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HomeMy WebLinkAbout2024-07-08 Board of Library Trustees Minutes _ivi=o �!=_r.'. y Town of Reading � � �' `�,� �- �x Meeting Minutes . �.� .:i.. ,,.,ae Board - Committee - Commission - Council: Board of Library Trustees Date: 2024-07-08 Time: 7:00 PM Building: Reading Public Library Location: Community Room Address: 64 Middlesex Avenue Session: Open Session PUrpoSe: General Meeting VerSion: Flnal Attendees: Membere - Present: Cappy Popp, Chair, PaVick Egan, Vice-Chair, Cherrie Dubois; Andrew Gregory; Monet[e Verrier (remote) Members - Not Present: Andrew Grimes, Secretary Others Present: Amy Lannon, Director (remote); Michelle Filleul, Assistan[ Director, Meaghan Clemente, Administrative Assistant; Maura Deedy, Local Librarian ConsWting, LLC ConSW[an[ (remote); Minutes Respectfully Submitted By: Patrick Egan, Vice Chair Topics of Discu55ion: � I. Call to Order 7:00 p.m. II. Public Comment No public comments were made in person or remotety. III. FV26•FY30 Stretegic Plan Presentation The Library engaged Maura Deedy from Local Librarian ConsWting. LLG to help create its new five-year strategic plan. For state aid and grant eligibility, the plan must be filetl with the MassachuseRs Board of Library Commissioners (MBLC) by October 1. 2025. The plan provides organizational guidance and direction for the Library and is used to creale annual adion plans to achieve stated goals. Ms. Deedy has professional Library and strategic planning experience with the MBLC, the Robbins Library in Adington. and the Weymouth Public Libraries. She now operates Local Librarian ConsWting, LLC. Ms. Deetly was excited to work on the FY26-FY30 strategic plan fo�the Reatling Public Library and thanked the Strategic Planning Committee, which consisted of Ms. Lannon. Ms Filleul, Ms. Verrier, Head of Collection Services Jamie Penney, and Head of Children's Services Olivia McElwain, fortheir valuable input and critical thinking during this process. Ms. Deedy staRed background research and committee meetings for this project in April 2024. The process did not include a library survey for the community due[o the nch data sels collected in other recent community surveys. Oage I 1 In May, Ms. Deedy contlucted staff retreats, focus groups, and stakeholder interviews on-site at the Library. She noted that Trustees and municipal stakeholders provided unique perspectives. She also had the opportuniry to engage in casual patron comersations and observe programming, which deepened her understanding of the energy, professionalism, and level of service present at the Library- These rich information-gathering sessions provitled high-quality tlata that helpetl identify trends and inform the development o(the strategic plan. In June, she worked with the Strategic Plan Committee to develop, draft, and revise the plan, culminating in presenting Ihe tlraft strategic plan to the Boartl at this meeting. Data sources include Reading's American Rescue Plan Act (ARPA) Priorities, Housing Survey, Library Landscape Survey, Library Surveys, Symontls Way Land Use Survey, DEI Assessment, Youth Risk Behavior Survey, Reimagine Reading Survey, antl the Reading Center for Active Living Committee (RECALC) report. This existing data reflects the community's many aspirations and concems. This valuable information can help the Library better understand ihe community's needs when providing impactful services. Ms. Deetly identitietl priorities antl emerging themes for improving ihe quality of life in Reading. Recreational and cultural events often intersect with enjoying outdoor open space. While the recent renovation improved the Library facility, accessibility is a concem for many other Town buildings. Also, residents support opportunities to age in place and remain engaged and connected. Community gathering spaces and socialization are critical. A key recommendation from the DEI Assessment notes that diversity is necessary for representative government and inclusion efforts to ensure success. Leadership roles should reflect the diversiry of the community and Li6rary usera The Library can also enhance the role of Community-Based Organizations by drawing more people into civics, increasing communiry engagement at recreational and culturel events, and engaging with various populations on diverse topics. Transgender and gender diverse (TGD)you[h antl studen(s of cobr are at risk for bullying and mental health incidents. Data also indicates a need For additional support for multilingual stutlents and families. Overall, a sense of belonging is necessary for all residents to feel valued in the community. The prior FY21-FY25 strategic plan hatl solid bones but needed some refreshing renovations for the FY26-FY30 strategic plan. The core values that guide the Library's work and [he vision [hat aligns with the ambitions and aspirations of the community remain the same. However, the new strategic plan will update the mission statement that tlefines why the Li6rary does what it does. The overall stretegic pnori[ies of the