AGENDA 1.0
MARKHAM PUBLIC LIBRARY BOARD
REGULAR MEETING
Notice of meeting to be held on Monday, April 23, 2018, 7:00 p.m. Markham Village Library, 6031 Highway 7 East, Markham, L3P 3A7
AGENDA
1.0 Call to order/Approval of agenda 1.1 Declaration of conflict of pecuniary interest 1.2 Integrated Leisure Master Plan: Mr. Steve Langlois, Monteith Brown Planning Consultants 1.3 Delegation : Ms. Yafang Shi 1.4 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 March 26, 2018
2.2 Declaration of Due Diligence by the CEO
2.3 Communication and Correspondence:
2.3.1 cbc.ca: Librarians Recommend their 15 Favorite Non-fiction Books For Kids 2.3.2 torontoCityNews: Markham library apologizes for censoring photo exhibit 2.3.3 https://youtu.be/42YtdlEJA8s Markham library apologizes for censoring photo exhibit 2.3.4 facebook: 680 News: Markham library apologizes for censoring photo exhibit 2.3.5 The Globe and Mail: Library apologizes for removal of feminist art 2.3.6 torontoCityNews: Discussion over censorship after library removes photos 2.3.7 Mayor Scarpitti tweets re Ontario budget 2.3.8 Volunteer Letter 2017 2.3.9 snapdMARKHAM: Markham Public Library Launches New Initiative for Low Income Families
3.0 CEO’s Highlights, April 2018
4.0 Annual Policy Review: (To be under taken at the January meeting)
5.0 Internal Monitoring Reports: (Compliance list of internal monitoring reports and discussion led by members) 5.1 Executive Limitation: EL-2e Asset Protection (P. Mantell/L. Pogue)
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6.0 Ends: 6.1 Strategic Plan Update (D. Walker)
7.0 Governance: 7.1 Art Exhibits Policy Memorandum (D. Macklin) 7.2 2018 Library Capital Budget Report (L. Pogue) 7.3 2018 Library Operating Budget Report (L. Pogue) 7.4 Use of Corporate Resources for Election Purposes
8.0 Ownership Linkage: 8.1 Input from Board Members
9.0 Board Advocacy
10.0 Education: 10.1 Accessibility Services available to library users (M. Sawh)
11.0 Incidental Information
12.0 New Business
13.0 Board Evaluation: 13.1 Questionnaire Results: Feedback to the Chair
14.0 In Camera Agenda To discuss a confidential personnel matter
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. Monday, April 23, 2018 if unable to attend. Thank you.
NEXT MEETING: Monday, May 28, 2018, 7:00 p.m. Markham Village Library 6031 Highway 7 East Markham L3P 3A7
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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: April 23, 2018
SUBJECT: Integrated Leisure Master Plan: Information Session
RECOMMENDATION:
That the report entitled “Integrated Leisure Master Plan: Information Session” be received.
That the presentation entitled “2018 Integrated Leisure Master Plan Update” be received.
BACKGROUND:
2018 Integrated Leisure Master Plan (ILMP) Update – Project Progress
Recent progress includes:
1. One-on-One Interviews with Councillors
To gather insights and input from Councillors regarding the future of Markham’s leisure facilities and services, staff have conducted several one-on-one interviews with Councillors, starting in late March and continuing during the month of April. The interview feedback will be analyzed and organized by themes, including: Issues identified by Councillors based on what they are hearing from their constituents about the current state of parks, recreation, culture and library facilities and services. From their perspective, significant trends or factors that are (or should be) shaping the provision of parks, recreation, culture and library facilities in Markham.
Councillor feedback will inform the development of the ILMP Update recommendations.
2. Online Community Survey
An online community survey is running during the month of April to gather resident feedback regarding their leisure needs and priorities.
With the support of Corporate Communications, the survey has been promoted through multiple channels (City page ads, posters in all Community Centres and Libraries, the homepage portal banner, eblasts, messaging across city-wide exterior digital marquees, animated promotion across city-wide EIB screens, and social media).
Survey data and its analysis by staff will inform the development of the ILMP Update recommendations and will be appended to the final Report.
The survey is available at https://www.surveymonkey.com/r/5PLW2ZY
3. ILMP Update Webpage
To provide a convenient link to the online survey and inform residents regarding the ILMP Update project, a webpage has been created at markham.ca/leisure
Further content will be added to the Webpage as it becomes available, including Survey data and its analysis, the summaries of feedback from Stakeholder Consultations (with Ice, Field Sports, and Racquet Sports organizations), General Committee presentations, and the final report to the community.
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April 23, 2018: Library Board ILMP Information Session
The ILMP consultant, Steve Langlois of Monteith Brown, will attend the April 23rd meeting of the Library Board to present the ILMP project work to date and receive Board feedback regarding the future of Markham’s library facilities. The presentation for this session is attached to this report. Please note the questions that will frame the Board discussion on slide 16:
1. What are the most pressing issues and influences facing MPL? 2. How well are existing library facilities and services meeting community needs? 3. Are additional library facilities and services required? Why? Where? 4. How can MPL, the City and others work together to meet future needs? 5. Is there anything else we should know as we update the ILMP?
Catherine Biss CEO & Secretary-Treasurer
ATTACHMENT:
1.2.1 2018 Integrated Leisure Master Plan Update (PPT)
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TO: Markham Public Library Board
FROM: Catherine Biss, CEO & Secretary-Treasurer
PREPARED BY: Susan Price, Board Secretary
DATE OF MEETING: April 23, 2018
SUBJECT: Delegation: Yafang Shi
RECOMMENDATION:
THAT the Board receive the presentation from the Delegation conducted by Yafang Shi, concerning the Art Exhibit Policy and the By-law regarding requirements for deputations.
AND THAT Staff prepare a report for the Board to review at the next meeting.
BACKGROUND:
By-law:
4.12 Delegations Residents and community association representatives may attend and address the Board as a delegation at any Regular Meeting. In order to appear as a delegation, the following conditions must be met:
(a) Written request to speak as a delegation must be submitted, in person or by fax or e-mail, at least one week prior to the date of the meeting. The request must include the issue(s) to be presented, naming the organization or interested parties to be represented. (b) The Board reserves the right to request any additional information regarding a particular issue or association. (c) The Board will provide delegations with a maximum of 15 minutes to make a presentation, unless extended by Board motion. (d) The Board reserves the right to limit the number of delegations per meeting. (e) A delegation may not appear before the Board on the same issue a second time, unless approved by Board motion. (f) Delegations may choose to remain for the balance of the public meeting, but may not speak to other agenda items. (g) Through the CEO/Secretary-Treasurer, the Board will communicate its decision to the delegation in writing. The Board is not obligated to respond or make a decision at the time of the presentation.
Catherine Biss CEO & Secretary-Treasurer
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TO: Markham Public Library Board
FROM: Catherine Biss, CEO& Secretary-Treasurer
PREPARED BY: Susan Price, Board Secretary
DATE OF MEETING: April 23, 2018
SUBJECT: CONSENT AGENDA
RECOMMENDATION:
That the Consent Agenda comprising of Agenda 2.0 to 2.3.9 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, March 26, 2018 2.2 Declaration of Due Diligence by the CEO 2.3 Communication and Correspondence:
2.3.1 cbc.ca: Librarians Recommend Their 15 Favorite Nonfiction Books For Kids 2.3.2 torontoCITYNEWS: Markham library apologizes for censoring photo exhibit 2.3.3 https://youtu.be/42YtdlEJA8s Markham library apologizes for censoring photo exhibit 2.3.4 facebook: 680 News: Markham library apologizes for censoring photo exhibit 2.3.5 Globe and Mail: Library apologizes for removal of feminist art 2.3.6 torontoCityNews: Discussion over censorship after library removes photos 2.3.7 Mayor Scarpitti tweets re Ontario Budget 2.3.8 Volunteer Letter 2017 2.3.9 snapdMARKHAM: Markham Public Library Launches New Initiatives for Low Income Families
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 March 21,2018 to April 17,2018.
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.
April 17, 2018 Catherine Biss, CEO & Secretary-Treasurer Date
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imagine create learn grow
A Message to Volunteers Thank you for your time and energy
In celebration of National Volunteer Week April 15 - 21
National Volunteer Week is a time to recognize, celebrate and thank Markham Public Library (MPL) volunteers.
Volunteering is often seen as a selfless act, a person who give their time, skills, experience and passion to help others, without expecting anything in return. Their efforts create a positive impact in helping to build stronger communities.
We are grateful to our trustees who serve on the Markham Public Library Board. These trustees put in many long hours to provide leadership, vision, and direction. They ensure Markham Public Library continues to deliver services that inform, enrich, and inspire Markham residents and visitors.
2017 Library Board Members
Atif Ahmad Alfred Kam Marilyn Aspevig Isa Lee Aida DaSilva Regional Councillor Joe Li Yemisi Dina Pearl Mantell Deputy Mayor Jack Heath Margaret McGrory Ben Hendricks Alick Siu Councillor Alan Ho Lillian Tolensky Ivy Ho Jennifer Yip
Below are 2017 volunteers who assisted with book sales, special programs, community festivals and individuals who participated in focus groups, surveys and other programs. Students, who fulfilled school credit requirements and provided community service.
Aaliyah Ali Cynthia Wang Jessie Wong Raine Tse Aanjalin Iruthayanathan Cynthuja Harichankar Jia Lu Rajevan Logarajah Aaren Nathan Daniel Cameron Jiayue Zheng Ramisa Sekander Aaron Lo Daniel Liu Jimmy Wang Rammiya Rathakrishnan Abbas Rizvi Daniel Rubiano Jocelyn Ngan Ranjhana Ramesh Abbierami Thayalalingam Daniel Xia Joell Sebastiampillai Ratul Momen Abby Cheung Daniel Xiao Johan Sebastiampillai Ravinder Dhiman Abenaya Murugathas Daniela Figueiredo Joline Cheng Rayyan Amir Abera Senathirajah Danni Xue Jonathan Ho Razmiya Rajab Abhishek Jaiwala Danyal Rehman Jonathan Lee Mederos Regis Gu Abigail Llacer Darren Ko Jonathan Ng Riley Song Adam Knowles Darren Yiu Joseph Perez Rini Chiu Adam Yhap David Yu Joshua Ong Rino Arezo Adara Hagman Delun Sun Joshua Timbol Rishana Piranthapan Adrian Ali Dennis Chen Joshua Yang Rishi Shah Adshayah Sathiaseelan Derek Kong Joshua Zhang Rishvi Narajan Agen Thanachayan Dhairya Patel Jothine Nandakumar River Han Ahmad Shahid Di Yang Joy Mao Rodesha Shakya Aidan Lumani Dilan Parikh Julia Braganza Rohan Patel Akanksha Prabhudesai Diya Patel Juliette Lisi Rohan Uppal Akanshikha Jaswal Dorisa Meng Justin Fung Ronald Trang Aksaiya Gunatheepan Dylan Marino Justin Lee Ronita Robert Akshaya Joseph Eason Lu Justin Liu Rosa Chen Akshitha Ereddy Ed Wang Justin Ly Rose Lin Alan Sun Edmond Hsu Justin So Rosstin Saniei Albert Zhu Edward Quach Kainat Rashid Rosy Poudel Aleksander Ducas Edward Tang Kaitlyn Cheung Rouzbeh Behbahani Alenka Rondon Elanggumaran Rameswaran Kaitlyn Doobay Rowena Wang Alexander Au Elise Zheng Kaitlyn Fok Ryan Chiu Alexis Nagum Ellen Chu Kajanan Sivasothilingam Ryan Chow Alexis Setinas Ellie Zhang Kanny Ho Ryan Giang Alfred Li Elsie Zhou Karen Long Sabrina Muneswar Alice Cheung Emilio De Marchi Karen Yang Sadiq Hussain Alice Zhang Emily Liang Karina Yiu Sahar Hussain 20 of 73 Continued…..
