►
From YouTube: Boise Public Library Board Meeting
Description
February 9, 2022
A
C
A
E
E
F
Yeah
absolutely
thank
you,
I'm
so
excited
to
be
here
today,
every
single
year,
our
council
members.
We
get
to
kind
of
pick
what
our
liaison
assignments
are,
and
I've
been
the
newest
city
council
member
for
a
while.
So
I
haven't
had
seniority
and
picks,
and
this
year
I
got
one
of
my
top
picks,
which
was
the
library
I'm
super
excited
to
be
here.
F
So
I'm
mostly
going
to
be
sitting
here
in
the
background
being
helpful,
you
know
where
I
can
and
making
sure
that
if
there's
anything
that
I
can
do
as
far
as
a
voice
for
our
entire
city
council
and
then
relaying
communications
back
and
forth
that
I'm
here
to
support,
but
lots
of
experience
in
non-profits
lots
of
experience
on
boards
and
lots
of
time
spent
in
the
library.
So
I'm
really
excited
to
be
here.
A
A
A
A
D
D
I
A
Okay,
all
right
hi
that
opposed
all
right.
Thank
you,
brian.
Okay.
Next
up
on
the
consent
agenda
is
another
action
item
in
regards
to
the
payment
of
the
bills
in
payroll
and
the
financial
reports.
I
trust
that
you
have
all
had
a
chance
to
look
through
those
and,
if
there's
any
questions,
we'll
open
that
up
otherwise
I'll
look
for
a
motion
to
accept
those.
J
J
I
am
here
indeed,
can
you
hear
me
yeah
great,
so,
just
just
a
couple
of
quick
things.
Today
we
have
gotten
some
bookmarks
in
the
printing
process
that
list
all
of
our
sale,
dates
for
calendar
year
2022
and
we're
planning
on
distributing
them
to
the
branches
and
having
them
available
for
folks
to
know.
So
they
can
plan
to
attend
all
of
our
sales
going
forward
this
year
and
then
on
on
a
friend's
housekeeping
issue.
J
We
are
deep
in
the
process
of
designing
and
standing
up
our
own
independent
website,
which
we
hope
to
have
done
in
the
first
half
of
this
year,
so
our
website
got
eaten
at
the
beginning
of
covid
and
was
unrecoverable,
and
so
we've
finally
seized
the
bull
by
the
horns
and
are
getting
back
with
a
more
public-facing
front
than
rather
just
having
a
facebook
page.
So
that's
pretty
much
all
I
have
today.
A
D
Yeah
and
I'm
stepping
back
to
the
agenda,
I'm
sorry!
I
was
a
little
slow
on
this
one.
Okay
on
the
financial
statements.
I
don't
want
to
lose.
We
had
an
action
by
that
we
were
going
to
maybe
have
a
separate
session
where
we
went
through
how
we
could
present
them
differently
so
that
they
were
all
more
meaningful
to
us
as
trustees,
and
I
just
wanted
to
make
sure
we
didn't
lose
that
okay.
A
K
K
We
have
an
opportunity
to,
of
course,
partner
with
the
library,
and
we
have
funds
that
have
been
earmarked
for
literally
for
the
for
books
for
books
and
published
materials,
and
so
we
are
currently
in
the
position
of
approving
getting
ready
to
approve
the
funding
of
some
books
and
that
will
take
place
this
year
early
this
year.
And
so
we're
excited
to
be
in
a
position
to
do
that.
K
The
there
is
a
fund
that
has
been
donated
donated
funds
that
have
been
there
for
a
while
that
have
been
able
to
be
used,
but
we're
excited
to
make
some
progress
on
that
and
contribute
to
the
to
the
library,
books
and
printed
materials
as
it
was
earmarked.
So
that's
coming
up
early
this
year
and
and
that's
all
I
really
have
for
right
now.
K
K
That
committee
is
being
chaired
by
our
vice
chair,
camille,
franks,
who's,
an
hr
person
herself
a
lot
of
experience,
and
so
she
is
working
with
the
committee.
We
hope
to
have
a
report
at
our
next
meeting
in
march
as
to
where
we
are
on
that.
So
I
think
making
some
progress,
but
it
has
not
been
completed
yet,
but
we
are
are
working
towards
that
right
now.
A
H
A
D
You
recall
in
our
december
board
meeting
we
were
approving
financials
to
be
submitted
to
the
city
and
there
was
some
confusion
about
what
was
prior
year's
budget.
New
year's
budget
comfort
and
unencumbered,
and
the
presentation
of
the
numbers
were
pretty
much
all
new
years,
which
left
out
a
significant
portion
of
the
budget,
which
was
the
prior
year's
carryful
ones,
and
we
talked
about
having
a
training
session
an
education
session.
Perhaps
some
trustees
meeting
with
libraries
got
to
talk
about
different
ways
of
representing
the
data,
so
it's
more
meaningful
does.
E
E
A
combination
of
vacant
positions
and
staff
that
were
out
temporarily
meant
that
we
did
need
to
close
early
some
evenings.
We
had
to
move
to
curbside
one
saturday,
and
then
there
was
a
monday
that
we
actually
just
did
not
have
the
staff
to
run
the
building,
so
we
try
to
adjust
and
cover
the
busiest
times
first,
whenever
possible,
as
we
talked
about
in
january,
you
know,
did
a
big
notice
to
the
public
physically
and
then
on
social
media.