new plan allow the Library to continue b fows on activities that align with its values, mission, and vision. However, updatetl goals antl action items will inspire new projects. Ms. Deedy presented the new mission statement inspired by exercises completetl al the slaH retreats in May. The reduced length and simplified language promote [he core value of access. Keywords like "connect,""welcome,"and "engage"further support inclusivity. The tagline "building community, creating connections'will be used in marketing materials and community discussions to promote the Library as a space and place, one naae I z of the key strategic focus areas. The Library faciGtates connections to informative and ennching print and tligital material collections, new technologies, programs, antl between community members and organizations. The new mission reflects the importance of � growth and learning at the Library antl within the larger communiry to improve everyone's qualiry of life. Ms. Deedy reviewed the development process for a sample goal in the strategic area of focus for customer convenience and personalization. The need to support diverse, multilinguai residents across various literacy levels was identified by the Library staff, focus groups, and interview participants. Approximately 71% of Reading residents speak a language other than English at home. The influence and opportunities of each depaAment are consideretl in each action item. The overall goal is to expand the accessibility and dlscoverability of a robust collection of print and digital materials published in native languages, as well as popular items translated from English, for patrons of all ages and literecy levels. Ms. Deedy notetl that the stretegic plan's plan summary section provides a narrative overview of the process antl the philosophical questions and concems the Reading communiry is currentty facing, such as high-cost housing, an aging population, and divisive local politics. Ms. Deedy briefly reviewed the three strategic areas of focus: customer convenience and personalization, community learning and engagement, and the Library as space and place. Each strategic area has four goals and numerous action items. Ms. Deedy also summarized the methodology for developing the strategic plan, which included reviewing the prior plaq municipai survey dala, community engagement sessions, antl input from the stretegic planning committee. Ms. Lannon thanked Ms. Deedy for her work antl explained that the strategic plan's approval will be a voting item in August. Any changes will be incorporated before fnal approval and f ling with the MBLC. Mc Popp inquired about the most significant change lo qoals compared to the existing strategic p�aa Ms. Deetly explained ihat the new goals reflect the recent changes in the community and the ongoing commitment of the Library staff to address them by promoting accessibility and inclusion. Ms. Lannon noted that the areas of focus and the actionable nature of the previous strategic plan resonated with the staff and have helped guide them in educating and engaging with the commundy. Keeping the same key focus areas while uptlating the goals and action items according to the qualitative and quantitative data collected during this process will allow for continuetl growth and ezpansion. Ms. Dubois suggested revising the second community learning and engagement goal to begin with a verb rather than a noun for consistency throughout the document Ms. Deedy will update the language to include the verb Yoster." Mc Gregory asked about the staMs general feelings on the sirategic plaa Ms. Filleul clarified that the leadership team has reviewed lhe plan on behalf of the staff and believes the staff will appreciate it, as they are already beginning to work on some goals vaqe I 3 and action items. The strategic plan will be fully presented to Ihe staff once approved. Ms. Lannon noted that strategic planning sessions were well-attended by librery staff, allowing them to feel engaged, empowered. and positive about the process compared to the last strategic plan that was developed remotely during the COVID-19 pantlemic. Ms. Deetly has attempted to personalize the sirategic plan by incorporating language, ideas. and lhemes contributetl by the staff. Ms. Deedy clarifed that data was gathered from new conversations with patrons during organizetl focus groups, which used a series of questions to facilitate conversation. The , three focus groups included multilingual patrons, older adults, and Partners and Allies for Inclusive Reading (PAIR). Mr. Egan complimented the plan's clarity and flexibility. Although Mr. Egan believes the e#erior Library landscape project should continue to move forward, the Atl Hoc Library Landscape Commitlee recommendations and the availability of alternative funding sources through gifts and grants have not yet been clearly identitied. Mr. Egan also noted that it may be challenging to establish a Goartl recrudment or succession plan, as local voters ul[imately elect lhe Board of Library Trustees. Ms. Verrier