It's 5 30.

Let's start the Carson City Library Board of Trustees meeting.

Can we start with um roll call, please?

Chair Nichols.

Present.

Trustee on Airs.

Present.

Trustee Markle.

Present.

And Trustee Spansville.

Present.

We have a quorum.

Thank you.

Okay, item number three, public comment.

The public is invited at this time to provide comment on any topic that relates to a matter over which this public body has supervision, control, or jurisdiction.

Okay, no.

Okay, item number four, approval of the minutes.

Has everyone had an opportunity to look at the minutes?

This is trustee Linairs.

I move that we accept the minutes as they're written.

I second.

All in favor?

Aye.

All opposed.

Motion passes.

Okay, on to item number five for uh possible action.

And this is the a discussion and possible action regarding an annual unclassified employee performance evaluation for the library director, Joey Holt.

I do want to bring to the board's attention that we've already scored.

Jeff has already scored, so we won't be discussing her performance per se.

What we're going to be discussing is on page thirty-nine, we are going to discuss our objectives.

Oh, is that last year's objective?

I'm sorry, yes.

Thank you.

So the objective is to update the library policies and ensure they're consistent with the library's strategic plan and ensure those policies are accessible to the public from my point of view that seems like something we should keep.

Is there any?

Agreed.

Agreed.

And I think proposed objective two, as noted in the context, says that we all indicated that Director Holt made positive progress towards this objective, and the ex and expressed an expectation that this progress be continued.

So I think that that's already been stated in the collected documents as a good priority, a good proposed objective.

If something's going well, you don't want to stop it.

You want to keep it going well.

I think that my question would be.

Looking at page 39, the language of the previous objective.

Also number two said more day-to-day operations to deputy director to focus on admin duties.

So my question to Director Holt is if you anticipate that that specific portion of more day to day to the deputy to focus on administrative duties and admin as an umbrella is still the case.

Yeah, those little words salad.

Yeah, no problem.

So previously on page 39, number two, your previous objective said cross-train deputy director and hand off more day-to-day operations to deputy director to focus on admin duties.

In the current proposed language, it doesn't have that addition of two focus on admin duties.

And so I wanted to know if you anticipated that it would be more of that same kind of day-to-day operations handoff to focus on streamlining the administrative big picture.

Yes, I think that naturally by handing off some of those the duties that I'm doing that perhaps the deputy director um should take over, would definitely free up my time to do more administrative stuff and more advocacy work and more outreach, which kind of falls under the administrative duties.

So yeah, that it would.

I also have some questions about that about this objective, but we can wait for me to ask those if you'd like.

So please.

So my question is.

And so can we discuss specific benchmarks and measurable outcomes to establish what success looks like for these objectives?

But this one particularly.

Yeah, specific benchmarks, and how would we measure how would I measure um that I've met this objective?

I think that's an excellent, and I think that goes for objective one as well, because it's a it's a time-based situation for all of them as well as a goal situation.

So I really appreciate you bringing that up.

Are we talking now about objective two mostly or objective one?

Which one are we talking about?

Objective two.

Okay.

I have some questions on some others.

I didn't mention it during objective one because um I felt like that the time was as soon as possible when the strategic plan is over.

Um I do think it should be noted in the objective.

I think because otherwise next year there could be a different group of people up here or some different people, and they're going to be looking and saying how do you measure accomplishment if they didn't give a time?

And so I think that is important, and it doesn't mean we can't adjust the time because life happens.

I doesn't I think that you should be part of making the timeline, but I think for all of these, something should be in there, just like you said.

What will it look like?

How will I know we've arrived, right?

I think that's important.

But on objective two, I think that Chair Nichols brought up something, I think about the job descriptions of the deputy director versus the job description of the director.

And I have not taken the time to to look at the comparison, but I would think that is that what we're saying is that is it has it happened that over time, because you were saying in the past Joy was doing both jobs, and so is it that the um the delineated um expectations for the deputy director have blended into Joy's work because it was necessary at one time and they haven't been taken back?

Is that what we're talking about?

Perhaps maybe how would we know?

Yeah, yeah, that's sort of uh my question is how I can if if there is um an expectation of what I should be handing off, uh, because that's true.

Some of my daily work um definitely last year during at this time had been had absorbed some of the deputy director's um duties, but over this past year, and I think I didn't do a very good job of describing that or explaining it myself appraisal, that I have handed off a lot of duties to the deputy director.

Um there are some things that still need to be worked out that she's familiar with, but those things are in the and in a transitional phase, so we've started and we're still in the middle of it.

So um, but so that's why I thought to get a more clear um or to get some clarity on what it is that success looks like for this.

You know, is there a sp particular duties that I should be handing off that I can say I handed that off or um that kind of thing?

I think from my I was talking my perspective, it's um it's a little hard, and it's unfair to you.

So I'm just it's a little hard for us to come up with those because we are not HR.

I don't we can't, as far as I know, Jeff, correct me.

We don't look at like your duties and her duties and say this is what we want you to hand off to her.

I don't believe that's our is that our call.

Yes, please.

So I don't want us to over be overly critical or have expectations.

We don't know, we're not in the library every day.

We're not watching what you two do.

If I were to say to you, I would like to see her handle the day-to-day engagement with the staff, let's say.

Okay, I don't know if that's happening.

How would I know that's happened?

Right, right.

So I think that's not fair.

Jeff Coolum, Human Resource Director.

Uh, you are correct.

Uh um the board would be is the direct supervisor of the director and not the deputy director.

So I think it would put the onus on on the director to determine what um what changes need to be make or or develop that plan um for transition of those duties.

I think, again, from my perspective, hearing from you and hearing reports of new things that you've done, like, oh, I'm gonna go to this conference, or oh I've got this grant or I've done a lot of community outreach and spent a lot of time ball you know doing all this listening to new things that you've done to me would kind of tell me that Sarah is left kind of at the helm let's say and you're you know you're doing more the administrative things so if we see more stuff like that that's from my perspective.

If I get if we get um the employee feedback talking about engagement with Sarah um Joy's really great administrator she lets us know what's going on but she's always doing you know some I don't know I'm stumbling sorry but um I just feel like the objective the only way that we can measure it again is if you're not so busy doing a lot of the day-to-day stuff that you're not doing administrative and community outreach.

That's Markle for the record.

I just have a question particularly for Jeff.

If you look on page um 31 where joy lists objectives she would like to achieve um and her self appraisal um I think we're struggling a little bit with uh the difference between objectives and goals and um I don't have any problem with objectives because I think that they can be somewhat um fuzzy maybe but maybe the when Joy lists objectives she wants to achieve in her next year maybe those should be expressed a little bit more as goals as opposed to just objectives.

Does that make sense?

It does make sense and I think the word objective and goals in this evaluation form um can be interchangeable um I think objective you're looking for a specific outcome uh at the end of the evaluation period whereas goals it really establishes the you know if you look at smart goals like how you know what is the objective but also how do you achieve achieve them and what timetable so I think you could look at both um I think um what director hold is saying is she's looking more for the specifics um that what a smart goal would have um but I think that's up to you how you want to establish that and and word it but it can be you can establish not only the the final outcome but how you get there with details you can do that.

Um as I as I look at this when we look at the objectives um particularly um okay let's let's take um proposed objective number two if you um reword the self-appraisal objective of continue to analyze and develop more efficient and economical workflows and practices that's very relevant to um day-to-day operations with communication with the deputy director is that is that what we're talking about I mean is that making any sense to people well I I think that there's um well I think she could do both though because she could continue to analyze and develop more efficient economical workflows and practices she can develop them but then she hands off okay this is I've developed how we're doing this and then hands hands it off to the deputy director to make sure that it is implemented.

Yeah I mean I'm not asking that the objectives on her self-apraisal be changed I'm just asking if we can maybe change the wording because apparently people want more clarity on um director Holt when you asked for further clarity did I hear you correctly when you asked for like how would we measure this what happen for proposed objective number two like how what the would this look like if it were being done well.

Right.

What does success look like how what are what would be how might I meet above expectations is what I'm always going for.

Yeah um how might I communicate that and um Chair Nichols did touch on that how I might best communicate I've met these expectations but I I'm unclear about how I can how I can indicate or be both clear about the ex the how I've measured them if I'm not quite sure what the expectation is.

Okay so it's twofold then it's like what the expectation is and how to demonstrate it right seating expectations.

Because my can thought is that um it could be a bit subjective and so there might be someone who thinks oh you've done a great job you've done plenty of things and someone else who thinks well you didn't do enough and so really what is enough I guess is sort the very like blunt way of asking um yeah for me I would imagine that there was something replicable uh or longitudinal about how you could demonstrate this like I'm thinking it could you codify perhaps in in wording as you alluded earlier to um you know this is what the deputy director does this is what the um this is what the director does versus the deputy director and it's almost like a um a chart of some kind or some sort of visualization of what you took from your existing roster of duties maybe some of that is official on HR paperwork now maybe some of it isn't and then at the end of your evaluation period is like these are the things I decided were going to move over into the deputy's roster as it were this is why I made those decisions um going back to my personal goal of analyzing developing more efficient economical workflows I'm imagining that if I could see your thought process as to why you handed certain things over and that there were a document of some kind that would mean that that could continue being the case um because you wanted to have some longitudinal efficacy right then I would feel just personally that that would be a good demonstration of that organizational logistical movement but in a way that I as an outside observer could understand your thought process.

And maybe we could have that early on this is what she said there's some transition this is what we're also going to move over by the end of the year.

So then when we look at her um her evaluation she can show us this is what we moved over this is everything that the deputy director is doing now this is what I'm doing now.

And so if it's everything then she totally met it and it can't be subjective nobody can say she didn't do enough.

