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HomeMy WebLinkAboutMinutes_LAB_03.21.2017Minutes of the Meeting of the Library Advisory Board City of Georgetown March 21, 2017 The Library Advisory Board met on Tuesday, March 21, 2017 at 6:00 p.m. in the Small Conference Room of the Georgetown Public Library, 402 W. 8"' Street MEMBERS PRESENT: Pat Baldwin, Michael Barnes, Lindsay Cooper, Teresa Robinson, Pete Rose, and Linda Schaffer. MEMBERS ABSENT: Tom Milburn STAFF PRESENT: Eric Lashley- Library Director Chair Rose called the meeting to order at 6:00 P.M. A. Citizens wishing to address the Board. — Citizen Susan Snelson with the Assistance League of Georgetown addressed the board regarding An Evening in Paris fundraiser on April 8. Snelson invited board members to attend the joint event that will benefit both the Assistance League and library. B. Introduction of new board member Linda Schaffer. —Pete Rose, Board Chair. Board members introduced themselves to Schaffer. Schaffer provided some background about her history with the library and involvement in Congregation Havurah Shalom. No action required. C. Review of board bylaws and attendance policy. -Eric Lashley, Library Director. Lashley reviewed the board's bylaws, attendance policy, and explained specific roles of the Chair, Vice Chair and Secretary. No action required. D. Election of Vice Chair and Secretary of the Library Advisory Board. —Eric Lashley, Library Director. Motion by Cooper; second by Schaffer to elect Michael Barnes as Vice Chair. Approved 7-0. Motion by Schaffer; second by Barnes to elect Pat Baldwin as Secretary. Approved 7-0. E. Review of minutes from the February 20, 2017 Library Advisory Board meeting. —Pete Rose, Board Chair. Motion by Robinson; second by Barnes to approve the February 2.0, 2017 minutes. Approved 7-0. F. Consideration of Library Director's Report. —Eric Lashley, Library Director. Lashley reviewed monthly statistics with the board, noting that the patron visits number is inaccurate due to a door counter malfunction. Lashley attended a meeting with the OverDrive Consortium Steering Committee, and was informed that a credit would be used to purchase more e -book titles for the 48 member consortium. Lashley discussed the success of the Courageous Conversations events and read the patron comments from the library's suggestion box. No action required. G. Report from the Library's Community Resources Coordinator. —Eric Lashley, Library Director. Lashley reviewed a copy of Patrick Lloyd's monthly report (attached to these minutes), noting that there is an ongoing need for more resources in the Georgetown community. H. Report on the City's new Performance Management Program. —Eric Lashley, Library Director. Lashley provided the board with an outline of the new Performance Management Program, initiated by Assistant City Manager Wayne Reed (attached to these minutes). Lashley explained that the library would most likely be one of the first departments to implement the new program. One key element is to determine which metrics to measure, measuring the metrics, and determine whether or not staff members are meeting their expectations and/or goals. No action required. I. Report on the Texas Library Association's Community Engagement Survey results —Eric Lashley, Library Director. Lashley reviewed survey results from the Texas Library Association's Community Engagement Task Force survey with the TLA membership. Lashley serves as the chair of this task force and the results will help direct offerings at next year's annual convention in Dallas, Texas. Lashley noted that a large number of librarians did not thoroughly understand the concept of community engagement and therefore, there will be a lot of effort going forward to educate the library professionals on the importance of community engagement for the future of the profession. No action required. J. Consideration of future meeting dates. — Eric Lashley, Library Director. The next Library Advisory Board meeting will be Tuesday, April 18, 2017 at 6 pm. Chair Rose adjourned the meeting at 7:40 PM. Respectfully submitted, Pat Baldwin p e Secretary Chair Page 5 of 13 GPL Community Resources Monthly Report: February 2017 This month library staff conducted 9 interviews with high -need patrons. After observing high need in the area of financial assistance during the holidays, emergency housing and legal aid have been the most common issues facing our high -need patrons in 2017. 