REVISED AGENDA (Revisions marked with two asterisks**) Page 1
Toronto Public Library Board Meeting No. 4: Tuesday, April 18, 2017, 6:00 p.m. to 7:50 p.m. Richview Branch, Auditorium, 1806 Islington Avenue, Toronto
The Chair and members gratefully acknowledge that the Toronto Public Library Board meets on the traditional territory of the Huron-Wendat, Haudenosaunee, and Mississaugas of New Credit First Nation, and home to many diverse Indigenous peoples. Members: Mr. Ron Carinci (Chair) Ms. Dianne LeBreton Ms Lindsay Colley (Vice Chair) Mr. Strahan McCarten Councillor Paul Ainslie Mr. Ross Parry Councillor Sarah Doucette Ms. Archana Shah Councillor Mary Fragedakis Ms. Eva Svec Ms. Sue Graham-Nutter
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).
Tour of the Richview Branch to be provided at 5:30 p.m. 1. Call to Order **Presentation re Richview Branch – Eva Lew, Library Service Manager and, 15 minutes Tony Pinto, Branch Head 2. Declarations of Conflicts of Interest
3. Approval of Agenda
4. Confirmation of March 20, 2017 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 REVISED AGENDA (Revisions marked with two asterisks**) Page 2
Toronto Public Library Board Meeting No. 4: Tuesday, April 18, 2017, 6:00 p.m. to 7:50 p.m. Richview Branch, Auditorium, 1806 Islington Avenue, Toronto
9. Presentations **- Toronto Public Library Workers Union, Local 4948 10 minutes, including questions CUPE regarding Communications (a) and (c) -- Maureen O’Reilly, President
Items for Action: 10. Extended North York Central Library Closure and 2017 Capital 15 minutes Budget and 2018-2026 Capital Plan Adjustments
*11. Amesbury Park Branch – Award of Tender and Temporary Closure 12. Strategies for Indigenous Initiatives 20 minutes
Items for Information: 13. 2016 Annual Performance Measures and Benchmarking 20 minutes
*14. Parkdale Branch – Potential Redevelopment at Queen Street West and Cowan Avenue
*15. Board Resolutions – Status Report
Closed Meeting: 16. City Librarian’s Performance Review Committee (a) City Librarian’s 2016 and 2017 Performance 20 minutes Review – to be tabled (Confidential as the subject matter being considered involves personal matters concerning an identifiable individual)
17. Adjournment
Attendant Care Services can be made available with some notice. Richview Branch April 18, 2017
Toronto Public Library Board Richview Library
Community Profile Population: 79,789 Mother tongue – 72% English, 28% Non-Official Languages spoken at home: English 72.0% Italian 2.6 % Spanish 2.5% Somali 1.9% Ukrainian 1.8%
Age of residents (branch catchment) 17% children 13% youth 39% working age 12% pre-retirement 19% seniors
Data from the 2011 Census
Community Partners Main Level: Urban Living Room Lower Level: KidStop STEM Richview: Something for Everyone 4.
MINUTES Page 1
Toronto Public Library Board Meeting No. 3: Monday, March 20, 2017, from 6:05 p.m. to 7:15 p.m. Toronto Reference Library, Board Room, 789 Yonge Street, Toronto
Members Present: Ms. Lindsay Colley (Vice Chair) Councillor Mary Fragedakis Ms. Sue Graham-Nutter Ms. Dianne LeBreton Mr. Strahan McCarten Mr. Ross Parry Ms. Archana Shah Ms. Eva Svec
Regrets: Mr. Ron Carinci (Chair) Councillor Paul Ainslie Councillor Sarah Doucette
17-042 Call to Order Lindsay Colley called the meeting to order at 6:05 p.m.
Ms. Colley 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.
17-043 Declarations of Conflicts of Interest There were no Declarations of Conflicts of Interest by members of the Library Board.
17-044 Approval of Agenda Moved by E. Svec, seconded by S. McCarten: That the Toronto Public Library Board: 1. approves the agenda. Carried MINUTES Page 2
Toronto Public Library Board Meeting No. 3: Monday, March 20, 2017, from 6:05 p.m. to 7:15 p.m. Toronto Reference Library, Board Room, 789 Yonge Street, Toronto
17-045 Confirmation of February 21, 2017 Toronto Public Library Board Meeting Minutes Moved by S. McCarten, seconded by E. Svec: That the Toronto Public Library Board: 1. confirms the Minutes of the February 21, 2017 Toronto Public Library Board meeting. Carried
17-046 Approval of Consent Agenda Items Moved by Councillor Fragedakis, seconded by S. McCarten: That the Toronto Public Library Board: 1. approves the consent agenda. Carried
17-047 Business Arising from the Minutes There were no Business Arising from the Minutes items at the March 20, 2017 meeting.
17-048 City Librarian’s Report (Received for information by Consent) That the Toronto Public Library Board: 1. receives the City Librarian’s Report for information. Carried
MINUTES Page 3
Toronto Public Library Board Meeting No. 3: Monday, March 20, 2017, from 6:05 p.m. to 7:15 p.m. Toronto Reference Library, Board Room, 789 Yonge Street, Toronto
17-049 Communications Archana Shah provided the Board with an overview of the sessions she attended at the Ontario Library Association Super Conference as outlined in her report to the Board [Communication (b)].
Moved by S. Graham-Nutter, seconded by R. Parry: That the Toronto Public Library Board: 1. receives Communication (a) from Kathleen Wynne, Premier of Ontario, to Ron Carinci, Chair, Toronto Public Library Board dated February 21, 2017 expressing appreciation for receiving a copy of the Toronto Public Library’s Strategic Plan 2016-2019; and 2. receives Communication (b) from Archana Shah, Member, Toronto Public Library Board to Board members dated March 8, 2017 reporting on her recent attendance at the Ontario Library Association Super Conference. Carried
17-050 Presentations There were no Presentations at the March 20, 2017 meeting.
17-051 Toronto Public Library Board Education – Trends in Collection Use Susan Caron, Director, Collections & Membership Services provided a presentation on trends in collection use, including the importance of balancing the physical and digital collections in response to customer demand.
Moved by E. Svec, seconded by D. LeBreton: That the Toronto Public Library Board: 1. receives the Toronto Public Library Board Education – Trends in Collection Use verbal report for information.
Items for Action: 17-052 Expense Claim Policy Moved by S. McCarten, seconded by D. LeBreton: That the Toronto Public Library Board: 1. approves the Expense Claim Policy in Attachment 1. Carried MINUTES Page 4
Toronto Public Library Board Meeting No. 3: Monday, March 20, 2017, from 6:05 p.m. to 7:15 p.m. Toronto Reference Library, Board Room, 789 Yonge Street, Toronto
17-053 Toronto Public Library Board – Education Sessions Update Moved by R. Parry, seconded by A. Shah: That the Toronto Public Library Board: 1. approves the topics for Board education sessions and directs staff to schedule the sessions. Carried
17-054 Woodview Park Branch – Lease Renewal (Approved by Consent) That the Toronto Public Library Board: 1. approves a lease renewal agreement with S. Strashin & Sons for 4,110 square feet of space at 16 Bradstock Road, with the following terms and conditions: a. a five-year term commencing on June 15, 2017 and terminating on June 14, 2022; and b. annual base rent as follows: i) for years one and two at $15.17 per square foot for annual base rent of $62,348.70, excluding Harmonized Sales Tax; ii) for years three to five at $16.69 per square foot for annual base rent of $68,595.90, excluding Harmonized Sales Tax. Carried
Items for Information: 17-055 Toronto Public Library Foundation – 2017-2020 Strategic Plan Jennifer Jones, President, Toronto Public Library Foundation provided an overview of the Foundation’s 2017-2020 strategic plan to become a well-known and sought after charity in Toronto, significantly increasing support of the Toronto Public Library, including growing annual revenue, building brand awareness and increasing the Foundation’s allocation to Toronto Public Library.
Moved by S. McCarten, seconded by E. Svec: That the Toronto Public Library Board: 1. receives the Toronto Public Library Foundation – 2017-2020 Strategic Plan verbal report for information. Carried MINUTES Page 5
Toronto Public Library Board Meeting No. 3: Monday, March 20, 2017, from 6:05 p.m. to 7:15 p.m. Toronto Reference Library, Board Room, 789 Yonge Street, Toronto
17-056 Follow-up to: Youth Participation in Library Decision-Making – 2014-2015 Pilot and Future Recommendations Moved by R. Parry, seconded by S. Graham-Nutter: That the Toronto Public Library Board: 1. receives the Follow-up to: Youth Participation in Library Decision- Making – 2014-2015 Pilot and Future Recommendations report for information. Carried
17-057 Requests for Reconsideration of Library Materials – 2016 Annual Report (Received for Information by Consent) That the Toronto Public Library Board: 1. receives the Requests for Reconsideration of Library Materials – 2016 Annual Report for information. Carried
17-058 Operating Budget Monitoring Report – December 31, 2016 (Received for Information by Consent) That the Toronto Public Library Board: 1. receives the Operating Budget Monitoring Report – December 31, 2016 for information. Carried
17-059 Capital Budget Monitoring Report – December 31, 2016 (Received for Information by Consent) That the Toronto Public Library Board: 1. receives the Capital Budget Monitoring Report – December 31, 2016 for information. Carried
MINUTES Page 6
Toronto Public Library Board Meeting No. 3: Monday, March 20, 2017, from 6:05 p.m. to 7:15 p.m. Toronto Reference Library, Board Room, 789 Yonge Street, Toronto
17-060 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
17-061 Adjournment Moved by S. Graham-Nutter, seconded by S. McCarten: That the Toronto Public Library Board: 1. adjourns the March 20, 2017 Toronto Public Library Board meeting. Carried
The meeting ended at 7:15 p.m.
Signed: City Librarian’s Report . April 18, 2017 7
Advancing Our Digital Platforms
A new Overdrive website is giving ebook and eaudiobook customers a fresh new look, along with key enhancements that include a simplified borrowing process and new browsing options. A subjects link and a collections menu allow you to browse all subjects, or explore featured content. And Overdrive ebooks are now renewable!
A beta version of a new TPL customer account interface is now available for anyone to try out. The account is a new, user-friendly version of the interface customers use to see their checkouts, holds, and account status on the TPL website. There are new account functions including: Customers can see their library card expiry date Customers can see what their home branch is and change it to a different branch if they prefer Account status alerts have been added (e.g. “Your account may be blocked soon”). The new account is mobile-friendly and usable on any device. account.tpl.ca
In response to customer feedback, the Library now offers a new way to browse popular nonfiction topics, such as parenting, the environment, arts and photography, health and wellness, and much more. Customers can now browse the entire list of thousands of new titles, or zero-in on one of 18 topics. We continue to seek feedback in order to refine the list and keep it relevant to the needs of customers across the city.
Breaking Down Barriers to Access, Driving Inclusion
As part of our ongoing efforts to support youth in their educational achievements and to strengthen our partnerships with the educational community, TPL offers a High School Outreach Program (HSOP) that sees two TPL librarians visiting Toronto public, Catholic and private high and middle schools. HSOP was established in 2000 to promote TPL services, resources and system-wide initiatives directly to students. Workshops and presentations are customizable based on individual school needs, and students are encouraged to sign up for library cards. Information literacy and research skills, and promotion of TPL databases and online resources are major focuses of the visits. HSOP librarians work with diverse groups of students, including ESL classes, special needs classes and schools, and newcomer students, most recently Syrian refugees. The librarians also connect with local and district branch staff to identify branch initiatives that they can promote, and to invite branch staff to accompany them on their visits. The aim is to get students visiting branches and using TPL’s online resources. In 2016, HSOP librarians visited nearly 100 schools, worked with over 18,600 students, and created more than 6,500 library cards. Of the schools visited, 38 were ‘at risk’ or located in priority neighbourhoods.
City Librarian’s Report – April 18, 2017 1 TPL is playing a significant role in collecting input for Toronto Seniors Strategy 2.0 by hosting community consultations, featuring the City’s online survey on our homepage, and making print copies of the survey available in branches and at bookmobile stops. The survey has been translated into Toronto’s top 10 languages other than English and is also being promoted by TPL through its Library Settlement Partnerships. Following the community engagement period, stakeholders will gather at Toronto Reference Library in the early fall to prioritize recommendations.
Thanks to a collaboration between TPL’s multicultural services team and EDGE (Equity Diversity Group for Employees), we participated in the Newcomers Canada Career and Settlement Fair on March 18. The fair provides information to newcomers about career services, education and English language testing, and settlement services. TPL staff informed attendees about relevant newcomer and job-related resources and conducted a very successful library membership campaign, registering over 100 people for library cards.
Developing and maintaining strong partnerships was the theme of a March 6 visit to TPL by two professors from Japan’s School of Library, Information and Media Studies at the University of Tsukuba. Saori Donkai and Chieko Mizoue came to TPL to learn about the community-led model and community engagement, as well as services for persons with dementia. The afternoon featured presentations and discussions with key staff on such projects as the Community Librarian Pilot Project, Innovation Interns, Retirement on a Low Income Workshop Series, and TPL’s work with Baycrest Health Sciences. The day ended with a visit to the Youth Hub at Sanderson Branch. The visitors were impressed, indicating that their libraries face many of the same challenges as TPL, but that they are relatively new to the area of partnership development and community connection.
Expanding Access to Technology and Training
The NASA Youth Space Challenge Toronto will take place this year at the Toronto Reference Library, on April 29. This event is a satellite program of the international NASA Space Apps Challenge, a weekend-long hackathon to solve NASA-designed challenges. In its fifth year, this event focuses on engaging children, ages seven to 13, in STEM learning through playful activities run by organizations across Toronto. This year's exhibitors include STEAMLabs, Action Potential Lab, Kids Learning Code and the Canadian Association for Girls in Science. TPL will exhibit technology from the Digital Innovation Hubs and Pop-Up Learning Labs, such as robotics, virtual reality, and 3D printing. This event rekindles a relationship with the Toronto chapter of NASA Space Apps, after the Reference Library hosted a successful pre-hackathon event in 2013.
Customers looking for an easy way to enjoy audiobooks will be interested to know that Playaway LIGHTs, portable devices that are preloaded with audiobooks, are now available at the Library’s Sunnybrook Hospital Service and on TPL bookmobiles, as part of a six-month pilot.
City Librarian’s Report – April 18, 2017 2 Playaways will have a 21-day loan period, with three standard renewals. They are not available for holds during the pilot and do not show up in the public catalogue. Customers can return Playaways to any TPL branch.
Establishing TPL as Toronto’s Centre for Continuous and Self-Directed Learning
How to Spot Fake News, a simple guide developed by TPL librarians as a resource for staff and the public who need help identifying fake news, finding reliable information and guiding others, is now available on the TPL website. The guide encourages Toronto residents to be more thoughtful and critical when looking at information sources. The Library’s user education team is working to incorporate the guide into training sessions for both staff and the public. The guide was picked up by a number of major Toronto media outlets, including Metro News and CP24, boosting page visits to the guide to more than 10,000. tpl.ca/spotfakenews
Planned to coincide with the National Day of Mourning (April 28), a week-long public education campaign commemorating workers who have died in the workplace will once again be organized by the Library this year. It is presented in co-operation with the Toronto Public Library Workers Union, and will feature a presentation by Barb MacQuarrie, Community Director of the Centre for Research and Education on Violence against Women & Children at the Faculty of Education, Western University. MacQuarrie’s presentation, Can Work Be Safe When Home Isn’t, will take place in the Norman G. Hinton Learning Theatre at Toronto Reference Library at 1 p.m. on April 27. This is the first time that the campaign addresses the issue of domestic violence in the workplace. Recipient of the Order of Ontario, MacQuarrie develops and promotes evidence-based education and prevention initiatives involving both community-based and university-based partners. She has presented to a wide variety of audiences locally, nationally and internationally about gendered violence and strategies to address it, and has published in numerous journals and produced films on topics related to violence and abuse.
The success of TPL’s Leading to Reading (LTR) program, which is offered in 39 library branches across the city, has led to requests from other branches wanting to host the program. Most recently, overwhelming interest expressed by volunteers and children in the Bathurst Heights community led to the expansion of the program to the Barbara Frum Branch in the summer of 2016. The program was an immediate success at Barbara Frum, with waiting lists of children who needed literacy help and volunteers who wanted to be involved in making a positive change in the area. Just over six months later, the program size has doubled and is on track to be full by spring of 2017. The LTR administration team is working along with branch staff to expand the program to other locations where there is demand.
More than 40 personal finance programs drew nearly 680 participants from January to March. Sessions covered a wide array of topics such as tax planning, investing and real estate, and some were designed for specific audiences, including older adults and women. Personal finance-related offerings continue throughout the year and include free tax
City Librarian’s Report – April 18, 2017 3 clinics at branches across the system. Part of the personal finance offerings are the result of TPL’s flourishing partnership with WoodGreen Community Services. Their spring financial literacy presentations at 10 branches drew hundreds of attendees. The WoodGreen partnership also includes free tax clinics, as well as more financial literacy presentations in the fall.
Over the past few years, repair café events at TPL have become increasingly popular. Volunteer fixers with a variety of skills in repairing computers, household appliances, electronics, clothing and more, come together to fix stuff and to teach participants to fix their own stuff! More than 10 branches will be hosting Repair Café events in 2017, with many of them included as part of the Our Fragile Planet series.
New to branches on a system-wide level are inorganic market events, which aim to raise awareness about the safe disposal of electronic waste through proper collection so that they don't end up in landfills. TVs, computers, phones, and other electronics can be brought into branches, during these events, for safe disposal. Sixteen branches throughout the city have expressed interest in and planning is underway.
The Write On program, presented at Evelyn Gregory, Parkdale, Queen/Saulter and St. Jamestown branches, in partnership with the Toronto Writers Collective (TWC), helps new writers further develop their skills in supportive groups led by experienced professionals from across our cultural spectrum. Writers, editors, publishers and performance artists share their knowledge and experience with participants and help them explore longer-form writing, and learn new techniques (story arc, character development, etc.) in both group and one-on-one settings.
Creating Community Connections through Cultural Experiences
Close to 120 people attended programs held at six branches during Freedom to Read Week (February 26-March 4) this year. Among the programs were one by Brenda McPhail, Director of the Canadian Civil Liberties Association, discussing her work in developing a program focused on protecting privacy rights, and another by award- winning author Cordelia Strube, who held an uncensored writing workshop to encourage writers to take chances and celebrate our freedom to write.
