Thursday, August 20th, 2026. Uh before we get into our meeting itself, I'm going to read our territorial acknowledgement. The Oakville Public Library is situated on the treaty number 14 and treaty number 22 treaty lands and territory of the Missosagas of the Credit First Nation and the traditional territory of the Hamwendot and the Hodnoni. Oakville is currently home to many different First Nations, Inuit and Midi peoples. Regardless of where we come from, we are all interconnected through the land that we live on, the water that we use, and the 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 the town of Oakville. Uh, Madame Committee Secretary, do we have any regrets today? >> Yes, Andrew Bill and Councelor Chisum. My regrets. >> Thank you. Members of the board, I want to draw your attention to the minutes of the previous meeting uh which were held on June 18th as well as the uh board workshop meeting held on June 29th. Does anybody uh is anybody prepared to give me a motion to approve those, please? Thank you, Selo and Rebecca. All in favor? That's carried for both of them. Oh, I should have said any errors or omissions. Nope. Good. Okay, those are carried and approved. Um, members of the board, we have six items on our consent agenda. Does anybody wish to separate any of those? Are you prepared to deal with them on mass also? >> I' like I'd like to separate 5.6, please. >> 5.6. Okay. Meredith, did you have a >> Okay. Anything else? Anybody else want to separate anything else? Can I get a motion to approve the recommendations in 5.1, 5.2, 5.3, 5.4, and 5.5? Thank you, um, Rod and Avis. All before I call the the vote, I'm just going to read to the public what those are. So 5.1 is the Oakville Public Library key, uh, agenda items. 5.2 is a health and safety report. 5.3 is also the health and safety report. Uh, 5.4 is the Q1 employee retention and turnover metrics. 5.5 is library space booking policy. And for those who are watching, just you know that these are consent items. They generally only have the um uh action of receipt and uh board members have read uh all of them. There are some approvals. I know that 5.5 is an approval. So uh they're basically non-controversial and simply information items for the board and that's why we approve them uh without discussion. All in favor of the motion to approve. Those are carried. we move on to uh 7.1 which is OPL and Town of Oakville memorandum of understanding. Sorry, weren't we separating 5.6? >> Oh, I apologize. Yes, I was so excited to move on to that item. 5.6. Uh Sela, you have the floor. >> All right. Uh so I understand this is a a report for information, but I have a few questions I guess just for consideration. Um this AI governance is a real issue. It's not just for library. It's like across the board. I'm personally spending a lot of my time on this currently and and I suspect there's some urgent issues that we may have to tackle and not afford to wait until the other libraries come up with their governance framework and and things like that. I named a few. So for example, who who gets paid license licenses, who doesn't, what data can be exposed, what data cannot, what what AI content or tools that are are allowed or not. So, so the the question on the table is should we have a some sort of a temporary makeshift AI governance small policy just to cover our immediate issue before the framework comes up. >> Yes. I will say that we >> Okay. Uh thanks. Um, so the town has one that that governs us because they're responsible for our AI infrastructure. Um, so we do follow the town's AI policy. We also have internal guidelines because there is some some nuance um as a front-facing educational supportive organization about um where we get access that that um not necessarily uh the town does in terms of like providing education. So um for example, the direction that we've been given by the town is the only AI that we're allowed to use is co-pilot. Um but of course not everybody prefers co-pilot or has access to co-pilot in terms of a of an education and training perspective. So we do have access we we've negotiated with them to provide staff access to um chat GPT and code in order to design programming to support the education of the public. Um but fundamentally um AI and and licensing and all the requirements is is for our perspective is being governed by the town. >> Thank you. >> Thanks also. Uh second speaker is Meredith Uh well, first of all, I just want to um compliment uh the comprehensiveness of this report. I was I was I thought it was um quite thorough and and interesting about the unique role that library has to play with respect to AI. And so I just had a a couple of questions. The first is um how often will the AI policy be renewed? Just because it's evolving so quickly, how often we'll be relooking at it and see if it's still relevant to where we're at. Um, I actually wonder whether or not and Paul's might not like that, but it because it's being governed by by the town. I do know that there's a lot of conversations happening at our executive table, but I know there's a lot of conversations happening at the town executive table >> just to put them on the spot >> through the chair. [clears throat] Sorry, I caught the back end of the question. I I believe you're asking what our what our policy is and what sort of >> the frequency of that the policy will be re-reed. >> Yeah. So we are we are obviously um uh immersing ourselves using Microsoft tools. Um we're going through a comprehensive program really to look at uh security and the use of AI in a way that's secure and it's starting really with looking at the uh sources of data within the organization. So really um uh investigating where we keep our data, what data is available, is it accurate and we're doing that sort of truththing of our data uh within the various sources that AI would draw from as a first step to that. And I think as we move into sort of the next year, 2027, we'll look to integrate components of AI to the public that can scrape data that's secure, that's been proven accurate, and that uh uh really aligns to sort of the key sources of information that people are looking for. We're not at a point now where we're just opening the doors to AI. Security is the primary component and the primary driver right now for the town. >> Right. Okay. Okay. So I guess so >> I think the best way to answer that [laughter] is that it is a significant topic of conversation happening both at the executive tables and the senior leadership tables about how we can use it um right now within the framework that AI's provided um and I do know that that that um not AI that it's provided and and we are providing feedback to it about what's working well for us and what's not working well for us with an eye to you know what we're seeing out in [clears throat] corporations right and and and some of the challenges as Paul pointed out is is is security. Some of it is cost. Um you talk about licensing, licensing for AI is expensive. Um and so really trying to pinpoint there are a handful I think just over a handful of of um users in the town with with higher level paid um as a pilot to really understand how they're using it. And I think that they'll be using that to figure out who are the target individuals to have the biggest impact um based on that that higher level license. all the staff have access to co-pilot's free license within within our MS environment. Um so there is some security already when when we're using that because it's tied to our our um our organization but not necessarily that that that next level and even understanding what the differences are between the levels because for some work you may not need it right >> um and so it is right now I think a lot of trial and error >> right now I I was also interested because with this report the unique role that libraries play to enable residents to engage with AI right so there's like the backend organizational part which it sounds like is the t you're working closely with the town to use those resources but for the library it's it's pretty unique right and I thought it was interesting how talk about like when the internet first became a the role that that libraries played >> to for the public right and so which is like exciting role for the library to play and I was curious if if you there was anything that you could comment about investing in training for the staff so that they can you know be the subject matter experts and and play that role to like o open up something a new offering to the patrons. >> No, and you're right to us um we have to keep reminding ourselves that we survived the onset of computers. We survived the onset of of of the internet which sounded very similar when it came as a well that's going to happen, libraries won't be relevant or this is no longer important. But like no, we were at the forefront of helping people bridge that that gap. Um and it still exists because you have people who are adopting it. Some are adopting it well. some are not adopting it well and are are using it in in ways that are that are problematic or eventually be problematic. Um, and then there are people who who, you know, are are picturing the Terminator. Um, and then how to kind of like bridge that understanding, but what it what it even is because it's complex. It isn't simple and if you're just using the app, it kind of looks like it's simple without understanding, you know, all the ramifications. Um, you know, what's what's what type of AI are you using and those types of pieces and so we are having a lot of conversations. Um we have done some initial training with staff um more along bringing them more along the lines of like what is AI um what are the different types of AI you know how to use it um in order to uh function that we we've we've encouraged them to play with AI within their roles um that to figure out like where you might be able to to use it for certain pieces. Um and then the um Canadian Urban Library Council has a group um um called the the the Futures Lab. And and what's really nice is about public libraries as as we have shared goals. Um and we're starting to do better at realizing where we there's these shared issues where we can we can kind of pull resources. And so um over the past year, that group has actually created an AI toolkit um that's been shared to all culk libraries. Um, and some of that is like recommendations about core competencies. Um, recommendations of organizations that can provide that level of training. Um, as well as different tools that that libraries can can use for that. And and we are continuing to have conversations about, okay, how can we continue to grow that because are there things that we can now move into as people kind of create, you know, in-person training modules or even like online modules, can we do it, you know, kind of library agnostic that we we can all share it across our systems and we're not duplicating because it's the exact same work. >> Um, and so we're having those those conversations. Um, of course it also ties into the national AI framework where libraries are called out as