AGENDA Page 1 Toronto Public Library Board Meeting No. 11

AGENDA Page 1

Toronto Public Library Board Meeting No. 11: Monday, December 12, 2016, 6:00 p.m. to 7:15 p.m. Toronto Reference Library, Board Room, 789 Yonge Street, Toronto

The Chair and members gratefully acknowledge that the Toronto Public Library Board meets on the traditional territory of the Mississaugas of New Credit First Nation, the Haudenasaunee, the Huron-Wendat and home to many diverse Indigenous peoples. Members: Mr. Ron Carinci (Chair) Ms. Sue Graham-Nutter Ms. Lindsay Colley (Vice Chair) Mr. Dianne LeBreton Councillor Paul Ainslie Mr. Strahan McCarten Councillor Christin Carmichael Greb Mr. Ross Parry Councillor Sarah Doucette Ms. Archana Shah Councillor Mary Fragedakis Ms. Eva Svec

Closed Meeting Requirements: If the Toronto Public Library Board wants to meet in closed session (privately), a member of the Board must make a motion to do so and give the reason why the Board has to meet privately (Public Libraries Act, R.S.O. 1990, c. P.44, s. 16.1).

1. Call to Order

2. Declarations of Conflicts of Interest

3. Approval of Agenda

4. Confirmation of November 21, 2016 Toronto Public Library Board Meeting Minutes

5. Approval of Consent Agenda Items All Consent Agenda Items (*) are considered to be routine and are recommended for approval by the Chair. They may be enacted in one motion or any item may be held for discussion.

6. Business Arising from the Minutes

*7. City Librarian’s Report

*8. Communications

AGENDA Page 2

Toronto Public Library Board Meeting No. 11: Monday, December 12, 2016, 6:00 p.m. to 7:15 p.m. Toronto Reference Library, Board Room, 789 Yonge Street, Toronto

9. Presentations - Toronto Public Library Workers Union, Local 4948 10 minutes, including questions CUPE regarding the North York Central Library – Temporary Closure during Renovation -- Maureen O’Reilly, President

10. TPL Board Education – Virtual Reference Library Refresh 10 minutes

Items for Action: 11. 2017 Operating Budget – Update – report to be tabled 10 minutes

12. 2017-2025 Capital Budget – Update – report to be tabled 10 minutes

13. North York Central Library – Temporary Closure during Renovation 10 minutes

14. 2017 Strategic Plan Work Plan 10 minutes

*15. Biblio Bash at the Toronto Reference Library – 2017

16. Human Rights and Anti-Harassment/Discrimination Policy 5 minutes

Items for Information: *17. Toronto Public Library Foundation – Assessment of 2017-2019 Fundraising Priorities

*18. Job Quality Assessment – Update

*19. Board Resolutions – Status Report

20. Adjournment

Attendant Care Services can be made available with some notice. . 4

MINUTES Page 1

Toronto Public Library Board Meeting No. 10: Monday, November 21, 2016, from 6:00 p.m. to 6:45 p.m. Toronto Reference Library, Board Room, 789 Yonge Street, Toronto

Members Present: Mr. Ron Carinci (Chair) Ms. Lindsay Colley (Vice Chair) Councillor Paul Ainslie Councillor Sarah Doucette Councillor Mary Fragedakis Ms. Sue Graham-Nutter Ms. Dianne LeBreton Mr. Strahan McCarten Ms. Archana Shah Ms. Eva Svec

Regrets: Councillor Christin Carmichael Greb Mr. Ross Parry

16-199 Call to Order Ron Carinci called the meeting to order at 6:00 p.m. Mr. Carinci gratefully acknowledged that the Toronto Public Library Board was meeting on the traditional territory of the Mississaugas of New Credit First Nation, the Haudenasaunee, the Huron-Wendat and home to many diverse Indigenous peoples.

16-200 Declarations of Conflicts of Interest There were no Declarations of Conflicts of Interest by members of the Library Board.

16-201 Approval of Agenda Moved by E. Svec, seconded by L. Colley: That the Toronto Public Library Board approves the agenda as revised to: 1. add a Communications report; and 2. add a presentation from Miroslav Glavić regarding Agenda Item Nos. 11 – 2017 Interim Budget Estimates and 15 – Holiday Closures 2017 and January 2018. Carried MINUTES Page 2

Toronto Public Library Board Meeting No. 10: Monday, November 21, 2016, from 6:00 p.m. to 6:45 p.m. Toronto Reference Library, Board Room, 789 Yonge Street, Toronto

16-202 Confirmation of October 24, 2016 Toronto Public Library Board Meeting Minutes Moved by Councillor Ainslie, seconded by A. Shah: That the Toronto Public Library Board: 1. confirms the Minutes of the October 24, 2016 Toronto Public Library Board meeting as revised. Carried

16-203 Approval of Consent Agenda Items Moved by Councillor Doucette, seconded by E. Svec: That the Toronto Public Library Board: 1. approves the consent agenda and all other items not held on consent. Carried

16-204 Business Arising from the Minutes There were no Business Arising from the Minutes items at the November 21, 2016 meeting.

16-205 City Librarian’s Report (Approved by Consent) That the Toronto Public Library Board: 1. receives the City Librarian’s Report for information. Carried

16-206 Communications (Approved by Consent) That the Toronto Public Library Board: 1. receives Communication (a) from Joe Clark to the Toronto Public Library Board dated November 17, 2016 regarding the 2017 operating and capital budgets for information. Carried

MINUTES Page 3

Toronto Public Library Board Meeting No. 10: Monday, November 21, 2016, from 6:00 p.m. to 6:45 p.m. Toronto Reference Library, Board Room, 789 Yonge Street, Toronto

Presentations 16-207 Miroslav Glavić Miroslav Glavić addressed the Board regarding the importance of staff providing detailed financial information to the Board relating to the 2017 Interim Budget Estimates and keeping the Library open as many days as possible.

Moved by Councillor Doucette, seconded by E. Svec: That the Toronto Public Library Board: 1. receives the presentation from Miroslav Glavić regarding Agenda Item Nos. 11 – 2017 Interim Budget, and 15 – Holiday Closures 2017 and January 2018 for information. Carried

16-208 Toronto Public Library Board Education – Ready for Reading Website Pam Ryan, Director, Service Development and Innovation introduced Peggy Thomas, Manager, Children’s Services. Ms. Thomas provided the Board with a presentation on the Library’s Ready for Reading website designed to assist parents and caregivers of children from birth to five years of age to develop pre- literacy skills in children.

Moved by S. McCarten, seconded by L. Colley: That the Toronto Public Library Board: 1. receives the Toronto Public Library Board Education – Ready for Reading Website verbal report for information. Carried

Items for Approval: 16-209 2017 Interim Budget Estimates Moved by S. McCarten, seconded by Councillor Doucette: That the Toronto Public Library Board: 1. adopts the 2017 interim operating budget of $48.647 million gross ($44.249 million net), subject to Council approval; and 2. adopts the 2017 interim capital budget of $5.522 million gross ($3.524 million debt), subject to Council approval. Carried

MINUTES Page 4

Toronto Public Library Board Meeting No. 10: Monday, November 21, 2016, from 6:00 p.m. to 6:45 p.m. Toronto Reference Library, Board Room, 789 Yonge Street, Toronto

16-210 Runnymede Branch – Award of Tender (Approved by Consent) That the Toronto Public Library Board: 1. awards the contract to the lowest bidder, Brown Daniels Associates, for the interior renovation of the Runnymede Branch, at a cost of $543,147, which includes a contingency of $49,377 [excluding Harmonized Sales Tax (HST)]. Carried

Strategic Plan Performance Measures Committee: 16-211 a. Approved Minutes of Strategic Plan Performance Measures Committee Meetings of May 31, 2016, July 13, 2016 and September 20, 2016 (Received for Information by Consent) That the Toronto Public Library Board: 1. receives the approved minutes of the Strategic Plan Performance Measures Committee meeting of May 31, 2016, July 13, 2016 and September 20, 2016 for information. Carried

16-212 b. Confirmation of November 7, 2016 Strategic Plan Performance Measures Committee Meeting Minutes Ron Carinci advised that as there are no additional meetings required for the 2016-2019 Strategic Plan Performance Measures Committee, the November 7, 2016 Strategic Plan Performance Measures Committee meeting minutes require confirmation by the Library Board.

Moved by L. Colley, seconded by S. Graham-Nutter: That the Toronto Public Library Board: 1. confirms the minutes of the November 7, 2016 Strategic Planning Steering Committee meeting. Carried

MINUTES Page 5

Toronto Public Library Board Meeting No. 10: Monday, November 21, 2016, from 6:00 p.m. to 6:45 p.m. Toronto Reference Library, Board Room, 789 Yonge Street, Toronto

16-213 c. Strategic Plan 2016-2019 Accountability Framework Elizabeth Glass, Director, Policy, Planning & Performance Management provided a presentation highlighting the accountability framework to guide the development, monitoring and reporting of the Strategic Plan 2016-2019 annual work plan and the overall achievements of the plan over four years.

Appreciation was expressed to Strategic Plan Performance Measures Committee members and staff for their efforts in developing the accountability framework.

Moved by D. LeBreton, seconded by S. Graham-Nutter: That the Toronto Public Library Board: 1. approves the Strategic Plan 2016-2019 Accountability Framework. Carried

16-214 Toronto Public Library Board – December 2016 and January 2017 Meeting Dates Moved by Councillor Ainslie, seconded by E. Svec: That the Toronto Public Library Board: 1. approves rescheduling the December 8, 2016 Toronto Public Library Board meeting to December 12, 2016; and 2. approves rescheduling the January 23, 2017 Toronto Public Library Board meeting to January 30, 2017. Carried

16-215 Holiday Closures 2017 and January 2018 Moved by S. McCarten, seconded by S. Graham-Nutter: That the Toronto Public Library Board: 1. approves the schedule of holiday closures for 2017 and January 2018 as provided in Attachment 1. Carried

Items for Information: 16-216 2017 Operating and Capital Budgets – Update Larry Hughsam, Director, Finance and Treasurer provided the following information to update the Board regarding the 2017 operating and capital budgets: a. Library staff met with members of the City’s Budget Committee in late October to provide additional details regarding the reduction scenarios, including the costing and impact of service reductions;

MINUTES Page 6

Toronto Public Library Board Meeting No. 10: Monday, November 21, 2016, from 6:00 p.m. to 6:45 p.m. Toronto Reference Library, Board Room, 789 Yonge Street, Toronto

2017 Operating and Capital Budgets – Update – continued b. operating and capital budget discussions with the City’s finance staff are on-going; c. the proposed $1.3 million draw from development charges reserves for the one-time operating budget relief to fund collections is likely to be supported by the City; d. the public launch of the City’s 2017 operating and capital budgets is scheduled to take place on December 2, 2016.

Moved by S. Graham-Nutter, seconded by Councillor Ainslie: That the Toronto Public Library Board: 1. receives the 2017 Operating and Capital Budgets – Update verbal report for information. Carried

16-217 Audit Plan for the Year Ending December 31, 2016 (Received for Information by Consent) That the Toronto Public Library Board: 1. receives the Audit Plan for the Year Ending December 31, 2016 report for information. Carried

16-218 Board Resolutions – Status Report (Received for Information by Consent) That the Toronto Public Library Board: 1. receives the Board Resolutions – Status Report for information. Carried

16-219 Adjournment Moved by Councillor Fragedakis, seconded by D. LeBreton: That the Toronto Public Library Board: 1. adjourns the November 21, 2016 Toronto Public Library Board meeting. Carried

The meeting ended at 6:45 p.m.

Signed: City Librarian’s Report December 12, 2016 7.

Advancing Our Digital Platforms

Early in November, Toronto Public Library (TPL) reached a milestone in its initiative to digitize the Library’s special collections. What began in 1997 as a pilot project to make the Library’s collection of Toronto City Directories available online has blossomed into a vast resource featuring more than 100,000 unique books, works of art, photographs, ephemera, maps and manuscripts from the Library’s special collections, all now available online through our Digital Archives. tpl.ca/digitalarchive

The earliest record of a Chinese community in Toronto can be traced back to Sam Ching, who arrived here in 1878 and opened a laundry business on Adelaide Street. Since then, the Chinese Canadian community in Toronto has grown to over 300,000 people of Chinese heritage. On November 29, the Library celebrated this valued community with a public launch of the Chinese Canadian Archive, held in the atrium of the Toronto Reference Library, and featuring Canadian author Judy Fong-Bates. The Chinese Canadian Archive is a new TPL initiative that aims to collect and preserve the documents, photographs and memorabilia that reflect the rich heritage of the Chinese Canadian community in Toronto. The archive will be housed in the Marilyn & Charles Baillie Special Collection Centre on the 5th floor of the Toronto Reference Library.

On November 5, TPL held a consultation to get input from teens on our online resources and social media. Seventeen teens created user profiles and empathy maps to help tell their generation’s library story. The teen user profiles all had very busy, even stressful lives, with competing interests on home, school and personal relationship fronts. Consultation participants described the library as “awesome,” “welcoming,” “necessary,” “dope,” and “fun.” A majority of the teens said they use the TPL website at least sometimes, and 75 percent have attended library programs. Youth services staff are reviewing the consultation results as they develop a cohesive and relevant approach to digital services for youth customers.

The inaugural meeting of Toronto Public Library's Innovation Council was held on November 24. Council members present included Eric Boyd (Toronto Mini Maker Faire, HackLab), Ramtin Attar (Autodesk), Bianca Wylie (Open Data Institute), Sarah Goodman (Film Director and TV writer), Zahra Ebrahim (Doblin), and Jeremy Bailey (New Media Artist, Freshbooks) with regrets from Pamela Robinson (Urban Planning, Ryerson University). Vickery Bowles welcomed the group and Pam Ryan, Heather Mathis, and Alex Carruthers introduced the Council to TPL's strategic priorities and current digital innovation initiatives. The Council provided feedback on an early draft of the Digital Innovation Spaces vision, suggesting strategies for meaningful community consultation and engagement, and identifying key qualities of digital innovation spaces in which to invest. The Council will continue to meet quarterly.

City Librarian’s Report – December 12, 2016 1 Establishing TPL as Toronto’s Centre for Continuous and Self-Directed Learning

On November 9, community organizations including the TPL, along with The Learning Partnership and the Minister for Education, MPP Mitzie Hunter, launched the Men Raising the Next Generation initiative. Funded by the Ontario Trillium Foundation, this one-year program is designed to raise the level of engagement among men in their children’s education in two neighbourhood priority areas in Scarborough. By providing expert information through a series of workshops, men are given the opportunity to enhance their skills as parents and caregivers within a supportive group of other males from their community. Cedarbrae Branch staff assisted in developing content for the workshops, specifically in the areas on reading and homework help. Male participants are also given a copy of the Let’s Get Ready for Reading guide to supplement the workshop information.

Over 150 volunteer tutors gathered at North York Central Library on November 5 for the seventh annual TPL Tutor Conference. Volunteers from the Adult Literacy, Leading to Reading, and Youth Hubs programs came together to network, develop their skills and learn from each other. The conference featured workshops on mentoring and leadership, as well as program-specific workshops on spelling instruction, managing difficult behaviours and engaging teens with new technologies.

Creating Community Connections through Cultural Experiences

Expanding on ABC Life Literacy Canada’s Family Literacy Day, held annually on January 27, TPL will once again host Family Literacy Month. Library branches across the city will present fun programs in January to inspire families to read and engage in literacy-related activities together. Programs include book “tastings”, puppet shows, storytelling, game nights and Kamishibai storytimes. A Family Literacy Month booklist will be available in branches and online, and a TPL-wide bingo contest will engage families in completing a set of reading challenges for the chance to win books and games. Thanks to the Friends of Toronto Public Library, South Chapter, for their generous support.

Princesses, fairies, giants and beasts are all part of the enchanting exhibit of best-loved folk and fairy tales now on display in the TD Gallery at Toronto Reference Library. Once Upon a Time explores classic fairy tales and traditional stories from around the world through a surprising array of books, toys, games and art held at the Library's Osborne Collection of Early Children's Books. tpl.ca/tdgallery

Remembrance Week is a time to reflect on the men and women who fought for Canada and won the freedoms we enjoy today. Annually, throughout the month of November, the Library remembers the triumphs and sacrifices of war, through programs, exhibits and displays at our branches around the city. On November 8, in partnership with Canadian Geographic Education, Toronto Reference Library hosted students for a tour of a giant floor map of Vimy Ridge, commemorating Canada’s involvement in the Battle of Vimy Ridge, which took place nearly 100 years ago, on April 9, 1917. On November 9, R.H.

City Librarian’s Report – December 12, 2016 2 Thomson and Peter Keleghan recalled the lives of two WW1 soldiers through music and dramatic readings in the Bram & Bluma Appel Salon. At Yorkville Branch on November 10, Go Ahead Tours, in partnership with The Vimy Ridge Foundation, took customers on a virtual tour of the Vimy Memorial, which stands as a tribute to the 10,000 soldiers who were killed or wounded in the Battle of Vimy Ridge. And the World Remembers Project, a global commemoration of those who lost their lives in WWI, was on display on the Cube screen at the Toronto Reference Library nightly from October 20 to November 11.

On November 30, TPL announced the titles on the 2017 First & Best booklist, an annual list made up of the ten best Canadian books to help kids get ready for reading, as chosen by the our expert children’s staff. First & Best is part of our Ready for Reading suite of programs, services and resources. tpl.ca/firstandbest

The Power Plant Contemporary Art Gallery, in partnership with TPL, is bringing contemporary art experiences to five library branches across the city this fall and into the winter of 2017. Children and their families explore, create and take home unique art that is related to exhibits currently on display at The Power Plant. A recent program at Thorncliffe was extremely well attended, with 40 children participating on a Saturday in November.

City Librarian’s Report – December 12, 2016 3 Via Regular Mail

Toronto Public Library Workers Union December 12, 2016 Local 4945

Affiliatedwith CUPEand the Ron Carinci Toronto &YorkRegion Chair, Toronto Public Library Board Labour Council Toronto Public Library 789 Yonge Street Maureen O’Reilly Toronto, President Ontario M4W 2G8 Brendan Haley Vice-President Dear Mr. 9afi&i:

Viveca Gretton Recording Secretary RE:NORTHYORKCENTRALLIBRARYRENOVATIONAND CLOSURE

Carmela Corrado Toronto Public Library has a solid reputation of expending its capital budget Secretary-Treasurer and managing branch renovations and closures. Brian Raymer Toronto ReferenceLibrary However, the closure of the North York Central Library has been very poorly managed both for the public and for the staff. Brandon Haynes North YorkCentral Library Staff were invited to share the architect’s plan on October 15, 2015. They a Jenna Liu were told the project would take number of years North Region No information was ever shared with the union executive. Karen Smith South Region The project began in Augu5t 2016. With the removal of the central John Puusa staircase in the atrium, working conditions quickly plummeted. Indeed the East Region union questions why the decision to close was not made from the outset (see slides). Karen DeSimone West Region Two (1) hour meetings were called on Wednesday November 23,d to Fitzgerald Steele inform staff of air quality testing which had been requested by staff via Facilities our Health & Safety Committee over their concerns as to the intensity of the construction. Staff were left with the impression that the building was Steven Burdick suddenly closing due to health concerns precipitated by air quality Support Services the testing. Staff were told to pick new work locations by the Saturday as they

20 Eglinton Avenue West would be moved within the week. There are over 200 plus staff working in Suite 1109, Box 2053 this building and chaos ensued. Toronto, ON M4R 1KB T&ephone: (416) 440-7951 FAX:(416) 440-7984 Email: [email protected] Page 1 of 4 www.local4948.org

59?C,07 The union executive was not officially informed of the meeting5 on Wednesday November 23” As concerns and confusion escalated, we did request an emergency meeting with the Director of Human Resources and Toronto Public Library the Senior Management group on Monday December 5. Only the Workers Union Director of Human Resources was able to attend. Local 4948

The CitVLibrarian agreed to attend Labour Management on December Affiliated with V CUPE and the to provide details of the closure to the union executive and answer any of Toronto & York Region their questions. Labour Council It was evident from the outset of the Monday meeting that there was no Maureen O’Reilly comprehensive plan in place to manage the closure and its impact on staff. President The union Brendan Haley requested that: Vice-President • Information meetings with staff be organized immediately to Viveca Gretton address the health concerns and questions regarding staff Recording Secretary relocation Carmela Corrado • That senior management at NYCLtake a more visible leadership Secreta’y-Treasurer role in the closure • Email be sent to TPLas a whole informing them of the closure Brian Raymer • Communication plan for the public be developed beyond 8 14” Toronto Reference Library the x 11” flyers that had been posted Brandon Haynes • The relocation lists of staff be shared North York Central Library • Staffing model for the pop up branch and the details of the service be communicated Jenna Liu North Region • Sunday work relocation lists of staff be shared • A weekly update email to all NYCLstaff be sent out during the Karen Smith relocation South Region • Daily update conference call with the union John Puusa East Region The Employer did inform us that air quality testing would be done every two weeks and that health and safety meetings and inspections would be Karen DeSimone held on a more regular basis throughout the construction phase. West Region

Fitzgerald Steele The union still remains concerned about: Facilities • Continued open access to NYCLfor all staff especially on the 6th Steven Burdick Support Services floor • Use of the sorter by public service assistants when the building is 20 Eo’irtcr Avenue Woo: closed IQQ Suite 1 Box 2053 • The staffing model for the pop up branch Toronto, ON M48 1KB Teloplone: (416) 440-7981 FAX: (416) 440 7984 Email: [email protected] Page 2 of 4 www.local4948.org • The redesigned staircase and other elements where front line staff service concerns remain largely ignored

Toronto Public Library The redesigned staircase is a good case in point. The staircase is being Workers Union widened to allow for reading terraces. This is a new trend in library services Local 4948 emanating from the academic sector. Much has been made about the Affiliated with reading terraces at the new student centre at Ryerson. (see slides) It CUPE and the should be noted that: Toronto & York Region Labour Council • The reading terraces at Ryerson exist on the main floor only including the exterior staircase on Yonge Street and are adjunct to Maureen O’Reilly the main staircase President • The reading terraces exist in the student centre apart from the Brendan Haley library proper Vice-President • The reading terrace is confined to the 6th fir which is called “The Beach” but exists on its own separate and apart from everything Viveca Gretton else Recording Secretary

Carmela Corrado The NYCLreading terraces are incorporated along with the main staircase, Secretary-Treasurer over several floors in an atrium style building with library patrons from birth to seniors. Decisions to cut collections, reduce shelving and lower Brian Raymer of Our Toronto Reference Library bookcases have been made to “avoid blocking the view staircase”. patron’s needs should be driving the redesign, not a staircase. Despite all Brandon Haynes of our new welcoming spaces and services, your own customer service North YorkCentral Library survey by Forum Research in December 2015 showed that people come into our libraries for our collections. (see attached) Jenna Liu North Region In addition, the service points are being redesigned as well which will have Karen Smith an impact on staffing and health and safety. This information has not South Region been shared with the union either. John Puusa East Region We are disappointed and frustrated that the Toronto Public Library continuously fails to see us as a stakeholder. The information found in the Karen DeSimone Urban Toronto article posted December gth is the most information we West Region have received on the renovation. (see attached). Fitzgerald Steele Facilities It should also be noted that front line staff also unfairly shouldered the burden of the chaos of the renovation with little or no information. That Steven Burdick has had a direct impact upon service delivery which should be of Support Services importance to both the TPLBand Senior Management.

