Anyone who requires an auxiliary aid or service for effective communication, or a modification of policies or procedures to participate in a City program, service, or activity, should contact Jessica Musil, Library Administrative Assistant, at 319.261.7323 or email musilj@crlibrary.org as soon as possible but no later than 48 hours before the meeting.

Agenda: Board of Trustees Mar. 1, 2018, at 4 pm

Community Room, Ladd Library

Invest in Young Minds, Engage & Strengthen Community, Transform Lives

Library Board President – Harriet Kalinsky A. Call to Order B. Consent Agenda – Action

o Minutes: Feb. 1, 2018 o Special Event Application

C. Public Comments and Communications D. Resolution in thanks of Jan Frischkorn and Deborah Schroeder E. Foundation Report – Charity Tyler F. Friends of the Library Report – Libby Slappey G. Service Spotlight: Kanopy – Erin Horst H. Library Board Committee Reports

o Finance Committee – Randy Ramlo, Committee Chair o No Action

o Personnel and Policy Committee – Hilery Livengood, Committee Chair o No Action

o Advocacy Committee – Jade Hart, Committee Chair o No Action

I. Library Director’s Report J. Old Business

o Strategic Planning Update K. New Business

o Action: Ladd Renovation Approval and Payment – cost not to exceed $99,860 to be spent out of pending grant fund balance for the improvements at Ladd Library work completed by bid.

L. Adjournment

The next Board of Trustees meeting is set for Thursday, April 5, 2018, at 4 pm in the Conference Room, Downtown Library. Key Dates and Details: Mar. 1: Legacies: Veterans: 6-7 pm, Whipple Auditorium, Downtown Library. Mar. 3: Community Cultural Celebration and Expo, 10 am-2 pm, Downtown Library. Mar. 9: Kitchen Science Experiments, 3-4 pm, Ladd Library. Mar. 17: Music in the Library: Irish Jam, noon, Downtown Library Mar. 24: Art of ACEs – Youth Art Showcase, all day, Downtown Library. Mar. 30: Libraries closed for professional development. Mar. 31: Spring Sunshine Spectacular, 10 am-noon, Downtown Library.

DRAFT Meeting Minutes Cedar Rapids Public Library Board of Trustees February 1, 2018 Board members in attendance: [President] Harriet Kalinsky, [Vice President] Matthew Wilding, Mary Sharp, Jade Hart, Randy Ramlo, Clint Twedt-Ball, Hassan Selim Board members unable to attend: Susie McDermott, Hilery Livengood Staff in attendance: [Library Director] Dara Schmidt, Amber Mussman, Erin Horst, Hollie Trenary, Kevin Delecki, Mary Beth McGuire, Jessica Musil Others: Charity Tyler, Executive Director of the CPRL Foundation; Libby Slappey, President, Friends of the Cedar Rapids Public Library; Pamela Fitzgerald, The Ivy Group; Karla Twedt-Ball, Greater Cedar Rapids Community Foundation; Matt Evans, TrueNorth Companies; Elmer Lappe, community member

A. Call to Order • Ms. Kalinsky called the meeting to order at 4:01 pm.

B. Consent Agenda – Action • Minutes: Jan. 4, 2018

Ms. Hart motioned to accept the consent agenda. Mr. Ramlo seconded. The motion carried with unanimous approval.

Mr. Selim joined the meeting at 4:03 pm.

C. Public Comments and Communications • Elmer Lappe addressed the board.

Mr. Twedt-Ball joined the meeting at 4:08 pm.

D. Foundation Report – Charity Tyler • Dolly Parton Imagination Library (DPIL) has gone live to nonprofit partners for the quiet

rollout. As of 5 pm on Jan. 31, 662 children have been enrolled – the first shipment of books will be mailed the third week of March. The Foundation will hold a DPIL fundraiser on April 9. One2Read author Matt de la Pena will be present. The public launch of DPIL is April 14 from 10am-noon.

• Invitations will be mailed for this year’s Stay at Home Book Ball on March 24. E. Friends of the Library Report – Libby Slappey

• The Friends are excited to offer a Saturday Book Sale this weekend in conjunction with Comic Con – volunteers have pulled many books of interest for convention attendees.

• Ms. Slappey is encouraging everyone to arrange a private shopping experience of the Friends’ books. Library staff can now hand out small business cards for patrons with information on how to arrange a shopping opportunity at the Cherry Building.

F. Library Board Committee Reports • Finance Committee – Randy Ramlo, Committee Chair

o Action: County Contract for Library Services FY18 • The Finance Committee recommends the acceptance of the Linn County

contract. The contract is about $20,000 less than last year. However, it is formula driven – a total of $440,000 is split between all 11 Linn County libraries based on usage. Ms. Schmidt believes our decrease may be due to Center Point’s newly opened building, which in turn increased their usage statistics.

