Windsor Public Library Board Agenda Tuesday, November 24, 2015 4:00 p.m. Central Branch 1. Call to order and regrets Chair 2. Adoption of Agenda Chair 3. Disclosure or Pecuniary Interest Chair 4. Presentations/Delegations CEO 5. Communications Letters Newspaper Reports CEO 6. Minutes Minutes of Previous Board Meeting Chair 7. Business Arising 8. CEO Report & Questions to Chair and/or CEO CEO/Chair 9. New Business WPL City Financial Integration – Bank Account Signing Authorizations Report Ontario Cultural Strategy Report IT Report Governance Policies Report WPL/City Service Agreement Report L. Turcotte K. Pope H. Turnbull K. Pope K. Pope 10. Review of Board Reimbursements Chair 11. Recommendations to the Board Chair 12. Next Meeting Board Meeting - Tuesday, January 19, 2016 4:00 p.m. 13. Adjournment
Transcript
Windsor Public Library Board
Agenda Tuesday, November 24, 2015
4:00 p.m. Central Branch
1. Call to order and regrets
Chair
2. Adoption of Agenda Chair
3. Disclosure or Pecuniary Interest Chair
4. Presentations/Delegations CEO
5. Communications Letters Newspaper Reports
CEO
6. Minutes Minutes of Previous Board Meeting
Chair
7. Business Arising
8. CEO Report & Questions to Chair and/or CEO
CEO/Chair
9. New Business WPL City Financial Integration – Bank Account Signing
Authorizations Report Ontario Cultural Strategy Report IT Report Governance Policies Report WPL/City Service Agreement Report
L. Turcotte K. Pope H. Turnbull K. Pope K. Pope
10. Review of Board Reimbursements
Chair
11. Recommendations to the Board
Chair 12. Next Meeting
Board Meeting - Tuesday, January 19, 2016
4:00 p.m.
13.
Adjournment
Windsor Public Library Board Tuesday October 27, 2015
4:00 p.m. Central Branch
Present: Dr. P. Frise (Chair), Councillor I. Kusmierczyk, H. Pawley, M. Payne, Councillor R. Bortolin, D. Lee Staff: K. Pope (CEO), N. Peel, A. Rutherford (Secretary) Guests: Mayor Drew Dilkens V. Critchley J. Mancina, Finance Regrets: Councillor J. Gignac
1. Call to Order: Chair called the meeting to order at 4:00 p.m. Regrets as above.
2. Approval of agenda: ElderCollege & WPL Meeting Rooms Report added to (10) New Business (table dropped)
120.15 Moved: R. Bortolin Seconded: M. Payne
That the agenda be approved as amended. CARRIED
3. Declaration of Pecuniary Interest: None 4. Guest: Mayor Drew Dilkens Chair P. Frise welcomed the Mayor to the Board meeting. P. Frise thanked the Mayor and his staff for all the good work and support given to WPL over the years, especially in this past year as WPL merges as a department of the City. The Mayor commented on the plans for WPL in the next few years, especially plans to “right size” the Central Library. A photo opportunity with the Mayor and WPL Board and CEO followed.
5. Presentations/Delegations: ElderCollege – L. Brown-John
L. Brown-John gave a short overview of ElderCollege and asked the Board to consider a request to use the rooms at WPL until the end of 2015 free of charge.
6. Communications: Correspondence: none Articles:
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• Windsor Star September 16, 2015 Library audit shows progress Meeting set with mayor Library to revamp website September 18, 2015 Main Library perfect spot for innovation hub
Science hub: Do it right Jarvis science critical to our future
September 24, 2015 Library lives on October 01, 2015 Clues Surface on wreckage of The Griffon October 02, 2015 Food fight for shelter – Councillor Kusmierczyk October 06, 2015 Biblioasis books on Giller list October 27, 2015 Windsor Public Library holding giant book sale
• Windsor Life Magazine October 2015 Windsor area...a hot bed for authors
7. Minutes:
121.15 Moved: R. Bortolin Seconded: H. Pawley
To approve the minutes of the September 15, 2015 Board meeting. CARRIED
8. Business Arising: None 9. CEO Report & Questions to the Chair/CEO:
• CEO reviewed her report, including updates on policy development, CAO’s awards of excellence, Auto Archives launch, internal audit submission to Council and Sunday Service for managers. A question and answer period followed.
122.15 Moved: H. Pawley Seconded: R. Bortolin
That the CEO and Finance Manager be added to the Sunday Service complement for the management team. CARRIED
10. New Business: 1) Proposed 2016 Operating Budget Report: K. Pope reviewed the 2016 budget report and the impact the fluctuating U.S. exchange is having on the purchase of library materials. It will add $88,000 in costs to 2016. P. Frise asked that the Board move in camera.
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123.15 Moved: P. Frise Seconded: I. Kusmiercyzk
That the Board move in camera at 4:42 p.m. CARRIED
124.15 Moved: D. Lee Seconded: R. Bortolin
That the Board move back to public session at 4:50 p.m. CARRIED
125.15
Moved: D. Lee Seconded: R. Bortolin
That the Windsor Public Library Board approve the revised 2016 Operating Budget totalling $7,724,931, a 1.62% increase over 2015. CARRIED
126.15
Moved: R. Bortolin Seconded: M. Payne
That the Windsor Public Library Board asks Administration to report back with a 5 year plan to seek increase library funding annually to get WPL to provincial average. CARRIED
2) E-Book Report: N. Peel N. Peel outlined her report on the costs of e-books to the general public versus the cost of e-books to libraries. Question and answer period followed.