20 Eg inton Avenue West Suite 1109 Box 2053

Toronto, ON M4R 1K8 Teophone: (416) 440-7981 FAX: (416) 440-7984 Email: info©ocal4948org www.local4948.org Page 3 of 4 Yours sincerely,

Toronto Public Library Workers Union Local 4948 Maureen O’Reilly Affiliatedwith CUPEand the President Toronto &YorkRegion TPLWU Local 4948 Labour Council cc. TPLWU Executive Board Maureen O’Reilly President Attach. Brendan Haley Vice-President

Viveca Gretton Recording Secretary

Carmela Corrado Secretary-Treasurer

Brian Raymer Toronto Reference Library

Brandon Haynes North YorkCentral Library

Jenna Liu North Region

Karen Smith South Region

John Puusa East Region

Karen DeSimone West Region

Fitzgerald Steele Facilities

Steven Burdick Support Services

20 Eglinton Avenue West Suite 1109, Box 2053

Toronto: ON M4R 1KB Telephone (416) 440 7981 FAX: (416) 440-7984

Ema F:[email protected] Page 4 of 4 www.local4948.org A ‘4: I

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• 1211212016 North York Central Library Undergoing Extensive Renovations IUrban Toronto

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North York Central Library Undergoing Extensive Renovations 8, December I 9 20164:27 om by Julien MrabeHi I Comments(/n’2Cl6/I7/rorthyccnln(.I,fr?rv-e,*’rrehq-flttt.e- fflts3 IIwp?d)

One of Notli Yorks most significant buitthngs is undergoing major renovations over the winter months, as the 30-year-old North YorkCentral Library is being upgraded to the 21st century. The monument to

Postmodernism was designed by renowned loco firm Mohvama &Teshima Architects Ihttn:flurhantoronto.ca/d4ta/,aw/p-ofiIes/rnnrivama-tethlma) and completed in 1987, and has since become the busies: branch of the Toronto Public Library system, hosting roughly 1.5 milLionvisitors and circulating nearly 1.6 milLionitems annually.

The renovations are being undertaken by Diamond Schmitt Architects brip: /)urbanlomnln.ca/chiahn /pro c/diamond-irl,mItt.arrhIterts and will see the library temporarily close for three months beginning on December 5, with a popup Locationopening on December12 on the concourse level of the North YorkCentre Mall.

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The need for the reno/otions stemmed from the necessity for repairs, given that parts of the 3Oyear-oLd building are nearing the end of their life cycle. More importantly. however, it stemmed frcm the changing uses and role of the library within the community. The North YorkCentral Library Is a hub of activity In the area, and given that it sees more people walk through its doors annually than the ROMor the AGO,the renovations will add new communityoriented and socialtyminded spaces, white upgrading the tibrarys facilities with state-of-the-art digital fabrication studios, computer stations, and even music rehearsal rooms.

The neighbourhood around the library is composed mainly of condo towers, explains North YorkCentral Library manager KimHunttey, and is home to many newcomers to the city and country. These demographics are often in search of what is known as a ‘third space—the social spaces in our everyday lives that

http://urbantoronto.ca/news/2O16/12/north-york-cenlral-library-undergoing-exlensive-renovations 1/6 12/1212016 York Library Undergoing Extensive Renovations Urban Toronto North Central I

complement our living and working spaces and the library is increasingly becoming the go-ta community hub in the area. The library has accommodated this need with more community events, children’s programs, and increased access to technology, and is now looking to improve and expand upon these uses with the ambitious renovations.

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The floor layout of the library will be redesigned to create a more social atmosphere, explains Gary Mccluskie, principal in charge at Diamond Schmitt Architects. ‘Wherever we saw an opportunity to put more reading areas, we included them”, he remarked. The redesign will incorporate a greatly expanded supply of both group study and quiet individual study areas, including increased seating capacity circling the central atrium.

The atrium was key to the connectivity of the spaces, Mrcluskie explained. Previously, visitors to the library often remarked that they were unaware that the upper floors existed, and the designers aimed to change that by increasing visibility between floor levels. The solid balustrades around the atrium will be replaced by contemporary glass railings, while reading tables will be Located along the perimeter, which, as Mccluskie claimed, will encourage people to move upward through the building by making visible the various functions and programs on each floor.

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L’ui’ Expandedstaircase with reading terraces en the first floor,image courtesyof DiamondSchmitt Architects,

A notable change to the central atrium will be the widening of the staircases to accommodate reading terraces. In an effort to increase connectivity between floor levels, the staircases will be transformed into destinations and social spaces, rather than simply circulation. The grand staircase, as the project team calls it, will be the prominent central feature of the revamped atrium. http://urbantoronto.ca/news/201 6/12/northi-york-cenlral-library-undergoing-exlensive-renovations 12/1212016 NorthYorkCentralLIbraryUndergoingExtensiveRenovations UrbanToronto I

Technology plays a significant rote in the renovations, with the installation of a new digitat innovation hub and creation space. The facility wilt offer access to digital media technologies that include 3D printing, laser cutting, and sound and video recording studios. Aswell, there will be increased capacity for computer and internet access throughout the building.

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Viewof the the second floor,Image courtesyof DiamondSchmittArchItects.

The library will also novl feature zoned areas for adults, teens, and children, including a new KidsStop early literacy centre that will be themed around transportation. In addition, flexible program and meeting room spaces wilt be renovated and expanded, and a new event space will be installed on the main floor. The Librarywill also sport a new look, with new flooring, ceilings, furniture, seating, and millwork installed throughout.

Renderingof the new KidsStop,imagecourtesyof TorontoPublicLibrary.

While the majority of the interventions are concentrated in the interior of the building, some minor repair work will take place on the exterior, with a rehabilitation of the stone cladding and a re-roofing of the structure. A notable new feature will be an exterior reading garden on the top floor, making use of the available roof space.

hllp://urbanloronlo.ca!news/2016!12/norlh-york-cenlral-library-undergoing-exlensive-renovalions 316 12/12/2016

sb’ rsLtI/ftncfirnrcnrIw/dicuIn,jut’sI,nwhrn/artFrImflfl16/17fl4ol4I74Ol4E346f,!nhJ Viewof the atrium, imageby CraigWhite.

The North YorkCentral Library is one of a trio of notable Moriyama and Teshima-designed buildings in Toronto that feature a captivating atrium and rather stunning architectural details. Scarborough Civic Centre (1973) and Toronto Reference Library (1977) are the other two civic monuments that are focused around a central atrium with curving balconies and stairs, but neither quite measure up to the complexity and height of North YorkLibrary’stowering seven’storey chasm. Perhaps the most impressive of the three, it is remarkable for its thrill-inducing cascade of floor levels lit by its Postmodernist stained glass window.

McCiuskieis excited by the fact that they get to “in a woy, collaborate with Raymond Moriyama”by participating in the careful alteration of the building as it evolves to meet the needs of contemporary society. Enamoured by the spectacular atrium, McCluskieworked to improve the existing building while still maintaining its integrity as an iconic architectural landmark and legacy of Moriyama. The bones of the building are still the same, he explained, but the way the space is used will be adjusted, and the library will be presented with a new and expanding identity to carry with it into the future.

htlp://urbantoronto.ca/news/2016/12/norlh-york-cenlral-library-undergoing-extensive-renovations 4/6

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of 5 The basis of the piece was that a New York City library that used to be across the street from me on 53rd Street was being closed down so that the new Baccarat Hotel could be built on its spot.

I opined then that in the world of the Internet, libraries were probabaly a rernanant of the past. After all, I wrote, with the web everyone has access to everything all the time. Who needs a library?

What had been the Donnell Library with its vast collection of books and reading rooms was torn down. The new Baccarat Hotel (and condominium complex) went up in its place.

But part of the deal with Baccarat had been that they would have to leave room in the hotel for a new library.

It opened last week.

It is a library unlike any library I have ever seen or visited before. The old Donnell library was shelf after shelf, row after row, floor after floor of books.

The new library has almost no books at all. A few shelves at best, and they are very spread out.

Page 2 of 5 What it does have is a giant video screen.

While we may talk about The Library of Alexandria, what really kicked off libraries was the invention of the printing press in 1452.

Prior to Gutenberg, hardly anyone had a library, and a good one might contain no more than 100 hand written tomes. The printing press kicked off not just a revoution in print, it also kicked off a revolution in libraries. Library collections wentfrom minisculeto 15,000-20,000volumes. By 1550 morethan 150 million copies of some 150,000 titles had been printed.

When Iwas a student at Williams in the 1970s, we all had assigned seats (carrels) in the stacks (where the books were kept) in the library. We were quite literally buried in the thousands and thousands of volumes that stretched from wall to wall, floor to ceiling, floor after floor after floor.

Page 3 of 5 Yesterday, the only thing that stretched from floor to ceiling in the new 53rd Street Library was the video screen.

Itwas enormous.

The biggest single collection of ‘books’ (and I use the term loosely), was not history or art of science or travel, it was DVDs

Quite strange, a library without books, (or with hardly any). This is now how I traditionally think of a library. But maybe this is? Maybe this is the library of the future? The library in the world where books are little more than window- dressing?

What the library does have is a row of computers and a massive video screen.

For better or worse, we are now in an era of video.

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of 5 VIRTUAL REFERENCE LIBRARY Explore Ontario, present, past and future, through historic photographs, maps, digitized books, videos, and blog posts.

Toronto Public Library Board Meeting December 12, 2016

virtualreferencelibrary.ca Gianna Babando, Manager, Special Collections bibliovirtuelle.ca Dara Renton, Manager, E-Services

Evolution

Meet the needs of today’s internet user Mobile friendly, and content woven into the fabric of the internet

Emphasis on special collections Focussed on Toronto Public Library’s Special Collections that preserve and promote Ontario’s rich culture and history.

virtualreferencelibrary.ca / bibliovirtuelle.ca Featuring historically and culturally relevant Toronto Public Library Special Collections virtualreferencelibrary.ca / bibliovirtuelle.ca Featuring historically and culturally relevant Toronto Public Library Special Collections virtualreferencelibrary.ca / bibliovirtuelle.ca Featuring historically and culturally relevant Toronto Public Library Special Collections virtualreferencelibrary.ca / bibliovirtuelle.ca Featuring historically and culturally relevant Toronto Public Library Special Collections virtualreferencelibrary.ca / bibliovirtuelle.ca Featuring historically and culturally relevant Toronto Public Library Special Collections virtualreferencelibrary.ca / bibliovirtuelle.ca Featuring historically and culturally relevant Toronto Public Library Special Collections virtualreferencelibrary.ca / bibliovirtuelle.ca Featuring historically and culturally relevant Toronto Public Library Special Collections virtualreferencelibrary.ca / bibliovirtuelle.ca Featuring historically and culturally relevant Toronto Public Library Special Collections virtualreferencelibrary.ca / bibliovirtuelle.ca Featuring historically and culturally relevant Toronto Public Library Special Collections virtualreferencelibrary.ca / bibliovirtuelle.ca Featuring historically and culturally relevant Toronto Public Library Special Collections virtualreferencelibrary.ca / bibliovirtuelle.ca Featuring historically and culturally relevant Toronto Public Library Special Collections THANK YOU

virtualreferencelibrary.ca / bibliovirtuelle.ca Featuring historically and culturally relevant Toronto Public Library Special Collections STAFF REPORT 11. ACTION REQUIRED

2017 Operating Budget – Update

Date: December 12, 2016

To: Toronto Public Library Board

From: City Librarian

SUMMARY

The purpose of this report is to update the Toronto Public Library (TPL) Board on the status of the 2017 Operating Budget.

At its meeting on December 6, 2016, the City’s Budget Committee considered the 2017 Tax- Supported Capital and Operating Budget as presented by the City Manager. The 2017 Preliminary Operating Budget for TPL as presented at this meeting was $178.763 million net ($198.371 million gross), which represents a $1.588 million net, or 0.9%, increase over 2016; in line with the base budget submission approved by the Board.

TPL’s Preliminary Operating Budget does not include the $0.826 million of budget enhancements included in the Board submission. TPL’s budget enhancements will be considered for funding separately through the budget process along with all Poverty Reduction Strategy initiatives.

The City’s Preliminary Operating Budget, including an assumed 2% property tax increase, has a shortfall of $90.6 million that will be addressed by the City before final budget approval. Final budget approval by City Council is expected on February 15 and 16, 2017.

RECOMMENDATIONS

The City Librarian recommends that the Toronto Public Library Board:

1. considers the 2017 Preliminary Operating Budget of $178.763 million net ($198.371 million gross), which represents a $1.588 million net, or 0.9%, increase, excluding funding for budget enhancements.

FINANCIAL IMPACT

TPL’s 2017 Preliminary Operating Budget is $178.763 million net ($198.371 million gross), which represents a $1.588 million net, or 0.9%, increase.

2017 Operating Budget – Update 1 The Preliminary Budget does not include the $0.826 million of budget enhancements included in the Board submission.

The Director, Finance and Treasurer has reviewed this financial impact statement and is in agreement with it.

BACKGROUND

At its meeting on July 12, 2016, City Council considered the 2017 Budget Process – Budget Direction and Schedule and adopted an across the board budget reduction target of -2.6 percent net below the 2016 approved net operating budgets.

At its meeting on September 26, 2016, the Board considered the 2017 Operating Budget Submission and endorsed a base budget of $178.763 million net ($198.371 million gross), which represents a $1.588 million net ($3.604 million gross), or 0.9%, increase over the 2016 operating budget. Also endorsed by the Board were budget enhancements totalling $0.826 million, which support the City’s Poverty Reduction Strategy. A summary of the base budget changes from 2016 and the submitted 2017 enhancements are shown in the following table:

2016 Operating Budget 194,767.5 17,593.0 177,174.5 1,741.0

2017 Base Budget Budget pressures 4,698.7 (418.3) 5,117.0 2.9% Expenditure Efficiencies & Budget Reliefs Expenditure efficiencies (161.9) (161.9) -0.1% Technological Innovation - Capital Investment Required (933.3) (933.3) -0.5% (8.7) Revenue Increases 2,433.8 (2,433.8) -1.4% (1,095.2) 2,433.8 (3,529.0) -2.0% (8.7)

2017 Base Increase 3,603.5 2,015.5 1,588.0 0.9% (8.7) 2017 Operating Base Budget 198,371.0 19,608.5 178,762.5 0.9% 1,732.3

Budget Enhancements Wi-fi Hotspot Lending Program expansion 300.0 300.0 0.2% Youth Hubs - Two new locations 234.0 234.0 0.1% 2.0 Youth Hubs - Additional programming costs 153.0 153.0 0.1% Sunday Hours - full year at 6 District branches 139.3 139.3 0.1% Total Enhancements 826.3 - 826.3 0.5% 2.0

2017 Increase (Base+Enhancements) 4,429.8 2,015.5 2,414.3 1.4% (6.7) 2017 Operating Budget Submission 199,197.3 19,608.5 179,588.8 1.4% 1,734.3

The Technological Innovation efficiencies of $0.933 million, including the reduction of 8.7 FTEs of clerical work, require an additional capital investment of $4.056 million over two years ($2.606 million in 2017 and $1.450 million in 2018).

2017 Operating Budget – Update 2

The $2.434 million in revenue increases, include the following draws on reserves:  a one-time $0.300 million for sick leave payouts from City reserves;  a one-time $0.481 million for a Library Collections economic increase from Development Charges reserves; and  a temporary increase of $1.300 million draw from the Development Charges reserves for collections allowable under the Development Charges by-law.

At its meeting on October 24, 2016, the Board rejected service reductions totalling $6.195 million, or 3.5% of the budget required to meet the City’s operating budget reduction target of -2.6%.

COMMENTS

At its meeting on December 6, 2016, the City’s Budget Committee considered the 2017 Preliminary Operating Budget & 2017-2026 Capital Budget & Plan as presented by the City Manager. The 2017 Preliminary Operating Budget for TPL is $178.763 million net ($198.371 million gross) which represents a $1.588 million net, or 0.9%, increase. This is in line with the Board-approved base budget, but does not include the $0.826 million of budget enhancements included in the Board submission. These enhancements will be considered for funding separately through the budget process as part of the City’s Poverty Reduction Strategy.

Overall, the City’s 2017 Preliminary Operating Budget has a shortfall of $90.6 million that will be addressed by the City before the budget is approved. Actions to reduce the $90.6 million gap and their impact, if any, on TPL’s budget are not known at this time.

TPL will be presenting its budgets to Budget Committee on December 20, 2016. Budget Committee meetings, including public consultation, will be held throughout January with a final meeting on January 24, 2017. The Executive Committee will meet on February 7 to review Budget Committee recommendations and Council will meet on February 15 and 16 to approve the 2017 Operating Budget.

CONTACT

Larry Hughsam; Director, Finance & Treasurer; Tel: 416-397-5946; E-mail: [email protected]

SIGNATURE

______Vickery Bowles City Librarian

2017 Operating Budget – Update 3 2017 Operating Budget - Update Toronto Public Library Board

December 12, 2016 2017 Operating Budget

2017 Operating Budget Submission ($000s)

Gross Revenue Net % FTE 2016 Operating Budget 194,767.5 17,593.0 177,174.5 1,741.0

2017 Base Increase 3,603.5 2,015.5 1,588.0 0.9% (8.7) 2017 Operating Base Budget 198,371.0 19,608.5 178,762.5 0.9% 1,732.3

Budget Enhancements - Poverty Reduction Strategy Wi-fi Hotspot Lending Program expansion 300.0 300.0 0.2% Youth Hubs - Two new locations 234.0 234.0 0.1% 2.0 Youth Hubs - Additional programming costs 153.0 153.0 0.1% Sunday Hours - full year at 6 District branches 139.3 139.3 0.1% Total Enhancements 826.3 - 826.3 0.5% 2.0

2017 Increase (Base+Enhancements) 4,429.8 2,015.5 2,414.3 1.4% (6.7) 2017 Operating Budget Submission 199,197.3 19,608.5 179,588.8 1.4% 1,734.3 1 2017 Operating Budget

2017 Preliminary Operating Budget ($000s)

Gross Revenue Net % FTE 2016 Operating Budget 194,767.5 17,593.0 177,174.5 1,741.0

2017 Base Increase 3,603.5 2,015.5 1,588.0 0.9% (8.7) 2017 Operating Base Budget = Preliminary Budget 198,371.0 19,608.5 178,762.5 0.9% 1,732.3

2017 Increase (Base+Enhancements) 4,429.8 2,015.5 2,414.3 1.4% (6.7) 2017 Operating Budget Submission 199,197.3 19,608.5 179,588.8 1.4% 1,734.3 2 2017 Operating Budget

2017 Preliminary Operating Budget ($000s)

Gross Revenue Net % FTE 2016 Operating Budget 194,767.5 17,593.0 177,174.5 1,741.0

2017 Base Increase 3,603.5 2,015.5 1,588.0 0.9% (8.7) 2017 Operating Base Budget = Preliminary Budget 198,371.0 19,608.5 178,762.5 0.9% 1,732.3

Budget Enhancements - Poverty Reduction Strategy Wi-fi Hotspot Lending Program expansion To be 300.0 300.0 0.2% Youth Hubs - Two new locations 234.0 234.0 0.1% 2.0 considered Youth Hubs - Additional programming costs 153.0 153.0 0.1% Sunday Hours - full year at 6 District branches separately 139.3 139.3 0.1% Total Enhancements 826.3 - 826.3 0.5% 2.0

2017 Increase (Base+Enhancements) 4,429.8 2,015.5 2,414.3 1.4% (6.7) 2017 Operating Budget Submission 199,197.3 19,608.5 179,588.8 1.4% 1,734.3 3 2017 Budget Schedule – Key Dates

Activity Tax Supported: Operating & Capital

Budget Launch - Budget Committee December 6

TPL Budget Briefing - Budget December 20 Committee Public Presentations - Budget January 5, 9, & 10 Committee Budget Committee Wrap-Up January 12

Budget Committee Final Wrap-Up January 24

TPL Board Meeting January 30

Special Executive Committee February 7

Special Council February 15, 16 & 17 (Optional)

TPL Board Meeting February 21 4 STAFF REPORT 12. ACTION REQUIRED

2017-2026 Capital Budget and Plan – Update

Date: December 12, 2016

To: Toronto Public Library Board

From: City Librarian

SUMMARY

The purpose of this report is to update the Toronto Public Library (TPL) Board on the status of the 2017-2026 Capital Budget and Plan.

