All right. Um, so it's 12 0, 3.
We have a quorum, so I will call this a regular meeting and this had a public library board of trustees to order.
Hi, everyone so approval of our agenda, um, which you all receive. So if there are no changes.
I will entertain a motion to approve the agenda as published. So moved.
There a 6th. Okay. All in favor.
I raised your hands, thank you.
Um, and then, uh, we are currently accepting public comments via email, um, at the address published on the agenda. Um, Amy, was there any public comment.
There was no public comment received this month. Okay.
All right then 1 more, um.
Item to vote on here at the top is our consent agenda.
Which was just our October meeting minutes. Um, so we, we don't have any finance reports, um, this time, but we will next month.
Okay.
Is there a 2nd okay thanks, Ron. All in favor of the consent agenda.
Okay, thank you. Everyone.
Um, and we can move right into the chief library report on team Tom. All right, well, thank you. Um, I am going to keep this brief and, um, there is no systems report this month again.
We're trying to move through a few new business items and statistics weren't able to be compiled in the time that we needed to make sure that we had the information out for this board meeting.
So, you'll see the November statistics and information next month and our December meeting.
And you have all seen my chief brains written report and obviously I will answer any questions you might have on that. But also, and.
For time I want to make sure we lead enough for the new business items and the executive session.
Yeah, did you have a question or? Okay.
Then that will, um, end my chief library or as written.
All right sounds good. So we don't have any old business items, but we do have several new business items, so we will move right into the 1st of those.
The 3rd, quarter of 2022 Levy report. Great. Well, ask Shannon to join us or Levy administrater.
I believe she is in the room, but needs to be let in.
In, uh.
Okay, there's Jan. are you there Jim?
There you are, you need to take yourself off mute.
I'm here now. Good afternoon. I'm here to present the 3rd quarter, 11 report um, which I will ask you to vote on after to approve after this presentation.
And I'm just going to provide a really quick summary of the report. Um, that was in your packets.
Um, the 3rd quarter report, um, uh, covers activities through the 3rd quarter we've spent 40% of our revised Levy budget. budget
For the year, and the Levy provides 35% of the libraries overall.
Revised budget, um, much of the lag in year to date that spending is related to the capital program program, which continues to experience pandemic related delays, um, in the lobby categories of hours and access.
Our promise was to keep libraries open when patrons needed them. Um, and in 3rd quarter, we, um, we faced some challenges as the pandemic continue to impact our ability to restore, um, operating hours that our branch locations.
covid, um, spikes during the spring May and June resulted in us reducing our scheduled hours slightly for the summer. And then, um.
For branches that had air conditioning, we were able to operate at near normal service, but for branches without air conditioning during the summer um, they were frequently closed and, um,
so this is a while the staff moved Kimberly to communicate updates on closures and did everything. They could to open branches that had air conditioning when some branches that didn't have air conditioning were closed.
Um, we know it's been a frustrating experience for for patrons and staff and we're working hard to, um.
This problem, uh, by directing Levy resources to support air conditioning at our green, like branches, which was 1 of our seismic retrofit branches and we're also seeking federal and other funds to support air conditioning in the future.
The other thing I wanted, which I didn't include my summary um,
talk about is we made some really good progress in terms of 1 of the Levy commitments was to add a community resource specialist for youth at as part of the lending package to provide social services.
And we've revamped our whole approach to social services. We used to provide this.
Through, uh, the downtown emergency service center, um, but we're now providing it in house and we have developed a team that team was hired. Um, and is, uh, will be.
Fully on board in 4th quarter, so we will including the Levy supportive position for you. So we will be able to provide that service and we think we're going to be able to provide it a lot more effectively by providing it in house.
So that was 1 of the lady goals we had that we haven't been able to accomplish because of the covid. Um, and we will anticipate that starting in 4th quarter will be able to produce some results for that.
Um, another area where we are really gearing up is to restart.
Play online program, we had a promise to add planned learns at at 6 locations with the pandemic. The plan learn program has been on.