10 — 9 8 7 6 — 5 - 4 -- - 3 2 1 I 0 Emergency Housing r Patron Needs Fin. Assistance Benefit Assistance Mental Health Physical Health ❑January �. February Legal Other We continue to see a majority of female HNPs, with about two-thirds being female. This figure has remained consistent around 66% since November 2016. During late 2016, we saw high numbers of HNPs with children in the home. Since the beginning of 2017, just 22.2% of HNPs are known to have children in the household. 33.3% of interviews in February were with HNPs coping with domestic violence. This is the highest ratio of DV victims that we have interviewed in a single month since November 2016; since that time, 18.9% of all interviews have been with HNPs coping with DV. None of our February interviews concerned households known to have a veteran in the home; in previous months 12- 14% of HNPs have been known to have a veteran in the household. We were able to refer patrons to resources within Georgetown in just 55.6% percent of interviews conducted in February. This month, the most common unmet needs continue to be emergency housing and legal aid. In 2017, we have been able to refer HNPs within Georgetown in 48% of interviews. Other needs vary widely with education (ESL, GED, etc.) being the most common need not listed on the chart above. The CRC made two referrals for drug rehabilitation in February, including an instance of a homeless individual acting erratically who reported having been release from a local detox facility within the last 24 hours. Mosoon Qnspored and Nssbn Focused Performance Management Grogram City of Georgetown, Texas The PMP will be based upon the City's vision and service areas' missions in a manner that reinforces the City's Core Values. High performing organizations are vision inspired, mission focused, values driven, and performance based. When these are aligned from top -to -bottom and across an organization, employees benefit by understanding how their specific role and service area support and promote their mission and the organization's vision. In turn, this strengthens employee engagement. The Georgetown PMP will work in collaboration with participating departments to: . ' o create impetus for self-improvement and stimulate general raising of standards; o define and refine business processes to increase productivity and remove impediments; o enhance employee performance and increase professionalism; o recognize good performance and provide: motivation to maintain and improve performance; and © increase transparency to the public on the provision of services. The general public perceives value in its local government when they view their city as contributing to a high quality of life through Strategic Management may be the delivery of excellent and responsive services that meet their viewed as the appropriate and needs. With consistent performance, the public is more inclined to reasonable integration of strategic be supportive of a city's initiatives and proud to be a member of planning and implementation across an organization (or other entity) in their community. A performance management program is a an ongoing way to enhance the strategic management tool that allows city management to fulfillment of mission, meeting of demonstrate public value by measuring and improving the quality of mandates, continuous learning, and service delivery. sustained creation of public value. John M. Bryson The City of Georgetown, Texas, is embarking on a citywide Performance Management Program (PMP) starting in 2017 to further integrate the City Council and City Manager's strategic planning with operations. The City Manager's Office will oversee the City of Georgetown, Texas program and will initiate it with a few service areas that have Performance Management Program developed mission statements and strategic goals from which Vision .................................... performance measures will be derived. (Additional service areas will be added when appropriate.) This process produces meaningful Mission.................................Focused performance measures because it reinforce the purpose of a service Values ..................................... Driven area and will allow employees to be involved in process improvements to achieve their mission. The PMP will monitor Performance ........................... Based productivity and performance, while identifying trends and patterns to understand when a service area is strained or hitting on all - cylinders. it will offer resources to enhance performance, increase productivity, and streamline processes as needed. The PMP will be based upon the City's vision and service areas' missions in a manner that reinforces the City's Core Values. High performing organizations are vision inspired, mission focused, values driven, and performance based. When these are aligned from top -to -bottom and across an organization, employees