At its meeting on December 6, 2016, the City’s Budget Committee considered the 2017 Tax- Supported Capital and Operating Budget as presented by the City Manager. The 2017-2026 Preliminary Capital Budget and Plan (“Preliminary Plan”) for TPL included increased funding beyond the debt target, but is below the Board submission.

The Preliminary Plan was $19.967 million debt ($29.525 million gross) for 2017 and $182.312 million debt ($275.367 million gross) over 2017-2026. The Preliminary Plan includes $22.880 million debt ($24.936 million gross) of additional funding beyond the debt targets, primarily in the first five years. The Preliminary Plan is $33.687 million of debt funding ($38.358 million gross) below the Board’s submission.

Final budget approval by City Council is expected on February 15 and 16, 2017.

RECOMMENDATIONS

The City Librarian recommends that the Toronto Public Library Board:

1. considers the Preliminary 2017-2026 Capital Budget and Plan of $19.967 million debt ($29.525 million gross) for 2017 and $182.312 million debt ($275.367 million gross) over 2017-2026, which is $22.880 million debt ($24.936 million gross) of additional funding beyond the debt targets.

FINANCIAL IMPACT

The Preliminary Plan is funded by $19.967 million debt ($29.525 million gross) for 2017 and $182.312 million debt ($275.367 million gross) over 2017-2026, which includes $22.880 million of additional debt funding beyond the City debt targets.

2017-2026 Capital Budget and Plan Update 1 The $22.880 million additional debt funding over the debt target was added to fund TPL’s capital investment in technological innovation ($3.879 million debt, $4.056 million gross), North York Central Library Renovation Phase 2 ($9.901 million debt, $10.880 million gross) and the Multi-Branch Minor Renovation Program ($9.100 million debt, $10.000 million gross) for State of Good Repair (SOGR) & accessibility requirements.

The Preliminary Plan is $33.687 million of debt funding ($38.358 million gross) below the Board’s submission.

Based on the Preliminary Plan, the SOGR backlog, over the next 10 years, is expected to increase from $52.807 million to $136.947 million, which represents 14.2% of the total asset value, by the end of 2026.

The Director, Finance and Treasurer has reviewed this financial impact statement and is in agreement with it.

BACKGROUND

At the meeting on September 26, 2016, the Library Board endorsed a revised 2017-2026 Capital Budget and Plan of $19.967 million debt ($29.525 million gross ) in 2017 and $215.999 million debt ($313.725 million gross) over 2017-2026, which is comprised of $159.432 million debt ($250.431 million gross) meeting debt target and $56.567 million debt ($63.294 million gross) above the debt target.

2017-2026 Capital Budget and Plan Submission Summary ($'000s)

Gross Debt Request meeting Debt Target 250,431 159,432 Request above Debt target 63,294 56,567 Total Budget Submission 313,725 215,999

COMMENTS

Preliminary Capital Plan

At the meeting on December 6, 2016, the City’s Budget Committee considered the 2017 Preliminary Operating Budget & 2017-2026 Capital Budget & Plan as presented by the City Manager. The 2017-2026 Preliminary Plan for TPL is $182.312 million debt ($275.367 million gross), which includes $22.880 million of additional debt funding ($24.936 million gross) beyond the City debt targets, primarily in the first five years, but is $33.687 million debt ($38.358 million gross) less than the Board submission as shown in the following table.

2017-2026 Capital Budget and Plan Update 2 2017-2026 Capital Budget and Plan Summary ($'000s)

Board Submission Preliminary Plan Not Funded Gross Debt Gross Debt Gross Debt Request meeting Debt Target 250,431 159,432 250,431 159,432 - - Request above Debt target 63,294 56,567 24,936 22,880 38,358 33,687 Total Capital Budget 313,725 215,999 275,367 182,312 38,358 33,687

Details of the Preliminary Plan are shown on Attachment 1. Projects included in the funding above debt target include two projects for capital investment in technological innovation, additional funding for Multi-Branch Minor Renovation program and funding for Phase 2 of the North York Central Library Renovation.

Attachment 2 lists the projects that are not funded in the Preliminary Plan, but were included in the Board submission. It should be noted that there are significant SOGR needs that were not included in the Board’s submission.

SOGR Backlog Based on the Preliminary Plan of $22.880 million debt ($24.936 million gross) over 2017- 2026, the SOGR backlog is projected to be $136.947 million at the end of 2026.

Next Steps

TPL will be presenting its budgets to the Budget Committee on December 20, 2016. Budget Committee meetings, including public consultation, will be held throughout January with a final meeting on January 24, 2017. The Executive Committee will meet on February 7 to review Budget Committee recommendations and Council will meet on February 15 and 16 to approve the 2017-2026 Capital Budget and Plan.

CONTACT

Larry Hughsam; Director, Finance & Treasurer; Tel: 416-397-5946; E-mail: [email protected]

SIGNATURE

______Vickery Bowles City Librarian

2017-2026 Capital Budget and Plan Update 3 ATTACHMENTS

Attachment 1: 2017-2026 Preliminary Plan – Gross and Debt Funding Attachment 2: 2017-2026 Projects in Board submission, but not included in Preliminary Plan

2017-2026 Capital Budget and Plan Update 4 TORONTO PUBLIC LIBRARY Preliminary 2017 - 2026 Capital Budget and Plan - Gross and Debt Funding ($000's) Attachment 1 A B C D E F G H I J L Q R S T U V W Y AD AE PROJECT INFORMATION GROSS DEBT TOTAL TOTAL TOTAL TOTAL TOTAL Develop. S. 37/ 45/ Other 2017 - TOTAL 2017- PROJECT NAME Cost Est. Debt 2017 2018 2019 2020 2021 2017- 2022- 2017 2018 2019 2020 2021 2022- Charges Reserves Funding 2026 2017-2021 2026 2021 2026 2026 1 Tech Asset Mgmt Prg (TAMP) 44,881 2,006 - 13,780 29,095 3,600 4,100 4,100 4,100 4,100 20,000 24,881 44,881 2,125 2,534 2,651 2,408 2,722 12,440 16,655 29,095

2 Virtual Branch Services (VBS) 15,000 13,590 - - 1,410 1,500 1,500 1,500 1,500 1,500 7,500 7,500 15,000 - 75 330 380 25 810 600 1,410

3 Multi-Branch Renovation Program (SOGR) 41,535 3,329 - 623 37,623 4,633 4,158 4,093 4,093 4,093 21,070 20,465 41,535 3,781 3,996 3,823 3,726 3,946 19,272 18,351 37,623

4 Agincourt Partial Renovation 2,399 172 1,125 102 1,000 - 1,125 - - 1,125 - 1,125 ------

5 Albion Reconstruction 15,007 1,351 - - 13,656 4,836 700 - - - 5,536 - 5,536 4,448 - - - - 4,448 - 4,448

6 Bridlewood Renovation 2,400 350 2,050 - - - - 1,100 800 - 1,900 - 1,900 ------

7 Bayview - Bessarion Relocation 12,622 6,630 - 580 5,412 1,553 3,695 3,589 3,594 - 12,431 - 12,431 69 1,830 1,074 2,248 - 5,221 - 5,221

8 Wychwood Renovation & Expansion 9,533 4,135 1,500 600 3,298 2,000 4,378 2,866 - - 9,244 - 9,244 307 2,352 500 - - 3,159 - 3,159

9 St. Clair/Silverthorn Reconstruction 2,247 420 - - 1,827 1,379 500 - - - 1,879 - 1,879 1,270 500 - - - 1,770 - 1,770

10 North York Central Renovation 15,974 1,438 - 14,536 5,236 3,595 2,728 - - 11,559 - 11,559 4,565 3,499 2,057 - - 10,121 - 10,121

11 Dawes Road Construction & Expansion 13,263 8,638 - - 4,625 1,082 3,287 4,875 2,309 - 11,553 - 11,553 - 635 3,042 621 - 4,298 - 4,298

12 Albert Campbell Renovation 12,165 1,095 - - 11,070 - 1,429 3,809 3,542 3,120 11,900 - 11,900 - 1,429 3,809 3,407 2,288 10,933 - 10,933

13 St.Lawrence Relocation & Expansion 18,015 13,816 - - 4,199 100 - 2,148 5,996 6,164 14,408 3,607 18,015 - - 1,112 700 638 2,450 1,749 4,199

14 Perth/Dupont Relocation 4,312 2,112 1,100 1,100 - - 150 1,049 3,113 - 4,312 - 4,312 ------

15 Parliament Street Renovation 6,957 626 - - 6,331 - 123 - 2,148 2,858 5,129 1,828 6,957 - 123 - 1,522 2,858 4,503 1,828 6,331

16 High Park Renovation 6,144 553 - - 5,591 - 156 - 2,421 3,567 6,144 - 6,144 - 156 - 2,421 3,014 5,591 - 5,591

17 Guildwood Leasehold Improvement 800 396 - 100 304 - 800 - 800 - 800 - 304 - 304 - 304

18 Centennial Renovation 4,715 1,621 - - 3,094 - - 114 - 2,331 2,445 2,270 4,715 - - - - 1,750 1,750 1,344 3,094

19 Northern District Renovation 11,015 991 - - 10,024 - - - 359 - 359 10,656 11,015 ------10,024 10,024

20 Brookbanks Renovation 6,848 1,995 3,650 - 1,203 - - - - 192 192 6,656 6,848 - - - - 192 192 1,011 1,203

21 Weston Renovation 9,220 830 - - 8,390 - - - 161 - 161 9,059 9,220 ------8,390 8,390

22 Sanderson Renovation 6,975 628 - - 6,347 ------5,575 5,575 ------4,947 4,947

23 Mimico Renovation 9,635 866 - - 8,769 ------8,137 8,137 ------7,271 7,271 Port Lands New Construction - Queen/ Saulter 24 16,270 12,344 - - 3,926 ------150 150 ------Relocation & Expansion 25 Subtotal - Meet Debt Targets 287,932 79,932 9,425 16,885 181,730 25,919 28,571 33,096 34,136 27,925 149,647 100,784 250,431 16,565 17,433 18,398 17,433 17,433 87,262 72,170 159,432

26 Multibranch SOGR 10,000 900 9,100 1,000 1,000 1,000 1,000 1,000 5,000 5,000 10,000 910 910 910 910 910 4,550 4,550 9,100

27 North York Central Renovation Phase 2 10,880 979 9,901 - 1,892 3,186 3,734 2,068 10,880 - 10,880 - 1,547 2,552 3,734 2,068 9,901 - 9,901

Integrated Payment Solutions (Technological 28 2,250 98 - - 2,152 1,150 1,100 - - - 2,250 - 2,250 1,100 1,052 - - - 2,152 - 2,152 Innovation) Equipment for Operational Efficiencies 29 1,806 79 - - 1,727 1,456 350 - - - 1,806 - 1,806 1,392 335 - - - 1,727 - 1,727 (Technological Innovation) 30 Subtotal - Exceeds Debt Targets 24,936 2,056 - - 22,880 3,606 4,342 4,186 4,734 3,068 19,936 5,000 24,936 3,402 3,844 3,462 4,644 2,978 18,330 4,550 22,880

31 Total Preliminary Capital Budget 312,868 81,988 9,425 16,885 204,610 29,525 32,913 37,282 38,870 30,993 169,583 105,784 275,367 19,967 21,277 21,860 22,077 20,411 105,592 76,720 182,312

12-2017-2026-capital-budget-and-plan-update-att-1.xlsx 12/12/2016 Page 1 of 1 TORONTO PUBLIC LIBRARY Additional Project Funding not included in Preliminary 2017 - 2026 Capital Budget ($000's) Attachment 2 A B C D E F G H I J L Q R S T U V W Y AD AE PROJECT INFORMATION GROSS DEBT TOTAL TOTAL TOTAL TOTAL TOTAL Develop. S. 37/ 45/ Other 2017 - TOTAL 2017- PROJECT NAME Cost Est. Debt 2017 2018 2019 2020 2021 2017- 2022- 2017 2018 2019 2020 2021 2022- Charges Reserves Funding 2026 2017-2021 2026 2021 2026 2026 1 Downsview Renovation Phase 2 9,538 858 8,680 - 221 - - 2,432 2,653 6,885 9,538 - - - - 1,795 1,795 6,885 8,680

2 Richview Renovation 3,369 303 - - 3,066 - - - - 164 164 3,205 3,369 ------3,066 3,066

3 Lillian H Smith Renovation 11,152 1,004 10,148 - - - - 264 264 10,888 11,152 ------10,148 10,148

4 Parkdale Reconstruction 18,807 1,688 - - 17,119 ------8,439 8,439 ------6,751 6,751

5 Yorkville Renovation 9,094 818 - - 8,276 ------5,860 5,860 ------5,042 5,042

Total Additional Projects submitted by Board 51,960 4,671 - - 47,289 - 221 - - 2,860 3,081 35,277 38,358 - - - - 1,795 1,795 31,892 33,687

Note: There are significant additional SOGR needs where were not included in the Board's submission.

12-2017-2026-capital-budget-and-plan-update-att-2.xlsx 12/12/2016 Page 1 of 1 2017-2026 Capital Budget and Plan - Update Toronto Public Library Board

December 12, 2016 2017-2026 Capital Budget and Plan - Update

Submission

2017-2026 Capital Budget and Plan Summary ($ Millions)

Board Submission Gross Debt Meets Debt Target 250.431 159.432 Beyond Debt target 63.294 56.567 Total 313.725 215.999

• Total request of $215.999 M debt . $159.432 M meets target . $56.567 beyond debt target • SOGR backlog to grow to $120.8 M by 2026

1 2017-2026 Capital Budget and Plan - Update

Preliminary Plan

2017-2026 Capital Budget and Plan Summary ($ Millions)

Board Submission Preliminary Plan Not Funded Gross Debt Gross Debt Gross Debt Meets Debt Target 250.431 159.432 250.431 159.432 - - Beyond Debt target 63.294 56.567 24.936 22.880 38.358 33.687 Total 313.725 215.999 275.367 182.312 38.358 33.687

• Preliminary Plan includes $159.432 M debt which meets target (Attachment 1) • Preliminary Plan includes $22.880 M debt of additional funding beyond target (Attachment 1) • Preliminary Plan excludes $33.687 M of projects that were included in the Board’s submission (Attachment 2)

2 2017-2026 Capital Budget and Plan - Update

Projects Beyond Debt Target

Gross Debt Multibranch SOGR 10.000 9.100 North York Central Renovation Phase 2 10.880 9.901 Innovation - Integrated Payment Solutions 2.250 2.152 Innovation - Operational Efficiencies 1.806 1.727 Preliminary Plan 24.936 22.880 Downsview Renovation Phase 2 9.538 8.680 Richview Renovation 3.369 3.066 Lillian H Smith Renovation 11.152 10.148 Parkdale Reconstruction 8.439 6.751 Yorkville Renovation 5.860 5.042 Not Funded 38.358 33.687 Board Submission - Beyond Debt Target 63.294 56.567

3 2017-2026 Capital Budget and Plan - Update

Preliminary 2017 – 2026 Debt Funding

25.0

20.0

15.0

10.0 $ millions

5.0

0.0 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Not Funded ($33.687 M) - - - - 1.795 4.192 7.007 7.759 5.887 7.047 Additional Funding ($22.880 M) 3.402 3.844 3.462 4.644 2.978 0.910 0.910 0.910 0.910 0.910 Debt Target ($159.432 M) 16.565 17.433 18.398 17.433 17.433 16.250 12.500 12.500 15.420 15.500 Series4 19.967 21.277 21.86 22.077 20.411 17.16 13.41 13.41 16.33 16.41

4 2017-2026 Capital Budget and Plan - Update

SOGR Backlog – Preliminary Budget

$160 16.0%

$140 14.0%

$120 12.0%

$100 10.0%

$ Million $ $80 8.0%

$60 6.0%

$40 4.0%

$20 2.0%

- 0.0% 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 SOGR Backlog $60 $66 $71 $83 $86 $94 $99 $112 $129 $137 Backlog %Asset Value 6.4% 7.1% 7.6% 8.9% 9.1% 9.9% 10.2% 11.6% 13.4% 14.2%

SOGR Backlog Backlog %Asset Value

5 2017 Budget Schedule – Key Dates

Activity Tax Supported: Operating & Capital

Budget Launch - Budget Committee December 6

TPL Budget Briefing - Budget December 20 Committee Public Presentations - Budget January 5, 9, & 10 Committee Budget Committee Wrap-Up January 12

Budget Committee Final Wrap-Up January 24

TPL Board Meeting January 30

Special Executive Committee February 7

Special Council February 15, 16 & 17 (Optional)

TPL Board Meeting February 21 6 STAFF REPORT 13. ACTION REQUIRED

North York Central Library – Temporary Closure during Renovation

Date: December 12, 2016

To: Toronto Public Library Board

From: City Librarian

SUMMARY

The purpose of this report is to request Toronto Public Library Board approval for a closure of the North York Central Library (NYCL) for approximately three months in order to complete the most disruptive phase of the renovation project. Limited alternate service will be provided in a small storefront location in the North York Centre mall. Sunday service will be provided at both the Locke and Bayview branches as of January 2017 and for the length of the closure. Some holiday children’s programs have been relocated to other branches.

RECOMMENDATIONS

The City Librarian recommends that the Toronto Public Library Board:

1. approves the closure of the North York Central Library for approximately three months; and

2. receives the plan for alternate service for the duration of the closure.

FINANCIAL IMPACT

In 2016, a one-time cost to temporarily relocate some of the services and staff is estimated at $50,000 and will be charged to the approved capital project. The on-going cost of alternate service delivery, including the lease cost of the storefront, will be offset by expected savings resulting from the closure of NYCL.

The Director, Finance & Treasurer has reviewed this financial impact statement and is in agreement with it.

North York Central Library – Temporary closure 1 DECISION HISTORY

In October 2000, the Library Board approved a policy on library closures.

The North York Central Library Phase 1 renovation was approved as part of the 2016 capital program.

The award of tender for construction to Struct-Con Construction Ltd. was approved by the Board in May 2016.

BACKGROUND

North York Central Library is a seven-storey, 168,022 square foot building that opened in 1987. NYCL is one of Toronto Public Library’s largest libraries and is one of two Research and Reference libraries. North York Central Renovation Phase 1 is one of the approved capital projects for Toronto Public Library. Renovation work on phase 1 began in August 2016.

The primary focus of the renovation is the revitalization of the facility’s interior and reprogramming of space to support the delivery of new services to meet the changing needs and expectations of library users. State of good repair issues are also being addressed. The project will complete a retrofit and upgrade to building systems and infrastructure, and address a number of state of good repair needs identified in the 2014 Property Condition Assessment, including an interior renovation.

COMMENTS

Part of the renovation of NYCL includes significant demolition and removal of concrete and steel throughout the building. This phase of construction has been ongoing since November and became progressively more disruptive; it is greater than anticipated. As a result of staff comments about the disruption and dust in the building, an air quality assessment was requested and completed. The report stated that:

Numerical data obtained during the testing indicate that, with reference to the applicable and relevant standards the basic indoor air parameters (CO2, T, RH and CO) meet the applicable criteria. In other words it can be concluded that the air inside the occupied part of the building is of good quality. The concentrations of airborne dust are at low levels and indicate good separation of construction zone from the occupied areas.

Fungal spore counts indicate the presence of undesirable mould genera, such as Aspergillus/Penicillium and Stachybotrys. These moulds may adversely affect people with pulmonary health problems (e.g. asthmatic), immuno-suppressed, allergic, hypersensitive and elderly. The Library employees who have any of these health problems may feel uncomfortable and may ask for relocation to alternative duties in other library locations. It is recommended that the Library considers such requests. The source of these airborne fungal spores should be investigated and mitigated.

North York Central Library – Temporary closure 2 The Library immediately advised staff of the recommendations in the report and offered to relocate any staff affected by the mould. The other recommendations in the report will be implemented.

Given the requirement to relocate some staff as a result of the presence of mould, the excessive disruption that is caused by the ongoing heavy construction and the need to conduct a mould abatement program, the City Librarian determined that it would be better to close NYCL temporarily. This would allow the contractors to complete the disruptive work more quickly and it would also allow for quicker mould abatement. As heavy construction and demolition work is scheduled to continue into February 2017, it is recommended that the NYCL be closed for approximately three months.

Since the policy on branch closures authorizes the City Librarian to close a branch for up to four weeks without Board approval, staff moved to close the North York Central Library as soon as feasible. Given the library closed on December 4, 2016 and a closure of more than four weeks is recommended, Board approval is required to continue the temporary closure.

NYCL staff have been relocated to other locations. Staff identified branches that they wished to be relocated to and these requests were accommodated as much as possible. Some staff are now working at branches impacted by the NYCL closure such as Locke, Bayview, Northern District, Centennial and Fairview. It is expected that these branches will become busier during the closure of NYCL. Staff working in support departments have been reassigned to either the Toronto Reference Library or the Ellesmere service hub. Home library service and Bookmobile staff will remain at NYCL as their work areas are further away from the construction and have been sealed off with additional hoarding. They also spend significant time outside of the library. They now have access to a quiet work area that is isolated from the construction work. Facilities and Shipping staff will also remain on site in order to support the construction work and to manage deliveries of mail and library materials.

While the air quality testing report indicated that the work areas remain safe, because some staff will remain on site, ongoing air quality testing will be completed based on consultations from Public Health. The current report has been made available to staff. All future reports will also be made available.

PLAN FOR ALTERNATE SERVICE

A small 2,000 square foot storefront space in the North York Centre mall is providing alternative library service as of December 12th pending finalization of the lease and the outfitting of the space. Library service is available for hours consistent with the North York Central Library schedule. Service in this location will include:  holds pick up, registration and circulation;  limited information service;  small browsing collection;  WiFi.

North York Central Library – Temporary closure 3 Children’s story time programs have been relocated to other branches or have been cancelled.

Additional Sunday service will be offered at Locke and Bayview branches for the duration of the closure at NYCL.

A public communication plan has been developed and implemented. The plan is attached for information. Staff across the system have been provided with information about the closure, including details regarding the alternate service plan.