127.15
Moved: R. Bortolin Seconded: M. Payne
1. The Windsor Public Library Board endorse fair e-book pricing and join the Fair E-book Prices for Libraries coalition, and
2. The Windsor Public Library Board request Windsor City Council to pass the following resolution, which was approved at the September 25, 2015 meeting of the Association of Municipalities of Ontario (AMO) Board of Directors:
FAIR PRICING OF E-BOOKS FOR PUBLIC LIBRARIES The Board of Directors approved a resolution that municipal councils may consider passing regarding the fair pricing of e-books for public libraries. The resolution requests that the Ontario Minister of Tourism, Culture and Sport work with federal, provincial, and territorial governments to find a solution that will allow public libraries to purchase e-books from publishers at a more reasonable price. CARRIED
3) 3rd Quarter Financials: J. Mancina reviewed 3rd quarter financials. 4) Building Program and Functional Plan Report: K. Pope explained in detail the report re: Main library. Question and answer period followed.
128.15
Moved: R. Bortolin Seconded: H. Pawley
That the WPL Board authorizes hiring a library consultant to develop a WPL Building Program and Functional Plan for the Main Library. Funds accessed from the WPL reserve funds and not to exceed $92,000. CARRIED
5) September Statistics:
129.15 Moved: D. Lee Seconded: M. Payne
That the Board receive the September statistics report. CARRIED
6) ElderCollege and WPL Meeting Rooms Report: K. Pope
130.15
Moved: I. Kusmiercyczk Seconded: R. Bortolin
To approve that: • All individuals or organizations renting meeting rooms
are required to pay the appropriate rate. • No fees will be waived unless directly authorized by the
Windsor Public Library Board. Fees can be waived by the WPL Board only to organizations with a core mandate of literacy.
• All library programs and sponsored programs must be free to the public.
• Payment in full is required at the time of booking. And accept the ElderCollege and WPL Meeting Rooms Report of October 19, 2015 as amended. CARRIED
11. Board Reimbursements: none
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12. Recommendations to the Board:
131.15
Moved: M. Payne Seconded: H. Pawley
That the Board send congratulations to M. Whaley and T. Vajdik on being recipients of upcoming awards of excellence at the Employee Recognition banquet, Nov. 12, 2015. CARRIED
132.15
Moved: M. Payne Seconded: D. Lee
That the Board extend congratulations and a sincere thank-you to L. Burton on her impending retirement from WPL the September. CARRIED
13. Next Meeting: Tuesday, November 24, 2015 (1 week later than usual) 14. In-Camera: Minutes of September meeting to be deferred to November meeting. 15. Adjournment
133.15 Moved: M. Payne Seconded: H. Pawley
That the Board adjourn the meeting at 5:40 p.m. CARRIED
At the end of the 10th month WPL is on track to come in on budget. Administration is currently finalizing the Norman Young bequest purchases to comply with year-end requirements.
WPL October Circulation
94,000 loans/month
October circulation down 1.05%
Facilities Plan On track Details below
Dashboard colour Key
Go… all goals on track or exceeded Ok, but on my radar Caution, action or a strategic plan required Stop “Houston we have a problem” … Apollo 13
Policies: Once the WPL Governance Policies have been accepted by the Board, work will begin on drafting the Library Service Polices, which are expected to be before the Board by fall 2016. Once all three sets of WPL polices are completed, Administration will begin a policy review process on a three year cycle. Work has begun on reviewing, streamlining and revising all WPL procedures. Procedures are the implementation of the polices and describe who, where, when, why and how a process is carried out. Library Administration is responsible for establishing, monitoring, training and reviewing library procedures. Facilities: Sandwich: The Sandwich Building Charter, a formal agreement between WPL and the City has been finalized. Library staff is working on the footprint and functional plan of the Fire Hall, that is, what areas need to be contiguous and review of sight lines and obstructions. City staff is working on evaluating the building condition (main and stable buildings) and archaeological assessment reports. Opening day expected to be in late 2017. Optimist: The plan is to add a 6,500 sf addition to the Optimist Centre, at a projected cost of $2,463,000. This past week City and library staff met with perspective architects and construction companies to discuss; the scope of the project, tour the site and answer questions about the City tendering process. Construction proposals are due in early December. Opening day is expected to be in late 2017.
Budimir: The Budimir expansion will be 6,000 sf at a cost of approximately $2,217,000. The project includes a building, land and archaeological assessment of the current property and enlarging the public areas. Like the Optimist project, this past week City and library staff met with perspective architects and construction companies to discuss the scope of the project, tour the site and answer questions about the tendering process. Construction proposals are due in early December. The opening date is expected to be in late 2018. Personnel: As a part of building connections with the City, effective January 1, 2016 the WPL benefit portfolios will be part of the city plan. Administration is currently working with the city HR Department to develop a migration plan. Projects:
• Financial Integration Project designed to align the Library and City financial operations is nearing completion, except Payroll which will be merged with the City in 2017. As a result WPL will be moving to quarterly financial Board reports just like the City. This will still provide financial accountability but will also bring us in line with City reporting.