E
Constraint
and
to
that
point
we
are
hiring
if
you've
ever
had
somebody
who
has
expressed
their
dream
job
in
the
library.
We
definitely
would
encourage
people
to
apply.
This
is
an
extremely
tight
hiring
market,
as
I'm
sure
people
are
aware
and
we're
working
to
really
better
understand,
two
things
related
to
that
one,
our
vacancy
rate
and
then
two
our
turnover
retention
rate,
and
this
is
some
data
that
we're
really
starting
to
dig
into
what
are
the
jobs
that
we're
having
the
hardest
time
filling
and
why?
E
What
roles
are
we
seeing
the
highest
turnover
in?
Why
are
people
leaving
the
library
or
the
city
in
general
and
then
what
can
we
do
to
keep
those
good
staff
in
place?
So
that
is
work
that
has
risen
really
across
the
city,
because
we
are
seeing
that
this
issue
in
this
labor
market
right
now
pretty
acutely,
so
we're
digging
into
that.
We'll
have
more
to
share
on
that
and
then.
Lastly,
I
wanted
to
do
a
quick
update.
If
you
remember
from
a
couple
months
ago,
we
talked
about
a
lynx
assessment.
E
B
D
E
D
E
A
E
A
D
M
So
we
have
a
lot
of
information
for
you
and
we
realize
this
is
a
complex
endeavor,
especially
due
to
the
unique
role
of
the
board
and
the
role
you
play
in
library
operations,
and
we
intend
to
be
very
deliberate
in
our
approach
and
communicative
as
well.
This
is
why
we
want
to
start
out
with
feedback
from
you
and
keep
those
lines
of
communication
open
throughout
this
process.
M
M
M
Now
I'm
going
to
hand
this
over
to
rob
based
on
this
general
definition
of
maintenance
work.
There
are
multiple
other
groups
within
the
city
government
that
carry
out
basically
the
same
duties,
but
in
other
buildings,
knowing
the
scope
of
work
across
these
teams
is
similar
and
day-to-day
tasks
are
in
many
cases
identical.
M
Just
as
I
said
in
different
buildings,
the
mayor
asked
staff
to
conduct
an
evaluation
of
kind
of
the
current
state
of
the
maintenance
function
citywide
and
that
evaluation
was
completed
one
year
ago
this
month,
and
that
is
what
rob
is
going
to
talk
about.
Rob
I'm
going
to
move
through
and
let
me
know
when
you
would
like
the
slides
to
be
forwarded.
L
Currently
this
happens
with
different
teams.
It's
it's
somewhat.
Fragmented
yorick's
team
covers
a
a
big
chunk
of
city
buildings,
but
library
has
their
own
maintenance
teams,
parks
does
as
well,
and
so
we
in
an
effort
to
really
see,
are
we
really
doing
things
the
best
are
there?
Is
there
a
better
way
to
take
care
of
our
facilities?
L
L
I
went
through
a
process
found
somebody
that
really
does
this
across
looks
at
facility
management
operations
across
the
across
the
nation
and
brought
them
in
to
do
an
evaluation,
and
the
scope
was
how
public
works.
Does
our
our
facility
maintenance,
as
well
as
parks,
our
housing
community
development
teams,
as
well
as
the
library
team,
and
they
came
in
looked
at
our
facilities,
the
types
of
operations
interviewed
the
maintenance
staff,
as
well
as
management
from
all
the
different
groups,
really
reviewed.
How
each
group
was
the
processes
that
they
use,
how
they
accomplish
the
work.
L
L
Do
you
look
at
the
water
heater
and
say
you
know
these
typically
last,
you
know
12
to
15
years.
This
is
like
11
11
years
old.
We
better
plan
on
replacing
that
next
year,
even
though
it's
not
actually
broke
yet
versus.
Do
you
wait
for
it
to
go
out
that's
kind
of
the
proactive
versus
reactive
maintenance.
L
L
L
There
we
go
and
really
what
their
what
their
recommendation
was,
is
if
we
consolidate
operations
rather
than
having
a
bunch
of
individual,
smaller
teams.
If
we,
if
we
consolidate
under
one
larger
team
that
there
that
there
were
some
benefits,
how
this
would
work
is
essentially
how
we
like
right
now,
like
in
city
hall,
we
don't
have
multiple
teams,
you
know
the
each
department
doesn't
have
their
own
team.
Really
yorick's
team
really
serves
as
serving
multiple
departments,
and
this
is
what
we're
really
talking
about
is
extending
that
concept.
L
Again,
we
do
the
same
kind
of
thing
for
fire
stations
right
now,
and
so
that's
really
the
the
concept
is.
Could
we
consolidate
those
teams
into
one
larger
team,
the
benefits
that
they
that
the
report
noted
one
was
just
a
better
efficiency
which
means
lower
cost,
and
that
could
be
everything
from
if
you
think
about
like
outsourcing
contracts
like
snow
removal
contract,
if
you
have,
you
know,
as
opposed
to
each
each
group
doing
their
own
contract.
L
If
you
have
one
larger,
you
can
not
only
have
less
less
time
spent
bidding
all
these
things,
but
it's
also
one
larger
contract.