Suspended, um, but we are gearing up to start it and, um, anticipate what we're starting we've already started it for the fall. Um, and and anticipate having, um, up to 5 in 2023.
um, the other areas, um, where we've continued to make progress, we are continuing to provide a robust collection of books and materials. We added 4,500 copies of picks in the 3rd quarter.
We also purchased 29,000 digital files in our. also purchased twenty nine thousand digital files in our
Technology and access program, we, um, continue to provide, let me find hotspots, um, to the general through the general collection and through targeted outreach um,
and those general collection hotspots were checked out nearly 2000 times in the 3rd quarter and our, um, we worked with community organizations to loan out an additional 89 longterm hotspots.
We have 2 new partners for this program. The chief Seattle group at equal. at equal
And the harbor abuse and trauma center who were lending, long term hotspots and then, um, finally in our maintenance area, we, um, we continue to experience well, we have our ongoing regular maintenance,
and we are continuing to.
Perform on that, and we've had to deal with increased vandalism, uh, throughout the year, but in our capital program, unfortunately, we've had some widespread delays due to supply chain issues and labor shortages and higher than expected.
Bids are green, like, project, uh, which we see is only 1 qualified in July will be rebuilt this quarter and we are now expecting construction to start in the 1st, quarter of 2023. um, and so that's my. I went to my report any questions.
my report any questions
Yes, it's true. A couple of questions and comments. It's a terrific report. Jan, is it always is.
But what it is, and importantly is it is a look back.
That the promise is made, and the promise is kept with a lot of work on how we have adapted to change circumstances to stay true to the voters, which I think it's terrific.
2 points to 1 there's no reference to the to the work.
A diversity, equity inclusion and anti racism, which really started.
Big time by eliminating fines, which was clearly a.
Thing, so I'm wondering if it would be useful at some point, maybe in the year report or something.
To to talk about that theme and acknowledge.
What we did at the beginning, and I don't know if we way to measure results or whatever, but also to to highlight that theme because what I'm thinking about is at some point.
While we're going to continue to be accountable and do this and that's the purpose of it has great political potential. At some point. We may want a pivot and you did a little bit by having a very nice section about.
Um, foresight thing, but but sort of pivot a little bit to this becomes another document.
It gets out there 3 or 4 times here, not only looking backwards.
But looking forward and raising the narrative themes that are emerging, including and technology adoption, and so on. So sort of just a general comment about, um.
Maybe, uh, looking forward a little bit. At the same time. We're looking back. Yeah, we're, we're going to do that. Um, in some different ways, Jay, there's, um, communications and, um, marketing, um, rick's groups.
Are going to be looking at that as we go through the foresight and strategic planning process for sure. Because that all needs to be tied in, with the levee work that is underway and let me work that we foresee in the future as we go through these planning processes.
So, that outline is being developed by them. Now, I think 1 of the things we can do here too and Jan, and I can definitely talk more about that. Is that many of these elements have a thread through.
And the work with, for example, the community resource specialists.
That is a key piece, because it wasn't only, I mean, if you look at what was in the Levy, and what was promised, that was a contract, the library is actually retooled reallocated resources to bring those folks in house.
But also to expand and actually have a social services, like Brian, and to have an assistant managing library and overseeing that entire unit.
So there's more coordination not only within the library, but through throughout the city as well, as we work with other partners.
So that's 1 example plan learn. Those are other examples of that. I think we can tie that element in, um, a little a little differently or a little better as we go forward in time. So, appreciate that. And I think it's a, it's a.
A, very good point to make as we move forward in time.
Shh.
Yes, fine, Jen will you talk a little bit more about the hotspot partners? Um, and how they're helping us get hotspots sort of broad more broadly out into the community.
Yeah, so we, um, work with, I don't know, the, the length of the list, but it's becoming pretty long where we have been engaging with community partners who work with their.
The people they serve, and we are providing hotspots at tiny villages at different, um, educational organizations, community centers where there's really a need.
So it's and it's, it's effective for us to be working through community partners to manage this rather than.
Only using the general circulation to provide hotspots.
