AGENDA 1.0
MARKHAM PUBLIC LIBRARY BOARD
REGULAR MEETING
Notice of meeting to be held on Monday, January 28, 2019, 7:00 p.m., Markham Village Library, Program Room, Main Level, 6031 Highway 7, Markham
AGENDA
1.0 Call to order/Approval of agenda 1.1 Declaration of conflict of interest 1.2 Delegation (none) 1.3 Chair’s Remarks
2.0 Consent Agenda: All items listed under the Consent Agenda are considered to be routine and are recommended for approval by the Chair. They may be enacted in one motion or any item may be discussed if a member so requests
2.1 Minutes of regular meeting, December 17, 2018
2.2 Declaration of Due Diligence by the CEO
2.3 Communication and Correspondence: 2.3.1 snapdMARKHAM: Lit On Tour: Markham 2.3.2 cbc.ca: Librarians Recommend 10 Books That Deal With Gender Identity or Sexuality : Two recommendations by Anthea Bailie, Collections Strategist , Markham Public Library 2.3.3 ALA Member News: Moniz receives YALSA’s 2019 Innovation Award 2.3.4 City of Markham: Join a Board or Committee Information Night January 31, 2019 2.3.5 Markham Economist & Sun: Councillors’ Priorities 2.3.6 Markham Economist & Sun: Family Literacy Day January 26, 2019 2.3.7 CULC: Press Release #eContentForLibraries campaign
3.0 CEO’s Highlights, January 2019
4.0 Annual Monthly Policy Review: 4.1 Policy Governance Wording review: Proposed amendments 4.2 BCL-2e Chief Executive Officer Performance Review Policy
5.0 Internal Monitoring Reports: (Compliance list of internal monitoring reports and discussion led by members) 5.1 Executive Limitations/Internal Monitoring Reports Schedule
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6.0 Ends: 6.1 Annual Ends Report (D. Macklin)
7.0 Governance
8.0 Ownership Linkage: 8.1 Input from Board Members 8.2 Board Legacy Document-Draft
9.0 Board Advocacy: 9.1 Hours Report to Council Presentation (D. Walker)
10.0 Education: 10.1 Strategic Work Plan Update (D. Walker)
11.0 Incidental Information: 11.1 Board Meeting Attendance Records 2018
12.0 New Business
13.0 Board Evaluation: 13.1 Questionnaire: The Board and The CEO
14.0 In Camera Agenda (none)
15.0 Adjournment
Members are requested to call Susan Price at (905) 513-7977 ext. 4311 or e-mail [email protected] by 4:00 p.m. on Monday, January 28, 2019 if unable to attend. Thank you.
Next Meeting: February 25, 2019 7:00 p.m. Markham Village Library Program Room 6031 Highway 7 East Markham, ON L3P 3A7
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TO: Markham Public Library Board
FROM: Catherine Biss, CEO& Secretary-Treasurer
PREPARED BY: Susan Price, Board Secretary
DATE OF MEETING: January 28, 2019
SUBJECT: CONSENT AGENDA
RECOMMENDATION:
That the Consent Agenda comprising of Agenda 2.0 to 2.3.7 and the same are hereby approved as written and the CEO of the Library is hereby authorized and directed to take such action that may be necessary to give effect to the recommendations as therein contained:
2.0 CONSENT AGENDA:
2.1 Minutes of Regular Meeting, December 17, 2018 2.2 Declaration of Due Diligence by the CEO 2.3 Communication and Correspondence:
2.3.1 snapdMARKHAM: Lit on Tour: Markham 2.3.2 cbc.ca: Librarians Recommend 10 Books That Deal with Gender Identity or Sexuality: Two Recommendations by Anthea Bailie, Collections Strategist, Markham Public Library 2.3.3 ALA Member News: Moniz receives YALSA’s 2019 Innovation Award 2.3.4 City of Markham: Join a Board or Committee Information Night January 31, 2019 2.3.5 Markham Economist & Sun: Councillors’ Priorities 2.3.6 Markham Economist & Sun: Family Literacy Day January 26, 2019 2.3.7 CULC: Press Release #eContentForLibraries Campaign
Catherine Biss CEO & Secretary-Treasurer
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MARKHAM PUBLIC LIBRARY BOARD
DECLARATION OF DUE DILIGENCE BY THE CEO
I, Catherine Biss, Chief Executive Officer of the Markham Public Library Board (the “Board”), hereby declare that to the best of my knowledge and belief, Markham Public Library is in compliance with the following from December 12, 2018 to January 22,2019.
1) All wages owing have been paid to all employees of the Board;
2) All payroll remittances, consisting of income tax, CPP, EI premiums and Employers Health Tax
relating to employee remuneration have been appropriately calculated and withheld, and promptly
remitted;
3) All the Harmonized Sales Taxes owing have been appropriately calculated based on the Board’s
current operating procedures and promptly remitted on a quarterly basis;
4) All federal and provincial regulatory filings have been made;
5) The Board has been informed of any complaints of harassment, including sexual harassment,
involving a staff person;
6) The Board has been informed of any contraventions of the Occupational Health and Safety Act;
7) Other than as previously disclosed to the Board, there are no actual, threatened or potential claims
against the Board or its Directors.
January 22, 2019 Catherine Biss, CEO & Secretary-Treasurer Date
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Join a Board or Committee Information Night Thursday, January 31 | 7:00 - 9:00 p.m. | Markham Civic Centre - Great Hall & Canada Room | Open to the public
Do you know a Markham resident interested in serving our community on a City of Markham Board or Committee? They will have an opportunity to:
Learn about City of Markham Boards and Committees Hear from serving community members about their volunteer experiences Connect with Mayor and Council Members, and; Learn about the application process
Applications are due February 4.
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TO: Markham Public Library Board
FROM: Catherine Biss, CEO & Secretary-Treasurer
PREPARED BY: Susan Price, Board Secretary
DATE OF MEETING: January 28, 2019
SUBJECT: Board-CEO Linkage BCL-2e Policy: Chief Executive Officer Performance Review
RECOMMENDATION:
That “The Board receive the BCL-2e Chief Executive Officer Performance Review Policy” documentation in preparation for the February In Camera Performance Review meeting.
Catherine Biss
CEO & Secretary-Treasurer
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APPENDIX “A”
Policy Type: Board-CEO Linkage Policy Number: BCL-2e Page 1 of 5 Policy Title: Chief Executive Officer Performance Review Revision Dates: April 25, 2005, September 24, 2012, January 28, 2013, May 27, 2013
The Chief Executive Officer’s performance review is conducted subject to the Board’s policies. The review is conducted annually at the March Board meeting. It is undertaken by the Board as a whole in two In Camera sessions, with the CEO participating in the second of the two.
The Board’s policies provide that the CEO’s performance be considered to be synonymous with monitoring organizational performance against achievement of Board policies on Ends and compliance with Executive Limitations. Therefore, the CEO evaluation considers only data derived from monitoring these policies during the previous year.
The purpose of the CEO’s evaluation is to summarize the actions previously taken by the Board as it monitored Ends and Executive Limitations Policies during the year, and to draw conclusions on the basis of that on-going monitoring process, relative to organizational performance and, consequently, the CEO’s performance.
The procedure for completing the review is as follows:
1. Throughout the year all Board members review and understand all monitoring reports. Every time that a monitoring report is presented to the Board, a record of the Board’s decision with respect to that monitoring report must be recorded in a summary document entitled “Policy Monitoring Worksheet – Board Decision Summary” maintained by the Board Secretary. (Revised January 2013.)
2. In the February Board package, all Board members will receive and review a copy of the above- noted summary document, “Policy Monitoring Worksheet – Board Decision Summary.”
3. Before the February meeting, all Board members will review the previous year’s monitoring reports summarized in the “Annual Ends Report of Library Achievements” submitted to the Board in January. As needed, the Board members will fill in Section 1 of the attached CEO’s Annual Summative Evaluation (Appendix “A”) for submission to the Board Chair and discussion. (Revised January 2013.)
4. At an In Camera session at the February meeting, all Board members will discuss Section 1. The Chair records the conclusions reached by the Board under Section 1. These conclusions only pertain to the CEO’s performance under the Ends and Executive Limitations Policies. If over the course of the year’s monitoring, the Board did not accept an action of the CEO as a reasonable interpretation of a policy, the action taken by the Board at that time may be noted here.
5. The Chair will then consolidate that information and deliver it to the CEO between the February and March meetings.
6. At an In Camera portion of the March meeting, in open discussion, the Board and the CEO review Section 1, and complete Section 2 of the CEO’s Annual Summative Evaluation. The Chair records the recommendations and decisions for the upcoming year under Section 2. These may
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pertain to directions to the CEO (enacted through revisions to Board policy in Ends or Executive Limitations) or activities to be undertaken by the Board.
(over)
Policy Type: Board-CEO Linkage Policy Number: BCL-2e Page 2 of 5 Policy Title: Chief Executive Officer Performance Review Revision Dates: April 25, 2005, September 24, 2012, January 28, 2013, May 27, 2013
7. Between the March and April meetings, the CEO’s Annual Summative Evaluation is formalized and signed by the Board Chair and the CEO. The CEO signs the review to indicate she has read it and the CEO may add comments. The review is filed in the CEO’s Personnel File and copied to the Chair. The Chair’s files pertaining to the CEO’s performance review are stored in a locked file cabinet in the Board Secretary’s office. The review is confidential and other copies may only be made for the Board upon Board motion. (Revised May 2013)
8. At an In Camera portion of the April Board meeting, the Chair gives notice to the Board that the CEO performance review has been completed and filed.
Attachments: Appendix “A” Appendix “B”
Type Frequency Date Monitoring Report Internal Annually January February March April
(over)
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Policy Type: Board-CEO Linkage Policy Number: BCL-2e Page 3 of 5 Policy Title: Chief Executive Officer Performance Review Revision Dates: April 25, 2005, September 24, 2012, January 28, 2013, May 27, 2013
APPENDIX “A” CEO’S ANNUAL SUMMATIVE EVALUATION During the preceding year, the Board monitored all MPL Ends and Executive Limitations Policies, with receipt of monitoring reports considered to be evidence of satisfactory organizational and CEO’s performance.
SECTION 1 SAMPLE Policy Monitoring Worksheet (sample text in italics) Board Decision Summary
Policy no. and Report received Interpretation Data sufficient to Board decision Results of re- Title according to determined satisfy Board of and Date for re- submission monitoring “reasonable” by compliance or submission (if schedule? Board? achievement? necessary) Date received. EL-1 Yes. Yes No, item #3 Deficiency, In compliance General Sept. Board inadequate October Board Executive meeting evidence to meeting Constraint determine compliance EL-2a Yes. Yes Yes In compliance, n/a Customer Sept. meeting recorded in Treatment Board minutes. EL-2b Staff Treatment EL-2c Budgeting/ Forecasting EL-2d Financial Condition EL-2e Asset Protection EL-2f Protection of Services EL-2g Emergency Executive Succession EL-2h Community Relations EL-2i Compensation & Benefits EL-2j Communication & Counsel to the Board E-1 Global Ends Policy (Annual Ends Report of Library Achievements due in January) (over)
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Policy Type: Board-CEO Linkage Policy Number: BCL-2e Page 4 of 5 Policy Title: Chief Executive Officer Performance Review Revision Dates: April 25, 2005, September 24, 2012, January 28, 2013, May 27, 2013
SECTION 1 (As needed, the Board members fill Section 1 for submission to the Chair and (continuation) discussion. The Chair records the conclusions reached by the Board under this Section. ______
SECTION 2 (The Board and the CEO complete Section 2. The Chair records the recommendations and decisions for the upcoming year under this Section.)
______
Signed: ______Chair
Date: ______
Signed: ______CEO
Date: ______
(over)
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Policy Type: Board-CEO Linkage Policy Number: BCL-2e Page 5 of 5 Policy Title: Chief Executive Officer Performance Review Revision Dates: April 25, 2005, September 24, 2012, January 28, 2013, May 27, 2013
APPENDIX “B”
Question Guide: Annual CEO’s Evaluation Consistent with Policy Governance®
1. Based on a review of the monitoring reports in Ends over the time period being evaluated, which Ends has the CEO:
a) Achieved or, if they are long-term Ends, achieved acceptable progress towards?
b) Not achieved, or not made acceptable progress towards?
c) Exceeded?
2. On what evidence is the above judgment made? (Cite dates of specific internal monitoring reports, external monitoring reports, or direct Board inspections.)
3. Based on a review of the monitoring reports for Executive Limitations over the time period being evaluated, has the CEO:
a) Consistently operated within the constraints of the Executive Limitations?
b) Occasionally contravened the limitations, but reported the contravention promptly, providing acceptable rationale and a plan for future compliance, which was met?
c) Occasionally contravened the limitations, but without reporting the contravention, or without acceptable rationale?
d) Frequently contravened the limitations?
4. On what evidence is the above judgment made? (Cite dates of specific internal monitoring reports, external monitoring reports, or direct Board inspections.)
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To: Markham Public Library Board
FROM: Catherine Biss, CEO & Secretary-Treasurer
PREPARED BY: Diane Macklin, Manager Marketing & Community Development
DATE OF MEETING: January 28, 2019
SUBJECT: Annual Ends Report 2018
RECOMMENDATION:
That the Annual Ends Report be received.
BACKGROUND:
The attached annual ends report is a compilation of the activities of the Library in 2018 which reflect the Library’s accomplishments towards the Board Ends.
Catherine Biss CEO & Secretary-Treasurer
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Level 1: Markham Public Library (MPL) exists so that people who live, work, or study in Markham enjoy an enhanced quality of life at a level that justifies the funds invested.
Interpretation: "enhanced quality of life" means that the library is responsive to the community's evolving needs and offers equitable and accessible services to meet those needs "justifies the funds invested" means the library demonstrates value to the community without exceeding the operational or capital budget authorizations established by the Board and the City of Markham.
