1.3.1 Library Services

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1 HOW DOES THIS SERVICE CONTRIBUTE TO THE QUALITY OF LIFE IN THE CITY OF LONDON? In relation to the desired population results in the City of London s Strategic Plan: A Strong Economy, A Vibrant and Diverse Community, A Green and Growing City, A Reliable Infrastructure, A Caring Community London Public Library (LPL) is inclusive and accessible to all people. It serves people of every age, race, gender, religion, nationality, language, ability, social status, economic status and educational attainment. LPL provides relevant, accessible, high quality library services. Services enhance Londoners quality of life: Literacy people develop literacy skills required to be successful in a knowledge-based society Learning people in all life stages learn and build learning skills for growth and development, Leisure and Recreation people s lives are enriched through access to culture, ideas, leisure, recreational and creative experiences Information people are able to access and evaluate information in order to make informed decisions and to participate as citizens Community Meeting Place people connect to each other and their community/ neighbourhood in an inclusive, welcoming and safe space. BASIC FACTS Cost per 2012 Approved Gross Budget 2012 Approved Net (Tax/Rate- # Staff Household ($000) Supported) Budget ($000) $ $18,045 $18,045 Name the main activities done to provide this service: Library services, including: Information Services How much did we do? (statistics - optional) 2011 total uses 14,940,689 (OMBI; preliminary) Is this service provided by someone other than City staff? (Yes/No/%) 5% (of all services) Collections & Lending Services 2011 cost per use - $1.20 (OMBI; preliminary) Public Access to Technology Page 1 of Business Plan Library Services

2 Programs Meeting and gathering space TURNING THE CURVE Turning the curve is changing the direction of a trendline on an important measure of performance. Operating Budget Compared to Projections and Cost of Living ( ) (How well did we do it?) Note: 2011 excludes funding for the new Stoney Creek branch opened in response to population growth and increased demand in the northeast. Page 2 of Business Plan Library Services

3 THE STORY BEHIND THE CURVES History and Accomplishments After 117 years in business, LPL is still essential and still evolving Use has increased continuously for the past 5 years demonstrating that library service is valued by the community and is relevant, meeting people s needs and expectations LPL and its staff have received numerous awards over the years for quality of service, community engagement and innovation Challenging economic times are generating increased demand for the diverse and free services that the Library provides, e.g. collections materials Public use of technology services has grown exponentially due to public demand for electronic resources such as e-books, the need for staff assistance with technology, rapid growth in wireless use, an improved library catalogue, improved access to content databases, and Internet access for information and communication Staff resources have been redeployed to support this growth. Challenges Increased use of library services is happening during a time of fiscal restraint and funding cuts creating sustainability challenges Despite increased usage of all library services, staffing levels have remained the same in recent years, with the exception of 4.5 positions added for Stoney Creek Branch which opened in 2010 Price Increases: Libraries are charged prohibitively high prices and have limited procurement options for e-books, making it difficult for LPL to meet escalating public demand Revenue: Fines revenue (for overdue materials) has decreased City Appropriation: A 2012 budget increase less than CPI has meant that LPL has absorbed some inflationary costs in some budget areas, which equates to cuts in other areas Provincial Funding Cut: Discontinuation of funding for Employment Resource Centres puts further pressure on collections and staffing as the Library continues to respond to customer needs for job search information Federal Funding Cut: The Community Access Program grant, which supported information technology initiatives such as connectivity and computer equipment has been eliminated. Regulatory One of LPL s core values is accessibility and implementing requirements of the Accessibility for Ontarians with Disabilities Act (AODA) is an opportunity to further enhance accessibility for all Londoners. Associated costs are being absorbed into existing operating/capital budgets. This places further pressure on overall financial sustainability. Revenue Opportunities LPL has limited revenue opportunities relating to fee-based services. For example, the Ontario Public Library Act states that libraries must provide a range of library collections materials and cannot charge a fee for the use or borrowing of those materials. Fines can be charged as an incentive to return materials only. LPL does charge for allowable services such as, leasing of library space, meeting room rentals, public printing and photocopying, and for value-added services such as proctoring of exams. Page 3 of Business Plan Library Services

