►
From YouTube: Boise Public Library Board Meeting
Description
March 9, 2022 @ 11:30 AM
A
Okay,
my
name
is
phil
magnuson,
I'm
filling
in
for
tonya
who
could
not
make
the
meeting
today
and
I'd
like
to
call
the
meeting
to
order.
A
Could
we
do
a
roll
call
of
the
trustees?
Please.
D
D
B
Go
four
members
app
president
weston's
go
absent.
A
I
wanted
to
mention
that
we
have
at
least
one
board
member
who
has
some
time
constraints
today,
so
we
were
gonna,
try
to
move
through
the
meeting
agenda
rather
briskly
and
I
think
it
it.
It
should
be
pretty
straightforward
and
easy
to
do
that.
A
So
I
believe
our
first
agenda
item
is
to
approve
the
minutes
from
the
last
meeting.
D
C
A
Excellent,
all
those
in
favor
of
the
approval-
please
answer
yes,
hi
hi
hi,
so
the
minutes
are
approved.
A
It
includes
both
the
payment
of
bills
and
payroll
and
financial
reports.
Is
there
a
motion
to
approve
the
consent
agenda.
A
A
C
Great,
it
was
with
great
pleasure
last
month
that
our
board
approved
three
funding
requests
from
the
library
that
total
almost
fifty
thousand
dollars,
forty
nine
thousand
six
hundred
dollars
to
be
split.
Twenty
one
hundred
dollars
for
kindergarten
readiness,
packs
thirteen
thousand
dollars
in
support
of
be
calf,
which
is
having
its
tenth
anniversary
this
year
and
finally,
thirty
four
thousand
five
hundred
dollars
for
the
summer
reading
program
so
coming
out
of
covid,
where
our
our
income
has
been
a
little
bit
down.
C
But
we
were
delighted
that
we
were
able
to
meet
all
of
the
all
of
the
library's
funding
requests
and
to
that
end
I
would
also
like
to
remind
everyone
that
our
april
sale
will
be
the
7th
through
the
10th
in
the
auditorium.
So
please
come
buy
a
lot
of
books,
so
we
can
fund
stuff
again
next
time.
A
Wow
jill
that
that's
fantastic,
that's
quite
a
contribution
to
the
library.
I
hope
you'll
pass
back
our
thanks
for
that
and
we
that's.
F
A
G
Good
afternoon,
good
morning
still,
I
don't
have
a
lot
happening
right
now.
As
far
as
butchery
court.
G
We
have
not
met
as
a
foundation
since
last
time
we
met,
we
met
with
the
trustees,
but
we
do
meet
tomorrow,
but
I
will
say
that,
when
the
the
things
that
we've
been
working
on
that
we're
moving
forward
on
is
since
our
last
meeting,
we
have
formed
a
committee
on
the
foundation
directors,
a
small
four-member
committee
to
that
are,
that
is
comprised
of
experts
in
human
resources,
hiring
and
so
forth,
and
as
well
as
a
legal
expert
as
well
to
try
to
move
forward
with
what
we
need
to
do
to
take
some
of
the
tasks
that
the
library
staff
has
been
doing
over
the
past
years.
G
For
us,
we've
talked
about
hiring
somebodies
before
I
am
happy
to
report.
That
committee
has
met
and
they
have
some
recommendations
and
they
have
some
options
that
are
going
to
be
presented
tomorrow
at
the
foundation
meeting
tomorrow.
G
That
will
give
us
some
idea
where
we
are
going
to
go
forward
with
the
a
new
hire
or
how
we're
going
to
take
some
of
those
tasks
away
and
and
take
those
away
from
the
library
staff
that
needs
to
be
done
so
I'll
have
more
information
next
month
when
we
meet
about
the
result
of
that
presentation
in
that
meeting.
G
But
aside
from
that,
we
are
looking
at
and
funding
also
that
we'll
know
more
about
tomorrow
and
I'll
be
happy
to
report
that
next
month
as
well,
that
a
request
that
has
been
made
of
the
foundation
and
I'll
pass
that
on
as
soon
as
I
get
a
decision
made
tomorrow.
That's
all
I've.
A
B
A
Thanks
a
lot
for
those
reports:
next
is
our
director
jessica
der
dore?
Could
you
give
us
your
update.
H
Thank
you,
members
of
the
board
and
the
foundation
and
the
friends
I
wanna.
You
know
thank
the
friends
for
their
very
generous
sponsorship
of
our
summer
reading
program
of
our
10th
annual
boys,
common
arts
festival
and
kindergarten
readiness,
kickoff.
So
all
of
our
locations
this
week
have
materials
for
kids
that
are
getting
registered
and
are
get
excited
for
their
first
chance
to
go
to
kindergarten
and
we've
had
our
staff
out
in
the
schools
helping
promote
the
library
as
part
of
that
work,
so
we're
really
appreciative
of
that
partnership.
H
On
monday,
the
city
of
boise,
because
ada
community
has
moved
into
the
medium
risk
for
covid
we've
been
able
to
change
our
mass
protocols
and
our
physical
distancing
guidelines,
so
I've
literally
never
had
a
board
meeting
with
my
entire
management
team,
and
I
learned
that
they
used
to
do
it
all
the
time
I
was
thrilled
because,
as
you
know,
you've
seen
them
on
you've
seen
them
on
screen
before
this.
H
Also,
these
changes
allow
us
to
make
optional
masks
in
all
our
locations,
so
we
still
have
them
at
the
front
door
and
people
can
staff
and
community
can
wear
masks
based
on
their
own
preferences
or
their
risk
factors
we'll
continue
to
have.