The motion to accept the Linn County Contract for Library Services for $79,852.48 carried with unanimous approval.

• Personnel and Policy Committee – Hilery Livengood, Committee Chair o Action: 4.5 Non-Smoking Policy

• The policy was updated to reflect the exclusion of nicotine products. Once the new policy passes, we will update signs around both libraries.

The motion to accept changes to Policy 4.5 Non-Smoking carried with unanimous approval.

• Advocacy Committee – Jade Hart, Committee Chair o There being no updates, the meeting continued.

G. Library Director’s Report • Ms. Schmidt has been busy as the new strategic planning process unfolds. The process

will include opportunities for the community to provide feedback on the Library’s strategic direction at four Community Input Sessions. Ms. Schmidt encouraged trustees to attend, if possible.

• Eight people will represent the Library at the 2018 Public Library Association conference in Philadelphia. Hollie Trenary, Kevin Delecki, and Jessica Link will present at the conference.

• Staff report feeling supported after the Library implemented a protocol to increase police presence; in addition, incidents have decreased.

• The Library will present at the City’s Budget Meetings next week. Trustees are encouraged to attend to support the Library and Ms. Schmidt’s presentation to City Council.

H. Old Business • There being none, the meeting continued.

I. New Business • Strategic Planning Session with Pam Fitzgerald, The Ivy Group

o Ms. Fitzgerald shared the process her firm is undertaking to develop a new strategic plan for the Library. She also discussed current trends. She concluded the session with a SWOT Analysis.

J. Adjournment • There being no further business, the meeting adjourned at 6:12 pm

The next Board of Trustees meeting will be held on Thursday, Mar. 1, 2018, at 4 pm in the Community Room at the Ladd Library.

People, Places & Things

JAN 2018

450 5th Avenue SE I Cedar Rapids, IA 52401 I 319.261.READ I CRLibrary.org

Programming was down slightly this year as compared to last year, but continues to bring in thousands of people each month. Our statistics for January 2018 also show a continued small decline in our circulation numbers, both at CRPL and the overall Metro Library Network. Meeting room use has remained stable and our visitor numbers continue to be stable as well.

0

2000

4000

6000

8000

10000

12000

Meeting Room Use

Current Year 5 year average

0

20000

40000

60000

80000

100000

120000

Circulation

Current Year 5 year average

0

1000

2000

3000

4000

5000

6000

7000

8000

9000

10000

Programming

Current Year 5 year average

0

10000

20000

30000

40000

50000

60000

70000

Visitors

Current Year 5 year average

0

500

1000

1500

2000

2500

Off-site programming

Current Year 5 year average

0

50000

100000

150000

200000

250000

MLN Circulation

Current Year 5 year average

RESOLUTION IN THANKS OF JAN FRISCHKORN & DEBORAH SCHROEDER

The Library Board of Trustees would like to formally thank Jan Frischkorn and Debbie Schroeder for their passion and dedication to the Friends of the Cedar Rapids Public Library. Passed this 1st day of March, 2018. ______________________________________ Harriet Kalinsky President

To: Randy Ramlo, Finance Committee Chair From: Dara Schmidt Date: 2/12/2018 Subject: January 2018 Financial Report for: Library

Operations (Fund 151): When reviewing budget to actual, we assume 1/12 of the expenditure budget is spent per month; likewise that 1/12 of revenue will be received per month. If we assume this, that means thru January actual revenue should be at least 7/12 or 58.3% of budget and actual expenses should be no more than 7/12 or 58.3%. Revenue: (money that is received/earned) Actual revenues are expected to meet or exceed budgeted amounts. Your department depends on these revenue streams to fund a portion of expenses. If one revenue stream is falling short another needs to compensate. If the revenue targets are not met, then expenses have to be under budget to compensate. Revenue chart:

Overall, revenue is on budget. Charges for Services account 431012 is billed one month behind for billings to Foundation for staff & costs. It also includes billings to other entities for use of Library services, materials etc. Actuals currently exceed budget (good). Building Rental account 461001 is under budget. Transfer in of $7,719 covers the actual costs for Flood Insurance Expense. Having revenue is in excess of budget or having a fund balance does not mean a department can spend more than their expenditure budget. Expenditures: (how money is spent/used) Regardless of funds/cash available, total actual expenses, excluding transfer out, may not exceed total budgeted expenses. Expenditure chart:

Overall expenditures are on target with budget due to adjusting budget for FY17 carryover request. Personal Service Expenses: (salaries, wages, and benefits for city employees) Overall personal service expenses are $2.4M or 55% of the $4.4M budget. The below chart highlights some of the personal service accounts.