Yeah, I'm I mean, I'm just, I would assume that working with partners would be a better and more more proactive way to get hotspots into the hands of the folks who really need them. Mm. Hmm.
And I wonder, I'm not, I'm not sure that it's in the report. Um, but correct me if I'm wrong. Um.
You know, I'm I'm just curious if we have data on.
Uh, numbers that are checked out through our facilities versus shared out via partners. I mean, it would just be an interesting data point.
Yes, so we have in the report that we have loaned out the 3 week hotspots 2000 times in the 3rd quarter, and that we loaned out 89 new outreach hotspots, but we loan those out for long periods of time.
So, um, we have several 100 that are out to the community members through that program and some come back in after a certain amount of time as people. as people
Complete whatever they were doing with the hotspots, but the.
The checkouts are not necessarily represented how many are in the community at any given time from the quarter so we had several 100.
Okay, some of those could be in tiny villages um, and those, those installations could be 5 to 7 or 8 of those units within a tiny village.
And those are obviously very long term loan as long as those villages, um, are in existence and the agreements are with Lehigh and others.
Thank you I did just think that's a really brilliant way to get get those out more widely.
Just a quick question, Tom, um, the, the switch to.
From a contracted social services to end.
And your in house team, this may be a question for later I'd love to dig deeper on what you're realizing with that. Now, in that transition.
Um, and and what that has meant in terms of budget and resources and.
Long term thinking on that transition.
Yeah, and I think, um, as we, we really will probably have the full team on boarded. I think.
I believe it's by mid December so, as we roll into the new year, we'll start seeing, you know, how is this working?
Um, in comparison uh, we have statistics from when we had the, uh, folks from doing that work.
But what we're trying to do in this, that is different and that we hope to see is that, um.
Really kind of that interlacing social services librarian.
Into that group, we're, we're taking almost like that model that we had with the library of business, which is.
Getting all that expertise down into every single 1 of our other branches and through all of our system.
We now can get our social service workers. Our community resource specialist actually be providing them that 1, social services, librarian, all those referrals that they can then get out to everybody else.
So that we are a better referral system for all of those services.
Um, and I think by having hopefully more consistency, um, and retention with folks, we'll have better coordination and discussions with other cities.
The social workers.
Throughout the city, which has also been something that we didn't always have and that I think if we're going to work on these problems is the city. Um.
Doing it together, sharing the same resources training, um, is going to be key to that. So, yes, next year, we'll give us a pretty good idea of what are those costs expenditures.
That may be above and beyond, I think, to your point, because there is probably going to be that. Right? We already know that by bringing them in house. Um, there is that cost.
And so, um, that was a key piece for us in the decision that was, do we believe that will allow greater retention and then hopefully more consistency as we move forward.
Thank you were there any other questions or comments on the report?
I believe we need to approve it. Yes, please.
I'd move approval of the 3rd quarter Levy report.
A, 2nd.
Right. Uh, all in favor of the approval. Okay.
All right, thank you. Jan. great report. Great information.
Um, item is.
The draft 2023 operations plan, right? And Alex.
Ian, and Nick partner will be joining us for this 1, um, as most of, you know, and the admin being new, our operations plan is what we are working on as, um,
council and the mayor's office is finalizing the 2023 budget. We will be working through our operations plan. Um, getting your input today. getting your input today
As well, as in December, we'll be where we finalize our budget, and you will approve the operations plan in December. So, with that, I think I see everybody here.
Alex, I'll turn it over to you.
And Nick. Great, thank you, Tom and good afternoon.
Everyone um, I'm going to have Nick, go through, um, highlighting some of the points and any asking for any input but also wanted to highlight that from last month's meeting.
We have really received valuable feedback from the board. And on this draft, we try to incorporate that or still working on finalizing that. So, with that point shared, I'll turn it over to Nick.
Hi, everyone, uh, this is Nick, the libraries finance manager. My pronouns are key.
And as Alex noted, uh, we are.
Uh, here, working on the operations plan, which is the financial.
It for library, uh, we shared.