Evidence: The Library regularly surveys the community in order to understand community aspirations and to ensure Library services are relevant to the community.
o There is a link to the online Customer Satisfaction Survey on the Library's home page. In 2018 the Library ran 4 survey blitzes in which an incentive was offered to increase participation in the 'in-depth survey'. Incentives varied with each survey blitz and were intended to attract a wide audience. There were 2,002 survey respondents in 2018. Through this survey, the community provided valuable feedback about facilities and services. o Markham Public Library (System Wide) 2018 2017 Overall satisfaction 8.7 8.7 Willingness to reuse services 9.2 9.2 Willingness to recommend to others 8.9 8.9 Overall satisfaction with staff 8.9 8.9 Staff provide useful assistance 9.0 8.9 Inquiries routed to appropriate person 9.0 8.9 Inquiries answered in timely manner 9.0 8.9 Overall quality of services provided by staff 9.0 9.0 Overall satisfaction with services of library 8.7 8.7 Overall how important is library to you 9.0 8.9 Satisfaction with programs, events or meetings 8.2 8.1
NewMakeIt, York Region and the Library are collaborating to launch York Region’s first Lendery – a Library of Things. The Lendery saves residents money and space by lending items that may be infrequently used such as tools, garden equipment sporting equipment, or party supplies. In preparation for the launch, resident surveys were used to determine their interest in a Lendery, what would prevent them from borrowing and the types of items they would like to see in The Lendery. The survey has also helped to inform some of the other collections being considered by the Library such as the lending
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of musical instruments. The Lendery will pilot at the Milliken Mills Branch and will launch late spring 2019. o Content that Transforms Lives (a strategic plan theme) means more than books and traditional collections. As such, it is an ongoing activity for staff to evaluate collections that may prove valuable to our customers. Throughout 2018, staff researched a variety of non- traditional collections including virtual reality goggles, vinyl, phonics kits, and accessibility devices to see if it is feasible for the Library to collect these and if the community would benefit from them. Through this process recommendations were made in 2018 to collect and lend musical instruments and curriculum kits. Further investigation into both of these collections is currently underway. o Using data from various surveys, including the collections survey of 2017, as well as demographic information, staff evaluate options for potential new collections. In 2018 they investigated community interest in borrowing musical instruments (coming in 2019), curriculum kits, vinyl records and VR goggles. o With the opening of the Business Hub coworking space at the Aaniin Branch, free 2018 memberships were offered while the Library gathered data about how the space supported local entrepreneurs. This included regular surveys and one on one interviews with Business Hub members. Feedback from the members and from library customers using the business collection will help to determine the future direction of the Business Hub. o Staff regularly engage in formal and informal surveys to evaluate pilot projects and new service initiatives. In 2018, staff tracked questions being asked about the Library’s makerspace and digital media labs which will inform staff training, website content and promotional opportunities. A post-occupancy survey for the Aaniin Branch was conducted almost one year after opening to assess service offerings and make recommendations about adaptations. The Aaniin Library has a number of unique and non-traditional offerings that were incorporated into the Aaniin design based on demographic, consumer and market trends. Findings will be integrated into new building programs and the Integrated Leisure Master Plan recommendations. o The Library uses Project Outcomes to measure outcomes of library programs. Project Outcomes provides a toolkit to help libraries understand and share the impact of programs through simple surveys and an easy to use process for measuring and analyzing outcomes. Based on this participant feedback along with trendwatching and analysis of program participation, the library has, over the past two years, developed several highly successful STEAM- based programs and camps. New camp offerings that focus on STEAM (Science, Technology, Engineering Arts & Math), along with efficiency improvements, have resulted in a 101.3% increase in summer camp revenue since 2016.
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2016 2017 2018 Summer Camps $ 148,799 $ 205,569 $299,532
o The Integrated Leisure Master Plan (ILMP) provides a framework for the planning of future parks, recreation, cultural and library services and facilities. In 2018, the City undertook an ILMP refresh to update the recommendations with current data and research to create a future roadmap for decision-making regarding leisure facilities and services up to 2026. The ILMP Update Project, led by the Library, included an online survey to gather resident feedback about the community’s leisure needs and priorities. Input helped the Library better understand the community’s changing interests and identified areas for improvement for the updated ILMP and upcoming Strategic Plan. The ILMP recommendations will be presented to Council, for their approval, in 2019.
Responding to customer suggestions, the Library expanded its operating hours. An additional hour of service was offered on Fridays at all Branches while three hours of service on Sunday morning were added to Aaniin and Angus Glen Branches. In recognition of this improved access, the Mayor announced the Library’s new service hours at an event at the Angus Glen Library in May. The Library was able to expand Sunday hours at the Thornhill Community Centre Branch later in the year and will continue to pursue opportunities to further expand library operating hours. The community has responded positively to the expansion of open hours with visits and related usage increasing. Since implementation in May, the average Sunday visits have increased by 27.9% at Angus Glen and 21.8% at Aaniin. One-third of Sunday’s visits now take place during the new Sunday morning hours.
Library staff monitor research and trends impacting the library industry and the community, and develop responses to those trends. Using Environics Analytics, the Library is able to use Library data along with a variety of marketing databases to understand customer demographics, behaviours and opportunities. In 2018 the Library collaborated with the City’s Recreation Department and used Environics consulting hours to develop profiles of city-wide program participants. Environics data was also used to create ward profiles to inform strategic planning, to provide orientation information for new Councillors and to develop an education program for new Library Board members. Data from Environics also supported new policy development, program and collection development and decisions about digital consumption preferences in Markham. The Library was involved in several City projects and staff were able to provide research and analysis to support City projects such as Digital Markham, the SmartCities Challenge and the City’s Yonge subway extension report.
The Library follows the Harwood model for community engagement. Two key tools in this model include Turning Outward and Community Conversations. In Turning Outward
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we are focusing on people and communities in our decision making processes. Through community conversations, which in 2018 focused on teens, the Library invites community members to share their aspirations for themselves and the community. Using the “public knowledge” gained through these activities and the “expert knowledge” gained through data analysis, the Library is able to identify programs and services that move aspirations to reality. Recurring themes in the teen conversations were the desire for a safe, supported, connected and inclusive community. Teens are seeking platforms for meaningful and respectful dialogue and opportunities to create positive change within the community. The Library is developing programs and volunteer opportunities that will meet this need.
Library staff monitor external websites for reviews and comments in order to learn about customer experiences and expectations of Library products and services. Reviewing comments on social media, google, and consumer review websites such as Yelp helps to monitor the Library’s reputation and help us to respond to customers in a timely manner. These reviews have become increasingly important as research shows that 91% of people read online reviews before visiting a business and 84% trust these online reviews as much as they trust a personal recommendation (2018 Review Trackers Online Review Survey)
The following depicts user-reviewed ratings from google for the Library’s Branches. The rating at Thornhill Community Centre is largely attributed to a study group who each gave 1-star ratings in 2017 in response to their frustrations with the study room online booking process. Rating # of reviews Aaniin 4.3 21 Angus Glen 4.1 43 Cornell 4.5 13 Milliken Mills 4.2 45 Markham Village 4.4 32 Thornhill Community 3.8 35 Thornhill Village 4.5 18 Unionville 4.0 41
In 2018, a team of staff developed an Accessibility Strategy for MPL that outlines the Library’s commitment to serving customers with disabilities and our obligations under Accessibility for Ontarians with Disabilities Act. Recommendations will be implemented through staff workplans in 2019. The Accessibility Strategy outlines the Library’s commitment to providing services that respect the dignity and independence of individuals with disabilities, fosters inclusion and both prevents and removes barriers to access and participation. In developing the plan, staff consulted with community members with disabilities, support workers, caregivers, and industry experts. The Library’s accessibility policies were revised as a result of this work. Changes were made to homebound services allowing for homebound customers to have library materials
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delivered to their home through Canada Post once other options for borrowing have been exhausted. Customer Service Standard training was revised and delivered to all staff and volunteers. This training combined the required AODA Customer Service Standard content with a library-specific lens and a framework that encouraged all employees to act as advocates for individuals with disabilities within library spaces.
Following a successful pilot at Milliken Mills, the Toy Library was expanded to the Aaniin Branch in July. For families with limited income the Toy Library allows parents and caregivers to provide their children with a wide variety of fun and educational toys. Toys are selected to support key development areas while engaging children in imaginative, exploratory and investigative play. The Toy Library includes toys to support children with sensory processing disorders, cognitive disabilities and neurological differences.
The Library has partnered with CELA (Centre for Equitable Library Access) since 2014 providing access to resources for the print disabled. Eligible users have print disabilities that may include a learning, physical or visual disability that prevents a person from reading conventional print. To improve the customer experience for those registering for CELA, the public library registration processes were improved and made more efficient in 2018. Customers no longer need to share reading preferences (preferred genres, delivery schedules, etc.) when registering. This information can be gathered by CELA staff post-registration. Staff no longer need to read new registrants the Acceptable Use or Privacy policies, but instead can email the customer links to the documents. These changes mean there are fewer steps in registration for the customer and staff. CELA training was provided to all Branch staff to ensure staff are able to spread awareness of the service and assist customers in registering. As of the end of September, 5,880 items were circulated to Library customers through CELA in 2018. Figures are not yet available for the last quarter of the year.
In 2018 the Library developed a risk assessment process for identifying, evaluating and mitigating potential risks to Library assets or services to ensure appropriate responsibility for public funds. The policy establishes the Library’s risk tolerance and outlines processes and reporting procedures that embed a risk management culture into decision-making and service planning.
As outlined in Executive Limitations 2c and 2d, the Library reported compliance with respect to the financial conditions and activities of the Library. The Library responds to industry surveys such as the Canadian Urban Libraries Council and the Ontario Ministry of Tourism, Culture and Sport Annual Public Library statistics in order to benchmark against other library systems. In 2017, the most current year available for comparative data, MPL continues to lead in several efficiencies.
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Technology allows the Library to manage growth with 83.7% of checkouts being completed by customers through self check machines in 2018. In Branches with automated check-in 84.6% of check-ins take place through automation.
An updated analysis in 2017 of the Library's economic impact shows the Library has a positive impact on the residents of Markham with a return on investment of 597%. The total economic impact is estimated at $82.6 million annually for an economic benefit of $253.33 per resident.
Level 2:
2.1 Individuals and families are readers, lifelong learners, and have a gathering space.
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Interpretation: The community has access to high quality resources and facilities that support their identified needs The library provides collections in a variety of formats, languages and reading levels that support literacy, learning and reading The library offers programs and services that support reading, exploring, and learning
Evidence In 2016, the most current year for which data is available, MPL ranked first against its Level 2:
2.1 Individuals and families are readers, lifelong learners, and have a gathering space.
Interpretation: The community has access to high quality resources and facilities that support their identified needs The library provides collections in a variety of formats, languages and reading levels that support literacy, learning and reading The library offers programs and services that support reading, exploring, and learning
Evidence In 2017, the most current year for which data is available, MPL again ranked first against its comparators for borrowing per capita. Amongst comparators, the Library also ranks second in visits per capita.
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The community has access to high quality resources and facilities that support their identified needs. Staff use several tools to ensure that the library experience is meeting customer expectations Customer satisfaction surveys provide insight into why customers visit the library and the services they use while at the library:
The primary reason for using the services of this library relates to: 2016 2017 2018 Education 23% 19.3% 18.5% Self improvement 15.50% 15.10% 16.2% Leisure 52% 57.1% 57.7% Work 4.10% 3.5% 3.5% Other 5.40% 5.1% 4.2%
Through the customer satisfaction survey the Library also gains knowledge about services used while visiting the Library:
Services Used While Visiting the Library 2016 2017 2018 Borrowed items (books and/or other materials) 20.9% 21.5% 21.6% Used materials while in the library (read, view, listen to, browse) 13.7% 13.6% 13.5% Used library equipment (computers, workstations, printers, copiers, etc.) 11.6% 11.1% 11.0% Attended events, programs or meetings 5.1% 5. 0% 5.5% Used the library's facilities (chairs, tables, rooms, washrooms, etc.) 16.0% 16.3% 16.7% Accessed the Internet while at the library 10.5% 10.0% 10.0% Accessed an online database at the library. 8.4% 8.4% 8.1%
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As well as the online customer satisfaction survey, the Library participated in a space study commissioned by the Canadian Urban Libraries Council (CULC). This study examined how library space is used in three Canadian urban library systems: Brampton, Calgary and Markham. The study posed two research questions: How are people using the different spaces in the library and when they are in the Library what are they doing there? Results of the study will help libraries to create welcoming, safe and inclusive spaces where users experience the library in a positive way. Detailed findings were released in December 2017. Key findings included: libraries are welcoming spaces, expectations are being met, libraries are social spaces, managing noise level expectations for quiet and social spaces is challenging, traditional library activities of borrowing books and studying are still popular and Bring Your Own Device is the new norm.
Google uses crowd sourced data to provide searchers an estimate of average time spent at locations. Visit duration estimates are based on patterns of customer visits over the last several weeks. Searching MPL locations finds that, according to Google’s analytics, people typically spend the following time at each branch.
AL 3 hours AG 2 hours CL No data available MM 2 hours MV 2 hours TC No data available TV 1 hour UL 1 hour
Through a Canada 150 Community Infrastructure Grant the City of Markham created a new Veterans Square and Cenotaph to commemorate Markham's war veterans and firefighters. The obelisk and Veterans Square were completed and marked with a commemorative opening ceremony in June 2018. The firefighter’s memorial will be installed in 2019. The rehabilitation of the space increases street visibility of the Library, encourages foot traffic and expands outdoor seating opportunities.
Several policies were revised in 2018 to improve the customer experience. The Accessible Customer Service Policy ensures that the Library meets or exceeds standards set out by the Accessibility for Ontarians with Disabilities Act (AODA) and commits the Library to providing services that respect the dignity and independence of individuals with disabilities, by preventing and removing barriers to access and participation. The Art Exhibits Policy was reviewed to establish conditions under which the Library would provide space for temporary art exhibits and to affirm the Library’s position on intellectual freedom and freedom of expression. Supporting the policy were new processes for applying to exhibit at the Library and for customers to request reconsideration of an exhibit.