• 2015 Task Force: Accessibility Services Task Force (ASTF) is a cross-functional team designed to research and evaluate a service or department and generate an objective, rigorous but “doable” action plan. WPL’s first task force reviewed the Accessibility Services Department (ASD) which serves customers with print disabilities, seniors, and homebound customers including customers with print disabilities, visual impairment and physical limitations. The ASFT was commissioned in March 2015 and included staff members K. Reynolds (lead), P. Campbell, M. Gelissen, N. Hayward. The ASTF organized focus groups, SWOT analysis, benchmarking and an online survey. As a result the following recommendations were made: 1. Allow ASD customers to retain their library cards. 2. Streamline the individual materials selection process. 3. Involve volunteers in the delivery of books to customers who are homebound. 4. Update the ASD web page. 5. Pilot of the Access Services resources at the Riverside Branch.
The recommendations will be implemented in 2016 and will ensure; equitable access, WPL serves more customers more quickly, and complies with the Accessibility for Ontarians with Disabilities Act (AODA) requirements. I would like to thank WPL’s first t ask force for their pioneering work. Well done! Events/Programs:
• The Auto Archives Grand Opening is planned for Saturday January 30/2016 Adam will give the board an up-to-the-minute report at the board meeting.
• TVO’s Reading Ranger was at WPL last week and over 125 short but enthusiastic fans met her and MPP Lisa Gretzky. They read together, talked about reading and had an opportunity to get up close and personal with Ranger Kara.
• Over 400 Lego League fans descended on WPL last weekend to build amazing lego robots. There were 43 teams from all over Essex County and a huge cheering section as the teams battled for supremacy. This is where young engineers get started!
• Average circulation on a Saturday at Central is 773 items. Last Saturday our circulation was 1,006 items, a 23% increase over the previous Saturday. Our investment in large community programs is beginning to pay off.
Other News..... Councillor Sleiman has graciously authorized $4,890 from his Ward 5 funds to purchase a 3D printer for the Seminole Library, which should be operational by mid December 2015. We are thrilled and know our customers will be too!
If you are curious about the 3D Printer, I thought you’d appreciate the following links. An overview: http://3dprintingindustry.com/3d-printing-basics-free-beginners-guide/ Library specific application: http://www.ala.org/offices/sites/ala.org.offices/files/content/3d_printing_tipsheet_version_9_Final.pdf Administration is currently working on:
• An RFID Board report to improve collection security • Employment contract negotiations • Plans for Walkerville migration to Remington • Developing a Famous Windsorites portal on the WPL website
Windsor Public Library Board WPL-City Financial Integration –
Bank Account Signing Authorizations Report November 16, 2015
1. Objective: In conjunction with the WPL Financial Integration Project with the City of Windsor – WPL will continue to require the existing WPL Scotiabank account to be retained through 2017. This report seeks to formalize the necessary signing authorities for this bank account.
2. Background:
The Windsor Public Library Board entered into a Service Agreement with the City of Windsor in January 2015. Since January 2015, Library and City staff has been working on the WPL-City Financial Integration Project. The go live date for the financial integration of the WPL financial systems to the City’s Peoplesoft financial system will be January 1, 2016. In conjunction with this move, various banking related matters have been addressed by the team to facilitate appropriate banking effective Jan 1, 2016. One final remaining housekeeping item requires that appropriate signing authorities be formalized by Board resolution for the existing WPL bank account which will remain for a transitional period.
3. Discussion: The current WPL Scotiabank operating account will remain active for a period of time to address Account Payables in early January 2016 and Payroll until such time as Payroll is fully transferred to the City in 2017. During this period of transition it is necessary for the WPL Board to ensure appropriate authorization to the signatories on this account.
All other bank accounts have been set up via the City of Windsor as previously approved by the WPL Board and subsequently approved by City Council. These new accounts will follow the City of Windsor signing authorities.
4. Recommended Motion: THAT the Windsor Public Library Board RECEIVE this report for information; and the Board reaffirm the all encompassing banking resolution that was approved a number of months ago. THAT the Windsor Public Library Board AUTHORIZE that any two of the following individuals be designated as signing authorities on the existing WPL Scotiabank account:
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Kitty Pope - CEO Christopher Woodrow - Director Corporate Services Laurie L. Turcotte - Manager of Finance Nancy Peel - Manager of Collections Anne Rutherford - Manager of Board Operations and Executive Assistant to CEO. AND FURTHER that the WPL Board authorize any two of either the CEO; Director, Corporate Services; Manager of Finance, to sign the necessary banking resolutions and any other paperwork which may be required related to this matter
Moved by: _________________________ Seconded by: ______________________
THAT the Windsor Public Library Board: RECEIVE this report for information. AUTHORIZE that any two of the following individuals be designated as signing authorities on the existing WPL Scotiabank account: Kitty Pope - CEO Christopher Woodrow - Director, Corporate Services Laurie L. Turcotte – Manager of Finance Nancy Peel - Manager of Collections Anne Rutherford - Manager of Board Operations and Executive Assistant to CEO Authorize any two of either the CEO; Director, Corporate Services; Manager of Finance, to sign the necessary banking resolutions and any other paperwork which may be required related to this matter.
Laurie Turcotte Joe Mancina Manager of Finance Deputy Treasurer-Financial Accounting Windsor Public Library City of Windsor Financial Accounting [email protected][email protected]
Windsor Public Library Ontario Cultural Strategy Report
November 10, 2015
1. Objective: To provide the WPL Board with information about the Ontario government plan to develop a new culture strategy for the province.