being the core trainers. Um and you would have saw in the CEO update that I did I did meet with um uh Sema Aan to have that conversation to really kind of express and we we've sent letters both as individual libraries and and culk um to different ministers to really want to be at the table about how that would look because it's great that they say that um and but [snorts] we need support in order to be able to do it and and that support can come in a bunch of different ways. you know, they can give us dollars um which may not make sense necessarily for all individuals libraries, but putting it into okay, we're going to actually create a training portfolio for you then to roll out or to negotiate with vendors that that you know, libraries then get a discount access to these these tools. Um, and so we I had a really great conversation with her about what we would like to see as Culk libraries um to be able to be that forefront of public training um for at least that initial use of AI um and and core understanding of how to use it safely. Um so I've talked a lot and I think I answered your question, but let me know if there's any gaps. >> Yeah, thank you. [snorts] >> Um >> it's a big topic. Before we leave, Meredith and I go back to uh Rebecca, I just wanted to just circle back to the question that Meredith originally asked and that was with respect to the frequency of review. Um, thanks for your answer, Paul, but I I'm wondering if because I I I totally understand where you're coming from and agree that that's something we should be very intentional about. I'm wondering if there is if there's a willingness to as part of staff direction and this this consultation is what we receiving it for tonight that there be some cons consideration given to actually putting a uh a an actual action item to to regularly review this item. Um I mean I know you probably would anyway but I think for the the intentionality is important because of the rapid pace AI is going to move faster than the internet did. Y it already is. >> Yeah. >> Um >> rapidly. So I I don't think we've ever experienced anything that is that is going to revolutionize the world as much as AI is and will. And I think we need to be really really really aware of that because >> the adoption of it has been significantly faster than any other. >> Absolutely. Who knew, right? And now there's so many different models. I just found out recently that a database that I used uh has now switched uh entirely to a Canadian data center because of uh Canadian law. I I can't use co-pilot with my other gig. >> Okay. >> Um because it's the data is not stored in in it's not consistently stored in Canada. >> Um so I I've been switched to a new AI model for that. So uh I think that having some intentionality around a regular review in whatever comes back in terms of policy or whatever would be um would be very helpful to us. Yeah, we can we can keep um we can bring updates regularly and include them with the town because there are all kinds of issues related to library, but even like things like like data sovereignty is becoming a big one related to AI and I know the Yes. Yeah. >> Yeah. >> So through the chair um I I think the best approach the town does have a cross- departmental committee that is looking at this on a uh almost monthly basis. They meet our IT department is heavily invested in uh investigating this. I think the real issue is bringing the library very intentionally into that group so that you're benefiting from the work that the town is undertaking in this realm. >> I think I think that the the for me the the real um the real kicker for us is the public access piece whereas we don't have that in the town. You can govern staff but you can't govern the public nor should you ever want to or try to. So I think that that so for us I think that the AI policy has to be given a broader consideration and an understanding as to how we provide AI resources, how we train, how we make those tools available to the public because without without some very sound policies uh at at at the delivery point that we give uh we're going to have some trouble. Again, you know, you can supervise your employees and their your managers and your directors can do that, but Tara can supervise the 13-year-olds that are using, you know, Groc, right? Whatever the tool is. >> And if I could, I think the other key consideration that Tara mentioned is uh really the cost. And so AI is working on what's called token systems. And so many of the early adopters of his technology are finding uh themselves shocked at the uh cost of utilizing AI on that sort of scale. So back to Terara's original point, some of the legislation around what will that look like for libraries is critical to to ensuring that this is an affordable tool that people can access. >> Yeah. And safe >> and copyright compliant and all those intellectual property things that go along with this. There's just there's a lot of considerations I think for us and I think a commitment from staff to say that we will make sure that we're regularly reviewing this in the context and the and in the uh uh yeah in the context of the library system not just the staff of the town but in the context of a library environment that would give me comfort. I don't know about Meredith, you raised the question initially um because of the special peculiarities of our and this is one of the this is one of the the this is one of the um the pressures of dealing with these SLAs's that we're not we're not exactly the same the library is not exactly the same as the town. um we don't generally lend resources at the town to the public whereas in the library we do and that's I think we have to be very cognizant of that >> but that is one of the things and and when we go into theou and when eventually you see the SLAs's is is that there's is more an intentional around okay here's what we're the same here's where the library is unique and and we are asking for the for the the town to recognize that and and understand our commitment to the public and and public access computers is a great example right like the town doesn't do public access computers that that's a unique feature that it supports for us and is really governed through the SLA. Um, and so you'll see that when when the IT the updated up IT SLA comes in the next >> and I remember the day 25 years ago when we got into trouble over public access computers and particularly around pornography. So, and that was a huge >> um kurfluffle uh that I found myself squarely in the middle of because I'm so old and been doing this for so long. It'd be just better that we we anticipate that ahead of time and make sure not not that it's gonna be pornography, but it could be a thousand other things that we just want to be on top of. Thank you for letting me steal your issue. Uh I'm going to go back to uh Rebecca now. >> You can steal mine after as well. Um I think my comment really does have to do with cost and the fact that I think in many ways it's really great that we're associated with the town and governed by those uh rules that they already have. I think in other ways like cost it may prohibit us because there are licenses for nonprofits that are free. >> Y >> um and therefore with some of those companies there might also be resources that would help us. So I think there's like it's like a double-edged sword where we're covered right now but we're also maybe missing out on some cost efficiencies. >> And so and just to your point as well about leaning on other libraries to go ahead. I'm sure some of those libraries are also combined with the town and some aren't. So those will be different as well. And so um yeah, I just think we're in a special situation, but if it does come down to cost, it may >> uh benefit us to explore if it's possible to kind of go out on our own and get nonprofit licenses. >> And those have to be ongoing conversations, right? where it could be benefit and what um asurances do we need to do in terms of reviewing that software that the town would feel comfortable having it going through its network. Um and those are ongoing conversations, but you're you're not wrong. And as I mentioned, if you if we can get the federal government as part of their AI structure to fund some of those those licensing for us, um that may be software that that isn't the town software. And so what conversations do we need to have about that? So yeah, >> have we have we done any uh investigation around actually self-hosting AI? Because I mean that's something a lot of companies are doing now. I can't was it LLM? Is that what it's called? Self Yeah. >> Have we looked at LLM? >> You mean the town? >> Well, the town library, whatever. Like is because that's that also could be a way to reduce the cost potentially. Um >> but it's it is certainly something a lot of companies because because of the data security issues is a lot of organizations and even individuals are resorting to LLMs. um in order to avoid the public exposure. >> No, and it's it's really the only way to fully secure your data. Yeah. >> Um and so I I do know that I do know that the town has had conversations about it. I would suspect that that will come before council at some point. Okay. Um because I am I think it's quite expensive. Um but I do know that that >> Oh, it's Dave has looked at it. >> It's not that expensive. If I if I may, the the only workable self-hosting model that exists and it's cost effective is Chinese. >> Yeah. >> Which comes with some >> challenges. Yeah. >> Right. >> But there will be more. >> I'm sure. I'm sure. >> Daily probably at some point. >> They they'll start replicating themselves and inserting themselves into our lives, >> right? >> And then >> I for one welcome I for one welcome my AI overlords. >> Okay. Uh is there any further discussion about this item? Uh sorry. Uh Rebecca, you're up now. Sorry. The other thing I just wanted to say was I think this is like a fascinating way to extend your series on misinformation. I think it's such an obvious like next step, right, in not only like the news that we're reading and receiving, but also what's being generated for us. >> Um, and I just think that is like would also be a cool addition to like the creative makers lounge, you know, like how do you make, you know, your how do you prompt things, how do you do all that stuff. So, there is like a cool part to it as well. And I think that's half the battle of AI is making sure that people understand that it's not doesn't have to be scary as long as you understand it. And so yeah, I think that would be exciting. >> There's there's all kinds of opportunities we're excited to explore. Yeah. >> Okay. Further discussion. Okay. Um can I get a motion to receive this item, please? Because it is just a receipt for information. Selo and uh Meredith, all in favor? That's carried. Okay. Uh moving to budget drivers. No, it's theou. >> I'm sorry. I am I am I'm perpetually one step behind >> um so what the board has before them is is an updatedou. Um the goal is to um review this every term of council. So there is an upcoming election and so we are looking at