Sometimes I think when we use the word continue to it it just it's kind of like an easy way out sometimes it you know we might want to change the wording to say transition significant responsibility for day to day operations to the deputy director position um and will reflect that on the year and evaluation next year.

I mean it if you are transitioning instead of just continuing to transition but if you actually use an action verb to transition significant responsibility for day to day operations to the deputy director positions then you can enumerate or um you might be able to describe certain things that you can transition and you you might not even know what you can transition right now.

And I think that it's important I agree with you very much.

I think I think though it also has to be in accordance with what's in the job description for the deputy director that this couldn't be something that is an arbitrary decision that we would not want Joy to be saying well I've decided Sarah's gonna do this but it's not in Sarah's job description well right it could say transition significant appropriate responsibility for day-to-day operations as outlined in the deputy director's I hope someone's writing this down so we can go well it's not there's nothing to vote on yet it's very hard Jeff I wonder if you could help us can you give me or or joy either one if you were to say the short version so what's different in the duties between the director and the deputy director if if we are saying continue to um shift to the deputy director what should the deputy director reasonably expect is something that's part of their job I mean give me a a little well the director does this and the deputy director does this what would that be um I can tell you what I did when I was the deputy.

What are they supposed to do?

Not so much what what what is the there must be a job description for each of them.

Right.

So what is it that in the you know if we all did just what we should what is it that is desirable because there was a reason that this goal proposed objective was put in last year and this year and we're not touching on it very much here but it has to do with the employee comments I think is part of it and from last year.

This year I'm not sure exactly but we must have all had some common thing.

But I'm not sure if that's what we're talking about or something else that we're talking about.

So what are the two jobs in a nutshell what are the two jobs?

Well uh I feel like I the reason I said that about being the um what I did is because I I feel like I did a pretty standard um deputy director position at least in my experience because I was a deputy director at another library so what a really important part of what a deputy director does is handle the human resources piece in terms of getting all of that set up when someone comes on board making sure that all of those um you know when we're when we're setting um point uh interviews and um does all of the the intricacies with that make sure that everything's getting set up in um with human resources correctly and uh really just handling that frontline human resources stuff and working with um the managers and some to some extent when dealing with making sure that the employees have been properly onboarded also that person um takes care of uh providing budgetary or or helping working in tandem with me and that's a lot of what the job description says is working with the director to perform these duties um as support to the director so they look very similar um the job descriptions look really similar the deputy is also meant to step in as acting director when I'm gone um but one of the things that um Sarah helps can help with um and deputies help with is sitting down and keeping track of the budget and um figuring out with me uh where we're at with the budget and then making sure that um we're staying on track with that and she will check in with the different managers and make sure that they're aware of where we're at with the budget.

So for example we're coming down to the end of the fiscal year.

So she's making sure that all of the um managers know that we're coming down to the end of the fiscal year making sure that we're about to wrap up our book purchasing when we did that in May to make sure that we're not going to um fit the mistakingly buy something that isn't going to fit in because we haven't received the bill that isn't gonna we won't apply to fiscal year the end of this fiscal year.

So she will help he um or she does help keep track of that and then just make sure that um we are staying abreast and current with our policies and procedures and making sure that um we're properly updating everyone about what we've talked about and um really making sure that the wheels are staying on the bus and helping support me to do that.

And then also she helps with um grants when we do the grants helping me make sure that those are getting spent correctly and checking in with the staff that are meant to be um engaged in that and purchasing the items that are meant to be purchased with the grant money so that kind of thing.

A lot of it is very interchangeable with the director in so far as the expectation isn't as high as it is for the director but the deputy really supports the director and stays informed about what's going on.

Um and I know you weren't here so I'll answer it part of why it was on hers last year was because she didn't have a deputy director on um and then Sarah was gone for a while.

She had one and Sarah was gone for a while.

But we heard a lot of haven't been able to do this because I'm doing both jobs.

So we just want to make sure uh we wanted to make sure that that when Sarah came back that um Joy knew that we expected Sarah to take on more and more so that Joy could do the things that we were asking her to do.

And again that's part of me w part of like my metric how I would measure a lot of those things we asked her to do she was able to do.

For instance if you go back to one which I know we're not talking about but this is an example if we said we're gonna give you six months to get the rough draft to us um I would expect that she could be able to do that because she's got a deputy director again who can do a lot of the day to day stuff so that she can more focus on that one once the strategic plan is done um things like that.

So I would uh suggest that we um not include objective number two me more well I I think again I think it's a difficult thing to measure and I think if we believe that Joy is doing a a good job she is already working with Sarah to make sure that Sarah is um assisting her in appropriate ways is is uh you know doing the follow-up work that she's been asked to do.

I I don't know that we need to we need to you know define specific areas where joy needs to give more responsibility to Sarah I mean because I think that as a leader and as a director you know that's part of our job and I don't know that it's terrifically measurable.

Yeah that part about the terrifically measurable I think is is evident.

Yeah I mean I I think that the um success is a strange word sometimes but um the ultimate success over a time period is gonna be um positive employee feedback and you know no problems that are coming up okay so it it I think you're just saying just do your job and have Sarah do her job.

I don't think that I mean we're not we're not bound I'm not dismissing it right so I'm I'm agreeing.

Yeah we're not bound by these objectives.

No these are just proposed I mean you don't have to have I mean you can pick and choose or develop other objectives um that you want to establish so these are just um um things that we consolidated from um your individual responses um aggregated into one form so you decide how you want to proceed going forward.

And I I agree with um sorry that there's not the same situation as there was last year where there was still some um you know, with Sarah being gone and the transition.

So I, you know, I I don't, I think we just need to think about whether we need to include that objective at all.

I don't mind that.

The only thing I'm gonna I'm gonna argue back is that none of these, I'm looking I'm looking at the rest of them.

Because we don't work with her, or it's so weird because we're her boss, but we don't work with her, we can't see if any really if these have been met.

Except again, number one, if we give her a time frame, then we'll know.

But continued outreach efforts.

I mean, she can continue.

Let's say she just tries her heart out.

She's doing everything she can, but she doesn't get a lot of feedback.

She doesn't get a lot.

I mean she's she's trying and trying, but she doesn't get a lot more.

We're not there every day seeing her go out and talk to people.

But what we see there are the results, and we're like, well, we don't see a lot of community engagement.

Okay.

So that's number three.

Let's not go there yet.

But what I'm saying, no, but I'm I'm just saying a lot of these because we are not there, we're not there every day.

We're not gonna see, I think the tangible, maybe.

I'm just I'm just putting it out there.

But if you guys don't want to do number two, we don't have to.

I think I want before we say that totally.

There's a reason number two is here.

Jeff looked at all of our evaluations, and he found something in them in.

Let me look.

Well, but it says they as we made positive progress.

And an expectation to continue.

So we all said something that you know what I mean, and he probably tried to encapsulate it, oops, sorry, into uh something so that it could be uh in sync with where we've already been, and and I wonder if it isn't Joy's own continue to improve communication style with library staff is part of it, is my guess as to what that was, or it was.

I mean, that's what I I mean, Jeff.

You had to look at something to come up and say, Well, this one still fits to some degree, and so if we just say it's out, we haven't read each other's work, right?

And we're we want to be um we we just want to do the right thing.

But it there's a reason that it's in here something made you say something needs to continue.

There needs to be continued work on because we all must have said it.

We might have just wrote the goal down though.

I I don't I don't know that we would have said I mean I think that it's logical to say, you know, sort of continue the good work.

And you know, the the objective from last year says cross-trained deputy director and hand off more day-to-day operations to focus on admin duties.

Uh, you know, it's we can't we can't measure what admin duties are being done.

I mean, other than sure it's a it's a part of the job.

I I have a suggestion if if the board's interested in hearing.

Of course we are.

So, um, I one way you could measure, I'm of course it would mostly be self-reporting because you guys aren't in there day to day, but you could say you know, with the, for example, at the at the December meeting, you know, Director Holt will bring a list of uh of duties that she's uh either recently completed transitioning to the deputy director, ones that she is in the process of transitioning and ones that she intends to complete transition of by the time her next evaluation rolls around.

You've got an objective list, everyone can agree on it.

It's measurable.

Of course, it's mostly measurable through self-reporting, but it's measurable, it's it's concrete.

That might be something worth considering.

I think that's a great synthesis of what we've been talking about.

I like that proposal a lot.

So I have a uh a procedural question.

I understand that this is for possible action, and we're having the discussion and the possible action.

Uh the possible action is not per objective, it's for all of them as a complete unit, right?

Correct.

Okay, great.

Thank you.

Absolutely.

So we'd be here all night.

That was my question.

You don't want to be here all night, do you?

Um, so do we need to rephrase the objective if we keep the objective?

Yes, I think we need to rephrase it so that we're all on the same page, she knows what's expected, and we remember what's to be said.

So Adam, how would you rephrase that then?

Just say I sure, so um.

I would I would probably keep what's phrased there right now, continuing transitioning significant responsibility for day-to-day operations, blah blah blah, etc.

Okay.

And then say, you know, pick a meeting date, but on or before blank meeting date.

Director Holt will present to this board a list of uh duties that have been transitioned to the deputy director, duties that are currently in the process of being transitioned to the deputy director, and duties that are anticipated to be transitioned to the deputy director before um we'll call it June 1, 2027.

What do we think?

December meeting as the time to get that, because we're busy right now also with sounds good.

Um strategic plan.

So we'll uh we'll pluck everything on her.

Okay.

Well, we also don't know if there's any duties that need to be transitioned.

Oh, yeah.

She could come with a list and say, Here's everything I've given her.

Well, yeah, but not in this past six months.

