RECOMMENDATION: ISSUE/OPPORTUNITY

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1 R E P O R T T O T H E L I B R A R Y B O A R D MEETING DATE: MAY 24, 2012 Session: Subject: Prepared By: Presented By: Purpose of Report: Public Session LPL 2013 Business Cases Anne Baker, Nancy Collister, Barbara Jessop, David McCord, Maria Forte, Heather Heathcote, Arlene Thompson, Margaret Wilkinson, Susanna Hubbard Krimmer Susanna Hubbard Krimmer For Receipt RECOMMENDATION: It is recommended that the Library Board receive the attached LPL 2013 Business Cases: Collections Operating Budget Employment Support Services to the Public; and Services to Seniors ISSUE/OPPORTUNITY The purpose of this report is to provide the Library Board with information that supports the London Public Library (LPL) service planning and budget planning processes. BACKGROUND & REVIEW LPL s 2013 Business Cases, which support LPL s 2013 Business Plan are components of the LPL and City of London business planning and budgeting process. The attached cases were prepared in accordance with the Library s Vision, Mission, Value Promise, Service Excellence Model and priorities of the Strategic Plan: Enriching Lives & Empowering People. Nota bene: While awaiting the updated version of the City of London Business Case Template which will incorporate the City move to using a Results Based Accountability (RBA) service planning model, Library Administration has created a template for LPL that combines the 2012 Business Plan template (which was updated this year and now reflects RBA) and elements of the previous Business Case template. We feel this will capture the information that we need to provide to the Library Board and content can be "cut and pasted" into the new City of London Business Case Template to refer the information forward. NEXT STEPS We will continue to work with the Civic Administration to finalize the business cases for submission into the City of London Business Planning and Budgeting Processes.

2 Business Case Program: Culture Service Grouping: Libraries Service: Library Services Summary: Collections Operating Budget Implementation Year: 2013 Objective: To recommend appropriate levels for the 2013 Collections Operating Budget Description: Collections, which serve diverse users with a variety of needs and expectations from all demographic and socio-economic backgrounds, connect people to a range of ideas, creative thought, information and viewpoints. People can use and borrow items from a comprehensive collection of fiction and nonfiction in a variety of print, audiovisual and electronic formats. For example, residents of London have access to: Print materials in hardcover and paperback, fiction and nonfiction, for all age groups Picture books for the very young, beginning readers and chapter books for young people learning to read Information and school support material for children and teens Research and educational videos on DVD Information databases, providing access to reference, business and health information, almanacs, dictionaries, encyclopedias and directories Magazines and newspaper subscriptions Audiobooks and Music on CD Popular DVDs for children and adults Large Print books E-books and other downloadable e-resources for all age groups Target Year: 2013 Funding Type: Ongoing Funding Source: Operating Budget

3 Budget Implications ($000s) Year: Expenditures: Operating Budget Current: 2012 $ 2,064 0% increase from 2011: Challenges to the current Collections Operating Budget include rising costs for non-print formats; an increase in the cost and delivery of newspapers and magazines; large increases in the cost of e-books; current restrictions on e-book selection; consortia purchasing for information databases is under scrutiny Year 1: 2013 $ 2,167 5% increase from 2012: Addresses the expected rise in costs (average) for all material types; there is expected to be an increased demand for e-books and electronic titles, as more become available Year 2: 2014 $ 2,275 5% increase: As above Year 3: 2015 $ 2,389 5% increase: As above Additional Information: The need for a 5% increase to the budget in years 2013, 2014, 2015 has been identified based on recent trends in cost of living increases, large increases in the cost of e-resources to libraries, and the ability to introduce new and emerging formats to meet public needs and demands.