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The Digital Media Lab (DML) contains hardware and software that allows customers to get creative through technology. It enables customers to create and edit audio files, use graphic design programs, digitize or edit photos and film and create videos, sound recordings and podcasts. In 2017, with the opening of the Aaniin branch, the Library created a Digital Literacy Specialist (DLS) position responsible for delivering digital literacy support to individuals and groups. In 2018 Digital Media Labs were introduced at Angus Glen and Thornhill Community Centre branches. These spaces were also supported by a DLS.
Customers have access to 3d printers at Aaniin, Angus Glen, Cornell and Thornhill Community Centre branches. The printers allow the community to get involved with new state-of-the-art technologies and for innovators to prototype their ideas. With the opening of the Aaniin branch the community was also introduced to laser cutting and digital embroider as a means of learning digital literacy skills. The 3d printers DML, and creative spaces expose customers to learning in a more experiential way and support the increasing number of entrepreneurs. The Library’s Introduction to 3d Printing programs includes information about how 3d printers work, safety measures for their use and basic design manipulation. There were 131 participants in the introductory 3D program in 2018 and many more who became certified to use the 3d printer or laser through individual coaching with the Digital Literacy Specialist.
Through Project Outcomes, customers surveyed agreed that they benefited from the digital technology services or programs offered: o 92% felt more knowledgeable about using digital resources o 89% intend to apply what they learned o 89% are more confident when using digital resources o 79% were more aware of the resources and services provided by the Library
The Library offers collections in a wide variety of formats, languages and levels to meet the information and leisure needs of the community. For the past several years the growth of digital options has been a large part of the content story for public libraries and interest in digital collections continues to grow. The Library’s Content Strategy addresses the shift to digital and helps the Library navigate the changing needs and preferences of the community. eCirculation now accounts for 10.18% of total circulation up from 7.66% in 2017. In 2018, there were 380,256 checkouts through OverDrive, the Library’s largest collection of e-content. In November, the Library introduced Flipster, a digital magazine subscription, improving the variety of digital magazine titles available to library cardholders. Since its launch there have been 1432 checkouts.
In 2017 the Library launched a toy lending collection at the Milliken Mills branch with 77 toys that can be borrowed for a 3 week period. Toys were selected to support skills in STEAM, language development, reading and literacy, dramatic play, fine motor skills, music and movement, and for children with special needs. Based on the success of the Milliken Mills pilot, the toy lending collection was expanded to the Aaniin branch. This collection supports the Every Child Ready to Read methodology of preparing children to read through five practices: reading, writing, singing, talking and playing. The Library toy collection now includes 454 items, which in 2018 were borrowed 4,670 times.
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As the cd format is waning, the Library introduced a new format for audiobooks in December 2017. Playaways are a device that comes preloaded with an audiobook. The format is convenient for customers who can simply plug in headphones or plug the device into their car stereo to listen to the audiobook. For the customer there is added convenience with a high-definition audio format that can be listened to on the go without having to change cds. For the Library, Playaways eliminate the challenges of missing or damaged discs in an audiobook set. Playaways are a transition format between the physical and digital audiobook. A portion of the Playaway collection includes "bookpacks" which include the Playaway device with preloaded audiobook as well as a physical copy of the book. These readalong book kits are still in demand, particularly for children, but increasingly difficult to purchase in traditional format. The new format was positively received and through 2018 the Library continued to expand the collection. . Research has consistently linked reading for pleasure to improvements in critical thinking, higher educational outcomes, the development of empathy and benefits to physical and psychological health. The Library promotes reading in-branch and online with displays, staff picks, staff comments and reviews of items in the Library catalogue, and email signatures in which staff include what they are currently reading, along with a link to the catalogue record. In 2018, the circulation of fiction titles was 2,063,665.
The following services and programs promoted reading for pleasure:
o Reader's Advisory is a core library service in which staff have a conversation, one- on-one, with a customer to suggest titles that cater to the customer’s needs and interests. In 2018, staff provided 12,438 Reader's Advisory services.
o To assist customers who choose online options for reader's advisory, the Library offers several options. Through the Library catalogue, customers can view Staff Picks which compliment current events, supports library programs and suggests reading options for various genres, reading levels and interests. The homepage of the Library catalogue includes a carousel of recently reviewed or recently rated titles in a variety of formats. Title records include literary reviews, recommendations for similar titles and a social aspect with reviews and ratings from the staff and the community. NoveList, an online database, connects users with their next favourite
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book based on a variety of selected factors including genre, pace, character trait or author readalikes. In 2018, there were 887 searches using Novelist as a means of finding a suggested read. o More than 400 parents and children engaged with literacy-related activities offered by the Library and 12 community partners on Family Literacy Day, an annual event to raise awareness of the importance of reading together as a family. o Book clubs meet to discuss a different book each month in an informal and relaxed setting. The Library offers 15 different book clubs each month and in 2018 had 1,217 participants. Book clubs were offered for adults, seniors, teens, Cantonese speakers and English language learners. o The Summer Reading Club (SRC) is designed to provide continuous reading and learning opportunities over the summer months in order to limit learning gaps. The program incentivizes children to read for pleasure and offers a variety of reading- related programs through a 6 week period in July and August. As well as encouraging children to set and track reading goals, the six week SRC included 48 programs with 1,323 participants. Parents of participants reported the following outcomes for the SRC: My child is a more confident reader 87 % My child maintained or increased their reading skill 85 % My child reads more often 92 % My child uses the library more often 84 % o The Library offers several programs that encourage elementary students to read for pleasure. Reading Buddies pairs children with a teen mentor to read together and engage in literacy-based activities. Reading Coach, led by Library staff, provides opportunities to practice and improve reading skills while exploring interesting new materials each week. Reading to Success is offered in partnership with the Youth and Parents Association of Markham at the Aaniin branch for children in JK to Grade 2 or for students with special needs. Volunteer mentors create a positive learning environment that motivates children to read regularly as a foundation to their education. There were 3,403 participants in these reading programs in 2018. o Markham Reads is MPL’s annual celebration of books, community, and reading for pleasure. This program promotes community cohesion and the sharing of ideas through the reading and discussion of a common title. It also promotes personal growth and brain health, as research consistently supports a correlation between reading for pleasure and mental agility. Every year readers are invited to share in reading a book that will inspire lively conversations across the City. The Library also hosts events and workshops that help people to connect more deeply with the books themes and ideas and with one another. This year’s program was transitioned from an October (Library Month) program to a summer reading program. For the first time the community was asked to vote on the title selection. In previous years, a committee of staff and community members whittled down suggestions to a short list, read the short list and then voted on the Markham Reads selection. This year’s shortlist was selected for its themes of neighbourhood and
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community and then followed by a community voting campaign. The Markham Reads title, as selected by 875 people who cast a ballot, was Ayesha At Last, the debut novel of Markham resident Uzma Jalaluddin. Ten programs were held over the summer including a Human Library, book talks, a parathas picnic and a reading with the author. During Markham Reads, the title had 1,004 checkouts and 225 people attended Markham Reads programming.
The Library inspires lifelong learning for personal or professional reasons through collections, digital resources, technology offerings, programs and spaces.
o The Library provides a variety of spaces for study. These include small and group study rooms at four branches (Angus Glen, Cornell, Markham Village and Thornhill Community Centre). Study rooms allow individuals or small groups to work or study without being disturbed or, in the case of group study, without disturbing others. For their convenience, customers may book study rooms online. In 2018, there were 25,021 room bookings for a total of 48,188 hours.
o After-Hours Study Halls at Markham Village and Milliken Mills branches extend Library hours to offer spaces that encourage quiet concentration and study. Beginning when regular library hours end, the Study Halls are available daily until midnight during the mid-term and final exam periods of post-secondary institutions.
o The Library offers a fee-based proctoring service for written, open book or online exams for distance or online learners. Proctoring services were provided to 131 students in 2018 up from 79 in 2017.
o The Library is a fun, creative and safe place where parents and caregivers can bring their children to learn and interact with others. The Library provides opportunities for drop-in or scheduled programs that engage families in early literacy activities that put young children on a strong path towards developing the critical thinking, vocabulary, language, problem solving, social, physical and creative skills necessary to succeed later in life. Family Storytimes as well as several 8 week registered programs including: Baby and Books, Toddler, Baby Jumpstart, Read and Talk, Read and Sing, Read and Write, Read and Play and Ready to Read all incorporate the 5 key practices identified by Every Child Ready to Read research: reading, talking, singing, writing and playing. The Library also offers 1,000 Books before Kindergarten, a self- paced reading program that encourages parents to foster pre-literacy skills at home by reading 1,000 books with their child before they enter Kindergarten. Participants also have opportunities to attend meet-ups and receive newsletters with reading tips and suggestions for their little ones. Through partnerships with Ontario Early Years providers, a parent and preschool drop-in program provides children and their caregiver to learn, play and socialize. Staff facilitating the program are trained to recognize potential developmental issues (e.g. hearing, speech or vision problems) and to refer families to community support systems for early intervention. During early literacy programs, presenters incorporate valuable key messages that foster pre-literacy and early literacy skills in young children. Staff use a variety of tools to reinforce the read, write, sing, talk and play components of literacy development. Many studies point to these types of early literacy programs as a key influence on
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early childhood development. Research shows that shared book reading activities are an important way for children to learn about printed language. . 1000 Books Before Kindergarten participants have tracked the reading of 4,342 books. . In 2018 the Library offered 2,111 free early literacy programs to Early Literacy drop-in, registered and partnered programs to 55,831 participants including 52,008 storytime attendees. . Of the parents surveyed through Project Outcomes who either agreed or strongly agreed that their children benefited from Early Literacy programs at the Library: o 94% agreed that they learned something they can share with their child o 92% felt more confident in their ability to help their child learn o 93% intend to spend more time interacting with their child o 91% are more aware of library services and resources . The Ready to Read card is designed to meet the needs of preschoolers and their families. This new membership type, announced in January 2018 by Mayor Scarpitti, allows children 5 years and under to borrow up to 25 books without the worry of late fees. The Ready to Read card supports parental engagement in reading in the early years to bolster pre-literacy skill development, encourage reading behaviours and lay the groundwork for library engagement throughout childhood. 1,423 Ready to Read memberships were issued in 2018. o Online learning opportunities are provided through subscription databases including Universal Class, Mango Languages, Little Pim (language learning for children), and Learning Express Library Canada. o In 2018, there were 12,295 course login sessions to Universal Class with a total of 25,100 lessons viewed. Microsoft Excel, keyboarding, writing, HTML and SQL were the most popular online programs.
o 5,173 language learning sessions were accessed through Mango and Little Pim with the most popular being French, Spanish and Chinese.
o The Learning Express Library provides practice tests like TOEFL, LSAT and MCAT and courses for career development including job hunting skills and computer skills. There were 3,913 sessions activated through The Learning Express Library in 2018, many of these being practice tests related to the Canadian Citizenship Test.
o In July, the Library added Niche Academy to its online learning tools offering customers video tutorials. The platform includes ready-to-use tutorials for common library services like OverDrive, Zinio, Hoopla, PressReader and RBDigital. Tutorials are embedded into the webpage for easy access. Since its implementation in July, 5,907 sessions have been logged on Niche Academy.
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2.2 The community is enriched and strengthened.
Interpretation: "enriched" means that the library increases opportunities for participation and inclusion by everyone in the community including at risk populations, (i.e. reducing social isolation) "strengthened" means that the library contributes to the social and economic development of the community.
Evidence
The Library ensures everyone in the community has equitable access to its resources through services and programs that support marginalized or vulnerable populations and the working poor.
o The Library offers a significant proportion of its programs at no charge including those that promote traditional or digital literacies. All branches offer STEAM activities for children such as building and other engineering challenges to support critical thinking and problem solving through play. Children and preschoolers also enjoy drop in or registered coding activities.
o The Toy Library is housed at Milliken Mills to support a community that has a household income 14% lower than the rest of Markham. Households in this area are twice as likely to be multi-family households and have a higher concentration of working poor.
o Access to the Digital Media Lab, creative spaces and makerspaces is offered free of charge with only a minimal material recovery cost for production.
o Across the Library system there are 214 computers for public use (Public Access Computers or PACs). These computers provide access to productivity tools such as Microsoft Word and Excel as well as Internet access. Access to the Internet is proving to be an ever more important tool for full participation in society. Community members use the Internet to access and complete government documents, apply to jobs, stay up to date on current events and connect with their networks. A 2018 study on the state of digital literacy in Canada showed opportunities for learning digital skills are fragmented with many at risk of falling through the cracks. Consistent access to hardware, software and the Internet are requirements for being able to build and maintain digital literacy. (Levelling Up: The Quest for Digital Literacy, June 2018) In 2018, there were 164,812 uses of the PACs
o Tax clinics for low income individuals and families feature volunteer Chartered Professional Accountants (CPAs) who complete tax returns free of charge. This ensures tax returns are completed correctly and maximize returns for low income families while reducing the financial barrier to have professional assistance with tax returns. In 2018, 347 community members had their taxes completed by an experienced CPA at no charge. With a standard cost of $65 to have a basic tax return completed, the Library, through its partnership with the Chartered Professional
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Accountants of Ontario, provided $22,000 worth of service to low income community members.
o The Library provides materials in alternative formats to those with accessibility needs such as those with print or perceptual challenges so they can continue to experience the joy of reading. These include Kurzweil software and scanners that read text aloud, and BrowseAloud which reads websites aloud. Customers with a print disability can visit or call the Library to register for free access to the Centre for Equitable Library Access (CELA). Through CELA, customers can access a variety of resources and have physical items delivered straight to the home. These services were promoted at accessibility fairs attended by staff, through outreach visits to seniors and to teachers with students who have learning disabilities. 5,880 items were circulated through CELA between January and September. The homebound service was revised so that Library materials may now be delivered to the homebound customer by Canada Post. This eliminates safety concerns for both the homebound and the volunteer when delivering materials to the home.
o The Library offers programming opportunities to customers with intellectual or developmental challenges and spectrum disorders. In camps and other registered programs, the curriculum is adapted to meet specific needs and program support is provided through volunteers. Adapted storytimes and computer workshops were held for groups visiting the Library as well as a storytime for children using Augmented and Alternative Communication Devices (AACD) Parenting workshops provided support to parents or caregivers in managing behaviour, social skills and learning for children on the spectrum.