RevenuePrior Current Current Percent of

Fiscal Year Fiscal Year Fiscal Year Favorable Budget Current Month2017 2018 2018 (Unfavorable) Received 2019

Account Name YTD Actuals Adjusted Budget YTD Actuals Variance Spent

Taxes - - - - 0% - License & Permits - - - - 0% - Intergovernmental Grants 110,490.60 140,000.00 123,767.82 (16,232.18) 88% 7,167.45 Charges for Services 156,098.79 265,600.00 194,640.89 (70,959.11) 73% 53,101.85 Fines & Forfeits 59,574.79 125,000.00 56,571.87 (68,428.13) 45% 7,680.79 Other Miscellaneous Revenue 81,801.28 161,955.00 32,033.70 (129,921.30) 20% 7,375.30 Transfers In 15,874.00 7,719.00 7,719.00 - 100% - Proceeds of LT Liabilities - - - - 0% - Total Revenue 423,839.46 700,274.00 414,733.28 (285,540.72) 59% 75,325.39

ExpendituresPrior Current Current Percent of

Fiscal Year Fiscal Year Fiscal Year Favorable Budget Current Month2017 2018 2018 (Unfavorable) Received 2019

Account Name YTD Actuals Adjusted Budget YTD Actuals Variance Spent

Personal Services 2,400,595.56 4,374,586.04 2,412,082.02 1,962,504.02 55% 332,790.95 Discretionary Expenses 479,739.78 1,057,256.86 551,923.96 505,332.90 52% 65,501.61 Fleet & Facilities 243,395.57 480,066.00 269,626.08 210,439.92 56% 8,771.54 Total Non-Discretionary Expenses 161,930.51 265,097.10 160,319.68 104,777.42 60% 24,147.73 Capital Outlay 4,359.00 25,000.00 - 25,000.00 0% - Debt Service - - - - 0% - Transfers Out - - - - 0% - Total Expenditures 3,290,020.42 6,202,006.00 3,393,951.74 2,808,054.26 55% 431,211.83

• Overtime is currently over thru January. There are enough unused funds in other line items to cover the overage. • Other Employee Benefits budget includes cell phone stipends & EAP. • Temporary / Seasonal budget for Library is being spent under Regular employees account 511100. Payroll does not run a pay cycle opposite of regular Library employees to account for the 1 seasonal position at Library, so the actuals coding is not distinguishable. Discretionary Expenses: (non-personal service expenses considered controllable by departments – IE office supplies, materials, etc) Actual discretionary expenses are $486K or 46% of the $1.1M budget, which is $64K under budget. Adjusted budget includes FY17 carryover request. In January budget was adjusted between Conferences & Misc Costs. Typically Finance specifically reports on accounts where the budget is $50K. Below is that summary:

Fleet & Facility Expenses: (internal cost of services provided by Facility Maintenance) Summary chart:

• Facility maintenance expenses (for custodial, technician and related material charges) represents 5 month of activity

right on budget. • Fleet is for a vehicle accident. Fleet credited expenses billed after Insurance was received from the at fault driver. • Rental account 524100 is for Employee Parking and Ladd Rent.

Non-Discretionary Services: (non-personal service expenses considered not fully controllable by departments (IE fuel, electricity) as they are subject to external, normal maintenance, or economic factors. Finance charges, City Inter Department Charges (administrative charges of purchasing, attorney, human resources, etc), information technology, and insurance charges are billed at 1/12 per month.

• Fuel expenses represents July - January activity and is $188.65 under budget. • Admin charges – Other –includes special event insurance for Summare Dare Celebration.

Capital Outlay Expenditures: (Purchases with a per unit value of $1K or more and a useful life of at least 2 years) The below report summarizes planned expenses compared to actual and encumbered: No actual activity thru January 2018. Budget was adjusted to add 25K for carryover.

Prior Current Current Percent ofFiscal Year Fiscal Year Fiscal Year Favorable Budget

2017 2018 2018 (Unfavorable) Received Current MonthAccount Name YTD Actuals Adjusted Budget YTD Actuals Variance Spent 2019Temporary/Seasonal Employees 511200 - 54,788.24 - 54,788.24 0% - Overtime 511300 24,053.91 40,003.00 30,548.12 9,454.88 76% 2,888.66 Other Employee Benefits 512600 3,606.20 6,665.80 3,283.25 3,382.55 49% 465.45

Discretionary ExpensesPrior Current Current Percent of

Fiscal Year Fiscal Year Fiscal Year Favorable Budget Current Month2017 2018 2018 (Unfavorable) Received 2019

