Mhm. >> Good evening and welcome to the meeting of the Oakville Public Library Board for Thursday, June 18th, 2026. Uh first I'll read our territory acknowledgement. Oakville Public Library is situated on the Treaty number 14 and Treaty number 22 Treaty lands and territory of the Mississaugas of the Credit First Nation and the traditional traditional territory of the Huron-Wendat and the Hodinohsho:ni. Oakville is currently home to many different First Nations, Inuit, and Métis peoples. Regardless of where we come from, we are all interconnected through the land that we live on, water that we use, and air that we breathe. We are committed to a continuous learning journey and allyship. We seek to elevate Indigenous voices and lived experience to cultivate reconciliation in Oakville. Madam Committee Clerk, do we have regrets this evening? >> We do from Councillor Knoll, and I don't quite yet see Sals Melo. >> Okay. And I'll note that Councillor Chisholm is joining us by Zoom link. Thank you. All right. Members of the board, are there any declarations of pecuniary interest? All right. Uh before we get into the rest of the agenda, I'll just say to anyone watching the live stream, we appreciate you tearing yourself away from the uh uh World Cup Canada game that's on right now, and we appreciate you joining us. All right. First is item 4.1. That's confirmation of the minutes uh from the previous meeting. Do I have a motion for that? Rebecca. Seconded by Avis. Thank you. Does anyone have any comments or clarifications? No. Okay. All in favor? That's carried. Thank you. All right. We have uh three consent items this evening. Um that is the uh Oakville Public Library Board key agenda items uh report. That's 5.1. The Health and Safety Report is 5.2. And the Human Resources Policy 5.3. Uh does anyone wish to separate those items? Any of them? No. Okay. Do I have a motion to uh approve those? Rod and Meredith. Thank you. Last call for clarifications, questions. No? All right. All in favor? That's carried. Thank you. All right. Moving on to Here we are. Uh we have no con- confidential consent items. Uh discussion items number 7.1. That's the comprehensive financial report of till March 31st, 2026. >> Yeah. So, what the board has in front of you um is uh the first quarter's financial progress report. You can see that we are trending again this year towards a surplus of approximately 240,000 down from a similar projection last year, but last year we did have the the impacts from 16 Mile that that were kind of built in there. You'll also notice that the HIP trust is projecting a year-end balance of of 39,000, which is much better than we originally had anticipated thanks to the funding that we're getting from the region due to our new agreement with them. So we're very thankful that that HIP is in a much healthier place throughout the rest of the year. So yeah, happy to take any questions. We've provided a breakdown of where the different areas are. And then I'll also say that we do have the surplus and we are we have redirected some of that existing surplus that we're projecting into collections. Which we're allowed to do, which we're looking to do a little bit earlier because we we have it. So. >> All right, do we have any questions? Rebecca. >> On behalf of Celso, I just want to say thank you for that. Want that on the record cuz Celso is a sneaker. >> Thank you, Rebecca. Does anyone else have questions? Meredith. >> Okay. Um So yeah, there you said there in Sorry, I'm not sure what page it is. Higher supply costs. And so I was wondering if you could share some more. It said materials and supply costs are expected to be over budget. So is that because of that early collection spending? >> Yes. That is as well as I want to think it's Normally it could very well be. I can double check that, but sometimes also our supplies run over. It's also related to 16 Mile. Um we continue to purchase uh for 16 Mile, and so I think that's cause for some of those overages as well. >> Okay. And then can you also just share a little bit more? It says utility costs for those two specific branches, Central and Glen Abbey, and is there any reason why those would be over budget? >> Well, Central um is is kind of an at the easier answer in that it continues to be over budget, has been over budget, and will continue to be likely over budget um just due to the age of the facility, the HVAC unit. It leaks cold air, hot air. Um it's just the the building. Um and we'll talk a little bit about that when we talk about the budget drivers next and the additional funding we're going to try and put in for um for Central moving forward cuz it is going up. Um Glen Abbey, we are we're looking at that, um but we do share those costs with um the facility. Um and so I know that they've been getting better at trying to determine what's our costs and what's their cost related to that, so. >> Okay. All right, thanks. >> But it's much higher at Central than it is at Glen Abbey. >> Thank you, Meredith. Any other questions? Uh Bill. >> Um I was just wondering the um the Community Foundation funds, there was a loss uh quarterly loss on the gross investment earnings. It's not a large amount, but I was just wondering that was through March. I was just wondering if um if uh you've heard of any other sort of ongoing loss issues with with that uh investment? >> No, I haven't, but I can certainly follow up with them and ask whether or not they've made any adjustments or whether or not how they're predicting the rest of the year to to go cuz I'm a They have a very robust investment committee at at the Oakville Community Foundation. I suspect that they are making adjustments, so I can talk to Wendy and and bring that back for sure. >> Yeah. I I would think that pretty much uh any organization like that is probably having some issues um but I just I just wondered for interest's sake uh if you had heard anything, so thanks. >> Thank you, Bill. Meredith? >> Just related to that, I I also noticed that and I was what you know, so there's the the Community Foundation is, you know, reporting the reason why the there's a loss and I was wondering if it if it might be helpful in the future to have that um indexed against, you know, the market. Is is the market experiencing that same loss? Is this typical in the market versus just maybe taking the the word of the investment manager that this is down, you know, I'd be nice to see how our investment is performing relative to the how the market's performing. >> No, we can do that, yep. Yeah, the markets are an adventure right now, that's for sure. >> Thanks, Meredith. Um Ray, I thought I saw your hand go up, but maybe you were just scratching your head. Okay. >> [clears throat and laughter] >> Does anyone else have uh further questions? Okay, could I um get a motion to receive the report, please? Bill? Seconded by Councillor Chisholm. Last call for questions. No? Seeing none. All right, all in favor? That's carried, thank you. All right, 7.2 2027 budget drivers. >> Yes, so it is that time of year where we're starting to prepare uh the next year's budget. Um this um this year uh like every 4 years is a little bit different um just because it is a municipal election year. Um so the current mayor will provide us with general direction. Um however, that direction could shift based on how the election goes. Any new mayor or council coming in could change that direction. It is also expected that at the earliest the budget would be approved in the end of February. So, we are looking to align with with the town keeping their ideal um Sorry, I was on I just got back from vacation. Early in the brain [laughter] hasn't re-engaged timelines in place. So, you will see like the budget drivers coming in. You'll