H
Cleaning
some
of
that
stuff,
where
you
just
really
see
how
important
that
is
in
disease
reduction
in
general,
so
we'll
keep
that
in
place
and
we'll
also
be
able
to
expand
our
indoor
programming
now,
because
we
will
not
have
that
same
capacity
constraint.
So
you'll
start
to
see
more
of
our
programs.
H
We've
got
a
bunch
that
are
scheduled
for
outdoors,
because
the
weather
is
is
getting
nicer
and
we
certainly
know
some
of
those
music
and
movement
classes
and
programs
are
outside
and
really
are
great,
we'll
keep
those
going
outside
just
because
of
the
attendance
and
how
fun
it
is
for
the
kids
and
families,
but
we'll
also
be
able
to
do
more
indoor
programming.
H
First
off,
I
I'm
sure
many
of
you
have
seen
the
news
that,
on
monday,
the
idaho
state
legislature
passed
house
bill
666,
which
removes
a
long-standing
legal
defense
for
public
library
staff
staff
that
work
at
museums,
schools,
universities
and
public
libraries,
and
we
believe
that
this
will
that
long-standing
protection
prevents
staff
from
being
targeted
for
subjective
claims
regarding
dissemination
of
materials
that
are
harmful
to
minors.
H
So
I'm
sure
you've
seen
there's
been
newspaper
articles
kathy
stoller
was,
in
this
morning's
idaho,
been
talking
about
our
collection,
development
policy.
We
talk
about
why
we're
opposing
this
bill.
I
think
it's
unnecessary.
H
We
don't
believe
that
it
determines
who
determines
what
material
is
harmful,
how's
that
applied
who
would
be
liable
in
this
case.
We
also
believe
it
removes
the
role
of
locally
elected
or
appointed
library
boards,
these
awards
and
the
role
that
they
have
in
selecting
materials
and
overseeing
requests
for
con
reconsideration.
H
What's
our
process
for
making
sure
that
we've
got
materials
available
for
the
whole
community,
but
also
how
do
we
work
with
our
locations
to
make
sure
that
kids
and
youth
and
families
find
the
materials
that's
appropriate
for
all
age
groups
and
how
we
work
with
parents
and
caregivers
to
make
sure
that
we're
supporting
them
and
helping
make
their
children
live?
More
leaders,
as
you
know,
we,
actually
we
do
an
annual
collection
development
review
and,
coincidentally,
we
actually
had
our
collection
development
policy
up.
We
talked
about
it
in
september.
H
We
wanted
to
bring
it
back
out
of
order
that
we
would
normally
do,
and
part
of
that
is
because
we
recently
got
a
request
for
reconsideration
and
we're
not
able
to
go
forward
with
it,
because
it
was
somebody
who
was
not
a
boise
card
holder,
so
somebody
who
had
searched
our
catalog
but
was
not
a
boise
resident
and
when
we
saw
that
we
realized
oh
wait
our
while
our
policy
bachelor.
H
If
you
read
the
policy,
it
very
clearly
stated
boise
residents,
but
the
form
that
this
person
filled
out
did
not
make
that
clear,
and
we
thought
oh
wow.
We
could.
We
could
do
better
in
making
our
policy
clear
in
terms
of
who
can
fill
it
out,
how
it's
reviewed,
but
also
who
it
doesn't
apply.
H
H
We
have
a
what
we're
trying
to
put
together
is
you
know
some
of
these
discussions
about
making
sure
that
you
have
the
information
you
need
to
be
effective
in
your
role
as
financial
stewards,
and
one
of
the
things
that
we're
really
focused
is
is
how
to
make
sure
you
understand
and
are
able
to
explain
the
library's
financial
structure.
H
Sources
of
income
and
the
status
of
those
sources,
how
can
you
articulate
the
library's
value
proposition
to
the
community,
to
residents
to
stakeholders
and
knowing
you
know,
what
are
the
library's
current
and
future
financial
needs?
So
so
those
three
areas
are
are
what
we're
going
to
focus
on
as
we
as
we
develop
more
of
the
materials
for
our
fy23
budget,
build
and
going
forward,
particularly
in
some
of
the
capital
and
repaired
maintenance
pieces,
but
we're
trying
to
put
together
a
little
handy,
one
pager.
H
That
can
be
like
a
good
place
where
you've
got
some
of
those
key
links
to
city
materials
and
we're
trying
to
outline
more
of
the
cadence
of
that
budget
for
you
as
well
so
any
feedback.
Obviously
brian.
Thank
you
for
sending
us
some
comments
on
that
this
earlier
this
week
as
well,
we'll
make.
A
Thank
you
jessica.
Are
you
finished.
A
I
guess
I'll
follow
up
a
little
bit
from
a
very
personal
standpoint.
I
I
think
this
bill
that's
been
introduced
and
passed
by.
The
house
is
really
critical,
and
I
know
the
city
of
boise
feels
that
way
too,
because
they've
written
a
letter
to
the
legislator
expressing
their
opinions
of
it,
and
I
would
encourage
everybody
to
con
contact
your
representatives,
particularly
the
centers,
now
senators
now,
because
it's
in
their
hands
to
express
your
thoughts
about
how
this
ought
to
be
handled.
A
H
H
Our
february
meeting,
we
took
the
feedback
and
the
questions
and
we've
really
been
working
with
the
facilities
team
to
to
answer
those,
but
also
I
really
wanted
to
share
with
you.
H
You
know,
as
the
director
how
important
we
think
this
work
is
and
being
in,
enabling
us
to
to
effectively
manage
the
resources
we
have
and
how
you
know.
This
allows
as
rob,
I
think
said
in
the
discussion
in
february.