As Canada celebrates the 150th anniversary of Confederation, the U.S. Consulate General in Toronto is presenting two photographic exhibitions, Northern Stars and Eyes on the Arctic, on at Toronto Reference Library until April 30. The exhibitions are free and open to the public. The bilingual, multimedia displays showcase the historic relationship between the United States and Canada, our shared Arctic heritage, and U.S.-Canada cooperation in the Arctic. The exhibits highlight intriguing stories involving the two countries and emphasize the important cultural connections they share.
A new exhibit showcasing how ancient civilizations and their wonders have been represented in children’s literature is on now until June 24 at TPL’s Osborne Collection of Early Children’s Books, located at Lillian H. Smith Branch. Ancient Worlds and their Stories: Wielders of Wonders explores ancient civilizations and their stories
City Librarian’s Report – April 18, 2017 4 throughout time and across oceans, reaching from Rome to India, Africa to North America, the Nordics to the Middle East and more.
Transforming for 21st Century Service Excellence
Biblio Bash, the Toronto Public Library Foundation’s inaugural fundraising event in support of the world’s busiest public library system, will take place at Toronto Reference Library on April 27. The black-tie event will see Toronto’s philanthropists, entrepreneurs and city-builders networking with Canada’s top authors for a stunning dinner in the atrium of the Reference Library, followed by an after-hours discovery of a 21st century library. bibliobash.ca
A three-day Friends of the Library, South Chapter book sale at Toronto Reference Library in March drew unprecedented crowds, selling an estimated 30,000 books and raising over $7,000, a phenomenal result considering book sale prices ranged from 10 cents to a maximum of 50 cents per item. Thanks to social media and some help from Toronto media (BlogTO, CBC, CP24, Toronto Sun and more), lineups began hours before the sale opened. In addition, overflow crowds that visited Book Ends, the Friends’ bookstore at Toronto Reference Library, spent well over $3,000 during the three days of the sale, bringing the grand total raised to over $10,000. An informal survey of about 100 customers leaving the sale, asking them if the long wait was worth it, resulted in a resounding “YES!” as a response. The sale also resulted in an estimated 66 percent increase in new library card registrations, as Friends volunteers promoted the Library and directed customers to the registration desk. The Friends of the Library are an organization of volunteers who work with the TPL Foundation to raise money to support literacy initiatives, Home Library Service collections, and the Elementary School Outreach program at TPL.
City Librarian’s Report – April 18, 2017 5 8.
COMMUNICATIONS GENERAL CORRESPONDENCE
TORONTO PUBLIC LIBRARY BOARD MEETING – April 18, 2017
It is recommended that the Toronto Public Library Board:
1. receives Communication (a) representative of approximately 2,200 emails sent to Ron Carinci, Chair, Toronto Public Library Board between March 22, 2017 and April 6, 2017 regarding the Library’s extended open hours pilot;
2. receives Communication (b) from Ron Carinci in response to the approximately 2,200 emails [see (a) above] regarding the Library’s extended open hours pilot;
3. receives Communication (c) representative of approximately 1,200 emails sent to Ron Carinci, Chair, Toronto Public Library Board between April 1, 2017 and April 6, 2017 regarding survey results related to the extended open hours pilot;
4. receives Communication (d) from Ron Carinci in response to the approximately 1,200 emails [see (c) above] regarding the survey results related to the extended open hours pilot;
5. endorses sending Communication (e) to The Honourable Eleanor McMahon, Minister, Tourism, Culture and Sport expressing appreciation for the extension of full funding for the Centre for Equitable Access to all Ontario public libraries for the fiscal year beginning April 1, 2017 and emphasizing the importance of the Ministry’s continued financial support for all Ontario’s public libraries.
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April 19, 2017
The Honourable Eleanor McMahon Minister, Tourism, Culture and Sport 9th Floor, Hearst Block 900 Bay Street Toronto, Ontario M7A 2E1
Dear Minister McMahon:
On behalf of the Toronto Public Library Board and staff, please accept our appreciation and gratitude for your Ministry’s extension of full funding for the Centre for Equitable Access (CELA) to all Ontario public libraries for the fiscal year beginning April 1, 2017.
Toronto Public Library (TPL) is a champion for services for Canadians with print disabilities, including visual, physical and comprehension disabilities. TPL has partnered with CELA on a number of initiatives, including promotion and service development, and has played a supporting role in the formation of the new organization. CELA delivers an essential service for people with print disabilities by providing access to a tremendous range of information and resources in alternate formats that would otherwise not be available to them.
The Ministry’s plans to continue to improve the lives of Ontarians through initiatives such as The Ontario Culture Strategy is also greatly appreciated. TPL is pleased to have participated in the strategic roundtables during the Culture Talks engagement process and the development of the strategy, and continue to participate in the ongoing public library roundtable discussions. Culture enriches every part of our lives and TPL is proud of the way in which we and other Ontario libraries contribute to this essential element of society.
…/2
Library Board Chair Ron Carcini Councillor Paul Ainslie Strahan McCarten Councillor Mary Fragedakis Ross Parry Vice Chair Councillor Sarah Doucette Archana Shah Lindsay Colley Sue Graham-Nutter Eva Svec City Librarian Dianne LeBreton Vickery Bowles
789 Yonge Street, Toronto, Ontario, Canada M4W 2G8 Tel: 416-393-7215 Fax: 416-393-7083
– 2 –
The Ministry’s current review of the provincial funding formula is another important aspect in ensuring the viability of public library service in the province, now and in the future. We ask that every consideration be given to leveraging and maximizing the impact of the provincial investment in the capacity of Ontario’s public libraries.
Sincerely,
Ron Carinci Chair, Toronto Public Library Board
/nrm cc: The Honourable Kathleen Wynne, Premier of Ontario The Honourable Charles de Sousa, Minister of Finance, Province of Ontario Kevin Finnerty, Assistant Deputy Minister, Culture Division, Ministry of Tourism, Culture and Sport Michael Ciccone, Executive Director, Centre for Equitable Access
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United States: The U.S.has seen a spectrum of library service delivery models over decades; these can involve the private sector. In late 2016, American Libraries Magazine profiled a staffless library in Gwinnett County, Georgia, that was done in partnership with.company Bibliotheca using their system Open÷. In 2015, the company approached the County and pitched their open-library technology; thelibrary isthe first in North America to use the technology. The system is not new though and appears to be similar to those set up in other jurisdictions — automatic entry/exit, self-service kiosks, automatic tighting, computer stations, etc. Staffing costs were also noted as a spending pressure in the County, while at the same time there was a desire to expand branch access. This is a commonpretect to moving to a different operating system — doing more with less. The pilot began at the County’s Lawrenceville branch in the summer of last year. This pilot shared another characteristic of other jurisdictions, which is the branch was age-restricted to patrons aged 18 and over. There was.also a one-time fee of $5 for the pass, which gave patrons access from 8 to 10 a.m. for all the systems branches.4
England: ,
Severe government underfunding of Ioca[services has led tocrises in community services across England. One ofthe outcomes ofthis has been for LocalAuthorities (municipal governments) to look at cuts and one ofthe targets has been libraries. LocalAuthorities have made the decisionto move to volunteer-run branches, open. branches and even closures. Alan Wylie, a librar’worker and activist with Voices for the Library, highlighted the action over Barnet’s staffless library..In that community library workers’ jobs were under threat and the LocalAuthoritywanted tornove t.o.avolUrteer—runopen library, which would also operate under an age restriction of 16 yea.rsófage.5.Another example that underscores the cost control motivation fondevelopingopen1ibrariescanbefound in North Somerset. Inthe winter of 2016, the LocalAuthority disclosed that staff reduction and sharing of buildings in their library system would result in an estimated savings.off2SO,000for five branches.6 These are several examples of the pressure on library systems in.the U.K.which has ledto the push for staffless transformation.
Page 216 reIand:
Along with those in Scandinavia and the U.K.,communities in Ireland have been looking to implement open library systems. Ireland also appears to be home to some of the most inspirational resistance as well as some of the strongest challenges with the new systems. For example, in January of this year 111 memberships were suspended in County Offaly.These membership suspensions came after it was found patrons were breaking the terms of service for their library cards. The matter also only came to light following a successful access to information request by an activist group — Staff Our Libraries Community Group. Many of the issues appear to deal with branch access issues; for example, the admission of unauthorized people into the branch. The Staff Our Libraries Group also indicated that this information was suppressed when discussing the open library pilot report, which indicated no incident.7
Open libraries are being sold as a method to keep libraries open in the face of fiscal pressures. Irish Minister of Housing, Planning, Community and LocalGovernment Simon Coveney said, uThere will be no closure of library branches as a result of the Open Libraryservice.” He went on to add, 5imilarly, there will be no reduction in staffing levels or staffed hours as a result of the service, either in the short or long term.” Comments likethese seem to be aimed at patrons as an inoculation to less service and programming being offered in an open library.
The library workers union IMPACThave pushed back against library system restructuring (closures, restructuring and staffless systems). For example, workers have gone so far as to threaten job action over one decision to move ahead with staffless libraries. Following a pilot program that was deemed a success, staffless libraries are scheduled to open this year in 23 branches8. The IrishTimes published a map and costs, available here, of each of the branches.
There are examples of local councils taking a stand as well. Dublin Council, the largest city in Ireland, rejected staffless libraries for their city saying it would instead support workers and their union.9
Pushback
There is resistance to the implementation of staffless libraries and other restructuring. Community groups and unions alike have banded together to demand that libraries remain community resources that require investment. The following examples are from the U.K.and Ireland, where there has been a move for significant restructuring of library services.
Voices for the Library:
A coalition ofgroups, including UNISON(the public service union), formed to focus on libraries’ services issues in the U.K.Although the coalition’s manifesto is silent on open libraries, it takes a stand on public ownership, staffing, accessibility and other key tenets for which CUPE members advocate. The group’s website seeks to foster a place to celebrate libraries and its staff, as well as to share patron’s positive stories.’0
Page 316 UNISON:
The large U.K.andIrishunion representing public service workers has advocated for public library services — even publishing a campaignpack for members and advocates. UNISON represents about 27O.OOlibrary workers in the U.K.UNISONhighlighted similar concerns as the Voices for the Librarygroup, but isfocused moreon issues like privatization and non-profit and volunteer groups operating branches, UNISONalso defined the problem noting that as many as
500 branches weretthreat;” .. .
IMPACT:
An example of this push-back is found in the Irish union IMPACT.Below are some of the highlights from their multi-year campaign which has focused on service and job loss:
March 2014: when the first open libariés were piloted in three locations, the union responded by calling members together for action and instructing them not to cooperate with the plans for rollout.’2
, July 2016: in response to aplan that would have seen library services amalgamated in 12 counties, IMPACTthretened job action. In response, the government halted plans and agreed withthe unlon’sdemand to staffvacant positions across various systems.’3
. October2016: oneofthedtiversof open libraries is downward pressure on funding. IMPACTand its partners were able to secure service levels and stop a branch closure in Sligo County1Where thelocal governmentauthority was seeking a dramatic 42% staffing
reduction.’4 ,
, December 2016: the union’s members overwhelmingly approved job action if necessary in response to the 23-branch expansion of staffiess libraries. They union’s leadership also asked any members with responsibility in the expansion not to perform those duties. “IMPACTnational secretary Peter Nolan said there were also fears about health and safety protections for:library users and workers. ‘Thisis the thin end of a wedge that will lead tojob losses and poorer library services. Localauthorities already treat libraries as a Cinderella service and,if this goes ahead, nobody seriously believes they will resistthe:te:mptationtosave morecash by replacing staffed libraries with the much more limited range ofservicesavaiIab1e on a staffless basis.”5
Companies:
Even a cursorysearch reveals’a.number’ofcompanies across the world that offer an array of services for stafflesslibraries.The offerings range from items such as access RFIDgates to full service systems.Thefoilowing is a brief overview of some of the market players:
Bibliotheca: astheapparent industry leader, this company provides a full range of productsfram central back-end systems, to hardware and security for library systems. Page 416
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that and experience, this is an effort to reduce the cost oflibraryservices. The outcomes are not completely clear yet, butthere is.Uocumentation.of unwanted patron behaviour in some branches. There must also be an accounting of thêfUI1.extënt of what has been lost on the programming and personal services side Although conclusions cannot yet be made, this initial branches As review raises serious questions about the trade-offs becng made• for these open IMPACTNational Secretary Peter Nolan ha.ssaid:
“These proposals willshortch6nge cothdnitiThre’ll be no school visits, no storytelling, no help to find what you want, no security presence, and none of the hundreds of educational and artistic events that libraries provide throughout the year. Everyone willlose out, especially the.elderly, students and people from disadvantaged communities and backgrounds. Meanwhile, management’s own data from the initial three pilots clearly demonstrates that the vast majority of us prefer towisit our local library during coreho,urs when expert staffare there to
help.”2° , ‘ . ,
1 http://www.Isstibraries.com/home . . 2 Southern Ontario Library Service. EnvironmentaiScanforOntarlo PUblicLibraries. 2011 3 http://slg nu/?articIe=voIume46-no-3-2013-5 4 https://americanIibrariesmagazine.org/20i6/11/01tIibIiothecgcpI-self-service-experiment and
5
protest - . 6 http://www.bbc.com/n ews/uk-engIand-scmerset-32i9337 7 Ibid. 8 thejournal.ie. Librarians say roll out of 23 staffless’Iihraries isthe beginning of the end for them. Nov 16th 2016. http://www.thejournal.ie/Iibrarians-staffless-iibrary-beginning-of-the-end-3083733-Nov2016 9 thejou rnal.ie . Staffless libraries: 111 people had membership withdrawn in pilot libraries, one over drunkenness. ia n 1st 2017. http://www.th ejournaLie/statfless-Iibraries-membership-withdrawn-3093866-Jan2017 10 http://www.voicesfortheIibrary.org.uk/a bout . 11 http://web.archive.org/web/20121031092259/http://www.unison.org.uk/acrobat/19990.pdf 12 http://www.impact.ie/staffless-Iibraries-plan-opposed . . ; 13
, . p_[_0_ . . : : ‘4 ‘5 http://www. impact.ie/Iihra rywokerswithdraoobe.r,atidn-fromtaffIess-services 16 http://www.bibliotheca.co.m/3/index.php/en-uk -. ‘7 http:/Jd-techinternational.com 18 http//wwwaxiellcouk 19
desigph .,, , .. ,, 20 http://www.impact.ie/Iibrary-workers-withdraw-cooperation4rom-staffless-services
Page 616 bii[ioRoNTo 42
Chart 2: Workforce Breakdown by Affiliation (2013) Across the Toronto Public Service, 31% of employees are full-time members of Local 79, 25% are part-time recreation worker memebrs of Locai 79, i3% are members of Local 416, 13% are nonunion, and l$% fall into other gro uP5
L79 Unit B PT .L79 RecWorkers — 1,064 8,274 25% L79 PT LTCH&S NonUnon 2OI 4,251 U 10 13% L3888 Firefighters 2,982 L79 FuI14ime— 9% .10,082 ——L416 Outside al % 4,173 13%
Chart 3: Workforce Breakdown by Employee Status 6O% Of Toronto Public Service employees are permanent, 25% are parttime recreation workers, 9% are part time permanent, and 5% are temporary.
I,726 5%
Z961 9% Jer
TRANSITIONTO 2014-2018 TERM PAGE 6 COUNCILBRIEFINGVOL.1 History of TPLStaff Changes 2,1000 2,012.3 2,000.0
1,900.0 1,860.0 1,820.5 1,824.9 FTE 18000 - 1,737.4 1,739.9 1,741.0 1,717.9 1,732.3
1,700.0 U .1
16000 I
1,500.0 i [: 1999 2002 2011 2012 2014J2015 2016 2017 Base EiE 1.0L5 1,824.9 [iJiJ739.9fo 1,732,3 YEAR
History of TPL Budget Increases — 50% Below Inflation
Net Budget Change vs. CPI(infbticrn) I1G%
.‘, , ciu
: 5.0% — ,J . 40% —.-%-———-- , —— fl__ . 2% —-,——...——— r—i——-— R;-1 - ‘ r r-i 1o Lj_————
YR2012 YR2013 YR 2014 YR21S YR2016 YR 2017 czzzjChangeko NetBudget -3..s% 0.4% 1.4% 2.7% 2.0% 0.9% ‘.-———.CumubtTveRudget .3.1% -3.2% -LOS 0.9% 3.000 4.7% -——CumulatIve CPI 1.4% 2.4% 4.101 5.9% 7.7% 9.7%
As shown in the chart above, including the 20 17 base budget request for a 0.9% increase, the cumulative budget increase over the last six years is 4.7%, or an average annual increase of 0.8%, which includes the cost of operating the new Fort York and Scarborough Civic Centre branches. This budget increase is less than halfthe rate of inflation over the same time period, as n;easured by the consumer price index (CPI).
2017 Operating Budget Submission 7 jEE
11
Our ., ,., .
Great people, great library, great cityO7 MA I N S T R E E T Fot immediate release 30 March 2017
MAINSTREEI Poll: Throntonians throw the book at staffless Hbraries
Toronto -Torontonians overwhelminglyreject the idea of libraries without librarians, according to a new survey by pollster MAINSTREET Research.
The survey found that three’in fourrOspondents(73%) would not send their children or parents to a library wfthout librarians or security staff, and more than six-in-ten (63%) would, given the chance, tell Mayor Tory to stop this idea from proçeedirg.
These findings emerg.es the ToroiitcPub.lic Ubrary readies a pilot project to test the idea of opening two branch libraries S,ansea.andTadmorden with no onsite staff or security during early morning and late evening hours when the branches wouldherwise be closed.
(A library is more earning institUtion where important community services and programs are delive rèd.by:.dedicated staff,” says Maureen O’Reilly, President of the Toronto Public Library Workers•U.nion Which:co:rnhii-ssion.ed the survey. “I agree with the majority of people in this city - it is not possi.bieto have.goodiibraries:without librarians.”
Mainstreet found th’at.55% of respondents:do nat think it’s possible to have a good library with no librarian, just 21% said:’it?is..:possibl.etherest wereriot sure.
When asked to identify ;thëirrn.a4nconh:withhe idea, most respondents (42%) cited safety, while 16% were worried aboutvandal•ism’and12%ftioughttheft of books and materials would be the biggest problem.
“Torontonians loveour public flbraries,5’saidOReilly. “They are one of our city’s great assets and ‘they should be celebrated and valuedwith b.ew’investment, not programs such as this that willjust diminish
quality and services.” ,
As awareness of thE:’.foionto RibIici 1.bräry’s’p’ian for staifless libraries grows, opposition may e)cpand and intensify. Righ.tn’ow,oniy i6%aiefoTiowin ..g this issue very closely, another 21% somewhat closely, and 22% of residents,ar,e’ o;t.!areGft’h.e;prp’osa.[at all.
