MILTON PUBLIC LIBRARY / TOWN OF MILTON

LIBRARY MASTER PLAN

Final Report May 2008

Libraries mbpc in In Monteith Brown association planning consultants with Transition Table of Contents

TABLE OF CONTENTS

Section One: Introduction 1 1. Destiny Milton 2 1 2. The Library Master Plan 1

Section Two: Description of the Library & the Community 3 1. Mission Statement & Library Roles 3 2. Library Organization 7 3. Library Facilities 8 4. Library Collections & Usage 10 5. Local Context 11

Section Three: Strategic Plan Goals & Directions 16

Section Four: Library Facility Action Plans 19 1. Current Situation 19 2. Space Needs & Distribution 20 3. Recommended Library Space Provision Strategy 22 4. Action Plans 25

Section Five: Library Service Delivery Action Plans 26 1. Overview 26 2. Service Delivery Areas 27 3. Action Plans 31

Section Six: Implementation & Phasing 35 1. Overview 35 2. Action Plans not Covered by Sections 4 and 5 37 3. Implementation Strategy 38

Appendix A: Demographic Profile B: Library Trends & Best Practices C: Public & Internal Input D: Mission Statement & Roles of the Milton Public Library E: Facility Needs Assessment F: Service Delivery Assessment

i Library Master Plan – Destiny Milton 2 Town of Milton / Milton Public Library – May 2008 Section One: Introduction

SECTION ONE: INTRODUCTION

1. DESTINY MILTON 2

Destiny Milton 21 (DM2) is the broad vision for Milton for the next ten years, setting priorities for Milton's quality of life and service delivery. It will guide and provide context for all short and long-term planning for the Town through the implementation of Service Area Plans to ensure that the right services are being delivered to Milton's growing population.

This Library Master Plan is one of the seven Service Area Master Plans that will identify how services are to be delivered based on the context established by DM2. All the initiatives conducted as part of Destiny Milton 2 will culminate in the development of the Town’s overall Strategic Plan, which is intended to guide municipal decision making at a corporate level, a departmental level, and a personal staff level.

2. THE LIBRARY MASTER PLAN

The purpose of the Library Master Plan is to identify future directions that reflect the key roles and values of today’s users (while forecasting the anticipated requirements of the residents who are not yet here), suitable for a community of the proposed size and location such as Milton. In short, the Plan establishes a collective community vision for library services, programs, and facilities in the Town of Milton.

1 Adopted by Town Council on June 26, 2006.

1 Library Master Plan – Destiny Milton 2 Town of Milton / Milton Public Library – May 2008 Section One: Introduction

Specifically, the Master Plan builds upon the goals, directions, and initiatives identified by Destiny Milton 2 by developing action plans to ensure that the right services are being provided to a growing population. An emphasis is placed on developing a pragmatic 3- Year Action Plan that identifies high priority initiatives (including costs, timing, funding sources, and staffing/resourcing); however, a longer view to the year 2016 is taken where necessary.

The Library Master Plan is organized into the following sections:

Section 1: Introduction Describes the purpose and organization of the Master Plan. Section 2: Description of the Library & the Community Provides a ‘snapshot’ of the Library, a description of recent initiatives, and a discussion of the factors affecting current and future needs. Section 3: Strategic Plan Goals & Directions Contains a description of the relevant goals and directions from Destiny Milton 2. Section 4: Library Facility Action Plans Identifies the action plans related to library facility development. Section 5 Library Service Delivery Action Plans Identifies the action plans related to library programming, services, collections, organization, etc. Section 6: Implementation & Phasing Identifies the priority and timing of each action plan.

2 Library Master Plan – Destiny Milton 2 Town of Milton / Milton Public Library – May 2008 Section Two: Description of the Library

SECTION TWO: DESCRIPTION OF THE LIBRARY & THE COMMUNITY

1. MISSION STATEMENT & LIBRARY ROLES

The importance of public libraries is spelled out in recognized publications such as Long Overdue (Public Agenda, 2006), Realizing Our Full Potential (Association Resource Centre Inc., 2003), and Ontario Public Libraries Market Survey (Market Probe Canada, 2006). These studies and a variety of other sources suggest the following: • Libraries are at the heart of a strong, well-informed community; • Libraries are accessible and welcoming to all; • Libraries provide free, unlimited, and universal access to knowledge, culture, and information; and • Libraries are even more important now than ever before as the power of knowledge translates into greater socio-economic benefits.

Despite the proliferation of electronic media and the Internet over recent years, it is essential to continue to stress the importance of physical library systems. Public libraries are leaders in the adoption of advanced technological applications; however, the “virtual library” is still many years away, and they may never totally replace the actual functions or “human” qualities of a physical library. Public libraries are more than just a source of information – they are integral institutions with far-reaching implications. The Milton Public Library should strive to maintain a healthy and responsive library system for these very reasons.

In recognizing the numerous benefits of public libraries, it is strongly recommended that the Milton Public Library be provided with adequate financial support to implement the action plans of this Library Master Plan during the next ten year (2006-2016) planning period.

3 Library Master Plan – Destiny Milton 2 Town of Milton / Milton Public Library – May 2008 Section Two: Description of the Library

The Milton Public Library’s (MPL) current “Mission Statement” was developed in the 1980s and reaffirmed in the 1990s through separate strategic planning processes. Four predominant “Roles” were also defined for the Milton Public Library in the 1980s. These roles were taken from a selection of roles suggested by the American Library Association.

The development of a new Master Plan for Library Services presents an opportunity to make adjustments to the Mission Statement and Library Roles in order to ensure that they are properly aligned with the present and future directions of the Library. The need to revise the MPL Mission Statement and Roles has been brought about as a result of changes in society, technology, information needs, the economy, and community characteristics. Some of these factors include: • the Library’s transition to a multi-branch system; • services provided by others and the benefits of partnerships; • the growing perception of the Library as a community gathering space; • demand for – and increasing options with regard to – technology and automation; • demographic changes, including rapid population growth (particularly younger families, commuters, and ethnic populations); • heightened expectations of patrons; and • shifts in employment and growth in demand for business resources.

This matter is discussed in brief below and more fully in Appendix D.

Suggested Revisions to the MPL Mission Statement

A mission statement is a clear, concise, and realistic observation of the Library’s reason for being. It should be referenced when making important decisions about what activities and services to provide, what markets to serve, what new initiatives to focus on, what partners to co-operate with, what to emphasize in developing a collection policy, and so on. It can create clarity, inspire and motivate volunteers and staff, and create unity, particularly if it has been put together with the assistance of staff and board members.

4 Library Master Plan – Destiny Milton 2 Town of Milton / Milton Public Library – May 2008 Section Two: Description of the Library

The following is the new Mission Statement recommended for the Milton Public Library:

Recommended Mission Statement The Milton Public Library is committed to nourishing growing minds, promoting the love of reading, and providing a gateway that connects people, ideas, and information.

Suggested Revisions to the MPL Roles

Library “roles” are essentially aims that represent an elaboration of the mission statement, providing extra detail where the mission is broader. They are intended to address the following questions: What is the library trying to do? Whom is the library trying to serve? What resources does the library need to achieve these ends? By establishing more detailed roles, this allows the mission statement to remain broad and to succinctly define the library’s purpose.

The following are the Library Roles recommended for the Milton Public Library. Not all roles may be applicable to all branches of the MPL, nor will the emphasis on each role be equal between the branches. That is, as branch libraries are developed, the MPL may wish to establish a different set of roles for each library facility within the system.

5 Library Master Plan – Destiny Milton 2 Town of Milton / Milton Public Library – May 2008 Section Two: Description of the Library

Recommended PRIMARY Library Roles

1a. Popular Materials Library – The Library features current, high demand, high interest materials in a variety of formats for persons of all ages, abilities, and cultural heritages.

1b. Life-long Learning Centre – The Library supports a sustained program of formal and informal learning for individuals of all ages, abilities, and cultural heritages. A special emphasis is placed on encouraging young children to develop an interest in reading and learning. The Library also serves as a major resource of local history collections and services.

1c. Virtual Portal – The Library provides a means by which patrons can access information from a wide variety of electronic sources, including databases and the Internet.

1d Service-Oriented Library – The Library actively provides timely, accurate, and useful information and on-site resources for community residents in their pursuit of personal and job-related interests.

Recommended SECONDARY Library Roles

2a Broker / Link to other Resources – Through partnerships with other agencies and organizations, the Library is a clearinghouse for current information on community services, issues, and events.

2b Community Gathering Place – The Library is a central focus for community activities, meetings, and programs. ***Note: While the Library indirectly serves this role at present, it cannot be fully realized until a new Main Library is developed***

Action Plans related to the implementation of the revised Mission Statement and Library Roles are contained in Section 6.

6 Library Master Plan – Destiny Milton 2 Town of Milton / Milton Public Library – May 2008 Section Two: Description of the Library

2. LIBRARY ORGANIZATION

The Milton Public Library is organized into a number of areas, as described and illustrated below: Library Board and Administration – Responsible for strategic planning, short and long-term planning, policy development, budget, and personnel management. Circulation – Responsible for public service delivery (inter-library loan, patron registration, circulation of materials, telephone renewals and notices, and fines/fees). Information Services – Responsible for public service delivery (information requests, reader’s advisory, research assistance, Internet training, equipment use, collection management, training, programming, early literacy promotion, and outreach). Technical Services & Systems – Technical Services is responsible for acquisitions, processing, cataloguing, periodical management, and database management. Systems is also responsible for maintaining the Library’s automated system, including hardware, software, workstations, printers, computer security, PC’s, LAN, WAN, and telecommunications system.

Figure 2: Functional Areas of the Milton Public Library

Milton Public Library Board

Administration

Technical Information Circulation Services & Services Systems

7 Library Master Plan – Destiny Milton 2 Town of Milton / Milton Public Library – May 2008 Section Two: Description of the Library

The Milton Public Library currently has approximately 25 staff (full-time equivalents), including: • a Chief Librarian; • a Deputy Chief Librarian; • a Manager of Circulation Services; and • a Coordinator of Information Services (Adult & Children).

MPL also offers a wide variety of programs – ranging from children’s storytime to book clubs – and sponsors a number of special events, such as Family Literacy Day and E-wareness Month. In 2006, MPL attracted 11,555 attendees to 437 programs.

A comprehensive review of the MPL’s organization structure is outside the scope of this project. For more direction on refinements to the Library’s organizational structure, reference should be made to the Milton Public Library Human Resources Review Update (2006).

3. LIBRARY FACILITIES

Until recently, the Milton Public Library was comprised of one library facility located at 45 Bruce Street. The Library building was constructed in 1974 with the purpose of serving a much smaller population. With the recent growth surge in Milton, this building reached capacity prior to 2001, causing the Town of Milton (on behalf of the Milton Library Board) to purchase an adjacent building on Pine Street to house both the Library Administration and Technical Services and Systems; this move freed up some space at the Bruce Street location for additional collections and resources. With the recent configuration, the Main Library provides 19,200 square feet of space.

As identified through previous reports, even with the modest expansion through the Pine Street Annex, the Main Library lacks sufficient space for current collections, programming, patron reading and study space, higher demand services such as Internet workstations, and parking.

8 Library Master Plan – Destiny Milton 2 Town of Milton / Milton Public Library – May 2008 Section Two: Description of the Library

The development of a new Main Library is presently proposed for 2010/11. This new library is expected to be located as part of a “civic campus” in an identified “community gateway” (Thompson and Main), in conjunction with an Arts and Entertainment Centre.

The MPL is transforming into a multi-branch system, with the first branch proposed for construction in 2008. At this time, it is anticipated that the new branch (Beaty Branch) will be approximately 11,300 square feet and will be located on 4th Line at Hearst Boulevard. At present, the Library’s long-term plans call for the development of a second branch (for a total of 3 library service points) sometime after the development of a new Main Library, and possibly more branches beyond that time. This Master Plan provides additional clarity to the timing, size, and location of new library facilities through the establishment of sound strategies that support community demand over the long- term.

Moving from a single facility to a branch system will require a main library that is able to facilitate branch operations such as: materials processing and shipping; increased technical services related to ordering and preparing materials; more technology resources to support multi-building communications; and control operation and related considerations.

Action Plans related to Library facilities are contained in Sections 4 and 6.

9 Library Master Plan – Destiny Milton 2 Town of Milton / Milton Public Library – May 2008 Section Two: Description of the Library

4. LIBRARY COLLECTIONS & USAGE

The following table provides a snapshot of library collections and usage in recent years. The data illustrates a gradual increase in the MPL’s print and media materials as well as total circulation, with the latter experiencing a 36% increase in this five-year period.

Table 1: Milton Public Library Collections and Usage Data, 2003-2006 2003 2004 2005 2006 2007 COLLECTIONS Books 251,549 273,246 275,930 298,709 311,031 Magazines (in-house & on-line) 18,370 20,003 20,202 21,208 21,736 Audio Cassettes & Compact Discs 23,612 26,215 30,350 29,006 35,562 Video Cassettes & DVDs 59,006 87,029 89,073 89,782 100,643 USAGE Total Circulation 347,563 408,240 415,555 440,888 470,969 Questions asked and answered 34,417 31,142 35,828 45,042 50,567 Public Internet Uses 12,618 14,432 15,870 21,033* 15,275* New patrons registered 3,092 3,233 3,074 3,458 3,481 * as of 2006, children and teens were no longer required to register for Internet use, requiring the MPL staff to extrapolate usage figures related to additional Internet stations Sources: MPL Annual Reports (2004-2006); Ontario Ministry of Culture, Ontario Public Library Statistics (2003-2005).

10 Library Master Plan – Destiny Milton 2 Town of Milton / Milton Public Library – May 2008 Section Two: Description of the Library

5. LOCAL CONTEXT

The following information on Milton’s demographic profile, library trends, and the consultation program is addressed in greater detail in Appendix A, B, and C.

Demographic Profile

The Town of Milton has grown rapidly and this pace is generally expected to continue until its build-out capacity is reached. The Town’s population nearly doubled to 60,000 people between 2001 and 2006; this estimate is higher than the Region’s “Best Planning Estimates”, but reflects the estimate of Town planning staff and represents an increase of approximately 6,000 people per year.

Such marked growth will lead to a greater demand for new and/or enhanced library infrastructure in order to meet the needs of an increasing population. In combination with evolving trends, additional pressures will be placed on the Milton Public Library to adapt its programs, services, and facilities to respond to demand and expectations.

Figure 3: Town of Milton Population Forecast Estimates, 2001-2016

140,000

120,000 120,000 (Projection)

100,000

90,000 (Projection) 80,000

60,000

Population 60,000 (Projection)*

40,000

31,471 (Actual) 20,000

0 2001 2006 2011 2016 Year *2006 Census reported mid-year population of 53,939 Source: Town of Milton Planning and Development Department, July 2006 11 Library Master Plan – Destiny Milton 2 Town of Milton / Milton Public Library – May 2008 Section Two: Description of the Library

Aside from the former urban area of Milton, the extent of future residential growth includes the following three communities, each of which is comprised of several neighbourhoods: • Phase 1 (Bristol Survey) is located in the southeast part of the Town. These lands are expected to accommodate 40,000 people, mostly within single detached houses (most of which are already built). • Phase 2 (Sherwood Survey) is mostly located in the southwest part of the Town, with a small portion located in the northwest. Building activity is predicted to occur between 2008 and 2016 will accommodate an additional 40,000 residents. • Phase 3 (residential lands) is located at the south end of the Town and will primarily consist of low and medium density residential units, as well as commercial nodes. Building activity is expected to occur between 2010 and 2016, with a potential population of approximately 40,000 people.

While provincial trends indicate that the population will continue to age (especially those ‘baby boomers’ in the upper end of the cohort), population growth in Milton is expected to result in increased numbers of people in all age categories, especially families with young children. As such, library services will continue to be in high demand and the Library will need to continue to reach a strong core of people of all ages, including preschoolers, children, and seniors – each of which have unique needs.

Ethnic diversity in Milton is on the rise and, although not currently as prevalent as it is in communities such as Mississauga, change is occurring. It is expected that, the MPL will experience greater demand for multi-lingual materials, multi-cultural programs, and social service connections.

Higher levels of income and education in a community generally coincide with higher levels of library usage. Given Milton’s above-average profile in both of these areas, it can be anticipated that library services are valued and in demand.

12 Library Master Plan – Destiny Milton 2 Town of Milton / Milton Public Library – May 2008 Section Two: Description of the Library

Library Trends & Best Practices

Several trends and observations being experienced within library systems across North America are relevant to future planning for the Milton Public Library. More and more, libraries are being seen as playing numerous essential roles in the community. A redefinition of roles includes a greater emphasis on the following: ¾ Community Space and Role as a “Civic Integrator” – Library space is increasingly being integrated with non-library space in multi-use community facilities to improve operating efficiencies and provide added convenience to residents. Combined with a heightened role as a “civic integrator”, this suggests the need for a wider range of services, resources, and meeting spaces. ¾ Promotion of Education and Lifelong Learning – Today’s generations value independent learning and research and will look to the library to provide key resources to support their pursuits. ¾ Partnerships – Libraries are increasingly seeking out mutually beneficial collaborations with schools, other library systems, municipalities, and various agencies to provide a wider range of cost effective and complementary services. ¾ Big City Library Services / Small Town Service – Pressure is being placed on public library services as families move from larger urban centres into smaller centres to raise their families, bringing with them increased expectations such as increased hours, more service locations, a combination of personal and self- serve options, greater variety and range of collections and materials, etc. ¾ “Just in Time” Resources – Genre formats (especially mysteries) are the most popular types of fiction, best sellers are still high in demand, and there is growing demand for “how-to” materials, medicine/health, and biographies (to name a few), which creates the need for adequate collection budgets that can support multiple copies. Some print reference collections are gradually decreasing as more reference information (especially for business, career information, and health) is accessed via electronic sources and the Internet. ¾ User Technology - Emerging and expanding library technologies are changing how people seek information and how librarians deliver services. Demand for

13 Library Master Plan – Destiny Milton 2 Town of Milton / Milton Public Library – May 2008 Section Two: Description of the Library

online services, virtual/digital reference services, electronic databases, self- checkout technologies, wireless Internet access, virtual libraries / websites, and access to e-books will continue to increase. ¾ Demand for More Space – Additional public access computer terminals, comfortable working and reading areas, lower shelving units, training facilities, food service amenities, art displays, information boards, and flexible civic space for community and social events are resulting in the need for more internal and external space.

Public & Internal Input

Destiny Milton 2

The preparation of Destiny Milton 2 included the extensive involvement of municipal staff, officials, and the public.

Of particular note were the results of the random sample household survey. Residents placed library facilities and services in the “second tier of importance” and identified them as being a moderate priority, behind services such as roads, traffic management, youth services, and others.

Respondents were generally satisfied with library services and facilities, however, the importance rating was slightly higher (81-83%) than the satisfaction rating (75-77%), indicating that residents are looking for more out of the Milton Public Library. 30-32% indicated that they would be willing to spend more to see improvements to the library.

Library Staff & Board Consultation

Discussions were held with Library staff and the Library Board to gather insight into current pressures, trends, and future directions. Key points raised during this consultation have been integrated with the other research to form the basis for the action plans.

14 Library Master Plan – Destiny Milton 2 Town of Milton / Milton Public Library – May 2008 Section Two: Description of the Library

Library Patron Survey

In October 2006, a self-administered (but randomly distributed) library patron survey was made available to users of the Milton Public Library. 217 surveys were completed, collecting information on usage and demand for Library programs, materials, services, and operations. Key findings and implications of the survey results are as follows. ¾ The influx of new residents to the Town will affect the types of services and resources desired at the library. New residents may be more likely to have children, suggesting not only the need for more materials, but also programs for this age group. At present, the MPL’s program offerings are limited (and nearly always at capacity) due to the space constraints at the Main Library. Furthermore, new residents are generally less satisfied with the MPL, suggesting that additional investment is required to match resident expectations. ¾ The “technological revolution” has not significantly affected the demand for books and print materials – borrowing books remains the primary reason for using libraries. Bestsellers and children’s books (in addition to videos) are the materials that are in the greatest demand and will likely continue to be so due to the number of new families moving to the Town. ¾ The small size of the library, combined with its increased busyness, was an issue expressed by many patrons. There was good support for the MPL to continue to explore opportunities for Monday hours. ¾ Overall, the MPL and its staff received excellent reviews – staff were frequently cited as being the library’s greatest asset. Although high levels of satisfaction are common in library consultation exercises, this underscores the value that communities place on library services.

15 Library Master Plan – Destiny Milton 2 Town of Milton / Milton Public Library – May 2008 Section Three: Strategic Plan Goals & Directions

SECTION THREE: STRATEGIC PLAN GOALS AND DIRECTIONS

The Strategic Plan that has been developed for the Destiny Milton 2 initiative is broadly Milton: guided by a vision and supported by five key goals. A vision is simply defined as a engaging, balanced, connected. desired end state – the vision for DM2 is “Milton: engaging, balanced, connected.”

The following goals have been developed for DM2, each of which has corresponding directions and initiatives that provide greater detail: 1. A responsible, cost effective, and accountable local government; 2. Well managed growth, well planned spaces; 3. A safe, livable, and healthy community; 4. A robust, diverse, and sustainable economy; 5. A thriving natural environment.

Either directly or indirectly, each of the first four goals (and their many directions and initiatives) applies to the Library Master Plan, which includes action plans aimed at supporting this framework. For example: • Goal 1 speaks to the need for enhancing customer service and for responsible, cost effective governance – this could affect the way in which the Library delivers its services. • Goal 2 relates to items such as cost effective and timely infrastructure development that supports Milton as a place to live, work, and play – this could affect the way in which the Library provides facilities. • Goal 3 speaks to aspects such as life long learning, ethnic diversity, and livable communities – this could affect the way in which the Library serves local citizens. • Goal 4 identifies objectives for economic growth – this could affect the way in which the Library serves the local business community.

16 Library Master Plan – Destiny Milton 2 Town of Milton / Milton Public Library – May 2008 Section Three: Strategic Plan Goals & Directions

In particular, the following goals, directions and initiatives are particularly relevant to the Library Master Plan:

GOAL 1 – A responsible, cost effective and accountable local government DIRECTION 1 Establish priorities that support the municipal service requirements of the majority of local residents. • Ensure that municipal staff are able to effectively and efficiently deliver required municipal services. DIRECTION 2 Engage in transparent and accountable decision-making processes and actions. • Use technology to expand/enhance the delivery of on-line services. • Enhance the customer service function to respond to the needs of the community. • Engage newcomers to the Town to participate in community activities and the municipal decision making process.

GOAL 2 – Well managed growth, well planned spaces DIRECTION 1 Encourage the provision and maintenance of an appropriate mix of residential, commercial, industrial, and institutional uses. • Encourage the development of a range of uses that will support Milton as a place to live, work, and play. DIRECTION 3 Encourage cost effective and timely municipal/community infrastructure development. • Ensure that appropriate financial plans and infrastructure strategies are in place before development occurs. DIRECTION 4 Encourage well timed service delivery. • Encourage the development of public facilities in appropriate locations at the right time to meet the needs of present and future residents.

17 Library Master Plan – Destiny Milton 2 Town of Milton / Milton Public Library – May 2008 Section Three: Strategic Plan Goals & Directions

GOAL 3 – A safe, livable and healthy community DIRECTION 1 Promote and facilitate active and healthy lifestyles and life long learning. • Enhance leisure, cultural, and educational opportunities/experiences that contribute to personal enjoyment, growth, and development. • Encourage the exploration of all partnership opportunities in the delivery of leisure/community/library services. • Encourage the consolidation of community and recreational uses, such as schools, cultural facilities, libraries, day nurseries, and recreational facilities when possible. DIRECTION 3 Protect and enhance our heritage, identity and character. • Encourage the development of public spaces that foster community involvement and interaction.