benefit by understanding how their specific role and service area support and promote their mission and the organization's vision. In turn, this strengthens employee engagement. The Georgetown PMP will work in collaboration with participating departments to: . ' o create impetus for self-improvement and stimulate general raising of standards; o define and refine business processes to increase productivity and remove impediments; o enhance employee performance and increase professionalism; o recognize good performance and provide: motivation to maintain and improve performance; and © increase transparency to the public on the provision of services. Georgetown Performance Manaeement Program —Vision Inspired and Mission Focused People, Processes, and Services We believe that strong local government is based on their people, processes, and services. To be successful, the Georgetown PMP considers these three pillars when accepting a department into the program. This section outlines the process each department will undergo when it applies to become a member of the PMP. Culture Q Values Q Training a Resources C Human Potential Barriers to Change o Organizational Silos o Resource Constraints o Culture o Skill Sets o Experience o Fear/Concern Standard Practices Innovation Improvements G Consistency U Data u Communication Customer Experience Performance C - Celebrate Successes Ways to Overcome Barriers o Look at Organizational Chart o Recognize processes across departments (most of the time) o Performance Management o Mission, Values, Business Processes, Tracking and Continuous Improvement o Business Improvement Program (BIP) three pillars: a. Program Management b. Business Process Management (document, evaluate and improve) c. Application Change Control Management Georgetown Performance Management Program — Vision Inspired and Mission Focused Step 1: Identify Your Mission Your mission should be a brief statement that communicates the basic purpose of your department and illustrates how it helps achieve the City's vision. It should guide your department's decision-making and actions. A mission should inspire, unite, and motivate each member of your team. c�f.VVft_-rs` cd, 6 giri 50- &!A 11�, sl �j^_ip" Pncq-jl n1,'/, R�)nl"n1=CnSgC?i: 3� iol *,4fhr/ Avxele;@ C(olPaTael�n�$��j �YnYar l?J�1=' (7n1 ih��?,1t=C7i!nl irk 5l t : i�ul ! jkgYj iltl clnl ani�fiA7�in�i57niio,�ilnl�iC14r( Indjl?riC dc`I,Y/�L[Y�j,'AF)ifSLOL Yo)�kl19piIi1JY��1Ji'3r (e u �iTb�i ; (j i n 19 y�j YC� e3 cin"fo_I i nl�inl Z lurrlil gni+AYr c Dine 1nit Ilaii:�p'r1 'iu�Cl:�-�i�nl?.(c�!o u17r311i�1j� `�9111=�^y3�1i4ni sol"etir�l"l�Alj;}r o �F'e1���.��3�s`irt7.-'Q6��(°)1CIo�iTFa`�}-C _ln)oi 10aJP�I6L}`=-�i �dhlra u�7 rrtx�oi�� cl'���r+rJfiJ�er o)., C:IAI�i�;l+r11_ lek:.�r/:�f�'a)eAlaRj�, !oJnii�tlri►� +l (o )�jol j��allte City Manager's Office 3�i11•�i1J�r t5Jla�')i"L ��:'C�lf)_a`rorYJ��r•�?iit)(oJll I Building Inspections I City Council City Values c Trust c Communication ® Teamwork o Professionalism ® Work/Life Balance r�7nL;iANCxolmii o.�,7�:01 IJPlc1r Dell, c) APA, (�wuL�E�Y/ Ig udli (anm rDii-rv-itwii. Planning Your mission statement should answer the following questions: o Whom do we serve? G What is it we do? o How do we provide our service? o What makes us distinctive or valuable? Step 2: Set Your Strategic Goals A department's strategic goals will promote your mission. A strategic goal is a statement of aim or purpose that defines how your department will achieve a major segment of your mission over a period of time. Your goals should be written in a manner that allows an assessment of whether or not the goal is being achieved. They should be long-term, broad statements of how you plan to succeed in your mission. For example, the Planning Department's strategic goals may be: UVJ •1=}s;Ci33fls@MIA z rr �;��caua �5. �c�nraarT�r�aa�aT<< Georgetown Performance Management Program —Vision Inspired and Mission Focused Step 3: Develop Performance Obiectives Performance objectives set a target level of performance overtime that is a tangible, measurable objective against which actual achievement can be compared, including a goal expressed as a quantitative standard, value, or rate. A performance objective is comprised of a performance measure with targets and timeframes. These are your outcomes. Your performance objectives should lay out how you plan to achieve your strategic goals. Planning Department Strategic Goal #4 (Efficient and Effective Service Delivery) Outcome: "To provide a predictable process to applicants and users of the development review process". Measure: To have 85516 of the rezoning, site development plan, and plat applications reviewed and returned to the