updating it. The last one was the first one really was done in 2019. Um and so we learned a lot from that and so it was a really great opportunity to review what was working, what wasn't working. Um so some key areas that we flushed out um was around the service level agreements and and really kind of defining what they are, how they're managed, who's responsible for the creation, the implementation and and the the review of the SLAs's. Um the SLAs's are are currently still under review and so you'll you'll start to see those coming in in September, October over the next little while. I think there's nine of them in total, so we'll space them out a little bit for everybody. um as well as um really trying to flesh out more about um key responsibilities um and and in particular around um accountabilities when changes happen at at different levels. And so the key uh one of the there's two different examples in there. One is um around IT shifts or where or the town changes their service level um that they're providing to us is to give us as much advanced notice as possible and a commitment that they will work with us collaboratively um to implement implement that change. We can't stop the town from doing that. We're just asking that as a consideration that we get as much notice as possible and then they work with us um to kind of work that through. You know, an example in the past is you you remember a couple years ago, um there was a shift in service level related IT that resulted in us getting um two additional full-time staff within the library in order to support and that was just a shift. And so they worked with us to identify what was going to shift and then and the council um and and the board supported the addition of those two ones. So similar to to that um piece and then the other one is just a stronger recognition about in facilities is who is the owner and operator um of those facilities um in order to to really clarify who is responsible for um life cycle of different of different pieces and and oversight of of doing reviews of of those um from a purely facilities versus we're operating within the facility. And so there is some clarity with that and even more so will come out of the facilities SLA but we just wanted it in theou as as that overarching guiding document that would um really prompt the SLAs's and how they're written. So happy to take questions >> before I before before I open the floor to questions. I just want to give you some historical perspective on this. So um this hasn't always been the way it's been within the library system. This was a a hard fought hard fought battle a number of years ago. It actually became very divisive. the whole idea of moving to uh these SLAs's the library board uh years ago and even the staff management and management of the library was very independent. They really just said give us the money and let us run the library. So there was a real paradigm shift um when we started moving in this direction to actually start connecting the dots on the dotted line between us and the li the town and the library. Whereas libraries under legislation are separate entities. Um and some library systems they are very independent and others they're very combined. We're kind of I'd say we're 75% combined maybe maybe 60% not as much as somebody like Missaga but more than some of the smaller some of the other ones. Um so the SLAs's were a way to you know deal with scale, deal with you know um in terms of cost, deal with the you know reducing um duplication overlap. Uh and also recognizing the fact that the town even when we were as a board more independent, the town owned all our properties like they were all under the town's ownership. Um so it was a it was a natural evolution not without a lot of controversy, not without a lot of you know fist pounding and and and chest thumping. So, we got to this point and by and large they've been operating. I'd say in the time I've been around here, which is way too long, um is is they've been working well and I think that that the staff on both sides, the town staff and the library staff have always, you know, cooperated well with this. I know there's been some pressures around it in particular, but but that's that's because of the growing the evolution of it to a large extent as well and the the the reliance that we have in that system. So, um, just wanted to give you a little bit of that background. So, this hasn't always been the way it's been and it's not a standardized kind of process across the board. It's a it's kind of a maiden Oakville solution that other others have similar, but um, it is something that works for us and and always has. So, with that background, uh, questions. Uh, Rod. >> Yeah, this is a really fantastic and clear document and I commend everybody for it. I just uh noticed uh on I guess page two at the top there's a under B it says it gives the the list of I guess nine or or 10 or whatever it is uh SLAs's. I think it would be more useful to the reader and so on. Uh the member of the public who might be interested and so on if there was a appendix or a footnote at the end suitably linked to the main document that just listed each of these SLAs's and also the date they came into effect. And you mentioned in the preamble that you think they're all going to be reviewed I guess in September October. So it could say, you know, fleet management came into effect on October 2019 and it's going to be reviewed in fall 2026. So you'd have a sort of a list date it was brought in and the date it's likely to be reviewed. It just give a little bit more cohesion to what these these SLAs's all are. I think >> yeah, we definitely could add it as an appendix. We didn't want to put it in the core document because we keep adding them. Um, and the minute you add one that's not in the core document, it becomes an issue, but we can certainly add it as as an appendix at the end that we can just update as we go. >> Thanks. Thanks, Rod. TSA, you're next. >> So, so the context you provided might defeat the purpose of this question, but uh I'll ask anyways. >> Yeah. Um, so I recognize that the relationship between between the town and the library is not one of a service provider and customer right a contractual uh but typically in SLAs's um you would see as you said u targets responsibilities and so on and so forth but the other thing you would see is what happens if the SLAs are missed >> so in your review and given a context you just described uh and given the relationship I was just I guess this question is me or a comp comment is me made is meant to tell you in your review you may want to give some consideration to this. >> No and you'll see that one of the things that you will see in the SLAs's um when they come forward is a stronger push for us to put more clarity around service levels >> um and actual and try to get commitments from the departments. um the departments and fair enough I understand are hesitant to give very strict um commitments to that and so that's part of the negotiations particularly around facilities and it being the biggest ones where there's actually like you know if a service goes down what is your timeline and and and to respond and get it back up again um and then facilities if there's a facility issue and so we are we are pushing them to do that um and then really it's it's it's managing it um where they don't meet it it's a bit challenging for for for us and It really is built through relationships and and my conversations with with with Paul and the other commissioners about how we can try and deal with that collaboratively. Um because there isn't it's it's it's it's a hard mechanism for us other than to be as collaborative as as as possible. >> Yeah. And and and I'm not suggesting you get as much as far as like penalties and things like that because I don't think it's practical in this environment, but an escalation procedure perhaps. >> Yeah. And there is in theou um it does talk about where there's disputes and how to and Hannah manage that and that we did it with it with an eye of where we come into conflict around an SLA that it would be managed through through that process. >> Thank you. >> Yeah. >> Or we could have a penalty where the commissioner has to wash the CEO's car if they screw up. [laughter] >> Can it be other people's cars too? >> Exactly. The board members cars. >> Um >> fundamentally these SLAs's work because of relationships. >> Yeah. Exactly. Um, and the two teams, both sides understand that and are really committed to having conversations, even hard conversations. Um, and and it's it's been a learning curve and and I I think it's also us trying to understand them and them trying to understand us >> and and our purpose and our goal and our impact in the community and and it's it's traditionally it's it's we always have we all have pressures individually, but it's good. >> Yes. And relationship overcome contracts. So every time >> but teams change. Yes. And sometimes not for the better. No. >> And then the contracts are the only thing we have to hang up on hang on to. >> Yeah. I mean the problem of course is that you know the town owns everything and you know and can shut off the internet. Um so I mean there's there's not much you can do. Just without being pandering I do want to say though um uh huge congratulations because it hasn't always been this way. Like I said, this this was a rockus caucus back in the day. And um a lot of credit is due to first Lynn Horler uh and then Tara for basically bringing us to the point where that relationship is so good. Lynn was the catalyst who started. She was our interimm CEO um um who helped us you know identify Tara as being the the successor and then Tara's really been really bu building that relationship. Uh, also big like a big kudos to Colleen Bell, the the past commissioner, uh, as and Paul of course has been taking up the mantle with that too. It's it's been a real sea change um, in the years that I've been doing this job, seeing it go from that very um, uh, almost dysfunctional piece and and almost in some cases resentful between the two organizations to actually being supportive and being one big happy family, which I think is just like the best way to be. And and I would say our ourou we get asked for thisou a lot. It is viewed as the gold standard. Even when um Kim Lee started to do the review, she went out and she asked other municipalities and they got it back and it it was based on ours. Um because I do think ours is is is the definitely the gold standard. And some of that is simply because there's an understanding and commitment that I sit at the senior leadership team at the town. I sit in Paul's commission meetings. And so I'm able to build those relationships. They understand me. I understand them. Without that, this this wouldn't be as successful as it is. So, yeah. >> And now it's the culture. So, it is very much I mean that's that's that's the bottom line is it's been socialized to be our culture and hopefully that will continue long beyond all of our board or staff lifespans, you know. So, that's that's something that's I think