CONTACT

Moe Hosseini-Ara; Director, Branch Operations and Customer Experience; Tel: 416-397-5944; E-mail: [email protected]

SIGNATURE

______Vickery Bowles, City Librarian

North York Central Library – Temporary closure 4 Attachment 1 North York Central Library Temporary Closure Communications Plan Last revised November 30, 2016

OBJECTIVE

 Inform Board, staff, key stakeholders and the public about North York Central Library’s temporary closure and alternate service plans AUDIENCES

 External: o Library customers o Toronto residents o Mayor’s office, City Councillor o NYCL community partners

 Internal: o Board o Union o Staff o Foundation and Friends STRATEGY

 Provide consistent, targeted information to each audience

 Communicate regularly as updates become available

KEY MESSAGES

 Due to disruption caused by ongoing construction, the North York Central Library (NYCL) will close temporarily for approximately three months. The last day of full service will be Sunday, December 4.

 A pop-up location with limited service will open on the concourse level of North York Centre mall on Monday, December 12 for the duration of the closure. Customers will be able to return books, pick up holds, use free wifi and access a small browsing collection.

 Nearby library branches include Bayview, Centennial, Fairview, Locke and Northern District.

Page 1

 Beginning Sunday, January 8 and for the remainder of the closure period, Bayview and Locke branches will be open on Sundays.

 We will post significant updates at tpl.ca/nycl. The public may also call 416-393-7131 for more information.

 We apologize for the inconvenience and thank you for your patience as we move ahead with renovation plans.

COMMUNICATIONS SCHEDULE

Action Schedule

Staff Communication Update email to NYCL staff re: closure, relocation plans First email sent + ongoing Daily update meetings with NYCL staff Ongoing Update email to all staff Dec 1 + ongoing Create FAQ as more information becomes available Dec 1 In-Branch Communication Posters created and distributed Nov 24 LCD screen Nov 24 Outreach piece during closure period Dec 5 Public Communication Update tpl.ca/nycl Nov 24 + ongoing Update hours & location page Nov 24 Post info on tpl.ca homepage Nov 30 News release to local media Nov 29 Ad runs in North York Mirror Dec 1 Email to: Dec 1 - customers with NYCL (or nearby branches) as home branch - customers who have a hold set to pick up at NYCL - customers who have an item checked out from NYCL Include closure info in enews Dec 7 Updates on social media Ongoing Stakeholder Communication Notify Board of all significant updates Ongoing Notify local Councillor & keep apprised of updates Ongoing Notify community stakeholders & keep apprised of updates Ongoing Communicate with Union Ongoing

Page 2

STAFF REPORT 14. ACTION REQUIRED

2017 Strategic Plan Work Plan

Date: December 12, 2016

To: Toronto Public Library Board

From: City Librarian

SUMMARY

The purpose of this report is to present the 2016 Strategic Plan work plan achievements and present the 2017 Strategic Plan work plan to the Toronto Public Library Board for approval. The Strategic Plan provides a framework for the development of the operating and capital budget submission as well as the Toronto Public Library Foundation’s fundraising priorities. Achievement of initiatives in the work plan results in service improvements for residents and communities.

A total of 92% of initiatives in the 2016 work plan were substantially completed. There were some challenges in completing initiatives due to available resources. Resources are now in place for 2017 and multi-year project timelines have been identified. Key deliverables will be identified on an annual basis.

Initiatives in the 2017 work plan advance the outcomes and key performance indicators identified in the accountability framework for the Strategic Plan. Additionally, the 2017 work plan advances the Board’s strategic priorities and key City strategies, including the Poverty Reduction Strategy and Toronto Strong Neighbourhoods 2020.

To promote public transparency and accountability, Library staff report semi-annually to the Library Board on the status of work plan initiatives.

RECOMMENDATIONS

The City Librarian recommends that the Toronto Public Library Board:

1. approves the 2017 Strategic Plan work plan as outlined in Attachment 1 and directs staff to implement the initiatives.

FINANCIAL IMPACT

Initiatives in the 2017 work plan have been provided for in the 2017 operating and capital budget submissions except as noted.

2017 Strategic Plan Work Plan 1 Three initiatives have been submitted as budget enhancements through the Poverty Reduction Strategy: Sunday Services Expansion ($139.300), WiFi Hot Spot Lending ($300,000) and Youth Hub expansion locations and programming ($387,000).

The TPL Labs initiative is part of the Toronto Public Library Foundation’s 2016-2019 fundraising priorities.

The Director, Finance & Treasurer has reviewed this financial impact statement and is in agreement with it.

DECISION HISTORY

At its December 14, 2015 meeting, the Toronto Public Library Board approved the report Expanding Access, Increasing Opportunity, Building Connections – Toronto Public Library’s Strategic Plan 2016-2019 including the 2016 work plan for the Strategic Plan. http://www.torontopubliclibrary.ca/content/about-the- library/pdfs/board/meetings/2015/dec14/10c-spsc-strategic-plan-2016-2019.pdf

At its June 27, 2016 meeting, the Toronto Public Library Board approved the report Strategic Plan 2016-2019: Q2 Status Report on Key 2016 Activities http://www.torontopubliclibrary.ca/content/about-the- library/pdfs/board/meetings/2016/jun27/14-strategic-plan-q2-status-report-2016- activities.pdf

At its November 21, 2016 meeting, the Toronto Public Library Board approved the report Strategic Plan 2016-2019 Accountability Framework for the Strategic Plan http://www.torontopubliclibrary.ca/content/about-the- library/pdfs/board/meetings/2016/nov21/13c-strategic-plan-2016-2019-accountability- framework.pdf

COMMENTS

At the November 21, 2016 Board meeting, the accountability framework for the Strategic Plan was approved, including a balanced scorecard with key performance indicators and presentation dashboard. The 2016 KPIs with targets for 2017-2019 targets will be presented to the Board in March 2017. Annual work plans advance the six strategic priorities of the Strategic Plan and advance the KPIs and outcomes established for the Strategic Plan.

2016 Work Plan Achievements There is a 92% completion rate for 2016 initiatives with 100% completion of initiatives funded through the Poverty Reduction Strategy. Substantial progress was made on each of the six priorities in 2016.

2017 Strategic Plan Work Plan 2 2016 Status Red Yellow 8% 0%

Green 92%

Status Tracking Rubric Status Assigned

Green: Outputs achieved in 2016 In planning stage: resources, specific Green 25% (changed to red initiatives and inputs defined; no at year end major barriers foreseen Initiatives have commenced with Green 50% outputs pending Some outputs delivered; additional Green 75% outputs in progress Key outputs achieved; evaluation to be Green 100% completed as required Yellow: At Risk for not Being Completed in 2016 Project is delayed due to resourcing Yellow 100% (changed to issues or change in project complexity green or red at year-end) Red: Known Barriers (funding, partnerships); Will Not be Completed in 2016 Resources not available or project Red 100% significantly behind schedule or scope changed; awaiting funding or input from partners

2017 Strategic Plan Work Plan 3 Service Improvements:  Launched Digital Innovation Hub at Malvern S.P.O.T. (Success, Power, Opportunity, Teamwork); running four Pop-Up Learning Labs that travel to branches that do not have a digital innovation hub;  Waived fines and fees for 3,144 customers, 88% in library branches serving NIAs; 82% of these clients returned to borrowing library materials; restructured and lowered library fines;  Launched eight year-round locations offering Sunday service (North York Central, Toronto Reference Library, Albion, Cedarbrae, Lillian H. Smith, Northern District, Malvern and Richview); launched six new locations offering Sunday service (Bridlewood, Centennial, Fort York, Mount Dennis, Runnymede and Scarborough Civic Centre); established performance measures to track usage and impact of increased access; overall, there was a 30% increase in Sunday service across the city;  In each pilot phase for Internet Wifi Hot Spot Lending (June to November 2016 and January to June 2017), loaned 200 hot spot devices for three district branches: Albion, Cedarbrae and Yorkwoods; and three neighbhourhood branches: Parliament Street, Evelyn Gregory and Thorncliffe)

Transforming for 21st century excellence: Enhanced fiscal responsibility leading to more efficient systems and processes to support overall service delivery:  implemented a new organizational structure to support service transformation;  approved an Open Data Policy and released first data sets to enhance transparency and good governance;  began the replacement for legacy systems, including Human Resources, Budgeting and Room Bookings;  created premier event space as a revenue stream.

2017 Work Plan Building on the 2016 work plan, 2017 includes multi-year initiatives like the digital strategy, a framework for improved customer experience and business processes in future years.

Proposed Service Improvements:  Improve efficiency of customer interaction through fines payment at self-checkout terminals;  Offer Sunday programming across the city at existing branches;

Initiatives Funded through the City’s Poverty Reduction Plan (pending Council approval):  Introduce year-round Sunday services at Albert Campbell, Barbara Forum, Brentwood, Fairview, S. Walter Stewart, and York Woods Branches;  Introduce two new Youth Hubs at Albion and Barbara Frum branches with new program options at existing hubs;  Introduce Internet WiFi Hot Spot Lending program with lessons learned in the 2016 pilot program at three district branches (Albion, Cedarbrae, York Woods) and three neighbourhood branches (Evelyn Gregory, Parliament Street, Thorncliffe); and expand program to additional locations.

2017 Strategic Plan Work Plan 4

Transforming for 21st century excellence: Enhancing fiscal responsibility leading to more efficient systems and processes to support overall service delivery:  develop vision for digital literacy and technology support and staff training to build capacity to deliver STEM and technology programming;  installation of new systems and processes, including room booking, HRIS, and web and mobile refresh.

Next Steps Upon approval of the 2017 work plan by the Board, library staff will implement the initiatives where funding is available. Staff will present the balanced scorecard with 2016 results and targets for future years in March 2017.

CONTACT

Elizabeth Glass; Director, Policy, Planning & Performance Management; Tel: 416-395-5602; E-mail: [email protected]

SIGNATURE

______Vickery Bowles City Librarian

ATTACHMENTS

Attachment 1: 2016 Work Plan Status Update Attachment 2: 2017 Strategic Plan Work Plan

2017 Strategic Plan Work Plan 5 Attachment 1

Strategic Plan 2016-2017 2016 Work Plan Status Update

PRIORITIES 2016 KEY INITIATIVES STATUS DETAILS 1. Advancing Digital Strategy developed Green 75% Digital Strategy complete. Communication plan and execution strategy in development with annual 1 to create an excellent, deliverables. our digital integrated customer platforms service experience online and in library branches Policy review supports the Green 100% Changes to Circulation and Collection Use Policy approved at March Board meeting. New fines in place fall 2 delivery of digital services 2016. 3 New user centred services launched  Responsive Account Green 75% Responsive Account option in beta

 Borrower history and Red In planning stage. lists in response to customer demand  Online membership, Red Project plan developed as Phase 2 of Responsive Account. registration & card renewal  Responsive mobile- Green 100% High use mobile-friendly pages launched, including Sign In, Place Holds, Search, Online Payment. friendly website  Children’s website for Green 100% Ready for Reading website for parents/caregivers of children five and under complete. ages birth-5 launched with new features e.g. digital story time, or app  Content Strategy Green 100% Content Strategy for children's website developed. advanced to create more relevant and meaningful online experiences

1 2. Breaking Library’s policy on fines Green 100% Lower fines for all ages introduced in October 2016. New membership category created for Adults under 25, 4 and fees reviewed to with reduced fines. down barriers support equity and to access, inclusion driving Marketing strategy to Green 50% Planning and development complete; to be delivered as part of the 2017 TPL Kids (Middle Childhood and 5 promote children’s Ready for Reading) service rollout, inclusion membership, with targeted outreach in TSNS 2020 neighbourhoods to achieve targets and outcomes Refined library brand Red Research and planning for refined brand identity underway. To be delivered in 2017. 6 identity supports awareness, discovery and engagement across service channels State of Good Repair Green 100% Three projects completed (Beaches, Eatonville, Northern District); seven projects underway. 7 program advanced to support accessibility, inclusion and quality of life in neighbourhoods across the city Sunday service expanded Green 100% Year-round Sunday service introduced at eight branches as of July 3. Beginning September 11, Sunday service 8 to create year-round available at 6 additional branches from September to June (Bridlewood, Centennial, Fort York, Mount Dennis, service at 6 District and 2 Runnymede, Scarborough Civic Centre). Total number of branches open on Sundays is now 33. R&R branches, and added to 6 neighbourhood branches to provide seasonal Sunday service Self-service library kiosk at Green 50% TPL work is complete; however construction delays at Union Station will delay kiosk installation. 9 Union Station Plan for self-service after Green 50% Technology plans complete. hours branches ready to pilot in 2017 10 Pilot models for Green 100% Four embedded librarians working at the Toronto West and Toronto East Detention Centres, Elizabeth Fry embedded librarianship Society, Toronto Employment and Social Services, and the Spot - Jane Finch Community Family Centre. Pilot and active resident runs from September 2016 - August 2017. engagement

2 3. Expanding Technology standards, Green 50% Funding in place; RFP for Study on the Outcomes and Impact of Access to Technology at Public Libraries 11 benchmarks and completed; research partner and partner libraries selected. access to performance standards technology established for in-branch technology user education and training programs, including bandwidth, wireless, computer software, devices and laptops and incorporated into 2017 capital and operating budgets Launch new Digital Green 100% The S.P.O.T. at Malvern continued with funding from the City's Poverty Reduction Strategy with a Digital 12 Innovation Hubs, and four Innovation Hub and a revitalized recording studio. Pop Up Learning Labs available in library in place, visiting branches on a monthly rotation, bringing emerging technologies and staff-led programs to branches and communities users of all ages. across the city New Bookmobile extends Green 75% Bookmobile, with new technologies, flexible space and a modular design, to be delivered December 2016. AV 13 technology, including equipment installation and other IT related work to be completed upon delivery. wireless access, into communities Partnerships with industry Green 100% Terms of Reference for Innovation Council with public and private partners established. First meeting of the 14 technology leaders which Innovation Council was held November 25, 2016. leverage resources, increasing service quality Partnership established with Google Canada for digital hotspot lending. and accessibility Innovator in Residence, virtual reality filmmaker Elli Raynai, at Scarborough Civic Centre Branch through a Community Grant from Google Canada. tpl.ca/iir

Entrepreneur in Residence, Sima Gandhi, offered in partnership with the City of Toronto and the Toronto Business Development Centre. Digital hotspot lending Green 100% Funding from Google Canada and the City of Toronto received; pilot program ran from June-November 2016 15 pilot for targeted with 210 participants from six branches in Neighbourhood Improvement Areas. communities

3 Innovative projects Green 100% CISCO telepresence launched with Chris Hadfield. Young people at select TPL branches and at an Indigenous 16 launched through strategic community in Northern Ontario had the opportunity to interact with Colonel Hadfield in November. partnerships, e.g. TRL Virtual Reality Tour In partnership with Digital Generals, Virtual Reality film footage for TRL and the TD Gallery was shot; editing is in process.

TPL's second Hackathon, in partnership with the Toronto Open Data Institute, City of Toronto, and Social Planning Toronto, focused on the City of Toronto Poverty Reduction Strategy.

Digital Privacy Initiative launched with guest speakers from the Library Freedom Project, Canadian Civil Liberties Association, and Citizen Lab at the Munk School for Global Affairs, University of Toronto. 4. Pilot project launched with Green 100% Four courses offered in 2016. 17 Chang School at Ryerson Establishing to expand access to TPL as business courses for professionals and the Toronto’s public as a model for centre for future partnerships continuous Program outcomes and Green 50% Accountability framework approved by the Library Board for Strategic Plan 2016-2019. Including a balanced 18 standards established in scorecard, KPIs and Logic Model. Logic models for each priority to be developed in 2017. and self- key areas: job search, directed entrepreneurial and learning mentoring networks Collections and resources Green 100% New eLearning page added to TPL website, May 2016. 19 include new online learning tools Gale six-week online courses launched in summer 2016, offering instructor-led courses which include accounting, finance, business and management, entrepreneurship, and web design.

Plans for construction of Green 100% NYCL Capital Plans include dedicated space for eLearning. 20 new e-learning lab at North York Central developed Expansion of digital Green 100% New equipment for Learning Centres acquired, including 3D printers and scanners. Staff training on 3D printing 21 training capacity through completed. Learning Centres Responsive to trends, Green 100% Sun Life Financial Musical Instrument Lending Library launched April 2016. 22 including sharing economy through projects and programs such as tool, seed, kitchen and instrument lending libraries 4 23 After school programs offered for children and youth:  Youth Hubs operating at Green 100% Funding received; two new Youth Hubs in place at Maria A. Shchuka and Fairview. six locations: York Woods, Cedarbrae, Programming offered included Guardians of the Galaxy: Rocket's Powerful Plan, the latest venture for Visa and Sanderson, Centennial, Marvel Comics, to provide financial literacy education for pre-teens and youth, had its Canadian launch with Maria A. Shchuka and the Sanderson Youth Hub and a surprise visit from DeMarre Carroll, a Toronto Raptor. Fairview  Camps and after school Green 100% After school clubs operating at 39 branches; 21 summer camps at 16 branches to be offered in July and August clubs for children ages 2016. 6-12 available in additional branches eLearning and interactive Green 100% eLearning Strategy for user groups complete. 24 distance learning courses developed and piloted 5. Creating Branch renovations create Green 75% Albion: in construction, schedule on track, expected completion Spring 2017.Agincourt: design complete, 25 cultural assets in local permits received, construction commenced - expected completion Spring 2017.Wychwood: design complete, community communities through in for approval at the COT, expected site plan approval - Winter 2017. Construction to commence Summer connections outstanding people- 2017.St. Clair/Silverthorn: design complete, in for approval at the COT, expected site plan approval Winter centered architecture and 2017. Construction to commence Summer 2017. North York Central Library: design complete, construction through design, exhibit, rehearsal, began early Summer 2016.Eglinton Square: design complete, construction began September 2016. Albert cultural performance and work Campbell: on track. Architectural firm hired. Design underway. Scarborough Civic Centre Branch: (LGA experiences space, and with an Architectural Partners Ltd. in joint venture with Phillip H. Carter, Architect). Won one of ten Design Excellence emphasis on flexible Awards from the Ontario Association of Architects (OAA). Won the Ontario Library Association (OLA) New spaces. 2016 projects Library Building Award. Fort York Branch: (KPMB Architects) Ontario Library Association (OLA) New Library include: Albion, Agincourt, Building Award. Centenary celebrations for Beaches, High Park and Wychwood branches. Wychwood, St Clair/ Silverthorn, North York Central, Dawes Road World class literary Green 100% Podcast channel on SoundCloud and iTunes launched, featuring audio from select Bram & Bluma Appel Salon 26 programming accessible programs. through live streaming and Live streaming of select events through Periscope and Facebook Live interactive social media to engage new audiences and Live streaming of select events from the Appel Salon build communities of First ever interactive program delivered from the Appel Salon via new telepresence technology connecting four readers TPL branches and an indigenous community in Northern Ontario – Chris Hadfield, Think Like an Astronaut

5 Access to expert literary Red Planning for user discussion platform pending. 27 advice, user ratings and lists, build communities of interest New and refreshed Green 100% Partnered with IFOA to deliver Book Bash: Canadian Children's Literature Festival presented at Harbourfront 28 cultural partnerships Centre. Funded by the Muller Scholastic Endowment Fund for Canadian Children's Literature at the TPL increase exhibit and Foundation. tpl.ca/bookbash engagement opportunities Partnered with Myseum Toronto to present Cosmopolis Toronto, a city-wide photo exhibit exploring the journeys of newcomers to Toronto, in 18 branches. Included a number of programs in branches across the city Introduced TPL Stories on TPL's Facebook and Instagram pages, short stories highlighted what TPL means to users, staff, and communities. Partnered with Cisco Canada to deliver Chris Hadfield program to four branches and a northern Ontario Indigenous community. Chinese Community Green 100% Chinese Community Archive launched December 2016. 29 Archive in development with user generated content Assist in the settlement of Green 100% Through partnerships with leading community agencies, completed an extensive program of outreach visits, 30 Syrian refugees, in welcome events, information/training sessions to support Syrian refugees and private sponsors, January-May partnership with 2016: government & community partners Outreach to Government-Assisted Refugees (GARS) living in hotels included children's programs and distribution of publisher-donated new children's materials.

Sun Life Museum + Arts Pass initiative for Syrian families launched at Toronto Public Library Welcome Event; 1,100 vouchers distributed to Syrian newcomers who registered for a library card.

Post-year support event held.

Immigration, Refugees and Citizenship Canada funding application for Library Settlement Partnership (LSP) program submitted. Awaiting notification. MAP Program expanded to Green 100% Sun Life Museum + Arts Pass program expanded to include extended access and promotion of program 31 include enriched access for through University of Toronto and Ryerson University to reach students ages 18+. students at Ryerson and U of T, and a performing arts Performing Arts extension planned for launch in Q1 2017. stream to provide free access to music and theatre experiences

6 6. Organizational structure Green 100% Senior management structure in place. New organizational structure developed to support the 2016-2019 32 and resources realigned to Strategic Plan and succession planning for TPL. Restructured divisions include: Branch Operations & Customer Transforming support innovation and Experience; Collections & Membership Services; Digital Services & Emerging Technologies; Service for 21st deliver on strategic plan Development & Innovation. century outcomes service 33 Updated service delivery Green 100% Service Delivery Model completed excellence model to reflect future- oriented requirements for digital & branch platforms Participation in City’s joint Green 100% The Board has endorsed TPL’s participation in the City Wide Real Estate project to centralize real estate 34 real estate redevelopment operations along with a number of guiding principles. program provides increased revenue to fund The Board considered a report on the feasibility of redeveloping its properties to generate funds to address state of good repair SOGR issue. Based on Build Toronto's analysis, the Board decided to not proceed with any redevelopments backlog project. Business Intelligence Green 100% Centre of Excellence data governance team established; Open Data Policy approved at the board level, first 35 Strategy advanced to generation BI dashboard established. People Counter technology implemented. understand and respond to customer needs Dedicated library Green 100% TPL staff have supported the development of a new Fundraising Priorities model and the transition of the 36 resources to support the Foundation’s new President into her new role. Toronto Public Library Foundation in achieving Supported the development of cases for support and the implementation of key donor-funded initiatives – ambitious fundraising including Sun Life Musical Lending Library and TD Summer Reading Club Rebrand goals in support of strategic priorities Internal computer systems Green 75% Human capital management solution RFP under development; Budgeting: reporting software installation 37 updated: Human complete; Room Bookings - Phase 1 complete. Resources, Budgeting, Room Bookings New field added to the User Registration - Demographics Tab to support statistical analysis related to system- wide registration initiatives, e.g. college & university registration campaign (Aug 25, 2016).

