REVISED AGENDA (Revisions marked with two asterisks) Page 1
Toronto Public Library Board
Meeting No 10 Monday November 21 2016 600 pm to 715 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
The Chair and members gratefully acknowledge that the Toronto Public
Library Board meets on the traditional territory of the Mississaugas of New
Credit First Nation the Haudenasaunee the Huron-Wendat
and home to many diverse Indigenous peoples
Members
Mr Ron Carinci (Chair) Ms Sue Graham-Nutter
Ms Lindsay Colley (Vice Chair) Ms Dianne LeBreton
Councillor Paul Ainslie Mr Strahan McCarten
Councillor Christin Carmichael Greb Mr Ross Parry
Councillor Sarah Doucette Ms Archana Shah
Councillor Mary Fragedakis Ms Eva Svec
Closed Meeting Requirements If the Toronto Public Library Board wants to meet in closed
session (privately) a member of the Board must make a motion to do so and give the reason why
the Board has to meet privately (Public Libraries Act RSO 1990 c P44 s 161)
1 Call to Order
2 Declarations of Conflicts of Interest
3 Approval of Agenda
4 Confirmation of October 24 2016 Toronto Public Library Board Meeting Minutes
5 Approval of Consent Agenda Items
All Consent Agenda Items () are considered to be routine and are recommended for
approval by the Chair They may be enacted in one motion or any item may be held for
discussion
6 Business Arising from the Minutes
7 City Librarianrsquos Report
8 Communications
9 Presentations
-- Miroslav Glavić regarding Agenda Item Nos 11 14 amp 15 10 minutes including questions
REVISED AGENDA (Revisions marked with two asterisks) Page 2
Toronto Public Library Board
Meeting No 10 Monday November 21 2016 600 pm to 715 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
10 Toronto Public Library Board Education ndash Ready for Reading 10 minutes
Website
Items for Approval
11 2017 Interim Budget Estimates
12 Runnymede Branch ndash Award of Tender
13 Strategic Plan Performance Measures Committee
Item for Information
a Approved Minutes of Strategic Plan Performance Measures
Committee Meetings of May 31 July 13 and Sep 20 2016
Items for Approval
b Confirmation of November 7 2016 Strategic Plan Performance
Measures Committee Meeting Minutes
c Strategic Plan 2016-2019 Accountability Framework 30 minutes
14 Toronto Public Library Board ndash December 2016 and January 2017 5 minutes
Meeting Dates
15 Holiday Closures 2017 and January 2018
Items for Information
16 2017 Operating and Capital Budgets ndash Update ndash Verbal 10 minutes
17 Audit Plan for the Year Ending December 31 2016
18 Board Resolutions ndash Status Report
19 Adjournment
Attendant Care Services can be made available with some notice
MINUTES Page 1
Toronto Public Library Board
Meeting No 9 Monday October 24 2016 from 605 pm to 820 pm
Cedarbrae Branch Florence Cruickshank Community Room 545 Markham Rd Toronto
16-177 Call to Order
Ron Carinci Chair called the meeting to order at 605 pm Mr Carinci gratefully
acknowledged that the Toronto Public Library Board was meeting on the
traditional territory of the Mississaugas of New Credit First Nation the
Haudenasaunee the Huron-Wendat and home to many diverse Indigenous
peoples
Moe Hosseini-Ara Director Branch Operations amp Customer Experience
introduced Patricia Eastman Area Manager Ms Eastman provided a
presentation regarding the history of the Cedarbrae Branch including information
concerning the programs and services in the branch and its engagement with the
community
16-178 Declarations of Conflicts of Interest There were no Declarations of Conflicts of Interest by members of the Library
Board
Members Present
Mr Ron Carinci (Chair)
Ms Lindsay Colley (Vice Chair)
Councillor Paul Ainslie
Councillor Sarah Doucette
Councillor Mary Fragedakis
Ms Sue Graham-Nutter
Ms Dianne LeBreton
Mr Strahan McCarten
Mr Ross Parry
Ms Archana Shah
Ms Eva Svec
Regrets
Councillor Christin Carmichael Greb
4
MINUTES Page 2
Toronto Public Library Board
Meeting No 9 Monday October 24 2016 from 605 pm to 820 pm
Cedarbrae Branch Florence Cruickshank Community Room 545 Markham Rd Toronto
16-179 Approval of Agenda Moved by D LeBreton seconded by E Svec
That the Toronto Public Library Board approves the agenda as revised to
1 add a presentation from Miroslav Glavić regarding 2017-2019
Fundraising Priorities Toronto Public Library Board ndash Self-Evaluation
and Toronto Public Library Board ndash 2017 Proposed Meeting Schedule
Carried
16-180 Confirmation of September 26 2016 Toronto Public Library Board Meeting
Minutes
The following correction to the minutes was noted by Councillor Fragedakis
On page four of the September 26 2016 Toronto Public Library Board meeting
minutes under Presentations ndash Friends of Toronto Public Library the motion to
receive the presentation from the Friends of Toronto Public Library and
acknowledge their efforts was moved by Councillor Fragedakis and seconded by
Councillor Doucette The corrected minutes will be posted on the Libraryrsquos
website
Moved by L Colley seconded by A Shah
That the Toronto Public Library Board
1 confirms the Minutes of the September 26 2016 Toronto Public Library
Board meeting as revised
Carried
16-181 Approval of Consent Agenda Items Moved by S McCarten seconded by E Svec
That the Toronto Public Library Board
1 approves the consent agenda and all other items not held on consent
Carried
The following items was held for further consideration
Toronto Public Library Board ndash Self-Evaluation
Capital Budget Monitoring Report ndash September 30 2016
Toronto Public Library Board ndash 2017 Proposed Meeting Schedule
MINUTES Page 3
Toronto Public Library Board
Meeting No 9 Monday October 24 2016 from 605 pm to 820 pm
Cedarbrae Branch Florence Cruickshank Community Room 545 Markham Rd Toronto
16-182 Business Arising from the Minutes
a Toronto Public Library Datasets on City of Toronto Open Data Portal
Alex Hocevar Director Digital Services amp Emerging Technologies advised the
Board that Toronto Public Library datasets are available on the Libraryrsquos website
Plans are underway to add the Libraryrsquos datasets to the Cityrsquos website early in
2017
b 2017 Operating Budget Submission
Vickery Bowles City Librarian advised the Board of the following error in the
2017 Operating Budget Submission report provided at the September 26 2016
Board meeting
On Page 13 of the report McGregor Park and Weston branches were identified as
locations for Youth Hubs in 2017 Instead Youth Hubs will be installed in these
two branches in 2018 In 2017 Youth Hubs will be installed in the Albion and
Barbara Frum branches A corrected version of the report will be posted on the
Libraryrsquos website
Moved by S McCarten seconded by Councillor Ainslie
That the Toronto Public Library Board
1 receives the Business Arising from the Minutes verbal reports regarding
the Toronto Public Library Datasets on City of Toronto Open Data Portal
and 2017 Operating Budget Submission for information
Carried
16-183 City Librarianrsquos Report (Approved by Consent) That the Toronto Public Library Board
1 receives the City Librarianrsquos Report for information
Carried
16-184 Communications (Approved by Consent)
That the Toronto Public Library Board
1 receives Communication (a) from Ulli S Watkiss City Clerk City of
Toronto to Vickery Bowles City Librarian Toronto Public Library dated
September 28 2016 regarding the appointment of Councillor Christin
Carmichael Greb as the Mayorrsquos designate to the Toronto Public Library
Board for information
Carried
MINUTES Page 4
Toronto Public Library Board
Meeting No 9 Monday October 24 2016 from 605 pm to 820 pm
Cedarbrae Branch Florence Cruickshank Community Room 545 Markham Rd Toronto
Presentations
16-185 Maureen OrsquoReilly President Toronto Public Library Workers Union Local
4948 CUPE Maureen OrsquoReilly addressed the Board regarding the 2017 Operating Budget ndash
City Target Ms OrsquoReilly outlined the Unionrsquos concerns regarding the impact of
potential service and staffing reductions to library service A communication on
this matter from Maureen OrsquoReilly to Ron Carinci was tabled at the meeting In
addition Ms OrsquoReilly noted the Unionrsquos submissions to the Board are not posted
on the Libraryrsquos website and requested that the materials be posted
Moved by L Colley seconded by D LeBreton
That the Toronto Public Library Board
1 receives the presentation from Maureen OrsquoReilly President Toronto
Public Library Workers Union Local 4948 CUPE regarding the 2017
Operating Budget ndash City Target for information
Carried
16-186 Miroslav Glavić Miroslav Glavić addressed the Board regarding the importance of the provision of
accessible doors in all branches the importance of objective Board self-evaluation
and the possibility of scheduling Library Board meetings on some holidays such
as Easter Monday
Moved by Councillor Doucette seconded by E Svec
That the Toronto Public Library Board
1 receives the presentation from Miroslav Glavić regarding 2017-2019
Fundraising Priorities Toronto Public Library Board ndash Self-Evaluation
and Toronto Public Library Board ndash 2017 Proposed Meeting Schedule for
information
Carried
16-187 Toronto Public Library Board Education ndash Cisco Collaboration
Alex Hocevar introduced Willa Black Vice President Corporate Affairs and
Victor Woo Director Ontario Public Sector Cisco Canada Ms Black and Mr
Woo provided the Board with a presentation on specific initiatives resulting from
the partnership between Cisco and the Toronto Public Library
Moved by Councillor Ainslie seconded by A Shah
That the Toronto Public Library Board
1 receives the Toronto Public Library Board Education ndash Cisco
Collaboration verbal report for information
Carried
MINUTES Page 5
Toronto Public Library Board
Meeting No 9 Monday October 24 2016 from 605 pm to 820 pm
Cedarbrae Branch Florence Cruickshank Community Room 545 Markham Rd Toronto
Items for Approval
16-188 Property Redevelopment Feasibility Report
Larry Hughsam Director Finance and Treasurer introduced Bill Bryck President
and CEO Anna Ritacca Director Land amp Portfolio Analysis Build Toronto and
Joe Casali Director Real Estate Services City of Toronto Mr Bryck Ms
Ritacca and Mr Casali elaborated on the Toronto Public Library pilot project
analysis as outlined in the Property Redevelopment Feasibility Report
Moved by S McCarten seconded by D LeBreton
That the Toronto Public Library Board
1 not proceed with a pilot redevelopment project at this time based on Build
Torontorsquos financial analysis that shows no excess funds would be
generated to address other state of good repair needs and
2 continues to explore development and planning opportunities for Toronto
Public Library real estate in conjunction with the City-Wide Real Estate
Review and the centralized real estate entity
Carried
16-189 2017-2019 Fundraising Priorities
Elizabeth Glass Director Policy Planning amp Performance Management
introduced Robin Fowler Senior Counsel Offord Group Ms Fowler and
Jennifer Jones President Toronto Public Library Foundation outlined for the
Board a new direction in identifying fundraising priorities for 2017-2019
Moved by R Parry seconded by E Svec
That the Toronto Public Library Board
1 approves the 2017-2019 Fundraising Priorities Neighbourhood Renewal
Building and Spaces Life Long and Self Directed Learning Innovation
New and Emerging Technologies and Access to Culture and Preserving
Heritage and
2 directs library staff to work with the Toronto Public Library Foundation to
implement the new approach to fundraising in support of the 2017-2019
Fundraising Priorities pending approval of the Toronto Public Library
Foundation Board
Carried
16-190 Motion to Extend the Meeting
Moved by S McCarten seconded by E Svec
That the Toronto Public Library Board
1 extends the meeting until the completion of the agenda
Carried
MINUTES Page 6
Toronto Public Library Board
Meeting No 9 Monday October 24 2016 from 605 pm to 820 pm
Cedarbrae Branch Florence Cruickshank Community Room 545 Markham Rd Toronto
16-191 2017 Operating Budget ndash City Target
Moved by S McCarten seconded by S Graham-Nutter
That the Toronto Public Library Board
1 considers service reductions totalling $6195 million or 35 of the
budget comprised of reductions to Monday to Friday open hours saving
$4412 million and a $1782 million reduction to the collections budget
required to meet the Cityrsquos operating budget reduction target of -26
Defeated unanimously
Recorded Vote Requested
Yes ndash 0
No ndash 11
Councillor Ainslie Ron Carinci Lindsay Colley
Councillor Doucette Councillor Fragedakis Sue Graham-
Nutter Dianne LeBreton Strahan McCarten Ross Parry
Archana Shah and Eva Svec
16-192 2016 Capital Budget Adjustments (Approved by Consent)
That the Toronto Public Library Board
1 approves the following cash flow reallocations which have no impact on
annual debt levels
11 accelerate a total of $1065 million gross ($0527 million debt and
$0538 development charges (DC) funding) cash flow from 2017 to
2016 comprised of $0915 million gross $0537 million debt and
$0388 million DC for the Albion Library project and $0150
million gross and DC for the Wychwood Library project as
presented in Attachment 1 (Part A) and
12 defer a total of $1065 million gross ($0527 million debt and
$0538 DC funding) cash flow from 2016 to 2017 comprised of
$0250 million gross and debt for the North York Central Library
project $0150 million gross and DC for the St ClairSilverthorn
Library project and $0665 gross $0277 million debt and $0388
million DC for the Dawes Road Library project as presented in
Attachment 1 (Part B) and
2 authorizes staff to forward these budget adjustments to the City for
approval
Carried
MINUTES Page 7
Toronto Public Library Board
Meeting No 9 Monday October 24 2016 from 605 pm to 820 pm
Cedarbrae Branch Florence Cruickshank Community Room 545 Markham Rd Toronto
16-193 Toronto Public Library Board ndash Self-Evaluation
Moved by Councillor Ainslie seconded by L Colley
That the Toronto Public Library Board
1 approves the self-evaluation tool as outlined in Attachment 1 to be
conducted using an online survey tool and
2 conducts a pilot self-evaluation during the month of November 2016 and
discusses the results of the evaluation at the January 2017 meeting
Carried
Items for Information
16-194 Operating Budget Monitoring Report ndash September 30 2016 (Received for
Information by Consent)
That the Toronto Public Library Board
1 receives the Operating Budget Monitoring Report ndash September 30 2016
for information
Carried
16-195 Capital Budget Monitoring Report ndash September 30 2016
Moved by S McCarten seconded by L Colley
That the Toronto Public Library Board
1 receives the Capital Budget Monitoring Report ndash September 30 2016 for
information
Carried
16-196 Toronto Public Library Board ndash 2017 Proposed Meeting Schedule
Moved by A Shah seconded by S McCarten
That the Toronto Public Library Board
1 receives the Toronto Public Library Board ndash 2017 Proposed Meeting
Schedule for information
Carried
16-197 Board Resolutions ndash Status Report (Received for Information by Consent)
That the Toronto Public Library Board
1 receives the Board Resolutions ndash Status Report for information
Carried
MINUTES Page 8
Toronto Public Library Board
Meeting No 9 Monday October 24 2016 from 605 pm to 820 pm
Cedarbrae Branch Florence Cruickshank Community Room 545 Markham Rd Toronto
16-198 Adjournment
Moved by Councillor Ainslie seconded by R Parry
That the Toronto Public Library Board
1 adjourns the October 24 2016 Toronto Public Library Board meeting
Carried
The meeting ended at 820 pm
Signed
City Librarianrsquos Report ndash November 21 2016 1
City Librarianrsquos Report
November 21 2016
Expanding Access to Technology and Training
The fourth round of Toronto Public Libraryrsquos (TPL) Staff Innovation Program launched in
October All staff were invited to submit proposals that merge innovation and technology
Successful submissions will gain access to the technology resources and expertise needed to
help the ideas grow into something bigger Special consideration is being given to proposals
that address one of the three research themes from the 2016-2019 Strategic Plan
consultations Income Inequality and Poverty Reduction Middle Childhood and Youth The
Staff Innovation Program is meant to stimulate staff to combine imagination technology and
a willingness to experiment in an effort to develop innovations that have a positive impact on
service engage a new community or partner improve staff efficiencies andor enhance user
services
Establishing TPL as Torontorsquos Centre for Continuous and Self-Directed Learning
Launched at the end of September Gale Courses is a new eLearning resource that offers
unlimited access to instructor-led online courses on a variety of topics Courses run for six
weeks with two new lessons released every week New sessions start every month A
Getting Started page is available on the Library website to help customers A valid TPL card
is required along with the creation of a personal account at Gale Courses Topics of courses
include accounting finance business and management computer applications web design
technology skills personal enrichment health and wellness and writing tplcadatabases
Creating Community Connections through Cultural Experiences
In a tradition that started last year with Kansas City Public Library Toronto Public Library
staff put together cheeky social media posts in support of the Toronto Blue Jays in
postseason The posts written as poetry using book spines are used to taunt the public
libraries in the opposing cities This year Toronto Public Library faced off against Arlington
and Cleveland public libraries The posts were well received by the public and generated lots
of engagement and media coverage ndash reaching both new and existing audiences Canadian
public libraries like Oshawa Public Library chimed in with their own book spine messages
and elementary school students showed their support by putting together several messages as
part of a class activity Toronto Public Library staff were invited to reveal their selected
titles on Breakfast Television for the opening game in the Toronto vs Cleveland series The
exercise was fun for staff and was a great opportunity for the Library to contribute to the
citys excitement
On November 11 Chris Hadfield gave a presentation as part of the autumn 2016 Bram amp
Bluma Appel Salon The talk entitled How to Think Like an Astronaut was broadcast via
our telepresence technology in partnership with Cisco to four TPL locations (Cedarbrae S
Walter Stewart Richview and York Woods) and to Deer Lake First Nation in Northern
Ontario In each offsite location kids 9-12 were invited to create a project that addressed
7
City Librarianrsquos Report ndash November 21 2016 2
some problem in space and then later were given the chance to interact remotely with Chris
to present the solution to their selected problem The telepresence technology and the Chris
Hadfield special event were made possible by the generous contributions of two important
partners to the Library The Bluma Appel Community Trust donated $400000 to fund the
technology and the program and Cisco Canada contributed additional equipment expertise
and technical and strategic support Thanks to both for helping the Library transform our
services to better serve Torontonians in the digital age
Supported by the Krembil Foundation The Cutting Edge series explores new ideas at the
intersection of health and technology The 2016 featured lecture was presented by Pulitzer
Prize winner Siddhartha Mukherjee on October 17 at the Bram amp Bluma Appel Salon
Mukherjeersquos recent book The Gene weaves together science social history and personal
narrative to explain one of the most important conceptual breakthroughs of modern times
Dr Mukherjeersquos sold out appearance was simulcast to the Toronto Reference Library atrium
and live streamed online Other programs in the 2016 series include Music Medicine A New
Frontier and Pushing the Boundaries of Alzheimer Treatment In addition to the Cutting
Edge series the Krembil Foundation funds enhancements to the Libraryrsquos medical collection
as well as training for library staff
tplcacuttingedge
In October TPL launched a pilot project that extends the Sun Life Financial Museum +
Arts Pass (MAP) program making it available to University of Toronto and Ryerson
students at their campus libraries The pass can then be checked out at one of five
participating TPL branches giving the student free access to the AGO the Bata Shoe
Museum the Textile Museum of Canada and one of eight participating City of Toronto
Historic Sites The goals of the pilot are to encourage student awareness and use of TPL
branches to promote TPL library card registration to expand the MAP programrsquos
accessibility and to encourage students to make use of the regular MAP program The pilot
will end in the spring of 2017 at which point an evaluation will take place The regular
MAP program allows individuals and families to explore the best of Torontorsquos arts and
cultural treasures by providing free access to 17 participating venues
tplcamappass
In partnership with Myseum of Toronto Toronto Public Library presents Cosmopolis
Toronto The World in One City ndash a photography exhibition that explores the journeys of
newcomers to Canada This series by photographer Colin Boyd Shafer captures the stories
of someone born in every country of the world who now calls Toronto home Through
photography exhibits and programs Cosmopolis Toronto The World in One City will be
displayed at select branches across the city Themes that emerge revolve around the power
of family faith food music and the things that remind us of the past as well as the places
that feel like home
tplcacosmopolis
October is Canadian Library Month and this year Ontario Public Library Week was
kicked off at Fort York Branch on Oct 17 Todd Kyle president of the Ontario Library
Association spoke about the valuable role libraries play in Canadians lives and launched a
City Librarianrsquos Report ndash November 21 2016 3
fun bookspinepoetry contest open to the public City Librarian Vickery Bowles introduced
the theme of this yearrsquos Ontario Public Library Week ldquoA visit will get you thinkingrdquo and
spoke about the transformation libraries are undergoing and the new ways they are
connecting with their users Kevin Finnerty Assistant Deputy Minister at the Ministry of
Tourism Culture and Sport presented the Public Library Awards Shortlist which included
Toronto Public Librarys Pan Am Host City Project Attendees toured Fort York Branch
including a visit to the popular digital innovation hub
Transforming for 21st Century Service Excellence
The TPL Foundation was pleased to announce a number of fundraising successes this fall
Sixty thousand dollars was raised through the generous support of patrons of the fourth
annual Hush Hush fundraiser on October 15 at the BloorGladstone Branch A portion of the
proceeds will go toward Young Voices a suite of programs that encourages creative
expression in Torontorsquos youth The Foundation also raised $9500 through supporters
running or walking in the Scotiabank Charity Challenge one participant in the Challenge
trained by running to all 100 TPL branches The Foundation is also happy to announce that
TD Bank has generously renewed its support of Black History Month Celebrations and
Indigenous Celebrations with a combined donation of $44000
Communications 1
8
COMMUNICATIONS
GENERAL CORRESPONDENCE
TORONTO PUBLIC LIBRARY BOARD MEETING ndash November 21 2016
It is recommended that the Toronto Public Library Board
1 receives Communication (a) from Joe Clark to the Toronto Public Library Board
dated November 17 2016 regarding the 2017 operating and capital budgets for
information
Joe Clark joeclarkjoeclarkorg
20161117
Re 2017 Interim Budget Estimates
2017 Operating and Capital Budgets Update
While most of the attention paid to the budget has revolved around the Mayorrsquos suicidal
and intrinsically unserious demand for a 26 budget cut everywhere I have to
wonder yet again why the Toronto Public Library Board does not understand
what its own staff are proposing
Is it because there were only two Boardmembers in the last decade who were known to
even have library cards (One sits on the current Board) Fundamentally you
people do not use the library system and do not understand it I can assure you
that hiring Moe hasnrsquot changed that one iota given his attested unwillingness to
learn what in-branch experience the area he purports to manage is really like
So letrsquos go through a few seriously unwise items in the Library budget
Nobody asked for ldquocash drawersrdquo at the self-service checkouts
that nobody asked for either
One of the budget documents lies about the history of self-checkout thus ldquoIn 2009 TPL
received $66 million to implement self-service checkout in branches resulting in
better service and expanded hours at no cost and also a reduction in staff to help
achieve budget targetsrdquo The real purpose of self-checkout was to fire expensive
employees not to make things more efficient And it involved clumsily sticking
decals on millions of items in many cases marring them permanently
Again The real purpose of self-checkout was firing staff That was confirmed to me to my
face by a manager in charge It had nothing to do with library users or literally
anything else If the project had started with automated sorters as its raison drsquoecirctre
first it might have made sense
Now wersquore being threatened with ldquocash drawersrdquo As ever the library canrsquot be honest
about whatrsquos really happening here verbally dressing up this fiasco as Integrated
Payment Solutions whatever those are
2
With an investment of $2250 million over two years []hellip [c]ustomers will be able to pay
fines at the self-checkout terminals at the same time as checking out materials
Currentlyhellip fine payments can only be made onlinehellip or from a face-to-face interaction
with library staff at the check-out desk
God forbid
Combined these initiatives will save $0526 million or 03 in 2017 and allow a reduction
in staff of 68 FTEs[]
In other words ldquothese initiativesrdquo will cost $(2250000 divide 2 ndash 526000) or $599000 in
Year 1
The only library patrons who could possibly need this service are the ones who could
never get it in the first place ndash those whose only use of the library is via the
Bookmobile which canrsquot take cash payments and which donrsquot use RFID in the first
place (Did you know that) Nobody else needs or wants this service
Further does the Library really mean ldquocash drawersrdquo as in tills Do you know what you
even mean How will these tills dispense change Wonrsquot every one of them be
burglarized every day How long till Sue-Ann Levy writes a column about that
The Library refuses to adjust the collections budget
for known decreases in usage
Budget documents
$0482 million represents a 25 projected cost increase for library materials based on
experience and industry projections while needing to accommodate the impact of a
stronger US dollar on the Libraryrsquos purchasing power[]
The Library has elsewhere admitted that third-language materials ndash this means non-
English and non-French though the positioning of French as equivalent to
English is a joke in itself ndash have suffered serious decline in recent years Some
languages (by implication Indian ones) have shown 45 decreases in demand
That demand is never gonna come back Yet the Library whose collections policy is in
some respects more whim than policy proposes a $482000 increase largely to
handle projected exchange rates
3
Why hasnrsquot the Library proposed reducing relevant third-language budgets by the same
amount demand has reduced then redirecting that money to other collections
Why does the Library propose spending tens of thousands of dollars per
language in permanent decline instead of spending that money on items people
actually want including third-language items that really get used
Collections policy really does contain a large dosage of whim I should know being the
largest single submitter of blue forms and whose yellow forms are simply
ignored (Boardmembers ldquoWhat are thoserdquo) being someone who knows there is
no policy at all for acquiring new magazine titles and getting rid of dud titles and
most of all being the person who has had to take the Toronto Public Library to
the Human Rights Tribunal of Ontario over its banning of a single author an
outrageous unprincipled action that is seriously popular in-house and which the
Library clearly intends to defend to the death at any cost in legal fees
Yet this is the same department you intend to authorize to waste money on third-
language materials that will never be used while also handing it another
482 grand
If you actually used the Library and if you actually read your own reports would you
leave these items in the proposed budget Again what happens if Sue-Ann Levy
finds out and documents these errors in a newspaper none of you really think
should be taken seriously in the first place
ndash 30 ndash
Ready for Reading WebsiteToronto Public Library
Peggy Thomas
Manager Childrenrsquos Services
Questions
Contact informationPeggy Thomaspthomastorontopubliclibraryca
2017 Interim Budget Estimates 1
STAFF REPORT ACTION REQUIRED
2017 Interim Budget Estimates
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The purpose of this report is to seek Toronto Public Library Board adoption of the 2017
interim operating and capital budget estimates in order to enable Toronto Public Library
(TPL) to carry out normal operations during the period between January 1 2017 and the date
on which Council approves the 2017 operating and capital budgets expected to be on
February 15 or 16 2017
The interim operating budget for TPL is $48647 million gross ($44249 million net) which
is based on 25 of TPLrsquos 2016 approved budget The interim capital budget is $5522
million gross ($3524 debt) which is based on 25 of the 2017 funding commitments for
previously approved capital projects
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 adopts the 2017 interim operating budget of $48647 million gross ($44249 million
net) subject to Council approval and
2 adopts the 2017 interim capital budget of $5522 million gross ($3524 million debt)
subject to Council approval
FINANCIAL IMPACT
The 2017 interim budget estimates will enable TPL to carry out normal operations during the
period between January 1 2017 and the date on which Council approves the 2017 operating
and capital budgets expected to be on February 15 or 16 2017 The 2017 interim operating
budget for TPL is $48647 million gross ($44249 million net) which represents 25 of
TPLrsquos 2016 approved operating budget
The interim capital budget is $5522 million gross ($3524 million debt) which represents
25 of the 2017 funding commitments for previously approved capital projects Any unspent
11
2017 Interim Budget Estimates 2
capital funds from 2016 will also be available during the interim period of 2017 The
combination of the 25 funding and 2016 unspent carry-forwards will be adequate to meet
TPLrsquos capital needs in the interim period
The budget percentage approvals are consistent with other City Agencies and Divisions
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
ALIGNMENT WITH STRATEGIC PLAN
The adoption of the 2017 interim budget estimates ensures the continuance of TPLrsquos business
until Council approves the 2017 operating and capital budgets
ISSUE BACKGROUND
In accordance with TPLrsquos Financial Control Policy prior to the approval of the annual
operating and capital budgets the Library Board needs to adopt the Council-approved
interim estimates to fund the continuance of the Libraryrsquos business from the first day of
January to the date the operating and capital budgets for that year are approved
COMMENTS
The 2017 interim budget estimates for the operating and capital budgets expected to be
approved by Council on December 13 2016 enable City Programs and Agencies to carry out
their operations until Council approves the 2017 operating and capital budgets expected on
February 15 or 16 2017
Expenditures made during the period beginning January 1 2017 to until the date Council
approves the 2017 operating and capital budgets must be restricted to normal operations
CONTACT
Larry Hughsam Director Finance amp Treasurer Tel 416-397-5946
E-mail lhughsamtorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
Runnymede Branch ndash Award of Tender 1
STAFF REPORT ACTION REQUIRED
Runnymede Branch ndash Award of Tender
Date November 21 2016
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 of Runnymede Branch as per
Toronto Public Libraryrsquos (TPLrsquos) drawings and specifications
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 awards the contract to the lowest bidder Brown Daniels Associates for the interior
renovation of the Runnymede Branch at a cost of $543147 which includes a
contingency of $49377 [excluding Harmonized Sales Tax (HST)]
FINANCIAL IMPACT
The total amount of $543147 which is made up of the tender amount of $493770 plus the
contingency of $49377 (excluding HST) is included as part of the Multi-Branch Renovation
State of Good Repair (SOGR) Project of the approved 2016 capital budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
ALIGNMENT WITH STRATEGIC PLAN
The interior renovation of the Runnymede Branch helps to achieve various strategic plan
priorities and goals including
increase access to in-branch services and spaces and new options to expand public and
community space
advance State of Good Repair projects to provide welcoming well-maintained and efficient
public space
create in-branch environments that connect neighbourhoods and communities offering
opportunities for partnerships civic engagement and resident participation
12
Runnymede Branch ndash Award of Tender 2
build capacity to deliver elearning and interactive distance learning services
offer broad access to experiential collaborative mentored and networking learning
opportunities in response to the different ways people learn and the unique needs of local
communities
offer access to new and emerging technologies to support innovation entrepreneurship and
creativity
COMMENTS
Runnymede is a 12034 sq ft neighbourhood branch In 2015 Runnymede was the third
busiest branch in the Toronto Public Library system in terms of visits and the busiest branch
in terms of holds pick-up The branch opened in 1928 and is listed on Toronto Historical
Boards Inventory of Heritage Properties It has undergone several renovations over the
years
A renovation and expansion of Runnymede Branch was completed and successfully opened
to the public in 2005 Eleven years have passed and library service has changed With
introduction of self-service and more collaborative work spaces the existing large service
desk is no longer required Moreover the high level of traffic creates congestion in the
branch The proposed renovation to the main floor of the library will resolve these issues In
addition to the installation of a new smaller service desk the renovation will involve a re-
design of the computer areas new flooring new window coverings and collections
merchandizing The second floor of the branch will be opened up to improve security
through increased visibility and allow for greater flexibility in the use of the public space
Architects for the project Building Arts Architects Inc was hired to provide architectural services for the Runnymede
Branch renovation project in April 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 of the most experienced and previously proved General
Contractors were pre-qualified and invited to bid on the project All eight (8) attended the
mandatory site meeting at Runnymede Branch on October 4 2016
Call for Tenders On September 30 2016 the Call for Tenders was issued to the eight pre-qualified bidders 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 The bid documents prepared by the Architects were
supplied to all prequalified bidders All bidders had to attend a mandatory information
meeting on October 4 2016 The bid documents comprised the following documents
List of Prequalified Bidders
Instruction to Bidders
Runnymede Branch ndash Award of Tender 3
Available Project Information
Stipulated Price Bid Form
Unit Prices Bid Form Supplement
Alternative Prices Bid Form Supplement
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 October 20 2016 TPL received tenders from seven of the pre-qualified General
Contractors The Architects and library staff analysed the three lowest bids to ensure that all
requirements of the bidding process were met as follows
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 amp
material bond)
o unconditional bid
o completed amp sealed stipulated price bid form
o acknowledges all addenda issued as part of the Call for Tenders
o completed amp dated unit prices bid form supplement
o completed amp dated alternative prices bid form supplement
o completed amp dated list of subcontractors bid form supplement
o confirmation of pre-qualified subcontractors where required
Award of tender recommendation For the recommended contract award to Brown Daniels Associates the following
requirements have been met
1 The bidder is in conformance with 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 successfully completed a number of Toronto Public Library
projects including Woodside Square Mimico and Ellesmere Branches North York Central
Library and the recent Beeton Hall renovation at the Toronto Reference Library The
references were checked by the architect and were satisfactory
Runnymede Branch ndash Award of Tender 4
CONTACT
Moe Hosseini-Ara Director Branch Operations and Customer Experience
Tel 416-397-5944 E-mail mhosstorontopubliclibraryca
Gail Rankin Senior Manager Facilities Management Tel 416-395-5881
E-mail grankintorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
13 aLIBRARYAPPROVED MINUTES Page I
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 1 Tuesday May 31 2016 from 540 pm to 725 pmToronto Reference Library Board Room 789 Yonge Street Toronto
Members PresentMr Ron CarinciMs Lindsay ColleyMs Dianne LeBretonMs Sue Graham-Nutter
RegretsMs Archana Shah
SPPM Call to Order16-001 Elizabeth Glass Director Policy Planning amp Performance Management and the
City Librarianrsquos desiwiate called the meeting to order at 540 pm
SPPM Election of Chair of the Strategic Plan Performance Measures Committee16-002 Elizabeth Glass called for nominations for the Chair of the Strategic Plan
Performance Measures Steering Committee
Moved by 1 CarinciThat1 Dianne LeBreton be nominated for chair
carriedDianne LeBreton agreed to stand for election
There being no further nominations it wasMoved by L ColleyThat the Strategic Plan Performance Measures Committee1 closes nominations
carried
Elizabeth Glass declared Diarme LeBreton duly elected Chair of the Strategic PlanPerformance Measures Committee by acclamation
Dianne LeBreton assumed the Chair
APPROVED MINUTES Page 2
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 1 Tuesday May 31 2016 from 540 pm to 725 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Declarations of Conflict of Interest16-003 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda16-004 Moved by R (lsquoarinci
That the Strategic Pla ii Perbnnance Measures Committee1 approves the agenda
Carried
SPPM Communications16-005 There were no Communications items at the May 31 2016 Strategic Plan
Performance Measures Committee meeting
SPPM Presentations16-006 There were no public presentations at the May 31 2016 Strategic Plan
Performance Measures Committee meeting
Item for ApprovalSPPM Strategic Plan 2016-20 19 Status and Performance Management Reporting Tools
Elizabeth Glass and Michele Melady Acting Manager Planning amp Developmentprovided a presentation on status and performance management reporting tools
16-007 Committee DecisionIrsquofo red by K CauinciThat the Strategic Plan Perbrmance Measurement Committee1 considers the summary of Toronto Public Library s strategic priority
alignment witi key City strategiesbr information (Attachment 1)2 considers the template that will he used for the semimdashannual status report
on Strategic Plan activitiesbr 2016br presentation to the Library Boardin June fbr inbnnation Attacunent 2)
3 considers the Divi Strategic Plan Dashboard to provide recommendationson the brmat so that staff cciii make revisions and populate the templatewith nwasuucs br the next Steering Committee Meeting (Attachment 3)
Carried as amended
APPROVED MINUTES Page 3
Toronto Public library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 1 Tuesday May 31 from 540 pm to 725 pmToronto Reference Library Board Room 789 Yonge Street Toronto
MotionsSee the followingMoved by R CarinciThat the Strategic Plan Performance Measures Committee1 considers the summary of Toronto Public Libraryrsquos swategic priority
alignment with key City strategies for information (Attachment 1)2 endorses (lie template that will be usedfor the semi-annual status report
on Strategic Plan activities for 2Ol6for presentation to the Library Boardin June for information (Attachment 2)
3 considers the Draft Strategic Plan Dashboard to pro viderecommendations on the format so that staffcan make revtcions andpopulate the template with measures for the next Steering ConmitteeMeeting (Attachment 3)
Amended
Moved in amendment by S Graham-NutterThat the Motion moved by R Carbici be amended to change the word endorsesrdquoin Recommendation 2 to the word considers so that it reads asjoacutellows1 considers the template that will be usedJar the semi-annual status report
on Strategic Plan activitiesfor 2016for presentation to the Library Boardin June for information (Attachment 2)
Carried
SPPM Adjournment16-008 Moved by pound Graham-Nutter
That the Strategic Plan Perjagravermance Measures Committee1 adjourns the May 31 2016 Strategic Plan Performance Measures
Committee meetingCarried
The meeting ended at 725 pm c)r -
Signed ( I lsquoI 7lt--
TORONTOPUB LIC
LIBRARYAPPROVED MINUTES Page 1
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 2 Wednesday July 13 2016 from 530 pm to 635 pmToronto Reference Library Board Room 789 Yonge Street Toronto
Members PresentMs Dianne LeBreton (Chair)Ms Lindsay CofleyMs Sue Graham-NutterMs Archana Shah
RegretsMr Ron Carinci
SPPM Call to Order16-010 Dianne LeBreton called the meeting to order at 530 pm
SPPM Declarations of Conflict of Interest16-011 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda16-012 Moved byL colley
That the Strategic Plan Petformance Measures Committee1 approves the agenda
Carried
SPPM Confirmation of IrsquoIay 31 2016 Strategic Plan Performance Measures Committee16-0 13 Meeting Minutes
Moved by L ColleyThat the Strategic Plan PerJbrmance Measures Committee1 confirms the Minutes of the May 31 2016 Strategic Plan Performance
Measures CommitteeCarried
APPROVED MENUTES Page 2
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteelNrsquoIeeting No 2 Wednesday July 13 from 530 pm to 635 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Business Arising from the Minutes16-014 There were no Business Arisingfrom the Mintues items at the July 13 2016