is a real legacy of the library that that we we're going to be able to pass on. >> Yeah. Further comments or questions? >> Seeing none. Uh this what's the action on this? This is approved and then it goes to council for approval in September. Apologies that you didn't get a review and then approve it. It's just the timelines to get it to council in September. >> Right. Right. Because we're running out of time. Okay. Motion to approve the uh uh memor of understanding as presented. Uh thank you very much Rebecca. And who else can second it? Uh Rod. Thank you. All in favor? That's carried. >> Okay. In my tradition of skipping 7.3. >> Oh no. 7.2. Okay. Budget drivers. Um so we're coming back to to budget drivers just to provide an update of the board. Remember in June um we had talked about uh the the initial draft direction that we got from the mayor to stay within um inflation but we didn't actually have a number. Um and so now we have been given um rough direction because again there is a an election this year. So um there is some possible change that could happen depending on on incoming council, the incoming mayor, all those types of pieces. and and this year um uh the budget process uh will nor hopefully um end in February. So there is a bit of a a delay um but the initial direction that we've been given is is 3%. Um which actually works relatively well for us. You'll see that that if we include everything of our of our core of our required piece we're at 3.36 I think. Um so we're not that far off and and I definitely feel comfortable thinking that we can get that down to the three. Um but recognizing that that means it's a status quo budget for for 2027. Um and because of that you will see a a new addition um to this report which is asking the board to to um consider or to have a conversation about funding a business analyst position from fundraising. Um now we have put that through as an operating request as part of the 2027 budget. Um and so we are hopeful for that but also recognizing that the town is is is also quite limited in what its capacity could be as part of that. Um and so um we're going to continue to push that through hopefully to get it as as a permanent position. But we're having a lot of conversations and you'll see the two reports about the service review. Um and in particular the fact that when we get the service review and the strategic plan um uh a realization that that that's actually the easiest part and then the implementation of that new service strategy and the strategic plan is is really going to be the bulk over the next two years. um and really looking at okay what are the services what are the service levels and and really being informed and being able to to you know look at that each of those services holistically um and from an eye to achieve those outcomes and impacts that'll be tied back to that that service strategy and having a business analyst in order to support that we think um will make that much more successful for us um the consequence of not getting it would basically be that Caitlyn Monica and and I would continue to work that off the side of our desk um which wouldn't necessarily give it the intention that it needs um and wouldn't necessarily be able to to support um some of those changes as as quickly or maybe as comprehensive. Um that's not to say that that things wouldn't happen, but there you always want to have a full team that that has that piece. Um it's also, you know, we've had ongoing conversations um a real gap that that the library has. And so by um looking at it, potentially funding it through fundraising um increases the success of of the roll out of the service strategy, but also I think provides a really great opportunity for us to test that position. Um and by tying it to oversight of the the service strategy is is you know coming back and being like what did we actually get out of it? Um and is it required as a permanent position and then and then at that point um potentially going back to the town. Now, if if um the municipal god shine down on us and it gets approved as part of the budget, that we would just pay for it out of our budget um versus versus um the fundraising. But, um the real intention is depending on what the the board's feelings are about it is we could bring an actual proposal for approval in September. Um that would actually potentially allow us to get that position if the board is is willing um hired and in place for the roll out starting in in in January. um if the board isn't then then we'll we'll we'll roll the dice um with the budget and see how it goes. But just wanted to potentially um get a sense of of the board's thoughts and and potential willingness to entertain that option and then if they are willing then I will would provide a much more fleshed out um report and request in September. >> Just for clarification, you say temporary business analysts in the report. is are you talking about a permanent position or >> so the in the um 2027 budget we've requested an operating impact for a permanent business analyst. Um however we can't fund a permanent position from fundraising. And so by tying this position more tightly to the service strategy and looking at a two-year contract fully support that will give us the opportunity to to really understand how a business analyst fits in tied to a specific project. The outcome of those that project the implementation of the service strategy um in order to be able to to fully understand that piece but then pulling it out of fundraising would allow us to to fund that. >> Yeah. >> Um two questions. Number one, um I think having like a contract position for the first year would be amazing because you can then prove out the business case for the business case, right? So I think that would be amazing and would also probably help your ability to get a permanent position. So I think that's awesome. Second part is do you have like a backup plan other than you and Kaitlyn and Monica only just because it sounds like it's so important. Um, so is there any, not that I think anybody probably on your staff deserves more work, but is there anybody who could be trained to kind of lead that project should this not go through? >> So, we don't necessarily have anybody on staff with that skill set. Um, it's it's not typical in a library world related to it. Um, you will remember that we did hire this year a manager strategic initiatives and so he does have some of that. Um, but he's also will be managing oversight of the project. He's also managing the new central project. um on our behalf. And so um wouldn't necessarily be able to focus on in particular working with the with the different branches and the different departments about okay here are are our our key service streams, here are the new service levels and working with them from an endto-end point about okay how to effectively reimagine what we're doing in order to have the impacts that and outcomes that that we want to have and being able to work at that level um is is really what we're we're envisioning this this position to. So then it would be someone who's able to present to you three recommendations based on inputs that he has received kind of thing or she >> um is that something that possibly he could take on as just a temporary gap as well just to again prove out again we don't have to decide today but just possibly is it something that he could do again just to prove out the importance of it because I Like right now in so many companies I deal with, everyone's dealing with not being able to hire full-time people or as many as they need. And so they are either temporarily doing with things or also showing what happens without those things. And so I think by temporarily being able to prove out the importance of it, it might help your case as well. Everyone's all about data >> and and this is and this is the issue, right? I mean, we certainly could. It just means that other things won't get done. We're just shifting work from one place to another. Um and so that that was one of the reasons when we had this conversation to be like, hey, you know, we still have a significant fundraising pool. Um and ensuring the successful implementation of the service strategy makes really solid sense to use those fundraising dollars because it will have significant impacts on how we serve the community and having the outcomes that we want to have in the community. And so they I do see them as as as connected. Um, we don't I don't normally [snorts] like to advocate for using fundraising dollars for um for staffing, but in this case because the and the service strategy, we'll talk about service. service strategy has such amazing potential and such amazing goals for outcomes. Um, and really being able to um impact the community and particularly a strong concentration on creating like a measurement a performance measurement framework for us to better understand, you know, how we're actually building out our services. This is working backwards, right? Like this is the outcome we want to have in the community. This is the impact we need to have to see that outcome. Um and these are the different services and service levels that we need to have in place in order to get that that impact. And a business analyst is really well situated to help um particularly our our leaders really understand those connections and how to build in services um with an eye to how do we actually measure them properly and you know and we've had this conversation about even the performance measure report. It it measures things. I'm not sure it measures the right things. Um especially moving moving into the future, right? Like it's like we provide you with with you know wireless connections. Well, do you really need to know how many people connected into wireless to to help govern the library? Like what is the information? What is the impact and the outcome? So, um, you'll definitely dig more into that, but these are the questions that that that service strategy is really going to tackle. And then, um, really looking at what are the services and what are the core service streams in order to be able to have those impacts and those outcomes. All of that didn't sound like a business analyst to me. It sounded like a different role, but obviously you've thought a lot about this, but it sounds like so much more than what I'm used to dealing with when it comes to business analysts, but it sounds important for sure. >> Nomenclature. >> Yeah. >> So, >> well, two things as well. So, I support Rebecca's comment in terms of u contract to prove it out, right? I think that's essentially what you said. But >> yeah, >> the counter uh argument to that is if you find a person invest in their knowledge and they learn about a library and all of that to turn a contractor into a full-time if you finally get it's really difficult because they will see it as a pay cut. >> Yeah. >> So >> that's the risk. >> So that's a common one and and question clarification question on on the report. >> So the direction was inflation plus operating impacts of capital projects. Yes. >> Does that mean 3% inflation plus 