The Library partnered with 105 different organizations and community experts to provide 1,602 programs in such areas as Settlement and ESL programs, wellness, technology, civic engagement, business, personal growth, and the arts.
o 3,555 people attended 207 wellness related programs. Wellness programs provided information and encouraged healthier life choices. In partnership with Markham Stouffville Hospital and the Markham Family Health Team, the Library offered programs related to diabetes management, pain management and infant hearing clinics. Parenting workshops were increased based on customer demand. The Library offered an increased number of programs addressing issues related to aging, including information about aging at home and social clubs geared towards seniors. At Cornell and Milliken Mills branches, these were also offered in Mandarin. Programs on the aging brain and a support group for caregivers dealing with dementia continued to be offered. The Library responded to the increased interest and awareness of mental health issues with programs related to stress management and anxiety.
o The Business Hub launched at the Aaniin branch in 2018 supporting entrepreneurs and the business community. The co-working space features the Library’s business collections, hot-desks (bookable desks for working, a small meeting room and a small conference room with video-conferencing equipment. The Business Hub is intended to support community members who are in the ideation phase of starting their own business. For further ongoing support, entrepreneurs are referred to the City’s
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Markham Small Business Centre or to Venture Lab. Free memberships were offered for the first year of operation in order to gather information and feedback about how the space would be used. The 108 members were surveyed 4 times in the year and were interviewed by staff in order to gauge services in the space and determine future services. Membership opportunities included free programs such as Facebook Advertising for Business, networking opportunities and ability to book space within the Business Hub. One of the most popular services was the post office box allowing Business Hub members to receive mail at the Library. As well as the co-working space, the Library offered 103 business related programs on topics such as finance, entrepreneurship and employment. o The Library’s Open Office Hours provided a much appreciated opportunity to receive advice from IBM Canada’s Entrepreneur Incubator lead. Consulting time booked privately can cost several hundred dollars an hour, while Open Office Hours provided high quality information without a charge. o The Library hosted a Markham Board of Trade’s networking breakfast where Library resources were showcased to the business community. o Through community partners, the Library offered programs on job search strategies, interviewing and resume writing.
The International Festival of Authors (IFOA) brought its touring program to Markham with an evening of author readings and a question and answer discussion. Each year Lit on Tour brings contemporary writers to communities across Ontario connecting curious readers with leading authors and showcasing Canadian writing talent. The literary evening, attended by 55 people, featured a lively reading by three accomplished authors: Andrea Bain (Single Girl Problems), Catherine Hernandez (Scarborough) and Carrianne Leung (That Time I Love You).
In response to the Digital Markham Strategy, the Library created a companion strategy specifically for the Library that builds on programs and services already offered by the Library. The Strategy offers these objectives: provide community members equitable access to tools and resources that support digital inclusion and create opportunities for the development of digital literacy skills and knowledge. In 2018, the Library began development of a makerspace at Angus Glen to bring digital services to the busiest branch. The space includes a digital media lab for sound, video, or photo editing and other digital media along with peripherals for content creation. A feasibility assessment was undertaken for the inclusion of a laser cutter. The digital media lab at Cornell was moved to the Thornhill Community Centre branch to provide digital literacy technology in three major geographic areas of the City. The lab at Thornhill includes technology to enable digitization of analogue materials to support the Thornhill community’s interest in genealogy, storytelling and personal history. At Cornell, a kids makerspace was created as a community resource for preschool children to learn early STEAM skills. Early access to these resources prepares preschoolers to acquire digital literacy skills once they enter the school system. The space includes tablets with developmentally appropriate apps, preschool building toys, and toys that encourage an understanding of coding and programming. The space is designed for passive programming that encourages parental engagement and family bonding.
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Teen volunteers gained work experience and developed leadership skills while helping the Library offer high quality programs and events. Volunteers assisted in various aspects of programming: customer service (greeting and checking in customers at events), setting up and cleaning up at events, and preparation activities related to programs. Experienced volunteers also had opportunities to work directly with children and lead activities that increased children’s skills and confidence through programs such as Reading Buddies. In 2018, 621 volunteers showed their commitment to the Library by logging 15,481 volunteer hours. Volunteers from all City departments who had demonstrated commitment and leadership were recognized by the Mayor at an event in December. 23 Library volunteers were invited to this event with one Library volunteer logging 335.75 hours.
For the fifth year the Library hosted a University and College Fair with 1000 potential students meeting with representatives from 23 post-secondary colleges and universities. In conjunction with the Fair, the Library also offered workshops on funding post- secondary education and applying for scholarships. For the first time the Library also offered an Immigrant Education Fair with 17 agencies providing information about their training and recertification programs available to newcomers.
The Library promotes civic engagement and ensures the community has information on issues of local importance, including: current social, political, economic and environmental issues.
o The Library marks significant dates with programs, collection displays in the branches and social media campaigns that provide information or build awareness. These included the Lunar New Year, Nowruz, Diwali, International Women's Day, Pride, Thai Pongal, Black History Month, National Aboriginal Day, Asian Heritage Month, Islamic Heritage Month, Holocaust Education Week, and Remembrance Day.
o Celebrating Science Literacy Week, the Library hosted a Science Fair at Angus Glen with the support of program instructors and volunteers. Customers were able to watch demonstrations of 3d printers and other technologies as well as participate in hands on activities in robotics and coding. About 650 people interacted with the exhibits and activities.
o The Canadian Language Museum exhibited A Tapestry of Voices: Celebrating Canada’s Languages at four branches. The interactive exhibit surveys Canada’s rich linguistic landscape including over 60 aboriginal languages and more than 100 languages that immigrants have brought to Canada. Through the exhibit and accompanying technology centre, customers were able to explore the relationship between language, culture and Canadian identity.
During the provincial election period the Library held an All Candidates Meeting for the Markham Stouffville Riding. Efforts were made to host All Candidates meetings in all three ridings in the City, however, key candidates could not commit to attending. The event enabled community members to ask questions, express their ideas and helped to empower them in their decision on Election Day. For those unable to attend in person, the meeting was also streamed through Facebook Live. In the municipal election the
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Library worked closely with Legislative Services at the City of Markham to engage the community in the election and to promote online voting. Library staff were trained and deputized so the branches could act as Voter Assistance Centres to support citizens in the voting process, ensure they were on the Voter’s List and make any necessary amendments. The Library hosted Candidate Meet and Greets in every ward encouraging civic participation and promoting the option of online voting. Through these contributions the Library was able to assist the City in achieving a voter turnout with 91% voters casting their ballot online and a total voter turnout of 38.26%, the highest in recent history in Markham.
The Library offered programs designed to connect people with each other and share ideas:
o Each of the four PechaKucha (PK) programs featured 8 local speakers who shared their interests and passions with the community, sparking conversation and inspiration. PK continues to sell out quickly. Each presenter brings with them a group of supporters who continue to add to the audience fan base. 500 people attended PK programs in 2018.
o Trivia Night continues to operate at capacity with participants joining as teams or as individuals to put their trivia knowledge to the test while competing for small prizes. The evening fosters many discussions about popular culture and current events. In the summer staff delivered the program at the Unionville Bandstand on Main St. Unionville giving more people an opportunity to participate in the program.
The Library engages the community through its social media channels and continues to see growth in followers and engagement. Audiences on the Library’s Facebook and Twitter accounts tend to be predominantly female and in the 35 to 44 year range, although over the past two years the Library has seen growth in the 25 to 34 year age range, a demographic that has been traditionally difficult for libraries to reach.
women
men
The Library is often one of the first places newcomers visit upon arriving in Markham. The library provides a welcoming space that offers many programs and resources to help newcomers. Resources include collections in the languages of the community and English as a Second Language classes.
o Online Mango Languages offers courses about Learning English for Arabic, Cantonese, Korean, Mandarin, Spanish and Vietnamese speakers. Also available online, are practice tests for the Test of English as a Foreign Language (TOEFL) and practice citizenship tests.
o Through PressReader newcomers can read newspapers from their home country in their home language. In 2017, customers read 103,000 articles from PressReader.
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o Through partnerships with settlement agencies, the Library offers programs that meet the needs of Markham's newcomers and reduce social isolation. Programs offered included: orientation to government services, job skills, and utilizing technology and opportunities to improve English language skills. The library offered 79 settlement programs attended by 1,671 newcomers. There were an additional 8,848 participants in ESL classes offered at Cornell, Angus Glen, Milliken Mills and Thornhill Community Centre branches.
o Complementing the ESL classes is the English Conversation Circle at Angus Glen Library in which volunteers facilitate conversations about Canadian culture and current events and allow newcomers to practice their skills in an informal setting. ESL Book Clubs at Angus Glen and Milliken Mills offer conversation and social interaction while supporting language learning.
o A number of programs were geared towards newcomer seniors including the Seniors Club at Milliken Mills which regularly attracts 45 people to each meetup to learn about community and library resources in a social environment. At the Cornell branch the Senior Active Living program offers a similar format but also includes a chair-exercise to promote healthy living. A new drop-in carom program was offered at Milliken Mills and Aaniin branches with support from the Markham Tamil Organization. This program brings seniors together for coffee and snacks while enjoying the popular South Asian game of carom.
o Programs offered in the languages of the community provide information about government and community resources including senior’s benefits, long term care homes, citizenship application, Permanent Resident renewal, Service Canada offerings, and information about banking in Canada. A successful new program this year was Markham is my new home, a 3 session program where participants learned about local resources and services.
o Newcomer programs for youth were aimed at supporting language learning and providing opportunities for teens to come together and share their newcomer experience. Several programs also provided job skill and career guidance. Through the Immigrant Youth Centre, newcomer teens developed an 'Escape Room' in the library while practicing English, meeting other newcomer teens and developing their confidence as they created and offered a highly popular program to children.
o Supporting early literacy development were storytime programs in Farsi, Mandarin, Tamil and Cantonese. A key literacy message in these programs is the value of caregivers reading to children in their native language and the importance of children having engaging learning opportunities in their first language to enhance their literacy success.
Visits to the Library offer opportunities to introduce groups to library services targeted to their specific interests. Programs developed for schools focus on literacy-building activities providing students with tools to support their schoolwork and to enhance their comfort and skill using the library's resources. To support new approaches to learning,
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the Library began introducing STEAM activities into school visits. In 2018, there were 71 school visits to the Library with programming delivered to 1,887 students. In addition, to promote new technology opportunities at the libraries, staff delivered 98 STEAM related programs to 3098 students at local schools. Visits to schools get students excited about the library and provide take-home information for parents.
Through the Library's outreach activities, staff participate in community events to increase awareness of Library services. Staff attend school open houses. In particular, Welcome to Kindergarten programs provide an opportunity to connect with both parents and children. At the high school level, the Library supports student’s academic success with instruction on research skills and database use. Library staff provide library experiences out in the community with "pop up" events in local parks throughout the summer. Programs such as storytimes, book clubs, Trivia Night, PechaKucha, and CoderDojo are offered in community spaces to provide a library experience that engages new users. The Library reached 12,639 people through its outreach activities in 2018. Outreach activities in the summer included a collaboration with Recreation in which staff from both departments visited a local hotel housing refugees to deliver books, play games and participate in physical activities.
The discussion that occurs through exploration of the themes in book club selections results in strong bonds amongst book club members who together will celebrate life's milestones or enjoy potluck meals.
CoderDojo is a volunteer-led programming club that teaches children how to code, develop websites, and explore technology using Scratch, Arduinos, and more. The focus is on community and peer learning, with an emphasis on helping each other. CoderDojo has led to the development of other related technology programs for children including; Hour of Code, drop-in P.A. Day activities and holiday coding programs.
Through York University and Seneca College lectures, customers are able to get a taste of academia as faculty presented their research on a variety of topics. The new Seneca College series also gives upper year students of Seneca @ Markham an opportunity to speak publicly about the topics they are studying.
The National Film Board (NFB) Film Club makes the NFB’s vast collection accessible to the community offering a rich and varied collection of short and feature length films. Each of these programs included a discussion of the film's themes. In 2017, the NFB Film Club included films that acknowledged Black History Month, Indigenous History Month and National Film Day.
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TO: Markham Public Library Board
FROM: Catherine Biss, CEO & Secretary-Treasurer
PREPARED BY: Deborah Walker, Director, Library Strategy
DATE OF MEETING: January 28, 2019
SUBJECT: Strategic Plan Update 2018 Year-End & 2019 Strategic Work Plan
RECOMMENDATION:
That the report “Strategic Plan Update 2018 Year-End & 2019 Strategic Work Plan” be received.
BACKGROUND:
The purpose of this Report is to inform the Board regarding the progress and achievements of our 2018 Strategic Work Plan.
The performance indicators provided pursuant to each Strategic Theme reflect our full-year 2018 performance compared to our full-year 2017 performance.
This report also lists some highlights of our preliminary 2019 Strategic Work Plan.
2018 STRATEGIC PRIORITIES AND ACCOMPLISHMENTS
The 2018 strategic priorities identified in the January Strategic Plan Update Report (10.1 January 22, 2018) continue to advance,
1. Expanding Library Hours
An extra hours of service (5 to 6 p.m.) was added to Friday open hours at all seven large branches.
Three “community centre” branches – Aaniin, Angus Glen and Thornhill Community – now offer Sunday morning hours (10:00 a.m. to 1:00 p.m.) Metrics reports show these are having a tangible and positive impact on Library usage.