Mainstreet onMarch 23, 2017, using Chimera IVR technology calling through to both and[Ns.a’nd:cell’p.h’on’ësAsample this size produces results that are accurate within +/- 2.02%, 19 times’in.2CRegio.na]rriargi:ns’of etor..’Etobicoke: ± 4.38 percentage points, 19 times out of 20. Scarborough: ±‘4.. timésbut of 20. Downtown: 337 percentage points, 19 times out of 20. Nort’hYok3.93.percta.ge4c’.ints, ]9 times out of 20. -30-
For information ortobo.Gk an iiItere,wwith Maureen O’Reilly contact:
John Chenery 647-213-2060 jchenerygmail.com STAFF REPORT 10. ACTION REQUIRED
Extended North York Central Library Closure and 2017 Capital Budget and 2018-2026 Capital Plan Adjustments
Date: April 18, 2017
To: Toronto Public Library Board
From: City Librarian
SUMMARY
The purpose of this report is to seek Toronto Public Library Board approval to: extend the closure of North York Central Library (NYCL) for approximately 10 months, which would result in operating budget savings; adjust, for project management purposes, the 2017 budget to accelerate $4.000 million cash flows from 2018-2019, enabling an earlier completion of Phase 1 of the renovation, funded from the operating budget savings; adjust the 2018-2021 plan to accelerate $2.850 million cash flows from 2020-2021, enabling an earlier completion of Phase 2 of the renovation with no impact on total gross and debt funding; and increase funding to the Multi-Branch State of Good Repair (SOGR) project funded by the debt room freed up as a result of applying the operational budget savings from the extended closure of NYCL.
The NYCL Phase 1 capital project was approved by Council in 2015 for $14.974 million with cash flows over 2015 to 2019. In February 2017, Council approved the 2017 capital budget and 2018-2026 capital plan with additional funding of $10.880 million for Phase 2 of the NYCL project with cash flows over 2018 to 2021. With both phases of the project in the 10-year capital plan, Toronto Public Library (TPL) sees an opportunity to revisit plans for the complete branch renovation while taking measures to minimize the impact of the renovation on library service.
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board:
1. approves the extension of the NYCL branch closure for approximately 10 months;
2. requests Council approval for the following budget adjustments:
Extended NYCL Closure and Budget Adjustments 1 a. acceleration of $4.000 million cash flows to 2017 from 2018 ($1.272 million gross) and 2019 ($2.728 million gross) for the NYCL Phase 1 project (CLB193-01), fully funded by a contribution from the operating budget resulting from cost savings generated from the extended branch closure;
b. acceleration of cash flows for NYCL Phase 2 project to advance the anticipated completion date from 2021 to 2020 with no net impact on total gross or debt funding, comprised of:
i. increase to 2018 cash flows of $0.772 million gross and $1.117 million debt; ii. increase to 2019 cash flows of $2.078 million gross and $1.733 million debt; iii. decrease to 2020 cash flows of $0.782 million gross and debt; and iv. decrease to 2021 cash flows of $2.068 million gross and debt;
c. increase of $4.000 million gross and debt over 2017-2021 to the Multi-Branch State of Good Repair project funded by the $4.000 million debt room freed up as a result of the operating savings from the extended closure of the NYCL branch, comprised of:
i. $4.000 million increase in the Multi-Branch State of Good Repair project of:
1. 2017 of $0.000 million gross, $0.500 million debt; 2. 2018 of $0.500 million gross, $0.326 million debt; 3. 2019 of $0.650 million gross, $0.324 million debt; 4. 2020 of $0.782 million gross and debt; 5. 2021 of $2.068 million gross and debt; and
ii. $4.000 million decrease in NYCL debt funding of:
1. $0.500 million in 2017; 2. $1.443 million in 2018; 3. $2.057 million in 2019; and
3. endorses the enhanced plan for alternate service for the duration of the closure.
FINANCIAL IMPACT
The extension of the NYCL closure to the end of 2017 will result in accelerated cash flows of approximately $4.000 million in 2017 from 2018 and 2019 as construction work is advanced in preparation for Phase 2 of this renovation project. The accelerated cash flows are funded by a contribution from the operating budget resulting from cost savings generated from the extended branch closure. This in turn would allow Phase 2 of the NYCL renovation to be accelerated and finished one year earlier in 2020.
Extended NYCL Closure and Budget Adjustments 2
This will free up $4.000 million in debt room that can be re-allocated to address the state of good repair (SOGR) backlog by increasing the Multi-Branch State of Good Repair project over 2018 to 2021 with no additional funding required from the City. Proposed in-year adjustments to the capital budget and plan are shown below in Table 1 while the complete year-by-year details by project are shown in Attachment 1.
Table 1 - Proposed Adjustments to Capital Budget and Plan Gross ($'000s) Debt ($'000s) ** ** TOTAL TOTAL Proposed Adjustment 2017 2018 2019 2020 2021 2017 2018 2019 2020 2021 GROSS DEBT
NYCL - Phase 1 4,000*** (1,272) (2,728) - - - (500) (1,443) (2,057) - - (4,000)
NYCL - Phase 2 - 772 2,078 (782) (2,068) - - 1,117 1,733 (782) (2,068) - Subtotal - NYCL 4,000 (500) (650) (782) (2,068) - (500) (326) (324) (782) (2,068) (4,000)
Multi-Branch (SOGR) - 500 650 782 2,068 4,000 500 326 324 782 2,068 4,000 Net Impact 4,000 - - - - 4,000 ------
Notes: *** - Funded by Operating Budget Savings
There are no changes to either Phase 1 or Phase 2 approved and planned budget amounts ($14.974 million gross and $10.880 million gross respectively); only cash-flow timing is impacted within each project phase. There is also no net change in the total debt funding in any of the years of this plan, only a reallocation between projects and the introduction of a $4.000 million operating budget saving, generated from the branch closure, which would be used to fund 2017 accelerated cash-flow requirements. The overall net impact of the budget adjustments is a $4.000 million gross increase in 2017 for NYCL funded by operating budget savings from the branch closure.
The on-going cost of alternate service delivery, including the lease cost of the temporary storefront location, will be offset by savings resulting from the closure of NYCL.
The Director, Finance and Treasurer has reviewed this financial impact statement and is in agreement with it.
ISSUE BACKGROUND
NYCL is on seven floors, 168,022 sq. ft., which due to funding limits, required the planned renovation to be split into two separate phases. Phase 1 of the renovation was approved in 2015 at a cost of $14.974 million with cash flows over 2015 to 2019. The scope for Phase 1 of the renovation includes the renovation and reconfiguration of floors 1 to 5 and addresses several SOGR issues, including exterior cladding and roofing. In May 2016, TPL awarded a construction contract and work began shortly afterwards in July.
Extended NYCL Closure and Budget Adjustments 3 NYCL was closed in December 2016 in order to complete some of the major demolition components of Phase 1. The plan was for a closure for approximately three months and most of the staff were relocated.
The TPL 2018-2026 capital plan includes Phase 2 of the NYCL project in the 10-year plan with a value of $10.880 million and cash flows over 2018 to 2021. The scope for Phase 2 of the renovation includes completing the renovation and reconfiguration of the Concourse level and sixth floor and further building-wide SOGR projects, including fire alarm and life safety systems, AODA improvements and lighting upgrades for energy efficiency. With both phases of the project in the 10-year capital plan, Toronto Public Library (TPL) sees an opportunity to revisit plans for the complete branch renovation while taking measures to minimize the impact of the renovation on library service.
COMMENTS
Extended Closure
With the current library closure and inclusion of Phase 2 funding in the 10-year capital plan, TPL is now proposing to extend the closure period for all of 2017 in order to fully complete the most disruptive work of Phase 1, including the construction work on the new staircases on every floor, openings in the floor slabs, removal and replacement of the hand railings on both sides of the atrium, and the structural reinforcing of the sixth floor terrace that will be done from the underside (fifth floor). There are a number of benefits to doing this including: avoiding additional library closures for the balance of Phase 1 and Phase 2 of the construction, which would continually disrupt service; minimizing the cost and disruption of relocating branch staff, furniture and equipment each time for the additional closures; more effective project planning and spending as the construction can proceed at an accelerated pace throughout the building without worrying about the presence of staff or the public in the building, and not needing to provide ongoing cleaning services; less disruption to service, staff and the public when the branch reopens, as the noisiest and messiest construction work would have been completed during the extended closure; reduction of the overall renovation period.
One of the impacts of extending the library closure for all of 2017 is that the Phase 1 capital project would be accelerated and therefore additional cash flows would be required in 2017, estimated to be approximately $4.000 million. This is turn would allow Phase 2 of the project to be accelerated with anticipated completion of this phase in 2020 instead of 2021 thus allowing a return to full service sooner.
During the extended closure period, staff will work with the architect to plan for the coordinated and accelerated construction schedules for the total branch project.
Extended NYCL Closure and Budget Adjustments 4 Budget Adjustments
If the NYCL closure is extended to the end of 2017, the savings in staffing and building costs are expected to be $4.000 million. As these operating cost savings are a direct result of extending the NYCL closure, the proposal is to apply the anticipated operating cost savings to fund the accelerated 2017 cash flows required for NYCL. Effectively, $4.000 million required in 2017 for Phase 1 NYCL is accelerated from 2018 and 2019, and is now funded with a $4.000 million contribution from the operating budget as shown in Table 2.
Table 2 - Recommendation 2a: Acceleration of Phase 1 funded by Operating Savings ($'000s)
NYCL Phase 1 2017 2018 2019 2020 2021 Total Gross 4,000 (1,272) (2,728) - - - Funding Sources: Operating Budget 4,000 - - - - 4,000 Debt ------4,000 - - - - 4,000 Net Change - (1,272) (2,728) - - (4,000)
The proposed extended closure and acceleration of Phase 1 of the NYCL project enabling an earlier completion date would in turn allow Phase 2 to be accelerated and finished one year earlier. The changes to Phase 2’s cash-flow timing is illustrated in Table 3.
Table 3 - Recommendation 2b: Acceleration of NYCL Phase 2 Project ($'000s)
NYCL Phase 2 2017 2018 2019 2020 2021 Total Gross - 772 2,078 (782) (2,068) - Funding Sources: Operating Budget ------Debt - 1,117 1,733 (782) (2,068) - - 1,117 1,733 (782) (2,068) - Net Change - (345) 345 - - -
These budget adjustments would free up $4.000 million in debt room which can be re- allocated to address the SOGR backlog by increasing the Multi-Branch SOGR project over 2018 to 2021 with no additional funding required from the City. This is shown in Table 4.
Extended NYCL Closure and Budget Adjustments 5 Table 4 - Recommendation 2c: Reallocation of debt from NYCL Phase 1 to Multi Branch ($'000s)
NYCL Phase 1 2017 2018 2019 2020 2021 Total Gross ------Funding Sources: Operating Budget ------Debt (500) (1,443) (2,057) - - (4,000) (500) (1,443) (2,057) - - (4,000) Net Change 500 1,443 2,057 - - - Multi Branch 2017 2018 2019 2020 2021 Total Gross - 500 650 782 2,068 4,000 Funding Sources: Operating Budget ------Debt 500 326 324 782 2,068 4,000 500 326 324 782 2,068 4,000 Net Change (500) 174 326 - - -
There are no changes to either Phase 1 or Phase 2 approved and planned budget amounts, which remain at $14.974 million and $10.880 million respectively; only cash-flow timing is impacted within each project phase. Total annual debt funding in all years of the plan remain unchanged. The overall net impact of the budget adjustments is a $4.000 million gross increase in 2017 for NYCL funded by operating budget savings from the branch closure.
Alternate Service Plan
The alternate service plan for NYCL for the duration of the current closure includes: continuing to operate the small “pop-up” storefront location in the North York Centre mall while investigating the potential expansion of the space to allow for housing additional circulating collections; continuing to offer Sunday service at Bayview and Locke branches; extending the open hours of Centennial and Bayview branches to match those of NYCL, including year-round Sunday service at both locations; relocating parts of the NYCL collection to allow for access during the closure; installing additional computers and seating at the Fairview District Branch.
The local councillor has been consulted on the extended closure and alternate service delivery plan and is in support of it.
CONCLUSION
The extended closure and project acceleration have a number of positive outcomes, including reduced library service disruptions, more effective planning and project delivery resulting in a shorter renovation period, and avoiding the cost and disruption of relocating staff and furniture and equipment numerous times. Applying the resulting operating cost savings to fund part of the project results in $4.000 million of freed-up debt funding being available to
Extended NYCL Closure and Budget Adjustments 6 address TPL’s significant and growing SOGR backlog without additional funding from the City.
CONTACT
Larry Hughsam; Director, Finance & Treasurer; Tel: 416-397-5946; E-mail: [email protected]
SIGNATURE
______Vickery Bowles City Librarian
Attachment 1: 2017 Capital Budget and 2018-2026 Capital Plan Adjustments
Extended NYCL Closure and Budget Adjustments 7 Attachment 1 2017 Capital Budget and 2018-2026 Capital Plan Adjustments
GROSS ($'000s) DEBT ($'000s) Current Budget and LTD * TOTAL LTD TOTAL 2017 2018 2019 2020 2021 2017 2018 2019 2020 2021 Plan 2016 GROSS 2016 DEBT
1 NYCL - Phase 1 ** 4,753 3,898 3,595 2,728 - - 14,974 4,753 3,227 3,499 2,057 - - 13,536
2 NYCL - Phase 2 - - 1,892 3,186 3,734 2,068 10,880 - - 1,547 2,552 3,734 2,068 9,901
3 Subtotal - NYCL 4,753 3,898 5,487 5,914 3,734 2,068 25,854 4,753 3,227 5,046 4,609 3,734 2,068 23,437
4 Multi-Branch (SOGR) - 4,633 4,158 4,093 4,093 4,093 21,070 - 3,781 3,996 3,823 3,726 3,946 19,272
5 Total - 8,531 9,645 10,007 7,827 6,161 46,924 - 7,008 9,042 8,432 7,460 6,014 42,709
Proposed LTD TOTAL LTD TOTAL 2017 2018 2019 2020 2021 2017 2018 2019 2020 2021 Adjustment 2016 GROSS 2016 DEBT
6 NYCL - Phase 1 - 4,000*** (1,272) (2,728) - - - - (500) (1,443) (2,057) - - (4,000)
7 NYCL - Phase 2 - - 772 2,078 (782) (2,068) - - - 1,117 1,733 (782) (2,068) - 8 Subtotal - NYCL - 4,000 (500) (650) (782) (2,068) - - (500) (326) (324) (782) (2,068) (4,000)
9 Multi-Branch (SOGR) - - 500 650 782 2,068 4,000 - 500 326 324 782 2,068 4,000
10 Total - 4,000 - - - - 4,000 ------
Revised Budget and LTD TOTAL LTD TOTAL 2017 2018 2019 2020 2021 2017 2018 2019 2020 2021 Plan 2016 GROSS 2016 DEBT
11 NYCL - Phase 1 4,753 7,898 2,323 - - - 14,974 4,753 2,727 2,056 - - - 9,536
12 NYCL - Phase 2 - - 2,664 5,264 2,952 - 10,880 - - 2,664 4,285 2,952 - 9,901
13 Subtotal - NYCL 4,753 7,898 4,987 5,264 2,952 - 25,854 4,753 2,727 4,720 4,285 2,952 - 19,437
14 Multi-Branch (SOGR) - 4,633 4,658 4,743 4,875 6,161 25,070 - 4,281 4,322 4,147 4,508 6,014 23,272
15 Total - 12,531 9,645 10,007 7,827 6,161 50,924 - 7,008 9,042 8,432 7,460 6,014 42,709
Notes: * - LTD = Life To Date ** - LTD and 2017 cash flows have been adjusted from approved Budget to include Q4 2016 in-year adjustments to be approved by Council. *** - Funded by Operating Budget Savings
NYCL Extended Closure and Budget Adjustment STAFF REPORT 11. ACTION REQUIRED
Amesbury Park Branch – Award of Tender and Temporary Closure
Date: April 18, 2017
To: Toronto Public Library Board
From: City Librarian
SUMMARY
The purpose of this report is to request Toronto Public Library Board approval to employ the services of a General Contractor for the interior renovation and exterior site restoration of Amesbury Park Branch, and to close the branch for approximately four months to effect the renovations. An alternate service plan will be in place for the duration of the closure.
Board approval is required for awards greater than $500,000 and for branch closures greater than four months.
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board:
1. awards the contract to the lowest bidder, Berkim Construction Inc., for the interior renovation and exterior site restoration of Amesbury Park Branch, at a cost of $541,090.00, which includes a contingency of $49,190.00 (excluding Harmonized Sales Tax);
2. approves the closure of the Amesbury Park Branch for approximately four months; and
3. endorses the plan for alternate service for the duration of the closure.
FINANCIAL IMPACT
The total amount of $541,090.00, which is made up of the tender amount of $491,900.00 plus the contingency of $49,190.00 (excluding HST), is part of the 2017 Multi-Branch SOGR project. Partial funding in the amount of $46,092.00 is provided for this project by the Federal government as part of the Canada 150 Community Infrastructure program. Proposed
Amesbury Park Branch - Award of Tender and Temporary Closure 1 alternate service plans will be funded through savings from the temporary closure of the Amesbury Park Branch and the use of redeployed staff.
The Director, Finance & Treasurer has reviewed this financial impact statement and is in agreement with it.
DECISION HISTORY
The Amesbury Park Branch interior renovation and exterior site restoration project is part of the approved Toronto Public Library 2017-2026 capital budget. The project is in part funded by the Canada 150 Community Infrastructure program.
COMMENTS
Amesbury Park Branch is a very busy neighbourhood branch that opened in 1976. A renovation of Amesbury Park Branch was completed and successfully opened to the public in 1998. Since that time library service has evolved and an interior renovation to the 6,320 square foot library is required if the branch is to continue to effectively deliver 21st century library service. The interior renovation includes a new smaller service desk, self-service check out, re-working of the computer areas, new flooring, new program room, renovated public washrooms, new energy efficient clerestory windows and shelving to better display the collections. In addition, site restoration is required to maintain the exterior in a state of good repair. The exterior restoration consists of a refurbished parking lot, complete with new line painting for car parking, accessible parking to the AODA requirements, and a restored walkway from the parking lot to the main entrance of the library.
Architects for the Project MC Architects was hired to provide architectural services for the Amesbury Park Branch interior renovation and exterior restoration project in July 2016, through a competitive request for quotation (RFQ) process.
Pre-qualified General Contractors The pre-qualification process precedes the call for tender where the nature and complexity of the work involved warrants the effort to pre-select the most experienced and qualified general contractors. Eight (8) of the most experienced general contractors were pre-qualified and invited to bid on the project. All eight (8) attended the mandatory site meeting at Amesbury Park Branch on February 23, 2017.
