Agenda 11/10/2025 Item #16D 9 (Update the previously approved FY2025-2026 State Aid to Libraries Grant Application and 1) approve the Certification of Credentials – Single Library Administrative Head and 2) approve the 2025-2026 Library Annual Plan of Se)11/10/2025
Item # 16.D.9
ID# 2025-4516
Executive Summary
Recommendation to update the previously approved FY2025-2026 State Aid to Libraries Grant Application and 1)
approve the Certification of Credentials – Single Library Administrative Head and 2) approve the 2025-2026 Library
Annual Plan of Service. (Public Services Grant Fund 1839)
OBJECTIVE: To further the County’s Strategic Plan focus area, Quality of Place, through securing State Aid to
Libraries grant funds to support operation of Collier County Public Library system.
CONSIDERATIONS: Collier County Public Library (CCPL) qualifies for State Aid to Libraries under Chapter 257 of
the Florida Statutes. The Florida Department of State, Division of Library and Information Services administers this
program. The Grant Agreement, 2023-2027 Library Strategic Plan, and the 2025-2026 Annual Plan of Service are
required elements to receive State Funding. The Board of County Commissioners (“Board”) has approved the
application for State Aid and associated contracts and documents for over three decades. The Florida Department of
State, Division of Library and Information Services has estimated the award to Collier County Public Library to be in
the amount of $120,354.00.
State Aid is available to Florida public library systems that qualify because of meeting minimum requirements as
stipulated in Chapter 257, Fla. Stat., and Chapter 1B-2, Florida Administrative Code. The grant amount is calculated
using a formula that considers (1) the amount of local funds appropriated for the Library adjusted by a factor based on
the amount of revenue one mill levy in the jurisdiction would generate, (2) the number of library systems in Florida that
qualify in a given year, and (3) the total amount made available by the State Legislature to improve library services
within the State. These funds are intended to supplement, not replace, local funding efforts. State Aid may not be used
to fund capital construction, but may be used for Personnel Expenses (salaries, wages, and related employee benefits),
Operating Expenses (goods and services), and Non-Fixed Capital outlay and other (operating expenditures categories in
the library budget), expenditures, and equipment.
On September 23, 2025 (Agenda Item 16.D.6) the Board approved the FY2025-2026 State Aid to Libraries Grant
Application 2023-2027; Collier County Public Library Strategic Plan; Certification of Local Operating Expenditures;
Certification of Hours, Free Library Service, and Access to Material; and executed the Grant Agreement, with the first
submittal on October 1, 2025.
As part of the second submission for the grant application, due on December 1, 2025, the following items are required:
1. The Certification of Credentials – Single Library Administrative Head, which ensures that the Library Director
has been appointed by the single administrative unit; has completed a library education program accredited by
the American Library Association; and has at least two years of full-time paid professional experience, after
completing the library education program, in a public library that is open to the public for a minimum of 40
hours per week. The County Manager reassigned Tanya Williams to Library Director effective October 6, 2025.
Ms. Williams obtained her Master of Library and Information Science Degree from the University of South
Florida August 1999. She has spent 27 years working within Collier’s public libraries with more than five (5)
years at the director’s level. Ms. Williams was previously certified by the Board at their January 10, 2017
meeting (Agenda item 16.D.1).
2. The Annual Plan of Service for 2025-2026, which outlines the goals, objectives, and activities that will be
supported for the application year. The Annual Plan of Service must be approved or adopted by the library’s
governing body.
This item is consistent with the Collier County strategic plan objective Quality of Place, through securing State Aid to
Libraries grant funds to support operation of Collier County Public Library system.
FISCAL IMPACT: Preliminary estimates show that Collier County Public Library should receive about $120,354.00 in
State Aid. Upon notification of the grant award, the Board will be asked to accept the grant and approve the budget
Page 4605 of 6525
11/10/2025
Item # 16.D.9
ID# 2025-4516
amendment to recognize the revenue and appropriate expenditures. There is no match required for this grant. (Public
Services Grant Fund 1839)
GROWTH MANAGEMENT IMPACT: There is no Growth Management impact due to this request.