Strategic Plan Performance Measures Committee meeting
SPPM Communications16-015 There were no Communications items at the July 13 2016 Strategic Plan
Performance Measures Committee meeting
SPPM Presentations16-016 There were no public presentations at the July 13 2016 Strategic Plan
Performance Measures Committee meeting
Itemfor ApprovalSPPM Strategic Plan 2016-2019 Status and Performance Management Reporting Tools16-0 17 Elizabeth Glass Director Policy Planning amp Performance Management and
Linda Hazzan Director Communications Progranuning amp CustomerEngagement provided a presentation on status and performance managementreporting tools
Moved byA ShahThat the Strategic Plan Performance Measurement Committee1 considers the attached presentation materials and2 directs staffto further develop the balanced score card key performance
indicators and the Strategic Plan dashboard and indicatorsfor a StrategicPlan Performance Measures Steering committee meeting in September
CarriedSPPM Adjournment16-018 iWoved by S Graham-Nutter
That the Strategic Plan Performance ArsquoJeasures Committee1 adjourns the July 13 2016 Strategic Plan Performance Measures
Committee meeting
Carried
The meeting ended at 635 pm-
Signed lsquoiV i f
TORONTOPUB LIC
LIBRARYAPPROVED MINUTES Page 1
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 3 Tuesday September 20 2016 from 530 pm to 630 pmToronto Reference Library Board Room 789 Yonge Street Toronto
Members PresentMs Dianne LeBreton (Chair)ML Ron CadnciMs Lindsay ColleyMs Archana ShahMs Sue Graham-Nutter
Regrets
SPPM Call to Order16-019 Dianne LeBreton called the meeting to order at 530 pm
SPPM Declarations of Conflict of Interest16-020 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda16-021 Moved by L Colley
That the Strategic Plan Performance Measures Committee1 approves the agenda
Carried
SPPM Confirmation of July 13 2016 Strategic Plan Performance Measures Committee16-022 Meeting Minutes
Moved by L ColleyThat the Strategic Plan Peiformance Measures Committee1 confirms the Minutes of the fitly 13 2016 Strategic Plan Performance
Measures Committee
Carried
APPROVED MINUTES Page 2
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 3 Tuesday September 20 2016 from 530 pm to 630 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Business Arising from the Minutes16-023 There were no Business Arisingfrom (lie Minutes items at the September 20 2016
Strategic Plan Performance Measures Committee meeting
SPPM Communications16-024 There were no Communications items at the September 20 2016 Strategic Plan
Performance Measures Committee meeting
SPPM Presentations16-025 There were no public presentations at the September 20 2016 Strategic Plan
Performance Measures Committee meeting
Itemfor ApprovalSPPM Strategic Plan 2016-2019 Accountability Framework and Reporting Tools16-026 Elizabeth Glass Director Policy Planr1ing amp Performance Management
provided a presentation on accountability framework and reporting tools
Moved by S Graham-NurterThat the Strategic Plan Performance Afeasurement Committee1 considers the approach ofusing logic models and a balanced scorecard as
the strategic plan accountabilityframework and a dashboard to visuallyrepresent the progress and achievement as outlined in the flowchart(Attachment 1k
2 endorses the logic model examples that will be used as templates fordeveloping a logic model for each strategic priority (Attachments 2 and3k
3 endorses the balanced scorecard and recommended key performanceindicatorsJbr the Boardrsquos monitoring and assessment ofthe strategicplan lsquo5 progress (Attachment 1)
Deferred
The Committee deferred consideration of the recommendations in the StrategicPlan 2016-2019 Accountability Framework and Reporting Tools report until thenext meeting of the Committee
APPROVED MINUTES Page 3
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 3 Tuesday September 20 from 530 pm to 630 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Adjournment16-027 Moved by L Colley
That the Strategic Plan Performance Measures Committee1 adjourns the September 20 20J6 Strategic Plan Performance Measures
Conunittee meetingCarried
The meeting ended at 630 pm - - - I
Signed (V UrsquoL
MINUTES Page 1
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
13b
Members Present
Mr Ron Carinci
Ms Lindsay Colley
Ms Archana Shah
Ms Sue Graham-Nutter
Regrets
Ms Dianne LeBreton (Chair)
SPPM Call to Order
16-028 Vickery Bowles called the meeting to order at 530 pm Ms Bowles advised that
Dianne LeBreton committee chair was unexpectedly unable to attend the
meeting An election of an acting chair was required
SPPM Declarations of Conflict of Interest 16-029 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda 16-030 Moved by R Carinci
That the Strategic Plan Performance Measures Committee approves the agenda
as revised to
1 elect an Acting Chair for the November 7 2016 meeting in the absence of
the Committee Chair
Carried
MINUTES Page 2
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Election of Acting Chair
16-031 Vickery Bowles called for nominations for the Acting Chair of the Strategic Plan
Performance Measures Steering Committee
Moved by R Carinci
That
1 Sue Graham-Nutter be nominated for Acting Chair
Carried
Sue Graham-Nutter agreed to stand for election
There being no further nominations it was
Moved by R Carinci
That the Strategic Plan Performance Measures Committee
1 closes nominations
Carried
Vickery Bowles declared Sue Graham-Nutter duly elected Acting Chair of the
Strategic Plan Performance Measures Committee by acclamation
Sue Graham-Nutter assumed the Chair
SPPM Confirmation of September 20 2016 Strategic Plan Performance Measures
16-032 Committee Meeting Minutes Moved by R Carinci
That the Strategic Plan Performance Measures Committee
1 confirms the Minutes of the September 20 2016 Strategic Plan
Performance Measures Committee
Carried
SPPM Business Arising from the Minutes
16-033 There were no Business Arising from the Minutes items at the November 7 2016
Strategic Plan Performance Measures Committee meeting
SPPM Communications
16-034 There were no Communications items at the November 7 2016 Strategic Plan
Performance Measures Committee meeting
MINUTES Page 3
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Presentations
16-035 There were no public presentations at the November 7 2016 Strategic Plan
Performance Measures Committee meeting
Item for Approval
SPPM Strategic Plan 2016-2019 Accountability Framework Reporting Tools and Key
16-036 Performance Indicators
Elizabeth Glass Director Policy Planning amp Performance Management
responded to questions from committee members
Moved by L Colley
That the Strategic Plan Performance Measurement Committee
1 endorses the Strategic Plan accountability framework as outlined in the
flowchart (Attachment 1)
2 endorses the logic model examples that will be used as templates for
developing a logic model for each strategic priority (Attachments 2
and 3)
3 endorses the balanced scorecard and recommended key performance
indicators for the Boardrsquos monitoring and assessment of the Strategic
Planrsquos progress (Attachment 4)
Carried
Staff were directed to provide Board members with an overview of the
accountability framework for the Strategic Plan with the tools KPIs and the
reporting timelines
SPPM Adjournment
16-037 Moved by L Colley
That the Strategic Plan Performance Measures Committee
1 adjourns the November 7 2016 Strategic Plan Performance Measures
Committee meeting
Carried
The meeting ended at 600 pm
Signed
Strategic Plan 2016-2019 Accountability Framework 1
STAFF REPORT ACTION REQUIRED
Strategic Plan 2016-2019 Accountability Framework
Date November 21 2016
To Toronto Public Library Board
From Strategic Plan Performance Measures Committee
SUMMARY
The purpose of this report is to recommend the approval of the Strategic Plan 2016-2019
Accountability Framework to the Toronto Public Library Board
A Strategic Plan Performance Measures Committee was established on April 25 2016 to
provide advice and recommendations to the Board for strengthening the Boardsrsquo
monitoring and assessment of the strategic planrsquos implementation for compliance and
progress
The Committee met four times from May to November 2016 to receive and inform the
development of the Strategic Plan 2016-2019 Accountability Framework which contains
three main tools a balanced scorecard with key performance indicators a dashboard to
visually present the results and a logic model to show the alignment between the strategic
priorities key activities over four years and the expected outcomes and impact
At its November 7 2016 meeting the Committee endorsed the Accountability Framework
and concluded its work
RECOMMENDATIONS
The Strategic Plan Performance Measures Committee recommends that the Toronto
Public Library Board
1 approves the Strategic Plan 2016-2019 Accountability Framework
FINANCIAL IMPACT
There is no financial impact beyond what has already been approved in the current yearrsquos
budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
13c
Strategic Plan 2016-2019 Accountability Framework 2
DECISION HISTORY
At its April 25 2016 meeting the Library Board received the following report Strategic
Plan Performance Measures Committee Terms of Reference and approved the Terms of
Reference for the Strategic Plan Performance Measures Committee as outlined in
Attachment 1
httpwwwtorontopubliclibrarycacontentabout-the-
librarypdfsboardmeetings2016apr2512-performance-measures-committee-terms-of-
referencepdf
httpwwwtorontopubliclibrarycacontentabout-the-
librarypdfsboardmeetings2016apr2512-performance-measures-committee-terms-of-
reference-att-1pdf
At its May 31 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Status and Performance
Management Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-may-31jsp
At its July 13 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Status and Performance
Management Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-jul-13jsp
At its September 20 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Accountability
Framework and Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-sep-20jsp
At its November 7 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Accountability
Framework Reporting Tools amp key Performance Indicators
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-nov-07jsp
ISSUE BACKGROUND
The Strategic Plan Performance Measures Committee was established on April 25 2016 to
provide advice and recommendations to the Library Board for strengthening the Boardrsquos
monitoring and assessment of the strategic planrsquos implementation for compliance and
progress
During the development of the Accountability Framework and the reporting tools the
Committee met four times from May to November 2016 to receive information and provide
advice At its November 7 2016 meeting the Committee endorsed the Framework and
concluded its work
Strategic Plan 2016-2019 Accountability Framework 3
COMMENTS
There are three broad outcomes for the Strategic Plan 2016-2019 based on input gathered
from Toronto residents during the strategic plan consultation process
Expanding Access
Increasing Opportunity
Building Connections
Six strategic priorities were established to advance the broad outcomes
Advancing TPLrsquos digital platforms
Breaking down barriers to access driving inclusion
Expanding access to technology and training
Establishing TPL as Torontorsquos centre for continuous and self-directed learning
Creating community connections through cultural experiences
Transforming for 21st century service excellence
The purpose of the Accountability Framework is to guide the development monitoring and
reporting of the annual work plan for each of the four years from 2016 to 2019 and the
overall achievements of the Strategic Plan over four years It serves as
a reporting structure for the Board to monitor the progress of the strategic plan and
provide guidance
a public facing reporting tool to demonstrate openness and accountability
an internal tool to advance shared understanding of the strategic priorities and guide the
work of staff
The Accountability Framework is composed of three main tools
1 Balanced Scorecard with key performance indicators (Attachment 1 amp Attachment 2)
The overall achievements of the strategic plan will be reported using a balanced
scorecard approach with key performance indicators established under four
perspectives Customer Operational Learning amp Growth and Financial Work plan
achievements will be reported to the Board in a semi-annual status report
2 Dashboard (Attachment 3)
A dashboard format will be used to visually present the strategic plan achievements
as measured against the key performance indicators and targets This will be reported
to the Board annually
3 Logic Models
A logic model (Attachment 4) is developed to align the six strategic priorities with
key activities the broad outcomes and the contribution to the success of City of
Torontorsquos key strategies over four years
Logic models will also be developed for each strategic priority with appropriate key
activities and outcomes to guide the development of annual work plans strategic
Strategic Plan 2016-2019 Accountability Framework 4
partnerships and funding priorities Attachment 5 shows an example of a logic model
for Strategic Priority 2 Breaking down barriers to access driving inclusion
The flowchart in Attachment 6 illustrates the relationship of the three tools The key activity
of Expanding Access to branches and community service points under Priority 2 is provided
as an example
CONTACT
Elizabeth Glass Director Policy Planning amp Performance Management
Tel 416-395-5602 E-mail eglasstorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Balanced Scorecard with Key Performance Indicators
Attachment 2 List of Strategic Plan 2016-2019 Key Performance Indicators
Attachment 3 Dashboard example
Attachment 4 Strategic Plan 2016-2019 Logic Model
Attachment 5 Strategic Plan 2016-2019 Priority 2 Logic Model
Attachment 6 Strategic Plan 2016-2019 Accountability Framework Flowchart
Strategic Plan 2016 mdash 2019 Balanced Scorecard Attachment 1
Key Performance Indicators
Total number of active members
bull Total use per capita
bull Visits per capita
bull Virtual visits per capita
bull In-branch technology utilization rate internet access workstationper 100000 population wireless connections per capita
bull Utilization rate (program capacity) learning programs(ESL + Literacy + User Ed + lifelong learning)
bull Utilization rate of technology training programs
bull Utilization rate of cultural programs
bull ft of branches providing regular after-schoolprogramming from September to June
bull User satisfaction overall
bull User satisfaction in-branch technology(computers software wifi)
Users satisfaction knowledge andhelpfulness of staff
Key Performance Indicators
bull Total Open Hours
bull ft of Sunday branches (September to June)
bull ft of NIA Sunday branches (September to June)
bull ft of Sunday branches (Year-round)
ft of NIA Sunday branches (Year-round)
Turnover rate of circulating items
of special collections that are digitized
KKey Performance Indicators
bull Logic Models and evaluation frameworksdeveloped for strategic priorities
bull Spending in staff development (Total Averageper staff)
bull staff who report they have the skills andtraining to meet service delivery outcomes
bull of staff who report high levels ofengagement
Key Performance Indicators
bull Cost per use
Operating Expenditures
Operating expenditures per capita
Operating expenditures for electronic materials
Operating expenditures for digital technology
bull Total funding
bull Total funding per capita
bull Total funding from TPL Foundation
Page 1 of 1
Strategic Plan 2016-2019 Balanced Scorecard Key Performance Indicators
Customer Perspective Operational Perspective Learning amp Growth Perspective Financial Perspective
Total number of active members
Total use per capita o Visits per capita
Virtual visits per capita
In-branch technology utilization rate internet access workstation per 100000 population wireless connections per capita
Utilization rate (program capacity) learning programs (ESL + Literacy + User Ed + lifelong learning)
Utilization rate of technology training programs
Utilization rate of cultural programs
of branches providing regular after-school programming from September to June
User satisfaction overall
User satisfaction in-branch technology (computers software wifi)
Users satisfaction knowledge and helpfulness of staff
Total Open Hours o of Sunday branches
(September to June) o of NIA Sunday branches
(September to June) o of Sunday branches
(Year-round) o of NIA Sunday branches
(Year-round)
Turnover rate of circulating items
of special collections that are digitized
Logic Models and evaluation frameworks developed for strategic priorities
Spending in staff development (Total Average per staff)
staff who report they have the skills and training to meet service delivery outcomes
of staff who report high levels of engagement
Cost per use
Operating Expenditures o Operating expenditures per
capita
Operating expenditures for electronic materials
Operating expenditures for digital technology
Total funding o Total funding per capita o Total funding from TPL
Foundation
Attachment 2
Attachment 3
Strategic Plan 2016-2019 Dashboard
Key Performance Indicators
Example Open Hours
2016 Activities that will move the dial Status
Sunday service expanded to create year-round service at 6 District and 2 R amp R branches and added to 6 neighbourhood branches to provide seasonal Sunday service
Measure Baseline (2015) Current (Dec 2016) Target (2019) change
Total open hours 269672 hours 274397 hours 281878 hours + 45
Attachment 4
Toronto Public Library Strategic Plan 2016-2019 Logic Model
Torontonians are aware of library services to
address immediate needs
Create and implement Digital Strategy to develop online services
Torontonians have access to reading and
learning materials in a wide range of formats
and levels to support the joy of reading and
lifelong learning
TPL has resources and well-trained staff to
deliver strategic outcomes
Torontonians are connected through cultural
and leisure experiences and opportunites
TPL provides exceptional services and
experience at customers every point of need
TPL increased partnership and funding
opportunities with City of Toronto community
organizations and funding partners
Torontonians have improved access to
technology and staff assistance to develop
technology skills
Torontonians have expanded access to
emerging technology innovation spaces and
programs
Torontonians have new experiential
collaborative and e-learning opporunities to
support education employment and multiple
literacies
Use technology to drive improvements in business processes and
efficiency eg cloud analytics
Torontonians have equitable
support to learning and training
and gain the knowledge multiple
literacy skills and networks to
enrich their education work life and
leisure experiences
Torontonians have access to
programs and activities to support
and enhance diverse cultural
experiences and library collections
that reflect their cultural ineterests
and needs
Support readers of all ages and interests with diverse collections
readers advisory and a wide range of literary and cultural programs
Toronto children and youth have additional safe
after school social and learning environments
and programs
Priorities Key Activities
Mission Toronto Public Library provides free and equitable access to services which meet the changing needs of Torontonians The Library preserves and promotes universal
access to a broad range of human knowledge experience information and ideas in a welcoming and supportive environment
Establishing TPL as Torontos
centre for continuous and self-
dlirected learning
Impact
Expanding access to technology
and training
Advancing TPLs digital platforms
Breaking down barriers to access
driving inclusion
Expand high quality out-of-school-time programs for children and youth
Increase awareness and engagement across library channels
Allocate additional resources to sustain current and emerging
technology
Provide access to current and emerging technology and training in
library branches and community locations
Identify and remove policy barriers to online and in-person servicesToronto Public Library is a
community asset that builds
community capacity and improves
Torontonians well-being
Toronto Public Library contributes to the success of
Toronto Strong Neighbourhood Strategy 2020
Actions for strong Neighbourhoods
under five domains
Physical surroundings
Economic opportunities
Healthy lives
Social development and
Participation in civic decision-making
Toronto Public Library is a key partner in
City of Torontos Poverty Reduction Strategy
in addressing the issues of
service access and availability
Toronto Public Library supports the positive
outcomes of City of Torontos strategies for targeted
population including
Raising the Village Measuring the Well-being
of Children and Families in Toronto
Toronto Youth Equity Strategy
Toronto Newcomer Strategy
Toronto Seniors Strategy
Expand access to branches and community service points
Develop new resources programs and partnerships to deliver eLearning
programs
Provide in-branch resources space and technology to support
experiential learning
Provide resources and programs to support civic engagement
community events and discussion of social issues
Transforming for 21st century
service excellence Dedicate staff resources and training to provide expertise in key
strategic areas eg technology and literacy
Torontonians are empowered and supported in
their partcipation in civic lifeCreating community connections
through cultural experiences
Create diverse and inclusive cultural programs and experiences in
branch and online spaces
Curate and digitize special collections to reflect Torontos diverse
history culture and heritage
Develop organizational structure and culture to support innovation and
customer service excellence
ACCESS
OPPORTUNITY
CONNECTIONS
Outcomes
Torontonians have easy convienient online
access to library collections and services
Torontonians have convenient and local access
to neighbourhood spaces and services
Attachment 5
Expand online services
Develop self-serve Library Kiosks
Increased program offerings
After hours access implemented
Increased online service options
Increased self-service options
CONNECTIONS
Understand City demographics
demands and use of a full range of
library services
Develop after-hours access at branches
2 Breaking down
barriers to access
driving inclusion
Toronto Public Library contributes to the success of
City of Torontos key strategies including
Toronto Strong Neighbourhood Strategy 2020
bull Targeting appropriate resources to
respond to neighbourhood needs
Toronto Poverty Reduction Strategy
bull Address immediate needs
bull Create pathways to prosperity
bull Increase service access and availability
ACCESS
OPPORTUNITYLibrary membership options reflect
users online and branch access
needs
Provide access to current
and emerging technology
and training in library
branches and community
locations
Increase awareness and
engagement across library
channels
Sunday service expanded in target
branches
Identify and remove policy
barriers to online and in-
person services
Expand access to branches
and community service
points
Number of blocked library cards
reduced in target populations
Toronto Public Library Strategic Plan 2016-2019 Logic Model
Priority Impact
Mission Toronto Public Library provides free and equitable access to services which meet the changing needs of Torontonians The Library preserves and promotes universal access to a broad
range of human knowledge experience information and ideas in a welcoming and supportive environment
OutcomeKey Activities
Toronto Youth Equity Strategy
bull Service gaps
bull Service relevance amp accessibility
Toronto Newcomer Strategy
bull Improving access to municipal supports
bull Supporting civic engagement and
community capacity
Develop marketing strategy and conduct
publicity campaigns
Toronto Seniors Strategy
bull Equity
bull Inclusion
bull Respect
bull Quality of life
Expand access to library service in
community locations
Toronto Public Library is a
community asset that builds
community capacity and improves
Torontonians
well-being
Torontonians have equitable
support to learning and training
and gain the knowledge multiple
literacy skills and networks to
enrich their education work life
and leisure experiences
Torontonians have access to
programs and activities to support
and enhance diverse cultural
experiences and library
collections that reflect their
cultural ineterests and needsIncreased circulation of library
materials
Identify and remove policy barriers to
online and in-person services
Raising the Village Measuring the
Well-being of Children and Families in Toronto
bull Families have equitable access to
learning and training and are active in
their childrenrsquos education
bull Families belong to communities and
have the freedom to express and
opportunities to foster their culture and
identity
Torontonians are aware of library
services to address immediate needs
Conduct outreach and customer
engagement programs
Expand branch hours with additional
programs
Torontonians have easy
convienient online access to library
collections and services
Torontonians have convenient and
local access to neighbourhood
spaces and services
Attachment 6
Accountability Framework
Example
Priority Key Activity Short Term Medium Term Impact
Breaking down barriers to access
driving inclusion
Expand access to branches and
community service points
Torontonians have convenient and
local access to neighbourhood spaces
and services
Toronto Public Library is a community
asset that builds community capacity
and improves Torontonians well-being
Toronto Poverty Reduction Strategy
Increase service access and availability
Example
Customer Perspective Operational Perspective Learning amp Growth Perspective Financial Perspective
Utilization rate Service hours added Staff training Cost per use
Example
Is a visual representation of progress towards four years targets for KPIs to achieve strategic outcomes
with a baseline benchmark and annual target
Dashboard
Monitors the progress of the strategic plan across four perspectives and indentifies KPIs to measure progress towards outcomes
Links planned activities to expected outcomes
Toronto Public Library Strategic Plan 2016-2019
Implementation Compliance and Progress
Logic Model
Balanced Scorecard
Outcomes
Strategic Plan 2016-2019
Accountability Framework
November 21 2016
Toronto Public Library Board Meeting
1
Accountability Framework
Strategic Plan Performance Measures Committee
to provide advice and recommendations to the Board for
strengthening the Boardrsquos monitoring and assessment of the
strategic planrsquos implementation for compliance and progress
2
Accountability Framework
Strategic Plan Performance Measures Committee
bull Met four times from May to November 2016
bull Endorsed Accountability Framework at November 7 2016
meeting
bull Concluded its work
3
Accountability Framework
Purpose of framework
bull To guide the development monitoring and reporting of
The Annual work plan for each year from 2016-2019
The overall achievements of the Strategic Plan over four
years
4
Accountability Framework
bull A reporting structure for the Board to monitor the
progress of the strategic plan and provide guidance
bull Public facing reporting tool to demonstrate openness
and accountability
bull An internal tool for staff
5
Accountability Framework
Strategic Plan 2016-2019
bull Three broad outcomes
Access
Opportunity
Connections
And six strategic priorities
6
Accountability Framework
Strategic Plan 2016-2019
bull Six Strategic Priorities
Advancing TPLrsquos digital Platforms
Breaking down barriers to access driving inclusion
Expanding access to technology and training
Establishing TPL as Torontorsquos centre for continuous and
self-directed learning
Creating community connections through cultural
experiences
Transforming for 21st century service excellence
7
Accountability Framework
Three main tools
bull Balanced Scorecard with Key Performance
Indicators (KPIs)
bull Dashboard for visual presentation
bull Logic Models
8
Accountability Framework
Balanced Scorecard
bull A performance measurement tool developed at the
Harvard Business School
bull Provides a framework to monitor organization
performance from four perspectives the customerrsquos
perspective an internal business perspective an
innovation and learning perspective and the
financial perspective
Balance scorecard Encyclopedia of Business Gale 2000
9
10
Strategic Plan 2016 ndash 2019 Balanced Scorecard
11
Strategic Plan 2016 ndash 2019 Balanced Scorecard
Accountability Framework
Reporting timeline
bull Annual work plan achievements will be reported
to the Board in a semi-annual status report in
June and year end
bull Overall achievements of the strategic plan will be
reported annually to the Board (eg first quarter
of 2017 for 2016) using a balanced scorecard and
presented visually using a dashboard
12
Accountability Framework
13
Accountability Framework
Logic Model
bull A logic model is a systematic and visual way to present the
relationships among the resources to operate a program the
planned activities and the changes or results you hope to
achieve
14
WK Kellogg Foundation Logic Model Development Guide 2004
Accountability Framework
Logic Models
bull A Strategic Plan 2016-2019 aligns 6 strategic priorities
with
Key activities
3 broad strategic outcomes
City of Torontorsquos key strategies
bull Plus a logic model for each of the 6 strategic priorities
15
16
Strategic Plan 2016-2019 Logic Model
17
Strategic Plan 2016-2019 Priority 2 Logic Model
18
Accountability Framework
Questions amp Discussion
19
20
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 1
STAFF REPORT ACTION REQUIRED
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report proposes revised meeting dates for the December 2016 and January 2017
meetings for Toronto Public Library Board approval
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves rescheduling the December 8 2016 Toronto Public Library Board meeting
to December 12 2016 and
2 approves rescheduling the January 23 2017 Toronto Public Library Board meeting to
January 30 2017
FINANCIAL IMPACT
There is no financial impact arising from this report
The Director Finance and Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
At the January 25 2016 meeting the Board approved the schedule for meetings in 2016
including December 8 2016
At the October 24 2016 meeting the Board was provided with the proposed schedule for
meetings in 2017 including January 23 2017 for approval at the January 2017 meeting
14
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 2
COMMENTS
Library staff have recently reviewed the Cityrsquos updated budget schedule The Library Board
meeting in December is not well aligned with the Cityrsquos schedule A later December date
would provide the Board with more opportunity to be informed and kept up-to-date on the
2017 budget as well as to participate in the process As a result the rescheduling of the
December 8 2016 meeting to Monday December 12 is being recommended Board
members were canvassed and quorum is attainable for a meeting on December 12 2016
As the same scenario is also a possibility for the proposed January 23 2017 meeting it is
recommended that the date be changed to January 30 2017
Key dates for the 2017 budget process are shown below
2017 Budget Timetable
Date Political Review TPL Board
2016
Nov 21 Board meeting
Dec 2 Budget Committee launch
Dec 12 (from 8) Board meeting
Dec 161920 (21) Budget Committee presentations
2017
Jan 5 910 Budget Committee public deputations
Jan 12 Budget Committee wrap-up
Jan 24 Budget Committee final
Jan 30 (from 23) Board meeting
Feb 7 Executive Committee
Feb 15 16 (17) Council approval
Feb 21 Board meeting
CONTACT
Nancy Marshall Library Board Officer City Librarianrsquos Office
Tel 416-393-7215 E-mail nmarshalltorontopubliclibraryca
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 3
SIGNATURE
______________________________
Vickery Bowles
City Librarian
Holiday Closures 2017 and January 2018 1
STAFF REPORT ACTION REQUIRED
Holiday Closures 2017 and January 2018
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The purpose of this report is to recommend and receive Toronto Public Library Board
approval for the schedule of holiday closures for 2017 and January 2018
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves the schedule of holiday closures for 2017 and January 2018 as provided
in Attachment 1
FINANCIAL IMPACT
There is no financial impact to the 2017 operating budget arising from the
recommendation in this report The recommended closures are included in the proposed
2017 operating budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
Where Library Board approval is required to establish holiday closures the matter comes
before the Board in the preceding year to ensure adequate notice to the public and staff
COMMENTS
At its meeting on October 26 2015 the Library Board approved the Library closure for
New Yearrsquos Day 2017 on Monday January 2 2017
15
Holiday Closures 2017 and January 2018 2
The Library is open for regular service on Remembrance Day Saturday November 11
2017
The Library will be closed on Monday December 25 2017 for Christmas Day and
Tuesday December 26 2017 for Boxing Day
In 2018 New Yearrsquos Day falls on a Monday and the Library will be closed
All full-time employees whose scheduled day off falls on a holiday closure are
compensated with a day in lieu to be taken at another agreed upon time
It is the practice of the Library to close on the Sundays adjacent to public holidays with
the exception of Family Day
The schedule of holiday closures for 2017 and January 2018 is provided in Attachment 1
CONTACT
Dan Keon Director Human Resources Tel 416-395-5850
E-mail dkeontorontopubliclibraryca
SIGNATURE
_____________________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Holiday Closures 2017 and January 2018
Toronto Public Library Holiday Closures 2017 and January 2018
Sunday January 1 2017 New Yearrsquos Day Closed
Monday January 2 2017 For New Yearrsquos Day Closed
Monday February 20 2017 Family Day Closed
Friday April 14 2017 Good Friday Closed
Sunday April 16 2017 Easter Sunday Closed
Monday April 17 2017 Easter Monday Closed
Monday May 22 2017 Victoria Day Closed
Saturday July 1 2017 Canada Day Closed
Monday August 7 2017 Civic Holiday (Simcoe Day) Closed
Monday September 4 2017 Labour Day Closed
Monday October 9 2017 Thanksgiving Day Closed
Sunday December 24 2017 Christmas Eve Closed
Monday December 25 2017 Christmas Day Closed
Tuesday December 26 2017 Boxing Day Closed
Sunday December 31 2017 New Yearrsquos Eve Closed
Monday January 1 2018 New Yearrsquos Day Closed
New Yearrsquos Day 2017 closure approved by the Library Board on October 26 2015
Attachment 1
Audit Plan for the Year Ending December 31 2016 1
STAFF REPORT INFORMATION ONLY
Audit Plan for the Year Ending December 31 2016
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The attached report from PricewaterhouseCoopers the external auditors summarizes the
planning for their audit of the 2016 financial statements for the Toronto Public Library
Board
FINANCIAL IMPACT
The proposed audit fee of $25000 inclusive of expenses and exclusive of Harmonized
Sales Tax (2015 ndash $25000) is included in the 2016 operating budget It is important to
note that the audit fee does not include extra audit work that may be required due to
scope changes and PricewaterhouseCoopers will advise management as soon as possible
if this were to happen
This is the second year of a five-year audit contract that the City has negotiated The fee
will remain unchanged for the duration of the contract
ISSUE BACKGROUND
Under Section 139 of the City of Toronto Act 2006 the City is required to appoint an
auditor licensed under the Public Accounting Act 2004 who is responsible for annually
auditing the accounts and transactions of the City and its local boards and expressing an
opinion on the financial statements of these entities based on the audit
Council at its March 2015 meeting approved the recommendation of the Audit
Committee to appoint PricewaterhouseCoopers as the external auditor for the City and
Library The contract with PricewaterhouseCoopers is for five years ending with the
audit of the December 31 2019 financial statements
As part of the annual audit PricewaterhouseCoopers provides an Audit Plan report to the
Toronto Public Library Board The auditors will conduct their audit of the 2016 financial
statements pursuant to this plan
17
Audit Plan for the Year Ending December 31 2016 2
COMMENTS
Attached is PricewaterhouseCoopersrsquo Audit Plan for the Library which summarizes their
view on audit risks the nature extent and timing of the audit work and the terms of
engagement
On completion of the audit PricewaterhouseCoopers will issue the Audited Financial
Statements and a Year-End Report to the Board that will provide key matters for
discussion significant audit accounting and financial reporting matters summary of
unadjusted and adjusted items other required communications internal control
recommendations and a confirmation of auditor independence
Work on the interim audit was completed in October 2016 and the year-end audit is
expected to be completed by March 2016
CONTACT
Larry Hughsam Director Finance amp Treasurer Tel 416-397-5946
E-mail lhughsamtorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Board ndash Audit Plan for the year ending
December 31 2016
wwwpwccomca
Audit planfor the yearendingDecember31 2016
Toronto PublicLibrary Board
pwc
pwc
October 28 2016
Members of the BoardToronto Public Library Board
Dear Members of the Board
We are pleased to present an overview of our audit plan for the 2016 audit of the financial statementsof Toronto Public Library Board (the Library) prepared in accordance with Canadian Public SectorAccounting Standards (PSAS) (referred to as the ldquofinancial statementsrdquo from now on)
This overview includes our view on audit risks and the nature extent and timing of our audit work
We value your feedback and if you have any questions about the identified risks and our audit approachplease do not hesitate to contact the undersigned at (416) 228-1922
Yours very truly
Tern McUnnonPartnerRisk Assurance Services
cc Mr Larry Hughsam Director Finance and Treasurer
PricewatcrhouseCoopers UPnyC Tower i8 York Street Suite 2600 Toronto Ontario Canada M oB2T +1 416 8631133 F +1 416 365 8215 wwwpwccomca
lsquoPwt relera to Pdcewatethousetoopers LLP an Ontario limiled liabiLity paruiership
Toronto Public Library Board Audit plan for the year ending December 31 2016
Communications to the Board
Key mattersfor Commentsdiscussion
Client service team Tern McKinnon is your engagement leader and Julianne Cooke is your engagementmanager
Service deliverables We will audit the Libraryrsquos financial statements as of December 31 2016 and for theyear then ending prepared in accordance with PSAS
Our engagement letter which has been signed by the City of Toronto sets out theterms and conditions for our engagement as the independent auditor of the Libraryfor the above-mentioned year In addition our engagement letter outlines ourresponsibilities as the auditor and the responsibilities of management
Audit timeline We worked with management to develop this project timelinemdash Interim visit October 17-21 2016mdash Year-end visit March20 mdash March 31 2017mdash Clearance meeting with management To be confirmedmdash Deliveryfiling of financial statements To be confirmed
Audit approach Our audit approach is a mixture of tests of internal controls and substantive testingOur audit approach is designed to allow us to execute a quality and efficient auditWe do this byi gaining an understanding of the business by focusing on new developments
and key business issues affecting the Library as well as managementrsquosmonitoring of controls and business processes
ii identiring significant audit risks sharing our perspectives obtaining yourfeedback and ensuring our audit is tailored to these risks
iii using well-reasoned professional judgment especially in areas that aresubjective or require estimates and
iv leveraging reliance where possible on the Libraryrsquos internal controls andinformation technology and data systems
In the current year our planned work will include testing of key controls in thefollowing areasmdash Purchases payables and disbursementsmdash Payroll
All other areas will be subject to tests of detail
Significant risks are risks of material misstatement that we think need special auditconsideration We identified several significant audit risks and plan to address themas follows Please let us know if you agree that these are the most significant risksfrom your point of view and if you have any other areas of concern
PwC I
Toronto Public Library Board Audit plan for the year ending December 31 2016
Significant risk to Managementrsquos response and our audit approachdiscuss
Risk of management Accounting regulatory authorities require that the risk of material misstatement dueoverride of controls to management override of controls be considered a significant risk on every audit
engagement
This represents the risk that internal controls at the Library maybe circumvented toachieve desired financial results or gain inappropriate access to financial resources
In order to address this risk we will perform the followingbull All non-routine journal entries are reviewed and approved by the appropriate
level of managementbull We will review manual journal entries focusing on large and unusual entriesbull We will review accounting estimates for biases that could result in material
misstatementbull We will incorporate unpredictable procedures in the audit approach
Risk of fraud in revenue The risk of fraud in revenue recognition is a presumed significant risk underrecognition Canadian Auditing Standards We will assess this risk through the consideration of
the Libraryrsquos revenue recognition policies the incentivepressure to fraudulentlymisstate revenue and the potential opportunity
In order to address this risk we will perform the following
bull Update our understanding of managementrsquos processes and internal controlssurrounding revenue recognition
bull Obtain confirmations from the City of Toronto for subsidies received duringthe year
bull Test significant revenue streams through testing a sample of transactions tosupporting documents
Materiality Misstatements are considered to be material if they could reasonably be expected toinfluence the economic decisions of users of the financial statements We have set apreliminanrsquo materialihrsquo of S6i6oooo We will report unadjusted and adjusted itemsover S6i6ooo to the Board on completion of the audit
Fraud risk We discuss fraud risk annually with the Board Through our planning process (andprior yearsrsquo audits) we developed an understanding of your oversight processesincluding