Call for Tenders A Call for Tenders is used to obtain bids for construction, whenever the requirements can be precisely defined and the expectation is that the lowest bid meeting the requirements specified in the Call will be accepted. On February 21, 2017, the Call for Tenders was issued to the eight pre-qualified bidders. The bid documents, prepared by the Architects, were supplied to all prequalified bidders. All bidders had to attend a mandatory information meeting on February 23, 2017. The bid documents comprised the following documents:
Amesbury Park Branch - Award of Tender and Temporary Closure 2 List of Prequalified Bidders Instruction to Bidders Available Project Information Stipulated Price Bid Form List of Subcontractors Bid Form Supplement Addenda issued prior to Bid Closing Time Agreement between Owner and Contractor Definitions given in the agreement General Conditions of the agreement Amendments to the agreement Specifications as listed in the project manual for this project Schedules as listed in the project manual and as listed in the list of drawings Drawings as listed in the list of drawings.
On March 9, 2017, TPL received tenders from seven of the pre-qualified General Contractors. The Architects and library staff analysed the three lowest bids (three in case the lowest bid did not meet all requirements) to ensure that all requirements were met including: Pre-qualified bidder Attended mandatory meeting Submitted a hard copy of the bid in a sealed envelope, which included: o a bid bond form, for 10% of bid price, valid for 120 days o an agreement to bond issued by bonding company (performance and labour and material bond) o unconditional bid o completed and sealed stipulated price bid form o acknowledges all addenda issued as part of the call for tenders o completed and dated list of subcontractors bid form supplement o confirmation of pre-qualified subcontractors, where required.
Award of Tender Recommendation For the recommended contract award, the following requirements have been met: 1. The bidder recommended for award, is the lowest bidder, meeting all tender requirements, and was the lowest bid received; 2. Library staff have reviewed the submission and found the price to be reasonable and within the available budget; 3. The tender process included the use of pre-qualified general contractors, in accordance with instructions to the bidders and a public opening of the bids.
The recommended bidder has been in business since 1966 and recently completed the construction of the Swan Lake Outdoor Education Centre for the Toronto Region Conservation Authority, designed and construction administered by MC Architects. The references were checked by the Architects and were satisfactory.
Board approval is required for awards greater than $500,000.
Amesbury Park Branch - Award of Tender and Temporary Closure 3 Branch Closure and Alternate Service Plan Due to the scope and extent of the renovation project, the Amesbury Park Branch will be closed for approximately four months. The closure is expected to begin in the late spring 2017. Board approval is required for closures greater than four months.
For the duration of the closure the following alternate service plan will be in effect: Staff will guide users to pick up holds and use nearby branches such as Barbara Frum, Downsview, Weston, Mount Dennis and Evelyn Gregory, and the bookmobile stops at Caledon Village and Martha Eaton Way. Barbara Frum Branch will be the default holds pickup location; Staff will continue to provide outreach services such as Kindergarten Outreach, promotion for Summer Reading Club, visits to schools, child care centres, after school programs, parent/child programs and outreach to clients of local community agencies; Staff will maintain contact with community groups and agencies identifying service needs and planning for services to be delivered at the re-opening of the branch; Branch staff will continue to participate in key community events.
Prior to the closure a floor plan showing the enhancements will be posted in the library, and staff will speak with customers on an individual basis and provide appropriate referrals for library services during the closure. Customers with Amesbury Park Branch as a home location will also be notified of the temporary branch closure through email blasts or automated telephone calls.
CONTACT
Moe Hosseini-Ara; Director, Branch Operations & Customer Experience; Tel: 416-397-5944; E-mail: [email protected]
SIGNATURE
______Vickery Bowles City Librarian
Amesbury Park Branch - Award of Tender and Temporary Closure 4 STAFF REPORT 12. ACTION REQUIRED
Strategies for Indigenous Initiatives
Date: April 18, 2017
To: Toronto Public Library Board
From: City Librarian
SUMMARY
The purpose of this report is to request Toronto Public Library Board endorsement of the strategies for Indigenous initiatives at Toronto Public Library (TPL) as part of TPL’s response to the Truth and Reconciliation Commission’s (TRC) 94 Calls to Action, released June 2015.
These strategies have been developed for consultation with Toronto’s Indigenous communities and in collaboration with Indigenous service providers in Toronto, and the next steps are to consult with these communities and service providers. Any resulting initiatives requiring Toronto Public Library Board approval will be brought forward to a future Toronto Public Library Board meeting.
TPL has an important role to play in the Reconciliation process by: bringing together Indigenous and non-Indigenous communities in a culturally safe and relevant space, and helping to facilitate public education and awareness on Truth and Reconciliation, residential schools and treaty relationships. For this reason, TPL’s Indigenous initiatives are relevant to both Indigenous and non-Indigenous communities in Toronto. TPL also has a responsibility for ensuring that the Library is a culturally safe and relevant space for members of Toronto’s Indigenous communities.
The strategies for Indigenous Initiatives are wide-ranging in scope and support all six Strategic Priorities for 2016-2019. They represent a key initiative on the 2017 Strategic Plan Work Plan, which is to determine TPL’s response to the TRC’s Calls to Action and develop and implement programming and service to support Toronto’s Indigenous communities, and to raise awareness of Indigenous culture and societal issues.
Reconciliation is an ongoing and long-term commitment and, as such, TPL should consider additional recommendations that emerge after these strategies have been presented, approved, or implemented.
Strategies for Indigenous Initiatives 1 RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board:
1. endores the strategies for Indigenous initiatives for consultation with the Indigenous communities in Toronto.
FINANCIAL IMPACT
Individual project plans to address the strategies will be developed to identify the resources required for the implementation path selected. While there will be costs for the increased programs and services, there will be no net impact beyond what has already been approved in the current year’s operating budget.
The Director, Finance and Treasurer has reviewed this financial impact statement and is in agreement with it.
ALIGNMENT WITH STRATEGIC PLAN 2016-2019
Strategies outlined in this report are consistent with Priority 5: Creating Community Connections through Cultural Experiences, and are in specific response to TPL’s 2017 Strategic Work Plan initiative to “Determine TPL’s response to the Truth and Reconciliation Commission’s Calls to Action and develop and implement programming and services to support Toronto’s Indigenous communities, and raise awareness of Indigenous culture and societal issues.”
ISSUE BACKGROUND
In June 2015, the TRC released a report, calling on all levels of government and institutions to “…redress the legacy of residential schools…”1 by responding to 94 Calls to Action. In 2016, Toronto Public Library created a new position, Services Specialist for Indigenous Initiatives, as a first step in responding to these Calls to Action. The Services Specialist for Indigenous Initiatives was given a four-month timeline to conduct an environmental scan and suggest recommendations on how TPL might respond to the TRC Calls to Action and drive forward the direction of Indigenous initiatives at TPL. The Services Specialist for Indigenous Initiatives began the assignment on November 7, 2016 and submitted the final report to Directors’ Committee on March 7, 2017, where it was approved in principle. This final report puts forth 42 strategies.
As part of efforts to develop strategies for TPL’s response to the TRC Calls to Action, internal and external environmental scans were conducted. In late November 2016, a Survey of Indigenous Initiatives was distributed to staff across the system to support data collection. The purpose of the Survey of Indigenous Initiatives was to request information and staff
1 Truth and Reconciliation Commission of Canada: Calls to Action, p. 1
Strategies for Indigenous Initiatives 2 feedback on programs, services and collections with Indigenous content or with an Indigenous focus.
Survey response was positive, with 99 out of 100 branch locations responding to the Survey of Indigenous Initiatives. Other divisions and service areas responded as well, including Children’s Services, Collection Development, and Staff Training.
During the collection and analysis of feedback from the Survey of Indigenous Initiatives, some misconceptions emerged. Many branches suggested that they did not offer programming with Indigenous content because of lack of interest from their branch community, or lack of Indigenous communities in the area. This pointed to two main misconceptions: 1. that branch and/or local Indigenous initiatives are only necessary if there is an interest from the community, and; 2. that Indigenous initiatives are only for Indigenous communities.
Going forward, TPL will need to address these misconceptions with staff and promote the understanding that TPL and its branches have a responsibility to Toronto’s Indigenous communities and an important role to play in the Reconciliation process, regardless of whether there is a perceived lack of interest from branch communities; also, that Indigenous initiatives are relevant and of interest to non-Indigenous communities as well.
Another concern that arose during the environmental scan as well as when developing these strategies for Indigenous initiatives was that, due to time and staffing constraints, no extensive consultations took place with Indigenous communities or service providers in Toronto. The strategies listed below are based on the results of the Survey of Indigenous Initiatives, information from conversations with staff, personal and work experiences of the Services Specialist of Indigenous Initiatives while working at Spadina Road Branch, and one-on-one conversations with members of the Indigenous community and agency staff. The next steps are to consult broadly with Toronto’s Indigenous communities and Indigenous service providers on these strategies. Any resulting initiatives requiring Toronto Public Library Board approval will be brought forward to a future Toronto Public Library Board meeting.
COMMENTS
Strategies for Indigenous Initiatives The following strategies are preliminary draft recommendations that will help inform the direction of Indigenous initiatives at TPL. They are to be reviewed, approved, and implemented in consultation with Toronto’s Indigenous communities and in collaboration with Indigenous service providers in Toronto, following Toronto Public Library Board approval, where required. The 42 strategies put forth here have been divided into the following categories:
1. Breaking Down Organizational Barriers 2. Indigenizing Library Spaces: Physical and Virtual
Strategies for Indigenous Initiatives 3 3. Incorporating Indigenous Content into TPL Programming 4. Improving Access to Indigenous Content through TPL Collections 5. Enabling and Empowering Indigenous Communities 6. Building Capacity and Staff Competency
Breaking Down Organizational Barriers
1. Establish a permanent Indigenous Advisory Council (IAC) at TPL, to be comprised of representatives from key Indigenous agencies and organizations throughout the City, individual members of Toronto’s Indigenous communities, and key representatives from TPL’s branches and service areas. An Indigenous Advisory Council will help move forward TPL’s strategic priorities to break down barriers to access, drive inclusion, and create community connections through cultural experiences.
2. Implement an ongoing Elder-in-Residence program at the Library, the selection process of which will be determined by the IAC. The Elder-in-Residence will work out of branch locations as needed, meeting with members of the public, either by appointment or on a drop-in basis. The Elder-in-Residence will sit on TPL committees, as needed, advise staff on protocols, and conduct opening and closing ceremonies at key library programs, events, and meetings. An Elder-in-Residence program will help establish TPL as Toronto’s centre for lifelong and self-directed learning, while providing opportunities to create in-branch environments that connect neighbourhoods and communities, and offer opportunities for partnerships, civic engagement, and resident participation.
3. Make land and treaty acknowledgement statements before all meetings, programs and events. Wording will be determined by the IAC and provided to staff in English, French, and any Indigenous languages as requested.
4. Establish system measures and service benchmarks, including a logic model, for Indigenous initiatives at TPL. Staff to work to improve tracking of data and statistics on Indigenous Initiatives and activities. Encourage branches to deliver library services and programs with Indigenous content once a quarter.
5. Conduct formal community consultations and needs assessments via a third party to ensure impartiality, and protect the anonymity of community members. The purpose of these formal community consultations is to identify specific areas for improvement in TPL’s already established programs and services, and to determine opportunities for new services and initiatives that are appealing, welcoming, and culturally relevant to Toronto’s Indigenous communities.
6. Create an internal and external communications strategy to position TPL’s Strategies for Indigenous Initiatives as a long-term service effort.
Strategies for Indigenous Initiatives 4 Indigenizing Library Spaces: Physical and Virtual
7. Post land and treaty acknowledgement statements in all public service locations, including TPL’s library locations, book mobiles, and online platforms. The wording will be determined by the IAC, and posted in English, French, Anishinaabemowin, Mohawk, and any other Indigenous languages deemed relevant and necessary by the IAC.
8. Encourage, enable and empower Indigenous peoples to practice their beliefs by removing barriers and restrictions on smudging at TPL programs, meetings, and events, and by formalizing this practice through a Rules of Conduct Bulletin and other staff communication documents.
9. Create a dedicated space on the TPL website for Indigenous content. This online space will provide information on Indigenous initiatives and content at TPL as well as access to digitized resources, including items from special collections, audio files from Spadina Road Branch’s Oral History Collection, and links to language learning resources. This online content will also include information on the Native Peoples Collections, Indigenous programming at the Library, and recommended reading lists highlighting Indigenous authors and titles in TPL’s collections.
10. Commission an Indigenous artist to design artwork for TPL to be used in templates, logos, and social media promoting Indigenous programs, initiatives and events at TPL.
11. Support the issues deemed important by First Nations communities in Ontario, specifically those of the Haudenosaunee and the Mississaugas of New Credit on whose traditional territory TPL sits, by providing spaces for members of the communities to meet, share information, and deliver programs through opportunities for co-sponsorship.
12. Engage in ongoing local consultation with members of Indigenous communities, through a variety of approaches, both formal and informal, on ways to make library branches across the system more culturally relevant, respectful and welcoming.
13. Collaborate with the IAC and staff to identify appropriate branch signage to be posted in local Indigenous languages, including Anishinaabemowin and Mohawk.
14. Consider the use of Indigenous names for new building projects, and the reopening of renovated branches, where possible.
15. Adopt and implement the CFLA-FCAB’s Truth & Reconciliation Committee’s recommendation that “Renovations or new construction projects engage with Indigenous architects and stakeholders so as to incorporate authentic Indigenous designs.”2 TPL will incorporate Indigenous perspectives into building design, signage
2 CFLA-FCAB Truth & Reconciliation Committee Report, p. 34, recommendation #3.
Strategies for Indigenous Initiatives 5 and architecture, where appropriate, through state of good repair, branch renovations, and other capital projects, including the building of new library branches.
16. Include the planting ceremony of an Eastern White Pine tree, also known as the Tree of Peace by the Haudenosaunee, as part of branch reopening events in 2017/2018, as a symbol of TPL’s commitment to fostering better relationships between Indigenous and non-Indigenous communities for the next 150 years, with a plaque commemorating this commitment.
17. Incorporate Medicine Gardens into library landscaping space. Include plans for Medicine Gardens in any new and/or upcoming capital projects.
18. Engage and consult with Indigenous agencies and community members in any branch capital projects, as part of the larger consultation process.
Incorporating Indigenous Content into TPL Programming
19. Provide a statement for TPL’s Canada 150 events and programs acknowledging that Indigenous nations were vibrant and active on the lands and territories now called “Canada” thousands of years before confederation in 1867. This statement will be read before TPL Canada 150 programs and events, and will also be posted on any TPL Canada 150 promotional materials, and any other communication platforms, including TPL social media and tpl.ca. This strategy is based on the CFLA-FCAB’s Truth and Reconciliation Committee’s recommendation that libraries rebrand Canada 150 programming to Canada 150+.3
20. Expand programming with Indigenous content from Aboriginal Month in June to year round.
21. Launch a reading campaign under the banner “Read Indigenous” that features Indigenous authors and titles that are easily accessible to the public.
22. Work with Indigenous agencies to expand the Community Librarian Pilot Project to key Indigenous organizations and institutions across the City.
23. Offer Indigenous language programs at branches across the City.
24. Have at least one traditional teaching program available at one branch location per month.
25. Integrate Indigenous content into already established system programming, and in particular children’s programming, such as Ready for Reading.
3 CFLA-FCAB Truth & Reconciliation Committee Report, p. 20, Call to Action #68, recommendation #2
Strategies for Indigenous Initiatives 6 26. Ensure that Dial-A-Story includes Indigenous stories, in English, French and Indigenous languages, throughout the year, beyond Aboriginal Month in June. Consult with the IAC to determine protocols and guidelines for posting Indigenous stories on Dial-A-Story, including which stories can be told and shared, and appropriate times of year to post certain stories.
Improving Access to Indigenous Content through TPL Collections
27. Expand the Native Peoples Collection to library locations serving neighbourhoods with Indigenous agencies and larger Indigenous populations, including Cliffcrest, Dawes Road, Morningside, Parliament, St. James Town, and Wychwood.
28. Ensure that library locations across the system, even those that do not serve Indigenous communities, have a thorough representation of Indigenous content in their branch collections, especially on the topics of Truth and Reconciliation, treaties, and residential schools. TPL collections should also be representative of the achievements, successes, and accomplishments of Indigenous communities by making available and accessible the rich diversity of Indigenous writers, authors and illustrators.
29. Ensure that children’s materials with Indigenous content are well represented at library locations across the system, and that the Indigenous content in children’s collections is culturally relevant, appropriate, and respectful. Indigenous children should see themselves and their cultures reflected positively in TPL collections.
30. Work with TPL’s Collections Development Department to ensure that Indigenous language-learning resources are well represented in library collections, and easily accessible.
31. Facilitate ease of finding books and materials with Indigenous content in library collections by applying a special label. Supply labels to all branches with guidelines for applying to materials with Indigenous content.
32. Update cataloguing and classification practices to include more culturally relevant terminology that reflect Indigenous perspectives of knowledge.
Enabling and Empowering Indigenous Communities
33. Extend TPL membership to include persons living on First Nations reserves in Ontario in keeping with TPL’s provincial mandate and offer longer loan periods to persons living on First Nations reserves in Ontario in order to improve access to collections and in keeping with strategic goals of removing policy barriers, and determine with vendors, guidelines for including access to downloadable and digital collections to eligible borrowers living on reserves in Ontario, in the spirit of Reconciliation and in keeping with TPL’s provincial mandate.
Strategies for Indigenous Initiatives 7 34. Continue to support staff work on the Impact to Access to Technology Study with Naotkamegwaming and Wikwemikong First Nations libraries.
Building Capacity and Staff Competency
35. Support recruitment and retention of Indigenous staff.
36. Ensure that all TPL staff attend Ontario Federation of Indigenous Friendship Centre’s (OFIFC) Indigenous Cultural Competency staff training session.
37. Establish curriculum-based Indigenous Cultural Competency training for all TPL staff to augment their knowledge and understanding of Indigenous communities. In addition to OFIFC’s compulsory training, other courses and sessions should be offered through a curriculum-based model. TPL staff who complete all courses and training sessions in the curriculum would receive a certificate of acknowledgement.
38. Create a dedicated space on TPL’s intranet for Indigenous initiatives, with resources to help inform and enable staff to provide library services with Indigenous content and/or an Indigenous focus.
39. Establish protocols for staff engaging with Elders and Indigenous communities, to be posted on the Indigenous initiatives page of TPL’s intranet.