Alicia Wong Emily Liu Kathy An Sahithyaa Juventheeswaran Alisha Gauhar Emily Niu Katy Proia Sajeevan Neethirajah Alison Leung Emily Yang Kavi Gurunathan Sajeevan Panchan Alison Smeaton Emma Huang Kavin Baskaran Salima Kanji Aliusha Dayani Eric Song Kelly Ho Sami Ali Allen Ng Erica Sharma Kelly Zhu Sanakan Rajmohan Allyn Zheng Erick Jin Kevin Biro Sanam Imani Aghdam Alvin Vazhapilly Erin Chan Kevin Robert Sandy Baker Amy Rico Estella Chiu Kevin Yie Sangeev Rajkumar Amy Wang Estrella Lo Kirsten Lo Saniya Khanna Amy Xin Ethan Holm Kirthana Rasathurai Santhija Jegatheeswaran Amy Zhu Ethan Hu Kiyara De Silva Sarujan Anantharasa Andrea Liao Ethan Hui Kohul Jeyaganesha Sathana Sivasegaran Andrea Santalla Escobar Ethan Razavi Kothai Gunaratnam Sean Ashley Andrew Lam Eunice Huang Kourosh Farhoudi Selena Cai Andrew Sin Evan Huang Krishan Thavarajah Selena Lin Andy Lau Evan Liang Kristen Ngai Selena Ng Andy Lin Evanssy Gnanakavalan Krutik Shah Selin Cheriyan Andy Yang Evelyn Li Kyle Mendes Selina Qiu Angel Chang Fatih Sahin Kyle Pan Selvadurai Ragunathan Angela Fu Fatima Maqbool Kyra Tian Serene Bosco Anish Rastogi Fawwaz Siddiqui Laavaniya Saseekaran Sharon He Anita Choi Felix Fong Laavanya Joshi Shavin Balakumar Anjali Mital Felix Yang Larissa Zhong Sheridan Fong Anna Khademi Flora Tieu Lathushan Thavaranjan Sherry Jiang Anna Xia Flora Xue Laura Zhao Shirley Ren Anna Ye Florence Yuen Lauren Castelino Shirlyn He-Sun Annie Sun Freda Li Lauren Liu Shivali Joshi Annie Ye Gabriel Benrubi Lavan Nithianandarajah Shiyani Balakumar Ansley Paul Gabriella Lo Leila Razack Shriharish Prabaharan Anthony Liu Garrick Wong Leon Liu Sinthu Jeyanathan Anthony Tse Gartikan Navaratnarajah Leon Zhu Siu Chun Yeung Anton Canaon Gary Gao Levina Indrawan Sofia Gonzalez Anuj Yadav Gavin Yuen Lina Lam Solana Jimenez Anushka Patel Geoffrey Wong Linda Chung Sona Thanyalan Arshavez Mozafari Gina Rosen Liuchen (Michelle) Wu Sophia Feng Aryaman Goel Gloria Zhang Lord Bradly See Sophie Chan Ashley Rajanayagam Grace Liu Lucas Fathala Sophie Li Ashley Vadivelu Grant Chen Lucia Chen Sophie Xue Ashwin Kandiah Gwyneth Poon Lujie Zhao Sowmiya Shanmuganathan Asli Yusuf Hanan Mohamed Luxsa Nanthakumaran Spencer Zhu Asma Nasir Hannah Fu Maanoj Mohanraj Stella Zheng Athena Huang Hanniel Kim Manasvi Vaidya Sterling Tenn Athityaa Ariaran Hans Wang Manus Yu Steven Lum Atsana Nanthagopal Hanzhang Ding Marco Liu Suhas Sreekanth Ava Shamshirzan Hareesh Pragalathan Marcus Ma Suluxan Manohgaran Avinash Rajkumar Harisan Jegatheeswaran Marin Shahaj Sunjay Mahendrakumar Ayesha Basu Harsha Gohil Mark Sun Sunny Xiao Ayush Shah Helen Zhao Marko Herrera Swathi Thushiyandan Balaji Venkatesh Hoda Eissa Mary Gammon Swethan Sivasegaran Bennie Siu Hoi Ying Yu Mathunesh Srikantharajah Talar Ohan Bernard Baskovic Hooriya Arif Matthew Chang Terry Chen Bethany Chu Howard Yang Matthew Kwan Terry Cho Billy Zhou Humna Tariq Matthew Lam Thamirah Thiruchselvam Bobby Lin Hye Sook Park Matthew Ng Thaneesh Sathasuthan Boris Lai Ian Shum Matthew Xie Theebthy Navaruban Borui Hu Ian Xu Matthew Yu Thenugaa Rajeswaran Bowen Wang Ikran Mohamed Max Ngo Theodore Wilson Bradley Lam Ilesha Prabhudesai May Chan Tiffany Chu Brandon Luu Iman Saberi Maya Thayalan Tiffany Lau Breanne Mccart Irfan Khan Megan Liang Timothy Alexander Brian Wong Iris Shum Meghan Shiu Timothy Chan Brianna Varone Isaac Cheng Mehana Nareshkumar Tina Wang Bryan Chau Isaac Tse Melissa Chang Tom Zhu Byron Leung Ish Vyas Melody Wong Travis Leung Caitlin Chan Ivan He Mengyu Gao Tresha Sivanesanathan Caitlin Kwan Ivan Li Michael Chou Udy Ding Callistus Siu Ivan Yang Michael Li Vanessa Leung Cameron Chang Ivy Chen Michele Chu Varrun Vijayanathan Candace Kim Jack Zhang Michelle Chen Veedhi Solanki Carina Chan Jackie Tu Michelle Lee Vehara Rupasinghe Carol Li Jacky Nam Michelle Ma Venice Co Carol Shuhui Chen Jacqueline Lian Mikayla Martin Victor Shi Cassandra Poon Jaden Svensson-Principe Ming Mei Dang Vikalp Jain Catharine Wang Jahanzeb Awan Miranda Guo Vincent Hung Catherine Cai James Chen Mustafa Khan Vinojan Wiji Catherine Chen James Zheng Mythiri Rajavickneswaran VirginiaTang Catherine Hsu Janine Louis Nadia Mohsin Visakkan Senthivel Catherine Jaison Jared Chung Natalie Kan Vithuran Sivatheepan Catherine Zheng Jaren Nathan Natalie Tam Vithurshan Thajenthiran Cathy Zhou Jasmin Nazarali Natalie Yeh Vivian Kim 21 of 73
Cecilia Tsui Jason Cheng Nathan Kim Wali Ahmed Chad Zhao Jason Hung Navneet Mann Wendy Wang Chanelle Mendes Jason Li Neel Shah Wendy Zhao Chelsea Li Jason Ly Neha Dhanvanthry Wenyao Wu Chelsea Ma Jason Marino Neil Charkraborty William Choi Chenyue Wang Jason Mews Nelson Chang William Xu Cherrilyn Alfonso Jathusa Krishnavelautham Neluya Sivasubramaniam Wilson Tong Cheryl Lee Jay Ng Nevedhaa Ayyappan Winnie Chen Cheryl Xing Jayden Ong Nicholas Tam Winson Lau Cheuk Man Leung Jayme Sherrif Nicole Giang Wylee Co Cheyenne Wilson Jean Lui Nicole Ng Xin Xu Christelle Jane Nohay Jed Yang Nigel Qiu Xueyao Yan Christian Niem Jeffery Sang Nina Dharsee Yaathaven Sathananthan Christina Chen Jeffrey Lai Nisha Kabilan Yanice Tse Christina Hasoulas Jeffrey Xiao Nivetha Kuruparan Yannie Tai Christina Liang Jenany Rameswaran Omar Mihri Yao Zhou Christina Wong Jenna Wang Owie Wong Yash Bhatia Christine Poudel Jennifer Du Pansy Wong Yi Duo Wang chuhan Wang Jenny Chen Parvin Samadzadeh Yifei Liu Cici Su Jeremy Sun Patricia Olar Yingyi Li Claire Lin Jeremy Varghese Philip Tam Zachary Wong Cletus Siu Jesse Yao Polly Ou Zaeem Mitha Collin Li Jessica Eddu Pradeep Ravindren Zahra Sheikh Connor Lai Jessica Fernandes Pravya Pavanantharajah Zain Farooqi Crystal Chu Jessica Ho Priyanka Anantharasa Zakar Andrews Crystal Lin Jessie Lin Rahul Dhunna Zoe Gin Zuhair Rizvi
We make every effort to ensure the accuracy of the above list of volunteers. If you spot an error or omission, please let us know by calling 905-513-7977 ext. 2622.
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AGENDA 2.3.9
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TO: Markham Public Library Board
FROM: Catherine Biss, CEO & Secretary-Treasurer
PREPARED BY: Larry Pogue, Director, Administration
DATE OF MEETING: April 23, 2018
SUBJECT: Executive Limitation: EL-2e, Asset Protection
RECOMMENDATION:
That the Internal Monitoring report entitled “Executive Limitation: EL-2e, Asset Protection” be received.
POLICY TYPE: EXECUTIVE LIMITATIONS
POLICY TITLE: ASSET PROTECTION (EL-2e)
GLOBAL POLICY LIMITATION:
The CEO shall not allow assets to be unprotected, inadequately maintained, unnecessarily risked, or substantially disposed.
INTERPRETATION:
The CEO will ensure that assets are maintained and safeguarded, and that appropriate risk management strategies are in place.
ASSERTION OF COMPLIANCE As per the report below, I assert that I am in compliance with this Global Policy Executive Limitation.
Catherine Biss,
CEO & Secretary-Treasurer
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1. Facilities and Equipment: The CEO shall not subject facilities and equipment to improper use.
REPORT: 1.1 Customer Service Promise: The Library’s facilities and equipment are funded through public support and provided for the benefit and use of the public. The CEO ensures that these assets are used appropriately and protected as publicly-owned property.
The Library’s “Customer Service Promise” (CSP) states that MPL will deliver quality services to all customers on an equitable basis, and that it will provide comfortable and welcoming public spaces. In return, the CSP states the following expectations of all customers:
We are confident that you will work with us to ensure that all library customers share an outstanding experience. As a customer of Markham Public Library you will: • Respect the rights of all library customers to share a common space • Ensure the care and safety of your children • Be courteous and respectful to others • Follow library practices and procedures • Treat library materials and resources with care
Public observance of these guidelines ensures that the Library’s facilities and equipment are enjoyed by the community and that improper use is avoided. They are followed by the vast majority of customers, and only on rare occasions is direct staff intervention required to enforce them.
1.2 Assistance from City Departments: In order to maintain and repair facilities and equipment, the Library has agreements with City departments (Sustainability & Asset Management and Information Technology Services) as well as contracts and agreements with suppliers and third party companies. The Recreation Department is also a close partner because most MPL branches are located within large joint-use recreation facilities where residents can access and participate in a number of activities, including public library use.
1.2.1 Stand-alone Libraries: The Asset Management Department provides project management services to MPL with respect to Life Cycle repairs in all three “stand-alone branches”, i.e. those branches not physically connected to community centres – Markham Village, Thornhill Village and Unionville. The Life Cycle process ensures that buildings and properties are maintained in good condition and that replacement of assets is scheduled and undertaken on a regular basis.
1.2.2 Community Centre Libraries: MPL has five community centre-based branches: Aaniin, Angus Glen, Cornell, Milliken Mills and Thornhill Community. (Aaniin is the newest location, and opened to the public in December 2017.) These buildings are supported by the Recreation Services Department, and Life Cycle budgets for these branches reside within Recreation rather than Asset Management.
Within these facilities, Recreation also provides ongoing maintenance services and manages facility building projects that include or impact on the library portion of the complex. Ongoing maintenance includes daily cleaning, basic repairs, utilities, telecommunications, service contracts, room set-ups, etc.
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1.2.3 Special Projects (MPL-wide):
In 2017/18, special upgrade/replacement projects have included the following (some of which are currently in progress):
Markham Village: o Interior painting of walls and Administration entrance stairwell, main floor, study rooms o Replacement of brick fascia at the main entranceway o Replacement of main public entrance doors o Veterans Square (north exterior area) currently under construction o Lighting upgrade in parking lot and south walkway (will proceed following completion of Veterans Square)
Thornhill Village: o Driveway replacement and upgrade (in process)
Unionville: o Shelving replacement project – a 3-phase project spanning 2016 – 2018. o The first two phases were completed in 2016 and 2017. The third and final phase will be completed before the end of 2018.
2. Intellectual Property, Information & Files: The CEO shall not allow intellectual property, information or files to be exposed to loss, improper access or significant damage, or operate without maintaining records in accordance with a records retention schedule.
REPORT: 2.1 Intellectual Property: Intellectual property that represents value to the Library includes program curriculum. MPL has a number of programs and camps that constitute Library-owned content, including learning activities for 8-week programs or 5 days of camp programs. Content was developed for the Library by subject experts in emergent literacy for preschool programs or Ontario curriculum for school-age programs.
Camp staff and program instructors receive hard copies of the curriculum for the program(s) they are teaching. Each page includes a Markham Public Library watermark. All instructors sign a confidentiality agreement stating that content is the property of MPL and must be returned upon completion of the program. Further to this, Instructor contracts reinforce these requirements.
2.2 Information and Files: The CEO is responsible for ensuring the protection and proper use of the personal information that is in the Library’s custodial care. All new employees sign a “Confidentiality Agreement” requiring them to ensure that all information/property remains confidential, protected and the property of the Library and are required to bide by the terms of this document.
This covers situations where employees, while carrying out their responsibilities, have access to computer passwords, human resources records, financial information, business information, technical information, information about customers, other employees, business knowledge, and any other
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Library-related information, document, material or communication that is of a proprietary or confidential nature.
3. Long-term Preservation of Primary & Secondary Sources: The CEO shall not allow damage to the long-term preservation of primary or secondary sources of the Library’s collections.
REPORT: The Library does not have the physical facilities to properly store primary historical documents and therefore does not focus on long-term preservation of primary sources in paper form. In the past, primary sources that had been donated to the Library were transferred to the Markham Museum, which is more properly equipped to preserve these unique and fragile paper documents.
4. Disposal of Substantial Assets:
The CEO shall not dispose of substantial assets.
REPORT: The CEO is in compliance with this requirement. Disposal of assets is carried out according to the Library’s “Procurement Policy”, section 6 “Disposal of Personal Property.” This section provides a protocol for disposal of assets that are worn out or considered surplus by the user department.
Replacement of tangible capital assets is required over time due to the heavy ongoing public use of MPL facilities. However, this is carried out in a carefully planned manner and in compliance with the Policy, which mandates that surplus assets such as furniture, fixtures and equipment must first be offered to other departments within the City. The removal of surplus older items from Library facilities provides space for new equipment ensuring the continued provision of good customer service to residents.