LEGAL CONSIDERATIONS: This item has been approved as to form and legality and requires a majority vote for
Board approval. - CMG
RECOMMENDATION(S): Recommendation to update the previously approved FY2025-2026 State Aid to Libraries
Grant Application and 1) approve the Certification of Credentials – Single Library Administrative Head and 2) approve
the 2025-2026 Library Annual Plan of Service. (Public Services Grant Fund 1839)
PREPARED BY: Parker Smith, Grants Coordinator, Community & Human Services Division
ATTACHMENTS:
1. FY26_CCPL Annual Plan of Service_FINAL
2. CertificationofAdministrativeHead -CAO approved
Page 4606 of 6525
Page 1 of 11
Addendum to the Collier County Public Library 2023-2027 Strategic Plan
2025-2026 Annual Plan of Service
ENGAGE
Collier County Public Libraries are open, accessible, and thriving spaces linking people to a world of resources and services that enrich their lives.
Goal 1: Stimulate imagination through reading, viewing, and listening.
Division Objectives Action Items Completion Date Performance Measures
Objective 1. Increase the overall
visibility of the collection system-
wide with an emphasis on
promotion through creative and
intelligent displays.
1.1 Self-directed team maintains system-wide
protocols to ensure best practices in display and
marketing.
1.1 09/30/2026
1.1 Promotional materials are
reviewed in a timely manner
according to Standard Operating
Procedures (SOP).
1.1 SOP is reviewed at least
annually and updated as needed.
Objective 2. Use available data
analytics and collection analysis
tools to assess the relevance of
library collections, programs and
services to ensure appropriate
annual allocation of funds.
2.1 Collection Development Team will work
directly with Director to establish multi-year
budgetary requirements to continue to increase
collection inventory.
2.2 Funds are allocated each year for
eBook/eAudio collection development.
2.1 09/30/2026
2.2 09/30/2026
2.1 Written phased funding plan is
aligned with eBook and print
collection needs to guide
collection development budget.
2.2 eBook/eAudio collection
inventory supported by General
Fund, state aid, and donations.
Look for additional ways to move
capital funds to operational.
Objective 3. Develop the image of
CCPL as a source of high quality, free
programs, services, and resources
for the community.
3.1 Library Marketing Team will work with
Communications team members to annually
review Library marketing plan.
3.2 Library Marketing Team will identify,
purchase, and maintain an inventory of
appropriate promotional materials for outreach.
3.1 06/01/2026
3.2 09/30/2026
3.1 Library will be regularly visible
through various multi-media
outlets, including newspapers,
radio, social media, etc.
3.2 Based upon the budget,
promotional materials are
purchased and available for
outreach.
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Page 2 of 11
Objective 4. Increase county, state,
and community partnerships to
expand the library’s image as a
gateway to learning and knowledge.
4.1 Marketing Librarian will reach out and
network with county and agency
departments/divisions.
4.1 06/01/2026 4.1 Database of county and
agency “experts” and partnerships
will be generated for Library
programming and Updated
regularly.
Goal 2: Provide comfortable, safe, and welcoming spaces for people of all ages, cultures, and backgrounds to connect with others and to engage
in individual pursuits.
Division Objectives Action Items Completion Date Performance Measures
Objective 1. Solicit patron and staff
feedback to assess patron
satisfaction and the quality of the
patron experience.
1.1 Expand customer service satisfaction
surveys to include new projects and initiatives.
1.2 QA/QC Team will analyze survey results and
provide feedback/direction to staff.
1.1 09/30/2026
1.2 09/30/2026
1.1 Distribute 4 surveys annually
1.2 Based upon the budget,
Corrective actions and
enhancements made based on
survey results.
Objective 2. Provide library services
and programs that reflect the
cultural diversity of the community.
2.1 Maintain quality public programming with
Friends partnership and financial support.
2.2 Provide culturally diverse programming
through community partnerships.