You
can
get
some
efficiencies
of
scale
from
the
vendors
I
felt
like
it
could
lead
toward
a
more
proactive
maintenance
which
translates
to
fewer
I'll,
say,
surprise,
emergency
repairs
that
disrupt
operations
as
well
as
less
efficient,
cost
wise,
also
better
access
to
specialized
skills,
so
like
yorick's
team,
is
large
enough
that
we
have
an
in-house
electrician
to
maintenance
or
to
hvac
technicians.
L
But
you
know
with
with
a
lot
of
the
other
smaller
operations,
including
the
library.
It's
not
big
enough
to
support
that
an
electrician.
But
again,
if
you
consolidate,
then
you
can
in
source
and
really
have
those
folks
on
staff
rather
than
waiting,
especially
in
this
in
this
market,
rather
than
waiting
for
an
electrician.
To
you
know
electrical
contractor
to
answer
the
call
and
get
freed
up.
L
You
have
that
that
access
in-house,
as
well
as
with
a
larger,
a
larger
team,
it
really
aids,
the
the
maintenance
workers,
really
provides
them
a
better
path,
a
better
career
path,
there's
different
different
functions
that
they
can
advance
in
their
career
without
having
to
to
leave
the
city,
and
it
also
spreads
the
load
of
things
such
as
the
on-call
kind
of
off-hours.
Emergency
response
load,
rather
than
it's
circulating
among
your
existing
three
people,
they
can
be
a
larger
pool.
They
get
to
get
spread
out.
L
So
that's
kind
of
the
reason
that
we
are
launching
down
this
path
of
of
looking
at
consolidating
operations,
and
I
would
just
maybe
summarize
the
benefits
by
saying
in
a
another
sense,
it
really
allows
library
operations
to
focus
on
what
they
know
best
and
that's
providing
library
services
and
rather
than
them,
learning
about
the
types
of
roofs
and
stuff.
It
allows
that
that
to
be
specialized
and
focused
in
one
central
location
back
to
you,
chloe.
M
So,
based
on
that
evaluation
that
rob
so
eloquently
described
and
the
benefits
that
we
believe
would
be
gained
by
the
library,
what
we
are
proposing
is
moving
those
three
facilities,
maintenance
positions
into
the
facility
services
and
operations
team.
That
would
then
provide
ongoing
support
and
maintenance
to
all
of
the
libraries
in
a
larger
group
with
more
specialized
skills.
M
However,
we
are
very
well
aware
of
the
library
board's
obligation
to
oversee
the
budget
and
maintenance
of
all
of
the
library
facilities.
You
will
see
that
I
included
specific
language
from
the
board's
charter
for
this
slide.
That
discusses
the
maintenance,
as
well
as
the
budget
for
all
of
the
facilities
and
rooms
and
properties.
M
With
that
in
mind,
knowing
we
were
coming
to
make
a
wreck
of
this
recommendation,
we've
been
brainstorming
and
tracking
sort
of
the
mechanisms
and
methods
that
would
ensure
the
board
retains
the
proper
oversight
of
the
budget
and
maintenance
work
of
the
libraries.
So
we
think
that
these
mechanisms
involve
both
reporting
and
documentation.
M
I
want
to
be
really
clear
that
we're
still
in
the
process
of
examining
and
developing
recommendations
around
these
areas
that
we
would
then
bring
to
the
board
in
order
for
our
efforts
to
be
successful.
So
I
asked,
if
I
have
this
slide
in
one
more
slide
and
then
one
to
pause
for
some
feedback
from
the
board
about
these
areas.
But
let
me
just
go
through
really
quickly
and
kind
of
describe
or
give
a
little
context
around.
M
Each
of
these
so,
first
and
foremost,
is
the
agreement
between
the
facility
services
operations,
team
and
the
library
board
on
what
service
levels
the
library
would
receive.
So
we
have
a
document
that
covers
duties
and
response
times,
and
that
would
be
shared
with
the
board
for
review
and
discussion
and
we're
talking
as
an
example.
M
The
difference
in
response
time
to
respond
to
something
like
a
spill
on
the
carpet
versus
a
broken
window
versus
a
light,
bulb
replacement.
So,
really
being
crystal
clear
about
what
the
the
level
of
service
is
going
to
look
like
when
the
response
can
be
expected
as
as
being
a
predictable
event,
staff
is
also
currently
working
on
developing
a
formula
and
method
to
charge
facili
for
these
maintenance
services
that
would
be
similar
to
the
hr
or
it
charging
formula.
M
We
also
know
that
the
bar,
the
the
library
board,
will
still
approve
major
repairs
and
maintenance
projects
on
a
yearly
basis
as
part
of
the
usual
budget
process,
and
then,
as
part
of
that
approval,
we
would
look
into
other
related
approval
processes
for
purchases
and
etc.
So,
essentially,
that
major
repairs
and
maintenance,
those
projects
would
be
approved
by
the
library
board,
and
then
they
would
plug
into
the
work
plan
of
the
fso
team
to
carry
out
through
the
year.
M
M
Related
to
that
is
this
budget
reporting
component.
So,
in
addition,
staff
is
looking
at
making
adjustments
to
the
way
the
board
views
the
budget
reports
and
then
developing
a
budget
dashboard.
That
would
give
a
better
sense
of
the
story
of
the
budget,
and
I
think
this
is
what
we
heard
in
in
past
meetings
from
the
board.