The, uh, high level framework with you.
Oh, you're breaking up you're breaking up on our end neck.
Oh, okay. Uh, well it's a mask on it's.
Interfering with the thing is, does that help at all? Is that any better? Thank you.
Great. Um, yeah, so let me restart really briefly so we brought the framework to your September meeting and we got some valuable feedback.
And if Alex noted, we have incorporated that into this 1st draft that we're bringing back to you today. I want to note this 1st draft is a snapshot for a moment in time, and we continue to work on it since we submitted it to Amy back at the beginning of the month. We'll.
Continue to work on this and structure everything like.
Okay, Nick, I apologize again, but you are breaking up terribly.
The central library temporary you think that the WI Fi would be the connection be fine here? Um, I guess not, if it breaks up again, Alex, you can just you can also take this.
I'll I'll just cut to the chase essentially we're looking for again more feedback, broad brush strokes of feedback from you all.
Uh, as it relates to the plan things you want for us to highlight or other things you'd like for us to maybe extrapolate upon. Uh, so that's what we're looking forward today.
Again, this is our draft and, um, definitely we're working through, um, refining our fine tuning, um, in terms of our, um, input as well, as details of our operational plan,
our budget for the city as well, as a foundation. So, any input would be really greatly appreciated as we move forward on, finalizing this for next month's approval.
Couple comments really questions. Um, I was really pleased well, 1st of all, just for yasmin's benefit, I think, and maybe just this is really our policy document. It's really the budget.
With a different name, because we don't actually control all the budget so it's really important I think, that we're upfront about where we're going it goes to only telling us how we're spending.
So, I was pleased, for example, to have this racial equity impacts and budget development section in there. I think that I don't remember that being in there in the past, and I appreciate but but I would suggest it needs a little work.
Um, I wonder if it might be useful to put in what I seem to.
Remember was a pithy.
Aggressive vision statement or something that the board adopted a couple years ago, which is referenced, but put it in there to get it upfront that we really care about this.
And this guides, so much of what we do I mean, I think it's there, but I'd drive it home. Um.
2nd of all year, there was some reference to community meetings both. I think maybe in that section, but in the next 1 about priority is can we get a little flavor for.
If if there's something to say about the number, the extent the scope, I mean.
Do we learn a lot? There were a lot of people there, or there was a lot of input. It just seems to me. They I think it's, for example, in the next section priority, priority areas within library operations. It's just based on community input.
How where, when why if there's something there.
Let's make this a document that suggests that we're we solicited comment. We listened we took it to heart.
And we may, you know, something, um.
Going back to the racism, though, the examples the 2nd example that we're making capital investments to.
To have more clean energy, which.
Indirectly has impacts, unless it seems to me, I wouldn't put that number too.
Maybe not put it in at all, but if you want to put it at the end, I mean.
In terms of and anti racism I, it seems to me, that's.
The least direct kind of budget.
Stuff for me, at least.
Um, and I, you know, we haven't seen, um.
And maybe we won't until foresight, sort of our plan and goals on. We're all sort of putting this together. So I don't want to be critical, but anything we have specific.
That we've really done, or how we're looking at the budget in this way. The idea is terrific, but if it had some more.
Granularity it would be more persuasive cause I think this is.
I know reads it, but but hopefully anybody's does read, it should to get the narrative that we really care and we're making really good progress and it's not just a lot of words. So, um.
Yeah, I think Thanks for that, I think the 1 piece here is we're still getting this just so that everyone knows to a part of this is getting the input here today. But I also finished.
The edits on this section, and there will be some other elements we add to your point, um, around some more detail about what those next steps are and where the planning processes tie into this as well in that particular section. Uh, specifically.
So we are going to.
Just 2 more quick comments, and I'll get off the mic here.
And I think the foresight thing needs to be identified.
For 2 reasons, I mean, 1, it's, it's a lot of money and it's a lot of resource time.
That's going into I believe we are committed to take this very seriously. So it's sort of a budgetary audit, but more importantly, we don't know where it's gonna go.