1.54% 16 mile plus 0.21% central. So therefore 4.75. >> Yeah. And so yeah we can clarify that. So it is um it's the 3% the 16 mile does not need to be included in that 3%. They they've already accepted that that that that fundraising for 16 mile. So yes the total that we would be asking for would be around that four. The the question then becomes around central though is we're having a different conversation um because whether or not we're talking with finance about where that will come from because technically that isn't a long-term need like it it's the current building the current building has an end date four years from now and so should that be in our operating cost or should that actually come from somewhere else and so I know that finance is looking at an option to potentially fund that out of a different envelope and not necessarily our operating because technically in four years from now that's going to come out and then the operating costs for new central is part of that capital project. >> Um and so I I suspect that when we actually come in September October with with the budget that won't be included in our operating ask that will be come from another bucket but that hasn't been finalized yet. >> Okay. So the bottom line is 4.54 for sure and the 0.21 TBD. >> Correct. >> Thank you. >> Uh Meredith, you're up next. Are there any other uh salary positions that are being funded by fundraising at the moment? >> No, we did fund the board will remember that we did um temporarily fund a um customer information specialist position at Glen Abbey a year before that position was created for 16 mile. Um that was the first time that in my knowledge that we've actually used fundraising for a staffing position. Um and that that's the only situation. >> So this would >> Okay. >> Yeah. This would be the the only one at the top. >> The second. >> Yes. Okay. >> Okay. Yeah. And sorry, can you remind because I I think I'm not disagreeing that this position would add value, but I think it it also it's interesting what the outcome of the strategic plan would be and how to be how that might result in shifting resources currently. And I'm just curious like if we leaning in here, you know, if that's sort of what the strategic plan takes takes us, then we want to resource in accordance to that. So if that's also if that is something to consider as well. >> Yeah. And this will be part of the the balance because the board's strategic plan will be built on top of the service strategy. Um and then you'll see more updates as we as we go through the the the service strategy and I think that that will also help and it is kind of the order of things. Um but I am I am expecting significant changes to the organization um as a result over over periods um in order to be able to to to facilitate the delivery of those core services or service streams that that that we've identified. Um and so and particularly around service levels and and and outcomes and impacts and and it is really looking at you know it's it's that order of of of you know tasks to services to impacts to outcomes and really having somebody who's able to to track that all back. Um and in particular work with the management team and the leadership team as we review um services and and you know we get into the next one. So you have you have the two reports um and what's coming for us in September is is is uh is two reports. One is um a service assessment where basically the consultant is reviewing every service that the library offers um and then we'll make recommendations and then we'll we'll actually and another one about um essentially service stream. So, you know, we have this is what we currently do and then we have the the two reports that that you guys have is is is you know, kind of that what should we be doing and then future how do we connect the two of those, right? Because obviously we're not starting from scratch. We're not a library who's suddenly going to become, you know, a theater, right? Like we are we are a library. There's a lot of things that we do that we will absolutely continue to do. How we look at them and how we deliver them are going to be quite different. um and and and really looking at reinvisioning about how these become become more efficient um in particular related to to the delivery of of pieces and and it's even you know I was talking to to Avis about about programming um and there's so many opportunities in in in programming and and I do feel that we're we're hobbled in how we're kind of structured and the outcome of how we look at programming um even even collections you know we have a collections department but collections integrated into every other department and every single branch we don't necessarily look at it holistically. Um and so we're looking at what are these service streams um department agnostic >> and then designing them and then actually trying to fit back in. And so that's really um to a certain extent where we see the business analyst being able to bridge those gaps um and work with us um with workflows and then and then understanding where we can then uh overlay like service levels onto those workflows and understand um because I think also in the I forget which one um from the staff around capacity, right? Because it the service strategy was prompted by a lot of different pieces that kind of congealed into one one idea. Um and so it is really understanding what are the the service streams, the core services, the outcomes overlaid with capacity um and clarity around roles. Um and again it all kind of ties together and we're putting a lot into what that that business analyst is um and maybe it's not necessarily the right title for it. We're starting to work out what we want them to do and then and then we'll we'll kind of work up into what that title actually is. Um but I do know that we've worked with business analysts at the town that have done that type of work for us. >> Thanks. >> Thanks Meredith. Anything further? >> Oh, >> yes. It'll be interesting to see how you kind of narrow down that job description and [clears throat] because sometimes you do get excited about all the things that need get that need to get done. Uh but I definitely support uh getting a resource of some kind to help you actually execute whatever plan we end up >> u landing on because oftentimes more on strategic plans but a lot of work goes into creating a strategic plan and sits on the shelf >> because there just isn't the resources to actually make it um live. Uh so um support you there. Um I have a comment just not on the business analyst position but or a question rather on the the maintenance and the building reserves. They seem somewhat related to me. So the central maintenance we're increasing uh going to have to spend more because the building is older, but then we're paying into a building reserve uh which I understand as well that we need to um perhaps we haven't paid at the right level in previous years to to catch up on this reserve. So how do we how would one tap into that reserve because it feels like those two things are related. >> No, absolutely. And so we we we haven't paid into the building reserve previously. So we're starting net new. >> Um and so there would be a need to fund it in order to get it to a port where we can actually start to draw down on it. >> So would be tagged to the library in some way. >> Yeah. It's kind of like a it's like asset management for buildings. Um because we have asset management for all our other kind of pieces. Um and so it's been something that we've been talking with the town about for the last couple of years. But again, it's it's it gets paid for here, but really good budgeting would have us budget for the future. Um, and so this is really a desire for them to to to do that. Um, and it makes sense for us to do it, but this would be the first time that we would be introducing it. Um, and I do think at some point that may be a shift that it's no longer this, it's it's this, but that that building maintenance, that's that's what we've used to date and I think there's going to be a transition between the two. >> Okay. Thank you. >> Thanks, Davis. further. Okay. I have one question um with respect to uh the Bronty. Um where is it here >> in Capitol? >> Oh yeah, I renamed it to Southwest Oakville Library Service Review. It used to be the Brounty one. Yeah. >> Yes. So it says the 2024 Parks Recreation Library master plan includes a new library branch located at QE Park and Cultural Center. I just want to clarify that's not council didn't approve that. We didn't approve that, right? That's just the recommendation. >> That's the recommendation. I just want to make sure of Bronty and that they're recommending that because it is a town location. >> So, so we're not like I I just kind of the way it read to me that it was like that's that's a feda complete. Okay. >> No, no. So the idea behind this is that that's the recommendation that was in >> the master plan and this is to really look at it more holistically about okay there's woodside there's Bronty we know there's a need for Bronty QP is an option but what is actually the service strategy for that particular area. >> Perfect. Because I I just I was just hoping that I didn't slumber during a meeting and miss an approval. Um because I know that that's that's been a real controversy around here for a while. Um the proximity between the two of them is a significant I think is uh is discoura not discouragement but it's certainly it's it would be kind of duplicating services I think to have something at QE Park and Woodside. Woodside's a well- reggarded well-loved library. It' be a shame to change that and move it to Qi Park. So in my opinion it's always been that if we're going to do something in Bronty it probably needs to be more actually like in downtown Bronty kind of thing. So So make sure that that option wasn't off the table. >> No no it's not at all. >> Okay. Good. Okay, >> terrific. Thank you. Um, anything further from the Do you want uh direction because this is this is received for feedback. Do you want specific direction on the business analyst position? >> Yeah. Are you comfortable with just the conversation that seems to be >> unanimous that you should proceed with um with it >> and that's just what I wanted. So, I'm happy with that. Yes. >> Okay. Yeah. >> Am I am I characterizing that correctly that there's nobody that has an objection to that being worked into? Okay. Terrific. So, you've got that. So, I get a motion to receive for feedback then, please. Thank you very much, Rebecca. And seconded by Avis, thank you all in favor. That is carried. Service strategy, environmental, and jurisdictional scan. >> So, I am going to tackle both of these reports um at the same time in my introduction because they are foundational reports to the the service strategy that we just had a good discussion about. Um and so each one, they are significantly large documents. Um and they are for staff. So you don't necessarily have them, but I have provided the the summary of of key findings to really highlight um what we're hearing both from the public as