I mean, from December from now to December.

Right, but maybe there aren't any more.

Exactly.

So she just or maybe she does it before December, since there aren't any more, she would bring it to us because it's gonna say honor before she brings it to us and says these are the duties that I do, these are the duties that Sarah does, this is why and then she's met her objective.

On or before December.

Good job, Director Holt.

Well, I think uh looking at through the rest of the document um and some of the the context provided, I think there was sort of a a general theme of appreciating increased transparency.

So even if the this the so-called list that we have just defined as part of this proposed objective number two, even if it is not a very long list, like I still think it's worth doing for the sake of transparency and understanding how these things function within the operational organization of the library.

I I mean I would benefit from that, and I would imagine that inquiring minds might like to know.

Correct.

I agree, I agree.

So can we go back to objective one and do the same thing?

Sure.

So prioritize updating the library policies.

This is all good.

Do we want it all in one lump?

Do we I would prefer to have it segmented into like are we going to have a meeting where all the policies come to us updated and we have to go through each policy?

Or are we going to ask her to do break it in thirds or break it in fourths, or um what you know I know that in the past there's been the um there's the easy stuff that that Joy has referred to that'll be easy to take out because they refer to um things that no longer exist, so that's not going to be hard.

But how are we wanting to receive and look at because the board approves the policies?

She's closer to it, she understands um how to write them, but in the end, all of this is intended to exist after all of us have passed the torch to another group, you know, beyond us.

So we would want to have time not just to say, yep, looks done.

I mean, we're going to want to look at them and maybe have questions or, you know, whatever or not.

I don't know.

I don't have no idea what you know.

So do we want them all in one chunk?

Or do we want them sectioned?

And well, we could, I mean, based on what Adam has suggested, we could say um presenting a minimum of one policy at each board meeting.

Which, you know, it could be really short, could be longer.

Could be five of them, but a minimum of one.

I like that.

That should get us through 12 of them.

Well, and then to or maybe it would then we say with the goal of they will all be done by the end of the year, because this was something from last year that didn't get done.

And so that would be two years of something being on our website that's inaccurate possibly, or maybe it's not, but we don't really know.

I am hesitant to have this go um beyond this year.

You may want to know this off the top of your head, but how many pages is our policy?

I don't know, but I can look it up right now.

Oh, thank you.

Well, I need to add this as late materials, Adam.

I just want to count and we'll look at it.

Okay.

But I wonder if we even have to know the exact amount if it needs to get done.

Because if it's pay if it's my thing is I would this is just me.

But if it's not hundreds of pages and it's 39 pages, 40 pages, I would like to see one rough draft.

I had you know, and given us like two weeks before the meeting, so we all have time to look at the rough round.

I'm envisioning what that meeting would be if we have discussion on quite a few things.

Everything.

No, of course not.

But we don't know what we're changing because we haven't looked at it.

It hasn't come to us yet.

So I mean I'm hesitant to just leave the door open and say we'll look at them all and discuss them all in one meeting.

I think I I would tend more towards bets but allow joy the ability to to determine I'm gonna I have a lot of time, I'm going to do a whole bunch now, but you know, I know I'm gonna really be pushed over here, so I'm you know, I'm not only gonna do the one, something like that to allow the flexibility that's realistic for her to do the work and for us to digest what comes.

Well, it could could be something like uh with a minimum of one policy per meeting with the goal of completing all of the current policies, um, or examining or whatever we want to call um by the end of the fiscal year or by the end of the is it a fiscal year.

Exactly.

I like I like that.

My only hesitation is with the word all because I don't know the totality of the all at this time.

The page count is thirty-four, and that includes appendices.

Okay, and roughly speaking, because this is a excuse me, a continuous right of a previous goal, um, what percent complete in going through those and taking some out, would you say has been done up to this point?

Um ballpark.

Probably just taking the low-hanging fruit out that I've worked on, um, 25%, if not more.

That's probably a low ball number.

Um, but I haven't um I haven't really looked at that, honestly.

I've just taken the low-hanging fruit out.

Right, as you um stated.

Right.

Um, so that is there's that will definitely eliminate some of this um the number of pages.

Uh-huh.

Um, but there will be some recommendations that I will make on other uh policies that are currently in here based on just my recommendations of what I think might be worded better or what I think is more applicable to what we're doing now.

Yeah.

Um I think that it's a very comprehensive uh set of policies.

I do think there are some things that um will should change, um, aside from just the things that are old.

Um but looking at it um studying it really, I I think there's a lot in here that should stay.

Uh-huh.

But but again, my job is to recommend y'all what policies um I suggest, but ultimately it's your decision.

So um yeah.

Let me ask another question, and I don't know if you know the answer to this.

Do you feel because again I don't want to overburden you and um make an unrealistic objective?

It's not like you're gonna start on this tomorrow.

I mean we're waiting until the strategic plan is in place, correct?

Yes.

Will we have time because that's gonna be done what in August we think?

Yeah, August or early September.

Well, you have enough time to um after that to do it and to bring it for you know in chunks.

By the end of the year?

Mm-hmm.

Oh, yeah, for sure.

Okay, yes.

All right.

Hopefully before the end of the year.

But that said, uh, how would you like to do that?

How would you like to review those policies?

Is it uh a draft and then another draft and then another draft, or policies in increments that we then decide upon, and then I bring the other parts of the of the um policies or um goals to go over.

Not goals, but yeah, policies.

I don't know.

In my thinking, it's it's um some of this can be done before the strategic plan is done because some of it is just passe.

I mean, there is no brick.

I mean, you know, there's some of this is already done, right?

I don't know, I prefer incremental.

It would I don't even think they need to be we do page one through five and then we do page six through ten.

I don't even think it needs to be like that.

I think it needs to be what she can do, but I'm not gonna get hung up on which number of, you know, which policy gets done first and which one gets done second.

But I really appreciate you saying these are I'm gonna bring these recommendations right there that says we have to discuss it.

I do not think discussing all the policies in one board meeting is uh wise, yeah.

I'm thinking about accessibility because even though we don't always get public comment, the public is always invited to comment, and policies are one of those things that yeah.

Maybe they need to know which ones we're going to be looking at.

We're gonna be looking at the blank blank and blank policy.

Right.

So I'm wondering if yeah, I'm wondering about the accessibility of that.

Good point.

And I think chunking it would be good.

I also agree with you that um doing everything all at once is just not feasible.

So I'm wondering from the collective brain trust here, how could we how could we if anything dictate that the language and objective one to be as inclusive of public commentary on those policies as possible?

Well, I like that's wording, so I don't know why we why wouldn't we just go with that?

A minimum of one policy per meeting.

Um I think that uh the agendas don't uh uh specify which policies are gonna be talked about.

So it's not like the public's gonna know ahead of time.

Okay.

I mean this But should they this I mean should we we should if if Joy's going to say I know where I'm gonna start, I'm gonna work on this, I I don't even know how to phrase the policy.

We're going to be discussing the policy on internet usage.

We're going to be discussing the policy on whatever, and that why can't that go in the agenda?

I I think that um it would be better to have the policies presented, have the discussion about the policies.

Uh-huh.

Because some of the policies won't require a lot of a lot more work if there are and then if there are parts that need clarification, it can be um we can recommend that we continue the discussion.

Ah, I see.

So then we would have the ability to put our I like your your brain trust.

It sounds so flattering to us.

But anyway, is to put that together, but not make a not vote on it in the same meeting that it's presented.

Right.

Let's go to Adam and see what he does.

That's something that was contentious.

Yeah.

I mean, it could be um and then because if people are really interested, they can read the minutes and find out what we discussed, and then they're ready for the next public comment.

Well, one thing we could do, because there are some policies that um we could discuss many on a single day.

Um, so perhaps if we did a draft with changes redlined to show the public this is what we've this, these are the proposed changes, and then we have that conversation, and then I go back and change again with a red line so that I that next iteration is identified and clear identified and included as supporting materials, et cetera.

And that could be done in batches or all at once.

Well, I think that if we do it in batches, we're potentially dragging it out, um longer than we need to.

So we could do instead of this, you know, the of the one objective, we could do page numbers, like one through five or one through ten um would from in my mind make more sense.

There are gonna be some pages that are longer than others.

Um, but for example, if just looking at it right now, there's um, you know, a series of uh like general library objectives, for example, that's on page two.

Then there is the library bill of rights.

The library bill of rights won't change because it is what it is.

That's um per the IALA Library Bill of Rights.

Um, and then the statutes.

I might word this a little bit differently, but I wouldn't make a lot of changes there because the statute is the statute.

Um and so there's there's some things in here.

I think there's a lot in here that um in a preliminary draft would not change.

Gotcha.

We would get more granular as we we would likely get more granular as we go.

Okay, and these would um whatever we decided, whatever you decided we should discuss uh would be presented as supporting materials, right?

So that does give the public a chance to um see what's being um, you know, if we're deciding to eliminate the internet and so people might be pretty exciting.

They might come and comment.

I don't know.

And so that we can have the discussion, but not how would there is a way to phrase it so the public could say, well, this is what the board thinks, but I'm gonna go next time and tell them I think that's yes or no.

I mean, I don't know that we if we do it this way, I don't know that that we would need to do that.

But yes, the public could come the next time.

I mean, I don't know.

Yeah, there's bound to be five or ten people out there pay attention.

I'll I'll just say that the agenda titles are always um the goal is to always have them um written so that there's enough specificity that people know what is likely to be discussed, um, but also enough breadth to what you guys get into tangential and related things.

So for example, you know, it would probably say, you know, discussion and possible action on, you know, the library's policy manual, including but not necessarily limited to policy X, Y, and Z.

Okay.