So, maybe it's in the, excuse me, the uncertainty of the future, or I don't know how you want to talk about it, but I think it's really important. We want people we want to let people know that.
There are opportunities and we think it's very important effort. The other thing that might be in the, um.
In the, you usually have a section about risks and stuff like that at the end.
If in my other life on another board, spending a lot of time thinking about.
The disruptive implications of the technological revolution we're in.
Accelerated by the pandemic and no 1 who thought about it or very few people who thought about it at all. Think we're going to go back.
To something Pre pandemic.
That the world has changed, the nature of work has changed how we communicate.
In fact, there was really good section in our materials about the Microsoft teams and what that allows you guys to do.
So it seems to me beginning to lean into technology and its disruptive implications possibilities for a knowledge industry like the library.
Is kind of critical and I, I'd encourage seeing more about that.
Um.
Bring up a few things, um, and piggybacking a little bit on what Jay had mentioned almost like you were at the 1st workshop, even though you weren't. But, uh, I know of course. Um.
That, uh, to meet with her.
There was a lot of interesting conversation that emerged out of it. A couple of things just to throw up on the table. 1 is the, the notion of.
Deepening and broad name partnerships and specifically I was thinking, you know, because I come from the museum realm.
You know, a lot of, um, we could some of our work with whether it's small hire or, you know, Nordic heritage museum or.
You know, put a number of organizations when Luke that Sarah.
And then there are, I work with a number of healthcare organizations, and I know the library already works very closely with and other healthcare organizations, but just perhaps some.
Um, you know, something that, that highlights, um, increasing.
Importance of that as we look in that force kind of the other thing that, you know, I'm real concerned about is it's increasing economic divide.
And I see it in the neighborhoods and so forth. And, uh.
It's a lot of the conversation, the library is kind of an equalizer in that.
You know, emotion is making sure that.
The majority, it doesn't become, you know, really.
Um, you know, I mean, we, we invest resources in.
99% right. Um, and the 3rd thing, I'll just.
Grow up there I think a lot about is.
Because I work on a number of senior projects, you know, I wonder in this.
In a post pandemic period.
With this sort of still, you know, a pandemic period.
You know how we keep seniors engaged in the libraries.
I know there are a number of seniors who love going there, but, you know, some of them have gotten a little bit skittish, you know, because of the safety, you know, like,
they don't want to go visit and they've appreciate the library just simple things like having those masks and stuff and sanitizers.
You know, that's 1 thing I've heard from a number of folks, and there was like.
Yeah, oh, there they pick up a mask because I'm going to the grocery store. I don't know if I'm gonna have it.
Mask, so those are things that again, I think are assets. Um, but the extent to which we, we have a tsunami wave of seniors that.
We have served and will continue to serve and many of them are this.
You know, from our communities of color.
So so I would also maybe find a way to.
You know, maybe broaden that out. Maybe show some. So, those are my 3.
Um.
I don't know if you're ready for me. Um.
I, my thoughts are are sort of similar in vain to what Jay and Ron are talking about. Um.
It was so incredible to sit in the foresight workshop with many of you and to be thinking on this really long time horizon.
It's, it's just a, um, it gives really excellent context what it is we're doing today and I think about operations plan and, you know, I grant you that. This is my 1st time working on it.
Um, but I think about what can we put? What kind of.
Though.
What of that long term context? Can we put into this report?
It's 1 year report that allows people to sort of see where a little bit about where we're headed, but also a reflection of this time that we're coming out of,
and how it's helping us with prioritizing just this 1 year right? This operations plan is just for 2023. um, and so. three um and so
Similar to what Julie said.
And when I'm kind of interested in is in the beginning, when you're talking about.
Uh, impacts, I'm thinking about the last few years. What have we learned in these last couple years that are helping us in this pivot toward the future and so, like, what?
Ron just mentioned, having masks at the libraries. The other thing is putting more capital funding into air conditioning, because we know that because of climate change, our buildings are getting hot.
And how do we serve people if those.