Account Name Account YTD Actuals Adjusted Budget YTD Actuals Variance SpentExternal Contracted Labor 521105 21,088.89 63,000.00 29,728.27 33,271.73 47% 3,744.06 Computer Hardware 522100 35,082.44 250,000.00 39,485.28 210,514.72 16% - Computer Software Maintenance 522101 142,783.21 148,220.00 154,893.52 (6,673.52) 105% 5,891.72 Building & Grounds Services 522104 56,315.29 152,000.00 68,719.16 83,280.84 45% 12,583.23 Books & Subscriptions 531103 61,218.44 88,000.00 68,049.20 19,950.80 77% 3,126.25

Fleet & Facility ExpensesPrior Current Current Percent of

Fiscal Year Fiscal Year Fiscal Year Favorable Budget Current Month2017 2018 2018 (Unfavorable) Received 2019

Account Name Account YTD Actuals Adjusted Budget YTD Actuals Variance SpentCity Facility Mtnc Services 522107 91,256.70 230,066.00 95,446.54 134,619.46 41% 5,440.54 City Fleet Services 522108 208.91 - 6,845.01 (6,845.01) 0% - Rental of Land & Bldgs 524100 151,929.96 250,000.00 167,334.53 82,665.47 67% 3,331.00 City Rental Charges - Fleet 524102 - - - - 0% - Total Fleet & Facilities 243,395.57 480,066.00 269,626.08 210,439.92 56% 8,771.54

Capital Improvement Projects (CIP): Having revenue or cash in projects is in excess of budget does not mean a department can spend more than their expenditure budget. The chart below represents 6 months of activity.

For CIP questions, contact your CIP analyst.

Other Areas/Funds: Expenditure chart:

Having revenue is in excess of budget or having a fund balance does not mean a department can spend more than their expenditure budget. Special Revenue Funds - These funds account for revenue sources that are restricted or committed to expenditures for specific purposes. These funds maintain a fund balance that rolls forward each fiscal year, available for future budget authorization. Budgets can be adjusted thru March 2018, to accommodate spending in FY 2018.

ADOPTED ADJUSTED Y-T-D Favorable Current MonthBudget Budget Actual (Unfavorable) Percentage Actual

Library fund FY 2018 FY 2018 FY 2018 Variance Expensed 01/31/18Improvements - Public Library 316 500,000 500,000 286,716 213,284 57% 27,235

City of Cedar RapidsExpenditure Statement (Including Interfund Transfers)

Current CurrentFiscal Year Fiscal Year Favorable

2018 2018 (Unfavorable) PercentageAdjusted Budget Actual Variance Expensed

Public Library Grants 7010 331,723.20 138,153.29 193,569.91 41.65%Public Library Material Levy 7020 25,000.00 - 25,000.00 0.00%

Fund

Director’s Report Mar. 1, 2018

Department Updates Community Relations has been focused on special event planning as we gear up for the second annual Community Cultural Celebration and Expo. We continue to build partnerships with our neighbors and community groups to offer diverse experiences in the Library. We also spent time working with groups such as the City of Cedar Rapids, Hibu, Tanager Place, and the Cedar Rapids Community School District. Additionally, work continues with the Center for Working Families, which is now called the Opportunity Center at Ladd Library. MOUs are being written for the main partner organizations and grants are being submitted to support the construction and capital needs in the space, as well as ongoing program support. Design and Marketing launched the spring edition of OPEN+ on March 1 highlighting Dolly Parton’s Imagination Library and Kanopy, as well as Library programs. We also worked on support materials for the Cultural Expo, including bilingual promotional materials, among other things. This January and February, we welcomed 16 new volunteers to our library team. Some came to us after the holiday rush as they set New Year resolutions to be more engaged in their community. Some students volunteered to complete service hour requirements before spring deadlines. Some new volunteers started with helping out at a special event like the Renaissance Faire or a Valentine's Day party and decided to join the crew. Regardless of their reason for coming, we are glad to have them here, and we have been busy with interviews, orientations, and trainings to welcome these newest members of our team. Our next big rush for new volunteers will be in the summer; we are already gearing up for Summer VISTAs, our next full-time VISTA, and seasonal volunteers. Volunteer Hours in January 2018: Downtown = 452.25; Ladd = 113.25; Renaissance Faire = 639.25 Total = 1,204.75 The Materials Department welcomed Aaron Bock as our Materials Project Supervisor. Aaron joins us from the Anythink Libraries in Colorado. Aaron will oversee cataloging and collection related projects like shifting and detailed statistics reporting along with assisting on the service floor. We’re thrilled to have him here. As our Cedar Rapids Digital Archives project with Advantage Companies continues to grow, we’re increasingly pleased with its ease of use and accessibility. Much of our historical newspaper research with patrons is shifting over to this resource with the added benefit of being easily accessible from home. We’re also moving into the spring publishing season, so there will be a boom of new titles appearing in March. The Operations Branch Services team has two Make Library Easy strategic projects in progress. Work continues on our procedure manual and training program development. We have also begun the planning for a MLN-wide project to review public services processes and identify areas in which we need to align processes for a better service experience across the network. Programming. The excitement we experienced at the end of 2017 has carried over into January. About 2,200 people joined us for the Renaissance Faire in mid-January. This large scale event features many exciting experiences for all ages throughout the downtown library. We offered the first Healthy You, Healthy Family event this year in partnership with HACAP. Instead of focusing just on children, screenings were offered for all family members. Attendance and impact numbers aren’t final but we served many families and individuals. We are also excited about a growing partnership with Iowa State University's extension office. This has allowed us to offer more opportunities STEM programs for our young patrons. The Technology Solutions team has hired Mike Musil as Technology Solutions Analyst. After joining the team, Mike will assist with numerous IT projects that have been on hold waiting for the position to be filled. Opportunity Center Update The Center for Working Families will now be called the Opportunity Center at Ladd Library. This project has been moving forward behind the scenes. The organizational chart and partner MOU are included in your packet for questions and