Um, and then uh in terms of the motion, the action you take is entirely up to you, right?

So we've discussed this enough, we're not gonna take an action.

You don't have to take action on on things for possible action.

Go ahead.

And one way I could be within um that suggested uh process, um, and then but also limited in a way is make a determination, it doesn't have to necessarily be page limit page amounts.

I can just say we've got there's this many, and three of them are going to be very easy um decisions because they're not gonna change.

And then you know, keep it rocking steady as we go forward, um, but you know also making it manageable um when we discuss them because I do I mean the point um I should not the point but the I think the best way to do this is um have it maybe an iterative process so really what it then comes down to is how are we going to do that are we going to do it all at once and the draft and draft and draft or are we going to look at what I'm hearing you all saying that you might prefer is that if we in chunks look at each policy and my recommended changes and make a decision.

And I um I don't like the page count because again we could say page one through six part of a policy is on page seven yeah so I think it's just right I I think she's smart enough to know okay this is gonna this is going to take up some time so we're just doing these three today yeah you know or um this will be easier we're doing these five right I I like your suggestion earlier trustee markets to do at minimum one per meeting because that sets the precedent of a continued thing it keeps it going but it's not it be done prescriptive um and then when it would be done I think we would have similar language to what we said for proposed objective number two which is by June 1st of you know the end of that evaluation cycle.

It'd be the end of the cycle or when the next evaluation happens like when we sit down if if we want to be able to give her the full credit right then she would need to be done like it was what was it May 22nd or maybe it was even earlier this year.

So I mean we would if if we're going to have a specific date which I don't know that we actually need right now but maybe we will say at the beginning of the evaluation cycle or something so that you will know where the end is and you'll be able to get credit for it so to speak and we'll know what to expect and say this was the deal.

But if we say June 1st because it's the end of the fiscal year and the paperwork's all done but we haven't gotten to the end of it then we leave this gray area that I'm not real comfortable with and I think that would maybe not give joy um we could we could call it by the May board meeting by the May board meeting is fine.

Yeah or whatever it is that is the correct wording.

Do we feel comfortable with proposed objective number one can we move on to number three okay great um I feel proposed objective number three I know it has the continue to um but I think that it is measurable in terms of social media and engagement I think that you know there's some self-reporting there but um you know there's also documentation there that is available so I don't feel as much of a need to be really specific about iterations or timeline there because it's more of an organic process that creates artifacts as it happens like that we want to see the artifacts but we do on each meeting with these uh library director's report then we want to specify that it will be included in the library director's report I would prefer to make some kind of statement.

It is always well some of them are but you know some of them aren't and so um how would we want to to know that there have there were things that were written in in Joy's self-evaluation that I said oh I wonder when that was and so it's just it could be that I just missed them.

But at the same time, so how will we be able to measure it?

I guess that's it.

So do we want her to be specific in somehow?

Because if I read this and it says, um, if I take off the word continue, right?

Um, she will have community outreach efforts through social media engagement with the board of supervisors and other civic groups as measured by self-reported.

Um as reflected in the as reflected in the director's report.

The regular monthly director's report.

Perfect.

So then she knows what she has to put in.

We know what we're looking for, but what I really don't want is prints of posts.

Like I I don't need artifacts in the form of like, look at this post on social media that I made.

Like that that sounds like killing trees for no reason.

So yeah, I think keeping with the regular reports and their current structure is good.

Like just to clarify, Dr.

Holt, please don't print me all the all the posts that you make as an as an outreach effort.

They they exist in digital space for a reason.

Yeah.

I have a question about this objective.

So you guys will do math.

You'll know I'm not one of the three.

Um what do I don't understand the particular emphasis on the board of supervisors?

She goes to the board of supervisors meetings.

She I had a question about that as well.

I I'm not sure what she's supposed to do.

I mean, anytime they do talk about um the library, she's there, she calls me and tells me, Hey, is there any way you can come to this meeting?

Um, I'm not sure what she's supposed to do besides just tell us that maybe she would just say, I attended the Board of Supervisors meeting, and then we could say, Oh, how is the library discussed or something like that?

Well, she does it, she does it every month, and it's not always discussed every month.

Um I think her I'm just for me, I think her report would be really long if she wrote down everything that she did.

I mean it's a given it's part of a job, she goes to the supervisors meetings.

I don't know how I will say one of my questions was um because right now I attend them when the library's on the agenda.

Yeah, and I do that in person.

Right, but I also at least once a month live stream it for my office.

Um depending on what I know is going to be on the agenda that I think might be relevant in some way to the library, but I don't attend in person um unless we're on the agenda or there's well unless we're on the agenda.

Um and so my question was, is you know, how would I quantify that and show that I'm doing that?

And it would you want me to do it in person, or can I continue to live stream is the expectation I would attend all of them?

Um that's the first half of my question.

So it seems to me that the engagement with the board of supervisors and then the additional phrase of and other civic groups would be proven in different ways.

So do they even belong together if it's already given like my answer would be no, I don't want you to go there constantly.

I think the live stream ideas uh, you know, effective use of of time resources, um, and you know, when you're on the agenda seems appropriate.

Like we don't need you to be the fly on the wall of the board of supervisors meeting every single time.

That's that's not part of your job duties, I would argue.

So my question to us all here is when it says continue community outreach efforts through social media engagement with the board of supervisors and other civic groups.

Do we need the board of supervisors there?

Can we I don't know how you do civic engagement with the board of supervisors?

That is my you go to their meetings, you don't I guess I'm a little confused on how would you quantify.

So it's the phrasing, it's not the doing, it's the question.

Yeah, because oh okay, why don't we rephrase it?

Well it it doesn't say to do civic engagement, it says no outreach efforts through social media and engagement with the board of supervisors and other civic groups.

So in other words, she's willing and able to participate in a board of supervisors meeting if she's but she's already doing that.

Well, I don't hear it all the time.

Sorry, you might hear it, but I mean I there aren't very many times that we hear, well, I went to the board of Supervisors maybe once, but you know, and maybe that she don't need to.

That's fine.

Just say there wasn't we weren't on the agenda, I didn't go.

Fine.

So would you prefer that I uh clarify that every report that I didn't go to the board of supervisors meeting that month or that week because we weren't on the agenda, or would you rather I continue to put on my report when I have attended the meeting because we were on the agenda?

That's I'd rather have it that'd be fine, an action item.

Okay.

So how I'm doing it now.

Yeah, because we don't I don't appear in front of the board of supervisors very often.

Um so that is true.

I'm I don't have a lot of I don't there just isn't a lot of need for me to we're not on the agenda.

Um so you would rather I continue to do it as I am, which is report when I've gone to the meeting and why.

Yes, and then can I ask another question?

About the civic organizations.

Um my question was, do you have a particular civic organization in mind with an expectation of how often I should attend those types of meetings or events?

I could just speak for myself.

When I was reading through this and I was reading it, your job duties, and I said to myself, Well, that's wonderful.

And sometimes, you know, and I I would think the last month you you did you had you'd listed places you went, and I thought, well, that's great.

I wonder how often she does that, or I wonder how that goes.

And that was wonderful.

You did it.

And I think that that's just part of uh it's in your job duties that you are doing those things.

I don't think it's I have no, I'm not gonna tell you who you should go and uh be with, and it or it seems to me you are the face of the library.

How are you?

Who are you where are you going?

Who are you, you know, who did you see this month?

You know, that kind of thing.

I don't have a I don't know, I it wouldn't occur to me to tell you which group to go to.

We could add something like um including um membership in rotary or uh a particularly um visible community organization.

I I think that um uh it looks good um to have for the library director to participate in those civic organizations and I I know you've done some things, uh, but you know, if if we in order to specify or to create benchmarks if there was a membership in um I don't know, you could you could say two organizations or one or there's there's any number of so would becoming a member of an organization be like the kind of evidence for community outreach that we're looking for?

Because when I read this, I I imagined more of that kind of connective tissue work of you know connecting with with people.

I I guess I'm confused as you know, are we asking the director to enroll as a member of certain organizations as a m method of outreach?

Well, in my experience, um people join those civic organizations, and I have never been a member of the rotary, um, but it's an opportunity to network to um talk to uh people who are you know involved in the community and gives a library director the opportunity to uh you know get to know people on a more uh personal basis um with a perhaps a chance to um maybe there's a grant opportunity or um of uh a uh program opportunity that um is was not visible to the overall broad community.

So are we imagining that director Holt would go to these sorts of things, like with within the job days hours, like okay, there's a meeting for such and such group happening as part of her goal for community outreach.

She's gonna attend that meeting and talk about what the library is doing and how they might be able to connect together.

But I just wanna make sure that we're not dictating things outside of the the scope of you know professional working hours and professional responsibility.

Like I agree that the the outreach is good, um, but like to what extent I think matters within Do you have an opinion on that?

Working hours.

I really don't.

I think it's just uh up to you what directives you want to provide um and uh tie it to um her duties as uh as the director.

Yeah, and I just say as an employer, we shouldn't be requiring membership in any particular um organization.

Yeah, yeah, I I was my perspective is just not requiring membership in a particular organization, it's a symbol of the status of the library director and the library in the community.

I know that's library talk.

No, I think that's true.

And by the library director in a community like this, okay, I'm gonna start getting philosophical, but you know, it's to me it's important.

It's important to be visible, it's important to know the important people.

Uh do you does that mean you have to join an organization and go to you know three meetings a a month?

Um, no, that it doesn't mean that.

Um, but I think that the library director position is a significant position in a community like this and should be valued and treated that way by the professional librarian who is serving as the library director.

Um, yeah, like I said, I get philosophical at times.

So how does it to me?

So no, I I think I hear you.

