STRATEGIC PLAN 2012-2016 1
Introduction The Oshawa Public Libraries is committed to providing innovative and responsive library service to the people of Oshawa. We have created this strategic plan to guide the development of the Oshawa Public Libraries for the period of 2012-2016. This plan identifies where we will focus our energies to serve the needs of our growing and changing community. Table of Contents Past and Present page 3 Our Growing Community page 4 Mission and Values page 5 Strategic Directions page 6 Objective 1 page 7 Objective 2 page 8 Objective 3 page 9 Objective 4 page 10 Implementing and Monitoring the Plan page 11 2
Building on the Past A Proud History Dating Back to 1864 Library service in Oshawa is older than our country. Canada became a confederation in 1867, but library services in Oshawa began in 1864, three years earlier. Oshawa was incorporated as a village in 1850 with a population of 2,650. By 1864, it had mushroomed to 3,350 people. The first library in Oshawa, the Oshawa Mechanics Institute, offered courses, served as a reading room, and had a small collection of books and magazines. The Library had it ups and downs in its early years and continued on in its rented quarters until 1906 when Oshawa (like hundreds of other communities) took advantage of Andrew Carnegie s generosity and built their own library building (on the corner of Simcoe and Athol streets). By 1953, the population of Oshawa was 44,101; and the old library was cramped to the point of bursting. It now had over 42,000 volumes, 16,151 borrowers, and an annual circulation of 179,047. In 1954, the 29,000 square feet McLaughlin Library opened. In 1962, Colonel McLaughlin gave the library a Bookmobile and truck to service schools and outlying parts of the City. In 1966 the McLaughlin Room was renovated to house Colonel McLaughlin s mementos, trophies and family tree. A third floor was also part of this expansion, and the Music and Film collections moved up there. In 1969 the Library opened its first branch the North Simcoe Branch (3,200 square feet), located in rented plaza space near the corner of Simcoe and Beatrice streets. The branch opened with a collection of 15,000 volumes. Within a year circulation jumped by 40%. By 1980, the branch was clearly inadequate to meet the needs of its users so the Library built the Northview Branch which at 14,500 square feet was four times the size of the old branch. The new branch opened in 1987 and circulation the first year jumped by 48%. In 1975 a small trailer located at the Sydenham Post offered limited library service. In 1977 Bob Hann gave the library 7,500 square feet of space in his new plaza, Lake Vista Square. His generosity has continued as he has extended the Library s rent free lease for 25 consecutive years. When the 1990s began, few people had ever heard of the information highway. By the mid 90s, the Library understood clearly what it meant and that we must not only navigate it ourselves but also help our users hone their information retrieval skills. We launched three Internet stations in our Reference area in April of 1998. This service was instantly popular and in such high demand that we needed to expand it immediately. Thanks to funding provided by Human Resources Development Canada, seven more Internet stations were added in early 1999. There is now Internet service at all branches. In our 2003 to 2007 strategic plan we recognized the need to develop and open a new northeast branch. Working in partnership with the City we opened our new Legends Centre Branch in 2006 and made significant improvements to the Jess Hann Branch. 3
A Proud History Continued... In December 2010, the McLaughlin Branch was renovated. Besides modernizing the look and feel of the McLaughlin Branch this renovation added 10 new public Internet terminals, a newly renovated and distinct Teen area, complete with seating and an area for drop-in videogame programs and a new look for the Information Desk. The numbers of available Online Public Access Catalogues (OPACs) also increased, and were distributed throughout the non-fiction collection, allowing greater access and ease of use for library customers. The reference collection, previously held in a separate location was integrated with the rest of the collection to improve the use and availability of our carefully selected resources. Literacy materials were also given a more central home and by moving the Biography and multilingual collections into the McLaughlin Room we increased availability and simplified search for those materials. The result has been a considerable increase in the number of customer hours of computer use, with a significant reduction in wait times for customers in the library. All new computer areas, OPACs, the new Information Services desk and aisles between shelves were planned and laid out to meet or exceed new provincial AODA guidelines. The Library offers a broad range of services from four branches the McLaughlin Branch, the Northview Branch, the Legends Centre Branch and the Jess Hann Branch. These branches and the Library s website at www.oshawalibrary.on.ca provide a window to a broad range of services. Each location has computer workstations offering full Internet access, online subscription databases and the Microsoft Office Suite. Each location has wireless connectivity. The Library currently has approximately 56,715 active members, borrowing over 1.8 million items annually, and asking over 81,000 reference questions. From 2006 to 2011 circulation of our materials increased by 74% and programme attendance rose by 36%. The Library is governed by an 11 member Board appointed by the City of Oshawa. The primary source of the Library s funding is the City of Oshawa. Other funding sources include the Province of Ontario, special grants, fines and other miscellaneous sources of revenue. Our Growing Community According to Statistics Canada, the Oshawa Public Libraries currently serves a population of approximately 149,607. As with all public libraries across Ontario and North America, we are coping with fundamental shifts in demographics, employment patterns and lifestyles. From 2006 to 2011 the population of Oshawa grew by 5.7% Growth from 2006-2011 was significantly higher than the 2001-2006 period of 1.8% growth. The median age of the City of Oshawa is 40.6 versus 39.4 in 2006. The provincial median is 40.4. 4