Things are hot,
so I'd like to see at the beginning a little bit more reflection on what we've learned and how we are translating what we've learned into just this 1 year what changes we're implementing in just this 1
year with a nod to where we're headed in the future, another piece I think to me about that is like, the hotspots that we just talked about with Jan, if people like seniors or kids are not.
Able to come into our buildings and this partnering work that we're doing with other organizations, how are we using that to expand and broaden our ability to still provide service? Even if it's not in our buildings.
Um, so, that kind of context is, um, I think we'll be helpful to us as we kind of think about what our priorities are, but also helpful to the community. So they can see that.
Hey, we're learning from what we what we're hopefully emerging from. And it's helping us in thinking about where we want to go in 10 years.
Um, and I know I mentioned this last time and I think that you did put some stuff in here about this. But.
And then maintenance needs of the buildings. See, to me, that's a big issue buildings and what we're going to be doing with buildings in 10 years. Um.
It could be really radically different, but what are we doing to sort of minimize.
This next year, what our future potential costs would be, because our buildings are aging and our Levy, 98 bond Levy buildings are gonna be needing some revamp.
So, are we addressing the. the
The most high priority items, um, from that list of things that we have to do.
Thank you.
Is that quick, uh, quick um.
I believe it's a quick question, staff, funding, levels, funding by source and installation. I was wondering I was actually looking for.
Where you are, is there any accounting for that here in this section on staffing.
Staffing levels by funding source, are we anticipating inflation impacting?
Both and funding courses and.
Alex, do you want to take that 1? Sure.
I think that component is currently in negotiation between the, um, the city mayor's office as well as the labor union coalition.
So, um, definitely, that's 1 of the, the biggest cost increase that we have in our operational plan year to year but I think particularly in 2023, that's gonna be a big. gonna be a big
Impact and we're still waiting on what that final decision will be.
So, what we, what we do in that regard as, um, the.
Basically, those increases are called the, and Jay don't have me remember what the acronym is. Um, but, uh.
That basically cost of living increase piece no, 1 will move forward in that either represented or unrepresented.
Until the bargaining is done and complete, and then everyone will move forward in whatever that is, because that's a coalition process and not at our individual tables.
Um, the city then takes that on and calculates that through their budget process. It means that ours will be, um.
Augmented somewhere down the line that would be.
Let's say the bargaining is done in February or January, whatever the case may be. It will be from that point on. They'll augment. There'll be back pay all of those types of things.
It'll go back to the 1st of the year, but they will augment our budget by that amount. Whatever that finally agreed upon amount is.
And it is, I, I think, you know, it is a huge piece.
It's most certainly, the largest inflationary factor but I think to the point that yasmine made the other hidden inflationary, um, components or things like construction supply chain issues.
And those are not necessarily visible in a number of ways. Sometimes I'm visible until you get to the point of.
Purchase or contract, we're trying to do these building projects. So those are other ones that are frustrating and we can get best guesses.
And as we've seen in the last 2 and a half 3 years was best guess is, um.
Are all over the board when the numbers start coming in so those are some other hidden aspects that are hard to predict. We've tried to put enough in there buffer in all of these to get us through.
But we know that it's going to continue to be an issue, not only for 2023, but looking at it probably well, beyond that now. well beyond that now
Oh, you get back.
Oh, go ahead. No, I'm done. I'm.
People said what I was going to say, so.
I definitely appreciate your feedback your I think these are going to be really helpful in terms of finalizing and shaping what our operational plan for 2023 and really lays out again, key priority areas with the strategic planning,
our maintenance planning. Um, so I think it's, it's really helpful and really appreciate your input on that and we'll come back with the final version and in a few weeks. in a few weeks
Thank you all and I do appreciate all the thoughts here will help provide a better product for this year.
And then, as we go through this process with the strategic planning this year, as we wrote roll into the 2024 plan, what you will then see, is that strategic plan complete? Is that that then. is that that then
Well, should this, this operations plan should start aligning with those annual pieces that we want to complete, or expect to complete in those strategic initiatives or actions so, um, this is kind of our bridge here.