see a draft budget in September and then one in October and then and then we'll look to kind of shift it once we have a better sense of what the new council's direction is. That being said, at the time that this was printed the mayor had not provided any direction. We knew it was coming. He has provided it and I'll read it to you now. And then council will start that process on Monday. And I can forward you the full document, but I will read you what I cuz we're called out. We've been called out specifically in the mayoral direction the past couple years, which has actually been quite helpful for us. And so this year advising the open public library to prepare its budget submission to the town based on the overall increase not to exceed forecasted inflation plus the operating impacts of capital projects in line with previous estimates. So, the one difference is is in previous years we would actually get a number 3.5, 2.8. This year is just speaking to in line of inflation. So, we will be working with town finance in order to try to establish some baseline of where where we target. And I can provide an update to the board in July about where that actually lands. But I will forward this to you cuz it does speak to at inflation minus the 1.7 capital tax levy. So, all that said we are expecting this year's budget to be tight. And likely have some challenges um to kind of address it, but we'll look at different options and then bring them forward for the board for consideration. But all that said, I did provide a budget drivers report that just speaks to the different impacts or challenges that we're having at the beginning of the budget. Hopefully prompt some conversation for the board to provide, you know, direction or questions around how you want us to prioritize the draft budgets. Um, so just to give you some high-level you know, personnel costs. So those are basically our contractual requirements as through our CBA or union agreement already require us for a 2.78 increase. Operating impacts from capital, like I read, that's actually been pulled out. So we're very thankful that that was recognized. So those continuing impacts from 16 Mile will not necessarily impact that that that bottom line for us. It is a recognition that you know, 16 Mile is built. That was already approved and so that continues on. Central maintenance I put here as its own cuz facilities has identified approximately $30,000 increase that they want to put in the 2027 budget in order to keep central functioning. Um, we're actually in conversations with with the town about how to manage that because in in essence it is a short-term increase. Once we move into the new building, this will not be required. So we are having some conversations about is 30,000 going to like into our base budget or is it there a way to manage it for the next 2 to 3 years? And then once the new central opens, then the maintenance of it just becomes an operating impact for it. So we are talking a little bit how to support that. Um, and then the town also introduced a building reserve fund that we're been asked to contribute to annually. And so that's probably one of the the other key operating drivers. Um, and then I did I didn't want So, you would remember, I think, uh, in 2025, um, or maybe 2024, we did bring forward a number of positions that that we were really looking to bring forward. Um, we're seeing some gaps in our staffing. Um, and so I think there was four different positions that that we ended up, um, bringing forward just for board consideration. They didn't end up going anywhere, um, but I didn't want them just to vanish, right? Cuz they continue to be needs. Um, at the same time, we also recognize the fiscal environment that we're operating. Um, so but I don't like to tell myself no at the same time. Um, so we are looking to we we kind of reviewed some of those. Some of them we have mitigated through just in internal movement. So, we have created a outreach coordinator position, which was a major need. Um, we have also created a Manders Teaching Initiative, which was a significant need for us to help manage some of those capital projects, and we did that just through attrition. Um, but one of the key ones now that's probably the number one priority is is as a business analyst. Um, and so we will be putting forward, um, uh, a business case to the town as an operating impact, um, for a uh, a business analyst. I'm not overly hopeful that it will go anywhere, but at the same time, I think it's important that we continue to identify this is a need. It may not be the right fiscal time to do it, but but to have it on on the books that that it is a need for us. Um, and so that's the operating piece. Uh, capital. Um, so the scheduling software, so that was that's in the 10-year forecast for next year. Um, so we are looking to move forward with scheduling software. Um, and so we are doing a review of the market and and and updating the business case that we're required to to present to the the town for that. Um, then we have our our general year-over-year ones, the library specialized equipment replacement, um, the library program equipment and furniture. Um, there's also the Woodside renovation that's currently in there. Um however, you will also notice uh the last one, which is um the Southwest Oakville Library Services Review. Um so, we are recommending that we delay the Woodside renovation to do the review. Um and many of you will remember it came up a lot during the master plan. We continue to have Bronte um and the needs of Bronte and and how do we um meet those needs? It came up in the master plan. Woodside is right there. So, before we renovate it, let's actually look at both Bronte and the Woodside area and take a look at it holistically to really understand what are the needs of of those communities and how are they best served. And then move forward with, okay, well then if we are going to um renovate Woodside, what would that look like? And would would how do it how does that then feed into that need in Bronte? And how do they kind of like support each other? Um so, we are proposing that to address um what we're hearing from from the master plan um around around Bronte, but recognizing that they're all really close to each other. I think they're less than 2 km apart. Um and so, really make sure that we're making the right decision for that. Um and then recognizing that this year we're doing a giant project, the the service strategy and strategic plan, um and it will not finish until technically the budgets are relatively solidified. Um and so, we have asked we will put in a request for $200,000 um for a capital project that will just allow us to start to move some of those strategic plan pieces forward in 2027 and then build it into the 28 budget moving forward for the next 3 years. So, um those are high-level uh overview of of the current um status of the both the operating and the capital budget, but I'm happy to take questions. >> Uh thank you very much. Um members of the board, do we have questions? Uh you have Rod. >> Um one uh under Woodside, just a tiny typo. We've got uh Under Woodside, that near the second last second last sentence it talks about going service needs of Bronte and I think that needs to say ongoing service needs of Bronte. >> Okay. >> And I have a couple of questions about what's under the Southwest Oakville Library Service Review section. And thanks you've already you know you've already obviously covered a fair bit of that. But we're proposing a project to review the library service which is an unusual way to say things. Is it is it a staff review combining library staff and also town staff? Is it external consultant to be hired? Is it a needs assessment? What do we Do you have some