discussion. The library is preparing a grant request to the Hall-Perrine Foundation for $99,860 for funding to renovate the rear space at Ladd to enable dedicated space for this community project. Our ask is for the build-out capital only. Other capital expenses like furniture are expected to be in-kind donations from partners. Ongoing operational funds are being provided by community partners and are not the responsibility of the library. Great Stories A few months ago I was shelving in YA and was approached by a boy and girl who were considerably younger than the usual YA patrons. The boy asked if we had any Vampire Diaries books, so I directed them to the right area, and got a heartfelt, "Thank you so much." I went back to my shelving, then noticed that I had one of the vampire books on my cart. I excused myself and put it back on the shelf where the two kids were still standing. The boy took one look at the book, beamed, and said, "That's just the one I was looking for!" And that's the kind of thing that makes my job as a shelver so rewarding. – Carol Farris While I was shelving in the children's section last week, I overheard a cute conversation. A couple of parents were talking about their children, school, the library etc. One of the parents was relaying the "dilemma" of coming to the library so often that they always ended up with an over-abundance of books at home. This led to having problems mixing the library books among their personal books. They decided to buy a second bookshelf to install in their house just to hold the books from the library. The parent explained it was the perfect way to keep track of all of the library books they checked out. What a great solution to a "great problem" to have...too many books!! – Loraine Bennett My first evening shelving on my own, I met a young man on the 2nd floor who was browsing through the books looking a bit lost and unsure. He asked me if I could help him find a book. I felt very enthusiastic (here was my chance to be a good representative for the library)! I asked him what book he was looking for and he said, "Any book." I then asked him what subject he was interested in. He said, "Anything." I was determined to be helpful, so I said, "Well, if I'm not sure what I want to read, I like to check the new books because there are a variety of subjects there." He seemed to like this idea, so I took him over to the new books. He picked out a book and I was so pleased, until he turned to me and said, "Do you have anything thinner than this?" That's when it dawned on me, he probably has to read a book for a school assignment (which was probably due the next day) and he literally did not care about the content as long as it was as short (or as he put it, thin) as possible. Luckily for me (and him), there was a copy of Murder at the Roosevelt Hotel on the new books shelf. I started to talk about its merits (local history, intrigue, etc.), but I needn't have, because he was sold when he saw the thinness. He walked away a happy patron.

I met a woman in Children's who wanted to find books for her son on Hurricane Katrina. I showed her how to look up books and narrow the search in our catalog. I helped her locate the books she was interested in. During the course of my time with her, I found out that she was living in New Orleans at the time of Katrina and was pregnant with her son. She and her family evacuated safely, but their home was lost. They are now settled in Cedar Rapids and happily doing well. She thanked me for the help in finding appropriate books to help her son to understand what happened. It was very humbling and a testament to resilience in the face of devastation. – Tina Young

Proposed Bathroom

Storage

Classroom

ClassroomOffice

Opportunity Center at Ladd Library Memorandum of Understanding Community Based Organizations/Non-Profit Partners February, 2018