4 How does this service contribute to providing High Quality, Accessible, Relevant Library Service to Londoners? In relation to the desired results of the LPL Vision, Mission, Service Excellence and Strategic Plan (Answer the questions: Who do you serve? What do you do? Why do you do it?). In relation to the City of London Results? The Library s collections are a key means of delivering high quality, accessible and relevant library service to all Londoners. The collection supports library services and programs by providing relevant, up to date collections in a wide field of subject areas, in numerous formats and languages. By providing materials to Londoners, citizens have access to current information, empowering them to participate more fully in their communities, resulting in the strengthening of neighbourhoods, and producing a vibrant, knowledgeable, competent and engaged city of London. In this way, Library collections and London Public Library contribute to the City of London s planned results for building: a strong economy a caring community a vibrant and diverse community. Name the main activities done to provide this service: Basic Facts: How much did we do? (statistics optional) Recently through the Library collection, Londoners have gained more access to: Resources supporting job searching, budgeting and financial planning Health resources, assisting in building a healthy, caring community Information on the environment, environmental protection, and city community plans, helping Londoners become engaged in making a green and growing city Material written by local authors, historians and playwrights Non-English language books, In 2011, London Public Library acquired, catalogued and processed 115,834 new items for the collection, in addition to purchasing downloadable e-books, e- audio and e-video for library users. This accounts for: 45,929 new fiction titles 25,032 new nonfiction titles 11,141 Magazines 11,045 DVDs 7,939 picture books for children 4,500 easy readers 5,042 music CDs 3,064 audiobooks on CD, Daisy

5 music, DVDs and audiobooks in various World Languages, building a vibrant and diverse community Information databases supporting language learning and English as a Second Language More than 1300 dual-language picture books for children and families reading together, supporting diversity and literacy on a variety of levels Daisy Talking Books, produced by the CNIB; described video on DVD, and other accessible, non-print formats; increasing accessibility to information books and Large Print books 3,673 e-books 1,207 e-audio and e-video titles The Library also meets the current needs and demands of Londoners by: collecting popular, in-demand material for all age levels and interest groups receiving input and suggestions for purchase from Library patrons ordering additional copies of material with high holds, decreasing wait time for patrons receiving donations from community institutions and individuals The Story behind the Curves: Briefly explain, so a taxpayer could understand, the story behind your performance measures. Include causes behind recent performance i.e. historical information, accomplishments, recent changes, regulatory changes, challenges, budgetary or other constraints requiring service level adjustments (Use point form and use subheadings if the story is long). History and Accomplishments: Over the past several years, the Collections Operating Budget has not kept pace with inflation or with user needs, demand and expectations. In the past year, the cost for reading materials and other print has risen 1.3 percent (Statistics Canada). This increase is relatively low, given the strength of the Canadian

6 dollar and recent competition with e-books. In other collection areas, cost increases are more significant. Prices for magazines have risen more than 5% in the past year (Library Journal Periodicals Survey). Postage and delivery costs for newspapers and other Library materials have also risen. Costs for non-print audiovisual formats have risen even more significantly, averaging 3.5% to 4.6% in some areas (Library Purchasing Power, Library Services Centre (LSC)). Most significantly, e-books have had an astonishing 300 percent price increase in some areas due to the revision of licensing agreements to libraries by major international publishers (Digital Shift, March 2012). Other restrictions limiting continuous use require libraries to purchase additional copies of an e-book title, in order to meet demands. Despite the erosion of purchasing power in recent years, and the fact that the Library s collections have been decreasing over the past several years, circulation of all library materials has increased significantly, along with holds (electronically placed requests for items) and in-library visits. Challenges: In the past, London Public Library has secured additional non-sustainable funding to enhance various areas of the collection: $34,000 annually for collections and electronic resources supporting Employment Resource Centres (ERC) from the Ministry of Colleges, Training and Universities funding ended $46,417 SOLS Capacity Building Grant (from the Ministry of Tourism, Culture and Sport) one time funding $160,000 between 2009 and 2010 to support Library Settlement Partnership, allowing the Library to build strong collections in English as a Second Language, and heritage language materials (World Languages), as well as electronic resources supporting these areas one time funding This has all produced increased demand for material in various areas, which now must be absorbed into the base Collections Operating Budget. Regulatory: In order to meet Accessibility for Ontarians with Disabilities Act (AODA) standards and goals for 2025, the Library continues to collect material in a variety of accessible formats: CNIB Daisy, Large Print, Audiobooks on CD, DVD, and described DVD. This helps to ensure the greatest access to materials by people with disabilities. The cost for all AODA preparedness, including Collections priorities, is being absorbed into the library s base budget. Revenue Opportunities: No revenue opportunities have been identified.