2. Background: Culture contributes significantly to the quality of life. It has been linked to improved health, learning, social inclusion, economic development, tourism, and an enhanced sense of community. Presently, the province provides $800 million to four culture sectors:
• Arts i.e. dance, literary arts, media arts, music, opera, theatre and visual arts. • Cultural industries i.e. film and television production, video game apps, the music
industry, book and magazine publishing. • Public libraries. • Cultural heritage, i.e. restoration, heritage landscapes, archaeology, museums.
The Ministry of Tourism, Culture and Sport (MTCS) is developing the first ever culture strategy for the province. The strategy will establish the government’s priorities and actions over the next five years. To inform the development of the culture strategy, MTCS is engaging the public, stakeholders and communities across Ontario. The Culture_Strategy Discussion Paper provides background on the culture sector and outlines key principles to begin the dialogue.
Of particular note is the section on libraries and the following discussion questions:
1. What is the Ontario government doing well to support the public libraries sector? 2. What would you like to see changed? 3. Are there best practices that Ontario can learn from and adapt?
The City has developed a multi-prong response to the questions focused on heritage, culture and library services and a letter of position will be brought forward to the province on behalf of Windsor.
In support of the consultation process, the cultural strategy task group will be meeting at the Windsor Art Gallery, Thursday December 3, 2015 to consult the community.
To recommend to the Windsor Public Library Board, in principle, Governance Policies that define Board: authority, composition, duties, meetings and policy maintenance. The recommended policies are based on the Public Libraries Act, R.S.O.1990,C.p44 and the City of Windsor’s policies and the WPL/City Service Agreement.
2. BACKGROUND:
Policies are defined as a set of principles to guide decision making; they are a “high level, what and why statement of intent”. Library specific policies are established, monitored and regularly reviewed by the Windsor Public Library Board. They are posted on the library website and on the Board’s website.
Procedures are the implementation of polices and describe; who, when, where, when and how a process is carried out. The CEO is responsible for establishing, monitoring, training and reviewing library procedures.
A public library is built on a series of Foundation, Governance and Library Service policies. The Foundation policies were passed by the Board in February 2016.The proposed Governance policies were benchmarked / compared with policies from London, Whitby and Guelph public libraries, plus the SOLS master policies and reviewed by the City legal department. The new format includes policy numbers plus approval, amendment and tracking data. The proposed Windsor Public Library’s Governance Polices include the following changes or revisions:
• G-1 (2.3) Recognition that Windsor Public Library is now a department of the City • G-1 (2.5) New - principles of good governance • G-3 (4.1 & 5.2) Recommends adding a new Vice-Chair position • G-4 (3 & 4) Clearer definition of what constitutes a closed/in-camera meeting • G-4 (6) Remote attendance • G-5 (3) Includes a clearly defined policy maintenance and review • G-6 (3) Outlines new succession planning policy for Board and staff • G-7 (3 & 5) Clarifies the audit and signing authority as per Internal Audit and the
signing authority.
Windsor Public Library Board Governance Policy Report Monday November 9, 2015
Policy Title: Statement of Authority and Principles of Governance
Policy Approved: Policy Reviewed:
1. POLICY
1.1 The Windsor Public Library Board bears legal responsibility for the Windsor Public
Library by ensuring that it operates in accordance with the Public Libraries Act, R.S.O. 1990, chapter P.44 as amended.
2. PURPOSE
The purpose of this policy is to define the legal authority of the Windsor Public Library Board. 2.1 In accordance with the Public Libraries Act, R.S.O. 1990, chapter P.44, section 3 (1),
the council of the municipality of Windsor established the Windsor Public Library by the adoption of municipal bylaw # 829 July 9, 1894.
2.2 In accordance with the Public Libraries Act R.S.O. 1990, chapter P.44, section.3 (3), the Windsor Public Library is governed by the Windsor Public Library Board with charitable status #108215567 RR0001.
2.3 As per City Council resolution CR243/2013 and the Operating Agreement of December 9, 2014, the Windsor Public Library operates as a department of the City of Windsor but is a distinct entity overseen by the Windsor Public Library Board.
2.4 The official records of the Windsor Public Library Board are kept at the Windsor Public Library central branch.
2.5 The Windsor Public Library Principles of Governance requires decisions that are based on data and are in the best interest of the Windsor Public Library, including:
a) Accurate and transparent financial accountability. b) Sustainable short and long term planning. c) Continuous community engagement. d) Supporting excellent customer service. e) Maintaining a healthy and safe workplace.
1.1 The Windsor Public Library Board is committed to efficient and effective decision
making. 1.2 The Windsor Public Library Board is committed to supporting the mission of the
Windsor Public Library.
2. PURPOSE
2.1 The purpose of the Windsor Public Library Board is to provide comprehensive and efficient public library services to the residents of Windsor, as established by the Public Libraries Act R.S.O. 1990, chapter P.44 (20) and in accordance with the Windsor Public Library mission.
2.2 All board members have the same rights, responsibilities, authority and obligations which are categorized by the following:
a) Policies • Establish, review and adopt library specific policies. • Adopt and apply City of Windsor policies to govern the general operation of the
library.
b) Planning • Establish and monitor short and long term library planning goals. • Establish and review; reporting mechanisms, feedback activities and metrics.
c) Advocacy • Advocate and champion the library at all levels of government. • Make friends, open doors and build relationships within the community.
d) Funding • Recommend to City Council an annual operating budget and capital forecasts. • Establish, adopt and review financial reports including an annual audit and
annual report.
e) Reporting • Ensure that accurate public and financial records are kept . • Evaluate the performance of the library.