2.3 Develop programming to target teens and
other identified underserved populations.
2.1 04/01/2026
2.2 09/30/2026
2.3 09/30/2026
2.1 Request new Friends funding
for FY26 during budget
development.
2.2 A minimum of 12 culturally
diverse programs offered system-
wide throughout the year.
2.3 Develop and implement a
minimum of 4 new programs.
Objective 3. Develop a
comprehensive staff training and
professional development program
including regular communication
with staff regarding information
about library and County initiatives,
activities, and events.
3.1 Self-directed team continues to work with
HR to identify needed training and job titles for
career progression development in light of
current/new pandemic protocols.
3.1 09/30/2026
3.1 Worked with HR to Identify
possible job classifications and
minimum requirements that
would benefit the Division.
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Page 3 of 11
Objective 4. Use available data
analytics to identify library facilities
for the development of quiet areas,
reading rooms, makerspaces, and
“hubs”.
4.1 Individual Branch Surveys 4.1 09/30/2026 4.1 Survey to initiate and conduct
a library site plan study.
Goal 3: Customize hours, spaces, services and collections to meet community needs.
Division Objectives Action Items Completion Date Performance Measures
Objective 1. Apply data analytics,
branch by branch, to ensure more
relevant collections, programs,
services, hours, and space
utilization.
1.1 Gather patron comments of expanded
service models developed in response to
pandemic through a Qualtrics customer
satisfaction survey.
1.2 Collection acquisitions balanced in
proportion to actual use.
1.1 09/30/2026
1.2 09/30/2026
1.1 Library patrons surveyed.
1.2 Percentage of collection
expenditures is in line with
collection usage.
Objective 2. Evaluate the condition
of the collection and develop a
comprehensive collection
development and management
program.
2.1 Collection Management Team will finalize a
revised system-wide Collection Management
Policy.
2.1 09/30/2026 2.1 Collection Management Policy
approved by the Library Advisory
Board.
Goal 4: Build public awareness and engagement through strategic marketing.
Division Objectives Action Items Completion Date Performance Measures
Objective 1. Develop and
implement comprehensive
marketing plans to raise public
awareness of the resources and
services improving library
positioning in the community.
1.1 Library Marketing Team will work with
Communications team to annually review
Library marketing plan.
1.1 06/01/2026 1.1 Library will be regularly
visible through various multi-
media outlets, including
newspapers, radio, social media,
etc.
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Page 4 of 11
Objective 2. Develop and support
community relations efforts through
key partnerships and strategically
pursuing opportunities to promote
the library at community events.
2.1 Library Marketing Team will identify and
develop two new partnership opportunities.
2.1 09/30/2026 2.1 Programming offered or
resources expanded for patrons
based on new partnerships.
Objective 3. Utilize a variety of
traditional marketing mediums and
social media platforms to target
specific audiences and reach the
broadest possible audiences.
3.1 Library Marketing Team and individual
libraries will provide regular material for
marketing.
3.1 09/30/2026 3.1 Each library will submit
information, pictures, and video
for marketing distribution on a
regular basis.
Goal 5: Engage staff at all levels of internal and external communication.
Division Objectives Action Items Completion Date Performance Measures
Objective 1. Maintain consistency
between words and actions
1.1 Administration will work with Managers and
staff to review our message as related to our
mission and values of the library
1.1 09/30/2026 1.1 Annual review of PALM
performance standards.
Objective 2. Clear Communication
to minimize ambiguity
2.1 Schedule and gather staff input in
response to pandemic in scheduled Focus Group
sessions
2.1 09/30/2026 2.1 Focus Group Sessions
formed to gather staff input and
related issues and concerns
Objective 3. Change our approach
to creating engaging experiences
3.1 Gather staff comments of expanded service
models developed in response to pandemic
through a customer satisfaction survey.