7 Area to insert chart(s) related to the curve and/or performance measures Changes in the Consumer Price Index, (Statistics Canada) Reading material and -2.7% +4.5% +3.5% +1.3% other printed material (excluding textbooks) Canada All items - Canada +2.3% +0.3% +1.8% +2.9% Changes in Library Purchasing Power for non-print formats, (Library Services Centre) Audiobooks (average price) $48.09 $58.64 $52.03 $50.61 % change from prev. year +21.9% -11.3% -2.7% Music (average price) $16.10 $17.05 $17.26 $18.05 % change from prev. year +5.9% +1.2% +4.6% DVDs (average price) $25.13 $26.04 $30.63 $31.71 % change from prev. year +3.6% +17.6% +3.5% Trends in Collection Size, Circulation and Holds (London Public Library) change +/- Collection size 968, , , , % Circulation 3,779,802 4,032,833 4,038,546 4,249, % and renewals Holds 811, , , , %

8 How this service contributes to LPL s Vision, Mission, Service Excellence and Strategic priorities: Strategic Priority: Organizational Capacity Building: Operational Excellence Impact: Collections that work with process engineering (delivery, holds) to ensure an efficient library system and maximize public access to resources Financial Sustainability: Fund Development Inclusive and Accessibility: Accessible Services and AODA Information and Communication Technology: Digital and Technological Literacy Environmental Responsibility and Innovation Government and Community Relations: Relationship with the City of London Fiscally responsible financial planning for operating budgets, targets and goals Access to information and materials in a variety of formats for all members of the community, including the blind, visually impaired, elderly and homebound patrons Patrons have access to materials in order to improve personal and community levels of digital and technological literacy, along with meeting traditional literacy needs Collections that support the public in being environmentally responsible and that reflect the Library s leadership in the community in areas of environmental responsibility and innovation Access to City of London planning and documents for all citizens, especially those with limited access to websites and other media What could go wrong with this service change? At a 0% increase: The collections operating budget will not keep pace with inflation, or with patron needs and expectations. Potential Risks: Probability of Occurrence High What will be done to prevent this from happening and what will be done in response if it does happen Maximize collection purchasing, user needs and expectations. Create efficiencies for materials processing and delivery (holds).

9 Potential risks of not implementing this service change: What could go wrong without service change? A further erosion of collection size. Higher holds and lower turnover rates Probability of Occurrence High What will be done to prevent this from happening and what will be done in response if it does happen Maximize collection purchasing, user needs and expectations. Create efficiencies for materials processing and delivery (holds). The decrease in available material may also result in a decrease in library visits, website use and program attendance Medium Maximize collection purchasing, user needs and expectations. Create efficiencies for materials processing and delivery (holds). How success will be determined / measured: Performance Measure Annual circulation 4,463 4,686 4,920 5,166 5,425 and renewals (000s) Electronic circulation, e- resource usage (000s) Turnover (annual circulation per items in the collection) Total library use per capita Reference documents / Additional information or material: 2010 Performance Benchmarking Report. OMBI, Canadian Library Purchasing Power Library Services Centre, (no link available) Consumer Price Index, historical summary Statistics Canada, 2011.