Destiny Milton 2 contains a number of other initiatives that could apply to the Milton Public Library and its services; specific reference should be made to this document if a more complete review is required.

18 Library Master Plan – Destiny Milton 2 Town of Milton / Milton Public Library – May 2008 Section Four: Library Facility Action Plans

SECTION FOUR: LIBRARY FACILITY ACTION PLANS

This section contains an analysis of public library space needs, as well as a distribution strategy for the expansion of the Milton Public Library system. In order to establish direction for a future building programme, a number of factors have been evaluated, including trends, demographics, public and staff input, geographic distribution, and space standards.

Library facility needs and strategies (capital-related) are discussed in brief below and more fully in Appendix E.

1. CURRENT SITUATION

Based on previous studies, the MPL has identified a building programme for library facilities. The timing of this programme has been changed on a number of occasions; this has had the effect of postponing new library development. As mentioned previously, the Library has been successful in gaining approval to construct an 11,300 square foot branch in the southeast (construction of the Beaty Branch is expected to begin in 2008). This represents a major step forward for the Milton Public Library as it represents the Town’s first branch library and will meet a significant need in the community.

The public consultation process yielded significant support to the notion that the existing MPL facility is too small, too crowded, and not geographically accessible to the Town’s growing residential neighbourhoods. The sooner the Town expands its library space, the better its position will be to fund future libraries and meet the growing service expectations of its current and future residents.

The Town is still very much in the growth stage and will continue to expand at a rapid pace for at least the next ten years. As such, the Milton Public Library will require a building programme involving the creation of new library buildings that will be spread over the next decade and possibly beyond. Utilizing the most up to date information, this

19 Library Master Plan – Destiny Milton 2 Town of Milton / Milton Public Library – May 2008 Section Four: Library Facility Action Plans

Master Plan establishes refined strategies for the provision of future library infrastructure in order to support growth.

Library building has not kept pace with rapid development of the community, and therefore, it is critical that investment be made in capital infrastructure to meet existing and future needs.

2. SPACE NEEDS & DISTRIBUTION

At the present time, Milton is providing approximately 0.32 square feet per capita, a standard which is significantly lower than most comparable library systems. A standard of 0.6 square feet of library space per capita is recommended. Given the current level of service in Milton, it must be recognized that this standard is a longer-term target that will take some time for the Town to achieve.

The recommended provision standard reflects both the increased pressure being placed on libraries to accommodate a wider range of resources and technologies, as well as the filling the role of a community gathering space and program site. Despite a perception that there is a movement away from print media to digital media, usage levels at the MPL and the experiences of other communities confirm that the space demands on today’s libraries are just as great (if not greater) than in the past.

The following table provides the space requirements for library provision based on the population projections and the 0.6 sf/capita standard.

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Table 1: Library Space Requirements Space Requirements Growth-related shortfall Year Population* (based on 0.6 sf per capita) (19,200 sf at present) 2006 60,000 36,000 sf 16,800 sf 2011 90,000 54,000 sf 34,800 sf 2016 120,000 72,000 sf 52,800 sf Build-out 175,000 105,000 sf 85,800 sf * the 2006, 2011 and 2016 populations are estimates provided by the Town’s Planning Department; the build-out estimate is based on Destiny Milton 2 and does not have a date associated with it.

Even with the opening of the new 11,300 square foot Beaty Branch library this year, the Town will still have a growth-related shortfall and, although this investment will improve access to library services, it will not enable the provision of services normally associated with a community of this size. Continued population growth will further exacerbate this growth-related shortfall unless additional facility development is undertaken in the short and medium-term.

In addition to total floor space, an adequate geographic distribution of branches is critical since branch libraries, by their nature, are expected to be nearby for residents.

The proposed location of the new Central Library (at Main Street East and Thompson Road) will be situated so as to serve “Old Milton” and a portion of the Phase 1 (Bristol) lands. The proposed southeast branch (Beaty Branch, opening in 2008) will serve the lower half of the Phase 1 (Bristol) lands and the north-eastern portion of the Phase 3 residential lands. Gap areas include the entire Phase 2 (Sherwood) lands and three- quarters of the Phase 3 residential lands. Given the geographic distribution and the sheer number of new residents moving into these areas, 2 new branches (beyond the Central Library and Beaty Branch) will be required.

21 Library Master Plan – Destiny Milton 2 Town of Milton / Milton Public Library – May 2008 Section Four: Library Facility Action Plans

3. RECOMMENDED LIBRARY SPACE PROVISION STRATEGY

Based on a projected population of 120,000 residents in 2016, the Town will require a total of 72,000 ft² of library space. This is approximately 53,000 ft² more than what is currently provided and 22,000 ft² more than what is accounted for in the Town’s long- term capital forecast.

A central library and 2 branches will be required to serve a population of 120,000. Beyond 2016, an expanded central library and 1 additional branch will be required to serve the Town’s build-out population of 175,000.

Central Library

The size of the currently proposed central library (30,000 ft²) is too small and not adequate to serve as the flagship and administrative hub of a multi-branch library system. Library design trends and changing expectations (e.g., new technologies and formats) are also creating demand for larger library facilities. Our research shows that central libraries should generally be 40,000 to 60,000 ft² (such as the ones built, renovated or proposed in Guelph, Whitby, and Brantford) and account for 50% to 60% of system-wide library space. A build-out population of 175,000 equates to system-wide space needs of 105,000 ft², suggesting that a new Central Library should ultimately be 52,500 to 63,000 ft². As not all of this space is required immediately, phasing of construction should be considered, with approximately 40,000 ft² being included in the initial phase and 23,000 ft² in a second phase (as the Town approaches build-out).

Branch Libraries

Timing of construction should be set to maintain the 0.6 square feet per capita standard. The Beaty Branch (southeast branch) will be 11,300 ft². New branches should be in the 15,000 to 20,000 ft² range. Combined with the Town’s rapid population growth and current library space shortfalls, there will be a continuing need to maximize existing space and invest in other locations.

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Geographic accessibility to public library facilities is an important consideration. Libraries should generally be located within 1.5 kilometres of all urban residential areas. This may not be possible for the northern segment of the Phase 2 (Sherwood) residential lands near Highway 401, which comprise a much smaller and isolated land area. Distribution and overall space provision needs suggest that library branches will also be required to serve both the Phase 2 and Phase 3 residential lands.

These strategies are illustrated by the following chart and map.

Recommended Milton Public Library Space Provision Strategy (2006 to build-out) 120,000 2008 2011 2014 2018 20?? New Beaty Branch Replace central library New southwest New Phase 3 Expand Central (11,300sf) (20,800sf, net) branch (15,000sf) branch (15,000sf) Library (23,000sf) 100,000

80,000

60,000

Square Feet Square 40,000

20,000

0 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 Year Library Space Needs (sf) - 0.6sf/pop. Total Library Space (sf) Notes: 1. Population growth is estimated at 6,000 people per year until build-out. With a build-out capacity of 175,000, this would be achieved by 2025/26. 2. A provision standard of 0.6 square feet per capita has been established to determine overall library space needs.

23 Library Master Plan – Destiny Milton 2 Town of Milton / Milton Public Library – May 2008 Section Four: Library Facility Action Plans

24 Library Master Plan – Destiny Milton 2 Town of Milton / Milton Public Library – May 2008 Section Four: Library Facility Action Plans

4. ACTION PLANS

All library facility action plans are identified below. In Section 6, the action plans have been linked to the goals, directions, or initiatives from Destiny Milton 2. Action plans are numbered sequentially throughout this report.

ACTION #1: The Town and the Library will work together on Development Charges- related calculations as required.

ACTION #2: The future development strategy for library facilities in Milton should maintain a standard of 0.6 square feet per capita.

ACTION #3: The Library should review outreach services or alternative delivery models for areas outside the proposed catchment areas.

ACTION #4: The Library can best meet its future facility requirements (72,000 square feet of library space by 2016) by implementing the following library development program: a) Build a new 11,300 ft² branch in the southeast (Beaty Branch, open for 2008); b) Build a new 40,000 ft² central library (open for 2011); c) Build a new 15,000 ft² branch in the southwest (open for 2014); d) Build a new 15,000 ft² branch in the south (open for 2018); and e) Expand the central library – an additional 23,000 ft² (future term; date to be determined).

ACTION #5: In 2009, the Library should undertake a detailed design study to establish a floor plan and ultimate building dimensions for the proposed Central Library in conjunction with the Arts and Entertainment Centre, with consideration to phasing.

ACTION #6: In determining locations for the branch libraries in the Phase 2 and Phase 3 residential lands, the Library should explore opportunities to co-locate library facilities with other municipal and public uses, such as leisure facilities or schools.

25 Library Master Plan – Destiny Milton 2 Town of Milton / Milton Public Library – May 2008 Section Five: Library Service Action Plans

SECTION FIVE: LIBRARY SERVICE ACTION PLANS

This section contains an analysis of public library service needs, with a specific focus on technology, resources and collections, programming, hours of operation, measures, and staffing (the latter is examined in general terms, as the scope of this Master Plan does not include a detailed organizational review).

Library service delivery needs and strategies are discussed in brief below and more fully in Appendix F.

1. OVERVIEW

The Town of Milton is facing tremendous change within the next ten years and beyond. As underscored by the MPL’s 2006 Human Resources Review Update, there are several factors that are (or will be) placing pressure on how the Library delivers services, including: 1) Shifting trends in library development, most notably increasing demand for various technologies and new formats, create challenges for the Library’s budget, collections policy, service standards, etc. 2) The Main Branch has fallen behind comparable GTA libraries. Not only is the size of the library building limiting its ability to provide a more expansive range of desired services, but growth in the community (combined with a diversification in the demand for services) provides the Library with little opportunity to catch-up in the short-term. 3) With the MPL moving from a single branch to a multi-branch system, considerable changes to how the Library is managed, coordinated, and accessed will soon be underway.

26 Library Master Plan – Destiny Milton 2 Town of Milton / Milton Public Library – May 2008 Section Five: Library Service Action Plans

2. SERVICE DELIVERY AREAS

Several key service-related discussions and strategies are identified below, organized by topic area.

Technology • With library expansion will come the opportunity to add more Internet workstations, an area where the Library is currently under-resourced. This will be a key driver in meeting the Milton Public Library’s primary role as a “Virtual Portal. • Milton will also need to implement wireless communication at new locations, RFID (radio frequency identification), and a more robust telephone system that offers a range of automated telephone services across the library system. • One application with potentially far-reaching implications is Library 2.0, which is a term used to describe the application of new Web 2.0 technologies2 in a library setting. As it evolves, Library 2.0 should enable the Library to deliver products and services in different, more personalized ways in the future. • When the new Central Library opens, the Library should pursue the development an online registration system. • The current website for the Library is attractive and easy to use, making it a dynamic marketing tool. Features such as the community links on the webpage help to direct newcomers to important services offered in Milton. • Building on existing self-help features of the on-line computer system (such as remote access services to renew books, placing holds, and viewing accounts), the MPL needs to also incorporate other self-help technologies into their program, such as self-checkout stations and virtual 24/7 reference library service.

2 Web 2.0 refers to a supposed second-generation of Internet-based services (such as social networking sites, wikis, communication tools, etc.) that allow people to collaborate and share information online in ways previously unavailable.

27 Library Master Plan – Destiny Milton 2 Town of Milton / Milton Public Library – May 2008 Section Five: Library Service Action Plans

More Internet workstations should also be incorporated into the planning for all new facilities.

Resources/Collections • Milton’s current collection of 1.77 items per capita is inhibited by its shortfall of library space. Comparisons to benchmarked communities suggest that collections per capita increase with total population and a target of 2.5 volumes per resident is a reasonable target for the MPL. • A review of Milton's collection revealed that it is fairly up-to-date, particularly the teen collections. Collections of concern are addressed with a strategic, continuous weeding program. The entire collection is weeded every five years in a continual basis. Some areas (like travel) are weeded annually, while others (like legal and medical materials) are weeded two to three times in the five year cycle. • More large print and special media materials should be purchased to meet the growing demand of seniors and people with sight challenges. • The teen population will continue to demand different collection types and formats. This population will be less print-oriented and more open to information in any format. Milton’s recent recruitment of a teen librarian will help the Library make its necessary transition into a multi-format information environment appealing to teens. • Multi-cultural resources are essential to fulfilling the Library’s primary role as a “Life-long Learning Centre”, which includes formal and informal learning opportunities for individuals of all ages, abilities, and cultural heritages. The MPL should discuss multi-cultural collections and services with libraries in more ethnically diverse communities and conduct greater outreach efforts in order to get ideas for meeting language needs in the future. • MPL’s turnover rate (the ratio of inventory to collection use), circulation per capita, and per capita collections budget are at the low end of the range being experienced by benchmarked libraries. As Milton’s collections are mostly up to

28 Library Master Plan – Destiny Milton 2 Town of Milton / Milton Public Library – May 2008 Section Five: Library Service Action Plans

date, the data suggests that the current collection has been well used, needs to grow, and additional marketing may be required. Current space limitations are a direct barrier to growth and collection development.

Programming • As the library system and the population grows, there will be greater demand for more information and programming, particularly for young children, seniors (genealogy), small business owners, and technology training for all ages groups. • A full range of children’s programming (birth to 2 years, 2-3 years, and 4-5 years) and school age programs should continue to be offered by the MPL. Genealogy, computer literacy, author visits, and readings should be the focus of adult programming. Growth of the senior community suggests increasing homebound services in the future. Finally, increasing demand is anticipated for programs and services aimed at local ethnic communities. • In anticipation of an expanded library system, it is recommended that the Library actively pursue partnerships with community organizations, advisory committees, local historical groups, schools, and the Town to assist in program planning and delivery. • To grow its programs, Milton Public Library needs to reach out more into the community and discuss community interests and needs beyond books with key local service providers.

Hours of Operation • For most of the year, Milton Public Library is open six days a week (a total of 51 hours). The patron survey suggests that citizens would use the Library if it was open on Mondays. Other options for extending hours include Sundays during the summer and on Friday evenings. • Given the dramatic growth in the Town and the heightened expectations of its residents, the Library should endeavour to be open on Mondays, effective 2008. By 2011, it is suggested that the Main Library opening hours be extended to 65

29 Library Master Plan – Destiny Milton 2 Town of Milton / Milton Public Library – May 2008 Section Five: Library Service Action Plans

hours per week, expanding to 67-70 hours per week by 2016. Branch libraries should be open in the range of 42 to 63 hours per week.

Staffing • The Library’s current staffing level (0.45 full-time equivalent staff per 1,000 population) is below the recommended standard for the projected population (0.6 full-time equivalent staff per 1,000 population). Based on this recommended standard, the Milton Public Library will require 54 FTEs in 2011 and 72 FTEs by 2016 to support the projected population needs and multiple locations. • Timely and frequent staff training will also remain a priority as the Library transforms itself into a multi-location system.

Measures • The success of a library is measured largely through statistics (key performance indicators) and surveys or comments. • In addition to the year-to-year performance indicators currently collected, it is recommended that the MPL adopt a number of strategies to capture important measures. These include reports on: o Benchmarks against library standards. o Performance compared to similar Ontario libraries and those in the Region. o Collection performance. o Analysis of new registrants’ data and follow-up. • In assessing community demands and satisfaction, the MPL should periodically undertake targeted surveys, such as: o Situational Surveys. o 24/7 online user satisfaction survey.

30 Library Master Plan – Destiny Milton 2 Town of Milton / Milton Public Library – May 2008 Section Five: Library Service Action Plans

3. ACTION PLANS

All library service delivery action plans are identified below. In Section 6, the action plans have been linked to the goals, directions, or initiatives from Destiny Milton 2. Action plans are numbered sequentially throughout this report.

ACTION #7: When the MPL’s new branch library is open, opening hours at the Main Library should be reviewed, with consideration to expanding to 65 hours per week beginning in 2011 and 67-70 hours per week as of 2016. The Library may wish to experiment with different opening hours on a trial basis.

ACTION #8: When the new Central Library opens, the Library should pursue the development of an online registration system, as well as the potential for smart card technologies and online promotion and registration. These initiatives may require collaboration with the Library’s partners.

ACTION #9: Web page and online resources should be analyzed and updated on a regular basis, including community links.

ACTION #10: The Library should track the development of social networking trends, their effects on fixed format information, and their implications on planning future library facilities and services. An emphasis should also be placed on tracking how youth are currently using new technologies as a precursor for things to come.

ACTION #11: Self-help technologies, such as self-checkout and virtual reference library services, should be incorporated into the planning for all new facilities.

ACTION #12: The Library should set a target for Internet workstations of 0.7 per 1,000 residents by 2011, increasing to 0.85 per 1,000 residents by 2016.

31 Library Master Plan – Destiny Milton 2 Town of Milton / Milton Public Library – May 2008 Section Five: Library Service Action Plans

ACTION #13: Demands for multi-cultural resources are expected to rise and it is recommended that the MPL staff: • discuss and identify the current and projected multi-cultural community presence in cooperation with the Town of Milton Planning and Development Department; • contact key community representatives within these cultural communities to discuss library and information needs for their constituents; • discuss multi-cultural issues with the local school boards and identify potential partnership opportunities; • visit Mississauga and Vaughan Public Libraries to discuss with their staff the development of their collections and services; and • track usage of multi-cultural resources to assist in collection building and service provision. The results of discussions with these groups should be key considerations to informing the development of multi-cultural collections and services so that the Library can manage future demand and growth. Once a strong relationship is built with these communities, the Library will be in a better position to initiate programming and funding partnerships.

ACTION #14: As library space and budgets allow, the Milton Public Library should maintain a collection target of 2.5 volumes per capita and 3 items per capita.

ACTION #15: The Library should strive to attain a collection budget of approximately $4.68 per capita (pro-rated to 2006 dollars).

ACTION #16: The Main Library should be open on Mondays starting in 2008.

32 Library Master Plan – Destiny Milton 2 Town of Milton / Milton Public Library – May 2008 Section Five: Library Service Action Plans

ACTION #17: The Milton Public Library should set a staffing target in the range of 0.6 FTE staff per 1,000 residents, recognizing that certain adjustments will be required based on library space, service, and funding levels. This translates into approximately 54 FTEs by the year 2011 and 72 FTEs by 2016.

ACTION #18: In addition to the year-to-year performance indicators currently collected, the MPL should regularly prepare reports on: (a) external and comparator indicators; (b) performance compared to similar Ontario libraries and those in the Region; (c) collection performance; and (d) new registrant data.

ACTION #19: Milton Public Library should report its annual statistics to the Canadian Urban Libraries Council.

ACTION #20: In assessing community demands and satisfaction, the Milton Public Library should periodically undertake targeted surveys.

ACTION #21: The Library’s collection policy should highlight the importance of Internet resources by adopting selection practices in reference and non-fiction materials that consider bookmarking current and authoritative online resources.

ACTION #22: To meet growing demands, it is recommended that the MPL’s collection include a greater percentage of large print materials, special media materials for people with sight challenges, and ESL materials.

ACTION #23: The Library should track the usage and demand of popular collection areas (e.g., DVDs, youth collections, large print, and graphic novels) and plan substantial budget allocations for them in the future.

ACTION #24: A full range of children’s and school age programs should continue to be offered by the MPL as it grows.

33 Library Master Plan – Destiny Milton 2 Town of Milton / Milton Public Library – May 2008 Section Five: Library Service Action Plans

ACTION #25: Program activity should continue to be developed through connections with other community groups and organizations (such as seniors and the business community, and more).

ACTION #26: Trends and demographic shifts need to continue to be tracked in order to develop short and long term responses to changing program needs for varying library patron groups.

ACTION #27: The Library should continue to pursue and develop partnerships with community groups and organizations, local committees, and the like, where there is a logical and needed fit with the Library’s goals and directions.

ACTION #28: MPL should continue to explore beneficial partnerships with other agencies to identify the potential to expand programming, homebound services, and the delivery of books to patrons in need.

ACTION #29 Milton Public Library should implement and enhance the recommendations of the Randolph Group Human Resources Review Update prepared in 2006 and any updates thereafter.

ACTION #30: Future library facilities should include adequate program space (both dedicated and shared) that properly recognizes the need for these services in the community.

34 Library Master Plan – Destiny Milton 2 Town of Milton / Milton Public Library – May 2008 Section Six: Implementation & Phasing

SECTION SIX: IMPLEMENTATION AND PHASING

1. OVERVIEW

The implementation strategy is a multi-year phased plan to guide the actions, responsibilities, and budget decisions of the Library Board and Town with regard to library services, programs, and facilities. Specifically, this section establishes the priority and optimal timing for carrying each action plan forward, and also identifies financial cost estimates and those parties that are responsible for implementation.

Each action plan recommended in the Library Master Plan will be integrated into a work plan representing all Service Area Master Plans contained under the umbrella of Destiny Milton 2. The priorities established in this section are for the Milton Public Library only and do not account for demands from various Town Departments and the timing of other municipal actions and projects.

Priorities and Timing

In establishing priorities and timing, attempts have been made to balance limited resources by strategically allocating them to actions that would best meet identified deficiencies. Prioritization is based on the degree of need expressed through the needs assessment phase of the planning process.

The Master Plan recognizes the need for a phased implementation of the action plans. Timing is based on the term of Council and has been divided into the following phases: • 2008 to 2010 – Short-term, Current Term of Council • 2011 to 2014 – Medium-term, Next Term of Council • 2015 to 2018 – Long-term, Subsequent Term of Council

35 Library Master Plan – Destiny Milton 2 Town of Milton / Milton Public Library – May 2008 Section Six: Implementation & Phasing

Cost Estimates

In calculating the estimated capital costs for the Master Plan’s actions, the unit costs established in the Town’s 2004 Development Charges (DC) Study have been reviewed; these costs appear to have been $395 per square foot for the Main Library and $200 per square foot for branch libraries.

Based on our experience, current library construction costs would be within the range identified in the 2004 DC study. For the purposes of this Master Plan, an order of magnitude cost of $340 per square foot will be applied to new library construction; this figure includes building design and construction but excludes land acquisition and collections. This estimate should be re-evaluated as part of the Town’s ongoing financial planning exercises.

Furthermore, this estimate is shown in current year dollars and reflects the current operational and capital/construction environment; costs for certain construction materials could escalate considerably in the coming years and the Town should account for these factors in its annual and long-term budgeting.

With any estimate, it is expected that a more comprehensive financial analysis will be undertaken prior to implementing each recommendation in order to ensure that the budget accurately reflects the level of investment required. Similarly, it is important to note that the actual size of the proposed buildings – which will be confirmed through subsequent feasibility studies – could increase or decrease depending on shifting standards, trends, public input, and local needs.

It is possible that some recommended facilities may require land acquisition. In these cases, land acquisition should take place as soon as possible to avoid the potential impediments of land availability and market price appreciation. Should these facilities be built on existing Town-owned lands, some cost efficiencies will be realized. Exploration of shared facility development options with other civic land uses should also be undertaken in the short-term.

36 Library Master Plan – Destiny Milton 2 Town of Milton / Milton Public Library – May 2008 Section Six: Implementation & Phasing

Where applicable, operating cost estimates have been developed for major action plans proposed in the first 2-years of the Master Plan (short-term, current year of Council). These costs have been based on a series of assumptions, including an operating profile that is similar to that of other library systems in the region.

The estimates noted in this section are felt to be reasonable guidelines for long-term budget planning and should be updated through a more detailed examination at the appropriate time. As part of its annual business planning, additional information from the Milton Public Library may assist in adjusting the cost estimates to more accurately reflect local circumstances and MPL standards.

2. ACTION PLANS NOT COVERED BY SECTIONS 4 AND 5

The following action plans represent topics that were not addressed in the library facility and service needs assessments contained in Sections 4 and 5 of this Master Plan. Specifically, these action plans relate to the MPL’s Mission Statement and Roles, as well as the need to update demographic information contained within this report (and implications of such) when new data becomes available.