Um, and then, as we move through that strategic planning process, finalize that and have all the complete, then this operations plan will start speaking to.
What has come out of that strategic planning process?
Thanks Nick and thanks Alex.
Thank you. Thanks, Eva.
Um, so next we have our next item on new business is the, um, for 2023. um.
Our library board, regular meeting date. So I believe it was in the last page of the packet. Um.
So we can plan out those dates, um, and Amy will do public notices and yes, Tom, I have, I have 1 date that, um, and it has to be me causing the trouble, um, on the 26.
I would like to see if people can actually, um, if folks here can look at the 25th. twenty five th
I'm trying to be January. 25th, January 25th? Yes.
I'm trying to be in 3 places at once and it's, um.
And some of it involves on airplanes that makes it difficult.
Right. That's actually better for me. Wait sorry works for me to January 25th yasmine instead of January 2006 on that list.
Oh, I'm looking at 2024 and wait. Oh um, foresight. Right okay so that's that.
Sorry Wednesday then? Yeah, it's a Wednesday. yeah it's a wednesday
And that will work for me. Thank you. Um, you, I might be in another country. So I'll be returning that week and we don't have a specific date.
Um, typically a return on that Wednesday. Um.
I would say I could do, I could just change my flight and come back.
I mean, I'll be in a hotel for the meeting and then fly back later a couple hours later. Something like that. Um, so it's a question mark for me at the moment.
But I, I'm sure I can work through it.
Thank you all, um, we'll know it as the, uh, 25th on the, uh, final.
Um, as we move forward, um, I just wanted to give a heads up. I will not be here, uh, for the April 27th meeting.
I don't know. Do we give you advance notice about that? Um, I'll certainly give Amy that notice, um, as we go along or at any time, as you find conflicts. Um, okay.
The sooner we know the better and the.
We can plan for quorums then. Great. So, with that change in mind, I believe we need to approve the schedule. You do changes or questions.
Okay, can I hear a motion.
Okay, some of.
I'll take I'll take that as a 2nd call. Okay. All right. All in favor of approving the meeting schedule as amended.
Great Thank you. Everyone 2023 here. We come.
Um, our next item of new business is the, um.
Library foundation and friends report. I don't believe there were regular meetings for either.
Um, but, um, Tom attended the friend's annual meeting. I, I did, and I, I think there I thought there was a.
Foundation there should be a foundation board meeting. Okay.
Yep, November 9th you want me to start with that. Okay. Um, as usual, uh, the foundation meetings are chock full of interesting and important stuff. They really know how to run a meeting. In my opinion.
Um, fundraising, they are on target. target
And and that's important for us, obviously, because they also approved.
Uh, grants to the library for their budget of 4.478Million dollars and, um.
Of course, a lot of their fundraising about 30% of their fundraising or something like that occurs in the last quarter. So.
Uh, they don't have the money in the bank, and they don't know if it'll come in, but they are confident then we'll work it out.
What I think was most interesting is that they're seeking to get 100%.
Participation in terms of contributions by their board.
And they fully expect to do that and the amount of money they've collected from their board is way above their targets. So their.
Feeling good about that, and just sort of as a personal thing, it would seem to me.
In support of the foundation, which, of course makes the library what it is. I think it would be wonderful if our board had 100 participation in providing a gift to the foundation in the year, any amount that you think.
But I think the percentage, at least, um, is important. important
Um, their grant spending is actually up for us, um, over 2021.
And, um, so, despite the fact that the market has been so bad, and they've actually lost 20% of the value of their portfolio, which.
Perhaps other people here can relate to, um, they still are, are confident in our supporting the library and are out there raising money and, and the contributions have been right on schedule. Actually, they've been quite pleased with that.
Uh, they confirm their strategic planning goals rather than go through new ones because I think in some respects, they're waiting for us and our foresight.
And our strategic plan, but just to just to tell you what their 4 priorities are.
1, deep and strength and collaborative partnership with.
The library, that's the number 1 goal to plan for and establish the capacity to fundraise for the library of the future.
