January 27, 2026: Board of Library Trustees Regular Meeting Materials

834 Lake St., Oak Park, IL 60301 | Second Floor Scoville Room
Tuesday, January 27, 2026 – 6:30 pm
Meeting to be held in person and via Zoom

Agenda

1. Call to Order and Roll Call (6:30 pm)

Call to order
Roll call

2. Approval of Minutes (Action)

November 17, 2025 Advocacy Committee Meeting
November 18, 2025 Regular Board Meeting
November 24, 2025 Special Board Meeting
December 1, 2025 Governance Committee Meeting

3. Public Comments

Please read the Public Comment at Board Meetings Policy. Public comments may be provided in one of the following ways:

In person at a board meeting;
As an email to Executive Director Elsworth Carman at (elsworthc@oppl.org); or to Library Board President Virginia Bloom at (trusteevirginiab@oppl.org) sent by 4:30 pm on the date of the meeting;
As a submission through this Public Comment Form by 4:30 pm on the date of the meeting.

4. Presentations (6:35 pm)

Lynda Schueler, Chief Executive Officer, Housing Forward
Rob Simmons, Director of Social Services and Public Safety, Oak Park Public Library

5. Trustee Comments and Calendar (Discussion, 7:15 pm)

Monday, February 2, 2026, 5 pm: Governance Committee Meeting
Monday, February 9, 2026, 6:30 pm: Special Library Board Meeting
Tuesday, February 17, 2026, 6 pm: Finance Committee Meeting
Tuesday, February 24, 2026, 6:30 pm: Regular Library Board Meeting
Thursday, February 26, 2026, 4:00 pm: Governance Committee Meeting (Strategic Planning Session)

9. Committee Reports (Discussion, 8:15 pm)

Finance Committee
Governance Committee
Advocacy Committee

10. Additional Reports (Discussion, 8:30 pm)

Intergovernmental Committee (IGov)
Council of Governments (CoG)
PlanIt Green
Friends of the Oak Park Public Library
Out with Purpose
Collaboration for Early Childhood

11. Unfinished Business (Discussion, 8:40 pm)

Parking Garage Use and Revenue Report: FY25 Report

12. New Business (Action, 8:45 pm)

13. Adjournment (9:00 pm)

Adjournment

Minutes for November 17, 2025 Oak Park Public Library Board Advocacy Committee Meeting

Minutes Prepared By: Trustee Wilkinson

Meeting Date: November 17, 2025

The Advocacy Committee called the meeting to order at 9:30 am.

Attendees

Trustee Wilkinson
Trustee Rogers
Trustee Fairfax
Trustee Yamamoto
Elsworth Carman (Executive Director)
Suzy Antell (Deputy Director)

Public comments

There were no public comments made in person or in writing for this committee meeting.

Agenda items

Agenda Item 1. Introduction to the Advocacy Committee
1. The Committee provided an overview of its purpose, scope, and operational expectations. Members were reminded that the Committee maintains several fixed areas of work while also retaining flexibility to respond to emerging issues affecting the library and its community.
  1. Purpose: To facilitate the OPPL Board’s efforts to support and advocate for our library’s mission of being a library for everyone, proactively steward public trust and belonging at OPPL, and advocate for resilient and responsive local democratic public institutions.
  2. Scope: Clarified what matters fall within the Committee’s purview and scope of activities, and the Committee’s role as advisory and strategic rather than operational.
  3. Membership: Current Committee membership was reviewed and includes Trustees Wilkinson (chair), Rogers, and Fairfax.
  4. Logistics: The Committee will meet at least quarterly with additional meetings scheduled as circumstances require.
Agenda Item 2: Resolution Regarding the Use of Library Property for Civil Immigration Enforcement Purposes
1. Goals of the Resolution
  1. The Committee outlined the primary objectives guiding the development of the proposed resolution:
  2. Acknowledging that recent increases in federal immigration enforcement activity in the region are inconsistent with the library’s mission as an inclusive institution serving all members of the community.
  3. Prioritizing the safety and wellbeing of patrons and staff.
  4. Providing the Library Director with clear authority to respond t enforcement-related activity affecting library property.
  5. Communicating the library’s position openly to the public and addressing staff concerns surrounding this issue.
  6. Upholding the library’s educational role by continuing to provide community access to accurate information.
  7. Ensuring the library understands relevant legal obligations, including limits placed on the institution and the legal grounds on which it may manage and control its property.
  8. Aligning the library with other governmental entities in Oak Park and the region (e.g., Gale Borden Library, Oak Park Township and Oak Park Village, Skokie and Evanston, Lake and Cook Counties) that have adopted comparable approaches.
2. Process for Drafting the Resolution:
  1. The Committee reviewed relevant policies from peer institutions.
  2. Legal counsel was consulted, and a draft resolution was prepared.
  3. The Advocacy Committee, including Director Carman, completed review and revisions.
  4. The finalized recommended resolution was presented to the Board at this meeting.
  5. Members may raise questions; a special meeting was scheduled for a formal vote on November 24 at 9am.
3. Summary of Resolution Content
  1. Affirms the library’s legal authority to govern the use of its public parking garage, including the prohibition of the garage being used as a staging area or operational base for civil immigration enforcement activities.
  2. Reaffirms and supports ongoing library efforts to provide community members with safe space, information, and resources related to this issue.
  3. Expresses Board support for existing staff-developed procedures for responding to the presence or potential presence of federal agents in the library and notes that additional revisions may be made as needed.
  4. Clarifies the library’s authority to regulate use of private and non-public areas within the library, including private meeting rooms.
  5. Confirms that the library will continue to comply with all applicable legal requirements, including the obligation to respect valid judicial warrants.
Agenda Item 3: Discussion of Belonging Without Othering Paradigm
1. The Committee discussed the concept of “Belonging Without Othering,” a framework developed by the Othering & Belonging Institute at the University of California at Berkeley. Interest in this theme emerged from the Board’s recent Strategic Retreat and review of the library’s core pillars.
2. The Committee will curate educational opportunities for Board members to explore these frameworks and continue learning about how this framework and tools might enrich our institution and stewardship as we examine how such approaches may be applicable to the library’s internal practices, governance structures, and community engagement strategies.
3. A list of initial learning resources has been circulated to the Board.
Agenda Item 4: Board Training Schedule
1. This item was tabled for future discussion.