So my my question goes back to the iterative question that we've had all evening, which is how do we ask for evidence of this in writing?

Well, possibly in a report.

Joy can tell us that she went to a rotary club meeting.

She was invited.

She called him, she was invited to a rotary club meeting to speak um and let them know what's going on at the library and kind of network that way, but we don't lock her into having to become a member, or maybe she finds out like that's says maybe she finds out this is this is actually a really great idea, and I met some right people, so I'm gonna go ahead and join.

Um okay.

So we could add language at the end here that says um these efforts should be included in regular directors' reports, maybe not necessarily every meeting, but what a quarterly.

Well, the they have been in the regular reports.

I mean, if Joy goes to speak at an organization, you know, see it's reported in the regular uh reports that we get.

Keep that going, be hesitant to to make it less, but at the same time, I think the the thing that we want is to encourage Joy to be that public face and to have people aware of the library and to have us be in the conversation to know the people who will recommend, oh, you could go to the library and do this, right?

Just to be more, you know, you the you we talked about when we did the five-year plan and nobody came to the meetings, so those are the things that we want to that could key us to the fact that we need to be, I don't know if if we need to be more visible, but that I'm that's not really a cause and effect.

I just want to encourage active participation on behalf of the library.

I don't I definitely don't want to tell you to join a group, but I don't know.

So I think going to to them and telling us about it that you did specifically.

Do you need to add extra language to that effect, or is it a norm enough already that to say it as it is, which is continue, is well feasible enough for objective language?

Well, when it comes to the end of this um evaluation period, we will have at least one board member who's not here tonight who will be here and who is going to read this objective, and how will they know how to say she did enough of it if we um I mean, what what are our expectations, right?

So here's a new person who's gonna come in in a month or whenever they come in, and they're gonna be like we were, Miss Van Sill and I, you know, reading it and saying, so did we meet this objective, right?

Well, again, what is the objective really?

What really is the objective that we want her to be going to meetings that we want her to be telling us about meetings.

Okay, again, I think you're a little overthinking it.

Oh, I don't know.

When I did this objectives, I did I was kind of going, I don't know how to gauge that.

Well, no, what I'm saying is so a new person's gonna come in, there's a lot of stuff they don't know.

They weren't here for that.

I can attest to that.

Okay, I mean that's just the nature of the beast, and and you just you have to catch up.

What I don't what I'm not comfortable doing, and it sounds like you guys want this, is okay.

She has to go to civic groups, so she has to go what to the Koanas meetings, and she has to go to five meetings, so she's got to meet with the Kwanis, and I believe they're coming Saturday to um have a pancake breakfast at the library, so there's one.

She has to go to the Rotary meeting in December.

She has to um go to the Elks Lodge.

I mean, I I don't know.

How are we gonna quantify that?

You didn't to make everybody happy because again, she's trying to get above expectations, so are but are we gonna say, okay, you have to go to at least five?

What if they don't invite her?

What if she tries?

But they that was one of my questions as well.

Um, that second half I mentioned is um again.

What is success?

How how can what will successfully meeting this objective look like?

Um so what I'm would like to avoid is the opportunity for someone to read this and and then say, Yeah, she talked about some things, um, but it didn't seem like a lot.

Maybe that's all she could do.

I again, this is one of those things we're not with her day to day.

We're not sitting there when she's on the phone talking to people and and doing outreach or not getting a phone call back or not getting an email back or thank you.

We know the library's there, but you know, we're busy for the next four months.

Again, this is just one that I don't I just feel like we're gonna be locking her into something that she doesn't have total control over.

I I'm concerned about the you know the implications that we've already talked about in terms of mandating membership, which I think is an absolute no-go, and also the you know the working hours time.

I understand that you're a salary director hold, but I I do not expect nor do I want documentation that you went to something at Saturday morning at 5 a.m.

Like I don't think I'm sure you do that already with certain events, but like I I don't think that that makes me feel as a board member that you are doing an above expectations job.

That makes me wonder if you got enough sleep, right?

Like to use this extended metaphor.

So I'm with you.

Um sorry, I'm I'm wondering how this I think to make everybody happy just when you do, because again, it goes back to number one, you know, as the deputy director is doing all the stuff you're doing outreach, you're gonna put it on your report.

And every time you do do outreach, you're gonna put it on your report.

Every time you do go to a meeting, you're gonna put it on the report.

And maybe what you can also do is let us know who you um reached out to.

This month.

I reached out to blah blah blah and blah blah blah, and I'm hoping to hear back from them because I'd like to do a presentation on the library, or we're inviting the Elks Club to have a meeting at the library.

Okay, okay.

So it's I need to be be a better reporter.

I I have I guess I haven't been good enough that that's and that I think that's probably true because I um I do participate in the Chamber of Commerce events sometimes.

Um I'm a seroptimist.

Um, so that's an organization that's very much falls within this.

Um rotary is something I've I I do kind of have in the works.

I've reached out.

Um, so and we have a budget for me to do that, you know, to have those types of um memberships.

So, um what one example that you know, I don't know how relevant this is, but when you participated in the um leadership, um, but is that run by Rotary Koanas who it's the Chamber of Commerce?

Okay.

When you participated in that, uh, which is great, I think that the that was a wonderful thing to do, but um maybe it would have been good to report a little bit more um detail on your participation in that I mean it's passed, so it doesn't matter now, but um, to you know, keep us informed as to what you're what you're doing and what you're getting out of it that benefits you know you as a professional and the library.

Okay.

Sometimes piece, is that what you're suggesting?

A little bit of reflection.

Well, when you say what are you getting out of it?

I mean, isn't that is that what you mean?

I mean if you're if you're misunderstanding.

If you're talking about uh an event that you participated in, whether it's a uh a um going to a conference, a library conference, you're gonna say, well, you know, I did this because this is good for my professional credentials and um it benefits the library by me meeting some additional people or learning about a committee that I can use perfect.

I mean, I just want a clarification because if I had the question, I figured she would have the question.

Okay.

I wouldn't necessarily call it reflection, but uh, you know, just some clear uh reporting.

Yeah, and I think sometimes the the um benefit is simply that I'm there on behalf of the library.

I agree.

So for example, at Rotary, they they know you're there.

Yes, it's a business organization, and that gives the opportunity for me to circling back to what um trustee Merkel was saying to to talk more about what the library is doing.

It's um implicit that I'm gonna be talking about what the library is doing and the needs of the library.

Yeah, exactly.

Clarify uh the language that we want added to that is something along the lines of and these outreach efforts are reported on the regular director's report to the trustees.

Does that sound about right?

I want to completely rewrite it.

Oh, I want to completely rewrite it and and just make it concise, because again, the board of supervisors are she's not again.

She she's already doing that, she's been doing that.

Um I know it's just continued, but it's what I'd like to see is objective number three would be the director will report to the board her community outreach, all her community outreach.

Okay.

And do we want to?

I don't want to give you a number.

No, don't be specific.

Just all your community outreach.

Okay.

So if you you know, again, yeah, a little bit a little bit more so that the board knows everything that you've done and that you've you've reached you out, you know, and if there are there are no groups that have done community outreach, just say that.

There wasn't anything this month.

Okay.

You can let us know again who you reached out to, but maybe they haven't reached out back to you.

Just because nothing happened doesn't mean you can't report this is who I've reached out, you know.

Because maybe one of us knows somebody and we can say, Hey, how can we have an emailed her back or called her back or something?

You never know.

When they reach out to me, I never say no.

Yeah, see?

What I'm looking for is the list of her uh the job description to be sure that we're setting her up for success by using some of the phrasing that, of course, in all this paperwork I now cannot find what page that list of job duties for in case we need to incorporate something.

Yeah, is it in here?

The list of job description.

I believe so.

It's the self-apprisal.

What page?

Thank you.

Appreciate that.

Just now my pages are so excitingly rendered now.

Okay.

Pages 38 and 39 are the major job responsibilities.

All right.

I believe that what we're we're aiming at is the bullet on page 38, third from the bottom, represents Carson City and local state right forums, makes presentations, so overseas the best insured library and negotiations, so that's not really it.

But we we just want to be sure that that is the one that I believe that is the one that is the uh background for some of these things, right?

Because if you tell us about ALA, then it's the bottom one.

Participates in professional library associations, but that's not really what we were looking at, but I think that might have been the impetus to get this objective on this page is that particular bullet.

Right.

And and what I think we've kind of come to as a conclusion here is not that it's not happening, and not that we don't want it to continue, but that we want more in the reports.

Yeah.

Great.

The director will report monthly her community outreach.

Yeah.

Okay.

Are we ready for four?

Mm-hmm.

Okay.

Explore technological infrastructure needs for library modernization, including director training on technology and periodic updates to the board of trustees.

I like that this already has a measurable component in terms of periodic updates to the Board of Trustees.

I also like that it says explore versus mandating a particular technological acquisition, because of course anything that involving funds is, you know, up to further complication.

Ah, are there any changes to this that anybody wants to make?

I have a question about this one too.

Um often would you like the reports?

And what I'm always thinking of how might this be something that I I that someone might think I didn't do enough of.

You know?

So um, is there a certain amount of research you want me to do?

This is the question I wrote.

Um, is there a certain amount of research or exploration you'd like me to do?

Um, and how often would you like me to provide the updates?

I think these are longer term projects, and I think the research required if I were to do such a thing and I don't have your expertise would take a while.

I would imagine I wouldn't expect more than quarterly.

Okay.

Because these are more longitudinal projects.

Like if you identify that, you know, we really need a new software for X, that's not something that's a month-to-month thing.

I would imagine.

I agree.

I think that when I looked at this, I was looking, Joey, at your own goal, your your own that you wrote in your training uh technology training is something essential, ongoing, particularly as it relates to infrastructure and implementation.