To be determined what that is, but the position themselves for a big lift. Uh, perhaps if, if we all think that's the way to go 3 develop and execute a strategic advocacy plan and partnership with the library, which there will.
On and for build the foundations organizational capacity, and they have increased their staff. And what's very interesting um, it's a high functioning.
Or they have a strategic plan with these 4 goals they have sub goals, they measure them periodically and have a little dash quite complex dashboard with red green, yellow and monitor all that.
So it's terrific. But I guess the highlight of the meeting for me was the presentation by.
Um, librarians, Gutierrez.
And Rachel Martin, and they talked about these books, which we learned about last week, which are essentially.
Picture books big.
Heavy picture books with limited.
Uh, verbiage, but attached permanently on the inside is a little MP 3 player.
Which the child 328 can play.
Themselves by pressing it and they demonstrated that.
And, um, I've heard that parents just can't read the same book over and over again without losing their minds. But kids love it. And it turns out that these the kids can just figure this out in without any data. You just have to believe, or?
I have to believe that it is a way to teach kids to read, because they can hear it. They can see it. They can keep repeating it.
And making that linkage is terrific and I think if we looked in our budget document, no.
Was our budget document that we're putting 50,000 dollars? Probably from Grant.
From the foundation to enhance the availability of these books, and also to have them in at least Spanish as the next 1. so it was a very uplifting. Everybody was just thrilled.
It was a feel good moment and 1 that we should all feel proud of.
That's my report.
Thanks for that and the box books that Jay mentioned are very popular and gaining popularity. Um, I'm excited to see what happens with our the bilingual.
They also are looking at some bilingual books as well being dual languages in this particular case. Probably Spanish and English.
Uh, to start, but I think there's a lot of potential there as well for English as a 2nd, language learners, both parents and kids and the or caregivers.
Friend's report real quickly. I didn't.
Have a full report, because they didn't have their normal meeting, but they did have their annual meeting. They had a great author there who had very high. Um.
Praise for the library and her time working.
In the library as far as doing her writing, um, they also had their friends of the year. Um.
Awards and they also elected their new officers. So, as we go into the December meeting, I'll have a few more details for you on all of that.
But happy to know that Amy will be continuing on as president into the next year.
Um, they do have a person who is going to be their vice president angel SOLS, got to spend some time with angel at the workshop. Or can we do partner workshop on foresight as the carbon?
Angel is great. Look forward to working more with her as we move through next.
Year.
And that ends a quick friends. Yes. Friends update.
Thanks Tom. Thanks, Jay. Um.
Much appreciated any, I guess the last time a new business, any updates from library board members.
Anything you want to share we need to know.
Hearing none, um, then, I guess we can move on to our executive session.
Um, we do have an executive session today, so, um, it is now, let's see my window. Um, so now, at 253, at this time, the Seattle public library board of trustees will hold an executive session.
hold an executive session
To discuss with our legal counsel,
actual potential litigation that may affect the library and to review confidential personnel matters this session will be closed because public knowledge of the discussion would likely would be likely to result in adverse legal or financial consequences.
Uh, and no decisions will be made during this close section. Um, and I expect this executive session we'll conclude at about, um, we want to say, like, 115 Tom or 130. I will, I will say about 120 ish. Okay 120 ish.
about one hundred and twenty ish okay one hundred and twenty ish
Um, so the board and its staff, including our attorneys who are working on these issues will now be moved into a private online meeting room and the public meeting will remain connected. But meeting attendees will not be able to view our here members in our executive session.
So, the public portion of the meeting will recommends.
At 120 ish, and then we will adjourn the entire meeting so.
Here we go a regular meeting, you are back in the regular meeting now Thank you.
Thanks, Amy. Um, so it is now 121.
And the Seattle public library board of trustees is again in public session.
We held an executive session to discuss confidential, legal and personnel issues and no decisions were made.
If there's nothing else.
From board members or Tom I believe we can adjourn.
And we'll see you next month. Thank you. All right. Thank you. I have a happy Thanksgiving for those who celebrate.