Background Opportunity Center at Ladd Library is a partnership between the United Way of East Central Iowa, Kirkwood Community College, the Cedar Rapids Public Library, the neighborhoods and citizens located adjacent to the project and community organizations. The goal of the center is to help families and individuals improve their financial position by connecting their work and career goals with employment opportunities providing family sustaining wages and career pathways. This center provides education, job training, job placement, financial literacy, and other services all in a single location. Together, the partners enter into this Memorandum of Understanding (MOU) to work in concert with one another to help job seekers gain employment through education, on-the-job training programs, and other services that are supported by local employers. Parties This Memorandum of Understanding (hereinafter referred to as “MOU”) is made and entered into by and between United Way of East Central Iowa, Kirkwood Community College, and the Cedar Rapids Public Library, whose address is 3750 Williams Blvd. SW Cedar Rapids, IA 52404. Purpose of the Agreement It is the purpose of this agreement to establish the framework for a collaborative and mutually beneficial relationship among the Community Based Organizations/Non-Profit Partners of the Opportunity Center at Ladd Library (hereinafter referred to as OC LL). The priorities of the Center are to help employers remove barriers to employment and find skilled employees and career seekers to access employment opportunities. These priorities will be accomplished through collaboration among service providers. This agreement is intended to identify the roles and responsibilities of both the on-site and off-site partners for planning and implementation of a functional, integrated service delivery system. Organizational Structure & Definitions Partner Advisory Team: This group membership provides ongoing oversight over the design and initial implementation of the OC LL. The group includes the following: Senior Vice President of Community Building at United Way of East Central Iowa, Vice President of Kirkwood Community College, and the Director of the Cedar Rapids Public Library. This team designates which individuals will serve on the Partner Leadership Team from their organization. In addition, this team assists in the decision-making process, acquiring funds for capital expenses, and provides oversight of the Partner Leadership Team Partner Leadership Team: This group membership led the design and initial implementation of the OC LL. The group includes the following: United Way of East Central Iowa, Kirkwood, and the Cedar Rapids Public Library. This group is accountable to acquire funds for capital and operational expenses, set policy and procedures, provide oversight of CBO’s, and report to the community.

Center Navigator: The Center Navigator, staffed through HACAP, will be the primary on-site partner and will assist with the client intake and referral process. The Center Navigator will provide direct assistance with public benefits applications, intake for HACAP programs offered through the Center, or allocation of the Bridge to Benefits Fund. During the pilot phase, the Center Navigator, will coordinate CBO schedules to assure needed service providers are available as needed. Site Partner: A Site Partner is a CBO that provides assistance to clients on-site at the OC LL. Office space is provided in the form of a cubicle and a computer, telephone and access to office equipment are included. There is no fee to be an on-site partner. Service Partner: Part of the robust electronic network of services linked to the Center, willing to receive client referrals for organization areas of expertise and required to provide data to the Center with regard to clients served and services delivered however does not participate or offer services on-site at Ladd Library. See Appendix A for Organizational Chart Roles and Responsibilities of the Partner Leadership Team In consideration of the mutual aims and desires of the partners participating in this agreement and in recognition of the public benefit to be derived from the effective implementation of the programs involved, the Partner Leadership Team collectively agrees that their respective responsibilities under this agreement will be as follows:

− A coordinated and integrated service system for employers and job seekers − Customer satisfaction and continuous quality improvement process that gathers and uses

customer feedback for program improvement. All staff must share in the commitment to and implementation of Customer Service Standards

− An open communication process with regular meetings, consensus decision making where possible, open input for site-based decisions, and a structured process for conflict resolution for partner disputes

− Provision of a quarterly operations report to be shared with all partners and stakeholders − The development of policy regarding the length of terms and rotation policy for

Community Based Organizations (hereinafter referred to as “CBO’s”) on-site. − Determine appropriate alignment of partners as needed to ensure all partners deliver

services and supports within the scope of the mission and strategic vision of the Center − Provide support for equipment maintenance and consumable supplies for activities − Provide liability insurance coverage on the OCLL volunteers to be covered by the fiscal

agent − Ensure that all OCLL staff, partners and volunteers follow library policies at all times − To reimburse the Library for the cost of repairing any damages done to the building by

participants in the programs − As part of this collaborative, every member has the responsibility to find and share

resources.

All Partners of the OCLL must commit to: − Abide by the Cedar Rapids Public Library’s Behavior Policy (See Appendix B) − Maintain cleanliness of space

− Provide liability insurance coverage on persons involved in the programs − Each partner will maintain appropriate managerial control of their program delivered in

the Center and responsibility for staff performance. − Establish written training competencies for each established program − Ensure customer satisfaction − Develop and abide by a grievance procedure in which job seekers may formally appeal a

decision. − Educate others in the community about critical workforce issues − Promote the Center through joint marketing efforts − Work to develop cross-referral protocols and coordination of other services as appropriate − Refer customers within the system and to other providers that may best meet their needs − Agree to the level of confidentiality between partners − Be respectful of each other’s roles − Help develop and maintain data sharing agreements − Create and utilize universal release of information form − Assume joint accountability for outcomes − Participate in the evaluation of partner performance as determined by the Partner

Leadership Team o Attend Partner Leadership Team meetings as needed

− Data collection, sharing, and learning. Client and referral data will be captured by agreed upon data platform as an on-site partner. Referrals and data will be collected through several data systems based on the service provided.

