this many people at this table at the same time.

I know it's kind of meeting in person.

You can do it at the first floor meeting room in the library.

Otherwise you can uh capture this through the YouTube's YouTube channel or the library's YouTube channel and recording will be on the city's website afterwards.

Committee members are invited to address the board at this time.

Written comments can be sent to the Rochester Public Library office as well.

There are no community members present.

All right.

No community members who want to speak I'm always waiting for like Perna to say hey I got the I got some things to say.

I gotta say so all right then let's call the role Ryan.

Adam here Emily Nick Leah here Laura here.

Mary Beth Connie.

Here Steve everybody is here.

All right anybody want to uh make a motion to approve the agenda please so moved.

Thank you Laura second second thank you Nick any discussion all right all in favor aye aye any opposed motion passes all right uh Rochester Public Library Foundation report I have been seeing no all right we will continue on friends you're up hi I'm Val Kalishwski the president of the Friends of the Rochester Public Library and uh the end of January we had our annual meeting uh which we summarized our um activities from 2025 and um so as you can read in in uh the input that I have um throughout 2025 uh there was 235 volunteers um both direct library support as well as those of us who manage the used book processes so that 235 isn't just the people who work the store and and um process the used books it's it's everybody who helps throughout the library uh they contributed 1600 hours um also for those of us who did manage the used book process um one of the things when books come in if they're what I call Barnes and Noble quality we offer them to the library to see if they want to add them to the collection um not just books but DVDs music CDs um things like that in just 2025 alone they added over 6,600 items to the collection um and they track the cost savings if they would have had to purchase those outright uh they saved the library over 1400 just in one year um profits from the online sales um you know on on eBay or sending things to secondhand book resellers uh as well as large sales um profits from those uh we had pledged last year to give the library sixty eight thousand dollars uh which we did uh in support of programming uh various incentives um we paid for a lot of the stuff with the library open house the renaissance fair themed open house um and uh online database subscriptions um this year um due to a variety of reasons uh we're trying to spend down our carryover um we received that 10 000 from the ultra award um and and things like that uh we have figured out that we have 118000 that we can pledge to the library for using in 2026 um i'm gonna pause just one moment on the bookstore but um to finish off the um annual meeting um we did have speakers from three different community organizations that we give um used books to and they got to speak about what is their organization do and how does it benefit that they're getting books from us one of those was christmas anonymous one of those was hawthorn helps which works with um immigrant families that uh uh newcomers that come into rochester um and then the third one was the social workers um the caseworkers that get to give free books out to the the the um people that they work with and um it was it was very well received uh those those speakers and I think a couple of those organizations ended up with some new volunteers out of our uh group as well so uh the full annual report and a video of that annual meeting are available on our friends

And then the third one was the social workers, the caseworkers that get to give free books out to the people that they work with.

And it was it was very well received, those those speakers, and I think a couple of those organizations ended up with some new volunteers out of our group as well.

So the full annual report and a video of that annual meeting are available on our friends' website.

And then a week or two later, we had a book sale in this room, and uh we generated a net profit from that book sale of $7,300, which covers what we have pledged to cover for the seed library.

They purchase labels, uh packets, um, as well as seeds.

Um then also the annual Vlogistics subscription that is used to track volunteer hours.

Um it always amazes me when I come up here and say, yeah, we made $7,000 on a book sale that you know, the most expensive book was $2.

It's like, how do we do that?

Well, now I know because the first night that we opened on Thursday nights, it's members only.

And when we opened the door, I'm standing there, and they just kept coming and coming and coming and coming.

And I finally asked somebody, and they said, Yeah, the line was all the way out to the front door.

And one of the library staff came to me and they said, Do you do a door count?

Because they said, for our programming, we do door counts.

So, do you know how many people come in?

And I said, No, we used to do that years ago for Rochester Fest, but it's a lot of work to sit there with that.

So, what I did do was I looked at our um sales reports out of the cash register and out of our um credit card system, and that first night we had over a hundred transactions in two hours that totaled $1,900.

So, you know, when when each person averages $20 worth of purchases, and there's a hundred of them coming through.

Now I know why we are making so much money.

And across all four sale dates, so Thursday night, all day Friday, all day Saturday, and Sunday afternoon, we had um over 720 sales.

So at a minimum, there was 700 people who came through our auditorium sale.

Um, you know, if you add in spouses and partners and kids, and you know, there was a lot more than 700 people that came through our auditorium sales.