And I think that I looked at it as oh, this is something Joy wants to do.

Right.

This is something that will benefit the library.

This is a nice coming together, the board supporting you, you supporting the library, everybody is on board with needing this, and you have that new position that is coming in.

And so I think that that's I just wanted to make sure that I'm understanding the expectations and that we have the same expectations of what exploration of infrastructure and technology looks like.

It doesn't have to be too specific, but really I'm just trying to make sure that at the end of the day I'm doing what is expected to meet this objective.

Right.

I would like to know just how is it evolving?

How do you see it evolving?

Okay, what's going on with that?

Yeah, with that new position, I'm imagining that at least one of those quarterly updates would be like, hey, we've brought this person on board, they've done all their onboarding, and now these are the major projects that we have identified together and that they are now chugging away at.

Like that would certainly be an update that I would appreciate hearing, and would be the follow-through of that sort of previous objective of of integrating that person in because you identified that there was a need for that.

Thank you for that answer.

Are you comfortable with that?

I am.

Well, I can speak to number five because that one was mine, because based on a conversation Joey and I had had in um, and just to give you some background.

When I started as a trustee, I went through the training for the state of Nevada that we all did, and it was really great to give me um a sense of things, but then it made me ask a whole bunch of questions about specifically what does that mean to us here in Carson City?

And I'm not sure if I was the only one who thought, you know, this up is just I was the one and it I just fine with me if we don't do this, but it also seems to me it's supportive of the whole group if a trustee comes in and has um a sense of a lot of the mechanics.

You know, some of you are very big in libraries, and so for you it's like what's to know.

It's just you know, it's how we all do it.

But those of us who come in who are not or who haven't been on a lot of boards to understand how things flow, I know that I asked Joy many, many questions, but apparently I might have been the only one.

So I'm not shy about asking the questions.

So I don't know whether this is a good use of your time or not.

Sure.

Uh I don't know if I think that manual has been put together by a state, uh the state the library, yeah, state library.

And um it is true that library boards are different from uh sometimes county, you know, the different locales.

I think that what the document tries to do is um sort of the the big picture, whereas some of the details within each locale are gonna be different.

And I don't know that I don't know, you you want to write a new trustee manual?

I don't can't, I mean, is that something that she's even legally able to do?

I guess is first of all is my question because I'm sure everybody who gets on a board, if you if you're on a Carson City board, you're pretty much going to have the same training.

Is it like correct?

We have training.

Yes, you have to do that.

It's the trustee training, but not for the city or anything.

Oh, you had the board training.

You had what does that mean when you say that?

Um there were videos, and then there's the big about open meeting law.

We saw the videos about the open meeting law.

I think you might be talking about the um the board of trustees training that the state library um you can access through the state library.

I don't know, yeah.

I just I got the training and they showed me some videos and I watched the videos.

Um maybe it depends on when you started.

Maybe.

I guess my question though is is this something that she's allowed to do?

Because Adam, can we make our own training for a library trustees.

I don't see why not.

I mean, you'd have to be I'm sure that it wouldn't have a whole lot of detail about open meeting law compliance because that's my job, but um I don't see why not.

Um I don't know enough about what would be in it to be particularly helpful.

My my question to you, Trustee Linairs is because yes, we we both came in a little bit of fish out of water, right?

We wanted to do well, of course.

Everyone does, and also um, you know, we did do the training that we had, right?

So is could we amend this language to say something like an onboarding document?

Because the things that I struggled with were mostly logistical in nature and how the logistics as they were described in the state level training would apply to us here.

So it was less about what my my duties were and more about how can I perform them to the norms and to the time frames that are expected here.

So knowing what you know, which is all the intricacies of how the library runs, I think a document that it was like a new trustee onboarding checklist would be very helpful.

But I think a training document that is more of a tutorial-based thing, it would be redundant.

So my question to you, trustee learners is what kind of document would you imagine would be helpful if you could go back in time and give it to your new trustees.

Well, I would tell you that I'm fine with us not having this as an objective.

I do not have any problem with that at all.

But Joy and I had talked about it because it did make me wonder maybe I was the only one who ever asked her questions.

I don't know.

Am I the only one who ever asked you questions on this board?

Yes.

Okay.

Well, then we don't need the training.

But if I may, um what I had reached out to trustee Linairs and said, you know, can you provide some of those questions for me with the intention that I wouldn't be providing a training, I would be providing a welcome packet for new board members that would say, Here's who who who's here's who works at the library.

This is what this person does, um, and have those links to the training that's provided by the state because that is comprehensive.

It names the NRS, um, it kind of gives vague um essential information and and I think mostly delivers the message that open meeting law is really important.

Um and so that would just be an opportunity to have have a packet to give to a new board member that would answer some of these questions that would just make it easier.

Yeah, for whoever comes on board.

Um, and I'm gonna do that either way.

We uh kept that objective and just said develop a welcome packet for new trustees that would perfect.

And you know, I think it's implied that it'll be done by the end of the year.

I think we have to specify if Joy's on board, I'm willing to say, Joy, do you want this as an objective?

Because I was the only one who brought it up.

I think it would have made my entry into this much less stressful to have a sense of oh, I understand how this goes, but you folks have the longevity, Joy.

You have the longevity.

We have the five-year plan, we don't know what's gonna come out of that.

I'm hesitant to overload the objectives to make it um I want you to be able to use your time and energy to the broadest advantage.

If you're gonna do it anyway and you want us to make an objective so that we know that you can get it, I'm okay with that.

If you're saying, yeah, I'm gonna do it anyway, but I really don't know when, and I don't, you know, if you it you that's for me, I don't know what everybody else is thinking.

It's just I know that would have been uh a nice easing, and to have some kind of a contact that's and some information that would have been helpful for me.

Um I think yes, I am gonna do it anyway.

Um I think the advantage of um having it as an objective is that I'll definitely meet it.

Um the disadvantage is the potential for the expectation for you all to be involved at a level that is probably not necessary in terms of looking over a draft.

Um, is this um, you know, it would was this comprehensive enough, um, and sort of evaluating the document in a way that um is expected of the policies and per um that so there are my two there's those there's that, um so those are my there it could be good, it could be bad, you know.

Um, and so I think it's up to you all.

Well, I think you should give us an opportunity to look at it because maybe we go, oh god, that would that helps so much, or maybe we might look at it because you have been doing this for so long that we go, there's a couple of holes.

Okay, still doesn't answer, it still confuses me.

You know, you know what I mean?

Um so I would like the opportunity before you make it final for us to be able to I just think that would be helpful to you because again, you're the librarian, you know all this stuff, show it to somebody who who you know who doesn't, who again, if they were new, um which is why I asked Trustine Linares for her input because what I you know I thought what what is it that would be most helpful?

Um and I will, you know, pair some of that down, but um yeah, I agree with you that of course I want those who have been through it, say, oh, this doesn't make sense.

I just don't want to um put you all in a position where if I have to do different updates and iterations of the document that you're then required to weigh in every time.

Yeah, that seems extraneous to weigh in every time.

I'm also aware of the fact that like in terms of the timeline for this, um, you know, we could get a new member next month.

We could get you we should.

Well, exactly, we should, but but if that's the case, then the timeline for this is very short unnecessarily, I feel.

So, in terms of putting a timeline or a number of drafts to it, I'm reticent to do that because it seems unnecessarily limiting.

I think we can just look at one draft.

Yeah, great.

Okay.

Do you just want that by the end of the year?

Yeah, by May.

Oh, right, okay.

Or the draft.

Or final.

Final draft by May meeting.

And I'll draft the final draft.

Final by May.

Because if it's gonna be one of the objectives, then it should fall on the same time frame as the rest of them.

So objective six, shall we look at that?

Sure.

Continue exploring space planning for the library to provide a comfortable environment for users.

This was something that was on last time.

And the context is interesting.

Uh thank you, Jeff, for putting that on.

It sounds like we are not all thinking the same thing about this.

Um I'd like to hear what other people are thinking about it.

I have heard it referred to, and I'm I was always thinking, I hope Joey knows what they want, because I'm not sure.

So what are our thoughts on this?

Personally, I think one of directors, Director Holt's strengths that I have been able to observe from our limited perspective uh here as a trustees, is the streamlining of systems, the organizing of those systems, and part of these objectives is is a continuation of that work, right?

Um, and I'm pulling some of this from your self-evaluation, Director Holt.

And so when when I think about exploring space planning for the library to provide a comfortable environment, I'm thinking about continuing to make spatial and organizational choices, like what you did with the desk, that maximize the space we have and I think that we're all you know we're all aware that we have an aging building we all are aware that we have infrastructural limitations and I think that this objective is a way to acknowledge that whilst simultaneously continuing the work of streamlining eliminating things that are no longer necessary and I just like got the impression from some of your most recent director's reports that that was ongoing work.

So please correct me if I'm wrong that you know you had a vision and you feel like it's complete now as opposed to you have a vision and you still feel that there are concrete steps that could be taken within our limitations to continue that best use of our limited space.

That's what I imagined.

No I'm definitely not done um I think that there's just um by observation space that could be better utilized.

My only question about this one was what does exploring a comfortable environment for users look like what is user comfort um is it you know yeah because that seems unclear to me is it a particular type of seating is it a particular way of arranging the seating um and I'm not sure if that was what was intended here because there are um what I don't want to find us dealing with is someone's expectation of this to be that we have I'm gonna be I mean I use some hyperbole here but Shays lounges and you know those are not feasible um within our budget but also there's a whole slew of um unintended consequences from that type of furniture and so I just want to make sure that um this is it communicates in a way that that the latitude for those decisions um lies with me.