Employee code of ethicsmdash Discussion at Board meetings and our attendance at those meetings or
reviewing minutes of meetingsmdash Presentations by management including business performance reviewsmdash Signing authorities
Are there any new processes or changes to the items above that we should be awareoP
We are not aware of any fraud Are you aware of instances of any actual suspected or
____________________________
alleged fraud affecting the Library
PwC 2
Toronto Public Ubrary Board Audit plan for the year ending December 31 2016
The matters raised In this and other reports that will flow from the audit are only those that have come to our attention arising from or relevant toour audit that we believe need to be brought to your attention They are not a comprehensive record of all the matters arising and in particularwe cannot be held responsible for reporting all risks in your business or all internal control weaknesses This report has been prepared solely foryour use It was not prepared or intended for any other purpose No other person or entity shall place any reliance upon the accuracy orcompleteness of statements made herein PwC does not assume responsibility to any third party and in no event shall PwC have any liabilityfor damages costs or losses suffered by reason of any reliance upon the contents of this report by any person or entity other than you
PwC 3
copy 2015 PricewaterhouseCoopers LLP an Ontario limited liability partnership All rights reserved
Board Resolutions ndash Status Report 1
STAFF REPORT INFORMATION ONLY
Board Resolutions ndash Status Report
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report lists the status of outstanding Toronto Public Library Board resolutions
BACKGROUND INFORMATION
At the April 2 2012 meeting the Toronto Public Library Board approved the inclusion of
Board Resolutions ndash 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 ndash Status Report ndash November 21 2016
18
1
STATUS REPORT
TORONTO PUBLIC LIBRARY BOARD RESOLUTIONS
AS AT NOVEMBER 21 2016
DATE OF
MEETING
MOTION
(Ref Minute )
STATUS
TARGET
DATE
Sep 8 2014 14-150 ndash Notice of Motion Funding and Timing of
PerthDupont Branch Relocation
5 requests that the local City Councillor consult
with the local community and make a
recommendation to the Board for a new name for
the relocated branch (which will no longer be
located at the corner of Perth and Dupont)
IN PROGRESS Staff to bring a recommendation to
the Board for a new name for the relocated branch to
the Board for approval
To be
determined
Feb 22 2016 16-040 ndash Naming Opportunity ndash Daniel Grafton
Hill III
2 requests staff to provide updates to the
Toronto Public Library Board on this
initiative at strategic intervals
IN PROGRESS This initiative is dependent on a
future branch capital project and consultation
process
To be
determined
Oct 24 2016 16-193 ndash Toronto Public Library Board ndash Self-
Evaluation
2 conducts a pilot self-evaluation during the
month of November 2016 and discusses the
results of the evaluation at the January 2017
meeting
IN PROGRESS A report is expected to be provided
at the January 2017 meeting
January 2017
meeting
Attachment 1
REVISED AGENDA (Revisions marked with two asterisks) Page 2
Toronto Public Library Board
Meeting No 10 Monday November 21 2016 600 pm to 715 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
10 Toronto Public Library Board Education ndash Ready for Reading 10 minutes
Website
Items for Approval
11 2017 Interim Budget Estimates
12 Runnymede Branch ndash Award of Tender
13 Strategic Plan Performance Measures Committee
Item for Information
a Approved Minutes of Strategic Plan Performance Measures
Committee Meetings of May 31 July 13 and Sep 20 2016
Items for Approval
b Confirmation of November 7 2016 Strategic Plan Performance
Measures Committee Meeting Minutes
c Strategic Plan 2016-2019 Accountability Framework 30 minutes
14 Toronto Public Library Board ndash December 2016 and January 2017 5 minutes
Meeting Dates
15 Holiday Closures 2017 and January 2018
Items for Information
16 2017 Operating and Capital Budgets ndash Update ndash Verbal 10 minutes
17 Audit Plan for the Year Ending December 31 2016
18 Board Resolutions ndash Status Report
19 Adjournment
Attendant Care Services can be made available with some notice
MINUTES Page 1
Toronto Public Library Board
Meeting No 9 Monday October 24 2016 from 605 pm to 820 pm
Cedarbrae Branch Florence Cruickshank Community Room 545 Markham Rd Toronto
16-177 Call to Order
Ron Carinci Chair called the meeting to order at 605 pm Mr Carinci gratefully
acknowledged that the Toronto Public Library Board was meeting on the
traditional territory of the Mississaugas of New Credit First Nation the
Haudenasaunee the Huron-Wendat and home to many diverse Indigenous
peoples
Moe Hosseini-Ara Director Branch Operations amp Customer Experience
introduced Patricia Eastman Area Manager Ms Eastman provided a
presentation regarding the history of the Cedarbrae Branch including information
concerning the programs and services in the branch and its engagement with the
community
16-178 Declarations of Conflicts of Interest There were no Declarations of Conflicts of Interest by members of the Library
Board
Members Present
Mr Ron Carinci (Chair)
Ms Lindsay Colley (Vice Chair)
Councillor Paul Ainslie
Councillor Sarah Doucette
Councillor Mary Fragedakis
Ms Sue Graham-Nutter
Ms Dianne LeBreton
Mr Strahan McCarten
Mr Ross Parry
Ms Archana Shah
Ms Eva Svec
Regrets
Councillor Christin Carmichael Greb
4
MINUTES Page 2
Toronto Public Library Board
Meeting No 9 Monday October 24 2016 from 605 pm to 820 pm
Cedarbrae Branch Florence Cruickshank Community Room 545 Markham Rd Toronto
16-179 Approval of Agenda Moved by D LeBreton seconded by E Svec
That the Toronto Public Library Board approves the agenda as revised to
1 add a presentation from Miroslav Glavić regarding 2017-2019
Fundraising Priorities Toronto Public Library Board ndash Self-Evaluation
and Toronto Public Library Board ndash 2017 Proposed Meeting Schedule
Carried
16-180 Confirmation of September 26 2016 Toronto Public Library Board Meeting
Minutes
The following correction to the minutes was noted by Councillor Fragedakis
On page four of the September 26 2016 Toronto Public Library Board meeting
minutes under Presentations ndash Friends of Toronto Public Library the motion to
receive the presentation from the Friends of Toronto Public Library and
acknowledge their efforts was moved by Councillor Fragedakis and seconded by
Councillor Doucette The corrected minutes will be posted on the Libraryrsquos
website
Moved by L Colley seconded by A Shah
That the Toronto Public Library Board
1 confirms the Minutes of the September 26 2016 Toronto Public Library
Board meeting as revised
Carried
16-181 Approval of Consent Agenda Items Moved by S McCarten seconded by E Svec
That the Toronto Public Library Board
1 approves the consent agenda and all other items not held on consent
Carried
The following items was held for further consideration
Toronto Public Library Board ndash Self-Evaluation
Capital Budget Monitoring Report ndash September 30 2016
Toronto Public Library Board ndash 2017 Proposed Meeting Schedule
MINUTES Page 3
Toronto Public Library Board
Meeting No 9 Monday October 24 2016 from 605 pm to 820 pm
Cedarbrae Branch Florence Cruickshank Community Room 545 Markham Rd Toronto
16-182 Business Arising from the Minutes
a Toronto Public Library Datasets on City of Toronto Open Data Portal
Alex Hocevar Director Digital Services amp Emerging Technologies advised the
Board that Toronto Public Library datasets are available on the Libraryrsquos website
Plans are underway to add the Libraryrsquos datasets to the Cityrsquos website early in
2017
b 2017 Operating Budget Submission
Vickery Bowles City Librarian advised the Board of the following error in the
2017 Operating Budget Submission report provided at the September 26 2016
Board meeting
On Page 13 of the report McGregor Park and Weston branches were identified as
locations for Youth Hubs in 2017 Instead Youth Hubs will be installed in these
two branches in 2018 In 2017 Youth Hubs will be installed in the Albion and
Barbara Frum branches A corrected version of the report will be posted on the
Libraryrsquos website
Moved by S McCarten seconded by Councillor Ainslie
That the Toronto Public Library Board
1 receives the Business Arising from the Minutes verbal reports regarding
the Toronto Public Library Datasets on City of Toronto Open Data Portal
and 2017 Operating Budget Submission for information
Carried
16-183 City Librarianrsquos Report (Approved by Consent) That the Toronto Public Library Board
1 receives the City Librarianrsquos Report for information
Carried
16-184 Communications (Approved by Consent)
That the Toronto Public Library Board
1 receives Communication (a) from Ulli S Watkiss City Clerk City of
Toronto to Vickery Bowles City Librarian Toronto Public Library dated
September 28 2016 regarding the appointment of Councillor Christin
Carmichael Greb as the Mayorrsquos designate to the Toronto Public Library
Board for information
Carried
MINUTES Page 4
Toronto Public Library Board
Meeting No 9 Monday October 24 2016 from 605 pm to 820 pm
Cedarbrae Branch Florence Cruickshank Community Room 545 Markham Rd Toronto
Presentations
16-185 Maureen OrsquoReilly President Toronto Public Library Workers Union Local
4948 CUPE Maureen OrsquoReilly addressed the Board regarding the 2017 Operating Budget ndash
City Target Ms OrsquoReilly outlined the Unionrsquos concerns regarding the impact of
potential service and staffing reductions to library service A communication on
this matter from Maureen OrsquoReilly to Ron Carinci was tabled at the meeting In
addition Ms OrsquoReilly noted the Unionrsquos submissions to the Board are not posted
on the Libraryrsquos website and requested that the materials be posted
Moved by L Colley seconded by D LeBreton
That the Toronto Public Library Board
1 receives the presentation from Maureen OrsquoReilly President Toronto
Public Library Workers Union Local 4948 CUPE regarding the 2017
Operating Budget ndash City Target for information
Carried
16-186 Miroslav Glavić Miroslav Glavić addressed the Board regarding the importance of the provision of
accessible doors in all branches the importance of objective Board self-evaluation
and the possibility of scheduling Library Board meetings on some holidays such
as Easter Monday
Moved by Councillor Doucette seconded by E Svec
That the Toronto Public Library Board
1 receives the presentation from Miroslav Glavić regarding 2017-2019
Fundraising Priorities Toronto Public Library Board ndash Self-Evaluation
and Toronto Public Library Board ndash 2017 Proposed Meeting Schedule for
information
Carried
16-187 Toronto Public Library Board Education ndash Cisco Collaboration
Alex Hocevar introduced Willa Black Vice President Corporate Affairs and
Victor Woo Director Ontario Public Sector Cisco Canada Ms Black and Mr
Woo provided the Board with a presentation on specific initiatives resulting from
the partnership between Cisco and the Toronto Public Library
Moved by Councillor Ainslie seconded by A Shah
That the Toronto Public Library Board
1 receives the Toronto Public Library Board Education ndash Cisco
Collaboration verbal report for information
Carried
MINUTES Page 5
Toronto Public Library Board
Meeting No 9 Monday October 24 2016 from 605 pm to 820 pm
Cedarbrae Branch Florence Cruickshank Community Room 545 Markham Rd Toronto
Items for Approval
16-188 Property Redevelopment Feasibility Report
Larry Hughsam Director Finance and Treasurer introduced Bill Bryck President
and CEO Anna Ritacca Director Land amp Portfolio Analysis Build Toronto and
Joe Casali Director Real Estate Services City of Toronto Mr Bryck Ms
Ritacca and Mr Casali elaborated on the Toronto Public Library pilot project
analysis as outlined in the Property Redevelopment Feasibility Report
Moved by S McCarten seconded by D LeBreton
That the Toronto Public Library Board
1 not proceed with a pilot redevelopment project at this time based on Build
Torontorsquos financial analysis that shows no excess funds would be
generated to address other state of good repair needs and
2 continues to explore development and planning opportunities for Toronto
Public Library real estate in conjunction with the City-Wide Real Estate
Review and the centralized real estate entity
Carried
16-189 2017-2019 Fundraising Priorities
Elizabeth Glass Director Policy Planning amp Performance Management
introduced Robin Fowler Senior Counsel Offord Group Ms Fowler and
Jennifer Jones President Toronto Public Library Foundation outlined for the
Board a new direction in identifying fundraising priorities for 2017-2019
Moved by R Parry seconded by E Svec
That the Toronto Public Library Board
1 approves the 2017-2019 Fundraising Priorities Neighbourhood Renewal
Building and Spaces Life Long and Self Directed Learning Innovation
New and Emerging Technologies and Access to Culture and Preserving
Heritage and
2 directs library staff to work with the Toronto Public Library Foundation to
implement the new approach to fundraising in support of the 2017-2019
Fundraising Priorities pending approval of the Toronto Public Library
Foundation Board
Carried
16-190 Motion to Extend the Meeting
Moved by S McCarten seconded by E Svec
That the Toronto Public Library Board
1 extends the meeting until the completion of the agenda
Carried
MINUTES Page 6
Toronto Public Library Board
Meeting No 9 Monday October 24 2016 from 605 pm to 820 pm
Cedarbrae Branch Florence Cruickshank Community Room 545 Markham Rd Toronto
16-191 2017 Operating Budget ndash City Target
Moved by S McCarten seconded by S Graham-Nutter
That the Toronto Public Library Board
1 considers service reductions totalling $6195 million or 35 of the
budget comprised of reductions to Monday to Friday open hours saving
$4412 million and a $1782 million reduction to the collections budget
required to meet the Cityrsquos operating budget reduction target of -26
Defeated unanimously
Recorded Vote Requested
Yes ndash 0
No ndash 11
Councillor Ainslie Ron Carinci Lindsay Colley
Councillor Doucette Councillor Fragedakis Sue Graham-
Nutter Dianne LeBreton Strahan McCarten Ross Parry
Archana Shah and Eva Svec
16-192 2016 Capital Budget Adjustments (Approved by Consent)
That the Toronto Public Library Board
1 approves the following cash flow reallocations which have no impact on
annual debt levels
11 accelerate a total of $1065 million gross ($0527 million debt and
$0538 development charges (DC) funding) cash flow from 2017 to
2016 comprised of $0915 million gross $0537 million debt and
$0388 million DC for the Albion Library project and $0150
million gross and DC for the Wychwood Library project as
presented in Attachment 1 (Part A) and
12 defer a total of $1065 million gross ($0527 million debt and
$0538 DC funding) cash flow from 2016 to 2017 comprised of
$0250 million gross and debt for the North York Central Library
project $0150 million gross and DC for the St ClairSilverthorn
Library project and $0665 gross $0277 million debt and $0388
million DC for the Dawes Road Library project as presented in
Attachment 1 (Part B) and
2 authorizes staff to forward these budget adjustments to the City for
approval
Carried
MINUTES Page 7
Toronto Public Library Board
Meeting No 9 Monday October 24 2016 from 605 pm to 820 pm
Cedarbrae Branch Florence Cruickshank Community Room 545 Markham Rd Toronto
16-193 Toronto Public Library Board ndash Self-Evaluation
Moved by Councillor Ainslie seconded by L Colley
That the Toronto Public Library Board
1 approves the self-evaluation tool as outlined in Attachment 1 to be
conducted using an online survey tool and
2 conducts a pilot self-evaluation during the month of November 2016 and
discusses the results of the evaluation at the January 2017 meeting
Carried
Items for Information
16-194 Operating Budget Monitoring Report ndash September 30 2016 (Received for
Information by Consent)
That the Toronto Public Library Board
1 receives the Operating Budget Monitoring Report ndash September 30 2016
for information
Carried
16-195 Capital Budget Monitoring Report ndash September 30 2016
Moved by S McCarten seconded by L Colley
That the Toronto Public Library Board
1 receives the Capital Budget Monitoring Report ndash September 30 2016 for
information
Carried
16-196 Toronto Public Library Board ndash 2017 Proposed Meeting Schedule
Moved by A Shah seconded by S McCarten
That the Toronto Public Library Board
1 receives the Toronto Public Library Board ndash 2017 Proposed Meeting
Schedule for information
Carried
16-197 Board Resolutions ndash Status Report (Received for Information by Consent)
That the Toronto Public Library Board
1 receives the Board Resolutions ndash Status Report for information
Carried
MINUTES Page 8
Toronto Public Library Board
Meeting No 9 Monday October 24 2016 from 605 pm to 820 pm
Cedarbrae Branch Florence Cruickshank Community Room 545 Markham Rd Toronto
16-198 Adjournment
Moved by Councillor Ainslie seconded by R Parry
That the Toronto Public Library Board
1 adjourns the October 24 2016 Toronto Public Library Board meeting
Carried
The meeting ended at 820 pm
Signed
City Librarianrsquos Report ndash November 21 2016 1
City Librarianrsquos Report
November 21 2016
Expanding Access to Technology and Training
The fourth round of Toronto Public Libraryrsquos (TPL) Staff Innovation Program launched in
October All staff were invited to submit proposals that merge innovation and technology
Successful submissions will gain access to the technology resources and expertise needed to
help the ideas grow into something bigger Special consideration is being given to proposals
that address one of the three research themes from the 2016-2019 Strategic Plan
consultations Income Inequality and Poverty Reduction Middle Childhood and Youth The
Staff Innovation Program is meant to stimulate staff to combine imagination technology and
a willingness to experiment in an effort to develop innovations that have a positive impact on
service engage a new community or partner improve staff efficiencies andor enhance user
services
Establishing TPL as Torontorsquos Centre for Continuous and Self-Directed Learning
Launched at the end of September Gale Courses is a new eLearning resource that offers
unlimited access to instructor-led online courses on a variety of topics Courses run for six
weeks with two new lessons released every week New sessions start every month A
Getting Started page is available on the Library website to help customers A valid TPL card
is required along with the creation of a personal account at Gale Courses Topics of courses
include accounting finance business and management computer applications web design
technology skills personal enrichment health and wellness and writing tplcadatabases
Creating Community Connections through Cultural Experiences
In a tradition that started last year with Kansas City Public Library Toronto Public Library
staff put together cheeky social media posts in support of the Toronto Blue Jays in
postseason The posts written as poetry using book spines are used to taunt the public
libraries in the opposing cities This year Toronto Public Library faced off against Arlington
and Cleveland public libraries The posts were well received by the public and generated lots
of engagement and media coverage ndash reaching both new and existing audiences Canadian
public libraries like Oshawa Public Library chimed in with their own book spine messages
and elementary school students showed their support by putting together several messages as
part of a class activity Toronto Public Library staff were invited to reveal their selected
titles on Breakfast Television for the opening game in the Toronto vs Cleveland series The
exercise was fun for staff and was a great opportunity for the Library to contribute to the
citys excitement
On November 11 Chris Hadfield gave a presentation as part of the autumn 2016 Bram amp
Bluma Appel Salon The talk entitled How to Think Like an Astronaut was broadcast via
our telepresence technology in partnership with Cisco to four TPL locations (Cedarbrae S
Walter Stewart Richview and York Woods) and to Deer Lake First Nation in Northern
Ontario In each offsite location kids 9-12 were invited to create a project that addressed
7
City Librarianrsquos Report ndash November 21 2016 2
some problem in space and then later were given the chance to interact remotely with Chris
to present the solution to their selected problem The telepresence technology and the Chris
Hadfield special event were made possible by the generous contributions of two important
partners to the Library The Bluma Appel Community Trust donated $400000 to fund the
technology and the program and Cisco Canada contributed additional equipment expertise
and technical and strategic support Thanks to both for helping the Library transform our
services to better serve Torontonians in the digital age
Supported by the Krembil Foundation The Cutting Edge series explores new ideas at the
intersection of health and technology The 2016 featured lecture was presented by Pulitzer
Prize winner Siddhartha Mukherjee on October 17 at the Bram amp Bluma Appel Salon
Mukherjeersquos recent book The Gene weaves together science social history and personal
narrative to explain one of the most important conceptual breakthroughs of modern times
Dr Mukherjeersquos sold out appearance was simulcast to the Toronto Reference Library atrium
and live streamed online Other programs in the 2016 series include Music Medicine A New
Frontier and Pushing the Boundaries of Alzheimer Treatment In addition to the Cutting
Edge series the Krembil Foundation funds enhancements to the Libraryrsquos medical collection
as well as training for library staff
tplcacuttingedge
In October TPL launched a pilot project that extends the Sun Life Financial Museum +
Arts Pass (MAP) program making it available to University of Toronto and Ryerson
students at their campus libraries The pass can then be checked out at one of five
participating TPL branches giving the student free access to the AGO the Bata Shoe
Museum the Textile Museum of Canada and one of eight participating City of Toronto
Historic Sites The goals of the pilot are to encourage student awareness and use of TPL
branches to promote TPL library card registration to expand the MAP programrsquos
accessibility and to encourage students to make use of the regular MAP program The pilot
will end in the spring of 2017 at which point an evaluation will take place The regular
MAP program allows individuals and families to explore the best of Torontorsquos arts and
cultural treasures by providing free access to 17 participating venues
tplcamappass
In partnership with Myseum of Toronto Toronto Public Library presents Cosmopolis
Toronto The World in One City ndash a photography exhibition that explores the journeys of
newcomers to Canada This series by photographer Colin Boyd Shafer captures the stories
of someone born in every country of the world who now calls Toronto home Through
photography exhibits and programs Cosmopolis Toronto The World in One City will be
displayed at select branches across the city Themes that emerge revolve around the power
of family faith food music and the things that remind us of the past as well as the places
that feel like home
tplcacosmopolis
October is Canadian Library Month and this year Ontario Public Library Week was
kicked off at Fort York Branch on Oct 17 Todd Kyle president of the Ontario Library
Association spoke about the valuable role libraries play in Canadians lives and launched a
City Librarianrsquos Report ndash November 21 2016 3
fun bookspinepoetry contest open to the public City Librarian Vickery Bowles introduced
the theme of this yearrsquos Ontario Public Library Week ldquoA visit will get you thinkingrdquo and
spoke about the transformation libraries are undergoing and the new ways they are
connecting with their users Kevin Finnerty Assistant Deputy Minister at the Ministry of
Tourism Culture and Sport presented the Public Library Awards Shortlist which included
Toronto Public Librarys Pan Am Host City Project Attendees toured Fort York Branch
including a visit to the popular digital innovation hub
Transforming for 21st Century Service Excellence
The TPL Foundation was pleased to announce a number of fundraising successes this fall
Sixty thousand dollars was raised through the generous support of patrons of the fourth
annual Hush Hush fundraiser on October 15 at the BloorGladstone Branch A portion of the
proceeds will go toward Young Voices a suite of programs that encourages creative
expression in Torontorsquos youth The Foundation also raised $9500 through supporters
running or walking in the Scotiabank Charity Challenge one participant in the Challenge
trained by running to all 100 TPL branches The Foundation is also happy to announce that
TD Bank has generously renewed its support of Black History Month Celebrations and
Indigenous Celebrations with a combined donation of $44000
Communications 1
8
COMMUNICATIONS
GENERAL CORRESPONDENCE
TORONTO PUBLIC LIBRARY BOARD MEETING ndash November 21 2016
It is recommended that the Toronto Public Library Board
1 receives Communication (a) from Joe Clark to the Toronto Public Library Board
dated November 17 2016 regarding the 2017 operating and capital budgets for
information
Joe Clark joeclarkjoeclarkorg
20161117
Re 2017 Interim Budget Estimates
2017 Operating and Capital Budgets Update
While most of the attention paid to the budget has revolved around the Mayorrsquos suicidal
and intrinsically unserious demand for a 26 budget cut everywhere I have to
wonder yet again why the Toronto Public Library Board does not understand
what its own staff are proposing
Is it because there were only two Boardmembers in the last decade who were known to
even have library cards (One sits on the current Board) Fundamentally you
people do not use the library system and do not understand it I can assure you
that hiring Moe hasnrsquot changed that one iota given his attested unwillingness to
learn what in-branch experience the area he purports to manage is really like
So letrsquos go through a few seriously unwise items in the Library budget
Nobody asked for ldquocash drawersrdquo at the self-service checkouts
that nobody asked for either
One of the budget documents lies about the history of self-checkout thus ldquoIn 2009 TPL
received $66 million to implement self-service checkout in branches resulting in
better service and expanded hours at no cost and also a reduction in staff to help
achieve budget targetsrdquo The real purpose of self-checkout was to fire expensive
employees not to make things more efficient And it involved clumsily sticking
decals on millions of items in many cases marring them permanently
Again The real purpose of self-checkout was firing staff That was confirmed to me to my
face by a manager in charge It had nothing to do with library users or literally
anything else If the project had started with automated sorters as its raison drsquoecirctre
first it might have made sense
Now wersquore being threatened with ldquocash drawersrdquo As ever the library canrsquot be honest
about whatrsquos really happening here verbally dressing up this fiasco as Integrated
Payment Solutions whatever those are
2
With an investment of $2250 million over two years []hellip [c]ustomers will be able to pay
fines at the self-checkout terminals at the same time as checking out materials
Currentlyhellip fine payments can only be made onlinehellip or from a face-to-face interaction
with library staff at the check-out desk
God forbid
Combined these initiatives will save $0526 million or 03 in 2017 and allow a reduction
in staff of 68 FTEs[]
In other words ldquothese initiativesrdquo will cost $(2250000 divide 2 ndash 526000) or $599000 in
Year 1
The only library patrons who could possibly need this service are the ones who could
never get it in the first place ndash those whose only use of the library is via the
Bookmobile which canrsquot take cash payments and which donrsquot use RFID in the first
place (Did you know that) Nobody else needs or wants this service
Further does the Library really mean ldquocash drawersrdquo as in tills Do you know what you
even mean How will these tills dispense change Wonrsquot every one of them be
burglarized every day How long till Sue-Ann Levy writes a column about that
The Library refuses to adjust the collections budget
for known decreases in usage
Budget documents
$0482 million represents a 25 projected cost increase for library materials based on
experience and industry projections while needing to accommodate the impact of a
stronger US dollar on the Libraryrsquos purchasing power[]
The Library has elsewhere admitted that third-language materials ndash this means non-
English and non-French though the positioning of French as equivalent to
English is a joke in itself ndash have suffered serious decline in recent years Some
languages (by implication Indian ones) have shown 45 decreases in demand
That demand is never gonna come back Yet the Library whose collections policy is in
some respects more whim than policy proposes a $482000 increase largely to
handle projected exchange rates
3
Why hasnrsquot the Library proposed reducing relevant third-language budgets by the same
amount demand has reduced then redirecting that money to other collections
Why does the Library propose spending tens of thousands of dollars per
language in permanent decline instead of spending that money on items people
actually want including third-language items that really get used
Collections policy really does contain a large dosage of whim I should know being the
largest single submitter of blue forms and whose yellow forms are simply
ignored (Boardmembers ldquoWhat are thoserdquo) being someone who knows there is
no policy at all for acquiring new magazine titles and getting rid of dud titles and
most of all being the person who has had to take the Toronto Public Library to
the Human Rights Tribunal of Ontario over its banning of a single author an
outrageous unprincipled action that is seriously popular in-house and which the
Library clearly intends to defend to the death at any cost in legal fees
Yet this is the same department you intend to authorize to waste money on third-
language materials that will never be used while also handing it another
482 grand
If you actually used the Library and if you actually read your own reports would you
leave these items in the proposed budget Again what happens if Sue-Ann Levy
finds out and documents these errors in a newspaper none of you really think
should be taken seriously in the first place
ndash 30 ndash
Ready for Reading WebsiteToronto Public Library
Peggy Thomas
Manager Childrenrsquos Services
Questions
Contact informationPeggy Thomaspthomastorontopubliclibraryca
2017 Interim Budget Estimates 1
STAFF REPORT ACTION REQUIRED
2017 Interim Budget Estimates
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The purpose of this report is to seek Toronto Public Library Board adoption of the 2017
interim operating and capital budget estimates in order to enable Toronto Public Library
(TPL) to carry out normal operations during the period between January 1 2017 and the date
on which Council approves the 2017 operating and capital budgets expected to be on
February 15 or 16 2017
The interim operating budget for TPL is $48647 million gross ($44249 million net) which
is based on 25 of TPLrsquos 2016 approved budget The interim capital budget is $5522
million gross ($3524 debt) which is based on 25 of the 2017 funding commitments for
previously approved capital projects
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 adopts the 2017 interim operating budget of $48647 million gross ($44249 million
net) subject to Council approval and
2 adopts the 2017 interim capital budget of $5522 million gross ($3524 million debt)
subject to Council approval
FINANCIAL IMPACT
The 2017 interim budget estimates will enable TPL to carry out normal operations during the
period between January 1 2017 and the date on which Council approves the 2017 operating
and capital budgets expected to be on February 15 or 16 2017 The 2017 interim operating
budget for TPL is $48647 million gross ($44249 million net) which represents 25 of
TPLrsquos 2016 approved operating budget
The interim capital budget is $5522 million gross ($3524 million debt) which represents
25 of the 2017 funding commitments for previously approved capital projects Any unspent
11
2017 Interim Budget Estimates 2
capital funds from 2016 will also be available during the interim period of 2017 The
combination of the 25 funding and 2016 unspent carry-forwards will be adequate to meet
TPLrsquos capital needs in the interim period
The budget percentage approvals are consistent with other City Agencies and Divisions
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
ALIGNMENT WITH STRATEGIC PLAN
The adoption of the 2017 interim budget estimates ensures the continuance of TPLrsquos business
until Council approves the 2017 operating and capital budgets
ISSUE BACKGROUND
In accordance with TPLrsquos Financial Control Policy prior to the approval of the annual
operating and capital budgets the Library Board needs to adopt the Council-approved
interim estimates to fund the continuance of the Libraryrsquos business from the first day of
January to the date the operating and capital budgets for that year are approved
COMMENTS
The 2017 interim budget estimates for the operating and capital budgets expected to be
approved by Council on December 13 2016 enable City Programs and Agencies to carry out
their operations until Council approves the 2017 operating and capital budgets expected on
February 15 or 16 2017
Expenditures made during the period beginning January 1 2017 to until the date Council
approves the 2017 operating and capital budgets must be restricted to normal operations
CONTACT
Larry Hughsam Director Finance amp Treasurer Tel 416-397-5946
E-mail lhughsamtorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
Runnymede Branch ndash Award of Tender 1
STAFF REPORT ACTION REQUIRED
Runnymede Branch ndash Award of Tender
Date November 21 2016
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 of Runnymede Branch as per
Toronto Public Libraryrsquos (TPLrsquos) drawings and specifications
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 awards the contract to the lowest bidder Brown Daniels Associates for the interior
renovation of the Runnymede Branch at a cost of $543147 which includes a
contingency of $49377 [excluding Harmonized Sales Tax (HST)]
FINANCIAL IMPACT
The total amount of $543147 which is made up of the tender amount of $493770 plus the
contingency of $49377 (excluding HST) is included as part of the Multi-Branch Renovation
State of Good Repair (SOGR) Project of the approved 2016 capital budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
ALIGNMENT WITH STRATEGIC PLAN
The interior renovation of the Runnymede Branch helps to achieve various strategic plan
priorities and goals including
increase access to in-branch services and spaces and new options to expand public and
community space
advance State of Good Repair projects to provide welcoming well-maintained and efficient
public space
create in-branch environments that connect neighbourhoods and communities offering
opportunities for partnerships civic engagement and resident participation
12
Runnymede Branch ndash Award of Tender 2
build capacity to deliver elearning and interactive distance learning services
offer broad access to experiential collaborative mentored and networking learning
opportunities in response to the different ways people learn and the unique needs of local
communities
offer access to new and emerging technologies to support innovation entrepreneurship and
creativity
COMMENTS
Runnymede is a 12034 sq ft neighbourhood branch In 2015 Runnymede was the third
busiest branch in the Toronto Public Library system in terms of visits and the busiest branch
in terms of holds pick-up The branch opened in 1928 and is listed on Toronto Historical
Boards Inventory of Heritage Properties It has undergone several renovations over the
years
A renovation and expansion of Runnymede Branch was completed and successfully opened
to the public in 2005 Eleven years have passed and library service has changed With
introduction of self-service and more collaborative work spaces the existing large service
desk is no longer required Moreover the high level of traffic creates congestion in the
branch The proposed renovation to the main floor of the library will resolve these issues In
addition to the installation of a new smaller service desk the renovation will involve a re-
design of the computer areas new flooring new window coverings and collections
merchandizing The second floor of the branch will be opened up to improve security
through increased visibility and allow for greater flexibility in the use of the public space
Architects for the project Building Arts Architects Inc was hired to provide architectural services for the Runnymede
Branch renovation project in April 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 of the most experienced and previously proved General
Contractors were pre-qualified and invited to bid on the project All eight (8) attended the
mandatory site meeting at Runnymede Branch on October 4 2016
Call for Tenders On September 30 2016 the Call for Tenders was issued to the eight pre-qualified bidders 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 The bid documents prepared by the Architects were
supplied to all prequalified bidders All bidders had to attend a mandatory information
meeting on October 4 2016 The bid documents comprised the following documents
List of Prequalified Bidders
Instruction to Bidders
Runnymede Branch ndash Award of Tender 3
Available Project Information
Stipulated Price Bid Form
Unit Prices Bid Form Supplement
Alternative Prices Bid Form Supplement
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 October 20 2016 TPL received tenders from seven of the pre-qualified General
Contractors The Architects and library staff analysed the three lowest bids to ensure that all
requirements of the bidding process were met as follows
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 amp
material bond)
o unconditional bid
o completed amp sealed stipulated price bid form
o acknowledges all addenda issued as part of the Call for Tenders
o completed amp dated unit prices bid form supplement
o completed amp dated alternative prices bid form supplement
o completed amp dated list of subcontractors bid form supplement
o confirmation of pre-qualified subcontractors where required
Award of tender recommendation For the recommended contract award to Brown Daniels Associates the following
requirements have been met
1 The bidder is in conformance with 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 successfully completed a number of Toronto Public Library
projects including Woodside Square Mimico and Ellesmere Branches North York Central
Library and the recent Beeton Hall renovation at the Toronto Reference Library The
references were checked by the architect and were satisfactory
Runnymede Branch ndash Award of Tender 4
CONTACT
Moe Hosseini-Ara Director Branch Operations and Customer Experience
Tel 416-397-5944 E-mail mhosstorontopubliclibraryca
Gail Rankin Senior Manager Facilities Management Tel 416-395-5881
E-mail grankintorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
13 aLIBRARYAPPROVED MINUTES Page I
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 1 Tuesday May 31 2016 from 540 pm to 725 pmToronto Reference Library Board Room 789 Yonge Street Toronto
Members PresentMr Ron CarinciMs Lindsay ColleyMs Dianne LeBretonMs Sue Graham-Nutter
RegretsMs Archana Shah
SPPM Call to Order16-001 Elizabeth Glass Director Policy Planning amp Performance Management and the
City Librarianrsquos desiwiate called the meeting to order at 540 pm
SPPM Election of Chair of the Strategic Plan Performance Measures Committee16-002 Elizabeth Glass called for nominations for the Chair of the Strategic Plan
Performance Measures Steering Committee
Moved by 1 CarinciThat1 Dianne LeBreton be nominated for chair
carriedDianne LeBreton agreed to stand for election
There being no further nominations it wasMoved by L ColleyThat the Strategic Plan Performance Measures Committee1 closes nominations
carried
Elizabeth Glass declared Diarme LeBreton duly elected Chair of the Strategic PlanPerformance Measures Committee by acclamation
Dianne LeBreton assumed the Chair
APPROVED MINUTES Page 2
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 1 Tuesday May 31 2016 from 540 pm to 725 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Declarations of Conflict of Interest16-003 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda16-004 Moved by R (lsquoarinci
That the Strategic Pla ii Perbnnance Measures Committee1 approves the agenda
Carried
SPPM Communications16-005 There were no Communications items at the May 31 2016 Strategic Plan
Performance Measures Committee meeting
SPPM Presentations16-006 There were no public presentations at the May 31 2016 Strategic Plan
Performance Measures Committee meeting
Item for ApprovalSPPM Strategic Plan 2016-20 19 Status and Performance Management Reporting Tools
Elizabeth Glass and Michele Melady Acting Manager Planning amp Developmentprovided a presentation on status and performance management reporting tools
16-007 Committee DecisionIrsquofo red by K CauinciThat the Strategic Plan Perbrmance Measurement Committee1 considers the summary of Toronto Public Library s strategic priority
alignment witi key City strategiesbr information (Attachment 1)2 considers the template that will he used for the semimdashannual status report
on Strategic Plan activitiesbr 2016br presentation to the Library Boardin June fbr inbnnation Attacunent 2)
3 considers the Divi Strategic Plan Dashboard to provide recommendationson the brmat so that staff cciii make revisions and populate the templatewith nwasuucs br the next Steering Committee Meeting (Attachment 3)
Carried as amended
APPROVED MINUTES Page 3
Toronto Public library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 1 Tuesday May 31 from 540 pm to 725 pmToronto Reference Library Board Room 789 Yonge Street Toronto
MotionsSee the followingMoved by R CarinciThat the Strategic Plan Performance Measures Committee1 considers the summary of Toronto Public Libraryrsquos swategic priority
alignment with key City strategies for information (Attachment 1)2 endorses (lie template that will be usedfor the semi-annual status report
on Strategic Plan activities for 2Ol6for presentation to the Library Boardin June for information (Attachment 2)
3 considers the Draft Strategic Plan Dashboard to pro viderecommendations on the format so that staffcan make revtcions andpopulate the template with measures for the next Steering ConmitteeMeeting (Attachment 3)
Amended