Adjournment

The meeting adjourned at 12:15 pm.

RETURN TO AGENDA

Minutes for November 18, 2025 Oak Park Public Library Board of Trustees Regular Meeting

1. Call to order and roll

President Bloom called the meeting to order at 6:37 pm. Secretary Yamamoto took roll.

Present: Colin Bird-Martinez, Megan Butman, Susanne Fairfax, Kristina Rogers, Annie Wilkinson, Virginia Bloom, Mika Yamamoto

Also Attending: Elsworth Carman, Executive Director, Suzy Antell, Deputy Director, Leigh Tarullo, Director of Collections & Technology, Billy Treece, Director of Finance & Human Resources

Public Commentators: None

2. Approval of Minutes

October 20, 2025 Finance Committee Meeting

Moved by Wilkinson. Seconded by Yamamoto. Approved by all present.

October 28, 2025 Regular Board Meeting

Moved by Fairfax. Seconded by Bird-Martinez. Approved by all present.

November 3, 2025 Governance Committee Meeting

Moved by Wilkinson. Seconded by Yamamoto. Approved by all present.

3. Public Comments

There were no public comments received in writing or made in person for this meeting.

4. New Business

2024 Financial Audit Presentation
Tom Zwicki presented the 2024 Financial Audit Report where he highlighted the generally accepted auditing standards, management discussion analysis report, and reviewed several financial statements including the statement of net position and the statement of revenues, expenditures and changes in fund balances.
Volunteer Policy
The board discussed the Volunteer Policy, last reviewed in 2008. The staff committee proposed changes such as expanding the scope and management, defining legal status and role limitations, adding eligibility requirements and including termination of service.

Motion to accept and approve the proposed changes in the Volunteer Policy.

Moved by Fairfax. Seconded by Wilkinson. Approved by all present.
Workplace Violence Policy
The board discussed the Workplace Violence Policy, last reviewed in 2003. The staff committee proposed changes such as expanding the scope, aligning with state policy, formalizing reporting and investigating, and adding an anti-retaliation clause.

Motion to accept and approve the proposed changes in the Workplace Violence Policy.

Moved by Wilkinson. Seconded by Rogers. Approved by all present.
Scheduled Building Closings Policy
The board reviewed the Scheduled Building Closings Policy for 2026.

Motion to approve the Scheduled Building Closings Policy for 2026.

Moved by Fairfax. Seconded by Bird-Martinez. Approved by all present.

5. Trustee Comments and Calendar

The board discussed the calendar, noting that the next Governance Committee meeting is scheduled for Monday, December 1 at 5 pm and the cancellation of the December Regular Board Meeting, with plans to resume regular and committee meetings starting January 2026. The board discussed the possibility of moving their regular meeting dates to every fourth Wednesday of the month, starting in March 2026.

Motion to approve the cancellation of the December 16, 2025 Regular Board Meeting.

Moved by Rogers. Seconded by Bird-Martinez. Approved by all present.

Motion to adopt the revised 2026 Board of Trustees Regular Meeting calendar, moving meetings from the fourth Tuesday to the fourth Wednesday of the month starting in March, with the exception of November and December meetings being moved to the third Wednesday of the month.

Moved by Fairfax. Seconded by Wilkinson. Approved by all present.

6. Executive Directors Report

Carman discussed his report, highlighting his participation in a new director panel and an upcoming staff training where Dr. Jerel Ezell will present on Anti-Racism & Cultural Humility.

7. Staff Reports

Strategic Priorities Report
The Strategic Priorities Report was discussed, highlighting several areas of work, with particular focus on staff demographics and the stabilization of the proportion of BIPOC staff in the workforce, which was reported at 43.9% as of November 2025. Several conferences were highlighted that staff attended, such as the Urban Libraries Council (ULC) conference and the Illinois Library Association (ILA) conference. Programs and events highlighting Hispanic Heritage month were highlighted and the continued work on digital accessibility and the upgrade of library computers.
Additions and Separations Report
The Board reviewed the Additions and Separations Report for October 2025, noting the addition of Simon Czerwinskyj as Civic Literacy Librarian.
Staff Changes Report
The board reviewed the Staff Changes Report for the month of October 2025.

8. Financial Reports

October 2025 Financial Reports
The board reviewed the October 2025 Financial Reports.
October 2025 Resolutions on Disbursements
Motion to approve the October 2025 Resolutions on Disbursements.

Moved by Wilkinson. Seconded by Bird-Martinez. Approved by all present.

9. Committee Reports

Finance Committee
Bird-Martinez reported that the Finance Committee met over the past several months to discuss the budget and will resume meetings in January 2026 after a December pause.
Governance Committee
Butman and Yamamoto provided an update on the Governance Committee, noting that the committee met on November 3 to discuss the process for conducting the Executive Director’s evaluation using the Critical Response Process. The committee plans to hold a special meeting, date to be determined, with a facilitator to conduct the evaluation.
Advocacy Committee
Wilkinson reported on the Advocacy Committee, noting that the committee held its first meeting and established a framework for its work. The committee’s purpose is to support and advocate for the library’s mission of being a library for everyone, steward public trust and belonging, and advocate for resilient local democratic public institutions through internal and external efforts. Areas of focus include library funding, protection of intellectual freedom, and community engagement with local stakeholders, governmental bodies, community organizations, other library boards, and neighboring communities, in coordination with the Intergovernmental Committee (IGov). The committee also discussed a resolution in response to the increased surge of federal immigration enforcement activities, which will be brought forward for a vote at a separate special board meeting to vote on this resolution. The committee plans to meet quarterly.