idea that could just pin it down a little bit? >> Sure, yeah. We require the money because it's an external consultant. >> It's an external consultant, okay. And they in turn will be doing a review of the whole Bronte service area. Is that >> Not only the Bronte but also the Woodside. Because I'm looking I'm looking to look at that whole area. Because I think to date we really look at them two separate pieces but I think it it will serve us really well to actually look at them holistically together to understand the the services from the library that's required for that whole space and then make a determination of what physical spaces do we do we actually need. >> Okay, great. Thanks. And one last one, we talk about looking at network transportation systems. Is that just a review of the bus routes that serve those two locations or what are we what are we looking at there? >> No, network transportation systems actually relates on on transit a little bit but it it it really looks at how people get to branches and and the challenges or time it takes to get there based on different forms of transportation, right? And so, one of the things that we keep hearing about about Bronte and and Woodside is the challenges to to get to some of them. And so, if you're taking a bus, does it take you 10 minutes or does it take you 3 hours, right? And really taking a look at if you walk, if you bike, if you cycle well, walk um or drive. It really looks at it in a different kind of mentality um to understand that cuz we do hear from Bronte that Woodside is too far. Right? And so, okay, well, what what is the expectation, right? Is it is on a bus route? Does it take 10 minutes on that bus route? Do you have to like change at at the South East Mall? Like, do you know it actually it looks at that to be like, okay, what are the barriers to actually get to that branch that may be impacting people in Bronte and then how do we potentially relieve some of that? >> Great. Thank you very much. Thank you. I would I would maybe just add to that that Queen Elizabeth Park Community and Cultural Centre isn't exactly convenient for a lot of the Southwest residents of Ward 1 either. >> And that's what And the master plan specifically speaks to QEP, but we we've heard from the board that and and and Bronte Village itself that that isn't considered Bronte. Um but that's an added challenge because Bronte itself doesn't have a lot of space. Um and then even if the space they do have is relatively small, so it wouldn't be a full service branch. It could be a satellite branch and that's why we want to look at Woodside holistically to be what services are you know, we can we offer at at Woodside? Where are the is it satellite? It's really looking at all those different options recognizing some of those challenges. >> Yep. Sounds good. Thank you. Um Rebecca. >> Um just so I understand, out of the capital budget, we can only do two projects, right? >> Oh. >> Is that what it says? >> No, sorry. Um that that it >> Oh, it's proposing two new ones? >> Yeah, so everything except the last two are currently in the 10-year forecast. >> Okay. >> And then we're adding two requests. I mean, they all have to be approved as part of budget, but um one, two, three, four of them are existing in the forecast. >> That's what I meant, sorry. >> And how many of those would start? Cuz they're in the 10-year plan, so how many of them would like happen? >> So those are all for 2027. >> Okay. >> Yeah. >> Okay, so so the six of them then would be for 2027? >> Correct. >> Okay, cool. Um if if you had to if you had to get rid of kind of two I I'm thinking to myself four well, three of them look like things that can be like immediately done. Like they're very action-oriented, like the first three. Um and we've heard of them before. The other kind of well Woodside renovation and then the last one I guess kind of go together. Um they seem kind of like planning um review kind of projects, which it is amazing, but in a year where Is that me? Am I echoing? Um in a year where maybe we're not going to have as big of a budget do we aim to do more action-oriented capital projects where we actually, you know, are installing things and replacing things and getting equipment and furniture or do we do you think we'll have to pick one of these plans to kind of focus on? >> Yeah, and and so the Woodside renovation I am recommending that we move into 2028. It just as a as a placeholder and then we'll update it based on that. Um and so what we normally do is we put it in, but we do provide ranking by priority. Um so that when it goes in, it's like, okay, this is, you know, staff scheduling software, like that that's our that's our number one. If we only had one, that's that's the one. And so when we put these in, we do also provide priority. Um and now it gives the town some some leeway as they're kind of considering it um as well. The the the Southwest Oakville, some of that is directly related to to the master plan and and also cuz it impacts the the Woodside renovation. Um and so you're you're right, it is it is planning and the idea would be that we would do it in preparation of the 2028 budget, which would then we would look to actually action it. Um so it is that that trying to mix that between action because for the staff scheduling software, we did a planning a couple of years ago and so now we're taking that planning and we're going to action it. Um and so that is that is the balance to kind of take with that, yeah. >> That's awesome. And then just related to that, I know we talked to even about the strategic plan um here. So we talked about like the master plan and then the strategic plan is like the next step and then would you say then that we would prioritize the strategic plan and almost consider the Southwest library review next after the strategic plan? As like a one-step deeper depending on what is found in the strategic plan? >> And that's and that's some of the decisions that the board is going to have to make. Um and one of the reasons that, you know, the the the Southwest um Oakville library service review, you know, I think I put in here it's 50,000, which is actually not a lot for a consultant. Um but they're also building on top of the service strategy. So we're going to do some of this work as part of the service strategy um that we're undergoing and then um then we just want to look and pull out this specific area, maybe do a little bit of a deeper dive into this particular region of of of the town to kind of figure out what the recommendation is to talk to um the board and and council about uh related to that. And it it will be some prioritization when we get to the strategic plan, right? Cuz um we're doing the service review over the next little while and and you know, and and I think we start the um strategic planning portion more in like September October, but it will be taking that the service review what do we want to focus on for the next 4 years, going to in-depth about what we want to do for the first year, and then like it's slightly grayer a little bit further out. Um, and then it'll really kind of align. So, the the the capital budget design that we can still action some things in 2027. Um, and then potentially plan out for 2028, right? So, it could be, you know, if we move forward with with with the the review, um, that we actually push that out even further, right? So, that doesn't get done in 2028, but then at least we have it still in there. Um, and the recommendation I think in the master plan, um, is also some of the timing it's bringing forward. So, again, um, when we actually go and and bring the budget in in September, these are definitely conversations that that the board will need to have um, about