H
H
That's
really
good
at
putting
groups
on
buildings,
and
this
is
for
us
a
really
great
partnership
that
we
think
really
brings
out
the
best
in
our
being
able
to
specialize
and
then
work
together
so
that
we're
really
thoughtful
about
how
we're
providing
the
most.
You
know
value
for
our
taxpayers,
but
also
really
making
sure
that
the
buildings
are
beautiful,
functional
and
continue
to
be
up
kept
as
the
needs
in
the
community
changes.
H
So
just
want
to
make
sure
that
that
you
could
heard
from
me
sort
of
how
we've
approached
this
partnership,
where
this
facility's.
B
Work
together
and
with
that,
thank
you,
chloe
thanks,
jessica,
great
well,
so
I'm
hopefully
successfully
sharing
my
screen.
Thank
you
again
for
having
us.
This
is
part
two
of
three,
so
we
were
in
front
of
you
last
month
and
we'll
be
back
next
month
as
well.
B
I
am
here
today
with
rob
bosefield
from
public
works
and
new
york
to
task
me
from
the
facility
services
operations
team,
and
we
are
planning
to
present
a
few
recommendations
to
the
board
based
on
the
feedback
we
received
from
you
last
month
about
how
public
works
and
the
facilities
operations
team
will
provide
facility
services
to
the
library,
transparently
and
in
a
high
quality
way
and
in
the
interest
of
time.
I
know
you
all
are
trying
to
end
as
closely
to
12
30
as
you
can.
B
I'm
gonna
move
through
my
slides
as
efficiently
as
possible,
so
that
rob
and
york
can
really
dive
into
the
details
to
quickly
sort
of
ground
us
and
what
we
plan
to
cover
with
you
today,
yorick
is
going
to
provide
an
in-depth
overview
of
the
viewwork
system,
which
is
the
software
system
that
integrates
into
and
makes
data
collection
and
reporting
possible.
That
will
set
the
tone
for
rob
to
then
talk
about
recommendations
on
how
we
would
plan
to
report
out
and
track
the
areas
that
that
we
identified
and
you
all
provided
feedback
last
month.
B
Just
really
quickly
want
to
refresh
your
memory
of
what
is
in
scope
when
we
say
maintenance
work,
we're
talking,
lar
planned
large-scale
projects
as
well
as
day-to-day
maintenance.
What
is
out
of
scope
is
anything
that
is
library,
operations
or
services
oriented,
as
well
as
management
and
oversight,
and
then
also
the
a
reminder
of
what
we
strongly
believe
are
benefits
to
consolidation
of
the
facilities
maintenance
work.
B
We
are
seeing
collaboration
with
other
departments
to
utilize
expertise
in
existing
infrastructure
as
being
a
real
key
opportunity,
more
negotiating
power
for
shared
contracts,
and
I
think
it's
worth
noting
that,
while
we
are
confident
the
library
will
realize
these
benefits
in
short
time.
B
The
idea
is
that
we'll
have
a
much
clearer
sense
of
the
current
state,
thanks
to
that
rigorous
tracking
that
that
york's
gonna
cover
and
then
we'll
be
able
to
sort
of
go
back
and
and
look
and
reassess
once
we
have
some
solid
data
under
our
belt
so
quickly,
reminding
you
all
of
what
we
heard
from
you
and
the
areas
that
we're
going
to
cover.
B
We
really
heard
from
you
all
last
month
about
wanting
to
make
sure
that
the
library
facilities
are
well
maintained
and
that
delineation
between
sort
of
day-to-day
operations
and
quick
reactive,
as
well
as
major
repairs
and
maintenance
and
and
that
longer
term
preventative
approach.
B
We
heard
that
you
wanted
to
better
understand
what
the
internal
charging
formula
would
look
like
how
the
approval
of
major
repairs
and
maintenance
would
work
the
service
level
agreements
which
were
included
in
the
board
packet
that
was
shared
out
last
week
and
then
all
I'll
cover
budget
reporting,
which
we
have
a
little
work
to
do
on
as
well
per
per
what
jessica
mentioned
earlier.
But
we'll
talk
a
little
bit
about
what
the
outline
of
that
would
be.
B
With
that
I
will
let
york
take
it
away
and
yorick.
You
can
just
team
me
up
when
you
need
me
to
advance
the
slide.
F
Yeah
great
thanks
chloe,
so
I
think
like,
like
you,
I'm
going
to
be
moving
through
these
slides
fairly
rapidly
in
the
interest
of
time,
always
open
the
questions,
so
the
the
current
process
for
requesting
work
will.
F
Will
you
know
it's
pretty
much
on
par
with,
what's
been
happening
at
the
library,
so
you
go
to
the
boise
home
page
and
navigate
to
the
to
this
to
a
portal
where,
where
staff
library
staff
fills
out
a
simple
work,
request
form,
and
then
you
know
submits
that,
so
what
happens
next
is
really
where,
where
the
different
happens,
instead
of
generating
an
email
to
whoever
is
responsible
for
performing
that
work,
as
is
currently
the
case,
the
system
generates
a
form
in
in
our
maintenance
management
system.
F
That
is
view,
works
so
viewworks.
I
think
if
you
go
to
the
next
slide,
I
think
I
think
that'll
be
easiest.
So
so
what
is
view
works?
Basically,
viewworks
is
what
we
call
a
cmms,
a
computerized
maintenance
management
system,
and
it
allows
us
to
do
multiple
things.
First
and
more
foremost,
it's
kind
of
a
asset
tracking
software,
so
we
put
in
all
our
all
building
type
assets
and
building
sub
assets.