Yeah.

Yeah I'm one of the ones that noted that further progress and I'm just saying we're always talking about how we want to transform the space may not be feasible because we don't own the building you know it's not it Joy can't knock a wall out um she can't just go and okay I'm gonna paint this over here.

We can't move the bathrooms so I think she's limited I think what she's done is great like you know the new desk um but I think we're limited on what she can do and so I don't know again how you quantify that.

And at some point, I mean you've done what you can in the building.

I have not seen any results from the strategic plan surveys yet.

I don't know how people feel about how the library looks personally I would like to see some furniture replaced.

I don't think that we are space limited necessarily by that.

We don't have to knock out a wall to get new furniture um I want to see the library as welcoming as possible and you know we do have diverse groups that come in the library so welcoming is not may not be the same for every group but um you know it's sort of ease of moving around um not just for the patrons but for the um staff as well you know, lines of sight and being able to to see what's going on and to um uh you know if there's uh you know one thing that uh was done this year that so I took out a a taller cabinet where the um reserves were kept and uh lowered it, which allowed for you know more light, uh more visibility, and you know that's uh I I think that there's there's things that can be done, and I know you know that uh there is uh there's possibility of friends' money being available to uh do some of this, and I just want to keep I just want to keep that out in front because I think it can be done, and not that everything can be accomplished, but I think we can move forward.

So to go back to the perennial question of how do we prove this?

Well, how is this documented rather?

Are you imagining like a a before and after annotated map or uh a report at a certain time?

And I mean this in all seriousness, like how could someone um like like to your point, trusty Linair is somebody new, see something, um, and be like, wow, this is this is objective number six, this is moving that needle forward.

What would be good?

Besides, of course, walking into the library and seeing with your own eyes the changes, but you know, given the nature of the evaluation, I am sensitive to the idea that that might not be.

Well, I do encourage the board to to go into the library once in a while and see what's going on and see the changes, um, not just rely on her reports because you could walk in, she might report it, and it doesn't mean much to you, but if you walk in there, uh you go, oh wow, this feels different than the last time I was here.

Look what they've done.

I really like, oh wow, look at they they did paint the um blanking out on the name now.

I think you have to take pictures, Joy.

The Phyllis, and I'm not really kidding.

I think pictures are.

Yeah, like I like the picture I took of the patent room sign.

You know, because I did say I would like to see that painted, but that's just me.

That's just me, you know.

Which painted the room?

The patent room, yeah.

You know, so I mean you walk in and you go, oh wow, this looks so much better because things are, you know, you're organized.

We didn't, it wasn't a list of things we gave her.

Um, so I again I would just encourage you to also go in.

Um, I will say too that um trustee Markle came in after we got the new circulation desk and noticed something that I didn't, and that was when you walked in from the front door, you couldn't see the person seated at the the seated at the circulation desk because their monitor was way too big.

And so we fixed that.

And I mean, immediately when I walked through, I and that was on my brain, I could see exactly her point.

Um, so you know, and it sort of negated the the purpose of lowering the reserves shelving so we'd have a clearer light of sight.

So, so people will see things that I may not necessarily see because I've grown a little blind to it because I see it every day.

So I I think that we're acknowledging that we're not going to have some kind of a house beautiful library happening.

But at the same time, I appreciate also what I'm hearing, which is if we take this off, are we then saying status quo is fine, we'll just leave it as it is.

No, I don't think we don't want to to have it be that, but we also don't want to put in something very prescriptive.

We will have five chairs, three tables, two, you know, we're not gonna do that either.

We're not gonna do that.

But if really pictures before and after pictures are good, and why you did what you did is nice for us to know.

And I know that in your reporting you said that you consulted with some company to give you input, but I don't if you shared that report with us.

I do not remember what that company said to you about how you could make the library different.

Um, I don't have that page in front of me.

If you wait for me to find it, it'll take too long.

But at the same time, so I think we want to keep a version of this in here.

Continue to explore, I don't know.

We just want continued focus on continued effort toward maintaining and improving the physical space of the library, and we want to know what you're doing because we're hearing there may be some money, right?

We're hearing, oh, we go in and we see it and we can feel the difference, right?

That's what that was what sorry said.

And that is the deal.

It changes the mood.

And so we want you to continue to um put effort toward that, but we don't want to be your interior designers, I don't think.

I mean, so that would be pretty exciting, though.

In my mind, I was thinking, you know, what if what if you hate it?

What I've done.

Well, that's what you're doing.

You know what that could happen if I've explained it.

Yeah.

And then I'm doing it.

I don't think our personal preference though should be part of the weight when we're doing your evaluation.

She changed the library, and I just freaking hate it.

You know, I mean, that's just because I don't like that color because I can't stand egg shell and everybody else loves it.

Um, I mean, you've done, you know, because you've met the objective.

You have updated or you know, you've gotten the the new chairs in, and maybe it's not exactly what she was envisioning, but it's new chairs and it's close.

No one's gonna dock you.

Dock you for that.

I think we dock you if you would if you would make it so there is no line of sight if you know if it was worse for our employees and they didn't feel safe, that might be an issue.

Right.

And sometimes I'm gonna try things that don't work out as I envisioned.

We all do that, that's why we re-range our living and respond.

Well, that's why I like this this word exploring, because it it is an active word while simultaneously maintaining flexibility for making mistakes that you know need to be reoriented or just making little tweaks like what you mentioned about the interesting uh circulation desk.

I do like that word explore as quantifiable enough to see progress, but not prescripted enough that we are becoming a group of interior designers, which does sound like a particular brand of nightmare in terms of logistics.

We could take this show on the road, it'd be very exciting.

So, um, how are we going to measure it?

Is this a quarterly report?

And maybe you don't do all the quarterly reports at the exact same day because that would be really a long day, but or is this as is um I mean, do we need a a report of nothing happening happening?

I don't know that we need that report.

Um, but how are we going to be able to measure it?

Uh so that expectations are clear that effort is being put in not only maintaining the library, but thought is going into making it look the best it possibly can, spending the appropriate money that is available.

We don't want to get into all the nitty gritty, but how can we what can we do so that Joy can achieve it and we can say we asked for the right thing?

What is it that we're how we're gonna use this wording?

I I bel for me personally, again, um, and I know I'm in the minority in a lot of this stuff, but for me personally, she's reporting it already.

She continues to report it when something happens, not when something doesn't happen because reporting a negative doesn't sound right.

Um at the end of the year, I mean, if nothing's happened, maybe Joy reports to us in May.

We haven't changed anything in the library because whatever.

Um, but as she but she does have plans, we know she has plans, so she's gonna let us know.

So on an as needed kind of situation, you know, when something's been you know, um trustee Markle, you said you wanted new chairs, guess what?

We got new chairs and she reports on the new chairs, you know, that kind of you know, but it's just like it will be a summary report at the end, if nothing else.

Yeah, okay.

I I also think that as needed.

That sounds right.

Yeah, sometimes it's a hard line to walk between evaluating and micromanaging.

And I know none of us want to micromanage, that's not our that's not our job here.

Right, yeah.

I'd like to propose a motion to accept these proposed objectives with language as amended per our continuous discussion.

I believe that that will be reflected in the minutes as recorded.

So my motion is I propose that we accept these proposed objectives as ver as written but verbally amended.

Is it I'm sorry, but the protocol is.

I would like to hear them.

Who took those notes?

Can we hear them back before we approve them?

Or is this not added to your notebook?

I can give it a shot.

I wrote hand wrote somewhere.

Yeah.

Uh Adam Tully, Deputy District Attorney for proposed objective one.

Um I have prioritize updating library policies, ensuring they're consistent with library strategic plan and ensure those policies are accessible to the public.

Uh complete all policy updates by the May 2027 meeting, and bring a minimum of one policy update per meeting.

For proposed objective two.

And other duties that are intended to be completed by uh initially we said June 1, 2027, but based on subsequent uh discussion, it seems like that should probably be the May 2027 meeting.

I have significant changed as we were talking to appropriate because significant sounded too much like a lot of her duties, and I think somebody on the board said appropriate, so I scratched out significant and put in appropriate.

Okay, I've got that.

Okay.

Or proposed objective three, director will report monthly to the board all her community outreach.

Proposed objective four.

I have explore technological infrastructure needs for library modernization, including director training on technology and quarterly updates to the board of trustees.

Proposed objective five.

I have develop a welcome packet for new trustees with draft brought to board by May 2027 meeting proposed.

We said the final by May.

So the draft would be before the final.

It's always going to be a draft until you guys have approved it.

Okay.

Does that make sense?

The proposed objective six.

I let me know.

I might have phrased this a little differently than you guys, but uh I think I I have continue exploring incremental space planning progress for the library with as needed reports to the board.

Good.

Do we have a second?

Yeah, that is that I I second the motion to vote on the um objectives as read.

All in favor?

Say aye.

Aye.

Oppose.

Sorry, point of discussion.

Um, the proposed motion should also include um approving uh Joy's ratings.

Understood.

Both of those can happen in one motion.

Okay or in two.

That's fine.

If the intent is to do it in two motions, that's fine too.

And then we can go ahead with the motion as stated.

Yeah, I'd like to go forward with the motion as stated just so the record's really clear of both things.

Um I maintain my motion.

You maintain your second.

I'm not adding anything to my original motion.

Okay.

All in favor?

Aye.

Aye.

Post?

Motion passes.

I move that we accept Joy's rating as summarized by Mr.

Cool.

Based on our evaluations.

My second.

All in favor.

Aye.

Aye.

Opposed.

Okay.

Motion passes.

Okay.

Thank you.

Thank you for the note.

We really appreciate you.

Who has to sign this?