10 Disabilities and Accessibility in Ontario. Ontario Library Association. ibility.php London Public Library LPL Strategic Plan: Enriching Lives & Empowering People. PL Vision, Mission, Strategic Plan _13.pdf Periodicals Price Survey Library Journal, vol 137 no. 8 Consumer Price Index, Recreation, education and reading, Reading material and other printed material (excluding texbooks) (Canada). Statistics Canada, Librarians Feel Sticker Shock as Price for Random House E-books Rises as Much as 300 Percent. Digital Shift,

11 Business Case Employment Support Service Program: Culture Service Grouping: Libraries Service: Library Services Summary: Employment Support Services to the Public Implementation Year: 2013 Objective: To provide library services to those seeking employment in the London community. To continue to work in close collaboration with Employment Ontario (EO), Ministry of Training, Colleges and Universities (MTCU), agencies. Description The Employment Resource Centres (ERCs) currently operating at 6 London Public Library locations will cease operations in July Many London residents with employment needs will continue to rely on London Public Library s resources and staff for assistance. The Library will provide core services in all Library locations to meet many of the needs of this clientele, including: information services, resources in many formats, access to technology including word processing software, printers and photocopiers, information programs, and referral services to other agencies providing specialized supports in the community. A critical aspect of the on-going service will be to maintain a close collaboration with Employment Ontario agencies and other relevant service providers in London in order to further support the needs of job seekers. Target Year: 2013 Funding Type: Ongoing Funding Source: Funding source has not been identified Budget Implications ($000s) Year: Expenditures: Operating Budget Current: $ 746,970 (actual) Apr Mar 2012 Staff, collections, programs, computer costs Year 1: 2013 $ 149

12 Year 2: 2014 $152 Year 3: 2015 $ 155 Ongoing Annual: Beginning year Capital Budget.5 fte Librarian; 2 fte Library Assistants Furniture, equipment, supplies Staffing, furniture, equipment, supplies as identified above plus 2% cost of living increase Staffing, as identified above plus 2% cost of living increase n/a Current: Year 1: Year 2: Year 3: Future Years: Beginning year Additional Information: The current figure above represents the funding received from MTCU to operate the ERCs for the service year, April 2011 March Year 1 represents the dollars required to provide a service ongoing without MTCU funding. With the closure of the ERCs and end to the funding in 2012, the Library will absorb specific costs into its base budget, including $34,000 to sustain collections needs for its go-forward service. The collection needs have been addressed in the Collections Business Case.

13 How does this service contribute to providing High Quality, Accessible, Relevant Library Service to Londoners? In relation to the desired results of the LPL Vision, Mission, Service Excellence and Strategic Plan (Answer the questions: Who do you serve? What do you do? Why do you do it?). In relation to the City of London Results? Through a distributed service model, staff will provide core services that support job seekers in all LPL locations, thereby contributing to a strong economy in the City of London. LPL staff will connect customers to electronic and print resources to assist in their job search and preparation of resumes; staff will provide instruction to customers in basic computer applications to improve their computer literacy skills and help them become employable; staff will be make informed referrals to the EO agencies in the community. Staff will make connections and promote Library services to job seekers out in the community. LPL service hours will complement the services of other service providers in the community. Basic Facts: Name the main activities done to provide this service: Personal assistance with job search; One-on-one assistance; Group training sessions (e.g. resume design, job search skills); Access to technology and training support; Outreach to develop and maintain strong connections with other employment service agencies in the City; Programs providing information to assist with job search The Story behind the Curves: Briefly explain, so a taxpayer could understand, the story behind your performance measures. Include causes behind recent performance i.e. historical information, accomplishments, recent changes, regulatory changes, challenges, budgetary or other constraints requiring service level adjustments (Use point form and use subheadings if the story is long). History and Accomplishments: ERCs have been a service of London Public Library since 1997 These were funded initially by Human Resources Development Canada (HRDC); this transitioned to Ontario Ministry of Training, Colleges and Universities Use of ERC services has always exceeded the targets set with HRDC and MTCU