Um, our next book sale is scheduled for the end of June, which coincides with Rochester Fest.

And at this time, um, as part of our um annual meeting, um, we also present a check from the bookstore.

The bookstore is kept uh the um monies from the bookstore is is tracked separately from our auditorium sales and online sales.

And so Dee Voldal and Sandy uh George are part of our bookstore management team, and I would like them to talk a little bit about the bookstore, and then uh they're gonna give a check to you guys.

So very very briefly, um 2025 was very successful in the Friends Bookstore.

And that is due to the quality of donations that make up our inventory.

Um, the volunteers we have that are competent and friendly, and then um the customers.

We have loyal local people, and we get a lot of people from out of town that are here for a downtown event or at the clinic.

We have about 70 active volunteers in the store that fill 68 person hours every week, and during sales, um, we have extra shifts and extra hours, extra people.

Some of the special sales we did this year that raised um a lot of money.

We had an art book sale in conjunction with Art Center across the street.

We pushed cartfuls of books over there.

Um we participated in small business Saturday along with downtown businesses.

We stayed open for the library's Renaissance Festival open house.

Um, and we have uh biannual half-price sales in the store and some other things.

Uh we also do a brisker business in the store, which is counterintuitive to me.

When the auditorium sale is in here, we also have much better business those days in the store as well.

And we don't have the cheap books over there as cheap as over here.

Um, and then I just want to mention that black box that's um on the circulation desk that we put in not quite four and a half years ago for people to drop money into if they want to buy a book or a puzzle off the carts that stay outside of the store even when the store is closed.

And in those not quite four and a half years now, over 11,000 has come through that little black box.

So I just I'm just always impressed with that.

So after paying sales tax insurance and other operating expenses in 2025, and with all the hard work of all the volunteers involved in the entire book donation assessment process, we get to give this check.

I'm gonna make to this side so you don't have wicked uh glaring thousand dollars.

Right space.

There we go.

Yay.

All right.

Yes, that's awesome.

Thank you.

Thank you.

And if you haven't visited the store, try it on my way out.

Um yeah, the uh I appreciate Dee and Sandy um representing the bookstore.

They work really hard um in in managing that along with a bookkeeper and a um scheduler, but that $80,000 is a record for um uh for one year worth of profits um that that comes into the library, and she also mentioned um that we have impacts beyond Rochester.

Um last week um we got a box of books that was shipped as a donation from Texas with a note inside that said, I just really enjoy visiting the bookstore every time I'm in Rochester.

So here's a box of books as a donation.

There was like nine mass market paperbacks, uh mass um nine trade size, um, and like 12 Louis Lemoore uh Western Mass Market paperback.

So they took the time and the money to ship a box of books to us from Texas.

So um, oh, and then some of our I'm sorry, some of our online sales, um, the online sellers have figured out that some of their orders come international.

Um they said that they kept noticing that there was this particular address through eBay that a lot of their sales were going to, and they researched it and they found out that address is how eBay manages international sales.

So um we have a worldwide worldwide impact.

Any questions?

No, thank you.

Thank you very much.

Uh Celco.

Yeah, I get to turn that on.

I got to go to my first Celco meeting last week, uh, two weeks ago.

And there are a couple of things that are relevant to all of us here.

Um, number one, their advocacy committee, advocacy committee is working on developing a document to give public library boards information to help them advocate for libraries to share things that are working for other libraries in our area.

So we have access to, we don't have to reinvent the wheel.

It's gonna be great.

Um the other the finance committee and the legacy committee approved three community collaboration grants, one of which is coming here.

I hope we get to hear about that program.

Didn't get to hear very much about it, except that RPL got one of their three grants.

Um, and they the big news in Celco is that they got an automatic sorter machine to go in their building on 19th Street, the corner of 19th Street and Valley High Drive, where their main office is.

They have close to a floating collection between their libraries.

Their books all have a home, but travel throughout the Cell Co network of like 38 libraries, and so everybody picks their stuff in a box and sends it to this main office in Rochester, and they have been hand sorting those books back out to whichever library they are headed to, and they are getting an automatic sorter machine like the one that lives here.

Um, I saw a picture of it today.

I think it's got 16 buckets, which is exciting.

It's not 38, but it's a heck of a lot better than doing it by hand.

And related to that, they also are offering a 500 stipend to each library that chooses to RFID code their books.

So having the member libraries choose to do that is going to be a huge advantage for actually using the equipment.

Um, and I believe that I've heard a rumor that RPL is donating the old checkout machines, right?