M
It's
and
it
sounds
like
you've
already
provided
some
direction
on
what
those
budget
reports
would
look
like.
This
is
a
list
that
we
specifically
would
address
related
to
facilities.
Maintenance
here
are
the
questions
that
we
would
like
to
address
and
then
information
we
would
provide
we
as
part
of
their
operations.
The
facility
services
team
uses
a
platform
called
v
works.
It
it
tracks,
work,
orders,
work
done
today,
sort
of
work
in
the
future
and
what
the
assets
that
we
have
in
our
maintaining
at
any
given
moment.
M
M
A
Hey
chloe,
that
explained
rob
that's
a
lot
of
great
information.
I
think
we're
all
kind
of
digesting
that
through
it.
I
really
appreciate
it
also
hearing
that
we
can
anticipate
seeing
what
that
charging
formula
will
look
like
at
that
path
back
which,
similarly,
like
the
hr
it.
So
I
think
that
the
board
would
be
very
more
bad
to
how
that
is
calculated,
I'm
quickly.
A
D
L
It's
it's
our
responsibility
to
recognize
that
propose
the
cost,
bring
it
to
the
board
and
then
for
the
board
to
review
that
request.
But
if
you
wanted
to
essentially,
let's
say
you
know,
add
another
branch
or
do
something
else.
It's
not
like
it
requires
our
approval.
We
would
certainly
hope
that
this
would
you
know,
work
as
a
as
a
team
process.
As
you
know,
we've
always
done
in
the
past
on
those
capital
projects,
that's
kind
of
where
sean
and
his
team
would
bring
in
to
help
plan
that
identify
that.
L
L
That
agreement
really
dictates
what
we
are
you
know
supposed
to
provide
and
supposed
to
execute.
Ultimately,
I
think
that
the
control
would
would
be.
I
guess
the
concerns
would
be
raised
through
like
the
reporting
process,
but
in
terms
of
like
having
direct
staff
control,
it
would
be
very
similar
to
again,
like
you
know
how
how
you
do
like
I.t
or
legal
advice.
It's
not
a
direct
staff,
but
really
a
service,
that's
essentially
contracted
for
through
this
service
level
agreement.
C
C
So
I
would
just
ask
that
we
have
adequate
time
to
really
review
and
give
input
on
that.
I
wouldn't
want
to
see
it
just
for
approval
at
the
april
meeting
without
us
being
able
to
kind
of
vet
like
these
questions,
brian's
asking
and
making
sure
they're
adequately
addressed
in
that
agreement,
so
that
we
are
set
to
make
sure
we
have
enough
kind
of
reporting
and
input
to
fulfill
our
responsibilities.
C
D
G
M
Yeah,
so
if
I
could
just
chime
in,
I
think
what
we
have
identified
here
is
there's
sort
of
the
like
everyday
maintenance
work,
that's
taking
place,
that
is
done
by
a
certain
group,
and
then
we
also
have
these
capital,
like
these
larger
projects
that
are
sort
of
longer
term
need
to
be
planned
out
and
require
some
more
capacity
or
more.
You
know,
resources
and
maybe
level
of
expertise,
and
so
it
sounds
like
having
more
information
about
sort
of
the
delineation
of
those
two
and
who's
doing.
M
G
G
G
A
Onto
your
life,
your
phil
as
well,
I
think
we
would
we
would
gain
the
ability
to
have
the
power
of
you
know
if
you
have
to
go
out
for
a
bid,
for
I
don't
know
a
roof.
For
instance,
you
know,
maybe
we
have
that
at
several
different
facilities
within
the
city,
so
we
do
really
have
that
collective
power
versus
the
one
off
or
the
electrician
to
come
in
and
fix
something
at
one
library
location,
whereas
having
somebody
on
staff
can
really
benefit.
A
M
And
that
has
been
really
helpful
to
hear
the
questions
and
that
concerns
that
have
come
up
and,
and
so
what
our
intention
is,
is
to
come
back
to
you
in
march
to
address
the
feedback.
We
heard
present
some
recommendations
on
processes
and
information
and
receive
additional
feedback
and
input.
Our
intention
is
to
kind
of
bring
those
finalized
changes
to
you
in
april
for
approval.
I
think
we'll
have
to
just
continue
to
move
forward
based
on
the
feedback
and
make
sure
that
we're
getting
you
all
what
you
need.
N
Hello,
president
and
trustees,
thank
you
for
letting
me
join
you
today.
We've
got
some
special
guests
as
well,
and
carrie
is
going
to
be
kerry.
Davis
is
going
to
be
running.
The
the
slide
show
perfect
carrie.
Thank
you
so
much
so
I
wanted
to
kind
of
let
you
know
where
we're
at
so.
During
the
january
board
meeting
I
presented
to
the
board
about
the
strategic
plan
and
share
four
slides,
showing
the
burke
team
project,
phases,
schedules
and
roles,
and
let
you
know
that
you
get
to
meet
some
of
the
consultants
in
the
february
meeting.
N
At
that
time
we
were
also
waiting
for
the
contract
to
be
approved
by
city
council.
So
I
wanted
to
let
you
know
that
the
contract
has
since
been
approved
on
tuesday
january
25th,
and
we've
started
to
really
dig
into
the
work
with
brian
and
vivian
who
joined
us
today.