Increase revenue with Green 100% Spaces renovated as required, e.g. TRL Beeton. Overall revenue increased through rental of premier spaces. 38 launch of new premium space rentals & promotion of community room rentals.

7 Role of the librarian Green 100% Continuous Professional Development for all librarians & orientation/training for first year librarians 39 redefined to deliver on key introduced January 2016. Speaker Series, think tanks ongoing. strategic outcomes: digital service delivery, technology and user education, out of school time programs, high quality lifelong learning and cultural programs, partnership development and community engagement Staff engagement Green 75% Staff Code of Ethics approved by Library Board, training began. Requirements for staff engagement survey 40 activities including a developed. survey are piloted Branch service Green 100% Program targets in place. Decision to use established benchmarks for an additional year in place for 2016 and 41 benchmarks drive program 2017. offerings

8 Attachment 2 Strategic Plan 2016-2019

2017 Work Plan

PRIORITIES 2017 Initiatives DETAILS 1: Advancing Our Digital 1 Foster excellence in digital service delivery through the  Create an Innovation Council advisory group of recognized, industry- Platforms establishment of an Innovation Council to inform leading individuals to inform service development and increase TPL's service development strategies at Toronto Public profile in the tech sphere Library (2016-2019) 2 Advance the Digital Strategy to enhance eservices and  Implement TPL Labs to create a culture of transformation and pilot technology access in branches (2017-2019) innovative digital services to meet emerging community needs, using an agile methodology (With support from the Toronto Public Library Foundation)  Refresh torontopubliclibrary.ca with a new design, self-serve and mobile options (online registration and renewal, room booking, mobile notifications)  Implement Mobile Notifications 3 Develop an improved digital platform for special  Plan a new digital platform for TPL's digitized and online special collections collections  Promote the new Virtual Reference Library (VRL) design, resources and content relevant to Toronto and communities across Ontario to increase usage and awareness. 4 Develop and implement a digital refresh for middle  Develop a new digital presence for middle childhood childhood and teens (2017-2019)  Engage teens in developing a new digital presence through advisory and focus groups 2: Breaking Down Barriers to 5 Improve public infrastructure through a State of Good  Complete construction of the new Albion branch, including demolition of Access, Driving Inclusion Repair program to support accessibility, inclusion and existing building quality of life in neighbourhoods across the city (2017-  Complete the renovation and expansion of the Eglinton Square branch 2019)  Complete the renovation of the Agincourt branch  Complete SOGR projects at various locations

1 PRIORITIES 2017 Initiatives DETAILS 6 Increase access to branches through expanded open  Offer year-round Sunday services at Albert Campbell, Barbara Frum, hours (2017-2019) Brentwood, Fairview, S. Walter Stewart, and York Woods Branches (funding from the Poverty Reduction Strategy)  Expand Sunday program offerings at branches across the city  Pilot after hours, self-serve access at select branches 7 Remove barriers to access through the evaluation of  Pilot and evaluate reduced fines and fees models as part of targeted reduced fines and fees to inform policy review outreach and embedded librarian programs 8 Create a new membership and outreach model to  Pilot and evaluate new membership model to connect residents’ engage residents with a full range of library services engagement, access to and use of a broader range of services and and programs programs  Evaluate embedded librarian service offered at current pilot locations: Toronto Employment and Social Services TEDC, TSDC, Elizabeth Fry Society, The SPOT/Jane Finch Community Centre 9 Launch targeted membership drives to reach new  Develop & implement online, self-registration membership to Toronto audiences with strategic partners and evaluate results post-secondary students using student card  Participate in the Canadian Urban Libraries Council (CULC) led initiative with local Toronto school boards to ensure that every child has a library card  Launch a membership drive to newcomer entrepreneurs with partners including TRIEC/Professional immigrant Network (PINS) 3: Expanding Access to 10 Increase digital literacy through access to technology  Launch Digital Innovation Hubs at Albion, Richview (NIA branches), Technology and Training and training in branches and communities Agincourt, Downsview, and North York Central Library  Expand digital training capacity through Learning Centres, including the introduction of 3D printers, scanners, Adobe Creative Suite at 7 branches, and development and implementation of new public training programs  Develop and deliver program offers using new maker/robotics equipment provided to District branches  Expand telepresence technology to additional branches  Implement 3 additional Pop Up Learning Labs

2 PRIORITIES 2017 Initiatives DETAILS 11 Expand WiFi Hot Spot Lending program  Establish Internet WiFi Hot Spot Lending program with lessons learned in the 2016 pilot program at three district branches and three neighbourhood branches; and expand program to additional locations (funding from the Poverty Reduction Strategy) 4: Establishing TPL as 12 Refresh and reimagine TPL’s services for Toronto’s  Roll out the refresh and repositioning of TPL’s early literacy offerings Toronto's Centre for youth, from preschool and middle childhood, to youth (Ready for Reading) Continuous and Self-Directed ages 13 to 24  Roll out TPL’s Middle Childhood service plan (including new program Learning offerings, newly designed and enhanced children’s spaces in-branch and online, staff training, and a new brand identity)  Develop strategy to guide the development and delivery of services for youth ages 13-24 13 Launch new eLearning space at the North York Central  Provide space and technology to support eLearning initiatives at Toronto Library Public Library 14 Review and expand after school and out-of-school  Launch two new Youth Hubs at Albion and Barbara Frum branches programs, services, and partnerships  Develop new program options at all Youth Hub locations informed by a new strategy to standardize service delivery at all locations. (Funding from the Poverty Reduction Strategy).  Develop and implement a vision for Summer Learning  Launch an eLearning tool for homework support (BrainFuse)  Develop and implement new middle childhood programming to support STEM and numeracy development  Develop and implement creative writing camps for school aged children with Sophie's Studio concepts  Launch Discovery Zone at Fairview, Albion, and North York Central Library

3 PRIORITIES 2017 Initiatives DETAILS 15 Expand organizational capacity to use telepresence  Partner with Cisco to develop staff skills in creating programming using equipment telepresence technology to connect Toronto communities with each other and with indigenous communities in Northern Ontario 16 Develop and implement new Life Long Learning  Develop partnerships and programs to support financial literacy for programs customers of different ages, small business owners and entrepreneurs  Reimagine the Thought Exchange Programs 5: Creating Community 17 Develop and support a diverse range of programming  Highlight collections and resources to celebrate Canada 150 Connections through Cultural to celebrate Canada 150 Experiences 18 Determine TPL's response to the Truth and  Implement approved recommendations from the 2016 Indigenous Reconciliation Commission's Calls to Action and Services Librarian's report. Review Native Peoples' Collections in the develop and implement programming and services to context of the Commission's Calls to Action. Improve accessibility to support Toronto's Indigenous communities. Raise indigenous material by identifying branches in indigenous communities awareness of Indigenous culture and societal issues and building collections  Develop Indigenous Cultural Awareness and Competency  Refresh and expand programming that celebrates indigenous cultures 19 Implement the Chinese Canadian Archive  Begin digitization of Chinese Canadian archival materials and create content in partnership with local Chinese community 20 Expand the use of digital technology and media to  Introduce new podcasting content, including original TPL content; increase increase the reach of, and audience engagement, in use of live streaming via the web, social media and telepresence TPL's literary and cultural programming technology; and improve the quality and variety of programs available through digital media  Incorporate augmented and virtual reality elements into the TD Gallery program 21 Expand access to collections and services promoting  Launch collection of Playaway all-in-one audiobook players, including a accessibility pilot for HLS customers  Develop program options for adults with intellectual disabilities

4 PRIORITIES 2017 Initiatives DETAILS 6: Transforming for 21st 22 Support open government and transparency by  Advance the accountability framework for the strategic plan including Century Service Excellence implementing the accountability framework for the balanced scorecard and key performance indicators to support public strategic plan (2017-2019) reporting and accountability leveraging existing work in the public library sector including Edge and Impact Study Project Outcome for programming  Launch a toolkit to establish benchmarks for technology access and training for the Ontario Public Library community  Support Business Intelligence and Analytics initiative through deployment of technology solutions 23 Support good governance and accountability  Review results of Board Evaluation survey and implement appropriate strategies  Develop a risk assessment plan for Toronto Public Library  Continue to provide Board education on key issues, and services offered 24 Lead advocacy and civic engagement efforts to support  Update key policies in the areas of financial control the Library’s and the City’s strategic directions  Continue to advocate for fair and equitable access to eContent for TPL and other Canadian libraries  Launch a ‘Civil Society’ program series to explore the social, political and ethical issues impacting societies, and the role that public libraries play in contributing civil societies. 25 Develop and implement strategies to measure staff  Conduct employee engagement survey, create a communication and engagement and improve communication. training plan to address results  Implement a new intranet to promote staff engagement, learning and communication

5 PRIORITIES 2017 Initiatives DETAILS 26 Achieve efficiencies through capital investment in  Improve efficiency of customer interaction through fines payment at self- technology. Focus service desk efficiencies and checkout terminals improvements to business processes  Introduce mini-sorters at Albion, Lillian H. Smith and Scarborough Civic Centre branches  Replace public, staff and shared printers, scanners, fax machines and copiers with more efficient Multi-Function Devices, and improved payment processes for public printing  Replace HRIS, TAS, Payroll System  Purchase to Pay system implementation  Convert the landline system to VOIP (Voice Over Internet Protocol) at large locations 27 Develop and implement a new customer service model  Develop vision for digital literacy and technology support as a core service that meets customer needs and incorporates digital expectation and develop staff knowledge of and comfort with STEM literacy and technology support as a core public service. programming and innovation  Roll out the Employee Code of Ethics and ethical framework policies, including training and communication to all employees  Utilize an employee engagement survey and explore the City’s job quality assessment tool  Develop and implement a Digital Privacy initiative, training staff and supporting customers in knowledgably managing their online activity 28 Re-launch Toronto Public Library’s Fundraising  Work with Foundation to establish their 2017-2019 fundraising priorities priorities to align and support the strategic plan and framework to advance strategic plan initiatives. Move forward with a new funding framework to support major transformational gifts and the vibrancy and sustainability of existing priorities through the Toronto Public Library Fund

6 STAFF REPORT 15. ACTION REQUIRED

Biblio Bash at the Toronto Reference Library – 2017

Date: December 12, 2016

To: Toronto Public Library Board

From: City Librarian

SUMMARY

The purpose of this report is to place before the Toronto Public Library Board a request from the Toronto Public Library Foundation (TPLF) to hold Biblio Bash – the reimagined Foundation gala (previously named Book Lover’s Ball) at the Toronto Reference Library (TRL) in 2017.

The Foundation’s request is described in the attached memorandum. It sets out the anticipated advantages for both the Foundation and the Library in hosting the event at TRL and the impact it would have on service to the public.

RECOMMENDATIONS

The City Librarian recommends that the Toronto Public Library Board:

1. approves the request from the Toronto Public Library Foundation to host the 2017 Biblio Bash at the Toronto Reference Library on Thursday, April 27, 2017, including closure of the second floor on the day of the event and full closure of the branch as of 3:00 p.m. on April 27, 2017.

FINANCIAL IMPACT

There is no financial impact to the Board arising from this request. Any costs associated with holding the Biblio Bash at TRL would be borne by the Foundation.

Proceeds from Biblio Bash will be used to enhance and expand library services as per the revised fundraising priorities.

The Director, Finance and Treasurer has reviewed this financial impact statement and is in agreement with it.

Biblio Bash at TRL – 2017 1 ISSUE BACKGROUND

For 10 years the Book Lover’s Ball was the premier fundraising event of the Foundation. Since the inaugural event in 2006, the Foundation has raised over $4 million through sponsorship, table/ticket sales and onsite fundraising, all in support of Toronto Public Library.

Following its 10th year, a decision was made to skip a year and pause to consider its future.

While the landscape of fundraising events in Toronto is competitive, TPLF believes there is still an opportunity to differentiate this event from other not-for-profit galas and deliver a meaningful and memorable evening. As such, the TPLF is rebranding this event as Biblio Bash. This also better aligns with the Foundation’s recent adoption of new fundraising priorities.

The goal of the gala is to increase net funds in support of Toronto Public Library, to design a beautiful and memorable evening connecting guests to the Library, to leave attendees wanting to know more about the Library, and attract a new audience of philanthropists, city builders and entrepreneurs to connect with this institution that remains as relevant today as it did 100 years ago.

COMMENTS

Holding Biblio Bash at TRL is a unique opportunity for both the Library and the Foundation. It is a chance to showcase TRL and TPL, and to demonstrate in a very visual and experiential way what today’s vital and vibrant library is capable of.

Service Impacts

Hosting Biblio Bash at TRL will have unavoidable service impacts on Thursday, April 27, 2017, and the public will be provided with advance notice of any change in hours and access. The Foundation has identified its broadest anticipated needs for space and closures. As more detailed plans are developed, adjustments will be made where possible to further reduce service impacts.

Alternate service adjustments will be made at the neighbouring Yorkville Branch. Yorkville’s regular open hours on April 27, 2017 are 9:00 a.m. to 8:30 p.m. Staff will investigate moving laptops for loan to Yorkville to increase the computer capacity at Yorkville. During the full closure of TRL on April 27th, additional staff will be deployed to Yorkville in order to manage the increased volume and usage at Yorkville.

Service Hours The Foundation has requested that TRL close at 3:00 p. m. on the day of the event in order to complete the set-up for the event itself. Normally, TRL closes at 8:30 p.m. on Thursday evenings. The early closure will reduce public service hours on the day of the Ball by 5½ hours.

Biblio Bash at TRL – 2017 2 Service Implications The Foundation has requested that the entire second floor (Humanities and Social Sciences Department) be closed to the public on the day of the event. This is the largest service floor at TRL and is well used by students and genealogists. Study space and computers would be unavailable to the public. Staff would still have access to the floor and would be able to retrieve material from the collections for customers to use on other service floors. Additional security would need to be present to ensure that the public does not access the second floor on the day of the event.

The Foundation has also requested use of the Atrium and for that space to be closed for the full day of the gala for staging and set-up. Although the Atrium will be cordoned off, the remainder of the public service areas on the main floor will remain accessible to the public.

Staffing Implications Staff would normally be scheduled to work until 8:30 p.m. on the proposed night of the gala. Within the provisions of the Collective Agreement, and given two weeks’ notice, staff schedules could be adjusted to have all staff work a day shift finishing by 5:00 p.m. at the latest. While staff would not be serving the public after 3:00 p.m., there are many activities they could usefully perform after the library closes at 3:00 p.m. Pages and part-time staff normally scheduled to work that evening and not able to work during the day could have their hours rescheduled at an alternate and mutually agreed upon time. Staff would also be able to use vacation for all or part of the period of closure if that was their preference.

Safety and other Environmental Issues Most of the AV and production set-up and takedown that would be most disruptive to service would take place during the evening preceding and following the gala when the library is closed. However, there will be significant set-up and preparation required during the day on April 27th in the areas where the gala activities are to be held. Early and partial closures of these public service spaces will contribute to a safer environment for the public and staff as they will not be in areas where set-up is occurring. There will be noise, movement of furniture, and additional use of the elevators along with other possible impacts not yet fully determined throughout the day. Where possible, measures will be taken to reduce/minimize impact on public service and customers.

CONCLUSION

With 10 years of experience hosting this event, TPLF and TPL staff anticipate that the reimagined gala will achieve the outcomes of attracting current and new philanthropists, raising both funds and awareness of the brand, and creating an enchanting and memorable experience for all. TPLF and TPL staff will be working in concert to ensure that there is minimal impact on service beyond what is stated in this report and look forward to a successful gala.

Biblio Bash at TRL – 2017 3 CONTACT

Moe Hosseini-Ara; Director, Branch Operations & Customer Experience; Tel: 416-397-5944; E-mail: [email protected]

SIGNATURE

______Vickery Bowles City Librarian

ATTACHMENTS

Attachment 1: Memorandum from Jennifer Jones, Toronto Public Library Foundation dated November 17, 2016 requesting approval to hold the Biblio Bash at the Toronto Reference Library in 2017

Biblio Bash at TRL – 2017 4 Attachment 1

MEMO

Date: November 17, 2016

To: Vickery Bowles, City Librarian

From: Jennifer Jones, President, Toronto Public Library Foundation

Toronto Reference Library as venue for launch of Biblio Bash - new RE: reimagined Foundation Gala

SUMMARY

This Memo requests that Toronto Public Library approve the use of the Toronto Reference Library branch as a venue for Biblio Bash - the reimagined Foundation fundraising gala.

The event would take place on Thursday, April 27, 2016. For set-up purposes, the Toronto Public Library Foundation would require partial closure to the public of select spaces during opening hours as well as full closure of the Toronto Reference Library as of 3:00 p.m. on April 27, 2017.

Hosting Biblio Bash at the Reference Library provides an opportunity to re-imagine the gala so it will tell a compelling story of the transformation that Toronto Public Library is going through from being ‘just’ about books to being a library of the future and attracting philanthropists and city builders to connect with this institution that remains as relevant today as it did 100 years ago.

BENEFITS OF HOSTING BIBLIO BASH AT THE TORONTO REFERENCE LIBRARY

For 2017, we have an opportunity, after 10 years of the Book Lover’s Ball, to build excitement around a reimagined event at the Toronto Reference Library. The goal of this reimagined event is to elevate the TPL brand amongst philanthropists and city builders and demonstrate it is a critical civic institution that plays an essential role in the health and prosperity of this city; that it is the great equalizer; that it bridges the gap between the have and have-nots and ensures all Torontonians have the opportunity to maximize their economic and social potential.

The gala objectives are:  Revenue $600K  Attract 40-60 new prospects to the Library  Create media buzz

Biblio Bash at TRL 2017 1 We will design the event to attract the group of individual philanthropists that represent the diverse audience we serve. This will include the popular (‘usual suspects’) philanthropists and will be expanded to include the New Canadian communities and entrepreneurs in technology and health.

With the completion of the Reference Library revitalization project, hosting the event at the Library also provides the opportunity to showcase its spaces and collections, and to highlight what donor support helps make possible, thereby encouraging potential future donations.

While plans are not yet confirmed, we are in the process of exploring ways to showcase major elements of the Reference Library by utilizing them to host components of the event. Areas of the Library that we are considering showcasing include the Entrance Cube, TD Gallery, Atrium, Digital Innovation Hub, Browsery, Idea Garden, Meet Up, study pods, etc.

SERVICE IMPACTS

The Foundation appreciates the importance of minimizing the service impacts of hosting a major event in the Reference Library and has consulted with senior Library management and Appel Salon staff. At the same time, we are striving to contain event set-up costs and are in the process of consulting with outside suppliers. Set-up for and hosting of an event of this scale will necessitate partial closure to the public of select spaces during open hours as well as full closure of the Toronto Reference Library as of 3:00 p.m. on April 27, 2017. Based on our explorations to date, we are confident the public service impacts detailed in the following staged set-up will be the maximum required in order to contain costs and ensure the greatest possible amount of fundraising revenue from the event will be returned to the Library:

Wednesday, April 26, 2017 / 9:30 p.m. – Friday, April 28 / 6:00 a.m.  Atrium on the main floor: o AV and production set-up, including rigging and staging install, partial load in of Décor (to be housed in the Appel Salon and/or Beeton Hall); o Décor and dinner set-up (40-45 round tables) in main area of Atrium (to be draped until full library closure); o Throughout the day, computer terrace will be accessible to the public;  Beeton Hall – reserved for deliveries, storage and set-up;  Bram & Bluma Appel Salon – reserved for deliveries, décor delivery and set up, storage, etc.;  Full closure of the second floor to the public; the second floor would remain accessible to library staff;  Entire branch – 3:00 p.m. on Thursday, April 27, 2016 – full closure of the Toronto Reference Library to the public.

*All areas listed above will be returned to normal and turned back over for public use as of 6:00 a.m. on Friday, April 28, 2017.

Biblio Bash at TRL 2017 2 FINANCIAL IMPACTS

There will be no financial impact to the Library, as the Foundation will cover all the event costs as well as costs for cleaning and security. The Library will provide branch and facilities staff to assist with set-up and programming as appropriate. As a result there may be some extra hours offered to staff, but this will be well within the existing operating budget.

REQUEST It is requested that the Toronto Public Library Board:

1. approve, in principle, full closure of the Toronto Reference Library as of 3:00 p.m. on April 27, 2017, as well as partial closure of select other spaces during open hours as detailed in this report.

BACKGROUND

Following its 10th year, a decision was made to skip a year and pause to consider its future.

While TPL and the Foundation will always honour the legacy of books (and the continued love of books!) we are looking forward to celebrating the future of libraries and the role that technology plays in delivering content and connecting customers with their communities.

The gala goal is to attract the current and new philanthropists to the brand; design a beautiful and memorable evening; enable a powerful connection to the brand; leave attendees wanting to know more about the Library and its future, and attract philanthropists and city builders to connect with this institution that remains as relevant today as it did 100 years ago.