10. Additional Reports

Intergovernmental Committee (IGov)
Rogers reported on a guide developed by the committee for individuals interested in running for office and requested Board review and feedback. A semi-annual forum for elected officials was also discussed. Rogers indicated that future detailed updates will be provided to the Board via email, with brief reports presented during meetings.
Council of Governments (CoG)
Bloom reported that the Council of Governments did not meet in November and that the item was tabled until the next meeting on December 3.
PlanIt Green
Did not meet.
Friends of the Oak Park Public Library
Did not meet.
Out with Purpose
Fairfax reported on the OPALGA+ Annual Gala, noting the event was successful. Fairfax also relayed remarks from OPALGA+ board member Tim Thomas regarding opportunities for engagement and participation, including attending OPALGA+ board meetings.
Collaboration for Early Childhood
Rogers reported on an upcoming event she plans to attend and highlighted additional events, emphasizing the importance of sharing collaborative opportunities for broader participation.

11. Adjournment

Motion to adjourn the meeting.

Moved by Butman. Seconded by Rogers. Approved by all present.

The meeting adjourned at 9:40 pm.

RETURN TO AGENDA

Minutes for November 24, 2025 Oak Park Public Library Board of Trustees Special Meeting

[INSERT MINUTES]

RETURN TO AGENDA

Minutes for December 1, 2025 Oak Park Public Library Board
Governance Committee Meeting

[INSERT MINUTES]

RETURN TO AGENDA

Executive Directors Report

Prepared by Elsworth Carman for the January 27, 2026 Board of Library Trustees Meeting

Introduction

This six-month Executive Director’s report is shared publicly in the spirit of openness, accountability, and trust. Reports of this type are often used primarily as internal planning tools, and it is relatively uncommon for them to be included in a public packet at this level of detail. I am sharing it here intentionally.

Throughout the interview process for my position, in ongoing conversations with staff, and in discussions with trustees, community partners, library users, and residents, I have consistently heard a desire for transparency—about priorities, challenges, decision-making, and how the work of the library is carried forward. This report reflects and honors that feedback.

I am grateful for the trust, engagement, and thoughtful input I have received from library stakeholders over the past several months. These perspectives meaningfully inform both day-to-day operations and longer-term direction.

This document is presented as a working report intended to support shared understanding, ongoing learning, and intentional planning as the library continues to serve its community.

Inputs Used to Identify Areas of Focus

The areas of focus outlined in this report were informed by multiple, reinforcing sources of information. Together, these inputs provide a well-rounded view of organizational priorities, staff experience, governance perspective, and community expectations. At the foundation of this work are the library’s organizational values, mission, and
strategic priorities, as articulated in the Board-adopted Vision, Mission, and Strategic Plan. These documents provide the framework for decision-making and ensure alignment between day-to-day operations and long-term goals.

In addition, I drew from the following sources:

Staff conversations and feedback, both formal and informal, which highlight operational realities, cultural dynamics, and opportunities for support, clarity, and growth.
Trustee input and discussion, including formal board conversations and individual interactions, which provide insight into both individual and shared trustee perspectives on the library’s direction, priorities, and desired outcomes, as well as areas where additional context, information, or alignment may be helpful.
Community input, gathered through both formal and informal channels. Formal inputs include scheduled meet-and-greet sessions, conversations at programs and events, and direct feedback through compliments, questions, or complaints. Informal inputs include everyday, unscripted conversations with community members—often outside the library—that provide meaningful insight into public perception and expectations.
Observed staff behavior, including how work is prioritized, how teams collaborate, and how organizational values are reflected in daily practice.
Employee Net Promoter Score (eNPS) surveys, administered every six months, which offer insight into staff engagement and organizational health. Reviewing results across multiple cycles allows for trend analysis and helps distinguish persistent themes from short-term fluctuations.
Board-driven staff survey results, which provide a snapshot of staff experience related to workplace culture, communication, workload, staff–board relationships, alignment, and overall organizational well-being in January 2025.

Taken together, these inputs offer a balanced view across quantitative and qualitative data, direct observation, governance perspective, and lived community experience. The resulting focus areas reflect consistent themes that emerged across multiple sources, informed by stakeholder input as well as my professional experience and judgment.

Organizational Context and Strengths

As a returning employee of the library, I began this role with a solid foundational understanding of the organization and an authentic care for its people and mission. Over the past six months, re-experiencing the library through fresh eyes, while rediscovering it alongside staff, trustees, and the community, has been both powerful and joyful.

At the same time, it is important to name context. The organization is emerging from a difficult and, at times, harmful period marked by executive disruption and significant board turnover. During this time, interim leadership carried additional responsibilities alongside their regular roles, focusing appropriately on maintaining operations and staff morale. This period understandably limited innovation and forward momentum. While they do not define the organization, this disruption and the period of regrowth we are in now are part of its history and identity.

Welcoming a new Executive Director is complex and often stressful, particularly following disruption. Staff have navigated this transition with resilience, humor, patience, and optimism. These qualities are reflected in Employee Net Promoter Score (eNPS) results and reinforced through daily interactions and observed behaviors. Recognizing the ongoing stress and effort involved in this transition is essential context, even as the organization continues to move forward.

My responsibility now is to help protect and further develop the library’s organizational structure and leadership capacity so that staff are supported not only to sustain the work, but to thrive. This includes intentional leadership team development, shared learning, future-focused planning, and ongoing investment in clarifying roles, reporting structures, and communication practices.

One of the greatest privileges of my position is the ability to see patterns across departments, roles, and systems, which allows me to understand the library’s big picture and translate those observations into concrete, actionable work. I am confident in my ability to build relationships, collaborate with the Board, and maintain an unwavering belief in both the staff and the future of this organization.

It is important to recognize that many strengths were built, sustained, and demonstrated by staff, trustees, and the community long before my arrival, and continue to reflect their commitment and care, including the following:

Organizational strengths include sound financial practices, established business and human resources policies, and a strong foundation for responsible governance and operations.