that. >> And sorry, one last question. Are these all the same consultants working on all of the projects? >> Not necessarily. Um, it depends on uh, the dollar amount, whether or not we need to go out to RFP, or whether we can sole source, or whether we can get multiple quotes. So, it it really depends on on um, the nature of of the particular project. >> Was that? >> Yes. >> Thanks, Erica. And thank you for the clarifications. That was great. Avis. >> Just a couple clarifications. So, if I'm I'm just refreshing myself on how all of uh, the process worked from last year. And if let's say inflation is set at 3%. I'm just making that up, but if that's the figure, and three and so, would I be correct to say like if the personnel costs are 2.78, and then we're skipping operating impacts from capital cuz that's excluded, central maintenance and building reserve fund, all that together would be 3.57. So, at that point we're already over. So, that's that's kind of going back to that I found the exercise that we did last year really helped. I I I should have gone back and refreshed my memory of how but there was a schedule. I remember you had all the percentages and it was like in and out. So, I know you're not there yet but that that is very helpful to see kind of how all of these layer on top of each other and if you pull this out how you know, it helps to maybe crystallize some priorities. >> Crystallize it and and bring the board options, right? And so you're you're correct. You know, I think I think you know, last I was talking to the town inflation right now is is I think 2.1. However, the direction and I'll send you the documentation the director the direction from from the mayor is that it's it's it's and Ray or Paul can correct me. Maybe my understanding is you know, just say we get direction and we actually get a number and it's it's 2.1 but that there is the capital levy as well and so that's 1.75. That would come out of the 2.1 and it would be what would be left for us. So, that would be 0.4. And so yes, it it will be it will be a challenging budget year. Also, I was just trying to get a sense of the the kind of skills that you would be looking for in a business analyst role and what sort of initiatives I I get the sense of what they would be doing what what would you have in mind for that and would that lead to any kind of cost savings? >> And this is exactly so we've had a lot of conversations because business analysts come in a lot of flavors and a lot of different types and so that's one thing that Monica and Caitlin and I have been really working on is okay, what what do we want them to come in and and do? And part of it is is to help us implement what what will be the directions from the service strategy because we are expecting you know, a change potentially a change in service levels a potential change in the services that we offer, and so how do we actually implement some of that in a way that looks at appropriate resourcing, approp- appropriate, um, you know, cuz the service strategy is also supposed to give us a 10-year frame, right? And so it could be like, okay, you know, we're really going to focus on, and I keep saying this, and I'm and it it really early days. So again, I'm just using a rough example that, you know, our primary focus is going to be to create a reading culture in Oakville. Under that, here are the three services that is going to create that reading here are the metrics that's going to move it forward, um, and a business analyst will really help us look at, okay, all the different departments were delivering those services. Here are the metrics. How are we really aligning how we deliver those service with the appropriate metrics? How are we resourcing it appropriately? How are we measuring it? How are we reviewing it? Are there efficiencies to be found? Um, that that that's really what their primary, um, goal would be particularly at the beginning when we start to really roll out the the service review and the service strategy. >> Great. Thanks. And the And what the scheduling software, I know you're just looking to implement it, um, but would it lead to any cost savings in the long run or just more >> It would It would less chaos. I don't know. It [laughter] would definitely be less chaos. Um, it wouldn't necessarily lead to cost savings in dollars, but it will lead to more, um, resourcing, right? And so right now our staff scheduling, so we have seven different branches, we have five different departments, we use Excel spreadsheets. And we have part-time staff who work in multiple locations, they can trade shifts, they can pick up shifts. It's all done through email and Excel. It takes a crazy amount of time. I would say probably half of of our supervisors' time is spent managing scheduling and staffing. Um, so if you have, uh, a piece of scheduling software that can command where where staff can do a bit more self-serve in terms of like swapping or picking up shifts, that does create a lot more capacity, um, which will then allow us, uh, to meet our service levels or or be able to to turn that around and into into better, um, serving the customers. So, it won't actually save dollars, um, but I will think it will have significant impact on how we can offer our services without having to add dollars later on. If that if that makes sense. >> Mhm. Yeah, that's great. And just, uh, because I live in Bronte, um, between the Woodside I mean, I do go to Woodside and I do go to QEP, so I I I find them actually maybe I'm just well located between those two spots, but I I I almost like I do see little things on Facebook and grumbling about there no library in Bronte. I kind of am a little bit of the view no matter what you do, you're >> [laughter] >> get some negative feedback, but um I'm wondering if people understand enough about the fact that those that live closer to QEP have the option of the the kiosk. Like, I just don't know how well people like know about those services. >> And that and that could be part of it. It's just like, okay, you know, some of the recommendation is like market it better. Or or, you know, when we first launched it, we did do a whole marketing campaign. We sent out mailers, and so maybe we just need to revisit that cuz maybe the houses turned over or people forgot. Um, and so it is recommendation that, you know, we are offering some level of service. Is that is that enough? And is it how well used is it? I will say that, you know, when we we initially launched it, and I would say for the first six or seven years, like I remember like we started off with three towers of lockers. I think we ended up with seven. Now, we've decreased that because we actually see demand in other ones, and we so we reallocated some of those towers out to to other, um, I feel express locations with higher demand. So, we have seen a lowering of demand, um, um, that location. Um, and so it that that's part of what this review will look at. >> Right. Okay. Thank you. >> Thank you, Avis. Uh, Counselor Chisholm. >> Thank you, Mr. Chair. Uh, listening to the conversation, maybe I can shed some light on with respect to the budget. Uh, so everybody's clear, the budget is mandated or dictated by the by the mayor, not council. Um, it's the mayor's budget. Uh, what happens through the process if there was disagreement, we would have to have almost like a congressional uh, meeting with the mayor and there's a process to go through with respect to um, uh, changing it or uh, denying it, whatever the case may be, so so be it. But I guess I I don't want to forebode, but uh, this next budget year is going to be extremely difficult because uh, we're losing a lot of money in our development charges, uh, which of course goes towards our recreation facilities, the