To continue expansion of Sunday hours, an operating budget submission for 2019 was submitted to the municipal budget process to seek funding for Sunday morning hours at the Milliken and Cornell branches. The City’s 2019 staffing budget review process included a weighting system to prioritize positions. During review of all departmental budget submissions by senior City staff, and applying the weighting system, the Library’s Sunday Contract request fell “below the line”.
As part of the Library Board’s commitment to these increased hours, it is anticipated that the Board will attend the 2019 Budget Committee to present its request for expanded Sunday hours.
2. Ready to Read Card Launch
The Ready to Read card launched on Family Literacy Day (January 27th, 2018). As of the end of December, we reached a total of 1,423 Ready to Read cards that have been created.
3. Digital Markham Strategy
Following the launch of the new Digital Media Lab (DML) at Aaniin, the deployment of DML equipment to additional branches is progressing. The Cornell DML equipment has been re-located to Angus Glen and Thornhill Community. TC’s DML has an emphasis on digitization (e.g. conversion of family slides and 1
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VHS to digital files). Both DMLs have 3D printers. In addition, a Kids’ Makerspace has been launched at the Cornell branch.
With a grant of $45,000 from the provincial Leveraging Technology Fund, it is anticipated that new equipment will be procured for the Angus Glen DML in 2019.
4. Integrated Leisure Master Plan Update
The ILMP Update Report and recommendations are approximately 90% complete. The focus of the ILMP Update Staff Team is currently on reviewing a draft section regarding ILMP services and facilities in Areas of Intensification, as well as conducting a final review and edit of the report.
Going forward, staff are working with Commissioner of Community and Fire Services to develop strategies for moving the Report forward and building support on several fronts, including a briefing note for the Executive Leadership Team, working with Finance Department staff to develop a high-level implementation plan, and developing a strategy to reach out to current-term Councillors.
In the meantime, the draft provision standards of the ILMP Update Report are being rolled out to Planning Staff as a starting point for discussion of the provision of parks, recreation, culture and library facilities in Markham’s growth areas, including the North Markham District, Markham Centre, Milliken Centre, Langstaff Gateway and Leitchcroft.
The active engagement of staff in Planning Department projects has resulted to date in participation in three projects for 2019: 1. Secondary Plan Update for Markham Centre. 2. Leitchcroft Facility Fit Design Study (school co-location). 3. Community Hubs Implementation Strategy (Leitchcroft). The models developed pursuant to these projects can be replicated in other mixed-use communities.
5. Digital Democracy
For the 2018 municipal election and pursuant to Markham’s Digital Democracy strategy, MPL collaborated with the City to implement a robust and creative community engagement strategy that educated and encouraged more voters than ever before to exercise their democratic right to vote.
All branches were designated as Voter Assistance Centres during the entire Voting Period (Oct. 12 – Oct. 22) to revise and make additions to the Voters’ List, provide computers for voting, provide assistance with the online voting process/platform, and provide general information about the election. Our branches also hosted events inviting Markham voters to meet their local Ward Councillor, Regional Councillors and Mayoral candidates running in the election. These events included opportunities for one-on-one conversations with Council candidates about constituent issues.
The results of the Digital Democracy Initiative included: 77,503 eligible voters cast a ballot – a 38.26% voter turnout – the highest in recent history. Of those who cast a ballot, 91% did so online – the highest online voter turnout in Markham’s history.
The City of Markham has offered online voting since 2003, and was one of 194 municipalities to offer online voting in the 2018 municipal elections across Ontario. As the largest lower-tier municipality in Canada to offer an online voting program, Markham is a leader in digital democracy in North America.
By supporting this important Markham initiative, MPL has demonstrated its commitment to aligning with municipal priorities and allocating its resources to the achievement of municipal success.
ACCOMPLISHMENTS PURSUANT TO THE 2015 TO 2018 STRATEGIC PLAN
As we move toward the end of our 2015 to 2018 Strategic Plan, staff are reviewing our strategic progress over the last four years. High-level accomplishments are summarized below on a year-by-year basis:
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Strategic Themes
1. Connecting 2. Digital Inclusion 3. Content That 4. Community People & Transforms Lives Learning Hubs Communities 2015 Expanded cross- Launched Markham’s Improved response Piloted popup library sectoral partnerships first public 3D time for customer concept that build community printers requests for content Upgraded older capacity. Expanded 3D Introduced new branches, including Shifted to an outward printing workshops digital content, such new carpet at Milliken focus, taking the Expanded digital as Zinio eMagazines & new shelving and library out into the programs such as & expanded ebook lighting at Thornhill community. CoderDojo holdings Village, & new Launched innovative Launched self-serve Launched innovative service desk at programming that computer reservation content-based Unionville changes lives for the & online payment programming, such Expanded after-hours better – such as Launched public as Reading Buddies study halls digital literacy scanning stations & Mysterious Launched new study programs, and the Launched Reading Society room policy annual University Technology and College Fair. Immersion Project to develop staff’s digital skills 2016 Expanded cross- Developed Library Developed a Developed a service sectoral partnerships Technology Plan community-led multi- model for Urban to leverage a Went to the cloud – year Content Storefront branches broadening range of with hosting of Strategy Worked with York U educational & Integrated Library Expanded digital and Seneca to learning opportunities System (ILS) moving content, adding collaborate on Increased focus on from local server to a services such as programs & services STEAM SaaS data centre PressReader Updated existing programming Launched coding (newspaper & branches with Developed a new programs for adults magazine database improved lighting, business model for Rolled out IPad Air with unlimited shelving and signage program planning, devices to staff to access) Supported the official integrating all support mobile Increased e- naming of the Aaniin programs (core, service delivery circulation by 25.7% Library partnered, fee- Implemented date Launched 1,000 Delivered fine- based) across the due reminder notices Books Before resolution training system in response to Kindergarten, Launched revised popular demand advancing early Food & Drink Policy literacy Advanced animal reading therapy with the Cat Adoption & Education Centre 2017 Responded to market Digital Markham Implemented Opened Aaniin demand for STEAM Strategy bluecloud analytics to Library on December programming with recommended: “Build improve evaluation of 29, 2017 (soft expanded Summer on the library as a content usage opening) Camps & children’s centre for excellence Launched Markham’s Launched improved programming, in digital literacy” first Toy Library proctoring service increasing Created new Launched reader’s Launched ILMP participation, fill rates positions – Digital advisory training Update project for & revenue Media Specialists to modules on MPL Edu Parks, Recreation, Completed Library resource & animate Culture & Libraries Trained branch staff Older Adult Strategy Creative Spaces re registering Investigated Completed Volunteer Launched the customers for CELA community hub Management Project Markham Online 3D service models & school co- Launched Adult Printer e-Learning locations through Launched improve Volunteer Strategy Course & development online course options Certification application projects (Universal Class)
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1. Connecting 2. Digital Inclusion 3. Content That 4. Community People & Transforms Lives Learning Hubs Communities Launched York U Launched Hoopla, a Installed new signage Scholars’ Hub digital streaming at Thornhill Village & speakers’ series service for movies, Unionville Developed computer music, etc. training for special needs 2018 Expanded affordable Officially launched Launched Playaways Expanded branch programs for the Aaniin Digital (new format for pre- hours: newcomers & low- Collaboration Hub, loaded e- Fridays 5 to 6 p.m. income households with new digital audiobooks) Sundays 10 to 1 at Launched program curriculum & online Aaniin, Angus Glen subsidy program at learning & Thornhill Aaniin (with Community Recreation) Officially opened Launched Aaniin Library on July homebound service 14, 2018 for older adults Launched Creative Spaces and Business Hub at Aaniin Managed ILMP Update project – workshops, online survey, draft Report & recommendations SUMMARY Our intentional “big MPL is now positioned Our content strategy Our branch shifts” – turning as Markham’s centre has moved MPL infrastructure has outward and adding for excellence in digital beyond the books expanded and “create” to the Vision literacy”. toward more e-content improved to provide have resulted in Creativity is better and innovative content community platforms success. supported by creative formats. for cohesion, creativity equipment & training. and learning.
Foundational Strategies – the enablers of strategic success within the four Strategic Themes
1. Spread the Word 2. Clear the Air 3. Develop the 4. Expand Success Workforce Measures
2015 Expanded social Increased Developed Developed pre and media to promote collaboration with Technology post-program programs & events Recreation & Culture Immersion Project surveys to capture Promoted library – such as PA Days, Delivered Customer Reading Buddies through presence at PechaKucha, PanAm Service Intensive outcomes community events & cultural programming Training Reported outcomes outreach visits Conducted Councillor Created e-module & success stories Education & training for on-site through Ends Advocacy program registration Reports 2016 Launched improved Presented Working Launched Staff Won the 2016 in-branch program Together Innovation Project & Minister’s Award for promotion presentation to annual Staff Learning Innovation from the Council emphasizing & Innovation Ontario Ministry of shared values & Conference Culture for the strategic priorities Revised Competency Customer Service Dictionary, including Revolution new tech Launched Project competencies Outcome Surveys for Rolled out a new Summer Reading Staff Recognition Club, Baby & Books Policy & Reading Buddies 4
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1. Spread the Word 2. Clear the Air 3. Develop the 4. Expand Success Workforce Measures
2017 Launched e- Collaborated with Implemented Digital Expanded Project newsletter for City on Canada150 Literacy Intensive Outcome customers events training program measurement Presented second Launched online Developed a strategy Working Together digital literacy to improve outcome presentation to training/ onboarding survey response Council modules through rates Aligned with Building MPL Edu Markham’s Future Launched Welcome Together through to MPL, a full-day business planning staff orientation process session Developed core competency training Implemented new Staff Recognition event 2018 Launched Ready to Supported City’s Ongoing & expanding Expanded Project Read cards Digital Democracy Digital Literacy Outcome Surveys initiative for municipal training. election SUMMARY Achieved multi-channel Strengthened library Developed a future- Advanced a balanced marketing and profile at the City ready workforce. approach to promotion strategy. through collaboration performance and partnerships. measurement (data + outcomes).
2019 WORK PLAN PRIORITIES
2019 will be a transitional year.
The development of a new MPL Strategic Plan will roll out over the year, engaging the community, library staff and the Board, Council and City staff in a robust conversation about the future of MPL.
At the same time, we will also complete the implementation of several multi-year initiatives and projects pursuant to our 2015-2018 plan. 2019 major priorities will include:
1. The development and launch of a new website to transform our online presence and strengthen community engagement in our services. Pending this launch, staff will continue to support library content on the City portal site. Due to the complex and transitional status of our portal site, there are challenges associated with this support: The staff tool to update the site continues to be improved. Once issues are resolved, staff will receive training, followed by access to update the site ourselves. In the meantime, only high-priority updates can be submitted to the portal team. There may be delays in uploading updates. Staff have identified three critical and imminent updates – the eBook campaign, the Board package along with Board recruitment, and the February 1st launch of lynda.com. ITS will assist us in getting those updates loaded in a timely manner. Due to costs, Google analytics have not been installed, which constrains our capacity to report website usage. Staff have met with ITS to communicate our need for analytics in order to evaluate the most effective online marketing tools and opportunities for online advertising, as well as reporting to the Library Board. 2. A high-dollar-value procurement project to procure a collections vendor with the capacity to deliver content excellence and provide needed future flexibility to adapt to customer changing needs and priorities regarding content formats. 3. Replacement of Markham’s system for program registration and facility bookings (CLASS) with Legend Recreation Software, an integrated registration and facility management solution for 5
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Markham’s recreation and library facilities. Business benefits include a convenient online self- service functionality, faster access, and customer self-service options. Legend will also provide improved metrics and reporting statistics. 4. Launch the Learning Management System (LMS) to manage and track learning objectives and activities. 5. Implementation of a new Digital Media Lab (DML) at Angus Glen.
The completion of these priorities will resolve several areas of inefficiency and customer service levels, and provide a strong foundation / launch pad for further innovative and transformative work in 2020+ pursuant to our new Strategic Plan.
Noting that the scope and scale of our 2019 priorities will place considerable pressure on staffing resources, we will otherwise need to exercise restraint in taking on any additional/new initiatives in 2019. Business-As-Usual services and programs (e.g. PechaKucha, Speaker Series, Markham Reads, etc.) will of course carry on into 2019.
2019 MUNICIPAL PLANNING PRIORITIES Our transition year will also include two parallel strategic processes:
1. City strategic planning: The City is considering a major refresh of Building Markham’s Future Together, with workshops scheduled for two days in February.
2. Commission 2019 Strategic Priorities: As part of the Commission of Community & Fire Services, MPL management staff have met with other Commission staff and identified the following Commission priorities for 2019:
a) Build the workforce of the future b) Foster a connected community c) Improve service outcomes through continuous improvement d) Deliver sustainable infrastructure
The following pages provide detailed updates and data regarding our 2018 Strategic Work Plan and an outline of our preliminary 2019 Work Plan.
Yellow highlights indicate reporting added since the last Strategic Update. The term BAU refers to Business-As-Usual activities.
Catherine Biss CEO & Secretary-Treasurer
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STRATEGIC THEME 1. CONNECTING PEOPLE AND COMMUNITIES
Objective 1. Connect people and communities to enriching opportunities for engagement and learning
ACTIONS 2018 WORK PLAN 2018 YEAR END TARGET 2019 WORK PLAN (PRELIMINARY) Provide Maintain strategy for multilingual • Story and song programs in Mandarin and Cantonese Q4 Host 2019 Tax Clinics at all services & programs: continue to seek have been implemented at TC; will expand to all branches during March and April programs to stable partnerships to offer branches. through the federal Community those who programming in other • Delivered story and song programs in Tamil for Volunteer Income Tax Program. experience the languages, particularly to summer (through YPAM). greatest newcomers, to inform and barriers to reduce social isolation. equitable • Grow Mandarin story time to opportunity new branches & introduce Cantonese story time through community partners. • Launch subsidy program at AL • Completed staff training for the subsidy program. (i.e. refer to Rec). On site subsidies will be implemented for Spring programs when Aaniin is fully operational Deliver • Implement Library Older Adult • Launched knitting and crochet program at Aaniin for Q4 Participate in “Connecting People to programs that Strategy, with focus on Older Adults (includes knitting hats for MSH babies). Services” York Region to develop a meet the homebound and socially isolated • Planning summer Older Adult programs for the Tamil Region-wide website for seniors’ intellectual, seniors. community. services. recreational and social Investigated options for a website for Seniors’ Services interests of a in Markham, including the Region’s project to collaborate growing senior with 211 Ontario to develop a webpage of seniors’ population services for York Region residents, with a view to creating a single entry point to access information.
