Okay, ladies and gentlemen, I'm calling this meeting of the Oakville Public Library Board to order for Thursday, September 17th, 2026. Uh, members of the board, do you have any declarations of bikini interest to declare this evening? I am not seeing any. I am going to start our meeting with the reading of our territorial acknowledgement. The Oklahoma Public Library is situated on treaty number 14 and treaty number 22 treaty lands and the territory of the missagas of the credit first nation and the traditional territory of the Heron Wendat and the Hneson. Oakville is currently home to many different first nations, Inuit and Miy peoples. Regardless of where we come from, we are all interconnected through the land that we live on and through the uh sorry, 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 live experience to cultivate reconciliation in Oakville. I'm sorry, I forgot to ask. Do we have any regrets today? >> Yes, Avis and Bill are regrets. >> Okay, thank you. Okay, members of the board, you have received your minutes from the previous meeting of our board which was held in August. Does anybody have any questions, errors, or omissions to report? Being none, can I get a motion to approve, please? Thank you, Rod and Rebecca. All in favor? That's carried. Uh, moving on to consent items. There are five items on our consent agenda. Uh, for the sake of the public, I will just enumerate those. One second here. 5.1 is Oakville Public Library Board key agenda items. 5.2 is health and safety report. 5.3 is the Q2 2026 OPL goals. 5.4 is performance and measures Q2 2026. And 5.5 is a report from the Halton information providers. Is it we wish to separate any of those or discuss any of those? Rod. >> Uh yes. I'd like to quickly discuss something in 5.3 OPL goals. >> 5.3. Anybody else? >> Also 5.3. >> Also 5.3 is also 5.4. Do I have any takers for 5.1 or 5.2? No. Okay. Can I get a motion to approve 5.1, 5.2, and 5.5? Thank you, Andrew. Seconded by Rebecca. All in favor? that's carried. Okay, let's go to 5.3 then health and safety report. Oh, sorry, 5.3 Q2 OPL goals and that is Rod. >> Thanks, Jeff. Um, there's a I think what is a typo here that somewhat semi-significant. Um, it's in the capital buildings project, uh, where it says Q2, um, section one, I should say, uh, near the end, Q2 OPL continue to work and so on. uh to complete the sematic design. I think that's supposed to be schematic design. >> Supposed to be schematic. Yep. >> That's good. You guys know sematic means warning of danger, right? >> Yep. >> Okay, there you go. >> That's one. Um >> I can't have that in the new library. Okay. >> Where check does not help you. >> The next one is a very minor typo. Um way down here in uh strategic pillar on page uh five it says um OPPL is working is the town and I think it's meant to say with the town >> okay y >> nothing that's it I'd like to move uh but I thought some other people wanted to speak on. >> Okay, I had a few things about 5.3. So, um the first update about capital buildings number one and so the update on Q2 is that there's continued work with facility services and I I wanted if we could get elaborate a little bit more. Are we on track now that we're halfway through the year? Are we on track to achieve this goal by December 31st? And if >> yes, we are still on track. We we've just moved out of schematic um and are moving into design development. And so um it is our hope that we will complete um detailed design or design development by the end of the year. >> Okay. So I wanted to make a suggestion for the reporting back on these goals if it's possible what you think about moving forward if we could have some type of a progress rating you know coding if just to share are we on track are we off track is it been completed or has it been like deferred due to other reasons and I think rather than just sort of updates and then finding out in Q4 oh we're not going to make it then it would be nice to know like earlier indicators >> so I will say that that and and and this is this is good. I do report on it every month through the CEO update slide where where there is a green indicator and I do go through that but maybe I'll make a better connection between the two and I just assumed that you were connecting it. >> Okay. >> Yeah. But I can absolutely bring that and kind of do that. Yes. >> Well, and specifically about these strategic goals, right? Because there's not every single strategic goal is in every single monthly update. So to know and for some of these that are more metric driven, you know what I mean? I found some of the updates were a little bit more anecdotal versus like using the metrics like for example there's one about the um steam focused or stem focused activations and we have a goal of >> delivering a minimum of 24. So you know it's the update isn't metric focused. So are we how are we progressing towards the 24? How many have we done? Right. Y >> um the next like the next one under the strategic projects capital strategic projects um number one and and there's a there actually is metrics on this but one of the things I noticed and sorry I'm looking at page four of six on this particular report >> um was that the goal was to engage um a thousand residents including underrepresented groups and so there's a great um update of how many residents were engaged but There's not really a focus on like did we engage under reppresented groups here. >> No, absolutely. And and and I could I could have called that out better. They are in there, but you're right. I didn't exactly align non-users and underrepresented groups and and where they were actually in that in those other groupings because they would have been, you know, through part of the um the focus groups with community organizations because we we specifically targeted community organizations that represent underrepresented groups in order to bring those concerns forward. Um and then the um community popups in particular was our opportunity to talk with non-users and we had some really great discussions with non-users. But you're right. I didn't make that alignment. I could do better. >> Okay. >> Yep. >> Okay. And then I um I guess the last one is about um the the goal about the I think it's I'm looking at page it's the second last page, page five at the bottom. And we talk about the goal being um to see a 10% improvement in our was it collaboration departmental collaboration score. Right? So certainly we won't know how we performed but um it would be great to know like what are we doing to influence that outcome right because if if nothing if no activity has happened then we wouldn't reasonably expect that the score would improve by the end of the year to share kind of what the team is doing. >> Yep. >> We are doing things so you're right I should summarize them. Yeah. >> Thank you. >> Thanks Meredith. Anybody else on 5.3? Meredith, can I get a motion from you to approve the recommendations? >> Yes. >> Thank you. Been moved. Seconded by Rod. All in favor? That's carried. 5.4 is performance and measures. That is uh I think so. >> Yes. >> Yeah. >> So on on page two, there's some uh ratios that I very much like because it it brings everything to a common ground, right? You can compare the branches uh on an apples by apples to apples type of comparison. some branches are bigger than others, have more circulation and things like that. So, very good ratios. >> And I'd like to propose one more, but I don't know how difficult it would be. Um, on page 12, we have a total of all branch services all combined on a per branch basis. Would it be possible to divide that number by the total dollar spent by branch so that we would know branch services per dollar spent or dollars per branch service services? >> Yeah, absolutely. We could do that. I'm just I'm just going to ask a question around because we can just take what the cost is to run that branch. >> Yeah. And so that's what you want because even because that'll include like staffing, facilities, paper, everything. >> Exactly. Okay. And then divide that by branch services so we would see how financially efficient each branch is. >> Okay. We can take a look and see what we can come up with for that. >> Thank you. Thanks. Also, anybody else on 5.4? Andrew, >> um just to build on that, I wonder if um we could capture Wi-Fi sessions separately because um the numbers are so huge relative to the rest that I think if we're trying to drill down and look at the uh the spending by service by branch, um Wi-Fi is not going to be uh much help in terms of you know having 80 or 90% of the uh the total So you don't consider Wi-Fi as part of the services that we offer? >> No, I do. I just think we should just pull it out separately. >> Okay. But not put it against the numbers are so huge. It's going to skew every every other number. >> That's um because you know, for example, >> you know, uh 522,295 Wi-Fi sessions out of 599,164 services administered. >> Yeah. No, we can do that. We just might add a note to say that to say that the the provision of that service does have a cost. >> It does. I I >> And it isn't it isn't just the box. >> No, absolutely. I I just um >> No, I get what you're getting at separately. Yeah. >> I I don't know. It's also >> you raised the topic. Maybe I should defer to you. >> But I I see your point. Um the point of my suggestion is to see um you know larger branches, smaller branches, Wi-Fi included as well. Are we >> spending the dollars wisely and getting a a return? I guess it's not the right way to say it, but we're getting services to justify those dollars spent. And I think putting your point is if you include those those numbers are going to uh do our follow the other numbers because they're so small close to them. Is that sort of what you're saying? >> Yeah. If uh yeah, just I thought more people are using Wi-Fi at Glen Abbey, right? Um >> the the only thing is there are services nevertheless, right? So I I can argue both ways. >> Yeah. >> Maybe that's um just something to consider when you're uh adding the uh the comparative with the dollars. >> Yeah. Maybe maybe what we'll do is what we'll be doing in similar is maybe we'll we'll add it to the report as kind of like an example of what you're asking for and and kind of do it rather than add it to the report and then see where we kind of end up. Okay. >> And then we can might show it both ways. >> That works for me, >> right? >> Thank you. >> Anybody else on 5.4? Um Meredith or sorry, Rebecca. >> Um this is just a question then. What do we hope to do with that info? from my perspective simply understand financial efficiency of the services that we're providing by branch and compare be able to compare branch A to branch B and C which is I believe the purpose of all the other ratios >> okay thank you um so can I get you to move this proceed thank you also you want a second thank you all in favor that's carried okay we've completed the the information items we do not have any confidential consent items. We move on to our discussion agenda and it starts with 7.1 comprehensive financial report at June 30th, 2026. Tara, >> yes. So, the board has before you um the current uh comprehensive financial. You will notice that our our surplus we've and this has been our our our goal um for the past number of years is is to to match our spending to our budget means we are delivering the services that we promised to do. Um you Lyn Horler, previous library CEO, always told me um a budget is a promise and so how are you delivering on that? Um and so over the past number of years where we've had significant surpluses, um right now we're we're projecting a surplus of just over $30,000. Um the majority of that uh is is is being balanced out is coming from from um staffing. Um, and a lot of that is the cascade from 16 mile that that we're still seeing throughout the year because as we move people in, there's back filling, there's gapping. Um, related to that, we are offsetting some of that with, as we've talked about previously with with collections and and and trying to use and identifying surplus dollars a bit earlier to try and um give the collections department as much um ability to to purchase earlier rather than than rushing it at the end of the year um to to do that. that. And so that that's mostly the balance. And we're also seeing some overages um related to uh I think it's hydro costs that we're working with the town to try and um sort out and and adjust our budgets for 2027. But happy to take questions. >> Questions on this matter? Can you explain the overages on hydro like what would that be caused by? >> That is a good question and one they are looking at. >> Okay. So Oaka Hydro is doing an analysis of some sort or if so >> I don't know who is ex exactly um but I can definitely follow up. I know it's not just us. The rec centers are also seeing increases in hydro and it is something the town is looking into. >> Is it increases in dollars or kilowatt hours or what? What? >> I don't know. Belinda, do you know exactly what that is? >> Probably the 3D printer. >> Uh at this point I don't know for sure. I do believe it is usage though and we can get back to you though. That is definitely something that facility services is looking into. >> Okay. Thank you. Um I just wanted the transfer from OCF um of $200,000. That's