Staff strengths are numerous and evident: integrity, resilience, curiosity, a desire to learn and grow, and a willingness to be honest and vulnerable in the wake of disruption.

These strengths have been sustained through periods of change and position the organization well for continued growth.

Community strengths include deep curiosity, a sense of investment in the library’s success, and ongoing engagement that reflects both trust, high expectations, and an interest in holding the library accountable to its mission and values.

Board strengths include an engaged and thoughtful group of trustees who are willing to try new approaches (such as committee work), to re‑norm following disruption and changes in board membership, and to partner in strengthening governance through policy updates and shared learning.

The areas of focus that follow build on these strengths. They are offered with gratitude for the staff, trustees, and community members whose commitment, care, and collaboration make the library strong—and whose ongoing engagement helps it become even better.

Areas of Focus for 2026-2028

The following areas of focus are framed intentionally as opportunities for strengthening relationships, alignment, and impact. They reflect challenges that are real, understood, and addressable with sustained attention, shared responsibility, and care. I see an opportunity for significant progress in these areas over the next two years, and anticipate efforts continuing into the future.

Advancing Equity, Anti-Racism, and Inclusion Commitments
An opportunity to bring renewed clarity, visibility, and accountability to this work, building on prior efforts and reaffirming its importance to staff, community, and the library’s mission.
Increasing Consistency and Equity in Staff Experience
An opportunity to better understand and address differences in staff experience across roles or departments, supporting equity and organizational effectiveness.
Deepening Leadership Team–Board Partnership
An opportunity to clarify roles, strengthen communication, and increase collaboration between the leadership team and the Board in service of shared goals and organizational stability.
Strengthening Staff–Board Relationships and Trust
An opportunity to rebuild confidence, improve mutual understanding, and establish more consistent and transparent ways of working together that support staff experience and effective governance.

Action Framework

To translate these focus areas into meaningful progress, the actions that follow are organized into two categories, and are grounded in a shared understanding that staff deserve stability, clarity, and support, and that the organization is well-positioned to thrive with transparent, consistent leadership.

Some efforts below are underway or have been completed while this report was in progress. These instances are noted below.

Continued Efforts

Actions and practices already underway, or that have been done in the past, that will continue with greater intention, consistency, or clarity.

Provide a formal opportunity for staff feedback about workplace culture and satisfaction twice a year through eNPS surveys
Engage with affinity groups to learn more about supporting staff from historically marginalized groups
Reduce the experience of departmental isolation through intentional cross-departmental collaboration
Reestablish work-embedded, peer-led training sessions for staff, providing opportunities to learn from the expertise of colleagues and to gain experience facilitating training sessions
Reestablish annual leadership team retreats, offering an opportunity for organizational leaders to connect and learn outside of the regular work environment
Work with the Governance Committee to identify practical adjustments to board agendas and meeting structure that maximize board impact

New Initiatives and Actions

New or significantly expanded efforts that respond directly to the inputs and themes identified over the past six months.

Update the position description for the Director of Equity and Anti-Racism and post the vacancy (position posted in late November, closed in early January, hiring process underway)
Establish short-term training plans to ensure all staff have recent, foundational training on cultural humility and anti-racism (two sessions on cultural humility and anti-racism, led by Dr. Jarell Ezel from the Berkeley Center for Cultural Humility, were held in December, and Gabriela Zapata-Alma will be presenting on how stress, trauma, and systemic inequities shape our reactions at work and in community spaces in late January)
Establish long-term training plans/curricula for staff learning related to anti-racism, bias awareness, cultural humility, and adjacent topics
Increase internal communication about library operations, including budget/finance work and status, progress on hiring and staff development, and strategic planning
Explore workplace satisfaction discrepancies based on gender
Create a mid-tenure staff committee to learn more about desired supports and opportunities
Create intentional mentorship opportunities for staff, including structured and casual options
Reengage staff in a conversation about Circles as a staff resource (two conversations have been held thus far)
Schedule regular, rotating staff presentations at board meetings, providing an opportunity for all departments to share their work with trustees
Establish monthly “library director office hours” to create a space for community members to speak to the library director in a casual environment (rotate between Main, Maze, and Dole locations)
Schedule regular work time at Maze and Dole locations

Closing Perspective

This report represents a moment in time—an honest assessment shaped by listening, learning, and reflection. The work described here is ongoing, and progress will depend on sustained attention, partnership, and accountability across staff, trustees, and leadership.

I share this report with appreciation for the skill, care, and commitment that already exist throughout the organization, and with confidence in our collective ability to address challenges thoughtfully and constructively. By continuing to engage openly, hold ourselves accountable to our values, and invest in strong relationships and systems, the library is well-positioned to move forward with clarity, stability, and purpose.

I am grateful for the opportunity to do this work alongside such dedicated staff, an engaged Board, and a community that cares deeply about the library and its future.

RETURN TO AGENDA

Strategic Priorities Report (November & December 2025)

[insert link to PDF in agenda above or recreate as content here]

RETURN TO AGENDA

Additions & Separations Report (November through December 2025)

Additions

No additions in November and December 2025.