5. Naming/Renaming of Board Assets: The CEO shall not name or rename any Board asset.
REPORT: In compliance with this policy, no Board assets (e.g. buildings, portions of buildings, or rooms) have been named or renamed.
6. Conflict of Interest:
The CEO shall not make any purchase wherein normally prudent protection has not been given against conflict of interest.
REPORT: When undertaking purchases, the Library follows the guidelines outlined in its Procurement Policy and in the City’s General Terms & Conditions and the Purchasing By-Law #2004-8. Item #2.2 “City Procurement Principles” of the latter states that “the Code of Purchasing Ethics published by the National Institute of Government Purchasing [NIGP] and the Purchasing Management Association of Canada [PMAC] shall apply to all City staff involved in the purchase and disposal of goods.”
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Both NIGP and PMAC are professional entities whose mission is to provide guidance to its affiliated organizations and their members on standards of behaviour and ethical conduct.
The NIGP Code of Ethics stipulates a number of ethical principles that every person employed by a public sector procurement or materials management organization is expected to follow. Accordingly, they: Shall be governed by the highest ideals of honor and integrity in all public and personal relationships in order to merit the respect and inspire the confidence of the organization and the public being served. Believe that personal aggrandizement or personal profit obtained through misuse of public or personal relationships is dishonest and not tolerable. Identify and eliminate participation of any individual in operational situations where a conflict of interest may be involved. Believe that members of the Institute and its staff should at no time, or under any circumstances, accept directly or indirectly, gifts, gratuities, or other things of value from suppliers, which might influence or appear to influence purchasing decisions.
Staff are very much aware of the need to avoid conflicts of interest or the appearance thereof in their daily conduct. The Procurement Policy requires competitive bidding processes for the procurement of goods or services valued at specific thresholds, which safeguards against the possibility that decisions could be motivated by personal favouritism.
All purchases made by corporate credit cards are reviewed and authorized by the employee’s manager. City Accounts Payable staff frequently query individual purchases and request back-up information. In addition, the independent auditor (see section #8 below) reviews financial records as part of the annual audit procedures and conducts substantive testing. All of these processes help to ensure the avoidance of conflicts of interest as addressed in the code of ethics summarized above.
7. Unbonded Personnel: The CEO shall not allow unbonded personnel access to material amounts of funds.
REPORT: No unbonded personnel have been allowed access to material amounts of funds. Cash and receivables are picked up regularly at MPL branches through the City’s contracted service, which utilizes bonded personnel.
8. Board-appointed Auditor: The CEO shall not receive, process, or disburse funds under controls which are insufficient to meet the Board-appointed auditor’s standards.
REPORT: Each year the City-appointed auditor reviews Library transactions and processes to ensure that they meet recognized accounting standards. Accordingly, the “Financial Statements of the Markham Public Library Board, December 31, 2016” were presented to the Board in its meeting of May 30, 2017. The minutes of that meeting record the following resolution:
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Mr. Reagen Travers [auditor] introduced himself and gave a brief background. He advised the Board that it is required that the Auditor report to the Board on the Financial Statements. Mr. Travers stated that the 2016 audit is complete and clean and there were no differences or misstatements. Mr. Travers asked if there were any questions from Board Members.
The Deputy Mayor asked if the audit is integrated with the City of Markham, Mr. Travers replied that it is consolidated with the City.
Moved by Mrs. Marilyn Aspevig Seconded by Mrs. Lillian Tolensky
Resolved that the report entitled “Financial Statements of the City of Markham Public Library Board, December 31, 2016” be received; and,
That the Board approve the Financial Statements of the City of Markham Public Library Board for the fiscal year ended December 31, 2016; and,
That the Board Chair be authorized to sign the approved 2016 Financial Statements on behalf of the Board; and,
That the Board authorize Staff to issue the final audited Financial Statements for the fiscal year ended December 31, 2016;
And that Staff be authorized and directed to do all things necessary to give effect to this resolution.
Carried.
9. Insurance: The CEO shall not allow the organization, Board members, staff, and volunteers to be uninsured against liability losses, theft, fire and casualty losses to an amount consistent with City of Markham coverage, and against liability losses.
REPORT: The Library is insured under the City’s insurer. This policy also covers Library Board members who are exercising their duties as members of the Board.
10. Exposure to Claims of Liability: The CEO shall not unnecessarily expose the organization, its Board, or staff to claims of liability.
REPORT: Through the City, the Board is insured against liability losses when Board members carry out their Board functions. Library staff have the same level of protection as City staff from claims of liability.
11. Theft / Vandalism of Assets: The CEO shall not allow the Board to be unaware of theft or vandalism of assets worth $1,000 or more.
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REPORT: During this reporting period (May 2017 – April 2018), there were no thefts or acts of vandalism that fell within this reporting threshold.
12. Uniqueness of the Library: The CEO shall not risk or endanger the uniqueness of the Library as being distinct from the City.
REPORT: Markham Public Library operates as a unique entity in terms of its governance and many of its operations. It works in cooperation with the City of Markham, which provides most of the Library’s funding.
12.1 Governance: The Board’s governance structure is mandated by the Public Libraries Act, R.S.O. 1990, Ch. P.44 (the “Act”). The Act mandates that “a public library shall be under the management and control of a board, which is a corporation known as the [Markham] Public Library Board” (sec. 3).
As per sec. 9(1) “Composition of the public library board”, members of the current Library Board were appointed by Markham Council. The Board has been functioning in all respects according to the requirements of the Act, administering the services provided by the public library as per sec. 20 “Powers and duties of the board.”
Sec. 24 of the Act outlines the Board’s financial responsibilities:
24. (1) A public library board, county library board or county library co-operative board shall submit to the appointing council, annually on or before the date and in the form specified by the council, estimates of all sums required during the year for the purposes of the board. R.S.O. 1990, c. P.44, s. 24 (1). Approval of estimates (2) The amount of the board’s estimates that is approved or amended and approved by the council shall be adopted by the board and shall be paid to the board out of the money appropriated for it. R.S.O. 1990, c. P.44, s. 24 (2). Idem (3) The board shall apply the money paid to it under subsection (2) in accordance with the estimates as approved, subject to subsection (4). R.S.O. 1990, c. P.44, s. 24 (3).
The Library participates in the City’s annual budget process and submits its budget to Council for approval. Following budget approval by Council, the Library Board adopts and approves the Library’s annual Capital and Operating Budgets. The funding provided by the City is then applied as outlined in the Board budget reports and financial reporting is provided to the Board several times throughout the year in the form of a monitoring report entitled “Executive Limitation EL-2d Financial Condition.” While the Library is included in the City’s budget process, the Board also has a separate budget approval process that follows approval by Council.
12.2 Operational Uniqueness: With respect to governance, the Board gave a presentation to General Committee on October 23, 2017 entitled “Working Together for Impact – Markham Council and the Library Board”. This
30 of 73 AGENDA 5.1 presentation was successful in refreshing Council’s information about the Markham Public Library Board and its operations. Various topics were covered, including new technological services being offered, the Digital Hub, the “Markham Brain Project”, and future branches as outlined in the Integrated Leisure and Master Plan (ILMP).
The presentation also provided a refresher to the Act and its provisions, including a discussion about the uniqueness of public libraries within the Province. An important consideration is the value placed by the Act on the provision of free public library services to all members of the community, ensuring equality of access to information and services. The founding principal of public libraries as envisioned in the Act is that the community benefits regardless of individuals’ socioeconomic status and/or their ability to pay for services.
Per the provisions of the Act, the Library continues to operate in an arms-length manner from the City in certain operational areas. For example, sec. 15(1) of the Act states that “A board may appoint and remove such employees as it considers necessary, determine the terms of their employment, fix their remuneration and prescribe their duties.” Accordingly, the Library maintains its own employee recruitment program, posts its own positions, and has separate CUPE union locals with Collective Agreements that are unique to MPL. Further, the Library maintains unique Joint Health and Safety Committees, functioning under the Workplace Health and Safety Act.
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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: April 23, 2018
SUBJECT: Strategic Plan Update
RECOMMENDATION:
That the report “Strategic Plan Update” be received.
BACKGROUND:
This purpose of this Report is to inform the Board regarding the Q1 progress of our 2018 Strategic Work Plan.
2018 STRATEGIC PRIORITIES
The 2018 strategic priorities identified in the January Strategic Plan Update Report (10.1 January 22, 2018) for the first quarter are advancing as planned.
1. Expanding Library Hours The Library Hours Report was received by General Committee on March 26, 2018. The start of expanded Friday hours (all branches) will take place on Friday, May 4th. The start of expanded Sunday hours (Aaniin and Angus Glen branches) will take place on Sunday, May 6th.
2. Ready to Read Card Launch The Ready to Read card launched on Family Literacy Day (January 27th, 2018). In Q1, we had a total of 410 registrations (81 new members and 329 conversions of existing members to Ready to Read cards).
3. Digital Markham Strategy
The new Digital Media Lab (DML) at Aaniin is now up and running, and new DMLs at the Angus Glen and Thornhill Community branches will open shortly. Each DML features MAC computers, multimedia production and editing capabilities through the Adobe Creative Suite, equipment for digitization of print and media content, green screens, recording equipment and 3D printing.
A Kids’ MakerLab will be installed at the Cornell branch. It will offer a range of toys and equipment to support early STEAM and digital literacy learning for children 0 to 6 years of age. The Kids’ MakerLab equipment and activities will be self-paced so as to encourage parental engagement in their child's learning.
To equip staff with the skills necessary to support customers in developing their digital literacy skills, Q1 staff training opportunities have included a new session of Adobe Creative Cloud training with Camp Tech. Our three Digital Literacy Specialists are supporting the development of additional online learning modules that will be rolled out through MPLEdu later this spring.
4. Integrated Leisure Master Plan Update Please see report at Agenda Item 1.2.: Integrated Leisure Master Plan Information Session.
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CROSS-COMMISSION PROJECTS 2018
Pursuant to Building Markham’s Future Together (BMFT) and corporate business plans for 2018, Library Administration staff are serving on several cross-Commission projects. During the first quarter of 2018, the timelines and workflow commitments required of supporting departments for these Projects have been clarified.
Our participation in cross-Commission projects generally supports Foundational Strategy 2. Collaborate and partner with appropriate City departments to optimize service delivery align with key corporate initiatives, and support the broader municipal enterprise.
These cross-Commission projects are listed below. Since they intersect with and link to several of our internal strategies, they have been added to the relevant sections of the Library’s 2018 Work Plan (and highlighted in blue) on subsequent pages of this Report.
OWNER PROJECT PROJECT DESCRIPTION TIMELINE LIBRARY 2018 WORK PLAN DEPT. [ST = STRATEGIC THEME FS = FOUNDATIONAL STRATEGY] Financial Develop a Following the City’s 2018 FS 4. Success Measures: Services Cash Cash Management Q1-Q2 • A rigorous Cash Handling Policy Handling Audit, a Cash Policy governing how MPL handles cash in our Policy Sub-Group will public service locations and functions develop a Corporate will support risk mitigation pursuant to Cash Handling Policy our enterprise risk management system. for report to the City’s Auditor General. Financial Facility Replace the existing 2018 ST 1.4 Develop MPL Business Model for Services Booking program & facility Q1-Q4 Programs (Class) and self-registration and • An improved system for facility Point-Of-Sale POS application. booking and program registration will (POS) improve the efficiency and convenience Replacement of these functions. Human Learning Procure a corporate 2018 FS3. Support LMS procurement (multi- Resources Management LMS to track and Q1 - Q4 year project). System (LMS) manage employee • Completion will provide an improved Capital training in a tool for the tracking and management of project centralized system. staff training, and related metrics. ITS Portal Phase Develop and Q2-Q3 ST 2.2 Portal Phase 4 - Website 4 – City implement a newly Redesign Website redesigned look and • Completion will improve the virtual Redesign feel with navigational experience. and accessibility enhancements, as well as additional online services and mobile app enhancements. ITS Customer Procure and 2019 ST 4.4 Improve the Customer Relationship implement a CRM Experience Management software solution: This multi-year initiative, involving staff (CRM) Multi-year project to from multiple customer-facing System replace the City’s ACR departments, will improve customer (Active Citizen service (seamless, more consistent) and Request) system to optimize workforce efficiency.
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OWNER PROJECT PROJECT DESCRIPTION TIMELINE LIBRARY 2018 WORK PLAN DEPT. [ST = STRATEGIC THEME FS = FOUNDATIONAL STRATEGY] track, route and manage citizen inquiries. ITS Smart Cities Develop a Markham Q1-Q2 ST 2.1 Develop a multi-year Challenge submission to the technology roadmap federal Smart Cities Challenge program. Our support of a prominent City initiative will improve our relationship with ITS and may lead to further future opportunities.
Develop- AODA Design To update Markham’s Q2 2018 ST 4.4 Improve the User Experience in ment Guidelines Accessible Design to Q1 Bricks-and-Mortar Branches Services Update Guidelines to bring 2019 Improved accessibility design features Project them into compliance will improve the user experience for with legislative everyone, with particular focus on the changes. eliminating barriers for older adults, the print-disabled and the special needs community.