ACTION #31: It is recommended that the Milton Public Library update the demographic data used in this Master Plan once the full 2006 Census data becomes available. A similar approach should be taken if and when new municipal growth forecasts are developed. Additional analysis may be required to ensure that the strategies recommended in this Plan remain appropriate, in light of the updated Census data and growth forecasts.

ACTION #32: The Library should revise its Mission Statement and Roles as outlined in this Plan. Primary roles should include being a popular materials library, life-long learning centre, a virtual portal, and a service-oriented library. Secondary roles should include being a broker or link to other resources and a community gathering place.

37 Library Master Plan – Destiny Milton 2 Town of Milton / Milton Public Library – May 2008 Section Six: Implementation & Phasing

ACTION #33: Library staff should prepare standards of service to describe and delineate the roles and functions to be performed by the proposed Main Library and the proposed branch libraries.

ACTION #34: The Library should revise its collection policy based on the revised mission statement and library roles.

ACTION #35: The Library should review and update its Mission Statement and Roles when the Town achieves a population of 150,000 people.

3. IMPLEMENTATION WITHIN THE DM2 STRATEGIC FRAMEWORK

The tables on the following pages contain each of the action plans identified in this Master Plan, ordered according to the initiative in Destiny Milton 2 to which they most apply. As mentioned earlier, these tables identify the priority and optimal timing for carrying each action plan forward, as well as the financial cost estimates, potential funding sources, and responsibilities for implementation.

DM2 initiatives that are relevant to the Milton Public Library – but for which no specific action has been developed in this Master Plan – have been included along with an explanation identifying the connection to the Library. Please note that a number of initiatives from DM2 that are not directly applicable to the Milton Public Library have been removed from the following tables.

38 Library Master Plan – Destiny Milton 2 Town of Milton / Milton Public Library – May 2008 Section Six: Implementation & Phasing

Function with MPL Initiatives identified in DM2 affecting the MPL for Action(s) including Year within the Term of Council Ranking Goals from DM2 Directions from DM2 the Milton Public Library Service Plan and Budget and Service Level (out of 35) A responsible, Establish priorities that Ensure that the services are aligned in -- Outside the scope of the Master Plan; however, this -- cost-effective and support the municipal a series of service plans that are Master Plan (i.e., service plan) was created to support this accountable local service requirements reviewed annually initiative and will be reviewed on a regular basis. government of the majority of local Ensure that the concept of 'service -- Outside the scope of the Master Plan; however, this -- residents excellence' serves as the basis for remains an absolute priority for the Library as identified in service delivery the MPL’s statement of primary roles (service-oriented library). Ensure effective and regular Library Board 12. The Library should set a target for Internet 25 communication of municipal objectives and workstations of 0.7 per 1,000 residents by 2011, to municipal staff for implementation Administration increasing to 0.85 per 1,000 residents by 2016. Timing: continual (2008-2018) Budget: $300,000 over the next ten years (approximately 10 units per year); available space will dictate acquisition program Library Board, 14. As library space and budgets allow, the Milton Public 2 Administration, Library should maintain a collection target of 2.5 and Technical volumes per capita and 3 items per capita. Services & Timing: continual (2008-2018) Systems Budget: $3.1 to $3.5 million over the next ten years; costs are largely related to new collections for new/expanded libraries; see also action 15 Library Board 15. The Library should strive to attain a collection budget 3 and of approximately $4.68 per capita (pro-rated to 2006 Administration dollars). Timing: medium-term (2011-2014) Budget: $150,000 in additional funding each year, at the expected medium-term population levels; available space will dictate acquisition program; see also action 14 Ensure that municipal staff are able to Administration 31. It is recommended that the Milton Public Library 21 effectively and efficiently deliver update the demographic data used in this Master required municipal services Plan once the full 2006 Census data becomes available. A similar approach should be taken if and when new municipal growth forecasts are developed. Additional analysis may be required to ensure that the strategies recommended in this Plan remain appropriate, in light of the updated Census data and growth forecasts. Timing: short-term (2008-2010) Budget: not applicable / staff time

39 Library Master Plan – Destiny Milton 2 Town of Milton / Milton Public Library – May 2008 Section Six: Implementation & Phasing

Function with MPL Initiatives identified in DM2 affecting the MPL for Action(s) including Year within the Term of Council Ranking Goals from DM2 Directions from DM2 the Milton Public Library Service Plan and Budget and Service Level (out of 35) Administration 33. Library staff should prepare standards of service to 6 describe and delineate the roles and functions to be performed by the proposed Main Library and the proposed branch libraries. Timing: short-term (2008-2010) Budget: not applicable / staff time Administration 34. The Library should revise its collection policy based 12 and Technical on the revised mission statement and library roles. Services & (see also action #32) Systems Timing: short-term (2008-2010) Budget: not applicable / staff time Ensure that municipal human resource Library Board 17. The Milton Public Library should set a staffing target 18 needs are factored into decisions on and in the range of 0.6 FTE staff per 1,000 residents, what services are to be provided and Administration recognizing that certain adjustments will be required how based on library space, service, and funding levels. This translates into approximately 54 FTEs by the year 2011 and 72 FTEs by 2016. Timing: continual (2008-2018) Budget: $150,000 each year, on average (approximately 3 new staff per year); facility and service development will dictate timing Library Board 29. Milton Public Library should implement and enhance 16 the recommendations of the Randolph Group Human Resources Review Update prepared in 2006 and any updates thereafter. Timing: short-term (2008-2010) Budget: budget is calculated by staff on an annual basis Engage in transparent Use technology to expand/enhance the Technical 8. When the new Central Library opens, the Library 24 and accountable delivery of on-line services Services & should pursue the development of an online decision-making Systems registration system, as well as the potential for smart processes and actions card technologies and online promotion and registration. These initiatives may require collaboration with the Library’s partners. Timing: medium-term (2011-2014) Budget: budget is calculated by staff on an annual basis Technical 9. Web page and online resources should be analyzed 34 Services & and updated on a regular basis, including community Systems links. Timing: continual (2008-2018) Budget: not applicable / staff time

40 Library Master Plan – Destiny Milton 2 Town of Milton / Milton Public Library – May 2008 Section Six: Implementation & Phasing

Function with MPL Initiatives identified in DM2 affecting the MPL for Action(s) including Year within the Term of Council Ranking Goals from DM2 Directions from DM2 the Milton Public Library Service Plan and Budget and Service Level (out of 35) Technical 11. Self-help technologies, such as self-checkout and 17 Services & virtual reference library services, should be Systems incorporated into the planning for all new facilities. Timing: continual (2008-2018) Budget: budget is calculated by staff on an annual basis Enhance communication between the All functional 18. In addition to the year-to-year performance 32 government and its citizens areas indicators currently collected, the MPL should regularly prepare reports on: (a) external and comparator indicators; (b) performance compared to similar Ontario libraries and those in the Region; (c) collection performance; and (d) new registrant data. Timing: continual (2008-2018) Budget: not applicable / staff time Educate the public about what is within -- Outside the scope of the Master Plan; however, the Library -- and outside of the Town's direct distributes Town and community information in-house and control/sphere of influence via the website. Increase the use of electronic Administration 21. The Library’s collection policy should highlight the 22 communication to ensure that residents and Technical importance of Internet resources by adopting and business owners are aware of Services & selection practices in reference and non-fiction municipal opportunities and initiatives Systems materials that consider bookmarking current and authoritative online resources. Timing: not applicable Budget: not applicable / staff time Encourage the community to become Administration 20. In assessing community demands and satisfaction, 20 more actively involved in community the Milton Public Library should periodically affairs undertake targeted surveys. Timing: continual (2008-2018) Budget: not applicable / staff time

41 Library Master Plan – Destiny Milton 2 Town of Milton / Milton Public Library – May 2008 Section Six: Implementation & Phasing

Function with MPL Initiatives identified in DM2 affecting the MPL for Action(s) including Year within the Term of Council Ranking Goals from DM2 Directions from DM2 the Milton Public Library Service Plan and Budget and Service Level (out of 35) Engage newcomers to participate in Administration 13. Demands for multi-cultural resources are expected to 7 community activities and the municipal rise and it is recommended that the MPL staff: decision making process 1. discuss and identify the current and projected multi-cultural community presence in cooperation with the Town of Milton Planning and Development Department; 2. contact key community representatives within these cultural communities to discuss library and information needs for their constituents; 3. discuss multi-cultural issues with the local school boards and identify potential partnership opportunities; 4. visit Mississauga and Vaughan Public Libraries to discuss with their staff the development of their collections and services; and 5. track usage of multi-cultural resources to assist in collection building and service provision. The results of discussions with these groups should be key considerations to informing the development of multi-cultural collections and services so that the Library can manage future demand and growth. Once a strong relationship is built with these communities, the Library will be in a better position to initiate programming and funding partnerships. Timing: short-term (2008-2010) Budget: not applicable / staff time Administration 25. Program activity should continue to be developed 27 and Information through connections with other community groups Services and organizations (such as seniors and the business community, and more). Timing: short-term (2008-2010) Budget: not applicable / staff time Engage openness in the decision- Library Board 32. The Library should revise its Mission Statement and 11 making process and Roles as outlined in this Plan. Primary roles should Administration include being a popular materials library, life-long learning centre, a virtual portal, and a service- oriented library. Secondary roles should include being a broker or link to other resources and a community gathering place. (see also action #34) Timing: short-term (2008-2010) Budget: not applicable / staff time

42 Library Master Plan – Destiny Milton 2 Town of Milton / Milton Public Library – May 2008 Section Six: Implementation & Phasing

Function with MPL Initiatives identified in DM2 affecting the MPL for Action(s) including Year within the Term of Council Ranking Goals from DM2 Directions from DM2 the Milton Public Library Service Plan and Budget and Service Level (out of 35) Library Board 35. The Library should review and update its Mission 30 and Statement and Roles when the Town achieves a Administration population of 150,000 people. Timing: long-term (2015-2018) Budget: not applicable / staff time Enhance the customer service function Library Board 7. When the MPL’s new branch library is open, opening 14 to respond to needs of community and hours at the Main Library should be reviewed, with Administration consideration to expanding to 65 hours per week beginning in 2011 and 67-70 hours per week as of 2016. The Library may wish to experiment with different opening hours on a trial basis. Timing: medium-term (2011-2014) Budget: budget is calculated by staff on an annual basis Administration 10. The Library should track the development of social 33 and Technical networking trends, their effects on fixed format Services & information, and their implications on planning future Systems library facilities and services. An emphasis should also be placed on tracking how youth are currently using new technologies as a precursor for things to come. Timing: continual (2008-2018) Budget: not applicable / staff time Library Board 16. The Main Library should be open on Mondays 13 and starting in 2008. Administration Timing: short-term (2008-2010) Budget: budget is calculated by staff on an annual basis Administration 22. To meet growing demands, it is recommended that 29 and Technical the MPL’s collection include a greater percentage of Services & large print materials, special media materials for Systems people with sight challenges, and ESL materials. Timing: continual (2008-2018) Budget: not applicable (reallocation of resources) Administration 23. The Library should track the usage and demand of 28 and Technical popular collection areas (e.g., DVDs, youth Services & collections, large print, and graphic novels) and plan Systems substantial budget allocations for them in the future. Timing: continual (2008-2018) Budget: not applicable / staff time

43 Library Master Plan – Destiny Milton 2 Town of Milton / Milton Public Library – May 2008 Section Six: Implementation & Phasing

Function with MPL Initiatives identified in DM2 affecting the MPL for Action(s) including Year within the Term of Council Ranking Goals from DM2 Directions from DM2 the Milton Public Library Service Plan and Budget and Service Level (out of 35) Properly fund Ensure that fiscally responsible -- Outside the scope of the Master Plan; however, this -- municipal services and operating and capital budgets are remains a core goal of the MPL through an annual community established and maintained on a yearly operating and capital budget process. infrastructure through a basis

combination of fiscally Ensure the efficient management of -- Outside the scope of the Master Plan; however, the Master -- responsible operating capital assets and municipal services to Plan contains several action plans addressing more budgets, capital meet existing and future demands specific initiatives on this topic. It bears noting that the budgets, effective expansion of the MPL’s collections, services, and buildings reserves and reserve are all discussed and investigated on a frequent basis. fund management Require that an annual report be Administration 19. Milton Public Library should report its annual 35 prepared to provide an overview of how statistics to the Canadian Urban Libraries Council. the municipality's objectives have been Timing: continual (2008-2018) met and how funds were budgeted, Budget: not applicable / staff time allocated and spent Demonstrate Participate fully in Region-led exercises -- Outside the scope of the Master Plan; however, MPL has -- leadership on matters that are intended to maintain and partnership programs with the Region (such as the that affect Milton enhance quality of life Pedometer Pilot Project) that are consistent with this initiative. Being a “broker and link to other resources” is a secondary role of the MPL.

Ensure that Federal and Provincial -- Outside the scope of the Master Plan; however, MPL has -- programs that may benefit Milton are successfully applied for grants as available. considered whenever possible

Continue local political and staff -- Outside the scope of the Master Plan; however, Town -- participation on Boards and Councillors are an important component of the MPL Board Committees both within and outside the structure. Milton community Well managed Encourage provision Encourage the development of a range Library Board 2. The future development strategy for library facilities 1 growth, well and maintenance of an of uses that will support Milton as a and in Milton should maintain a standard of 0.6 square planned spaces approximate mix of place to live, work and play Administration feet per capita. residential, Timing: as required commercial, industrial Budget: $340 per square foot (2008 dollars, excluding and institutional uses land and collections) – see also Action #4 Create a sense of civic identity and -- Outside the scope of the Master Plan; however, this sense -- pride through a high standard of urban of civic identify is manifested through the MPL’s buildings design for all new development and this is expected to continue through future library design.

44 Library Master Plan – Destiny Milton 2 Town of Milton / Milton Public Library – May 2008 Section Six: Implementation & Phasing

Function with MPL Initiatives identified in DM2 affecting the MPL for Action(s) including Year within the Term of Council Ranking Goals from DM2 Directions from DM2 the Milton Public Library Service Plan and Budget and Service Level (out of 35) Encourage the integration of new -- Outside the scope of the Master Plan; however, this -- development areas into the fabric of the Master Plan contains several specific actions relating to existing community the provision of new library branches to serve new development areas. The resources at the Main Library are reflecting the ever changing needs of residents. Furthermore, being a “community gathering place” is a secondary role of the MPL.

Encourage the development of home -- Outside the scope of the Master Plan; however, online and -- based businesses in the rural area in-library resources are available to serve this type of user. There are also Business Development seminars held at the library.

Facilitate the safe Encourage and facilitate pedestrian and -- Outside the scope of the Master Plan; however, the library -- movement of people bicycle traffic and the use of that is currently under construction (Beaty Branch) is being and goods, and trails/paths/lanes built in an area that is accessible by paths, sidewalks, enhanced travel to, roads, etc. Accessibility for pedestrians and bicycles will from and within the continue to be a key consideration in the location of future community branches. Encourage the use of and access to -- Outside the scope of the Master Plan; however, it is a core -- public transit throughout the urban area requirement that all branches will be accessible by bus. and in a manner that provides access to rural residents

Encourage cost Ensure that the Town demonstrates Library Board, 3. The Library should review outreach services or 31 effective and timely leadership in any future urban Administration, alternative delivery models for areas outside the municipal/community expansion to ensure that new and Information proposed catchment areas. infrastructure development is as cost effective as Services Timing: medium-term (2011-2014) development possible Budget: budget is calculated by staff on an annual basis Ensure that appropriate financial plans Administration 1. The Town and the Library will work together on 15 and infrastructure strategies are in Development Charges-related calculations as place before development occurs required. Timing: as mandated Budget: staff time Encourage well timed Ensure that hard and soft services are -- Outside the scope of the Master Plan; however, the Master -- service delivery identified up front and then Plan contains several action plans addressing future hard appropriately prioritized and delivered service needs. Forecasting for all MPL services is also either before or at the same time as done on a yearly basis. new development

45 Library Master Plan – Destiny Milton 2 Town of Milton / Milton Public Library – May 2008 Section Six: Implementation & Phasing

Function with MPL Initiatives identified in DM2 affecting the MPL for Action(s) including Year within the Term of Council Ranking Goals from DM2 Directions from DM2 the Milton Public Library Service Plan and Budget and Service Level (out of 35) Encourage the development of public Library Board 4. The Library can best meet its future facility 4 facilities in the appropriate locations at and requirements (72,000 square feet of library space by the right time to meet the needs of Administration 2016) by implementing the following library present and future residents development program: a) Build a new 11,300 ft² branch in the southeast (Beaty Branch, open for 2008); b) Build a new 40,000 ft² central library (open for 2011); c) Build a new 15,000 ft² branch in the southwest (open for 2014); d) Build a new 15,000 ft² branch in the south (open for 2018); and e) Expand the central library – an additional 23,000 ft² (future term; date to be determined). Timing: continual (2008-2018) Budget: Construction ($31.62 million total): a) project underway; b) $13,600,000; c) $5,100,000; d) $5,100,000; e) $7,820,000 Collections: see actions 14/15) Land: dependent upon ownership, location, market rates, etc. Administration 5. In 2009, the Library should undertake a detailed 8 design study to establish a floor plan and ultimate building dimensions for the proposed Central Library in conjunction with the Arts and Entertainment Centre, with consideration to phasing. Timing: short-term (2008-2010) Budget: $100,000 to $150,000 Ensure that appropriate capital works -- Outside the scope of the Master Plan; however, the Master -- forecasting/planning is done before the Plan contains several specific action plans addressing works are required future capital works needs and planning horizons.

A safe, liveable Promote and facilitate Facilitate involvement for people at -- Outside the scope of the Master Plan; however, this -- and healthy active and healthy different life-cycle and physical activity initiative embodies the core values and services of the community lifestyles and life long stages and of varying socio-economic MPL, as identified in the statement of primary library roles learning status - including youth and senior (lifelong learning centre). oriented initiatives Enhance leisure, cultural and education Information 24. A full range of children’s and school age programs 9 opportunities/ experiences that Services should continue to be offered by the MPL as it contribute to personal enjoyment, grows. growth and development Timing: continual (2008-2018) Budget: to be determined through annual business plans

46 Library Master Plan – Destiny Milton 2 Town of Milton / Milton Public Library – May 2008 Section Six: Implementation & Phasing

Function with MPL Initiatives identified in DM2 affecting the MPL for Action(s) including Year within the Term of Council Ranking Goals from DM2 Directions from DM2 the Milton Public Library Service Plan and Budget and Service Level (out of 35) Information 26. Trends and demographic shifts need to continue to 23 Services be tracked in order to develop short and long term responses to changing program needs for varying library patron groups. Timing: continual (2008-2018) Budget: to be determined through annual business plans Encourage the exploration of all Administration 28. MPL should continue to explore beneficial 19 partnership opportunities in the delivery and Information partnerships with other agencies to identify the of leisure/community/library services Services potential to expand programming, homebound services, and the delivery of books to patrons in need. Timing: continual (2008-2018) Budget: not applicable / staff time Encourage the development of new Administration 27. The Library should continue to pursue and develop 26 partnerships and maintain existing and Information partnerships with community groups and partnerships and strategic alliances to Services organizations, local committees, and the like, where encourage community ownership and there is a logical and needed fit with the Library’s responsibility goals and directions. Timing: continual (2008-2018) Budget: not applicable / staff time Promote the development of a strong -- Outside the scope of the Master Plan; however, this is part -- arts and cultural community that builds of the MPL’s primary role as a “lifelong learning centre” upon local knowledge, history and and its various cultural and local history/genealogy experience resources. Furthermore, the future Main Library is proposed to be co-located with the proposed Arts and Entertainment Centre. Encourage the consolidation of Library Board 6. In determining locations for the branch libraries in 5 community and recreational uses, such and the Phase 2 and Phase 3 residential lands, the as schools, cultural facilities, libraries, Administration Library should explore opportunities to co-locate day nurseries and recreational facilities library facilities with other municipal and public uses, when possible such as leisure facilities or schools. Timing: medium-term (2011-2014) Budget: not applicable / staff time Encourage residents to play an active -- Outside the scope of the Master Plan; however, MPL is -- role in the decision-making process by governed by a Library Board composed of citizens and participating on boards and committees Councillors.

Maximize community safety and security Ensure the preparation and -- Outside the scope of the Master Plan; however, -- implementation of comprehensive emergency planning – along with disaster recovery and emergency plans health and safety – are important ongoing planning considerations.

47 Library Master Plan – Destiny Milton 2 Town of Milton / Milton Public Library – May 2008 Section Six: Implementation & Phasing

Function with MPL Initiatives identified in DM2 affecting the MPL for Action(s) including Year within the Term of Council Ranking Goals from DM2 Directions from DM2 the Milton Public Library Service Plan and Budget and Service Level (out of 35) Encourage the establishment of public -- Outside the scope of the Master Plan; however, all library -- facilities and open spaces that are buildings are a key example of safe public facilities that designed to be safe and which provide can be used for such purposes. for appropriate emergency support services and/or equipment, lighting, visibility and for public surveillance/open sight lines Protect and enhance Respect and honour the Town's rich -- Outside the scope of the Master Plan; however, this is part -- our heritage, identity history of the MPL’s primary role as a “lifelong learning centre”, and character which references its local history/genealogy resources. Furthermore, the naming of the Beaty Branch library is respectful to a local name in the community.

Encourage the development of public Administration 30. Future library facilities should include adequate 10 spaces that foster community program space (both dedicated and shared) that involvement and interaction properly recognizes the need for these services in the community. Timing: continual (2008-2018) Budget: addressed by Action 4

Foster civic pride by recognizing the -- Outside the scope of the Master Plan; however, this is part -- contribution that cultural heritage of the MPL’s primary role as a “lifelong learning centre”, resources make to the urban and rural which references its local history/genealogy resources and fabric cultural heritage. Encourage economic activities in the -- Outside the scope of the Master Plan; however, this is -- rural area that support the values and assisted through the MPL’s online and in-library resources. character of the rural system

Recognize and value diversity -- Outside the scope of the Master Plan; however, this is part -- of the MPL’s primary role as a “lifelong learning centre”, which underscores the need to serve all cultural heritages. Currently, the MPL offers ESL collections and – in the future – will offer resources in languages other than French and English.

A diverse and Make the Central Support the ongoing transition and the -- Outside the scope of the Master Plan; however, the -- sustainable Business District the positive changes occurring in the location of the proposed Main Library will support this economy main focal point of the Central Business District initiative. community Attract and retain Encourage the development of the -- Outside the scope of the Master Plan; however, the -- employers that provide business infrastructure required to Library’s primary role as a “service-oriented library” speaks a range of employment attract uses that will contribute to the to the provision of resources for the business community opportunities and quality of life in the Town and its role as a “lifelong learning centre” is a key assessment growth contributor in maintaining the Town’s high quality of life.