So
so
the
the
assets
are
the
buildings.
F
The
sub
assets
are
things
like
hvac
equipment,
mechanical
equipment,
whether
it
be
finishes
drinking
fountains,
those
types
of
things,
so
so
by
knowing
what
we
have,
we
can
manage
it
better.
F
It
also
allows
us
to
assign
maintenance
schedules
to
those
various
assets
as
well
as
replacement
schedules,
so
it
helps
us
with
planning
for
budgeting
or
large-scale
replacements,
and
also
it's
a
it's
a
work
order
management
system.
So
so
we
generate
work
orders
either
either
through
staff
requests
or
or
things
that
we
notice
walking
through
our
buildings
and
so
we're
able
to
track
work
at
a
granular
level.
In
terms
of
you
know
what
was
done,
how
much
it
cost?
Who
did
the
work?
F
How
much
time
was
spent
doing
the
work,
and
that
allows
us
to
report
on
those
things
to
you
know
with
various
metrics
for
reports
to
inform
business
decisions,
performance
type
evaluations
and
those,
and
that
kind
of
thing,
and
then
the
really
the
following
slides,
are
just
examples
of
the
type
of
things
we're
able
to
report
on
this
particular
slide
is
is
was
part
of
our
fy
21
report,
just
just
kind
of
shows
what
our
work
work
order
response
times
were
where,
where
the
the
our
focus
was
where
we
spent
most
of
our
time.
F
So
in
this
case,
you
can
see
that
the
majority
of
the
time
was
spent
on
preventive
type
maintenance.
Work.
25
was
responding
to
to
requests
for
services
beyond
building
maintenance
and
repair.
F
So
these
are
just
various
way,
various
ways
that
we
can
look
at
what
we
do
and
report
on
it
as
well.
So
this
one
just
kind
of
shows
again
by
the
various
work,
types
or
service
types
that
we
do
it's,
but
it's
a
work
order
count
by
fiscal
year.
You
can
see
in
20
and
21
with
cova
that
the
demand
or
the
work
order
count
was
was
lower.
Our
preventive
maintenance
stays
fairly
consistent.
F
And,
and
on
the
right
there,
so
maintenance
and
repair
is
just
more
responsive
work
to
issues
that
arise.
F
Preventive
maintenance
is
scheduled,
scheduled
work
like
hvac
replacements,
fire
protection
system
inspections,
those
types
of
things
and
then
support
services
are
things
like
you
know:
recon,
reconfiguring
people's
work
areas,
moving
staff
from
one
place
to
another,
those
types
of
requests.
F
Thank
you
and
then
we're.
You
know.
I
think,
what's
really
important.
This
group
also
is
is
cost.
You
know
what
does
it
cost
to
do
this
and
we're
capturing
that
that
information
and
are
able
to
report
on
it
in
multiple
ways?
Here
you
see
some
per
square
foot
cost
data
over
us
a
number
of
years
and
and
where
the
money
is
being
spent
the
area
so
so
again,
this
is
just
kind
of
meant
to
be
an
example
of
some
of
the.
F
F
This
is
for
fy21,
so
so
we
want
to
know
how
how
we're
doing-
and
you
know
in
which
ways
we
might
be
able
to
improve
so
that
kind
of
wraps
up
my
portion
and
with
that
I'll
hand
it
over
to
rob.
J
Great
thanks
joric,
so
last
month
there
were
some
questions
about
how
capital
projects,
and
particularly
building
major
repair
and
maintenance.
How
do
those
get
planned
and
budgeted?
And
really
that
would
be
an
area
where
your
team
would
really
take
the
lead
again.
Some
of
the
data
that
that
we
can
pull
out
of
view
works
really
helps
set
that
up
and
we
we
do
this
for
other
buildings.
Now
we
have
a
rolling
kind
of
six
year
window,
hey
the
roof
in
a
couple
of
years,
gonna
be
getting
toward
the
end
of
the
life.
J
Obviously
we
work
with
staff
to
identify
other
concerns,
but
it
you
know
and
then,
as
we
put,
that
that
proposed
kind
of
six
year
window,
then
we
we
would
be
running
that
through
the
library
board,
just
as
you,
you
know,
just
historically
updated
those
budget
requests
and
then
we
would
also
loop
back.
J
Not
only
you
know
for
those
projects
once
they
get
identified
once
they
get
funded,
then
our
team
also
leads
executing
those
replacing
the
roof
or
whatever
and
we'd
be
looping
back
to
the
board
quarterly
to
provide
updates
on
those
next
slide.
Please
chloe.
J
There
was
also
a
question
about
how
internal
charging
works,
how
those
indirects
work-
and
I
I
think
chloe
will
be
talking
a
little
bit
about
some
budget
reporting
to
provide
some
more
visibility,
for
you
know
for
for
all
of
the
different
areas,
but
the
way
this
works
with
other
buildings
and
how
this
would
work
with
with
the
library
is
there's
a
formula
that
that
really
aims
to
distribute
actual
maintenance
costs
to
the
different
buildings
based
on
use.
J
The
formula
is
primarily
driven
by
the
size
of
the
building
and
again,
the
goal
is
just
to
try
to
distribute
that
actual
cost
out.
So
there's
a
reasonable
everybody
has
a
reasonable
sense
of
of
what
it's
actually
costing
for
their
operation.
J
We
realize
library
operations
are
probably
going
to
be
a
little
bit
different
from
from
offices,
but
until
we
really
get
that
experience,
what
we're
envisioning
is.
We
would
still
use
the
same
allocation
as
if
it
was
office.
Space
plug
it
into
the
formula
and
the
beauty
of
it
is
again
with
view
works
would
have
have
very
good
information
about.