3.1 09/30/2026 3.1 Library staff surveyed to
determine staff involvement in
teams and projects
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Page 5 of 11
Objective 4. Create more
opportunities to listen, learn and
understand from one another
4.1 Schedule and gather staff input in response
to focus group input and staff surveys
4.1 03/03/2026 4.1 Focus Group Sessions
formed to gather staff input and
feedback
EMPOWER
Collier County Public Libraries contribute to the vitality and resiliency of our communities.
Goal 1: Provide connection to the online world.
Division Objectives Action Items Completion Date Performance Measures
Objective 1. Provide public use
computers, printers, faxing and
scanners.
1.1 Maintain public accessibility to computers,
printers, scanners, and faxing services.
1.1 09/30/2026 1.1 Increase use of
copier/printers/scanners/fax.
Objective 2. Provide high-speed
and Wi-Fi access to the Internet
with no unnecessary restrictions or
fees.
2.1 Maintain and enhance high-speed and Wi-Fi
access.
2.2 Printing and copying fees are appropriately
balanced between public demand and cost
feasibility.
2.1 09/30/2026
2.2 09/30/2026
2.1 WiFi and Zscaler
configurations routinely
monitored to maintain
consistent bandwidth and
patron access to website
resources.
2.2 Printing/copying fees match
public demand and provide best
value.
Objective 3. Migration from PayPal
to NCR for credit card transactions.
3.1 Work with library vendors to handle credit
card transactions through NCR.
3.2 Sunset PayPal.
3.1 03/01/2026
3.2 Completed
3.1 Credit card transaction
handled by NCR.
3.2 PayPal account closed.
Goal 2: Emphasize 21st century literacies including information, finance, and health in library programs.
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Page 6 of 11
Division Objectives Action Items Completion Date Performance Measures
Objective 1. Provide library services,
materials and programs to increase
the digital literacy of the
community.
1.1 Increase patron usage of electronic
materials and content use.
1.2 Provide system-wide technology
programming and access to new technology
1.1 09/30/2026
1.2 09/30/2026
1.1 Increase public electronic
materials and content use.
1.2 Maintain a minimum of 20
programs per year system-wide.
Objective 2. Develop programs and
services to foster innovation and
creativity to support science,
technology, engineering, arts and
math (S.T.E.A.M.) skills.
2.1 Identify training opportunities for staff to
develop best practices in S.T.E.A.M.
2.2 Increase S.T.E.A.M. based programming and
services.
2.1 09/30/2026
2.2 09/30/2026
2.1 Staff will attend a minimum
of three webinars, trainings, or
conference sessions.
2.2 Maintain S.T.E.A.M. based
programming at a minimum of
12 programs per year system-
wide.
Objective 3. Use available data
analytics to determine appropriate
resources needed at each branch to
help develop 21st century literacy
skills.
3.1 Survey individual libraries to ensure
technology, health and financial
information needs are being met.
3.2 Continue to develop and provide
appropriate 21st century literacy programs.
3.1 09/30/2026
3.2 09/30/2026
3.1 Survey for each branch to
ensure that informational needs
are being met.
3.2 Provide a minimum of 20
programs per year across the
system addressing 21st century
literacies.
Goal 3: Leverage partnerships to provide accessibility to new technology.
Division Objectives Action Items Completion Date Performance Measures
Objective 1: Expand the library
experience to include makerspaces,
learning commons, and non-
traditional materials.
1.1 Partner with the Southwest Florida Library
Network and Friends of the Library to have 3D
printing, coding, and robotics programs.
1.1 09/30/2026 1.1 Provide a minimum of 10
programs system-wide per year.
Objective 2: Use available data
analytics to identify library facilities
for the development of “hub”
technology libraries.
2.1 Self-directed Design Team will work
through process to identify libraries easily re-
purposed as technology “hubs”
2.1 09/30/2026 2.1 Recommendations available
for FY26 budget development.
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Page 7 of 11
EDUCATE
Collier County Public Libraries advance the educational priorities of our communities.
Goal 1: Support early learning to promote school readiness.
Division Objectives Action Items Completion Date Performance Measures
Objective 1. Provide parents and
caregivers with quality story times,
training and materials which
encourage them to talk, sing, write,
and play with their children.