for the digital the digit digitization project. Correct. >> Yes. Okay. It's the Yeah, it's a commitment. Yeah. >> Right. Are we going to consume all that or >> we're only going to pull over what what we need, >> right? Do do you have a sense of what that looks like at this point? >> It and it would be what is shown. >> Okay. Okay. So, that's accurate now. That's the full cost. >> That's my understanding. >> Okay. Okay. Terrific. Anybody else on on this report? Nini, can I get a motion to receive the report, please? Thank you. SO >> Oh, I'm sorry. I didn't see Ray's hand up early. Ray, you're seconding or you're moving. You're waving. >> Whatever. >> Well, he's seconding and waving. He's friendly and seconding. All in favor? That's carried. But he didn't vote for the motion. >> Okay. Thank you. Okay, we'll move on to our second uh discussion and that's the 2027 Oakville Public Library capital budget. >> Um so what I have before you is is the capital budget for feedback. Um the board would remember in previous years normally you would have the uh capital and the operating would come for feedback and then it would go for approval in October. Um it's an election year so that that has changed our process. Um and so I know um and but so the operating budget is still um subject to change until we get clear direction from council. Um, and so we've we've presented kind of where we stand with the board, the initial kind of direction that the town provided us in order to start that budget planning process, but until we get clear direction, there there's really nothing else for us to bring to the board. Um, however, capital is is a little bit easier for us to kind of bring for for feedback. And so, um, none of this should be a surprise. They are projects that we identified through the budget drivers report. Um you will notice that we have updated some of the numbers um just against uh in particular the we've changed the the the title of the staff scheduling software to workforce planning um and we did see added an increase previously we had just over 100,000 we've gone up to 200,000 um some of that is going back out to market and and recognizing the increased cost of marketing of of uh within the market to to purchase the software. Um it's also reflecting updated requirements for both IT and privacy for the level of software that we may require. Um and there are costs for um cyber security reviews and privacy assessments now built into that 200,000 because they're now requirements. Um but beyond that um I'm happy to take questions. Um uh the workforce uh management solution um is in the 2027 forecast. We're just updating it. Um the two new projects are um the strategic plan service strategy implementation. So recognizing that that's done at the end of the year, some dollars for us to be able to to work on that implementation for next year. Um and as well as as the board is familiar, an ongoing um discussion hopefully to to bring us to a point where we can start making decisions around library services and southwest Oakville. um which also resulted in our deferring the Woodside renovation. And so we get a better sense of the the Woodside Bronty service strategy or or what that actually should should look like. That way we can move forward with really understanding um the renovation in Woodside and what it what it should look like and what our opportunities are in Bronty to address some of the service concerns in that area. >> Questions? Andrew? >> Uh thanks Tara. So, I just um I just need clarification. So, the uh increase to 200,000 for the workforce management solution, the strategic plan service strategy implementation, and the Southwest Oakville library service review are not presently listed >> in the appendix, but when will we see that update? >> The the workforce management is it's just called the staff scheduling software. >> Sorry. Yeah, but it's it's uh listed at um $100,700 and not 200,000. >> Yes, because that was from last year. So, and when we if it gets approved and get put in, it'll be updated to the 200,000. >> Okay. Yeah. Okay. So, Okay. So, that answers the question. There is no >> there is no like pending. This is what like proposal. >> No. And and anything in the forecast isn't approved until council approves the budget. It is just forecasted and and the board would remember um and in fact you can see it out. Um last year we came with a number and and and we went to the town and the town was like you need to prioritize and then they got slotted into different years right so there is um the scheduling software ended up being slotted for 2027 um the software I forget what it's called um that we want in order to be able to understand usage of our space within within the branches got slated for 2028 um and so on. So as we hit those years we review we update the costing and then it goes through for approval. >> Okay. Yeah. Um, so I guess with that said, um, with the board's consent, my request would be for next year at this part point of the process. Could we also see what the changes would look like in in this table of, um, like the 10ear forecast? >> Well, the 10ear forecast is what the town produces, so we can't change that. That is the current 10-year forecast based for 2020. I understand just but just so that we have the similar table but these are the changes that we're we're going to propose just >> like a proposed >> we would have all the information just summed up the same way right now I have to take my calculator and you know make adjustments if I want to know what the what we're actually going to pitch for 2027 and then what does that look like the following year >> yeah I can certainly take that information and put it in a different table >> I was going to say you're suggesting a separate table that identifies the >> I was going to say this is provided by finance and finance doesn't do that Yeah, I can throw it in a different additional view that would see this is what what we have now and this is what what the report adds or subtracts. >> Yeah, I can do that. >> Thank you. Appreciate it. And not for this year for next year is fine. >> Yeah. >> Okay. Thanks very much. >> Anything else? >> Still so comment on uh workforce management solution. We haven't started looking for the software selecting the software yet, have we? >> No. >> Yeah. So um this is an area that has been changing dramatically, right? So it's um historically it's always been like a math problem like you have so many resources so many slots and you have to plot them properly based on availability and constraints. So it's changing in a way that um the use of AI in this type of uh software is like completely changing this particular segment of of software providers. So the reason I'm bringing that up is when you start selecting or looking, please look at the ones that are more modern in that way because not everybody caught up yet. >> Yeah. >> And you don't want to be stuck with something that is kind of antiquated and obviously Sorry. >> Yeah. No, exactly that. And so um once this gets approved, then we'll start working on although we have started to a certain extent working on requirements to go into the RFP and and that would be one. Um so there is the as you pointed out the the the the scheduling portion of it. Um, and then there's a secondary piece around like self-s serve staff, right? So that they can swap shifts and that we can kind of because right now it's it's done by Excel. Um, and we have staff that pick up shifts at other locations. And so it is it is challenging for us to to identify who's working where at any given point and they're picking up shifts and and so it is part of that. Um, but then fundamentally what we're really looking for is is the amount of sheer time that so many of our supervisors spend creating the schedule to start with. um as you know vacations come up or accommodations or people call in sick it's it's tremendous and I know there's a lot of software that that inherently can can assist with that >> and even the feeding of shifts and things of that nature can be like completely automated based on past to facilitate all of that work right >> and and you know our collective uh agreement is is the constraints on which it must operate so yeah >> all right thank you >> thank you >> anything further okay so on the uh the southwest West um library study. It's $30,000 I think they're allocating for that. >> That's that's what we're we're suggesting. >> Can you tell me what the scope of that study is going to look like? What what you're actually proposing to do? >> Sure. So, it's recognizing that we are doing a significant service strategy which is one of the reasons that this is costed a little bit lower because it will be built on some of the pieces. >> I was curious because $30,000 doesn't get you much and and some of that and and it because it's building on existing ones. So, it's building already on the master plan. Okay. which recommended that we look at this and so did some research and population and and all those kinds of pieces and their recommendation. Um and then we have our current service strategy. Um, you know, one of those places that we did host one of the um, community engagements was at like the late notes con the lake notes conf >> I know what you meant >> notes concert in Bronty. >> Um, and so there might be I'm seeing this there might be some validation for what we're seeing coming out of there with some touch points in in southwest Oakville to kind of get a better understanding. Um, but it is really just looking at okay you know we keep hearing about about Bronty. We we've heard about, oh no, it needs to be in Bronty Village. You know, QEP is a possibility. There there's also one of the schools down there has some vacant space that they've asked if we're interested in. It's not the best location. And so it is really looking to understand, okay, what are the service gaps in in Southwest, right? And if we're going to renovate, you know, Woodside, what can be adapted? What what is what are people looking for to be within walking distance? and then is there alternative methods for us to hit that? Um it is really looking at the service delivery specifically in that section of Oakville recognizing we have an existing branch. Um but that's obviously not meeting customer expectation and needs. And so what what are those and where are the gaps? >> So service delivery as opposed to facilities replacement or physic that that that you're not you're not broaching that subject in this study are you? I can't predict what the study's recommendation will be, >> right? But in terms of this in terms of the scope, when the stud is actually scoped out and the and the terms of reference are established, will that be one of the things that you're going to be looking for in terms of the deliverables is to ascertain the requirement or lack thereof for uh additional facilities in Southwest or >> I think we can't do it without recognizing that that that may be a recommendation, but it also may be okay. Um >> what is the bridge to that, right? Because there is there is budget to that and understanding that it may be okay or maybe we grow to that right because again some of it is also in the master plan that at what point because the the >> Bronty station is a traffic >> is a traffic node >> transit node >> transit note thank you um >> but that's going to come online right so it may be that okay here are the gaps these are ways we can address it while we continue to because recognizing that the master plan is also updated in four years what is the timing to maybe revisit Ash um and doesn't need to be revisited I think I think is is part of it. >> So validation. So I I mean I it's almost like I have Ralph Robinson speaking in my ear right now because I remember that was for for him that was his real rally call is getting some a library facility down there and it'd be nice to to I guess conclude or move forward with that that concept once and for all. But uh I'm hoping that that's in the scope that we can actually have >> that is that is the goal. >> Yeah. Yes. Because I I'll tell you the one thing I'm hearing is that um um the concept of of putting a library in in Kiwi Park does not seem to resonate well with the community. Yeah. From what I've been a what what I've learned recently. >> And that's that's what we've heard. That is the recommendation in the master plan. Yeah. >> Um is to put the the if Bronty needs it that they would support it. But Bronty's complicated, right? It is. Oh yeah. Um >> simply the way it it's it's laid out and all well all of W. Right. W is the only word without a library. >> That's right. But it it's it's significant in size, right? >> Um if you go from Dunda Dundas down to >> Lakeshore Y >> um essentially. So >> it's it's actually it's an anomaly. You can't even take you can't even look considered as a ward in terms of the planning because there's two very distinct solitudes in that area. So it's it's uh I think >> so it is understanding because the the need is really coming from Bronty Village. >> Yes, absolutely. Um, and so let's get a better sense of what's missing and then what are the options for us to deliver service and then maybe we might just test things to fully understand um because there is no space down there even if we wanted to