Carrie
next
slide,
please
so
today.
This
is
what
we'll
be
doing,
we'll
be
introducing
the
work
team
to
the
board
of
trustees,
confirming
process
and
outcome
goals
for
the
strategic
planning
process
and
reviewing
a
high
level
schedule.
N
H
Hello
good
afternoon,
everyone
trustee
is
very
glad
to
to
be
here
to
introduce
myself
and
the
team,
and
I
answer
any
questions
you
may
have
about
the
the
planning
process.
If
we
could
just
go
to
the
next
slide.
There's
a
slightly
younger
and
better
looking
picture
of
me
there
and
we
just
like
to
spend
a
few
minutes
to
introduce
ourselves,
gives
you
a
chance
to
to
get
to
know
who
you'll
be
working
with
I'll
share
that
we're
very
excited
to
be
working
with
you
on
this
process.
H
I'm
brian
murphy
again,
I'm
a
principal
with
burke
burke
consulting,
is
a
seattle-based
consulting
firm.
We
work
with
public
sector
with
not-for-profits
foundations
and
anyone
else
working
in
the
public
interest
and
we
provide
sort
of
strategic
planning
and
policy
analysis,
land
use,
planning,
financial
and
economic
analysis
and
general
management
consulting.
H
O
Thanks
brian
good
afternoon,
president
and
trustees-
it's
very
nice
to
be
here.
My
name
is
vivian
sabbath,
I'm
an
associate
principal
at
burke
consulting,
and
I
really
specialize
in
community-led
program,
evaluation
and
strategic
planning.
My
portfolio
of
work
really
tends
towards
the
children,
youth
and
family
serving
ecosystem,
so
that
includes
housing,
schools,
foundations,
nonprofits
and,
of
course,
libraries
and
in
this
project,
I'll
be
mainly
supporting
the
community
engagement
effort
and
analysis
and
I'll
also
be
backing
brian
up
with
some
project
management
off
to
you.
Louise.
P
Most
recently,
I've
engaged
in
consulting
work
almost
on
a
kind
of
selective
basis,
those
communities
I
really
feel
excited
to
work
with.
So
when
the
opportunity
came
for
boise
and
burke
in
particular,
I
was
very
excited
about
this.
I've
worked
with
the
kansas
city,
public
library,
trustees
and
board
engagement
recently
and
then
also
the
tacoma
public
library.
Susan
and
I
partnered
to
do
a
full,
comprehensive
strategic
plan
that
culminated
right
before
covet
in
2020
and
then
also
most
recently,
I've
been
involved
with
las
vegas
clark
county,
which
is
a
large
urban
library.
P
Q
Okay
well,
thank
you
luis.
It
was
a
wonderful
introduction
and
I'm
susan
hildreth,
currently
located
in
walnut
creek,
california
and,
as
my
colleague,
louise
I've
had
a
long
career
in
primarily
public
libraries,
but
working
at
the
local
state
and
federal
level,
and
as
louise
mentioned,
I
did
direct
the
san
francisco
public
library
prior
to
his
very
strong
tenure,
and
I
also
directed
the
seattle,
public
library
and
brian,
took
away
my
great
story
of
having
jessica
dorr
on
our
steering
committee
for
the
strategic
plan.
Q
But
that
was
a
great
experience
as
well.
I've
served
as
the
california
state
librarian,
and
I
also
directed
the
federal
agency,
called
the
institute
of
museum
and
library
services
that
provides
federal
funds
to
libraries
and
museums,
including
each
of
the
state
libraries.
So
I'm
very
excited
to
be
part
of
this
effort.
I'm
very
impressed
with
your
focus
on
community
engagement,
organizational
analysis
and
looking
at
user
experiences,
and
I've
done
some
recent
work
in
both
of
those
areas.
As
louise
mentioned,
we
worked
on
the
tacoma
public
library
strategic
plan
together.
Q
I've
done
done
organizational
analysis
for
the
san
antonio
public
library,
currently
working
on
analysis,
similar
to
that
for
a
county
library
here
in
california,
so
really
excited
to
be
on
this
project.
My
last
really
permanent
full-time
position
was
as
the
professor
of
practice
at
the
university
of
washington
information
school,
where
I
taught
community
engagement
to
our
graduate
library
students.
It
was
very
exciting
experience
and
I
just
completed
a
year-long
community
engagement
training
with
wisconsin
public
libraries.
So
I'm
looking
forward
to
rolling
up
my
sleeves
and
working
with
all
of
you.
Q
H
And
heidi,
if
I
could
just
mention
carson
briefly
before
we
go
back
to
you,
carson
blocks
also
a
member
of
the
of
our
team.
He
brings
great
deal
of
expertise
if
he
has
a
business
card.
I
haven't
actually
seen
it
because
of
the
world
we're
living
in
right
now,
but
it
would
say
library
technologist
on
it,
but
he's
so
much
more
than
that.
It's
it's
not
about
technology
for
technology's
sake.
It's
really
about
technology,
for
enhancing
the
user.
H
Experience
and
carson's
expertise
goes
beyond
just
technology
to
really
think
about
how
to
best
serve
patrons
and
also
how
to
do
that
efficiently.
So
there
is
that
efficiency
angle
too,
to
the
technology
kind
of
the
back
of
the
office
side
of
that
as
well.