Moved in amendment by S Graham-NutterThat the Motion moved by R Carbici be amended to change the word endorsesrdquoin Recommendation 2 to the word considers so that it reads asjoacutellows1 considers the template that will be usedJar the semi-annual status report
on Strategic Plan activitiesfor 2016for presentation to the Library Boardin June for information (Attachment 2)
Carried
SPPM Adjournment16-008 Moved by pound Graham-Nutter
That the Strategic Plan Perjagravermance Measures Committee1 adjourns the May 31 2016 Strategic Plan Performance Measures
Committee meetingCarried
The meeting ended at 725 pm c)r -
Signed ( I lsquoI 7lt--
TORONTOPUB LIC
LIBRARYAPPROVED MINUTES Page 1
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 2 Wednesday July 13 2016 from 530 pm to 635 pmToronto Reference Library Board Room 789 Yonge Street Toronto
Members PresentMs Dianne LeBreton (Chair)Ms Lindsay CofleyMs Sue Graham-NutterMs Archana Shah
RegretsMr Ron Carinci
SPPM Call to Order16-010 Dianne LeBreton called the meeting to order at 530 pm
SPPM Declarations of Conflict of Interest16-011 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda16-012 Moved byL colley
That the Strategic Plan Petformance Measures Committee1 approves the agenda
Carried
SPPM Confirmation of IrsquoIay 31 2016 Strategic Plan Performance Measures Committee16-0 13 Meeting Minutes
Moved by L ColleyThat the Strategic Plan PerJbrmance Measures Committee1 confirms the Minutes of the May 31 2016 Strategic Plan Performance
Measures CommitteeCarried
APPROVED MENUTES Page 2
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteelNrsquoIeeting No 2 Wednesday July 13 from 530 pm to 635 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Business Arising from the Minutes16-014 There were no Business Arisingfrom the Mintues items at the July 13 2016
Strategic Plan Performance Measures Committee meeting
SPPM Communications16-015 There were no Communications items at the July 13 2016 Strategic Plan
Performance Measures Committee meeting
SPPM Presentations16-016 There were no public presentations at the July 13 2016 Strategic Plan
Performance Measures Committee meeting
Itemfor ApprovalSPPM Strategic Plan 2016-2019 Status and Performance Management Reporting Tools16-0 17 Elizabeth Glass Director Policy Planning amp Performance Management and
Linda Hazzan Director Communications Progranuning amp CustomerEngagement provided a presentation on status and performance managementreporting tools
Moved byA ShahThat the Strategic Plan Performance Measurement Committee1 considers the attached presentation materials and2 directs staffto further develop the balanced score card key performance
indicators and the Strategic Plan dashboard and indicatorsfor a StrategicPlan Performance Measures Steering committee meeting in September
CarriedSPPM Adjournment16-018 iWoved by S Graham-Nutter
That the Strategic Plan Performance ArsquoJeasures Committee1 adjourns the July 13 2016 Strategic Plan Performance Measures
Committee meeting
Carried
The meeting ended at 635 pm-
Signed lsquoiV i f
TORONTOPUB LIC
LIBRARYAPPROVED MINUTES Page 1
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 3 Tuesday September 20 2016 from 530 pm to 630 pmToronto Reference Library Board Room 789 Yonge Street Toronto
Members PresentMs Dianne LeBreton (Chair)ML Ron CadnciMs Lindsay ColleyMs Archana ShahMs Sue Graham-Nutter
Regrets
SPPM Call to Order16-019 Dianne LeBreton called the meeting to order at 530 pm
SPPM Declarations of Conflict of Interest16-020 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda16-021 Moved by L Colley
That the Strategic Plan Performance Measures Committee1 approves the agenda
Carried
SPPM Confirmation of July 13 2016 Strategic Plan Performance Measures Committee16-022 Meeting Minutes
Moved by L ColleyThat the Strategic Plan Peiformance Measures Committee1 confirms the Minutes of the fitly 13 2016 Strategic Plan Performance
Measures Committee
Carried
APPROVED MINUTES Page 2
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 3 Tuesday September 20 2016 from 530 pm to 630 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Business Arising from the Minutes16-023 There were no Business Arisingfrom (lie Minutes items at the September 20 2016
Strategic Plan Performance Measures Committee meeting
SPPM Communications16-024 There were no Communications items at the September 20 2016 Strategic Plan
Performance Measures Committee meeting
SPPM Presentations16-025 There were no public presentations at the September 20 2016 Strategic Plan
Performance Measures Committee meeting
Itemfor ApprovalSPPM Strategic Plan 2016-2019 Accountability Framework and Reporting Tools16-026 Elizabeth Glass Director Policy Planr1ing amp Performance Management
provided a presentation on accountability framework and reporting tools
Moved by S Graham-NurterThat the Strategic Plan Performance Afeasurement Committee1 considers the approach ofusing logic models and a balanced scorecard as
the strategic plan accountabilityframework and a dashboard to visuallyrepresent the progress and achievement as outlined in the flowchart(Attachment 1k
2 endorses the logic model examples that will be used as templates fordeveloping a logic model for each strategic priority (Attachments 2 and3k
3 endorses the balanced scorecard and recommended key performanceindicatorsJbr the Boardrsquos monitoring and assessment ofthe strategicplan lsquo5 progress (Attachment 1)
Deferred
The Committee deferred consideration of the recommendations in the StrategicPlan 2016-2019 Accountability Framework and Reporting Tools report until thenext meeting of the Committee
APPROVED MINUTES Page 3
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 3 Tuesday September 20 from 530 pm to 630 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Adjournment16-027 Moved by L Colley
That the Strategic Plan Performance Measures Committee1 adjourns the September 20 20J6 Strategic Plan Performance Measures
Conunittee meetingCarried
The meeting ended at 630 pm - - - I
Signed (V UrsquoL
MINUTES Page 1
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
13b
Members Present
Mr Ron Carinci
Ms Lindsay Colley
Ms Archana Shah
Ms Sue Graham-Nutter
Regrets
Ms Dianne LeBreton (Chair)
SPPM Call to Order
16-028 Vickery Bowles called the meeting to order at 530 pm Ms Bowles advised that
Dianne LeBreton committee chair was unexpectedly unable to attend the
meeting An election of an acting chair was required
SPPM Declarations of Conflict of Interest 16-029 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda 16-030 Moved by R Carinci
That the Strategic Plan Performance Measures Committee approves the agenda
as revised to
1 elect an Acting Chair for the November 7 2016 meeting in the absence of
the Committee Chair
Carried
MINUTES Page 2
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Election of Acting Chair
16-031 Vickery Bowles called for nominations for the Acting Chair of the Strategic Plan
Performance Measures Steering Committee
Moved by R Carinci
That
1 Sue Graham-Nutter be nominated for Acting Chair
Carried
Sue Graham-Nutter agreed to stand for election
There being no further nominations it was
Moved by R Carinci
That the Strategic Plan Performance Measures Committee
1 closes nominations
Carried
Vickery Bowles declared Sue Graham-Nutter duly elected Acting Chair of the
Strategic Plan Performance Measures Committee by acclamation
Sue Graham-Nutter assumed the Chair
SPPM Confirmation of September 20 2016 Strategic Plan Performance Measures
16-032 Committee Meeting Minutes Moved by R Carinci
That the Strategic Plan Performance Measures Committee
1 confirms the Minutes of the September 20 2016 Strategic Plan
Performance Measures Committee
Carried
SPPM Business Arising from the Minutes
16-033 There were no Business Arising from the Minutes items at the November 7 2016
Strategic Plan Performance Measures Committee meeting
SPPM Communications
16-034 There were no Communications items at the November 7 2016 Strategic Plan
Performance Measures Committee meeting
MINUTES Page 3
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Presentations
16-035 There were no public presentations at the November 7 2016 Strategic Plan
Performance Measures Committee meeting
Item for Approval
SPPM Strategic Plan 2016-2019 Accountability Framework Reporting Tools and Key
16-036 Performance Indicators
Elizabeth Glass Director Policy Planning amp Performance Management
responded to questions from committee members
Moved by L Colley
That the Strategic Plan Performance Measurement Committee
1 endorses the Strategic Plan accountability framework as outlined in the
flowchart (Attachment 1)
2 endorses the logic model examples that will be used as templates for
developing a logic model for each strategic priority (Attachments 2
and 3)
3 endorses the balanced scorecard and recommended key performance
indicators for the Boardrsquos monitoring and assessment of the Strategic
Planrsquos progress (Attachment 4)
Carried
Staff were directed to provide Board members with an overview of the
accountability framework for the Strategic Plan with the tools KPIs and the
reporting timelines
SPPM Adjournment
16-037 Moved by L Colley
That the Strategic Plan Performance Measures Committee
1 adjourns the November 7 2016 Strategic Plan Performance Measures
Committee meeting
Carried
The meeting ended at 600 pm
Signed
Strategic Plan 2016-2019 Accountability Framework 1
STAFF REPORT ACTION REQUIRED
Strategic Plan 2016-2019 Accountability Framework
Date November 21 2016
To Toronto Public Library Board
From Strategic Plan Performance Measures Committee
SUMMARY
The purpose of this report is to recommend the approval of the Strategic Plan 2016-2019
Accountability Framework to the Toronto Public Library Board
A Strategic Plan Performance Measures Committee was established on April 25 2016 to
provide advice and recommendations to the Board for strengthening the Boardsrsquo
monitoring and assessment of the strategic planrsquos implementation for compliance and
progress
The Committee met four times from May to November 2016 to receive and inform the
development of the Strategic Plan 2016-2019 Accountability Framework which contains
three main tools a balanced scorecard with key performance indicators a dashboard to
visually present the results and a logic model to show the alignment between the strategic
priorities key activities over four years and the expected outcomes and impact
At its November 7 2016 meeting the Committee endorsed the Accountability Framework
and concluded its work
RECOMMENDATIONS
The Strategic Plan Performance Measures Committee recommends that the Toronto
Public Library Board
1 approves the Strategic Plan 2016-2019 Accountability Framework
FINANCIAL IMPACT
There is no financial impact beyond what has already been approved in the current yearrsquos
budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
13c
Strategic Plan 2016-2019 Accountability Framework 2
DECISION HISTORY
At its April 25 2016 meeting the Library Board received the following report Strategic
Plan Performance Measures Committee Terms of Reference and approved the Terms of
Reference for the Strategic Plan Performance Measures Committee as outlined in
Attachment 1
httpwwwtorontopubliclibrarycacontentabout-the-
librarypdfsboardmeetings2016apr2512-performance-measures-committee-terms-of-
referencepdf
httpwwwtorontopubliclibrarycacontentabout-the-
librarypdfsboardmeetings2016apr2512-performance-measures-committee-terms-of-
reference-att-1pdf
At its May 31 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Status and Performance
Management Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-may-31jsp
At its July 13 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Status and Performance
Management Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-jul-13jsp
At its September 20 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Accountability
Framework and Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-sep-20jsp
At its November 7 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Accountability
Framework Reporting Tools amp key Performance Indicators
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-nov-07jsp
ISSUE BACKGROUND
The Strategic Plan Performance Measures Committee was established on April 25 2016 to
provide advice and recommendations to the Library Board for strengthening the Boardrsquos
monitoring and assessment of the strategic planrsquos implementation for compliance and
progress
During the development of the Accountability Framework and the reporting tools the
Committee met four times from May to November 2016 to receive information and provide
advice At its November 7 2016 meeting the Committee endorsed the Framework and
concluded its work
Strategic Plan 2016-2019 Accountability Framework 3
COMMENTS
There are three broad outcomes for the Strategic Plan 2016-2019 based on input gathered
from Toronto residents during the strategic plan consultation process
Expanding Access
Increasing Opportunity
Building Connections
Six strategic priorities were established to advance the broad outcomes
Advancing TPLrsquos digital platforms
Breaking down barriers to access driving inclusion
Expanding access to technology and training
Establishing TPL as Torontorsquos centre for continuous and self-directed learning
Creating community connections through cultural experiences
Transforming for 21st century service excellence
The purpose of the Accountability Framework is to guide the development monitoring and
reporting of the annual work plan for each of the four years from 2016 to 2019 and the
overall achievements of the Strategic Plan over four years It serves as
a reporting structure for the Board to monitor the progress of the strategic plan and
provide guidance
a public facing reporting tool to demonstrate openness and accountability
an internal tool to advance shared understanding of the strategic priorities and guide the
work of staff
The Accountability Framework is composed of three main tools
1 Balanced Scorecard with key performance indicators (Attachment 1 amp Attachment 2)
The overall achievements of the strategic plan will be reported using a balanced
scorecard approach with key performance indicators established under four
perspectives Customer Operational Learning amp Growth and Financial Work plan
achievements will be reported to the Board in a semi-annual status report
2 Dashboard (Attachment 3)
A dashboard format will be used to visually present the strategic plan achievements
as measured against the key performance indicators and targets This will be reported
to the Board annually
3 Logic Models
A logic model (Attachment 4) is developed to align the six strategic priorities with
key activities the broad outcomes and the contribution to the success of City of
Torontorsquos key strategies over four years
Logic models will also be developed for each strategic priority with appropriate key
activities and outcomes to guide the development of annual work plans strategic
Strategic Plan 2016-2019 Accountability Framework 4
partnerships and funding priorities Attachment 5 shows an example of a logic model
for Strategic Priority 2 Breaking down barriers to access driving inclusion
The flowchart in Attachment 6 illustrates the relationship of the three tools The key activity
of Expanding Access to branches and community service points under Priority 2 is provided
as an example
CONTACT
Elizabeth Glass Director Policy Planning amp Performance Management
Tel 416-395-5602 E-mail eglasstorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Balanced Scorecard with Key Performance Indicators
Attachment 2 List of Strategic Plan 2016-2019 Key Performance Indicators
Attachment 3 Dashboard example
Attachment 4 Strategic Plan 2016-2019 Logic Model
Attachment 5 Strategic Plan 2016-2019 Priority 2 Logic Model
Attachment 6 Strategic Plan 2016-2019 Accountability Framework Flowchart
Strategic Plan 2016 mdash 2019 Balanced Scorecard Attachment 1
Key Performance Indicators
Total number of active members
bull Total use per capita
bull Visits per capita
bull Virtual visits per capita
bull In-branch technology utilization rate internet access workstationper 100000 population wireless connections per capita
bull Utilization rate (program capacity) learning programs(ESL + Literacy + User Ed + lifelong learning)
bull Utilization rate of technology training programs
bull Utilization rate of cultural programs
bull ft of branches providing regular after-schoolprogramming from September to June
bull User satisfaction overall
bull User satisfaction in-branch technology(computers software wifi)
Users satisfaction knowledge andhelpfulness of staff
Key Performance Indicators
bull Total Open Hours
bull ft of Sunday branches (September to June)
bull ft of NIA Sunday branches (September to June)
bull ft of Sunday branches (Year-round)
ft of NIA Sunday branches (Year-round)
Turnover rate of circulating items
of special collections that are digitized
KKey Performance Indicators
bull Logic Models and evaluation frameworksdeveloped for strategic priorities
bull Spending in staff development (Total Averageper staff)
bull staff who report they have the skills andtraining to meet service delivery outcomes
bull of staff who report high levels ofengagement
Key Performance Indicators
bull Cost per use
Operating Expenditures
Operating expenditures per capita
Operating expenditures for electronic materials
Operating expenditures for digital technology
bull Total funding
bull Total funding per capita
bull Total funding from TPL Foundation
Page 1 of 1
Strategic Plan 2016-2019 Balanced Scorecard Key Performance Indicators
Customer Perspective Operational Perspective Learning amp Growth Perspective Financial Perspective
Total number of active members
Total use per capita o Visits per capita
Virtual visits per capita
In-branch technology utilization rate internet access workstation per 100000 population wireless connections per capita
Utilization rate (program capacity) learning programs (ESL + Literacy + User Ed + lifelong learning)
Utilization rate of technology training programs
Utilization rate of cultural programs
of branches providing regular after-school programming from September to June
User satisfaction overall
User satisfaction in-branch technology (computers software wifi)
Users satisfaction knowledge and helpfulness of staff
Total Open Hours o of Sunday branches
(September to June) o of NIA Sunday branches
(September to June) o of Sunday branches
(Year-round) o of NIA Sunday branches
(Year-round)
Turnover rate of circulating items
of special collections that are digitized
Logic Models and evaluation frameworks developed for strategic priorities
Spending in staff development (Total Average per staff)
staff who report they have the skills and training to meet service delivery outcomes
of staff who report high levels of engagement
Cost per use
Operating Expenditures o Operating expenditures per
capita
Operating expenditures for electronic materials
Operating expenditures for digital technology
Total funding o Total funding per capita o Total funding from TPL
Foundation
Attachment 2
Attachment 3
Strategic Plan 2016-2019 Dashboard
Key Performance Indicators
Example Open Hours
2016 Activities that will move the dial Status
Sunday service expanded to create year-round service at 6 District and 2 R amp R branches and added to 6 neighbourhood branches to provide seasonal Sunday service
Measure Baseline (2015) Current (Dec 2016) Target (2019) change
Total open hours 269672 hours 274397 hours 281878 hours + 45
Attachment 4
Toronto Public Library Strategic Plan 2016-2019 Logic Model
Torontonians are aware of library services to
address immediate needs
Create and implement Digital Strategy to develop online services
Torontonians have access to reading and
learning materials in a wide range of formats
and levels to support the joy of reading and
lifelong learning
TPL has resources and well-trained staff to
deliver strategic outcomes
Torontonians are connected through cultural
and leisure experiences and opportunites
TPL provides exceptional services and
experience at customers every point of need
TPL increased partnership and funding
opportunities with City of Toronto community
organizations and funding partners
Torontonians have improved access to
technology and staff assistance to develop
technology skills
Torontonians have expanded access to
emerging technology innovation spaces and
programs
Torontonians have new experiential
collaborative and e-learning opporunities to
support education employment and multiple
literacies
Use technology to drive improvements in business processes and
efficiency eg cloud analytics
Torontonians have equitable
support to learning and training
and gain the knowledge multiple
literacy skills and networks to
enrich their education work life and
leisure experiences
Torontonians have access to
programs and activities to support
and enhance diverse cultural
experiences and library collections
that reflect their cultural ineterests
and needs
Support readers of all ages and interests with diverse collections
readers advisory and a wide range of literary and cultural programs
Toronto children and youth have additional safe
after school social and learning environments
and programs
Priorities Key Activities
Mission Toronto Public Library provides free and equitable access to services which meet the changing needs of Torontonians The Library preserves and promotes universal
access to a broad range of human knowledge experience information and ideas in a welcoming and supportive environment
Establishing TPL as Torontos
centre for continuous and self-
dlirected learning
Impact
Expanding access to technology
and training
Advancing TPLs digital platforms
Breaking down barriers to access
driving inclusion
Expand high quality out-of-school-time programs for children and youth
Increase awareness and engagement across library channels
Allocate additional resources to sustain current and emerging
technology
Provide access to current and emerging technology and training in
library branches and community locations
Identify and remove policy barriers to online and in-person servicesToronto Public Library is a
community asset that builds
community capacity and improves
Torontonians well-being
Toronto Public Library contributes to the success of
Toronto Strong Neighbourhood Strategy 2020
Actions for strong Neighbourhoods
under five domains
Physical surroundings
Economic opportunities
Healthy lives
Social development and
Participation in civic decision-making
Toronto Public Library is a key partner in
City of Torontos Poverty Reduction Strategy
in addressing the issues of
service access and availability
Toronto Public Library supports the positive
outcomes of City of Torontos strategies for targeted
population including
Raising the Village Measuring the Well-being
of Children and Families in Toronto
Toronto Youth Equity Strategy
Toronto Newcomer Strategy
Toronto Seniors Strategy
Expand access to branches and community service points
Develop new resources programs and partnerships to deliver eLearning
programs
Provide in-branch resources space and technology to support
experiential learning
Provide resources and programs to support civic engagement
community events and discussion of social issues
Transforming for 21st century
service excellence Dedicate staff resources and training to provide expertise in key
strategic areas eg technology and literacy
Torontonians are empowered and supported in
their partcipation in civic lifeCreating community connections
through cultural experiences
Create diverse and inclusive cultural programs and experiences in
branch and online spaces
Curate and digitize special collections to reflect Torontos diverse
history culture and heritage
Develop organizational structure and culture to support innovation and
customer service excellence
ACCESS
OPPORTUNITY
CONNECTIONS
Outcomes
Torontonians have easy convienient online
access to library collections and services
Torontonians have convenient and local access
to neighbourhood spaces and services
Attachment 5
Expand online services
Develop self-serve Library Kiosks
Increased program offerings
After hours access implemented
Increased online service options
Increased self-service options
CONNECTIONS
Understand City demographics
demands and use of a full range of
library services
Develop after-hours access at branches
2 Breaking down
barriers to access
driving inclusion
Toronto Public Library contributes to the success of
City of Torontos key strategies including
Toronto Strong Neighbourhood Strategy 2020
bull Targeting appropriate resources to
respond to neighbourhood needs
Toronto Poverty Reduction Strategy
bull Address immediate needs
bull Create pathways to prosperity
bull Increase service access and availability
ACCESS
OPPORTUNITYLibrary membership options reflect
users online and branch access
needs
Provide access to current
and emerging technology
and training in library
branches and community
locations
Increase awareness and
engagement across library
channels
Sunday service expanded in target
branches
Identify and remove policy
barriers to online and in-
person services
Expand access to branches
and community service
points
Number of blocked library cards
reduced in target populations
Toronto Public Library Strategic Plan 2016-2019 Logic Model
Priority Impact
Mission Toronto Public Library provides free and equitable access to services which meet the changing needs of Torontonians The Library preserves and promotes universal access to a broad
range of human knowledge experience information and ideas in a welcoming and supportive environment
OutcomeKey Activities
Toronto Youth Equity Strategy
bull Service gaps
bull Service relevance amp accessibility
Toronto Newcomer Strategy
bull Improving access to municipal supports
bull Supporting civic engagement and
community capacity
Develop marketing strategy and conduct
publicity campaigns
Toronto Seniors Strategy
bull Equity
bull Inclusion
bull Respect
bull Quality of life
Expand access to library service in
community locations
Toronto Public Library is a
community asset that builds
community capacity and improves
Torontonians
well-being
Torontonians have equitable
support to learning and training
and gain the knowledge multiple
literacy skills and networks to
enrich their education work life
and leisure experiences
Torontonians have access to
programs and activities to support
and enhance diverse cultural
experiences and library
collections that reflect their
cultural ineterests and needsIncreased circulation of library
materials
Identify and remove policy barriers to
online and in-person services
Raising the Village Measuring the
Well-being of Children and Families in Toronto
bull Families have equitable access to
learning and training and are active in
their childrenrsquos education
bull Families belong to communities and
have the freedom to express and
opportunities to foster their culture and
identity
Torontonians are aware of library
services to address immediate needs
Conduct outreach and customer
engagement programs
Expand branch hours with additional
programs
Torontonians have easy
convienient online access to library
collections and services
Torontonians have convenient and
local access to neighbourhood
spaces and services
Attachment 6
Accountability Framework
Example
Priority Key Activity Short Term Medium Term Impact
Breaking down barriers to access
driving inclusion
Expand access to branches and
community service points
Torontonians have convenient and
local access to neighbourhood spaces
and services
Toronto Public Library is a community
asset that builds community capacity
and improves Torontonians well-being
Toronto Poverty Reduction Strategy
Increase service access and availability
Example
Customer Perspective Operational Perspective Learning amp Growth Perspective Financial Perspective
Utilization rate Service hours added Staff training Cost per use
Example
Is a visual representation of progress towards four years targets for KPIs to achieve strategic outcomes
with a baseline benchmark and annual target
Dashboard
Monitors the progress of the strategic plan across four perspectives and indentifies KPIs to measure progress towards outcomes
Links planned activities to expected outcomes
Toronto Public Library Strategic Plan 2016-2019
Implementation Compliance and Progress
Logic Model
Balanced Scorecard
Outcomes
Strategic Plan 2016-2019
Accountability Framework
November 21 2016
Toronto Public Library Board Meeting
1
Accountability Framework
Strategic Plan Performance Measures Committee
to provide advice and recommendations to the Board for
strengthening the Boardrsquos monitoring and assessment of the
strategic planrsquos implementation for compliance and progress
2
Accountability Framework
Strategic Plan Performance Measures Committee
bull Met four times from May to November 2016
bull Endorsed Accountability Framework at November 7 2016
meeting
bull Concluded its work
3
Accountability Framework
Purpose of framework
bull To guide the development monitoring and reporting of
The Annual work plan for each year from 2016-2019
The overall achievements of the Strategic Plan over four
years
4
Accountability Framework
bull A reporting structure for the Board to monitor the
progress of the strategic plan and provide guidance
bull Public facing reporting tool to demonstrate openness
and accountability
bull An internal tool for staff
5
Accountability Framework
Strategic Plan 2016-2019
bull Three broad outcomes
Access
Opportunity
Connections
And six strategic priorities
6
Accountability Framework
Strategic Plan 2016-2019
bull Six Strategic Priorities
Advancing TPLrsquos digital Platforms
Breaking down barriers to access driving inclusion
Expanding access to technology and training
Establishing TPL as Torontorsquos centre for continuous and
self-directed learning
Creating community connections through cultural
experiences
Transforming for 21st century service excellence
7
Accountability Framework
Three main tools
bull Balanced Scorecard with Key Performance
Indicators (KPIs)
bull Dashboard for visual presentation
bull Logic Models
8
Accountability Framework
Balanced Scorecard
bull A performance measurement tool developed at the
Harvard Business School
bull Provides a framework to monitor organization
performance from four perspectives the customerrsquos
perspective an internal business perspective an
innovation and learning perspective and the
financial perspective
Balance scorecard Encyclopedia of Business Gale 2000
9
10
Strategic Plan 2016 ndash 2019 Balanced Scorecard
11
Strategic Plan 2016 ndash 2019 Balanced Scorecard
Accountability Framework
Reporting timeline
bull Annual work plan achievements will be reported
to the Board in a semi-annual status report in
June and year end
bull Overall achievements of the strategic plan will be
reported annually to the Board (eg first quarter
of 2017 for 2016) using a balanced scorecard and
presented visually using a dashboard
12
Accountability Framework
13
Accountability Framework
Logic Model
bull A logic model is a systematic and visual way to present the
relationships among the resources to operate a program the
planned activities and the changes or results you hope to
achieve
14
WK Kellogg Foundation Logic Model Development Guide 2004
Accountability Framework
Logic Models
bull A Strategic Plan 2016-2019 aligns 6 strategic priorities
with
Key activities
3 broad strategic outcomes
City of Torontorsquos key strategies
bull Plus a logic model for each of the 6 strategic priorities
15
16
Strategic Plan 2016-2019 Logic Model
17
Strategic Plan 2016-2019 Priority 2 Logic Model
18
Accountability Framework
Questions amp Discussion
19
20
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 1
STAFF REPORT ACTION REQUIRED
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report proposes revised meeting dates for the December 2016 and January 2017
meetings for Toronto Public Library Board approval
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves rescheduling the December 8 2016 Toronto Public Library Board meeting
to December 12 2016 and
2 approves rescheduling the January 23 2017 Toronto Public Library Board meeting to
January 30 2017
FINANCIAL IMPACT
There is no financial impact arising from this report
The Director Finance and Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
At the January 25 2016 meeting the Board approved the schedule for meetings in 2016
including December 8 2016
At the October 24 2016 meeting the Board was provided with the proposed schedule for
meetings in 2017 including January 23 2017 for approval at the January 2017 meeting
14
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 2
COMMENTS
Library staff have recently reviewed the Cityrsquos updated budget schedule The Library Board
meeting in December is not well aligned with the Cityrsquos schedule A later December date
would provide the Board with more opportunity to be informed and kept up-to-date on the
2017 budget as well as to participate in the process As a result the rescheduling of the
December 8 2016 meeting to Monday December 12 is being recommended Board
members were canvassed and quorum is attainable for a meeting on December 12 2016
As the same scenario is also a possibility for the proposed January 23 2017 meeting it is
recommended that the date be changed to January 30 2017
Key dates for the 2017 budget process are shown below
2017 Budget Timetable
Date Political Review TPL Board
2016
Nov 21 Board meeting
Dec 2 Budget Committee launch
Dec 12 (from 8) Board meeting
Dec 161920 (21) Budget Committee presentations
2017
Jan 5 910 Budget Committee public deputations
Jan 12 Budget Committee wrap-up
Jan 24 Budget Committee final
Jan 30 (from 23) Board meeting
Feb 7 Executive Committee
Feb 15 16 (17) Council approval
Feb 21 Board meeting
CONTACT
Nancy Marshall Library Board Officer City Librarianrsquos Office
Tel 416-393-7215 E-mail nmarshalltorontopubliclibraryca
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 3
SIGNATURE
______________________________
Vickery Bowles
City Librarian
Holiday Closures 2017 and January 2018 1
STAFF REPORT ACTION REQUIRED
Holiday Closures 2017 and January 2018
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The purpose of this report is to recommend and receive Toronto Public Library Board
approval for the schedule of holiday closures for 2017 and January 2018
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves the schedule of holiday closures for 2017 and January 2018 as provided
in Attachment 1
FINANCIAL IMPACT
There is no financial impact to the 2017 operating budget arising from the
recommendation in this report The recommended closures are included in the proposed
2017 operating budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
Where Library Board approval is required to establish holiday closures the matter comes
before the Board in the preceding year to ensure adequate notice to the public and staff
COMMENTS
At its meeting on October 26 2015 the Library Board approved the Library closure for
New Yearrsquos Day 2017 on Monday January 2 2017
15
Holiday Closures 2017 and January 2018 2
The Library is open for regular service on Remembrance Day Saturday November 11
2017
The Library will be closed on Monday December 25 2017 for Christmas Day and
Tuesday December 26 2017 for Boxing Day
In 2018 New Yearrsquos Day falls on a Monday and the Library will be closed
All full-time employees whose scheduled day off falls on a holiday closure are
compensated with a day in lieu to be taken at another agreed upon time
It is the practice of the Library to close on the Sundays adjacent to public holidays with
the exception of Family Day
The schedule of holiday closures for 2017 and January 2018 is provided in Attachment 1
CONTACT
Dan Keon Director Human Resources Tel 416-395-5850
E-mail dkeontorontopubliclibraryca
SIGNATURE
_____________________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Holiday Closures 2017 and January 2018
Toronto Public Library Holiday Closures 2017 and January 2018
Sunday January 1 2017 New Yearrsquos Day Closed
Monday January 2 2017 For New Yearrsquos Day Closed
Monday February 20 2017 Family Day Closed
Friday April 14 2017 Good Friday Closed
Sunday April 16 2017 Easter Sunday Closed
Monday April 17 2017 Easter Monday Closed
Monday May 22 2017 Victoria Day Closed
Saturday July 1 2017 Canada Day Closed
Monday August 7 2017 Civic Holiday (Simcoe Day) Closed
Monday September 4 2017 Labour Day Closed
Monday October 9 2017 Thanksgiving Day Closed
Sunday December 24 2017 Christmas Eve Closed
Monday December 25 2017 Christmas Day Closed
Tuesday December 26 2017 Boxing Day Closed
Sunday December 31 2017 New Yearrsquos Eve Closed
Monday January 1 2018 New Yearrsquos Day Closed
New Yearrsquos Day 2017 closure approved by the Library Board on October 26 2015
Attachment 1
Audit Plan for the Year Ending December 31 2016 1
STAFF REPORT INFORMATION ONLY
Audit Plan for the Year Ending December 31 2016
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The attached report from PricewaterhouseCoopers the external auditors summarizes the
planning for their audit of the 2016 financial statements for the Toronto Public Library
Board
FINANCIAL IMPACT
The proposed audit fee of $25000 inclusive of expenses and exclusive of Harmonized
Sales Tax (2015 ndash $25000) is included in the 2016 operating budget It is important to
note that the audit fee does not include extra audit work that may be required due to
scope changes and PricewaterhouseCoopers will advise management as soon as possible
if this were to happen
This is the second year of a five-year audit contract that the City has negotiated The fee
will remain unchanged for the duration of the contract
ISSUE BACKGROUND
Under Section 139 of the City of Toronto Act 2006 the City is required to appoint an
auditor licensed under the Public Accounting Act 2004 who is responsible for annually
auditing the accounts and transactions of the City and its local boards and expressing an
opinion on the financial statements of these entities based on the audit
Council at its March 2015 meeting approved the recommendation of the Audit
Committee to appoint PricewaterhouseCoopers as the external auditor for the City and
Library The contract with PricewaterhouseCoopers is for five years ending with the
audit of the December 31 2019 financial statements
As part of the annual audit PricewaterhouseCoopers provides an Audit Plan report to the
Toronto Public Library Board The auditors will conduct their audit of the 2016 financial
statements pursuant to this plan
17
Audit Plan for the Year Ending December 31 2016 2
COMMENTS
Attached is PricewaterhouseCoopersrsquo Audit Plan for the Library which summarizes their
view on audit risks the nature extent and timing of the audit work and the terms of
engagement
On completion of the audit PricewaterhouseCoopers will issue the Audited Financial
Statements and a Year-End Report to the Board that will provide key matters for
discussion significant audit accounting and financial reporting matters summary of
unadjusted and adjusted items other required communications internal control
recommendations and a confirmation of auditor independence
Work on the interim audit was completed in October 2016 and the year-end audit is
expected to be completed by March 2016
CONTACT
Larry Hughsam Director Finance amp Treasurer Tel 416-397-5946
E-mail lhughsamtorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Board ndash Audit Plan for the year ending
December 31 2016
wwwpwccomca
Audit planfor the yearendingDecember31 2016
Toronto PublicLibrary Board
pwc
pwc
October 28 2016
Members of the BoardToronto Public Library Board
Dear Members of the Board
We are pleased to present an overview of our audit plan for the 2016 audit of the financial statementsof Toronto Public Library Board (the Library) prepared in accordance with Canadian Public SectorAccounting Standards (PSAS) (referred to as the ldquofinancial statementsrdquo from now on)
This overview includes our view on audit risks and the nature extent and timing of our audit work
We value your feedback and if you have any questions about the identified risks and our audit approachplease do not hesitate to contact the undersigned at (416) 228-1922
Yours very truly
Tern McUnnonPartnerRisk Assurance Services
cc Mr Larry Hughsam Director Finance and Treasurer
PricewatcrhouseCoopers UPnyC Tower i8 York Street Suite 2600 Toronto Ontario Canada M oB2T +1 416 8631133 F +1 416 365 8215 wwwpwccomca
lsquoPwt relera to Pdcewatethousetoopers LLP an Ontario limiled liabiLity paruiership
Toronto Public Library Board Audit plan for the year ending December 31 2016
Communications to the Board
Key mattersfor Commentsdiscussion
Client service team Tern McKinnon is your engagement leader and Julianne Cooke is your engagementmanager
Service deliverables We will audit the Libraryrsquos financial statements as of December 31 2016 and for theyear then ending prepared in accordance with PSAS
Our engagement letter which has been signed by the City of Toronto sets out theterms and conditions for our engagement as the independent auditor of the Libraryfor the above-mentioned year In addition our engagement letter outlines ourresponsibilities as the auditor and the responsibilities of management
Audit timeline We worked with management to develop this project timelinemdash Interim visit October 17-21 2016mdash Year-end visit March20 mdash March 31 2017mdash Clearance meeting with management To be confirmedmdash Deliveryfiling of financial statements To be confirmed
Audit approach Our audit approach is a mixture of tests of internal controls and substantive testingOur audit approach is designed to allow us to execute a quality and efficient auditWe do this byi gaining an understanding of the business by focusing on new developments
and key business issues affecting the Library as well as managementrsquosmonitoring of controls and business processes
ii identiring significant audit risks sharing our perspectives obtaining yourfeedback and ensuring our audit is tailored to these risks
iii using well-reasoned professional judgment especially in areas that aresubjective or require estimates and
iv leveraging reliance where possible on the Libraryrsquos internal controls andinformation technology and data systems
In the current year our planned work will include testing of key controls in thefollowing areasmdash Purchases payables and disbursementsmdash Payroll
All other areas will be subject to tests of detail
Significant risks are risks of material misstatement that we think need special auditconsideration We identified several significant audit risks and plan to address themas follows Please let us know if you agree that these are the most significant risksfrom your point of view and if you have any other areas of concern
PwC I
Toronto Public Library Board Audit plan for the year ending December 31 2016
Significant risk to Managementrsquos response and our audit approachdiscuss
Risk of management Accounting regulatory authorities require that the risk of material misstatement dueoverride of controls to management override of controls be considered a significant risk on every audit
engagement