applicant within 4 weeks for first round, three weeks for second round, and two weeks for third round. Measure: To have 90% of the number of applications approved for decision within three (3) rounds of review. Strategic Goal #5 (Customer Service) Outcome: "To achieve a high level of customer satisfaction by providing respectful, responsive, accountable and trustworthy customer service". Measure: To have 85% of customers rate their overall experience with the Current Planning Division as above average or excellent. Strategic Plan Mission Strategic Goa Is pesaibes me purposeatme or&wdzWm and corresponds dcecw tome eaeWsccce progrvm andacffiides Performance Objectives (outcomes) Performance Plans (service level measures & outputs) A Wrtemmt of aim or pwposewhkh subdivides the mission end deSrKswtmm the droit isdkemed it idendfn the restdts that the organimdm expects to ad&%T- Subordateteto the gad, mcwMaw \and sets a target and pefonom m hu&atartoamw9 tmegodouer timr- PeAormnae rwn pdbtesam vidm muwd perrarmmtceQoatr, dymm t4 mearm soateg budgetandter(e4f Georgetown Performance Management Program —Vision Inspired and Mission Focused Step 4: Determine Your Means and Strategies Your means and strategies are the concrete ways you plan to meet your performance objectives. This is a list of inputs in terms of processes, skills, technologies, and resources that you will use to achieve your objectives. These are your outputs. Outcomes v. Outputs The difference between outcomes and outputs may be confusing at times. The following descriptions of outcomes and outputs may help dispel some of this confusion. Outputs measure the workload in your department. They are an indication of the quantity of work you are doing. When thinking of outputs, the Denver Business Journal encourages us to think of the dashboard on a car. "It has metrics that indicate if you need more gas, if you're out of oil, if a door is ajar. The vehicle can still function, but you'll need to address these concerns on a timely basis." For our purposes, these short- term issues are your outputs. Outputs don't affect the City's overall performance. They're primarily important only to your department. Examples of outputs include: ® Number of Pre -Applications and Applications ® Number of Cases Reviewed at TRC © Hours spent on special projects Outcomes should measure effectiveness. They are an indication of the results associated with providing certain services. Outcomes provide feedback on the effectiveness of your department and the City as a whole. Outcomes show how the City is operating in relation to its goals. These numbers provide all employees with a crucial, real-time view of vital information. Outcomes should be understood and valued by every employee. Every employee leaving on Friday afternoon should be able to say, for example, "I know we had a great week because we met our live release/return to owner rate goal." ® Number of Applications brought before decision-making body after three rounds of review. ® Customer satisfaction with services rendered Customer satisfaction surveys are exceptionally informative, because they gauge the public's perception of how well a department is achieving its desired outcomes. Performance measurements are crucial to understanding the role and value of every department and every employee of the City. The idea is to illustrate to each person how his or her contributions contribute to the continued success of the City of Centennial. They are also crucial in communicating the direction of the City, identifying the levels of services the City provides, and measuring how well the City is working toward its strategic plan. Performance measurements and the associated monthly reports should allow any citizen to understand the purpose and key functions of each department and determine whether the departments' desired outcomes are being achieved' efficiently. While it may take a little while to see, performance measurement is not a data collection exercise, it's a management practice used to understand, justify, and improve operations. Georgetown Performance Management Program —Vision Inspired and Mission Focused Sample Strategic Framework Animal Services The City providing a hIgh quality of life, delivering superior customer service, and achieving the highest professional standards. We strive to uphold our mission by adhering to our organizational values. centennial Animal Services supports Centenniars vision by efficiently serving the pet -owner and animal populations of the City. till I o liji 1; 1 t I i;, !7TT— Fqijijn,, aq i-, it i: ,;j ra-3 IkOf-Z)Ei�— WIN jz- - The City providing a hIgh quality of life, delivering superior customer service, and