Mission and Values Mission Statement The Oshawa Public Libraries enriches the lives and potential of the people of Oshawa by connecting them to the world of information and to each other. Core Values Accessibility: The Oshawa Public Libraries values free public access to information resources collected to satisfy our customers, provided through personal and innovative public service in a barrier free environment. Intellectual Freedom: We recognize every customer s right to information within the bounds of established laws, and strive to provide requested access in as many formats as practical. Quality and Innovation: We recognize that our technological, economic, political, natural and social environments may be ever changing. In response, we strive to appropriately incorporate such changes into our culture and operations to ensure superior quality in all library services and programmes. Respect and Inclusivity: We recognize and respect diversity of cultures, opinions, literacy, learning styles, age, background and talents. Accountability: We promote a work environment which embraces open communication, honesty, integrity, professional ethics, courtesy, respect and accountability. Customer Service: We serve every customer s information needs with courteous, knowledgeable and superior staff interactions, and with intelligent collection design. Privacy: We respect and protect the privacy of our customers. A Link to the Past: We are committed to preserving access to Oshawa s past Literacy, Love of Reading and Lifelong Learning: We are committed to supporting and nurturing all forms of literacy, love of reading and lifelong learning of the people of Oshawa 5
Strategic Directions 1. Increase the number of Oshawa residents who use the Library. 2. Increase the number of uses per person. 3. Ensure that the collection continues to anticipate the needs and to reflect the interests of our customers. 4. Increase the awareness of what the Oshawa Public Libraries has to offer. 5. Increase satisfaction with the services offered by the Oshawa Public Libraries. 6. Enhance the role of the Library as the cultural, social, intellectual crossroads of the community. 7. Increase the opportunities for oral tradition. 8. Ensure facilities are comfortable, inviting and accessible. 9. Improve facilities, technology and access. 10. Establish a vision of a fifth library branch as a virtual library based on the latest technology and social media applications. 11. Enhance a positive work environment. 12. Strengthen the organization s capacity to provide responsive and effective library service. 6
Objective 1: To Increase Membership and Usage Strategic Directions 1. Increase the number of Oshawa residents who use the Library. 2. Increase the number of uses per person. 3. Ensure that the collection continues to anticipate the needs and to reflect the interests of our customers. Actions Identify and develop strategies to engage those groups not currently using library services Investigate providing membership through online application and access cards Expand the Get-Carded Programme to seniors, business and other community organizations Investigate the feasibility of offering services and collections at Lakeridge Health Oshawa Continue to work with Durham College, UOIT and Trent University to develop shared programmes and collections Investigate the feasibility and implementation of an Every Child a Library Card Programme Increase Programme Attendance Ê Ê Establish criteria that accurately and effectively measure the alignment of programmes with customer needs and interests 7
Objective 2: To engage our changing and growing community Strategic Directions 1. Increase the awareness of what the Oshawa Public Libraries has to offer. 2. Increase satisfaction with the services offered by the Oshawa Public Libraries. 3. Enhance the role of the Library as the cultural, social and intellectual crossroads of the community 4. Increase the opportunities for oral tradition. Actions Develop a new marketing strategy that showcases the value of the Oshawa Public Libraries to the community. This strategy is to include print media, public relations, signage, social media, creation of new partnerships, the enhancement of existing partnerships and a new, dynamic, engaging website Expand opportunities for local groups to use the library as a meeting place Implement online and in person surveys to determine customer satisfaction with library services and act upon findings 8
Objective 3: To promote a comfortable, innovative and accessible environment Strategic Directions 1. Ensure facilities are comfortable, inviting, safe and accessible. 2. Improve facilities, technology and access. 3. Establish a vision of a fifth library branch as a virtual library based on the latest technology and social media applications. Actions Develop a plan to guide future renovations, improvements and branch development initiatives over the next 15 years by: Developing an inventory of all current buildings, furniture and equipment Working with the City of Oshawa to identify potential growth areas and community needs re: recreation and libraries Creating a renovation plan for existing library locations Improve exterior signage at all locations: Replace existing static signs with dynamic, digital signs displaying upcoming events and hours Enhance internal advertising to ensure current customers remain aware of programmes, services and upcoming events Develop a strategic technology plan for the library that addresses all hardware, software and media needs Evaluate service hour optimization and expansion options and implement as resources allow Ensure that the Library continues to meet AODA legislated requirements Implement radio frequency identification (RFID) and self-checkout at all locations 9
Objective 4: To strengthen our financial and human resources Strategic Directions 1. Enhance a positive work environment. 2. Strengthen the organization s capacity to provide responsive and effective library service. Actions Develop opportunities for staff to advance by: Developing a mentoring programme for all staff Supporting staff in career development through training and education Developing and implementing a library wide succession plan Develop the Intranet and other social media to enhance internal communications Clarify the role of the Library Board: Continue with Leadership by Design Develop a profile for potential Library Board applicants Create a financial plan that ensures the continuing viability and sustainability of the Oshawa Public Libraries 10
IMPLEMENTING AND MONITORING THE PLAN This plan provides a blueprint for the work of the Oshawa Public Libraries over the next five years. The plan will be realised through its Implementation Plan, which will identify the specific actions that need to be taken in order to accomplish the goals and objectives laid out in this strategic plan. The Implementation Plan will in turn be linked to the Library s capital and operational budgeting processes. Each year, the Board and the Library s Management Team will monitor the overall progress of the plan relative to the goals and objectives. The changing external environment will also be monitored and if conditions warrant, specific strategies may need to be revised or updated. In this way, this plan will become a living document. 11
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