put a library um at this point in time. So >> there's nothing built right now but there certainly are lots of things that are coming along that could be considered. One of the things that I wanted to uh just I know this is a financial report so this really isn't a great time to have this conversation or I'm going off a little off script here but um you mentioned that there's a school that wants to know if we want to be part part of that or not. Are we and maybe this is you can't answer this here and now but are we satisfied with the experience of this this co-locating libraries in particularly elementary schools? Is that something we truly want to explore as being the uh you know as a uh an actual solution going forward? >> So these have just been we've been renegotiating our leases. The board's aware we just finished White Oaks and so we we've moved on to Clear View. Um and through conversations with them it's come up that that you know as as population shift they now have schools that have space. Um and so we were very clear that Clear View has a significant number of challenges for us being an elementary school. Um but if we were to explore the this type of option in in another school, it would be a different model. The model in Clear View is a shared space where it is a school library and an OPL library at the same time. that would not be what we would do move forward is that and we've had this conversation that and they they would they agree that they would have the library, the school library and then we they would actually allow us classrooms with it with an exterior and then it would it so it wouldn't have the same limitations, >> right? >> Because it would be an enclosed space. It just happen would happen to be in the school space. So, >> um, but this is really like really initial really like kind of like we haven't >> Okay. >> It's just a theory that we're working >> but but we wouldn't I I guess what I'm trying to get at is would we consider the clear view model again because I don't know I'm not sure that that works. >> We right now staff would not recommend that model again. No, >> thank you. That's what I that was what I had assumed. I just want to make sure we were still on the same page. >> We definitely would not. Um, again, I'm hearing lots of uh dissatisfaction with that arrangement with the hours, with the, you know, with the the physical facility. >> The size itself, it's 3,000 square feet. >> Yeah. >> So, it it is really tiny and we're only open 24 hours a week. >> Okay. >> Yeah. >> Great. Thank you. Uh, go back to everybody for one last time for questions. Anybody? Can I get a motion to receive, please? This is receive, right? >> For feedback. >> Yeah. Okay. >> Yep. >> Uh, a motion to receive. Thank you. Uh um Rebecca, who has a second for me? Andrew, all in favor? That's carried. 7.3 proposed business analyst. >> Um yeah, so the board, remember we talked about this in August. The board had a lot of really great questions that I'm hoping um I addressed as part of the report. There was not a question about exactly what they would be doing. um it is it is a bit of a of a of a challenge to get down to like the the the the details and so some of it is conceptual as we still work through the service strategy. Um so there's a lot of moving pieces and and I struggled with to put the the the service assessment first or this one first um just in in the order but I decided to go with this one. Um and so um because I think Rebecca you were talking about you know we called it a business analyst. It will do some business analyst functions, but you're right to call out that it isn't a traditional business analyst. It it it is broader and thinking um more organizationwide and probably a bit of a higher level um but still would take on some of that business analyst um pieces. Um and so, you know, the desire does reflect a we're putting a $300,000 investment into a service strategy. Um that service strategy will likely have a multi-year implementation. Um, and that we are very committed internally to understanding the impacts of the services, the costing model, going back to what you talked about, and really understanding how to tie our understanding um our services to performance measures, not just, you know, like like activity based, but outcome based. And and you'll see that in some of that service strategy. And so, how do we do that with our with our service levels? And service levels can mean a bunch of different things. Like service levels can mean you know how many staff are in a branch at any given time. Service levels could mean the level of service we offer for um you know for for digital inclusion, right? So when somebody comes in and and and has a brand new iPad and they're like they hand you the iPad and they're like teach me how to use it. Is is that actually a library service or is that outside of our service? we can help you to hear, but then really if you're looking for intermediate or advanced, you know, can we recommend you somewhere else? Um, so there's there's different types of service levels that that we're trying to do and will really assist us um in addressing some of the ongoing staffing issues that we keep here through the staff engagement, a lack of clarity about what their roles kind of entail because our staff are generalists in the broadest sense. um you know they can come in, somebody could ask them about a program, somebody could ask them to help me with their phone, somebody could ask to come and help them find the latest mystery, somebody could ask and help them to help them find um food security supports, right? Like it's it's it's very broad. Um, and so how do we provide provide some some clarity, but and so having very clear service levels that we can then tie into um um you know expectations and and and staff training and and and all of those those pieces are very important. So the the business analyst which we've changed to um service strategy implementation lead um in order would would really play a significant role in ensuring that you know what comes out of the service strategy really really matches and is designed to see the changes that we need because I don't know if you guys have but we've s seen server strategies come out and what actually happens there's there's a gap and something's missed and what you get doesn't match and doesn't meet um the expectations or the outcomes and the purpose and and so you know we took a a really strong look at what the gaps are in our departments um you know we did talk to the town the town has resources you know they have a strategic um uh business area but they they they're at max capacity helping the the town right like they're not available to us and so in that gap Um, but also that growing expectation that that we continue to match town departments to have access to those levels of service. This is our way to address that is is a two-year contract really focused on the service strategy and implementation and then the success of that. Um, but also potentially serving as as a little bit of a test case about how they can support us and what that may look like for us long term. Um, or even as we continue to talk with the with the town about, you know, that that that SPS group. um and s the success that that it's seeing about where where we kind of fit. Um so we are asking um for this position to be funded through through fundraising subject to inclusion in the operating budget. It is in there if council does end up approving it. Obviously this wouldn't come out of fundraising. Um but also recognizing the fact that we would really like to hit the ground running once we're done the service strategy. And so having approval from the board now allows us to get everything in and hopefully get somebody hired to start in January um and really make sure that we take the momentum coming out of the strategic plan and the service strategy and just run with it. >> I love the name. Um I also just I also thought that when I was reading through I was like those two things should be together right like the service strategy and the ask for the business analyst because you can't have one without the other I don't think um and then the only other question I had was where will they sit in the org? Um like who will they report to >> right now? Um they'll report to me is the plan. And then I think it would be great like you mentioned at the town too that they have a you know a strategic area that person would be a great liaison between so many of our projects have to do with the other areas of the town. >> Yes. >> Amazing. Thank you. I so I support it. So um transformational initiatives like this when they fail is either because they have a bad design or a bad execution. >> I think we're investing a lot in making sure the design is proper, right? >> Yeah. >> If I understand correctly, what you're saying is you want to chew up the execution as well. So even if the design is good, we want to make sure it's properly executed. Is that making sense? >> Yep. >> Okay. So full support. Thanks. Thank you. Um yeah, right off the bat I'll say I support I think it's absolutely um crucial. I think it's it's well thought out that we've presented it. Pardon me. A couple of things. Um is the uh projected payroll um do you like is that reasonable do you feel? >> Yeah, we we we um balance it against a similar role in the in the town. >> Okay. Okay. And that's including like it's it's a contract position obviously, but it's including all correct employer costs as well. Okay, perfect. >> Um I Yeah, I don't love the idea of pulling it out of OCF funds, but um I appreciate that it's imperative that it gets done. So it's the back stop. So fine. Um so you have my support. I do just want to flag one thing which is correct me if I'm mistaken on you know details but if we if we go back a year before today um we had I want to say around 75 maybe it was close to 100,000 um projected for the uh the new uh strategic plan and then and I know how we got here right it was decisions were made okay well we're going to do this bigger service implementation strategy and >> now we're basically we're over half a million um for the whole project and I just want to >> take that as learning for future because I think this is imperative and um I love how you've >> presented it and I want to make sure that in future that we we consider you know to Sel's point the execution part as well because I I think this is key. So >> no and and we agree and and I acknowledge that that that was that was a gap and it was only really got into it that we were like oh we we did miss it because you're right it would have been an operational impact we would have built tried to build into the capital. >> Oh for sure. Okay that's it. Thank you. Yeah. No um opposition to the role and the value that it would provide to the organization. I guess one of the things I was thinking about was like is this an appropriate use of fundraising resources for this type of a role? And so I was curious if if we were to say this isn't what fundraising was meant for, what alternatives would you suggest to fund this role? I would I would I would say that there is no alternative to funding this roll out outside of it. Um there aren't you know thinking about you know grant opportunities this isn't a key thing that that we could apply for a grant for. Um I would suggest that because I we did give some this consideration and I have been very hesitant in the past to use fundraising for staffing. I don't fundamentally think it's a good idea. Um, however, I do recognize that the service strategy and the strategic plan and the success of that is really to impact and and this is kind of connecting in into into the next bit, the outcomes and and those those critical impact pathways that will then have the impact that we want in the community, which I do believe our funders who donated us want us to have. Um so so to me given th this particular role um and and their the role with the the service strategy and the strategic plan I do see a more direct tie into ensuring that the library is best situated to provide or hit the outcomes and provide those impact pathways that those those donors are don the reason they're giving to the library is because they recognize our importance in delivering those pieces and this is going to allow us I think to do that so much better and focus us to really um you know going back to to outcomes and and measurements and and we had we went out for dinner. You should have heard the conversation um about exactly that, right? It's it's you know we're building the service strategy. We're building the services. We're building the outcomes. We have to figure out what those those measurements are. Um you know it's beyond activity in order to have those impacts that we want to build in the culture of Oakville. Um and so to me there is a strong connection between the purpose that donors are giving us their money and where this is this this is this is aligning. Um and we did look at it and that is one of the reasons we did put it in the operating right and so it is a request you know we wanted to make it last year um and it didn't get a you know it budgets happen um and so part of this is recognizing that we'll continue to push it. We think it's valid. think it's important. Um, we think