This represents the risk that internal controls at the Library maybe circumvented toachieve desired financial results or gain inappropriate access to financial resources
In order to address this risk we will perform the followingbull All non-routine journal entries are reviewed and approved by the appropriate
level of managementbull We will review manual journal entries focusing on large and unusual entriesbull We will review accounting estimates for biases that could result in material
misstatementbull We will incorporate unpredictable procedures in the audit approach
Risk of fraud in revenue The risk of fraud in revenue recognition is a presumed significant risk underrecognition Canadian Auditing Standards We will assess this risk through the consideration of
the Libraryrsquos revenue recognition policies the incentivepressure to fraudulentlymisstate revenue and the potential opportunity
In order to address this risk we will perform the following
bull Update our understanding of managementrsquos processes and internal controlssurrounding revenue recognition
bull Obtain confirmations from the City of Toronto for subsidies received duringthe year
bull Test significant revenue streams through testing a sample of transactions tosupporting documents
Materiality Misstatements are considered to be material if they could reasonably be expected toinfluence the economic decisions of users of the financial statements We have set apreliminanrsquo materialihrsquo of S6i6oooo We will report unadjusted and adjusted itemsover S6i6ooo to the Board on completion of the audit
Fraud risk We discuss fraud risk annually with the Board Through our planning process (andprior yearsrsquo audits) we developed an understanding of your oversight processesincluding
Employee code of ethicsmdash Discussion at Board meetings and our attendance at those meetings or
reviewing minutes of meetingsmdash Presentations by management including business performance reviewsmdash Signing authorities
Are there any new processes or changes to the items above that we should be awareoP
We are not aware of any fraud Are you aware of instances of any actual suspected or
____________________________
alleged fraud affecting the Library
PwC 2
Toronto Public Ubrary Board Audit plan for the year ending December 31 2016
The matters raised In this and other reports that will flow from the audit are only those that have come to our attention arising from or relevant toour audit that we believe need to be brought to your attention They are not a comprehensive record of all the matters arising and in particularwe cannot be held responsible for reporting all risks in your business or all internal control weaknesses This report has been prepared solely foryour use It was not prepared or intended for any other purpose No other person or entity shall place any reliance upon the accuracy orcompleteness of statements made herein PwC does not assume responsibility to any third party and in no event shall PwC have any liabilityfor damages costs or losses suffered by reason of any reliance upon the contents of this report by any person or entity other than you
PwC 3
copy 2015 PricewaterhouseCoopers LLP an Ontario limited liability partnership All rights reserved
Board Resolutions ndash Status Report 1
STAFF REPORT INFORMATION ONLY
Board Resolutions ndash Status Report
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report lists the status of outstanding Toronto Public Library Board resolutions
BACKGROUND INFORMATION
At the April 2 2012 meeting the Toronto Public Library Board approved the inclusion of
Board Resolutions ndash 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 ndash Status Report ndash November 21 2016
18
1
STATUS REPORT
TORONTO PUBLIC LIBRARY BOARD RESOLUTIONS
AS AT NOVEMBER 21 2016
DATE OF
MEETING
MOTION
(Ref Minute )
STATUS
TARGET
DATE
Sep 8 2014 14-150 ndash Notice of Motion Funding and Timing of
PerthDupont Branch Relocation
5 requests that the local City Councillor consult
with the local community and make a
recommendation to the Board for a new name for
the relocated branch (which will no longer be
located at the corner of Perth and Dupont)
IN PROGRESS Staff to bring a recommendation to
the Board for a new name for the relocated branch to
the Board for approval
To be
determined
Feb 22 2016 16-040 ndash Naming Opportunity ndash Daniel Grafton
Hill III
2 requests staff to provide updates to the
Toronto Public Library Board on this
initiative at strategic intervals
IN PROGRESS This initiative is dependent on a
future branch capital project and consultation
process
To be
determined
Oct 24 2016 16-193 ndash Toronto Public Library Board ndash Self-
Evaluation
2 conducts a pilot self-evaluation during the
month of November 2016 and discusses the
results of the evaluation at the January 2017
meeting
IN PROGRESS A report is expected to be provided
at the January 2017 meeting
January 2017
meeting
Attachment 1
MINUTES Page 1
Toronto Public Library Board
Meeting No 9 Monday October 24 2016 from 605 pm to 820 pm
Cedarbrae Branch Florence Cruickshank Community Room 545 Markham Rd Toronto
16-177 Call to Order
Ron Carinci Chair called the meeting to order at 605 pm Mr Carinci gratefully
acknowledged that the Toronto Public Library Board was meeting on the
traditional territory of the Mississaugas of New Credit First Nation the
Haudenasaunee the Huron-Wendat and home to many diverse Indigenous
peoples
Moe Hosseini-Ara Director Branch Operations amp Customer Experience
introduced Patricia Eastman Area Manager Ms Eastman provided a
presentation regarding the history of the Cedarbrae Branch including information
concerning the programs and services in the branch and its engagement with the
community
16-178 Declarations of Conflicts of Interest There were no Declarations of Conflicts of Interest by members of the Library
Board
Members Present
Mr Ron Carinci (Chair)
Ms Lindsay Colley (Vice Chair)
Councillor Paul Ainslie
Councillor Sarah Doucette
Councillor Mary Fragedakis
Ms Sue Graham-Nutter
Ms Dianne LeBreton
Mr Strahan McCarten
Mr Ross Parry
Ms Archana Shah
Ms Eva Svec
Regrets
Councillor Christin Carmichael Greb
4
MINUTES Page 2
Toronto Public Library Board
Meeting No 9 Monday October 24 2016 from 605 pm to 820 pm
Cedarbrae Branch Florence Cruickshank Community Room 545 Markham Rd Toronto
16-179 Approval of Agenda Moved by D LeBreton seconded by E Svec
That the Toronto Public Library Board approves the agenda as revised to
1 add a presentation from Miroslav Glavić regarding 2017-2019
Fundraising Priorities Toronto Public Library Board ndash Self-Evaluation
and Toronto Public Library Board ndash 2017 Proposed Meeting Schedule
Carried
16-180 Confirmation of September 26 2016 Toronto Public Library Board Meeting
Minutes
The following correction to the minutes was noted by Councillor Fragedakis
On page four of the September 26 2016 Toronto Public Library Board meeting
minutes under Presentations ndash Friends of Toronto Public Library the motion to
receive the presentation from the Friends of Toronto Public Library and
acknowledge their efforts was moved by Councillor Fragedakis and seconded by
Councillor Doucette The corrected minutes will be posted on the Libraryrsquos
website
Moved by L Colley seconded by A Shah
That the Toronto Public Library Board
1 confirms the Minutes of the September 26 2016 Toronto Public Library
Board meeting as revised
Carried
16-181 Approval of Consent Agenda Items Moved by S McCarten seconded by E Svec
That the Toronto Public Library Board
1 approves the consent agenda and all other items not held on consent
Carried
The following items was held for further consideration
Toronto Public Library Board ndash Self-Evaluation
Capital Budget Monitoring Report ndash September 30 2016
Toronto Public Library Board ndash 2017 Proposed Meeting Schedule
MINUTES Page 3
Toronto Public Library Board
Meeting No 9 Monday October 24 2016 from 605 pm to 820 pm
Cedarbrae Branch Florence Cruickshank Community Room 545 Markham Rd Toronto
16-182 Business Arising from the Minutes
a Toronto Public Library Datasets on City of Toronto Open Data Portal
Alex Hocevar Director Digital Services amp Emerging Technologies advised the
Board that Toronto Public Library datasets are available on the Libraryrsquos website
Plans are underway to add the Libraryrsquos datasets to the Cityrsquos website early in
2017
b 2017 Operating Budget Submission
Vickery Bowles City Librarian advised the Board of the following error in the
2017 Operating Budget Submission report provided at the September 26 2016
Board meeting
On Page 13 of the report McGregor Park and Weston branches were identified as
locations for Youth Hubs in 2017 Instead Youth Hubs will be installed in these
two branches in 2018 In 2017 Youth Hubs will be installed in the Albion and
Barbara Frum branches A corrected version of the report will be posted on the
Libraryrsquos website
Moved by S McCarten seconded by Councillor Ainslie
That the Toronto Public Library Board
1 receives the Business Arising from the Minutes verbal reports regarding
the Toronto Public Library Datasets on City of Toronto Open Data Portal
and 2017 Operating Budget Submission for information
Carried
16-183 City Librarianrsquos Report (Approved by Consent) That the Toronto Public Library Board
1 receives the City Librarianrsquos Report for information
Carried
16-184 Communications (Approved by Consent)
That the Toronto Public Library Board
1 receives Communication (a) from Ulli S Watkiss City Clerk City of
Toronto to Vickery Bowles City Librarian Toronto Public Library dated
September 28 2016 regarding the appointment of Councillor Christin
Carmichael Greb as the Mayorrsquos designate to the Toronto Public Library
Board for information
Carried
MINUTES Page 4
Toronto Public Library Board
Meeting No 9 Monday October 24 2016 from 605 pm to 820 pm
Cedarbrae Branch Florence Cruickshank Community Room 545 Markham Rd Toronto
Presentations
16-185 Maureen OrsquoReilly President Toronto Public Library Workers Union Local
4948 CUPE Maureen OrsquoReilly addressed the Board regarding the 2017 Operating Budget ndash
City Target Ms OrsquoReilly outlined the Unionrsquos concerns regarding the impact of
potential service and staffing reductions to library service A communication on
this matter from Maureen OrsquoReilly to Ron Carinci was tabled at the meeting In
addition Ms OrsquoReilly noted the Unionrsquos submissions to the Board are not posted
on the Libraryrsquos website and requested that the materials be posted
Moved by L Colley seconded by D LeBreton
That the Toronto Public Library Board
1 receives the presentation from Maureen OrsquoReilly President Toronto
Public Library Workers Union Local 4948 CUPE regarding the 2017
Operating Budget ndash City Target for information
Carried
16-186 Miroslav Glavić Miroslav Glavić addressed the Board regarding the importance of the provision of
accessible doors in all branches the importance of objective Board self-evaluation
and the possibility of scheduling Library Board meetings on some holidays such
as Easter Monday
Moved by Councillor Doucette seconded by E Svec
That the Toronto Public Library Board
1 receives the presentation from Miroslav Glavić regarding 2017-2019
Fundraising Priorities Toronto Public Library Board ndash Self-Evaluation
and Toronto Public Library Board ndash 2017 Proposed Meeting Schedule for
information
Carried
16-187 Toronto Public Library Board Education ndash Cisco Collaboration
Alex Hocevar introduced Willa Black Vice President Corporate Affairs and
Victor Woo Director Ontario Public Sector Cisco Canada Ms Black and Mr
Woo provided the Board with a presentation on specific initiatives resulting from
the partnership between Cisco and the Toronto Public Library
Moved by Councillor Ainslie seconded by A Shah
That the Toronto Public Library Board
1 receives the Toronto Public Library Board Education ndash Cisco
Collaboration verbal report for information
Carried
MINUTES Page 5
Toronto Public Library Board
Meeting No 9 Monday October 24 2016 from 605 pm to 820 pm
Cedarbrae Branch Florence Cruickshank Community Room 545 Markham Rd Toronto
Items for Approval
16-188 Property Redevelopment Feasibility Report
Larry Hughsam Director Finance and Treasurer introduced Bill Bryck President
and CEO Anna Ritacca Director Land amp Portfolio Analysis Build Toronto and
Joe Casali Director Real Estate Services City of Toronto Mr Bryck Ms
Ritacca and Mr Casali elaborated on the Toronto Public Library pilot project
analysis as outlined in the Property Redevelopment Feasibility Report
Moved by S McCarten seconded by D LeBreton
That the Toronto Public Library Board
1 not proceed with a pilot redevelopment project at this time based on Build
Torontorsquos financial analysis that shows no excess funds would be
generated to address other state of good repair needs and
2 continues to explore development and planning opportunities for Toronto
Public Library real estate in conjunction with the City-Wide Real Estate
Review and the centralized real estate entity
Carried
16-189 2017-2019 Fundraising Priorities
Elizabeth Glass Director Policy Planning amp Performance Management
introduced Robin Fowler Senior Counsel Offord Group Ms Fowler and
Jennifer Jones President Toronto Public Library Foundation outlined for the
Board a new direction in identifying fundraising priorities for 2017-2019
Moved by R Parry seconded by E Svec
That the Toronto Public Library Board
1 approves the 2017-2019 Fundraising Priorities Neighbourhood Renewal
Building and Spaces Life Long and Self Directed Learning Innovation
New and Emerging Technologies and Access to Culture and Preserving
Heritage and
2 directs library staff to work with the Toronto Public Library Foundation to
implement the new approach to fundraising in support of the 2017-2019
Fundraising Priorities pending approval of the Toronto Public Library
Foundation Board
Carried
16-190 Motion to Extend the Meeting
Moved by S McCarten seconded by E Svec
That the Toronto Public Library Board
1 extends the meeting until the completion of the agenda
Carried
MINUTES Page 6
Toronto Public Library Board
Meeting No 9 Monday October 24 2016 from 605 pm to 820 pm
Cedarbrae Branch Florence Cruickshank Community Room 545 Markham Rd Toronto
16-191 2017 Operating Budget ndash City Target
Moved by S McCarten seconded by S Graham-Nutter
That the Toronto Public Library Board
1 considers service reductions totalling $6195 million or 35 of the
budget comprised of reductions to Monday to Friday open hours saving
$4412 million and a $1782 million reduction to the collections budget
required to meet the Cityrsquos operating budget reduction target of -26
Defeated unanimously
Recorded Vote Requested
Yes ndash 0
No ndash 11
Councillor Ainslie Ron Carinci Lindsay Colley
Councillor Doucette Councillor Fragedakis Sue Graham-
Nutter Dianne LeBreton Strahan McCarten Ross Parry
Archana Shah and Eva Svec
16-192 2016 Capital Budget Adjustments (Approved by Consent)
That the Toronto Public Library Board
1 approves the following cash flow reallocations which have no impact on
annual debt levels
11 accelerate a total of $1065 million gross ($0527 million debt and
$0538 development charges (DC) funding) cash flow from 2017 to
2016 comprised of $0915 million gross $0537 million debt and
$0388 million DC for the Albion Library project and $0150
million gross and DC for the Wychwood Library project as
presented in Attachment 1 (Part A) and
12 defer a total of $1065 million gross ($0527 million debt and
$0538 DC funding) cash flow from 2016 to 2017 comprised of
$0250 million gross and debt for the North York Central Library
project $0150 million gross and DC for the St ClairSilverthorn
Library project and $0665 gross $0277 million debt and $0388
million DC for the Dawes Road Library project as presented in
Attachment 1 (Part B) and
2 authorizes staff to forward these budget adjustments to the City for
approval
Carried
MINUTES Page 7
Toronto Public Library Board
Meeting No 9 Monday October 24 2016 from 605 pm to 820 pm
Cedarbrae Branch Florence Cruickshank Community Room 545 Markham Rd Toronto
16-193 Toronto Public Library Board ndash Self-Evaluation
Moved by Councillor Ainslie seconded by L Colley
That the Toronto Public Library Board
1 approves the self-evaluation tool as outlined in Attachment 1 to be
conducted using an online survey tool and
2 conducts a pilot self-evaluation during the month of November 2016 and
discusses the results of the evaluation at the January 2017 meeting
Carried
Items for Information
16-194 Operating Budget Monitoring Report ndash September 30 2016 (Received for
Information by Consent)
That the Toronto Public Library Board
1 receives the Operating Budget Monitoring Report ndash September 30 2016
for information
Carried
16-195 Capital Budget Monitoring Report ndash September 30 2016
Moved by S McCarten seconded by L Colley
That the Toronto Public Library Board
1 receives the Capital Budget Monitoring Report ndash September 30 2016 for
information
Carried
16-196 Toronto Public Library Board ndash 2017 Proposed Meeting Schedule
Moved by A Shah seconded by S McCarten
That the Toronto Public Library Board
1 receives the Toronto Public Library Board ndash 2017 Proposed Meeting
Schedule for information
Carried
16-197 Board Resolutions ndash Status Report (Received for Information by Consent)
That the Toronto Public Library Board
1 receives the Board Resolutions ndash Status Report for information
Carried
MINUTES Page 8
Toronto Public Library Board
Meeting No 9 Monday October 24 2016 from 605 pm to 820 pm
Cedarbrae Branch Florence Cruickshank Community Room 545 Markham Rd Toronto
16-198 Adjournment
Moved by Councillor Ainslie seconded by R Parry
That the Toronto Public Library Board
1 adjourns the October 24 2016 Toronto Public Library Board meeting
Carried
The meeting ended at 820 pm
Signed
City Librarianrsquos Report ndash November 21 2016 1
City Librarianrsquos Report
November 21 2016
Expanding Access to Technology and Training
The fourth round of Toronto Public Libraryrsquos (TPL) Staff Innovation Program launched in
October All staff were invited to submit proposals that merge innovation and technology
Successful submissions will gain access to the technology resources and expertise needed to
help the ideas grow into something bigger Special consideration is being given to proposals
that address one of the three research themes from the 2016-2019 Strategic Plan
consultations Income Inequality and Poverty Reduction Middle Childhood and Youth The
Staff Innovation Program is meant to stimulate staff to combine imagination technology and
a willingness to experiment in an effort to develop innovations that have a positive impact on
service engage a new community or partner improve staff efficiencies andor enhance user
services
Establishing TPL as Torontorsquos Centre for Continuous and Self-Directed Learning
Launched at the end of September Gale Courses is a new eLearning resource that offers
unlimited access to instructor-led online courses on a variety of topics Courses run for six
weeks with two new lessons released every week New sessions start every month A
Getting Started page is available on the Library website to help customers A valid TPL card
is required along with the creation of a personal account at Gale Courses Topics of courses
include accounting finance business and management computer applications web design
technology skills personal enrichment health and wellness and writing tplcadatabases
Creating Community Connections through Cultural Experiences
In a tradition that started last year with Kansas City Public Library Toronto Public Library
staff put together cheeky social media posts in support of the Toronto Blue Jays in
postseason The posts written as poetry using book spines are used to taunt the public
libraries in the opposing cities This year Toronto Public Library faced off against Arlington
and Cleveland public libraries The posts were well received by the public and generated lots
of engagement and media coverage ndash reaching both new and existing audiences Canadian
public libraries like Oshawa Public Library chimed in with their own book spine messages
and elementary school students showed their support by putting together several messages as
part of a class activity Toronto Public Library staff were invited to reveal their selected
titles on Breakfast Television for the opening game in the Toronto vs Cleveland series The
exercise was fun for staff and was a great opportunity for the Library to contribute to the
citys excitement
On November 11 Chris Hadfield gave a presentation as part of the autumn 2016 Bram amp
Bluma Appel Salon The talk entitled How to Think Like an Astronaut was broadcast via
our telepresence technology in partnership with Cisco to four TPL locations (Cedarbrae S
Walter Stewart Richview and York Woods) and to Deer Lake First Nation in Northern
Ontario In each offsite location kids 9-12 were invited to create a project that addressed
7
City Librarianrsquos Report ndash November 21 2016 2
some problem in space and then later were given the chance to interact remotely with Chris
to present the solution to their selected problem The telepresence technology and the Chris
Hadfield special event were made possible by the generous contributions of two important
partners to the Library The Bluma Appel Community Trust donated $400000 to fund the
technology and the program and Cisco Canada contributed additional equipment expertise
and technical and strategic support Thanks to both for helping the Library transform our
services to better serve Torontonians in the digital age
Supported by the Krembil Foundation The Cutting Edge series explores new ideas at the
intersection of health and technology The 2016 featured lecture was presented by Pulitzer
Prize winner Siddhartha Mukherjee on October 17 at the Bram amp Bluma Appel Salon
Mukherjeersquos recent book The Gene weaves together science social history and personal
narrative to explain one of the most important conceptual breakthroughs of modern times
Dr Mukherjeersquos sold out appearance was simulcast to the Toronto Reference Library atrium
and live streamed online Other programs in the 2016 series include Music Medicine A New
Frontier and Pushing the Boundaries of Alzheimer Treatment In addition to the Cutting
Edge series the Krembil Foundation funds enhancements to the Libraryrsquos medical collection
as well as training for library staff
tplcacuttingedge
In October TPL launched a pilot project that extends the Sun Life Financial Museum +
Arts Pass (MAP) program making it available to University of Toronto and Ryerson
students at their campus libraries The pass can then be checked out at one of five
participating TPL branches giving the student free access to the AGO the Bata Shoe
Museum the Textile Museum of Canada and one of eight participating City of Toronto
Historic Sites The goals of the pilot are to encourage student awareness and use of TPL
branches to promote TPL library card registration to expand the MAP programrsquos
accessibility and to encourage students to make use of the regular MAP program The pilot
will end in the spring of 2017 at which point an evaluation will take place The regular
MAP program allows individuals and families to explore the best of Torontorsquos arts and
cultural treasures by providing free access to 17 participating venues
tplcamappass
In partnership with Myseum of Toronto Toronto Public Library presents Cosmopolis
Toronto The World in One City ndash a photography exhibition that explores the journeys of
newcomers to Canada This series by photographer Colin Boyd Shafer captures the stories
of someone born in every country of the world who now calls Toronto home Through
photography exhibits and programs Cosmopolis Toronto The World in One City will be
displayed at select branches across the city Themes that emerge revolve around the power
of family faith food music and the things that remind us of the past as well as the places
that feel like home
tplcacosmopolis
October is Canadian Library Month and this year Ontario Public Library Week was
kicked off at Fort York Branch on Oct 17 Todd Kyle president of the Ontario Library
Association spoke about the valuable role libraries play in Canadians lives and launched a
City Librarianrsquos Report ndash November 21 2016 3
fun bookspinepoetry contest open to the public City Librarian Vickery Bowles introduced
the theme of this yearrsquos Ontario Public Library Week ldquoA visit will get you thinkingrdquo and
spoke about the transformation libraries are undergoing and the new ways they are
connecting with their users Kevin Finnerty Assistant Deputy Minister at the Ministry of
Tourism Culture and Sport presented the Public Library Awards Shortlist which included
Toronto Public Librarys Pan Am Host City Project Attendees toured Fort York Branch
including a visit to the popular digital innovation hub
Transforming for 21st Century Service Excellence
The TPL Foundation was pleased to announce a number of fundraising successes this fall
Sixty thousand dollars was raised through the generous support of patrons of the fourth
annual Hush Hush fundraiser on October 15 at the BloorGladstone Branch A portion of the
proceeds will go toward Young Voices a suite of programs that encourages creative
expression in Torontorsquos youth The Foundation also raised $9500 through supporters
running or walking in the Scotiabank Charity Challenge one participant in the Challenge
trained by running to all 100 TPL branches The Foundation is also happy to announce that
TD Bank has generously renewed its support of Black History Month Celebrations and
Indigenous Celebrations with a combined donation of $44000
Communications 1
8
COMMUNICATIONS
GENERAL CORRESPONDENCE
TORONTO PUBLIC LIBRARY BOARD MEETING ndash November 21 2016
It is recommended that the Toronto Public Library Board
1 receives Communication (a) from Joe Clark to the Toronto Public Library Board
dated November 17 2016 regarding the 2017 operating and capital budgets for
information
Joe Clark joeclarkjoeclarkorg
20161117
Re 2017 Interim Budget Estimates
2017 Operating and Capital Budgets Update
While most of the attention paid to the budget has revolved around the Mayorrsquos suicidal
and intrinsically unserious demand for a 26 budget cut everywhere I have to
wonder yet again why the Toronto Public Library Board does not understand
what its own staff are proposing
Is it because there were only two Boardmembers in the last decade who were known to
even have library cards (One sits on the current Board) Fundamentally you
people do not use the library system and do not understand it I can assure you
that hiring Moe hasnrsquot changed that one iota given his attested unwillingness to
learn what in-branch experience the area he purports to manage is really like
So letrsquos go through a few seriously unwise items in the Library budget
Nobody asked for ldquocash drawersrdquo at the self-service checkouts
that nobody asked for either
One of the budget documents lies about the history of self-checkout thus ldquoIn 2009 TPL
received $66 million to implement self-service checkout in branches resulting in
better service and expanded hours at no cost and also a reduction in staff to help
achieve budget targetsrdquo The real purpose of self-checkout was to fire expensive
employees not to make things more efficient And it involved clumsily sticking
decals on millions of items in many cases marring them permanently
Again The real purpose of self-checkout was firing staff That was confirmed to me to my
face by a manager in charge It had nothing to do with library users or literally
anything else If the project had started with automated sorters as its raison drsquoecirctre
first it might have made sense
Now wersquore being threatened with ldquocash drawersrdquo As ever the library canrsquot be honest
about whatrsquos really happening here verbally dressing up this fiasco as Integrated
Payment Solutions whatever those are
2
With an investment of $2250 million over two years []hellip [c]ustomers will be able to pay
fines at the self-checkout terminals at the same time as checking out materials
Currentlyhellip fine payments can only be made onlinehellip or from a face-to-face interaction
with library staff at the check-out desk
God forbid
Combined these initiatives will save $0526 million or 03 in 2017 and allow a reduction
in staff of 68 FTEs[]
In other words ldquothese initiativesrdquo will cost $(2250000 divide 2 ndash 526000) or $599000 in
Year 1
The only library patrons who could possibly need this service are the ones who could
never get it in the first place ndash those whose only use of the library is via the
Bookmobile which canrsquot take cash payments and which donrsquot use RFID in the first
place (Did you know that) Nobody else needs or wants this service
Further does the Library really mean ldquocash drawersrdquo as in tills Do you know what you
even mean How will these tills dispense change Wonrsquot every one of them be
burglarized every day How long till Sue-Ann Levy writes a column about that
The Library refuses to adjust the collections budget
for known decreases in usage
Budget documents
$0482 million represents a 25 projected cost increase for library materials based on
experience and industry projections while needing to accommodate the impact of a
stronger US dollar on the Libraryrsquos purchasing power[]
The Library has elsewhere admitted that third-language materials ndash this means non-
English and non-French though the positioning of French as equivalent to
English is a joke in itself ndash have suffered serious decline in recent years Some
languages (by implication Indian ones) have shown 45 decreases in demand
That demand is never gonna come back Yet the Library whose collections policy is in
some respects more whim than policy proposes a $482000 increase largely to
handle projected exchange rates
3
Why hasnrsquot the Library proposed reducing relevant third-language budgets by the same
amount demand has reduced then redirecting that money to other collections
Why does the Library propose spending tens of thousands of dollars per
language in permanent decline instead of spending that money on items people
actually want including third-language items that really get used
Collections policy really does contain a large dosage of whim I should know being the
largest single submitter of blue forms and whose yellow forms are simply
ignored (Boardmembers ldquoWhat are thoserdquo) being someone who knows there is
no policy at all for acquiring new magazine titles and getting rid of dud titles and
most of all being the person who has had to take the Toronto Public Library to
the Human Rights Tribunal of Ontario over its banning of a single author an
outrageous unprincipled action that is seriously popular in-house and which the
Library clearly intends to defend to the death at any cost in legal fees
Yet this is the same department you intend to authorize to waste money on third-
language materials that will never be used while also handing it another
482 grand
If you actually used the Library and if you actually read your own reports would you
leave these items in the proposed budget Again what happens if Sue-Ann Levy
finds out and documents these errors in a newspaper none of you really think
should be taken seriously in the first place
ndash 30 ndash
Ready for Reading WebsiteToronto Public Library
Peggy Thomas
Manager Childrenrsquos Services
Questions
Contact informationPeggy Thomaspthomastorontopubliclibraryca
2017 Interim Budget Estimates 1
STAFF REPORT ACTION REQUIRED
2017 Interim Budget Estimates
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The purpose of this report is to seek Toronto Public Library Board adoption of the 2017
interim operating and capital budget estimates in order to enable Toronto Public Library
(TPL) to carry out normal operations during the period between January 1 2017 and the date
on which Council approves the 2017 operating and capital budgets expected to be on
February 15 or 16 2017
The interim operating budget for TPL is $48647 million gross ($44249 million net) which
is based on 25 of TPLrsquos 2016 approved budget The interim capital budget is $5522
million gross ($3524 debt) which is based on 25 of the 2017 funding commitments for
previously approved capital projects
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 adopts the 2017 interim operating budget of $48647 million gross ($44249 million
net) subject to Council approval and
2 adopts the 2017 interim capital budget of $5522 million gross ($3524 million debt)
subject to Council approval
FINANCIAL IMPACT
The 2017 interim budget estimates will enable TPL to carry out normal operations during the
period between January 1 2017 and the date on which Council approves the 2017 operating
and capital budgets expected to be on February 15 or 16 2017 The 2017 interim operating
budget for TPL is $48647 million gross ($44249 million net) which represents 25 of
TPLrsquos 2016 approved operating budget
The interim capital budget is $5522 million gross ($3524 million debt) which represents
25 of the 2017 funding commitments for previously approved capital projects Any unspent
11
2017 Interim Budget Estimates 2
capital funds from 2016 will also be available during the interim period of 2017 The
combination of the 25 funding and 2016 unspent carry-forwards will be adequate to meet
TPLrsquos capital needs in the interim period
The budget percentage approvals are consistent with other City Agencies and Divisions
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
ALIGNMENT WITH STRATEGIC PLAN
The adoption of the 2017 interim budget estimates ensures the continuance of TPLrsquos business
until Council approves the 2017 operating and capital budgets
ISSUE BACKGROUND
In accordance with TPLrsquos Financial Control Policy prior to the approval of the annual
operating and capital budgets the Library Board needs to adopt the Council-approved
interim estimates to fund the continuance of the Libraryrsquos business from the first day of
January to the date the operating and capital budgets for that year are approved
COMMENTS
The 2017 interim budget estimates for the operating and capital budgets expected to be
approved by Council on December 13 2016 enable City Programs and Agencies to carry out
their operations until Council approves the 2017 operating and capital budgets expected on
February 15 or 16 2017
Expenditures made during the period beginning January 1 2017 to until the date Council
approves the 2017 operating and capital budgets must be restricted to normal operations
CONTACT
Larry Hughsam Director Finance amp Treasurer Tel 416-397-5946
E-mail lhughsamtorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
Runnymede Branch ndash Award of Tender 1
STAFF REPORT ACTION REQUIRED
Runnymede Branch ndash Award of Tender
Date November 21 2016
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 of Runnymede Branch as per
Toronto Public Libraryrsquos (TPLrsquos) drawings and specifications
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 awards the contract to the lowest bidder Brown Daniels Associates for the interior
renovation of the Runnymede Branch at a cost of $543147 which includes a
contingency of $49377 [excluding Harmonized Sales Tax (HST)]
FINANCIAL IMPACT
The total amount of $543147 which is made up of the tender amount of $493770 plus the
contingency of $49377 (excluding HST) is included as part of the Multi-Branch Renovation
State of Good Repair (SOGR) Project of the approved 2016 capital budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
ALIGNMENT WITH STRATEGIC PLAN
The interior renovation of the Runnymede Branch helps to achieve various strategic plan
priorities and goals including
increase access to in-branch services and spaces and new options to expand public and
community space
advance State of Good Repair projects to provide welcoming well-maintained and efficient
public space
create in-branch environments that connect neighbourhoods and communities offering
opportunities for partnerships civic engagement and resident participation
12
Runnymede Branch ndash Award of Tender 2
build capacity to deliver elearning and interactive distance learning services
offer broad access to experiential collaborative mentored and networking learning
opportunities in response to the different ways people learn and the unique needs of local
communities
offer access to new and emerging technologies to support innovation entrepreneurship and
creativity
COMMENTS
Runnymede is a 12034 sq ft neighbourhood branch In 2015 Runnymede was the third
busiest branch in the Toronto Public Library system in terms of visits and the busiest branch
in terms of holds pick-up The branch opened in 1928 and is listed on Toronto Historical
Boards Inventory of Heritage Properties It has undergone several renovations over the
years
A renovation and expansion of Runnymede Branch was completed and successfully opened
to the public in 2005 Eleven years have passed and library service has changed With
introduction of self-service and more collaborative work spaces the existing large service
desk is no longer required Moreover the high level of traffic creates congestion in the
branch The proposed renovation to the main floor of the library will resolve these issues In
addition to the installation of a new smaller service desk the renovation will involve a re-
design of the computer areas new flooring new window coverings and collections
merchandizing The second floor of the branch will be opened up to improve security
through increased visibility and allow for greater flexibility in the use of the public space
Architects for the project Building Arts Architects Inc was hired to provide architectural services for the Runnymede
Branch renovation project in April 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 of the most experienced and previously proved General
Contractors were pre-qualified and invited to bid on the project All eight (8) attended the
mandatory site meeting at Runnymede Branch on October 4 2016
Call for Tenders On September 30 2016 the Call for Tenders was issued to the eight pre-qualified bidders 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 The bid documents prepared by the Architects were
supplied to all prequalified bidders All bidders had to attend a mandatory information
meeting on October 4 2016 The bid documents comprised the following documents
List of Prequalified Bidders
Instruction to Bidders
Runnymede Branch ndash Award of Tender 3
Available Project Information
Stipulated Price Bid Form
Unit Prices Bid Form Supplement
Alternative Prices Bid Form Supplement
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 October 20 2016 TPL received tenders from seven of the pre-qualified General
Contractors The Architects and library staff analysed the three lowest bids to ensure that all
requirements of the bidding process were met as follows
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 amp
material bond)
o unconditional bid
o completed amp sealed stipulated price bid form
o acknowledges all addenda issued as part of the Call for Tenders
o completed amp dated unit prices bid form supplement
o completed amp dated alternative prices bid form supplement
o completed amp dated list of subcontractors bid form supplement
o confirmation of pre-qualified subcontractors where required
Award of tender recommendation For the recommended contract award to Brown Daniels Associates the following
requirements have been met
1 The bidder is in conformance with 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 successfully completed a number of Toronto Public Library
projects including Woodside Square Mimico and Ellesmere Branches North York Central
Library and the recent Beeton Hall renovation at the Toronto Reference Library The
references were checked by the architect and were satisfactory
Runnymede Branch ndash Award of Tender 4
CONTACT
Moe Hosseini-Ara Director Branch Operations and Customer Experience
Tel 416-397-5944 E-mail mhosstorontopubliclibraryca
Gail Rankin Senior Manager Facilities Management Tel 416-395-5881
E-mail grankintorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
13 aLIBRARYAPPROVED MINUTES Page I
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 1 Tuesday May 31 2016 from 540 pm to 725 pmToronto Reference Library Board Room 789 Yonge Street Toronto
Members PresentMr Ron CarinciMs Lindsay ColleyMs Dianne LeBretonMs Sue Graham-Nutter
RegretsMs Archana Shah
SPPM Call to Order16-001 Elizabeth Glass Director Policy Planning amp Performance Management and the
City Librarianrsquos desiwiate called the meeting to order at 540 pm
SPPM Election of Chair of the Strategic Plan Performance Measures Committee16-002 Elizabeth Glass called for nominations for the Chair of the Strategic Plan
Performance Measures Steering Committee
Moved by 1 CarinciThat1 Dianne LeBreton be nominated for chair
carriedDianne LeBreton agreed to stand for election
There being no further nominations it wasMoved by L ColleyThat the Strategic Plan Performance Measures Committee1 closes nominations
carried
Elizabeth Glass declared Diarme LeBreton duly elected Chair of the Strategic PlanPerformance Measures Committee by acclamation
Dianne LeBreton assumed the Chair
APPROVED MINUTES Page 2
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 1 Tuesday May 31 2016 from 540 pm to 725 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Declarations of Conflict of Interest16-003 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda16-004 Moved by R (lsquoarinci
That the Strategic Pla ii Perbnnance Measures Committee1 approves the agenda
Carried
SPPM Communications16-005 There were no Communications items at the May 31 2016 Strategic Plan
Performance Measures Committee meeting
SPPM Presentations16-006 There were no public presentations at the May 31 2016 Strategic Plan
Performance Measures Committee meeting
Item for ApprovalSPPM Strategic Plan 2016-20 19 Status and Performance Management Reporting Tools
Elizabeth Glass and Michele Melady Acting Manager Planning amp Developmentprovided a presentation on status and performance management reporting tools
16-007 Committee DecisionIrsquofo red by K CauinciThat the Strategic Plan Perbrmance Measurement Committee1 considers the summary of Toronto Public Library s strategic priority
alignment witi key City strategiesbr information (Attachment 1)2 considers the template that will he used for the semimdashannual status report
on Strategic Plan activitiesbr 2016br presentation to the Library Boardin June fbr inbnnation Attacunent 2)
3 considers the Divi Strategic Plan Dashboard to provide recommendationson the brmat so that staff cciii make revisions and populate the templatewith nwasuucs br the next Steering Committee Meeting (Attachment 3)
Carried as amended
APPROVED MINUTES Page 3
Toronto Public library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 1 Tuesday May 31 from 540 pm to 725 pmToronto Reference Library Board Room 789 Yonge Street Toronto
MotionsSee the followingMoved by R CarinciThat the Strategic Plan Performance Measures Committee1 considers the summary of Toronto Public Libraryrsquos swategic priority