Separations

Name	Employment Status	Department	Job Title	Start Date	End Date
Jones, Zerdali	Part-Time, 20 or more hrs/wk	Adult Services	Library Assistant	10/08/2025	12/31/2025

Staff Changes

Name	Employment Status	Department	Job Title	Change	Effective Date	Notes
Moreno, Antonio	Part-Time, 20 or more hrs/wk	Public Safety	Public Safety Specialist	Status Change	12/24/2025	Previous status: Temporary
Skinner, Alexander	Full-Time	Leadership Team	Director of Communications	Promotion	12/24/2025	Previous position: Manager of Adult Services

RETURN TO AGENDA

Statewide Stats Comparison

To: Board of Library Trustees

From: Elsworth Carman, Executive Director

Date: January 21, 2026

Subject: “Oak Park Public Library by the Numbers” and “Illinois Public Libraries by the Numbers” Documents

In Early December, a number of OPPL trustees, including Board President Virginia Bloom, and staff members attended the Illinois Library Association Library Legislative Meetup in Oak Brook, IL. The program guide for this event included a snapshot of Illinois Public Library statistics, titled “Illinois Public Library by the Numbers FY2024.” That document is included in this packet. President Bloom requested that we create a document focused on Oak Park Public Library statistics that mirrored the ILA document. The Communications Team prepared a document titled “Oak Park Public Library by the Numbers 2025,” which is included in this packet for review. For context, most of the OPPL statistics in this document can also be found in the Core Use Statistics Dashboard in the packet, which is updated monthly.

From the Illinois Library Association: Federal Funding for Libraries in Illinois: IMLS/LSTA

Federal Funding for Libraries in Illinois IMLS/LSTA (PDF)

Administered through the Institute of Museum and Library
Services (IMLS), the Library Services and Technology Act
(LSTA), the only federal program that exclusively covers
services and funding for libraries, provided $5.7 million for
Illinois Libraries in FY2024 under the Grants to States Program.
Please support LSTA funding in the FY2025 federal budget;
over 11.8 million Illinoisans reside in public library service
areas which benefit from this funding.

In FY2024 this funding impacted Illinois libraries through:

Efficiently Sharing Resources: 11 million items were transferred
among more than 1,700 public, school, academic, and special
libraries in Illinois. LSTA-supported resource sharing allowed
for ground delivery services provided by the regional library
systems and at no-charge to Illinois residents who requested
the library materials. No one library can own everything; and
sharing resources between libraries benefits library users across
the entire state.

Additionally, through subscriptions for WorldCat Discovery/
FirstSearch services Illinois libraries conducted nearly 1 million
citation searches between July 1, 2023 and June 30, 2024 to serve
their library patrons and support their library operations.
Academic and college libraries constituted (263,379) 28% of
searches; public libraries (65%) 610,099; K-12 school libraries (5%)
47,157 and special libraries such as medical, law, corporate, and
government (2%) 17,254. Use of these services allows libraries to
identify and access the resources that are required to meet
the expectations of their patrons.

Project Next Generation Grants: This initiative is designed
to educate at-risk students and bridge the digital divide. Public
libraries work closely with their school districts to identify needs;
since its 2000 inception, thousands of teens benefited. In FY2024,
30 libraries received more than $500,000 infunding to enhance
students’ abilities to deal with life experiences, develop critical
thinking skills, and prepare for the future. The program is
designed to immerse students in learning while providing access
to computers, software, and technologies. The Peoria Public
Library received $12,500 to implement “Project Next Generation
Mini Stem Activities” at its Lincoln Branch. Other communities
benefitting from this program included Normal, Highwood,
Chicago Ridge, Carbondale, Evanston and Glen Carbon.

Public Library Programming: Administered by the Northbrook
Public Library, the “Illinois Libraries Present” initiative allows over
200 public libraries to afford high quality online programming for
their patrons that would be cost prohibitive for single libraries to
hold on their own. The program affords public libraries access to
nationally known speakers and authors at no cost to the public
they serve.

Professional Development: The Illinois Library Association
receives funding from the Illinois State Library and partners with
the Reaching Across Illinois and the Illinois Heartland library
systems to provide library leadership training for library directors,
those who are brand new or those newer to the position, via
“Directors’ University.” These programs enable library leaders
to make the most out of local tax dollars which support the bulk
of public library operations in this state.

Questions? Contact Executive Director Cynthia Robinson, crobinson@ila.org, 312-644-1897

Illinois Public Libraries by the Numbers FY2024

Illinois has 640 Public libraries with a service area population of 11,807,164.*
4,019,072 Illinois residents have library cards, about 32%.
Illinoisans checked out 990,685,270 materials – that’s 7 per resident or 23 per card holders.
E-books, e-audiobooks, and e-videos were downloaded 16,763,660 times.
Illinois residents visited libraries 36,260,689 times.
4,096,023 Illinoisans attended 218,009 library programs either in person or virtually.
Illinois residents connected to library Wi-Fi 23,703,627 times.
Illinois libraries do all this for only $72 per person!

*1 Million Illinois residents do not have public library services.

Illinois Library Association
560 W. Washington Blvd, Suite 330 Chicago, IL 60661
o: 312-644-1897 f: 312-644-1899 w: ila.org

Oak Park Public Library by the Numbers 2025

Oak Park has three public library branches with a service area population of 54,318.
26,604 Oak Park residents have a library card, about 49%.
Library users checked out 1,491,551 materials—that’s about 27 per resident or 56 per cardholder.
Library buildings had 404,000 visits.
28,914 people attended 1,329 library events.
Library users connected to the library WiFi 198,277 times.
The Oak Park Public Library does all this for only $219 per person!

RETURN TO AGENDA

Financial Report Summary As of November 2025 (92% of the year complete)

Prepared by Linda Barnett – December 10, 2025

OPERATING CASH

Byline Checking: $ 354,185
*Outstanding payments: $ (62,908)
Byline Analysis: $ 817,478
Byline Public Fund MM: $ 586,939
Hinsdale – Wintrust MM: $ 216,602
Illinois Funds Invest: $1,172,674

Ending operating cash available: $3,084,970

Byline Public Fund AMH (Restricted State Capital Grant): $41,024

Art Fund: $3,187

OVERALL SUMMARY

Oak Park Public Library is 92% through the fiscal year. The year-to-date (YTD) financial statement through November 30, 2025, reflects a deficit of $4,112,127, with the first installment of tax receipts paid at 53% of the budgeted amount and the second installment pending.

November YTD revenue totaled $6,747,533, or 57% of the 2025 budget. This amount is 35% under the YTD budget for the fiscal year.