40. Provide staff with Medicine Wheel/Reconciliation buttons in order to facilitate interactions with members of Toronto’s Indigenous communities. Ensure that staff who have completed the OFIFC’s Indigenous Cultural Competency training are given these buttons after their session.
41. Develop land and treaty acknowledgement statements with the IAC that staff can use in their work email signatures.
42. Build a Community of Practice for staff on Indigenous initiatives to promote open discussion, the sharing of best practices, and testing of ideas and approaches.
CONCLUSION
Reconciliation is an ongoing and long-term commitment that requires, first and foremost, relationship-building. In the words of Justice Murray Sinclair, "Reconciliation is about forging and maintaining respectful relationships. There are no shortcuts."4
TPL has an important role to play in the process of Reconciliation. As a leading public institution, TPL has a responsibility, not only to educate and raise public awareness on Truth and Reconciliation, but to drive the reconciliation process between members of the
4 Truth and Reconciliation Commission of Canada website: http://www.trc.ca/websites/trcinstitution/index.php?p=3
Strategies for Indigenous Initiatives 8 Indigenous and non-Indigenous public. As David Newhouse points out, “Those who lead Canada’s public institutions need above all to spearhead the reconciliation effort and work for change within Canadian society as a whole.”5
Serving Indigenous communities and responding to the TRC Calls to Action are not a checklist or a list of accomplishments to brandish and parade about. We must approach Indigenous Initiatives with an affirmation and commitment to supporting and celebrating Toronto’s Indigenous communities, while at the same time raising awareness and providing a bridge between Indigenous and non-Indigenous communities. There is a lot of work ahead of us. Let us begin now.
"We have described for you a mountain. We have shown you the path to the top. We call upon you to do the climbing."
— Justice Murray Sinclair.
CONTACT
Pam Ryan; Director, Service Development & Innovation; Tel: 416-393-7133; E-mail: [email protected]
SIGNATURE
______Vickery Bowles City Librarian
5 Newhouse, David. “Indigenous Peoples, Canada and the Possibility of Reconciliation,” IRPP Insight no. 11 (2016): 1.
Strategies for Indigenous Initiatives 9 TPL Strategies for Indigenous Initiatives
Tuesday, April 18, 2017 The Truth & Reconciliation Commission
In June 2015, the Truth & Reconciliation Commission released 94 Calls to Action
. The Truth & Reconciliation Commission
• Established in 2008 • Chaired by Justice Murray Sinclair • 6750+ witness statements • Final Report released December 2015
. Residential Schools in Canada
• 139 Indian Residential Schools in Canada • 150,000+ Indigenous children • The last residential school closed in 1996 • 80,000+ residential school survivors still alive today
.
4 Over 6,000 Indigenous children died as a result of the residential school system.
. Residential Schools in Canada
St. Joseph’s Indian Residential School, Williams Lake, BC (Deschatelets Archive, Retrieved from: http://nctr.ca/scripts/mwimain.dll/1488183033/2/20/15164?RECORD&UNION=Y Residential Schools in Canada
http://www.cbc.ca/news/indigenous/truth-and-reconciliation-commission-by-the-numbers-1.3096185 Residential Schools in Canada
St. Anne’s Residential School, Fort Albany (http://www.huffingtonpost.ca/charlie-angus/missing-boys-of-st-annes_b_8819026.html)
Why does this matter to us? We Are All Treaty People 94 Calls to Action
Key themes in the TRC Calls to Action: • Culturally appropriate services, programs and policies • Closing gaps in income, poverty, education, healthcare and employment • Language maintenance and revitalization • Child welfare TPL Strategies for Indigenous Initiatives
1. Respond to the TRC Calls to Action 2. Inform the direction of Indigenous Initiatives at TPL
. TPL Strategies for Indigenous Initiatives
Key Messages • TPL has an important role to play in the Reconciliation process by: . Bringing together Indigenous and non-Indigenous communities in a culturally safe and relevant space . Helping facilitate public education and awareness on Truth and Reconciliation, residential schools and treaty relationships • TPL’s Indigenous Initiatives are relevant to both Indigenous and non-Indigenous communities in Toronto. • TPL has a responsibility in ensuring that the Library is a cultural safe and relevant space for members of Toronto Indigenous communities
. TPL Strategies for Indigenous Initiatives
Recommendations
1. Publicly endorse and support the TRC’s 94 Calls to Action.
2. Approve and support, in principle, TPL’s Strategies for Indigenous Initiatives.
3. Commit to the process of Reconciliation through long-term relationship- building and ongoing consultation with Toronto’s Indigenous communities on these strategies, working collaboratively to develop an Indigenous Services Plan.
4. Share TPL’s Strategies for Indigenous Initiatives widely with TPL staff and the library profession at large, including the Canadian Urban Libraries Council, in order to help support, and assist with, the Reconciliation efforts of Library communities on a national scale.
5. Consider additional recommendations that emerge after these strategies have been put forth and/or implemented.
. TPL Strategies for Indigenous Initiatives TPL Strategies for Indigenous Initiatives
1. Breaking Down Organizational Barriers 2. Indigenizing Library Spaces: Physical and Virtual 3. Incorporating Indigenous Content into TPL Programming 4. Improving Access to Indigenous Content through TPL Collections 5. Enabling and Empowering Indigenous Communities 6. Building Capacity and Staff Competency
. TPL Strategies for Indigenous Initiatives
Breaking Down Organizational Barriers: • Indigenous Advisory Council • Elder-in-Residence • Land acknowledgement statements at meetings, programs and events • System measures and service benchmarks • Third party community consultations • Communication strategy
. TPL Strategies for Indigenous Initiatives
Indigenizing Library Spaces: Physical & Virtual • Land and treaty acknowledgment statements in public service locations • Remove barriers to smudging • Dedicated space on tpl.ca for Indigenous content • Indigenous artwork for TPL • Providing spaces for Indigenous communities • Signage in Indigenous languages • Indigenous design and consultation in new construction projects or branch renovations TPL Strategies for Indigenous Initiatives
Incorporating Indigenous Content into TPL Programming: • Canada 150 statement • Year round programming • Read Indigenous campaign • Community Librarian Pilot Project • Indigenous language programs • Traditional teachings • Integrate Indigenous content in established programming
. TPL Strategies for Indigenous Initiatives
Improving Access to Indigenous Content through TPL Collections: • Expand Native Peoples’ Collections to more locations • Indigenous content in all branch collections • Indigenous content in children’s collections • Indigenous language learning resources • Indigenous content labels • Update cataloguing and classification practices
. TPL Strategies for Indigenous Initiatives
Enabling and Empowering Indigenous Communities: • Library membership for people living on reserve • Longer loan periods • Make digital content accessible to people living on reserve • Continue to support the Impact to Access to Technology Study
. TPL Strategies for Indigenous Initiatives
Building Capacity and Staff Competency: • Recruitment of Indigenous staff • Compulsory Indigenous Cultural Competency training • Offer curriculum-based training • Dedicated space for Indigenous Initiatives on ShareTPL • Protocols for engaging with Elders and Indigenous communities • Build a Community of Practice
. Evaluation
Logic Model Framework • Identify resources • Track and monitor outputs • Assess impact • Align with TPL and City priorities TPL Strategies for Indigenous Initiatives
“We have described for you a mountain. We have shown you the path to the top. We call upon you to do the climbing.” -- Justice Murray Sinclair STAFF REPORT . INFORMATION ONLY 13
2016 Annual Performance Measures and Benchmarking
Date: April 18, 2017
To: Toronto Public Library Board
From: City Librarian
SUMMARY
This report presents Toronto Public Library’s (TPL) 2016 annual performance measures and benchmarking results from North American and Canadian public libraries. The Accountability Framework for the Strategic Plan with 2016 results will be presented to the Board in May 2017.
In 2016, TPL had its busiest year of the last ten years. The results reflect the Library’s strategic focus on digital and technology-based services, as well as literary and information-based programs for all ages. Significant trends include: Electronic circulation increased 14.3% Physical circulation decreased 4.4% Sunday visits increased 10.9% Virtual visits increased 4.8% and surpassed 34 million Programs offered increased 10.0% and program attendance increased 4.0% Wireless sessions increased 23.4%.
In 2015, the latest year available for comparative data, TPL ranked first in North America in circulation, visits, and electronic visits per capita among libraries serving populations of two million or more.
FINANCIAL IMPACT
There is no financial impact associated with this report.
The Director, Finance and Treasurer has reviewed the financial impact statement and is in agreement with it.
ALIGNMENT WITH THE STRATEGIC PLAN
2016 was the first year of the Library’s new strategic plan. The key performance indicators for 2016 and the outlook for the next couple of years reflect changing patterns of use and the Library’s strategic direction.
2016 Annual Performance Measures and Benchmarking 1 ISSUE BACKGROUND
Library staff report annually to the Toronto Public Library Board on the Library’s annual performance measures with benchmarking information that places the Library’s performance in the context of other municipal library systems.
COMMENTS
Toronto Public Library’s 2016 Key Performance Indicators are highlighted in Attachment 1 and summarized below with trends and influencing factors. Activity by branch is summarized in Attachment 2, Branch Summary Statistics: January to December 2016.
Benchmarking Ranking 2015 Toronto Public Library’s services and programs have been developed to address the unique needs of Toronto’s diverse urban population. Benchmarking the Library’s performance against North American and Canadian comparators places Toronto’s library service in the context of other municipalities. The latest comparative data available is from 2015.
North America (Libraries serving a population over 2 million) (Attachment 3) Highest overall visits, circulation and electronic visits per capita when compared to other large urban systems, and the greatest number of branches and highest square footage of library space per capita.
Canadian (Libraries serving a population of over 500,000) (Attachment 4) Highest overall visits, circulation and electronic visits and ranked second in visits and electronic visits per capita, and third in circulation per capita, while offering the second highest square footage of library space per capita.
Municipal Benchmarking Network Canada Formerly known as Ontario Municipal Benchmarking Initiative TPL has participated in the Municipal Benchmarking Network Canada (MBNC) survey for eleven years. It was previously known as the Ontario Municipal Benchmarking Initiative (OMBI). In 2015, TPL ranked third in library use per capita, first in non-electronic library use per capita, and sixth in total cost per use, out of the ten library systems reporting. TPL offers services in a complex and diverse urban environment that is significantly different from comparator libraries serving smaller municipalities. Toronto Public Library’s 2015 cost per use ($2.02) increased from 2014 ($1.98).
2016 Annual Performance Measures and Benchmarking 2 TPL’s Total Use Total library use Key influencing factors: The increase was driven by virtual visits, 2016: 103,740,735 +1.6% electronic circulation, wifi use, and program attendance. Five-year trend: +7.5%
New registrations increased 3.0% over the Ten-year trend: +22.4% previous year.
98.7 98.6 96.5 96.9 100.4 102.1 103.7 93.3 million million million million million million million 84.7 86.2 million million million 35.9% 38.0% 36.3% 37.7% 39.9% 43.8% 46.1% 48.0% 34.1% 34.9%
65.9% 65.1% 64.1% 62.0% 63.7% 62.3% 60.1% 56.2% 53.9% 52.0%
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
Non-electronic Use Electronic Use
2015-2016 2012-2016 2007-2016 Measure 2016 2015 % change % change % change
Physical Circulation 26,886,087 28,110,306 -4.4% -13.2% -6.9%
Visits 18,232,347 18,153,058 0.4% -3.4% 11.2%
In-library Use 5,936,090 5,892,962 0.7% -16.9% -23.1%
Standard reference requests 1,903,245 1,918,083 -0.8% -18.2% -13.4%
Program Attendance 962,024 925,417 4.0% 25.0% 48.8%
Non-electronic use total 53,919,792 54,999,825 -2.0% -10.2% -3.4%
Virtual Visits 34,328,435 32,767,603 4.8% 23.9% 46.0%
Workstation User Sessions 6,467,294 6,692,409 -3.4% 5.4% 25.3%
Electronic Circulation 5,024,490 4,395,657 14.3% 368.1% 12,783.0%
Wireless Sessions 3,982,962 3,227,441 23.4% 166.7% 2,253.1%
Electronic reference requests 17,762 19,013 -6.6% -11.7% -21.1%
Electronic use total 49,820,943 47,102,123 5.8% 36.8% 72.4%
Total Use 103,740,735 102,101,948 1.6% 7.5% 22.4%
2016 Annual Performance Measures and Benchmarking 3 Circulation
Key influencing factors: Branch renovation closures (including two high- Total circulation circulation branches - North York Central Library and Agincourt - in 2016) impact access 2016: 31,910,577 -1.8% to physical materials Five-year trend: -0.4% Decline in circulation of multilingual and audio- visual materials Ten-year trend: +10.3%
Physical and Electronic Circulation: 5 year trend
2016 26,886,087 5,024,490 31,910,577
2015 28,110,306 4,395,657 32,505,963
2014 28,546,543 3,488,252 32,034,795
2013 30,039,506 2,105,515 32,145,021
2012 30,958,696 1,073,340 32,032,036
0 5,000,000 10,000,000 15,000,000 20,000,000 25,000,000 30,000,000 35,000,000
Physical Circulation -13.2% Electronic Circulation 368.1%
Year Physical Circulation Electronic Circulation Total Circulation
2012 30,958,696 1,073,340 32,032,036
2013 30,039,506 2,105,515 32,145,021
2014 28,546,543 3,488,252 32,034,795
2015 28,110,306 4,395,657 32,505,963
2016 26,886,087 5,024,490 31,910,577 Percentage change -13.2% 368.1% -0.4% 2012 to 2016
For further information and analysis, see Circulation Trends: Presentation to the Toronto Public Library Board, March 20, 2017 .
(http://www.torontopubliclibrary.ca/content/about-the-library/pdfs/board/meetings/2017/mar20/10-tplb- education-trends-in-collection-use.pdf).
2016 Annual Performance Measures and Benchmarking 4 Branch Visits
Key influencing factors: Expanded open hours, including more Sunday hours Branch visits
Branch renovation closures (especially 2016: 18,232,347 0.4% the closure of North York Central Library) Increased number of programs and Five-year trend: -3.4% events Ten-year trend: +11.12% Growth in electronic circulation (more transactions moving online)
Visits by day of the week Total visits are highest on Tuesdays. Per-hour visits are highest on Sundays. Sunday visits increased 10.9% as year-round Sunday service was introduced at eight branches and expanded to six new branches from September to December. New Sunday service accounted for 11.2% of Sunday visits.
Visits by age
Age Group Distribution of Library Visitors compared to Toronto Population
75+
55 to 74
35 to 54 Population Age Distribution (Census 20 to 34 2011)
15 to 19 TPL Visitor Age Distribution (Avg. May 10 to 14 and Nov. 2016)
5 to 9
0 to 4
0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0% 35.0%
0 to 4 5 to 9 10 to 14 15 to 19 20 to 34 35 to 54 55 to 74 75+
TPL Visitor Age 2.8% 4.4% 5.5% 10.3% 32.0% 26.5% 15.5% 2.9% Distribution1 Population Age 5.4% 4.9% 5.1% 5.7% 22.8% 30.0% 18.8% 7.2% Distribution2 1 Avg. May and Nov. 2016 2 Census 2011
2016 Annual Performance Measures and Benchmarking 5 Virtual Visits
Key influencing factors: Growth in use of eBooks and other digital Virtual visits content Increased use of online self-service 2016: 34,328,435 +4.8% functionality Five-year trend: +23.9% Increased use of mobile devices to access online library services Ten-year trend: +46.0%
2016 highlights: Key website pages, including search results, were redesigned to be mobile-friendly. More than one in three visits took place on a phone or tablet in 2016.
TPL Website: Percentage of visits from mobile devices
35.1% 32.4%
27.0%
18.7%
11.0%
2012 2013 2014 2015 2016
Year Percentage of mobile visits
2012 11.0%
2013 18.7%
2014 27.0%
2015 32.4%
2016 35.1%
2016 Annual Performance Measures and Benchmarking 6 Programs
Key influencing factors: Strategic focus on increasing Programs offered afterschool, literary, and cultural programs 2016: 40,774 +10.0% Expansion of Digital Innovation Hubs and Pop-Up Learning Labs Five-year trend: +45.2%
2016 highlights: Ten-year trend: +68.5% Programs geared to seniors and teens experienced the largest increases in both offerings and attendance, areas advanced by the Library’s 2016-2019 Program attendance Strategic Plan and funding from the City’s Poverty Reduction Strategy and 2016: 962,024 +4.0% Toronto Seniors Strategy. Five-year trend: +25.0% 87.9% of programs were offered at branches and 12.1% were offered Ten-year trend: +48.8% offsite in the community.
19.6% of programs were co-sponsored programs delivered with community partners – a total of 7,992 programs with an attendance of 201,739, representing 21.0% of total program attendance. ESL programs run by school boards and other community agencies accounted for 26.8% of co-sponsored programs and contributed to 37.7% of all co-sponsored attendance.
Programs at The Bram and Bluma Appel Salon draw the largest attendance per program, averaging 389 attendees. In 2016, 18,687 customers attended 48 Appel Salon programs. In 2015, 50 programs drew 19,435 attendees.
2016 Programs and Attendance by Program Type
Program Type Programs Attendance % of Programs % of Attendance
Cultural 10,637 228,548 26.1% 23.8%
ESL 2,485 78,994 6.1% 8.2%
Information & Current Issues 6,224 145,190 15.3% 15.1%
Literacy 1,094 31,636 2.7% 3.3%
Literary 16,298 425,846 40.0% 44.3%
User Education 4,036 51,810 9.9% 5.4%
Total 40,774 962,024 100.0% 100.0%
2016 Annual Performance Measures and Benchmarking 7
Program type definitions
Cultural: Programs that feature or promote the arts, culture and heritage; that relate to the ideas, customs and social behavior of a society, and to intellectual achievements. Examples: Culture, performing and visual arts, entertainment, hobbies, crafts and games, puppet shows, customs and social behavior, history, genealogy, etc.
Literary: Programs related to all aspects of the literary arts, reading and stories; writing, analysis and content of literature and related to the literature profession: publishers, writers and illustrators. Examples: Author talks and lectures, storytimes, book talks, book clubs, writing groups, literature programs, illustrating books, comics, etc.
Information & Current Issues: Non-computer programs that are instructional and/or impart knowledge, and programs on topical issues and current events. Examples: Health and wellness, gardening, business, legal, personal finance, science and technology, newcomer programs, intellectual topics, ideas, etc.
ESL: Programs to help participants learn English. Examples: English as a Second Language classes, English Conversation Circle, etc.
Literacy: Instructional programs where participants learn how to read and write. Examples: Leading to Reading, adult literacy, one-on-one programs in basic reading, writing and math.