1.1 Participate in the State Summer Reading
Program.
1.2 Youth Services Team will continue system-
wide early literacy programming initiatives.
1.1 09/30/2026
1.2 09/19/2026
1.1 Increased participation in
summer reading and
programming
1.2 Summer Reading Program
includes pre-literacy Sensory Toy
Centers programs for toddlers and
pre-readers.
Objective 2. Make accessible
training for staff that reinforces the
library’s early learning strategies.
2.1 Budget and enable youth services staff to
attend training. Use SWFLN resources
2.2 Ensure youth services staff share
knowledge learned and implement best
practices in programming.
2.1 10/01/2026
2.2 09/30/2026
2.1 Training budget for FY26 was
established.
2.2 Youth Services staff will share
training knowledge and best
practices learned during their
quarterly Youth Service Team
Meetings.
Objective 3. Provide easy access to
early literacy materials, websites,
information and programs for
parents and caregivers.
3.1 Maintain youth service page on website.
3.2 Early literacy strategies are shared with
parents and caregivers during programs.
3.1 09/30/2026
3.2 09/30/2026
3.1 Highly visible, easily accessed
youth service page on library
website.
3.2 Early literacy strategies are
made available as a handout.
Objective 4. Continue to investigate
and invest in technology, resources,
and tools that support early learning
strategies.
4.1 Youth Services Team will research and
recommend early literacy technology,
resources, and tools to expand the library’s
services.
4.1 06/01/2026 4.1 Recommendations available
for FY26 budget development.
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Page 8 of 11
Objective 5. Expand the library’s
outreach to childcare facilities
serving at-risk and underserved
populations.
5.1 Youth Services staff to regularly update and
maintain list of childcare facilities serving at-risk
and underserved populations.
5.2 Youth Services staff will work with
Marketing on outreach opportunities.
5.1 06/01/2026
5.2 09/30/2026
5.1 Childcare facility database
regularly updated and maintained.
5.2 Minimum of 10 outreaches
conducted duringFY26.
Goal 2: Provide resources and information needed for the academic success of students in public, private, home schools, trade schools, and
higher education.
Division Objectives Action Items Completion Date Performance Measures
Objective 1. Regularly attend
community school events to
promote library services and gain
insight into community needs.
1.1 Youth Services staff and branch managers
will attend Literacy Nights, open house, and
other school events.
1.1 09/30/2026 1.1 A minimum of 6 community
school events will be attended
during FY26.
Objective 2. Work with public and
private school media specialists and
classroom teachers to foster a love
of reading through book talks, class
visits to the library, and creative
programming.
2.1 Promote the 2026 Summer Reading
Program through outreaches to schools and
parks.
3.1 06/01/2026 3.1 Minimum of 10 school/parks
outreach activities to promote the
2026 Summer Reading Program.
Goal 3: Support personal growth and lifelong learning through high quality collections and programs.
Division Objectives Action Items Completion Date Performance Measures
Objective 1. Collaborate with
public, private, and nonprofit
partners to promote reading for
pleasure, expand self-directed
learning opportunities and provide a
variety of cultural experiences for all
ages.
1.1 Maintain/expand partnerships with United
Way and County agencies.
1.1 09/30/2026 1.1 Further develop and maintain
partnership programs system-
wide for FY26.
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Page 9 of 11
Objective 2. Develop and manage
library print and online collections
to reflect patron demand.
2.1 Collection Management Team will
implement approved Collection Management
Policy.
2.1 09/30/2026 2.1 Regular patron feedback will
be collected, assessed, and
adjustments in print and online
development will reflect
community need.
Goal 4: Instruct people on developing information fluency skills to successfully search for, locate, evaluate, and effectively use information to
meet their needs.
Division Objectives Action Items Completion Date Performance Measures
Objective 1. Develop and offer
classes on how to navigate the
Internet and electronic library
resources, and to recognize
authoritative sources.
1.1 Public Service Librarians will develop and
implement appropriate technology training at
the Collier Senior Center.