You
know
how
much
did
coal
and
ustic
library?
J
How
much
do
we
actually
spend
between
utilities
and
janitorial
and
work
orders
and
stuff,
and
so
that
once
we
get
a
year
of
data,
then
we
both
report
back
to
the
board
and
really
also
look
back.
It's
like
okay.
Do
we
need
to
adjust
that
cost
allocation
formula
is
that
you
know
is
the
is
the
cost
per
square
foot
fairly
close
between
offices
and
libraries
or
you
know?
J
Is
it
different,
and
then
we
can
just
adjust
that
formula
again
to
get
back
to
the
goal
of
really
trying
to
distribute
actual
costs
so
that
everybody
has
a
pretty
good
sense
of
of
actual
use
and
then
yeah.
The
third
topic
for
me
was,
I
think
there
were
some
questions
about
service
level
agreements,
as
chloe
mentioned,
we
did
provide
a.
J
In
the
packet
of
the
current
draft
of
of
where
really
what
we're
trying
to
do
here
here
is
really
spell
out,
create
a
common
understanding
of
what
is
really
included
in
those
indirect
costs.
What
are
what
services
can
you
expect
the
level
of
of
quality
of
services
as
well
as
response
times
really
try
to
flesh
out?
J
You
know
what
is
a
building
operation
and
service
versus
like
what's
an
operational
cost,
and
so
we've
left
that
in
draft
form,
because
you
know
we're
interested
in
getting
feedback
from
the
board
as
well
as,
of
course,
staff
and
really
want
to
kind
of
incorporate
those,
and
then
I
think
we
need
to
find
fine-tune
that
document,
but
again
really
just
try
to
spells
out
in
the
different
areas.
J
You
know
who
replaces
what
types
of
furniture
or
what
types
of
equipment
you
know
again
as
an
operational
world,
or
is
it
a
building
world
and
obviously
there's
things
that
fall
outside
of
the
normal?
You
know,
and
you
know
we
just
work
through
work
through
staff
and
work
work
through
things
that
you
know,
staff
level
and
figure
out.
It's
like:
how
are
we
going
to
do
this?
What's
the
right
answer,
but
it
really
just
kind
of
creates.
J
A
kind
of
a
expectation
coming
in
to
you
know
address
most
of
the
questions,
and
I
think
with
that
I
think
hand
it
back
over
to
chloe.
B
Yep-
and
I
would
say
part
of
what
we'll
come
back
to
the
board
with
in
april-
is
a
specific
approval
on
the
service
level
agreements.
So
we
wanted
to
give
you
a
chance
to
dive
in
and
think
about
it
and
and.
C
B
Finally,
then,
on
the
budget
reporting
as
jessica
mentioned,
sort
of
the
facilities
maintenance
budget
component
is
like
one
element
of
kind
of
the
larger
view
that
you'll
have
into
the
budget
of
the
library.
B
But
what
we're
thinking
specifically
as
it
relates
to
the
facilities
is,
you
know
it
contains
these
elements
of
of
what's
going
on
currently
what
the
plans
are
in
the
future
for
both
capital
improvement
projects,
as
well
as
major
repairs
and
maintenance
and
sort
of
ongoing
tracking
of
spending
that
template
is
being
developed
now
and
and
will
come
to
the
board
in
the
near
future,
with
with
further
info
and
opportunities
for
feedback,
and
so
with
that,
I
would
like
to
pause
and
open
it
up
for
some
feedback
or
comments
by
the
board
and
then
just
remind
you
all
that
we'll
incorporate.
B
Approval
conversation
that
we'll
have
next
month-
and
I
will
stop
sharing
my
screen,
so
I
can
see
you
all.
B
Good
question
we
have
come
to.
We
have
come
to
a
strong
recommendation
that
it
would
take
place,
starting
at
the
current
fiscal
year
or
the
next
fiscal
year,
which
is
october,
1,
fy,
20.,
fy,
20
or
fy23.
A
So
there
was,
there
was
a
slide
that
talked
about
allocating
the
internal
cost,
and
you
mentioned
it
was
based
on
building
size.
Does
this
betting-
and
you
know
we
were
talking
about
replacing
a
roof?
Does
that
include?
Does
the
allocated
costs
include
the
the
capital
expenses
for
major
repairs
like
that.
J
I
can
take
that
the
the
cost
allocation
plan
is
for
the
ongoing
kind
of
the
routine
think
utilities.
You
know,
painting
a
wall
here
that
kind
of
thing.
The
thing
the
large
cost
like
like
replacing
roof
would
be
within
the
major
repair
and
maintenance
budget,
and
so
we
would
budget
for
it.
But
it's
a
separate.
That's
not
part
of
that
cost.
Is
it's
not
caught
part
of
that
indirect
cost
reimbursement
thing
that
only
covers
the
indirect,
only
cover
the
the
routine?
D
I
had
a
this
is
brian
clenny.
I
had
a
comment
first,
I
think
the
agreement
provides
a
lot
of
clarity
that
we
were
looking
for,
particularly
new
people
to
the
board,
such
as
myself.
It
really
helped.
D
I
didn't
wasn't
able
to
place
the
library
buildings
into
one
of
the
building
service
level
categories,
and
I
wanted
to
ask
a
question
about
which
category?
Where
are
we
in
I
can
see.
Leased
facilities
is
clear
if
a
library
facility
is
leased,
it
fits
in
least
facility
but,
for
example,
the
building
we're
in
now.
Is
it
an
administrative
building
or
is
it
a
specialized
site?
J
So
that's
a
that's.