November YTD operating expenditures totaled $10,468,800 or 88% of the 2025 budget. This amount is 4% under the YTD budget for the fiscal year.

REVENUE

The library received $6,090,049 in property tax revenue YTD. In recent years, the due date for the second installment has been delayed, shifting it from the traditional August 1 due date. The due date for the Tax Year 2024 second installment (payable in 2025) is set for December 15. The timing of when Cook County will distribute the collected payments to the library has not yet been determined.

Corporate Property Tax is at 86% of the annual budget. There is one more payment to be disbursed in December in the amount of $27,700, which is 1% under the ytd budget.

Parking lot revenue of $30,122, or 137%, of the YTD budget. The library has exceeded the $22,000 budget. The revenue helps pay some of the costs for servicing and maintaining the parking garage and gates.

Interest income of $248,469, or 137% of the budget, is 45% over the YTD budget. The decrease in interest rates from 5.4% in FY2024 to a current average of 4.00% will continue to produce income over budget. The Federal Reserve lowered interest rates again by 0.25% in October, setting the range between 3.75% and 4.00%.

Gifts from Friends of the Library (FOPPL), at $19,349, or 97% of the budget, is 5% over the YTD budget. This is due to the remaining funds from the FOPPL FY2024 gift being recognized in FY2025 and the rate of spending of the FOPPL FY2025 gift.

Illinois Per Capita Grant, at $80,510 or 447% of the budget, is 347% over the YTD budget. Although this revenue line is not typically budgeted for, a portion of the grant was conservatively budgeted for FY2025 to balance the budget.

Community Fund Endowments is at 93% of the budget, due to the timing of expenditures to recognize revenue for the funds received.

Miscellaneous Income of $10,786 is contributed to $8,952 received for E-Rate. This is a discount received from the Federal Communications Commission to assist with affordable telecommunications and internet access.

TOTAL REVENUE YTD: $6,747,533

EXPENDITURES

Total disbursements: $878,658

The total People expenditure is at 91%, which closely aligns with the YTD budget. The Dues line, at 118%, is significantly over the YTD budget by 26% due to the timing of the Urban Library Council (ULC) membership renewal. Workers’ Compensation (WC) is 88% of the YTD budget. However, the full year’s payment for WC was due in January 2025. Unemployment is at 135% of the YTD budget due to the 2025 unemployment insurance rate being higher than anticipated and the calculated rate being charged until it reaches the wage base cap. Hiring is 63% over the YTD budget due to costs related to hiring an Executive Director.

Support Services is expended at 91% of the YTD budget. This closely aligns with the YTD budget.

The remaining expense categories are currently under budget, and staff will work to ensure that total expenses stay within budget in these areas through the end of the year.

November’s operating expenditures are at 88%, which is 4% under the YTD budget of 92%.

Account line/group expenditure levels by percentage:

People:
Compensation: 91%
Talent Development: 87%
Total People: 91%

Support Services:
Marketing: 94%
Store: 98%
Collections: 97%
Administration: 96%
Other Support Services: 64%
Total Support Services: 91%

Equity And Anti-Racism:
Total Equity And Anti-Racism: 9%

Library Materials:
Total Library Materials: 81%

Facilities Management:
Facilities Supplies: 85%
Facilities Services: 74%
Total Facilities Management: 75%

Public Services:
Programming: 79%
Digital Services: 72%
Total Public Services: 73%

TOTAL OPERATING EXPENSES: 88%

TOTAL CAPITAL AND OUTSIDE SUPPORT: 65%

[INSERT LINKS TO REPORTS OR TO REQUEST REPORTS]

RETURN TO AGENDA

RESOLUTION ON DISBURSEMENTS, NOVEMBER 2025

RESOLVED THAT DISBURSEMENTS FOR THE MONTH OF NOVEMBER 2025 IN THE TOTAL AMOUNT OF $878,658 AS DETAILED IN THE CASH DISBURSEMENTS JOURNAL AND GENERAL LEDGER, AND SUMMARIZED WITH ADJUSTMENTS FOR CREDITS IN THE STATEMENT OF INCOME AND EXPENSE FOR THAT MONTH BE RATIFIED, CONFIRMED, AND APPROVED.

RETURN TO AGENDA

Financial Report Summary As of December 2025 (100% of the year complete)

[INSERT CONTENT]

[INSERT LINKS TO REPORTS OR TO REQUEST REPORTS]

RETURN TO AGENDA

RESOLUTION ON DISBURSEMENTS, DECEMBER 2025

RESOLVED THAT DISBURSEMENTS FOR THE MONTH OF NOVEMBER 2025 IN THE TOTAL AMOUNT OF $1,005,952 AS DETAILED IN THE CASH DISBURSEMENTS JOURNAL AND GENERAL LEDGER, AND SUMMARIZED WITH ADJUSTMENTS FOR CREDITS IN THE STATEMENT OF INCOME AND EXPENSE FOR THAT MONTH BE RATIFIED, CONFIRMED, AND APPROVED.

RETURN TO AGENDA

Parking Garage Use and Revenue Report

Prepared for the January 27, 2026, Meeting of the Board of Library Trustees by Matt Bartodziej, Director of Facilities and Elsworth Carman, Executive Director

Context

At the July 2025 board meeting, there was a conversation about parking revenue, the library’s current parking fee structure, and whether or not the parking fee structure should be reevaluated. In an effort to show how the parking garage is used and what percentage of people using it pay to park (and how much they pay), we compiled a report using data from January 1, 2025, through July 31, 2025, representing paid tickets (lost tickets, validated tickets, and other staff overrides are not included), and presented this report at the August 2025, meeting of the Board of Trustees.

At the August 2025 meeting, the Board requested an additional report showing a full year of data. Findings from the August report (January 1, 2025, through July 31, 2025) and the full-year report (January 1, 2025, through December 21, 2025) are included below. The current parking garage rates are as follows.

The current parking garage rates are as follows.