libraries, so forth. So, it's going to be a very, very tight year with respect to the budget. We try to attempt and we are very successful in keeping um, below um, the cost of living or whatever the the amount is. We've been very good, but I think this going to be a very extreme uh, difficulty uh, in the 2027 budget to meet those requirements knowing what's happening in the the global uh, situation. So, uh, I'm not trying to be a uh, a pessimist, but the reality is we have to keep it in check of what we what is most important for the library to move forward with respect to capital or even operating. Uh, I don't with the operating, I guess the question I have So, um, Terry the analyst that you mentioned that you want to put into the budget, was that submitted last year's in uh, in this year's budget? Did it get turned down? Uh, where did where did the process did it get uh, taken out? >> Oh, it was just um so it was brought up I think it was last year and only to the board. Um so I don't know if you remember but we were doing the whole 16-mile we had to we had to go with the different options. So here's you know a full-service branch, here's the expanded service to deal with growth, here's like the minimal service. So those were in the expanded growth and the board um decided to move forward with with the existing service levels. And so that that's what got removed. It never went to council. The board made the decision about what to move forward. >> Good. So now what you're saying we're going to move it to um the wish list for our council to look at uh new um new projects or new staffing FTEs, whatever the case may be. So this is above and beyond this your your uh budget as it stands now. So this is something new. Okay. So I would suspect there's probably going to be 25 or 30 um new requests coming through every year. So uh we have to make sure that our um our argument is strong with respect to what we want to uh submit. And hopefully Jeff and I can support it as we get to council on on the days of decisions with respect to the the list of uh what makes in and what doesn't. Um the other thing too just for clarification for the board um zero I can't remember what it's called zero-based budgeting. Maybe Paul can help me out. There was a terminology that we put into into our operations years ago where we look at reallocation of funds when money's not being spent uh the reallocation to other departments or other uh parts of the town. Uh it's basically doing the efficiency uh checking everything that that uh is not being effective or we're not getting good uh value for a dollar. So those dollars can be reallocated very quickly. In in my years way back when that's when we started doing that. So I I I think uh Terry's right. You know you look at the operation see where the efficiencies can happen but at same time uh it's just not the library. The whole town is doing that. And uh Paul, can you uh can you jump in there on that one? Just to add >> Yeah, so through through the chair to uh uh Council Chisholm's comment, I I think he's spot on. Um we we follow what's called program-based budgeting at the town. >> Thank you. >> Um we are facing a uh a very challenging budget uh going forward and and the council's correct. I mean, um the figure that the town's been presented with will be substantial in terms of uh finding savings or reallocating uh where we put our dollars into other initiatives to try and uh recalibrate or rebalance our budget to to meet our objectives and uh I venture to guess that um the library will face a similar challenge because it's being given a similar target. So, lots of um lots of detail still to come. I think our first uh discussion on this is Monday uh and then I would anticipate the finance will regroup with Tara and uh should be in a better position to come back to the board in July uh and have a conversation based on what we know at that time. >> Thanks, Paul. Appreciate that. Uh that's all the comments I can make at this time, Mr. Chair. Thank you very much. >> Okay. Thank you, Ray. Thank you, Paul. Appreciate that. Um okay. We've got a rapidly growing list of uh would-be commenters and questioners. Bill. >> So, um further to what Ray was saying, I this um building reserve fund, which I guess uh it's a a new idea of um of you know, trying to get these uh other facilities to contribute more to uh to their, you know, their share to to the to the fund. So, the AU2000 over uh per year over 3 years, the it says the town of Oakville. So, is that kind of thing is that I know the budget is at the discretion of the mayor. Would this be Would this fund be Would the town of Oakville be kind of determining that or would a a a potential new mayor come in and say, "Oh, you know what? I think these organizations should be paying even more." Could that go up? >> Well, that this this is So, this is relatively new for for the library. The town has had it. The library is one of the ones who was not contributing. And so, it was identified that we should be contributing, which I think is fair. Cuz we they're paying for for maintenance of our buildings, but it was being paid through a town. And so, it really looked at okay, well, we we through life cycle, we should be contributing as part of our budget into that. And so, they looked at our costs. So, that's actually based on actuals and and projected kind of numbers. So, I don't suspect that will shift because it is based on the cost of maintaining our our [snorts] our buildings. >> All right, that makes sense. Thanks. >> Thank you, Bill. Paul, did you have something to clarify there? >> No, Tara did a good job. I I think it's just to clarify exactly her point. So, this is a practice that the town has followed for years and years. It's a best practice. And in fact, the fund is intended to go towards rehabilitation and redevelopment of the buildings when they come of age. So, you're you're building into your your overall budget the cost your future cost of capital essentially to repair and and rehabilitate your buildings down the road. And and to Tara's point, not new, but perhaps new for the library. I think she had she had the nail on that. >> Yeah. Okay. Thanks very much. Meredith. >> Okay. So, just to clarify, so the personnel costs and the building reserve funds would go under the category of the non-negotiables as far as the budget drivers for this year? >> Correct. >> Okay. And then, it sounds like the central maintenance would also probably fall under that category because the building is what it is and it it does require more maintenance. So, I see we've got 30,000 here for what we anticipate for repairs and maintenance because it is an older building that's breaking down. But, I was also curious cuz we just in the last item we talked about the utilities and how so would they're not need also extra budget for anticipate we saw last year like you said it was bleeding cold air and so if it would that not also need to be considered into this year's budget as well? >> It it it would be and that would be part of that that draft budget. So, we haven't gotten into that level of of detail yet. I know Belinda's What what normally happens is is Belinda will take an initial look. She'll kind of look at okay, what are the variances in budget units over and then identify them and then we'll meet with her to be like, you know, we've been over in utilities at Central for the past 3 years. It seems to be going up this percentage. This is what this is that what what that will will will be. So, that that's still a work in progress and that will come forward later on. I will say also we are in talk with them about Central maintenance about whether or not that could be covered through a different option and not our operating. So, that