48 Library Master Plan – Destiny Milton 2 Town of Milton / Milton Public Library – May 2008 Section Six: Implementation & Phasing

Function with MPL Initiatives identified in DM2 affecting the MPL for Action(s) including Year within the Term of Council Ranking Goals from DM2 Directions from DM2 the Milton Public Library Service Plan and Budget and Service Level (out of 35) Support a post-secondary educational -- Outside the scope of the Master Plan; however, this -- presence in the Town initiative could have an impact on the MPL’s collections and the services it provides. A thriving natural Protect and enhance Demonstrate leadership in the areas of -- Outside the scope of the Master Plan; however, this will be -- environment that natural features conservation and environmental best a key goal of the MPL in the design of future branches. For is a valued practices example, the Beaty Branch will be LEED-certified and have community asset sustainable plants on the grounds. to be protected, maintained and enjoyed

49 Library Master Plan – Destiny Milton 2 Town of Milton / Milton Public Library – May 2008

APPENDICES

A: Demographic Profile B: Library Trends & Best Practices C: Public & Internal Input D: Mission Statement and Roles of the Milton Public Library E: Facility Needs Assessment F: Service Delivery Assessment

Library Master Plan – Destiny Milton 2 Town of Milton / Milton Public Library – May 2008 Appendix A: Demographic Profile

APPENDIX A: DEMOGRAPHIC PROFILE

NOTE: Unless otherwise noted, the data referenced in this section is from the 2001 Census. Given the considerable growth that has occurred in Milton since 2001, this data should be interpreted with extreme caution (Milton is the fastest growing municipality over 10,000 population in Canada). It is recommended that the Milton Public Library update this section once the full 2006 Census data becomes available (a series of releases are scheduled between July 2007 and May 2008).

A1. HISTORICAL & PROJECTED POPULATION FIGURES

The 2006 Census records the Town of Milton’s population as being 53,939, which is a 71% increase from its 2001 population. The Town’s Planning and Development Department, however, estimates that Milton’s 2006 mid-year population was approximately 60,000, and it continues to grow rapidly.

Figure 1: Town of Milton Population Forecast Estimates, 2001-2016

140,000

120,000 120,000 (Projection)

100,000

90,000 (Projection) 80,000

60,000

Population 60,000 (Projection)*

40,000

31,471 (Actual) 20,000

0 2001 2006 2011 2016 Year *2006 Census reported mid-year population of 53,939 Source: Town of Milton Planning and Development Department, July 2006 A-1 Library Master Plan – Destiny Milton 2 Town of Milton / Milton Public Library – May 2008 Appendix A: Demographic Profile

An understanding of future population is one of the fundamental elements of this Master Plan. This data provides the means to determine the level of service required for the library system in the Town of Milton. Estimates from the Town’s Planning and Development Department are used for the purposes of this report and are illustrated in Figure 1. The Region of Halton prepared its “Best Planning Estimates” in 2003, however, the projections for Milton are thought to be under-estimated due to the removal of certain servicing constraints and the recent growth of the Town over and above what was forecasted by the Region.

Implications: Such marked growth will lead to a greater demand for new and/or enhanced library infrastructure in order to meet the needs of an increasing population. In combination with evolving trends, additional pressures will be placed on the Milton Public Library to adapt its programs, services, and facilities to respond to future service delivery expectations.

A2. DEMOGRAPHIC COMPOSITION

Age can be a significant factor in determining what kinds of services and collections are needed. According to the 2001 Census, the median age of Milton’s residents is 38 years, which is slightly above Ontario’s median age of 37.

Trends indicate that the population will continue to age (especially those ‘baby boomers’ in the upper end of the cohort). Population growth in Milton, however, is expected to result in increased numbers of people in all age categories, including young families.

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Table 1: Forecasted Community Age Composition, 2001-2016 Total Ages 0-19** Ages 20-44** Ages 45+** Year Population* Pop. % Pop. % Pop. % 2001 (actual) 31,471 8,320 26.4% 11,135 35.4% 12,020 38.2% 2006 (estimated) 60,000 15,300 25.5% 21,000 35.0% 23,700 39.5% 2011 (estimated) 90,000 22,050 24.5% 31,050 34.5% 36,900 41.0% 2016 (estimated) 120,000 28,200 23.5% 40,800 34.0% 51,000 42.5% * Total Population based on estimates from the Town of Milton Planning and Development Department (July 2006). ** Age cohort data estimated by MBPC through application of Region-wide age projections/percentages (April 2006)

Implications: The Library will continue to reach a strong core of people of all ages, including preschoolers, children, and seniors. With many new families moving to Milton, library services will continue to be in high demand. A slight aging of the population also has direct implications on library design and collections. Large print books, talking books, lower shelving, wider aisles for people with mobility challenges, larger signs, etc. are all items that need to be considered when serving an older population. Furthermore, as each new generation becomes more and more ‘tech savvy’, there will continue to be a growing need for electronic resources.

A3. ETHNICITY

Many municipalities within the GTA are experiencing a greater degree of diversity in their ethnic composition, as new immigrants choose the region because of its economic and social supports. While this trend is not dramatically significant yet in Milton – according to the 2001 Census, only 16% of Milton’s population was born in a country other than Canada (in comparison, 27% of Ontario’s total population was born in another country;

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this percentage tops 50% in many GTA municipalities) – it is one that will undoubtedly become more prevalent in the future.

Implications: Increasing levels of ethnic diversity are resulting in many new demands for multi- lingual materials, multi-cultural programs, and social service connections.

A4. HOUSEHOLD INCOME & EDUCATION

The Town of Milton’s median individual income, as given by the 2001 Census, is $30,241 per year which is well above the provincial median income of $24,816 per year. These higher than average incomes are likely attributable to the Town’s location within the GTA, where the higher housing costs correlate with higher wages – the high cost of living and commuting costs (both in time and money) may imply a lower effective income for residents. The highest income-earners tend to be those in the 55 to 65 year cohort.

A review of the 2001 Census data suggests that the Town of Milton is generally well educated with a higher proportion of citizens possessing a college or technical school education as compared to the provincial average, but has a lower percentage of university educated residents. It is likely that education levels will continue to rise in the future, particularly if the Town is successful in attracting a post-secondary institution to the community.

Implications: Higher levels of income and education in a community generally coincide with higher levels of library usage. Given Milton’s profile, it can be anticipated that library services are valued and in demand.

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A5. ACTION PLANS

ACTION #31: It is recommended that the Milton Public Library update the demographic data used in this Master Plan once the full 2006 Census data becomes available. A similar approach should be taken if and when new municipal growth forecasts are developed. Additional analysis may be required to ensure that the strategies recommended in this Plan remain appropriate, in light of the updated Census data and growth forecasts.

A-5 Library Master Plan – Destiny Milton 2 Town of Milton / Milton Public Library – May 2008 Appendix B: Library Trends & Best Practices

APPENDIX B: LIBRARY TRENDS & BEST PRACTICES

The following presents a number of prominent library trends that may represent both opportunities and challenges for the Town of Milton’s library system. These trends are grouped into themes to help guide library improvements and new development accordingly. A key objective in identifying these trends was to gain a better understanding of the needs and expectations that new residents to Milton may bring with them as they migrate from other communities, many of which may have had more elaborate library systems.

B1. ROLE OF THE LIBRARY

Most of these following trends are appearing in public libraries. The last one, however, is now found in libraries in an urban/rural mix, and in “edge” or “close-to-edge” communities, such as Milton. A brief explanation of some of these trends follows: • Library as community space and “civic integrator” • Library as promoter of education and lifelong learning • Library as a primary source of “just in time” information • Library as a preferred partner • Library – big city services, small town service • Lessons from edge communities

Public Library as Community Space and “Civic Integrator”

“Like a comfortable chair, a good public library moulds itself around a community, taking from the community its shape and form and giving to the community the support it needs where the community needs it.” (Sullivan)

¾ The trend-setting Benton Report states: “the library will become more of a civic integrator and a focus of community information on health, education,

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government, and other local services”3, suggesting the need for a wider range of services, resources, and meeting spaces.

¾ Although lending continues to be the primary function of public libraries, libraries are beginning to shift their service emphasis to recreational reading services, programs for adults and children, attracting young adults with music, videos and computers, literacy services, community information, and community meeting space, as more people are turning to the Internet to satisfy their basic information needs.

¾ Smaller urban libraries take on a much more integrated and dynamic role in their communities. Spaces, distances, and limited civic places in smaller communities suggest that libraries adopt many community roles, in addition to their more traditional function. Libraries in this context are ideally placed to serve as a community information source and gathering place due to their non-partisan philosophy, longer hours of service, and a broad base community membership. While Milton is growing at such a rate that it can no longer be considered a small town, it continues to have a small town/rural element that makes many of these trends applicable.

Public Library as Promoter of Education and Lifelong Learning

¾ Changes to school library funding may also have an effect on usage of public libraries. Continued cutbacks in education funding have caused reduced access to in-school libraries and resources. Although most public libraries are not mandated to specifically serve students (rather to supplement their learning, in conjunction with services to the general population), it is possible that more and more students will turn to the public library system for educational resources and places to undertake research assignments and group work. A recent study by the Ontario Library Association titled “School Libraries and Student Achievement in Ontario” (2006), recommended that the Ontario government: (1) immediately update the education funding formula salary benchmarks, so that funding for

3 Buildings, Books, and Bytes: Libraries and Communities in the Digital Age, The Benton Foundation, 1996.

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school libraries can be spent on school libraries; and (2) develop policy to ensure all Ontario students, regardless of the size of the schools they attend or their geographic location have access to well-stocked and professionally staffed libraries.

¾ Libraries are increasingly seeking out mutually beneficial partnerships with schools, other library systems, municipalities, various information agencies and Early Years to provide a wide range of cost effective and complementary programs and services. These partnerships support reciprocal borrowing agreements with libraries in adjacent municipalities to achieve greater student success, facilitate the delivery of e-learning, and encourage literacy at all ages.

¾ As access to in-school libraries is limited and home schooling continues to grow in popularity, further pressure is being placed on public library services and resources. The public library is not intended to replace the role of the school library or provide curriculum-specific resources; however, the public library will continue to support the educational sector in the provision of secondary resources.

¾ Higher education, small/new business venture, more leisure time, earlier retirements, longer lives, and more information are factors which support the concept of lifelong learning. Libraries are often believed to be “community schools”, picking up where the school system leaves off. Today’s generations value independent learning and research and will look to the library to provide key resources to support their pursuits.

Public Library as a Preferred Partner

¾ Newly developing services and facilities encourages community partnerships. Marketers for years have seen some advantage of libraries as partners: an excellent community image, cross-sectoral population, neutral points of view, longer hours of operation, and well honed customer service skills.

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¾ Libraries are increasingly seeking out mutually beneficial partnerships with schools, other library systems, municipalities, various information agencies and Early Years programs to provide a wide range of cost effective and complementary programs and services.

¾ Partnerships may take the appearance of shared facility planning and building and, where possible, shared services. Some partnerships may include annual service agreements, as often seen in library consortia and cooperatives. In Ontario there have been and are a number of cooperative arrangements; one current arrangement provides the participants with preferred pricing for a range of electronic products and services. The libraries that surround and include Milton support reciprocal borrowing privileges (i.e., Halton Hills Public Library, Oakville Public Library, and Burlington Public Library) have entered into a successful partnership with Milton Public Library for the shared acquisition of an automated library system resulting in cost savings for each of the partners. MPL has also worked in partnership with the Town, Milton’s Children’s Book Festival, Milton and District Horticultural Society, United Way, Milton Community Resources Centre, Milton Canadian Champion, and Milton Hydro, to name a few.

¾ As libraries and communities grow, more unusual partnerships emerge. For instance, a library in one Ontario edge city, Markham Public Library, has recently engaged in a partnership with a local hospital in the provision of high demand consumer health information. A similar partnership in the provision of consumer health information has just been initiated among public libraries within the Durham Region.

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Public Library – Big City Library Services/Small Town Service

¾ Growing pressure will be placed on public library services and resources due to a number of factors. For instance, more and more educated families are moving from larger urban centres into smaller centres to raise their families, bringing with them increased expectations and more frequent usage patterns4.

¾ Inter-library loan is an important component that assists Milton Public Library to meet the needs of its current and developing community, by drawing on the resources of other public libraries in Halton, Ontario, and Canada, through an established and province-wide public library network. This resource network effectively provides the people of Milton with access to millions of dollars of additional resources at no additional charge.

¾ People choosing to move to smaller communities from large ones look forward to more personalized library service. Commuters may also use library services in larger cities and come to expect the same big city services in their home communities. Some citizens in edge and commuter communities (e.g., King City, Clarington, Markham, and Vaughan) have commented that smaller communities and the lifestyle they offer are very appealing places for raising families and participating in friendly, more communal activities. At the same time, these patrons expect the same services they have come to expect in larger cities, such as increased hours, more service locations, a combination of personal and self- serve options, greater variety and range of collections and materials, etc.

4 This phenomenon is commonly referred to as “New Ruralism” in Guidelines for Rural / Urban Public Library Systems by ARUPLO, 2005.

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Library as Primary Source of “Just in Time” Resources

Collections

¾ As more popular materials are purchased in public libraries, circulation statistics are responding positively. Library Journal surveys present trend information that shows a correlation between book purchases and circulation. In the 2005 Survey, 42% of reporting libraries showed an increase in adult book budgets; 49% showed an increase in circulation (Library Journal February 15, 2005). In the 2006 Survey, 43% of reporting libraries showed an increase in adult book budgets; 55% reported an increase in total circulation (Library Journal February 15, 2006).

¾ While fiction is generally less expensive than non fiction, budgets do need to accommodate the “just in time” demand of users through multi-copy purchases, paperback purchases, and leasing arrangements. Best sellers are still in high demand, but frequent readers also want to see less run-of-the-mill fiction in collections. Genre formats (especially mysteries) are the most popular types of fiction, but Library Journal reports a growing interest in “chick lit” and graphic novels.

¾ In the last two years, non-fiction trends show an increased demand for how-to materials. Most libraries reporting to the Library Journal Survey rank medicine/health, biographies, cooking, and how-to materials as their highest circulation and highest expenditure non-fiction collection areas.

¾ Print reference collections are gradually decreasing as more and more reference information is accessed via purchased electronic sources and the Internet. The use of the Internet and electronic resources for business, career information, and health is still high with literature information, reviews, and critique information on the rise (Library Journal Feb 15, 2003).

¾ Overall, the 2005 Library Journal Survey indicates the areas with greatest increase in print expenditures were as follows: Large Print (21%); Children’s

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(16%); Young Adults (15%); Adult Fiction (15%); and Health and Medicine (13%) (Library Journal February 15, 2005).

Collection Management

¾ Libraries – such as Mississauga Public Library and others – are producing location-specific statistics reports tracking correlations between collection age and subject areas to circulation, thus providing guidance for collection building and deselection practices.

¾ Ottawa Public Library studied the full range of processes affecting the delivery of materials in a more timely fashion. Recommendations to improve turnaround times included streamlining a number of processes, minimizing cataloguing and labels and using a full range of vendors’ services to improve turnaround times.

¾ Oakville Public Library is also reviewing its collection development polices, processes, and evaluation mechanisms, both qualitative and quantitative. These measures consider both collections and user input.

¾ Columbus (Ohio) Public Library has been cited by many as a best practice library in meeting and exceeding turnaround times (materials in the hands of users) within 24 to 48 hours of arrival in the library. This library adapted their operations by installing conveyor belts for speed and adopted benchmarks at every step of the processes. They also use outside vendors for the management of foreign language materials as well as some multimedia.

¾ Purchasing in alternative formats is increasing exponentially – but formats are changing rapidly so building collections in new formats goes hand in hand with deselection of materials in outgoing formats. More languages and print formats like graphic novels are in higher demand, challenging both suppliers and technical services in ordering, processing, and cataloguing meeting fast turnaround targets.

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Merchandizing collections

¾ The Internet and the fast turnaround times exploited by Chapters and such stores have created a “just in time” expectation from clients. Access to up-to-date library catalogues that incorporate some of the new user-friendly features provide significantly more reader advisory information than ever before (e.g., pre pub/on order information; best sellers; alternative authors; book reviews; patron reviews; cover displays; and attendant services, such as holds/reserves). Creating dynamic catalogues, as trends suggest, may be costly to develop and maintain.

¾ Libraries such as Richmond Public Library have adopted a retail, merchandizing approach to delivering collection to their users. They listen closely to users demands and supply items requested wherever possible. They have also advanced the concept of the “library of the future”, which for all intents and purposes, markets collections effectively by displaying multiple copies of new and attractive items face out and on “powerwalls” (highly visible shelving areas).

¾ Recently, Pickering Public Library completely redesigned its entrance way by creating browsing collections arranged in popular subject groupings (e.g., health and well being). Their signage is clear, jargon free, and inexpensive to produce.

¾ A new branch in Mississauga Public Library (Churchill Meadows) is a shared library within a high school. The branch manager describes their new display concept as ”a library of the future without power walls”. As the library has limited space for large displays, they have instead used slotted shelves at the end of regular shelving for face out displays. They have also used book ends face out, on alternate shelves throughout the collections to display new and attractive materials. Overall, it creates a warm and colourful appearance; more importantly these shelves need to be refilled constantly.

¾ Milton Public Library has already included some of these best practices into their operations, ensuring that collections get into the hands of users as soon as possible. MPL also uses a well known, dependable wholesaler for library acquisitions. Lastly, with the physical changes at the Library, they have

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incorporated attractive, face out displays strategically placed throughout the building, set off by colourful walls and improved lighting.

¾ The library also promotes its collections through helpful guides to direct users to alternative authors.

Lessons Learned from Suburban and Edge Cities

¾ A stand-alone community exhibiting both urban and rural characteristics, the Town of Milton is also a suburban, commuter community. David Brooks, a city planner, has defined edge and suburban communities as smaller communities surrounding mega urban centres and recipients of population overflow from these centres. Brooks distinguishes a suburb from an edge community in this way:

“The difference between an edge city and a suburb is basically that edge cities don’t just have homes, they also have lots of office space. People live and work in edge cities, they don’t commute.”

¾ In this context, the Town of Milton is still a suburban community close to larger communities such as Mississauga and Toronto and includes commuters to and from communities like Oakville and Hamilton. This picture may evolve within the next ten years, with the projected rapid growth to this area and the desire of more people to live and work outside larger metropolitan areas.

¾ Research and discussions with some library CEOs in communities adjacent to large metropolitan centres identified the following issues that Milton may want to consider as it plans for its future. • The future demographic mix may be quite different from the current population served. For instance, Vaughan had previously served a largely Italian community but today serves much more multi-culturally diverse communities including Pakistani, Indian, Russian, Asian and Jewish; the Italian community has declined over recent years.

B-9 Library Master Plan – Destiny Milton 2 Town of Milton / Milton Public Library – May 2008 Appendix B: Library Trends & Best Practices

• Most services in the community compete for municipal funds; libraries need to make compelling arguments for those funds, providing a “vision” and a service delivery model blueprint. • Technology will be the kingpin in all aspects of development for the upcoming years; one of the edge city libraries moved from a shared automated system to a standalone system, and recently went to another new one. Technology is a sizeable investment for any organization. To make decisions and changes in infrastructure-building means considerable outlay of funds. Libraries are cost conscious public organizations and do not make this kind of commitment of funds easily. The fact that libraries are now more heavily invested in this infrastructure reinforces its value in terms of information capture, management, and delivery. It is also a key marketing and communication vehicle for a library whose patrons now rely on it more and more for their daily work. • All and any aspects of technology need to be considered in order to cope with growth. One library’s mantra has been “How can we further exploit the Internet and technology?” • Demand by users will drive the need for technology, especially in commuter communities – wireless access has to be front and centre. • Partnerships with schools and colleges are natural and highly beneficial. • Staff need to be brought along in all aspects of change – younger staff will have different expectations of the workplace; training and retraining is essential. • Renovating existing facilities is needed to meet shorter-term growth, but a long-term facility plan should be in hand sooner than later. Shorter-term renovations can address some size and storage problems that a number of edge communities currently face. Nevertheless, with rapid population migration to cities outside larger centres, libraries need to concern themselves with planning and developing service models beyond a central library. Building one or several branches affects the level of

B-10 Library Master Plan – Destiny Milton 2 Town of Milton / Milton Public Library – May 2008 Appendix B: Library Trends & Best Practices

services and collections offered at one and all locations over a long-term period.

B2. TECHNOLOGY

¾ Emerging and expanding library technologies are changing how people seek information and how librarians deliver services. E-library initiatives, new or alternate media formats, electronic/online databases, digitization of printed materials, wireless Internet access, and automated self-service (check-out) and patron self-help systems are being seamlessly integrated into new, and to a lesser degree, existing libraries. In some cases, it is not cost effective or even physically possible to introduce advanced technologies into existing library buildings.

¾ Demand for online services, virtual/digital reference services, electronic databases, and e-books will continue to increase. There is also growing demand for other technological innovations such as advanced websites that allow registered users to pay fines and place reserves on-line, as well as computerized drive-through amenities for the drop-off and pick-up of library materials. The MPL website offers the ability for patrons to place reserves on-line.

¾ Modern library users tend to expect a user friendly library environment that allows them to efficiently and conveniently seek out and acquire current, multiple- source information both at the library and from home via high speed Internet in addition to well trained library staff that can assist with advanced information queries or by teaching library users about new technologies.

¾ Implementing patron and staff technologies can be an expensive endeavour and this can result in a reallocation of budgets from other areas, possibility creating shortages in other areas.

¾ Crucial to any library is the need to maintain and grow its LAN, intranet and communications systems to support internal, Town/Library communications and

B-11 Library Master Plan – Destiny Milton 2 Town of Milton / Milton Public Library – May 2008 Appendix B: Library Trends & Best Practices

customer communications. The network also requires strong IT support provided by Library staff, as well as external colleagues and consultants.

¾ Also of note, Web 2.0 and Library 2.0 (which represent a convergence of technology and applications into customized user-responsive products and services) will have far reaching implications for libraries as they evolve.

Implications: There will continue to be a need for a greater virtual presence by library systems, allowing users to access digital information from the library or home, as well as the adoption of self-service checkout technologies and Library 2.0 product and services of the future.

B3. FACILITY DESIGN

¾ In many communities, smaller, isolated library branches are gradually being succeeded by fewer but larger library branches in prominent central locations (ARUPLO, 2005) that are highly visible, accessible with public transportation, offer expansion capabilities, and barrier-free access to all members of the community.

¾ According to the Southern Ontario Library Service5, the building exteriors of libraries are being designed with greater attention to beauty, practicality, form and function to heighten their presence as a civic landmark within the community. Attractive landscape materials are increasingly employed at library entrances, in the design of wheelchair accessible ramps, and in the creation of memorable courtyard reading areas.

¾ Library space is increasingly being integrated with non-library space in multi-use community facilities to improve operating efficiencies and provide added convenience to residents. Including a library in the same building as a recreation

5 22 Recent and Enduring Design Trends in Ontario Public Libraries, June 2004

B-12 Library Master Plan – Destiny Milton 2 Town of Milton / Milton Public Library – May 2008 Appendix B: Library Trends & Best Practices

centre, municipal office, or a school specifically allows for the sharing of common areas, storage space, programming rooms, and facility management services.

¾ Most new libraries strive to achieve a welcoming, enjoyable atmosphere with clearly marked signage leading to information desks and checkout areas located in highly visible areas, plenty of natural light, appealing décor and relaxing colour schemes, comfortable chairs and seating sometimes situated around a gas fireplace, food service amenities, multi-purpose meeting rooms, designated areas for both children and teens, as well as outdoor patios and reading gardens (Southern Ontario Library Service, 2004). This particular trend can be partially attributed to the widespread popularity that “super bookstores” such as Chapters and Indigo have had on influencing public expectations. As more residents move from larger to smaller communities to enjoy a better quality of life, public demand for these types of library amenities is expected to increase (ARUPLO, 2005).

¾ In order to accommodate academic researchers, information-seekers, book browsers and readers, facilities are being designed to offer large, comfortable reading and working areas, private and collaborative study rooms, homework centres, an ample supply of Internet workstations, wiring for personal computer use and/or wireless Internet access.

¾ Libraries are moving towards flexible, multi-use library space with modular fixtures and ergonomic furniture, wide and uncluttered aisle ways with lower shelving, and a more “open” interior to accommodate changing technologies (Southern Ontario Library Service, 2004).