So
we're
super
excited
to
have
him.
Sorry.
Have
him
on
the
team
supporting
a
focus
on
user
experience
and
technology.
N
Wonderful,
thank
you
and
thank
you
all
for
joining
us
today
and
and
talking
about
your
experiences
and
expertise,
we're
thrilled.
So,
as
you
can
see,
we
are
working
with
a
consulting
group
with
immense
expertise
in
library
experience,
community
engagement,
organizational
excellence
and
carrie
will
will
be
bringing
this
slideshow
slideshow
back
up.
We've
got
just
a
couple
more
slides
there.
It
is
perfect.
Yes,
so
next
slide
perfect.
Thank
you.
So
I
also
wanted
to
following
up
on
the
discussion
we
had
in
january.
N
I
want
to
pick
up
on
the
thread
about
our
previous
big
project,
so
some
of
you
are
involved
in
it.
I'm
sure
all
of
you
have
heard
about
it,
but
that
was
really
a
building
project
and,
as
such,
most
of
the
input
we
received
was
focused
on
elements
like
rooftop,
rooftop,
gardens,
reading
spaces
and
green
belt
access.
N
So
we
have
looked
back
through
the
documents
from
the
civic
center
for
education
and
culture
of
the
library
and
arts
and
history
center,
and
the
information
that
we
want
to
ensure
that
we
carry
forward
into
this
project
is
twofold.
So
one
is,
we
heard
a
strong
desire
from
the
community
that
they
want
to
have
a
voice
and
multiple
opportunities
for
participation
and
two
we
heard
a
preference
that
we
focus
on
the
library
system
as
having
multiple
points
of
access.
N
The
previous
master
facilities
plan
for
the
boise
public
library
system
went
through
2020,
and
so
our
current
step,
this,
this
strategic
plan
is
focused
on
people,
programs
and
services,
and
a
new
master
facilities
plan
will
be
a
later
step.
So
I
want
to
set
some
context
there
and
then
going
to
the
slide.
N
We
are
in
this
strategic
plan,
focus
and
process
returning
to
community
members
to
understand
their
needs
and
desires
for
library,
programs
and
services.
Those
process
goals
are
that
every
member
of
a
community
and
every
boise
public
library
staff
member
will
know
how
to
engage
in
the
discussion
and
provide
input.
They'll
know
how
our
priorities
are
determined
and
they'll
know
their
role
in
making
the
plan
a
reality,
and
our
outcome
goals
are
a
library
that
is
outwardly
focused
on
making
a
positive
impact
for
the
community.
N
We
serve
and
one
system
with
aligned
assets
that
maximize
value
to
the
community.
So
next
slide,
please
so
very
briefly.
Here's
our
plan
imitate
implementation
schedule
that
you've
seen
before
we're
in
that
first
column
right
now
that
february
column,
where
we're
kicking
off
with
the
board,
which
we're
very
excited
to
be
doing
and
then
later
on
with
where
you
all
will
have
project
briefings
over
the
next
few
months,
as
well
as
opportunities
where
we'll
detail
more.
Some
of
the
rules
that
you'll
have
in
those
community
engagement
sessions.
N
So
we're
very
excited
about
that
as
well
and
then
finally,
we've
got
just
one
final
slide,
and
this
is
where
we're
at
with
the
next
steps.
So
what
we'll
be
working
on
is
finalizing
the
strategic
planning
framework
and
beginning
to
build
more
a
more
detailed
timeline,
we'll
be
determining
staff,
workgroups
and
committees
and
then
creating
a
brand
and
logo
for
the
project.
So
we'll
be
back
in
march
with
another
briefing
on
the
strategic
plan.
A
A
G
Yeah,
thank
you.
I
was
glad
you
mentioned
the
the
previous
work
on
the
building
project
that
had
been
actually
gone
quite
a
bit
down.
Well,
quite
a
bit
of
the
ways
down
the
road
and
I'm
curious
from
the
burke
group
kind
of
how
how
you
would
envision
using
the
information
that
went
into
that
project,
and
maybe
specifically,
you
know
how
old
does
that
information
have
to
get
before
it's
considered,
stale
and
not
too
useful,
because
my
preference
would
be
to
use
as
much
of
that
as
possible
since
a
lot
of
good
work
went
into.
D
H
H
I
think
it's
important
to
acknowledge
that
there's
a
different
emphasis
here
more
on
peoples
and
systems
and
pro
and
services,
sorry,
people,
programs
and
services
and
less
directly
on
the
capital.
But
I'm
sure
you
heard
lots
of
information
in
that
process.
That's
directly
relevant.
I
think
the
only
other
place.
I
think
that
we
have
to
give
some
pause.
Is
the
world's
changed
quite
a
lot
since
that
time
the
demographics
of
boise
continue
to
change.
H
We've
had
a
massive
upheaval
in
the
pandemic
that
has
changed.
You
know
how
people
are
interacting
with
each
other
and
the
the
role
of
libraries
through
that
pandemic
and
and
through
broader
trends
and
changes,
have
have
really
changed.
So
I
think
it's
a
useful
starting
point
that
we
can
refresh
and
build
on
as
we
move
forward.
G
N
That's
a
great
question
and
we've
been
working
with
work
over
the
last
couple
of
weeks
of
really
honing
in
on
that
I'm
currently,
the
leadership
team
is
the
library
senior
management
team,
that's
how
we
have
it
planned.