alignment with key City strategies for information (Attachment 1)2 endorses (lie template that will be usedfor the semi-annual status report
on Strategic Plan activities for 2Ol6for presentation to the Library Boardin June for information (Attachment 2)
3 considers the Draft Strategic Plan Dashboard to pro viderecommendations on the format so that staffcan make revtcions andpopulate the template with measures for the next Steering ConmitteeMeeting (Attachment 3)
Amended
Moved in amendment by S Graham-NutterThat the Motion moved by R Carbici be amended to change the word endorsesrdquoin Recommendation 2 to the word considers so that it reads asjoacutellows1 considers the template that will be usedJar the semi-annual status report
on Strategic Plan activitiesfor 2016for presentation to the Library Boardin June for information (Attachment 2)
Carried
SPPM Adjournment16-008 Moved by pound Graham-Nutter
That the Strategic Plan Perjagravermance Measures Committee1 adjourns the May 31 2016 Strategic Plan Performance Measures
Committee meetingCarried
The meeting ended at 725 pm c)r -
Signed ( I lsquoI 7lt--
TORONTOPUB LIC
LIBRARYAPPROVED MINUTES Page 1
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 2 Wednesday July 13 2016 from 530 pm to 635 pmToronto Reference Library Board Room 789 Yonge Street Toronto
Members PresentMs Dianne LeBreton (Chair)Ms Lindsay CofleyMs Sue Graham-NutterMs Archana Shah
RegretsMr Ron Carinci
SPPM Call to Order16-010 Dianne LeBreton called the meeting to order at 530 pm
SPPM Declarations of Conflict of Interest16-011 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda16-012 Moved byL colley
That the Strategic Plan Petformance Measures Committee1 approves the agenda
Carried
SPPM Confirmation of IrsquoIay 31 2016 Strategic Plan Performance Measures Committee16-0 13 Meeting Minutes
Moved by L ColleyThat the Strategic Plan PerJbrmance Measures Committee1 confirms the Minutes of the May 31 2016 Strategic Plan Performance
Measures CommitteeCarried
APPROVED MENUTES Page 2
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteelNrsquoIeeting No 2 Wednesday July 13 from 530 pm to 635 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Business Arising from the Minutes16-014 There were no Business Arisingfrom the Mintues items at the July 13 2016
Strategic Plan Performance Measures Committee meeting
SPPM Communications16-015 There were no Communications items at the July 13 2016 Strategic Plan
Performance Measures Committee meeting
SPPM Presentations16-016 There were no public presentations at the July 13 2016 Strategic Plan
Performance Measures Committee meeting
Itemfor ApprovalSPPM Strategic Plan 2016-2019 Status and Performance Management Reporting Tools16-0 17 Elizabeth Glass Director Policy Planning amp Performance Management and
Linda Hazzan Director Communications Progranuning amp CustomerEngagement provided a presentation on status and performance managementreporting tools
Moved byA ShahThat the Strategic Plan Performance Measurement Committee1 considers the attached presentation materials and2 directs staffto further develop the balanced score card key performance
indicators and the Strategic Plan dashboard and indicatorsfor a StrategicPlan Performance Measures Steering committee meeting in September
CarriedSPPM Adjournment16-018 iWoved by S Graham-Nutter
That the Strategic Plan Performance ArsquoJeasures Committee1 adjourns the July 13 2016 Strategic Plan Performance Measures
Committee meeting
Carried
The meeting ended at 635 pm-
Signed lsquoiV i f
TORONTOPUB LIC
LIBRARYAPPROVED MINUTES Page 1
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 3 Tuesday September 20 2016 from 530 pm to 630 pmToronto Reference Library Board Room 789 Yonge Street Toronto
Members PresentMs Dianne LeBreton (Chair)ML Ron CadnciMs Lindsay ColleyMs Archana ShahMs Sue Graham-Nutter
Regrets
SPPM Call to Order16-019 Dianne LeBreton called the meeting to order at 530 pm
SPPM Declarations of Conflict of Interest16-020 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda16-021 Moved by L Colley
That the Strategic Plan Performance Measures Committee1 approves the agenda
Carried
SPPM Confirmation of July 13 2016 Strategic Plan Performance Measures Committee16-022 Meeting Minutes
Moved by L ColleyThat the Strategic Plan Peiformance Measures Committee1 confirms the Minutes of the fitly 13 2016 Strategic Plan Performance
Measures Committee
Carried
APPROVED MINUTES Page 2
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 3 Tuesday September 20 2016 from 530 pm to 630 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Business Arising from the Minutes16-023 There were no Business Arisingfrom (lie Minutes items at the September 20 2016
Strategic Plan Performance Measures Committee meeting
SPPM Communications16-024 There were no Communications items at the September 20 2016 Strategic Plan
Performance Measures Committee meeting
SPPM Presentations16-025 There were no public presentations at the September 20 2016 Strategic Plan
Performance Measures Committee meeting
Itemfor ApprovalSPPM Strategic Plan 2016-2019 Accountability Framework and Reporting Tools16-026 Elizabeth Glass Director Policy Planr1ing amp Performance Management
provided a presentation on accountability framework and reporting tools
Moved by S Graham-NurterThat the Strategic Plan Performance Afeasurement Committee1 considers the approach ofusing logic models and a balanced scorecard as
the strategic plan accountabilityframework and a dashboard to visuallyrepresent the progress and achievement as outlined in the flowchart(Attachment 1k
2 endorses the logic model examples that will be used as templates fordeveloping a logic model for each strategic priority (Attachments 2 and3k
3 endorses the balanced scorecard and recommended key performanceindicatorsJbr the Boardrsquos monitoring and assessment ofthe strategicplan lsquo5 progress (Attachment 1)
Deferred
The Committee deferred consideration of the recommendations in the StrategicPlan 2016-2019 Accountability Framework and Reporting Tools report until thenext meeting of the Committee
APPROVED MINUTES Page 3
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 3 Tuesday September 20 from 530 pm to 630 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Adjournment16-027 Moved by L Colley
That the Strategic Plan Performance Measures Committee1 adjourns the September 20 20J6 Strategic Plan Performance Measures
Conunittee meetingCarried
The meeting ended at 630 pm - - - I
Signed (V UrsquoL
MINUTES Page 1
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
13b
Members Present
Mr Ron Carinci
Ms Lindsay Colley
Ms Archana Shah
Ms Sue Graham-Nutter
Regrets
Ms Dianne LeBreton (Chair)
SPPM Call to Order
16-028 Vickery Bowles called the meeting to order at 530 pm Ms Bowles advised that
Dianne LeBreton committee chair was unexpectedly unable to attend the
meeting An election of an acting chair was required
SPPM Declarations of Conflict of Interest 16-029 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda 16-030 Moved by R Carinci
That the Strategic Plan Performance Measures Committee approves the agenda
as revised to
1 elect an Acting Chair for the November 7 2016 meeting in the absence of
the Committee Chair
Carried
MINUTES Page 2
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Election of Acting Chair
16-031 Vickery Bowles called for nominations for the Acting Chair of the Strategic Plan
Performance Measures Steering Committee
Moved by R Carinci
That
1 Sue Graham-Nutter be nominated for Acting Chair
Carried
Sue Graham-Nutter agreed to stand for election
There being no further nominations it was
Moved by R Carinci
That the Strategic Plan Performance Measures Committee
1 closes nominations
Carried
Vickery Bowles declared Sue Graham-Nutter duly elected Acting Chair of the
Strategic Plan Performance Measures Committee by acclamation
Sue Graham-Nutter assumed the Chair
SPPM Confirmation of September 20 2016 Strategic Plan Performance Measures
16-032 Committee Meeting Minutes Moved by R Carinci
That the Strategic Plan Performance Measures Committee
1 confirms the Minutes of the September 20 2016 Strategic Plan
Performance Measures Committee
Carried
SPPM Business Arising from the Minutes
16-033 There were no Business Arising from the Minutes items at the November 7 2016
Strategic Plan Performance Measures Committee meeting
SPPM Communications
16-034 There were no Communications items at the November 7 2016 Strategic Plan
Performance Measures Committee meeting
MINUTES Page 3
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Presentations
16-035 There were no public presentations at the November 7 2016 Strategic Plan
Performance Measures Committee meeting
Item for Approval
SPPM Strategic Plan 2016-2019 Accountability Framework Reporting Tools and Key
16-036 Performance Indicators
Elizabeth Glass Director Policy Planning amp Performance Management
responded to questions from committee members
Moved by L Colley
That the Strategic Plan Performance Measurement Committee
1 endorses the Strategic Plan accountability framework as outlined in the
flowchart (Attachment 1)
2 endorses the logic model examples that will be used as templates for
developing a logic model for each strategic priority (Attachments 2
and 3)
3 endorses the balanced scorecard and recommended key performance
indicators for the Boardrsquos monitoring and assessment of the Strategic
Planrsquos progress (Attachment 4)
Carried
Staff were directed to provide Board members with an overview of the
accountability framework for the Strategic Plan with the tools KPIs and the
reporting timelines
SPPM Adjournment
16-037 Moved by L Colley
That the Strategic Plan Performance Measures Committee
1 adjourns the November 7 2016 Strategic Plan Performance Measures
Committee meeting
Carried
The meeting ended at 600 pm
Signed
Strategic Plan 2016-2019 Accountability Framework 1
STAFF REPORT ACTION REQUIRED
Strategic Plan 2016-2019 Accountability Framework
Date November 21 2016
To Toronto Public Library Board
From Strategic Plan Performance Measures Committee
SUMMARY
The purpose of this report is to recommend the approval of the Strategic Plan 2016-2019
Accountability Framework to the Toronto Public Library Board
A Strategic Plan Performance Measures Committee was established on April 25 2016 to
provide advice and recommendations to the Board for strengthening the Boardsrsquo
monitoring and assessment of the strategic planrsquos implementation for compliance and
progress
The Committee met four times from May to November 2016 to receive and inform the
development of the Strategic Plan 2016-2019 Accountability Framework which contains
three main tools a balanced scorecard with key performance indicators a dashboard to
visually present the results and a logic model to show the alignment between the strategic
priorities key activities over four years and the expected outcomes and impact
At its November 7 2016 meeting the Committee endorsed the Accountability Framework
and concluded its work
RECOMMENDATIONS
The Strategic Plan Performance Measures Committee recommends that the Toronto
Public Library Board
1 approves the Strategic Plan 2016-2019 Accountability Framework
FINANCIAL IMPACT
There is no financial impact beyond what has already been approved in the current yearrsquos
budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
13c
Strategic Plan 2016-2019 Accountability Framework 2
DECISION HISTORY
At its April 25 2016 meeting the Library Board received the following report Strategic
Plan Performance Measures Committee Terms of Reference and approved the Terms of
Reference for the Strategic Plan Performance Measures Committee as outlined in
Attachment 1
httpwwwtorontopubliclibrarycacontentabout-the-
librarypdfsboardmeetings2016apr2512-performance-measures-committee-terms-of-
referencepdf
httpwwwtorontopubliclibrarycacontentabout-the-
librarypdfsboardmeetings2016apr2512-performance-measures-committee-terms-of-
reference-att-1pdf
At its May 31 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Status and Performance
Management Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-may-31jsp
At its July 13 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Status and Performance
Management Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-jul-13jsp
At its September 20 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Accountability
Framework and Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-sep-20jsp
At its November 7 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Accountability
Framework Reporting Tools amp key Performance Indicators
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-nov-07jsp
ISSUE BACKGROUND
The Strategic Plan Performance Measures Committee was established on April 25 2016 to
provide advice and recommendations to the Library Board for strengthening the Boardrsquos
monitoring and assessment of the strategic planrsquos implementation for compliance and
progress
During the development of the Accountability Framework and the reporting tools the
Committee met four times from May to November 2016 to receive information and provide
advice At its November 7 2016 meeting the Committee endorsed the Framework and
concluded its work
Strategic Plan 2016-2019 Accountability Framework 3
COMMENTS
There are three broad outcomes for the Strategic Plan 2016-2019 based on input gathered
from Toronto residents during the strategic plan consultation process
Expanding Access
Increasing Opportunity
Building Connections
Six strategic priorities were established to advance the broad outcomes
Advancing TPLrsquos digital platforms
Breaking down barriers to access driving inclusion
Expanding access to technology and training
Establishing TPL as Torontorsquos centre for continuous and self-directed learning
Creating community connections through cultural experiences
Transforming for 21st century service excellence
The purpose of the Accountability Framework is to guide the development monitoring and
reporting of the annual work plan for each of the four years from 2016 to 2019 and the
overall achievements of the Strategic Plan over four years It serves as
a reporting structure for the Board to monitor the progress of the strategic plan and
provide guidance
a public facing reporting tool to demonstrate openness and accountability
an internal tool to advance shared understanding of the strategic priorities and guide the
work of staff
The Accountability Framework is composed of three main tools
1 Balanced Scorecard with key performance indicators (Attachment 1 amp Attachment 2)
The overall achievements of the strategic plan will be reported using a balanced
scorecard approach with key performance indicators established under four
perspectives Customer Operational Learning amp Growth and Financial Work plan
achievements will be reported to the Board in a semi-annual status report
2 Dashboard (Attachment 3)
A dashboard format will be used to visually present the strategic plan achievements
as measured against the key performance indicators and targets This will be reported
to the Board annually
3 Logic Models
A logic model (Attachment 4) is developed to align the six strategic priorities with
key activities the broad outcomes and the contribution to the success of City of
Torontorsquos key strategies over four years
Logic models will also be developed for each strategic priority with appropriate key
activities and outcomes to guide the development of annual work plans strategic
Strategic Plan 2016-2019 Accountability Framework 4
partnerships and funding priorities Attachment 5 shows an example of a logic model
for Strategic Priority 2 Breaking down barriers to access driving inclusion
The flowchart in Attachment 6 illustrates the relationship of the three tools The key activity
of Expanding Access to branches and community service points under Priority 2 is provided
as an example
CONTACT
Elizabeth Glass Director Policy Planning amp Performance Management
Tel 416-395-5602 E-mail eglasstorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Balanced Scorecard with Key Performance Indicators
Attachment 2 List of Strategic Plan 2016-2019 Key Performance Indicators
Attachment 3 Dashboard example
Attachment 4 Strategic Plan 2016-2019 Logic Model
Attachment 5 Strategic Plan 2016-2019 Priority 2 Logic Model
Attachment 6 Strategic Plan 2016-2019 Accountability Framework Flowchart
Strategic Plan 2016 mdash 2019 Balanced Scorecard Attachment 1
Key Performance Indicators
Total number of active members
bull Total use per capita
bull Visits per capita
bull Virtual visits per capita
bull In-branch technology utilization rate internet access workstationper 100000 population wireless connections per capita
bull Utilization rate (program capacity) learning programs(ESL + Literacy + User Ed + lifelong learning)
bull Utilization rate of technology training programs
bull Utilization rate of cultural programs
bull ft of branches providing regular after-schoolprogramming from September to June
bull User satisfaction overall
bull User satisfaction in-branch technology(computers software wifi)
Users satisfaction knowledge andhelpfulness of staff
Key Performance Indicators
bull Total Open Hours
bull ft of Sunday branches (September to June)
bull ft of NIA Sunday branches (September to June)
bull ft of Sunday branches (Year-round)
ft of NIA Sunday branches (Year-round)
Turnover rate of circulating items
of special collections that are digitized
KKey Performance Indicators
bull Logic Models and evaluation frameworksdeveloped for strategic priorities
bull Spending in staff development (Total Averageper staff)
bull staff who report they have the skills andtraining to meet service delivery outcomes
bull of staff who report high levels ofengagement
Key Performance Indicators
bull Cost per use
Operating Expenditures
Operating expenditures per capita
Operating expenditures for electronic materials
Operating expenditures for digital technology
bull Total funding
bull Total funding per capita
bull Total funding from TPL Foundation
Page 1 of 1
Strategic Plan 2016-2019 Balanced Scorecard Key Performance Indicators
Customer Perspective Operational Perspective Learning amp Growth Perspective Financial Perspective
Total number of active members
Total use per capita o Visits per capita
Virtual visits per capita
In-branch technology utilization rate internet access workstation per 100000 population wireless connections per capita
Utilization rate (program capacity) learning programs (ESL + Literacy + User Ed + lifelong learning)
Utilization rate of technology training programs
Utilization rate of cultural programs
of branches providing regular after-school programming from September to June
User satisfaction overall
User satisfaction in-branch technology (computers software wifi)
Users satisfaction knowledge and helpfulness of staff
Total Open Hours o of Sunday branches
(September to June) o of NIA Sunday branches
(September to June) o of Sunday branches
(Year-round) o of NIA Sunday branches
(Year-round)
Turnover rate of circulating items
of special collections that are digitized
Logic Models and evaluation frameworks developed for strategic priorities
Spending in staff development (Total Average per staff)
staff who report they have the skills and training to meet service delivery outcomes
of staff who report high levels of engagement
Cost per use
Operating Expenditures o Operating expenditures per
capita
Operating expenditures for electronic materials
Operating expenditures for digital technology
Total funding o Total funding per capita o Total funding from TPL
Foundation
Attachment 2
Attachment 3
Strategic Plan 2016-2019 Dashboard
Key Performance Indicators
Example Open Hours
2016 Activities that will move the dial Status
Sunday service expanded to create year-round service at 6 District and 2 R amp R branches and added to 6 neighbourhood branches to provide seasonal Sunday service
Measure Baseline (2015) Current (Dec 2016) Target (2019) change
Total open hours 269672 hours 274397 hours 281878 hours + 45
Attachment 4
Toronto Public Library Strategic Plan 2016-2019 Logic Model
Torontonians are aware of library services to
address immediate needs
Create and implement Digital Strategy to develop online services
Torontonians have access to reading and
learning materials in a wide range of formats
and levels to support the joy of reading and
lifelong learning
TPL has resources and well-trained staff to
deliver strategic outcomes
Torontonians are connected through cultural
and leisure experiences and opportunites
TPL provides exceptional services and
experience at customers every point of need
TPL increased partnership and funding
opportunities with City of Toronto community
organizations and funding partners
Torontonians have improved access to
technology and staff assistance to develop
technology skills
Torontonians have expanded access to
emerging technology innovation spaces and
programs
Torontonians have new experiential
collaborative and e-learning opporunities to
support education employment and multiple
literacies
Use technology to drive improvements in business processes and
efficiency eg cloud analytics
Torontonians have equitable
support to learning and training
and gain the knowledge multiple
literacy skills and networks to
enrich their education work life and
leisure experiences
Torontonians have access to
programs and activities to support
and enhance diverse cultural
experiences and library collections
that reflect their cultural ineterests
and needs
Support readers of all ages and interests with diverse collections
readers advisory and a wide range of literary and cultural programs
Toronto children and youth have additional safe
after school social and learning environments
and programs
Priorities Key Activities
Mission Toronto Public Library provides free and equitable access to services which meet the changing needs of Torontonians The Library preserves and promotes universal
access to a broad range of human knowledge experience information and ideas in a welcoming and supportive environment
Establishing TPL as Torontos
centre for continuous and self-
dlirected learning
Impact
Expanding access to technology
and training
Advancing TPLs digital platforms
Breaking down barriers to access
driving inclusion
Expand high quality out-of-school-time programs for children and youth
Increase awareness and engagement across library channels
Allocate additional resources to sustain current and emerging
technology
Provide access to current and emerging technology and training in
library branches and community locations
Identify and remove policy barriers to online and in-person servicesToronto Public Library is a
community asset that builds
community capacity and improves
Torontonians well-being
Toronto Public Library contributes to the success of
Toronto Strong Neighbourhood Strategy 2020
Actions for strong Neighbourhoods
under five domains
Physical surroundings
Economic opportunities
Healthy lives
Social development and
Participation in civic decision-making
Toronto Public Library is a key partner in
City of Torontos Poverty Reduction Strategy
in addressing the issues of
service access and availability
Toronto Public Library supports the positive
outcomes of City of Torontos strategies for targeted
population including
Raising the Village Measuring the Well-being
of Children and Families in Toronto
Toronto Youth Equity Strategy
Toronto Newcomer Strategy
Toronto Seniors Strategy
Expand access to branches and community service points
Develop new resources programs and partnerships to deliver eLearning
programs
Provide in-branch resources space and technology to support
experiential learning
Provide resources and programs to support civic engagement
community events and discussion of social issues
Transforming for 21st century
service excellence Dedicate staff resources and training to provide expertise in key
strategic areas eg technology and literacy
Torontonians are empowered and supported in
their partcipation in civic lifeCreating community connections
through cultural experiences
Create diverse and inclusive cultural programs and experiences in
branch and online spaces
Curate and digitize special collections to reflect Torontos diverse
history culture and heritage
Develop organizational structure and culture to support innovation and
customer service excellence
ACCESS
OPPORTUNITY
CONNECTIONS
Outcomes
Torontonians have easy convienient online
access to library collections and services
Torontonians have convenient and local access
to neighbourhood spaces and services
Attachment 5
Expand online services
Develop self-serve Library Kiosks
Increased program offerings
After hours access implemented
Increased online service options
Increased self-service options
CONNECTIONS
Understand City demographics
demands and use of a full range of
library services
Develop after-hours access at branches
2 Breaking down
barriers to access
driving inclusion
Toronto Public Library contributes to the success of
City of Torontos key strategies including
Toronto Strong Neighbourhood Strategy 2020
bull Targeting appropriate resources to
respond to neighbourhood needs
Toronto Poverty Reduction Strategy
bull Address immediate needs
bull Create pathways to prosperity
bull Increase service access and availability
ACCESS
OPPORTUNITYLibrary membership options reflect
users online and branch access
needs
Provide access to current
and emerging technology
and training in library
branches and community
locations
Increase awareness and
engagement across library
channels
Sunday service expanded in target
branches
Identify and remove policy
barriers to online and in-
person services
Expand access to branches
and community service
points
Number of blocked library cards
reduced in target populations
Toronto Public Library Strategic Plan 2016-2019 Logic Model
Priority Impact
Mission Toronto Public Library provides free and equitable access to services which meet the changing needs of Torontonians The Library preserves and promotes universal access to a broad
range of human knowledge experience information and ideas in a welcoming and supportive environment
OutcomeKey Activities
Toronto Youth Equity Strategy
bull Service gaps
bull Service relevance amp accessibility
Toronto Newcomer Strategy
bull Improving access to municipal supports
bull Supporting civic engagement and
community capacity
Develop marketing strategy and conduct
publicity campaigns
Toronto Seniors Strategy
bull Equity
bull Inclusion
bull Respect
bull Quality of life
Expand access to library service in
community locations
Toronto Public Library is a
community asset that builds
community capacity and improves
Torontonians
well-being
Torontonians have equitable
support to learning and training
and gain the knowledge multiple
literacy skills and networks to
enrich their education work life
and leisure experiences
Torontonians have access to
programs and activities to support
and enhance diverse cultural
experiences and library
collections that reflect their
cultural ineterests and needsIncreased circulation of library
materials
Identify and remove policy barriers to
online and in-person services
Raising the Village Measuring the
Well-being of Children and Families in Toronto
bull Families have equitable access to
learning and training and are active in
their childrenrsquos education
bull Families belong to communities and
have the freedom to express and
opportunities to foster their culture and
identity
Torontonians are aware of library
services to address immediate needs
Conduct outreach and customer
engagement programs
Expand branch hours with additional
programs
Torontonians have easy
convienient online access to library
collections and services
Torontonians have convenient and
local access to neighbourhood
spaces and services
Attachment 6
Accountability Framework
Example
Priority Key Activity Short Term Medium Term Impact
Breaking down barriers to access
driving inclusion
Expand access to branches and
community service points
Torontonians have convenient and
local access to neighbourhood spaces
and services
Toronto Public Library is a community
asset that builds community capacity
and improves Torontonians well-being
Toronto Poverty Reduction Strategy
Increase service access and availability
Example
Customer Perspective Operational Perspective Learning amp Growth Perspective Financial Perspective
Utilization rate Service hours added Staff training Cost per use
Example
Is a visual representation of progress towards four years targets for KPIs to achieve strategic outcomes
with a baseline benchmark and annual target
Dashboard
Monitors the progress of the strategic plan across four perspectives and indentifies KPIs to measure progress towards outcomes
Links planned activities to expected outcomes
Toronto Public Library Strategic Plan 2016-2019
Implementation Compliance and Progress
Logic Model
Balanced Scorecard
Outcomes
Strategic Plan 2016-2019
Accountability Framework
November 21 2016
Toronto Public Library Board Meeting
1
Accountability Framework
Strategic Plan Performance Measures Committee
to provide advice and recommendations to the Board for
strengthening the Boardrsquos monitoring and assessment of the
strategic planrsquos implementation for compliance and progress
2
Accountability Framework
Strategic Plan Performance Measures Committee
bull Met four times from May to November 2016
bull Endorsed Accountability Framework at November 7 2016
meeting
bull Concluded its work
3
Accountability Framework
Purpose of framework
bull To guide the development monitoring and reporting of
The Annual work plan for each year from 2016-2019
The overall achievements of the Strategic Plan over four
years
4
Accountability Framework
bull A reporting structure for the Board to monitor the
progress of the strategic plan and provide guidance
bull Public facing reporting tool to demonstrate openness
and accountability
bull An internal tool for staff
5
Accountability Framework
Strategic Plan 2016-2019
bull Three broad outcomes
Access
Opportunity
Connections
And six strategic priorities
6
Accountability Framework
Strategic Plan 2016-2019
bull Six Strategic Priorities
Advancing TPLrsquos digital Platforms
Breaking down barriers to access driving inclusion
Expanding access to technology and training
Establishing TPL as Torontorsquos centre for continuous and
self-directed learning
Creating community connections through cultural
experiences
Transforming for 21st century service excellence
7
Accountability Framework
Three main tools
bull Balanced Scorecard with Key Performance
Indicators (KPIs)
bull Dashboard for visual presentation
bull Logic Models
8
Accountability Framework
Balanced Scorecard
bull A performance measurement tool developed at the
Harvard Business School
bull Provides a framework to monitor organization
performance from four perspectives the customerrsquos
perspective an internal business perspective an
innovation and learning perspective and the
financial perspective
Balance scorecard Encyclopedia of Business Gale 2000
9
10
Strategic Plan 2016 ndash 2019 Balanced Scorecard
11
Strategic Plan 2016 ndash 2019 Balanced Scorecard
Accountability Framework
Reporting timeline
bull Annual work plan achievements will be reported
to the Board in a semi-annual status report in
June and year end
bull Overall achievements of the strategic plan will be
reported annually to the Board (eg first quarter
of 2017 for 2016) using a balanced scorecard and
presented visually using a dashboard
12
Accountability Framework
13
Accountability Framework
Logic Model
bull A logic model is a systematic and visual way to present the
relationships among the resources to operate a program the
planned activities and the changes or results you hope to
achieve
14
WK Kellogg Foundation Logic Model Development Guide 2004
Accountability Framework
Logic Models
bull A Strategic Plan 2016-2019 aligns 6 strategic priorities
with
Key activities
3 broad strategic outcomes
City of Torontorsquos key strategies
bull Plus a logic model for each of the 6 strategic priorities
15
16
Strategic Plan 2016-2019 Logic Model
17
Strategic Plan 2016-2019 Priority 2 Logic Model
18
Accountability Framework
Questions amp Discussion
19
20
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 1
STAFF REPORT ACTION REQUIRED
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report proposes revised meeting dates for the December 2016 and January 2017
meetings for Toronto Public Library Board approval
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves rescheduling the December 8 2016 Toronto Public Library Board meeting
to December 12 2016 and
2 approves rescheduling the January 23 2017 Toronto Public Library Board meeting to
January 30 2017
FINANCIAL IMPACT
There is no financial impact arising from this report
The Director Finance and Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
At the January 25 2016 meeting the Board approved the schedule for meetings in 2016
including December 8 2016
At the October 24 2016 meeting the Board was provided with the proposed schedule for
meetings in 2017 including January 23 2017 for approval at the January 2017 meeting
14
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 2
COMMENTS
Library staff have recently reviewed the Cityrsquos updated budget schedule The Library Board
meeting in December is not well aligned with the Cityrsquos schedule A later December date
would provide the Board with more opportunity to be informed and kept up-to-date on the
2017 budget as well as to participate in the process As a result the rescheduling of the
December 8 2016 meeting to Monday December 12 is being recommended Board
members were canvassed and quorum is attainable for a meeting on December 12 2016
As the same scenario is also a possibility for the proposed January 23 2017 meeting it is
recommended that the date be changed to January 30 2017
Key dates for the 2017 budget process are shown below
2017 Budget Timetable
Date Political Review TPL Board
2016
Nov 21 Board meeting
Dec 2 Budget Committee launch
Dec 12 (from 8) Board meeting
Dec 161920 (21) Budget Committee presentations
2017
Jan 5 910 Budget Committee public deputations
Jan 12 Budget Committee wrap-up
Jan 24 Budget Committee final
Jan 30 (from 23) Board meeting
Feb 7 Executive Committee
Feb 15 16 (17) Council approval
Feb 21 Board meeting
CONTACT
Nancy Marshall Library Board Officer City Librarianrsquos Office
Tel 416-393-7215 E-mail nmarshalltorontopubliclibraryca
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 3
SIGNATURE
______________________________
Vickery Bowles
City Librarian
Holiday Closures 2017 and January 2018 1
STAFF REPORT ACTION REQUIRED
Holiday Closures 2017 and January 2018
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The purpose of this report is to recommend and receive Toronto Public Library Board
approval for the schedule of holiday closures for 2017 and January 2018
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves the schedule of holiday closures for 2017 and January 2018 as provided
in Attachment 1
FINANCIAL IMPACT
There is no financial impact to the 2017 operating budget arising from the
recommendation in this report The recommended closures are included in the proposed
2017 operating budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
Where Library Board approval is required to establish holiday closures the matter comes
before the Board in the preceding year to ensure adequate notice to the public and staff
COMMENTS
At its meeting on October 26 2015 the Library Board approved the Library closure for
New Yearrsquos Day 2017 on Monday January 2 2017
15
Holiday Closures 2017 and January 2018 2
The Library is open for regular service on Remembrance Day Saturday November 11
2017
The Library will be closed on Monday December 25 2017 for Christmas Day and
Tuesday December 26 2017 for Boxing Day
In 2018 New Yearrsquos Day falls on a Monday and the Library will be closed
All full-time employees whose scheduled day off falls on a holiday closure are
compensated with a day in lieu to be taken at another agreed upon time
It is the practice of the Library to close on the Sundays adjacent to public holidays with
the exception of Family Day
The schedule of holiday closures for 2017 and January 2018 is provided in Attachment 1
CONTACT
Dan Keon Director Human Resources Tel 416-395-5850
E-mail dkeontorontopubliclibraryca
SIGNATURE
_____________________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Holiday Closures 2017 and January 2018
Toronto Public Library Holiday Closures 2017 and January 2018
Sunday January 1 2017 New Yearrsquos Day Closed
Monday January 2 2017 For New Yearrsquos Day Closed
Monday February 20 2017 Family Day Closed
Friday April 14 2017 Good Friday Closed
Sunday April 16 2017 Easter Sunday Closed
Monday April 17 2017 Easter Monday Closed
Monday May 22 2017 Victoria Day Closed
Saturday July 1 2017 Canada Day Closed
Monday August 7 2017 Civic Holiday (Simcoe Day) Closed
Monday September 4 2017 Labour Day Closed
Monday October 9 2017 Thanksgiving Day Closed
Sunday December 24 2017 Christmas Eve Closed
Monday December 25 2017 Christmas Day Closed
Tuesday December 26 2017 Boxing Day Closed
Sunday December 31 2017 New Yearrsquos Eve Closed
Monday January 1 2018 New Yearrsquos Day Closed
New Yearrsquos Day 2017 closure approved by the Library Board on October 26 2015
Attachment 1
Audit Plan for the Year Ending December 31 2016 1
STAFF REPORT INFORMATION ONLY
Audit Plan for the Year Ending December 31 2016
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The attached report from PricewaterhouseCoopers the external auditors summarizes the
planning for their audit of the 2016 financial statements for the Toronto Public Library
Board
FINANCIAL IMPACT
The proposed audit fee of $25000 inclusive of expenses and exclusive of Harmonized
Sales Tax (2015 ndash $25000) is included in the 2016 operating budget It is important to
note that the audit fee does not include extra audit work that may be required due to
scope changes and PricewaterhouseCoopers will advise management as soon as possible
if this were to happen
This is the second year of a five-year audit contract that the City has negotiated The fee
will remain unchanged for the duration of the contract
ISSUE BACKGROUND
Under Section 139 of the City of Toronto Act 2006 the City is required to appoint an
auditor licensed under the Public Accounting Act 2004 who is responsible for annually
auditing the accounts and transactions of the City and its local boards and expressing an
opinion on the financial statements of these entities based on the audit
Council at its March 2015 meeting approved the recommendation of the Audit
Committee to appoint PricewaterhouseCoopers as the external auditor for the City and
Library The contract with PricewaterhouseCoopers is for five years ending with the
audit of the December 31 2019 financial statements
As part of the annual audit PricewaterhouseCoopers provides an Audit Plan report to the
Toronto Public Library Board The auditors will conduct their audit of the 2016 financial
statements pursuant to this plan
17
Audit Plan for the Year Ending December 31 2016 2
COMMENTS
Attached is PricewaterhouseCoopersrsquo Audit Plan for the Library which summarizes their
view on audit risks the nature extent and timing of the audit work and the terms of
engagement
On completion of the audit PricewaterhouseCoopers will issue the Audited Financial
Statements and a Year-End Report to the Board that will provide key matters for
discussion significant audit accounting and financial reporting matters summary of
unadjusted and adjusted items other required communications internal control
recommendations and a confirmation of auditor independence
Work on the interim audit was completed in October 2016 and the year-end audit is
expected to be completed by March 2016
CONTACT
Larry Hughsam Director Finance amp Treasurer Tel 416-397-5946
E-mail lhughsamtorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Board ndash Audit Plan for the year ending
December 31 2016
wwwpwccomca
Audit planfor the yearendingDecember31 2016
Toronto PublicLibrary Board
pwc
pwc
October 28 2016
Members of the BoardToronto Public Library Board
Dear Members of the Board
We are pleased to present an overview of our audit plan for the 2016 audit of the financial statementsof Toronto Public Library Board (the Library) prepared in accordance with Canadian Public SectorAccounting Standards (PSAS) (referred to as the ldquofinancial statementsrdquo from now on)
This overview includes our view on audit risks and the nature extent and timing of our audit work
We value your feedback and if you have any questions about the identified risks and our audit approachplease do not hesitate to contact the undersigned at (416) 228-1922
Yours very truly
Tern McUnnonPartnerRisk Assurance Services
cc Mr Larry Hughsam Director Finance and Treasurer
PricewatcrhouseCoopers UPnyC Tower i8 York Street Suite 2600 Toronto Ontario Canada M oB2T +1 416 8631133 F +1 416 365 8215 wwwpwccomca
lsquoPwt relera to Pdcewatethousetoopers LLP an Ontario limiled liabiLity paruiership
Toronto Public Library Board Audit plan for the year ending December 31 2016
Communications to the Board
Key mattersfor Commentsdiscussion
Client service team Tern McKinnon is your engagement leader and Julianne Cooke is your engagementmanager
Service deliverables We will audit the Libraryrsquos financial statements as of December 31 2016 and for theyear then ending prepared in accordance with PSAS
Our engagement letter which has been signed by the City of Toronto sets out theterms and conditions for our engagement as the independent auditor of the Libraryfor the above-mentioned year In addition our engagement letter outlines ourresponsibilities as the auditor and the responsibilities of management
Audit timeline We worked with management to develop this project timelinemdash Interim visit October 17-21 2016mdash Year-end visit March20 mdash March 31 2017mdash Clearance meeting with management To be confirmedmdash Deliveryfiling of financial statements To be confirmed
Audit approach Our audit approach is a mixture of tests of internal controls and substantive testingOur audit approach is designed to allow us to execute a quality and efficient auditWe do this byi gaining an understanding of the business by focusing on new developments
and key business issues affecting the Library as well as managementrsquosmonitoring of controls and business processes
ii identiring significant audit risks sharing our perspectives obtaining yourfeedback and ensuring our audit is tailored to these risks
iii using well-reasoned professional judgment especially in areas that aresubjective or require estimates and
iv leveraging reliance where possible on the Libraryrsquos internal controls andinformation technology and data systems
In the current year our planned work will include testing of key controls in thefollowing areasmdash Purchases payables and disbursementsmdash Payroll
All other areas will be subject to tests of detail