¾ Libraries are adopting specialized design features to attract all age groups and even non-users to the library. These features range from age appropriate furnishings for children and teens, lower bookshelves for children and people with disabilities, access to interest-specific materials and technologies, etc.

¾ Modern libraries incorporate heritage, art and cultural displays, as well as presentation spaces and attractive information areas that promote community learning, dialogue, and debate. Libraries are expected to help bring communities

B-13 Library Master Plan – Destiny Milton 2 Town of Milton / Milton Public Library – May 2008 Appendix B: Library Trends & Best Practices

together and play an increasing role in supporting Canada’s cultural and economic interests (Southern Ontario Library Trends Service, 2004).

¾ Larger library systems are providing training facilities along with qualified staff that can provide or arrange career training/support for a growing number of small businesses, home-based businesses, and self-employed entrepreneurs within the community (ARUPLO, 2005).

¾ Although the library as a community gathering place necessitates a tolerance for increased noise, designers separate noisy and quiet areas or incorporate acoustic features that absorb sound and minimize the carrying of noisy chatter to provide quiet space for undisturbed study (Southern Ontario Library Service, 2004).

Implications: As patrons continue to demand additional public access computer terminals, working and reading areas, lower shelving units that take up more floor area, training facilities, food service amenities, and civic space for community and social events, libraries will require more internal and external area, resulting in the need for larger library sites and buildings.

B4. COLLECTIONS

¾ Following the successful model of super bookstores, many libraries now prominently display popular books that can be borrowed by patrons. In fact, the demand for popular materials is causing libraries to purchase numerous copies of bestsellers, in order to reduce the length of hold lists. Both of these approaches have been adopted by MPL, in addition to a “fast lane” borrowing program that establishes a one week loan period.

¾ In addition to providing conventional printed materials, libraries are now expected to dedicate approximately 25% of their collection budget to purchase alternate format materials (such as talking books, music CDs, on-line journal subscriptions, movie DVDs). With more formats and increased demand for items of all kinds,

B-14 Library Master Plan – Destiny Milton 2 Town of Milton / Milton Public Library – May 2008 Appendix B: Library Trends & Best Practices

libraries are challenged with providing it all within limited space. Libraries are turning their attention to aggressive weeding, using data to ensure the right and relevant collections are retained, using purchased online resources to supplement and –in some cases – replace certain collections. Multi-branch systems are now adopting a philosophy of “Collection as One” ensuring that inter-branch transfer of collections is optimal and duplicate purchasing is kept to a minimum. Libraries are also mining their collections for maximum benefit and developing Readers’ Services programs, which assist readers to access titles of similar types and interest to current items.

Implications: Although the demand for alternate formats continues to increase, many library budgets have remained static. This presents financial difficulties for libraries that are now expected to offer a variety of e-resource materials in addition to conventional printed material.

B5. MARKETING

A number of factors suggest the need for Marketing and Outreach services for the Milton Public Library: • rapid, multi-community growth; • growing need for outreach services (e.g., seniors); • new facility planning and development; • demands for more and new products and services; • new formats; • increased demand for collections, to be delivered now; • development and evaluation of performance measures; • promotion; • program coordination; and • Library 2.0.

B-15 Library Master Plan – Destiny Milton 2 Town of Milton / Milton Public Library – May 2008 Appendix C: Public & Internal Input

APPENDIX C: PUBLIC & INTERNAL INPUT

C1. DESTINY MILTON 2

The preparation of Destiny Milton 2 included the extensive involvement of municipal staff, officials, and the public. Of particular note, a random sample household survey was undertaken that provides some insight into how residents perceive the library.

Residents placed library facilities and services in the “second tier of importance” and identified them as being a moderate priority, behind services such as roads, traffic management, youth services, and others. Respondents were generally satisfied with library services and facilities, however, the importance rating was slightly higher (81- 83%) than the satisfaction rating (75-77%), indicating that residents are looking for more out of the Milton Public Library system. Although only a slight difference was noted, it appears that the public feels that more effort is needed to improve library facilities, rather than library services.

Furthermore, 30-32% indicated that they would be willing to spend more to see improvements to the library; with only 3% indicating that less should be spent (the remainder were satisfied with spending levels or did not offer an opinion). Also noteworthy as it relates to technical services at the library, 86% of respondents indicated that they have Internet access from home, work, or elsewhere.

C2. LIBRARY STAFF & BOARD CONSULTATION

Consultation sessions with key Library staff and the Library Board were undertaken to gather insight into current pressures, trends, and future directions. Given the personal nature of these communications, they have not been reproduced in this document, but key concerns, ideas, and themes have been integrated with the other research to form the basis for the action plans.

C-1 Library Master Plan – Destiny Milton 2 Town of Milton / Milton Public Library – May 2008 Appendix C: Public & Internal Input

C3. LIBRARY PATRON SURVEY

Introduction & Methodology

To assist in the preparation of a Library Master Plan, a patron survey was available to users of the Milton Public Library during the last week of October 2006. This document presents a summary of the principal findings of this survey.

The survey collected information on usage and attitudes of Library programs, materials, services, and operations. Specific topics included library evaluation, barriers to participation, library needs and preferences, and interest in enhanced services.

The survey was distributed by Library staff over a time period of one week, totalling 217 completed surveys. Staff were instructed to hand out the surveys to people over the age of 14 years entering the library and it was strongly suggested that patrons complete the survey within the library and return to library staff. The survey was generally targeted to be handed out to every 10th person, depending on expected patron load for that day (could be slightly more or less) and survey limits were set for each day. The intent was to ensure that a representative sample of patrons was offered the opportunity to complete the survey.

The survey was designed to be user-friendly, in order to be completed by the patron without the assistance of library staff. If assistance was needed, staff were to remain unbiased in their explanation or clarification.

C-2 Library Master Plan – Destiny Milton 2 Town of Milton / Milton Public Library – May 2008 Appendix C: Public & Internal Input

Library Participation and Evaluation ¾ 93% of respondents reported using the Library at least 10 times in the past year. The median level of use was between 21 and 50 times a year. People who are older (i.e., over the age of 45), retired or are homemakers reported using the library more frequently than others.

The Number of Times People Used the Milton Public Library

More than 50 times 26%

21-50 times 39%

10-20 times 18%

6-9 times 8%

2-5 times 8%

Once 1%

0% 10% 20% 30% 40% 50%

¾ 93% use the library for borrowing books, while 68% use the library for borrowing DVDs or video tapes, and 44% use it to borrow CDs or audio tapes. ¾ Households with children were more likely to use the library to borrow DVDs and to participate in library programs than were households without children, who were more likely to use the Internet and read newspapers and magazines. Noting the correlation between families with children and new residents, new residents were also more likely to participate in library programs. ¾ 90% of participants reported that the library is closest to their home (as opposed to work or school).

C-3 Library Master Plan – Destiny Milton 2 Town of Milton / Milton Public Library – May 2008 Appendix C: Public & Internal Input

¾ The vast majority of library patrons drive to the library (84%). Walking is the primary mode of travel for 12% of users.

Reasons for Library Usage

Borrow books 93% Borrow DVDs or VHS tapes 68% Borrow CDs or audio tapes 44% Use the Internet 27% Read newspapers or magazines 23%

Participate in Library programs 20% Study / Do research 19% Borrow talking books (books on tape) 16% Use online databases 6% A place to ‘hang out’ or socialize 2% Other (specify) 2%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Respondents were asked their household’s main areas of library interests. ¾ Children’s books were noted most often (52%), followed by bestsellers (44%); the latter was particularly noticeable amongst the Town’s longer-term residents, who tend to be older. Older library users showed greater interest in biographies and history books than did younger patrons. The following graph illustrates the overall results.

C-4 Library Master Plan – Destiny Milton 2 Town of Milton / Milton Public Library – May 2008 Appendix C: Public & Internal Input

Main Areas of Library Interests

Children’s Books 52% Bestsellers 44% Arts/Crafts/Hobbies 26% Education 24% Biographies 21% Computers/Software 19% History 19% Mystery 17% Cooking 13% Parenting 12% Music 11% Home Improvement 9% Picture Books 9% Romance 9% Diet and Health 8% Do-it-yourself Manuals 8% Travel 8% Business/Finance 8% Fairy/Folk Tales 8% Literary Classics 8% Science Fiction 8% Teen Fiction 8% Gardening 7% Science 7% Self- Improvement 7% Religion 6% Sports 6% Technical Books 6% Consumer Guides 5% Geography 5% Philosophy 4% Popular Culture 4% Social Science2% Poetry1% Westerns1% Other - specify 9%

0% 10% 20% 30% 40% 50% 60%

C-5 Library Master Plan – Destiny Milton 2 Town of Milton / Milton Public Library – May 2008 Appendix C: Public & Internal Input

Respondents were asked to rate aspects of the Milton Public Library using a scale of “excellent (1)” to “poor (5)”. ¾ “Staff assistance” (avg. 1.33) and “Cost of programs” (avg. 1.53) received the most favourable ratings. “Teen programs” received the worst review (avg. 2.65), likely because there were no specific programs at the time of the survey. ¾ In general, longer-term residents of Milton tend to have a more positive perception of library services than do newer residents of the Town.

Milton Public Library Quality Aspects

Staff assistance

Cost of programs Location and access

Inter-library loans

Electronic databases

Computers/ Internet Children’s programs

Library’s w ebsite Ex c ellent ( 1) Par king Very Good (2) Books and materials

Community inf ormation

Meeting/ program rooms Hours of operation

Adult/ Senior’s programs

Outreach services Size of library

Teen programs

0% 10% 20% 30% 40% 50% 60% 70% 80% 90%

C-6 Library Master Plan – Destiny Milton 2 Town of Milton / Milton Public Library – May 2008 Appendix C: Public & Internal Input

Respondents were asked what age groups the library should place the most emphasis on (using a scale of “high priority (1)” to “low priority (5)”). ¾ Most felt that the library should place its emphasis on school-aged children and teenagers, with 75% and 70% (respectively) indicating they should be a top priority. Older adults and young adults were seen by most to be lower priorities (47% and 50%, respectively, felt that they should be top priorities).

Age Group Priority Emphasis 70% Highest Priority (1) 60% High Priority (2)

50%

40%

30%

20%

10%

0% School-aged Teenagers Pre- Seniors Older adults Young adults children (5- (13-19) schoolers (0- (60+) (40-59) (20-39) 12) 4)

C-7 Library Master Plan – Destiny Milton 2 Town of Milton / Milton Public Library – May 2008 Appendix C: Public & Internal Input

With the same rating scale, respondents were asked to rate library functions. ¾ 77% and 66%, respectively, felt that “Educational Resources” and “Educational Programs” should be the highest priorities for the library, although it is possible that some patrons did not fully appreciate the MPL’s mandate and adopted roles, which have a bearing on the Library’s functions. ¾ “Community Information/Gathering Place” and “Self-improvement Resources” were seen to be lower priorities (42% placed each in the top two tiers of importance).

Library Priority Emphasis 60%

50% Highest Priority (1) High Priority (2) 40%

30%

20%

10%

0% Educational Educational Computer Recreational Self- Community Resources Programs Resources / Reading improvement Information / Internet Resources Gathering Place

C-8 Library Master Plan – Destiny Milton 2 Town of Milton / Milton Public Library – May 2008 Appendix C: Public & Internal Input

Barriers to Accessing Library ¾ 50% of respondents indicated that within the past year they have not used libraries other then the Milton Public Library. 36% of the respondents are using other public libraries and 18% are using school libraries.

Library Usage Other Than Milton Public Library

I have not used other 50% libraries

I have used a 5% specialized library

I have used a school 18% library

I have used another 36% public library

0% 10% 20% 30% 40% 50% 60%

¾ 38% of the patrons who used other libraries used them because they were closer to home work or school, and 37% used them because they have more resources.

C-9 Library Master Plan – Destiny Milton 2 Town of Milton / Milton Public Library – May 2008 Appendix C: Public & Internal Input

The following chart illustrates the main reasons why residents are unable to participate in library activities, despite their desires to do so. ¾ “No Time” was the most common response (with 28% indicating that it always or often inhibits their use of the library). Students and those who are employed are particularly susceptible to this, as are households with children and “infrequent” library users. Other primary barriers included “Inconvenient hours” (24%, always or often) and “Information needs are satisfied elsewhere” (23%, always or often). “Lack of transportation” and “lack of parking” were the least significant barriers (5% and 3%, always or often).

Factors Preventing People From Using the Milton Public Library

No time

Information needs are satisfied elsewhere (e.g., bookstore, school, Internet, etc.)

Inconvenient hours

Lack of desired resources (e.g., books, computers, etc.) Always (1) Library is too crowded Often (2)

Lack of adequate library facilities or space

Cost of programs is too high

Lack of available parking

No transportation to library

0% 5% 10% 15% 20% 25% 30%

¾ In general, newer residents reported more barriers in accessing library services than did the Town’s longer-term residents.

C-10 Library Master Plan – Destiny Milton 2 Town of Milton / Milton Public Library – May 2008 Appendix C: Public & Internal Input

4.0 Library Services and Operations

¾ Patrons were asked an open-ended question about what additional or expanded services they require at the library. The most common response was “more programs for children”, mentioned by 10 respondents. Other common responses were: • More book clubs (7) • More Internet access (5) • Keep open longer (4) • More programs and (4) • Offer different language books and classes (4) ¾ Regarding hours of operation and the times/days patrons would use the library, 69% said they would use the library if it were open on Mondays, 52% if it were open Friday evenings until 9pm, 51% if it were open on Sunday during the summer, and 35% if it was open earlier in the morning.

Extended Hours

On Monday 69% 17% 15%

On Sunday during the 51% 34% 15% summertime Yes No Earlier in the morning (bef ore 35% 50% 15% Don't Know 10am)

Friday evenings until 9pm 52% 38% 10%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

C-11 Library Master Plan – Destiny Milton 2 Town of Milton / Milton Public Library – May 2008 Appendix C: Public & Internal Input

¾ Students and those who are employed indicated a greater interest in Sunday hours during the summertime. Households with children expressed a greater interest in early morning hours. Frequent library users indicated a greater interest in using the library on Mondays.

Collections Respondents were asked: “Keeping in mind the cost to the taxpayer, would you like to see the Library acquire more of the following materials and resources?” ¾ The greatest demand was expressed for video materials (65% supported more acquisitions), best sellers (57%), non fiction materials (52%), and fiction materials (49%). ¾ The least support was received for foreign language materials (22% wanted more collections), magazines (30%), and large print (31%). However, each category had more positive support than it did negative support. ¾ Students and those who are employed indicated a greater interest in teen books and non-fiction books compared to other demographic categories. Households with children were more likely to request more DVDs and books for children, the latter of which was also an interest of the Town’s newer residents. Frequent library users expressed a greater interest in additional fiction materials. Younger patrons were more likely than older patrons to want more video materials and more books for children.

C-12 Library Master Plan – Destiny Milton 2 Town of Milton / Milton Public Library – May 2008 Appendix C: Public & Internal Input

What Should The Library Acquire

65% Video materials (DVDs, VHS) 10% 57% Best sellers 9% 52% Non-fiction materials 13% 51% Fiction materials 12% 49% Books for children 10% 42% Reference materials 12% Yes No 41% 21% Audio materials (CDs, tapes) Don't Know 34% Books for teens 7% 34% Talking books 15% 31% Large print books 15% 30% Magazines and new spapers 25% 22% Foreign language materials 21%

0% 10% 20% 30% 40% 50% 60% 70%

C-13 Library Master Plan – Destiny Milton 2 Town of Milton / Milton Public Library – May 2008 Appendix C: Public & Internal Input

Additional Comments At the end of the survey, patrons were given an opportunity to identify any additional issues, ideas or comments regarding library services, facilities and programs. This was an open-ended question and, although the responses were quite varied, three key themes emerged, including: 1) Existing services and staff were highly regarded: ¾ 38 people reported that they really enjoy the people and the library itself; ¾ 6 people reported that the library had great children’s programs; and ¾ 4 people liked the great variety of books.

2) Enhancement of existing services and collections were identified, with most being related to the need for additional library space: ¾ 11 people wanted a bigger collection of books; ¾ 7 people wanted a bigger collection of DVDs, CDs and videos; ¾ 5 people thought a sitting area or more seating was needed; ¾ 5 people wanted more computers; ¾ 4 people thought the library will need more space as the population grows; and ¾ 3 people reported that the children’s area needs more activities.

3) Existing library building/space and hours of operation could be improved: ¾ 12 people wanted extended hours; ¾ 4 people want the library to stay in its current location; and ¾ 3 people reported the lack of stroller access to the downstairs.

C-14 Library Master Plan – Destiny Milton 2 Town of Milton / Milton Public Library – May 2008 Appendix C: Public & Internal Input

Profile of Sample Households

¾ 94% of the respondents lived in the Town of Milton and 50% of them have lived in Milton for less than 10 years. There was a correlation between household composition and length of residency – a greater percentage of new residents live in households with children. ¾ The average household size was 3.0 people. ¾ The average respondent age was 44 (year of birth: 1962) ¾ 49% of respondents are employed, 24% are homemakers, 16% are retired, and 9% are students. ¾ The following table illustrates the percentage of library patrons by age, according to the household composition of respondents: Age Group Proportion 0-4 15% 5-12 18% 13-19 7% 20-39 25% 40-59 24% 60+ 11% Total 100%

C-15 Library Master Plan – Destiny Milton 2 Town of Milton / Milton Public Library – May 2008 Appendix C: Public & Internal Input

Implications of Survey Results

Based on the results of the library patron survey, it can be surmised that:

¾ The influx of new residents to the Town will affect the types of services and resources desired at the library. It would appear that new residents are more likely to have children, suggesting not only the need for more materials, but also programs for this age group. At present, the MPL’s program offerings are limited (and nearly always at capacity) due to the space constraints at the Main Library. Furthermore, new residents are generally less satisfied with the MPL, suggesting that additional investment is required to match resident expectations. Although Milton’s ethnic diversity is on the rise, the survey did not provide substantial direction regarding foreign language materials.

¾ The “technological revolution” has not significantly affected the demand for books and print materials – borrowing books remains the primary reason for using libraries. Bestsellers and children’s books (in addition to videos) are the materials that are in the greatest demand and will likely continue to be so due to the number of new families moving to the Town.

¾ The small size of the library, combined with its increased busyness, was an issue expressed by many patrons. There was good support for the MPL to continue to explore opportunities for Monday hours.

¾ Overall, the MPL and its staff received excellent reviews – staff were frequently cited as being the library’s greatest asset. Although high levels of satisfaction are common in library consultation exercises, this underscores the value that communities place on library services.

C-16 Library Master Plan – Destiny Milton 2 Town of Milton / Milton Public Library – May 2008 Appendix D: Mission Statement & Roles of the Milton Public Library

APPENDIX D: MISSION STATEMENT & ROLES OF THE MILTON PUBLIC LIBRARY

D1. OVERVIEW

The Milton Public Library’s (MPL) current “Mission Statement” was developed in the 1980s and reaffirmed in the 1990s through separate strategic planning processes. It currently reads as follows:

Current Mission Statement Our purpose at the Milton Public Library is to provide the community with materials, programmes, and services to support and encourage informal learning. Special emphasis is placed on providing a collection of popular materials, and meeting the information needs of the public, by providing a link to other resources.

Four predominant “Roles” were also defined for the Milton Public Library in the 1980s. These roles – which were taken from a selection of roles suggested by the American Library Association – are still referenced today and are as follows:

Current Library Roles • Independent Learning Centre • Popular Materials Library • Preschoolers’ Door to Learning • Broker / Link to other Resources

The development of a new Master Plan for Library Services presents an opportunity to make adjustments to the Mission Statement and Library Roles in order to ensure that they are properly aligned with the present and future directions of the library.

D-1 Library Master Plan – Destiny Milton 2 Town of Milton / Milton Public Library – May 2008 Appendix D: Mission Statement & Roles of the Milton Public Library

D2. WHAT ARE MISSION STATEMENTS AND ROLES?

The Southern Ontario Library Service (“Know where you are by a Situational Analysis”, Trustee Council meetings, Fall 2005) defines a Mission Statement as follows:

“The mission is declaration of purpose, a concise statement that tells the community what the public library does exceptionally well that is unique or different from what other organizations so. The power of the statement comes from its simplicity, the fact that a few words make it absolutely clear why the library exists and what difference it makes in the community.”

Simply put, the Mission Statement is a clear, concise, and realistic observation of the Library’s reason for being. A mission statement should be referenced when making important decisions about what activities and services to provide, what markets to serve, what new initiatives to focus on, what partners to co-operate with, what to emphasize in developing a collection policy, and so on. It can create clarity, inspire and motivate volunteers and staff, and create unity, particularly if it has been put together with the assistance of staff and board members.

Library Roles are essentially aims that represent an elaboration of the Mission Statement, providing extra detail where the mission is broader. They are intended to address the following questions: What is the library trying to do? Whom is the library trying to serve? What resources does the library need to achieve these ends? By establishing more detailed roles, this allows the mission statement to remain broad and to succinctly define the library’s purpose.

D3. STRENGTHS AND WEAKNESSES OF THE LIBRARY’S MISSION STATEMENT AND ROLES

At a series of three workshops arranged with library staff and board members, the mission statement and library roles were discussed and dissected. Input received from these sessions – as well as an understanding of library service trends and potential options for future growth in the Milton Public Library system – has formed the basis for the re-working of the MPL Mission Statement and Library Roles.

D-2 Library Master Plan – Destiny Milton 2 Town of Milton / Milton Public Library – May 2008 Appendix D: Mission Statement & Roles of the Milton Public Library

MPL Mission Statement Strengths Weaknesses / Threats - first sentence is an accurate depiction of - second sentence is becoming less what MPL does – it tells the public what relevant over time MPL does - not succinct enough - concise - it isn’t very “fun”; not terribly inspiring - emphasis on informal learning and popular - don’t like the phrase “special emphasis is materials placed on” - creates a focus on what we do well - “encourage” is not a strong enough word - informal learning is a very popular use of (maybe “promote”?) the library - too narrow in scope; too restrictive for - it is open enough to allow for expansion population over 30,000 – a new focus, - has the interests of the user at heart direction is needed; for example: - has been an effective aid in budget - focus is not just on “informal” learning, planning (provides a focus to plan but also formal learning (e.g., reference collections and services) material) - like the word “link” - range of e-services needs to continue to expand – where does this fit? - does not reference ‘life long learning” - does not mention MPL’s role in supporting businesses (link) - doesn’t recognize the library as a public space, a gathering place - focus on entertainment / recreational reading is not strong enough - need to recognize that Milton is becoming more multi-cultural - does not deal with accessibility or the implications of a multi-branch system - does not provide a focus on children’s services - doesn’t reflect many changes in library trends

D-3 Library Master Plan – Destiny Milton 2 Town of Milton / Milton Public Library – May 2008 Appendix D: Mission Statement & Roles of the Milton Public Library

MPL Roles Strengths Weaknesses / Threats - current roles do not need to be changed - should be the “community’s” door to (but need to be expanded) learning” - like the “door to learning” heading - too much focus on “materials” and not enough on “information” - does not address: - youth services (children/teens) - seniors population - ESL resources - community meeting space; public gathering space - business support needs - multi-lingual resources - virtual portal / access (online and Internet services) - formal learning - programming for age groups other than preschoolers - entertainment and instruction

D4. CONTEXT

The roles of the Milton Public Library are constantly changing as a result of changes in society, technology, information needs, the economy, community characteristics, and so on. In establishing a mission statement and roles for MPL, we need to be cognizant of these influences and develop an understanding of their influence on library services (and how library services can respond to these changing needs).