• Launch Brain Project to Launched Brain Project. Continue Brain Project. promote neurological health and dementia prevention
Enrich Life While Culture Dept. re-organizes • PK review included a survey of attendees. Q4 BAU through and re-brands: PechaKucha Night Volume 20 Friday, Sept. 28th at the Culture • Review PechaKucha. Markham Village Branch.
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ACTIONS 2018 WORK PLAN 2018 YEAR END TARGET 2019 WORK PLAN (PRELIMINARY)
• Support local artists through Exhibits included: exhibits online or in branches. • Artworks by Grade 12 Art Students from Father McGivney High School • #metoo photography exhibit Revised Art Exhibits Policy.
• Promote posting of ebooks on Overdrive. • Completed program on how to make youtube videos. • Develop public expression • Developed new programs for fall, including a (sold-out) programs. paper-flower making program.
Youth Hosted 5th annual University and College Fair on Q4 BAU Saturday October 13th at Angus Glen. Advance Civic • ILMP Survey. Completed ILMP online community survey. Data has Q4 Launch Strategic Plan Online Engagement been analyzed and included in the ILMP Update Report. Survey. Will include question re open hours. • Strategic Plan Survey. Deferred Strategic Plan Survey to 2019. • Hours Survey (in-branch). • Focus Groups Completed Teen Focus Groups. . • Finalize themes & identify Completed 2018 YU Scholars’ Hub series. Q2 BAU speakers for the 2018 Scholars’ Hub series. Developed a new speaker series with Seneca College. Launched on Sept 6: Seneca @ MPL: Disruptive Innovation - HELIX and the Entrepreneurial Mindset
• Support the development of the Due to YSPACE’s revised mandate (i.e. focusing on a N/A York University campus and fee-based hub for entrepreneurs), MPL will step back community engagement plan from this initiative and prioritize partnerships that offer a (YSPACE). better fit in terms of mission, i.e. shared missions that focus on digital literacy skill development at a community/entry level. Provide a place for community- Hosted a research team from Ryerson University Host a Queen’s University doctoral facing academic research Laboratory of Innovations in Transportation (LITrans) research study: Academic studying pedestrian behavior and their interactions with Research on the Healthy Immigrant autonomous (driverless) vehicles. The team conducted Effect to explore older Chinese a virtual reality-based experiment requiring participants immigrants’ health
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ACTIONS 2018 WORK PLAN 2018 YEAR END TARGET 2019 WORK PLAN (PRELIMINARY) to cross the street in a virtual environment that simulated different conditions and scenarios. The goal of the study was to measure and better understand pedestrian behavior, including reaction times and stress levels under different conditions. Based on the study findings, the team will develop recommendations regarding safety measures needed for autonomous vehicles.
Indigenous • Plan Indigenous program Indigenous film screenings and discussions took place in Q4 BAU Initiatives events, including a speaker Aboriginal History Month (June). event during Aboriginal History Month (June). • Develop staff awareness Ongoing. through the University of Alberta MOOC. • Develop staff and public awareness through promotion of Ongoing. indigenous collections.
Election Year Digital Democracy Initiative. Completed: Q4 (Municipal) All branches were designated as Voter Assistance Centres during the entire Voting Period (Oct. 12 – Oct. 22). Services available included: • Additions to the Voters’ List. • Revisions to the Voters’ List. • Access to computers for voting. • Assistance with the online voting process/platform. • General information about the election. Branches hosted events inviting Markham voters to meet their local Ward Councillor, Regional Councillors and Mayoral candidates running in the upcoming municipal election.
Election Year Host All Candidates Meeting. An all-candidates meeting for the Markham-Stouffville Q2 Support OLA/ FOPL advocacy for (Provincial) riding took place at the Markham Village Library on May public libraries. 31st. 93 residents attended.
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Objective 2. Create partnerships that build community capacity
ACTIONS 2018 W0RK PLAN 2018 YEAR END TARGET 2019 WORK PLAN Partnerships • Complete MSH Agreement. In progress. Q4 BAU That Expand • Focus Health & Wellness Health Programming on mental health Awareness and seniors. Mental Health Awareness for • Completed May Mental Health Walk starting from Q4 BAU Youth Cornell, in partnership with YPAM.
Partnerships to • Implement plans for senior • Launched new handout for seniors and newcomers Q4 BAU Advance newcomer programs to reduce (with translations in Cantonese, Mandarin and Newcomer social isolation Tamil). Settlement
Partnerships to Bring Business Hub to life - launch • Over 90 members to date. Q2 BAU Take Care of membership model of Business Business and Hub. Develop Markham’s Workforce Partnerships to • Continue to develop STEAM programs continue to run with full Q4 Continue expansion of digital Support Digital programming strategy that focuses registration. literacy and STEAM programs. Markham and on digital literacy and STEAM • New STEAM camps launched at Angus Glen on Contribute to skills. Saturdays. the City’s • Launch new STEAM camps. • Developed new STEAM camps with focus on Economic • Introduce STEAM story times & design and robot making. Strategy MakerClub at Aaniin. • Summer STEAM Camps were nearly full at 97% enrollment with long wait lists. • Developed new workshops – 3D printing for children. • Laser printing workshop ran at full capacity. • Aaniin Maker Club is full for the entire year. • Planned Adobe Premier programs and a business startup camp for kids at Aaniin. New Programming Pilot – Repair Café took place at BAU the Markham Village branch on June 9th. Offered in partnership with York Region and NewMakeIt, the Café brought together people with items to repair (e.g. small appliances, bicycles) and “tinker”
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ACTIONS 2018 W0RK PLAN 2018 YEAR END TARGET 2019 WORK PLAN volunteers who share their skills and tools. Over 130 customers attended the event. Based on this success, staff are planning to offer a Repair Café in each quarter of 2019.
Objective 3. Take the library experience out into the community
ACTIONS 2018 WORK PLAN 2018 YEAR END TARGET 2019 WORK PLAN Program • Develop STEAM-based • Launched STEAM programs for schools met with high Q4 BAU Beyond Library programs for delivery in schools demand. Walls and for class visits to Library. • Developed 2 new STEAM programs for schools (urban design; building solutions for sustainable energy). • Develop 'menu' for school in- • Developed a webpage for teachers. branch visits. Other Outreach • Launch MobileCirc to allow Completed. Q2 BAU offsite membership creation, checkout, etc. • Acquire mobile hot spot for Internet access offsite. •Implement BookBike plan for Summer of heat waves delayed BookBike plan. community pop ups.
Objective 4. Develop programming that supports community aspirations to change lives for the better.
ACTIONS 2018 WORK PLAN 2018 YEAR END TARGET 2019 WORK PLAN Develop MPL Collaboration Ongoing. Q4 BAU Business Model • Strengthen through ILMP for Programs Update. • Continue joint Rec Culture Library program meetings. Complete Facility Booking (Class) Completed a two-year cross-Commission project to Q2 Full deployment targeted for Q3-Q4 and Point-Of-Sale (POS) replace Markham’s “Program Administration Facility 2019. Replacement Booking System (PAFBS) and Point of Sale (POS) Q4 Will include staff training. System”. The goal of this project was to procure “a robust and comprehensive application that provides the ability to efficiently maintain and grow to meet customers’ expectations in a cost effective and efficient manner”.
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ACTIONS 2018 WORK PLAN 2018 YEAR END TARGET 2019 WORK PLAN Following an extensive period of bid evaluation, a report went to General Committee on May 22, 2018 recommending the contract “be awarded to the highest ranked/second lowest priced bidder, Legend Recreation Software.” Completed procurement, Completed project kickoff with Legend. • Implement plan to launch Completed. Q1 BAU Aaniin’s creative spaces and programs. • Develop community-led Q4 programming model for creative / technology stages. Special Needs • Expand keyboarding / computer Piloted adaptive keyboarding program at MV. Q2 Promote CELA through the MPL skills programs to special needs (Gamified program with practical learning component Accessibility Plan (MPLAP) – see community (adults with special (e.g. using transit). below. needs, teaching employable skills) • Launch Special Needs Work Developed a training module for staff dealing with Young Adult Library Services Experience Placement Program. customers on the autism spectrum and those living Association (YALSA) selected Ryan • Procure sensory toys for special with intellectual or cognitive impairments - Essential Moniz, Learning and Growth Librarian needs programming. Skills is a free workshop series designed to support at MPL for his Essential Skills program • See also Print Disabled / CELA teens of Markham on the Autism Spectrum. as the recipient of its 2019 Innovation Work Plans. Award. Completed launch Special Needs Work Experience Placement Program.
Launched project to update our accessible customer service policy and develop related training for staff.
Updated the registration process for CELA (Centre Provide means of in-branch CELA for Equitable Library Access). demos, so people can see the product.
Advance teacher access plan for their special needs students. MPL Accessibility Plan (MPLAP) Completed the 3-year MPLAP with Implement MPLAP recommendations. recommendations for Leadership, Communications, Update our 2010 Accessible Customer Training and Development, Employment Practices, Service Policy. Goods and Services, and Physical Spaces.
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ACTIONS 2018 WORK PLAN 2018 YEAR END TARGET 2019 WORK PLAN Inclusion Strategy Began planning the MPL Inclusion Strategy to • Engage staff provide a framework for how we promote and • Create a draft strategy by the end of celebrate diversity and inclusion for both customers 2018/early 2019. and staff, and ensure that as an organization, MPL is responsive to the needs of traditionally marginalized communities.
Engage • Launch Adult Library Volunteer • Engaged adult volunteers as community partners in Q2 Re-evaluate Adult Volunteer Strategy in Volunteers in Strategy to support and expand running Maker Clubs, bringing them onto our context of organizational capacity and Our Community- library services that engage the platform. other work priorities (e.g. collaborating Building Mission community in educational and • Developed training for adults to conduct outcome with schools), and best practices of personal growth surveys. other area library systems. • Roll out training for branch and system Volunteer Coordinators Created new volunteer positions for adults. Analysis of results indicate that: • Adult volunteers tend to be interested in roles that fall within the responsibilities of the collective bargaining unit (e.g. delivering storytimes) and have low interest in the volunteer positions that we are able to offer.
Launched the “My Community Video Project” inviting volunteers to take on the role of Journalist, Producer, Camera Operator, or Video Editor as part of a team, making inspiring videos about their community.
Reviewed adult volunteer policies of other area libraries and found MPL is generally less restrictive in our volunteer opportunities, uses volunteers more extensively, and logs more volunteer hours.
INDICATORS 2017 2018 % CHANGE Program Attendance (Total) 140,723 150,326 6.8%
Total Number of Programs 1,746 2,046 17.2%
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INDICATORS 2017 2018 % CHANGE Total Number of Program Sessions 8,115 8,803 8.5%
Programs for adults, seniors or all 661 739 11.8% ages Programs for teens and kids 1,085 1,307 20.5%
Free Program Sessions 6,638 7,441 12.1%
Free Program Attendance 120,606 132,864 10.2%
Learning Place Sessions 1,477 1,362 -7.8%
Learning Place Attendance 20,117 17,492 -13.0%
# of Volunteers 1,519 1,714 12.8%
# of Volunteer Hours 11,090 11,482 3.5%
Project Outcome Survey Results: 4.5/5 4.4/5 -2.2% Education / Lifelong Learning
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STRATEGIC THEME 2. DIGITAL INCLUSION
Objective 1. Develop a multi-year technology roadmap
ACTIONS 2018 WORK PLAN 2018 YEAR END TARGET 2019 WORK PLAN Innovative • Roll out replacement EIBs Completed launch of new Electronic Information Boards and N/A BAU Technologies at all branches. CMS.
Bridge Technology Toronto Public Library developed the Bridge Toolkit designed Implement Bridge project, Services Assessment to better understand the outcomes achieved by technology including staff training. Toolkit (Bridge for short) services in public libraries, increase libraries' collective capacity to deliver responsive and transformative technology, and help libraries measure and compare the effectiveness of technology services. Following the issue of a Call for Participation in the Bridge beta phase group, MPL has been accepted. Advance MPL See italicized actions below. Q4 Technology Plan through the Digital Markham Strategy Digital Literacy • Complete development of Completed through review of the MPL Technology Strategy. Q2 Plan Digital Literacy plan. • Incorporate activities from Completed Digital Literacy Strategy that outlines our goals: to the Digital Literacy plan (that increase access to digital technology and services (inclusion) aren't already addressed) into and to create opportunities to support a digitally literacy the Library Technology community (literacy). Strategy.
Digital Official Launch of the Aaniin • Creation spaces at Aaniin (DCH/DML) launched (soft launch) Q2 Work with ITS to launch new Collaboration DCH: in early April. lab at AG in spring. Hub (DCH) at • Roll out new digital Launch included: Move AG’s equipment to TC so Aaniin Library curriculum and online • Supporting documents for staff (talking points, H&S we will have full-size labs at learning courses at Aaniin checklist, updated user agreement). three branches. Library. • Updated website content. • Roll out DCH communication strategy. • Planned expansion of our DMLs across the system, starting with building a new full-scale DML at AG. Received funding through the City’s Leveraging Technology Committee
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ACTIONS 2018 WORK PLAN 2018 YEAR END TARGET 2019 WORK PLAN • Pursuing an opportunity to rollout 3D printing across the Roll-out 3D printing with new system, beginning with new printers for CL and MV in 2019. printers for CL and MV. Planning MPL’s first sound recording studio. Add MPL’s first sound recording studio. • Standardized the process for 3D Printer Certification – redeveloping the in-person Intro to 3D Printing workshop that we will be offering at multiple branches in 2019. • Developing a drop-in 1:1 certification option that we will begin offering in 2019 across the branches
Digital Markham Develop a Digital Markham Ongoing. Q4 Ongoing. Facility Planning Facility Plan for future start implementation. DCH • Develop a Branding Deferred. The Collaboration with Corporate Communications Q3-4 Follow up with Corp Comm re Communication Strategy for the Library DCH re the DCH Communication Strategy was not on Corp capacity to brand and promote Strategy initiative. Comm’s radar for 2018. in 2019. • Collaborate with Corporate Communications to develop a marketing and communication strategy.