1.1 The Board Composition Policy establishes the framework and operations of the
Windsor Public Library Board.
2. NUMBER OF MEMBERS
2.1 As per the Public Libraries Act R.S.O.1990, chapter P44 the Windsor Public Library Board is composed of at least 5 individuals appointed by City Council, including:
a) At least one member of City Council b) A majority of citizen appointments approved by City Council.
3. APPOINTMENTS
3.1 As per the Public Libraries Act, R.S.O. 1990, chapter P.44, section 10 (3) and (13),
Library Board members shall be appointed for a term concurrent with the term of council. Board members must be a member of City Council or a:
a) Canadian citizen b) Resident of the City of Windsor c) At least 18 years of age d) Not employed by the Windsor Public Library or City of Windsor
3.2 As per the Windsor Public Library/City Operating Agreement the Board shall appoint
the: a) City Solicitor or designate as the Board Solicitor b) City Treasurer or designate as the Board Treasurer c) City Clerk as the Freedom of Information/ Protection of Privacy Officer.
4. BOARD OFFICERS
4.1 The Windsor Public Library Board has four Officers; Chair, Vice Chair, Secretary and Treasurer.
a) The Chair and Vice-Chair shall be elected annually from among its members. b) With the resignation or removal of the Chair, the Vice-Chair shall assume the
position of Chair for the remainder of the term and a new Vice-Chair shall be elected.
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5. RESPONSIBILITIES OF: 5.1 Board Chair
a) Leads the Board, ensuring the proper conduct of Board business. b) Shall not commit the Board to any course of action in the absence of the
specific authority of the Board. c) Act as the authorized signing officer of all documents. d) Speak on behalf of the Board with re: Board discussions, planning and
policies. e) Shall vote on all questions. f) The Chair may be removed from the office of Chair by a two-thirds vote of
the Board.
5.2 Vice-Chair 5.2.1 As per the Public Libraries Act R.S.O.1990, chapter P.44, section 14 (4) in the absence of the Chair, the Vice Chair assumes all duties of the Chair. 5.3 Secretary 5.3.1 As per the Public Libraries Act R.S.O.1990, chapter P.44, section 15 (3) and (5) the Board shall annually appoint the Windsor Public Library CEO as Secretary. The Secretary shall:
a) Prepare and distribute Board agendas, minutes and reports. b) Maintain policies, minutes and official records. c) Advise the Chair on meeting agendas and procedures. d) Be present at all meetings of the Board.
5.4 Treasurer 5.4.1 As per Public Libraries Act R.S.O.1990, chapter P.44, section 15 and the Operating Agreement (10), the Treasurer shall:
a) Receive and account for all Board funds. b) Deposit all money received on the Board’s behalf to the credit of those
accounts. c) Disburse funds as the Board directs. d) Advise the Board concerning Windsor Public Library budgets and
financial planning. e) Act as an authorized Signing Officer of all documents pertaining to the
financial business of the Board.
6. BOARD MEMBER DUTIES 6.1 All Windsor Public Library Board members shall:
a) Attend Board meetings having reviewed the Board package. b) Participate in Board discussions and decision making. c) Advocate and champion the Windsor Public Library.
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7. BOARD MEMBERS’ CODE OF CONDUCT 7.1 A Board member will be courteous to all members, delegations, volunteers and employees, and will not:
a) Engage in any action or conduct which disturbs a board meeting. b) Use unparliamentarily, inappropriate or offensive language or actions. c) Make any disturbance that disrupts or prevents others from participating
in the meeting. d) Interrupt a speaker, except to raise a Matter of Privilege or a Point of
Order e) Disobey a decision of the Chair on questions of order, practice or on the
interpretation of the rules of the Board. f) The Chair may:
• Deny a member the right to speak if the member is disruptive. • Expel a member from the meeting who disregards the rulings from
the Chair.
7.2 All Board members shall adhere to the City of Windsor Code of Conduct for members of Council and Local Boards
1.1 The Windsor Public Library Board is committed to efficient and effective Board
meetings that comply with all relevant legislation.
2. SCHEDULE OF MEETINGS 2.1 As per the Public Libraries Act R.S.O.1990, chapter P.44, section 16, the Windsor
Public Library Board shall hold meetings once a month at least ten months each year.
2.2 The first meeting of the Board in a new term shall be called after City Council has completed appointments to the Board. The Chief Executive Officer will open the meeting and conduct the election/appointment of Board members.
3. OPEN MEETINGS
3.1 As per the Public Libraries Act R.S.O.1990, chapter P.44, section 16 the Board
shall hold regular meetings. The minutes of all open meetings, once passed by the Board, are public.
4. CLOSED MEETINGS
4.1 As per the Public Libraries Act R.S.O.1990, chapter P.44, section 16 a meeting or
part of a meeting may be closed to the public if the subject matter being considered is:
a) The security of the property of the Board. b) Personal matters about an identifiable individual. c) A proposed or pending acquisition or disposition of land. d) Labour relations or employee negotiations. e) Litigation or potential litigation. f) Advice that is subject to solicitor-client privilege.
4.2 Minutes of all closed meetings are confidential and are provided to Board members
as such.