To supplement some of the input provided by library staff and board members, the following list identifies some of the most prominent trends and change agents effecting, or about to effect the services provided by the Milton Public Library:

D-4 Library Master Plan – Destiny Milton 2 Town of Milton / Milton Public Library – May 2008 Appendix D: Mission Statement & Roles of the Milton Public Library

• Multi-branch System – Presently, MPL provides library services from one central location, but will be adding a branch in 2008, with additional branches being planned for the future as the Town grows. The establishment of a central library system with branches will provide MPL with opportunities to improve accessibility to its services, and to diversify its services and collections. Ultimately, MPL may wish to establish a different set of roles for each library facility. • Partnerships – Increasingly, libraries are seeking to collaborate with local agencies and organizations in order to both enhance and broaden services in a cost efficient manner. As the role of libraries changes, there will be a greater need for co-operation with other service providers. For example, the MPL currently has partnerships with Halinet (Halton Information Network), United Way, the Town of Milton, the Horticultural Society, Book Festival, and the Milton Community Resource Centre. • The Library as a Community Gathering Space – Rather than merely a repository of books, libraries are increasingly being viewed by the public as a community focal point…a place where people meet and a destination for community events and programs. The Library serves indirectly as a gathering place at present; however, space constraints severely limit its ability to act as a true gathering place and focal point for events and programs. • Technology and Automation – Demand for electronic services (e.g., Internet access, databases, online library services, etc.), new format A/V materials (e.g., DVDs, CDs), and self-serve options (e.g., self-serve checkout, online renewals, etc.) are on the rise. At the same time, interest in traditional forms of information such as books and periodicals remains quite strong. As a result, increasing pressures are being placed on the MPL to provide additional services. Also crucial to any library is the need to maintain and grow its LAN, intranet, and communications systems to support internal, Town/Library communications, and customer communications. • Demographic Changes – The Town’s population is growing rapidly (particularly younger families), bringing with it significant demands for expanded library facilities and services. The number of residents who were not born in Canada is

D-5 Library Master Plan – Destiny Milton 2 Town of Milton / Milton Public Library – May 2008 Appendix D: Mission Statement & Roles of the Milton Public Library

also on the rise and is expected to become more prominent in the future; the library is an invaluable resource for newcomers to Canada. The Town may also be experiencing a slight aging trend as the baby boom generation reaches retirement age. Furthermore, a considerable portion of the Town’s residents are commuters who spend increasing amounts of time on the road, thereby restricting their available leisure time. It is expected that these assertions will be clarified when more up-to-date Census data becomes available in 2008. • Changing Expectations of Patrons – Partially attributed to the rise in ‘super bookstores’, the public’s expectations for library services, facilities and resources has been heightened. Not only do patrons want to read, study, meet, and surf in a comfortable, welcoming environment, but they are increasingly ‘information- hungry’ and are demanding more materials in multiple formats. • Shifts in Employment & Business – With growth in the small business and self- employment markets, information services for businesses are in demand, as are career counselling and job retraining services.

D5. REVISED MISSION STATEMENT AND LIBRARY ROLES

Based on the foregoing, the following is the suggested new Mission Statement for the Milton Public Library:

Recommended Mission Statement The Milton Public Library is committed to nourishing growing minds, promoting the love of reading, and providing a gateway that connects people, ideas, and information.

D-6 Library Master Plan – Destiny Milton 2 Town of Milton / Milton Public Library – May 2008 Appendix D: Mission Statement & Roles of the Milton Public Library

The MPL’s four existing roles are based on a series of eight roles developed by the American Library Association (ALA). It is not intended for every library to adopt all of the roles, nor are departures from these roles prohibited. Rather, each individual library system is responsible for defining the roles they wish to pursue, based on their own objectives and community needs. As such, there is no compelling reason for the MPL to limit itself to these suggested roles, rather it is recommended that roles specific to the MPL’s aims be developed. The roles suggested by the ALA include: • Community Activities Centre – The library is a central focus point for community activities, meetings, and services. • Community Information Centre – The library is a clearinghouse for current information on community organizations, issues, and services. • Formal Education Support Centre – The library assists students of all ages in meeting educational objectives established during their formal courses of study. • Independent Learning Centre – The library supports individuals of all ages pursuing a sustained program of learning, independent of any educational provider. • Popular Materials Library – The library features current, high-demand, high- interest materials in a variety of formats for persons of all ages. • Preschoolers’ Door to Learning – The library encourages young children to develop an interest in reading and learning through services for children, and for parents and children together. • Reference Library – The library actively provides timely, accurate, and useful information for community residents. • Research Centre – The library assists scholars and researchers in conducting in- depth studies, investigating specific areas of knowledge, and in creating new knowledge.

As the MPL diversifies its services to meet the demands of a growing population, it is recommended that a differentiation be made between primary and secondary roles.

D-7 Library Master Plan – Destiny Milton 2 Town of Milton / Milton Public Library – May 2008 Appendix D: Mission Statement & Roles of the Milton Public Library

Primary roles represent a full-time focus of the library, whereas secondary roles – while still important – will not be pursued at the undue expense of primary roles.

The following are the suggested new Library Roles for the Milton Public Library. Roles 1a and 2a are existing roles of the MPL, while role 1b has been refined.

Recommended PRIMARY Library Roles

1a. Popular Materials Library – The Library features current, high demand, high interest materials in a variety of formats for persons of all ages, abilities, and cultural heritages.

1b. Life-long Learning Centre – The Library supports a sustained program of formal and informal learning for individuals of all ages, abilities, and cultural heritages. A special emphasis is placed on encouraging young children to develop an interest in reading and learning. The Library also serves as a major resource of local history collections and services.

1c. Virtual Portal – The Library provides a means by which patrons can access information from a wide variety of electronic sources, including databases and the Internet.

1d Service-Oriented Library – The Library actively provides timely, accurate, and useful information and on-site resources for community residents in their pursuit of personal and job-related interests.

Recommended SECONDARY Library Roles

2a Broker / Link to other Resources – Through partnerships with other agencies and organizations, the Library is a clearinghouse for current information on community services, issues, and events.

2b Community Gathering Place – The Library is a central focus for community activities, meetings, and programs. ***Note: While the Library indirectly serves this role at present, it cannot be fully realized until a new Main Library is developed***

D-8 Library Master Plan – Destiny Milton 2 Town of Milton / Milton Public Library – May 2008 Appendix D: Mission Statement & Roles of the Milton Public Library

Not all roles may be applicable to all branches of the MPL, nor will the emphasis on each role be equal between the branches. For instance, the Main Library is intended to serve all identified roles; however, due to space and resource limitations, neighbourhood branches may not be intended to act as Community Gathering Places (role 2b) or possibly even being a Broker / Link to other Resources (role 2a). In most instances, neighbourhood branches should place a high priority on serving as Popular Materials Libraries (role 1a) and Virtual Portals (role 1c), with Life-long Learning Centre (role 1b) and Service-Oriented Library (role 1d) becoming secondary roles. In planning future branches, these roles should be considered and prioritized for each new branch library.

D5. ACTION PLANS

ACTION #32: The Library should revise its Mission Statement and Roles as outlined in this Plan. Primary roles should include being a popular materials library, life-long learning centre, a virtual portal, and a service-oriented library. Secondary roles should include being a broker or link to other resources and a community gathering place.

ACTION #33: Library staff should prepare standards of service to describe and delineate the roles and functions to be performed by the proposed Main Library and the proposed branch libraries.

ACTION #34: The Library should revise its collection policy based on the revised mission statement and library roles.

ACTION #35: The Library should review and update its Mission Statement and Roles when the Town achieves a population of 150,000 people.

D-9 Library Master Plan – Destiny Milton 2 Town of Milton / Milton Public Library – May 2008 Appendix E: Facility Needs Assessment

APPENDIX E: FACILITY NEEDS ASSESSMENT

E1. OVERVIEW

This section contains a detailed analysis of public library space needs, as well as a distribution strategy for the expansion of the Milton Public Library system. In order to establish direction for a future building programme, this section evaluates a number of factors including trends, demographics, public and staff input, geographic distribution, and space standards.

Although this assessment of current and anticipated future needs is heavily based on the findings of previous studies, it has also been prepared within the broader context provided by other components of this Master Plan and Destiny Milton 2. Efforts have been made to ensure that future plans are appropriate and strategic in nature, representing facility provision that is responsive to the needs of existing and new residents. As such, there has been a need to update various data sources (e.g., growth forecasts) and to assess this new information in the context of past recommendations.

E2. CURRENT SITUATION

At present, the Library has one facility located on Bruce Street; this building is approximately 16,400 square feet in size. As mentioned earlier, it was recently reconfigured and administrative and technical space was moved to an adjacent building (2,800 square feet) in order to mitigate some of the pressures being felt at this location. There is presently a total of 19,200 square feet of library and administrative space in the Town.

The Library Board and staff are to be commended for the recent renovations of the current Main Library. These changes have provided the library with much needed space and improved traffic flow for the interim – through functional reassignment, the library now includes a higher profile teen area, comfortable, distributed lounge areas near

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windows, and a well planned and attractive children’s area. The library has also incorporated patron-friendly touches such as strollers in the children’s area, hand rails for children, baskets, and a coffee machine. Attention is being paid to delineating functional areas with highlight colours on the wall to set off special collections and different carpet colours for different areas. There appears to be more space between stack units especially near the larger print collections, important for people with strollers, walkers, and scooters. Barrier-free washrooms are nicely appointed, well marked and located in convenient locations on the main floor. The library is most fortunate in having the assistance of the local Horticultural Society in developing and maintaining its lovely gardens.

This facility, however, was built to accommodate the population in “old Milton” and was successful in serving the Town prior to the rapid growth that has occurred between 2001 and 2006. The rate and scale of development in the Phase 1 residential lands (Bristol survey) have caused the Town to quickly outgrow this space.

Based on previous studies, the MPL has identified a building programme for library facilities. The timing of this programme has been changed on a number of occasions, however, which has had the effect of postponing new library development. The following is the current timing and scope of library facility development, as identified in the Town’s long-term capital forecasts (and is subject to change based on the outcome of this study and other factors): • BRANCH #1 – There are plans to develop an 11,300 square foot branch in 2008 in the southeast (Beaty Branch); a site for this building was recently secured on the east side of the 4th Line at Hearst Boulevard. Construction is expected to begin in 2008. • NEW CENTRAL LIBRARY – A new 30,000 square foot Central Library is proposed for 2010/11 at the corner of Thompson Road and Main Street East. This is being proposed to be co-located with the Arts and Entertainment Complex. • BRANCH #2 – The Library’s long-term budget indicates plans to develop a 10,000 square foot branch in 2012/13 in the southwest.

E-2 Library Master Plan – Destiny Milton 2 Town of Milton / Milton Public Library – May 2008 Appendix E: Facility Needs Assessment

The public consultation process yielded significant support to the notion that the existing MPL facility is too small, too crowded, and not geographically accessible to the Town’s growing residential neighbourhoods.

Library building has not kept pace with rapid development of the community, and therefore, it is critical that investment be made in capital infrastructure to meet existing and future needs. The sooner the Town expands its library space, the better its position will be to fund future libraries and meet the growing service expectations of its current and future residents.

The growth that is occurring in Milton is placing significant pressures upon the MPL as the Milton Public Library Human Resources Review Update (Final Report 2006) points out: “The next 10 years of the Milton Public Library system will be a time of rapid growth and change – necessitating greater time for planning and development functions than has been the case for the past 10 years.”

E3. LIBRARY DEVELOPMENT TRENDS

The Milton Public Library will need to move to a branch system in order to meet the needs of its expanding population. An average branch distribution system in Canada includes a central library that provides services to the entire municipality and branch libraries that provide services at the local neighbourhood or community level.

The average size of a branch library is increasing. In Canada, a district or area library now ranges from a minimum of 12,000 to a maximum of 28,000 square feet. In the United States new branches tend to be in the 20,000 to 30,000 square foot range. Some recent examples in Ontario include the Oakville Public Library (which is planning two branches in the 17,500 to 20,000 square foot range), the Waterloo Public Library (which is planning a 21,000 square foot branch), and the Mississauga Public Library (which has built their most recent branches in the range of 15,000 to 29,000 square feet). Depending on the total number of library branches contemplated by the MPL to

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the Town’s eventual build-out, this information would suggest that the size of the two branch libraries currently being proposed (10,000 to 11,300 square feet), are under- sized.

Total floor space of Ontario Public Libraries increased by 200% from 1990 to 1999 according to a recent research initiative from the Southern Ontario Library Service (Ontario Public Libraries Today, 2005). The study indicates that the demand for more computer workstations and larger group study areas are two major reasons why public library floor space has increased in recent years. Additional space dedicated to children and teens, art exhibits, comfortable reading areas with cafés, flexible programming space for community activities, wide aisle ways, and accessible book stacks to accommodate individuals with physical disabilities are some of the other factors that have contributed to an overall increase in library floor space. Because these features are highly desirable amongst modern library users, it is most likely that public libraries will strive to continue offering them. As a result, the demand for more public library floor space is not expected to decrease in the near future. In fact, there is every indication that larger libraries are here to stay.

In the 1990s, because of austerity measures, bottom-line economics, the influence of new technologies, and the popularity of super bookstores, several trends in branch library facilities emerged across North America. These included: • closing smaller neighbourhood branches; • merging two or more existing library facilities into a larger facility; • building multi-use facilities that housed branch libraries with non-library facilities, such as community centres and schools. Our research shows that public libraries are an excellent complement to municipal recreation facilities containing indoor pools. Also, there have been a number of successful joint public-school library projects in recent years, including the Richmond Green Public Library in Richmond Hill and the Erin Meadows Public Library in Mississauga; and • investing in new and larger downtown libraries (e.g., London, Brantford, Whitby, etc.)

E-4 Library Master Plan – Destiny Milton 2 Town of Milton / Milton Public Library – May 2008 Appendix E: Facility Needs Assessment

Another significant trend in library facility development is the recognition that we live in a mobile society where most people get to their public library by car; it is, however, imperative that libraries be established at locations that are accessible by public transit, cyclists, and pedestrians. With most library patrons arriving by car, a slight increase in the size of the service radius of branch libraries is appropriate. The corresponding trend is to phase out small neighbourhood branches and move to a model of larger community branches.

E4. SPACE STANDARDS

Projections of timing were made based on forecasts provided by the Town of Milton Planning and Development Department and the stated objective of the Master Plan to have 0.6 square feet per capita. When population forecasts are updated, it will be appropriate to revisit the library development recommendations of this Plan.

Demographic characteristics and population forecasts are a significant influence on the usage of, and requirements for, library space and services. While the emphasis is on population, other socio-demographic variables which are known to influence library provision – including ethnicity, education levels, and income – should also be accounted for when designing each new or expanded branch.

The Town is still very much in the growth stage and will continue to expand at a rapid pace for at least the next ten years. As such, the Milton Public Library will require a building programme involving the creation of new library buildings that will be spread over the next decade and possibly beyond.

For the purposes of library comparisons, a benchmarking exercise was undertaken based on data compiled in the "Canadian Public Library Statistics 2005" by the Council of Administrators of Large Urban Public Libraries. This exercise is intended to provide a brief overview of the Milton Public Library system in terms of per capita space provision levels and then compare this data to other library systems across the Province. The data presented in the following table is provided simply to provide broad comparisons.

E-5 Library Master Plan – Destiny Milton 2 Town of Milton / Milton Public Library – May 2008 Appendix E: Facility Needs Assessment

Please note that these benchmarking communities were selected largely because they serve population levels that are similar to those that Milton will be experiencing in the coming years (i.e., 90,000 in 2011 and 120,000 in 2016). The adjacent municipalities for Oakville and Burlington were also included due to their proximity to Milton.

Table 1: 2005 Canadian Public Library Statistics – Square Footage per Capita Library System Population Total Square Footage Square Feet per Capita Clarington 80,000 37,565 0.47 Ajax 88,000 40,600 0.46 Pickering 94,400 45,000 0.48 Cambridge 122,000 65,175 0.53 Barrie 125,000 41,000 0.33 St. Catharines 130,000 84,832 0.65 Oakville 158,700 89,044 0.56 Burlington 163,000 93,470 0.57 Average 120,138 62,086 0.52 Milton (2006) 60,000 19,200 0.32 Source: 2005 Canadian Public Library Statistics, Canadian Association of Large Urban Public Libraries. Note: Because this information represents a snapshot in time, it may not accurately reflect the space standards employed by the library systems for planning new buildings/expansions.

The above table indicates that the average per capita library space provision for the benchmarked communities was 0.52 square feet in 2005. At the present time, Milton is providing approximately 0.32 square feet per capita, lower than all of the other library systems listed.

Based on the most recent ten-year average (1994-2003), the Town’s Development Charges By-law uses the quantitative standard of 0.50 square feet of library space per capita in order to determine the quantum of the development charge. This level is likely to change when the Town passes its next Development Charges By-law as it is dependent on its ten year service levels. As such, this is not reflective of the community’s needs; rather it is a calculation under the Development Charges Act and is

E-6 Library Master Plan – Destiny Milton 2 Town of Milton / Milton Public Library – May 2008 Appendix E: Facility Needs Assessment

solely relevant to the collection of funds under that Act for new development of library infrastructure.

A general industry guideline of 0.6 square feet of library space per capita has existed for some time and is consistent with MPL’s goal. Despite the recent evolution of library holdings and roles (such as an increasing emphasis on electronic resources and the library as a community gathering place), library usage levels have remained strong and this standard remains relevant. The approach of using per capita standards continues to be a reasonable methodology for projecting needs at the "master planning level". A standard of 0.6 square feet per capita is relevant as a long-term target for the Town of Milton and will be used to project space needs in this Master Plan. Given the current level of service in Milton, it must be recognized that this standard is a longer- term target that will take some time for the Town to achieve.

While library facility standards are useful, a more precise calculation of library space needs based on an examination of proposed functions, fixture requirements, collection size, etc. is recommended when designing or expanding libraries.

E5. PROJECTED LIBRARY SPACE NEEDS

Projections of timing were made based on previous Best Planning Estimates (BPE) and the stated objective of the Master Plan to maintain a 0.6 square feet per capita library space standard. As the BPE have been updated to reflect both actual rate of growth and a revised growth forecast, it is appropriate to revise timing and size of new facilities.

The following table provides the space requirements for library provision based on the population projections and the 0.6 sf/capita standard being employed by this Master Plan. The table also includes assumptions regarding the MPL building programme currently being proposed by the Town.

E-7 Library Master Plan – Destiny Milton 2 Town of Milton / Milton Public Library – May 2008 Appendix E: Facility Needs Assessment

Table 2: Space Requirements & Building Programme Currently Proposed by the Town/MPL Supply Space Requirements (based Growth-related Year Population* (square feet) on 0.6 sf per capita) shortfall (sqft) 2006 60,000 19,200 36,000 16,800 2008 + 11,300 Open a new branch in the southeast (Beaty Branch) 2011 90,000 30,500 54,000 23,500 2011 + 30,000 Open a new Central Library - 19,200 Close existing Main Library 2013 + 10,000 Open a new branch in the southwest 2016 120,000 51,300 72,000 20,700 Build-out 175,000 51,300 105,000 53,700 * the 2006, 2011 and 2016 populations are year-end estimates provided by the Town’s Planning Department; the build-out estimate is based on Destiny Milton 2 and does not have a date associated with it; 2006 Census data estimates a population of 54,000

Population growth will continue to place increasing demands on library services and space requirements. Even if the three planned library building projects are undertaken, by 2016 there will still be a growth-related shortfall of 20,700 square feet of space. This shortfall will continue to increase to the Town’s ultimate build-out population of 175,000.

In the mid-1990s, Destiny Milton identified the need for a larger Central Library (30,000 ft²) with two branches (10,000 ft² each). As a result of subsequent planning decisions, the branch in the east part of the Town is being developed first, to be followed by the new Central Library, and then by the second branch somewhere in the west part of the Town. The Town’s growth has, however, surpassed the population projections employed in the first Destiny Milton. As a result, the Milton Public Library requires an additional 20,700 ft² of library space (over and above the 51,300 ft² of new library space recommended by Destiny Milton and the Town’s current capital forecast).

Furthermore, given the changes that are occurring in Milton, the adequacy of the proposed model (1 central library and 2 branch libraries) is questionable. Members of the Library Board have suggested a need to consider up to 4 branches. An evaluation of these and other options are contained in the following sections.

E-8 Library Master Plan – Destiny Milton 2 Town of Milton / Milton Public Library – May 2008 Appendix E: Facility Needs Assessment

E6. GEOGRAPHIC DISTRIBUTION OF LIBRARIES

Space allocation and distribution within each plan area is essential to this evaluation as there is an expectation that branch libraries be geographically accessible to all Milton residents, to the greatest degree possible.

Presently, the Town’s only library facility is located at 45 Bruce Street, in a very central part of the Town. Results from a recent survey indicate that library patrons are pleased with the location and access of the current location. “Location and access” ranked third highest in terms of what patrons like about the Milton Public Library. This finding suggests that location and access will be extremely important considerations in the planning and design of new library facilities in the Town of Milton.

The patron survey also revealed that “lack of time” was the single greatest factor which prevented people from using the Milton Public Library. This further supports the notion that planning and design for convenient geographic access to library facilities is an extremely important consideration in the Town of Milton (as emphasized by Goal 2, Direction 4 of DM2). Hours of operation will also be important.

In considering the planning and design of public libraries in Milton it is also important to note that 38% of those who use other libraries do so because these facilities are closer to home, work, or school. Although proximity is a key concern, 84% of patrons surveyed indicated that they usually drive to the library.

The Library’s one existing facility is too small to serve as a main library in a branch system and is expected to be replaced by a new 30,000 ft² Central Library (currently proposed for 2010/11). The long-term capital forecast identifies that a new Central Library in conjunction with a proposed Arts and Entertainment facility are expected to be developed at the southeast corner of Main Street East and Thompson Road. This location is considered by current residents to be very accessible. Significant benefits to the location of the new facility are convenience and visibility. For example, the Central library will be adjacent to two major recreation facilities (the Milton Leisure Centre and the Milton Memorial Arena) and co-located with a proposed 45,000 ft² Arts and Entertainment Centre.

E-9 Library Master Plan – Destiny Milton 2 Town of Milton / Milton Public Library – May 2008 Appendix E: Facility Needs Assessment

In addition to the new Central Library, at present two new library branches are planned to be developed to serve the Phase 1 and Phase 2 and a third is recommended for the residential lands. Construction has started on the first branch (Beaty Branch), which is located on the east side of the Fourth Line at the end of Hearst Boulevard.

To provide a broader context of potential service and gap areas for library service, the location and extent of residential growth anticipated in Milton’s proposed growth areas are described below (as currently being proposed in the Town’s existing planning documents, which are undergoing a review as part of Destiny Milton 2):

• Phase 1 (Bristol Survey) is located in the southeast part of the Town. These lands are expected to accommodate a population of 40,000 with more than 13,500 residential units (mostly single family, many of which are already in place). A new 11,300 ft² library branch (Beaty Branch) is in development in Phase 1 and expected to be completed in 2008.

• Phase 2 (Sherwood Survey) is mostly located in the southwest part of the Town, with a small portion located in the northwest. Building activity predicted to occur in Phase 2 between 2008 and 2016 is expected to accommodate an additional 40,000 residents. A new 10,000 ft² branch is currently proposed to be developed in 2012/13 at an as yet undetermined location.

• Phase 3 (residential lands) is located along the southern Urban Expansion Area Boundary (Britannia Road). The development in Phase 3 will primarily consist of low and medium residential units as well as new commercial developments to support residential growth along Louis St. Laurent Avenue. Building activity in Phase 3 is expected to occur between 2010 and 2016. Phase 3 is comparable in size to Phase 1 or Phase 2, suggesting that Phase 3 could accommodate an additional population of approximately 40,000 as well.