Significant risks are risks of material misstatement that we think need special auditconsideration We identified several significant audit risks and plan to address themas follows Please let us know if you agree that these are the most significant risksfrom your point of view and if you have any other areas of concern
PwC I
Toronto Public Library Board Audit plan for the year ending December 31 2016
Significant risk to Managementrsquos response and our audit approachdiscuss
Risk of management Accounting regulatory authorities require that the risk of material misstatement dueoverride of controls to management override of controls be considered a significant risk on every audit
engagement
This represents the risk that internal controls at the Library maybe circumvented toachieve desired financial results or gain inappropriate access to financial resources
In order to address this risk we will perform the followingbull All non-routine journal entries are reviewed and approved by the appropriate
level of managementbull We will review manual journal entries focusing on large and unusual entriesbull We will review accounting estimates for biases that could result in material
misstatementbull We will incorporate unpredictable procedures in the audit approach
Risk of fraud in revenue The risk of fraud in revenue recognition is a presumed significant risk underrecognition Canadian Auditing Standards We will assess this risk through the consideration of
the Libraryrsquos revenue recognition policies the incentivepressure to fraudulentlymisstate revenue and the potential opportunity
In order to address this risk we will perform the following
bull Update our understanding of managementrsquos processes and internal controlssurrounding revenue recognition
bull Obtain confirmations from the City of Toronto for subsidies received duringthe year
bull Test significant revenue streams through testing a sample of transactions tosupporting documents
Materiality Misstatements are considered to be material if they could reasonably be expected toinfluence the economic decisions of users of the financial statements We have set apreliminanrsquo materialihrsquo of S6i6oooo We will report unadjusted and adjusted itemsover S6i6ooo to the Board on completion of the audit
Fraud risk We discuss fraud risk annually with the Board Through our planning process (andprior yearsrsquo audits) we developed an understanding of your oversight processesincluding
Employee code of ethicsmdash Discussion at Board meetings and our attendance at those meetings or
reviewing minutes of meetingsmdash Presentations by management including business performance reviewsmdash Signing authorities
Are there any new processes or changes to the items above that we should be awareoP
We are not aware of any fraud Are you aware of instances of any actual suspected or
____________________________
alleged fraud affecting the Library
PwC 2
Toronto Public Ubrary Board Audit plan for the year ending December 31 2016
The matters raised In this and other reports that will flow from the audit are only those that have come to our attention arising from or relevant toour audit that we believe need to be brought to your attention They are not a comprehensive record of all the matters arising and in particularwe cannot be held responsible for reporting all risks in your business or all internal control weaknesses This report has been prepared solely foryour use It was not prepared or intended for any other purpose No other person or entity shall place any reliance upon the accuracy orcompleteness of statements made herein PwC does not assume responsibility to any third party and in no event shall PwC have any liabilityfor damages costs or losses suffered by reason of any reliance upon the contents of this report by any person or entity other than you
PwC 3
copy 2015 PricewaterhouseCoopers LLP an Ontario limited liability partnership All rights reserved
Board Resolutions ndash Status Report 1
STAFF REPORT INFORMATION ONLY
Board Resolutions ndash Status Report
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report lists the status of outstanding Toronto Public Library Board resolutions
BACKGROUND INFORMATION
At the April 2 2012 meeting the Toronto Public Library Board approved the inclusion of
Board Resolutions ndash 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 ndash Status Report ndash November 21 2016
18
1
STATUS REPORT
TORONTO PUBLIC LIBRARY BOARD RESOLUTIONS
AS AT NOVEMBER 21 2016
DATE OF
MEETING
MOTION
(Ref Minute )
STATUS
TARGET
DATE
Sep 8 2014 14-150 ndash Notice of Motion Funding and Timing of
PerthDupont Branch Relocation
5 requests that the local City Councillor consult
with the local community and make a
recommendation to the Board for a new name for
the relocated branch (which will no longer be
located at the corner of Perth and Dupont)
IN PROGRESS Staff to bring a recommendation to
the Board for a new name for the relocated branch to
the Board for approval
To be
determined
Feb 22 2016 16-040 ndash Naming Opportunity ndash Daniel Grafton
Hill III
2 requests staff to provide updates to the
Toronto Public Library Board on this
initiative at strategic intervals
IN PROGRESS This initiative is dependent on a
future branch capital project and consultation
process
To be
determined
Oct 24 2016 16-193 ndash Toronto Public Library Board ndash Self-
Evaluation
2 conducts a pilot self-evaluation during the
month of November 2016 and discusses the
results of the evaluation at the January 2017
meeting
IN PROGRESS A report is expected to be provided
at the January 2017 meeting
January 2017
meeting
Attachment 1
MINUTES Page 2
Toronto Public Library Board
Meeting No 9 Monday October 24 2016 from 605 pm to 820 pm
Cedarbrae Branch Florence Cruickshank Community Room 545 Markham Rd Toronto
16-179 Approval of Agenda Moved by D LeBreton seconded by E Svec
That the Toronto Public Library Board approves the agenda as revised to
1 add a presentation from Miroslav Glavić regarding 2017-2019
Fundraising Priorities Toronto Public Library Board ndash Self-Evaluation
and Toronto Public Library Board ndash 2017 Proposed Meeting Schedule
Carried
16-180 Confirmation of September 26 2016 Toronto Public Library Board Meeting
Minutes
The following correction to the minutes was noted by Councillor Fragedakis
On page four of the September 26 2016 Toronto Public Library Board meeting
minutes under Presentations ndash Friends of Toronto Public Library the motion to
receive the presentation from the Friends of Toronto Public Library and
acknowledge their efforts was moved by Councillor Fragedakis and seconded by
Councillor Doucette The corrected minutes will be posted on the Libraryrsquos
website
Moved by L Colley seconded by A Shah
That the Toronto Public Library Board
1 confirms the Minutes of the September 26 2016 Toronto Public Library
Board meeting as revised
Carried
16-181 Approval of Consent Agenda Items Moved by S McCarten seconded by E Svec
That the Toronto Public Library Board
1 approves the consent agenda and all other items not held on consent
Carried
The following items was held for further consideration
Toronto Public Library Board ndash Self-Evaluation
Capital Budget Monitoring Report ndash September 30 2016
Toronto Public Library Board ndash 2017 Proposed Meeting Schedule
MINUTES Page 3
Toronto Public Library Board
Meeting No 9 Monday October 24 2016 from 605 pm to 820 pm
Cedarbrae Branch Florence Cruickshank Community Room 545 Markham Rd Toronto
16-182 Business Arising from the Minutes
a Toronto Public Library Datasets on City of Toronto Open Data Portal
Alex Hocevar Director Digital Services amp Emerging Technologies advised the
Board that Toronto Public Library datasets are available on the Libraryrsquos website
Plans are underway to add the Libraryrsquos datasets to the Cityrsquos website early in
2017
b 2017 Operating Budget Submission
Vickery Bowles City Librarian advised the Board of the following error in the
2017 Operating Budget Submission report provided at the September 26 2016
Board meeting
On Page 13 of the report McGregor Park and Weston branches were identified as
locations for Youth Hubs in 2017 Instead Youth Hubs will be installed in these
two branches in 2018 In 2017 Youth Hubs will be installed in the Albion and
Barbara Frum branches A corrected version of the report will be posted on the
Libraryrsquos website
Moved by S McCarten seconded by Councillor Ainslie
That the Toronto Public Library Board
1 receives the Business Arising from the Minutes verbal reports regarding
the Toronto Public Library Datasets on City of Toronto Open Data Portal
and 2017 Operating Budget Submission for information
Carried
16-183 City Librarianrsquos Report (Approved by Consent) That the Toronto Public Library Board
1 receives the City Librarianrsquos Report for information
Carried
16-184 Communications (Approved by Consent)
That the Toronto Public Library Board
1 receives Communication (a) from Ulli S Watkiss City Clerk City of
Toronto to Vickery Bowles City Librarian Toronto Public Library dated
September 28 2016 regarding the appointment of Councillor Christin
Carmichael Greb as the Mayorrsquos designate to the Toronto Public Library
Board for information
Carried
MINUTES Page 4
Toronto Public Library Board
Meeting No 9 Monday October 24 2016 from 605 pm to 820 pm
Cedarbrae Branch Florence Cruickshank Community Room 545 Markham Rd Toronto
Presentations
16-185 Maureen OrsquoReilly President Toronto Public Library Workers Union Local
4948 CUPE Maureen OrsquoReilly addressed the Board regarding the 2017 Operating Budget ndash
City Target Ms OrsquoReilly outlined the Unionrsquos concerns regarding the impact of
potential service and staffing reductions to library service A communication on
this matter from Maureen OrsquoReilly to Ron Carinci was tabled at the meeting In
addition Ms OrsquoReilly noted the Unionrsquos submissions to the Board are not posted
on the Libraryrsquos website and requested that the materials be posted
Moved by L Colley seconded by D LeBreton
That the Toronto Public Library Board
1 receives the presentation from Maureen OrsquoReilly President Toronto
Public Library Workers Union Local 4948 CUPE regarding the 2017
Operating Budget ndash City Target for information
Carried
16-186 Miroslav Glavić Miroslav Glavić addressed the Board regarding the importance of the provision of
accessible doors in all branches the importance of objective Board self-evaluation
and the possibility of scheduling Library Board meetings on some holidays such
as Easter Monday
Moved by Councillor Doucette seconded by E Svec
That the Toronto Public Library Board
1 receives the presentation from Miroslav Glavić regarding 2017-2019
Fundraising Priorities Toronto Public Library Board ndash Self-Evaluation
and Toronto Public Library Board ndash 2017 Proposed Meeting Schedule for
information
Carried
16-187 Toronto Public Library Board Education ndash Cisco Collaboration
Alex Hocevar introduced Willa Black Vice President Corporate Affairs and
Victor Woo Director Ontario Public Sector Cisco Canada Ms Black and Mr
Woo provided the Board with a presentation on specific initiatives resulting from
the partnership between Cisco and the Toronto Public Library
Moved by Councillor Ainslie seconded by A Shah
That the Toronto Public Library Board
1 receives the Toronto Public Library Board Education ndash Cisco
Collaboration verbal report for information
Carried
MINUTES Page 5
Toronto Public Library Board
Meeting No 9 Monday October 24 2016 from 605 pm to 820 pm
Cedarbrae Branch Florence Cruickshank Community Room 545 Markham Rd Toronto
Items for Approval
16-188 Property Redevelopment Feasibility Report
Larry Hughsam Director Finance and Treasurer introduced Bill Bryck President
and CEO Anna Ritacca Director Land amp Portfolio Analysis Build Toronto and
Joe Casali Director Real Estate Services City of Toronto Mr Bryck Ms
Ritacca and Mr Casali elaborated on the Toronto Public Library pilot project
analysis as outlined in the Property Redevelopment Feasibility Report
Moved by S McCarten seconded by D LeBreton
That the Toronto Public Library Board
1 not proceed with a pilot redevelopment project at this time based on Build
Torontorsquos financial analysis that shows no excess funds would be
generated to address other state of good repair needs and
2 continues to explore development and planning opportunities for Toronto
Public Library real estate in conjunction with the City-Wide Real Estate
Review and the centralized real estate entity
Carried
16-189 2017-2019 Fundraising Priorities
Elizabeth Glass Director Policy Planning amp Performance Management
introduced Robin Fowler Senior Counsel Offord Group Ms Fowler and
Jennifer Jones President Toronto Public Library Foundation outlined for the
Board a new direction in identifying fundraising priorities for 2017-2019
Moved by R Parry seconded by E Svec
That the Toronto Public Library Board
1 approves the 2017-2019 Fundraising Priorities Neighbourhood Renewal
Building and Spaces Life Long and Self Directed Learning Innovation
New and Emerging Technologies and Access to Culture and Preserving
Heritage and
2 directs library staff to work with the Toronto Public Library Foundation to
implement the new approach to fundraising in support of the 2017-2019
Fundraising Priorities pending approval of the Toronto Public Library
Foundation Board
Carried
16-190 Motion to Extend the Meeting
Moved by S McCarten seconded by E Svec
That the Toronto Public Library Board
1 extends the meeting until the completion of the agenda
Carried
MINUTES Page 6
Toronto Public Library Board
Meeting No 9 Monday October 24 2016 from 605 pm to 820 pm
Cedarbrae Branch Florence Cruickshank Community Room 545 Markham Rd Toronto
16-191 2017 Operating Budget ndash City Target
Moved by S McCarten seconded by S Graham-Nutter
That the Toronto Public Library Board
1 considers service reductions totalling $6195 million or 35 of the
budget comprised of reductions to Monday to Friday open hours saving
$4412 million and a $1782 million reduction to the collections budget
required to meet the Cityrsquos operating budget reduction target of -26
Defeated unanimously
Recorded Vote Requested
Yes ndash 0
No ndash 11
Councillor Ainslie Ron Carinci Lindsay Colley
Councillor Doucette Councillor Fragedakis Sue Graham-
Nutter Dianne LeBreton Strahan McCarten Ross Parry
Archana Shah and Eva Svec
16-192 2016 Capital Budget Adjustments (Approved by Consent)
That the Toronto Public Library Board
1 approves the following cash flow reallocations which have no impact on
annual debt levels
11 accelerate a total of $1065 million gross ($0527 million debt and
$0538 development charges (DC) funding) cash flow from 2017 to
2016 comprised of $0915 million gross $0537 million debt and
$0388 million DC for the Albion Library project and $0150
million gross and DC for the Wychwood Library project as
presented in Attachment 1 (Part A) and
12 defer a total of $1065 million gross ($0527 million debt and
$0538 DC funding) cash flow from 2016 to 2017 comprised of
$0250 million gross and debt for the North York Central Library
project $0150 million gross and DC for the St ClairSilverthorn
Library project and $0665 gross $0277 million debt and $0388
million DC for the Dawes Road Library project as presented in
Attachment 1 (Part B) and
2 authorizes staff to forward these budget adjustments to the City for
approval
Carried
MINUTES Page 7
Toronto Public Library Board
Meeting No 9 Monday October 24 2016 from 605 pm to 820 pm
Cedarbrae Branch Florence Cruickshank Community Room 545 Markham Rd Toronto
16-193 Toronto Public Library Board ndash Self-Evaluation
Moved by Councillor Ainslie seconded by L Colley
That the Toronto Public Library Board
1 approves the self-evaluation tool as outlined in Attachment 1 to be
conducted using an online survey tool and
2 conducts a pilot self-evaluation during the month of November 2016 and
discusses the results of the evaluation at the January 2017 meeting
Carried
Items for Information
16-194 Operating Budget Monitoring Report ndash September 30 2016 (Received for
Information by Consent)
That the Toronto Public Library Board
1 receives the Operating Budget Monitoring Report ndash September 30 2016
for information
Carried
16-195 Capital Budget Monitoring Report ndash September 30 2016
Moved by S McCarten seconded by L Colley
That the Toronto Public Library Board
1 receives the Capital Budget Monitoring Report ndash September 30 2016 for
information
Carried
16-196 Toronto Public Library Board ndash 2017 Proposed Meeting Schedule
Moved by A Shah seconded by S McCarten
That the Toronto Public Library Board
1 receives the Toronto Public Library Board ndash 2017 Proposed Meeting
Schedule for information
Carried
16-197 Board Resolutions ndash Status Report (Received for Information by Consent)
That the Toronto Public Library Board
1 receives the Board Resolutions ndash Status Report for information
Carried
MINUTES Page 8
Toronto Public Library Board
Meeting No 9 Monday October 24 2016 from 605 pm to 820 pm
Cedarbrae Branch Florence Cruickshank Community Room 545 Markham Rd Toronto
16-198 Adjournment
Moved by Councillor Ainslie seconded by R Parry
That the Toronto Public Library Board
1 adjourns the October 24 2016 Toronto Public Library Board meeting
Carried
The meeting ended at 820 pm
Signed
City Librarianrsquos Report ndash November 21 2016 1
City Librarianrsquos Report
November 21 2016
Expanding Access to Technology and Training
The fourth round of Toronto Public Libraryrsquos (TPL) Staff Innovation Program launched in
October All staff were invited to submit proposals that merge innovation and technology
Successful submissions will gain access to the technology resources and expertise needed to
help the ideas grow into something bigger Special consideration is being given to proposals
that address one of the three research themes from the 2016-2019 Strategic Plan
consultations Income Inequality and Poverty Reduction Middle Childhood and Youth The
Staff Innovation Program is meant to stimulate staff to combine imagination technology and
a willingness to experiment in an effort to develop innovations that have a positive impact on
service engage a new community or partner improve staff efficiencies andor enhance user
services
Establishing TPL as Torontorsquos Centre for Continuous and Self-Directed Learning
Launched at the end of September Gale Courses is a new eLearning resource that offers
unlimited access to instructor-led online courses on a variety of topics Courses run for six
weeks with two new lessons released every week New sessions start every month A
Getting Started page is available on the Library website to help customers A valid TPL card
is required along with the creation of a personal account at Gale Courses Topics of courses
include accounting finance business and management computer applications web design
technology skills personal enrichment health and wellness and writing tplcadatabases
Creating Community Connections through Cultural Experiences
In a tradition that started last year with Kansas City Public Library Toronto Public Library
staff put together cheeky social media posts in support of the Toronto Blue Jays in
postseason The posts written as poetry using book spines are used to taunt the public
libraries in the opposing cities This year Toronto Public Library faced off against Arlington
and Cleveland public libraries The posts were well received by the public and generated lots
of engagement and media coverage ndash reaching both new and existing audiences Canadian
public libraries like Oshawa Public Library chimed in with their own book spine messages
and elementary school students showed their support by putting together several messages as
part of a class activity Toronto Public Library staff were invited to reveal their selected
titles on Breakfast Television for the opening game in the Toronto vs Cleveland series The
exercise was fun for staff and was a great opportunity for the Library to contribute to the
citys excitement
On November 11 Chris Hadfield gave a presentation as part of the autumn 2016 Bram amp
Bluma Appel Salon The talk entitled How to Think Like an Astronaut was broadcast via
our telepresence technology in partnership with Cisco to four TPL locations (Cedarbrae S
Walter Stewart Richview and York Woods) and to Deer Lake First Nation in Northern
Ontario In each offsite location kids 9-12 were invited to create a project that addressed
7
City Librarianrsquos Report ndash November 21 2016 2
some problem in space and then later were given the chance to interact remotely with Chris
to present the solution to their selected problem The telepresence technology and the Chris
Hadfield special event were made possible by the generous contributions of two important
partners to the Library The Bluma Appel Community Trust donated $400000 to fund the
technology and the program and Cisco Canada contributed additional equipment expertise
and technical and strategic support Thanks to both for helping the Library transform our
services to better serve Torontonians in the digital age
Supported by the Krembil Foundation The Cutting Edge series explores new ideas at the
intersection of health and technology The 2016 featured lecture was presented by Pulitzer
Prize winner Siddhartha Mukherjee on October 17 at the Bram amp Bluma Appel Salon
Mukherjeersquos recent book The Gene weaves together science social history and personal
narrative to explain one of the most important conceptual breakthroughs of modern times
Dr Mukherjeersquos sold out appearance was simulcast to the Toronto Reference Library atrium
and live streamed online Other programs in the 2016 series include Music Medicine A New
Frontier and Pushing the Boundaries of Alzheimer Treatment In addition to the Cutting
Edge series the Krembil Foundation funds enhancements to the Libraryrsquos medical collection
as well as training for library staff
tplcacuttingedge
In October TPL launched a pilot project that extends the Sun Life Financial Museum +
Arts Pass (MAP) program making it available to University of Toronto and Ryerson
students at their campus libraries The pass can then be checked out at one of five
participating TPL branches giving the student free access to the AGO the Bata Shoe
Museum the Textile Museum of Canada and one of eight participating City of Toronto
Historic Sites The goals of the pilot are to encourage student awareness and use of TPL
branches to promote TPL library card registration to expand the MAP programrsquos
accessibility and to encourage students to make use of the regular MAP program The pilot
will end in the spring of 2017 at which point an evaluation will take place The regular
MAP program allows individuals and families to explore the best of Torontorsquos arts and
cultural treasures by providing free access to 17 participating venues
tplcamappass
In partnership with Myseum of Toronto Toronto Public Library presents Cosmopolis
Toronto The World in One City ndash a photography exhibition that explores the journeys of
newcomers to Canada This series by photographer Colin Boyd Shafer captures the stories
of someone born in every country of the world who now calls Toronto home Through
photography exhibits and programs Cosmopolis Toronto The World in One City will be
displayed at select branches across the city Themes that emerge revolve around the power
of family faith food music and the things that remind us of the past as well as the places
that feel like home
tplcacosmopolis
October is Canadian Library Month and this year Ontario Public Library Week was
kicked off at Fort York Branch on Oct 17 Todd Kyle president of the Ontario Library
Association spoke about the valuable role libraries play in Canadians lives and launched a
City Librarianrsquos Report ndash November 21 2016 3
fun bookspinepoetry contest open to the public City Librarian Vickery Bowles introduced
the theme of this yearrsquos Ontario Public Library Week ldquoA visit will get you thinkingrdquo and
spoke about the transformation libraries are undergoing and the new ways they are
connecting with their users Kevin Finnerty Assistant Deputy Minister at the Ministry of
Tourism Culture and Sport presented the Public Library Awards Shortlist which included
Toronto Public Librarys Pan Am Host City Project Attendees toured Fort York Branch
including a visit to the popular digital innovation hub
Transforming for 21st Century Service Excellence
The TPL Foundation was pleased to announce a number of fundraising successes this fall
Sixty thousand dollars was raised through the generous support of patrons of the fourth
annual Hush Hush fundraiser on October 15 at the BloorGladstone Branch A portion of the
proceeds will go toward Young Voices a suite of programs that encourages creative
expression in Torontorsquos youth The Foundation also raised $9500 through supporters
running or walking in the Scotiabank Charity Challenge one participant in the Challenge
trained by running to all 100 TPL branches The Foundation is also happy to announce that
TD Bank has generously renewed its support of Black History Month Celebrations and
Indigenous Celebrations with a combined donation of $44000
Communications 1
8
COMMUNICATIONS
GENERAL CORRESPONDENCE
TORONTO PUBLIC LIBRARY BOARD MEETING ndash November 21 2016
It is recommended that the Toronto Public Library Board
1 receives Communication (a) from Joe Clark to the Toronto Public Library Board
dated November 17 2016 regarding the 2017 operating and capital budgets for
information
Joe Clark joeclarkjoeclarkorg
20161117
Re 2017 Interim Budget Estimates
2017 Operating and Capital Budgets Update
While most of the attention paid to the budget has revolved around the Mayorrsquos suicidal
and intrinsically unserious demand for a 26 budget cut everywhere I have to
wonder yet again why the Toronto Public Library Board does not understand
what its own staff are proposing
Is it because there were only two Boardmembers in the last decade who were known to
even have library cards (One sits on the current Board) Fundamentally you
people do not use the library system and do not understand it I can assure you
that hiring Moe hasnrsquot changed that one iota given his attested unwillingness to
learn what in-branch experience the area he purports to manage is really like
So letrsquos go through a few seriously unwise items in the Library budget
Nobody asked for ldquocash drawersrdquo at the self-service checkouts
that nobody asked for either
One of the budget documents lies about the history of self-checkout thus ldquoIn 2009 TPL
received $66 million to implement self-service checkout in branches resulting in
better service and expanded hours at no cost and also a reduction in staff to help
achieve budget targetsrdquo The real purpose of self-checkout was to fire expensive
employees not to make things more efficient And it involved clumsily sticking
decals on millions of items in many cases marring them permanently
Again The real purpose of self-checkout was firing staff That was confirmed to me to my
face by a manager in charge It had nothing to do with library users or literally
anything else If the project had started with automated sorters as its raison drsquoecirctre
first it might have made sense
Now wersquore being threatened with ldquocash drawersrdquo As ever the library canrsquot be honest
about whatrsquos really happening here verbally dressing up this fiasco as Integrated
Payment Solutions whatever those are
2
With an investment of $2250 million over two years []hellip [c]ustomers will be able to pay
fines at the self-checkout terminals at the same time as checking out materials
Currentlyhellip fine payments can only be made onlinehellip or from a face-to-face interaction
with library staff at the check-out desk
God forbid
Combined these initiatives will save $0526 million or 03 in 2017 and allow a reduction
in staff of 68 FTEs[]
In other words ldquothese initiativesrdquo will cost $(2250000 divide 2 ndash 526000) or $599000 in
Year 1
The only library patrons who could possibly need this service are the ones who could
never get it in the first place ndash those whose only use of the library is via the
Bookmobile which canrsquot take cash payments and which donrsquot use RFID in the first
place (Did you know that) Nobody else needs or wants this service
Further does the Library really mean ldquocash drawersrdquo as in tills Do you know what you
even mean How will these tills dispense change Wonrsquot every one of them be
burglarized every day How long till Sue-Ann Levy writes a column about that
The Library refuses to adjust the collections budget
for known decreases in usage
Budget documents
$0482 million represents a 25 projected cost increase for library materials based on
experience and industry projections while needing to accommodate the impact of a
stronger US dollar on the Libraryrsquos purchasing power[]
The Library has elsewhere admitted that third-language materials ndash this means non-
English and non-French though the positioning of French as equivalent to
English is a joke in itself ndash have suffered serious decline in recent years Some
languages (by implication Indian ones) have shown 45 decreases in demand
That demand is never gonna come back Yet the Library whose collections policy is in
some respects more whim than policy proposes a $482000 increase largely to
handle projected exchange rates
3
Why hasnrsquot the Library proposed reducing relevant third-language budgets by the same
amount demand has reduced then redirecting that money to other collections
Why does the Library propose spending tens of thousands of dollars per
language in permanent decline instead of spending that money on items people
actually want including third-language items that really get used
Collections policy really does contain a large dosage of whim I should know being the
largest single submitter of blue forms and whose yellow forms are simply
ignored (Boardmembers ldquoWhat are thoserdquo) being someone who knows there is
no policy at all for acquiring new magazine titles and getting rid of dud titles and
most of all being the person who has had to take the Toronto Public Library to
the Human Rights Tribunal of Ontario over its banning of a single author an
outrageous unprincipled action that is seriously popular in-house and which the
Library clearly intends to defend to the death at any cost in legal fees
Yet this is the same department you intend to authorize to waste money on third-
language materials that will never be used while also handing it another
482 grand
If you actually used the Library and if you actually read your own reports would you
leave these items in the proposed budget Again what happens if Sue-Ann Levy
finds out and documents these errors in a newspaper none of you really think
should be taken seriously in the first place
ndash 30 ndash
Ready for Reading WebsiteToronto Public Library
Peggy Thomas
Manager Childrenrsquos Services
Questions
Contact informationPeggy Thomaspthomastorontopubliclibraryca
2017 Interim Budget Estimates 1
STAFF REPORT ACTION REQUIRED
2017 Interim Budget Estimates
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The purpose of this report is to seek Toronto Public Library Board adoption of the 2017
interim operating and capital budget estimates in order to enable Toronto Public Library
(TPL) to carry out normal operations during the period between January 1 2017 and the date
on which Council approves the 2017 operating and capital budgets expected to be on
February 15 or 16 2017
The interim operating budget for TPL is $48647 million gross ($44249 million net) which
is based on 25 of TPLrsquos 2016 approved budget The interim capital budget is $5522
million gross ($3524 debt) which is based on 25 of the 2017 funding commitments for
previously approved capital projects
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 adopts the 2017 interim operating budget of $48647 million gross ($44249 million
net) subject to Council approval and
2 adopts the 2017 interim capital budget of $5522 million gross ($3524 million debt)
subject to Council approval
FINANCIAL IMPACT
The 2017 interim budget estimates will enable TPL to carry out normal operations during the
period between January 1 2017 and the date on which Council approves the 2017 operating
and capital budgets expected to be on February 15 or 16 2017 The 2017 interim operating
budget for TPL is $48647 million gross ($44249 million net) which represents 25 of
TPLrsquos 2016 approved operating budget
The interim capital budget is $5522 million gross ($3524 million debt) which represents
25 of the 2017 funding commitments for previously approved capital projects Any unspent
11
2017 Interim Budget Estimates 2
capital funds from 2016 will also be available during the interim period of 2017 The
combination of the 25 funding and 2016 unspent carry-forwards will be adequate to meet
TPLrsquos capital needs in the interim period
The budget percentage approvals are consistent with other City Agencies and Divisions
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
ALIGNMENT WITH STRATEGIC PLAN
The adoption of the 2017 interim budget estimates ensures the continuance of TPLrsquos business
until Council approves the 2017 operating and capital budgets
ISSUE BACKGROUND
In accordance with TPLrsquos Financial Control Policy prior to the approval of the annual
operating and capital budgets the Library Board needs to adopt the Council-approved
interim estimates to fund the continuance of the Libraryrsquos business from the first day of
January to the date the operating and capital budgets for that year are approved
COMMENTS
The 2017 interim budget estimates for the operating and capital budgets expected to be
approved by Council on December 13 2016 enable City Programs and Agencies to carry out
their operations until Council approves the 2017 operating and capital budgets expected on
February 15 or 16 2017
Expenditures made during the period beginning January 1 2017 to until the date Council
approves the 2017 operating and capital budgets must be restricted to normal operations
CONTACT
Larry Hughsam Director Finance amp Treasurer Tel 416-397-5946
E-mail lhughsamtorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
Runnymede Branch ndash Award of Tender 1
STAFF REPORT ACTION REQUIRED
Runnymede Branch ndash Award of Tender
Date November 21 2016
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 of Runnymede Branch as per
Toronto Public Libraryrsquos (TPLrsquos) drawings and specifications
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 awards the contract to the lowest bidder Brown Daniels Associates for the interior
renovation of the Runnymede Branch at a cost of $543147 which includes a
contingency of $49377 [excluding Harmonized Sales Tax (HST)]
FINANCIAL IMPACT
The total amount of $543147 which is made up of the tender amount of $493770 plus the
contingency of $49377 (excluding HST) is included as part of the Multi-Branch Renovation
State of Good Repair (SOGR) Project of the approved 2016 capital budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
ALIGNMENT WITH STRATEGIC PLAN
The interior renovation of the Runnymede Branch helps to achieve various strategic plan
priorities and goals including
increase access to in-branch services and spaces and new options to expand public and
community space
advance State of Good Repair projects to provide welcoming well-maintained and efficient
public space
create in-branch environments that connect neighbourhoods and communities offering
opportunities for partnerships civic engagement and resident participation
12
Runnymede Branch ndash Award of Tender 2
build capacity to deliver elearning and interactive distance learning services
offer broad access to experiential collaborative mentored and networking learning
opportunities in response to the different ways people learn and the unique needs of local
communities
offer access to new and emerging technologies to support innovation entrepreneurship and
creativity
COMMENTS
Runnymede is a 12034 sq ft neighbourhood branch In 2015 Runnymede was the third
busiest branch in the Toronto Public Library system in terms of visits and the busiest branch
in terms of holds pick-up The branch opened in 1928 and is listed on Toronto Historical
Boards Inventory of Heritage Properties It has undergone several renovations over the
years
A renovation and expansion of Runnymede Branch was completed and successfully opened
to the public in 2005 Eleven years have passed and library service has changed With
introduction of self-service and more collaborative work spaces the existing large service
desk is no longer required Moreover the high level of traffic creates congestion in the
branch The proposed renovation to the main floor of the library will resolve these issues In
addition to the installation of a new smaller service desk the renovation will involve a re-
design of the computer areas new flooring new window coverings and collections
merchandizing The second floor of the branch will be opened up to improve security
through increased visibility and allow for greater flexibility in the use of the public space
Architects for the project Building Arts Architects Inc was hired to provide architectural services for the Runnymede
Branch renovation project in April 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 of the most experienced and previously proved General
Contractors were pre-qualified and invited to bid on the project All eight (8) attended the
mandatory site meeting at Runnymede Branch on October 4 2016
Call for Tenders On September 30 2016 the Call for Tenders was issued to the eight pre-qualified bidders 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 The bid documents prepared by the Architects were
supplied to all prequalified bidders All bidders had to attend a mandatory information
meeting on October 4 2016 The bid documents comprised the following documents
List of Prequalified Bidders
Instruction to Bidders
Runnymede Branch ndash Award of Tender 3
Available Project Information
Stipulated Price Bid Form
Unit Prices Bid Form Supplement
Alternative Prices Bid Form Supplement
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 October 20 2016 TPL received tenders from seven of the pre-qualified General
Contractors The Architects and library staff analysed the three lowest bids to ensure that all
requirements of the bidding process were met as follows
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 amp
material bond)
o unconditional bid
o completed amp sealed stipulated price bid form
o acknowledges all addenda issued as part of the Call for Tenders
o completed amp dated unit prices bid form supplement
o completed amp dated alternative prices bid form supplement
o completed amp dated list of subcontractors bid form supplement
o confirmation of pre-qualified subcontractors where required
Award of tender recommendation For the recommended contract award to Brown Daniels Associates the following
requirements have been met
1 The bidder is in conformance with 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 successfully completed a number of Toronto Public Library
projects including Woodside Square Mimico and Ellesmere Branches North York Central
Library and the recent Beeton Hall renovation at the Toronto Reference Library The
references were checked by the architect and were satisfactory
Runnymede Branch ndash Award of Tender 4
CONTACT
Moe Hosseini-Ara Director Branch Operations and Customer Experience
Tel 416-397-5944 E-mail mhosstorontopubliclibraryca
Gail Rankin Senior Manager Facilities Management Tel 416-395-5881
E-mail grankintorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
13 aLIBRARYAPPROVED MINUTES Page I
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 1 Tuesday May 31 2016 from 540 pm to 725 pmToronto Reference Library Board Room 789 Yonge Street Toronto
Members PresentMr Ron CarinciMs Lindsay ColleyMs Dianne LeBretonMs Sue Graham-Nutter
RegretsMs Archana Shah
SPPM Call to Order16-001 Elizabeth Glass Director Policy Planning amp Performance Management and the
City Librarianrsquos desiwiate called the meeting to order at 540 pm
SPPM Election of Chair of the Strategic Plan Performance Measures Committee16-002 Elizabeth Glass called for nominations for the Chair of the Strategic Plan
Performance Measures Steering Committee
Moved by 1 CarinciThat1 Dianne LeBreton be nominated for chair
carriedDianne LeBreton agreed to stand for election
There being no further nominations it wasMoved by L ColleyThat the Strategic Plan Performance Measures Committee1 closes nominations
carried
Elizabeth Glass declared Diarme LeBreton duly elected Chair of the Strategic PlanPerformance Measures Committee by acclamation
Dianne LeBreton assumed the Chair
APPROVED MINUTES Page 2
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 1 Tuesday May 31 2016 from 540 pm to 725 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Declarations of Conflict of Interest16-003 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda16-004 Moved by R (lsquoarinci
That the Strategic Pla ii Perbnnance Measures Committee1 approves the agenda
Carried
SPPM Communications16-005 There were no Communications items at the May 31 2016 Strategic Plan
Performance Measures Committee meeting
SPPM Presentations16-006 There were no public presentations at the May 31 2016 Strategic Plan
Performance Measures Committee meeting
Item for ApprovalSPPM Strategic Plan 2016-20 19 Status and Performance Management Reporting Tools
Elizabeth Glass and Michele Melady Acting Manager Planning amp Developmentprovided a presentation on status and performance management reporting tools
16-007 Committee DecisionIrsquofo red by K CauinciThat the Strategic Plan Perbrmance Measurement Committee1 considers the summary of Toronto Public Library s strategic priority
alignment witi key City strategiesbr information (Attachment 1)2 considers the template that will he used for the semimdashannual status report
on Strategic Plan activitiesbr 2016br presentation to the Library Boardin June fbr inbnnation Attacunent 2)
3 considers the Divi Strategic Plan Dashboard to provide recommendationson the brmat so that staff cciii make revisions and populate the templatewith nwasuucs br the next Steering Committee Meeting (Attachment 3)
Carried as amended
APPROVED MINUTES Page 3
Toronto Public library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 1 Tuesday May 31 from 540 pm to 725 pmToronto Reference Library Board Room 789 Yonge Street Toronto
MotionsSee the followingMoved by R CarinciThat the Strategic Plan Performance Measures Committee1 considers the summary of Toronto Public Libraryrsquos swategic priority
alignment with key City strategies for information (Attachment 1)2 endorses (lie template that will be usedfor the semi-annual status report
on Strategic Plan activities for 2Ol6for presentation to the Library Boardin June for information (Attachment 2)
3 considers the Draft Strategic Plan Dashboard to pro viderecommendations on the format so that staffcan make revtcions andpopulate the template with measures for the next Steering ConmitteeMeeting (Attachment 3)
Amended