This
rob
again
really
good
question
because
frankly,
we've
been
having
that
that
thought
over.
The
last
was
just
in
a
meeting
monday
talking
about
that
that
maybe
what
we
should
do
is
as
create
a
special
class
of
and
and
I'm
thinking
about
it.
Maybe
it's
in
terms
of
like
us,
public
service
oriented
buildings,
so
it
would
be
like
the
library
you
know,
as
we
we're
also
talking
about
doing
this
with
parks.
J
You
know
like,
as
we
take
over
the
depot
or
the
recreation
center,
it's
a
little
more
focused.
You
know,
so
they
can
address
some
of
the
specific
specific
things
again
for
outward
facing
service
orient.
So
so
that's
kind
of
something
we've.
You
know
kind
of
started
thinking
about
as
of
monday
that
maybe
would
be
appropriate,
and
I
guess
it
sounds
like.
Maybe
that
would
help
provide
some
clarity
for
the
for
the
you
and
the
board
as
well.
J
D
I
think
it
would
thank
you
and
a
suggestion.
I
really
value
the
clarity
and
then
there
was
one
paragraph
that
sort
of
introduced
some
ambiguity
in
the
face
of
the
clarity.
D
There's
some
tables
appa
tables
that
talk
about
maintenance
levels
of
service,
and
my
interpretation
is
they're
talking
about
whole
numbers
1
through
5,
which
are
identified
in
the
table
and
then
the
agreement.
It
specifies
a
non-whole
number
2.5,
which
I
interpreted
as
something
less
than
2,
but
something
more
than
three,
and
that
lack
of
clarity
right
there,
I
think,
could
be
improved
by
choosing
either
two
or
three
or,
if
you
have
to
do
it
by
category
some
two,
some
three
detailing
them
probably
would
be
worthwhile.
J
So
appreciate
the
comment:
it's
one
of
these
things
where
the
the
the
thinking
behind
it
is
a
little
bit
to
your.
I
think.
Maybe
you
kind
of
already
put
your
finger
on
it
and
that
it
may
not
be
like
in
every
category.
It
might
not
be
a
two
or
a
three,
and
it's
also
there
is
a
little
bit
all
that.
I
think
that
tape-
those
tables
really
provide
a
lot
of
clarity
of
like
this
is
the
kind
of
thing
we're
talking
about.
It's
also
a
little
bit
subjective.
J
It's
like
is
that
paint
a
great
job,
or
is
it
a
good
job,
and
so
there
there
is
inherently
a
little
bit
of
interpretation
to
it,
but
you
know,
I
think,
that's
a
fair
point.
I
mean,
I
think
we
can
think
about.
Maybe
by
buy
by
category,
maybe
provide
a
little
bit
more
like
clarity
for
you,
as
as
well
as
for
everybody
using
this.
A
So,
thank
you
all
for
your
update.
I
know
there's
a
lot
of
hard
work
going
on
behind
the
scenes
and
thank
you
for
making
this
happen.
B
Thank
you
for
your
feedback
and
we
will
be
back
next
month.
A
Okay.
Thank
you.
Our
next
topic
is
an
update
regarding
the
strategic
planning
efforts
at
the
library.
E
Yes,
that
is
a
heidi
lewis,
downtown
library
manager
and
there
will
be
a
slide
show
that
may
be
popping
up
soon,
but
I
want
to
thank
the
board
of
trustees
for
having
me
join
you
for
a
briefing
on
the
strategic
plan
there.
It
is
all
right,
so
our
next
slide
is
an
overview
of
what
we'll
discuss
today
in
the
in
the
time
that
we
have.
E
So
we
want
to
review
the
high
level
schedule
and
strategic
planning
focus,
update
you
on
the
activity,
since
the
last
board
meeting
discuss
board
of
trustees,
involvement
and
including
representation
on
the
steering
committee.
So
that's
what
we
have
to
talk
with
you
today,
as
well
as
next
steps
near
the
end.
So
our
next
slide,
then
so
these
are
one
of
the
slides
that
you
saw
last
time
that
will
bring
back
to
each
month
for
these
briefings.
E
So
you
can
see
that
in
february
we
had
our
project
kick
off
with
this
group
in
the
february
board
meeting
where
you
got
to
meet
all
of
the
consultants
or
almost
all
the
consultants
for
the
project
and
get
to
hear
from
them
and
share
some
of
your
thoughts
with
the
consultant
team.
We
also
in
february,
had
the
leadership
team
kickoff
meeting.
E
The
leadership
team
is
mostly
here,
the
library
management
team,
and
so
we
had
that
that
group
and
then
we've
done
some
other
other
work
as
well
in
february,
which
I'll
tell
you
a
little
bit
more
about
right
now
at
in
march,
we're
finalizing
the
steering
committee
and
work
group
to
start
scheduling
those
meetings.
So
that's
where
we're
at
in
the
schedule
right
now
and
then
on
our
next
slide.
E
Here's
the
other
slide
that
we'll
be
bringing
back
to
you
that
you've
seen
before
and
we'll
we'll
use
this
as
our
anchor
that
we
are
turning
to
community
members
to
understand
their
needs
and
desires
for
library,
programs
and
services.
We've
got
process
goals
and
outcome
goals.
Today,
we're
going
to
be
focusing
on
one
of
our
process:
goals,
which
is
every
member
of
the
community
and
every
boise
public
library
staff
member
will
know
how
to
engage
in
the
discussion
and
provide
input,
how
priorities
are
determined
their
role
in
making
plan
a
reality.
E
Today,
we're
really
talking
about
how
to
engage
in
the
discussion
and
provide
input
in
in
friday's
all
staff
meeting
for
for
the
staff.