5. QUORUM
5.1 As per the Public Libraries Act R.S.O.1990, chapter P.44, section 16 (5), the
presence of a majority of members is necessary for the transaction of business at a meeting. Quorum requirements apply to members attending in person and remotely.
6. REMOTE ATTENDANCE
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6.1 Board members may attend, participate and vote at all board meetings via
telecommunications. Remote attendance meetings must be conducted so that all members can hear each other, at the same time and the public can also hear the deliberations.
7. ABSENCE 7.1 As per the Public Libraries Act R.S.O.1990, chapter P.44, section 16 (13) should
a member be absent for 3 consecutive meetings, the Board may consider the member disqualified from the board or pass a resolution authorizing the member’s absence.
8. EMERGENCY MEETINGS
8.1 As per the Public Libraries Act R.S.O.1990, chapter P.44, section 16 (2), with 24
hour written notice an emergency meeting may be called by the Chair or by two Board members. The written notice must include the purpose of the meeting and no other business will be transacted without the consent of the majority of the Board.
9. DISCLOSURE OF A CONFLICT OF INTEREST
9.1 Board members are subject to the Municipal Conflict of Interest Act and the
Municipal Freedom of Information Act and therefore shall: a) disclose the conflict of interest and general nature of the interest before any
consideration is given to the matter b) not take part in the discussion or vote on any question with respect to the
matter c) not attempt before, during or after the meeting to influence the Board’s
decision making.
10. MOTIONS 10.1 Rules of Debate Bourinot’s Rules of Order shall govern all meeting, debate and
election procedures. 10.2 Decisions - all decisions of the Board will be made on the basis of motions, and
once passed will be supported by all members. 10.3 Voting - all motions except those approving or amending policies, are decided by
a majority of votes cast.
11. MINUTES 11.1 The Secretary is responsible for recording and distributing the minutes and board
meeting information package to: a) All Board members b) City of Windsor
11.2 Board agendas, minutes are public information and will be made available.
12.1 Any person or organization wishing to appear before the Board shall submit a written request, including subject matter to be addressed, to the Secretary of the Board no less than 7 days prior to the meeting.
12.2 Delegations will be allocated five minutes to address the subject.
13. CONDUCT OF THE PUBLIC 13.1 A member of the public or delegation attending a Board meeting will be
courteous to all Board members, guests, volunteers and employees. They will not:
a) Use unparliamentarily, inappropriate or offensive language. b) Make any disturbance that disrupts or prevents others from participating in
the meeting. c) Interrupt a speaker or presentation. d) Disobey a decision of the Chair. e) The Chair may warn and/or expel the public or delegations for actions,
inappropriate comments or conduct which disturbs the meeting.
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Policy Type: Governance
Policy Number: G-5
Policy Title: Policy Development and Maintenance Policy Approved: Policy Reviewed:
1. POLICY
1.1 The Windsor Public Library Board is responsible for establishing, monitoring and
reviewing library specific polices which set the framework for the governance of the library and provide direction to employees.
2. POLICY DEVELOPMENT
The Library Board shall: 2.1 Ensure that policies comply with the Public Libraries Act R.S.O.1990, chapter P.44, the Operating Agreement, City policies, plus municipal bylaws, provincial and federal legislation.
2.2 Approve new and revised policies with: • 30 days written notice of the intended amendment. • 2/3 majority of the votes cast at a duly constituted board meeting.
2.3 Delegate the development, implementation and evaluation of library operating procedure, based on Windsor Public Library policies, to the CEO.
3. POLICY MAINTENANCE AND REVIEW
3.1 The CEO is responsible for the maintenance of the Windsor Public Library policies
3.2 All library specific policies shall be reviewed by the Board on a 3 year schedule.
4. POLICY EDUCATION AND TRAINING
4.1 The CEO is responsible for policy training of the Board and employees. 4.2 Board members and employees are responsible for knowing, understanding and
complying with the policies of the Windsor Public Library.
1.1 The Windsor Public Library Board shall maintain an effective planning process to
fulfill its mandate under the Public Libraries Act, RSO 1990, chapter P44, section 20 (a) and ensure: the vision of the library Board is realized; the library is able to respond to changing needs and trends in the community; decisions support the long term plans of the City of Windsor.
2. SHORT AND LONG TERM GOALS To accommodate these goals, the Windsor Public Library Board shall regularly:
2.1 Review and assess: a) Financial plans and obligations. b) Customer needs. c) Library services, facilities and resources. d) The priorities of the municipality.
2.2 Report to the City Council, the community and employees on the library’s progress in fulfilling its plans.
2.3 Set, monitor and evaluate employees’ priorities and goals.
3. SUCCESSION PLANNING
3.1 To recruit new Board members: Board members will identify potential candidates and encourage them to apply to be on the Board. 3.2. To hire a new Chief Executive Officer (CEO), the Board will:
a) Review library long and short term priorities plus management skill gaps b) In consultation with the City of Windsor, recruit and hire a new CEO. c) Support the development of all employees.
3.2 The CEO shall be responsible for employee succession planning, transition plans and mentoring of employees.
1.1 The Windsor Public Library Board is accountable to the community for the financial affairs of the Windsor Public Library. The Board must ensure adequate controls are in place to fulfill the mission and deliver public library service.