User Education: Programs on using computer resources, technology, and library resources. Examples: Library tours, computer and library resources, online career and job search, eContent and devices, Email Made Easy, Web Basics, How Social Media Can Help Your Small Business, etc.
2016 Annual Performance Measures and Benchmarking 8 Use of Technology in Branches
Key influencing factors: Mobile device use is driving increased Computer use demand for library wifi. Branch renovation closures impact access 2016: 6,467,294 -3.4% to internet workstations. Five-year trend: +5.4%
2016 trends: Ten-year trend: +25.3% Peak months for wifi use were April and November, when students need connected study space. Wifi use 65% of wifi use was via smartphones. The North York Central Library renovation 2016: 3,982,962 +23.4% had a significant impact on computer availability. From July to November, 65 or Five-year trend: +166.7% 3.6% of computers were unavailable. In December 138 or 7.7% of computers Ten-year trend: +2,253.1% were unavailable.
Computer and wifi use: 5-year trend 8,000,000 7,000,000 6,000,000 5,000,000 4,000,000 Computer user sessions 3,000,000 WiFi sessions 2,000,000 1,000,000 0 2012 2013 2014 2015 2016
Computer User Year Wifi Sessions Sessions
2012 6,138,170 1,493,299
2013 6,465,726 1,806,662
2014 6,537,260 2,328,664
2015 6,692,409 3,227,441
2016 6,467,294 3,982,962
% change 2012 to 2016 5.4% 166.7%
2016 Annual Performance Measures and Benchmarking 9 Library Membership
Key influencing factors: New registrations increased by 3.0% in 2016. Total membership A Fines Forgiveness Program (May 2016: 1,190,636 -3.1% 2015 to March 2016) helped blocked cardholders in Neighbourhood Five-year trend: -10.3% Improvement Areas reinstate their cards. Ten-year trend: +0.4% Changes to the Circulation and Collection Use Policy implemented on October 3, 2016 made membership more accessible by lowering fines for all library users and introducing a new cardholder type for 18 to 24 year olds.
Membership in 2016: Child memberships remained stable. Teen and adult memberships increased. 43.6% of Torontonians are registered cardholders. The breakdown of cardholders by type was:
. Adults 25+: 67.0%
. Adults 18 to 24: 7.7%
. Teens 13-17: 8.1%
. Children birth to 12: 17.3%
2016 Annual Performance Measures and Benchmarking 10
CONCLUSION
In 2016, Toronto Public Library had the highest overall usage since 1998, demonstrating that services are accessible, responsive and relevant to a broad range of users of all ages and backgrounds.
CONTACT
Elizabeth Glass, Director, Policy, Planning and Performance Management; Tel: 416-395-5602; Email: [email protected]
Sandra Gornall, Manager, Policy, Planning and Performance Management; Tel: 416-395-5797; Email : [email protected]
SIGNATURE
______Vickery Bowles City Librarian
ATTACHMENTS
Attachment 1: 2016 Key Performance Indicators Attachment 2: Branch Summary Statistics: January to December 2016 Attachment 3: How We Compare 2015 – North American Libraries Attachment 4: How We Compare 2015 – Canadian Libraries
2016 Annual Performance Measures and Benchmarking 11 Board Report | 2016 Key Performance Indicators 1
TOTAL USE The increase in total use was driven by virtual visits, electronic circulation, wireless use and programming.
Share of Total Use
Electronic reference requests 0.02% 102.1 103.7 Program attendance 0.9% Electronic reference million million requests Standard reference requests 1.8%
% Program Wireless use 3.8 attendance Electronic circulation 4.8%
Standard reference In-library use 5.7% requests Workstation user sessions 6.2% Wireless use
Electronic circulation Visits 17.6%
In-library use
Workstation user sessions Physical circulation 25.9%
Visits
Physical circulation
Virtual visits Virtual visits 33.1%
2015 2016 2016
TORONTO PUBLIC LIBRARY Board Report | 2016 Key Performance Indicators 2
CIRCULATION Overall circulation in 2016 decreased, with significant increases in the use of e-content. The decrease in physical circulation was driven by declines in the use of multilingual and audio-visual materials.
Total circulation Physical circulation Electronic circulation
2015 32,505,963 2015 28,110,306 2015 4,395,657 -1.8% -4.4% 14.3% 2016 31,910,577 2016 26,886,087 2016 5,024,490
31.91 million items - total circulation 30,000,000 26.89 million items - physical circulation
20,000,000
10,000,000 5.02 million items - electronic circulation
0 2010 2011 2012 2013 2014 2015 2016
Circulation % Change 2010 2011 2012 2013 2014 2015 2016 2015-2016 Physical 32,066,701 32,728,959 30,958,696 30,039,506 28,546,543 28,110,306 26,886,087 -4.4% Electronic 257,715 523,276 1,073,340 2,105,515 3,488,252 4,395,657 5,024,490 14.3% Total 32,324,416 33,252,235 32,032,036 32,145,021 32,034,795 32,505,963 31,910,577 -1.8%
TORONTO PUBLIC LIBRARY Board Report | 2016 Key Performance Indicators 3
VISITS TPL saw increases to its overall visits, with steady increases in virtual visits and stable in-branch visits over 2015.
Total visits Virtual visits In-branch visits
2015 49,401,385 2015 32,767,603 2015 18,153,058 3.4% 4.8% 0.4% 2016 51,083,158 2016 34,328,435 2016 18,232,347
60,000,000
50,000,000 50.82 million total visits
40,000,000 32.85 million virtual visits 30,000,000
20,000,000 17.97 million in-branch visits
10,000,000
0 2010 2011 2012 2013 2014 2015 2016
Visits % Change 2010 2011 2012 2013 2014 2015 2016 2015-2016 Virtual visits 27,003,433 23,403,526 25,951,430 26,794,138 29,966,097 32,767,603 34,328,435 4.8% In-branch visits 18,352,210 19,064,857 18,872,588 18,485,372 18,335,910 18,153,058 18,232,347 0.4% Total 45,355,643 42,468,383 44,824,018 45,279,510 48,302,007 49,401,385 51,083,158 3.4%
TORONTO PUBLIC LIBRARY Board Report | 2016 Key Performance Indicators 4
PROGRAMMING Increases in programming attendance and number of programs delivered were driven by the increased popularity of TPL’s literary and cultural programming; increases in children’s programs delivered; and new technology, innovation and education programs offered.
Total number of programs Program attendance
2015 37,080 2015 925,417 10.0% 4.0% 2016 40,774 2016 962,024
1,000,000
800,000 962,024 attending
600,000
400,000
200,000 40,774 programs 0 2010 2011 2012 2013 2014 2015 2016
Programs % Change 2010 2011 2012 2013 2014 2015 2016 2015-2016 # of programs 28,706 31,804 28,075 30,921 33,801 37,080 40,774 10.0% Attendance 791,231 865,495 769,534 808,121 850,086 925,417 962,024 4.0%
TORONTO PUBLIC LIBRARY Board Report | 2016 Key Performance Indicators 5
TECHNOLOGY Increased use reflects Torontonians’ need for access to computers, software and bandwidth for success in school, work, and lifelong learning.
Wireless sessions Workstation users
2015 3,227,441 2015 6,692,409 23.4% -3.4% 2016 3,982,962 2016 6,467,294
3.98 million wireless sessions 6.47 million workstation users 4,000,000 6,800,000
6.6 million 3,000,000 6.4 million
2,000,000 6.2 million
6 million 1,000,000 5.8 million
0 5.6 million 2010 2011 2012 2013 2014 2015 2016 2010 2011 2012 2013 2014 2015 2016
Technology % Change 2010 2011 2012 2013 2014 2015 2016 2015-2016 Wireless sessions 1,115,697 2,526,757 1,493,299 1,806,662 2,328,664 3,227,441 3,982,962 23.4% Wireless user sessions 5,993,062 6,380,037 6,138,170 6,465,726 6,537,260 6,692,409 6,467,294 -3.4%
TORONTO PUBLIC LIBRARY Board Report | 2016 Key Performance Indicators 6
LIBRARY MEMBERSHIP Overall, new registrations increased, with a slight decline in child membership offset by increases in teen and adult membership. 2015 2016
19.3% 18.7%
New registrations 6.4% 6.6% 74.3% 74.7%
180,000
160,000 155,950 new registrations
120,000 116,531 adult registrations
80,000
40,000 29,151 child registrations 10,268 teen registrations 0 2010 2011 2012 2013 2014 2015 2016
Membership % Change 2010 2011 2012 2013 2014 2015 2016 2015-2016 New registrations 168,976 163,474 141,310 145,343 153,041 151,417 155,950 3.0% Child 36,871 36,278 29,052 31,114 30,358 29,274 29,151 -0.4% Teen 9,913 10,175 8,254 9,267 9,078 9,661 10,268 6.3% Adult 122,192 117,021 104,004 104,962 113,605 112,482 116,531 3.6%
TORONTO PUBLIC LIBRARY Branch Summary Statistics: January to December 2016 Attachment 2
VISITS CIRCULATION IN-LIBRARY USE INFORMATION REQUESTS HOLDS AVAILABLE FOR P/U WORKSTATION USERS SQUARE FOOTAGE OPEN HOURS Neighbourhood & District branches % % % % % % % % are ranked in order by visits 2016 2015 Change 2016 2015 Change 2016 2015 Change 2016 2015 Change 2016 2015 Change 2016 2015 Change 2016 2015 Change 2016 2015 Change NEIGHBOURHOOD BRANCHES 1st Quartile 1 Woodside Square 441,229 405,225 8.9 387,621 412,778 -6.1 103,125 99,188 4.0 101,607 91,934 10.5 49,795 50,035 -0.5 101,650 106,963 -5.0 9,792 9,792 3,127.5 3,104.5 0.7 1 2 Bridlewood 423,004 380,100 11.3 420,243 449,199 -6.4 113,350 105,475 7.5 84,970 76,668 10.8 54,528 57,198 -4.7 40,138 41,463 -3.2 7,690 7,690 3,348.0 3,279.5 2.1 2 3 Parkdale 352,888 430,586 -18.0 382,060 385,299 -0.8 65,388 63,713 2.6 86,671 117,094 -26.0 77,820 74,261 4.8 125,610 127,130 -1.2 24,083 24,083 3,432.0 3,409.0 0.7 3 4 Runnymede 287,359 473,488 -39.3 465,511 462,269 0.7 95,900 84,963 12.9 111,820 114,032 -1.9 117,198 111,574 5.0 63,363 65,663 -3.5 12,034 12,034 3,173.0 3,104.5 2.2 4 5 Deer Park 281,764 247,425 13.9 413,421 421,451 -1.9 55,650 28,413 95.9 128,659 96,568 33.2 93,961 94,633 -0.7 59,513 60,138 -1.0 16,558 16,558 3,127.5 3,104.5 0.7 5 6 Eatonville 239,521 226,512 5.7 508,926 517,719 -1.7 63,488 64,213 -1.1 149,795 161,166 -7.1 94,811 92,117 2.9 45,770 46,633 -1.9 12,203 12,203 3,257.0 3,234.0 0.7 6 7 Parliament Street 238,566 245,031 -2.6 226,487 240,075 -5.7 57,563 83,850 -31.4 57,396 51,833 10.7 43,935 47,665 -7.8 69,344 68,269 1.6 14,634 14,634 3,432.0 3,409.0 0.7 7 8 Sanderson 234,299 250,775 -6.6 212,780 235,400 -9.6 97,788 90,225 8.4 58,296 62,194 -6.3 33,272 35,245 -5.6 62,700 67,425 -7.0 12,702 12,702 3,127.5 3,104.5 0.7 8 9 Thorncliffe 215,864 189,550 13.9 178,515 192,845 -7.4 63,400 80,950 -21.7 46,895 42,230 11.0 22,653 23,899 -5.2 76,875 79,150 -2.9 11,034 11,034 3,302.5 3,279.5 0.7 9 10 Downsview 206,115 174,447 18.2 210,675 224,968 -6.4 49,388 55,025 -10.2 67,881 74,608 -9.0 27,651 28,370 -2.5 113,701 109,770 3.6 20,016 20,016 3,257.0 3,150.5 3.4 10 11 High Park 204,908 185,788 10.3 332,131 327,969 1.3 59,100 42,038 40.6 44,696 35,094 27.4 74,014 70,301 5.3 39,725 43,475 -8.6 8,850 8,850 3,127.5 3,104.5 0.7 11 12 Maryvale 203,955 167,575 21.7 207,891 224,525 -7.4 32,013 31,450 1.8 51,969 36,707 41.6 30,920 31,682 -2.4 34,313 32,938 4.2 4,421 4,421 2,536.5 2,523.0 0.5 12 13 City Hall 198,786 197,250 0.8 337,178 342,516 -1.6 49,950 47,513 5.1 46,079 48,709 -5.4 85,825 84,883 1.1 30,938 29,788 3.9 5,074 5,074 2,008.0 2,000.0 0.4 13 14 Riverdale 195,261 198,713 -1.7 265,073 281,348 -5.8 41,163 50,875 -19.1 42,857 53,743 -20.3 43,593 45,502 -4.2 70,700 73,775 -4.2 9,658 9,658 3,127.5 3,104.5 0.7 14 15 Locke 188,439 169,263 11.3 339,256 336,679 0.8 63,388 82,700 -23.4 84,048 104,945 -19.9 67,963 65,917 3.1 47,125 42,075 12.0 11,647 11,647 3,127.5 3,104.5 0.7 15 16 Beaches 187,288 185,450 1.0 332,412 356,357 -6.7 46,113 40,500 13.9 59,733 54,856 8.9 71,504 74,067 -3.5 45,825 48,525 -5.6 8,000 8,000 3,127.5 3,104.5 0.7 16 17 Fort York 179,705 180,200 -0.3 222,008 219,431 1.2 51,000 36,788 38.6 76,222 49,702 53.4 46,265 45,051 2.7 48,088 49,513 -2.9 16,008 16,008 3,149.0 3,104.5 1.4 17 18 Goldhawk Park 178,752 179,312 -0.3 249,112 264,751 -5.9 44,200 40,375 9.5 32,368 27,643 17.1 34,064 34,220 -0.5 45,802 49,572 -7.6 8,000 8,000 3,257.0 3,234.0 0.7 18 19 Flemingdon Park 176,366 191,338 -7.8 140,186 148,828 -5.8 43,125 49,938 -13.6 56,053 51,469 8.9 16,679 17,053 -2.2 49,910 50,388 -0.9 7,250 7,250 2,193.5 2,169.5 1.1 19 20 Scarborough Civic Centre 175,181 83,038 111.0 179,190 149,189 20.1 53,225 21,463 148.0 57,057 13,189 332.6 20,087 11,168 79.9 52,375 27,325 91.7 14,500 14,500 3,173.0 1,930.0 64.4 20 2nd Quartile * 21 Bayview 175,117 171,555 2.1 413,869 374,989 10.4 56,450 43,443 29.9 80,583 63,921 26.1 81,241 71,737 13.2 23,800 19,505 22.0 6,333 6,333 2,536.5 2,262.5 12.1 21 22 St. James Town 174,275 177,063 -1.6 253,579 258,692 -2.0 43,838 47,838 -8.4 62,820 52,468 19.7 53,251 53,735 -0.9 56,575 57,375 -1.4 7,800 7,800 2,064.0 2,040.0 1.2 22 23 Danforth/Coxwell 173,523 158,113 9.7 302,772 296,571 2.1 44,513 42,675 4.3 41,194 44,856 -8.2 64,245 59,917 7.2 37,150 37,125 0.1 9,617 9,617 3,127.5 3,104.5 0.7 23 24 Steeles 168,942 161,988 4.3 256,926 267,333 -3.9 69,313 68,625 1.0 35,180 33,794 4.1 37,902 35,270 7.5 34,700 34,800 -0.3 5,009 5,009 3,302.5 3,279.5 0.7 24 25 Jane/Dundas 158,532 150,800 5.1 278,761 274,077 1.7 39,575 33,225 19.1 59,946 48,468 23.7 50,878 47,378 7.4 64,400 64,375 0.0 11,955 11,955 3,127.5 2,996.0 4.4 25 26 Leaside 157,136 147,050 6.9 366,723 365,509 0.3 45,538 45,900 -0.8 57,258 60,384 -5.2 76,355 75,144 1.6 24,488 25,913 -5.5 12,000 12,000 3,127.5 3,104.5 0.7 26 27 Yorkville 148,942 157,850 -5.6 302,099 319,571 -5.5 42,038 36,063 16.6 67,956 69,683 -2.5 70,676 75,184 -6.0 29,425 32,313 -8.9 9,053 9,053 3,127.5 3,104.5 0.7 27 28 Wychwood 143,043 116,525 22.8 242,999 235,971 3.0 36,325 43,000 -15.5 49,082 46,557 5.4 67,249 66,779 0.7 36,875 37,263 -1.0 6,381 6,381 3,127.5 3,104.5 0.7 28 29 Humberwood 138,709 109,813 26.3 71,346 82,685 -13.7 18,863 21,100 -10.6 45,918 34,443 33.3 8,574 10,138 -15.4 18,000 21,575 -16.6 5,748 5,748 2,064.0 2,040.0 1.2 29 30 McGregor Park 134,570 125,177 7.5 196,526 217,638 -9.7 59,463 63,975 -7.1 56,070 68,218 -17.8 21,957 24,004 -8.5 37,741 42,142 -10.4 7,793 7,793 2,193.5 2,169.5 1.1 30 31 Centennial 124,345 118,613 4.8 276,142 291,551 -5.3 54,963 57,675 -4.7 127,211 137,583 -7.5 54,325 57,476 -5.5 28,213 27,188 3.8 6,866 6,866 2,582.0 2,523.0 2.3 31 32 Hillcrest 119,386 108,500 10.0 316,962 340,458 -6.9 48,938 48,725 0.4 43,345 42,271 2.5 64,277 68,274 -5.9 29,013 31,550 -8.0 7,473 7,473 2,112.0 2,040.0 3.5 32 ~ * 33 St. Lawrence 115,189 103,806 11.0 221,478 192,194 15.2 15,989 15,269 4.7 26,561 20,429 30.0 62,042 51,032 21.6 23,779 22,051 7.8 4,833 4,833 2,425.0 2,180.0 11.2 33 34 Annette Street 114,135 117,375 -2.8 223,409 221,150 1.0 25,988 17,025 52.6 21,920 27,609 -20.6 47,633 45,883 3.8 29,238 34,038 -14.1 7,806 7,806 2,536.5 2,523.0 0.5 34 35 Main Street 113,091 116,263 -2.7 263,340 256,372 2.7 26,000 49,288 -47.2 34,281 31,856 7.6 57,354 56,056 2.3 35,813 35,975 -0.5 8,664 8,664 3,127.5 3,104.5 0.7 35 36 Forest Hill 108,116 101,125 6.9 200,010 198,480 0.8 27,900 20,225 37.9 26,382 27,507 -4.1 45,506 45,143 0.8 20,350 21,600 -5.8 10,399 10,399 3,127.5 3,104.5 0.7 36 37 Black Creek 107,969 89,425 20.7 103,621 109,587 -5.4 31,838 57,325 -44.5 39,420 51,680 -23.7 10,678 13,286 -19.6 21,763 24,413 -10.9 5,782 5,782 2,064.0 2,040.0 1.2 37 38 Palmerston 107,896 93,588 15.3 218,096 215,454 1.2 42,213 32,450 30.1 51,868 66,171 -21.6 55,500 53,291 4.1 19,938 18,800 6.1 8,493 8,493 2,536.5 2,523.0 0.5 38 ~ 39 Eglinton Square 106,859 202,550 -47.2 127,466 249,279 -48.9 22,150 32,025 -30.8 47,052 53,930 -12.8 15,577 33,894 -54.0 18,675 37,650 -50.4 4,716 4,716 1,515.5 2,985.5 -49.2 39 40 Dufferin/St. Clair 104,307 105,000 -0.7 145,940 151,261 -3.5 34,225 33,613 1.8 17,419 19,444 -10.4 26,041 26,389 -1.3 51,225 54,700 -6.4 11,208 11,208 2,536.5 2,523.0 0.5 40
Notes: ~ In 2016, this branch was closed for part or all of this time period for renovation/retrofit * In 2015, this branch was closed for part or all of this time period for renovation/retrofit - The figure shown as the average for Research & Reference is an average for North York Central Library & Toronto Reference Library only. + Information Requests counts reference and directional requests made in-person, by telephone and electronically. ^^ City-Wide & Remote Services includes Home Library Service, Bookmobile Total, Sunnybrook Hospital, Adult Literacy Services, e-Titles and Departmental Staff.