achieving the highest professional standards. We strive to uphold our mission by adhering to our organizational values. centennial Animal Services supports Centenniars vision by efficiently serving the pet -owner and animal populations of the City. till I o liji 1; 1 t I i;, !7TT— Fqijijn,, aq i-, it i: IkOf-Z)Ei�— WIN jz- - Georgetown Performance management Program — \fision Inspired and Mission Focused Numerous resources exist on this subject. Several were used for the production of this booklet. Childs, David. "Improving Employee Productivity and Efficiency," Government Finance Review April 2009:1 52— 55. Print. Christensen, Peter and Katie Gregory. "Becoming a Data -Driven Organization." Government Fln6ince Review April 2010: 57 — 59. Print. Hodgkin, Don. "Key performance indicators: How do you measure success?" Denver Business Journal 23 July 2010: A23. Print. Librizzi, Christine. Strategic Thinking and Planning. Unleashing the Power of the Organization. CGL Consulting, Opie, Barbara. "Measuring What Matters." Colorado Municipalities June 2008: 14 —16. Print. Steinberg, Harold 1, State and Local Governments' Use of Performance Measures to Improve Service Deliver. AGA CPAG Research Series: Report No. 23. Virginia, 2009... Useem, Greg. 'Moving from Reporting Performance Information to Using It." Government Finance Review April 2009: 47 — 50. Print. r DIRECTOR'S MONTHLY REPORT GEORGETOWN PUBLIC LIBRARY MARCH 2O17 MARCH- HIGHLIGHTS • Austin Flute Choir performed on Sunday, March 19 in the library's Live Music Series. • Susie Flatau, Janis Shields and Suzanne Wells displayed art in the library's gallery during March. The exhibit was titled Layers: Time and Texture. • GPL Cinema screened Ferris Bueller's Day Off on February 10. • The children's programmers hosted a week of activities during Spring Break (March 13-17) with events such as: Magician Rodney Rash, Paw Patrol party, Teddy Bear Picnic, Chopped competition, Lego Day and Teen Nerf Wars. • Library staff continues work with the Assistance League to host An Evening in Paris fundraiser on April 8. PATRON COMMENTS 1. Patron Comment: You should get Masterminds: Payback (The book form not CD) 2. Patron Comment: Where is Morningstar? Dump Valueline 3. Patron Comment: Local author fair for local authors to advertise and sell books. 4. Patron Comment: Bravo!!! We love the Georgetown Library. The minute we walk in the door it feels so welcoming. 5. Patron Comment: Please get Kingdom Hearts for the Wii 6. Patron Comment: Your library is awesome. I'm a lifelong bookworm. BUT even though I'm an American I do believe in freedom of speech in all its aspects (usually), let me tell you that the new book re Ayn Rand is absolute and complete communist propaganda. What compels the writers of today to try to end our way of life? BLAH Page 7 of 13 QEORGETDVVNPUBLIC LIBRARY ComDarative Fiscal Year Statistics Patron Visits Oct Nov Dec Jan Feb Mar Annual Total Current Year 22635 26379 22786 28673 31853 33022 164318 2015'2016 25100 21672 23173 25830 17923 19129 261525 Circulation 2017 Annual Total Current Year 38883 37956 34844 39470 37137 42893 231183 2015-2816 43295 40538 38374 41508 38510 43111 513725 # of patron Annual Total Bookmobile Circulation 2266 2329 2073 2856 2376 2466 14366 Chi|dren'mProQrarnm A8ondonne 1188 943 919 1237 1182 2050 7529 Programs 5 6 9 8 8 11 47 Story Time Pppgrm 16 21 16 24 22 24 122 Other (Tour.N1oviE D 8 3 8 R 8 43 After School Progr 4 3 8 4 4 4 22 Adult Programs Programs Coming Soon! D Attendance 0 Other Services ILL Ordered 36 80 34 53 46 34 233 ILL filled 31 22 29 32 34 37 185 Internet usage (persons 5565 5085 4682 5637 5568 6167 32704 Overdrive usage (s'uvv� 2248 1970 2153 2165 1920 2233 12695 Overdrive usage (avmvu 661 635 872 688 853 712 4032 Volunteer Hours Adult 784.00 73825 455.25 677.50 735�00 82375 4313,75 Teen 46.75 84.50 33.25 9275 35.50 78.00 37075 CommunhyGenio 0.00 0.00 16.25 0.00 4.00 2.00 22.25 Total 830.75 822.75 504.75 770.25 774.50 1003.75 4706.75 Registrations C|tyRoaidentn'nev 184.00 156,00 108.00 205.00 166.00 211.00 1030.00 G|SOKidm'Ca,do 8.00 4�00 3�00 6.00 7.00 8.00 27.00 Non -residents -new 88.00 55.00 49.00 55.00 69.00 66.00 372.00 Total 281.00 215.00 160.00 268.00 23200 285.00 1439.00 Cash Receipts Fines/[Niao.Roven 1384.78 1448.26 1372.34 2122.36 1884.28 3288.25 1050828 Non-resident fees 2155.00 2125.00 17W00 2610.00 2595.00 2650.00 13825.00 Donations 177.02 2116.38 1965.53 185781 7286.36 1418534 27589.44 Gifts/Memorials 174.00 4750,00 4079.00 4300.00 355.00 1200M 14918.00 Meeting Room Use persons 0000meetings 4373 3115 3095 9530 4181 4095 22395 Library Collection Changes Copies Added 1399 1502 1271 1308 1655 1408 8831 Copies Discarded 