14 Customer satisfaction with the service has been high Many ERC clients have returned to express their gratitude for the assistance received from the ERC Facilitator after finding employment Challenges: In January 2012 LPL was notified that funding from MTCU will end in July, 2012 LPL is unable to continue operation of the ERC service within the 2012 Operating Budget ERC clients have expressed their concerns about future employment support services at the Library and feel uncertain about the future Current staffing levels prohibit provision of one-on-one support to clients that is needed to achieve success The outreach activities and collaboration with EO agencies, formerly performed by a MTCU funded Librarian, will have to be absorbed by other staff Revenue Opportunities: No revenue opportunities identified. How this service contributes to LPL s Vision, Mission, Service Excellence and Strategic priorities: Strategic Priority: Organization Capacity Building: Relevant, accessible, high quality library services Organizational Capacity Building: Engaged Citizens Information & Communication Technology: Technology & Communication Tools; Digital and Technological Literacy Operational Excellence: To ensure effective and efficient services, policies, procedures and marketing tools are in place Impact: Services that will assist patrons in becoming employable and contributors to the overall economic health Staff working with EO agencies and other individuals/services who support employment to bring programs and services to the Library to inform, educate job seekers Services that support digital and technological literacy and help customers develop the skills required to gain employment Policies and procedures to support this essential service

15 Action Plan: How the service offering or business practice will change: Difference from Previously ERCs located at 6 locations. This service will be provided past practices/ by 2.5 staff. The service will focus on providing assistance with the activities customer s computer skills and ensuring strong connections with the Elsewhere this is being done Impact on staff complement Process Changes Increase /decrease of level of service Addition / Reduction to customer count Other LPL service(s) whose budget or services may be affected funded EO agencies. EO designated agencies: College Boreal, Community Employment Services Fanshawe, Goodwill Career Centre, London Employment Help Centre, London Training Centre, Nokee Kwe, WIL Employment Connections, Youth Opportunities Unlimited, Community Employment Choices (Strathroy) Reduction (#) Title Addition (#) Title fte Librarian 2 fte Library Assistants With the closure of the ERCs in July 2012, staff system wide will be responsible for providing information, assistance and referral to job seeking patrons as a core service. Job seeking patrons will no longer receive the same level of service as they did from the ERC Facilitators unless funding is obtained for enhanced service levels. Increase With the addition of the new employment support service, patrons will be able to access staff who will be able to devote additional time to help satisfy their needs % 4% 5% 5% 5% Support and maintenance of additional computer equipment by IT Department. Financial Outlook: Operating Expenditures (in $000s) Personnel Administration Purchased services Materials & supplies Furniture & equipment Other Total operating expenditure Capital expenditures Total expenditures Total saving/revenue Net cash flow

16 Assumptions Payback Cost avoidance Comments What could go wrong with this service change? Cultural shift and change management Potential Risks: Probability of Occurrence Low What will be done to prevent this from happening and what will be done in response if it does happen Ensure alignment of policies, guidelines, processes, external and internal communications, staff training and development. Potential risks of not implementing this service change: What could go wrong without service change? Job seekers may stop seeking assistance Probability of Occurrence High What will be done to prevent this from happening and what will be done in response if it does happen LPL will continue to deliver information and referral (standard service) to all patrons; however, patrons may not access services available at other agencies and will still expect the same level of service from the Library that they received for the past 15 years. How success will be determined / measured: Performance Measure # of patrons using service * Satisfaction rate with service % *Note: Performance measure will be dependent on changing economic conditions in the City.

17 Reference documents / Additional information or material: London Public Library Board. February 23, Consent Item 8C. Letter from Sherree Mahood, Director, Western Region, Ministry of Training, Colleges and Universities regarding the cessation of Ontario Employment Assistance Services (OEAS). ortfromcommunityservicescommitteereercs.pdf London Public Library Board. August 11, Employment Resource Centre: Service Agreement Extension. London Public Library Board. February 26, Employment Resource Centres. Employment%20Resource%20Centres.pdf London Public Library Board. January 21, Letter to G. Hopcroft re Employment Ontario Transformation. r%20to%20g.%20hopcroft%20re%20employment%20ontario%20transformation.pdf Ontario Ministry of Training, Colleges and Universities. Employment Ontario Transformation