So we do the um old self-check machines that again we upgraded to because we um we all voted for that.

Yes.

Um to work with our windows.

Um yes, so yes, those machines will go to the regional libraries that are interested.

So hopefully not yet had a library reach out to me though.

Hopefully that will increase uptake on the RFID technology because that will really really help Cell CO's situation.

Also now that I know they have a floating collection, we should totally be reaching out and having them teach us how to do that when we get our branches.

All right, thank you.

Can I have a motion to approve the consent agenda?

Second, second, thank you.

All in favor?

Aye, any opposed consent agenda.

Right.

I have one question.

Go ahead.

Why do we think circulation was down in January?

Uh so I did make a little bit of a note on that.

Um it's really important to note that we purchased a lot fewer materials this January than last January.

So I think there's a little bit of a combination.

Um I know we did close early one day too, so sometimes that um affects us, but I think in the monthly report explained the difference.

It was substantial.

We think the big difference.

Um and when we have fewer physical materials, there's gonna be a deep decline in, and it wasn't just in the physical, we had fewer physical and fewer titles that were newly added.

So um I think that's one of the reasons, but it's definitely something that will continue.

Our newest stuff going on.

People love the new things, yes.

But it's still um, I mean, it's still early in the year.

It is right.

And we see that the both the physical and the digital went down.

So maybe there's a I don't know, we're coming to a point where it's kind of leveling off, you know, the the demand is what it is for digital versus physical.

I mean, it'd be something to keep an eye on.

Absolutely something to keep an eye on.

It was interesting though that our door counts up, registrations are up, and our um program attendance off the charts.

So I think it's yes, people use the library for collections and access to resources, but there's also a lot more that people are coming clearly shot.

It appears they're just buying new books from the bookstore.

They're just here for the programs.

Appears to be all right.

All right, uh the finance committee recommendations.

All right.

So in your packet, the finance committee met um and had a 20-minute meeting to go over.

Um we are in the second year of a two-year budget cycle, so there's really not a lot of um leeway that we have.

The majority of our budget, 73% is staffing, and that is set by our collective bargaining agreements.

Um and adjustments are made by um finance automatically.

So we made the hard choice.

All of these are absolutely necessary um items that we hope to receive um funding for.

Um, but these would be material adjustments that we are requesting, and we do like to rank them so that when Perna and I go, um, Perna and Stacey and I go to administration and have our one-on-one conversation, then we know where to start in the priority list.

So the first one is OCLC, uh, those are contractual obligations.

We can't change that those uh increase here over here.

Um statement that was signed into with the collective marketing agreements um but was not something that had been budgeted because that contract wasn't approved until October, November of last year.

So we do know that was coming.

Um, but it's absolutely important.

This um gives our supervisors a stipend for cell phones, which all of our really need to have those cell phones.

Um the next one is um is ties to our UMR students.

So we've always had um background checks, but we haven't we have more UMRs that were um getting to do work study and so it's an investment, but we get a huge return on investment, we are reimbursed 75% of their own wages that we pay them.

Uh and then we are seeing an increased cost in uh vehicle parts and and maintenance for the automobile.

Um and so as payful as it was to put this last, um we want to request this increase in temporary salaries um if there is a cost of living increase um in particular for the citywide wage grid, which we I have not heard if that is something that is it hasn't happened so far, so I don't know if that one is one that will be approved, but I know we're asking for that.

Uh I don't think Parks is asking for that as well.

Uh I believe CARCS is asking for that as well, and they are the other department that has large um group of three in place.

Any questions about that?

So I would ask that uh Dr.

You would make a motion and approve those priorities.

So I would like to make a motion to approve the last two.

I move to approve the committee.

Is that a priority for the already decided to have got a committee?

Sorry, I throw out any other discussion.

Oh, this is for this way.

For 2027, we are making the request now to adjust the jump the budget for 2027.

Which would uh December 31st, 2020.

Yeah.

So any other questions are all in favor.

Any opposed.

Motion passes.

Sure.

I'm just adding that to my searching solution.

Okay.

Okay, so uh really excited to be at this place.

Um we're a little ahead of schedule, which is fantastic.

Um so this uh work came back.

Um you've got a background and read through it.

It was in the in the board cabinet, but one and uh touch on a couple things.

So this is the word from RPL staff over the last two sessions.

The first session they reviewed uh vision mission, much like the board did, and then the second session, they started to set strategic priorities within each of those master plan buckets.