1277 1223 2815 2135 3475 1702 12627 Donations Added �� 189 242 147 268 138 437 1421 Page 8 of 13 ❑I GEORGETOWN PUBLIC LIBRARY DONATIONS -- March 2017 W AT[ Michele Harber $50 for large print titles in honor of the Library Megan O'Hearn 2 books & assorted journals for genealogy collection Edward & Judith Miksch $35 in memory of Jean Erdenberger Telisa Harwell 2 bks in memory of Ronald Walenga Stanley's Party & God Must Like to Laugh Jonny Feelgood 1 bk in memory of Brandon Lee Musil One's Self, As a Whole Lacey Martin 1 copy of her book Snug as a Pug Sara Tringo 2 copies of her book The Watchers SungCha Brooks $115 for arts related programs Page 9 of 13 at Small conference room, 2nd floor, Georgetown Public Library, 402 W. 8th Street The City of Georgetown is committed to compliance with the Americans with Disabilities Act (ADA). If you require assistance in participating at a public meeting due to a disability, as defined under the ADA, reasonable assistance, adaptations, or accotnmodations %ill be provided upon request. Please contact the City Secretarys Office:, at least three (3) days prior to the scheduled meeting date, at (512) 930-3652 or City Hall at 113 East 8t Street for additional information; TTY users route through Relay Texas at 711. Regular Session (This Regular Session may, at any time, be recessed to convene an Executive Session for any purpose authorized by the Open Meetings Act, Texas Government Code 55L) A Citizens wishing to address the board. -fete Rose, Board Chair. As of the deadline; no persons were sif,med up to speak on items other than what was posted on the agenda. B Introduction of new board member Linda Schaffer. -Pete Rose, Board Chair. C Review of board bylaws and attendance policy. -Eric Lashley, Library Director. D Election of Vice Chair and Secretary of the Library Advisory Board. -Eric Lashley Library Director. E Review of: minutes from the February 20, 2017 Library Advisory Board meeting. F Consideration of the Library Director's report. --Eric Lashley, Library Director; G Consideration of Community Resources Coordinator's report. -Eric Lashley, Library Director. H Report on the City's new Performance Management Program. -Eric Lashley, Library Director. l Report on the Texas Library Association's Community Engagement Survey results. -Eric Lashley. J Consideration and possible action to set the date of future meetings. -Pete Rose, Board Chair. CERTIFICATE OF POSTING 1, Shelley Nowling, City Secretary for the City of Georgetown, Texas, do hereby certify that this Notice of Meeting was posted at City Hall, 113 E. 8th Street, a place readily accessible to the general public at all times, on the day of , 2017, at - , and remained so posted for at least 72 continuous hours preceding the scheduled time of said meeting. Shelley Nowling, City Secretary Page i of21 CITY OF GEORGETOWN LIBRARY ADVISORY BOARD BYLAWS ARTICLE I. NAME AND PURPOSE Section 1.1. Name. Library Advisory Board "Board"). Section 1.2. Purpose. The Board is established for the purpose of participating in the update of the Long Mange Ilan for the Library and to serve to promote library programs and services in the community. ,See Ordinance inance Chapter 2.72 ARTICLE 11. MEMBERSHIP Section 2.1.. Number of Members. The Surd will be composed of seven (7) Members. Section 2.2. Eligibility. All Members shall reside in the corporate City limits or extraterritorial jurisdiction of the fifty. , Section 2.3. Appointment of Board Members. Members of the Board shah be appointed pursuant to and in accordance with the City Charter. Section 2.4. Terms of Office. Generally, terms of office for each.. Member shall be two l2 years. Generally, a Member may serge two 2l consecutive terms. Refer to Ordinance Section 2.3 .030A for additional provisions regarding terms of office. Section 2.. Vacancies. Vacancies that occur during a term shall be filled as soon as reasonably possible and in the same mariner as an appointment in accordance with the City Charter. if possible, the Member shall continue to serve until the vacancy is filled. An appointment to fill a vacated term is not included as a term for purposes of counting consecutive terms. Section 2.6. Compensation and Expenditure of Funds. Members serve without compensation. The Board and its Members have no authority to expend funds or to incur or make an obligation on behalf of the City unless authorized and approved by the City Council. Members may be reimbursed for expenses authorized and approved by the City Council and. the Board. Library Advisory Board Bylaws Revised Marcie 201 Page I o Page 5 of 21 Section 2.7. Compliance with: City Policy. Members will comply with it Ordinances, mules and Policies