that's ongoing conversations. I don't know that that that is 100% but we have been having good conversations with the town about using another funding method in order to pay for that that 30,000 or what that will be year over year up until we open to the new one. So, we are hopeful that that will not actually be part of that that requirement. Yeah. >> Okay. And then one other question, can you remind us why Woodside needs renovations? >> Sure. Um so, it is it is an aging facility. So, there is there is that piece. So, we have been renovating um the facilities on on a regular basis. So, 2016 we did um Iroquois Ridge. Um we did Woodside in uh White Oaks in 2018. Central is obviously off the table. Um Glen Abbey is in the master plan. So, that that is that is upcoming. Um and the uh Clearview is is relatively fine. Um, and so they they are scheduled in there. Um, also one of the the key drivers of of Woodside is that it isn't I would love to talk to the architect of Woodside. Um, cuz it isn't it isn't a functional building. There is an entire floor in that basement um, that is not designed for us to use um, in any kind of useful way. And so we are looking at okay, you know, can we do that renovation um, really rehabilitate some of some of that space, you know, and it could be as we're looking at, you know, is it actually staff space? Um, in which case we can reallocate some of some of other staff who are at Central and put them in in Woodside. Right now that basement is not somewhere you want to put people in for an extended period. Um, we do have a program room down there, but beyond that the public never go down there. So it is wasted space. We had like the newspapers that that we're digitizing, they have a whole room to themselves down there. Um, and so there is a lot of potential down there and I think we really need the renovation in order to be able to to reallocate space that will either um, provide more space for for Woodside or potentially more space in other branches if we can shift some of the services around. But those are some of the things that we want to look at. Some of that will come out of the service strategy, some of it will come out of the the Southwest Library Service Plan um, to really make sure that okay, we're renovating it with a very clear purpose um, and what we want to achieve out of it and how does that kind of fit in the whole ecosystem of of the branches cuz we don't like to do it just in isolation because we might like I said um, end up okay, we're going to we're going to shift some some staff out of out of the new Central Library and we're going to put them there, but we're going to have to do some renovations in order to be able to do it and that would potentially provide more public place more public space in the new Central. So it's looking at it a bit more holistically. >> Right. So more about like optimizing the building versus maybe more of like a critical time sensitive need. Okay. >> Yeah. So, it does it does have some room in there. It isn't the roof is going to collapse. We need to renovate it. No. >> Okay. Thank you. >> Ray's laughing at the last remark, I think. >> [laughter] >> Okay, thank you, Meredith. Um any other questions? No? Okay, I just want to say thank you, um Tara and staff for uh preparing this. It's very comprehensive and we appreciate all the thought that's gone into it so far. Look forward to the uh draft budget. >> Yes. Yes. Uh more updates to come in July and then the draft budget in the fall. >> Perfect. Okay. Uh could I get a motion to receive this report, please? Rebecca? Seconded by Councillor Chisholm. Last call for any questions or clarifications. Seeing none, all in favor? That's carried. Thank you. Right, before we move on to 7.3, which I think might take a little bit of time, can I get a score update from anyone? >> [laughter] >> Five five nothing. >> It's uh five nothing for team Canada, so good news. >> Five nothing? >> Five nothing. Go Canada, go. All right, perfect. >> [laughter] >> If anybody's watching it >> No one's watching, right? They're all watching this. There we go. All right. >> None of us are watching. >> All right, 7.3, library space booking policy. >> Uh so, we updated the library space booking policy. It is a complete rewrite. Um it is a much more comprehensive policy now. Um and it really um was designed to help support staff in navigating some of the challenges that we face about how to allocate um space to the public and how uh it's used by the public. Um we have seven different branches. Um sometimes you go to seven different branches, you you may get different answers um depending on on on who you're talking to. And so, it is designed to provide staff with very clear guidance, um, about how we offer spaces, you know, how we work with community groups, um, how we manage, you know, tutors in our spaces, how we how we manage our free spaces versus our paid spaces. And so, it really is designed to address some of the challenges that we've been encountering over the past number of years, as well as some of the the challenges that our neighbors have been facing that that we know it's only a matter of of of time, um, that they're having, um, with that. And so, we wanted to provide a lot of clarity. So, if somebody's reading it, uh, they really have a clear understanding about how space is allocated with within our facility. And then, how do we provide some of those, um, boundaries cuz we do offer space and sometimes, um, especially with room rentals, they offer similar programming. And so, there can be confusion around is that a library program or is that an external program? So, how do we provide more clarity around that? And and to organizations who are doing that in order to make that distinction. >> Uh, thank you. And I just want to say off the topic, I know that a lot of, um, research and thought went into this. So, we appreciate all of the effort. Uh, Rebecca. >> I, um, just wanted to ask, I think it's awesome we have policies like this. Do we Do we um, use like social media or anything to get this out into the world? Or do we kind of wait for people to read the policy? Do we, you know, talk about the spaces we have and, you know, be proactive and tell people about them or do we kind of wait till they >> So, we do, um, we don't necessarily We do try and advertise that we have collaborative spaces, we have study rooms, we have meeting rooms. We did a lot with 16 Mile, like, come out, check it out. We have all these these free rooms. Um, we don't necessarily publicize our our our room rentals, although we've We've slowly bringing those on post-COVID. And so, I think that's a conversation that we want to have. We have seen um you know, our revenue continue to to grow in some of those areas. It's also a hard balance because we need them. Um and so we don't want to necessarily have a demand and and really be struggling again, okay, well, this is revenue but we need it for these these services. And so it is finding that that that that balance um with that. But in in terms of like do we actually like go out and be like um like more dedicated marketing to it? We we don't so much. >> And that actually ties into a question I had even when we were talking about the budget. I know in previous years we always had like kind of a revenue driving project, you know, one that and so um I think it might be worthwhile to cuz it wouldn't cost us anything maybe to do some social, you know, advertising about the room rentals. Maybe even when you have your students in the summer to get them to do some videos or something. Like fun. Um just yeah. Not that I'm advocating using students for, you know, >> [laughter] >> They're very social savvy though. Yes. Yeah. >> Good work. Thank you. Uh does