SIGNATURE:

______Jennifer Jones, President, Toronto Public Library Foundation 416-393-7134; [email protected]

Biblio Bash at TRL 2017 3 STAFF REPORT 16. ACTION REQUIRED

Human Rights and Anti-Harassment/Discrimination Policy

Date: December 12, 2016

To: Toronto Public Library Board

From: City Librarian

SUMMARY

The Occupational Health and Safety Act was amended recently by Bill 132, the Sexual Violence and Harassment Action Plan Act. These amendments created new requirements for workplaces in Ontario in relation to workplace harassment policies, programs and training. The City's Human Rights and Anti-Harassment/Discrimination Policy has been amended to include new policy provisions introduced under Bill 132. These provisions expand employee protections and employer obligations regarding workplace and sexual harassment. As part of the Library’s ongoing commitment to ensure that the Library is a harassment-free workplace, complies with Bill 132 and remains consistent with City practices, a revised Human Rights and Anti-Harassment Policy is being presented for the Toronto Public Library Board’s approval.

Bill 132 also mandates that organizations have workplace programs and training in relation to both harassment and sexual harassment. Programs have been developed to cover bargaining unit and non-bargaining unit staff. Staff training will commence early in 2017.

RECOMMENDATIONS

The City Librarian recommends that the Toronto Public Library Board:

1. approves the Human Rights and Anti-Harassment/Discrimination Policy in Attachment 1.

FINANCIAL IMPACT

This report has no financial impact beyond what has already been approved in the current year’s budget.

The Director, Finance and Treasurer has reviewed this financial impact statement and is in agreement with it.

Anti-Harassment Policy 1 DECISION HISTORY

In 2005, the Human Rights and Harassment Policy was passed by the Library Board. The policy is reviewed annually, as required by the Occupational Health and Safety Act, by both senior management and representatives of the bargaining unit.

The Workplace Violence and Prevention Policy was passed by the Board in 2007 and states that “(t)he Toronto Public Library’s Human Rights and Harassment Policy addresses workplace violence related to harassment or intimidation”.

ISSUE BACKGROUND

In March of 2016, the provincial government passed Bill 132, the Sexual Violence and Harassment Action Plan Act with the stated goal of making workplaces, campuses and communities safer and more responsive to the needs of survivors and to complaints about sexual violence and harassment. This Act amended six pieces of legislation, most notably the Occupational Health and Safety Act.

The amendments to the Occupational Health and Safety Act came into force in September of 2016 and required workplaces in Ontario to create a sexual harassment policy and program and to provide training on both to all workplace staff. Bill 132 requires that workplace policies contain the following elements: 1. Organizational statement of commitment to address harassment; 2. The Occupational Health and Safety Act definitions of “workplace harassment” and “workplace sexual harassment”; 3. Statement that the policy applies to all workers and harassment can come from any source in the workplace; 4. Provision to encourage workers to report harassment; 5. Provision that the employer will investigate complaints and handle them confidentially; 6. Provisions to prevent reprisals against those that make a complaint; 7. Information about other sources than the employer to address harassment.

Workplaces had the option of amending existing anti-harassment policies or developing new ones.

COMMENTS

On October 5, 2016, City Council approved an amended Human Rights and Anti- Harassment/Discrimination Policy that added the policy elements required by Bill 132. As part of the Library’s ongoing commitment to ensure that the Library is a harassment-free workplace, complies with Bill 132 and remains consistent with City practices, a Human Rights and Anti-Harassment Policy is being presented for the Board’s approval. The Library’s policy is based on the City’s. However, adaptations have been made to reflect the Library’s organizational structure. The Library’s policy has been reviewed by City Legal. This revised Human Rights and Anti-Harassment / Discrimination Policy will replace the

Anti-Harassment Policy 2 Library’s Human Rights and Harassment Policy that was passed by the Board in 2005. The 2005 policy is attached to this report for information only.

The Library’s 2016-2019 Collective Agreement includes a Human Rights and Harassment Procedure that was based on the sexual harassment program requirements as outlined in Bill 132. The Procedure includes the elements required by Bill 132. (At the time that the Collective Agreement had been ratified, Bill 132 had received Royal Assent, but had not yet come into force.) This Collective Agreement Procedure was modified and adapted to create a Supplemental Procedure for non-bargaining unit staff as well.

Beginning in early 2017, training will be provided to staff on the new Human Rights and Anti-Harassment/Discrimination Policy and associated procedures. As required by Bill 132, managers will be given additional training on how to recognize workplace harassment and how to handle a complaint.

CONTACT

Elizabeth Glass; Director, Planning, Policy and Performance Measurement; E-mail: [email protected]; Phone: 416-395-5602

Dan Keon, Director, Human Resources; Tel: 416-395-5850; E-mail: [email protected]

SIGNATURE

______Vickery Bowles City Librarian

ATTACHMENTS

Attachment 1: Human Rights and Anti-Harassment/Discrimination Policy Attachment 2: Human Rights and Harassment Policy (for information)

Anti-Harassment Policy 3 Attachment 1

General Policies–Human Resources Section II: Human Rights and Page 1 Policy Manual Anti-Harassment/Discrimination

POLICY: Human Rights and Anti-Harassment/Discrimination

SECTION: General Policies – Human Resources

MOTION#/DATE: 16 - xxx – December 12, 2016

Effective Date

December 12, 2016

Policy Statement

Under the Ontario Human Rights Code, every person has a right to equal treatment in the provision of services and facilities, occupation of accommodation, contracts and in employment. Under the Occupational Health and Safety Act, all employers are required to have a workplace harassment policy, program, information, instruction and protect workers from workplace harassment.

Toronto Public Library (the "Library") is committed to respectful, equitable service delivery and employment practices. Every person has a right to equal treatment in the provision of services and facilities, occupation of accommodation, contracts and in employment. This Policy articulates the Library's commitment to prevent and address harassment and discrimination under the Ontario Human Rights Code and the Occupational Health and Safety Act.

The goal of this Policy is to recognize the dignity and worth of every person (whether resident, service recipient or employee) and to create a climate of understanding and mutual respect. The Library will not tolerate, ignore, or condone discrimination or harassment and is committed to promoting respectful conduct, tolerance and inclusion. All employees are responsible for respecting the dignity and rights of their co-workers and the public they serve. The Library’s Human Rights and Harassment Procedures provide a range of dispute resolution options for employees, Library users and Board Members who believe that they may have experienced discrimination and/or harassment. All complaints shall be treated confidentially and there shall be no reprisal.

Application

1.0 This Policy applies to all Library employees, volunteers and Board Members, and to all aspects of the employment relationship. Library staff are expected to abide by this Policy,

Attachment 1

General Policies–Human Resources Section II: Human Rights and Page 2 Policy Manual Anti-Harassment/Discrimination

the Ontario Human Rights Code, the Occupational Health and Safety Act and any other relevant legislation and Library policies.

Members of the public, service recipients, visitors to and users of Library facilities/public space and individuals conducting business with, for or with support from the Library, are expected to adhere to this Policy. This includes refraining from discriminating and/or harassing Library employees, elected officials and persons acting on behalf of the Library. If such discrimination and/or harassment occur, the Library will take action to ensure a harassment/discrimination-free workplace, facility and service provision, including barring a harasser from its facilities, limiting services, discontinuing business and/or revoking contracts with consultants or contractors.

This Policy should be read in conjunction with the Library’s Human Rights and Harassment Procedure and the Human Rights and Harassment Supplementary Procedure (“Complaint Procedures”).

The Human Rights and Harassment Procedure contained in the Collective Agreement covers all employees (including part-time, temporary employees, Pages, full-time employees) in their relations to each other and, between all such employees, elected officials and members of the Board.

The Human Rights and Harassment Supplemental Procedure provides process for all managers (including directors and the City Librarian), exempt staff and contract workers of the Toronto Public Library. This Supplemental Procedure covers bargaining unit employees in the event that they have experienced harassment or discrimination in the course of their duties, as a result of the behaviour of customers, volunteers, vendors or any other person who is not a Library employee, elected official or member of the Board.

Social Areas and Prohibited Grounds

2.1 Services and Facilities: Every person has a right to equal treatment with respect to Library services and facilities, without discrimination or harassment because of one or more of the following prohibited grounds: a. age b. ancestry c. citizenship d. colour e. creed f. disability g. ethnic origin h. family status

Attachment 1

General Policies–Human Resources Section II: Human Rights and Page 3 Policy Manual Anti-Harassment/Discrimination

i. gender expression j. gender identity k. marital status l. place of origin m. political affiliation* n. race o. sex (including pregnancy, breast feeding) p. sexual orientation

2.2 Contracts: Every person having legal capacity has a right to contract on equal terms without discrimination because of one or more of the following prohibited grounds a. age b. ancestry c. citizenship d. colour e. creed f. disability g. ethnic origin h. family status i. gender expression j. gender identity k. marital status l. place of origin m. political affiliation* n. race o. sex (including pregnancy, breast feeding) p. sexual orientation

2.3 Employment: Every person has a right to equal treatment in employment without discrimination or harassment because of one or more of the following prohibited grounds: a. age b. ancestry c. citizenship d. colour e. creed f. disability g. ethnic origin h. family status i. gender expression** j. gender identity**

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k. marital status l. membership in a union or staff association m. place of origin n. political affiliation* o. race p. record of offences** q. sex** (including pregnancy, breast feeding) r. sexual orientation** s. workplace harassment**

* These grounds are included in the Library's Policy, but are not explicitly covered by the Ontario Human Rights Code or the Occupational Health and Safety Act

** Workplace harassment as defined in the Occupational Health and Safety Act includes harassment based on sex, gender identity, gender expression, sexual orientation and non- Code harassment, harassment that is not based on a prohibited ground listed above.

Accountability

3.0 Staff Roles and Responsibilities All Library employees, volunteers, and Board Members are responsible for knowing this Policy and Complaint procedures, not engaging in harassment/discrimination and cooperating in good faith in dispute resolution processes, including investigations and abiding by confidentiality expectations contained in the Complaint Procedures.

3.1 Library Board Library Board members undertake the following: • receive and assess, in consultation with Library officials, the City's Legal Services Division and/or external experts as appropriate, complaints involving the City Librarian

• receive and assess, in consultation with Library officials, the City's Legal Services Division and/or external experts as appropriate, investigation reports involving the Director of Human Resources, the City Librarian or Board Members

• ensure complaint investigation results are communicated in writing to the parties

• determine, where appropriate, corrective actions based on investigation findings and in consultation with Library officials and/or the City's Legal Services Division

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3.2 City Librarian The City Librarian undertakes the following: • receive and assess, in consultation with Library officials, the City's Legal Services Division and/or external expertise as appropriate, complaints involving the Director of Human Resources or Board Members

• oversee external consultants, in consultation with Library officials and the City's Legal Services Division, for investigations involving the Director of Human Resources or Board Members

• transmit investigation reports undertaken by external consultants to the Library Board where required

3.3 Director of Human Resources or designate The Director of Human Resources or designate undertakes the following: • receive and assess, in consultation with Library officials and/or the City's Legal Services Division, as appropriate, the merits of a complaint

• conduct investigations of all formal harassment complaints, prepare findings and make recommendations about complaint remedies/corrective actions

• implement, or support the implementation of, appropriate complaint remedies/corrective actions

3.4 Directors Directors undertake the following: • provide leadership in creating and maintaining discrimination-free, harassment-free, and respectful workplaces

• ensure resource availability and effective implementation of complaint settlements, remedies and corrective actions

• ensure that staff are held accountable for their responsibilities under the Policy and have the appropriate knowledge and skills to meet their obligations

3.5 Managers All Library Managers have the following responsibilities: • ensure divisional employment and service policy, program development and implementation are inclusive and that processes are in place to provide accommodation as required under the Ontario Human Rights Code and the Accessibility for Ontarians with Disabilities Act

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• model respectful behaviour and address incivility; set and enforce standards of appropriate workplace conduct

• complete human rights training and ensure employees receive information and instruction on this Policy and Complaint Procedures

• post the current version of this Policy and Complaint Procedures in all work locations

• address complaints/incidents of harassment/discrimination/reprisal when raised directly by employees

• address service delivery contract non-compliance/breaches related to harassment and/or discrimination in consultation with Human Resources

3.6 Human Resources Department The Human Resources Department has the following responsibilities: • remove barriers in employment policies and practices that may have the effect of discriminating against groups/individuals who are protected under the Ontario Human Rights Code and Accessibility for Ontarians with Disabilities Act

• support management in addressing accommodation, harassment and discrimination, including advising on actions that would be appropriate in the circumstances

• work with divisions to ensure complainants/respondents receive investigation results in writing

• work with divisions to determine, where necessary, appropriate corrective actions to address Policy breaches

• work with divisions to ensure that corrective action(s) recommended/implemented to address investigation results are communicated to the complainant/respondent in writing

• make training available for Library management and employees on this Policy, Complaint Procedures and related legislative obligations

3.7 Employees Employees have the following responsibilities: • behave in a civil and respectful manner in relation to all employment/service provision activities

• immediately report non-Code workplace harassment experienced or witnessed to management. For clarity, reports of workplace harassment should be made to a manager who does not report to the alleged harasser

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• immediately report Code-related harassment, discrimination, reprisal experienced and/or witnessed to management (not directly managed by the alleged harasser/discriminator)

• document details of harassment and discrimination that are experienced or witnessed • when requested, provide complaint details in writing using the Complaint Procedures.

Definitions 4.1 Allegation: An allegation is an unproven assertion or statement based on a person’s perspective that the Policy has been violated.

4.2 Complainant: The person alleging that discrimination or harassment occurred. There can be more than one complainant in a human rights complaint.

4.3 Complaint: A complaint is a written or verbal report by a complainant alleging that they have experienced or witnessed harassment and/or discrimination based on one or more of the grounds identified in this Policy.

4.4 Discrimination: Discrimination is any practice or behaviour, whether intentional or not, which has a negative impact on an individual or group protected in the Ontario Human Rights Code (e.g., disability, sex, race, sexual orientation, etc.,) by excluding, denying benefits or imposing burdens upon them. Discrimination may arise as a result of direct differential treatment or it may result from the unequal effect of treating individuals and groups in the same way. Either way, if the effect on the individual is to withhold or limit full, equal and meaningful access to goods, services, facilities, employment or contracts available to other members of society and their membership in a prohibited ground was a factor, it is discrimination.

4.5 Duty to Accommodate: The Duty to Accommodate is the legal obligation to take steps to eliminate disadvantages caused by systemic, attitudinal or physical barriers that unfairly exclude individuals or groups protected under the Ontario Human Rights Code. It also includes an obligation to meet the special needs of individuals and groups protected by the Code unless meeting such needs would create undue hardship. Failure to accommodate a person short of undue hardship is a form of discrimination.

4.6 Employee: For the purpose of this Policy, the term employee includes: Library employees, job applicants and individuals performing services directly on the Library's behalf whether with or without compensation or benefit, excluding individuals providing services by way of service provision/third party contracts.

4.7 Equal Treatment: Equal treatment is treatment that brings about an equality of results and that may, in some instances, require different treatment. For example, to give all persons equal treatment in entering a building, it may be necessary to provide a ramp for an employee who requires the use of a wheelchair.

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4.8 Incident: An incident is an event or occurrence, in which discriminatory and/or harassing behaviour is exhibited in the workplace. An incident includes situations where an individual knows or ought to have reasonably known that the behaviour is contrary to this Policy. An incident, may not have be raised to management directly by a complainant (e.g., a manager is aware of sexualized banter between workers through observation or this information is raised to the manager by a third party but no one has come forward to complain).

4.9 Incivility: Incivility is not workplace harassment. It is subtle or overt, deviant behaviour where intent can be ambiguous. It is characterized by rude, discourteous interactions that display a lack of regard for others.

4.10 Harassment: Provisions regarding harassment are included in both the Ontario Human Rights Code and the Occupational Health and Safety Act, referred to as "Workplace (non- Code) Harassment". It is a form of discrimination if it is Code-based harassment. Harassment may result from one incident or a series of incidents. Harassment can occur between co-workers, between management and employees, between employees and Board Members, between employees and vendors, between employees and recipients of library services, between employees and members of the public, between Board Members and members of the public.

4.11 Code-based Harassment: defined in the Ontario Human Rights Code means engaging in a course of vexatious comment or conduct that is known or ought reasonably to be known to be unwelcome based on one or more of the prohibited grounds listed in the Ontario Human Rights Code, that a person knows or ought to know would be unwelcome, offensive, embarrassing or hurtful. Examples of Code-based harassment that is based on a prohibited ground include, but are not limited to:

• slurs or derogatory remarks • threats • inappropriate jokes, innuendos, name-calling, teasing, embarrassing practical jokes • insulting gestures • displaying pin-ups, pornography, racist, homophobic or other offensive materials • use of electronic communications such as the internet and e-mail to harass • actions that invade privacy • spreading rumours that damage one’s reputation • refusing to work with another • condescending or patronizing behaviour • abuse of authority which undermines performance or threatens careers • unwelcome touching, physical assault or sexual assault

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There is no legal obligation for an individual to tell a harasser to stop. The fact that a person does not explicitly object to harassing behaviour, or appears to be going along with it does not mean that the behaviour is not harassing or that it has been consented to.

4.12 (Non-Code) Workplace Harassment: is harassment that is not related to a prohibited ground identified in the Ontario Human Rights Code. Workplace harassment, defined in the Occupational Health and Safety Act means engaging in a course of vexatious comment or conduct against a worker in a workplace that is known or ought reasonably to be known to be unwelcome. It also includes Workplace Sexual Harassment. Workplace harassment often involves a course or grouping of behaviours. However, a single serious incident of such behaviour that has a lasting harmful effect on an employee may also constitute workplace harassment. This policy is not intended to interfere with constructive feedback regarding performance or legitimate operational directives to employees by their supervisors, managers or directors.

Examples of workplace harassment include a pattern of: • frequent angry shouting/yelling or blow-ups • regular use of profanity and abusive language • verbal or e-mail threats (not including threats to exercise physical force which are covered by the workplace violence policy) • intimidating behaviours - slamming doors, throwing objects • targeting individual(s) in humiliating practical jokes • excluding, shunning, impeding work performance • spreading gossip, rumours, negative blogging, cyber-bullying • retaliation, bullying, sabotaging • unsubstantiated criticism, unreasonable demands • frequent insults and/or name calling • public humiliation • communication that is demeaning, insulting, humiliating, mocking • intent to harm • a single, serious incident that has a lasting, harmful impact

Workplace harassment does not include: • legitimate performance/probation management • appropriate exercise and delegation of managerial authority • operational directives/direction of workers or the workplace • other reasonable action(s) taken by management • a disagreement or misunderstanding • conflict between co-workers • work related change of location, co-workers, job assignment • appropriate discipline • less than optimal management • a single comment or action unless it is serious and has a lasting harmful effect • rudeness unless it is extreme and repetitive

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• incivility • conditions in the workplace that generate stress (technological change, impending layoff, a new boss, friction/conflicts with other employees, workload, etc.)

4.13 Sexual Harassment: Sexual harassment is a form of discrimination based on the prohibited ground of sex under the Code. It is also prohibited under the Occupational Health and Safety Act. Workplace sexual harassment means engaging in a course of vexatious comment or conduct against a worker in a workplace because of sex/sexual orientation/gender identity/gender expression, where the course of comment or conduct is known or ought reasonably to be known to be unwelcome. It also includes making a sexual solicitation or advance where the person making the solicitation or advance is in a position to confer, grant or deny a benefit or advancement to the worker and the person knows or ought reasonably to know that the solicitation or advance is unwelcome.

Sexual Orientation: Refers to the sex/gender of those to whom one is sexually and romantically attracted. Categories of sexual orientation typically have included attraction to members of one’s own sex/gender, attraction to members of another sex/gender, and attraction to people of more than one sex/gender.

Gender Identity: is each person's internal and individual experience of gender. It is their sense of being a woman, a man, both, neither, or anywhere along the gender spectrum. A person's gender may be the same as or different from their birth- assigned sex.

Gender Expression: is how a person publicly presents their gender. This can include behaviour and outward appearance such as dress, hair, make-up, body language and voice. A person's chosen name and pronoun are also common ways of expressing gender.

Examples of harassment related to the ground of sex, sexual orientation, gender expression and/or gender identity include but are not limited to: • sexually suggestive or obscene remarks or gestures • Use of homophobic or transphobic epithets, slurs or jokes • Insults, comments that ridicule, humiliate or demean people because of their sex, sexual orientation, gender identity or expression • behaviour that polices and/or reinforces traditional heterosexual gender norms • Intrusive comments, questions or insults about a person's body, physical characteristics, gender-related medical procedures, clothing, mannerisms or other forms of gender expression • negative stereotypical comments about an individual’s physical characteristics or mannerisms and/or behaviours that reinforce traditional heterosexual gender norms • circulation or posting of homophobic, transphobic, sexist, derogatory or offensive signs, caricatures, graffiti, pictures, jokes or cartoons, display of pin-up calendars, objectifying images, or other materials

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• leering (suggestive staring) at a person’s body, • unwelcome physical contact, • having to work in a sexualized environment (bragging about sexual prowess, or discussions about sexual activities), • exercising power over another person, making them feel unwelcome or putting them 'in their place' – regardless of whether the behaviour is motivated by sexual interest • spreading rumours about, "outing," or threatening to "out" someone • refusing to refer to a person by their self-identified name and proper personal pronoun • other threats, unwelcome touching, violence and physical assault

This Policy is not intended to interfere with normal social interaction between employees.

4.14 Racial Harassment: Racial harassment is harassment on the ground of race. It may also be associated with the grounds of colour, ancestry, where a person was born, a person’s religious belief, ethnic background, citizenship or even a person’s language. Racial harassment/discrimination can include:

• racial slurs or jokes • ridicule, insults or different treatment because of your racial identity • posting/e-mailing cartoons or pictures that degrade persons of a particular racial group • name-calling because of a person’s race, colour, citizenship, place of origin, ancestry, ethnicity or creed

4.15 Mediation: A confidential dispute resolution process, during which a neutral third party assists two or more parties to resolve conflict. It is a voluntary process where parties in dispute consent to meet with a trained mediator to determine whether the dispute can be resolved in a mutually satisfactory manner. Mediation discussions between parties are treated as private and confidential to the full extent permitted by law.