NUMBER OF HOURS	RATE
Less than 2 hours	Free
2-3 hours	$1.00
3-4 hours	$5.00
4-6 hours	$10.00
6-12 hours	$20.00

Data

Facilities: Oak Park Library
Fee Computers, Auto Pay Stations, Credit Card, Express Parc, OPUS Express Parc

Parking fee report: 01/01/2025 00:00-07/31/2025 23:59; printed on: 08/14/2025 08:18

Dollar Amounts	Tickets	% of Total Tickets	Total Net Amount	% of Total Amount	Average Net Ticket Value
$0.00 – $0.00	51,623	87.69%	$0.00	0.00%	$0.00
$1.00 – $1.00	5,013	8.51%	$5,013.00	22.90%	$1.00
$5.00 – $5.00	1,398	2.37%	$6,990.00	31.93%	$5.00
$10.00 – $10.00	689	1.17%	$6,890.00	31.47%	$10.00
$20.00 – $20.00	150	0.25%	$3,000.00	13.70%	$20.00
Totals	58,873	100%	$12,893.00	100.00%	$0.37

Parking fee report: 01/01/2025 00:00-12/31/2025 23:59; printed on: 01/12/2026 10:37

Dollar Amounts	Tickets	% of Total Tickets	Total Net Amount	% of Total Amount	Average Net Ticket Value
$0.00 – $0.00	85,998	87.52%	$0.00	0.00%	$0.00
$1.00 – $1.00	8,377	8.52%	$8,377.00	22.45%	$1.00
$5.00 – $5.00	2,478	2.52%	$12,390.00	33.20%	$5.00
$10.00 – $10.00	1,171	1.19%	$11,710.00	31.28%	$10.00
$20.00 – $20.00	242	0.25%	$4,480.00	12.97%	$20.00
Totals	98,266	100.00%	$37,317.00	100.00%	$0.37

Data Interpretation and Revenue Impacts

The six-month report and the full-year report show strikingly similar data.

The vast majority of people (nearly 88%) using the parking garage park for under two hours and are not required to pay. Around 12% of parking transactions generate 100% of revenue, with about 64% of revenue coming from $5 and $10 tickets (around 3.6% of total tickets). $20 tickets (approximately 0.25% of the total volume) contribute around 13% of the total parking revenue.

This data illustrates that the current parking fee structure effectively supports both short-term parking garage use and balanced revenue generation. While the majority of parking garage users benefit from free or low-cost parking, the fee structure still yields meaningful revenue from a relatively small percentage of users. At this time, the data does not suggest an immediate need to adjust the parking rates. However, we will continue to monitor usage and revenue trends to ensure the fee structure aligns with library priorities, patron access, and financial sustainability.

RETURN TO AGENDA

Communications Policy Review

Type of Review

Routine review.

Date of Last Review

April 19, 2005

Context

This policy affirms the importance of regular communication about library services, programs, and value to staff, residents, and the broader community. It assigns responsibility for developing and implementing a communications plan to library staff, identifies a supportive role for board members, and commits the board to budgeting adequate resources for ongoing communications efforts. Library staff and our colleagues at Ancel Glink support striking this policy in full.

Staff Committee

Alexandra Skinner, Director of Communications, and Elsworth Carman, Executive Director.

Committee Recommendations:

Recommendation: Eliminate the policy in full

Explanation: This policy is unnecessary, as its functions are already addressed through existing governance responsibilities and operational practices, resulting in overlap between board oversight and staff administration.

Communications Policy

Library Board approved April 19, 2005.

Oak Park Public Library will endeavor to communicate information about library services, materials, and programs to the staff, Oak Park residents and business owners and the greater library community on a regular basis.

Oak Park Public Library will provide ongoing information about the library, library services and programs in a manner that enhances the value of the library to Village residents and increases Oak Park’s return on its investment in the Oak Park Public Library.

Board members will participate, as appropriate, in the implementation of a communications plan developed by the Oak Park Public Library staff.

The Oak Park Public Library Board of Trustees recognizes the value of regular communications and will support this policy by annually budgeting sufficient funds to communicate on an on-going basis.

RETURN TO AGENDA

Library Board Member Goal Sheet Policy Review

Type of Review:

Routine review.

Date of Last Review:

November 16, 2004

Context:

This policy provides 20 general goals for trustees and offers several prompts for identifying individual strengths, areas for improvement, accomplishments, opportunities, and queries for the director, as determined in 2004. Library staff, the Board Governance Committee, and our colleagues at Ancel Glink support striking this policy in full.

Staff Committee:

Billy Treece, Director of Finance and Human Resources, and Elsworth Carman, Executive Director.

Committee Recommendations:

Recommendation: Eliminate the policy in full

Explanation: This policy is unnecessary. Relevant and helpful provisions from this policy can be incorporated into the Bylaws as needed, or the document can be updated to reflect the current board structure and used for trustee development without being maintained as a policy.

Library Board Member Goal Sheet

Library Board approved November 16, 2004.

Please review these goals throughout your time on the Oak Park Public Library (OPPL) Board.

I am familiar with the Mission Statement and Strategic Plan of the OPPL.
I am familiar with the law as it applies to the Oak Park Public Library.
I am familiar with the Library’s policies.
I attend Board and committee meetings regularly.
I attend staff sponsored activities as appropriate.
I come to meetings well prepared.
I understand the Board’s decision-making process.
I willingly abide by majority Board decisions and support them publicly.
I treat other Board and community members with respect and listen openly to their opinions.
I understand and respect the different roles and duties of the Library Director and Trustee Board.
I route my requests of staff through the Library Director or their designee.
I encourage and support the Library Director in achieving our goals.
I visit the Main Library and the two Branches frequently enough to be thoroughly familiar with services and to see potential need.
I support Friends of the OPPL activities and fund raisers.
I am a library advocate to individuals, civic groups, community organizations, and public officials.
I keep abreast of legislation and the impacts it has on the Library community.
I have established a relationship with my local and state representatives and discuss library issues with them advocating for their support.
I read the materials from state and national library organizations.
I attend at least one program at each OPPL branch during the year.
I attend two system sponsored, state and/or national library events each year.