it's vital for the success of of this particular to make sure that that the implementation is is is is on par and we're going to have um we're going to be able to to deliver those those outcomes and be and be best-in-class um is really the goal. Uh and so, you know, if if if we weren't moving forward with with fundraising dollars, we'd put all our hope um in in that operating basket um and kind of see where we'd where we would land. Um but you would likely see this role come up through operating as it will continue and I do suspect um you know by by doing this as I mentioned it it is a great test case for us to really understand and and see the benefit which will then I think um allow us to make a much stronger case with the town for actually building this into our operating budget moving forward at some point. >> Thank you. Um, I think that's why it's awesome that you did tweak the name and put like uh the service part into it. I think that ties really well then into using the fundraising dollars. Um, I also think it's a really great way to humanize the strategic then the plan, right, and the service strategy because then it's not just, you know, like a package that's sitting somewhere. it's a person that's really like acting out the pathways and actually physically making those pathways um and responsible for them. It's almost like then this the plan itself becomes their role and you know and the measurement of it becomes their role and I think >> um that's hard to ignore when it's a person >> um and hard to like kind of push aside especially if it's a person that's has straight access to you and can champion those things. So I think it's great. >> Yeah. and them having more of like a like a wide lens to in order to assist the the the management staff and the staff to focus on their area. Yeah. And assisting me to see that wide lens >> or I call for a motion. I I think the proposal is well grounded. I think the the the position is absolutely necessary in light of what we're attempting to do as a library system at this point in time. if we want to evolve, we really do need to make these investments in terms of justifying the use of fundraising funds. Um if if um if the staff are coming forward saying, I need to fund a circulation clerk or I need to fund somebody to uh you know to help with children's programs, I think that that would be a red flag because that is funding an existing uh expense and it's basically that's a band-aid. I think that funding a project like this and and a whole new initiative through fundraising funds is exactly what fundraising funds are for it is it's it's almost like seed capital. You're using that money uh to effectively seed the advancement of the organization. So I think it's well a good use of fundraising funds. I feel totally comfortable supporting this because typically I would have that problem. I was so happy that we were able to use fundraising money for the newspaper project which was exactly the same kind of initiative. uh something, you know, outside of the box, something that wasn't part of our standard operating uh protocol. So, I'm quite satisfied with this and and quite excited about this prospect to help us get to uh get to that level that we, you know, that that that that shiny library in the hill that we're that we're all trying to reach at some point. So, uh thank you for indulging my comments. Can I get a motion to approve, uh the staff recommendation, then please? Thank you, uh Rebecca. And who else? >> Oh, oh, I'm sorry, Ray. Go ahead. a second. >> You're seconding. Are you speaking? >> No. No. I would like to speak to it. I totally agree with you uh on this, Jeeoff, is that the reality of of fundraising monies and so forth. Sometimes we get very protective and we don't spend it when we should be spending it at certain times. It's special projects. Absolutely. That is the that's the correlation. Special projects. If it was for maintenance operational, absolutely not. Uh but again, uh I agree and support the the motion and the report. Thank you. >> Will you will you second it then for me, please? >> Absolutely. >> Thank you. Last chance for comments or questions. All in favor? That's carried. Okay, that was I think that's a good step forward. Uh 7.4 Opal service strategy. >> I do have a presentation for this one. I don't normally do it, but I think this this warranted it. Um and also, as I mentioned, my brain's a little tired, so I made myself notes to make sure that I stick on on on target. Um so the goal of of of these reports has really been to bring the board along on this journey with the service strategy understanding that it will connect into the strategic plan um that's coming for for the board as we as we move into October. Um and we've already provided an overview of what we learned the environmental scan and community engagement and we'll touch on it. Um but tonight we're really looking at how those findings are being translated into a framework that will help us evaluate OPL services going forward. Um no recommendations are being fought forward this evening. This is really about understanding the methodology and continuing to bring the board along with this journey. Um but we're just going to start with a quick um overview some so from research to framework. So the board's already seen the environmental and jurisdictional scan um or at least the the overview reports. they've seen an overview overview report of the outreach and engagement that that we've heard about. We're in the service assessment phase, particularly that first part with creating a service assessment model. Um, and once we have that service assessment model finalized, we'll put the services through it and evaluating the service against the community needs. Um, from there, we'll build on like an evidence-based um service strategy, which is more about the execution of of um those services. And then the strategic plan isn't really at the end. there is some overlap um as part of that but as we get into that process the the board will will um be brought along. Um so just to highlight what we've what we've learned so far um you know one thing that really stood out for for for me at least was how consistent the findings were across the board. Um whether we're looking at the research or listening to the residents and the stakeholders and the staff and the board um similar themes kept coming up. Um Oakville is growing and becoming more diverse. Community expectations are changing. Reading, literacy, learning, trusted information, welcoming spaces remain incredibly important to the community. Um, and OPL continues to be viewed as a trusted and valuable community institution. Um, and that's encouraging because it it does suggest that we're seeing a reliable picture emerge from all the different consultation and the research rather than a collection of of disjointed pieces. Um, but the next question becomes, what do we do with those findings? Um so the board was presented with the proposed impact model. Um so this is really the heart of the service assessment. Um and we're really taking the terms the time to ensure that we get it right. Um so traditionally organizations like library we tend to measure activity things like circulation attendance visits participation and those metrics matter um and they aren't going away but the service strategy is being designed to challenge us to think a little bit differently. So instead of simply asking what services we provide we're asking what impact those services have on the community um and what changes are we helping to create within the community. It's a shift from counting activity to understanding outcomes. Um, so really changing the question of looking at well what services do we provide to what outcomes and impacts do those services help create and how do we be intentional about the creation of those outcomes and impacts, you know? So what outcomes are we trying to to influence? So these eight outcomes are really the foundation of the model and were informed by what we heard from the community, from staff, from you and from the broad broader research work. Um they describe the changes that OPL hopes to influence through its services. You know, we're still tweaking the definitions um provided in the report, but feel that the overall buckets hit the mark. Um rather than evaluating whether a service is just popular, we're going to start asking how it contributes to one or more of the outcomes. Um but these outcomes they they don't exist in isolation. Um together they contribute to a broader community impact and that'll bring us to the impact pathways. Um so Nordic City has grouped the outcomes into three larger impact areas. Culture of reading, digital inclusion, and intellectual curiosity. These are the areas where Nordic City along with Caitlyn Monica and I believe OPL is uniquely positioned to make meaningful long-term contributions within the Oakville community. You know, I want to um I find that these are are really interesting in how they align with what we heard earlier in the process, right? like like you really saw this come through not only the research um and the and the landscape scan. So looking at what are the services that we offer, who else in the community kind of offers it and to what degree is is the penetration into the into the community um as well as what we heard from the community engagement about what people when they think about libraries or what they're looking for for their libraries. This this these really are the buckets. Um you know reading remains foundational, digital inclusion repeatedly repeatedly um emerged um and curiosity, learning and discovery were present through everything and really integrated um you know and so the next question is you know what what services then enable those outcomes in order to hit those those impact pathways. Um so what we have here are are the service areas. is the service areas are meant to represent how residents experience OPL. Um they are not meant to align with departments and I will say that you know this this is the the back and forth that we're still having with Nordic City. Um that what's here is is almost our existing structure. So think think of them as like examples of service areas um but not necessarily where we're going to end up because they're not meant to be organizational units. They're meant to be service streams that involve multiple teams working together to create the desired resident experience. Um the idea is to understand how these service areas contribute to the outcome and impact pathways which we just discussed. Um the titles on the slide represent OPL's current service areas to show as an example. Um as services are reviewed and assessed to align with outcomes as they go through the model. We'll adjust them as needed. Um and of course you know services alone don't create outcomes in isolation. there are conditions that need to be in place in order for that success. Um, and these should come as no surprise to the board either. Um, one of the things that that I appreciate about about the model that that that we're we're we're reviewing is that it recognizes that impact does depend um on more than just services. It does depend on on having having enablers um in place in order to be able to us to reach it. Um so the enablers that have been identified is sustainable funding staff competency competency and competence partnerships awareness and discoverability which has been an ongoing conversation that that that we've been having at the board level as well as well as the the staff level and of course equitable access. Um so several of these themes came up repeatedly through all the different engagements. staff capacity and competence surfaced consistently as part of the staff engagement and it really does tie to um what I mentioned earlier about staff requesting like more clarity around what their role is. That way we can ensure they're properly trained and and they're really clear about what the expectations are and what the service level is that they are providing um to the customers. And then partnerships appeared throughout the environmental scan and stakeholder discussions and are already a core of of what we do. Um, you know, it's it's a reminder for us that improving outcomes isn't always about, you know, creating new services. You know, sometimes it's about strengthening the conditions that support the services we already offer. >> Um, and so, you know, tonight, as I mentioned, isn't about recommendations. It we have a ways to go before we get there. Um, but it is about helping to ensure that we have the right framework in place before the assessment work starts. Um it's about continuing to bring all of you along with this journey. Um and the next phase will be to finalize the model and then apply this model to OPL's current service portfolio and identify opportunities, strengths, and areas for future consideration. You know, ultimately the goal isn't for us to do more things. Um it's to better understand where OPL can create the greatest value and the deepest impact for residents and then focus our areas. Um, so I do have a couple just um hopefully something to two questions up there, but really just a trigger maybe some questions um or or thoughts around it. Um, but it is it is really the service strategy. What we're