part of the community outreach, but also as part of a review of our comparators um libraries in in Canada and North America, what's happening um nationally, what's happening proincially, what's not just in libraries, but what's happening in in in the world that kind of ties in. Um it also really looks at um Halton in particular where where um you know we have a list of our services where those services are being duplicated for profit or for nonprofit and to really understand where where we fit. Right? So there are things that that we do that four other organizations in Halton do. So the question then becomes do we do it in a unique way? Do we fill a gap in that or is it are we just duplicating now there's five services and if and if we shift the community is still fully supported and and it makes sense for us to shift or are we the the the primary deliverers of that service in the community and okay that that's really our focus area. Um and so there's there's a lot of look at that um as well as as um the engagement piece. um the engagement piece um just because I know that we we've had a conversation and I I do put it in there about um statistically significant um but this survey you know we got just over 1,800 um but it it it's not a satisfaction survey so we had a different kind of benchmark in order to say that people are satisfied with library services you do you need a significant number the question here is what what are you what do you like what would you like to see which is more individual um and so we had some really great conversations out at um the different events. You know, the the farmers market, if you're ever looking for community feedback and engagement, that farmers market is fantastic. Um and then we did Ribfest. Um and then we went out to to Bronty um for one of their um their musical events. Um and and I attended the one at the farmers market, so that's the one I can speak to. And and I they they love it. Well, they don't love it because I came back with a list, right? Because people were like, "Oh, they had thoughts." And in fact, I had I had like a number of lunches after the fact because they were they needed to be bigger conversations um in order for me to understand exactly exactly what they were coming to. Um because you talk to users, but we talked to a lot of non-users and really asked the question about what do you like to see in the library particularly, you know, that 20 to 35 gap. Um had some really great conversations with people about what they'd like to see. The answer is a wine bar, by the way. Um that came up multiple times is they'd love to see a wine bar. Um so we're like, "Okay, let us put our thinking caps on. um about how we could we could kind of bring that in. Um but I do feel that that um both of these documents have really given us a really strong foundation that we can now do that that service uh assessment of our existing services and really looking at okay what are the focus areas that the library should be concentrating on. um is it you know and I'm going to use and I've picked on it recently in inside you know we do we do the food shelves um and and there is some benefit to that but there's also a lot of other community organizations that do that um and so part of that assessment is okay there's are these these are the actual needs that we're not doing that would actually more align with our mandate as the public libraries act. Um, and so that'll be some of those questions that we'll work through and the board will work through to be like, okay, is it a shift away from here and we're gonna we're gonna focus here. Um, because I do feel that we do when we were making that service list, it's long. Um, and and we do we do so many different things and we do them well, but we don't do them great. Um, right. And so I think I think there's there's something to be said for really understanding what our core services are and being absolutely bestin class best. My goal is to like win library of the year. Um because we do it we do it the best. We're synonymous to these three things. This is this is what the library does. If you think about it, the library is connected to it. Um and and you know we try and do so many things. We always say we try to be all things to all people. all the time. We can't. Our funding model doesn't work that way. Our staff are exhausted because they're trying to do 15 different things. It's how do we be really clear about this is our role. This is our skill set. You know, we're training our staff on on AI because digital inclusion is one of our core service streams. And so, how do we how do we align that? So, it's really the next steps are us identifying what are those core service streams um and then understanding what that needs to look like and what we may have to shift in order to be able to fully support them. And so um these are foundational documents to help answer those questions and then and the board will see coming in September and October um updates as as we move through some of those which will then provide the foundation when we bring you in to do the strategic plan um which will be a probably and we'll have to have a conversation with the board about whether or not um we take a traditional approach to a strategic plan or slightly different because there is the growing argument that strategic plans just aren't helpful anymore. Um, and I think the way we're talking about it is you're doing a strategic plan where the first year is really, really solid, but then but your other years are almost more aspirational, much more high level. Um, because we're not funded four years, we're funded one year. So to do a strategic plan where this is what you're going to do in year four, we may not be funded to do it or we may have to shift, right? Like it's it's a lot of things. And so um, these are conversations, start thinking about it now, um, that we're going to have as a board about what that actually looks like. But anyway, that was a lot. Sorry, but happy to take questions on both of those reports. >> Interesting. I'm really interested in the concept of four-year budgeting cycles, actually, but um I've been talking to our our town treasurer about that. >> So have I. So >> yeah, I I think it makes a lot of sense. Um uh who's Oh, okay. Rebecca, go ahead. >> I just wanted to add that the school board has a four-year strategic plan and they just their budgets are also yearly. So totally fair to do like priorities, but I was just going to say this sounds again like you need somebody to kind of own, you know, the all of these plans because I think like you said, it's really awesome to have all these plans, but then someone to monitor it, someone just to like keep everybody on track and stuff is going to be essential. So >> just further supporting the last conversation. >> Yeah. >> Okay. also love these reports. It's amazing great insight, great strategy content here, right? >> Uh but two things in particular jumped out the page to me. >> One is um that the it's all about the space. Well, not all about the space, but it's >> a lot about the space more so than the collections. >> So that to me was very very interesting, right? It's it's like Starbucks is more about the space than the coffee, right? So it's I think it's the same. Um but number two is more self- serving. It's um aging population. Um >> a large population a large a larger percentage of the population will be over 65 in next 10 years I think is what it says and includes your yours truly in that segment. >> How does a library change in terms of its services for this particular segment of the population? >> Well maybe that's what the strategy is going to be all about. some of the questions, right? Because that's exactly the purpose of this is to highlight, you know, how do we actually, you know, here's our limited capacity. How do we prioritize and for what groups in what areas, right? Because it may be that okay, you know, we focus really on on on seniors um for digital inclusion, right? Because is that that's that's a major piece is how does the library assist seniors in staying relevant to technology or safe with technology? because if if you read the news, I mean, you're always seeing seniors who have lost hundreds of thousands of dollars in in in scams. And so that that's a key role for us. Um, and and you know, as as Celsa's aware, not all seniors look alike, right? You have your your your 55, 65, 7, like they their needs and what they're looking for are completely different. Um, and so, uh, having some of those those conversations is exactly the point of some of this research and and then those pieces. That being said, um, libraries have have, I think, supported seniors. It's always been a key piece for us. Um, but I think understanding what those seniors are going to need 10 years from now, like the new seniors future and then and then continuing balancing that out and and also, you know, part of the jurisdictional scan is really looking at, okay, there's a lot of other senior organizations like the town has a lot of senior supports. Um, and so where where do we fit into that? And that's ongoing conversations just also as part of that but also with recreation and culture. And in fact the director of um recreation and culture and I are going for lunch next week to actually have a a convers staff have been working on trying to create a document that really clearly delineates where we work separately and where we kind of connect and and we're going to we're going to finalize um some of those some of those pieces um and also understand because they have they have the John Coburn John Coburn um so they're actually really strongly connected. So, how can we we we learn more from what they're doing, but also what they're hearing that we might be better suited to kind of do and we've kind of been operating independently and I think there's a lot more integrations there as well. >> Why did you make the comment that as Selo knows about seniors? >> Well, he just he just selfidentified. [laughter] >> Just curious. That's aism. >> I turned 50 this year. So, >> okay. Uh, anything further? And we're dealing with 7.4 and five at the same time. Correct. That's your plan. Okay. We can separate them, but I just want to speak to them both together. >> Any further comments or questions on these items? >> Yes, Rebecca. >> You're a frequent flyer tonight. >> Yeah. I just thought of like a word other than business analyst that I would add to this. >> Yes. Because as we talk about this stuff, I think change management because you really are like going from one place to another. And so I think you need someone who's able to understand where you've been and where you want to go both in the short term and the long term. So I just wanted to add >> Yeah. >> Can we ask Chachi TV about that? >> No. >> Okay. >> I will say on on that topic because I'm not sure I can't remember if I if I let the board know but um because one of my personal goal this year was to take a a change management and so I do um I am taking the Rottman's leading change in September. Um and so I am hoping to get it is it is appropriate for