anyone else have questions? Counselor Chisholm. >> Thank you, Mr. Chair. Uh very detailed uh procedure here, policy procedure with respect to this. Um I guess my question is this. Do we I guess I I look at this and saying you can rent our space but you can't do this and you can't do that and you can't do this and you can't do this. I find sometimes that the narrative is is a little bit on the negative side. I can appreciate that why that happens. Um it Reading between the lines, you've you've narrowed it really down and who can apply for space at the library. Uh is that a safe statement to to say, Cara, that it's very limited certain certain groups or organizations? Uh I'd love to know which ones have rented the library and how much revenue we've taken in over or is this just a ancillary benefit and we got all this in place, but we don't really rent out that much. >> We do actually rent out our spaces quite a bit. Not all our spaces have been available and so I think at this point we have introduced room rentals back at all all locations. Um and so central gets quite a few cuz we have our auditorium um and uh and central also gets some some pretty regular ones. Um whereas I think the the rest tend to be a bit more one-offs sometimes. Oh Glen Abbey as well. That makes sense. Glen Abbey gets quite a few. Um with that and we get a lot of repeat customers. Um and so you're you're not wrong in that we're looking to it's not necessarily limit, it's put in more controls. Um because we will have people who will do a uh we're running like a story time program. Well, we're running a story time program, right? And so how do we just provide clarity that that's not ideal. Um and then it provides it's confusion for staff, it's confusion for the public, it's it just it just grays things in a way that if we cannot do it, wouldn't that be great? Um now, we can still talk to them about different options about where where we might be able to to accommodate. Um also trying to be clearer about you know, people come in and and offer, you know, like coding programs and they charge for it. And so we're trying to be clearer that that is not a library run program. If you have a problem with that program, it is run by this organization. And so trying to provide some some separation of of that. Um you know, we also get people who were who request room rentals um and don't provide us with clear information about what they're doing. Um and so we do require that and and there's there's there's some some definitely some nuance that we go through about how they're using our spaces, what they're what they're talking about. Um even whether it's open to the public or whether it's open, um, just to like a specific group to try and understand. >> Sarah, do we have any idea how much administrative time uh, is involved with you with these rentals? With the staff the staff perspective? >> I don't. It is we do have um, so we have um, online people can book online. So, uh, people can pay for it online. They they they they um, look at their the rules and and they check that. So, it is um, a system in place that that minimizes some of the administration piece. There is always a validation because again, somebody rents a room and and puts in that they're going to, you know, show a movie. Somebody needs to read what that movie is about and actually validate it. Um, cuz we've seen too many of our libraries get into some tricky situations, um, with with those and um, or at least even be be aware cuz again, intellectual freedom. We do allow that, but it is something we just need to be aware of in advance. Um, and so, uh, yeah. >> I was going to say and so, there is a validation piece, but we do have um, an online booking system that allows people um, to rent rooms and and select their room and and give us as much information that's automated as possible. >> Yeah, I guess what what I'm trying to target in here is that this is more than the rental you're talking about. I mean, you're really in in-depth with the with the the culture and the operation of these organizations coming in that they're not interfering with our programs and they're not interfering with those, you know, uh, a charter of rights or whatever the case may be. So, it's more than just rental and that I that guess sometimes we get a little just saying rental. There's more to it and I think that's very it needs to be very articulated in your in your policy that there's more than just rental. You're you're meeting with them. You're going over their their contracts, uh, making sure that there's no false, uh, information. So, there is a lot of work to to this and I just as long as, you know, to to board and and and so forth that they understand this is not just a rental, it's more than that. >> Okay. Thank you, Ray. >> Yep. >> Uh any other questions? Uh I have um Oh, sorry. Rod, go ahead. >> Um from the sublime to the ridiculous, um the purpose the action verbs at the very beginning this policy is intended to support. I think the next section should be ensure uh welcoming, not ensuring. >> Okay. >> And then uh down uh quite a bit further in the document under in event space rentals, the uh second paragraph where it begins to support transparency there's a word missing. It says OPL will ensure that signage is posted outside of an event space when it is being used for an authorized the use is missing there. >> Okay. >> As I said, eagle award. And that's that's all I've got there. >> You get the eagle award tonight. >> [laughter] >> Um Okay, I'm going to take a turn. >> [laughter] >> Um again, very comprehensive. Um one thing that and I understand this was probably um you know, put together from a a lot of different sources and maybe you know, it's using some of the existing policy. I see there's a multiple terms being used in terms of um dollars for lack of a better word. So, I see fee, charge, cost. The term complimentary was in there under reservations. And I wonder if we might harmonize the terminology we're using, like maybe just stick to as an example, stick to fee. You know, fee waived, no fee service, things like that. So, just there's there's no confusion. Something said um materials may be available at cost and it's not clear if that means for an additional price like an additional charge or if it means literally at the cost for which we pay the >> That's what it means, yes. >> That is what it means, okay. Maybe Okay, so at supplied cost or something. Okay, anyway I thought >> we don't we don't look to profit off that. We whatever we pay for it, we just pass it on. >> Okay. What sort of materials would those include? >> Oh, so um Yeah. >> Caitlin. >> Uh I believe the section you're referring to speaks more to some of our spaces like uh our creation zone where we would have materials available for our cricket cutter or a 3D printer. Um and so we do supply materials, materials that can go in the laser cutter and and we do um provide those for the cost of the material. >> Okay, I see. Um yeah, it it mentions multi-sensory room and sound studio specifically. Um but uh it's also like it it specifies, you know, for reservations or rentals. So I didn't think it included the um like the creation zone specifically. I guess that can be reserved for some events then. >> Mhm. We can look at clarifying that. >> Yeah, okay. Thanks. Um Also under conditions of use uh section G um This is maybe a small one, I'm not sure. Um activities must I'm paraphrasing must be fully contained within the enclosed rented space. And then it goes on to say activities should not impede others in using other library spaces and I wonder if that could be more well could be imperative cuz right now it seems a little soft like should not but I think they must not impede other uh other