Ideally, all library facilities should be geographically accessible to future residents living within the urban area of Town of Milton. The proposed location of the Central Library will be situated so as to serve “Old Milton” and a portion of the Phase 1 (Bristol) lands. The

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proposed Beaty Branch will serve the lower half of the Phase 1 (Bristol) lands and the north-eastern portion of the Phase 3 residential lands.

Gap areas include the entire Phase 2 (Sherwood) lands and three-quarters of the Phase 3 residential lands. Given the geographic distribution and the sheer number of new residents moving into these areas, 2 new branches (beyond the Central Library and Beaty Branch) will be required.

E7. RECOMMENDED LIBRARY SPACE PROVISION STRATEGY

Based on a projected population of 120,000 residents in 2016, the Town will require a total of 72,000 ft². This is approximately 53,000 ft² more than what is currently provided and 20,700 ft² more than what is accounted for in the Town’s long-term capital forecast.

A central library and 2 branches will be required to serve a population of 120,000. Beyond 2016, an expanded central library and 1 additional branch will be required to serve the Town’s build-out population of 175,000.

Central Library

The size of the currently proposed central library (30,000 ft²) is too small and not adequate to serve as the flagship and administrative hub of a multi-branch library system. Library design trends and changing expectations (e.g., new technologies and formats) along with updated accessibility guidelines are also creating demand for larger library facilities. Our research shows that central libraries should generally be 40,000 to 60,000 ft² (such as the ones built, renovated or proposed in Guelph, Whitby, and Brantford) and account for 50% to 60% of system-wide library space. A build-out population of 175,000 equates to system-wide space needs of 105,000 ft², suggesting that a new Central Library should ultimately be 52,500 to 63,000 ft². As not all of this space is required immediately, phasing of construction should be considered, with approximately 40,000 ft² being included in the initial phase and 23,000 ft² in a second phase (as the Town approaches build-out).

E-11 Library Master Plan – Destiny Milton 2 Town of Milton / Milton Public Library – May 2008 Appendix E: Facility Needs Assessment

Branch Libraries

The new Beaty Branch library is proposed to be 11,300 ft². Ideally, new branches should be in the 15,000 to 20,000 ft² range. Combined with the Town’s rapid population growth and current growth-related shortfall of library space, this suggests that the new branch will not be sufficient to meet current needs and additional investment will be required at other locations in the near term.

Geographic accessibility to public library facilities is an important consideration. Libraries should generally be located within 1.5 kilometres of all urban residential areas and there is a preference for them to be located within Milton’s secondary Mixed Use Nodes. This may not be possible for the northern segment of the Phase 2 (Sherwood) residential lands near Highway 401, which comprise a much smaller and isolated land area. Distribution and overall space provision needs suggest that library branches will also be required to serve both the Phase 2 and Phase 3 residential lands.

E-12 Library Master Plan – Destiny Milton 2 Town of Milton / Milton Public Library – May 2008 Appendix E: Facility Needs Assessment

Summary

To assist the Library in meeting a 0.6 square foot per capita provision standard in the year 2016, the following library development programme is recommended.

1. In 2008, open a branch in the southeast (Beaty Branch). This facility will be 11,300 ft². 2. In 2011, open a 40,000 ft² Central Library; this would be 10,000 ft² larger than what is currently proposed. The design must include the potential for future expansion (approximately 23,000 ft² of additional space). An assessment of the site at Main Street East and Thompson Road will be required to determine its ability to accommodate a building of this size (on 2-3 floors). A more detailed Total Space = 105,000 ft² design study will be required to establish a floor plan and ultimate building (sufficient for a population of dimensions; this study should be initiated in 2009. 175,000, which is projected for 3. In 2014, open a 15,000 ft² branch in the southwest (Phase 2 – Sherwood); this the Town’s build-out) would be 5,000 ft² larger than what is currently proposed. Land acquisition will be required. 4. In 2018, open a 15,000 ft² branch central in the south (Phase 3 residential lands); this facility is not currently in the Town’s long-term capital forecast. Land acquisition will be required. 5. At a yet undetermined time beyond 2016, expand the Central Library built in 2010/11 (approximately 23,000 ft²). Monitoring of population growth and library needs will be required to determine the timing for this expansion (at a growth rate of 6,000 people per year, it would be required by approximately 2023).

These recommendations are illustrated by the following table and graphic. A 2.5- kilometre service radius has been applied to the Central Library as this is projected to be a larger facility that would result in a larger draw. A 1.5-kilometre service radius has been applied to the branch libraries, which are intended to serve a smaller geographic area.

E-13 Library Master Plan – Destiny Milton 2 Town of Milton / Milton Public Library – May 2008 Appendix E: Facility Needs Assessment

The Town is growing quite rapidly and has outgrown its current library facility. Given that the Town’s existing library space service levels are below the levels recommended by this Plan, it is imperative that the Town invest in its library infrastructure as soon as possible.

Recommended Milton Public Library Space Provision Strategy (2006 to build-out) 120,000 2008 2011 2014 2018 20?? New Beaty Branch Replace central library New southwest New Phase 3 Expand Central (11,300sf) (20,800sf, net) branch (15,000sf) branch (15,000sf) Library (23,000sf) 100,000

80,000

60,000

Square Feet Square 40,000

20,000

0 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 Year Library Space Needs (sf) - 0.6sf/pop. Total Library Space (sf)

Notes: 1. Population growth is estimated at 6,000 people per year until build-out. With a build-out capacity of 175,000, this would be achieved by 2025/26. 2. A provision standard of 0.6 square feet per capita has been established to determine overall library space needs.

E-14 Library Master Plan – Destiny Milton 2 Town of Milton / Milton Public Library – May 2008 Appendix E: Facility Needs Assessment

E-15 Library Master Plan – Destiny Milton 2 Town of Milton / Milton Public Library – May 2008 Appendix E: Facility Needs Assessment

E8. ACTION PLANS

ACTION #1: The Town and the Library will work together on Development Charges- related calculations as required.

ACTION #2: The future development strategy for library facilities in Milton should maintain a standard of 0.6 square feet per capita.

ACTION #3: The Library should review outreach services or alternative delivery models for areas outside the proposed catchment areas.

ACTION #4: The Library can best meet its future facility requirements (72,000 square feet of library space by 2016) by implementing the following library development program: - new 11,300 ft² branch in the southeast (Beaty Branch, open for 2008); - new 40,000 ft² central library (open for 2011); - new 15,000 ft² branch in the southwest (open for 2014); - new 15,000 ft² branch in the south (open for 2018); and - expand the central library – an additional 23,000 ft² (future term; date to be determined).

ACTION #5: In 2009, the Library should undertake a detailed design study to establish a floor plan and ultimate building dimensions for the proposed Central Library in conjunction with the Arts and Entertainment Centre, with consideration to phasing.

ACTION #6: In determining locations for the branch libraries in the Phase 2 and Phase 3 residential lands, the Library should explore opportunities to co-locate library facilities with other municipal and public uses, such as leisure facilities or schools.

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APPENDIX F: SERVICE DELIVERY ASSESSMENT

F1. CONTEXT

The Town of Milton is facing tremendous change within the next ten years and beyond. Such marked growth will lead to a greater demand for a new and enhanced library infrastructure, in order to meet the “just-in-time” needs of its growing population.

In addition to a rapid population influx into this community, the profile of future citizens will change. The number of residents who were not born in Canada is on the rise and is expected to become more prominent in the future. Traditionally, the public library has served as one of the first community services new Canadians experience.

The Town’s population is also experiencing a slight aging trend as the baby boom generation enters its 60s. According to a recent Market Probe survey of citizens and their library usage patterns and opinions (and confirmed by the Milton Public Library patron survey conducted for this Plan), the older population group has been and will continue to be major library supporters and users. Demands from all ages – including children and teens – will continue to be placed on the MPL as the community grows.

The 2001 Census recognizes that Milton’s per capita average income exceeds the provincial median. As well, the Town population is well educated with a higher proportion of citizens possessing a college or technical school education as compared to the provincial average. Both of these factors suggest that there are high degrees of library usage in the Town. (Note: 2006 Census income and education data will not be available until 2008)

Part of the community’s population growth will consist of people emigrating from large urban centres, such as Toronto and Mississauga. These individuals currently enjoy a wide range of library services and collections, as well as those offered by the big box book stores such as Chapters. As such, the level of expectations for information services they will bring with them to their new community is high.

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Furthermore, a considerable portion of the Town’s residents are commuters, many of whom access and use information in different ways than many other citizens.

Anticipated growth in the Milton area also means that the community dynamics will change significantly over time. With the time lag in reporting ethnicity/language data from the Census, outreach into the community will provide timely information about demographic changes and growth that will aid in planning services and collections in the future. MPL staff needs to adopt a much more proactive outreach role in establishing community links and keeping in close communication with key individuals and groups over the upcoming years. Outreach can be done through: • staff visits and meetings with schools, community groups, Town departments, and government agencies; • library town hall meetings and focus groups; • inclusion on mailing lists and local community “listservs”; • keeping up to date with census information reports as are released; and • presence and participation in community events such as festivals.

As Milton plans to build its new library branch, it has available a perfect opportunity to reach out to the community by extending invitations to key community groups to open houses and focus groups.

In summary, a changing yet rapidly growing demographic, combined with shifting trends in library development will place pressure upon the Milton Public Library to adapt to the needs of its future citizens.

F2. LIBRARY STANDARDS AND COMPARATOR LIBRARIES

For purposes of comparison, three recognized library standards have been consulted: The Ontario Public Library Guidelines 3rd edition, 2003, produced by the Ontario Ministry of Culture is a developmental tool for small, medium and county libraries used to assist libraries in establishing service targets. ARUPLO Standards (2005), prepared for the Administrators of Rural/Urban Public Libraries of Ontario blend some of the concepts of

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the Ontario Public Library Guidelines but provide information important for libraries in an urban/rural setting; ARUPLO Standards also offer information specific to the branch level of the library system. The 2005 Wisconsin Public Library Standards, developed by the Public Library Association (a division of the American Library Association), provide recommendations for evaluating library services for future planning.

The standards in Table 1 provide a range of targets for MPL to consider over the next 10 years.

Table 1: Library “Industry” Standards Ontario Public Wisconsin ARUPLO Library Public Library Standards Guidelines Standards Size (square feet per capita) 0.6 0.6 n/a Collections (volumes per capita) 2.4 2 to 3 4.3 Staff (FTE) (per 1,000 pop.) 0.5 to 0.7 0.2 min. 0.6 to 0.7 Hours (per week) (per 1,000 pop.) 0.7 0.72 0.74 Internet Workstations (per 1,000 pop.) n/a 1.0 0.67

To supplement these industry standards, comparisons have been made to several other library systems in Ontario. Each of the selected benchmarking libraries here demonstrates similar characteristics to Milton, including: • they are either commuter town and cities (or edge communities), all of which have been subjected to rapid growth and development; • their user profile, like Milton, has changed considerably over the last few years and will include new Canadians with unique information needs; and • users of all ages expect the full services and collections they have received in larger urban communities delivered through as many different distribution channels as possible.

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The comparator library information in Table 2 shows key indicators for libraries serving populations similar to the Town of Milton (60,000). The MPL is lagging behind these benchmarked libraries in several categories, most noticeably infrastructure size, collection size, and Internet workstations.

Table 2: Comparator Libraries for Milton’s current population of 60,000 Milton(2005/06) Benchmarking Data Peterborough Newmarket Aurora Average 60,000* Current Population 76,800 77,518 50,000 68,106 19,200* Size (square feet) 50,000 35,748 44,375 43,374 0.32 Sq. ft. per capita 0.65 0.46 0.89 0.64 1 Locations 2 1 1 1.3 27 Staff (FTE) 31.17 31.7 30.6 31.2 0.45 Staff (FTE) per 1,000 pop. 0.41 0.41 0.61 0.46 106,335* Collections 147,629 177,567 150,832 158,676 1.77 Collections per capita 1.92 2.29 3.02 2.33 11 Internet Workstations 16 8 41 21.7 0.18 Workstations per 1,000 pop. 0.21 0.10 0.82 0.32 415,555 Circulation 494,806 426,866 553,429 491,700 6.93 Circulation per capita 6.26 8.15 11.07 7.22 $1,928,903* Municipal Funding ($) 1,651,251 1,989,048 2,164,340 $1,934,880 $32.15 Funding per capita $21.50 $25.66 $43.29 $28.41 * Notes 2006 data; all other data is from 2005 (population 53,200). Source: Canadian Urban Libraries Council Statistics, 2006; MPL data provided by staff

The comparator library information in the following table shows key indicators for libraries serving populations within the projected range for the Town of Milton in 2011 (population 90,000).

As Table 3 shows, the Milton Public Library is lagging behind the benchmarked libraries in several categories, most noticeably infrastructure size (0.32 sf/capita in Milton v. 0.46 sf/capita in the other communities) and number of Internet workstations (0.18 workstations/1000 in Milton v. 0.64 workstations/1000 in the other communities).

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Table 3: Comparator Libraries for Milton’s projected population of 90,000 in 2011 Milton(2005/06) Benchmarking Data Clarington Ajax Pickering Average 60,000* Current Population 83,200 90,000 94,400 89,200 19,200* Size (square feet) 37,585 40,600 45,000 41,062 0.32 Sq. ft. per capita 0.45 0.45 0.48 0.46 1 Locations 4 4 5 4 27 Staff (FTE) 35.23 37 56.51 43 0.45 Staff (FTE) per 1,000 pop. 0.4 0.42 0.6 0.48 106,335* Collections 146,783 197,553 241,730 195,355 1.77 Collections per capita 1.76 2.2 2.56 2.19 11 Internet Workstations 71 37 64 57 0.18 Workstations per 1,000 pop. 1.17 0.4 0.68 0.64 415,555 Circulation 521,217 733,635 1,089,441 781,431 6.93 Circulation per capita 6.26 8.15 11.54 8.76 $1,928,903* Municipal Funding ($) 2,050,988 2,609,600 4,095,255 2,918,614 $32.15 Funding per capita $24.65 $28.99 $43.38 $32.72 * Notes 2006 data; all other data is from 2005 (population 53,200). Source: Canadian Urban Libraries Council Statistics, 2006; MPL data provided by staff

The comparator library information in Table 4 shows key indicators for libraries serving populations within the projected range for the Town of Milton in 2016 (population 120,000).

This benchmarking data (with the possible exception of Barrie – see note below) demonstrates the following characteristics of larger libraries: • growth in the total number of facilities; • increase of per capita size, closer to (or exceeding) the industry standard of 0.6 square feet per capita; • growth in staffing to provide services to more people in more locations; and • collection growth reflective of the recommended standards (2-3 volumes/capita).

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Table 4: Comparator Libraries for Milton’s projected population of 120,000 in 2016 Milton(2005/06) Benchmarking Data Cambridge Barrie St. Catharines Average 60,000* Current Population 124,000 125,000 130,000 126,333 19,200* Size (square feet) 65,175 41,000 72,050 59,408 0.32 Sq. ft. per capita 0.53 0.33 0.55 0.47 1 Locations 4 1 4 3 27 Staff (FTE) 63.17 45.31 68.9 59.13 0.45 Staff (FTE) per 1,000 pop. 0.51 0.36 0.53 0.47 106,335* Collections 291,188 234,031 374,563 299,927 1.77 Collections per capita 2.35 1.87 2.88 2.37 11 Internet Workstations 43 25 74 47 0.18 Workstations per 1,000 pop. 0.35 0.2 0.57 0.37 415,555 Circulation 1,035,113 1,471,582 1,231,477 1,246,057 6.93 Circulation per capita 8.35 11.77 9.47 9.86 $1,928,903* Municipal Funding ($) $3,796,100 $3,451,625 $4,427,500 $3,891,742 $32.15 Funding per capita $30.61 $27.61 $34.06 $30.81 * Notes Milton 2006 data; all other Milton data is from 2005 (population 53,200). Source: Canadian Urban Libraries Council Statistics, 2006; MPL data provided by staff

Note: As a city of generally the same target population, Barrie is included here for comparison purposes. It has only one location at present, but is currently building another to serve the high demand of its rapidly growing community. In nearly all key indicators (except circulation per capita), the Barrie Public Library is falling behind industry and benchmarking standards.

Comparing Milton to two larger adjacent libraries (Oakville and Burlington – see Table 5) foreshadows future demand and resources needed to meet needs. As seen by other edge and commuter community libraries, growth tends to be much more rapid than planned. Equally, expectations of users are greater as many of the new citizens come from larger urban areas with large, full service libraries. Although this study covers a period to 2016 where projected population for Milton will be 120,000, these comparator statistics show where future planning will be needed.

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Although many benchmarking indicators seem to increase with population (even on a per capita basis), the two areas that could require particular attention for the Milton Public Library post-2016 are the staff complement and Internet workstations.

Table 5: Comparator Libraries –Selected Region of Halton Municipalities Milton(2005/06) Benchmarking Data Oakville Burlington Average 60,000* Current Population 158,700 163,000 160,850 19,200* Size (square feet) 89,044 93,470 91,257 0.32 Sq. ft. per capita 0.56 0.57 0.57 1 Locations 5 6 6 27 Staff (FTE) 109 106 108 0.45 Staff (FTE) per 1,000 pop. 0.69 0.65 0.67 106,335* Collections 415,905 377,350 396,628 1.77 Collections per capita 2.62 2.32 2.47 11 Internet Workstations 111 109 110 0.18 Workstations per 1,000 pop. 0.70 0.67 0.68 415,555 Circulation 2,171,990 1,485,914 1,828,952 6.93 Circulation per capita 13.69 9.12 11.37 $1,928,903* Municipal Funding ($) $6,837,600 $6,264,270 6,550,935 $32.15 Funding per capita $43.09 $38.43 $40.73 * Notes 2006 data; all other data is from 2005 (population 53,200). Source: Canadian Urban Libraries Council Statistics, 2006; select Regional Data is taken from CULC 2005; MPL data provided by staff

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Table 6: Summary of Comparator Libraries Averages 60,000 pop. 90,000 pop. 120,000 pop. Select Regional Milton(2005/06) Benchmarking Data Communities Communities Communities Communities 60,000* Current Population 68,106 89,200 126,333 160,850 19,200* Size (square feet) 43,374 41,062 59,408 91,257 0.32 Sq. ft. per capita 0.64 0.46 0.47 0.57 1 Locations 1.3 4 3 6 27 Staff (FTE) 31.2 43 59 108 0.45 Staff (FTE) per 1,000 pop. 0.46 0.48 0.47 0.67 106,335* Collections 158,676 195,355 299,927 396,628 1.77 Collections per capita 2.33 2.19 2.37 2.47 11 Internet Workstations 21.7 57 47 110 0.18 Workstations per 1,000 pop. 0.32 0.64 0.37 0.68 415,555 Circulation 491,700 781,431 1,246,057 1,828,952 6.93 Circulation per capita 7.22 8.76 9.86 11.37 $1,928,903* Municipal Funding ($) $1,934,880 2,981,614 3,891,742 6,550,935 $32.15 Funding per capita $28.41 $32.72 $30.81 $40.73 * Notes 2006 data; all other data is from 2005 (population 53,200). Source: Canadian Urban Libraries Council Statistics, 2006; select Regional Data is taken from CULC 2005; MPL data provided by staff

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F3. KEY STRATEGIC AREAS a) Technology

Applications

The Library has recently upgraded to the Horizon system (Information Portal 3.06a). The Library purchased this in cooperation with two other library systems for a substantial saving. The system administration is resident in Oakville, but Milton retains control of its own catalogue (not blended with the other libraries). This partnership is one of several in which MPL is engaged. For instance, the Library is part of the Halinet initiative that promotes collaboration and reciprocal borrowing between regional libraries.

It is encouraging to note that the Town of Milton has used technology tools in the development of various research and information gathering activities. The Community Services Department, for instance, has an online registration for its program activities. Users will come to expect the same kinds of services and communications found in other municipal departments. When the new Central Library opens, thereby allowing the number and frequency of programs to expand considerably, the Library should pursue the development of an online registration system. At this time, the Library should also discuss smart card technology options in partnership with other libraries in the Region or perhaps with the Town.

As the library a system grows over the years, self-help technologies will become valuable. Self-checkout stations and virtual reference library services, for instance, should be planned for all locations.

One of the biggest changes that all public libraries can anticipate is the development of Library 2.0. This is the application of Web 2.0 that purports to transform the Web into a database, providing easy, transparent, and organized access to the world’s data, information, and knowledge. Library 2.0 goes further to suggest that, not only will technologies be affected by the integration of many applications through Web 2.0, but libraries will deliver products and services in different, more personalized ways. For instance, in the future, applications may enable users to design a single, personal library

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page that sifts out irrelevant data and draws together all library content of interest to them.

Hardware

In terms of hardware, with library expansion will come the opportunity to add more Internet workstations, an area where the Library is currently under-resourced. This will be a key driver in meeting the Milton Public Library’s primary role as a “Virtual Portal.

Website

The current website for the Library is attractive and easy to use, making it a dynamic marketing tool. The web presence is organized to reflect the interests of key information groups, access to a range of services and collections, and also contains links to other community information sites. The webpage also provides access, locally and remotely to a suite of database systems, and links to other libraries.

The Milton Public Library website displays online resources and other bibliographic resources available to target communities such as children, teens, seniors, and others. In another location of the homepage, the website also indicates upcoming programs and events, targeting children’s story times/events and book clubs.

Although the Town’s population is, for the most part, well educated and technology- literate, it is recommended that the Library continue to proactively seek community links for their webpage, particularly those that would be of assistance to newcomers and multi-cultural communities.

Action Plans

ACTION #8: When the new Central Library opens, the Library should pursue the development of an online registration system, as well as the potential for smart card technologies and online promotion and registration. These initiatives may require collaboration with the Library’s partners.

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ACTION #9: Web page and online resources should be analyzed and updated on a regular basis, including community links.

ACTION #10: The Library should track the development of social networking trends, their effects on fixed format information, and their implications on planning future library facilities and services. An emphasis should also be placed on tracking how youth are currently using new technologies as a precursor for things to come.

ACTION #11: Self-help technologies, such as self-checkout stations and virtual reference library services, should be incorporated into the planning for all new facilities.

ACTION #12: The Library should set a target for Internet workstations of 0.7 per 1,000 residents by 2011, increasing to 0.85 per 1,000 residents by 2016.

b) Resources/Collections

Collection Size

The guidelines and benchmarks identified earlier in this section and discussed below help to place the Milton Public Library in a longer range context, particularly in terms of its collections and resources.

Milton’s current collection size is 1.77 items per capita. Industry standards include: • 2.4 volumes per capita (Ontario Public Library Guidelines) • 2 to 3 volumes per capita (ARUPLO) • 4.3 volumes per capita (Wisconsin Public Library Standards)

Comparisons to the other benchmarked communities (see Tables 2 to 5) suggest that collections per capita increase with total population and are in the range of 2.2 to 2.5 volumes per resident. The MPL’s collections are presently below this range and are inhibited by the supply of library space.

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Collection Profile

A review of the Milton’s collection has revealed the following: • For the anticipated population growth, the overall collection is too small; however, it is limited by space availability. • Compared to some library collections in other communities, Milton Public Library’s overall collection is current in most key areas. Of the total collection (106,335 items), 55% was published within the last ten years; about 27% is older than 15 years. • 57% of adult fiction was published within 10 years and a total of 38% of the adult fiction was published within the last 6 years. • While 49% of adult non-fiction materials were published within the last ten years, on average, 30% of non-fiction is older than 15 years old. Additional data analysis reveals that the percentage of specific collections that is 15 years or older is as follows: life sciences (74%), astronomy (73%), modern western philosophy (69%), earth sciences (61%), graphic arts (60%), and biography (48%), paranormal/ parapsychology (41%); political science (35%), general technology (32%), management (31%). • More than 50% of children’s fiction and non-fiction materials were published within the last ten years; however, about 44% of children’s non fiction is older than 10 years. • 50% of teen collections are less than 6 years old; these collections also include very timely materials such as graphic novels, anime, and music DVDs.