really looking at is what is the change that we want to see? What are the outcomes we want to see in the community? And then how do we focus our service and service activities going back to what I just said to be best-in-class um and and delivering those and actually seeing task to outcome and have a very clear understanding of what it takes at each phase to ensure that's happening. Um so happy to take uh questions. Um again this is proposed and draft. So we we really want to make sure we get this point right. It is it is the midpoint of the service strategy. Um so I'm I'm very excited. Um and I invite you to ask questions or provide thoughts. >> So let me clarify before I go to the board. First of all, can my cat get a library card as well? >> That's my cat. >> Okay. >> And and >> well, there needs to be cat equity and uh I'm expecting a cat card soon. Um but I are you looking for the board to answer those two questions tonight or are these more questions being posed? Generally, >> they're they're being proposed generally. Um it is you know the service strategy is fundamentally you know very operationally focused but >> I wanted to put this touch point in this is the framework we're working under what does the board think about it now is the point for us it's still in draft um to really understand because it will impact you know that assessment and how that kind of looks and will and will intersect with the strategic plan at some point um and so you know I don't want it. You're start plan. We give you all this documentation. You're like what? Like what is what is this? >> So So it's a good it's a good opportunity to start thinking about those questions because I wasn't expecting a test tonight. I didn't >> No, it's not a test. I'm just like like you you saw it. I I am it is it is the report is for feedback. Um because now is the time if if if you're seeing like well where is this like it's it's we're not asking you to approve anything. Um >> okay. But it I am interested in >> copy that. Okay, questions. >> I figured so Rebecca, >> I love this. I also love to like hear you say that there were no real like surprises or anything new that it seems to be asking you to do, which I think just goes to the fact that you're already doing such amazing things and that this just looks to create more structure and frameworks around it. Exactly what it is, right? And so I think um I'm very excited like you to see this all come together. >> Thank you Meredith. >> Yeah, no questions, just feedback. But yes, thank you. That was I love the model also and I think the service areas are like the five service areas are spoton like exactly what it is that um that we're doing and I really you know appreciated the impact pathways too. those definitely, you know, feel right as far as um being, you know, broad enough, but also um for what it is the library aims to do, but specific enough to give us some indication of, you know, where we shouldn't be also, right? So, I um yeah, I think it's great track. >> Yeah, we were really excited about the impact pathways like and they for us almost create this kind of like visceral response, right? Because you can we can we can envision like you talk to somebody and you're like culture of reading they can kind of picture what that looks like and and digital inclusion they they can picture what that is and how that impacts and interacts with the community. >> Totally. Yes. Yeah. And and the intellectual curiosity too, right? Is like it's broad and you can go a lot of ways with it, but then it it also like it prevents us from overextending ourselves to try to like dip into other areas that maybe aren't within those three streams. And and going back to, you know, tying that in, you know, intellectual curiosity um doesn't speak to expertise, >> right? >> Right. It is to meant to to um you know, when you plant a seed to help get that that seed that seed growing, right? Um but and I think the conversation that that we that we've had and even with recreation is um you know, the library is really about discovery and exploration and and you know, even we had ongoing conversations with um um recreation, right? because we do have there is some intersection between us. So understanding that that for us offering like a twohour you know sewing course to create like a book cover um and then um which is kind of like you know beginner level but you know our service level is that discovery and exploration into a service level but if you want to do like a 10-week course we would direct you to the town. Um, and then if you want to learn how to quilt that the town would then pass you on because they they don't do necessarily do advanced or expert level either, right? And so that's also part of this is understanding us, but also understanding where we fit in the ecosystem. Um, that staff when people do have curiosity that that is outside of our service level that we have clear paths for them to take and connect them in through partnerships. >> Yeah. >> Yeah. Amazing. Thanks. >> Thank you. I think I saw Andrew's hand. Andrew, you're up next. >> I was so excited to read this. It's um really u I think I'm sort of echoing some other remarks but um the way that um it progresses through you know what the library is can be how it delivers things I think is wonderful. Um I was especially excited about the impact pathways um because I think that um you know that gives us a lighthouse for the future where any initiative or or adjustment can you know in a broad way be held up against that and so we can say does it align with basically what we're trying to achieve long term. So I I really especially like the impact pathways part of it. Um there was also a part and I can't find it right now but something to the effect where you know there's an acknowledgement that the library is cannot be all things to all people and so it does bring a bit of focus as well and I thought that's very powerful to capture. Um I think uh in terms of feedback I and I believe I know the answer but I'd actually like to turn that around and you know the like you and the the senior leaders here. Um were there things that you thought maybe were missing or needed to be refined or could be dropped or were there you know pieces that when you read this something just didn't quite fit? >> Yeah, I think we actually spent like three hours on this this afternoon. Um, you know, we we are very excited about the impact pathways. We're very excited about the outcomes. The service areas that are in here are very um for us organizational based um and we would like to see like a shift to more purpose-based because again one of one of the struggles that that we have and it's not unique to us is that we have um you know collection department, we have a technology department, we have a programming department. Um yet the delivery of programming spans every department, right? And so really thinking about our service areas as endto-end service rather than departments or organizational structures. And so you will likely see those names change because that's one of the things we've asked for because as long as we keep calling that service area technology, it it it'll be a real struggle to actually get to the vision that we want, which is really understanding well what is that entire service stream looks like and what's all the different department staffing input points into the delivery of that. Um and as long as you call it programming, there's a programming department, you can't really do it. So we are we are looking to get out of um the silos and and looking it for it to be more um holistic in in in kind of how we do it and really understanding you know these you know impact pathways outcomes these are the the customer experiences that build that these are the tasks that when put together um create those experiences and then those tasks are group of the different service areas in order to be able to kind of do it. So there is there is still some work that we need to do. Um but the impact pathways excite us a lot. Um and the the outcomes we completely you know understand we do need to shore up some of the definitions because there's just repeated words in there. I think discoveries under two. We just want to you know create that there's not any confusion about where they might overlap. Um but the service areas and then and then once we have the service areas, you know, the tasks um and the outputs and then the performance measures, there's still a lot of work to be done. Um but but we're very excited about where we are right now. Yes. >> Yeah, that's wonderful to hear. Yeah. And I mean it's never going to be 100% frictionless. So the fact that you're coming at it with that holistic viewpoint, I think is is truly the key. um because this doesn't have to exist once and then we move away from it, right? And and redo it again in the future, right? So, um no, I think it's powerful that you're coming at it with that lens. So, um great work and I'm excited to continue on. Thank you. >> Thanks, Andrew. Su you had your hand up. >> Yeah. So strategically I guess the aha moment for me was the concept of u of outcomes and then turning services into outcomes and impact pathways getting getting us there. >> Yeah. >> So um so that was brilliant that was a brilliant content content into this. Um the other element or ingredient I guess that I think is important to turn services into outcomes is awareness. >> Yeah. Meaning if people are not aware of all of those great services then we won't get those outcomes even if we do all of that this great work in in terms of impact pathway. So the question or suggestion here is is there something that can be be weaved in in terms of awareness um almost like a company that launches a new product would have to have a marketing strategy associated with it. No, and I and I think you know we we've we've started to to to think about about some of those those pieces and awareness is definitely a key one and and even some of the you know whatifs that we've played with have really been about okay um when we when we finally get to the service areas and we identify you know tasks and and and and focuses and and and and going back to what Andrew said it is to some of us is creating that evaluation. Um but part of that that creating those service areas is almost like through that evaluation process is a waiting against the outcomes. And by doing that waiting against the outcomes will allow us to really focus on the different you know service areas, service activities, tasks that will weigh the highest in order to be able to achieve those outcomes. um which will then I think really allow us to focus on those those we start with those for awareness those that we're going to put our our energy on because they they have the biggest weight for that impact will allow us to really focus for that for awareness you know see success with that and then and then continue to move because I think the challenge is is we offer so many services and we're trying to tell everybody about everything all the time and it really needs to be like no we're going to focus on you know these three because they have the highest weights to the outcome. So, they're going to have the highest impact. The more people we get through that is going to influence the outcome and and that's and that's kind of the the vision for where we are right now in the state. >> Okay. >> Thanks. Also, first time speakers, Rod. >> Um, I love this and I like that it supports the strategic plan. I just wondered I'm curious for the October 17th uh in-person board meeting where we look at the strategic plan. Do you do you see that uh we'll have another report or two out of this that will inform that or by then? >> Yeah. So that's one of the things that I'm working on um with with the uh the consultant is they will take so you have the overviews, we have the actual staff reports. What you will likely get in preparation of that full day workshop is something in between um in order to give you the full breadth of information that you're going to need in order to be able to to go through that workshop and really highlight what the board's priorities are, what um in order to build that that strategic plan. So that that it'll really be here's some foundational documents. You know, the impact pathways will probably be be a big part of that and some of those outcomes will be a big part of that. Um, but also probably more detail around that jurisdictional scan, a bit more detail for you about that community engagement than what you've gotten so far because you'll need it in order to go through everything that you're going to need for that workshop. um for that. They can go through that full day of workshop, gather all that information from you and then start putting together what what that strategic plan will be based on that that that the resourcing that we provided to you that you are then going to build your ideas on top of for the strategic plan. Is that >> great? Thank you very much. >> Thanks, Rod. Uh any other first-time speakers? Okay, we'll come back to Meredith. Yeah, just a um a comment about the service the comment about the service area and and that is that um an you know a risk of you know silos continuing silos and I just when I read it I read it as almost like an outcome delivery like a