users essentially. >> Okay. >> Okay. Um aside from that, I again it's you know very comprehensive and uh I think um covers pretty much anything we could get to contemplate that we might run into. I hope. >> That's the hope, yes. >> All right, last call for uh questions or clarifications or eagle eye uh corrections. No? All right, could I get a motion to uh receive this, please? Rod? Seconded by Bill. All right, all in favor? That's carried, thank you. All right, 7.4, CEO update. >> Okay. So, starting off with our projects, the New Central project uh continues to be underway. Um, we're still in schematic design, allocating different spaces, different offices. We're still working through that, landscaping. But, we're still on track um for our site plan approval submission in um at some point in July. So, that is going really, really well. Newspaper digitization um we added an additional uh 243 issues are currently being digitized like we talked about last time to kind of fill in for those those gaps that that we had or or replace um copies that weren't as the quality of of part of the digitization um and then the public access phase will begin in July. So, that'll be really, really exciting. We'll keep you guys all posted to that. Um I don't know why it's highlighted, but that's okay. Um so, uh as the board would have noticed, we're starting the community engagement phase which technically rolls out starting next week. Um, so the consultant will be at various different community events including, you know, Ribfest, Bronte Notes, um the Sit 'n' Fit Farmers' Market. Um, we're also uh the board engagement is scheduled for for June 29th. Um, we just put uh sessions out for council. Um, we'll be doing internal, we're doing a focus group with with with staff, uh different management teams. Um, we're we're coordinating in with different town teams. Um, we're also holding three different sessions for community organizations. All of that will happen over the next approximately 2 weeks. Um, so it'll be very very busy for the consultants. Um, they're actually getting branch tours tours tomorrow. They're going to visit all the different um branches. So all of that is going um really really well uh and we're excited um to kind of learn where that is. Um, there'll be also be um a public survey which will go out next. There'll be a staff survey and a public survey that will go out next week. Um, so if you see it uh out on social, please feel free to to to flip it or post it to your stories. And of course, feel free to respond as residents um to that. So uh we're hoping to hit um as many people as we can both in person and and virtually through through this survey. So thank you to so many of you who came out to the 16 Mile uh opening. It was a fantastic uh day. Um, it was really well received. The community was very happy. They continue to be happy. We keep hearing about it. Um, and one of the things that they were collecting at our at our tent was um why I love the library. And so this is one of my my favorite things um when we kind of do this uh cuz they're all just they just fill the buckets um when people write these in. So it is always lovely. And then we we get to use them um in different uh ways. Um >> Sorry, just uh pause for a second. Uh Ray, did you uh need to ask a clarifying question? >> Yeah, I'm my apologies. Uh a slide two, you have the it's a Civitan. >> Did I spell Did I spell it wrong? >> Yeah, just yeah. I don't want to upset the Civitans. >> Oh, that might be my bad. >> It's my bad. >> Thank you. [laughter] >> Okay, thanks, sorry. >> Yeah. >> Yeah, I don't know why it's highlighted. Um, that could be for that one. Uh, so just a flag in case any of you want to join us for this year's Halton Pride Parade. Um, it is taking place on Sunday, July 19th. Um, the parade start starts at 2:00 p.m. Um, so if any of you would like to join us, just let me know. Um, we will once again be marching with the three other Halton libraries as a group. Library of Things Collection, we continue to expand on our Library of Things. So, the 16 uh, My Library of Things just got a couple new things. They got a table tennis kit, they got lawn games, um, more preschool literacy kits, uh, and a Yoto Player and Cards, which I'm not actually sure what that is, but I'm sure kids will be very excited uh, to play with it. Um, and the Seed Library, which is one of our, um, most loved annual, uh, events. So, the Seed Library has been active in all branches. Um, and then closed down for the season on June 14th. Uh, so the library distributed more than 21,000 packets of seeds. Is that packets of seeds or is that seeds? It's packets of seeds. Okay. Um, were distributed to to branches. So, a lot of the growing that's happening in Oakville can be directly tied to the seeds that that we gave out. Um, and then again, we continue to follow up with with people where we can to remind them to harvest the seeds and bring them back. That way we can, um, loan those will not loan them out, give them out, uh, next year as part of the process. Um, and then a Story Walk update. So, we update our Story Walks, uh, every quarter. So, we just are in the process of updating our, um, ones for summer. Um, so you can see them all up there. Uh, I highly recommend the Speedy Saurus as a really, uh, good one if anybody's out there, um, and wants to do George Savage, uh, Park. But, they're all fantastic. I recommend actually you go to all four. Um, but we're always excited to get the new ones up and invite people to go back to our wonderful parks. >> Super. Thanks very much. >> Oh, I did also, sorry, I did want to flag um, that I didn't go in here cuz it just came in today. So, in the uh, CEO um, report I did speak to the national AI strategy. Um, and [snorts] so I have reached out to our MPs just to let them know that we're very excited to have been named in the strategy. Um, and we would very much um, wish to participate in uh, as they develop the actual rollout for it. So, in the strategy as as highlighted in the report, it says that it will empower libraries and we really want to work with them directly to clarify what they mean by empower. Um, i.e. we'd really like funding um, to to do that. So, I did send out letters to our two local MPs um, and MP Akan did reach out. Um, she would love to talk about it. So, I am meeting with her in in the coming weeks. Um, again, hopefully to get um, uh, the Canadian Urban Library Council has volunteered to to lead that nationally um, that they would engage us in actual that that process. Um, so fingers crossed um, that we actually get to be part of how they're going to empower us um, uh, for AI literacy nationally. But we are we are the best positioned to do it um, certainly, but we definitely need the support and to be able to do it effectively. >> Yep. I appreciate you taking the initiative on that. Thank you. All right, do we have uh, questions for members of the board? No. Heard a couple of dings over here. What's uh, what happened? >> It was six nothing. >> It's six nothing. Okay, thank you. >> [laughter] >> All right, um, can I get a motion to receive the CEO update? Um, yeah, just receive the report. Avis and seconded by Meredith. All in favor? That's carried. Thank you. All right, we have no uh, confidential discussion items. Is Is any new business to come before the board this evening? All right, seeing none aside from the score update. Uh our next meeting uh will be here on Thursday, July 16th at 7:00 p.m. Look forward to seeing everybody there. And uh I'll look for a motion to adjourn. Rod. Seconded by Rebecca. All right, I'll Thirded by Bill. Okay, you said. All in favor. >> I'm still here. >> All right, that's good. We're adjourned. Thank you very much. Good night, everyone.