Somebody does somebody sign this.

Do we all sign it?

Jeff, do you need one signature?

Do we all sign it?

Well, I think we would uh revise the form, right, Adam, and have Chair Nichols sign it.

Yeah, I think that'd be fine.

Okay.

Yeah.

Chair Nichols was the only signature last year.

Okay.

And so we will probably have to do that within the next couple of weeks to um get it all processed by the end of the fiscal year.

So we'll work on that.

Yeah, I can.

If I need, I can come by the library next week or whenever.

Yeah, um, and and yeah, I'll work with Joy.

Maybe Joy can coordinate when it's ready.

Okay.

And Adam, does that keep us within the open meeting law because it's being changed and then signed afterward?

Okay.

As long as it's consistent with the board's action.

I just want to state that I have read the administrative reports and I do not have questions.

So we're moving on to the administrative reports.

Does anybody may I ask a question about the administrative reports?

Um, would you like them to not be so heavy on programming and outreach and in terms of what we're actually doing and the events of the library and the or and and just speaking more to the outreach that I'm performing?

Oh no, I like it all.

Okay.

I like to know what you know.

Um yeah, I um and as as you're gonna give us more of your stuff, you could also kind of maybe pair down some of this, like for instance, participant awards.

You could just let us know they got awards because this might become long, you know, in some months.

Um so you know, use your best judgment, but you don't have to let us know all of this.

I mean, it's nice to this one was particularly long because it's summer reading.

Yeah, but I can tear it down next year for next year.

Um and it's nice to know because I've noted a lot of this stuff myself.

Um and again, also I think this is so fun.

Um when you do when you do with the report, I think a lot, you know, when you put it out there, you can just emphasize a few things and talk, you know, talk about a few things, and mostly probably your outreach.

And if we have any questions on the others, then we'll let you know.

Okay, and we can talk about it.

I do want to hear about Saturday.

I'm excited.

I'm hoping I feel good because there's a lot going on.

There is.

Um, we're gonna have food trucks, we are going to have different um community organizations in the parking lot.

Um, it is a Renaissance themed um uh uh event.

So we're all dressing up in our interpretation of Rena Renaissance.

So it should be really interesting.

Um, so yeah, we're just gonna have a whole lot of stuff going on as you see there.

And then of course, Monday, the fifteenth is our actual 60th anniversary.

And so we are having another block party with vendors.

Um, and we will have someone making balloon animals.

We're having a little bit of everything.

Um, and we'll all have shirts, we'll give out um commemorative bags that we've made.

Um, and then at the end or some at some point, I don't know that we've necessarily determined when it's gonna happen because of how hard the ground is and how long it's gonna take us to like where's gonna be the best place and how will that execution look best?

Um so but we will be burying our time capsule.

So if you have anything that you'd like to put in there, um please contribute and it will go in our time capsule to be opened.

Um probably at least 10 to 20 years from now.

I have a question um about Monday.

This logistics.

Because they are closing off what Roop Street.

Is this gonna be an issue?

I'm just thinking how many people are gonna be coming in and trying to park and where they're gonna park.

Do you mean the vendors and whatnot?

They'll be on the perimeter.

Uh huh.

Yeah.

So they will won't be taking up the parking spaces, the actual library parking spaces.

Okay.

Notice, okay.

I also noticed there was a fair going on.

There's so much carnival in the in the butt there's also the state fair going on in Reno, and I thought why are we having a carnival for this estate fair?

I think there's an article, maybe it was in Carson Now or something about why there's this um two state fairs going on at the same time.

Oh, is that what it is?

Yeah, because apparently there's like Reno actually has fairgrounds.

Yeah.

Yeah.

Carson doesn't have fairgrounds.

So yeah, that's true.

I've never thought of it.

Well, Fuji Park, a little bit, but um, yeah, it's only for one weekend.

I I just probably lack of communication.

It looks like two different groups are putting it on too, which is kind of fun.

Yeah, I was just curious because I just saw the thing about Roop Street being closed, but maybe that's the 20th.

Well, it's not ideal, yeah.

Um, but it is our 60th anniversary.

So I know we have to do it.

That's so bad.

I know.

Okay.

All right.

Is there anything you want to point to us?

Um, I don't think so.

Um, just the the time capsule and the the um oh actually, so one thing, yes, I think this is fun on page 50.

I did we did take a picture of the Steins that we're gonna be giving out.

Um, and those were actually there was a recycled from an Octoberfest event the friends did like maybe 15 years ago or more.

We found boxes of them in our um in our connex trailer, and so we are recycling them.

And how do you get those?

Those are gonna be prizes for completion.

Oh gosh, um, yeah.

So um, if we have them left over.

They're actually glass.

Yes, and they're one some of them are big and some of them are, you know, some of them are like if you're gonna have a 24 ounce brewski or a 16 ounce brisket.

But no food trucks are serving beer or are they no?

Well, and here's the thing is that when how people are gonna get them is we're having a um mead making event.

So me non-alcoholic mead, but so um that's gonna be one of our um stations.

So people will get a stein when they come to make mead.

Now, did the friends put on the festival or were they at the Oktoberfest?

Is that what the oh I remember the Octoberfest?

Yeah, I remember that.

So we found a bunch of um shines from that that we decided to recycle.

Yeah, my son's best friend was they had kids doing some German dancing.

And yeah, and he was one of them.

I remember that.

Well, there's a jousting area.

Oh, I can't wait to watch that.

And people can still sign up tomorrow as well, right?

You can sign up through the entire duration, yeah.

Oh, and one thing I um would like to mention is that as of about four o'clock today, we had 300 sign-ups already.

Yeah, it's great.

Yeah, it's it's unprecedented.

So hopefully we'll keep that up.

Oh, I have to go home and remember to do it.

Maybe I'll do it right after the meeting so I remember.

Any questions about the financials or anything else?

I had no questions about the budgets.

Okay.

No questions?

And let's move on.

Um trustees, reports, announcements, and requests for information.

Is there any announcements anyone wants to make?

Is there anything anyone wants to see on the next agenda?

I'm curious about the five-year plan.

When was that coming?

Not next month, but the month after.

I can't remember what we said.

It's gonna be um approximately August, um, because next month we have to talk about officers for the chair and vice chair.

Oh, our vote, yeah, we're voting.

Yeah.

Has the uh announcement for uh um vacancy been posted?

One has.

Um, but I th I don't think our second one has.

I haven't heard anything and they usually let me know.

And they usually what second one to replace um Trustee Lucas.

Trustee span sales um reappointment that came up this year because she was filling in.

Oh, yeah.

Did I did reapply?

I have yet to hear about the timeline on that.

It'll be confusing, they'll tell you you have to go, and then like the morning of volume.

Oh, call you and say, No, you don't.

Okay, that's what I'm concerned about.

I was uh, yeah, I'm hoping to get further clarification because I am gonna be out of town for a significant chunk of this month.

Oh, the woman's name is Carrie.

Is that what I'm remembering?

Um, was who can I talk to about?

You'd want to reach out to Alexis Philippi, she's the um office manager who handles the the posting of the volunteer opportunities and things like that.

Yeah, we've tried it a few times all.

I think she might be who reached out to you and she copied me on it letting you know that you would be reappointed.

Um, and so or did you receive that?

Okay, have had you because I know she sent it and it didn't get kicked back to your city address.

I checked my city address as of 5 p.m.

Really?

Okay.

And I have not received anything, but I had had I have had some issues with my city address.

So I did one of our I'll check it out.

Yeah, I'll forward it to you.

That'd be great.

Yeah.

Because it says you'll be reappointed, etc.

Oh wow.

Yeah, I would love that information.

Yeah.

And I think they're probably gonna do what they did for a trustee Lucas and just say, you know, you're reappointed.

Um you don't need to come in and be interviewed.

I don't want to miss that critical juncture.

Yeah.

Yeah, because it called us with a while.

Morning on the day before.

Yeah, something like that.

Really close to the time.

Because I know I had taken it off work and then all of a sudden, and it wasn't Alexis who called me, I swear it was girl named Carrie.

She worked for the mayor's office and she called me.

So, oh, I just found out that you don't have to show up.

Yeah.

So I should try to talk to Alexis and make sure that's it.

Yeah, she would be your best um contact.

And she is in the um executive office, which is the mayor where the mayor is located.

Um, and you know, th some things have changed with the process in the last few years.

So I want to make sure I'm dotting my eyes and crossing up to the show.

But I'll be sure to forward that to you.

Thank you.

I appreciate that.

Any announcements?

Uh the friends are are having a parking lot sale tomorrow on Saturday.

They are.

Yep.

Yep.

But and it's gonna be.

Oh, I'm gonna see if I can bring my mom.

Uh it's gonna be kind of, I mean, it's it's I guess you'd call it a little low-key, but you know, the person who's organizing it is excited about doing it.

That's good.

It'll be fun.

Well, it'll be the same time as the summer kickoff.

Yeah.

There'll be all sorts of stuff going on.

So hopefully people will do will do both.

I did see the announcement because I'd sent it to Carson now yesterday.

Um, and maybe I made a mistake, but it says nine to two.

It's actually ten to two.

People figured that out.

Maybe they'll come to the pancake breakfast while they're waiting for you to open.

There you go.

Is that gonna be?

Are there tables inside or is it all gonna be outside?

It's all outside.

It's all outside.

I gotta go pick up balloons.

I don't know if I'll be able to come to the pancake breakfast, but okay.

Then I think we are on to public comments.

Again, the public is invited at this time to provide comments on any topic that relates to a matter over which this public body has supervision.

And again, I don't see anybody here.

We don't have a call in line.

So I think we can adjourn.

Yay.

Yay.

Thank you.

The line.