vehicle essentially right so if we're looking at the outcomes of digital capability you know we can deliver that through our collections of resources and our programming in our technology and our information and guidance as well as our spaces, right? So, is this an opportunity to kind of have that more holistic um you know thought about how we deliver that these outcomes that we want to deliver? >> Yeah, that that's exactly it. And and you know, they're not wrong in how they've kind of laid it out. Um and and we're going to meet with them a little bit because it may just be the way that they've kind of laid it out. But some of the things that we we've talked about is, you know, information and guidance staff expertise are essential in collections and resources. They're essential in programming. They're essential in technology. They're essential in spaces. So the the fear is is is and it's just I think it's really just some tweaking. The fear is is that well by making you know potentially staff expertise its own box that it isn't appropriately represented in the role that that plays in activating and enabling the other ones right and so and and understanding that you know it it is hard to kind of represent and we were talking about about you know what I would love and we'll see whether the consultant can do it is is almost like like a network diagram right and so you know it's um you know if I click you know just pitch your blob blobs everywhere um but if you I clicked on reading culture, it would then connect into the service areas which could then connect. So you could see how how it's it's a web. >> It isn't and like a straight line, right? And and so that that we're pushing back a little bit because the service areas that the way they have it here don't clearly represent the web that our services are. Um and so from from from a board perspective, you're right. This is actually probably quite >> but internally for us to really envision how we're going to need to adjust services um and and and and how they're kind of delivered. We we almost need more of more of like understanding of of that webbing or or you know today on on the whiteboard we drew like a giant vin diagram um because they all kind of intersect and really understanding well this is where you know assets intersect. this is where you know staff intersect and and and in order for us to really kind of envision that. Um so again like everything else it'll kind of have layers to it. Um but fundamentally you are right in the way they have the definitions they are bang on. Um it's just in terms of how we then bring those to life. We're struggling to fit those two things together and so we're going to work with the consultant to make sure that that they kind of align. >> Okay. Yeah. I guess because I when you think about like digital literacy let's you know what I mean there's lots of different things that we can do but one of them is like having staff who have the knowledge that you know someone say how can I get this ebook onto my coobo right and somebody as staff who are have that knowledge to be able to answer those questions at the you know the the literal help desk that is in your space >> yeah and then our struggle with is that okay but that's that's reflected under information and guidance but impacts technology ology and it it for us in these definitions it's not clear that they are interconnected and so that's what we're kind of working through. >> Okay. >> Yeah. >> Thank you Meredith. Uh further questions. Okay. I'm going to be looking for a motion to approve the recommendation please. Thank you Meredith. Thank you so further comments or questions? Not seeing any. That's carried. Okay. Oh sorry there. Got to call the vote. All in favor? That's carried. Okay. Uh, more planning fundraising plan report. Terra, >> so I have talked a lot, so I'm going to pass it over to Monica to go over the fundraising report. >> Good evening. And I would like to walk you through um the highlights of the 2026 fundraising plan report, the mid year one uh and invite you for to feedback. Overall we are doing well. So mid year 79% of the annual fundraising target uh has been um completed which is a healthy pace considering that we have different um streams that are timed at different times of a year. Personal philanthropy uh it's 69% of a target driven through spring giving campaign month monthly donors and the workplace uh workplace giving through benevity friends of a library 44% we had two book sales two more to go so we are in the middle um fundraising um it's on zero because our uh book talk live event will run on November so please reserve your calendars November 5th Y >> um in this year is in support of the older adult programming. Um sponsorship we've done really well so far. Um for uh the summer reading challenge uh we had the works Canadian Tire and Harveys providing with great prizes. These are in kind contributions but they were significant this year. At the same time, grants have been outpaced the target and that including support from Halton Regional Police Service Community Fund for indigenous youth wellness initiative and also Bronty BIA under the sales initiative and outside of that uh we are continuing on implementing the uh central fundraising campaign. We are progressing with the strategy. we finalized the strategic road map and the stages of that and this is all advancing uh tied to the construction milestones. So right now as Terra mentioned we are in the moving into the design uh the detail design. So at this moment we are looking at establishing some foundations uh to support donors to to create the the business the case for for donors. So we are in that uh moment. uh will continue through 2026 with the donor cultiv cultivation and the stewardship and we'll confirm the governance and the leadership and with that said I welcome any questions. >> Uh thank you Monica. Uh I was given the gavl because Jeff had to step away briefly. Um Ron did I see your hand up? Go ahead please. >> Thank you Andrew. Um great report Monica. Um the inkind contributions you mentioned I think Harvey's and uh Canadian t gift >> and the works >> and the works. So were were they all gift certificates or were they what were they made up of? So some so for the works and harvest they were uh discounts for purchases. Uh for Canadian tile they provided um basketball balls they provided um um chairs the for um like beach chairs and so on. So those created prizes a bit more tangible as well. >> Wow. >> So a combination. Yes. And they were significant I guess. >> I bet that sounds exciting. anything else or that that's the those three organizations and >> those three organizations yes and last year um so it's a continuation uh last year the works and Canadian supported us this year even more but Harvey's joined them so we hope that we'll continue this >> excellent thank you very much >> that's great three strong Canadian brands there thank you Rod Meredith on the sponsorship. Would it be possible to provide the breakdown of the inind sponsorships and the financial sponsorships? Because wasn't there a isn't there a Chartwell sponsorship I've seen sponsoring some of your programming? >> Uh it's not Chartwell. It is it was uh what's the A >> and they did not in last year. >> Yeah. >> Okay. >> Yes. Yeah. >> Both supported our book clubs. >> Okay. So any is there any financial sponsorships this year? >> Not not right now. No, these are incind. >> Okay. And are we pursuing sponsorships for some of Yes. Okay. Good. Excellent. >> Were there other speakers? >> Not yet. >> Okay. Other speakers to the >> Okay. Not seeing any. Can I get a motion to uh >> Oh, sorry. Andrew, you're going to speak be speaker. Okay. Different hat. Sorry. Um uh I just wanted to um say thank you very thorough report. Um loved those in kind sponsorships to hear about that and I really appreciate how you've laid out the strategic road map for the um uh new central. Um I think that's wonderful. So appreciate all the information. Thank you. That's it. Thanks Andrew. Would you like to move the motion, please? Is it is received for feedback? >> Moved. Seconded by Thank you, Rebecca. Meredith. All in favor? That's carried. CU update. >> Okay, bring up the slide deck. Okay. >> Uh, so first up and Meredith, this is this is the slide. I'll make a better connection between this slide and and the U OPL goals moving forward. Um, project is is is green. It's on budget is still on target. Um last week we did enter we moved from the schematic phase to the detailed uh design development phase and site plan was submitted as was targeted at the end of July. Um I do have as as um the move from schematic into uh design development schematic design is basically where all the walls are. Um so we have for the most part really aligned where all the walls are. And so moving into into um design development is more like what what's then contained within all those different spaces. And so I wanted to take the opportunity um to give the board an overview about where we currently are with the floor plan. Um so this is the basement and I will say that this is um this is new. Um, so the board may remember that back in January, we went to council to talk about the parking. Originally in the design, underground parking was going in the basement. Um, however, due to a number of reasons, including cost, um, the decision was made to not put parking in the underground garage. Um, and the the initial design that we took to to council for them to approve did not include any kind of renovations to the basement. Um, however, as we moved through the project, it seemed important for us to not just ignore the fact that the basement existed, um, and to really understand what we could do um, down there in order to be able to provide um, services and take advantage of of that space um, in in as much of a fiscally responsible way as we could. Um and so in the end given the the design of the rest of the of the building and and just to remind the board that you you walk in the entryway um and then that the second floor is a setback and then the third floor is a setback but fundamentally it is an open space. Um so sound will be a a key piece for us to manage as that kind of functions. Um but also recognizing that one of the key pieces that people look for in our branches are workspaces, study spaces and quiet spaces. Um, so it seemed um appropriate that the basement may be the best space to put those. It's easier to control sound. Um, we are looking and continuing to work with the architects on ensuring that those spaces are pleasant to be in. Um, and that is why you'll see the circle with the X that's open to below. So that's that main floor. There will be natural light that will come through. Um, and there are different ways for us to um to really kind of facilitate making that a welcoming space. Um, we're also building on the increasing demand that we're seeing. It started with Glen Abbey with the addition of the um workspaces in there. Um, you know, 16 mile has them as as as well when it opened. They are in demand constantly. Um, and so given uh the additional space that we have at at Central, we're really looking to take full advantage of that. And so, um, what you have before you is is is the basement, um, which will contain individual study rooms, um, as well as group study spaces. Um, I think there's a meeting room down there as well as a dedicated quiet study. Um, down here will also be there's some bathrooms, a lot of storage, um, as well as as the janitorial. So, moving on to the first floor. Um, you'll see that at the bottom of the screen. >> Excuse me. Sorry. Can I ask a question on the bottom on the basement? Uh, Era, sorry, I have my hand up. I guess >> it's very hard to Yeah, it's hard to see, Councelor Chisum, because you're you've got like a walletized photo in the top of my screen. >> Oh, okay. Uh, anyways, understanding the basement now, the existing basement height in in the in the building. Now, what is the height of the building at the basement? >> Oh, I I asked floor seven 8 ft 7 feet. >> It is it isn't super high. >> That's right. That's I have a concern about that. Is is there any consideration? Um I know usually standard in those days is seven feet. Yeah. >> Um but environmentally um I don't think it would be conducive for uh you know for having a lot of foot traffic in there. Is there any any uh discussion with respect to increasing the uh the height uh ceiling to floor uh in the basement? >> I guess it's 8 ft. >> Yeah. >> Okay. It's it's 9 ft at its highest and it's 8t at at the beam. Um and so uh the answer to your question right no there's not. In order for us to do that we'd have to blow out the entire thing. Um the current strategy is that they are keeping the existing infrastructure for the first and second floor. The third floor will be completely net new. Um and that that is also one of the reasons that you know and and and in early days as as uh board member brought up earlier um we did have teens down here. Um, and in the end we decided that wasn't appropriate and and one of the reasons that we decided to to put these activities which are almost all sitting. Um, and you're not really going to spend a lot of standing is to take into account that that it will have a lower ceiling. Um, and again, we