Strengths: List your most important contributions to the Board in both action and discussion.

____________________________________________________________________________________________

Improvements: What do you think you need to do better or differently?

____________________________________________________________________________________________

Accomplishments: Why are you on the Board?

____________________________________________________________________________________________

Opportunities: List areas where you need more information, knowledge, or skill in order to meet your own performance expectations.

____________________________________________________________________________________________

I will ask the Director about…

____________________________________________________________________________________________

I will also ask seasoned trustees about…

____________________________________________________________________________________________

I will review this goal sheet on a monthly basis and assess my progress.

RETURN TO AGENDA

Library Board Member Job Description Policy Review

Type of Review:

Routine review.

Date of Last Review:

November 16, 2004

Context:

This policy outlines the responsibilities of library trustees as determined in 2004. Library staff, the Board Governance Committee, and our colleagues at Ancel Glink support striking this policy in full.

Staff Committee:

Billy Treece, Director of Finance and Human Resources, and Elsworth Carman, Executive Director.

Committee Recommendations:

Recommendation: Eliminate the policy in full

Explanation: This policy is unnecessary as a stand-alone document. Relevant and helpful provisions from this policy can be incorporated into the Bylaws as needed.

Library Board Member Job Description

Library Board approved November 16, 2004.

The Oak Park Public Library Board of Trustees is composed of seven elected Oak Park residents who share a love of the Library. The job of the individual Library Board member is to participate as part of the Board team to accomplish the Library’s mission:

The Oak Park Public Library enhances the quality of life in our diverse community by providing the resources and services for lifelong learning and enjoyment, the space and opportunities to gather and connect, and by fostering a love of reading.

The Board member represents a community perspective, and is expected to represent the Library in the community. Board members need to understand that all authority rests with the full Board and its designees, not with individual Board members.

Responsibilities:

Prepare a job description for, hire, and provide regular periodic evaluations of the Executive Director.
Determine the mission of the Library and adopt written policies, consistent with that mission, to govern the operation of the Library.
Engage in a strategic planning process for the Library.
Secure adequate funds to carry out the Library’s plans and participate in the annual budgeting process for the Library.
Be knowledgeable about and comply with applicable laws, regulations, bylaws, and policies.
Advocate for legislation favorable to libraries on the local, state, and national levels.
Seek opportunities to learn more about the Oak Park Public Library and about the Library community in general.
Be an advocate to the community and constituents for the Library and for Board decisions.
Regularly self-evaluate personal performance on the Board and determine areas where improvement is needed.
Participate fully in the Board meeting process: Review materials that are sent to Board members prior to the monthly meeting and be prepared to participate fully in the meeting. Attend as many of the meetings as possible. Board members are also expected to serve actively on one or two Board committees. Committees may meet as frequently as once a month. Resign from the Board when no longer able to support the Library’s mission or devote the necessary time to being an effective Board member.

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BOOKS, MOVIES & MORE

MORE COLLECTIONS

FIND

LEARN

RESEARCH

YOUR ACCOUNT

FOR ALL AGES

JUST FOR

IN THE LIBRARY

BEYOND THE LIBRARY

WHAT'S HAPPENING

YOUR VISIT

VALUES & PRIORITIES

OUR STORY

WORKING HERE

GOVERNANCE

GET INVOLVED

Agenda

1. Call to Order and Roll Call (6:30 pm)

2. Approval of Minutes (Action)

3. Public Comments

4. Presentations (6:35 pm)

5. Trustee Comments and Calendar (Discussion, 7:15 pm)

6. Executive Directors Report (Discussion, 7:25 pm)

7. Staff Reports (Discussion, 7:40 pm)

8. Financial Reports (8:05 pm)

9. Committee Reports (Discussion, 8:15 pm)

10. Additional Reports (Discussion, 8:30 pm)

11. Unfinished Business (Discussion, 8:40 pm)

12. New Business (Action, 8:45 pm)

13. Adjournment (9:00 pm)

Minutes for November 17, 2025 Oak Park Public Library Board Advocacy Committee Meeting

Meeting Date: November 17, 2025

Attendees

Public comments

Agenda items

Adjournment

Minutes for November 18, 2025 Oak Park Public Library Board of Trustees Regular Meeting

1. Call to order and roll

2. Approval of Minutes

October 20, 2025 Finance Committee Meeting

October 28, 2025 Regular Board Meeting

November 3, 2025 Governance Committee Meeting

3. Public Comments

4. New Business

5. Trustee Comments and Calendar

6. Executive Directors Report

7. Staff Reports

8. Financial Reports

9. Committee Reports

10. Additional Reports

11. Adjournment

Minutes for November 24, 2025 Oak Park Public Library Board of Trustees Special Meeting

Minutes for December 1, 2025 Oak Park Public Library BoardGovernance Committee Meeting

Executive Directors Report

Introduction

Inputs Used to Identify Areas of Focus

Organizational Context and Strengths

Areas of Focus for 2026-2028

Action Framework

Continued Efforts

New Initiatives and Actions

Closing Perspective

Strategic Priorities Report (November & December 2025)

Additions & Separations Report (November through December 2025)

Additions

Separations

Staff Changes

Statewide Stats Comparison

From the Illinois Library Association: Federal Funding for Libraries in Illinois: IMLS/LSTA

Illinois Public Libraries by the Numbers FY2024

Oak Park Public Library by the Numbers 2025

Financial Report Summary As of November 2025 (92% of the year complete)

OPERATING CASH

OVERALL SUMMARY

REVENUE

EXPENDITURES

Account line/group expenditure levels by percentage:

RESOLUTION ON DISBURSEMENTS, NOVEMBER 2025

Financial Report Summary As of December 2025 (100% of the year complete)

Minutes for December 1, 2025 Oak Park Public Library Board
Governance Committee Meeting