We
talked
about
all
the
ways
that
they
can
be
involved
in
a
strategic
plan
going
forward
here
today.
We
want
to
talk
about
all
the
ways
that
the
board
can
be
involved
in
the
strategic
plan,
so
we'll
move
on
to
the
next
slide.
E
So
going
back
just
a
little
bit,
here's
some
of
the
work
that
the
leadership
team
did
in
february.
This
is
the
structure
of
the
strategic
plan
at
this
point,
so
you'll
see
on
the
left
that
we've
got
four
staff
work
groups
in
the
middle.
We
have
the
steering
committee,
we
have
the
leadership
team
and
then
over
on
the
right,
the
library
board
of
trustees
and
city
council
and
then
the
project
management
team
below.
E
So
we
were
really
working
with
staff
on
the
the
four
staff
work
group,
so
we
introduced
that
concept
to
them
on
last
friday,
we're
asking
for
their
interest
by
this
friday.
E
The
community
engagement
work
group
is
going
to
ensure
an
inclusive
process.
It's
going
to
be
designing
how
to
ask
questions
when
to
ask
questions
where
to
ask
questions
and
what
to
do
with
the
answers
we
receive
the
library
experience
work
group
is
going
to
be
focusing
on
the
individual
and
household
experience
of
the
library,
as
well
as
boise
citizens
who
are
not
interacting
with
the
library
so
non-users.
We
want
to
hear
from
them
as
well.
Absolutely
then,
the
third
work
group
is
the
community
partners.
E
Work
group
they'll
be
focusing
on
our
role
as
the
library
in
the
boise
community,
as
well
as
a
city
department
and
how
we
interact
with
other
entities
and
organizations
in
boise
and
then
the
fourth
work
group
is
going
to
be
focusing
on
organizational
excellence.
So
talking
about
how
we
do
what
we
do,
the
structures
and
systems
and
staffing
that
we
have
in
place
to
carry
out
what
we
are
carrying
out
and
what
we'll
need
to
carry
out
each
of
those
work
groups
has
two
co-chairs.
E
One
co-chair
is
also
on
the
community
engagement
work
group
to
make
sure
we
have
a
through
line
a
consistent
approach
to
again
how
we're
coordinating
all
these
questions
that
we're
going
to
be
asking
all
the
ways
that
we're
going
to
be
asking
them
all
the
places
that
we're
going
to
be
asking
them.
The
other
co-chair
in
each
of
the
three
purple
top
full
work
groups
is
also
a
member
on
the
steering
committee.
E
So
that's
a
little
bit
of
information
about
the
the
work
groups
that
were
we've
been
working
really
hard
on
getting
finalized
with
the
staff,
and
then
the
steering
committee
is
then
the
next
piece
that
I
that
I
want
to
talk
about.
So
that's
on
the
next
slide,
so
the
steering
committee
guides
the
work
groups.
E
E
So
the
steering
committee
was
selected
by
the
leadership
team.
You
can
see
a
variety
of
different
different
representatives
from
different
key
city
departments,
as
well
as
some
frontline
staff
members.
Those
co-chairs
that
I
mentioned
from
the
work
groups.
You
can
also
see
that
we've
got
a
bulleted
point
there,
where
there's
room
for
a
library
board
of
trustee.
E
So
we
want
to
make
sure
that
we
talk
about
that
a
little
bit
as
well.
So
on
our
next
slide,
that's
just
one
of
the
ways
that
the
board
can
be
involved,
we'll
be
involved
in
the
strategic
plan,
so
we'll
follow
up
with
y'all
make
sure
you
get
a
copy
of
this
table.
But
here
are
the
ways
that
we're
thinking
planning
that
you'll
be
involved
as
individuals
and
as
a
group
with
a
strategic
plan.
E
So
one-on-ones
with
burke
board
briefings
community
conversations
we'll
be
asking
each
of
you
to
participate
in
those
conversations
we
have
with
the
community,
we'll
have
a
lot
more
information
for
you
over
the
next
couple
of
months,
an
in-depth
discussion
and
guidance
on
what
we
find
that
that
summary
that
we
hope
to
have
for
you
in
july.
We'll
really
talk
that,
through
with
you
to
get
guidance
from
all
of
you
workshopping.
E
The
draft
plan
reviewing
reviewing
and
adopting
the
final
plan,
and
then
this
last
piece
in
italics
is
the
piece
we're
really
here
to
talk
to
you
about
today,
the
steering
committee
member.
So
one
of
you
on
the
board
of
trustees,
the
time
commitment
is
60
to
90
minutes
once
a
month
for
a
meeting
each
month
march
through
june
and
then
again
august
through
november.
So
we
wanted
to
bring
this
point
and
this
question
to
you
today
for
discussion.
E
I
think
this
looks
really
great.
I
appreciate
all
the
work
and
I
appreciate
the
graphic
was
super
helpful,
explaining
how
the
staff
is
involved
and
how
all
the
different
pieces
interact
and
communicate.
So
I
really
appreciate
that
and
I
think
it's
really
important,
there's
somebody
from
the
board
in
the
steering
committee.
I
know
I
mean
I'm
hesitant
to
like
put
anybody
in
that
mix
of
tanya,
not
here
today
cause,
I
think.
H
I
she
know
yeah,
I
don't
know
if
she
did
or
not-
and
we
do
know
do
you
know
that,
because
tommy
is
stepping
off
okay,
that
she
would
not.
Okay,
we
tony
and
bill-
and
I
talked
about
this
very
question
last
week,
because
her
tenure
ends
up
just
a
few
short
months
and
she
was
very
clear.
Oh
this
needs
to
be
a
board
member.