We
are
finalizing
the
work
groups
and
those
will
have
different
staff
that
we're
working
with
about
this
year
management
team
on
on
who
would
be
best
suited
and
then
also
trying
for
opportunities
for
staff
to
volunteer
for
different
work
groups.
N
Once
we
get
that
finalized,
we're
also
working
on
finalizing
the
steering
committee,
which
will
have
people
represented
from
the
work
groups
as
well
as
jessica
and
myself,
and
then
we're
also
working
with
some
partners
in
the
city,
from
I.t
and
from
the
office
of
community
engagement
and
some
of
the
other.
So
we're
really
using
that
steering
committee
to
help
us
show
our
our
relevance
as
one
of
the
key
city
departments,
but
we're
finalizing
those
groups
over
the
next
couple
of
weeks.
N
C
C
A
E
E
What
could
we
have
you
do
individually
in
some
of
those
community
conversations
as
well
as
bring
you
together,
we'll
flush
that
out
more,
I
I
do
want
to
make
sure
that
we're
knowing
your
your
own
capacity
and
schedules
being
thoughtful
about
that,
but
also
making
sure
that
when
you
do
come
for
some
of
those
discussions,
you've
had
similar
ways
of
engaging
so
we'll
spend
some
more
time.
Thinking
on
that,
as
as
we
start
to
put
together
all
the
groups
and
that
timeline
in
more
detail.
H
And
I'll
just
jump
in
very,
very
briefly
to
say.
Other
elements
we've
considered
or
talked
about
is
to
do
one-on-one
interviews
with
trustee
members
very
early
in
the
process
to
get
your
thoughts
about
the
planning
process
itself
and
also
the
future
of
the
library.
Obviously,
and
also
to
you
know
if
we
think
of
the
work
in
sort
of
two
phases
of
information
gathering
and
then
subsequent
to
that
the
strategy
development
at
the
end
of
that
first
phase
of
information
gathering.
It's
a
super
important
pivot
point
and
a
great
opportunity
to
gather
the
board.
H
I'd
love
to
say
in
person
share
what
we've
learned
workshop.
What
we've
learned
you
know
not
not
a
sort
of
passive
presentation,
but
a
real
roll
up,
our
sleeves
and
like
sort
of
think
about
what
we've
learned
and
think
about
some
of
the
larger
elements
to
bring
forward
in
the
strategy
session.
So
that's
an
opportunity
as
well.
That
could
engage
the
whole
board
and
make
sure
like
everyone's
hearing
the
same
thing
and
on
the
same
page
as
we
move
forward
into
strategy
development.
C
So
I
appreciate
that
I
just
from
my
perspective,
our
very
job,
the
essence
of
what
we're
doing
is
strategic
development
of
the
library.
So
I
don't
think
it's
appropriate
to
have
us
kind
of
left
out
of
that
conversation
until
you
present
something
to
us
and
say
this
is
what
we
all
decided
is
it
okay?
So
I
think
we
do
need
to
be
providing
input
through
that
process.
D
D
N
Yes,
they'll
be
with
us
through
this
in
this
entire
timeline
and
a
lot
of
the
work
that
we'll
be
doing
towards
the
end
of
that
is
really
working
with
them
on
an
implementation
plan,
so
that
they've
they're
setting
us
free
with
all
the
information
we
need
and
to
move
forward
with
the
plan,
and
I'm
sure,
though,
that
we'll
be
able
to
check
in
with
them
as
well.
Yes,
they'll,
be
with
us
through
this
whole
schedule.
Okay,
all
right!
Thank
you!
Yes,
thank
you.
A
I
So
I
think
that
number
one
as
a
public
school
teacher,
I'm
always
very
interested
on
how
schools
fit
into
the
vision
and
collaboration
and
cooperation
with
libraries
and
that
being
a
huge
community
partner,
and
you
know
a
voice
and
sounding
board
going
forward,
but
also
just
the
process
of
gathering
information
from
our
stakeholders
and
from
our
community
that
we
keep
in
mind,
equity
and
really
creative
and
diverse
approaches
to
gathering
all
those
voices
and
the
burke
team.
That's
here,
I
have
no
doubt
the
professionalism
and
expertise
that
you
bring.
I
I'm
super
excited
to
work
with
you,
but
there
are
different
stakeholders
and
cultural
brokers
within
this
community
that
just
making
sure
that
they
are
leveraged,
because
those
brokers
will
help
you
get
into
our
newcomer
population.
Our
refugee
population
we've
got
very
exciting
that
new
afghani
families
that
are
showing
up
like
last
week
this
week
next
week,
and
so
that's
something
that's
totally
different.
So
just
if
there's
anything
that
the
board
can
do
to
help.
I
You
know
you
know,
connect
you
to
who
the
brokers
are
in
in
this
community.
So
we
can,
you
know,
diversify
those
conversations
and
make
sure
we
have
robust
feedback
from
every
community
member
that
can
benefit
from
the
library
we
we're
there
for
you.
So
not
a
question
small
rant,
but
I'm
super
excited.
I'm
really
excited
to
work
with
this
team.
So
thanks
for
thanks
for
being
here.