The MPL “Create” Strategy The 2015 to 2019 MPL Strategic Plan included a deliberate strategic shift toward supporting community creativity as part of “connecting people and communities to enriching opportunities for engagement and learning, and enriching life through culture”.
During Q1, the challenges associated with two art exhibits have enhanced our understanding of the potential complexities of the community response to art, provided opportunities for our growth and learning, and resulted in a strengthened policy approach (see Agenda Item 7.1 Art Exhibits Policy Memorandum).
Viewing this experience through a strategic lens, we note the literature that indicates that controversies over public art in library spaces, “are not uncommon, particularly when the work in question tackles hot- button topics such as religion, politics, bigotry, or sexuality—or any combination of them.”1 However, the inclusion of artworks in public libraries is a widespread practice, intended to achieve several strategic objectives, including providing the right conditions for the promotion of creative thought, innovation and new ideas, making the library a visible place where creativity is valued and nurtured, and creating opportunities for community dialogue and interaction.
The Work Plan update below covers Q1 2018 (January to March). New and revised items are shaded in yellow.
1 Meredith Schwartz. “The Art of the Matter: Public Art in Libraries can start a conversation, create civic pride, and build a unique sense of place.” Library by Design. Spring 2016.
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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 Q1 REPORT TARGET Provide Maintain strategy for multilingual •Story and song programs in Q4 services & programs: continue to seek stable Mandarin and Cantonese have programs to partnerships to offer programming in been implemented at TC; will those who other languages, particularly to expand to all branches. experience the newcomers, to inform and reduce • Planning story and song programs greatest social isolation. in Tamil for summer (through barriers to • Grow Mandarin story time to new YPAM). equitable branches & introduce Cantonese opportunity story time through community partners. • Launch subsidy program at AL (i.e. • Completed staff training for the refer to Rec). On site subsidies will subsidy program. be implemented for Spring programs when Aaniin is fully operational Deliver • Implement Library Older Adult • Launched knitting and crochet Q4 programs that Strategy, with focus on homebound program at Aaniin for Older Adults meet the and socially isolated seniors - see (includes knitting hats for MSH intellectual, details in Report Background babies). recreational preamble. • Planning summer Older Adult and social programs for the Tamil community. interests of a • Launch Brain Project to promote growing senior neurological health and dementia population. prevention
Enrich Life While Culture re-organizes and re- In progress: Q4 through Culture brands: • PK review will include a survey of • Review PechaKucha. attendees.
Q1 Exhibits: • Support local artists through exhibits • Artworks by Grade 12 Art Students online or in branches. from Father McGivney High School • #metoo photography exhibit
• Promote posting of ebooks on Overdrive. • Completed program on how to • Develop public expression make youtube videos. programs. • Developing new programs for fall, including a (sold-out) paper-flower making program. Advance Civic • ILMP Survey. • Launched ILMP online survey Q4 Engagement March 27
• Strategic Plan Survey. • Hours Survey (in-branch). • Focus Groups – Hakka seniors. • Finalize themes & identify speakers In progress. Q2 for the 2018 Scholars’ Hub series. • Support the development of the York Due to YSPACE’s revised mandate N/A University campus and community (i.e. focusing on a fee-based hub for engagement plan (YSPACE). entrepreneurs), MPL will step back from this initiative and prioritize partnerships that offer a better fit in terms of mission, i.e. shared
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ACTIONS 2018 WORK PLAN 2018 Q1 REPORT TARGET missions that focus on digital literacy skill development at a community/ entry level. Indigenous • Plan Indigenous programs events, Indigenous film screenings and Q4 Initiatives including a speaker event during discussions are planned for Aboriginal History Month (June). Aboriginal History Month (June 5 • Develop staff awareness through the and 21). University of Alberta MOOC. • Develop staff and public awareness through promotion of indigenous collections.
Election Year Digital Democracy Initiative. Planning is in progress through Q4 (Municipal) Legislative Services. Library staff will: • Amend voters’ lists. • Help people navigate the online voting environment. • Support in-person voting at Community Centre polling stations through entertainment for children. Election Year Host All Candidates Meeting. Q2 (Provincial)
Objective 2. Create partnerships that build community capacity
ACTIONS 2018 W0RK PLAN 2018 Q1 REPORT TARGET Partnerships • Complete MSH Agreement. • Planning May Mental Health Walk Q4 That Expand • Focus Health & Wellness starting from Cornell, in partnership Health Programming on mental health and with YPAM. Awareness seniors. Mental Health Awareness for Youth • May Mental Health Walk. Q4
Partnerships to • Implement plans for senior newcomer • Launched new handout for Q4 Advance programs to reduce social isolation seniors and newcomers (with Newcomer translations in Cantonese, Settlement Mandarin and Tamil).
Partnerships to Bring Business Hub to life - launch • Over 90 members to date. Q2 Take Care of membership model of Business Hub. Business and Develop Markham’s Workforce Partnerships to • Continue to develop programming STEAM programs continue to run Q4 Support Digital strategy that focuses on digital literacy with full registration. Markham and and STEAM skills. • New STEAM camps launching at Contribute to • Launch new STEAM camps. Angus Glen on Saturdays. the City’s • Introduce STEAMy story times & • Developing new STEAM camps Economic MakerClub at Aaniin. with focus on design and robot- Strategy making. • Developing new workshops – 3D printing for children. • Laser printing workshop ran at full capacity. • Aaniin Maker Club is full for the entire year.
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ACTIONS 2018 W0RK PLAN 2018 Q1 REPORT TARGET • Planning Adobe Premier programs and a business startup camp for kids at Aaniin.
Objective 3. Take the library experience out into the community
ACTIONS 2018 WORK PLAN 2018 Q1 REPORT TARGET Program • Develop STEAM-based programs for • Launch of STEAM programs for Q4 Beyond Library delivery in schools and for class visits schools met with high demand. Walls to Library. • Developing 2 new STEAM programs for schools (urban design; building solutions for sustainable energy). • Develop 'menu' for school in-branch • Developing a webpage for visits. teachers. Other Outreach • Launch MobileCirc to allow offsite Q2 membership creation, checkout, etc. • Acquire mobile hot spot for Internet access offsite. •Implement BookBike plan for community pop ups.
Objective 4. Develop programming that supports community aspirations to change lives for the better.
ACTIONS 2018 WORK PLAN 2018 Q1 REPORT TARGET Develop MPL Collaboration Q4 Business • Strengthen through ILMP Update. Model for • Continue joint Rec Culture Library Programs program meetings. Complete Facility Booking (Class) and • Report is going to Council. Q2 Point-Of-Sale (POS) Replacement • To be followed by developing a rollout plan, including training. Q4 • Deployment targeted for Q3 2019. • Implement plan to launch Aaniin’s In progress. Q1 creative spaces and programs. • Develop community-led programming model for creative / technology stages. Q4 Special Needs • Expand keyboarding / computer skills Piloted adaptive keyboarding Q2 programs to special needs community program at MV. (Gamified (adults with special needs, teaching program with practical learning employable skills) component (e.g. using transit). • Launch Special Needs Work Experience Placement Program. Developing a training module for • Procure sensory toys for special staff dealing with customers on needs programming. the autism spectrum. • See also Print Disabled / CELA Work Plans.
Engage • Launch Adult Library Volunteer • Engaged adult volunteers as Q1 Volunteers in Strategy to support and expand library community partners in running Our services that engage the community in Maker Clubs, bringing them onto Community- educational and personal growth our platform. Building • Roll out training for branch and system • Developing training for Q2 for Mission Volunteer Coordinators adults to conduct outcome surveys.
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INDICATORS 2016 2017 2018 Q1 Program Attendance (Total) 131,915 140,723 40,810 Number of Free/Drop-in Programs 1,286 1,504 519 Free/Drop-in Program Attendance 112,929 120,606 36,540 Number of Learning Place 247 243 67 Programs Learning Place Attendance 20,117 18,986 4,162 STEAM Program Attendance 3,961 # of people served through outreach N/A 18,475 2,166 # of Volunteers 1,435 1,519 405 # of Volunteer Hours 13,009 11,090 2,271 Project Outcome Survey Results: N/A N/A 4.5/5 Education
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STRATEGIC THEME 2. DIGITAL INCLUSION
Objective 1. Develop a multi-year technology roadmap
ACTIONS 2018 WORK PLAN 2018 Q1 REPORT TARGET Innovative • Roll out replacement EIBs at all Deferred due to completed ITS N/A Technologies branches. priorities (Aaniin setup) and pending the completion of the CMS portion.
Advance MPL See italicized actions below. Q4 Technology Plan through the Digital Markham Strategy Digital Literacy • Complete development of Digital Completed through review of the MPL Q2 Plan Literacy plan. Technology Strategy. • Incorporate activities from the Digital Literacy plan (that aren't already addressed) into the Library Technology Strategy.
Digital Official Launch of the Aaniin DCH: • Creation spaces at Aaniin Q2 Collaboration • Roll out new digital curriculum and (DCH/DML) launched (soft launch) in Hub (DCH) at online learning courses at Aaniin early April. Aaniin Library Library. Launch included: • Roll out DCH communication • Supporting documents for staff strategy. (talking points, H&S checklist, updated user agreement). • Updated website content.
Digital Develop a Digital Markham Facility Q4 start Markham Plan for future implementation. Facility (Will carry over into 2019). Planning DCH • Develop a Branding Strategy for Q3-4 Communication the Library DCH initiative. Strategy • Collaborate with Corporate Communications to develop a marketing and communication strategy.
Open new Roll out next Digital Collaboration • Launch (soft) of DCH/DMLs at Angus Q3 Digital Hubs at Angus Glen and Thornhill Glen and Thornhill Community Collaboration Community. branches in progress. Hubs
New Digital • Establish a plan to roll out new New online learning resources include: Q2 Courses courses (e.g. timeline, key • Techboomers: a free educational activities, owner, 3rd part contracts website for older adults and other for content, licenses, etc.). inexperienced Internet users. • Develop online options to meet • Coming soon: Digitallearn.org, a demand from schools. “one-stop shop” for computer and technology training developed through the Public Library Association. Host a • Develop a plan for a collaborative Q4 Collaborative design session in the first active Design Session hub. • Execute the event and collect feedback from attendees.
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ACTIONS 2018 WORK PLAN 2018 Q1 REPORT TARGET • Report re how to optimize future designs of collaboration hubs.
Smart Cities Challenge (Federal Library staff have supported ITS in Q2 competition) public engagement process: • Hosted and facilitated Smart Cities Focus Group Sessions at Aaniin and Angus Glen. • Supporting the City’s Smart Cities submission for April 24th deadline. Consult with the • Conduct follow-up survey. To follow upgrade of public hardware Q3 community to and software. determine their evolving needs and satisfaction with library IT
Improve Library • Noted: "one search" solution is not Q4 Technology currently available on the market. Infrastructure Recommending waiting for Sirsi Dynix to develop its solution. • Use approved funding to procure Procurement completion is now a web content management system targeted for summer 2019. (CMS) designed for libraries. 6 months will then be required for • Setup & implementation of setup and implementation. selected CMS will include testing of the user experience (including Library Board). • May carry over to 2019.
Objective 2. Improve virtual spaces
ACTIONS 2018 WORK PLAN 2018 Q1 REPORT TARGET Improve the Portal Phase 4 - Website Redesign Q2 Virtual • Complete departmental content Experience review. • Complete review of content to be tested on the new site. • Launch the new portal in Q2. Presentation to Library Board re- • Present to Board in April. scheduled for June following content migration. Implement portal governance To follow launch of new portal. Q2 framework.
Objective 3. Provide IT that meets the community’s learning, creative and business needs.
ACTIONS 2018 WORK PLAN 2018 Q1 REPORT TARGET Provide Tools of • Launch relocated DML/DCH at Soft launches in progress. Q3 Creation Angus Glen Library. • Launch new DML/DCH at Thornhill. • Launch Kids’ Makerspace at Cornell.
Support • Launch “We Came to Thornhill” Q4 Creative Sharing audiobooks.
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ACTIONS 2018 WORK PLAN 2018 Q1 REPORT TARGET • Promote creative sharing at Aaniin. Advance Equity • Execute official launch of the full Date of official launch TBD. Q4 of Access array of creative technology at Aaniin.
• Replace public computers. May be just the hosts (thin clients in Q2 2019).
• Implement Wi-Fi enhancement at Completed installation of Wi-Fi at Q2 all branches. Aaniin. Wi-Fi enhancement at all other branches is targeted for May.
NEW: Develop plan/budget for a ITS to investigate options and potential Q2 Multimedia Room for Board and costs, for purposes of a 2019 budget other meetings. submission.
Objective 4. Leverage technology for responsive and efficient library services
ACTIONS 2018 WORK PLAN 2018 Q1 REPORT TARGET Expand Self- Replace self-service equipment at Targeted for Q4, due to ITS workload. Q4 Service Thornhill branches. Complete replacement of program Facility Booking (Class) and Point-Of- Q4 registration software. Sale (POS) Replacement Recommendation Report is going to Council. To be followed by developing a rollout plan, including training. Deployment targeted for Q3 2019. Deploy mobile charging stations at Need assessment in progress. Q2 all branches. Customer Procure and implement a CRM Completed vendor scoring. 2019 Relationship software solution: Multi-year project Preparing use cases for vendor demo. Management involving staff from multiple Deployment targeted for 2019. System 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 through an omni-channel lens (phone, in- person, online, mobile, social and web chat channels).