Automated visit counting was introduced for all branches in Q2 2016. Branch renovations impact usage patterns at surrounding branches during the renovation and after reopening.
TPL Planning and Development April 4, 2017 2016 Performance Measures, Summary Statistics Quarter 4 YTD: January-December 1 of 3 Branch Summary Statistics: January to December 2016 Attachment 2
VISITS CIRCULATION IN-LIBRARY USE INFORMATION REQUESTS HOLDS AVAILABLE FOR P/U WORKSTATION USERS SQUARE FOOTAGE OPEN HOURS Neighbourhood & District branches % % % % % % % % 3rd Quartile 41 College/Shaw 103,681 123,950 -16.4 190,775 194,055 -1.7 53,000 27,713 91.2 44,694 46,444 -3.8 46,233 47,324 -2.3 21,813 21,188 2.9 7,664 7,664 2,536.5 2,523.0 0.5 41 42 Morningside 101,804 91,163 11.7 177,218 183,685 -3.5 36,050 31,375 14.9 42,858 38,881 10.2 23,768 23,714 0.2 41,988 42,363 -0.9 7,000 7,000 3,127.5 2,985.5 4.8 42 43 Dawes Road 100,748 114,925 -12.3 197,789 205,651 -3.8 22,750 22,025 3.3 43,332 43,344 0.0 30,274 29,093 4.1 46,688 43,475 7.4 6,740 6,740 2,536.5 2,523.0 0.5 43 44 Weston 99,950 89,225 12.0 135,040 135,560 -0.4 22,638 21,063 7.5 40,132 34,060 17.8 22,380 24,350 -8.1 41,188 46,263 -11.0 11,944 11,944 2,536.5 2,523.0 0.5 44 45 Alderwood 99,865 101,250 -1.4 164,877 169,022 -2.5 45,613 44,700 2.0 42,970 38,382 12.0 28,298 27,568 2.6 16,338 16,700 -2.2 7,341 7,341 2,536.5 2,523.0 0.5 45 46 Mimico Centennial 99,232 94,488 5.0 187,470 185,421 1.1 34,888 30,850 13.1 65,606 53,695 22.2 33,858 32,887 3.0 23,175 21,475 7.9 17,469 17,469 2,064.0 2,040.0 1.2 46 47 Gerrard/Ashdale 98,279 94,525 4.0 187,874 183,970 2.1 40,313 36,938 9.1 59,144 35,967 64.4 36,521 33,930 7.6 23,825 25,863 -7.9 6,504 6,504 2,536.5 2,523.0 0.5 47 48 Port Union 98,121 107,850 -9.0 222,051 227,324 -2.3 33,613 35,113 -4.3 18,868 27,458 -31.3 44,067 45,647 -3.5 16,613 16,450 1.0 5,000 5,000 2,536.5 2,523.0 0.5 48 49 Jane/Sheppard 94,976 103,250 -8.0 104,672 120,388 -13.1 45,300 70,475 -35.7 51,694 69,845 -26.0 10,673 12,738 -16.2 47,725 48,325 -1.2 7,000 7,000 2,536.5 2,523.0 0.5 49 50 Burrows Hall 92,664 99,100 -6.5 155,738 178,652 -12.8 21,513 27,875 -22.8 19,493 19,670 -0.9 18,310 20,420 -10.3 24,950 28,463 -12.3 6,500 6,500 2,064.0 2,040.0 1.2 50 51 Kennedy/Eglinton 87,203 110,675 -21.2 172,424 188,001 -8.3 49,413 42,963 15.0 69,728 77,370 -9.9 22,465 22,998 -2.3 36,150 37,925 -4.7 6,713 6,713 2,064.0 2,040.0 1.2 51 52 Spadina Road 86,768 88,788 -2.3 187,784 180,851 3.8 26,963 25,388 6.2 25,356 21,606 17.4 49,468 46,599 6.2 13,988 14,813 -5.6 3,952 3,952 2,064.0 2,040.0 1.2 52 53 Oakwood Village Library and Arts Centre85,169 72,713 17.1 123,968 132,719 -6.6 33,213 34,413 -3.5 18,583 21,307 -12.8 21,473 22,092 -2.8 37,238 37,863 -1.7 17,270 17,270 2,536.5 2,523.0 0.5 53 54 Mount Dennis 84,210 80,588 4.5 106,395 111,864 -4.9 25,888 17,350 49.2 29,844 24,469 22.0 12,547 12,166 3.1 55,175 55,913 -1.3 11,350 11,350 2,582.0 2,523.0 2.3 54 55 Jones 82,480 75,850 8.7 181,351 177,360 2.3 25,513 25,163 1.4 27,695 27,568 0.5 33,478 31,702 5.6 23,288 25,888 -10.0 3,636 3,636 2,554.0 2,538.0 0.6 55 56 Pleasant View 78,629 74,638 5.3 209,857 211,842 -0.9 44,213 29,000 52.5 41,255 26,132 57.9 35,273 33,861 4.2 22,363 22,488 -0.6 7,000 7,000 2,096.0 2,040.0 2.7 56 57 Brookbanks 71,442 75,938 -5.9 166,907 179,265 -6.9 14,275 13,475 5.9 17,620 14,693 19.9 27,858 31,453 -11.4 19,713 19,700 0.1 7,933 7,933 2,064.0 2,040.0 1.2 57 58 Cliffcrest 69,148 79,300 -12.8 164,321 173,302 -5.2 9,213 11,138 -17.3 17,217 15,382 11.9 30,826 32,429 -4.9 19,413 18,638 4.2 4,859 4,660 4.3 2,064.0 2,040.0 1.2 58 59 Armour Heights 67,355 67,038 0.5 193,515 198,247 -2.4 18,938 15,725 20.4 25,859 25,521 1.3 40,984 40,385 1.5 10,988 11,013 -0.2 2,988 2,988 2,064.0 2,040.0 1.2 59 60 Mount Pleasant 66,950 62,863 6.5 161,406 152,476 5.9 11,788 12,650 -6.8 39,570 27,257 45.2 37,515 35,389 6.0 6,250 6,138 1.8 5,829 5,829 2,064.0 2,040.0 1.2 60 4th Quartile 61 Queen/Saulter 66,399 58,850 12.8 121,496 122,194 -0.6 19,238 17,250 11.5 18,619 18,657 -0.2 26,569 26,190 1.4 11,850 11,100 6.8 2,957 2,957 2,064.0 2,040.0 1.2 61 62 Highland Creek 63,785 69,713 -8.5 165,053 179,144 -7.9 27,713 41,538 -33.3 39,307 44,017 -10.7 27,996 26,742 4.7 19,238 21,838 -11.9 7,000 7,000 2,064.0 2,040.0 1.2 62 63 New Toronto 59,758 73,324 -18.5 131,787 129,918 1.4 37,750 38,713 -2.5 45,745 53,996 -15.3 23,977 22,552 6.3 22,585 22,853 -1.2 9,925 9,925 2,193.5 2,169.5 1.1 63 64 Guildwood 59,634 45,763 30.3 119,074 121,419 -1.9 9,238 5,900 56.6 13,008 9,717 33.9 23,348 22,875 2.1 12,000 12,600 -4.8 3,010 3,010 2,064.0 2,040.0 1.2 64 65 Humber Summit 58,365 46,888 24.5 69,845 73,816 -5.4 15,325 22,163 -30.9 31,332 51,746 -39.5 9,657 10,844 -10.9 21,488 27,700 -22.4 9,040 9,040 2,064.0 2,040.0 1.2 65 66 Bendale 57,910 65,550 -11.7 141,482 147,119 -3.8 15,350 13,075 17.4 26,533 29,754 -10.8 16,933 18,840 -10.1 18,088 21,100 -14.3 8,500 8,500 2,064.0 2,040.0 1.2 66 67 Long Branch 57,181 53,775 6.3 143,304 142,842 0.3 18,300 12,363 48.0 21,005 17,018 23.4 26,402 26,873 -1.8 24,788 25,550 -3.0 6,418 6,418 2,064.0 2,040.0 1.2 67 68 Amesbury Park 56,483 51,313 10.1 106,771 120,983 -11.7 32,700 32,025 2.1 30,482 21,296 43.1 11,037 12,635 -12.6 16,563 16,300 1.6 6,320 6,320 2,064.0 2,040.0 1.2 68 69 Woodview Park 54,098 41,450 30.5 69,884 77,281 -9.6 11,975 8,413 42.3 17,194 14,205 21.0 10,672 11,815 -9.7 24,763 21,425 15.6 6,658 6,658 2,064.0 2,040.0 1.2 69 70 Rexdale 51,075 53,825 -5.1 76,880 82,560 -6.9 10,213 8,200 24.5 29,895 18,521 61.4 12,527 13,739 -8.8 19,550 20,063 -2.6 5,088 5,088 2,064.0 2,040.0 1.2 70 71 Evelyn Gregory 47,549 52,900 -10.1 79,388 81,207 -2.2 18,025 20,063 -10.2 21,120 24,620 -14.2 11,214 12,187 -8.0 30,325 34,325 -11.7 6,200 6,200 2,536.5 2,523.0 0.5 71 72 Elmbrook Park 47,231 45,000 5.0 149,823 158,219 -5.3 5,800 8,063 -28.1 16,405 16,645 -1.4 29,138 30,069 -3.1 7,325 6,850 6.9 3,600 3,600 2,064.0 2,040.0 1.2 72 73 Perth/Dupont 46,514 34,938 33.1 94,035 91,381 2.9 14,600 16,963 -13.9 14,580 13,293 9.7 19,714 19,625 0.5 7,863 8,113 -3.1 3,627 3,627 2,064.0 2,040.0 1.2 73 74 Humber Bay 45,753 51,825 -11.7 174,152 172,226 1.1 6,438 8,288 -22.3 19,397 19,772 -1.9 40,150 38,509 4.3 8,825 8,725 1.1 2,400 2,400 2,064.0 2,040.0 1.2 74 75 Victoria Village 42,402 32,275 31.4 107,811 106,014 1.7 27,850 22,575 23.4 16,244 24,944 -34.9 20,003 18,247 9.6 12,638 12,950 -2.4 5,383 5,383 2,064.0 2,040.0 1.2 75 76 Taylor Memorial 40,691 41,388 -1.7 115,914 127,191 -8.9 8,663 13,125 -34.0 9,446 13,956 -32.3 23,841 23,779 0.3 14,738 18,588 -20.7 5,000 5,000 2,064.0 2,040.0 1.2 76 77 Davenport 35,844 39,975 -10.3 125,999 126,743 -0.6 11,625 10,925 6.4 14,095 12,679 11.2 34,375 33,728 1.9 6,113 6,688 -8.6 3,604 3,604 2,064.0 2,040.0 1.2 77 78 Northern Elms 33,536 35,163 -4.6 80,537 83,841 -3.9 8,800 12,613 -30.2 13,130 12,731 3.1 14,132 13,880 1.8 11,488 11,325 1.4 3,936 3,032 29.8 2,064.0 2,040.0 1.2 78 79 St. Clair/Silverthorn 30,566 29,788 2.6 57,530 58,560 -1.8 8,600 5,888 46.1 13,069 13,455 -2.9 9,311 9,938 -6.3 13,838 13,925 -0.6 4,587 4,587 2,064.0 2,040.0 1.2 79 80 Todmorden Room 25,246 28,400 -11.1 53,254 59,787 -10.9 5,763 8,075 -28.6 6,530 9,520 -31.4 11,726 11,609 1.0 4,263 5,438 -21.6 554 554 1,212.0 1,373.0 -11.7 80 81 Swansea Memorial 20,580 17,988 14.4 43,082 46,684 -7.7 8,738 6,000 45.6 7,606 6,767 12.4 9,946 10,984 -9.5 2,125 2,600 -18.3 1,127 1,127 1,457.0 1,436.0 1.5 81 Neighbourhood Total 10,272,589 10,171,436 1.0 16,411,273 16,911,202 -3.0 2,972,214 2,916,712 1.9 3,602,798 3,502,016 2.9 3,096,736 3,087,256 0.3 2,723,927 2,791,311 -2.4 651,709 650,606 0.2 203,422.5 201,082.5 1.2 Neighbourhood Average 126,822 125,573 1.0 202,608 208,780 -3.0 36,694 36,009 1.9 44,479 43,235 2.9 38,231 38,114 0.3 33,629 34,461 -2.4 8,046 8,032 0.2 2,511.4 2,482.5 1.2
Notes: ~ In 2016, this branch was closed for part or all of this time period for renovation/retrofit * In 2015, this branch was closed for part or all of this time period for renovation/retrofit - The figure shown as the average for Research & Reference is an average for North York Central Library & Toronto Reference Library only. + Information Requests counts reference and directional requests made in-person, by telephone and electronically. ^^ City-Wide & Remote Services includes Home Library Service, Bookmobile Total, Sunnybrook Hospital, Adult Literacy Services, e-Titles and Departmental Staff.
Automated visit counting was introduced for all branches in Q2 2016. Branch renovations impact usage patterns at surrounding branches during the renovation and after reopening.