2. FINANCIAL YEAR
2.1 The financial year of the Windsor Public Library Board shall be from January 1 to December 31 each year.
3. AUDIT
3.1 The accounts of the Board shall be audited by auditors approved by the Board and
the City of Windsor at the conclusion of each financial year. The audited financial statement shall be provided to City of Windsor.
3.2 In accordance with the Public Libraries Act, RSO 1990, chapter P44, section 24 (7), the accounts of the board shall be audited, by a person appointed under section 296 of the Municipal Act, S.O. 2001, c. 25 and submitted to the council annually.
3.3 An audit may also be undertaken, at such other times as the board or city direct.
4. EXPENSE REIMBURSEMENT OF BOARD MEMBERS
4.1 Board members may be reimbursed as per the City of Windsor policy for travel and other expenses incurred in carrying out assigned duties.
5. SIGNING AUTHORITY AND BANK ACCOUNTS
5.1 The Board Chair, Vice Chair, Treasurer, CEO, Manager of Corporate Services,
Manager of Finance, Manager of Collections, and Manager of Board Operations and Executive Assistance to the CEO are constituted as authorized signing officials with respect to any financial transaction. Two signing officials’ authorizations are required for each financial transaction.
5.2 As per the Public Libraries Act, R.S.O. 1990, chapter P44, section 15 (4b), the Treasurer will open accounts in the name of the Board in a chartered bank, trust company or credit union approved by the Board.
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6. FINANCIAL MONITORING
6.1 The Board monitors the finances to ensure the ongoing financial position of the library is consistent with the priorities approved by the City of Windsor and the Board. 6.2 The CEO will submit a copy of the financial statement to the provincial Ministry responsible for libraries as part of the requirements to complete the Ontario Public Libraries Annual Survey.
7. BUDGET 7.1 In accordance with the Public Libraries Act, R.S.O. 1990, chapter P44,
section 24 (1), annually the Windsor Public Library board shall submit to city council, Capital and Operating budget estimates.
7.2 The CEO is authorized to operate the library within the approved budgets.
1.1 In accordance with the Public Libraries Act, R.S.O. 1990, chapter P44, section 15 (2), the Windsor Public Library Board hires a Chief Executive Officer (CEO) who shall plan, direct, and evaluate the operations of the Windsor Public Library and its employees, including:
2. DELEGATION OF AUTHORITY
2.1 The CEO is the Board’s only link to the operation of the library. The Library Board directs the CEO through the:
a) Documented decisions made at board meetings. b) Approved written policies. c) Approved budgets, plans and reports. d) CEO job description and performance evaluations.
3. DELEGATION OF RESPONSIBILITIES
3.1 The CEO will:
a) Take approved lawful actions in the name of the Windsor Public Library. b) Take actions consistent with the Windsor Public Library mission, vision, values
and policies. c) Be responsible for the employment, management and performance of all
employees. d) Be responsible in consultation with the City of Windsor for financial planning,
budgets and facilities. e) Design, implement, measure and evaluate all operational procedures and
activities. f) Speak on behalf of the Windsor Public Library with regard to planning, operations
and programs.
4. CEO EVALUATION
4.1 The Windsor Public Library Board and City of Windsor are jointly responsibility to
evaluate the performance of the CEO
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4.2 The CEO’s performance will be evaluated in accordance with city of Windsor procedures by the Board Chair and the City Clerk.
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3. ACTIONS:
The following actions are recommended, once the Board has passed the Governance policies in principle.
• With 30 days written notice and a 2/3 majority vote, the Windsor Public Library Board can pass the Governance Policies.
• The Governance Policies will then be: Available on the Windsor Public Library and the City of Windsor website. Introduced to all current and new employees as a part of Windsor Public Library’s
ongoing training programs.
Once the Governance Policies have been passed, the CEO will begin to draft the Library Service Policies. This will be the longest set of policies and should be before the Board by summer 2016. Recommended Motion Moved by _____________________________Seconded by __________________________ to accept the Windsor Public Library Governance Policies in principle and with due notice, authorize formal acceptance.
____________________________ Valerie Critchley Corporate Leader for Public Engagement and Human Services/City Clerk Council Services [email protected]
___________________________ _________________________________ Kitty Pope Gary Cian CEO Deputy Licence Commissioner/Senior Manager Windsor Public Library Policy, Gaming, Licensing & By-law [email protected][email protected]
Windsor Public Library Board WPL / City Service Agreement Report
Tuesday November 17, 2015
1. Objective: To provide the WPL Board with a one year status report on the Service Agreement that changed the working relationship between the City and WPL; a model based on the Mississauga Public Library Governance Model.
2. Background: On December 2, 2013 Council approved the following resolution CR243/2013
THAT the report of the City Clerk & Licence Commissioner dated November 18, 2013 entitled “Governance Model for the Windsor Public Library” BE RECEIVED; and THAT City Council AUTHORIZE Administration to proceed with implementing the reporting structure for the Windsor Public Library arising from implementation of the Mississauga Model of Governance.....
On December 9, 2014 the City of Windsor and the Windsor Public Library Board signed an Operating Agreement to form a closer strategic and operational relationship in which WPL operates more like a City department while remaining compliant with the requirements of the Ontario Public Libraries Act, R.S.O. 1990,c.P44.