INDICATORS 2016 2017 2018 Q1 Electronic visits 2,920,406 2,543,881 685,522 Email notifications 270,316 297,923 160,583 Customer satisfaction with library public 8.1 8.0 8.1 computing services % of checkouts through self-service 83.58% 83.76% 84.1% Project Outcome Survey Results: N/A N/A N/A 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 Q1 REPORT TARGET Implement the Continue to implement Content Ongoing promotion of Pressreader Q4 2016 Content Plan improvements for streaming (access to 5000+ newspaper and Plan services to meet emerging magazine titles in over 60 languages, customer needs and priorities. in full-colour, full-page format).
Content Vendor The current contract for the supply • Timeline has been adjusted due to 2019 Procurement of library materials will expire at the Purchasing Dept. workload. end of 2018. • We will renew with our current vendor • Conduct data analysis to develop (Library Services Centre) for 2019. a four-year plan for content budget • The RFP development process will allocations. begin in Q4 2018. • Develop and issue Collections Vendor RFP.
Explore non- • Launch Playaways (a new format Completed launch of Playaways. Q1 traditional for pre-loaded talking books). lending options Expand Toy Library with launch at Q4 Aaniin branch.
Objective 2. Promote content and its power to transform lives
ACTIONS 2018 WORK PLAN 2018 Q1 REPORT TARGET Develop Content • Complete and launch Content Q2 Promotion Promotion Strategy. Strategy • Complete and launch Content Q2 Promotion Schedule. Train to Connect Digital literacy training will continue, • Camp Tech training completed. Q3 and include the use of library tools pursuant to digital literacy services/support. Continue development of MPL Edu • Continuing to develop MPLEdu Q4 modules. modules, including technology trouble- shooting. Promote • Revise Markham Reads selection • The 7th Markham Reads launched Q2 Reading and process, and include Board April 3rd with media postings inviting Literacy involvement in the selection. Markham (and Board members) to vote • Reschedule Markham Reads to from a shortlist for the “for the book that Q2. you would like everyone in Markham to • Reschedule other content-related read this Summer”. programs to fall (i.e. to align with fall • Markham Reads events/programs will releases of high-demand items). be scheduled for summer. • Finalizing the authors for IFOA.
Childhood • Launch YPAM Reading to On January 20 the Reading to Success Q1 Literacy Success partnership at Aaniin. program launched 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. Was announced by Mayor on January 20.
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Objective 3. Share Community – Created Content
ACTIONS 2018 WORK PLAN 2018 Q1 REPORT TARGET Support Content • Launch “We Came to Thornhill” Q2 Creation by the audiobooks. Community • Promote creative sharing at Aaniin.
Objective 4. Improve access to library content
ACTIONS 2018 WORK PLAN 2018 Q1 REPORT TARGET Improve Access • Review Large Print and Talking In planning stages. Q4 for the Print- Book collection profiles and ensure Disabled they meet the needs of those with a print disability. • Link improvements to the Library Older Adult Strategy & Brain Project. • Promote CELA through outreach Ongoing. to dyslexic customers, and seniors homes. • Promote Playaways, eBooks and Ongoing. Large Print collections • Engage volunteers and branch Investigating insurance issues regarding staff in outreach / homebound adult volunteers. services /CELA etc. • Train Community Librarians in CELA registration
Objective 5. Expand digital content and promote digital literacy
ACTIONS 2018 WORK PLAN 2018 Q1 REPORT TARGET Advance Investigate and evaluate alternative Investigating Overdrive e-card option Q4 Markham’s e-card options. (currently U.S. only). Digital Literacy
INDICATORS 2016 2017 2018 Q1
Physical items borrowed 4,639,052 4,487,871 1,223,942*
E-items borrowed 310,208 372,224 120,345** Project Outcome Survey N/A Outcome surveys in 4.3/5 Results: Early Childhood progress Literacy
* 9.6% increase over Q1 2017 ** 39.2% increase over Q1 2017
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STRATEGIC THEME 4. COMMUNITY LEARNING HUBS
Objective 1. Plan for the future
ACTIONS 2018 WORK PLAN 2018 Q1 REPORT TARGET Engage in City Continue to advance future library In parallel with the ILMP update, staff Q4 Community facility opportunities through are meeting with Planning and Urban Planning community infrastructure planning. Design staff regarding leisure (parks, Initiatives recreation, library) infrastructure in: • Future Urban Area/North Markham • Markham Centre Secondary Plan. • Milliken Centre Secondary Plan • Leitchcroft Revised Community Concept and Master Plan
Develop new • Conduct workshops with staff, • Completed workshops with staff and Q2 ILMP stakeholders, Council and Library stakeholders. recommendations Board. • One on one interviews with Councillors to guide future • Analyze demographic, survey and in progress. building usage data. • Launched online resident survey. programs. • Update 2010 ILMP • ILMP consultant to attend April 23rd recommendations, including Board meeting. recommendations regarding “community benefits” (s. 37 of The Planning Act), community hubs, co- locations, public service facilities in Areas of Intensification (as per 2017 Places to Grow), and self- service options (as per TPL pilot).
Prepare for future • Develop potential co-location with Staff continue to meet with Planning and Q4 co-location an YRDSB high school in the Urban Design staff regarding a high- opportunities. Future Urban Area and other school co-location in the Future Urban opportunities as they arise. Area/North Markham.
Plan a Markham Explore alternative locations for In parallel with the ILMP update, staff Q4 Centre Library Markham Centre branch. are meeting with Planning and Urban Design staff regarding the Markham Centre Secondary Plan.
OBJECTIVE 2. Renew existing facilities
ACTIONS 2018 WORK PLAN 2018 Q1 REPORT TARGET Research Usage Aaniin Post Occupancy Evaluation In planning for Q3-Q4. Q4 Patterns Expand upon CULC Space Study work.
Improve • Complete branch floorplans and Q2 Wayfinding collection layouts. • Complete instructional signage for tech equipment in branches.
Renew Library • Complete Veterans’ Square June 5th opening event is in planning Q2 Facilities Construction (north side of phase. Markham Village Library.
• Complete Unionville Shelving Q4 replacement phase 3.
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OBJECTIVE 3. Launch the Aaniin (formerly Southeast) Library
ACTIONS 2018 WORK PLAN 2018 Q1 REPORT TARGET Advance the • Support planning of Grand Opening • Planning is ongoing. Q2 Library of the event. Future Program • Celebrate Library Opening at the • Completed. through Aaniin March meeting of the Library Board. • Complete branch set-up. • Nearing completion. Design Services • Continue community engagement • Ongoing. Q4 for a Unique in South Markham. Community • Launch full program strategy. • Completed.
OBJECTIVE 4. Improve the experience
ACTIONS 2018 WORK PLAN 2018 Q1 REPORT TARGET Improve the User AODA Design Guidelines Update Starting in Q2. Q4 Experience in Project Bricks-and- Review consultant proposed Mortar Branches changes to existing guideline • Review updated guideline and checklist • Align final guideline and checklists with departmental work • Recommend demonstration project, partnership and communication opportunities where applicable oversee guideline integration into departmental work
Be Open • Present Hours Report to General Hours report was received by General Q2 Committee on March 26, 2018. Committee on March 26th. • Expand library hours in May Planning and scheduling for the new (Fridays at all branches to 6 pm; hours is in progress. Sundays 10 to 1 at Angus Glen and • Mayor is scheduled to announce new Aaniin). Sunday Library Hours at the Angus Glen Library at 12:00pm on Saturday, May 5th. Develop 2019 budget submission for In process (noting that the deadline for expanded Sunday hours at Thornhill 2019 Operating Budget and staffing Community, Milliken Mills and requests is June 29, 2018). Cornell branches. Customer Customer Relationship Management Support the procurement and Service (CRM) System (Cross-Commission implementation of a corporate CRM Project) software solution:
INDICATORS 2016 2017 2018 Q1 Customer Branch Visits 2,387,856 2,404,949 687,522* Customer Satisfaction with 8.5 8.5 8.5 Library Facilities Library Space (sq. ft.) per Capita 0.43 0.46 0.46
* 19.6% increase over Q1 2017
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FOUNDATIONAL STRATEGIES
OBJECTIVE 1. Spread the Word & Increase Market Penetration
ACTIONS 2018 WORK PLAN 2018 Q1 REPORT TARGET Explore Access • Strategy for participant data Q4 and 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 Q4. Q4 check) Survey (similar to 2014 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 card on Family Literacy Day. options & conduct • Implement online library card Investigating ecard options. Q4 membership registration. drive
Expand Analyze newsletter interest, social Q2 messaging media engagement, etc. - to channels improve/expand communication options.
OBJECTIVE 2. Clear the air: Clarify the Municipal Relationship
ACTIONS 2018 WORK PLAN 2018 Q1 REPORT TARGET Improve Role Develop Advocacy Plan for new Q4 Clarity Councillors: • Orientation re role of the Board, including Board members • Invite new Councillors to visit branches in their Wards. Collaborate & • Support Digital Democracy Supporting multiple Cross-Commission Q4 partner with Initiative. Projects: appropriate City • Continue to support City Customer • Cash Handling Policy departments to Experience Strategy. • Facility Booking (Class) and Point-Of- optimize service Sale (POS) Replacement delivery. • Learning Management System • Portal Phase 4 – City Website Redesign • Customer Relationship Management (CRM) System • Smart Cities Challenge • AODA Design Guidelines Update Project
Develop a Cash Handling Policy In progress • Support the work of the Cash Policy Sub-Group. • Create and implement MPL policy to ensure compliance in how we
46 of 73 AGENDA 6.1
ACTIONS 2018 WORK PLAN 2018 Q1 REPORT TARGET handle cash in our public service locations and functions involving any use of cash.
OBJECTIVE 3. Develop the Workforce
ACTIONS 2018 WORK PLAN 2018 Q1 REPORT TARGET Develop the Complete recruitment manual. Q2 Organization Advance Staff • Continue to develop MPL Edu, the • Planning in progress for this year’s Q4 Learning and online staff onboarding program. Staff Conference, themed Wellness Growth • Map onboarding to probationary and Community Health & Wellbeing. performance planning. • Launching a new training workshop – • Implement core competency Emotional Resilience for Service training. Professionals • Emotional intelligence training. Develop & • Implement further Digital Literacy Camp Tech training completed. Q3/4 implement digital Intensive training to support Digital skill staff training Markham Strategy. To support the Q2 DCH/DML launches: to support Digital • Embed in training calendar. • Will develop MPLEdu modules for Markham release in May. Strategy and • Coaching by Digital Literacy digital literacy Specialists.
LMS System Learning Management System Capital Ongoing multi-year procurement project – to track and manage employee process. training in a centralized system. Improve Staff • Implement recommendations for 2018 City Staff Satisfaction Survey Q3 Engagement satisfaction improvement projects, launched on March 29th, running to developed pursuant to the Staff April 13th. Staff received login codes Checkin survey, to improve to ensure anonymity, and time on shift engagement scores. to complete the survey. Management • Participate in 2018 City Staff will receive survey results in June, and Satisfaction Survey. then identify one priority area to work on improving over the rest of the year.
OBJECTIVE 4. Success Measures
ACTIONS 2018 WORK PLAN 2018 Q1 REPORT TARGET Measure Impact Implement use of adult volunteers to • Developing training for adult Q2 administer surveys. volunteers to administer outcome surveys. Develop Better Implement a Total Uses KPI Q2 KPIs approach. Implement Key Risk Indicators. • Identified 8 meta-risk categories. Q2 • Risk Inventory in progress.
Conduct Satisfaction Survey blitzes. Q1 Customer Satisfaction blitz ran from Q4 March 16th to March 30th, 2018.
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INDICATORS 2016 2017 2018 Q1 Customer Satisfaction Scores 8.7 8.7 8.6 (overall satisfaction) Customer Satisfaction Score: 8.8 8.9 8.9 satisfaction with staff Customer Satisfaction Score: 8.9 8.9 8.9 staff are knowledgeable and competent Staff Satisfaction Score: 68% 70.2% N/A Organizational Engagement Staff Satisfaction Score: Job 70.9% N/A N/A Engagement Staff Training Hours (#) – Overall N/A 2,564 220.50 Staff Satisfaction Score: 67.7% N/A N/A Satisfaction with Training Project Outcomes Results: N/A N/A 4.5/5 Improved Customer Knowledge Project Outcomes Results: N/A N/A 4.2/5 Improved Customer Confidence Project Outcomes Results: N/A N/A 4.5/5 Improved Customer Skill Development Project Outcomes Results: N/A N/A 4.3/5 Improved Customer Awareness of Library Resources
Notes: Regarding Project Outcome Surveys, the initiative to increase survey response rates was implemented in Q1 2018. Will provide full report in May.
Catherine Biss CEO & Secretary-Treasurer
48 of 73 AGENDA 7.1
TO: Markham Public Library Board
FROM: Catherine Biss, CEO & Secretary-Treasurer
PREPARED BY: Diane Macklin, Manager, Marketing & Community Development
DATE OF MEETING: April 23, 2018
SUBJECT: Policy Governance: Art Exhibit Policy
RECOMMENDATION:
That the Board receive the Art Exhibit Policy (revised Feb 2018).