So the the current vision statement, as it was, it was a strong and equitable community.

Um the revised vision statement uh is a community where everyone is welcome and opportunity grows.

Uh this came because participants indicated that the vision needed to have the random to show that uh the library is growing and adapting uh to the community, uh one in which people can thrive.

So the this is this is about there uh for review from the work.

So there's uh words mending the things that you think that needs still to happen.

You are welcome to get that input.

And if we look at the mission statements, it was welcoming all to connect and learn.

Uh the revised uh mission statement is build connections, foster inclusion, and inspire lifelong learning.

The participants indicated that the mission needed to convey that the library again is everywhere, everything all at once, so that um that every residence has the ability to get there.

One of the um uh strategic priority calls that we had in our session was like, you know, I think about I need a need, I have a need to the library, and just this idea that the library is going to be able to help me.

Um and that there is momentum there.

So I'll pause there for any sort of reflection or thoughts on vision and mission.

Yeah, I went through those and just made a couple question marks now.

So the mission statement and the mission statement.

Uh both of those have been reapproved by the board.

So okay.

Are we gonna do that at this meeting or perhaps?

I'm sure it happens, okay.

So I asked well, what's the difference?

And how is that difference going to be communicated to the city?

The vision is the why.

So the vision is always about like what do we really want to see for the bigger um collective?

So we when we looked at the vision, we really were thinking about residents within Olmsted County because that's the the kind of the down geographic boundary of who Rochester Public Library serves.

Sure, there's exceptions to that rule rule, but for the most part it's residents within Olmstead County.

And the mission is how does a library contribute to that vision?

How is it that the library is creating an opportunity for that vision to be realized?

So we want a community where everyone is welcome and opportunity grows.

Then how is it that the library does that?

They do that by building connection, fostering inclusion, and inspiring lifelong learning within and without the walls.

So that's for their programming, that's for their staff interactions, that's for community collaborations.

And are we going to try to communicate this to the co-user or how are we going to do that?

So that means something to them.

That would be for the library to uh figure out how that's going to be packaged on their website right now is a vision and a mission statement only.

There is no packaging effect.

It's a uh leadership team question and a um and then a uh communications and marketing questions.

Yeah, which we've already started to have some of those pre-conversations kind of with an idea of where we're going, but not settled because this is boards consciousness.

This is what we want it to be actually, and then I've stopped ready for co-leadership.

This is how we're gonna just look at us with a CVC terms on just a little concern that we avoid letting it become a platinum to typical users that it means to thought if they're in the auto plan or not, or well, to auto plan under the revised mission statement.

I say I see um to show that we are growing and happy community, and I put a question, well, how are we going to do this?

So these are these are questions that the leadership team is going to have to wrestle with.

Can I get that?

So in my experience when we've used these before as kind of a guideline for when you you're already have an idea to do something to look at these and say, are we meeting our vision?

Are we meeting our you know, our mission or vision?

So if you have an idea that you want the library to do, like does it need you have something to say, is this going to forward these ideas?

So I think that's kind of how you use it, Joey's.

Um these become kind of just mushy words that they lose their meaning unless we do something meaningful to driven and then it can be shown materialistically whether it's a program at the school systems, just in driving me.

I like the revisions, but a lot more dynamic.

So I appreciate uh keep writing them.

I was gonna say I appreciate that the vision statement now has a verb in it.

It feels like it's doing something instead of just sitting there.

So you can sit with it if words come up.

You know, if you wake up in the middle of night going, oh this needs to be this, please send that on to the um leadership team.

You know, these are in draft form right now.

The mission statement used to say welcoming, right?

And that's something that I think when we've talked in here has always been something that we were interested in keeping with the feel of the building.

I kind of wish that the revised mission statement still had that warm feel.

It feels kind of clinical right now.

The idea is right the firm it feels cold too, it feels told.

I mean, I think that we we talked about it too.

Is this like it's not quite right yet?

You know, so that's good in gas, so warm it up is the feedback.

Yeah, absolutely hard about wanting this building to be light and bright and cozy and welcoming and foster welcoming and inclusion.

Almost something like welcoming all by building connections, fostering inclusion, inspiring lifelong learning, something like that.

Okay, we'll make that note.

Thank you.

Okay, wonderful.

So moving on into the strategic priorities and the goals.

So for each of the master plan recommendation areas.

So that's the facilities, the leadership, the community and identity and operations.

Those are the four master plan recommendation buckets.