1.1 09/30/2026 1.1 Minimum of 4 programs in
FY26.
Objective 2. Create online tutorials
to help users navigate library
technology, online databases, and
other e-resources.
2.1 Public Services Librarians will work with the
Marketing Team to maintain online tutorials for
using OverDrive, cloudLibrary, library catalog,
Flipster, and other Library online resources.
2.1 09/30/2026 2.1 Online tutorials for OverDrive,
cloudLibrary, and the catalog are
available via the library’s website.
Goal 5: Broaden staff knowledge to work across functional areas
Division Objectives Action Items Completion Date Performance Measures
Objective 1. Train staff to share job
functions and responsibilities and
anticipate emerging needs.
1.1 Staff and branch managers will attend in
person and online training sessions, and other
training opportunities (SWFLN)
1.1 09/30/2026 1.1 A minimum of 12 monthly
training sessions will be attended
during FY26.
Objective 2. Upskilling to keep staff
prepared for future.
2.1 Collaborate with staff in identifying and
developing new skills the Library most needs
2.1 09/30/2026 2.1 Provide access and training
opportunities to 6 soft skills
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Page 10 of 11
through ongoing trainings
sessions that also include
institutional knowledge sharing
Objective 3. Create curriculum for
professional staff to make them
successful in a changing
environment
3.1 Promote professional development and
transparency about our changing library
environment by providing innovative
curriculum, that provides mini, crash course
training sessions
3.1 06/01/2026 3.1 Minimum of 10 curriculum
training opportunities that would
include internal and external
curriculum development sessions.
2023-2027 Five Year Performance Measures
ENGAGE
Collier County Public Libraries are open, accessible, and thriving spaces linking people to a world of resources and services that enrich their lives.
• Master of Library Science degreed librarians at 7 out of 10 libraries.
• Minimum of five days of library service at 9 out of 10 libraries with appropriate balance of librarians and para-librarians to maintain high
quality service.
• Technology “hubs” and quiet spaces at all libraries.
• Print and e-book collections balanced to reflect patron demand.
• Cultural and educational learning balanced across all libraries and offerings balanced to serve children through adults.
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Page 11 of 11
EMPOWER
Collier County Public Libraries contribute to the vitality and resiliency of our communities.
• Fully developed partnerships and identified funding sources to ensure the library’s status of free access to cutting edge technology
Identified libraries for re-purposing to meet the ever changing and growing demands of the communities served.
• Expanded partnership with non-profit community organizations to include technology outreach and programming.
• Ensure continued patron access to current technology, and free and open access to ideas, information, and content.
• Initiate a study to develop 20-year master plan identifying areas for possible library growth.
EDUCATE
Collier County Public Libraries advance the educational priorities of our communities.
• Fully developed partnership with Collier County Public Schools.
• Partnerships with private schools, home schools, trade schools, and institutions of higher education.
• Partnerships with daycare facilities serving at-risk and underserved populations.
• Expanded partnership, to include outreach with community
The best strategic plans are dynamic, flexible tools for continuous improvement. With the Library’s mission as the primary foundation, its vision as
the ideal, and the County’s Core Values as guides to decision making, the Collier County Public Library system will commit to a process that ensures
accountability, versatility, and rational decision-making. Seeking out the needs and wants of Collier’s residents and visitors through a community
assessment was the first step. From there it is the Library’s responsibility to develop an appropriate strategy to address current needs and plan for
the future. The Library Advisory Board (LAB) and Strategic Initiatives Division will have the primary responsibility to monitor the plan’s goals and
objectives and assess overall progress. Library staff will have the responsibility of overseeing implementation and consulting, and working with
groups directly involved or affected by decisions. Through the course of implementation, new issues, challenges, and ideas will emerge. In a
cyclical process Library staff and the LAB will measure progress, budget resources to maximize outcomes, and identify potential new areas that
require action. In this way, both the strategic plan and annual plan of service will be constantly reviewed, evaluated, and updated.
Page 4617 of 6525
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Page 4618 of 6525