4.16 Poisoned Work Environment: A poisoned work environment is a form of indirect Code- based harassment/discrimination. It occurs when comments or actions ridicule or demean a person or group creating real or perceived inequalities in the workplace. Pornography, pin- ups, offensive cartoons, insulting slurs or jokes, and malicious gossip (even when they are not directed towards a specific employee or group of employees, creating intolerable work conditions, have been found to “poison the work environment” for employees.

4.17 Prohibited (Protected) Grounds: Refers to the list of grounds for which a person or group is protected under the Ontario Human Rights Code and Occupational Health and Safety Act. Under the Code, case law and this policy, there are protections where there is a perception that one of the prohibited grounds applies or where someone is treated differently because of an association or relationship with a person identified by one of the above grounds.

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4.18 Reasonable Person Test: This is an objective standard to measure whether a comment or conduct is discrimination or harassment. It considers what a reasonable person's reaction would have been under similar circumstances and in a similar environment. It considers the recipient's perspective and not stereotyped notions of acceptable behaviour. This standard is used to assess human rights complaints under this Policy.

4.19 Respondent: The person who is alleged to be responsible for the discrimination or harassment. There can be more than one respondent in a human rights complaint.

4.20 Witness: An individual who may be able to provide information about workplace comments/conduct that are alleged to have violated this Policy. Witnesses are not entitled to investigation results or complaint details unless the disclosure is necessary for the purpose of investigating allegations.

4.21 Workplace: The workplace includes all locations where business or social activities of the Library are conducted. This Policy may apply to incidents that happen away from work (e.g., inappropriate social media posts, phone calls, e-mails or visits to an employee's home, incidents at luncheons, after work socials).

References Occupational Health and Safety Act, R.S.O. 1990, c. O.1 Ontario Human Rights Code, R.S.O. 1990, c. H.19

Toronto Public Library  Collective Agreement  Workplace Violence Prevention and Response Policy  Occupational Health & Safety Policy and  Rules of Conduct.

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POLICY: HUMAN RIGHTS AND HARASSMENT

SECTION: II – General Policies – Human Resources

MOTION#/DATE: 05 - CM - 22 – July 21, 2005

Effective Date

July 21, 2005

Policy Objective

To ensure a workplace free of harassment for the employees of the Toronto Public Library Board.

Underlying Principles

. Freedom from harassment in the workplace is a fundamental right of all employees.

. Harassment is a corporate and human resources management issue and involves everyone.

. A spirit of fairness to all parties involved is essential. All information, evidence and circumstances will be carefully considered when deciding upon a course of action.

. The efficient handling of all complaints and other actions taken to resolve, prevent or address harassment are necessary to ensure that the rights of individuals are not prejudiced or jeopardized.

. This policy is consistent with the Ontario Human Rights Code (the Code) and other relevant and applicable legislation. General Policies–Human Resources Section II: Human Rights and Page 2 Policy Manual Harassment Policy

Policy Statement

The Toronto Public Library Board, as a responsible employer and provider of Library services to the community, is committed to improving the workplace by creating and maintaining a work environment for its employees which is free from all forms of harassment.

In order to create an environment that enhances the dignity and self worth of its employees, the Board is committed to a harassment-free workplace strategy of prevention and elimination which includes a policy and implementation guidelines, communications, training and education, and a complaint-resolution process.

The Board will not tolerate, ignore or condone workplace harassment, and considers harassment to be a serious offence which may result in disciplinary action up to and including dismissal.

All employees are responsible for respecting the dignity and rights of their co-workers and the public they serve. Through leadership, Management will play a critical and significant role in ensuring that the Board meets the policy objectives.

Scope

Harassment takes on many forms, but can be generally defined as behaviours such as conduct or comments which are unwelcome and inappropriate or otherwise offensive to an individual or group of individuals, thus creating an uncomfortable work environment.

The Code defines harassment as:

“…engaging in a course of vexatious comment or conduct that is known or ought reasonably to be known to be unwelcome;” [Part II 10 (1)]

Under the Code, every employee has a right to be free from harassment on the following grounds:

Race Ancestry Place of Origin Colour Ethnic Origin Citizenship Creed Age Record of Offences Marital Status Disability Family status Sex Sexual Orientation Receipt of public assistance

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All employees also have a right to be free from harassment on the basis of same sex partnership status, and to be free from sexual solicitation and reprisals for refusing or rejecting sexual advances. It is understood that any other personal characteristics are included in this policy.

Harassment may be one incident or a series of incidents, and may also exist systemically as part of the work environment.

For the purpose of this policy, the definition of harassment is consistent with the definition in the Code, and also includes other forms of harassment. The following types and examples of harassment are included in, but do not limit, this definition.

Behaviours which fall within the above definition range in terms of the type or grounds (e.g., racial, sexual, personal), whether it is directed at an individual or non-directed, or whether it is intentional or unintentional.

Examples of Directed & Intentional Harassment

Offensive behaviours, gestures, comments or conduct which are directed specifically at an individual are often quite obvious and consequently, readily detectable. Examples of this type of harassment may include:

. written or verbal insults, abuse or threats;

. racial or ethnic slurs, including racially derogatory nicknames;

. unwelcome remarks, jokes, innuendoes or taunting about a person’s body, age, marital status, gender, ethnic/racial origin, religion, accent, or disabilities;

. practical jokes which cause awkwardness or embarrassment, endanger an employee’s safety or negatively affects work performance;

. persistent leering (suggestive staring) or other obscene/offensive gestures;

. unwanted and inappropriate physical contact such as touching, kissing, patting, pinching, brushing up against a person;

. unwelcome sexually-oriented remarks, invitations, requests, jokes or requests, whether indirect or explicit;

. inquiries or comments about a person’s sex life, sexual preferences;

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. physical assault (including sexual assault); and

. misuse of authority towards another person which is based on irrelevant factors (e.g. unfair delegation or assignment of work, unwarranted transfers).

Examples of Undirected and Unintentional Harassment

Harassment may also include behaviours, conduct, comments or activities which are not necessarily directed specifically at an individual, but which nonetheless create a degrading or offensive “poisoned” work environment. Examples of this type of harassment are much more subtle and may include:

. displaying of materials which are sexually explicit or degrading, racist, ethnic or religious in a degrading or derogatory manner;

. displaying of graffiti which is sexually explicit or degrading, racist, ethnic or religious in a degrading or derogatory manner; and

. patronizing behaviour, language or terminology which reinforces stereotypes and undermines self-respect or adversely affects work performance or working conditions.

Defining the Workplace

The workplace is not confined to the offices and buildings of the Board. “Workplace” has been interpreted broadly by the Ontario Human Rights Commission and by recent case law and as applied to the Board would include:

. any location where the business of the Library is being carried out (i.e. administration building, branches, Bookmobile, cafeteria, meeting rooms); and

. other locations and situations such as during business travel; work-related social gatherings or other locations where the prohibited behaviour may have a subsequent impact on the work relationship, environment or performance.

Conduct, comments or behaviours which constitute harassment and occur in locations covered by this definition are subject to investigation under this policy.

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Application

The policy covers all employees (including part-time, temporary employees, pages, full- time employees) in their relations to each other and, between all such employees, elected officials and members of the Board. All individuals affected by this policy will be informed of this policy and expected to adhere to its principles.

All Contractors who do business with the Board will also be informed of the policy and expected to adhere to the policy regarding workplace harassment.

Specific Directives

Confidentiality

The Board, through the City Librarian; the Director, Human Resources; and its Management staff; must ensure that complaints are investigated and handled in a manner so that the identities of the persons involved are kept confidential.

It must be recognized that to the extent that the complainant chooses to initiate proceedings or make comments outside the Board’s internal harassment complaint procedures, confidentiality cannot be guaranteed. It must also be recognized that information collected and retained is subject to release under the Municipal Freedom of Information and Protection of Privacy Act, the Code or the rules governing court proceedings.

All disclosures made under this policy will be dealt with in a manner respecting the need for confidentiality subject to the Municipal Freedom of Information and Protection of Privacy Act.

Representation

All parties involved in a complaint have a right to be represented by their Union or other individual/group to the extent that the representation does not create a conflict. All parties have a right to legal representation at their own expense.

No Reprisal

All employees have a right to be free from reprisal or threat of reprisals as a result of filing a complaint or being party to the investigation of a complaint. Reprisals will be taken seriously, and may be subject to discipline.

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Accountability

Everyone is responsible for ensuring that the workplace is free from harassment. All employees, management and staff, are responsible for understanding and applying the policy in good faith.

Members of The Board and City Librarian

As elected and appointed officials, Board members are responsible for giving direction to the administration on the future development and improvement of this policy, and encouraging development of parallel policies which will enhance the workplace, and subsequently improve services to the community.

The City Librarian is responsible for ensuring policy directives are implemented, adhered to and monitored.

Directors

As senior management, Directors are specifically responsible for ensuring that the policy is accessible and supported. They are responsible for ensuring that Managers and Supervisors are given the appropriate support, encouragement, opportunity and resources to fulfil their respective roles.

Managers/Supervisors

Managers and Supervisors are critical to the success of the policy. They are specifically responsible for ensuring that the policy is communicated and understood by all staff, and that it is supported and encouraged. They are also responsible for assisting employees who feel that they have been harassed and, as a result, come to them with a complaint.

Managers and Supervisors have specific responsibilities to create and maintain a workplace which is free from harassment. They are responsible for ensuring that harassment is neither allowed, condoned nor ignored, and may be considered party to the harassment if they fail to take corrective actions.

With a fundamental knowledge and understanding of the policy and guidelines, Managers and Supervisors can be the first place for employees to turn to for assistance when trying to deal with harassment-related concerns. They are also responsible for preventing the development, escalation or recurrence of harassment.

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Human Resources

The Director, Human Resources is an integral part of the overall complaint and resolution process. Not only can the Director, Human Resources offer an alternate method of dealing with harassment through mediation and resolution of a complaint, he/she also provides advice and support to all employees and to management in their efforts to implement the policy.

Throughout the complaint process, employees or management may at any time seek the assistance or advice of the Director, Human Resources. In turn, the Director, Human Resources may seek advice or assistance from the Ontario Human Rights Commission where necessary.

It is therefore important to recognize that successful implementation depends on the active support of the Human Resources Department in cooperation with all employees.

The Human Resources Department will provide orientation training on the policy and guidelines to all staff, and specifically to all management to ensure that they have the necessary knowledge to implement the policy and provide assistance to staff.

An information brochure which summarizes the policy and complaint process will be distributed to all employees of the Library to ensure that they are aware of the policy and their rights and obligations. Further detailed information will be available to staff through the Human Resources Department on request.

Continuous training and education are necessary to ensure that the policy works. To meet the needs of management and staff, the Human Resources Department will develop curriculum and materials to meet these needs.

The Director, Human Resources is responsible for ensuring that the policy, once implemented, is supported and developed. This will be achieved through periodic review and assessment of the policy and results.

The Director, Human Resources is also responsible for conducting investigations of all formal harassment complaints and making recommendations. As well, he/she is responsible for ensuring that the environment is free from systemic problems which create or support harassment.

The Director, Human Resources will act as a neutral source of information and advice for all employees, and advise and assist management throughout the process.

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Finally, the Director, Human Resources is responsible for developing and implementing training and education programs which further the understanding of the policy and issues of harassment and general human rights.

T.C.E.U. Local 416 (CUPE)

The Union has a specific responsibility to provide information and assistance to their members. They may act as a first contact for members who feel they are being harassed. Similar to management, Union Representatives will need to develop appropriate skills and knowledge which will allow them to act as effective problem- solvers.

The Role of the Union in the Complaint Process

The policy anticipates an active and supportive role of the Union which represents Toronto Public Library Board employees. All Union employees are encouraged to seek the assistance and advice of their Union Representative prior to engaging in, or at any time throughout, the complaint process.

All Union employees have the right to be represented by their Union at any stage in the overall process. Where the Union is representing a member in the complaint process, it will, as an active participant, be involved in all meetings relevant to its member.

The Union will play a key role in any mediation or conciliation efforts and active participation in the monitoring phase will be critical.

Appendices

Appendix 1: References Appendix 2: Contact Appendix 3: Implementation Guidelines Appendix 4: Understanding and Implementing the Human Rights and Harassment Policy: Guidelines for Directors, Managers, Supervisors and Union Representatives

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Appendix 1

References

Ontario Human Rights Code R.S.O. 1990, c. H.19 Municipal Freedom of Information and Protection of Privacy Act, R.S.O. 1990, c.M.56

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Appendix 2

Contact

Director, Human Resources Tel: 416-395-5850 Fax: 416-395-5925

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Appendix 3

IMPLEMENTATION GUIDELINES

WHO CAN AN EMPLOYEE GO TO FOR ASSISTANCE OR INFORMATION

If an employee needs information about the policy or how the policy applies or clarification of the policy, or simply needs to discuss a concern or issue regarding harassment or an incident, or they wish to request action be taken, they may seek assistance from the following:

1. Management/Supervisor 2. Union Representative/Steward

If an employee is uncomfortable in approaching any of the individuals mentioned above, to discuss a concern or consider pursuing a harassment complaint, they may contact the Director, Human Resources directly for confidential assistance (416-395-5850).

The Director, Human Resources is responsible for promoting, advancing, supporting and ensuring the effective implementation of the policy. The Director, Human Resources can provide information and/or assistance to any employee or Manager with respect to the policy or in dealing with a specific complaint.

Regardless of whom an employee approaches for assistance, it is expected that the request will be responded to in a sensitive, supportive and understanding manner.

WHAT TO DO IF YOU ARE BEING HARASSED

There are four internal and two external ways an employee may choose to deal with a complaint or concern under this policy:

INTERNAL METHOD:

Option A: Dealing directly with the harasser Option B: Requesting informal action and resolution Option C: Filing a formal complaint Option D: Filing a grievance

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An employee may choose any of these options; a bargaining unit employee may file a grievance at any time.

Option A: Dealing directly with the harasser

The employee should first attempt to make it known to the individual(s) responsible that the behaviour is offensive, and contrary to the Board’s policy, and that it should stop. The harasser(s) may not realize that their behaviour is unwelcome and offensive. In many instances this will stop the offensive behaviour.

In some situations, dealing directly with the harasser may be difficult or inappropriate, or the individual may have told the harasser to stop, but the offensive behaviour continues. In this case, you should take immediate action as outlined under any of the options below.

Option B: Requesting informal action and resolutions

The purpose of this step is to provide a means of obtaining information, voicing the concern and developing a way of dealing with the problem with the assistance of others. You can proceed with the matter on an informal basis in the interest of seeking an informal resolution. You should report the incident immediately, or within a reasonable time, to:

. immediate Supervisor; . any other member of the employee’s management group; . other member of the Board’s management group; . Union Representative, if appropriate; if employee is a member of the bargaining unit; . Director, Human Resources.

Often, harassment is the result of simple communication problems, and proceeding informally may identify this problem readily and produce a quick and simple solution without having to engage in a full investigation.

Where attempts to achieve an informal resolution of the problem are unsuccessful or inappropriate, a formal complaint may be filed, which will result in a full investigation by the Director, Human Resources.

Although the informal approach and resolutions are encouraged, employees are not required to engage in this step, and may choose to file a formal complaint directly.

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Option C: Filing a formal complaint

Filing the Complaint

All formal complaints will be investigated by the Director, Human Resources. Where the complaint is initially received by Manager/Supervisor/Union Representative or other person, it is their responsibility to ensure that the Director, Human Resources is notified about the complaint within four working days from when they first received it. The Director, Human Resources is then responsible for assessment and initiation of an investigation.

Alternatively, a formal complaint can be filed directly with the Director, Human Resources.

Upon receipt of a complaint, either through a Manager or directly, the investigative process is initiated with a complaint documented in writing. Where an employee is unable, or under the circumstances it is unreasonable to request a written complaint, assistance will be made available to ensure that the complaint is factual. The complaint must include a description of the incident, witnesses, and steps already taken to resolve the matter.

Receipt and Documentation of the Complaint

All complaints requesting or requiring formal investigation must be forwarded immediately to the Director, Human Resources. Upon receipt of the complaint, an interview will be scheduled with the employee to discuss and clarify the incident, and identify steps they have taken so far to resolve the matter. The employee may be represented/assisted by a person of their choice.

The Director, Human Resources must acknowledge receipt of the complaint within five working days (to Manager/Complainant/Union Representative or third party where appropriate). The alleged harasser has the right to be notified of the complaint and the nature of the complaint within five working days following the acknowledgement to the complainant.

Clarification and File Opening

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Where a formal complaint is received in writing it shall be documented and a file opened by the Director, Human Resources. To ensure that the complaint is documented properly and accurately, the Director, Human Resources will contact the complainant for clarification and/or further information. Summaries and notes from previous informal actions and resolutions may be requested by the Director, Human Resources, and appended to the complaint file as background information.

A file will be opened on all formal complaints.

Option D: Filing a Grievance

Employees who are covered by a collective agreement which contains harassment-free or discrimination clauses can exercise their rights to file a grievance and should seek the assistance or advice of their Union Representative/Steward. A unionized employee is entitled to file a grievance at any time regardless of options chosen.

EXTERNAL METHOD:

There are two external ways of dealing with a harassment complaint which include:

1. making a complaint directly to the Ontario Human Rights Commission (related to prohibited grounds covered by the Code); 2. seeking outside legal assistance.

The pursuit of a complaint under the internal complaint mechanism does not preclude an employee from filing a complaint with the Ontario Human Rights Commission or pursuing any other available means.

It should be noted that employees should pursue their complaints to the Commission within six months of the date of the facts upon which the complaint is based.

Third Party and Anonymous Complaints

A. Third Party

Investigations can be undertaken where the complaint is received from an employee who is directly and personally affected by the incident(s) being reported. Or, complaints may be investigated from an employee who is not being harassed directly, but where there is a direct and personal impact as a result of harassment involving others.

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Third parties such as Union Representatives or lawyers who are acting on behalf of an employee can file a complaint.

Third party complaints are investigated and documented as described in the options above.

B. Anonymous

Investigations cannot be undertaken on the basis of a complaint written and/or received anonymously. However, management should not ignore these situations, and should report them to the Director, Human Resources for other forms of intervention.

To ensure that the matter can be dealt with effectively and efficiently, and not prejudice an investigation, complaints or concerns should be brought forward immediately to the Director, Human Resources.

WHAT TO DO IF YOU ARE ACCUSED OF HARASSMENT

If you are asked by a co-worker to stop behaviours which constitute harassment, assess your behaviour seriously. Understand that even if you did not mean to offend, your behaviour has been perceived as offensive. Cease the behaviour that the person finds offensive. Failure to cease in this behaviour will leave you more vulnerable to a formal complaint which could lead to disciplinary action if the complaint is substantiated.

If you believe the complaint is unfounded and/or made in bad faith, discuss the matter with your Union Representative, Supervisor, Manager or with the Director, Human Resources. You are entitled to know the allegations against you and to have an opportunity to respond. You are also entitled to representation or accompaniment by a Union Representative, and/or lawyer.

If you are named as the harasser in a complaint, the investigative procedure for such complaints is a comprehensive one, and is the responsibility of the Director, Human Resources.

In any event, document your version of the alleged incident, including times, places, what happened and any witnesses.

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INVESTIGATION OF COMPLAINT

The Director, Human Resources will be responsible for investigating complaints, except in situations where it is necessary or appropriate to have the investigation carried out by a third party. The Director, Human Resources will engage in an investigative process which involves three primary stages:

1. Fact Finding

The Director, Human Resources will conduct confidential interviews with relevant parties to obtain information and clarify the details of the reported incident. Both parties will have an opportunity to identify witnesses or others to be interviewed. Where witnesses are not identified, or where otherwise appropriate, co-workers may be interviewed. All interviews will be conducted in a confidential manner, and all efforts will be made by the Director, Human Resources to deal with interviews in a manner which respects the nature of the work environment. Witnesses will be entitled to Union Representation if requested.

The Director, Human Resources will document the results and conclusions of the investigation after interviewing the complainant, respondent, and any relevant witnesses including co-workers if necessary. As required by the facts, the Director, Human Resources may consult with legal counsel and prior notification will be given to management/staff where this is deemed appropriate.

Where appropriate and necessary, the Director, Human Resources may contact the Ontario Human Rights Commission for advice or assistance.

2. Preliminary Findings

Where the information revealed early in the investigation suggests a reasonable possibility of resolution, the Director, Human Resources may decide to propose an early settlement prior to conducting the entire investigation.

Where this situation arises, the Director, Human Resources will convene a meeting with the parties involved to discuss preliminary findings of the investigation and inform participants of the possibility and nature of early settlement and the reasons. This stage allows all parties to become aware of the tentative findings and presents an opportunity, based on the information, to resolve the matter upon agreement of all parties, without further investigation.

Where agreement is reached and the matter deemed resolved, the Director, Human Resources will prepare a confidential summary report for the City Librarian, close the

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file, and store in Human Resources.

3. Further Investigations

Where as a result of preliminary findings, a resolution cannot be reasonably proposed or achieved, or where the Director, Human Resources determines that file closure at this point would not be appropriate, further investigations will be conducted.

4. Notification and Discussion of Results

The Director, Human Resources will subsequently schedule meetings with the complainant, alleged harasser, management staff and the Union where appropriate to present and discuss the findings and conclusions of the investigation. Separate meetings may be convened if necessary, and all parties have a right to be represented.

A summary report will be given to the complainant and alleged harasser.

RESULTS OF INVESTIGATIONS/MEDIATION

1. Complaint Supported

Where the results of the investigation supports a specific complaint of harassment, or where the results suggest the existence of systemic problem(s) in the work environment which caused or contributed to the incident, the following, without limitation, may be recommended forms of remedial action:

. education and training; . review and modification of policies, procedures and practices; . disciplinary action up to and including dismissal; . continuous monitoring.

Where deemed reasonable and appropriate, the Director, Human Resources, in consultation with management/supervisor, harasser and complainant, may propose and develop a more comprehensive strategy for the elimination and/or prevention of harassment to improve the overall workplace. Only where formal disciplinary actions have been implemented as a result of an investigation, will a notation be made on the employee’s personnel file.