And what we did is we identify a strategic priority for each of those buckets, but the goal, and remember this is a three-year plan.

Okay, so we're not gonna see uh we're not gonna see a building, most likely at the end of three years.

But we might have the phones and a and like an art architecture plan because one goal per priority.

That is that normal, is do we normally have more than one?

Is one typical?

Yeah, so it depends on the organization of where they're at and how deep they are in it.

So we you are looking at a pretty major transition with expansion.

So you start putting too many goals in there, and you start to lose the actual work plans of the people executing it.

So when you have one goal, then you can see those work plans aligned, and much like our friends said, like then it gives you scope.

Gives you scope.

And there's going to be a lot of shift and change this year.

And you have to also, and this is to your point.

This isn't a neat thought exercise.

This is a living breathing document that the staff and the leadership team will be revising, bringing measurements to the board for each of these goals.

I can see that there are going to be a few measurements per them.

And so it's, and then every year it's revised.

It's not re approved, right?

But it is revised and added and additive is B2B.

Does that make sense?

It does.

Okay.

So there's measures and actions to be established by the board by the staff.

So that's an operational kind of thing.

So there will be times that it will evolve into something that needs more just yes.

I mean, at a set of point in time, you know what will happen is that you will be approving the vision, the mission, and the strategic priorities and goals, the measurements that is for the staff to decide and how they're going to come and report.

That's a discussion that you at the board level can have and decide how often do we want to see these measurements.

Is this a is this every meeting thing that seems to be way too much work for staff to do that to ease?

Um is it a biannual thing?

You know, but you'll start to get your cadence and which measurements are happening to you.

Yeah, and historically we've done quarterly the longest stretches have been a six-month stretch, but quarterly seems to be a good cadence to indicate and do keep more important of what staff are doing, right?

But I mean technically the board and governance board, you're responsible for setting the strategic direction and making sure that it's it's coming back to you in a measured form, not setting measurement, that's for stuff to do.

You can make recommendations, and then they can decide if they want to take the money.

Okay.

All right.

So when we look at the strategic priorities, the strategic priority in our facilities is reimagine our physical footprint for connection and ability is drawn for a reason, right?

Because most likely at the end of three years, you're not going to have like a whole renovated downtown branch, but you may have some rebugs and remodeled or reimagined areas within the downtown location.

So the goal is to establish um the plan to pilot the striped satellite in a modernized downtown location.

So really thinking about how can we modernize, and then what is our plan to pilot those satellite locations, right?

Um, which is reasonable by the end of three years.

So and then under leadership, um, this one was we've got a lot of staff um interaction, which I was really excited about, but lead with united purpose and data-driven advocacy.

So understanding uh the goal is to align organization partners.

So that's the library friends and foundation that we will call out there, but that might be other community partners as well.

But we're going to definitely align those organizations with consistent data-driven narratives to advocate for sustainable funding, period, hence down.

That's what we're doing.

Right?

Because we need to make sure that if I'm on the street and I'm a city council, and I come in in contact with somebody from friends, or I come in contact with somebody from the foundation or the library, they're all speaking the same language, not uniform and robotic, but that I can feel and trust that the like all of the pieces of the library are aligned and working in the same direction.

So any feedback on those two.

Um facilities, uh there's a plan of stage uh pilot satellives and modernized the library.

So if master plan actually has time for this, so are we we're aware of those two were responding to that plan frame or design driving with that drive this conversation, the time frame within the library's time?

The the time frame, well, I mean, it it drove it in the fact that um chicken and egg money and results, right?

So the facilities goal is going to be contingent on that leadership goal of getting sustainable funding.

And the sustainable funding is right, exactly.

We don't know.

So to tie bound us to that recommendation when we don't know what the landscape is for the for diversified funding streams yet, we just need to realize that within three years we are time bound to see that we have the pilot satellite launch plans that we have done some like revisioning and rethought of the downtown location, and that we have sustainable funding on and on the way.

Um discussion about the model.

Okay.

Okay.

Alright, so then the last uh last two buckets is community and identity.

So that strategic priority is to amplify our presence as the heart of the community.

Um there was conversation about if the heart is the right word.

We left it for now.

Um this really came out of this idea like to the library, it's the hub, it's the place that we can go.

Um, and the goal there is to launch a vibrant marketing plan and leverage strategic partnerships to reach and engage every resident.

So underneath this, you're gonna see um uh definitely brand coming up, you know, like presence, ads, and things like that, but you're also gonna see this with partner programming, who we can be out and about, not just within these uh walls, but really thinking about what does our our community need and where we're gonna go.