P
I
And
one
more
thing
about
language
moving
forward,
I
sometimes
I
find
in
different
organizations
I
work
with
and
even
within
the
school
system,
translation
and
interpretation,
sometimes
as
an
afterthought,
it's
like
oh
yeah.
We've
got
to
get.
You
know
this
into
arabic
and
swahili,
and
so
maybe
just
thinking
about
that,
like
every
piece
of
information
that
the
community
will
have
access
to
are
translations
available.
I
A
You
thank
you
for
that
feedback
sonia.
As
always,
johnny
has
a
great
perspective
from
that.
From
that
standpoint,
team
burke,
we
are
beyond
thrilled
to
be
working
with
you
and
as
soon
as
stated
with
the
expertise
and
just
the
background
that
each
of
you
have
I'm
really
excited
for
our
community.
What
we're
able
to
to
to
bring
to
division
and
to
light
here
anything
additional
with
from
teamwork
or
from
heidi.
Q
B
Recommending
any
changes
to
the
policy
for
it
of
itself,
however,
we
are
making
some
changes
to
the
regulation
piece
similar
to
the
home
home
base
regulation.
We
brought
you
last
month,
we'd
like
to
soften
the
language,
changing
limits
to
scope,
to
show
what
we
can
do
for
our
customers
as
opposed
to
what
we
won't
do:
you'll
notice,
a
strikethrough
of
eda
community
library.
We
wanted
to
make
sure
that
our
policy
and
regulation
matched
we
didn't
have
ada
community
mentioned
in
the
policy
piece.
We
also
checked
in
with
ada
community
library.
A
A
We
have
a
similar
evaluation
that
the
board
of
trustees.
We
will
look
to
have
two
board
trustees
as
a
subcommittee
to
help
to
select
today
that
will
work
on
the
evaluation
after
receiving
jessica's
feedback
and
the
other
two
pieces
to
this.
The
other
two
pieces
would
be.
We
also
have
a
a
similar
page
that
goes
to
the
chief
of
staff
courtney
washburn,
who,
as
the
library
director
she
also
reports
directly
to
courtney,
washburn,
and
so
we've
asked.
A
We
also
put
together
360
questions
that
we
will
be
presenting
in
a
like
survey.
Monkey,
for
instance,
I
don't
remember
the
exact
terminology
that
will
come
out
but
we'll
be
working
directly
with
city
hr
and
those
survey.
Questions
will
go
to
jessica's
direct
reports
and
the
leadership
circle
for
this
year.
A
Do
we
have
any
recommendations
to
make
any
changes
at
that
point,
getting
feedback
from
jessica
at
that
point
and
then,
if
there
are
any
changes
being
made
by
december,
so
this
can
be
rolled
out
sooner
in
january
to
begin
the
process,
so
we're
not
a
little
bit
behind,
like
I
kind
of
feel
like
we
are
right
now,
so
I'm
going
to
pause
for
just
a
moment.
Nikki
did
you
want
to
add
anything
additional,
as
we
were
going,
as
I
kind
of
briefly
ran
through
that.
C
I
think
I'll
just
point
out,
so
we
have
our
time
frame.
Documents
does
actually
at
the
end
of
the
packet
and
as
tanya
noted
we're
behind
this
year,
but
this
is
how
we
would
anticipate
it
working
in
the
future
as
far
as
time
frame,
and
then
the
only
other
thing
I'd
note
is
we
put
on
here
and
of
course,
subject
to
change.
A
Thank
you
nikki
as
we
did,
we
did.
I
think
he
points
out
the
the
time
frame,
taking
a
step
back
just
giving
some
thought
to.
I
think
traditionally
it
is
has
been
in
the
past
before
president
and
vice
president
doesn't
necessarily
mean
you
have
to
stay
along
that
alignment
as
the
board
president.
I
have
a
lot
of
interaction
with
jessica
on
a
monthly
basis.
A
I
would
possibly
you
know,
take
some
recommendations.
You
know
I
know.
Phil
has
had
a
lot
of
activity
in
the
way
of
the
vice
chair
for
the
executive
director
process
like
going
through.
All
of
that
which
was
you
know,
a
process,
and
perhaps
maybe
sonya
might
also
have
some
interest
having
been
on
the
board
this
length
of
time
as
well.
In
addition
to
myself,
you
know
I'm
more
than
happy
to
go
through
that
process.
A
D
A
A
Thank
you.
So
then
the
next
piece
is:
do
we
have
an
action
item
to
select
the
two
subcommittee
that
will
need
prepare
the
the
library
trustees
portion
of
the
executive
director's
review,
gather
review
the
documentation
back
from
the
360
jessica's
review
as
well,
and
then
those
two
subcommittee
members
would
bring
it
back
to
the
next
board
meeting
where
we
would
have
an
executive
session
to
make
sure
that
we've
not
missed
anything
and
we're
capturing
all
the
word
input
for
that.
A
H
I
D
J
D
A
A
A
D
F
Madam
chair
thanks
so
much
I
actually
have
a
request
and
I
wish
I
would
have
done
this
at
the
beginning,
but
I,
if
everybody
could
maybe
just
go
around
and
introduce
themselves
really
quick,
it's
hard
to
not
be
in
person
and
not
to
actually
see
everyone
there.
But
I
do
want
to
get
to
know
all
of
you
and
I've
also
included
my
email
in
the
chat
on
the
side.