applicable to the Board and the Members, including but not limited to Ethics Ordinance Chapter 2.20 and City Commissions, Committees and Boards C;rdinance Chapter 2.36. Section 2.. Removal. Any Member may be removed from their position on the Board for any reason, or for no reason, by a majority vote of the City Council: ARTICLE III. BOARD OFFICERS RS Section 3.1. Officers. The Board Officers are Chairman, Vice -Chairman and Secret Tl e Chairman is recommended by the Mayor and the City Council shall approve the recommendation by a vote of the majority of the -Council during the annual appointment process. Should the Mayor fail to recommend a Chairman for each board, committee, or commission, and/or the Council fails to approve any Chairman recommended by the Mayor, a majority of the Council plus one may approve appointment of a Chairman to serve as Chairman without a recommendation of the Mayor. The ether Beard Officers are elected by a majority vote of the Members at the first meeting after the annual appointment process. Section 3.2. Terms of Office for Board Officers. Board Officers serve for a term of one year. In the event of vacancy in the office of Chairman, the Vice -Chairman shall serve as Chairman until the City Council appoints a replacement Chairman. A vacancy in the either offices shall be elected by majority vote of the Members at the next regularly scheduled meeting, or as soon as reasonably practical for the unexpired term. If possible, a Board Officer shall continue to serve until the vacancy is filled, Section. 3.3. Duties. . a, The Chairman presides at Board meetings. The Chairman shall generally manage the business of the Board. The Chairman shall perform the duties delegated to the Chairman by the Board; b. The Vice -Chairman shall perform the duties delegated to the Vice -Chairman by, the Board. TheVice-Chairman presides at Beard meetings in the Chairman's absence. The Vice -Chairman shall perform the duties of the Chairman in the Chair absence or disability, c. The Secretary shall perform the duties delegated to the Secretary by the Board. Library Advisory Board Bylaws Revised March 2015 PaRc 2 otb Page 6 of 21 ARTICLE IV. MEETINGS Section 4.1. Time and Bate of Regular Meeting. e Board shall meet once a month On the same week of the month, the same day of the week, at the same time, and at the same place. The regular date, time and place of the Board meeting will be decided by the Members at the first meeting of the Board after the annual appointment process: Section 4,2. Agenda. Items may be placed on the agenda by the Chairman, the City _ Manager or designee, or at the request of a Member. The party {or individual} requesting the agenda item will be responsible for preparing an agenda item cover sheet and for the initial presentation at the meeting. Items included on the agenda must be submitted to the Staff Liaison no later than one week before the Board meeting at wich the agenda 'stem will be considered. Agenda packets for regular meetings will be provided to the Members in advance of the scheduled Board meeting. Agenda packets will contain the hosted agenda, agenda item cover sheen, and written minutes of the last meeting. Section 4.3. Special Meetings. Special meetings may be called by the Chairman or by three 3 :members. Section 4A. Quorum. Aquorum shall consist of a majority of the Members. A quorum is required for the Board to convene a meeting and to conduct business at a meeting. Section 4.5, Call to Order. Board meetings will be called to order by the Chairman or, if absent, by the Vice -Chairman. In the absence of both the Chairman and Vice - Chairman, an, the meeting shall be called to order by the Secretary, and a temporary Chairman shall be elected to preside over the meeting. Section 4.6. Conduct of Meeting. Board meetings willbeconducted in accordance with these Bylaws and City Council Meeting files and Procedures, as applicable to the Board. See Ordinance nance Chapter 2.24. Sections 4.7. Voting. Each Member shall vote on all agenda items, except can matters involving a conflict of interest, substantial financial interest or substantial economic interest under state law, the City`s Ethics Ordinance, or other applicable Laws, Rules and Policies. In such instances the Member shall make the required disclosures and shill refrain from participating in both the discussion and vote on the matter. The L1bmry Advisory Board Bylaws Revised March 2015 Page 3 of t Page 7 of 2 Member may remain at the dais or leave the dais, at the Mei ber's option, while the matter is being considered and voted on by the other Board Members, Unless otherwise provided by law, if a quorum is present, an agenda item