So there's quite a few actions that will come underneath this.

The other thing that the board needs to be aware of, and Karen and I have talked about this, is that we're all excited about community and identity, and we really have to think are we resourced appropriately to see the vision that we want to see?

So just you know, putting that on your plate to consider as a board.

What is it going to take for us to really do that?

So much money.

Okay, marketing compartment.

Yeah, exactly.

Exactly.

Um, and they have you know, we have two people so thinking that we might need to think about the construction.

And then the last one is operations.

Um, and the strategic priorities to cultivate an agile and responsive service model designed for authentic inclusion.

Um, and really thinking about when we are I think when we're opening satellites, we don't know yet.

What is our clientele going to need?

What are they going to be asking for in those satellites that they're typically not asking for down here?

We just really don't know.

We need to be responsive to that.

We don't know what that cadence is going to be, right?

How many people are going to be using these every day or or will they and how are they going to use them?

So there's a lot of announcers we want to keep that open to be that responsive, and this really does capitalize on the training that the staff is already doing around cross-training and making sure that people can pick up other people's desks, so that this really does keep that work going and it um works on top of that momentum.

There are two goals underneath this.

This is where you'll see the two, and that's because inclusion, if you remember, was one bucket that was the hold out.

Um, because that wasn't a hold-out recommendation of the recommendated or the recommendations for the master plan, we put it in where it belongs, which is in operations.

So the two goals are to optimize those workflow flows with technology and cross-treating staff to provide flexible consistent service everywhere, and then also to expand multilingual services and co-create solutions and programmings with partners to dismantle any barriers to access.

So this may be in the first year, we're like who is who is it that feels the barrier to the access to here, how do they feel it?

And we may be doing some of a co-design experience or some sort of guiding principles that then would be worked into training for the staff.

We just don't know quite yet what that one's gonna look like.

But know that the more work will need to be done around that, and the staff has amazing ideas.

So that I'm just really excited for their action plans and working on those next.

So I thought services I saw, such as one with this.

Um part of that is going to be community-driven.

You know, again, when we think about these satellite locations in here, how are they asking for services to shift, how are they asking for them to change, have to be invited to have that conversation about co-creating programming.

What does it look like if the library partners with a bunch of women, they bring the children's books, you know, in split and they do the reading.

What else?

I would uh slash multiple control.

Perfect.

Okay.

Thank you.

Great feedback.

I think one of the sort of core challenges of this process is balancing precision in language, but also concision.

And I think the the language for the leadership was really good.

I was thinking about the facilities language, and I think the operations language here sort of highlights what I was thinking.

Is I wonder if like the word equity in the facilities context, does that require some further refinement?

Because I don't know quite what that means.

In the same way that the operations language makes it really clear, like what is it that is going to be done to accomplish that particular objective.

Great.

So instead of equity, are you thinking of accessibility?

Like maybe I don't know.

It's unclear what exactly down there.

Accessibility is the obvious word that comes to mind in the facilities context.

Sure.

But I don't know if that's sufficiently robust or inclusive.

That's a good that's a great point.

I think open to discussion, like what do we think go back to computers?

What else we have to meet?

So here, yeah.

It it sounds as little more discussion that is going to make, for example, that word equity clearer is as as we come down to more specifics.

Because that's certainly what we need.

Yeah.

I mean, obviously, we know we have some accessibility issues, but I'm imagining equity also means things like spaces where people know that they're comfortable to talk and spaces where people know they're not supposed to be talking, things like that.

We know it from our community feedback has been something that's been not well communicated to people that don't currently use the library.

So making sure that everybody feels welcome isn't just about accessibility.

It's historically about accessibility.

So maybe it is for connection, comma, equity comment, and accessibility, I mean adding that word.

Possibly.

Because I think what you are both talking talking about is how do we measure that?

And that's really ultimately for the leadership team to decide like these this is how we're going to measure it.

Is how many spaces have people feel?

Yeah, like safe.

How many spaces people feel like they can get in and not be comfortable and not be comfortable?

Or how we feel so you're in, you know, what equity means to be versus what if equity means to have versus that's really not going to get us in the direction that we need to go.

We need more detail or discussion, more specifics.

Okay.

Questions answers any questions report.

Is that your second follower?

Alright, I guess that could take all everybody else's mind.

I think your plan is to be, is it to stay in here, Jeremiah?