are working with the architect on on on lighting and different ways that that we can make that seem less claustrophobic. Um, >> thank you. That's all I need to know. That's fine. Thanks, Darra. >> Okay. >> Thanks, Ray. Just speak up while we got this report on the screen because I it's hard to see when you put your hand up. just pop in, say hello, and I'll I'll recognize you. >> There you go. >> Okay. Uh Rod has this on the basement. >> Yeah. >> Okay. Go ahead. >> Yes. Uh sorry, returning to lower level. Um when we were some of us had the opportunity to come in a little earlier before the meeting and look at the paper site plans. And I just realized I I do have a question on the lower level. Um you mentioned uh before that this would not be a staffed area. What if there was a say a security issue where some member of the public felt uh they were threatened in some way or other? What kind of um sight lines do this staff up on the first floor have and what what would be built in so that such a person could let let it be known they were uncomfortable? >> Yeah. No, and and that's that's something that that we'll definitely dig into as part of like design development as as security is is a is a key feature for us. Um but it is um there are different ways that that we we currently have uh in place. We won't this would not be a floor that would require a dedicated staff. There wouldn't be a desk that would be permanently staffed. Those study spaces are are generally self um self-managed. Staff would roam through there on a pretty regular basis. So it would be a requirement for staff to go down take a walk around um with those types of pieces. There isn't any necessary um like like sight lines down in it from any kind of staff desk around. Um and so that is one of the things that we'll have to work through with the architect is is is there um an opportunity for for um you know either like a like some kind of touch point that that they could connect in. Um there will be security cameras down there for sure though. >> Okay, great. Good to know. Thank you very much. Thanks, Rod. Okay, moving along. Moving along. >> Moving along. Um, so this is this is the main level floor. And so at the bottom of the screen, um, is where you kind of come in. You can see like the vestibule. Um, you kind of come in that that that X is the open to below going down into the basement. Um, you see, uh, the stairs going up to the second floor. Behind the stairs is is a good size program room. Um, along with a local history and exhibit space and that used bookstore we've been talking about. Um on the other side uh is is the staff work area primarily for um receiving uh the collections that are coming in from our our various vendor sources. Um as well as the materials handling for the branch itself. Um as you move into to the back, you kind of see more of a a living room kind of area with a lot of seating. Uh and then the children's area is in the back. And then moving on to the se second floor, you can again see that see that that that offset as as we continue to to go up. Um the two shoulders are fully staff space um with the the branch staff and collection staff um being on the west side um and uh the the the executive team HR and then a meeting room and collaborative space as kind of like touchdown points um being on on the east side. Um primarily up here is your adult and teen spaces. The collections are all up here. Um there is a programmable uh likely will be teen activation kind of space. Um we're hesitant to put titles on anything specifically because we want it to be kind of flexible. Um we'll see as where we kind of plan those those things out. And you will you are introduced to the first patio on on uh the second level as well that overlooks uh the 16 mile creek. And then moving up to my favorite level um is basically you know for lack of a better term our event space. So you can see that continues to be pushed back. So there is a stagger um that'll create some really great wow factor as you kind of come in and your eye is drawn up. Um there is uh a space in there um for I think what would we say like how many uh people 150 um space and again what what's what's really drawing a lot of this is it it is challenging us for for us to run our larger events um we either have to go to the performing arts center which costs a significant amount of money or or or QEP um and so being able to do that inhouse really enables us to take that that that kind of future future in in our own hands um while also potentially providing opportunities uh for the community. When that's not being used as an event space, it will be used as space. Um I have no doubt if we put tables out there, they would be full. Um and so uh that is another thing that we will continue to sort out is exactly what that transition looks like. Um because of of that being an event space, there are a requirement for a significant number significant number of washrooms up there. Um, we're also putting in uh kind of like a like a catering kitchen. Um, if we want to host like an event that has food that there is the opportunity for it to come off off the elevator, kind of be, you know, situated before being brought out. Um, and then you also see that that third level patio, which will be even more amazing views um of the the 16-mi creek. Um so that those are the four floors and where they currently stand um as the development kind of works out. Um we are working with um the architect as we get into to design development um potentially having the opportunity to do 3D walkthroughs. Um and so uh we'd be looking to to hopefully include you guys through some of that because it's hard to see on 2D. Um and so sometimes I'm not spatial. They have to give me the 3D. Um, so as we continue to work through and it becomes a bit more less straw man, um, because you will get you will get kind of like the power of what of what these spaces will will will look like. >> Um, sorry, I apologize. I I thought there was going to be more to that. So, have we eliminated any thought of a cafe now? >> I'm going to go with yes. Um, and that's mostly because um, we we've we've we've talked through a little bit about about whether or not some of the challenges in in in in leasing and and and landlording and and and those types of of pieces. Um, and also we've we've gotten significant concerns expressed by not only members of council, um, but also from various businesses in the area. I still think there's opportunities to introduce that in a different way. Um I also think that um whether or not you know potentially to introduce you know a coffee kiosk like you kind of see on a campus. Um, but I I do think we've been rethinking going back to the whole service strategy like rethinking friends of the library, the book sales, getting back to and and and again as we go through the service service strategy, we are tweaking this a little bit even though it's it's not done. Um, both of them are still, you know, a work in progress to where we kind of see the line and really leading into that building a reading culture and having a bookstore and how that really does align with with where we want to go. um and and recognizing there is an importance with with with the book sale, but the book sales are a lot of work. Um and so what would it mean for us to actually have those books out all the time? Um and is there an opportunity for us to create some merchandising opportunities within that bookstore? Um whether you know that's you know people who read love uh read the stickers um and sock. Anyway, we're we're talking about like what what could that look like? Um, and I think that's an important opportunity uh that we we really need to explore and it it also supports an existing service that we have. Um, although I am also fully aware that we did hear from the community that they wanted some of that. Um, so we're still kind of working through some of those details >> because this is typically the way these these new um, libraries are being built now. these these new modern libraries, these main branches are all being built with some kind of uh um concession for coffee, water, light, snacks, that sort of thing. Um >> I will say that um because I I did talk with a lot of my colleagues and a lot of them do express um wishing that they didn't have them. >> Oh, okay. >> Um because they're hard to be successful. Like Toronto Reference Library has balls, right? Right. If if we get a Starbucks, if we can guarantee like a Starbucks or a second cup in there, I wouldn't I wouldn't be as concerned. >> Um but unless you have that, these are unsuccessful and you just turn them over. >> Y >> um and that it's it's and I don't want to have to be in that situation and because that that's not that's not the purpose of what we do. Um, I still think there's ways for us to address people who are hungry and thirsty um in in that and and we might have to get creative about it, but but having a dedicated space, I'm I'm not sure >> is is the right. >> Ray, I'll come here just a second. I just want to um I just want to pass on the experience that I had. I I've I've told you the story a lot that I literally grew up in a library, the main branch of the of the Windsor Public Library on Olet Avenue. Um they didn't have a cafe. what they had, they had a vending room uh that was accessible to the public. So, it was a little less, you know, uh in your face and it was a little more like if you really want a coffee from a vending machine or a soft drink or a muffin, it's there so that you can still accommodate those students or whatever that don't necessarily want to walk up and you know spend an hour at a cafe on Lakes Shore, which is a lovely experience, but maybe not congruent with the study experience or whatever. So, I mean, may maybe that's something you can you can put in that that um that consideration as well that perhaps a you know a non-staff because obviously that's that's you know it's a big cost to cover some sort of vending uh uh concession in the building somewhere that somebody could grab a coffee or whatever if they're >> burning the midnight oil doing that studying. >> Just a thought. Uh Ray, >> yeah, thank thanks. I'd like to comment on that too. Um, I'm not a great supporter of uh cafes in or those type of uh service agreements we have in our facilities because they usually they die of a natural death because of lack of foot traffic. Um, good at prime times but non-prime times and shoulder times. Um, it's not it's not feasible and we've had some challenges over the years at uh our cultural center and some of our arenas uh in the past. Uh I I would agree with you on that, Jeff, and maybe a vending a vending corner or something like that might be more feasible, but when you get into these service contracts, uh then you're looking at some major um how I say building uh adjustments for um uh exhausts and everything else that you have to go with that. So it it is and I guess tear here on the nose, it's not it's not a business that we're in. Um we're in the library business now. We're not in the cafe business or the uh the retail cafe business. And I I would disagree with you on Jeff on this one. We have so many coffee shops downtown Oakville. Uh I don't think we need another have another one at a library. Uh that's just my opinion. >> Yeah. >> Thanks. >> Again, I don't I not I don't want to, you know, I understand the concern about competing with the li the coffee shops downtown and I'm not looking to build another coffee shop that's going to be a central focus of downtown. I'm more thinking of the convenience of our customers >> and at the current central we do have um I think three different vending machines and and we don't have a coffee one but I think we were up at one of the the ones at Vaughn has a version of that and so there are models that we could look at for sure. >> Yeah, that's what I would look at. I would I that that's really where I was leading anyway just having that option available in the building and and beyond just because I think in the in the library right now we have soft drink vending machines. >> Yes. which would which satisfy me because that's that's what I drink. But I mean the vast majority of people are looking for a coffee or tea or >> you know maybe a muffin or a granola bar and so that's I think that would be helpful to have that in the vending unit. >> Okay. >> Thank you. Um further questions uh Meredith please. Yeah, I I would support what you had recommended earlier in that we want to, you know, have this central library complement what already exists so close by in the downtown core versus compete against any of the local businesses. And just just wanted to ask if uh like the if there would be any rules or that would be encouraged or allowed for um patrons to bring in outside food from the Yeah. Okay. Perfect. Thanks. Yep. >> We do try and keep it contained because sometimes they come in with like full meals. But food and drink are welcome. You need to stay fueled. >> Absolutely. >> Within reason. >> Rebecca, >> I said two things. Number one, if we did have one, could we call it central perk? >> Um, >> you're naming things this. What are you just This is your thing now. You name stuff. Number two, um I wonder too just as part of the service strategy, I wonder if um one of the