TPL Planning and Development April 4, 2017 2016 Performance Measures, Summary Statistics Quarter 4 YTD: January-December 2 of 3 Branch Summary Statistics: January to December 2016 Attachment 2
VISITS CIRCULATION IN-LIBRARY USE INFORMATION REQUESTS HOLDS AVAILABLE FOR P/U WORKSTATION USERS SQUARE FOOTAGE OPEN HOURS Neighbourhood & District branches % % % % % % % % DISTRICT BRANCHES 1 Fairview 518,674 426,072 21.7 751,914 805,825 -6.7 142,875 205,713 -30.5 221,495 175,456 26.2 83,708 86,941 -3.7 224,402 232,297 -3.4 69,458 69,458 3,432.0 3,409.0 0.7 1 2 Northern District 364,658 306,319 19.0 458,418 453,583 1.1 88,675 67,275 31.8 136,469 129,071 5.7 95,323 93,357 2.1 117,080 112,235 4.3 45,750 45,750 3,460.0 3,409.0 1.5 2 3 Bloor/Gladstone 364,124 362,150 0.5 410,988 446,446 -7.9 105,088 75,100 39.9 130,446 115,919 12.5 79,619 80,960 -1.7 168,193 179,859 -6.5 20,627 20,627 3,432.0 3,409.0 0.7 3 4 Cedarbrae 363,118 352,780 2.9 485,383 522,254 -7.1 151,788 143,300 5.9 256,383 198,620 29.1 49,545 51,586 -4.0 249,984 243,984 2.5 31,506 31,506 3,460.0 3,409.0 1.5 4 5 Malvern 348,081 362,833 -4.1 374,677 404,133 -7.3 142,188 122,225 16.3 194,505 183,558 6.0 39,670 40,133 -1.2 167,069 170,307 -1.9 25,834 25,834 3,460.0 3,409.0 1.5 5 6 Lillian H. Smith 331,193 317,780 4.2 387,051 392,895 -1.5 102,163 98,275 4.0 140,458 114,745 22.4 61,260 59,056 3.7 165,859 176,522 -6.0 38,935 38,935 3,460.0 3,409.0 1.5 6 ~ 7 Agincourt 313,157 397,421 -21.2 712,014 843,672 -15.6 149,016 155,438 -4.1 129,064 147,108 -12.3 83,016 91,897 -9.7 103,406 158,536 -34.8 27,000 27,000 3,228.5 3,409.0 -5.3 7 8 Albert Campbell 310,244 277,118 12.0 360,510 380,452 -5.2 80,350 62,725 28.1 113,218 107,982 4.8 42,435 43,702 -2.9 149,712 145,984 2.6 26,100 26,100 3,432.0 3,409.0 0.7 8 9 Richview 296,948 422,923 -29.8 635,613 623,078 2.0 130,163 113,388 14.8 138,059 148,096 -6.8 95,218 91,810 3.7 107,685 113,426 -5.1 47,252 47,252 3,460.0 3,409.0 1.5 9 10 Don Mills 258,252 267,097 -3.3 619,014 627,900 -1.4 95,863 82,850 15.7 113,093 91,934 23.0 90,083 93,302 -3.5 88,066 86,525 1.8 21,563 21,563 3,432.0 3,409.0 0.7 10 11 S. Walter Stewart 251,375 244,873 2.7 406,483 415,562 -2.2 105,388 105,500 -0.1 94,297 96,059 -1.8 76,693 78,865 -2.8 114,635 138,960 -17.5 25,847 25,847 3,432.0 3,409.0 0.7 11 12 Brentwood 248,601 232,857 6.8 420,952 411,129 2.4 117,238 119,613 -2.0 76,545 70,657 8.3 86,133 79,248 8.7 84,596 84,937 -0.4 17,500 17,500 3,432.0 3,409.0 0.7 12 13 Pape/Danforth 236,930 229,683 3.2 419,428 425,823 -1.5 63,275 64,588 -2.0 66,067 59,871 10.3 91,606 90,184 1.6 74,158 75,404 -1.7 8,175 8,175 3,432.0 3,409.0 0.7 13 14 Barbara Frum 234,632 264,647 -11.3 546,283 583,455 -6.4 104,363 106,000 -1.5 201,533 249,396 -19.2 89,354 88,948 0.5 121,863 131,127 -7.1 39,223 39,223 3,432.0 3,409.0 0.7 14 15 Maria A. Shchuka 231,078 205,793 12.3 230,554 248,394 -7.2 73,463 72,425 1.4 86,232 71,593 20.4 30,679 30,551 0.4 142,462 135,937 4.8 25,475 25,475 3,432.0 3,409.0 0.7 15 16 York Woods 209,768 220,492 -4.9 222,393 246,340 -9.7 129,275 165,875 -22.1 183,545 203,097 -9.6 27,755 29,207 -5.0 172,467 193,860 -11.0 42,176 42,176 3,432.0 3,409.0 0.7 16 17 Albion 208,251 194,587 7.0 300,607 353,764 -15.0 121,250 133,550 -9.2 208,420 167,848 24.2 31,691 37,941 -16.5 140,606 142,187 -1.1 32,279 32,279 3,460.0 3,409.0 1.5 17 District Total 5,089,081 5,085,424 0.1 7,742,282 8,184,705 -5.4 1,902,416 1,893,838 0.5 2,489,829 2,331,010 6.8 1,153,788 1,167,688 -1.2 2,392,240 2,522,083 -5.1 544,700 544,700 58,308.5 57,953.0 0.6 District Average 299,358 299,143 0.1 455,428 481,453 -5.4 111,907 111,402 0.5 146,461 137,118 6.8 67,870 68,688 -1.2 140,720 148,358 -5.1 32,041 32,041 3,429.9 3,409.0 0.6
Branch Total (excl. R&R) 15,361,670 15,256,860 0.7 24,153,555 25,095,907 -3.8 4,874,629 4,810,549 1.3 6,092,627 5,833,026 4.5 4,250,524 4,254,944 -0.1 5,116,167 5,313,394 -3.7 1,196,409 1,195,306 0.1 261,731.0 259,035.5 1.0 Branch Average (excl. R&R) 158,368 157,287 0.7 249,006 258,721 -3.8 50,254 49,593 1.3 62,811 60,134 4.5 43,820 43,865 -0.1 52,744 54,777 -3.7 12,334 12,323 0.1 2,698.3 2,670.5 1.0 RESEARCH AND REFERENCE BRANCHES Toronto Reference Library 1,462,894 1,310,779 11.6 420,859 412,943 1.9 686,125 647,175 6.0 460,476 452,090 1.9 78,267 72,474 8.0 917,498 901,258 1.8 426,535 426,535 3,460.0 3,409.0 1.5 ~ North York Central Library 1,347,718 1,538,044 -12.4 1,322,318 1,571,479 -15.9 310,548 361,413 -14.1 470,821 507,824 -7.3 173,667 183,276 -5.2 433,079 477,283 -9.3 168,022 168,022 3,391.0 3,409.0 -0.5 Osborne Collection 12,416 4,813 158.0 12 43 -72.1 15,638 11,850 32.0 7,383 7,896 -6.5 Merril Collection 10,148 8,113 25.1 2 7,863 10,488 -25.0 6,907 7,483 -7.7 Answerline 45,026 47,397 -5.0 174,245 180,595 -3.5 1 -100.0 Interloan 4,905 4,787 2.5 4,661 4,479 4.1 Virtual Reference Desk 8,251 4,526 82.3 Research & Reference Total 2,833,176 2,861,748 -1.0 1,793,122 2,036,649 -12.0 1,020,173 1,030,925 -1.0 1,128,083 1,160,414 -2.8 256,595 260,230 -1.4 1,350,577 1,378,541 -2.0 594,557 594,557 6,851.0 6,818.0 0.5 Research & Reference Average 1,405,306 1,424,412 -1.3 871,589 992,211 -12.2 498,337 504,294 -1.2 465,649 479,957 -3.0 125,967 127,875 -1.5 675,289 689,270 -2.0 297,279 297,279 3,425.5 3,409.0 0.5
City-Wide & Remote Services^^ 37,501 34,450 8.9 5,963,900 5,373,407 11.0 41,288 51,488 -19.8 122,921 119,225 3.1 47,921 46,989 2.0 550 475 15.8 3,855.5 3,818.9 1.0
Grand Total 18,232,347 18,153,058 0.4 31,910,577 32,505,963 -1.8 5,936,090 5,892,962 0.7 7,343,631 7,112,665 3.2 4,555,040 4,562,163 -0.2 6,467,294 6,692,409 -3.4 1,790,966 1,789,863 0.1 272,437.5 269,672.4 1.0
Notes: ~ In 2016, this branch was closed for part or all of this time period for renovation/retrofit * In 2015, this branch was closed for part or all of this time period for renovation/retrofit - The figure shown as the average for Research & Reference is an average for North York Central Library & Toronto Reference Library only. + Information Requests counts reference and directional requests made in-person, by telephone and electronically. ^^ City-Wide & Remote Services includes Home Library Service, Bookmobile Total, Sunnybrook Hospital, Adult Literacy Services, e-Titles and Departmental Staff.
Automated visit counting was introduced for all branches in Q2 2016. Branch renovations impact usage patterns at surrounding branches during the renovation and after reopening.
TPL Planning and Development April 4, 2017 2016 Performance Measures, Summary Statistics Quarter 4 YTD: January-December 3 of 3 Attachment 3
How We Compare 2015: North American Libraries Serving a Population Over 2 Million
Library Population # of Square Sq. Ft./ Total Visits/ Total Circ/ Systems Served Branches Footage Capita Visits Capita Circulation Capita
Los Angeles 3,928,864 72 858,572 0.22 14,093,505 3.59 15,800,499 4.02 Public Library
New York 3,239,253 87 1,443,683 0.45 14,036,518 4.33 23,321,931 7.20 Public Library
Chicago Public 2,700,000 79 1,815,272 0.67 9,438,150 3.50 10,181,253 3.77 Library
Toronto Public 2,615,060 100 1,789,863 0.68 18,153,058 6.94 32,505,963 12.43 Library
Brooklyn Public 2,504,700 59 714,431 0.29 8,699,341 3.47 15,204,523 6.07 Library Miami-Dade Public Library 2,496,435 49 771,952 0.31 5,744,565 2.30 4,809,151 1.93 System Queens Borough Public 2,321,580 62 630,000 0.27 11,287,000 4.86 13,587,000 5.85 Library Houston Public 2,201,027 41 596,402 0.27 3,911,932 1.78 4,264,125 1.94 Library
Average 2,750,865 69 1,077,522 0.40 10,670,509 3.85 14,959,306 5.40
Maximum 3,928,864 100 1,815,272 0.68 18,153,058 6.94 32,505,963 12.43
Minimum 2,201,027 41 596,402 0.22 3,911,932 1.78 4,264,125 1.93
Median 2,559,880 67 815,262 0.30 10,362,575 3.55 14,395,762 4.94
Source: Public Library Data Service (PLDS) 2016 (based on 2015 data) sorted by population served.
Attachment 4
How We Compare 2015: Canadian Libraries Serving a Population Over 500,000
Population # of Square Sq. Ft./ Total Visits/ Total Circ/ Library Systems Served Branches Footage Capita Visits Capita Circulation Capita
Toronto Public 2,826,498 100 1,884,785 0.67 18,153,058 6.42 32,505,963 11.50 Library
Montréal, 1,731,245 45 692,976 0.40 7,857,747 4.54 11,611,309 6.71 Bibliothèque de
Ottawa Public 951,727 33 449,536 0.47 4,800,900 5.04 11,425,711 12.01 Library
Edmonton Public 877,926 18 473,814 0.54 Library
Mississauga 766,000 18 347,252 0.45 4,758,400 6.21 6,385,679 8.34 Library System
Winnipeg Public 704,800 20 342,701 0.49 Library
Vancouver Public 618,500 21 499,953 0.81 6,811,877 11.01 10,422,942 16.85 Library
Brampton Library 571,700 7 123,636 0.22 2,061,872 3.61 4,940,235 8.64
Hamilton Public 545,850 23 318,683 0.58 Library
Surrey Libraries 526,004 9 188,246 0.36 2,457,384 4.67 3,758,563 7.15
Average 1,012,025 29 532,158 0.50 6,700,177 5.93 11,578,629 10.17
Maximum 2,826,498 100 1,884,785 0.81 18,153,058 11.01 32,505,963 16.85
Minimum 526,004 7 123,636 0.22 2,061,872 3.61 3,758,563 6.71
Median 735,400 21 398,394 0.48 4,800,900 5.04 10,422,942 8.64
Source: Canadian Public Library Statistics 2015 (Canadian Urban Libraries Council (CULC)) sorted by population served.
* Population adjusted for under coverage. Data provided by the City of Toronto. The Power of Data Business Intelligence at Toronto Public Library
April 18, 2017 BI Strategy and Initiatives
BI Strategy = Better data capture, collect, storage, processing, and communications
• Supports evidence-based decision making, effective resource allocation and best possible service
• A culture change supported by technology
. Engaged Deloitte through collaboration with TPL stakeholders . Develop 360 degree View of Customers and BI Roadmap . Established Year One Implementation
2 360º Degree View of the Customer
Key Themes
• From transaction based interactions to relationships • Intuitive, customer- focused online services • Enhanced data capture and analysis • Increased efficiency and capacity
3 BI
• Aggregate – Bring data together from multiple disparate sources
• Test and Learn – Quantify what is working for whom and when. View data and analytics as part of a platform for constant testing and learning in a real-world environment
• Identify – Use analytics to predict and identify customer demographic, library growth, life of a library customer.
• Intervene – Based on evidence of what works implement targeted policies, service aimed at specific branches and customers.
• Engage – Data to be used to determine how to best engage staff, the public, the library board
• Measure – A data driven system will help to identify gaps in library service.
4 Visits (All Branches) : Q1 2017
*Based on people counter data feed, open hours for all branches as of April 2017 data extract
5 Sunday Visits: Q1 2017
*Based on people counter data feed, open hours for all branches as of April 2017 data extract
6 Q1 2017: Tuesday Night (6:00-8:30 PM) Demographic Profile of Customers All Branches (90)
• Age: 40-44, 10-14 • Locality: 73% within 2 KM • Materials most circulated: DVDs Active Users by distance to branch
Active Users by Age Group 9 *Based on open hours for all branches as of April 2017 data extract Q1 2017:Friday Night (6:00-8:30 PM) Demographic Profile of Customers All Branches (24)
• Age: 40-44, 10-14 • Locality: 69% within 2 KM • Materials most circulated: DVDs, Closely followed by Non-Fiction Active Users by distance to branch Friday 6-8:30PM
Active Users by Gender Active Users by Age Group
8 *Based on open hours for all branches as of April 2017 data extract Q1 2017: Friday Night (6:00-8:30 PM) Demographic Profile of Customers TSNS 2020 Branches (8)
• Age: 10-14 highest • Locality: 64% within 2 KM • Materials most circulated: DVDs, followed by Non-Fiction and Children’s Non-Fiction TSNS Branch Active Users by distance to branch Friday 6-8:30PM
TSNS 2020 Branch Active Users TSNS 2020 Branch Active Users by Age Group by Gender 9 *Based on open hours for all branches as of April 2017 data extract DASHBOARD Possibilities!
10 The Power of Data
Next steps
• Used this tool this past year to inform budget decisions and service standards
• Building organizational capacity around data governance
• Explore best tools and practices for future use
• Exploring to understand the data that best demonstrates data and the achievement of outcomes
11 STAFF REPORT 14. INFORMATION ONLY
Parkdale Branch – Potential Redevelopment at Queen Street West and Cowan Avenue
Date: April 18, 2017
To: Toronto Public Library Board
From: City Librarian
SUMMARY
The purpose of this report is to inform the Toronto Public Library Board that City Council approved the creation of an inter-divisional agency group to assess the potential for redevelopment at Queen Street West and Cowan Avenue, which involves the Parkdale Branch site as well as other City sites.
FINANCIAL IMPACT
There is no financial impact arising from this report.
The Director, Finance & Treasurer has reviewed this financial impact statement and is in agreement with it.
DECISION HISTORY
At the meeting on September 16, 2016, the Library Board considered the City Wide Real Estate Review and endorsed Toronto Public Library’s (TPL) participation in the City’s Centralized Service Delivery for real estate, with the objective of ensuring that the City is effectively positioned to strategically leverage its real estate portfolio and maximize operating efficiencies.
BACKGROUND
Parkdale Branch is located at 1303 Queen Street West, on the south-east corner of Queen Street West and Cowan Avenue. The branch is a 24,083 sq. ft. neighbourhood library and is in a poor state of good repair. As part of the 2017-26 capital budget and plan submission, TPL requested funding for a branch renovation project with a value of $17.1 million to start in 2022; funding was not included in the approved plan.
Parkdale Branch Site – Potential Redevelopment at Queen Street West and Cowan Avenue 1 COMMENTS
The City has sites in the immediate vicinity of Parkdale Branch: 1313 Queen Street West (Artscape); 1325 Queen Street West (Toronto Parking Authority); and 220 Cowan Avenue (Marsaryk-Cowan Recreation Centre). The Artscape building and the recreation centre both have significant SOGR issues and renovation work is being planned.
This area has been designated as a Neighbourhood Improvement Area and there is need for a range of increased programming and services.
In light of Council’s interest to increase the City’s ability to more strategically use its land and facility assets as indicated through the City Wide Real Estate project, an inter- divisional agency group was formed to take a long-term comprehensive approach to the proposed investments and development potential for the sites. At the Council meeting on March 28-29 2017, the attached motion was adopted.
If redevelopment is proposed for the Parkdale Branch, it is not included in TPL’s capital plan and funding for the project needs to be considered when options are being assessed. TPL will participate in this initiative and update the Board as appropriate.
CONTACT
Larry Hughsam; Director, Finance & Treasurer; Tel: 416-397-5946; Email: [email protected]
SIGNATURE
______Vickery Bowles City Librarian
ATTACHMENTS
Attachment 1: MM27.3 – 1313, 1303 Queen Street West and 220 Cowan Avenue - City Plan for City-owned Properties - by Councillor Gord Perks, seconded by Councillor Michael Thompson
Parkdale Branch Site – Potential Redevelopment at Queen Street West and Cowan Avenue 2 Member Motion
City Council
Notice of Motion
MM27.3 ACTION Ward:14 1313, 1303 Queen Street West and 220 Cowan Avenue - City Plan for City-owned Properties - by Councillor Gord Perks, seconded by Councillor Michael Thompson
* Notice of this Motion has been given. * This Motion is subject to referral to the Executive Committee. A two-thirds vote is required to waive referral.
Recommendations Councillor Gord Perks, seconded by Councillor Michael Thompson, recommends that:
1. City Council request the three Deputy City Managers to convene an inter-divisional agency table, including: Parks Forestry and Recreation, the Toronto Public Library, Shelter Support and Housing Administration, City Planning, Economic Development and Culture, the Toronto Parking Authority, the Affordable Housing Office, Build Toronto, Toronto Public Health, Real Estate Services, and Social Development Finance and Administration to determine the feasibility of a coordinated City plan for City owned properties located at 1313, 1303 Queen Street West and 220 Cowan Avenue.
Summary There are multiple, adjacent City assets located on the south side of Queen Street West on both sides of Cowan Avenue, including Parkdale Public Library, Masaryk-Cowan Recreation Centre, a Toronto Parking Authority lot and a below market facility operated by Artscape. All of the facilities require significant state of good repair investments over the next 1 to 10 years. There is also pressure for a range of increased programing and services in the area, designated by City Council as a Neighbourhood Improvement Area.
In light of Council's interest in increasing the City's ability to more strategically use its land and facility assets as indicated through the City Wide Real Estate initiative, Queen/Cowan provides an excellent opportunity to build the City's capacity to think and plan in a more coordinated and effective manner.
Background Information (City Council) Member Motion MM27.3 STAFF REPORT 15. INFORMATION ONLY
Board Resolutions – Status Report
Date: April 18, 2017
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 – April 18, 2017
Board Resolutions – Status Report 1 Attachment 1
STATUS REPORT TORONTO PUBLIC LIBRARY BOARD RESOLUTIONS AS AT APRIL 18, 2017
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).
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.
Jan. 30, 2017 17-015 – Toronto Public Library Board Self- Evaluation: Results
2. repeats the survey in November 2017. IN PROGRESS After the survey has been January 2018 conducted, the results will be reported at the January Board meeting 2018 meeting.
1
STAFF REPORT 16. ACTION REQUIRED with Confidential Attachment
City Librarian’s Performance Review Committee: City Librarian’s 2016 and 2017 Performance Plans
Date: April 18, 2017
To: Toronto Public Library Board
From: City Librarian’s Performance Review Committee
Reason for This report involves personal matters about an identifiable individual – confidentiality Public Libraries Act, R.S.O 1990, Chapter P. 44, s. 16.1 (4) (b).
SUMMARY
This report seeks Toronto Public Library Board approval for the recommendations for the City Librarian’s 2016 and 2017 performance plans.
RECOMMENDATIONS
The City Librarian Performance Review Committee recommends that the Toronto Public Library Board:
1. approves the City Librarian’s Performance Review Committee’s confidential recommendations for the City Librarian’s 2016 and 2017 performance plans; and
2. recommends that the information concerning the City Librarian’s 2016 and 2017 performance plans not be made public as the subject matter being considered involves personal matters about an identifiable individual.
FINANCIAL IMPACT
There will be no financial impact beyond what is already approved in the 2017 operating budget.
The Director, Finance and Treasurer has reviewed this financial impact statement and is in agreement with it.
DECISION HISTORY
The Toronto Public Library Board adopted the City of Toronto’s Compensation Plan for non- union employees in May 2000. Under the plan, an annual performance review for the City Librarian is required.
COMMENTS
The City Librarian’s Performance Review Committee met on April 13, 2017 to conduct a review of the City Librarian’s 2016 and 2017 Performance Plans.
The recommendations in this report will not be made public because the subject matter deals with personal matters about an identifiable individual.
CONTACT
Dan Keon; Director, Human Resources; Tel: 416-395-5850; E-mail: [email protected]
SIGNATURE
______Dan Keon Director, Human Resources
Attachment 1: Confidential Information
CLPRC – City Librarian’s 2016 and 2017 Performance Plans 2