BACKGROUND:
The Art Exhibit Policy was reviewed by staff as a result of concerns expressed about an exhibit held at Markham Village Library earlier in the year. A full review of the exhibit issue can be found in Item 7.1 of the February 2018 Board Agenda. The revised policy clarifies the objectives of art exhibits and improves communication regarding the value of exhibits and the Library’s goals in hosting exhibits. It outlines clear criteria for exhibiting at the Library. Changes to the policy reinforce the Library's commitment to creative expression while ensuring exhibits are relevant to the community and contribute to welcoming spaces for the community. The policy is consistent with the Library's mission, vision and values. It aligns with the Library's Strategic Plan reflecting the Library's efforts to support the creative community, and emphasizing the civic and cultural role of the Library.
Following revision of the Art Exhibit Policy, staff reviewed the existing Art Exhibit Application and Agreement and created two separate documents. The Application Form (Appendix B) is being developed as an online form. The Art Exhibit Agreement is developed and signed following a successful exhibit application and discussion with the Library. The Agreement is specific to each Exhibitor. In the attached Agreement (Appendix C) this is captured in blue type.
Attachment A: Art Exhibit Policy (revised Feb 2018) Attachment B: Art Exhibit Application Form Attachment C: Art Exhibit Agreement
Catherine Biss CEO & Secretary-Treasurer
49 of 73 AGENDA 7.1 APPENDIX “A”
ART EXHIBITS PAGE 1 OF 2
DATE OF LAST REVISION: FEB 2018 POLICY/PROCEDURE TYPE: ADMINISTRATION
REVIEW SCHEDULE: 5 YEARS
PURPOSE The purpose of this policy is to establish the conditions under which Markham Public Library (“the Library”) provides space for temporary art exhibits by artists.
SCOPE "Art Exhibits" refers to temporary exhibits of artwork. In cases of permanent gift, donation or transfer of artwork to the Library, the Gifts (Donations) and Sponsorship policy applies.
POLICY STATEMENT Through its collections, the Library provides access to a wide range of expressions of imagination, knowledge, creativity, intellectual activity and thought, in a welcoming and supportive environment. Exhibit space is also provided to local community artists for the display of their work, enabling visitors to participate in the creative life of their community and providing local artists with a valued avenue for exhibiting their work. The Library supports the principles of intellectual freedom and freedom of expression adopted by the Canadian Library Association and expressed by the Canadian Charter of Rights and Freedoms.
CRITERIA FOR ART Exhibits present a diverse Markham community with artwork and exhibits that EXHIBITS reflect a wide range of views, expressions, opinions and interests. Proposals for exhibits are accepted, evaluated and scheduled through the Library’s Marketing and Community Development Department. Proposed exhibits must be: consistent with the mission and vision of the Library relevant to community interests and issues reflective of the diverse interests of the community and fostering of community and individual expression respectful of freedom of expression and human dignity provide an opportunity for community conversations through informed discussions and respect for creative expression not in contravention of federal or provincial laws or regulations or municipal by-laws not primarily intended as advertising or soliciting for recruitment, business, political campaigning or fundraising The Library and approved exhibitors will sign an agreement detailing the rights and responsibilities of each party.
50 of 73 AGENDA 7.1 APPENDIX “A”
ART EXHIBITS PAGE 2 OF 2
ART EXHIBIT AREAS The Library consists of multiple branches, each having unique exhibition opportunities. Within buildings, Management will determine the location of exhibits. The criteria for such decisions include the facility itself and the need to provide a community gathering space. Exhibit space is offered subject to availability in conjunction with the Library’s needs, including that of maintaining all regular functions and operations throughout the period of the exhibit. The Library has the final authority over the review, selection and arrangement of all exhibitions within its facilities. Exhibits are unsupervised and are accessible to the public throughout regular operating hours except when the space is required for Library purposes. The Library is not liable for any damages, loss or theft that may occur to any component of the exhibit.
SALE OF EXHIBITED Exhibited artworks may be offered for sale, with prices established by the ARTWORKS artist. The artist is responsible for conducting any sales directly with the purchaser. The Library and its staff are not responsible for customer enquiries regarding art exhibits. Works sold will remain on exhibit throughout the designated exhibit period. Apart from an opening reception, the Exhibitor will not promote or sell their works in person at the Library. Artists must advertise in their name only, and must not imply Library sponsorship.
REQUEST TO The Library reserves the right to refuse any art exhibit, in whole or in part. In RECONSIDER the event of a refusal, a request for reconsideration may be submitted to the Manager, Marketing & Community Development. A further review may be referred to the Chief Executive Officer, who shall render a decision.
Some exhibits may include items that can be interpreted by some community members as being unorthodox, unpopular or controversial in nature. When this occurs, the Library’s display of such items does not constitute endorsement of their content but rather facilitation of their expression. Residents who object to any portion of an exhibit are required to complete a written request for the reconsideration of the exhibit.
Decisions will be communicated to the originators of the requests following completion of a formal staff review. The Library Board is the final arbiter for all exhibit reconsideration requests. RELATED DOCUMENTS Art Exhibit Application; Art Exhibit Agreement
RELATED POLICIES Gifts (Donations) and Sponsorship Policy
51 of 73 AGENDA 7.1 APPENDIX “B”
Markham Public Library Art Exhibit Application
Markham Public Library (MPL) provides free display space that allows library visitors to view and engage in the creative life of our community. Artists interested in exhibiting at MPL are invited to complete an application. Exhibits must be suitable in scale, material, form and content for the library environment and the space available for exhibiting. Exhibit space varies by location. As space is limited it may not be possible to display all artwork that is acceptable under the Art Exhibit Policy.
Prior to completing this application form please review MPL's Art Exhibit Policy (link to policy).
Please contact [email protected] for more information about exhibiting at MPL.
(* indicates required field)
*Name *Address *Phone Number Alternate Phone Number *email *confirm email
*Individual or Group application? if group indicate type of group and number of members exhibiting
Preferred location
Have you previously had an exhibit at MPL Yes/No if Yes - when / where
Name of Exhibit If no name of exhibit is provided the exhibit will be called "Works by [your name]
Number of pieces
*Average size of pieces
*Artist’s Statement and description of proposed exhibition (3 to 5 sentences)
*Artists Biography (3 to 5 sentences)
Upload samples that are representative of the artwork you would like to display in jpg, png or pdf format (minimum 5 samples) or check to discuss alternate methods of submitting artwork
52 of 73 AGENDA 7.1 APPENDIX “C”
Markham Public Library Art Exhibit Agreement
between Markham Public Library (the Library) and
(the Exhibitor)
Exhibit Title:
Exhibit Dates From: To: Exhibit Location:
General: Exhibit space is offered subject to availability, and taking into account the Library's own needs, especially the necessity to maintain all usual Library functions and operations throughout the period of the exhibit. The Library retains the right to determine suitability of any proposed exhibit and has final authority over the review, selection and arrangement of exhibits at the Library. The space provided for the exhibit is not designated as an Art Gallery and is not maintained or presented as such. The space is provided “as is”. (may be used if exhibit is within program / meeting room space or on art rail walls) Exhibits are unsupervised and are accessible to the public throughout Library open hours except when the space is required for Library purposes. (language may be more specific dependant upon factors such as location within branch and any known barriers to access) The Library will make every effort to provide the exhibit space as agreed. The Library reserves the right to reject any part of an exhibit or change the manner in which an Exhibit is displayed. Exhibits are reviewed within the context of the public space and its users. Library staff will make the final decision as to timeframes and location of exhibits. If works are for sale all transactions must be carried out between the Exhibitor and any prospective buyer. In response to inquiries from prospective buyers Library staff will provide the artist's contact information. The Exhibitor will not promote or sell their works in person in the Library with the exception of the opening reception. Works sold will remain on exhibit throughout the designated exhibit period. (agreement may also state that items are not for sale) The Exhibitor is responsible for insurance coverage of their works during the exhibition.
Installation and Removal The Exhibitor is responsible for the delivery, installation and removal of their exhibits as well as the means for hanging their work as agreed with Library staff. Where available the Library will supply chains and hooks for the hanging art system. If, during the course of the exhibit, the Exhibitor wishes to remove or replace any item, he/she must notify the Library indicating which pieces have been removed or replaced.
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If the exhibit is not removed as scheduled the Library will make every reasonable attempt to contact the Exhibitor before removing the exhibit. If the items are not collected, the Library may dispose of the uncollected items and may charge the Exhibitor for any disposal costs.
Promotion The Exhibitor is responsible for promoting the exhibit The Exhibitor may not imply Library sponsorship or that the exhibit represents any views or opinions of the Library or its employees. This includes, but is not limited to use of the Library's logo, website address, or other official marks of the Library. All in-Library promotion of the exhibit must be approved in advance by the Library The Exhibitor gives the Library permission to use the images and information submitted by the Exhibitor for the purposes of promoting the exhibit. The Library may promote the exhibit on the Library website, in media releases, social media and other promotions. The Library may also archive the exhibit on the Library website.
Opening Reception or Exhibit Program The Library will provide [name space] for a fee of [price] for the purposes of an Opening Reception on [date and time]. Exhibitor is responsible for promoting the Opening Reception. The Exhibitor is responsible for providing any refreshments. Alcoholic beverages are not permitted. Library staff will provide setup of the space Use of the space is pursuant to the Library's Room Rental Policy.
I have read and understand this Agreement and the Art Exhibit Policy. For myself, or on behalf of the group I represent, I agree to abide by the requirements of this Agreement.
I certify that the works exhibited are original (i.e. not copies of works by other visual artists) and that I have the right and authority to exhibit them.
Signed for the Exhibitor: Signed for the Library:
Name: ______Name:
Signature: ______Signature:
Date: ______Date:
54 of 73 AGENDA 7.2
TO: Markham Public Library Board
FROM: Catherine Biss, CEO & Secretary-Treasurer
PREPARED BY: Larry Pogue, Director, Administration
DATE OF MEETING: April 23, 2018
SUBJECT: 2018 Library Capital Budget Report
RECOMMENDATION:
That the Library Board adopts the 2018 Capital Budget of $2,850,400 for the Library’s portion of the City of Markham’s 2018 Capital Budget; and,
That staff be authorized and directed to do all things necessary to give effect to this resolution.
PURPOSE:
To request that the Board adopts the Library’s 2018 Capital Budget. Board approval of the annual budgets is required for auditing purposes.
BACKGROUND:
The Library participated fully in the City’s annual budget process this year through the submission of its 2018 Capital requirements. With the assistance of Financial Services staff, estimates were adjusted and some projects were deferred or amended in order to align with the Corporation’s guidelines.
Markham Council approved the City’s 2018 Budget on December 12, 2017, including a tax rate increase of 2.90%, consisting of 1.94% for day-to-day operating costs and a 0.50% infrastructure investment to support the life cycle reserve. The remaining 0.46% was established to support the provincial Bill 148, Fair Workplaces, Better Jobs Act, 2017.
Appendix “A” provides a detailed breakdown of the Library’s 2018 Capital Budget projects, along with brief project descriptions. As can be seen, Library Collections are included in the Capital Budget and represent the largest component of this budget.
Catherine Biss CEO & Secretary-Treasurer
ATTACHMENTS: Appendix “A” – 2018 Library Capital Budget Projects
55 of 73 APPENDIX “A” – 2018 LIBRARY CAPITAL BUDGET PROJECTS AGENDA 7.2
Project # Project Name Budget Brief Project Description ($) 18195 Customer Service Improvement 52,800 Additional funding request for e-resources, which are in high demand and are (Phase 4 of 5) more expensive than print resources. E-Resources are purchased in USD, and the decline in the CAD has eroded MPL’s ability to meet public demand for e-products. 18196 Library Collections 2,659,400 Library Collections are a core MPL service provided to the community. This project will fund the purchase of new materials, new collections and the replacement of damaged and withdrawn books. 18197 Replace Library Furniture, Equipment 138,200 Annual program to replace damaged/worn/outdated furniture, equipment & & Shelving shelving. Planned expenditures include phase 2 of a multi-year replacement of shelving at Unionville Library and furniture replacements at other locations.
TOTAL 2,850,400
56 of 73 AGENDA 7.3
TO: Markham Public Library Board
FROM: Catherine Biss, CEO & Secretary-Treasurer
PREPARED BY: Larry Pogue, Director, Administration
DATE OF MEETING: April 23, 2018
SUBJECT: 2018 Library Operating Budget Report
RECOMMENDATION:
That the Library Board approves the 2018 City of Markham Grant in the amount of $12,801,992; and,
That the Board approves the 2018 Library Operating Budget consisting of Library Income in the amount of $1,087,398, and Operating Expenditures (excluding Personnel Ramp-ups) in the amount of $13,889,390; and,
That upon finalization of the 2017 Library audited financial statements, the 2018 Operating Budget be adjusted to reflect the 2017 operating results; and,
That the above figures be subject to further adjustment as required throughout the year based on information received from the City of Markham; and,
That Staff be authorized and directed to do all things necessary to give effect to this resolution.
PURPOSE:
To request that the Board approves the City of Markham Grant and the Library’s Operating Budget for 2018. Board approval for the annual Operating Budget is required for auditing purposes.