things you'll find is that if we should still have like a food pantry or something. So instead of having like a cafe, do we go back to having that be instead of a cafe where people can buy food, it's like a food pantry where people can donate food but then also take uh food. And maybe that will be part more of the service strategy and the services they offer. definitely being considered as part of the server strategy about where where that is. >> Awesome. >> Still call it Central Park though. >> Okay, got it. >> We'll just call it Rebecca's. >> I want a sticker. So bad. >> Get you a sticker. >> Uh so service strategy, we we've we've talked um a lot about that. So the service assessment model was provided to the board. Um the next step would be the OPL services. Uh and the the board has the strategic plan um session scheduled for October 17th location to be determined because we completely forgot it was election season and elections has booked every room possible. Um so we're still >> just to be clear. >> Yep. So we're working through that. So newspaper digitization um all the content has been digitized, processed and indexed. Um an additional 13,000 uh images have been have been upgraded into choir quality. Um now we're working on on public access. So final data linking between um things and and cleanup process is underway. Um Oakville Beaver editions pre-1981 will be finalized by the end of September and will be released for public access in early on October um with the remaining content coming in early 2027. Once that's rolled out, um I'll be excited to to send the board a note and and uh and the link in order to be able to, you know, take a peek at at what um the last what two years has has wrought for public access. So, um, so summer reading club 2026, um, we saw, uh, it's an eight-week program that we run. Um, we did see some excellent participation. We saw, uh, an increase in in, um, people coming for, for repeated, so we managed, it was an increase for for retention overall. Um, as Monica mentioned, um, we did get prizing and sponsorship from, uh, the works Harvey's. The town of Oakville as as well provided us with pool pool cert access to pools. Pool passes. Pool passes. That's the word. Um uh and the YMCA did passes, too. Yeah. Um and then Canadian Tire. Uh we did get uh over 2,000 registrations. It was a little bit of short of our our our goal. Um and so we'll take a look at that, but we were excited to see that even though we were a little bit short of our goal, um we still saw better retention. um which means that some of the improvements that we're making to the program are are are landing. Um the challenge is with with summer we're reading Kobe we had a thousand new participants um is is is trying to figure out we had retention through the program but where where are we missing from retention year to year also understanding that that kids transition places um as they go through but um overall it was a success. The theme was was dive in and it was it was a fun one. It was a lot of like underwater fishing themed things. Um anyway, we we heard we heard great things. Uh it's that time of year for a storywalk update. So our fall selections will be posted um between now and and and and December. Um so Bronte Heritage Park is getting the friendship blanket. Tanner is getting a stopwatch from Grandpa. George Savage is getting u my name is Senjin Singh. Um and Memorial Park is getting I'm not scary. Um so very uh appropriate themes going into fall. Um, as uh the board will have noted in uh the Q2 uh OPL goals, my personal goal was to complete a leading change or a change management certification. So, I did that uh earlier this week through Rottman's. Um I will say that I wasn't sure what it was like to go into it and it exceeded my expectations. Um over the course of those three days, we had seven different instructors from different faculties come in to do three-hour blocks covering everything from um networks to emotional intelligence to just change models. It was it's going to take a while for my brain to process. It came at a really good time because I was I was actively able to kind of like see what they're talking about in models and had such a great example to to try to align it align it with. So, um, uh, it was it was a fantastic experience and and and my brain. Um, so I do I do, uh, just want to announce Andra Steel has been with us for over 25 years. Uh, she is retiring at the end of the month. Um, so I do we don't always recognize all retirements, but I do like to recognize management level and and and up to the board. Um, particularly ones who have had uh an impact. So, um, she's been with us for a long time. She's held a lot of different roles. Um, and so we're excited to see her move on to that that next chapter. So happy to take any questions. >> Any further questions? We've had a lot of inline questions. >> Not seeing any. Um, just a just a general question about how are things going at six 16 mile creek. >> Oh, really? Well, yeah. >> Um, we are continuing to see I don't know one of you want to talk about it. H >> yeah, it has it has it's it's been really wellreceived. We're seeing really great engagement. I don't know if anybody were up I was up there on Friday um and again talked with with some staff and and and saw the the interactions and and people are really embracing it. What what is been interesting about it um is that we've been paying really close attention. We had made assumptions about what would happen when 16 Mile opened, particularly to Glenn Abbey. Um, and it's been interesting in that those assumptions have not >> been true. Um, in that we we had been assuming to a certain degree that when we opened 16 mile, we we would we might see a little bit of a shift from traffic from Glenn Abbey to 16 mile. Glenn Abbey continues to almost consistently be higher than 16 mile. Um, in terms of of traffic, what's interesting is that 16- mile has a max capacity that is generally higher than than than Glen Abbey. So, there's more people in 16 mile at a time than there is at Glen Abbey, but there's more people in and out of Glen Abbey, which I think makes sense for the nature of the of the of the space when I think about it with Glenn Abbey as it is. Um, I also think it'll be interesting to see if that stays the same a year from now as 16 mile, you know, the pools just come online. the the the programming I think has just started really um for for some of the recreation pieces for it to become a bit more of that transitionary space that we see at Glen Abby is you know I'm going to run in my kids in in gymnastics or at a rink or in the pool and and and to see that that that in and out that I think may drive some of that that traffic because we are seeing that that that difference is telling us that you know I what I suspect is that people are going into 16 mile and maybe staying whereas some of that traffic at Glen Abbey may be people just jetting in and out. Um although we do we do see significant stay at at Glenn Abbey too. So um these are things that that we're finding really interesting and we'll continue to kind of monitor um with that. But there is be no mistake that the community continues to be absolutely delighted with having that branch open as they tell us. And we are going to bring a six-month report. Caitlyn is going to work on a six-month update about about you know 16 miles 16 months six months in um is is coming in in October. >> We're going to bring that for you guys next month. >> Okay. Second free form question. >> Um with respect to any any updates on the uh Trafalar Road branch um that we that we've been working on. >> No. >> No. I mean, it's it's neither us, the town, or the developer are in a hurry to sign anything. The minute we sign something, the clock starts ticking. >> Um, and so, um, and as and as long as it's not signed, you know, we continue to explore that option. I think it's a great option and and and ultimately at this moment, that would be my first choice. Um, you know, however, there there are other conversations about about what Wreck is doing and so we are being kept in the loop with that. Um, so as long as it's not signed, you know, we we do have some options. Um, that being said, we do continue to touch base. Um, the the town um realy solicitor uh continue to touch base with them. They are they do continue to be engaged. they they believe that the library having the the library at a base of it is is a benefit for them and is a draw and so they are still very much committed to that. It isn't that neither of us we're both kind of like eh we don't know um and but it is very much a concern about the minute we we we sign it then then that clock starts ticking for our requirements for for for them. Um, and you know, when we when we first looked at it, it was actually earlier than than what was in the the the forecast. And so, um, we continue to touch base and and as we get to a point where we move forward, uh, the board will get an update. >> Okay. And last free form question is with respect to the portable 16 mile creek um, library. Is is that currently in use by uh, the parks and open space folks? >> Yes. >> Okay. >> Yeah. and that's working out well and they're taking care of our our coveted little temporary library facility. >> Yeah, I think I think they they've been most mostly sorting out um well, we we took everything with us and so now they have to buy furniture to go in it. So, I think they're they're still in that in that process. I do believe there are some staff in there, but it isn't they aren't fully in there yet because they're still working through um just some of the budget in order to to purchase the equipment to outfit it. Do we have a term on that agreement >> with them or is that just just a >> We don't we don't actually have a a deadline for it. Um and but it is it is going to come and some of it is is conditional to um uh the budget and I I have to double check um potentially even the 2027 budget for or 2026 going into 2027 and what their their plans are for the um North Ops expansion. Okay. >> Because one of the reasons they're using it is that it is where the Norths expansion is supposed to go. Um, and so I know that they're looking for for funding for that. And so that that may draw some of those those pieces and it may be that okay, well, we need to kind of like move it and we need to figure out where it's going to go. >> Okay. And and the last point I want to make on that is if if the opportunity came along to find property to place that facility in Polarmo between now and whenever Polarmo actually comes uh online, would we be able to reclaim that space or are we stuck for the duration? >> No, I don't think we're necessarily stuck. I think we'd have to we'd probably negotiate on timing. >> Okay. >> Um and that is you know Gabe Gabe Charles um director of planning does reach out occasionally. Um he is aware that that if any opportunities come up for us to have a discussion. Okay. Um and then >> obviously there would be timing related to both of those. We'd have to go to to council for budget in order to be able to move it. So I do feel like there would be enough time to us to work with both parks and roads um around that. >> Great. That's that's the right answer. Thank you. I appreciate that. Okay. Hey. Uh, can I get a motion to receive the CEO update, please? Thank you, Andrew. Oh, sorry, you had a question, Andrew. >> Um, just following up on the >> microphone, please. >> Thank you. Uh, following up on the, um, sort of the question about Glenn Glenn Abbey traffic and 16 mile traffic. just you know I don't know how much we can rely on these directly but if we look at new card holders signed up um Q2 Q2 year to date this year versus last year 97% of the net increase came from 16 mile >> um so I mean my sense was that like that would just be new patrons right >> yeah no that that is a good point is that it's also shown us that you know people who go to Glenn Abbey didn't shift to to 16 mile which means the traffic at 16 mile a lot of it is new >> right >> and that's great >> yes >> right >> yeah okay >> uh great thank you thank you okay mo will you give us a motion to receive the CEO's update please thank you is there a second to that please thank you Rod all in favor that is carried we do not have any confidential discussion items uh is there any new business to come before the board tonight >> not seeing any okay uh the next meeting is going to be held on Thursday October 15th 2026 right here at 7 p.m. and I hope you can all be here. Motion to adjurnn. Thank you very much, Meredith. Seconded by Nobody wants to go so all in favor. Oh, I'm sorry. Ray wants to second that one because he wants to go home. >> Okay. All in favor? That's carried. Go home, Ray. Good night, everybody. Thank you for watching. For those who are uh that tuned in to the um from the public who are watching us on YouTube, thank you very much for being part of our meeting this evening. Thank you for uh paying attention to what we are doing to manage your library system. As always, if you have any questions, never hesitate to reach out to uh Tara Wong at tara.wongocville.ca or myself as chair at jeff.noloc.ca. We certainly love to hear from you and your feedback about our amazing libraries. Thank you everybody and good night.