That
you're
saying.
A
I
had
a
question
about
the
makeup
of
the
steering
committee.
I
think
it's
slide
six
before
this
one,
how
I'm
not
quite
clear
how
many
of
those
participants
are
from
the
library.
E
Okay,
so
of
course
you
see
jessica's
name
on
there
and
my
name
and
then
there
are
then
the
four
co-chairs.
So
there
will
be
six
members
from
the
library
on
this
13
person,
team.
A
So
I
think
we
have,
except
for
tonya,
we
have
all
the
other
board
members,
either
in
the
room
or
online.
Is
that
correct?
A
A
I
guess
I
would
open
it
up
at
this
point
and
go
around
the
room
and
see
if
there
are
board
members
or
trustees
who
are
are
very
interested
in
raising
their
hand
for
this
involvement.
D
A
A
Yeah,
probably
all
three
of
us
are
in
that
category
as
well.
Let
me
ask
this:
when
do
you
have
to
know
who
that
person
is.
E
A
Probably
the
the
way
to
handle
this
is
to
see
if
anybody
would
like
to
make
a
motion
to
propose
a
person.
A
Okay,
thank
you
for
that.
So
the
nomination
has
been
for
myself
phil
all
those
in
favor,
please
say:
hi.
A
Okay,
so
I'll
be
very
happy
to
serve
as
the
board
representative
on
the
steering
committee.
A
Okay,
thank
you
for
the
update
it.
It
really
helps
a
lot
to
understand
the
overall
plan
and
see
how
the
pieces
fit
together.
So
I
think
we
all
appreciate
that.
Thank
you.
Is
there
any
other
discussion
on
this
topic?
Any
comments
on
the
strategic
planning.
I
Hey
phil,
this
is
a
council
member
hallie
burton
sure.
I
just
want
to
say
that
I'm
I'm
really
excited
to
be
part
of
this
process.
I
think
some
of
you
folks
saw
that
my
name
was
there
as
far
as
the
council
member
kind
of
representation,
it's
really
important
to
me,
like
phil,
said
earlier
that
I'm
communicating
with
the
rest
of
our
council
members
the
best
that
I
can
and
making
sure
that
I'm
representing
you
know
some
consistent
thinking
there.
So
nobody
is
surprised
you
know
going
forward
in
the
future.
Nobody
wants
to
be
that
way.
I
I
I
know
that
when
we
completed
our
recent
strategic
plan
here
at
bvp
like
like
the
sport,
everybody
really
wanted
to
be
involved
at
that
intimate
level,
but
between
those
those
briefings,
those
one-on-ones
being
able
to
sit
in
on
some
of
those
community
conversations.
There
really
does
look
like
there's
a
ton
of
opportunity
for
everyone
to
be
involved,
and
so
I'm
excited
to
work
with
everybody
on
this.
A
Yeah
we're
we're
really
glad
to
have
you
it
it's
it's
great
to
have
a
city
council
person
with
us
who
has
your
level
of
commitment
to
the
library
and
excitement
around
it.
So
thanks
a
lot
for
that.
A
C
E
So,
as
jessica
reminded
you,
we
actually
just
reviewed
section
5.0
in
september
with
kathy
salder,
head
of
collection,
development,
acquisitions
and
technical
services
to
make
sure
all
of
our
new
board
members
understood
the
processes.
E
Normally,
we
would
have
waited
a
little
longer
in
the
rotation,
but
we
did
discover
our
form,
for
our
request,
for
reconsideration
was
not
as
clear
as
it
should
have
been,
so
we
had
already
planned
to
bump
this
ahead,
which
was
great
timing.
So
I
did
make
the
summary
sheet
for
you
all
this
time,
because
there
were
so
many
changes.
So
hoping
you
had
time
ahead
of
time
to
read
through
that.
But
I
would
like
to
ask:
do
you
have
any
questions
regarding
any
of
the
changes
that
we're
considering.
A
You
I
believe
that
concludes
the
real
business
of
the
meeting.
So
thank
you,
everybody.
We
do
need
to
select
a
trustee
to
review
the
payment
vouchers
for
next
month
kerry.
Do
you
have
someone
who's
next
in
the
rotation.
B
Next
on
the
rotation
is
trustee,
pantera.
A
Then.
Our
next
meeting
date
is
scheduled
for
wednesday
april
13th.
I'm
wondering
if
people
know
whether
or
not
they
will
be
able
to
attend
on
that
date.
A
So,
thank
you,
everybody.
I
really
appreciate
kind
of
the
rush
through
things
and
consider
creation
of
those
that
had
other
commitments.
I
believe
it's
time
for
a
motion
to
adjourn.
H
Bill
before
we
do
that,
I'd
like
to
add
one
piece-
and
I
will
send
this
to
you
as
well,
but
I
we
have
a
couple:
save
the
dates
for
your
awareness.
May
21st
will
be
our
summer
reading
kickoff
and
we'll
invite
you
all
to
that.
It's
going
to
be
a
fun
celebration
of
reading
and
then
be
calf,
which
was
mentioned
also.
We
have
the
dates
for
that.
That
will
be
september
16th
and
17th
so,
and
we're
actually
going
to
be
holding
that
at
to
boise
for
the
first
time.
H
So
we're
really
excited
about
being
able
to
work
to
boise
comic
arts
festival
in
the
zoo,
so
we'll
we'll
get
those
on
your
calendars,
but
I
did
want
to
when
I
had
a
moment
put
a
plug
in
for
that,
because
I
think
they'll
both
be
really
fun.
A
Thanks
for
the
update,
can
we
get
a
motion
to
adjourn.