18 Business Case Program: Culture Service Grouping: Libraries Service: Library Services Summary: Services to Seniors Implementation Year: 2013 The Services to Seniors Business Case was received by the Services Review Committee in During budget deliberations City Council deferred the request to Objective: To provide relevant, accessible and high quality services to seniors. Description: As part of the LPL Strategic Plan: Inclusive and Accessible Strategy the Library seeks to review, develop and implement a suite of services designed to meet the needs of seniors. London s population includes many seniors, both active and frail, whose numbers will expand in the coming years. While LPL makes considerable efforts to provide relevant, accessible and high quality services to all Londoners, it has not reviewed the specific service needs of this client group for some time. Based on demographic trends and projections there is a strong need to develop a focused library service model and operational framework that will foster innovative and creative program ideas and services for older adults and baby boomers. London Public Library s study on developing a service strategy is underway. Input will be sought from seniors, service providers, funders and other community stakeholders to ensure outcomes are relevant and meet current/future needs and expectations. The plan will align with the Age Friendly Task Force Action Plan, Accessibility for Ontarians with Disabilities Act (AODA) and LPL s physical accessibility strategy. Target Year: 2013 Funding Type: ongoing Funding Source: Funding source has not been identified

19 Budget Implications ($000s) Year: Expenditures: Operating Budget Current: Year 1: 2013 $77 Year 2: Year 3: Ongoing Annual: Beginning year 2014 $114 Capital Budget Current: Year 1: 2013 $ 50 Staffing support to implement, deliver and promote new services; collections and supplies Staffing support to sustain new services; collections and supplies To support facility modifications Year 2: 2014 $ 50 Year 3: Future Years: Beginning year Additional Information: 2015 To support facility modifications London Public Library has completed the research and investigation phase of its Seniors Services Review. The second phase involving staff and public input will be completed during the Summer, 2012; staff will report recommendations, planning and development in the Fall, 2012; service implementation will commence in January 2013; review and evaluation will take place throughout Costs are estimated and based on previous experience in developing a cohesive strategy and plans for specific audiences such as Children and Youth and Newcomers. Operating costs support staffing, collections formats and programs, targeted to meet the specific needs and interests of seniors. Capital costs are identified to make all library locations safe, comfortable and inviting for all older adults and to support any requirements for the reengineering of LPL s Visiting Library Service (VLS).

20 How does this service contribute to providing High Quality, Accessible, Relevant Library Service to Londoners? In relation to the desired results of the LPL Vision, Mission, Service Excellence and Strategic Plan (Answer the questions: Who do you serve? What do you do? Why do you do it?). In relation to the City of London Results? Services for seniors will enhance quality of life for seniors by supporting literacy, learning, culture, leisure and recreation, information and community meeting place. Active contribution to the city-wide initiative, Age Friendly City; contribution to inclusiveness and diversity for services to all populations; combat ageism and stereotypes of older adults; contribute to strengthening City of London s neighbourhood strategy. Basic Facts: Name the main activities done to provide this service: Information Services Collections (options for format of choice) Lending Services (including those for homebound individuals) Access to Technology and Training Support Programming Meeting and Gathering Space The Story behind the Curves: Briefly explain, so a taxpayer could understand, the story behind your performance measures. Include causes behind recent performance i.e. historical information, accomplishments, recent changes, regulatory changes, challenges, budgetary or other constraints requiring service level adjustments (Use point form and use subheadings if the story is long). History and Accomplishments: London Public Library is inclusive and accessible to all people. The Library has always provided services to seniors but we have not before specifically targeted this population. Demographic shifts and changing needs have brought the need to do so to light. Challenges: Libraries around the world are looking at the older population, reviewing current services and planning for a future that includes seniors who are living longer. With the entrance of the baby boom generation onto the senior s scene, London Public Library needs to review its currents services, ensure appropriate infrastructure is in place and

21 plan for the complex needs of the older adult. Without additional funding, resources would need to be redeployed from other service areas, having a negative impact on overall public services. Regulatory: Accessibility for Ontarians with Disabilities Act (AODA) Revenue Opportunities: No revenue opportunities identified. How this service contributes to LPL s Vision, Mission, Service Excellence and Strategic priorities: Strategic Priority: Organizational Capacity Building: Operational Excellence Inclusive and Accessible: Accessible Services, Community Leadership and AODA Government and Community Relations: City of London and Strategic Alliances Information and Communication Technology: Technology and Communication Tools and Digital and Technological Literacy Impact: Develop a focused service model and operational framework that will foster innovative and creative services and programs for older adults and baby boomers. Ensure our services and programs for older adults are inclusive, accessible and relevant. Creating and expanding strategic alliances and participating on the Age Friendly Task Force will result in a network of collaborative effort to ensure full participation in the community for older persons. To ensure that older adults have a range of relevant access points to digital content. To support older adults in developing digital and technological literacy.