Open new Digital Roll out next Digital Cornell DML equipment was re-located to AG and TC. 2019 Procure equipment and launch Collaboration Collaboration Hubs at Angus • TC’s DML has an emphasis on digitization (e.g. conversion DML at AG utilizing funding Hubs Glen and Thornhill of family slides and VHS to digital files). from the Leveraging Community. • Both DMLs have 3D printers. Technology Fund. • Grant of $45,000 from the provincial Leveraging Technology Fund will be used to procure new equipment for the AG DML.
New Digital • Establish a plan to roll out New online learning resources include: Q2 Implement renaming of digital Courses new courses (e.g. timeline, • Techboomers: a free educational website for older adults programs. key activities, owner, 3rd part and other inexperienced Internet users. contracts for content, • Digitallearn.org, a “one-stop shop” for computer and licenses, etc.). technology training developed through the Public Library • Develop online options to Association. meet demand from schools. • Launched Niche Academy, an online learning platform made for libraries.
Collaborated with City to rename digital programs. As part of standardizing the names and better categorizing our tech
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ACTIONS 2018 WORK PLAN 2018 YEAR END TARGET 2019 WORK PLAN programs across all departments, we will better organize our digital programs and mitigate duplication of services. Going forward our Robotics, Coding and any other Tech or computer related Learning Place program will have the word “Tech”, “Robotics” or “Coding” in front of the program name. Host a • Develop a plan for a Deferred Q4 Collaborative collaborative design session Design Session in the first active hub. • Execute the event and collect feedback from attendees. • Report re how to optimize future designs of collaboration hubs.
Smart Cities Challenge Library staff supported ITS in public engagement process: Q2 (Federal competition) • Hosted and facilitated Smart Cities Focus Group Sessions at Aaniin and Angus Glen. • Supported the City’s Smart Cities submission (to improve seniors’ health and wellness for April 24th deadline. Consult with the • Conduct follow-up survey. Deferred to 2019 due to delay in upgrade of public hardware Q4 Conduct follow-up survey community to and software. determine their evolving needs and satisfaction with library IT Improve Library • Noted: "one search" solution Q4 Biblioweb implementation Technology is not currently available on project to start Feb 2019 (when Infrastructure the market. version 3.0 becomes available). • Use approved funding to Project timeline: 30 weeks. procure a web content Identified Bibliocommons (essentially a “canned” website) as management system (CMS) our recommended web content management system. Demo to Board before it goes designed for libraries. Bibliocommons attended November Board meeting to present live. • Setup & implementation of Biblioweb. “Canned” website. selected CMS will include Pre-work phase has begun. testing of the user experience (including Library Board). Interaction with portal TBD.
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Objective 2. Improve virtual spaces
ACTIONS 2018 WORK PLAN 2018 YEAR END TARGET 2019 WORK PLAN Improve the Portal Phase 4 - Website Launch delayed due to some unexpected challenges and Dec Support library content on the Virtual Redesign change of ITS project manager. (The online voting project for City portal site. Experience • Complete departmental the municipal election took priority.) content review. • Complete review of content Completed portal framework and migrated content. to be tested on the new site. • Launch the new portal in Q2. Portal launched on December 17. • Present to Board in April.
Implement portal governance Framework completed. BAU framework.
Objective 3. Provide IT that meets the community’s learning, creative and business needs.
ACTIONS 2018 WORK PLAN 2018 YEAR-END TARGET 2019 WORK PLAN Provide Tools • Launch relocated DML/DCH Sept 28: Launched Kids Makerspace at CL featuring 2019 Launch new DML equipment at of Creation at Angus Glen Library. activities and equipment to introduce preschooler to STEAM AG. • Launch new DML/DCH at (science, technology, engineering, arts and maths) concepts. Thornhill. Available throughout the open hours of the branch on a drop • Launch Kids’ Makerspace at in basis, where we will encourage children and their Cornell. caregivers to explore independent learning activities.
Support • Launch “We Came to Completed agreement with Overdrive to load and host Q4 Evaluate market demand. Creative Thornhill” audiobooks. ebooks and e-audiobooks. Market demand TBD. Sharing • Promote creative sharing at Aaniin. Advance • Execute official launch of the Deferred. Q4 Equity of full array of creative technology Access at Aaniin.
• Replace public computers. Will be just the hosts (thin client replacement will follow). Q4 Complete host replacements Testing in progress. Delayed due to need for recovery software.
• Implement Wi-Fi Completed installation of Wi-Fi at Aaniin and all other Q2 enhancement at all branches. branches.
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ACTIONS 2018 WORK PLAN 2018 YEAR-END TARGET 2019 WORK PLAN Government of Canada’s Connecting Families initiative has Train staff to support launched in November. Investing $13.2 million over five Connecting Families initiative. years, from Fall 2018 to March 2022, to help bridge the digital divide for Canadian families who may struggle to afford access to home Internet. Canadian libraries have been identified as key community partners, who can help patrons access and navigate the secure online portal that people will use to access the program. Develop plan/budget for a ITS investigated options and potential costs, for purposes of Q2 TBD Multimedia Room for Board a 2019 budget submission. and other meetings. Completed budget submission – “Aaniin Library Conferencing Audio System” $93,600. Fell below the line.
Objective 4. Leverage technology for responsive and efficient library services
ACTIONS 2018 WORK PLAN 2018 YEAR END TARGET 2019 WORK PLAN Expand Self- Replace self-service equipment Targeted for Q4, due to ITS workload. Q4 Replace self-service equipment Service at Thornhill branches. Installation deferred to 2019: at TC and TV. TC first (2) TV (1) Will enable customers to scan item barcodes on their phones. Complete replacement of Facility Booking (Class) and Point-Of-Sale (POS) Multi- Full deployment targeted for program registration software. Replacement contract has been awarded. To be followed year Q3-Q4 2019. by developing a rollout plan, including training. Will include staff training. Deploy mobile charging stations Need assessment for all branches completed. . Q3 at all branches. Customer Procure and implement a CRM Supported CRM procurement. 2019 Deployment targeted for 2019. Relationship software solution: Multi-year Management project involving staff from System multiple customer-facing departments to replace the City’s ACR (Active Citizen Request) system (nearing end of lifecycle) with a new CRM System - to track, route and manage citizen inquiries
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ACTIONS 2018 WORK PLAN 2018 YEAR END TARGET 2019 WORK PLAN through an omni-channel lens (phone, in-person, online, mobile, social and web chat channels).
INDICATORS 2017 2018 % CHANGE Electronic visits 2,543,881 2,774,659 7.9
Email notifications 561,942 692,872 23.3%
Customer satisfaction with library public 8.3/10 8.5/10 2.4% computing services % of checkouts through self-service 83.76% 83.72% -0.0
Project Outcome Survey Results: 4.2/5 4.3/5 2.4% Digital Literacy
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STRATEGIC THEME 3. CONTENT THAT TRANSFORMS LIVES
Objective 1. Develop collections that respond to evolving community needs and interests.
ACTIONS 2018 WORK PLAN 2018 YEAR END TARGET 2019 WORK PLAN Implement the Continue to implement Ongoing promotion of Pressreader (access to 5000+ newspaper and Q4 Launch Lynda.com, an online 2016 Content Content Plan magazine titles in over 60 languages, in full-colour, full-page format). learning platform for learning Plan improvements for • Usage has increased. business, software, technology streaming services to and creative skills. Completed meet emerging November 1: MPL added to our online magazine offerings with Flipster. Jan 17. customer needs and Flipster provides us with access to magazines that we were not able to priorities. get with RB Digital, including the Canadian magazine, Macleans. Support eContent for Libraries Campaign, launching on January 14th. CULC’s eContent Working Group is also looking at a longer-term sustained advocacy plan led by a Communication Advocacy firm with relevant experience. Content The current contract • Timeline has been adjusted due to Purchasing Dept. workload. 2019 Conduct vendor RFP process: Vendor for the supply of • Renewed contract with our current vendor (Library Services Centre) for • Go to market Jan/ Feb. Procurement library materials will 2019. • Complete vendor award by expire at the end of • Completed development of RFP. June. 2018. • Conduct data analysis to develop a four-year plan for content budget allocations. • Develop and issue Collections Vendor RFP. Explore non- • Launch Playaways Completed launch of Playaways. Q1 traditional (a new format for pre- lending loaded talking books). options Expand Toy Library Launched our second Toy Library with the official opening of Aaniin in Q3 • Develop Musical Instrument with launch at Aaniin July providing access to educational toys that develop pre-school Lending Library branch. children’s readiness to read and learn.
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ACTIONS 2018 WORK PLAN 2018 YEAR END TARGET 2019 WORK PLAN • Launch Lendery at Milliken Completed planning with partners – York Region, NewMakeIt – to launch branch. the Lendery - a Library of Things - in 2019. A Lendery acts as a library where you can borrow a wide range of items including tools, small appliances, games or party supplies.
Launched Nintendo Switch games.
Objective 2. Promote content and its power to transform lives
ACTIONS 2018 WORK PLAN 2018 YEAR END TARGET 2019 WORK PLAN Develop • Complete and launch Content Deferred pending hiring of Marketing Manager. Q4 Develop and implement Content Promotion Strategy. Library Collections Promotion Promotion Completed recruitment of Marketing Manager. strategies to promote use of Strategy library physical and digital collections. • Complete and launch Content Deferred Q2 Develop and launch Content Promotion Schedule. Promotion Schedule Train to Digital literacy training will • Camp Tech training completed. Q3 BAU Connect continue, and include the use of library tools pursuant to digital literacy services/support. Continue development of MPL • Continuing to develop MPLEdu modules, including Q4 BAU Edu modules. technology trouble-shooting. Promote • Revise Markham Reads • The 7th Markham Reads launched April 3rd with media Q2 BAU Reading and selection process, and include postings inviting Markham (and Board members) to vote Literacy Board involvement in the from a shortlist for the “for the book that you would like selection. everyone in Markham to read this Summer”. • Reschedule Markham Reads The 2018 selection is Ayesha at Last by Uzma Jalaluddin, to Q2. a Markham resident. • Reschedule other content- • Markham Reads events/programs took place over related programs to fall (i.e. to summer. align with fall releases of high- • Completed IFOA. demand items). Childhood • Launch YPAM Reading to On January 20 the Reading to Success program launched Q1 BAU Literacy Success partnership at Aaniin. at Aaniin Library, a collaboration between the Library and Youth and Parents Association of Markham (YPAM). Ready to Read Card. Launched on Family Literacy Day with announcement by BAU Mayor.
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Objective 3. Share Community – Created Content
ACTIONS 2018 WORK PLAN 2018 YEAR END TARGET 2019 WORK PLAN Support • Launch “We Came to Timeline adjusted. Q3 Evaluate market. Content Thornhill” audiobooks. Creation by the • Promote creative sharing at Community Aaniin.
Objective 4. Improve access to library content
ACTIONS 2018 WORK PLAN 2018 YEAR END TARGET 2019 WORK PLAN Improve • Review Large Print and Completed. Q4 BAU Access for the Talking Book collection profiles Print-Disabled and ensure they meet the needs of those with a print disability. • Link improvements to the Ongoing. Library Older Adult Strategy & Brain Project. • Promote CELA through Ongoing. outreach to dyslexic customers, and seniors homes. Visiting Library launched in September 2018. • Promote Playaways, eBooks and Large Print collections • Engage volunteers and branch staff in outreach / homebound services /CELA etc. • Train Community Librarians in CELA registration
Objective 5. Expand digital content and promote digital literacy
ACTIONS 2018 WORK PLAN 2018 YEAR END TARGET 2019 WORK PLAN Advance Investigate and evaluate Investigating Overdrive e-card option (currently U.S. Q4 Markham’s alternative e-card options. only). Digital Literacy Not yet available in Canada.
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INDICATORS 2017 2018 % CHANGE
Physical items borrowed 4,490,568 4,905,019 9.2% E-items borrowed 370,779 555,728 49.9/% Project Outcome Survey 4.3/5 4.4/5 2.3% Results: Early Childhood Literacy
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STRATEGIC THEME 4. COMMUNITY LEARNING HUBS
Objective 1. Plan for the future
ACTIONS 2018 WORK PLAN 2018 YEAR END TARGET 2019 WORK PLAN Engage in City Continue to advance future In parallel with the ILMP update, staff are meeting with Q4 Participate in: Community library facility opportunities Planning and Urban Design staff regarding leisure (parks, • Secondary Plan Update Planning through community recreation, library) infrastructure in: for Markham Centre. Initiatives infrastructure planning. • Future Urban Area/North Markham • Leitchcroft Facility Fit • Markham Centre Secondary Plan. Design Study (school co- • Milliken Centre Secondary Plan location). • Leitchcroft Revised Community Concept and Master Plan • Community Hubs Implementation Strategy (Leitchcroft). Leitchcroft: Planners have met with applicant and Multi- Participate in: discussed opportunities for co-location of public facilities year • Leitchcroft Facility Fit comprised of school, library, recreation facilities and public Design Study (school co- park. location). • Community Hubs Implementation Strategy (Leitchcroft).