This governance model is often referred to as the Mississauga Model of library governance because it was developed in the city of Mississauga in 1996. The benefits of this shared service model include less duplication of support services, more accountability, as well as aligned City and library policies and procedures; and ultimately better library service. In a September 2012 discussion paper on library governance models, authors Warsh and Eizenga commented:
“There are many benefits of further integration, but this requires a dedicated effort on the part of the WPL Board, staff at the WPL and City staff as well”
To monitor the effectiveness of the service agreement and track developments as the relationship grows and matures the following dashboard report was established with WPL Chair Dr. Peter Frise and City Clerk Valerie Critchley commenting on the success of the agreement and further plans as the process evolves.
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City/WPL Service Agreement Dashboard
City Department Joint Services Comments / Status
Human Resources
Recruiting Health and Safety Employee Relations Contact Negotiations Staff Training Disability Management
WPL is better and stronger as a result of support from the City HR Department. i.e. dealing with the Ministry of Labour, health and safety and staff training.
The Financial Systems Integration Project, designed to align the Library and City financial operations is nearing completion, except Payroll which will be merged with the City in 2017. This has been a very efficient project that will significantly improve accountability. There has also been a real benefit of having the City Deputy Treasurer at Board meetings.
Information Technology
Technical Support IT Purchasing Website Cost: $215,000 to cover Computer Maintenance, Help Desk, Technical Support and Website Support
There have been some successes in the IT area in terms of capital investments but both parties recognize there is a need to continue working on appropriate staffing, support of new technologies and communication if this model of IT support is to be effective.
The 10 WPL facilities are managed by an employee who works for both the City Parks & Facilities Department and WPL. WPL and the City are working on a new 1 year plan to better address the Library’s needs. Issues include
• 2.5 days / week designated at WPL • establishing a better channel of communication.
Planning Construction Project Management
WPL is beginning four major capital projects: the Riverside roof, Optimist addition, Sandwich Fire Hall renovation and Budimir expansion. Support from City Staff has been excellent.
Communications Planning There have been some successes in the Communications
area in terms of expanded community engagement.
Legal Services
Contracts Arbitration Banning Customers Policy Development
The support of the City Legal Services has been very beneficial improving WPL accountability and consistency. There has also been a real benefit of having the City Clerk at board meetings.
Dashboard Colour Key Go… all goals on track or exceeded Caution, action or a strategic plan required
Ok, but on my radar Stop “Houston we have a problem” … Apollo 13
3. Assessments: Windsor Public Library Board - Dr. Peter Frise, Board Chair The rebuilding of a trusting and positive relationship has been a core priority for the WPL Board and through the implementation of the Mississauga Model; I feel that we are well on the road to achieving that goal. Certainly, the interaction with the City leadership and City staff has been excellent throughout my tenure on the WPL Board of Directors and I feel that the new governance model has made it even better. The on-going interest and support on the part of the Mayor and his office, the CAO and her staff plus all of the relevant City departments is crucial to ensuring the success of the WPL and thus maximizing the return on the investments that we have all made in this vital civic resource. In particular, on behalf of the Board of Directors, I would like to thank Ms. Valerie Critchley, City Clerk for her on-going commitment to good governance of the WPL and to her support of the CEO and other staff members in their role as managers of the system. She has been a very effective interface with the City and thus has become a tremendous asset to the overall success of the past year under the new governance model and we are very much in her debt. In conclusion, while we are making excellent progress and things are on a very positive track at present, it is also clear that working on these relationships remains a vital task to ensure that everyone is informed and that the proper roles of City Council, City staff, Library staff and the WPL Board itself are clear to everyone. City of Windsor Assessment – Valerie Critchley, City Clerk Over the past year, City Administration has been committed to the successful implementation of the Mississauga Model of Governance at the Windsor Public Library. This process has been a learning opportunity for both City and WPL staff and in my view has been very positive. The closer interaction has enabled the City to become more acquainted with, and have a better understanding of, not only the WPL operations but also the very talented WPL staff. Together, City and WPL staff have worked successfully on such projects as the Financial Systems Integration and System Wide Health & Safety Training for all WPL staff, as well as project planning for the exciting facilities projects which were approved by City Council this past year. It is on projects such as these that one of the main benefits of the Mississauga Model, being the efficient and effective use and sharing of internal corporate services and resources, has been successfully realized.
It is my hope that in 2016 we can continue this successful path and take the lessons we have learned from the first year of our “marriage” and apply them to make our continuing relationship stronger. My thanks to CEO Kitty Pope and her dedicated staff for their commitment and enthusiasm in moving the WPL forward and in embracing this new form of governance.
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4. Action Plan: • Continue to monitor the effectiveness of the Mississauga Public Library
Governance Model with an annual review by both parties with the goal of continuing to build and strengthen the relationship.
5. Recommendation:
• Continue to monitor the agreement and its impact on; community engagement, customer serviced and accountability.
Moved by ___________________Seconded by __________________________
to accept the WPL/City Service Agreement Report as presented .
_________________________________ _________________________________ Dr. Peter Frise Valerie Critchley Board Chair Corporate Leader for Public Engagement Windsor Public Library and Human Services/City Clerk Council [email protected] Services [email protected]
_________________________________ _________________________________ Kitty Pope Laurie Turcotte CEO Manager of Finance Windsor Public Library Windsor Public Library [email protected][email protected] _________________________________ _________________________________ Anne Rutherford Chris Woodrow Manager, Board Operations and Executive Director, Corporate Services Assistant to the CEO Windsor Public Library Windsor Public Library [email protected][email protected]