The investigation file will remain open for a reasonable period of time to allow for the monitoring of actions to be taken and subsequent reports to be placed on the file.

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2. Complaint Unsupported

Where the results of the investigation do not support the allegations of harassment made by the complainant, the complaint shall not be proceeded with further.

3. Complaint Unsupported: Recommend Systemic Investigation

Where the results of the investigation do not support the specific complaint, but where the investigation suggests the existence of systemic problems in the work environment which may cause, contribute to, or encourage harassment, including poor management practices which are directly related to the harassment, the Director, Human Resources may make recommendations for change or further investigation of a systemic nature.

4. Malicious Complaints

Where as a result of an investigation, it is determined/concluded that the complaint was made maliciously – with a specific and directed intent to harm – or made in bad faith with reasonable knowledge of and intent to harm, formal disciplinary actions may be taken against the complainant. Documentation regarding the disciplinary action will be placed in the employee’s personnel file.

The complainant (now respondent to allegations of malicious complaint) has the right to be notified in writing of this decision/conclusion including the reasons and grounds, to prepare and submit a response, and to be represented at all proceedings.

5. File Retention and Disposal

Upon determination and notification of a support or non-support decision, the file will be closed and retained in the Human Resources Department. All closed files will be retained in the Human Resources Department for a period not less than five years from the date of closing.

Closed investigative files will be disposed of in an appropriate manner after the five-year period. Notations on personnel files will be removed as per existing procedures and/or provisions contained in existing collective agreements.

6. Reopening of Files

Request for reopening of a closed file may be made upon written request to the Director, Human Resources under the following circumstances:

. new and relevant information regarding a closed case;

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. new incident of harassment post-closure by the same respondent; . reprisal is alleged to have occurred.

7. Pursuing Other Remedies Post-Investigation

Employees have the right to pursue other remedies provided in law, including instituting a grievance under a collective agreement following, or any time during, the investigation. Where an alternate means is chosen during the course of an internal investigation, the internal investigation may be postponed or terminated, and the file closed upon agreement by the parties involved and the approval of the City Librarian.

8. Monitoring

Unless the complaint has been dismissed, once a resolution of the complaint has occurred, the Director, Human Resources and/or the appropriate management staff will monitor the situation. Follow-up is a critical component of effective complaint resolution. In most cases, follow-up should occur periodically over a minimum six- month period from the date of resolution. All follow-up interviews, which are not conducted by the Director, Human Resources, must be documented, and the documentation forwarded to the Director, Human Resources. To ensure that monitoring is effective, it is advisable to develop a monitoring plan which sets out what steps or activities will be taken to ensure the implementation has been successful, how it will be done and progress measured, when and who is responsible for the actual monitoring.

9. Implementation and Execution of Resolutions

Where as a result of the monitoring process, or through other means, it is determined that there are difficulties in implementing or executing the solutions recommended from the investigation, or, where actions have been taken, but are deemed ineffective, inappropriate or untimely, the Director, Human Resources in consultation with the appropriate Director and City Librarian shall determine what further actions and/or support can be provided to ensure that the policy objectives and terms of resolution can be met more effectively and efficiently.

10. Independent/Systemic Investigations

To ensure that the environment is free from harassment, the Director, Human Resources may decide on his/her own to conduct an investigation in the absence of a specific complaint from an employee, in order to address, resolve or prevent harassment in the workplace.

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Generally, there are three situations where the Director, Human Resources may recommend an investigation: a) where there is a focused pattern of injuries and/or complaints over time which suggests the existence of a specific problem which has been identified but not corrected; or b) where there is reason to believe that a broader systemic problem exists in the work environment which causes, contributes to, or encourages harassment; or c) where, as the result of an investigation, a complaint is not supported, but there is reasonable evidence that a broader systemic problem exists.

Prior to proceeding with an independent investigation, the Director, Human Resources will draft a summary of the situation providing reasonable grounds for recommending investigation in the absence of a specific complaint.

The summary will be presented to the Director in question and the City Librarian for consideration. Where an investigation under this section is approved, the appropriate parties will be advised of the intent to conduct a systemic investigation, the reasons for initiating the investigation and the process/procedures that will be implemented.

11. Annual Reporting

The Director, Human Resources shall submit a confidential annual report to the City Librarian, at the end of each year, summarizing the activities, including formal complaints investigated, education and training provided.

GUIDELINES FOR DIRECTORS, MANAGERS, SUPERVISORS AND UNION REPRESENTATIVES

A separate Guideline has been developed as a working tool for Directors, Managers, Supervisors and Union Representatives. The Guideline provides direction and assistance for Managers and Supervisors in the implementation of the policy and how to handle complaints and inquiries. Appendix 4

UNDERSTANDING AND IMPLEMENTING THE HUMAN RIGHTS AND HARASSMENT POLICY: GUIDELINES FOR DIRECTORS, MANAGERS, SUPERVISORS AND UNION REPRESENTATIVES

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The purpose of this manual is to provide Directors, Managers, Supervisors and Union Representatives with specific information on their obligations and responsibilities with respect to the implementation and application of the policy, and to provide practical step-by-step guidelines on how to deal with a harassment complaint.

NOTE: It is acknowledged that harassment is a sensitive and difficult topic. If, at any stage you feel uncertain about your role in the process, or are unsure about the policy or the Code, please do not hesitate to contact the Director, Human Resources or Union Executive member, as appropriate, for guidance or assistance.

LEGAL RESPONSIBILITIES UNDER THE ONTARIO HUMAN RIGHTS CODE

A person who has the authority to prevent or discourage harassment is considered responsible for failing to exercise his or her duty to do so. If a complaint of harassment goes to a Board of Inquiry, the Board may find that a person, such as an employer or a Supervisor, knew or should have known about the harassment and could have stopped it. If the Board finds this, the responsible person may be added as a party, and if the harassment happens again, the Board may make an order against that person as well as against the harasser.

YOUR ROLE IN THE POLICY AS A DIRECTOR, MANAGER, SUPERVISOR OR UNION REPRESENTATIVE

As a Director, Manager, Supervisor or Union Representative, you are responsible for:

. understanding, promoting and upholding the Human Rights and Harassment Policy (attached);

. understanding, promoting and upholding the Ontario Human Rights Code;

. being a positive role model; . making staff aware of the policy and of their options;

. providing staff with accurate and timely information/referrals;

. ensuring that complaints are dealt with efficiently, sensitively and confidentially;

. ensuring that recommended actions to deal with harassment are implemented; and

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. constantly monitoring work environment to ensure adherence to policy.

TYPES AND EXAMPLES OF HARASSMENT

Harassment is defined in the Code as:

“…engaging in a course of vexatious comments or conduct that is known or ought reasonably to be known to be unwelcome.”

The Code prohibits harassment because of race, ancestry, place of origin, colour, ethnic origin, citizenship, creed, sex, disability, age, marital status, family status, receipt of public assistance, sexual orientation, and record of offenses. The Library Board’s policy prohibits harassment on all of the grounds covered by the Code. However, our policy goes one step further and covers personal harassment based on any other personal characteristics and same sex partnership status.

The most common forms of workplace harassment are racial harassment, sexual harassment and personal harassment.

Racial Harassment

Racial harassment includes any behaviours, comments or conduct which is insulting, intimidating, humiliating or offensive on the basis of a persons’ race, ancestry, place of origin, colour, ethnic origin and/or religion. The most common examples include racial slurs, jokes and name calling. Other examples include:

. terminology which reinforces stereotypes by race;

. racially derogatory nicknaming or remarks;

. making fun of employees or their abilities because of their race or ethnic origin; and

. racist, ethnic or religious graffiti or the displaying of racist material. Sexual Harassment

Three types of sexual harassment are prohibited by the Code.

The first type includes all forms of vexatious comment that is unwelcome or ought reasonably to be known to be unwelcome and is of a sexual nature. Examples of this type of harassment include, but are not limited to:

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. inappropriate comments about a person’s body or appearance;

. use of inappropriate or derogatory terms/language;

. inquiries or comments about an individual’s sex life or sexual preferences, etc.;

. sexual or sexist remarks, insults or jokes;

. spreading rumours about an individual’s sex life or sexual preferences, etc.;

. unwanted touching, leering, petting or physical contact; and

. unwanted sexual advance or solicitation made by one person to another e.g. between co-workers.

The second type is sexual advance or solicitation made by a person who is in a position to grant or deny a benefit to another. There is a contravention of the Code when the person making the solicitation or advance knows, or should know, that such behaviour is unwelcome. An example of this type of harassment includes, but is not limited to, advances from a supervisor to an employee.

The third type of sexual harassment is reprisals. Reprisals occur when a person in a position of authority threatens to use that authority to retaliate against an employee who has rejected his/her sexual advances. This may include demoting, repressing or firing an employee who has turned down a proposition.

Personal Harassment

PERSONAL HARASSMENT IS NOT COVERED BY THE CODE, however, it is covered by our policy, and is defined as “a series of conduct which is intimidating, humiliating, hurtful, malicious, degrading or otherwise offensive behaviour, being directed towards an individual based upon that individuals’ personal characteristics”. Personal harassment is not a single incident or disagreement between two people. It usually involves a series of incidents directed at only one individual in the particular work group which can be described as unwarranted, differentially applied and not based on any management practices which could be considered reasonable.

Disagreements and confrontations between individuals do not necessarily constitute harassment. In order to ascertain whether there has been personal harassment (i.e. whether the incidents conform to the above criteria), the normal complaint/investigation process will be used.

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YOUR ROLE IN THE COMPLAINT PROCESS

Essentially, there are three types of request or situations which may arise:

. inquiries/information requests;

. requests for informal actions/resolutions;

. formal complaints. YOU MAY NOT BE RESPONSIBLE FOR HANDING FORMAL COMPLAINTS.

Handling Inquiries and Information Requests

Often employees are not sure if they are being, or have been harassed or whether the alleged behaviours are covered by the policy. At this stage, they may simply approach you with inquiries about the policy, ask whether the policy applies, and inquire as to their options. It is important that you provide accurate information.

Sometimes employees will simply come to you to discuss a concern, but not specifically request any further action to be taken. In most of these cases, further action will not be necessary. If you feel that it is appropriate, you may wish to take note of the date and time of the contact as well as a few details about the discussion.

Handling Requests for Informal Action/Resolution

Informal complaints may result from an information request or may come directly to you as a specific request for intervention – that is, the employee is convinced about the nature of the incident, but at this point prefers an informal approach to resolution. It is your responsibility to act on the matter promptly and attempt to achieve a resolution. Do not hesitate to contact the Director, Human Resources or Union Executive if any assistance is required.

The objective of this stage is to resolve the matter through informal discussions of the incident(s) with the parties involved. Example: An employee feels uncomfortable about certain jokes being told by a co-worker. Although the jokes are not directed at the individual, they are nonetheless unwelcome. The employee is not sure whether the incidents represent harassment, but contacts the Union Representative to discuss the matter. The Union Representative speaks to the co-worker, and in describing the impact, the co-worker better understands the subtle nature of the jokes, agrees to stop. The concern is resolved informally to the mutual satisfaction of the parties concerned, and no further investigative or mediation efforts

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are required.

Important DO’S And DON’T’S When Dealing With The Harassment Policy

DO…

. discuss the matter in a private area, never out in the open;

. ensure by your actions and words that you will handle the issue confidentially and that the same is expected of all parties involved;

. treat the concerns/requests seriously;

. be objective – if you feel you have a conflict of interest, simply state this upfront;

. handle the request sensitively;

. listen, support, inform of options, stick to the facts;

. discuss the issue with the alleged harasser before interviewing witnesses;

. ensure all parties that they cannot be the subject of any reprisals for having made an inquiry/complaint or for giving information or evidence; and

. maintain appropriate and timely communication with the parties involved regarding status of the complaint, steps being taken, etc..

DO NOT…

. discuss the issue with anyone other than those who should logically and reasonably be kept informed; and

. be judgmental.

Sample Interviewing Guide

. inform the parties that it is their right to be represented if desired;

. reassure the complainant that harassment will not be tolerated;

. emphasize that the information provided/collected will be kept confidential;

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. explain the policy options available to help deal with harassment issues;

. explain that the informal resolution approach is optional and that they have the right at any time to file a formal complaint or go to the Ontario Human Rights Commission (except in cases of personal harassment);

. obtain details of the incident including dates, times, locations, what was said or done, the name of the harasser(s), witnesses;

. determine what the employee believes would be a reasonable and acceptable solution – be sure that you understand what they want;

. ensure that your information is accurate – document if appropriate;

. advise that any witnesses will be contacted and interviewed;

. inform the respondent immediately about the complaint and use the same techniques as above for fact-finding and documentation;

. provide a tentative timeframe for dealing with the matter;

. advise all parties that the incident and results of attempts to resolve the matter informally will be reported to the Director, Human Resources or Union Representative (as appropriate) in confidence;

. proceed with implementing the action plan/resolution.

Your Role In The Formal Complaint Process

All formal complaints will be investigated by the Director, Human Resources. Your role is to ensure that all such complaints that are brought to your attention get to the Director, Human Resources. You may be asked to inform the Director, Human Resources on a complainant’s behalf or you may be asked to represent/accompany a complainant while they lodge a formal complaint. Any documentation that you have pertaining to the complaint should be forwarded to the Director, Human Resource immediately.

The following are examples of how and why a formal complaint may arise:

. when attempts to resolve problems informally have been unsuccessful;

. as a result of a direct written complaint where the informal approach was not

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pursued;

. where a concern appears to have been effectively resolved through the informal or formal process but there is a recurrence and the employee requests that the issue be readdressed; or

. when an incident has been brought to your attention and due to the nature or circumstances you feel it is necessary to refer the complaint to the Director, Human Resources.

STAFF REPORT 17. INFORMATION ONLY

Toronto Public Library Foundation – Assessment of 2017-2019 Fundraising Priorities

Date: December 12, 2016

To: Toronto Public Library Board

From: City Librarian

SUMMARY

The purpose of this report is to provide the Toronto Public Library Board with the Toronto Public Library Foundation’s response to the Library’s 2017-2019 fundraising priorities.

FINANCIAL IMPACT

The Foundation’s contribution to the Library’s programs and services supplement the Library’s approved capital and operating budgets. The Toronto Public Library Foundation is an important source of funding and builds capacity for the Library to enhance the level, range and quality of library service for residents and communities across Toronto.

The Director, Finance & Treasurer has reviewed this financial impact statement and is in agreement with it.

DECISION HISTORY

At its October 24, 2016 meeting, the Library Board approved the 2017-2019 Fundraising Priorities report. The approved fundraising priorities were submitted to the Foundation for consideration and response regarding the funding potential of the identified projects.

COMMENTS

The attached letter from the Chair of the Foundation Board provides the Foundation’s response to the Toronto Public Library’s list of 2017-2019 fundraising priorities.

TPL Foundation – Assessment of 2017-2019 Fundraising Priorities 1 CONTACT

Elizabeth Glass; Director, Policy, Planning and Performance Management; Tel: 416-395-5602; E-mail: [email protected]

SIGNATURE

______Vickery Bowles City Librarian

ATTACHMENTS

Attachment 1: Letter from the Toronto Public Library Foundation to the Toronto Public Library Board

TPL Foundation – Assessment of 2017-2019 Fundraising Priorities 2 Attachment 1

Foundation Board November 30, 2016

Gillian Smith Ron Carinci, Chair Chair Toronto Public Library Board Attachment 1 Pam Laycock 789 Yonge Street Attachment 1 Vice-Chair Toronto, ON M4W 2G8 Irwin H. Rotenberg Treasurer

Directors Dear Ron: Rajan Bansi Vickery Bowles At the recent meeting of the Toronto Public Library Foundation Board on November 24, 2016, the Helen Burstyn Board approved the Library’s list of fundraising priorities for 2017-19 as approved by the Library Councillor Mary Board at its October 24, 2016 meeting. Fragedakis

Sarah Fulford The Foundation is committed to providing, on an annual basis, funds to enhance programming and content developed and delivered by the Library. Kirsten Hanson Andrea Horton The Foundation’s annual fundraising goals are developed on the basis of the prior year’s Anne Maggisano achievements as well as current economic conditions, in addition to being informed by priority Kerry Mitchell projects identified by the Library and Board matched with donor areas of interests. Marlon Reid Lawrence Smith Through a collaborative process this year, the Library and Foundation identified strategic Darcy Morris fundraising pillars, which provided the Foundation with Library priorities to focus on as we craft compelling gifting opportunities for Corporate Canada, philanthropists and city-builders who are seeking meaningful and impactful ways of investing in the present and future of their city. Governors’ Council

Gail Rose Appel To date in 2016, the Foundation will have allocated $3,031,866 for the enhancement of Library Honorary Chair collections, programming and spaces. Funds are raised from a variety of sources, including Margaret Atwood individuals, corporations and through a variety of methods, including personal solicitations, A. Charles Baillie sponsorship proposals, direct mail, telemarketing and special events. Avie Bennett Joe Berridge We are proud partners of the Toronto Public Library and look forward to working closely together to help continue to provide Torontonians with even deeper and broader access, connections and Alan Broadbent opportunities. Wendy M. Cecil Thor Edgar Eaton Sincerely, Shari Fell George Fierheller John Honderich The Hon. H.N.R. Jackman Gillian Smith Sonja Koerner Chair

Nancy Lockhart The Hon. Margaret N. McCain Dr. John Polanyi Anna Porter Jack Rabinovitch Bob Ramsay Edward Sorbara

18. STAFF REPORT INFORMATION ONLY

Job Quality Assessment – Update

Date: December 12, 2016

To: Toronto Public Library Board

From: City Librarian

SUMMARY

The purpose of this report is to advise the Toronto Public Library Board of the status of a City Council motion from February 2016, regarding the preparation of a report regarding Toronto Public Library’s (TPL) staffing and service delivery model.

At its meeting on February 17, 2016, Toronto City Council approved a motion that the Toronto Public Library Board request the City Librarian to prepare a report regarding the staffing and service delivery model. The approved motion directed staff to work in consultation with the City’s Office of Equity, Diversity and Human Rights, and to use a Job Quality Assessment Tool.

City staff are developing a Job Quality Assessment Tool, but it is not yet available to Toronto Public Library. To date, TPL staff have not prepared a report regarding the staffing and service delivery model, as the Job Quality Assessment Tool has not been available.

Staff will continue to contact City staff regarding the status of the Job Quality Assessment Tool, and will prepare the report requested by City Council as soon as the tool is available.

FINANCIAL IMPACT

There is no financial impact to the 2016 operating budget arising from this report.

The Director, Finance and Treasurer has reviewed this financial impact statement and is in agreement with it.

DECISION HISTORY

At its meeting on February 17, 2016, Toronto City Council approved Motion 246 that:

City Council request Toronto Public Library Board to request the City Librarian, in consultation with the Office of Equity, Diversity and Human Rights, to report to the

Job Quality Assessment – Update 1 Library Board on a staffing and service delivery model that meets the service levels outlined in the Strategic Plan, including using a Job Quality Assessment Tool.

ISSUE BACKGROUND

Staff at the City of Toronto are developing a Job Quality Assessment Tool. The tool is not yet available to staff at Toronto Public Library.

To date, TPL staff have not prepared a report as identified in the February 2016 motion from City Council, as the City’s Job Quality Assessment Tool has not been available for use by TPL.

COMMENTS

Staff will continue to contact City staff regarding the status of the Job Quality Assessment Tool, and will prepare the report requested by City Council as soon as the tool is available.

CONTACT

Dan Keon; Director, Human Resources; Tel: 416-395-5850; Email: [email protected].

SIGNATURE

______Vickery Bowles City Librarian

Job Quality Assessment – Update 2 STAFF REPORT 19. INFORMATION ONLY

Board Resolutions – Status Report

Date: December 12, 2016

To: Toronto Public Library Board

From: City Librarian

SUMMARY

This report lists the status of outstanding Toronto Public Library Board resolutions.

BACKGROUND INFORMATION

At the April 2, 2012 meeting, the Toronto Public Library Board approved the inclusion of Board Resolutions – Status Report on Library Board meeting agendas.

Attachment 1 summarizes all outstanding Toronto Public Library Board resolutions.

SIGNATURE

______Vickery Bowles City Librarian

ATTACHMENT

Attachment 1: Board Resolutions – Status Report – December 12, 2016

Board Resolutions – Status Report 1 Attachment 1

STATUS REPORT TORONTO PUBLIC LIBRARY BOARD RESOLUTIONS AS AT DECEMBER 12, 2016

DATE OF MOTION TARGET MEETING (Ref: Minute #) STATUS DATE Sep. 8, 2014 14-150 – Notice of Motion: Funding and Timing of Perth/Dupont Branch Relocation

5. requests that the local City Councillor consult IN PROGRESS Staff to bring a recommendation to To be with the local community and make a the Board for a new name for the relocated branch to determined recommendation to the Board for a new name for the Board for approval. the relocated branch (which will no longer be located at the corner of Perth and Dupont).

Dec. 14, 2015 15-226 – Youth Participation in Library Board Decision Making – 2014-2015 Pilot and Future Recommendations

1. directs staff to work with the appointed Board IN PROGRESS First Quarter Liaison to arrange one to two focus group 2017 consultations per year with Youth Advisory Group (YAG) members and other ten library users and non-users, on topics of interest to teens, or issues the Board would like to hear from teens about, and report the findings back to the Board in 2017 after a full year’s implementation;

Feb. 22, 2016 16-040 – Naming Opportunity – Daniel Grafton Hill III

2. requests staff to provide updates to the IN PROGRESS This initiative is dependent on a To be Toronto Public Library Board on this future branch capital project and consultation determined initiative at strategic intervals. process.

Oct. 24, 2016 16-193 – Toronto Public Library Board – Self- Evaluation

2. conducts a pilot self-evaluation during the IN PROGRESS A report is expected to be provided January 2017 month of November 2016 and discusses the at the January 2017 meeting. meeting results of the evaluation at the January 2017 meeting.