for for my level. Um but will help me understand where our gaps are in in in the organization around change management because that is a key feature of this project and and other projects that are ongoing. It'll be significant. >> Yeah, >> good idea. >> Further comments or questions or good ideas? Okay. Seeing none, I'll look for a motion to receive for information 7.3 and 7.4. Selzo and Meredith. All in favor? That's carried. Thank you. Staff Development Day, August 20th, 2026. >> Oh, right. I forgot that was in there. Um yeah, so we we've actually ties to our whole conversation. Um so this um in January, we came to the board. We asked for a staff development day in November. Um however, reflecting on the fact that the board, we're looking to the board to approve a brand new Strat plan in December 10th. It makes more sense to move that out to January and really spend that whole day focusing and launching and getting the staff excited about the new strategic plan. So, um this is basically a request for the board to to approve the moving of that date um from November to uh January. Um but we're also recognizing that that um staff should have that that connection and we still want to do the staff awards um and the long service awards in in that year um that we're looking to to do an evening event um with staff on that day in the evening. Um and so we're we're just fleshing out. We had a really good conversation about that today actually um in order to kind of not just move the whole thing but to actually have like a staff social um which will be new for us but something that staff have been asking for for a while and then shifting that into January to really focus on the strap plan. >> Okay. Shall we have uh shall we vote this one down just for the sake of being contradictory? >> Okay. Can I get a motion to approve the recommendation please? Rebecca Meredith. All in favor? That's carried. Bill's vote in there as well because he usually attends. >> Bill loves to attend. Yes, >> he does. >> Y >> CEO update. >> Okay. Uh that is that PowerPoint. >> Yes, PowerPoint. It's not up on my screen. So, can I just tell you to move it? >> Okay, perfect. Um so, next slide. So, the central project is is well underway. We are deep in design development right now which is basically trying to figure out where all the rooms are um and and solidifying that as as as well as the purpose of all the different rooms and so there's a lot of meetings happening. I am hoping um in September to to bring the board the the actual floor layouts. Um so something to look forward to because we will have them I think relatively laid out by by that point. Um it's coming along really really well. We're really excited about about how it's it's all kind of playing. It is it is a bit of a puzzle um to kind of fit things in, but um it's uh it's good. Um and site plan was submitted at the beginning of August, which is a which is a key point for us. So um so far that means that the project is on schedule, which is fantastic. Next slide. Um so the service strategy we just talked about uh quite a bit about. So the community engagement is complete. Um the draft environmental uh scan along with outreach summary is report and and you guys have those versions. Um and then the service assessment is underway with that report expected in early September. Um and I hope to bring the board uh kind of an update report um at the September board meeting. Next slide. Um so just an overview of um what that engagement looked like. Um so we did have 157 responses to the staff which is fantastic. That basically includes almost all of them. Um we have uh community consultation survey. We did the community popups as I said. Um we had a number of focus groups with different community organizations. We had focus groups with the leadership team, with the board, um with the town. Um and then we also did like in branch installations at all the branches with like questions and sticky notes. Um and we got that's probably at the low side um of 397 um related to that. So we did get a ton of feedback. Some of it was really really interesting. Um, and so that was all incorporated in in the summary report um that you saw. Uh, next slide. >> What was the most what was the most um intriguing one? I'm just curious like so if you can go through like you've gone through them I assume, right? >> Yes. >> Was there like there was was there one that really jumped out at you and said, "Wow, that's really interesting." I'm just curious like the just the variety and also stretch the meeting out a little bit. No, it it's it's some of it was was very obvious like we knew we had we had gaps um around and again I think it comes back a little bit to what Celso said. so many comments about space and I think we we kind of knew that anyway um but it really did drive home the fact that people don't have anywhere to go um in order to a connect with their neighbors or just be where there's no expectation of them paying um and they can come and and and sit and and and kind of connect um and um and I think that's you know go even goes back to we had you know you start to dig into those things about about a wine bar you know that's that 20some because you know and as a counselor So, I'm appreciative for that. Like, there's nowhere to go. >> Yeah. >> Right. There's no night life in Oakville. And so, it was funny that they were looking to the library to provide it. >> There's a great movie theater. I know. >> Right. [laughter] >> And wine. Um >> Yes, we do. Actually, >> we have places. >> And so, that that so that was really kind of that that interesting piece of Okay, that that that's a gap. And and actually, some of these things that we've identified, I feel like they're not us. Um, but I can actually have conversations with other executive directors or other teams. like there's there's a quite a few of there's some of them that that um I'm going to meet with um with France Fornier because I think that actually may be suited to the chapter to the chamber than than us um or maybe a partnership and that's around like youth mentorship right and so um there's all kinds of different things that have come up through that um space again as I said was was a big one and people just looking what I think the biggest thing is is people were just looking to connect um and We we kind of as we're planning out, you know, 16 mile had that and that's why, you know, we saw the the introduction of that community living room. It really you're really going to see it come through central >> um and how we're kind of envisioning how that that that spaces and it is that that constant struggle between collections and space, right? and and even 16 mile we continue we continue to see that you know Glenn Abbey um we get we get traffic reports so we can see the traffic between all the branches on a weekly basis um and and Glenn Abbey is still >> so high and and and frequently above 16 mile um and so really trying to figure out you know we we thought that when when you know 16 milei open we may see it decrease at Glen Abbey but the fact that 60-mi is almost equal to Glenn Abbey and Glenn Abby staying the same means that there's more people, right? It's not that people move from one branch to another. And so there is there is this desire and need in the community for for space. >> Hold on, back up a second. >> Yeah. >> 60 Mile is almost equal to Glenn Abbey right now. >> Uh yes, particularly um Friday, Friday, Saturday, Sunday um at least last week. Um they were the almost the same in terms of overall traffic. Monday, Tuesday, Wednesday, Glenn Abbey is higher. >> Okay. >> Um, >> school. >> Well, it's summer. >> No, no. Oh, true. Yeah. Right, right, right, right, right. >> So, it' be interesting to see. We We also paid attention to when the pool opened, right? Because we were like, "Oh, well, that that's maybe why people are still at Glen Abbey because the pool and the pool's open and and to be fair, like really it'll be the end of fall that we'll really get a strong sense once they've settled, once all the Fulbr Center is open and those places." But, but even to date, that tells me that people didn't move from one branch to another. Now they're both full. Um, and which is which is fantastic and we're really excited and we're going to bring a 60 mile um overview report uh to the board I think in September. Um, just tell you all the successes and and great things that have been going on there. That's amazing. >> Um, but again like people people are eager for our services. >> Absolutely. >> Um, >> and I got off track so >> no I think you you included the previous thing so thank you for that. I just want to make one comment on that though is that um it's that season where I talk to a lot more people than normal. Yeah. >> And one of the thing I had a really interesting conversation with somebody actually in Bronty. Um and it was about something I used to lobby for a lot and I sort of gave up on it. But this person was really pushing hard for uh bis more business resources at the library. Um something you know uh something where entrepreneurs in this particular case this is somebody was starting up a business and really felt uh at at a loss for resources. I turned them on to >> what's it called? Not linda.com anymore. It's LinkedIn learning. Oh, I think that they registered for that and such because there's some great courses on that. But have we did we see any of that in any of these these stickies or is that just an outlier kind of >> I think it I think it is an outlier. It wasn't a significant stream that that came through. We we've had this conversation um because it has come through. It just hasn't come through as as a particularly loud group, but then at the same time it it isn't a particularly loud group. Um but I we have had conversations um in with um uh Rebecca here, director of economic development, really trying to understand the ecosystem and where they support and where's there's this gap. There is a um and I don't know if you remember the name of it. There's the Halton entrepreneur. >> Yeah. The network. Yeah. >> Yeah. And we've had conversations with them about about how we can better support >> economic development really doesn't work at that level about location finding. The region works at that level with their small business center. But it's just that was a really fascinating conversation. This individual was talking about the fact that he really he loved having access to rooms to meet with people and things like that which of course we the board really put a big emphasis on that before. >> Um but this was a really this sort of validated something that I talked about years ago because we had a program >> and it and it was it was removed during a budget uh crisis. >> Yeah. We used to have a business librarian. >> Yeah. Exactly. Yeah. Um but this this individual was lamenting the fact that that those resources are there. He's taking a GO train downtown Toronto to the new branch by the um that's not too far from Union Station. Apparently has a quite a robust business section. But I just wanted to know if that's something that that showed