4 STRATEGIES AND ACTION PLANS TO TURN THE CURVE Briefly explain the strategies and action plans you will undertake in the next 5 years to improve effort, efficiency, effectiveness and economy, including at least one no-cost/ low-cost strategy Who are your partners and what is their role? LPL engages in strategic partnerships aligned to the Library s mission, vision and service model to assist with achievement of Library strategic priorities and City of London results. For example: LPL obtains expertise and management assistance from the City of London with joint tendering projects, e.g. VoIP telephone system (IT), capital projects (Facilities) and employee benefit plans (HR) LPL provides leadership in service networks such as: o The Child and Youth Network (CYN), including the Neighbourhood Child and Family Centres (NCFC) and shares the common goal of CYN s vision with more than 130 local agencies Happy, healthy children and youth today; caring, creative, responsible adults tomorrow o City of London Creative City Committee participating in the current Cultural Mapping and Planning, thereby committing to improving London s quality of living and creative economy o London Strengthening Neighbourhood task force to encourage empowered, sustainable, safe and active communities. o o Age Friendly City initiative to develop an integrated service strategy for seniors London Middlesex Local Immigration Partnership (LMLIP), a collaborative community initiative designed to strengthen the role of communities in serving and integrating immigrants LPL is a leading member of library sector partnerships, such as the Southern Ontario Library Service, and partners in cost saving/resource sharing initiatives such as consortium buying for collections and training. Action Plan Customer Service Perspective Implementation of E-commerce making it easier for patrons to pay fines and make donations, as part of a plan to improve customer service and maximize revenue opportunities Implementation of a service strategy and plan for service to seniors, including identification of service partners. The Business Case was deferred to 2013 by City Council during 2012 budget deliberations. Estimated ongoing annual operating cost of $114,000 plus $50,000 in capital Implementation of a service strategy to serve job seekers who will continue to come to the Library for assistance despite closure of the LPL Employment Resource Centres. LPL will need to absorb the cost of staffing and collections to implement this strategy into the operating budget Implementation of a collections management strategy designed to meet the public expectations for collections in new and popular formats Review of Central Library roles and services after 10 years of service and over 9 million visits to date (10 year post-occupancy review) Internal Process Perspective Inter-branch delivery service pilot project to seek workflow efficiencies Financial Perspective Implementation of a financial sustainability plan to manage the ongoing high levels of use of library services and operations during a period of budget restraint Page 4 of Business Plan Library Services

5 Regulatory Perspective Accessibility Plan (Included in the City of London 2012 Accessibility Plan) Implementation of an environmental responsibility strategy, in compliance with the Energy Act of Ontario Exit Plans Exit plans will be required if budget target is 0% or less and may include: o Reduction to the scope and depth of collections and/or o Branch closures and/or o Elimination of services and/or o Reduction in service hours ACCOMPLISHMENTS AND STORIES Accomplishments, successes, improvements to efficiencies, economy and effectiveness in the last 12 months and stories of people who have been positively impacted by your Service. Customer Service Improvements Launched a new version of library online catalogue - simplifies and improves searching and provides etutorial support Improved lending services by eliminating barriers to borrowing of library materials Internal Process Efficiencies Implemented new HR/payroll/time and attendance software, with integration to LPL accounting software, eliminating duplication of work, streamlining workflow and increasing reporting capabilities Undertook Holds Processing Pilot Project to create efficiencies in the Library s very popular service of reserving books and having them held for pickup at the most convenient branch library Revenue Generation Introduction of a new fee-based Ivey Family London Room Research Service and image reproduction service. Economy/Cost Avoidance As part of financial sustainability plan, deferred two planned additional branches in order to avoid capital and operating costs. Awards/National Recognition 2011 Race Relations Recognition Award, given in recognition of the LPL Volunteer Program and its initiatives to foster and build positive race relations As a partner in the North London Community Centre and Library, the Stoney Creek Branch Library received LEED Gold certification LPL was a leading partner in the coordination of the All Our Sisters 2011 National Forum, the first Canadian forum addressing security of housing, homelessness and safe communities for women living in Canada. A sampling of stories shared by people about how the library has made a difference in their lives: A parent of a child who participated in the READ literacy program, This is his last year because he has become a very good and very enthusiastic reader! Page 5 of Business Plan Library Services

6 A comment from a senior attending a digital literacy program (Computer Help for Seniors): I did learn new things and I really appreciated as well the assistance offered A retiree, who has recently moved to London, was impressed with the scope and sincerity of the presenters and with the program (City Symposium). The evening made her glad about her decision to move to London. Staff from the Library [Immigrant] Settlement Partnership, one of LPL s partners, report that clients are making informed decisions with regards to meeting their settlement needs and are having better access to community resources. A parent of a teen whose band performed as part of LPL s LOUD music program stated that it had helped his son and the band get started. LOUD is a great program thanks again for providing it. A comment from a patron who received an e-reader for Christmas and received both telephone and in person help from library staff to download her first e-book: I m very thankful that the library offers such wonderful technical support. I feel compelled to write a short note to tell your organization that I am really impressed with your library, services and staff. I have been dealing with the Library since last October and I cannot praise you enough. From the programs that you run to the customer service I have received, you are a top notch organization. In this day and age it is absolutely refreshing to come across an organization who is getting everything right. That you so much for your superior service. OTHER KEY MEASURES Description of measure Reference transactions 1,148,043 1,258,543 1,303,575 1,315,613 1,368,000 1,422,000 Items borrowed 3,779,802 4,032,752 4,038,334 4,249,557 4,334,500 4,420,000 Holds placed 811, , , ,592 1,016,000 1,062,000 Computer use, including wireless 743, , , , , ,000 Attendance 3,048,603 3,207,984 3,197,297 3,231,680 3,264,000 3,294,000 Program attendance 173, , , , , ,000 MEASURES UNDER DEVELOPMENT What important performance measures have you identified for which you do not currently collect the data? % of Households with a Library Card (currently only collect individual cardholders) to gauge and increase market penetration by groups within the overall population Customer satisfaction Page 6 of Business Plan Library Services

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