22 Action Plan: How the service offering or business practice will change: Difference from As baby boomers begin to retire they are looking towards their past practices/ libraries to provide recreation, lifelong learning, civic engagement, activities ideas for second careers, and meaningful volunteer opportunities. This plan would increase LPL s ability to provide library services and programming to older adults outside the library, such as in senior/community centres, retirement homes and nursing homes. Elsewhere this is being done Due to changing demographics, all public sector and not for profit organizations are looking at how they meet the needs of current and upcoming seniors. There has been a great deal of recent discussion and work done by various working committees of the Canadian, American and international library associations. Libraries in cities across Canada have developed and implemented specific services for seniors; e.g. Toronto, Ottawa, Calgary, Halifax, Winnipeg, etc. Impact on staff complement Process Changes Increase /decrease of level of service Addition / Reduction to customer count Other LPL service(s) whose budget or services may be affected Reducti on (#) Title Additi on (#) Title 1.5 fte Library Assistant, Librarian Reengineering of LPL s Visiting Library Services will be part of this. VLS provides library services to residents of the City of London who, for reasons of restricted mobility, physical or visual disability, or longterm illness, are unable to visit or use regular library facilities. A high percentage of VLS clients are seniors. Increase capacity to meet current and future service usage needs and demands of a specific population demographic - seniors % 3% 5% 5% Increased ability of LPL staff to be at the table and contributing to related city-wide service priorities and community and neighbourhood initiatives and future planning for services and facilities.

23 Financial Outlook: Operating Expenditures (in $000s) Personnel Administration Purchased services Materials & supplies Furniture & equipment Other Total operating expenditure Capital expenditures Total expenditures Total saving/revenue Net cash flow Assumptions Payback Cost avoidance Comments What could go wrong with this service change? Missing a segment of the targeted seniors population due to diversity of socio-economic factors within the population of older adults Potential Risks: Probability of Occurrence Low What will be done to prevent this from happening and what will be done in response if it does happen Full integration with other LPL strategies such as Newcomers, Serving Socially Vulnerable and Adult Literacy strategies and plans. Potential risks of not implementing this service change: What could go wrong without service change? Negative impact on library s overall relevancy and public use, satisfaction and perception. Probability of Occurrence High What will be done to prevent this from happening and what will be done in response if it does happen LPL would continue to deliver standard service to all patrons: however to improve the service to senior s resources would need to be redeployed from other services, which would have a negative impact on overall public services.

24 How success will be determined / measured: Performance Measure % increase in number of patrons with senior patron registration type % increase in number of Visiting Library patrons, individual and institution % increase in usage levels, such as circulation by senior patron type Number of new community strategic alliances e.g. partnerships, sponsorships, etc. % staff attending client specific training sessions Reference documents / Additional information or material: American Library Association (Library Services to an Aging Population Committee, Reference Services Section, Reference and User Services Association of the American Library Association). Guidelines for Library Information Services for Older Adults American Libraries Council and Institute of Museum and Library Services. Design for Change: report on the National Library Leaders Forum Canadian Library Association. Canadian Guidelines on Library and Information Services for Older Adults

25 evsept09.pdf City of London. Age Friendly Working Group. Age Friendly London: Report to the Community London Public Library LPL Strategic Plan: Enriching Lives & Empowering People. Seniors Community Association London. Connecting London Seniors Neighbourhood by Neighbourhood Seniors Community Association London. Working Together to Support London s Seniors: Community Action Plan World Health Organization. Global Age-Friendly Cities: A Guide.