Specific Roles and Responsibilities of the Partner Leadership Team

United Way of East Central Iowa (UWECI): UWECI commits time and resources to provide administrative support and project management activities not to exceed 20% of monthly job duties valued at $10,000 in in-kind support per year to the larger collaborative. In addition to the direct support, UWECI also commits to:

− Act as the fiscal agent − Provide Volunteer Income Tax Assistance (VITA) services during the tax season

Through the pilot phase, UWECI will be the connection to the community providing oversight of CBO’s and programs. Starting collaborative conversations with new CBO’s to provide services at the Center. UWECI will support the Center Navigator in developing a set schedule for CBO’s to be on-site. Once a Center Director has been hired these activities will be assumed by the Director. As part of this collaborative, every member has the responsibility to find and share resources. Kirkwood Community College (KCC): Kirkwood commits to providing services related to education, training and career development. This include the development of specialized training as needed to meet the needs of local businesses and to provide services related to career development and the coordination and collaboration with local businesses to provide on-site career fairs. Kirkwood also commits to: − Provide marketing resources as in-kind contributions to the Center to include:

o Logo development o Printing of initial marketing materials

− Define employment training and skill development priorities based on employer needs analysis

Cedar Rapids Public Library: The Cedar Rapids Public Library commits to provide: − Management of location build out, provided grant funds are received − Use of space for all included partners as in-kind contributions until the end of the effective

date listed on this MOU − Use of space located at 3570 Williams Blvd SW, Cedar Rapids for meetings, workshops,

client support, community initiatives, etc. − Use of office, hoteling, client, and teaching space for OCLL staff and partners − Proximity card access to OCLL staff and partners working at the Library as applicable − Access to restrooms − Use of staff kitchen as needed − Support for utilities, and internet connectivity

Strategic Vision The partners agree to support the mission, vision and goals of the Center through the design and implementation of a responsive workforce service delivery model that enhances job/career progression for area workers and by providing workforce supports. Mission We help individuals get jobs, strengthen their finances, and improve the lives of their families through quality education and training, financial literacy, and access to community services, and to accomplish this, we help employers by removing barriers to employment and find skilled employees and career seekers to access employment opportunities Vision By coming together as a community to share our resources and expertise, we provide the opportunity for everyone to have access to beneficial services and reliable resources to help them achieve their hopes and dreams. Goals

− Close the skills gap between job seekers and employer needs − Collect and share data on persons served − Match training opportunities with support services − Increase wages − Assist job seekers to acquire the basics of good money management and the skills needed

to create a brighter financial future. − Reduce poverty

Guiding Principles Customer Focused Service We will consider everyone who contacts the Center a customer and deserving of a quality response and/or service. Our primary customers are employers and job seekers. Meeting their needs will continue to be the focus of all our activities.

Through the utilization of multiple partners serving common customers the Center will present a full menu of workforce services. Our focus is to provide workforce solutions which promote economic growth for East Central Iowa. Enhanced Employer Services We will embrace employers as a primary customer and as such will focus and concentrate on the development and implementation of innovative strategies to meet workforce needs. Customer Satisfaction and Continuous Quality Improvement We will continue to measure customer satisfaction and continuously improve services to our customers. Commitment to Partnership The partner organizations will work collaboratively with one another to help job seekers gain employment through education and on-the-job training programs that are supported by local employers. It is implicit that all partners, both on-site and off-site will coordinate their service delivery efforts with each other to the extent that they are aligned with their own organization’s policies, directives, and obligations. Partners will refer customers to the organization(s) that is (are) best able to meet their needs. Fostering the partnership among all organizations is vital to the success of the Center. The Partner Leadership Team comprised of managers of various partners will meet monthly to identify, discuss, and problem solve any operational issues and ensure consistent communication. The Center supports and expects the CBO’s to work together jointly to pursue local, state or Federal grants as well as other funding opportunities. Funding of Services Members of the Partner Leadership Team will actively seek grant and other funding opportunities to help support operations of the Center. Quality Assurance It is the goal of the Center to consistently meet or exceed the expectations of all customers. To accomplish this goal the Partner Leadership Team will develop and put in place a quality assurance plan establishing objectives and processes required to deliver desired results to both job seekers and employers. Each partner is required to monitor and evaluate the process by testing the results against the objectives and making improvements if the results require changes. It is expected that each partner will be actively involved in shaping the quality assurance plan and assessing the results of services on a regular basis. Term of Memorandum of Understanding This Memorandum of Understanding commences on the day it is signed by all signatory parties and is ongoing, unless terminated earlier upon thirty days written notice to all parties via e-mail or U.S. Mail. This agreement shall remain in effect until June 30, 2020, but will be reviewed and modified annually, as needed. This partnership operates as an agile model. Learning may necessitate modifications to improve service provided. Proposed modifications may be forwarded throughout the year and entertained for decision by the Partner Advisory Team.