acknowledged that the Board has no coNrol over the community vote but shouM take an active role in educational ouheach in the community about open Board seats and the benefits of serving as a member. Ms. Deedy clanfied this goal's connections to the DEI Assessment recommentlation for diverse representation. Ms. Dubois clarAied that the Ad Hoc Library Landscape Committee is still working on its project recommendations antl does not intend to use any municipal(unding or make ihe Library responsible for funding. Ms. Lannon suggested using soRer language such as "investigate(easibilily,"which was used in a previous strategic plan to explore the possibility of obtaining a 9enerator for the Library to serve as a backup emergency response center. Althouqh the generator itlea was unfeasible, the details were thoroughly explored with other municipal departments. Ms. Lannon suggested that commdting to landscape improvements as a strategic prioriry may be beneFcial in securing future grant funding. Mr. Popp asked for clarifcation on the succession plan. Ms. Deedy explained the importance of planning for cycles of staff tumover as personal circumstances change. Strategic and gender-neutral job posting language and diverse job posting locations for new positions can help recruit qualified candidates who will go beyontl just filling an opening. All forms of diversity are welcome. Meeting communiry neetls and reflecting diversiry in the community are also essentiaL Succession plans are intended to balance retention and intemal growth while incorporating innovation. Long-term employee retention in the library industry as a whole since COVID-19 was discussed. Atlhough some current employees have served the Library for over 20 years, limited upward mobiliry presents a challenge for many municipal and school employees, who often move on to other municipali�ies for new oppoRunities within less than five years. Some applicants may also 6e transitioning to libraries from other felds, such as teaching. Ms. Filleul siressetl ihe importance of cWtivating a younger generation of oage i a future librarians and library staff members thmugh volunteer and intemship opportunities. Ms. Lannon vrill share Ms. Deedy's contact information with the Board for further feedback and corrections to the strategic plaa Changes sent to Ms. Deedy 6y August 1 will be inwrporated inm a revised redline version of the stretegic plan ro be discussed and potentially voted on at the August meeting or in September if needed. A new strategic plan must be finalized and approved by October 1, Mr. Popp thanked Ms. Deedy for her hard work in ezpanding yet simplifying the original tenants of the previous strategic plan and developing new future objectives. Ms. Deedy �� thanked the Board for their thoughBul questions and engagement and excused herself at 7:59 p.m. IV. Financial Report Ms. Lannon noted that FY24 will be officially closed out in August. Ms. Clemente continues to coordinate the payment of FY24 and FY25 invoices with the Accounting Department The municipal ezpense butlget has been fully spent with the most�ecent warrant, and materials spentling has met state aid requirements. Despite the most '� recent payroll period ending June 30, some municipal salary funds will be returned to the Town due to various staff transitions. Ms. Lannon noted that in addition to regular cash donations, the Young Women's League of Reading donatetl in continued support of the EwTarium Museum pass. The Women's League of Reading generously donated approximately $1,000 of Tonies, a rype ot audiobook in which a cartoon figure reatls stories. The collection has been highly , anticipated and is expected m grow. The Library received a generous bequest from the Estate of Lawrence J. Stiles. Ms. Dubois and Ms. Lannon provided some background information on Mc 5[iles, who was an active local Reading resident for many years. A schedule of FY25 warrants for library invoices was presented. Atthough the Town runs warranfs weekly, the Library typicalty participates every other week to reduce the 6urden associated with in-person siqnature requirements. Ms. Clemente has carefully planned the warrant schedule around upcoming board meetings, holiday closures, and due dates. An emergency warrant outside this schedule may be necessary to accommodate payment deadlines for key projects. V. Director's Report Ms. Lannon reported that the exterior library pickup lockers are back up and running. li Senio�Library Associate Valene Gould Heithaus and Library Associate Alissa Lantlau � have crafted signage instmcting patrons m lift ihe cloth screen coverto begin. RPL will promote the service lo increase usage as ihe colder weather approaches. Volunteer hours are up ihis month due to Sophia Ortins, the new Office of Equity antl Social Justice intern. The Library has recently added a new LOTE4Kids database o�over 4,000 picWre books in more than 65 wodd languages. Each book has English translations to help children learn and experience languages other than English (LOTEj. This online resource