up on the radar. >> It it didn't. Um but one of the things that that we have talked about and and this did come through is is it that we don't offer it or is it that he doesn't know we offer it? And and and there's probably both of those. Um but we are talking about how we can package it. like is there um you know a business we don't have a business section on the website to at least say what what we do provide from that lens. Um, and I do think as part of the the the the communication and the marketing piece, that's what we're starting to have conversations about because it's sometimes it's like that, oh, what a what do they mean by that? Because there are resources that we're just not prepared to to support based on funding. But we do have some and so how do we at least say what we do provide from that particular lens and how do we how do we package it up? And I think that that's what we also need to think about. >> Thank you. You need a business analyst, right? Yeah, >> but I was going to say this also sounds like part of like uh eventually when you get a little bit further in your AI journey that would be an essent that would be great programming for business small business owners and local business owners a to share your own experience of like how you kind of went through the journey but also to support them even to bring in speakers to support with programming. >> Well, I mean just and to further that talk about technology. So one of the So this conversation was a great conversation because I did I did a lot of the did you knows right? So I said did you know for example we have large format printers at the library and it was like wow that's amazing. So it's it's not just about what we could add it's about how we actually market some of those things because when I saw that large format printer I didn't actually realize we had one of those that that was that's >> and that was purchased to support businesses. >> Yeah. But I'm not sure that I'm not sure that the people that are that are seeking that know that or is it just is it just you know kids that want to make a cool poster for >> I'm also not sure it's fully functional yet. >> Okay. Well, that could be it too. >> Is it? >> Oh, I I sent him to I sent him to 60 Mile Creek. I hope that wasn't >> because it was No. Well, that's just it because one of the things with 16 Mile is and you know we're bringing things on >> and I know that there's still things and so last time I heard that wasn't fully operational yet. >> Okay. >> Once it Yeah, we're still waiting on the laptop. >> But it's but it's other things >> once then you'll see a pro. >> It's other things in the maker space though. I mean a lot of those things in the maker space have applicability to to startups. >> Absolutely. >> So I mean it's it's it's not just about building new resources. It's maybe about packaging the resources that we have and saying that you know we love teens, we love kids, we love seniors, but by the way we also really love budding entrepreneurs and this is this is what we offer. So, it's not necessarily just about what we can what we have to augment and we could if we had the budget for it, but also, you know, what we already have and pre and package that as a as an offering to the community in this in this economy when so many people are looking for different alternatives for work these days. >> Exactly. >> Yeah. Okay. Sorry, I didn't mean to derail you. >> No, it's all good. >> Anybody else want to jump on that business analyst? Yeah. >> Is it me? Did I get the job? >> Congratulations. >> Thank you. Um, now I totally forget what I was gonna say, but I had another comment, so don't worry. I had to back up. Um maybe [laughter] that organizing some of those resources and stuff might also I don't know if you already do this, but hiring like a co-op student >> um and getting like a student to come in, especially from some of our high schools that have the business specialization programs. Maybe that would be a great like placement for one of those students to help you organize some of the resources >> and free. >> Yeah. Well, we can definitely identify like a like a cohesive project. >> Yeah. >> Yeah. >> Yeah. Thank you. Oh, I'm sorry. I've opened a I've opened a can of worms. Rebecca, >> just just sorry. >> Just a quick comment back to the the interest in space because I'm very intrigued by that. And just a just a anecdote of um my 14-year-old daughter, it's a summer, there's nothing to do. So, the comment of there's nowhere to go and and people are looking for a place. Certainly, I'm seeing that um with my 14-year-old and her friends, they're taking like a city bus just to go to White Oaks to play digital clue game together because for that reason, there's just nowhere to go and they've been like multiple times this summer. And so, it's great to offer that and I think it's just so affirming that there is an appetite for, you know, >> residents of all ages to come together and that's I think that's a cool service to explore more. >> Yeah. >> She liking the free bus service. Yeah, >> they love it. They take They're so independent now. So, yes, love it. >> Thank you. That was a little pandering, I know. Uh, go ahead. >> Um, so next up is the the newspaper digitization project which is uh nearing completion. Um, so all content has been digitized, processed, and indexed. We've added in additional um 13,000 that have been um replaced the existing because they're of better quality. Um, and beginning this month, we're proceeding um with the system setup and configuration um for public access. And so we will start rolling out um public access to I think anything pre what did you say 1981 um hopefully by the end of the month. So we'll provide an update uh at the September board meeting about where we are with that public access. >> Will you be working a policy around this as well? An access policy. Is there some sort of document like some sort of governance document for access to this so that we've got some sort of rules and regulations or is that even necessary? Am I over complicating it? No. >> Yeah. It's just it's going into our Oakville images. >> True. So we already have that. We already have it. >> Okay. Thank you. That's very exciting. >> Yeah. It's just our existing platform. >> Okay. >> Yeah. >> Oh, that's Oh, is it? >> Yes. >> Oh, okay. >> Yeah. >> Okay. I don't think I realized that, but Okay. >> Great. >> Um, next slide. >> Um, so, as I I mentioned, I had a really great meeting with um MPAN talking about the Canada's national AI strategy. She is an engineer by trade, so this is very much in her wheelhouse and she's very interested. Um, and she uh promised to bring some of my concerns to to the minister. Um, so we had a really great conversation. and so happy that that she reached out um in order to to meet with me. So hopefully we can continue to build that relationship. Uh next, please. Um summer reading. So we're we're drawing to the end of of summer, but it's been quite a successful year for us with the summer reading club. As of the 17th, um we've had over 2,000 registrations, over a thousand new participants, um and then a bunch of uh attendees to our kickoff events earlier in the summer. Um and again a huge thanks to our sponsorship with the works Harvey's the town of Oakville the YMCA and Canadian Tire and providing the different prizing um that's come out uh for summer reading. Uh next slide. Um and the final slide is just uh as I hinted at, like I said, we'll bring a a bigger report in September, but the discovery zone at 16 mile um is now being activated and we're hearing we're seeing um really great successes in there. So things like the air tubes, which I think is that picture, um where kids get to experiment with airflow, um draws and con straws and connectors, um and different magnet weeks. And so we do have these activations that go in there that for independent um play so families can go in um and there's there's different equipment out um every week or so um and they get to go in and play and we change it up. And so it's it's been quite well received. >> Like you're taking over the mandate of the science center. >> Somebody's got it. Yeah, >> somebody's got it. Yeah. Uh, and that's all. So, happy to take questions. >> Questions also >> about the newspaper. >> So, m maybe it's digitization 2.0. But what you could do with a little more capital is you could turn that into a database now that it's digitized, >> right, >> into what what we call a vector database that can be read by an AI agent and then you converse with an AI chatbot that reads all of that history and and in natural language answers questions. >> I heard Salsa volunteer to do all that by the way >> with some capital. >> No. [laughter] Yeah. No, I'm that would that sounds like Monica's dream project. That's terrific. Further questions about the uh update? >> Yeah, >> absolutely. Um on new central, so where where are we in terms of the has there been a further discussion on the parking? >> So there is a parking report going in September. >> So through your chair, there is a parking report coming September 28th to council that is the evaluation of three lots for potential parking. because that's the one question I get all the time now about the new libraries. What are you gonna do about parking? That's that's number that's number one question. So, >> yeah, >> I just like to be able to have a number one answer. Okay, thank you. Uh motion to receive the CEO's update. >> Uh Avis and Rod, thank you all in favor. That's carried. Okay, I think that um that brings us to computer's hibernated. I was talking too much. Uh we have no confidential discussion items. Uh is there any new business to come before the board today? >> So >> question for Ter last year if I recall correctly you uh sent us a note about um an application for a board training at some institute. Is it I applied but didn't get accepted. So is it going to be offered again this year? Do you know? >> So that um I don't know. I can I can um look and see and then send it out to to the board. I think that's the one Meredith you got not last year but the year before. So yeah, we can look and see what the intake. >> Was it useful? >> Yeah. >> Yeah. >> Yep. >> Thank you. >> Other new business. >> Not seeing any. I will say that the time of day of the next meeting is Tara. [snorts] >> Uh it is 9 17th at 7 p.m. >> Okay. Same bat place, same bat station. Uh okay. That's the next meeting. Um, members of the board, we're at that magical time when we look for adjournment. Can I get a motion to adjourn this meeting, please? Thank you, Rebecca. Thank you, Selo. Uh, all in favor, this meeting's adjourned. To those who are watching us on uh YouTube, thank you for tuning in to watch our board meeting and to uh uh pay attention to the business of your library. We're very happy to have uh viewers um watch and participate. And if you have any feedback, never hesitate to reach out to Tara um at tara.wongocville.ca or myself, jeff.noloc.c. CA. We certainly appreciate your feedback and your support. With that, this meeting is adjourned and we'll see you in September.