BACKGROUND AND DISCUSSION:
The Library CEO worked closely with City of Markham staff in developing the 2018 Operating Budget within the Corporation’s guidelines. Markham Council approved the City’s 2018 Budget on December 12, 2017, including a tax rate increase of 2.90%, consisting of 1.94% for day-to-day operating costs and a 0.50% infrastructure investment to support the life cycle reserve. The remaining 0.46% was established to support the provincial Bill 148, Fair Workplaces, Better Jobs Act, 2017.
The approved 2018 City budget figure of $456.17M covering all departments includes operating funding for the Markham Public Library. This year the Library has a net budgetary increase of $1,854,649 due largely to service growth – the opening of Aaniin Library in 2017.
The table below outlines the Library’s 2018 Operating Budget. Explanations for all changes are provided in Appendix A, “2018 Library Operating Budget Adjustments – Explanations & Comments.”
57 of 73 AGENDA 7.3
2018 LIBRARY OPERATING BUDGET SUMMARY
2018 2017 Acct Description Budget Budget Library Income - Total $ (1,087,398) $ (1,099,716) Operating Expenditures $ 13,889,390 $ 12,047,059 Net Expenditure (City of Markham Grant) $ 12,801,992 $ 10,947,343
2018 LIBRARY INCOME – DETAIL
20182017 Acct Description BudgetBudget 8300 Province of Ontario Grant $ (228,778) $ (228,778) 8800 Program Registration Fees $ (351,525) $ (363,843) 8801 New Memberships $ (10,594) $ (10,594) 8884 Fines & Fees $ (358,428) $ (358,428) 8899 Other Service Charges $ (2,017) $ (2,017) 8999 Program Room Rentals $ (49,770) $ (49,770) 9115 Vending Machines $ (1,400) $ (1,400) 9146 Photocopying $ (19,700) $ (19,700) 9199 Miscellaneous Sales $ (65,186) $ (65,186) TOTAL $ (1,087,398) $ (1,099,716)
2018 LIBRARY OPERATING EXPENDITURES – DETAIL
20182017 Acct Description BudgetBudget 3000 Salaries and Benefits $ 11,857,762 $ 10,097,851 4010 Printing & Office Supplies $ 38,175 $ 38,175 4272 Program & Operating Expenses $ 126,262 $ 126,262 4290 Other Operating Expenses $ 5,862 $ 5,862 5000 Utilities $ 175,817 $ 173,427 5100 Communications $ 103,180 $ 88,680 5200 Travel Expenses $ 43,720 $ 43,720 5250 Staff Training $ 57,017 $ 57,017 5300 Contracts & Service Agreements $ 323,200 $ 224,200 5400 Maintenance & Repairs $ 231,208 $ 231,208 5510 Rental/Lease (Copiers) $ 15,108 $ 15,108 5560 Insurance $ 11,963 $ 11,963 5600 Professional Services $ 51,897 $ 51,897 5700 Licenses, Permits, Fees, Service Charges $ 20,300 $ 20,300 5800 Promotion & Advertising $ 33,147 $ 33,147 5900 Occupancy Costs (Community Centre Branches) $ 814,308 $ 814,308 6000 Office Equipment & Furnishings $ 4,000 $ 4,000 7800 Miscellaneous Expenses $ (23,536) $ 9,934 TOTAL $ 13,889,390 $ 12,047,059
58 of 73 AGENDA 7.3
Catherine Biss CEO & Secretary-Treasurer
ATTACHMENTS: Appendix A: 2018 Library Operating Budget Adjustments – Explanations & Comments
59 of 73 Appendix A: 2018 Library Operating Budget Adjustments – Explanations & Comments
(1) Library Income: Change from Acct Description last yr ($) * Explanations / Comments 8800 Program Registration Fees 12,318 Reduction in revenue expectation based on review of recent annual actuals.
TOTAL 12,318
* - Bracketed numbers indicate budgetary increases / un-bracketed numbers indicate decreases.
(2) Library Operating Expenditures: Change from Acct Description last yr ($) * Explanations / Comments 3000 Salaries & Benefits 1,759,911 Personnel ramp-up (funding for growth-related positions) has been added to this budget to fund the new full time and part time positions at Aaniin Library Cost of living increases added include those related to the increase in minimum wage to $14.00/hr effective Jan. 1st, affecting the Page group. Union and Non-union wage increases include a 1.675% increase effective April 1, 2018. 5000 Utilities 2,390 Increase based on budget forecasts for 2018 as determined by Financial Services. 5100 Communications 14,500 Increase due to growth (Aaniin Library) – an additional stop for the courier and increased volume of materials. 5300 Contracts & Service 99,000 Increase due to growth (Aaniin Library). Agreements 7800 Miscellaneous Expenses (33,470) Lump sum decrease entered by Finance, to be re-allocated to other budget lines later this year. This decrease is offset by increases in Salaries & Benefits and other Non-Personnel adjustments.
TOTAL 1,842,331
* - Un-bracketed numbers indicate budgetary increases / bracketed numbers indicate decreases.
60 of 73 AGENDA 7.4
TO: Markham Public Library Board
FROM: Catherine Biss, CEO & Secretary-Treasurer
PREPARED BY: Diane Macklin, Manager, Marketing & Community Development
DATE OF MEETING: April 23, 2018
SUBJECT: Use of Corporate Resources for Election Purposes
RECOMMENDATION:
That the Board adopt the City of Markham’s Use of Corporate Resources for Election Purposes Policy and;
That Staff be authorized and directed to do all things necessary to give effect to this resolution.
BACKGROUND:
The Municipal Elections Modernization Act made changes to the Municipal Elections Act which now requires municipalities and local boards to set out policies on the use of municipal and board resources during an election:
Use of municipal, board resources 88.18 Before May 1 in the year of a regular election, municipalities and local boards shall establish rules and procedures with respect to the use of municipal or board resources, as the case may be, during the election campaign period. 2016, c. 15, s. 56.
The Municipal Affairs Act, Subsection 1(1) defines the term local board as: “local board” means a school board, municipal service board, transportation commission, public library board, board of health, police services board, planning board, or any other board, commission, committee, body or local authority established or exercising any power or authority under any general or special Act with respect to any of the affairs or purposes, including school purposes, of a municipality or of two or more municipalities or parts thereof;
As the City of Markham Public Library Board is encompassed by the definition of “local board” it is required to establish rules and procedures with respect to the use of Board resources.
The City of Markham’s Use of Corporate Resources for Election Purposes Policy (Appendix A), adopted by Council in January 2018, applies to all members of Council, candidates and City staff. This comprehensive policy provides direction on the use of City resources with respect to election-related matters to ensure a fair and transparent election process.
City resources is defined as including budgets, City facilities, City staff, and City funded programs and services including but not limited to communications, websites or domain names, City computer networks and related IT systems.
Given that the MPL Board is appointed via the City and Council, and that the term and composition of the Board is tied to municipal elections it is recommended that the Board adopt the City’s Policy. By adopting the City policy it is understood that references to Councillors,
61 of 73 AGENDA 7.4
City Staff, corporate resources, City funds, City owned equipment or facilities apply to Library staff and Library Board members, Library resources and Library budgets.
Catherine Biss CEO & Secretary-Treasurer
62 of 73 AGENDA 7.4 Appendix A Corporate Policy Template v04-05-13
Use of Corporate Resources for Election Purposes
Policy Category: (Follow corporate standard to be developed) Policy No.: (Follow corporate standard, Implementing Procedure No.: (Follow assigned by Clerk’s Dept.) corporate standard, assigned by Policy Author) Approving Authority: Effective Date: Council 2017
Approved or Last Reviewed Date: Next Review Year: N/A 2021 Area(s) this policy applies to: Owner Department: Council Members, City Staff Legislative Services & Corporate Communications
Related Policy(ies): • Council Code of Conduct • Code of Ethics and Conduct • Business Expense and Conference Policy • Accountability & Transparency Policy • Municipal Elections Act Note: Questions about this policy should be directed to the Owner Department.
1. Purpose Statement (Outline why the organization is issuing the policy and its desired effect or outcome of the policy) The purpose of this Policy is to provide City Councillors, City Staff and City Volunteers with guidelines on the use of Corporate resources for election purposes to ensure compliance with the Council Code of Conduct, the Municipal Elections Act, 1996, (the “Act”), and other applicable Federal and Provincial legislation. This Policy should be interpreted as a general prohibition against the use of Corporate resources for any election related purpose.
2. Applicability and Scope Statement This Policy applies to City Councillors, City Staff and City Volunteers who are running for office, or assisting someone who is running for office, in municipal, regional, school board, provincial, or federal elections (or who have been acclaimed) or who seeking a political party leadership or nomination. Nothing in this Policy prevents the Mayor or Councillors from performing their legislated duties or inhibits them from representing constituent interests throughout their entire term of office.
3. Background The Act prohibits a municipality from contributing resources to a Candidate on the basis that the use of Corporate resources would provide a distinct advantage to Candidate(s) able to access them. Corporate resources include discretionary budgets, City facilities and equipment, City Staff, City Volunteers and City funded programs and services. Corporate resources also include City funded communication resources, which include but are not limited to, any material sponsored, printed or distributed by the City, the City's voice mail system, websites or domain names that are funded by the City, and the City's computer network or related IT systems. It is the responsibility of City Councillors, City Staff and City Volunteers to follow the protocol outlined in this Policy to ensure a fair and transparent election process.
Page 1 of 6 63 of 73 AGENDA 7.4 Appendix A Use of Corporate Resources for Election Purposes
Policy No.: Implementing Procedure No.:
4. Definitions
“ACT” means the Municipal Elections Act, 1996, as amended
"CANDIDATE" means any person who has filed the prescribed nomination form to run in a Municipal, Regional, School Board, Provincial or Federal Election or By-Election or for a position in a political party.
“CAMPAIGNING” means any election-related activity for the purpose of supporting or opposing the Election of a Candidate or a question on the ballot, and includes, without limiting the generality of the foregoing, the production and distribution of materials (paper and electronic), advertising (including any form of electronic advertising), any form of promotion (including by means of social media), display of signage, etc.
“CITY” means The Corporation of the City of Markham.
“CITY STAFF” means an individual who is hired on a temporary, part-time, contract, or permanent basis by the City, and receives financial payment from the City for their employment.
“CITY VOLUNTEER” means an individual who performs duties on behalf of Councillors or the City and who does not receive financial payment from the City for their work as a volunteer.
“CITY CLERK” means the City Clerk and Returning Officer of the City.
“COUNCIL” means the Council of the City.
“COUNCILLOR” means a Member of Markham City Council.
“DISCRETIONARY EXPENSE” is an expense that is incurred by an individual COUNCILLOR and is charged to an individual Councillor’s discretionary account. The responsibility for determining the appropriateness of a Discretionary Expense rests with the individual Councillor.
“ELECTION” means an Election or By-Election at the Municipal, School Board, Regional, Provincial, or Federal level of government, political party nomination contest or leadership contests, or the submission of a question or by- law to electors.
Page 2 of 6 64 of 73 AGENDA 7.4 Appendix A Use of Corporate Resources for Election Purposes
Policy No.: Implementing Procedure No.:
“ELECTION PERIOD” means the official campaign period of a Municipal, Regional, Provincial or Federal Election, By- Election or political party contest as outlined below:
Regular Municipal Election The Election Period commences on the first day nominations may be filed and (includes Local Councillors, ends on Voting Day. Regional Councillors, Regional Chair and School Board Offices) Municipal By-Election The Election Period commences on the first day nominations may be filed and (includes Local Councillors, ends on Voting Day. Regional Councillors, Regional Chair and School Board offices) Provincial or Federal The Election Period commences the day the writ for the Election is issued and Elections ends on Voting Day. Provincial party leadership The Election Period commences with the date of registration as a Candidate and nomination contests with the Chief Electoral Officer of Ontario and ends after the date fixed for the leadership vote as filed with the Chief Electoral Officer of Ontario. Federal party leadership The Election Period commences when a contestant first receives contributions, and nomination contests incurs expenses or borrows money or is deemed to be a contestant in accordance with sections 478.2 (2) and 476.2 of the Canada Elections Act and ends with the date of selection.
“ELECTION RELATED” means anything that relates directly to an Election.
“NEWSLETTER” means a printed or electronic publication produced and distributed by or on behalf of a Councillor (and using City Resources) to provide information to constituents.
"NOMINATION DAY" is the date in a regular Election or a By-Election (as defined in Municipal, Provincial or Federal legislation) where nominations close.
“NOMINATION PERIOD” is the period of time between the Opening of Nominations and Nomination Day in a regular Election or a By-Election (as defined in Municipal, Provincial or Federal legislation).
“OPENING OF NOMINATIONS” is the first date in a regular Election or a By-Election (as defined in Municipal, Provincial or Federal legislation) where nominations can be filed.
“REGISTERED THIRD PARTY” means an individual or corporation as defined Municipal, Provincial or Federal legislation.