will help engage immigrant, refugee, and mWtilingual families in the community. vaqe I 5 The Friends Speaker Series launched in June and has received over 2,000 views through the website portal across both live and recorded events. The Crochet Coral Reef exhibit will be displayed [hroughout the summer in the Studio with a matching game and prizes. The Librery received over 20 applications tor the full-time Children's Librarian I posdion. First-round interviews will begin this week. In July, Ms. Clemente celebrates her second work anniversary, and Ms. Gould Heithaus celebrates her siuth work anniversary. Ms. Lannon summarized recent professional development opportunities that Library staff have participated in. VI. Approval of June 10, 2024, Meeting Minutes Motion: To approve fhe minutes irom t6e June f0, 2024, Board of Library Trustees meefing as wriften. � (Egan/GiegoryJ '� Vote: Approved SO VII. Future Agenda Items In August, Head of Collection Services Jamie Penney wili present an update on the state of the Library collection. including annual circulation slatistics for fiscal year 2024. Proposed updates lo the Tutoring Policy and Meeting Room Policy will also be discussed. Ms. Filleul is investigating insurance coverage requirements at other libraries to minimize liability. The Library is arrently working with Communico ro develop a new website, mobile application, and meeting room reservation soflware and hopes to launch by August or September. Website content will be simplified lo improve accessibiliTy. For ezampie. Ms. Filleul noted that the Wilmington Public Library uses Communico for its website and mobile applicatioa The Trustees will be able to beta-test the new website and provide input. Room reservations will be possible through the mobile application. The Ad Hoc Librery Landscape Committee is wrrently working on its recommendations for the exterior landscape project, which will be presented to the Board in the future. � The Select Board recently votetl to establish the Ad Hoc Commemoration Establishment Commiriee, recognizing the legacy and impact of Iocai Boston Celtics legentl Bill Russell. The Board or the Library may need to appoint a representative to this new Committee in the(uture. Adjournment 8'15 p.m. Motion: To Adjoum at 875 p.m. (Egan/Gregory) Vote: Approved SO Re ecHully Submitted, P��gan, Vice Chair Gaqe 1 6 READING ,d PUBLIC , �� /,-,�!� ��`� LIBRARY =� - � � STRATEGIC PLAN 2026 - 2030 � - C� � . � . • . � .__..�._... � • . - _ iJ ''f - _ . . . � � .�€� � . . � . . . � " �s�a::•.. � �:- i ;. Strategic Planning Committee Michelle Filleul Amy Fang Lannon Olivia McElvciain Jamie Penney Monette Verrier �� READING vuaucuaaaxr I � Strategic Plan Timeline APRIL 2024 �".:.iY �Q24 JULY 2024 Background research Community engagemaM Community engegement Continued revisions enalysis Stretegic Planning 2 Staff Retreats Presentation of dreft Committee Meetings 4 Focus Groups Plan droking, strategic plan ' 9 Stakeholder Interviews devNopment eM revisions � READING � W BLK LIBPANY Data Sou rces • American Rescue Plan Act (ARPA) Priorities 2022 • Housing 2023 • Library Landscape Survey 2024 • Library Surveys 2023 • Symonds Way (land use) 2023 • DEI Assessment 2024 • Youth Risk Behavior Survey 2023 • Relmagine Reading Survey • RECALC Report • Recreation and Culture Top priorities for . open space improving the quality of . Town Buildings + Accessibility life in Reading, and . Opportunities to Age in Place emerging themes • Community Gathering Spaces + Socialization • Diversity is necessary for representative government, and inclusion efforts to ensure success • Enhance the role of Community Based Organizations • TGD and Students of Color at risk for bullying and mental health incidents • Support for MLL students and families • Belonging framework MISSION CORE VALUES VISION � �7 what is important ambitious why�we do what to us as we do our aspirations for the we do Work,what are our Reading guiding principles? ��munity �gW keep keep strategic plan STRATEGIC GOALS ACTION ITEMS elements PRIORITIES ' how RPL wiLL details the —� areas of focus to '� iniEatives and deliver on mission support the strat ic riorities � Projectstoachieve and achieve vision e9 P 9�� �G keep new new PU6LICLIBflNPV i Building Community, Creating Connections. Reading Public Library's mission is to connect all people v�✓ith opportunities to groW and �earn, . � and to provide resources to support a � �r✓e�coming and engaged community. � � � � �� r._� �„� a�� � z� �►G�� r� r�i � , �.. READING 's !�� �' �� VUBLIC LIBRNFY !+`�,' STRATEGIC AREA OF FOCUS: CUSTOMER CONVENIENCE AND PERSONALIZATION Goal 3� �pand collections and access for multi-Language residents • Build robust collections of print and digitat materials in languages spoken by Reading residents • Advocate to the library network to improve integrated library system capabitities to support multi-language resources and findabitity • Support English language leaming goals with print and digital material and services at various proficiency levels � READING PUB4C4BRARY