Collection aging data does not suggest that these collections have less value to the community; however, this data – along with collection turnover data – does help to ensure that collections are kept as up to date as possible.

It is encouraging to see how up-to-date teen collections are. The Library also collects in a range of different media for all interests. Collections are attractively displayed and easily accessible, especially following the recent renovations of the building.

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In addition to continuing collection review practices for currency and relevance, it is recommended that, through the Library’s collection policy, staff incorporate more Internet resources in selection practices for reference and non-fiction materials through bookmarking current and authoritative online resources, instead of acquiring print and easily-dated materials.

As well, it is recommended that more large print materials be purchased to meet the growing demand of seniors. More special media materials and services for people with a variety of sight challenges (e.g., audio books; services available through the CNIB, such as their technologies and products; etc.) will also be helpful. The Library will also need to buy more electronic books to meet the growing commuter population and teen needs.

The teen population will continue to demand different collection types and formats. This population will be less print-oriented and more open to information in any format. All technology and the world of “My Space”, “YouTube”, “FaceBook” (and now social networking through Web 2.0) underlie the need for libraries to provide immediate customized information. With the availability of software such as Overdrive which permits access to e-books collections via handheld devices, and the “Google-ization” of library vendor search engines, libraries are faced with rapid transition into areas of information preparation that are less familiar to them. Milton’s recent recruitment of a teen librarian will help the Library make its necessary transition into a multi-format information environment appealing to teens.

Most large cities and adjacent communities are seeing growing multi-cultural populations requiring a variety of library collections and services. Research suggests that strategies for developing collections and services depend on external information sources.

“Through regular communication with your area’s elected officials, city social planning departments, local schools, government employment agencies, places of worship, and community groups, you can get an early read on changing immigration patterns that will affect your library planning.” (Chryss Mylopoulos, Multi-cultural Services Coordinator for the Scarborough Public Library)

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Connecting with multi-cultural communities requires the Library to adopt a much more proactive approach as newcomers learn their way around their community. Having Library staff visit and approach different, multi-cultural groups and organizations will help to identify the specific kinds of collections and services required. For instance, these meetings will identify whether the majority of a given community is refugee, first or second generation immigrant, or professional workers. These meetings will assist in determining if the cultural group tends to use the written word or is more comfortable communicating orally. These meetings will assist the Library in defining age groups and resultant information needs. For instance, in some communities middle age workers may utilize English at work, but their parents prefer to read and communicate in their native tongue; although their children may be educated in an English speaking system, parents may wish them to know their native language. All of these kinds of questions can be addressed in meetings initiated by Library staff.

While there does not appear to be a large multi-cultural community at present (as substantiated by reports prepared by the Library CEO), there are more people coming to this community where languages other than English are spoken at home. Like Mississauga, Milton’s multi-cultural community may be a combination of first generation Canadians and second generation citizens who are relocating from Toronto or other large centres. While statistics suggest that the primary multi-cultural groups read French, Spanish and Polish (languages where collections are available in Canadian libraries), there appears to be a growing community of families that read Urdu.

Some large communities struggle with the challenge of providing multilingual collections for all new communities. In 2004, the City of Surrey reported having 56 diverse ethnic communities. The library, however, supplied collections for the major 15 language groups.

The strategy for determining how and when the Milton Public Library starts to collect a wider array of resources for different language groups may be based on percentage of the population already in place or projected. For instance, the Mississauga Library System decides to build a collection in another language if the population group reaches 0.5% of the total Mississauga population. The size and composition of the collection may be determined in part by conversations with the community, the Library’s overall budget,

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the ease of purchasing materials, and their cost. Vendors have become very helpful in working with libraries to create automated release programs for multi-cultural collections and in sharing plans and priorities adopted by other libraries.

Once the collections are in place, the most important usage indicators will be circulation, collection age, and turnover rates, as well as community growth.

Programming priorities will form an important part of discussions with newcomer groups. Successful multi-cultural library programs depend on partnerships with cultural agencies and attendance at major cultural events such as festivals. For example, Vaughan Public Libraries has worked closely with their Chinese community in programs related to Chinese heritage. The Surrey Public Library is also an active participant in multi-cultural festivals.

Collection Activity

The turnover rate (the ratio of inventory to collection use) at the Milton Public Library shows that – on average – each item is circulated 3.9 times. The average turnover rate was 4.2 times for comparator libraries in the 90,000 population group; for libraries serving populations around 120,000, the rate was 4.0 times; and for the two selected libraries in Halton Region, the turnover rate was 4.6 times. MPL’s turnover rate is at the low end of the range being experienced by benchmarked libraries.

Circulation per capita is another important indicator. For libraries serving populations of 90,000, the average circulation per capita was 8.8 volumes; for libraries serving populations of 120,000, the average was 9.9; and for the two selected libraries in Halton Region, the average was 11.4. The Milton Public Library’s average circulation per capita is approximately 6.9 volumes.

As Milton’s collections are mostly up to date, the data suggests that the current collection has been well used and needs to grow. Current space limitations are a direct barrier to growth and collection development. The data may also indicate a need to market the collections more extensively throughout the community.

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Collection Budgets and Allocations

Collection budgets for Milton were compared to other libraries to show both the per capita allocation in 2006 and the percentage change from 2005 to 2006 (see Tables 7 and 8).

Table 7: Collections Budget Analysis, 2006 Library Population Material Budget Per Capita Clarington 83,200 $188,991 $2.27 Ajax 90,000 $345,400 $3.84 Pickering 94,400 $439,975 $4.66 Cambridge 124,000 $674,323 $5.44 Barrie 125,000 $634,025 $5.07 St. Catharines 130,000 $849,700 $6.54 Oakville 161,500 $799,609 $4.95 Average 115,442 $561,717 $4.68 Milton 60,000 $183,610 $3.06 Sources: Canadian Urban Libraries Council, 2007. Milton Public Library, 2007

Table 8: Collections Budget Analysis, Change between 2005 and 2006 2005 Collections 2006 Collections Library Difference Budget Budget Clarington $196,034 $188,991 -3.7% Ajax $351,643 $345,400 -1.8% Pickering $435,403 $439,975 10.5% Cambridge $598,672 $674,323 12.6% Barrie $540,688 $634,025 17.3% St. Catharines $752,365 $849,700 12.9% Oakville $855,373 $799,609 -6.9% Average $532,882 $561,717 5.4% Milton $180,812 $183,610 1.5% Sources: Canadian Urban Libraries Council, 2007. Milton Public Library, 2007

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In both per capita allocation and budget increase from 2005 to 2006, it is noteworthy that Milton’s collections budget falls behind the average for all comparator libraries. The per capita allocation average for the comparator libraries is $4.68 whereas Milton’s per capita allocation is $3.06. Furthermore, although a few of the libraries saw a slight downturn in their collection allocations from 2005 to 2006, the average percentage increase was 5.8%. In comparison, the MPL’s collection budget increased by only 1.5%.

MPL’s budget allocations by format type and large subject area for 2005 and 2006 were also reviewed. For 2006, increased budgets were assigned in popular collection areas such as DVDs and youth collections. More modest increases were allotted to large print and graphic novels, two highly popular formats.

Action Plans

ACTION #13: Demands for multi-cultural resources are expected to rise and it is recommended that the MPL staff: • discuss and identify the current and projected multi-cultural community presence in cooperation with the Town of Milton Planning and Development Department; • contact key community representatives within these cultural communities to discuss library and information needs for their constituents; • discuss multi-cultural issues with the local school boards and identify potential partnership opportunities; • visit Mississauga and Vaughan Public Libraries to discuss with their staff the development of their collections and services; and • track usage of multi-cultural resources to assist in collection building and service provision. The results of discussions with these groups should be key considerations to informing the development of multi-cultural collections and services so that the Library can manage future demand and growth.

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Once a strong relationship is built with these communities, the Library will be in a better position to initiate programming and funding partnerships.

ACTION #14: As library space and budgets allow, the Milton Public Library should maintain a collection target of 2.5 volumes per capita and 3 items per capita.

ACTION #15: The Library should strive to attain a collection budget of approximately $4.68 per capita (pro-rated to 2006 dollars).

ACTION #21: The Library’s collection policy should highlight the importance of Internet resources by adopting selection practices in reference and non-fiction materials that consider bookmarking current and authoritative online resources.

ACTION #22: To meet growing demands, it is recommended that the MPL’s collection include a greater percentage of large print materials, special media materials for people with sight challenges, and ESL materials.

ACTION #23: The Library should track the usage and demand of popular collection areas (e.g., DVDs, youth collections, large print, and graphic novels) and plan substantial budget allocations for them in the future.

c) Programming

The Milton Public Library offers a full range of programming to children and more limited programs to adults and teens.

While Milton Public Library is concerned about the limited space available to it for new programming at this time, there are a number of additional programming options available to it, other than children’s programming and book clubs.

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For example, the Library can expand its information offerings through some targeted programs for groups. These can be created in house or in partnership with other groups. They can be held on-site or at other locations. The programs can be single sessions or multiple sessions. Programs can require pre-registration to manage group size or they can be open house (available to all). Examples provided in this report show the variety available to a library.

As the library system and the population grows, there will be greater demand for more information and programming, particularly for young children, seniors (genealogy), small business owners, and technology training for all ages groups. In anticipation of an expanded library system, it is recommended that the Library actively pursue partnerships with community organizations, advisory committees, local historical groups, schools, and the Town to assist in program planning and delivery. Partnerships and expanded services are key to meeting the roles established for the Milton Public Library. As new programs are considered, potential revenue streams will be examined.

As a strategic priority, it is recommended that a full range of children’s programming (birth to 2 years, 2-3 years, and 4-5 years) continue to be offered by the MPL as the library grows into a multi-location system. As well, a full range of school age programs should be offered. The Library already participates in the “tree” book clubs, which encourage younger children to read and improve their literacy skills.

In order to extend its successful programs (such as those offered at March Break), the Milton Public Library should involve teens and children in program ideas at the Library. Some programs that may be attractive to Milton include Reading Buddies programs that are offered at many Ontario libraries such as Kitchener and Oakville. Teen programming opportunities can be as varied as teens themselves. In Oakville, the Teen Library Advisory Group was responsible for developing their “Teen Wiki Site”. As well, an award- winning program called “Youth Online” (an outreach program for teens Grade 7 and 8, as well as teachers) provides a multimedia program of online resources available to youth. Some youth volunteers serve as advisors in collection planning and services (e.g., in Winnipeg and Clarington) and other libraries use youth talent in display work and craft programs with children (e.g., Stormont, Dundas, and Glengarry).

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Adult programming is always a challenge, particularly in commuter and edge city communities such as Milton. Nevertheless, two areas that appear to be consistently of interest to adults are genealogy and computer literacy. Through partnerships with community groups, programs addressing these areas can be very successful. Book Festivals and Battle of the Books programs are popular, as are author visits. Working with adjacent libraries and local bookstores, Milton Public Library should investigate opportunities for author visits and readings at the Library once adequate program space is developed.

Adult library users of all nationalities are interested in hearing special speakers and learning new skills, such as navigating the web or building a business. Oakville Public Library, for instance, offers a program called “Webwise”, which is a series of workshops for both beginners and more advanced Internet users. They also offer a “Build Your Business Seminar” series in partnership with the Halton Region Business Development Centre; this program allows attendees to learn about online resources available to them through the library.

Growth of the senior community suggests increasing homebound services in the future. MPL might consider creating partnerships with other agencies (e.g., Meals on Wheels) to identify areas for expansion and possibly delivery of books to users.

Multi-cultural programming opportunities are available in Milton, either on-site at the Library or through partnerships with multi-cultural centres in the community. As the Town becomes more ethnically diverse, there will be more demand for a variety of programming for these communities. Vaughan Public Libraries, for instance, has one of the highest program attendance rates of libraries in its population group, in large part due to its multi-cultural program choices. Vaughan also enjoys a positive relationship with its diverse communities and participates in multi-cultural events across the City (e.g., Asian Heritage week). The City of Vaughan in partnership with the New Canadian Community Centre holds a series of weekend programs for newcomers in health, exercise, dance, and book talks. A pre-registered series is also offered for seniors called the “Seniors Social” which includes book chats and activities, computer and library training, guest speakers and special, and topical information sessions. As Milton develops multi-cultural collections and services, library staff should tour larger local

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libraries with multi-cultural collections and services. As new programs are considered, potential revenue streams will be examined.

Having recently completed a study of its collections and services to the multi-cultural community, Mississauga Public Library makes the following suggestions based on their own experiences and those shared by other large libraries: • confirm the City’s overall direction regarding service priorities to multi-cultural communities; • develop contacts with key multi-cultural groups in the community, discuss information needs, and encourage and solicit donations (funds or collection items) for collection building; • seek assistance from the City in the promotion of collections as they are grown; • create collection/language priorities and key indicators to mark their usage (e.g. turnover rate); • prepare budgets based on the proportion of numbers within each multi-cultural community to be served; • using city and census data, track the growth and location of key multi-cultural communities; • at the onset of collection development in these areas, simplify collection processing (fiction and non fiction); • use ARPs from vendors to grow these collections over time; • bookmark foreign newspapers where possible; • the website is a key promotional tool for these special collections and services; • solicit assistance from volunteers within the multi-cultural community to assist with recommendations for collection development and collection weeding; and • the Main Library of any system should hold the largest multi-cultural collection.

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Mississauga Public Library also notes that: • Building awareness and usage may take some time, depending on the effectiveness of marketing to these communities. • DVDs are very popular for all multi-cultural communities. • Small collections where usage has decreased might be transferred directly to the multi-cultural centre or group, managed completely by that group. • Transliteration and translation of marketing tools is not always possible or encouraged. • Following the direction taken by the City, the library translates a select handful of key library documents. These are then posted on the Library website.

Action Plans

ACTION #24: A full range of children’s and school age programs should continue to be offered by the MPL as it grows.

ACTION #25: Program activity should continue to be developed through connections with other community groups and organizations (such as seniors and the business community, and more).

ACTION #26: Trends and demographic shifts need to continue to be tracked in order to develop short and long term responses to changing program needs for varying library patron groups.

ACTION #27: The Library should continue to pursue and develop partnerships with community groups and organizations, local committees, and the like, where there is a logical and needed fit with the Library’s goals and directions.

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ACTION #28: MPL should continue to explore beneficial partnerships with other agencies to identify the potential to expand programming, homebound services, and the delivery of books to patrons in need.

ACTION #30: Future library facilities should include adequate program space (both dedicated and shared) that properly recognizes the need for these services in the community.

d) Hours of Operation

Milton Public Library is open six days a week (a total of 51 hours) except from May to September when the Library is open only 5 days a week. It is closed on Mondays, and Sundays between May and September.

The recent patron survey (October 2006) shows that citizens would use the Library if it was open on Mondays. Some users have suggested opening all year round on Friday evenings and Sundays in addition to its regular hours.

Most libraries in urban environments aim to be open every day of the week. While users often wish to have their libraries open every Sunday year-round, most libraries do not find there is sufficient activity to warrant opening summer Sundays. The same can be said for Friday evenings. Given the dramatic growth in the Town and the heightened expectations of its residents, however, the Library should endeavour to be open on Mondays, effective 2008.

Based on the benchmarking guidelines, by 2011, it is suggested that the Main Library opening hours be extended to 65 hours per week. By 2016, the Main Library should be open 67-70 hours per week. Depending on the nature of future branches (e.g., if they are co-located with other community facilities), it would be reasonable for branch libraries to be open in the range of 42 to 63 hours per week.

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Action Plans

ACTION #7: When the MPL’s new branch library is open, opening hours at the Main Library should be reviewed, with consideration to expanding to 65 hours per week beginning in 2011 and 67-70 hours per week as of 2016. The Library may wish to experiment with different opening hours on a trial basis.

ACTION #16: The Main Library should be open on Mondays starting in 2008.

e) Staffing

The Library’s current staffing level is below the recommended standard for the projected population. Relevant industry standards include: • 0.5 to 0.7 staff (FTE) per 1,000 population (Ontario Public Library Guidelines) • A minimum of 0.2 staff (FTE) per 1,000 population (ARUPLO) • 0.6 to 0.7 staff (FTE) per 1,000 population (Wisconsin Public Library Standards)

Data obtained from the comparator libraries indicates that: • For libraries serving populations around 90,000, their staff complement is between 35 and 57, with an average of 43 (or 0.48 FTE/1000). • For libraries serving populations around 120,000, their staff complement is between 45 and 69, with an average of 59 FTEs (or 0.47 FTE/1000). • The Oakville and Burlington libraries have staff complements between 106 and 109, with an average of 108 FTEs (or 0.67 FTE/1000).

If an average of 0.6 full-time equivalent (FTE ) staff is used, the Milton Public Library will require 54 FTEs in 2011 to serve a population of 90,000, and 72 FTEs by 2016 to serve population of 120,000.

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A 2002 Human Resources Review prepared for the MPL provides recommendations on the current staff structure, as well as requirements for staffing a multi-location system. The study (which was partially updated in 2006) projected a staffing level of 40 FTEs by 2016; however, this level of staffing is too low to meet either the library standards or the average staffing levels for libraries of similar profile.

Based on the benchmarking guidelines for a library ultimately serving a population between 90,000 and 120,000, it is recommended that the Milton Public Library set a target of 54 FTEs by the year 2011 and 72 FTEs by 2016 to support the projected population needs and multiple locations.

The 2002 Human Resources Review made the following comment – which still rings true – regarding marketing and promotion: “This is a critical area that is currently under resourced. It is important for the library to strengthen public awareness of its services and the “value-added” it can provide relative to other information and service providers. As the community grows and changes this will be particularly important. While staffing is projected to grow in this area, the overall investment will remain modest and the Library should continue to leverage its resources through cooperation with other community partners and the Town.”

Marketing and promotion falls under the responsibility of the Library Operations Officer. While the Library has developed many strategic partnerships in recent years, the effort required for marketing, outreach, and promotion is more than current resources can accommodate.

In the 2006 Human Resources Review Update, the importance of coordinating outreach services through a new position of Manager of Branch and Outreach Services was recognized. Services associated with this position would include, for instance, community outreach and partnership building with schools, hospitals, seniors, etc.

Timely and frequent staff training will also remain a priority as the Library transforms itself into a multi-location system. The training may include everything from change

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management to new technologies, from learning how to train the public in the use of community access technology to new customer service and marketing strategies.

Action Plans

ACTION #17: The Milton Public Library should set a staffing target in the range of 0.6 FTE staff per 1,000 residents, recognizing that certain adjustments will be required based on library space, service, and funding levels. This translates into approximately 54 FTEs by the year 2011 and 72 FTEs by 2016.

ACTION #29: Milton Public Library should implement and enhance the recommendations of the Randolph Group Human Resources Review Update prepared in 2006 and any updates thereafter.

f) Measures

The success of a library is measured in a number of ways, particularly: (1) statistics (key performance indicators); and (2) surveys or comments.

Statistics

Regarding statistics, the Library currently collects key performance indicators on: • Budget • Expenditures • Library usage (Circulation, Internet uses, Reference questions) • New Registrations • How the collection is used • Program attendance

This information is reported in the Library’s annual report and posted on the web page. The Library is able to generate special reports based on the collection of this data (e.g.,

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reports regarding the profile of the multi-cultural community within the new registrants’ data).

In addition to the year-to-year performance indicators currently collected, it is recommended that the MPL adopt a number of strategies to capture important measures. These include reports on:

• Benchmarks against library standards. This report would include a snapshot of the MPL’s situation in comparison with select library standards such as ARUPLO (Administrators of Rural and Urban Public Libraries of Ontario), the Ontario Public Library Guidelines, and the Wisconsin Public Library Standards (developed from the Public Library Association Model for library planning). Standards which will be useful include: library space; collection size; staffing levels; and hours of operation

• Performance compared to similar Ontario libraries and those in the Region. This report would provide a comparison of the MPL to other suburban/edge city libraries currently experiencing the rapid growth of this community. Libraries recommended for points of comparison are: ƒ 2011 targets: Pickering, Clarington, Ajax, and Whitby; ƒ 2016 targets: Cambridge, Barrie, and St. Catharines; and ƒ Regional comparisons: Oakville, Burlington, Mississauga, and Vaughan

• Collection performance. The Library uses a powerful automation system (Horizon) which is able to capture and display collection activity information, which is very useful for collection development and usage analysis. Regular reviews and snapshots of collection areas (by materials type and subject areas, broken down in detail, collection age, circulation numbers, and usage by subject areas) need to be conducted to ensure up to date and effective collection development.

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• Analysis of new registrants’ data and follow-up. Milton is one of a number of rapidly growing communities. Given its profile, this community can expect to have many more library users as the population grows. Tracking new registrants, their age range, their postal code, and their information interests is one way to tailor the Library and its services to its population. Respective of their privacy, of course, new registrants may be willing to respond to a survey about their expectations of their library experiences.

Surveys

With regard to survey information, the Library recently conducted a survey regarding changes to the library building. The response was outstanding. All 217 completed surveys were returned, and of those, 82 respondents included additional comments. The CEO followed up the survey with an article in the local newspaper.

In assessing community demands and satisfaction, the Milton Public Library should periodically undertake targeted surveys, such as:

• Situational Surveys. Surveys are always a useful way of gathering information, but generally speaking, they are more effective when there is an issue to be addressed (e.g., building a new library). Occasional or situation surveys have the added benefits of informing the citizens of a particular issue, as has been Milton’s recent experience. As new libraries are planned for the community, surveying for input and public consultations should be key measurement tools used by the Board.

• 24/7 online user satisfaction survey. In very recent years, a number of libraries have posted online surveys to capture user satisfaction data with library services. Counting Opinions (an information gathering company) has successfully launched its survey tools on many library websites, including suburban/edge city libraries such as King City, Vaughan, and Oshawa, to name a few.

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Action Plans

ACTION #18: In addition to the year-to-year performance indicators currently collected, the MPL should regularly prepare reports on: (a) external and comparator indicators; (b) performance compared to similar Ontario libraries and those in the Region; (c) collection performance; and (d) new registrant data.

ACTION #19: Milton Public Library should report its annual statistics to the Canadian Urban Libraries Council.

ACTION #20: In assessing community demands and satisfaction, the Milton Public Library should periodically undertake targeted surveys.

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F4. BIBLIOGRAPHY

Administrators of Rural and Urban Public Libraries of Ontario. Guidelines for Rural/Urban Public Library Systems. Toronto, 2005

Buildings, Books and Bytes: Libraries and Communities in the Digital Age. Washington: Benton Foundation, 1996.

Canadian Urban Libraries Council. Canadian Public Library Statistics 2005. Mississauga: Mississauga Public Library, 2006

Canadian Urban Libraries Council. Canadian Public Library Statistics 2006. Mississauga: Mississauga Public Library, 2007

Drum, Kevin. “Political Animal”. Washington Monthly. April 4, 2004.

Federation of Ontario Public Libraries. Ontario Public Libraries Market Survey. Toronto, 2006.

“Library Journal’s Annual Survey”. Library Journal. February 15, 2005.

Ontario Ministry of Citizenship and Culture. Building Libraries: Guidelines for the planning and design of public libraries. Toronto: Queens Printer, 1986.

Ontario Public Library Guidelines Monitoring and Accreditation Council. Ontario Public Library Guidelines, 3rd edition . Toronto: Ministry of Culture, 2003.

Sullivan, Michael. “The Fragile Future of Public Libraries”. Public Libraries. September/October, 2003.

Wisconsin Department of Public Instruction. Wisconsin Public Library Standards 4th edition. Madison Wisconsin: State of Wisconsin Department of Public Instruction, 2005.

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