Langstaff Gateway Urban Growth Centre: working with Multi- Participate in Langstaff Planning Dept. and consultant to develop Precinct Plan (to year community facility be endorsed by Council prior to development approvals). planning and Seeking ways to upgrade public realm and deliver an development of Precinct urban condition at an early phase. Plan. School Co-Location Investigation in progress. Multi- Participate in: year • Leitchcroft Facility Fit Design Study (school co- location). Develop new • Conduct workshops with Completed: Q1 2019 • Develop Financial ILMP staff, stakeholders, Council Staff Workshops (Library and Recreation) Strategy. recommendations and Library Board. Stakeholder Consultations (3) – Ice, Field Sports, • Develop strategies to to guide future • Analyze demographic, Racquet Sports build ELT support at ELT building survey and usage data. Assessments – Parks, Recreation, Library, Culture and Council. programs. • Update 2010 ILMP ILMP online community survey. Data has been • Deliver Report and recommendations, including analyzed and will be included in the ILMP Update Presentation to GC recommendations regarding Report “community benefits” (s. 37 of 1/1 interviews with Councillors (2014-2018)
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ACTIONS 2018 WORK PLAN 2018 YEAR END TARGET 2019 WORK PLAN The Planning Act), community Draft Master Plan Update Report hubs, co-locations, public service facilities in Areas of • ILMP consultant attended April 23rd Board meeting. Intensification (as per 2017 Places to Grow), and self- service options (as per TPL . pilot).
Prepare for future • Develop potential co-location Staff continue to meet with Planning and Urban Design Q4 See School Co-location co-location with an YRDSB high school in staff regarding a high-school co-location in the Future and Community Hubs opportunities. the Future Urban Area and Urban Area/North Markham. Strategic Projects above. other opportunities as they arise. Community Hubs: discussions with Regional providers of human services are in progress re potential future hub co- locations.
Plan a Markham Explore alternative locations In parallel with the ILMP update, staff met with Planning Multi- Participate in the Centre Library for Markham Centre branch. and Urban Design staff regarding the Markham Centre year Markham Centre Secondary Plan. Secondary Plan Update project. Markham Centre Vision: Community Engagement Project: Markham’s Planning Department is launching a City-wide online engagement platform to get input from the people of Markham regarding their vision for Markham Centre.
RFP for Consulting Services, Markham Centre Secondary Plan Update has been issued, with a closing date of Jan 11, 2019. Scope includes consideration of “Community Infrastructure and Services”.
OBJECTIVE 2. Renew existing facilities
ACTIONS 2018 WORK PLAN 2018 YEAR END TARGET 2019 WORK PLAN Research Usage Aaniin Post Occupancy Completed POE observation & surveys/ Q4 Review findings for Patterns Evaluation improvement opportunities.
Expand upon CULC Space Study work.
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ACTIONS 2018 WORK PLAN 2018 YEAR END TARGET 2019 WORK PLAN
Improve • Complete branch floorplans Deferred. 2019 Wayfinding and collection layouts. • Complete instructional signage for tech equipment in branches.
Renew Library • Complete Veterans’ Square Completed opening event, cenotaph dedication and Canada Q2 Facilities Construction (north side of 150 celebration on June 9th. Markham Village Library. Completed lighting replacement at Milliken branch to install Q3 2019 Capital Projects TBD new high efficiency tube lights. by Asset Management
Completed Security Exterior Lighting Replacement at Q3 Markham Village Library.
Completed replacement of brick wall at south entrance of Q3 Markham Village Library. • Complete Unionville Shelving Completed. Q4 Complete Furniture replacement phase 3. inventory.
OBJECTIVE 3. Launch the Aaniin (formerly Southeast) Library
ACTIONS 2018 WORK PLAN 2018 YEAR END TARGET 2019 WORK PLAN Advance the • Support planning of Grand • Completed on Saturday July 14th. Q2 Develop programs on Library of the Opening event. outdoor terraces (bleacher Future Program • Celebrate Library Opening at • Completed. seating). through Aaniin the March meeting of the Library Board. • Complete branch set-up. • Completed. Design Services • Continue community • Ongoing. Q4 BAU for a Unique engagement in South Community Markham. • Launch full program strategy. • Completed. Submit Aaniin to library design award programs.
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OBJECTIVE 4. Improve the experience
ACTIONS 2018 WORK PLAN 2018 YEAR-END TARGET 2019 WORK PLAN Improve the AODA Design Guidelines Project re-scoped to include colocation and hub concepts 2019 Re-scoped as Age Friendly User Experience Update Project and rescheduled to 2019. Community Design in Bricks-and- Mortar Branches Be Open • Present Hours Report to • Mayor announced new Sunday Library Hours at the Angus Q2 Continue to innovate to create General Committee on March Glen Library on Saturday, May 5th. the capacity to meet new 26, 2018. • Extended hours launched as planned. challenges: • Expand library hours in May • Staff developed a Library Hours Expansion Multi-Year •Investigate Hours+ software (Fridays at all branches to 6 Plan. solution. pm; Sundays 10 to 1 at Angus • Evaluation of impacts and ROI at AG and AL is ongoing Glen and Aaniin). Effective October 21st, the Thornhill Community library branch also offered extended Sunday service, opening at 10 am and closing at 5 pm.
Develop 2019 budget Through the budget process with the City, we sought Q2 Library Board advocacy. submission for expanded funding to expand Sunday services to the remaining Sunday hours at Thornhill branches in 2019 – fell below the line. Community, Milliken Mills and Cornell branches. Customer Customer Relationship Procurement completed. 2019 Service Management (CRM) System (Cross-Commission Project) Proctoring Proctoring service with a more efficient and streamlined Ongoing BAU Service process was launched on July 19, 2017, resulting in increased proctoring sessions and revenues. Introduce Light Therapy Introduced Light Therapy lamps at all branches. Promote light therapy lamps Lamps to address seasonal and develop signage re use. affective disorder (SAD)
Study Halls Continued Afterhours Study Halls at Markham Village BAU Library and Milliken Mills Library, using security guards to Pilot a Spring study hall at manage the halls and ensure safety and security. Aaniin.
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INDICATORS 2017 2018 % CHANGE Customer Branch Visits (In- 2,404,949 2,771,331 15.2% Person) Customer Satisfaction with 8.5/10 8.6/10 Library Facilities 1.2% Library Space (sq. ft.) per Capita 0.43 0.46 7.0%
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FOUNDATIONAL STRATEGIES
OBJECTIVE 1. Spread the Word & Increase Market Penetration
ACTIONS 2018 WORK PLAN 2018 YEAR END TARGET 2019 WORK PLAN Explore Access and • Strategy for participant data Deferred. 2019 Use collection will follow implementation of new program registration system. • Goal is to increase knowledge of program participants, particularly drop-in, using volunteers to collect demographic info through surveys. Conduct Stratcheck (Strategic Rescheduled for Q1 2019. Q4 Conduct Stratcheck (Strategic check) Survey (similar to 2014 check) Survey Strategic Plan Survey), and measure any changes in customer needs and priorities from 2014.
Expand library • Launch fine-free Ready to Read Launched on Family Literacy Day Q1 membership options card on Family Literacy Day. & conduct membership drive • Implement online library card Investigating ecard options. Q4 registration. Introduced new library cards (October) featuring a key fob with both fob and card connected to the same account number. Gives customers a choice of using a traditional card, their key fob or the barcode on their library app. Membership Policies Introduced unlimited renewals. Policy Review: Consider “Put access first” strategy to reset the relationship from punitive to partnership to ensure mutual access to shared materials. Expand messaging Analyze newsletter interest, social Deferred. Q2 Included in workplan of new channels media engagement, etc. to Marketing Manager. improve/expand communication options.
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ACTIONS 2018 WORK PLAN 2018 YEAR END TARGET 2019 WORK PLAN Support & promote New Engagement Tool - YourVoiceMarkham.ca a new engagement software platform that will provide residents, businesses and stakeholders with the opportunity to connect on important issues and projects that the City is working on. To be launched later in 2019 with a public campaign.
OBJECTIVE 2. Clear the air: Clarify the Municipal Relationship
ACTIONS 2018 WORK PLAN 2018 YEAR END TARGET 2019 WORK PLAN Improve Role Develop Orientation Plan for new Governance Briefing Note for new Councillors Q4 Continue orientation of Clarity Councillors: completed. new Councillors. • Re role of the Board Invited new Councillors to branch in their ward members for presentation etc. • Invite new Councillors to visit branches Good News presentation by Board renamed to in their Wards. Libraries’ Role in Markham’s Future and targeted for Q2 2019. Deliver Orientation for the Developed online modules for Board orientation. new Library Board Collaborate & • Support. Completed Digital Democracy Initiative. Q4 • Age-Friendly Community partner with • Continue to support City Customer Supported multiple Cross-Commission Projects: Design Project (YY and appropriate City Experience Strategy. • Cash Handling Policy YR) departments to • Facility Booking (Class) and Point-Of-Sale optimize service (POS) Replacement delivery. • Learning Management System • Portal Phase 4 – City Website Redesign • Customer Relationship Management (CRM) System • Smart Cities Challenge • Printing waste collection schedules for residents in support of Waste Management initiative to go paperless.
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ACTIONS 2018 WORK PLAN 2018 YEAR END TARGET 2019 WORK PLAN Develop a Cash Handling Policy Completed. Q4 • Support the work of the Cash Policy Sub-Group. • Create and implement MPL policy to ensure compliance in how we handle cash in our public service locations and functions involving any use of cash.
OBJECTIVE 3. Develop the Workforce
ACTIONS 2018 WORK PLAN 2018 YEAR END TARGET 2019 WORK PLAN Develop the Complete recruitment manual. Rescheduled due to staffing change. Q3 Organization Advance Staff • Continue to develop MPL Edu, the Planning to launch our Onboarding Strategy this Q4 BAU Learning and online staff onboarding program. fall. Growth • Map onboarding to probationary performance planning. Completed Early Literacy training Information • Implement core competency training. Services staff who deliver early literacy • Emotional intelligence training. programming.
• Completed 2018 Staff Conference, themed Annual staff conference is around Wellness and Community Health & scheduled for June 12th Wellbeing. through 14th, 2019 • Launched a new training workshop – Emotional Resilience for Service Professionals Develop & • Implement further Digital Literacy Camp Tech training completed. Q3/4 BAU implement Intensive training to support Digital Developed and launched a new Digital Literacy digital skill staff Markham Strategy. program that would create opportunities for all training to • Embed in training calendar. LSAs in the system to train up on our support Digital DML/Makerspace equipment. Markham Strategy and Based on initial Digital Literacy training, held in digital literacy Dec a design-thinking workshop to build out this program.
Developed some innovative new training programs to support digital literacy.
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ACTIONS 2018 WORK PLAN 2018 YEAR END TARGET 2019 WORK PLAN LMS System Learning Management System Capital Ongoing multi-year procurement process. 2020 • Future Phases 2019- project – to track and manage employee • 2018: Design, configuration and 2020: training in a centralized system. implementation of LMS. Sustainment and • Staff serve on team as stakeholders. stabilization • Learning Paths for Performance Managers – Additional departments training will be required for all levels of the Additional capability organization.
Improve Staff • Implement recommendations for 2018 City Staff Satisfaction Survey launched on Q4 Implement communication Engagement satisfaction improvement projects, March 29th, running to April 13th. Staff received Project improvements: developed pursuant to the Staff Checkin login codes to ensure anonymity, and time on • Communication survey, to improve engagement scores. shift to complete the survey. preference survey with • Participate in 2018 City Staff Satisfaction Management received survey results in June, staff. Survey. and then conducted staff Town Halls to identify • Projects Communication one priority area to work on improving over the Plans. rest of the year. • Communication Launched Managers’ Communication Project. Behaviours • MPL Intranet – more robust • Information and data • Policy – clean up, proper retention schedules clean up • Communication Tools and Training • Platforms • Distribution List Completed annual Staff Appreciation Week Q3 BAU events (in September) to celebrate staff work and achievements of staff, as well as the Library Board.
OBJECTIVE 4. Success Measures
ACTIONS 2018 WORK PLAN 2018 YEAR END TARGET 2019 WORK PLAN Measure Impact Implement use of adult volunteers to • Developed training for adult volunteers to Q2 Review recruitment & administer surveys. administer outcome surveys. retention of adult • Presented Project Outcome to Board in May. volunteers. Develop Better Implement a Total Uses KPI approach. Deferred. Q3 KPIs Implement Key Risk Indicators. Completed Risk Management Policy, Risk Q2 Implement KRI reporting. Register/KRIs, risk reporting process.
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ACTIONS 2018 WORK PLAN 2018 YEAR END TARGET 2019 WORK PLAN Conduct Satisfaction Survey blitzes. Completed four quarterly survey promotion Q4 Investigate why lower To gather feedback from our customers to blitzes. number of survey help us shape services and provide us with Q4 blitz: Offered customers the opportunity to responses – MS, DM. great insight. win an iPod Touch if they completed the In- Depth version of the survey. Join and participate in the York Region June 19th Presented at the York Region Data Q2 Data Consortium Consortium: Using Data for Planning the Aaniin CCL
INDICATORS 2017 2018 % CHANGE Customer Satisfaction Scores (overall satisfaction) 8.7/10 8.74/10 0.5%
Customer Satisfaction Score: satisfaction with staff 8.9/10 8.9/10 0.0%
Customer Satisfaction Score: staff are knowledgeable and competent 8.9/10 8.9/10 0.0%
Staff Satisfaction Score: Organizational Engagement 64.2/100 66.3/100 2.1%
Staff Satisfaction Score: Job Engagement 70.9/100 71.5/100 0.6%
Staff Training Hours (#) – Overall 1,371.5 1,483.0 8.1%
Staff Satisfaction Score: Satisfaction with Training 69.7/100 70.6/100 1.3%
Project Outcomes Results: Improved Customer Knowledge 4.4/5 4.3/5 -2.3%
Project Outcomes Results: Improved Customer Confidence 4.3/5 4.3/5 0.0%
Project Outcomes Results: Improved Customer Skill Development 4.1/5 4.4/5 7.3%
Project Outcomes Results: Improved Customer Awareness of Library 4.1/5 4.4/5 7.3% Resources
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