must be approved by a majority of the Board Members present at the meeting. Section 4.8. Minutes. A recording or written minutes shall be made of all open sessions of Board meetings: The Staff Liaison is the custodian of all Board records and documents. Section 4.9. Attendance. Members are required to attend. Board meetings prepared to discuss the issues on the agenda; A Member shall notify the Chairman and the Staff Liaison if the Member is unable to attend a meeting. Excessive absenteeism will be subject to action under Council policy and may result in the Member being replaced on the Beard. I See Ordinance Section 2.36.010D. Excessive absenteeism means failure to attend at leash 75% of regularly scheduled meetings, including Board meetings and Subcommittee meetings. If a Member is removed from the Board that position shall be considered vacant and a new Member shall be appointed to the Board in accordance with Section 2.5 above. Section 4.10. Public Participation. In accordance with City policy, the public is welcome and invited to attend, Board meetings and to speak on any item on the agenda. person wishing to address the Board must sign up to speak in accordance with the policy of the Council concerning participation and general public comment at public meetings. Sign -tip sheets will be available and should be submitted to the Chairman prior to the start of the meeting. If any written materials are to be provided to the Beard, a copy shall also be provided to the Staff Liaison for inclusion in the minutes of the meeting. Speakers shall be allowed a maximum of three minutes to speak, but may tale up to six minutes if another individual who signs up to speak yields the time to the speaker. If a person wishes to speak on an issue that is not posted on the agenda, they must file a written request with the Staff Liaison no later than one week before the scheduled meeting. The written request must state the specific topic to be addressed and include sufficient information to inform the Board and the: public. A person who disrupts the meeting may be asked to leave and be removed. Section 4,11. Open Meetings. Public notice of Board meetings shall be provided in accordance with the provisions of the Texas Open Meetings Act, All Board meetings and deliberations shall be open to the public, except for properly noticed closed session matters, and shall be conducted in accordance with the provisions of the Texas Open Meetings Act. Library tWvisory Board Bylaws Revised March 20 15 Page 4 of Page 8 of 21 Section 4.12. Closed Sessions. The Board may conduct closed sessions as allowed by law, on properly noticed closed session matters, such as consultation with attorney on legal matters, deliberation regarding the value of real property, competitive utility matters, and economic development negotiations. Arecording or certified agenda shall be made of all closed sessions of Board :meetings. ARTICLE V. REPORTS TO CITE` COUNCIL The Board shall meet with City Council, as requested, to determine how the Board may best serve and assist City Council. City Council shall hear reports from the Beard at regularly scheduled Council meetings. ARTICLE VL SUBCOMMITTEES Section 6.1. Formation. When deemed necessary by a majority of the Board, Subcommittees may be formed for specific projects related to Board matters. Subcommittees comprised of non -Members .may only be formed with the prier consent and confirmation of the City Council. Section 6.2. Expenditure of Funds, No Subcommittee, or member of a Subcommittee, has the authority to expend funds or incur an obligation on behalf of the City or the Beard. Subcommittee expenses may be reimbursed if authorized and approved by the Beard or by City Council. Section 6,3. Open. Meetings. Subcommittee meetings and deliberations shall be ripen to the public, except for properly noticed closed session matters, and shall be conducted in accordance with the provisions of the Texas Open Meetings Act, ARTICLE VIL BYLAW AMENDMENTS tITS These Bylaws may be amended by majority vote of the Board Members at any regular meeting of the Beard. The Beard`s proposed amendments to the Bylaws must be approved by City Council at the next Council meting after the Board's approval. Bylaw amendments are not effective until approved by City Council. Library Advisory Board Bylaws Revised March 2015 Page 5 of Page 9 of 21 Approved and adopted at a meeting of the City Council on the J9 day of U 2015. ATTEST: (I CityS etary THE CITY OF GEORGE-TOWN Y." Mayor Approved and adopted at a meeting of' the Board on the c20 day of 1 2015. ATTEST: 1 0 WOO 5 BOARD Board Chairman Library Advisory Board Bylaws Revised March 2015 Page 6 of 6 Page 10 or 21