Governance The ultimate accountability and responsibility for the program aspects of the Center rests with the Partner Leadership Team with the Partner Advisory Team providing oversight and guidance. The Partner Leadership Team will promote and support integration and coordination of services of all Center partners (Site and Service), promote customer choice, remove external barriers which impede progress and performance, approve annual and long-range performance standards and goals for the system, establish an evaluation system for measuring customer satisfaction and performance, and communicate with the community regarding the Center’s services and results. The Fiscal Agent for the Center is the designated signatory for the Center, but must obtain approval from the Partner Leadership Team and will follow this process:

1. The topic at hand will be brought to the Partner Leadership Team for consideration and will be shared with entire Partner Leadership Team

2. Each member of the Partner Leadership Team must discuss the topic with their organizations designated member of the Partner Advisory Team

3. With approval, the Partner Leadership Team must vote on the topic. Majority rules with two out of three organizations approving of the topic in discussion

4. The designated signatory can move forward with the agreement Dispute Resolution The programmatic operation of the Center is shaped by the Partners and comes under the supervision of the Partner Leadership Team. When consensus cannot be reached, and the functioning of the Center is impaired, those who are parties to the dispute will adhere to the following dispute resolution procedure:

1) All parties to the dispute will meet with Partner Leadership Team to informally resolve the issues.

2) If this group is unable to resolve the dispute, the dispute will be submitted in writing to the Partner Advisory Team.

3) The Partner Advisory Team will evaluate the merit of the dispute, consult with the parties involved, and prepare a final response within 30 working days of first hearing the dispute. This is the final and binding step in the dispute process.

4) All steps will be documented when completed Amendments and Modifications This Memorandum of Understanding may be amended or modified with review and consent of all parties. Amendments and modifications must be issued in writing to all parties. All parties must be given a minimum of 14 days to comment prior to the inclusion of any amendment or modification. Oral amendments or modifications shall have no effect. If any provision of this Memorandum of Understanding is held invalid, the remainder of the Memorandum of Understanding shall not be affected. If partners fail to respond within the 14-day time limit, the amendment will be considered ratified or defeated by those partners who responded.

Dara Schmidt Date Director, Cedar Rapids Public Library Carla Andorf Date Director, Skills to Employment Jason Fisher Date Vice President of Finance and Administration, United Way of East Central Iowa

The Opportunity Center at Ladd Library Organizational Chart

2/15/18

Service Partners

Site Partners

Partner Leadership Team

Partner Advisory Team

OCLL

Kim Becicka, Vice Prsident,

KCC

Marcel Kielkucki, Director, KCC

Educational Programming (GAP, PACE)

Carla Andorf, Director,

IowaWORKS

Career Development Programming

Leslie Wright, Sr. Vice

President, UWECI

Appointed Manager ,

UWECI

Horizons

Financial Health adn Wellness

NTS

Catherine McAuley Center,

Adult Basic Education

Iowa Legal AidHeather Harney,

Navigator Manager, HACAP

Carol O'Brien, Center Navigator,

HACAP

Referral Network thorugh

TAVConnect

Waypoint Housing and DV

ServicesJane Boyd

PATHS

Cliff Ehlinger, VITA & 211

Dara Schmidt, Director, CRPL

Amber Mussman, Manager CRPL

Ladd Library

Initiative JULY AUG SEPT OCT NOV DEC JAN FEB MAR APR MAY JUNDS; AM, EH, HT, KD

DS; AM, EH, HT, KD

DS; AM, EH, HT, KD

KD; AM

KD; AM

AM; DS, EH

EH; AM

EH; AM

AM; DS, HT

EH; AM, DS

EH; AM, DS

HT; EH

HT; EH

HT; EH

HT; EH

HT; DS, KD

Open Center for Working Families at Ladd by June 2018

Create and implement staff training and development plans by June 2018

Begin circulation processes by March 2018

Deploy library resources to at least three new locations/partners by April 2018

Increase offsite program attendance by 5% for FY18

Create plan by March 2018

Integrate IA History project into classes and displays by June 2018

Cataloging processes by March 2018

Dedicate an average of five staff hours a week to outreach by April 2018

Redeploy 20% of staff hours to areas with highest customer value by March 2018

Implement simplified customer valued processes by March 2018

Implement DPIL by January 2018

25% of eligible children enroll by June 2018

Enroll 120 Partners by December 2017

Begin support for CR Entrepreneurial Program by November 2017

Evaluate participation in MICRO by March 2018

CRPLCalendar of Initiatives