5. Policy Statements
Page 3 of 6 65 of 73 AGENDA 7.4 Appendix A Use of Corporate Resources for Election Purposes
Policy No.: Implementing Procedure No.:
1. GENERAL PROVISIONS 1.1. Pursuant to the Act, the City shall not make a contribution, including money, goods and services, to any Candidate, Registered Third Party or a supporter of a question on the ballot during an Election. 1.2. Candidates may not use Corporate resources, including City communication resources, for Election purposes. 1.3. City Staff may not work in support of a Candidate during their normal working hours, unless they are on a leave of absence without pay, lieu time, float day, or vacation leave. 1.4. City Staff may not use Corporate resources, including City communication resources, for the purpose of Campaigning for, or assisting in the campaign, of a Councillor(s) and/or Candidate(s). 1.5. Councillors who are also Candidates shall comply with the Council Code of Conduct, including but not limited to sections 9, 12 and 13, and shall not use their influence to compel staff to assist in the campaign of a Councillor. 1.6. Candidates may not undertake any Election Related activities or Campaigning in the workplace. 1.7. Candidates may not undertake any Election Related activities or Campaigning on any City property unless permitted under Section 2 of this policy. 1.8. City Staff may not canvass, or work in support of, a Candidate or political party while wearing a City uniform, badge, crest or other item identifying them as City Staff, or while using a City owned or leased vehicle. 1.9. Candidates are prohibited from including the City logo, Coat of Arms, slogan, or Corporate program identifiers on any Election Related materials, or related websites, except in the case of a link to the City’s website to obtain information about the Municipal Election. 1.10.Councillors and City Staff may not use any City printers and/or photocopiers or paper to produce Election Related material. Once a Candidate has filed their nomination paper their printing and/or photocopying levels shall not exceed the monthly average from the previous year as determined by the City Clerk. 1.11.Candidates are prohibited from using any photographs produced for and owned by the City for any Election Related purposes, unless prior permission is granted by the City Clerk. 1.12.Councillors are responsible for ensuring that any communication material, including printed materials such as Newsletters, advertising etc. funded by the City, do not contain any Election Related content. 1.13.Links to any personal or Election websites, or social media sites will be removed from the City owned website after a Candidate has filed his or her nomination papers, except where deemed appropriate by the City Clerk for the purpose of promoting awareness of the Election to voters.
2. CAMPAIGN ACTIVITIES AT CITY OWNED AND/OR OPERATED FACILITIES
2.1. Candidates and Registered Third Parties may not display any Election Related material or undertake any Campaigning at City facilities, except under the following circumstances: 2.1.1. The facility is a City owned long-term care facility, in accordance with the Long Term Care Act, 2007.
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Policy No.: Implementing Procedure No.:
2.1.2. Candidates may use any City owned facility that provides for public rentals, with the exception of the Civic Centre, provided the application process for use of the facility is followed, and that all applicable fees for use of the facility are paid. 2.1.3. Candidates and Registered Third Parties will set up and remove all Election Related material, including but not limited to, signs, posters, and other campaign material within the allotted rental period; and, 2.1.4. Election Related material can only be displayed within the rented area designated within the rental agreement. 2.2. Candidates and Registered Third Parties are not permitted to use the Civic Centre to undertake any Election Related activities or Campaigning. 2.3. Candidates and Registered Third Parties are not permitted to rent City facilities for Election Related activities or Campaigning while there is a Voter Assistance Centre or Voting Location operating out of the facility.
3. PROCEDURES FOR MAYOR & MEMBERS OF COUNCIL DURING AN ELECTION PERIOD
3.1. Constituent information (including email and mailing addresses) collected by Councillors as part of their constituent communications shall not be used for Election purposes. 3.2. The budgets for Councillors in a Municipal Election year will be restricted to 11/12ths of the approved annual discretionary budget amount with the provision that: 3.2.1. Councillors are restricted to 6/11ths of their discretionary budget from January 1 until May 1. 3.2.2. Newly elected Councillors are allocated a budget equal to 1/12th of the approved discretionary budget amount for the month of December. 3.2.3. Re-elected Councillors will have access to the remainder of the year’s approved discretionary budget the day after Voting Day. 3.3. The budgets for the Mayor and Councillors seeking Provincial or Federal Election will be prorated based on the month the Election occurs. 3.4. Councillors will be limited to one Newsletter in a Municipal Election year and Regional Councillors will receive half of their allotted annual budget for newsletters in a Municipal Election year. Councillor Newsletters must be produced and distributed to Canada Post before May 1. Regional Councillor Newsletters must appear in the publication before May 1 in a Municipal Election. 3.5. The following will be discontinued on May 1 for Councillors who intend to be Candidates in a Municipal Election year until the day after Voting Day (if a Councillor is not registered for re-election by Nomination Day these provisions do not apply): 3.5.1. Newsletters or other ward-wide communication, unless specifically authorized by Council; 3.5.2. All forms of advertising, including municipal publications; 3.5.3. All printing or high speed photocopying and distribution of such materials; 3.5.4. The ordering of stationery; and, 3.5.5. The ordering or moving of office furniture and furnishings, except those of an emergency nature.
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Policy No.: Implementing Procedure No.:
3.6. Councillors and Candidates may not: 3.6.1. Print or distribute any material paid for with City funds (or produced with the use of City owned equipment, resources or facilities) that makes reference to any other Councillor or individual who is a Candidate in an Election; 3.6.2. Print or distribute any material paid for with City funds (or produced with the use of City owned equipment, resources or facilities) that identifies that a Councillor or any other individual will be running in an Election; 3.6.3. Use the City’s voice mail system to record Election Related messages; 3.6.4. Include any Election Related material on websites or domain names that are paid for by the City; 3.6.5. Use mobile communication devices, including but not limited to smartphones, cell phones (including Bring Your Own Device and tablets), that are paid for by the City for any Election Related purpose or Campaigning, unless the City is reimbursed; 3.6.6. Use the services of any City Staff to assist in any communication activity related to the preparation or distribution of campaign materials or events or enable a City Staff to undertake any Election Related activities that is prohibited in this policy on behalf of the Councillor or Candidate; and, 3.6.7. Hold a Ward or community meeting between May 1 and Voting Day, in a Municipal Election year, unless authorized by Council.
6. Roles and Responsibilities The Legislative Services and Corporate Communications Department is responsible for reviewing this Policy as appropriate. It is the responsibility of all Candidates, Councillors, City Staff and City Volunteers to adhere to this Policy. Should a complaint arise regarding the alleged use of Corporate resources in contravention of this Policy, the City Clerk or their designate shall have the authority to investigate and resolve the complaint. If a breach of this Policy is confirmed, the applicable Candidate, Councillor, City Staff person or City Volunteer will be required to personally repay any of the costs associated with the breach. In addition to repayment resulting from a breach of this Policy, Candidates, Councillors and/or City staff could be subject to an investigation under the applicable Council Code of Conduct or Code of Ethics and Conduct applying to all City Staff.
Page 6 of 6 68 of 73 AGENDA 10.1
TO: Markham Public Library Board
FROM: Catherine Biss, CEO & Secretary-Treasurer
PREPARED BY: Michelle Sawh, Manager, Service Delivery
DATE OF MEETING: April 23, 2018
SUBJECT: Accessibility Services
RECOMMENDATION:
That the Board receives the report “Accessibility Services”.
ACCESSIBILITY SERVICES AT MARKHAM PUBLIC LIBRARY
Markham Public Library strives to serve every member of the Markham community regardless of abilities. We have accessible facilities, collections, programs and technology to meet the needs of all Markham residents including those with special needs, such as the print or physically disabled.
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ACCESSIBLE COLLECTIONS MPL’s collection for the print disabled includes physical Large Print and Talking Books, along with Electronic resources (eBooks and eAudiobooks) that have accessibility features built in for customers to customize based on their needs.
Large Print Books Books with larger text Available at all branches Include a variety of best-sellers, fiction and non-fiction for all ages Circulation in 2017: 57,115
Audio Books Audio recordings of popular fiction and non-fiction books for all ages on CD and Playaway formats Circulation in 2017: 45,380
Electronic Resources The look of eBooks on our multiple platforms can be customized based on the needs of the customer. For example, they can zoom in or enlarge the text of the book for easier reading. eAudiobooks are available for customers to listen to in a wide range of fiction and non-fiction titles. Circulation of eBooks in 2017: 235,895 Circulation of eAudiobooks in 2017: 53,320
Centre for Equitable Library Access A partnership with the CNIB, the Centre for Equitable Library Access, or CELA for short, provides a large collection of resources for individuals with a perceptual disability.
Customers can choose to access different CELA resources, and depending which resources they choose, they will manage their account differently: Having physical media (DAISY CDs, Braille, etc.) mailed to their homes free of charge. o If customers choose to go this route they can either choose items on their own (by placing holds in CELA’s catalogue) or ask that CELA choose the items based on the customer’s reading preferences (or a combination of both). o Physical materials will come with a postage-paid pre-addressed envelope which they are responsible for using to return the items via the mail. Access only the digital content via CELA’s website. o In this case, customers will choose the content on their own. Access both physical media and digital content. o In this case, customers will choose the content (both types) on their own (with the option of having an automated profile set up).
Customers can request CELA services in one of two ways: They can call or visit an MPL branch and request to be signed up; CNIB will forward MPL the contact information for any CNIB client who expresses an interest in library service. Once the library has the person's contact information they will contact the person to sign them up for an MPL card, as well as offering to sign them up for access to CELA.
Educators can also access CELA resources on behalf of their students through the Educator Access Program (EAP). EAP is available for elementary, secondary and post-secondary educators. The Educator needs to have a valid MPL library card in order to register for Educator Access. Educators can sign up for CELA for a one year term. Educators can access material in the CELA collection (both physical and digital) for their students. CELA’s collection is curriculum-based but does not include specific text books.
One of the most appreciated features of CELA is that they deliver items straight to the customer’s home.
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This is a great feature for any individuals who are unable to get to the branch (or unable to visit as often as they would like). Returning the books is just as easy: turn the envelope they came in inside out and insert the CDs, then drop the whole package in the mail. The package is returned to CELA and there are no due dates to worry about.
CELA Stats for 2017: Members Registered in 2017: 26 Total Circulation of CELA Items: 6,988
Homebound Service MPL provides access to resources for customers that are homebound due to limited mobility. This service is provided both to customers who have a friend or neighbor who is available to pick up their items for them, or to customers who require us to deliver the items directly to their homes. We also deliver some library items to senior’s facilities for the residents to make use of.
Library staff manage the borrowing profile for the customer and select items for them to read based on that profile. Once the items are selected, they are sent to the customer for an extended loan period of 6 weeks (as opposed to the normal 3 weeks).
While we have limited numbers using this service currently and have limited capacity to deliver items to homes without the use of volunteers, we are working with Canada Post to mail the items to homebound customers at a much reduced price.
In 2017, MPL served 54 homebound customers and delivered 487 items to those customers.
ACCESSIBLE TECHNOLOGY MPL has many assistive devices that print disabled customers can use to access our collections. We also have Text TTY for those with hearing loss.
Assistive devices at MPL include the following: Daisy Players: DAISY is a digital talking book standard, developed by an international consortium of libraries that serve people who are blind or have print-related disabilities. The DAISY standard was developed in order to enable a person who is blind or print disabled to access the information in a book with the same ease with which a sighted person accesses information in a print book. The device has controls for variable tone, volume, and speed, and can be adjusted to suit each client's needs. Customers can play music CDs and MP3 audio CDs. The sound is crisp and clear. MPL has a small collection of these devices that customers may borrow for an extended loan period in order to use at home.
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Kurzweil computers provide scanning, reading and writing software for people with learning disabilities or reading difficulties. The technology allows users to scan a text document and have it read aloud. ZoomText magnifies the text on the computer screen and can read text aloud as well. The software may be used to access any function on the computer, including the Internet, the Library’s digital resources and the online catalogue. BrowseAloud is assistive technology software that adds text-to-speech functionality to websites. BrowseAloud adds speech and reading support tools to online content to extend the reach of websites for people who require reading support.
BrowseAloud ZoomText
TextTTY: A TTY is a device that lets people who are deaf, hard of hearing, or speech-impaired use the telephone to communicate, by allowing them to type messages back and forth to one another instead of talking and listening. A TTY is required at both ends of the conversation in order to communicate.
Accessible Keyboards: These large character keyboards are available for customers who require them on our Public Access Computers in the branches.
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ACCESSIBLE PROGRAMS
Over the years, MPL has offered many programs to meet the needs of those that are differently abled. For example, this year we introduced a new program to better engage our adult community with special needs. We wanted this new program to be sustainable, easy to deliver, with minimal prepping/planning time. We wanted to ensure the learning outcomes were beneficial for the participants so we created a program called “Adapted Computer Keyboarding”. This program uses typingclub to help participants learn and improve their computer/typing skills. We have a typingclub license that we use for the Learning Place programs. This web-based software/learning platform allows participants to learn independently, at their own pace, through the responsive, gamified, and interactive platform. In addition to the self-learning experience, we introduced a number of mini lessons to enhance the program experience. Some of these mini lessons include internet safety, digital citizenship, digital literacy, cyberbullying, Microsoft Excel, how to create a budget, PowerPoint 101, using social media, and sending emails with attachments.
We also offered a community program facilitated by Community Living York South which included Social Skills (interpersonal relationships) Social Club, Arts and Decorating, and an Adapted book club. This group also offered some training for caregivers and parents such as “Introduction to Autism” and “Crisis Prevention and Intervention”. Other programs offered last year through partnerships, were: a Parent Support Group, Adaptive First Aid basics and a Social Group for Boys.
All Library programs can be made accessible for children with disabilities by Library staff working with caregivers, personal support workers, inclusion counselors and volunteers.
Catherine Biss CEO & Secretary-Treasurer
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