Moved in amendment by S Graham-NutterThat the Motion moved by R Carbici be amended to change the word endorsesrdquoin Recommendation 2 to the word considers so that it reads asjoacutellows1 considers the template that will be usedJar the semi-annual status report
on Strategic Plan activitiesfor 2016for presentation to the Library Boardin June for information (Attachment 2)
Carried
SPPM Adjournment16-008 Moved by pound Graham-Nutter
That the Strategic Plan Perjagravermance Measures Committee1 adjourns the May 31 2016 Strategic Plan Performance Measures
Committee meetingCarried
The meeting ended at 725 pm c)r -
Signed ( I lsquoI 7lt--
TORONTOPUB LIC
LIBRARYAPPROVED MINUTES Page 1
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 2 Wednesday July 13 2016 from 530 pm to 635 pmToronto Reference Library Board Room 789 Yonge Street Toronto
Members PresentMs Dianne LeBreton (Chair)Ms Lindsay CofleyMs Sue Graham-NutterMs Archana Shah
RegretsMr Ron Carinci
SPPM Call to Order16-010 Dianne LeBreton called the meeting to order at 530 pm
SPPM Declarations of Conflict of Interest16-011 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda16-012 Moved byL colley
That the Strategic Plan Petformance Measures Committee1 approves the agenda
Carried
SPPM Confirmation of IrsquoIay 31 2016 Strategic Plan Performance Measures Committee16-0 13 Meeting Minutes
Moved by L ColleyThat the Strategic Plan PerJbrmance Measures Committee1 confirms the Minutes of the May 31 2016 Strategic Plan Performance
Measures CommitteeCarried
APPROVED MENUTES Page 2
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteelNrsquoIeeting No 2 Wednesday July 13 from 530 pm to 635 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Business Arising from the Minutes16-014 There were no Business Arisingfrom the Mintues items at the July 13 2016
Strategic Plan Performance Measures Committee meeting
SPPM Communications16-015 There were no Communications items at the July 13 2016 Strategic Plan
Performance Measures Committee meeting
SPPM Presentations16-016 There were no public presentations at the July 13 2016 Strategic Plan
Performance Measures Committee meeting
Itemfor ApprovalSPPM Strategic Plan 2016-2019 Status and Performance Management Reporting Tools16-0 17 Elizabeth Glass Director Policy Planning amp Performance Management and
Linda Hazzan Director Communications Progranuning amp CustomerEngagement provided a presentation on status and performance managementreporting tools
Moved byA ShahThat the Strategic Plan Performance Measurement Committee1 considers the attached presentation materials and2 directs staffto further develop the balanced score card key performance
indicators and the Strategic Plan dashboard and indicatorsfor a StrategicPlan Performance Measures Steering committee meeting in September
CarriedSPPM Adjournment16-018 iWoved by S Graham-Nutter
That the Strategic Plan Performance ArsquoJeasures Committee1 adjourns the July 13 2016 Strategic Plan Performance Measures
Committee meeting
Carried
The meeting ended at 635 pm-
Signed lsquoiV i f
TORONTOPUB LIC
LIBRARYAPPROVED MINUTES Page 1
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 3 Tuesday September 20 2016 from 530 pm to 630 pmToronto Reference Library Board Room 789 Yonge Street Toronto
Members PresentMs Dianne LeBreton (Chair)ML Ron CadnciMs Lindsay ColleyMs Archana ShahMs Sue Graham-Nutter
Regrets
SPPM Call to Order16-019 Dianne LeBreton called the meeting to order at 530 pm
SPPM Declarations of Conflict of Interest16-020 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda16-021 Moved by L Colley
That the Strategic Plan Performance Measures Committee1 approves the agenda
Carried
SPPM Confirmation of July 13 2016 Strategic Plan Performance Measures Committee16-022 Meeting Minutes
Moved by L ColleyThat the Strategic Plan Peiformance Measures Committee1 confirms the Minutes of the fitly 13 2016 Strategic Plan Performance
Measures Committee
Carried
APPROVED MINUTES Page 2
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 3 Tuesday September 20 2016 from 530 pm to 630 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Business Arising from the Minutes16-023 There were no Business Arisingfrom (lie Minutes items at the September 20 2016
Strategic Plan Performance Measures Committee meeting
SPPM Communications16-024 There were no Communications items at the September 20 2016 Strategic Plan
Performance Measures Committee meeting
SPPM Presentations16-025 There were no public presentations at the September 20 2016 Strategic Plan
Performance Measures Committee meeting
Itemfor ApprovalSPPM Strategic Plan 2016-2019 Accountability Framework and Reporting Tools16-026 Elizabeth Glass Director Policy Planr1ing amp Performance Management
provided a presentation on accountability framework and reporting tools
Moved by S Graham-NurterThat the Strategic Plan Performance Afeasurement Committee1 considers the approach ofusing logic models and a balanced scorecard as
the strategic plan accountabilityframework and a dashboard to visuallyrepresent the progress and achievement as outlined in the flowchart(Attachment 1k
2 endorses the logic model examples that will be used as templates fordeveloping a logic model for each strategic priority (Attachments 2 and3k
3 endorses the balanced scorecard and recommended key performanceindicatorsJbr the Boardrsquos monitoring and assessment ofthe strategicplan lsquo5 progress (Attachment 1)
Deferred
The Committee deferred consideration of the recommendations in the StrategicPlan 2016-2019 Accountability Framework and Reporting Tools report until thenext meeting of the Committee
APPROVED MINUTES Page 3
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 3 Tuesday September 20 from 530 pm to 630 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Adjournment16-027 Moved by L Colley
That the Strategic Plan Performance Measures Committee1 adjourns the September 20 20J6 Strategic Plan Performance Measures
Conunittee meetingCarried
The meeting ended at 630 pm - - - I
Signed (V UrsquoL
MINUTES Page 1
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
13b
Members Present
Mr Ron Carinci
Ms Lindsay Colley
Ms Archana Shah
Ms Sue Graham-Nutter
Regrets
Ms Dianne LeBreton (Chair)
SPPM Call to Order
16-028 Vickery Bowles called the meeting to order at 530 pm Ms Bowles advised that
Dianne LeBreton committee chair was unexpectedly unable to attend the
meeting An election of an acting chair was required
SPPM Declarations of Conflict of Interest 16-029 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda 16-030 Moved by R Carinci
That the Strategic Plan Performance Measures Committee approves the agenda
as revised to
1 elect an Acting Chair for the November 7 2016 meeting in the absence of
the Committee Chair
Carried
MINUTES Page 2
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Election of Acting Chair
16-031 Vickery Bowles called for nominations for the Acting Chair of the Strategic Plan
Performance Measures Steering Committee
Moved by R Carinci
That
1 Sue Graham-Nutter be nominated for Acting Chair
Carried
Sue Graham-Nutter agreed to stand for election
There being no further nominations it was
Moved by R Carinci
That the Strategic Plan Performance Measures Committee
1 closes nominations
Carried
Vickery Bowles declared Sue Graham-Nutter duly elected Acting Chair of the
Strategic Plan Performance Measures Committee by acclamation
Sue Graham-Nutter assumed the Chair
SPPM Confirmation of September 20 2016 Strategic Plan Performance Measures
16-032 Committee Meeting Minutes Moved by R Carinci
That the Strategic Plan Performance Measures Committee
1 confirms the Minutes of the September 20 2016 Strategic Plan
Performance Measures Committee
Carried
SPPM Business Arising from the Minutes
16-033 There were no Business Arising from the Minutes items at the November 7 2016
Strategic Plan Performance Measures Committee meeting
SPPM Communications
16-034 There were no Communications items at the November 7 2016 Strategic Plan
Performance Measures Committee meeting
MINUTES Page 3
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Presentations
16-035 There were no public presentations at the November 7 2016 Strategic Plan
Performance Measures Committee meeting
Item for Approval
SPPM Strategic Plan 2016-2019 Accountability Framework Reporting Tools and Key
16-036 Performance Indicators
Elizabeth Glass Director Policy Planning amp Performance Management
responded to questions from committee members
Moved by L Colley
That the Strategic Plan Performance Measurement Committee
1 endorses the Strategic Plan accountability framework as outlined in the
flowchart (Attachment 1)
2 endorses the logic model examples that will be used as templates for
developing a logic model for each strategic priority (Attachments 2
and 3)
3 endorses the balanced scorecard and recommended key performance
indicators for the Boardrsquos monitoring and assessment of the Strategic
Planrsquos progress (Attachment 4)
Carried
Staff were directed to provide Board members with an overview of the
accountability framework for the Strategic Plan with the tools KPIs and the
reporting timelines
SPPM Adjournment
16-037 Moved by L Colley
That the Strategic Plan Performance Measures Committee
1 adjourns the November 7 2016 Strategic Plan Performance Measures
Committee meeting
Carried
The meeting ended at 600 pm
Signed
Strategic Plan 2016-2019 Accountability Framework 1
STAFF REPORT ACTION REQUIRED
Strategic Plan 2016-2019 Accountability Framework
Date November 21 2016
To Toronto Public Library Board
From Strategic Plan Performance Measures Committee
SUMMARY
The purpose of this report is to recommend the approval of the Strategic Plan 2016-2019
Accountability Framework to the Toronto Public Library Board
A Strategic Plan Performance Measures Committee was established on April 25 2016 to
provide advice and recommendations to the Board for strengthening the Boardsrsquo
monitoring and assessment of the strategic planrsquos implementation for compliance and
progress
The Committee met four times from May to November 2016 to receive and inform the
development of the Strategic Plan 2016-2019 Accountability Framework which contains
three main tools a balanced scorecard with key performance indicators a dashboard to
visually present the results and a logic model to show the alignment between the strategic
priorities key activities over four years and the expected outcomes and impact
At its November 7 2016 meeting the Committee endorsed the Accountability Framework
and concluded its work
RECOMMENDATIONS
The Strategic Plan Performance Measures Committee recommends that the Toronto
Public Library Board
1 approves the Strategic Plan 2016-2019 Accountability Framework
FINANCIAL IMPACT
There is no financial impact beyond what has already been approved in the current yearrsquos
budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
13c
Strategic Plan 2016-2019 Accountability Framework 2
DECISION HISTORY
At its April 25 2016 meeting the Library Board received the following report Strategic
Plan Performance Measures Committee Terms of Reference and approved the Terms of
Reference for the Strategic Plan Performance Measures Committee as outlined in
Attachment 1
httpwwwtorontopubliclibrarycacontentabout-the-
librarypdfsboardmeetings2016apr2512-performance-measures-committee-terms-of-
referencepdf
httpwwwtorontopubliclibrarycacontentabout-the-
librarypdfsboardmeetings2016apr2512-performance-measures-committee-terms-of-
reference-att-1pdf
At its May 31 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Status and Performance
Management Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-may-31jsp
At its July 13 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Status and Performance
Management Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-jul-13jsp
At its September 20 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Accountability
Framework and Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-sep-20jsp
At its November 7 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Accountability
Framework Reporting Tools amp key Performance Indicators
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-nov-07jsp
ISSUE BACKGROUND
The Strategic Plan Performance Measures Committee was established on April 25 2016 to
provide advice and recommendations to the Library Board for strengthening the Boardrsquos
monitoring and assessment of the strategic planrsquos implementation for compliance and
progress
During the development of the Accountability Framework and the reporting tools the
Committee met four times from May to November 2016 to receive information and provide
advice At its November 7 2016 meeting the Committee endorsed the Framework and
concluded its work
Strategic Plan 2016-2019 Accountability Framework 3
COMMENTS
There are three broad outcomes for the Strategic Plan 2016-2019 based on input gathered
from Toronto residents during the strategic plan consultation process
Expanding Access
Increasing Opportunity
Building Connections
Six strategic priorities were established to advance the broad outcomes
Advancing TPLrsquos digital platforms
Breaking down barriers to access driving inclusion
Expanding access to technology and training
Establishing TPL as Torontorsquos centre for continuous and self-directed learning
Creating community connections through cultural experiences
Transforming for 21st century service excellence
The purpose of the Accountability Framework is to guide the development monitoring and
reporting of the annual work plan for each of the four years from 2016 to 2019 and the
overall achievements of the Strategic Plan over four years It serves as
a reporting structure for the Board to monitor the progress of the strategic plan and
provide guidance
a public facing reporting tool to demonstrate openness and accountability
an internal tool to advance shared understanding of the strategic priorities and guide the
work of staff
The Accountability Framework is composed of three main tools
1 Balanced Scorecard with key performance indicators (Attachment 1 amp Attachment 2)
The overall achievements of the strategic plan will be reported using a balanced
scorecard approach with key performance indicators established under four
perspectives Customer Operational Learning amp Growth and Financial Work plan
achievements will be reported to the Board in a semi-annual status report
2 Dashboard (Attachment 3)
A dashboard format will be used to visually present the strategic plan achievements
as measured against the key performance indicators and targets This will be reported
to the Board annually
3 Logic Models
A logic model (Attachment 4) is developed to align the six strategic priorities with
key activities the broad outcomes and the contribution to the success of City of
Torontorsquos key strategies over four years
Logic models will also be developed for each strategic priority with appropriate key
activities and outcomes to guide the development of annual work plans strategic
Strategic Plan 2016-2019 Accountability Framework 4
partnerships and funding priorities Attachment 5 shows an example of a logic model
for Strategic Priority 2 Breaking down barriers to access driving inclusion
The flowchart in Attachment 6 illustrates the relationship of the three tools The key activity
of Expanding Access to branches and community service points under Priority 2 is provided
as an example
CONTACT
Elizabeth Glass Director Policy Planning amp Performance Management
Tel 416-395-5602 E-mail eglasstorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Balanced Scorecard with Key Performance Indicators
Attachment 2 List of Strategic Plan 2016-2019 Key Performance Indicators
Attachment 3 Dashboard example
Attachment 4 Strategic Plan 2016-2019 Logic Model
Attachment 5 Strategic Plan 2016-2019 Priority 2 Logic Model
Attachment 6 Strategic Plan 2016-2019 Accountability Framework Flowchart
Strategic Plan 2016 mdash 2019 Balanced Scorecard Attachment 1
Key Performance Indicators
Total number of active members
bull Total use per capita
bull Visits per capita
bull Virtual visits per capita
bull In-branch technology utilization rate internet access workstationper 100000 population wireless connections per capita
bull Utilization rate (program capacity) learning programs(ESL + Literacy + User Ed + lifelong learning)
bull Utilization rate of technology training programs
bull Utilization rate of cultural programs
bull ft of branches providing regular after-schoolprogramming from September to June
bull User satisfaction overall
bull User satisfaction in-branch technology(computers software wifi)
Users satisfaction knowledge andhelpfulness of staff
Key Performance Indicators
bull Total Open Hours
bull ft of Sunday branches (September to June)
bull ft of NIA Sunday branches (September to June)
bull ft of Sunday branches (Year-round)
ft of NIA Sunday branches (Year-round)
Turnover rate of circulating items
of special collections that are digitized
KKey Performance Indicators
bull Logic Models and evaluation frameworksdeveloped for strategic priorities
bull Spending in staff development (Total Averageper staff)
bull staff who report they have the skills andtraining to meet service delivery outcomes
bull of staff who report high levels ofengagement
Key Performance Indicators
bull Cost per use
Operating Expenditures
Operating expenditures per capita
Operating expenditures for electronic materials
Operating expenditures for digital technology
bull Total funding
bull Total funding per capita
bull Total funding from TPL Foundation
Page 1 of 1
Strategic Plan 2016-2019 Balanced Scorecard Key Performance Indicators
Customer Perspective Operational Perspective Learning amp Growth Perspective Financial Perspective
Total number of active members
Total use per capita o Visits per capita
Virtual visits per capita
In-branch technology utilization rate internet access workstation per 100000 population wireless connections per capita
Utilization rate (program capacity) learning programs (ESL + Literacy + User Ed + lifelong learning)
Utilization rate of technology training programs
Utilization rate of cultural programs
of branches providing regular after-school programming from September to June
User satisfaction overall
User satisfaction in-branch technology (computers software wifi)
Users satisfaction knowledge and helpfulness of staff
Total Open Hours o of Sunday branches
(September to June) o of NIA Sunday branches
(September to June) o of Sunday branches
(Year-round) o of NIA Sunday branches
(Year-round)
Turnover rate of circulating items
of special collections that are digitized
Logic Models and evaluation frameworks developed for strategic priorities
Spending in staff development (Total Average per staff)
staff who report they have the skills and training to meet service delivery outcomes
of staff who report high levels of engagement
Cost per use
Operating Expenditures o Operating expenditures per
capita
Operating expenditures for electronic materials
Operating expenditures for digital technology
Total funding o Total funding per capita o Total funding from TPL
Foundation
Attachment 2
Attachment 3
Strategic Plan 2016-2019 Dashboard
Key Performance Indicators
Example Open Hours
2016 Activities that will move the dial Status
Sunday service expanded to create year-round service at 6 District and 2 R amp R branches and added to 6 neighbourhood branches to provide seasonal Sunday service
Measure Baseline (2015) Current (Dec 2016) Target (2019) change
Total open hours 269672 hours 274397 hours 281878 hours + 45
Attachment 4
Toronto Public Library Strategic Plan 2016-2019 Logic Model
Torontonians are aware of library services to
address immediate needs
Create and implement Digital Strategy to develop online services
Torontonians have access to reading and
learning materials in a wide range of formats
and levels to support the joy of reading and
lifelong learning
TPL has resources and well-trained staff to
deliver strategic outcomes
Torontonians are connected through cultural
and leisure experiences and opportunites
TPL provides exceptional services and
experience at customers every point of need
TPL increased partnership and funding
opportunities with City of Toronto community
organizations and funding partners
Torontonians have improved access to
technology and staff assistance to develop
technology skills
Torontonians have expanded access to
emerging technology innovation spaces and
programs
Torontonians have new experiential
collaborative and e-learning opporunities to
support education employment and multiple
literacies
Use technology to drive improvements in business processes and
efficiency eg cloud analytics
Torontonians have equitable
support to learning and training
and gain the knowledge multiple
literacy skills and networks to
enrich their education work life and
leisure experiences
Torontonians have access to
programs and activities to support
and enhance diverse cultural
experiences and library collections
that reflect their cultural ineterests
and needs
Support readers of all ages and interests with diverse collections
readers advisory and a wide range of literary and cultural programs
Toronto children and youth have additional safe
after school social and learning environments
and programs
Priorities Key Activities
Mission Toronto Public Library provides free and equitable access to services which meet the changing needs of Torontonians The Library preserves and promotes universal
access to a broad range of human knowledge experience information and ideas in a welcoming and supportive environment
Establishing TPL as Torontos
centre for continuous and self-
dlirected learning
Impact
Expanding access to technology
and training
Advancing TPLs digital platforms
Breaking down barriers to access
driving inclusion
Expand high quality out-of-school-time programs for children and youth
Increase awareness and engagement across library channels
Allocate additional resources to sustain current and emerging
technology
Provide access to current and emerging technology and training in
library branches and community locations
Identify and remove policy barriers to online and in-person servicesToronto Public Library is a
community asset that builds
community capacity and improves
Torontonians well-being
Toronto Public Library contributes to the success of
Toronto Strong Neighbourhood Strategy 2020
Actions for strong Neighbourhoods
under five domains
Physical surroundings
Economic opportunities
Healthy lives
Social development and
Participation in civic decision-making
Toronto Public Library is a key partner in
City of Torontos Poverty Reduction Strategy
in addressing the issues of
service access and availability
Toronto Public Library supports the positive
outcomes of City of Torontos strategies for targeted
population including
Raising the Village Measuring the Well-being
of Children and Families in Toronto
Toronto Youth Equity Strategy
Toronto Newcomer Strategy
Toronto Seniors Strategy
Expand access to branches and community service points
Develop new resources programs and partnerships to deliver eLearning
programs
Provide in-branch resources space and technology to support
experiential learning
Provide resources and programs to support civic engagement
community events and discussion of social issues
Transforming for 21st century
service excellence Dedicate staff resources and training to provide expertise in key
strategic areas eg technology and literacy
Torontonians are empowered and supported in
their partcipation in civic lifeCreating community connections
through cultural experiences
Create diverse and inclusive cultural programs and experiences in
branch and online spaces
Curate and digitize special collections to reflect Torontos diverse
history culture and heritage
Develop organizational structure and culture to support innovation and
customer service excellence
ACCESS
OPPORTUNITY
CONNECTIONS
Outcomes
Torontonians have easy convienient online
access to library collections and services
Torontonians have convenient and local access
to neighbourhood spaces and services
Attachment 5
Expand online services
Develop self-serve Library Kiosks
Increased program offerings
After hours access implemented
Increased online service options
Increased self-service options
CONNECTIONS
Understand City demographics
demands and use of a full range of
library services
Develop after-hours access at branches
2 Breaking down
barriers to access
driving inclusion
Toronto Public Library contributes to the success of
City of Torontos key strategies including
Toronto Strong Neighbourhood Strategy 2020
bull Targeting appropriate resources to
respond to neighbourhood needs
Toronto Poverty Reduction Strategy
bull Address immediate needs
bull Create pathways to prosperity
bull Increase service access and availability
ACCESS
OPPORTUNITYLibrary membership options reflect
users online and branch access
needs
Provide access to current
and emerging technology
and training in library
branches and community
locations
Increase awareness and
engagement across library
channels
Sunday service expanded in target
branches
Identify and remove policy
barriers to online and in-
person services
Expand access to branches
and community service
points
Number of blocked library cards
reduced in target populations
Toronto Public Library Strategic Plan 2016-2019 Logic Model
Priority Impact
Mission Toronto Public Library provides free and equitable access to services which meet the changing needs of Torontonians The Library preserves and promotes universal access to a broad
range of human knowledge experience information and ideas in a welcoming and supportive environment
OutcomeKey Activities
Toronto Youth Equity Strategy
bull Service gaps
bull Service relevance amp accessibility
Toronto Newcomer Strategy
bull Improving access to municipal supports
bull Supporting civic engagement and
community capacity
Develop marketing strategy and conduct
publicity campaigns
Toronto Seniors Strategy
bull Equity
bull Inclusion
bull Respect
bull Quality of life
Expand access to library service in
community locations
Toronto Public Library is a
community asset that builds
community capacity and improves
Torontonians
well-being
Torontonians have equitable
support to learning and training
and gain the knowledge multiple
literacy skills and networks to
enrich their education work life
and leisure experiences
Torontonians have access to
programs and activities to support
and enhance diverse cultural
experiences and library
collections that reflect their
cultural ineterests and needsIncreased circulation of library
materials
Identify and remove policy barriers to
online and in-person services
Raising the Village Measuring the
Well-being of Children and Families in Toronto
bull Families have equitable access to
learning and training and are active in
their childrenrsquos education
bull Families belong to communities and
have the freedom to express and
opportunities to foster their culture and
identity
Torontonians are aware of library
services to address immediate needs
Conduct outreach and customer
engagement programs
Expand branch hours with additional
programs
Torontonians have easy
convienient online access to library
collections and services
Torontonians have convenient and
local access to neighbourhood
spaces and services
Attachment 6
Accountability Framework
Example
Priority Key Activity Short Term Medium Term Impact
Breaking down barriers to access
driving inclusion
Expand access to branches and
community service points
Torontonians have convenient and
local access to neighbourhood spaces
and services
Toronto Public Library is a community
asset that builds community capacity
and improves Torontonians well-being
Toronto Poverty Reduction Strategy
Increase service access and availability
Example
Customer Perspective Operational Perspective Learning amp Growth Perspective Financial Perspective
Utilization rate Service hours added Staff training Cost per use
Example
Is a visual representation of progress towards four years targets for KPIs to achieve strategic outcomes
with a baseline benchmark and annual target
Dashboard
Monitors the progress of the strategic plan across four perspectives and indentifies KPIs to measure progress towards outcomes
Links planned activities to expected outcomes
Toronto Public Library Strategic Plan 2016-2019
Implementation Compliance and Progress
Logic Model
Balanced Scorecard
Outcomes
Strategic Plan 2016-2019
Accountability Framework
November 21 2016
Toronto Public Library Board Meeting
1
Accountability Framework
Strategic Plan Performance Measures Committee
to provide advice and recommendations to the Board for
strengthening the Boardrsquos monitoring and assessment of the
strategic planrsquos implementation for compliance and progress
2
Accountability Framework
Strategic Plan Performance Measures Committee
bull Met four times from May to November 2016
bull Endorsed Accountability Framework at November 7 2016
meeting
bull Concluded its work
3
Accountability Framework
Purpose of framework
bull To guide the development monitoring and reporting of
The Annual work plan for each year from 2016-2019
The overall achievements of the Strategic Plan over four
years
4
Accountability Framework
bull A reporting structure for the Board to monitor the
progress of the strategic plan and provide guidance
bull Public facing reporting tool to demonstrate openness
and accountability
bull An internal tool for staff
5
Accountability Framework
Strategic Plan 2016-2019
bull Three broad outcomes
Access
Opportunity
Connections
And six strategic priorities
6
Accountability Framework
Strategic Plan 2016-2019
bull Six Strategic Priorities
Advancing TPLrsquos digital Platforms
Breaking down barriers to access driving inclusion
Expanding access to technology and training
Establishing TPL as Torontorsquos centre for continuous and
self-directed learning
Creating community connections through cultural
experiences
Transforming for 21st century service excellence
7
Accountability Framework
Three main tools
bull Balanced Scorecard with Key Performance
Indicators (KPIs)
bull Dashboard for visual presentation
bull Logic Models
8
Accountability Framework
Balanced Scorecard
bull A performance measurement tool developed at the
Harvard Business School
bull Provides a framework to monitor organization
performance from four perspectives the customerrsquos
perspective an internal business perspective an
innovation and learning perspective and the
financial perspective
Balance scorecard Encyclopedia of Business Gale 2000
9
10
Strategic Plan 2016 ndash 2019 Balanced Scorecard
11
Strategic Plan 2016 ndash 2019 Balanced Scorecard
Accountability Framework
Reporting timeline
bull Annual work plan achievements will be reported
to the Board in a semi-annual status report in
June and year end
bull Overall achievements of the strategic plan will be
reported annually to the Board (eg first quarter
of 2017 for 2016) using a balanced scorecard and
presented visually using a dashboard
12
Accountability Framework
13
Accountability Framework
Logic Model
bull A logic model is a systematic and visual way to present the
relationships among the resources to operate a program the
planned activities and the changes or results you hope to
achieve
14
WK Kellogg Foundation Logic Model Development Guide 2004
Accountability Framework
Logic Models
bull A Strategic Plan 2016-2019 aligns 6 strategic priorities
with
Key activities
3 broad strategic outcomes
City of Torontorsquos key strategies
bull Plus a logic model for each of the 6 strategic priorities
15
16
Strategic Plan 2016-2019 Logic Model
17
Strategic Plan 2016-2019 Priority 2 Logic Model
18
Accountability Framework
Questions amp Discussion
19
20
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 1
STAFF REPORT ACTION REQUIRED
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report proposes revised meeting dates for the December 2016 and January 2017
meetings for Toronto Public Library Board approval
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves rescheduling the December 8 2016 Toronto Public Library Board meeting
to December 12 2016 and
2 approves rescheduling the January 23 2017 Toronto Public Library Board meeting to
January 30 2017
FINANCIAL IMPACT
There is no financial impact arising from this report
The Director Finance and Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
At the January 25 2016 meeting the Board approved the schedule for meetings in 2016
including December 8 2016
At the October 24 2016 meeting the Board was provided with the proposed schedule for
meetings in 2017 including January 23 2017 for approval at the January 2017 meeting
14
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 2
COMMENTS
Library staff have recently reviewed the Cityrsquos updated budget schedule The Library Board
meeting in December is not well aligned with the Cityrsquos schedule A later December date
would provide the Board with more opportunity to be informed and kept up-to-date on the
2017 budget as well as to participate in the process As a result the rescheduling of the
December 8 2016 meeting to Monday December 12 is being recommended Board
members were canvassed and quorum is attainable for a meeting on December 12 2016
As the same scenario is also a possibility for the proposed January 23 2017 meeting it is
recommended that the date be changed to January 30 2017
Key dates for the 2017 budget process are shown below
2017 Budget Timetable
Date Political Review TPL Board
2016
Nov 21 Board meeting
Dec 2 Budget Committee launch
Dec 12 (from 8) Board meeting
Dec 161920 (21) Budget Committee presentations
2017
Jan 5 910 Budget Committee public deputations
Jan 12 Budget Committee wrap-up
Jan 24 Budget Committee final
Jan 30 (from 23) Board meeting
Feb 7 Executive Committee
Feb 15 16 (17) Council approval
Feb 21 Board meeting
CONTACT
Nancy Marshall Library Board Officer City Librarianrsquos Office
Tel 416-393-7215 E-mail nmarshalltorontopubliclibraryca
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 3
SIGNATURE
______________________________
Vickery Bowles
City Librarian
Holiday Closures 2017 and January 2018 1
STAFF REPORT ACTION REQUIRED
Holiday Closures 2017 and January 2018
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The purpose of this report is to recommend and receive Toronto Public Library Board
approval for the schedule of holiday closures for 2017 and January 2018
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves the schedule of holiday closures for 2017 and January 2018 as provided
in Attachment 1
FINANCIAL IMPACT
There is no financial impact to the 2017 operating budget arising from the
recommendation in this report The recommended closures are included in the proposed
2017 operating budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
Where Library Board approval is required to establish holiday closures the matter comes
before the Board in the preceding year to ensure adequate notice to the public and staff
COMMENTS
At its meeting on October 26 2015 the Library Board approved the Library closure for
New Yearrsquos Day 2017 on Monday January 2 2017
15
Holiday Closures 2017 and January 2018 2
The Library is open for regular service on Remembrance Day Saturday November 11
2017
The Library will be closed on Monday December 25 2017 for Christmas Day and
Tuesday December 26 2017 for Boxing Day
In 2018 New Yearrsquos Day falls on a Monday and the Library will be closed
All full-time employees whose scheduled day off falls on a holiday closure are
compensated with a day in lieu to be taken at another agreed upon time
It is the practice of the Library to close on the Sundays adjacent to public holidays with
the exception of Family Day
The schedule of holiday closures for 2017 and January 2018 is provided in Attachment 1
CONTACT
Dan Keon Director Human Resources Tel 416-395-5850
E-mail dkeontorontopubliclibraryca
SIGNATURE
_____________________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Holiday Closures 2017 and January 2018
Toronto Public Library Holiday Closures 2017 and January 2018
Sunday January 1 2017 New Yearrsquos Day Closed
Monday January 2 2017 For New Yearrsquos Day Closed
Monday February 20 2017 Family Day Closed
Friday April 14 2017 Good Friday Closed
Sunday April 16 2017 Easter Sunday Closed
Monday April 17 2017 Easter Monday Closed
Monday May 22 2017 Victoria Day Closed
Saturday July 1 2017 Canada Day Closed
Monday August 7 2017 Civic Holiday (Simcoe Day) Closed
Monday September 4 2017 Labour Day Closed
Monday October 9 2017 Thanksgiving Day Closed
Sunday December 24 2017 Christmas Eve Closed
Monday December 25 2017 Christmas Day Closed
Tuesday December 26 2017 Boxing Day Closed
Sunday December 31 2017 New Yearrsquos Eve Closed
Monday January 1 2018 New Yearrsquos Day Closed
New Yearrsquos Day 2017 closure approved by the Library Board on October 26 2015
Attachment 1
Audit Plan for the Year Ending December 31 2016 1
STAFF REPORT INFORMATION ONLY
Audit Plan for the Year Ending December 31 2016
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The attached report from PricewaterhouseCoopers the external auditors summarizes the
planning for their audit of the 2016 financial statements for the Toronto Public Library
Board
FINANCIAL IMPACT
The proposed audit fee of $25000 inclusive of expenses and exclusive of Harmonized
Sales Tax (2015 ndash $25000) is included in the 2016 operating budget It is important to
note that the audit fee does not include extra audit work that may be required due to
scope changes and PricewaterhouseCoopers will advise management as soon as possible
if this were to happen
This is the second year of a five-year audit contract that the City has negotiated The fee
will remain unchanged for the duration of the contract
ISSUE BACKGROUND
Under Section 139 of the City of Toronto Act 2006 the City is required to appoint an
auditor licensed under the Public Accounting Act 2004 who is responsible for annually
auditing the accounts and transactions of the City and its local boards and expressing an
opinion on the financial statements of these entities based on the audit
Council at its March 2015 meeting approved the recommendation of the Audit
Committee to appoint PricewaterhouseCoopers as the external auditor for the City and
Library The contract with PricewaterhouseCoopers is for five years ending with the
audit of the December 31 2019 financial statements
As part of the annual audit PricewaterhouseCoopers provides an Audit Plan report to the
Toronto Public Library Board The auditors will conduct their audit of the 2016 financial
statements pursuant to this plan
17
Audit Plan for the Year Ending December 31 2016 2
COMMENTS
Attached is PricewaterhouseCoopersrsquo Audit Plan for the Library which summarizes their
view on audit risks the nature extent and timing of the audit work and the terms of
engagement
On completion of the audit PricewaterhouseCoopers will issue the Audited Financial
Statements and a Year-End Report to the Board that will provide key matters for
discussion significant audit accounting and financial reporting matters summary of
unadjusted and adjusted items other required communications internal control
recommendations and a confirmation of auditor independence
Work on the interim audit was completed in October 2016 and the year-end audit is
expected to be completed by March 2016
CONTACT
Larry Hughsam Director Finance amp Treasurer Tel 416-397-5946
E-mail lhughsamtorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Board ndash Audit Plan for the year ending
December 31 2016
wwwpwccomca
Audit planfor the yearendingDecember31 2016
Toronto PublicLibrary Board
pwc
pwc
October 28 2016
Members of the BoardToronto Public Library Board
Dear Members of the Board
We are pleased to present an overview of our audit plan for the 2016 audit of the financial statementsof Toronto Public Library Board (the Library) prepared in accordance with Canadian Public SectorAccounting Standards (PSAS) (referred to as the ldquofinancial statementsrdquo from now on)
This overview includes our view on audit risks and the nature extent and timing of our audit work
We value your feedback and if you have any questions about the identified risks and our audit approachplease do not hesitate to contact the undersigned at (416) 228-1922
Yours very truly
Tern McUnnonPartnerRisk Assurance Services
cc Mr Larry Hughsam Director Finance and Treasurer
PricewatcrhouseCoopers UPnyC Tower i8 York Street Suite 2600 Toronto Ontario Canada M oB2T +1 416 8631133 F +1 416 365 8215 wwwpwccomca
lsquoPwt relera to Pdcewatethousetoopers LLP an Ontario limiled liabiLity paruiership
Toronto Public Library Board Audit plan for the year ending December 31 2016
Communications to the Board
Key mattersfor Commentsdiscussion
Client service team Tern McKinnon is your engagement leader and Julianne Cooke is your engagementmanager
Service deliverables We will audit the Libraryrsquos financial statements as of December 31 2016 and for theyear then ending prepared in accordance with PSAS
Our engagement letter which has been signed by the City of Toronto sets out theterms and conditions for our engagement as the independent auditor of the Libraryfor the above-mentioned year In addition our engagement letter outlines ourresponsibilities as the auditor and the responsibilities of management
Audit timeline We worked with management to develop this project timelinemdash Interim visit October 17-21 2016mdash Year-end visit March20 mdash March 31 2017mdash Clearance meeting with management To be confirmedmdash Deliveryfiling of financial statements To be confirmed
Audit approach Our audit approach is a mixture of tests of internal controls and substantive testingOur audit approach is designed to allow us to execute a quality and efficient auditWe do this byi gaining an understanding of the business by focusing on new developments
and key business issues affecting the Library as well as managementrsquosmonitoring of controls and business processes
ii identiring significant audit risks sharing our perspectives obtaining yourfeedback and ensuring our audit is tailored to these risks
iii using well-reasoned professional judgment especially in areas that aresubjective or require estimates and
iv leveraging reliance where possible on the Libraryrsquos internal controls andinformation technology and data systems
In the current year our planned work will include testing of key controls in thefollowing areasmdash Purchases payables and disbursementsmdash Payroll
All other areas will be subject to tests of detail
Significant risks are risks of material misstatement that we think need special auditconsideration We identified several significant audit risks and plan to address themas follows Please let us know if you agree that these are the most significant risksfrom your point of view and if you have any other areas of concern
PwC I
Toronto Public Library Board Audit plan for the year ending December 31 2016
Significant risk to Managementrsquos response and our audit approachdiscuss
Risk of management Accounting regulatory authorities require that the risk of material misstatement dueoverride of controls to management override of controls be considered a significant risk on every audit
engagement
This represents the risk that internal controls at the Library maybe circumvented toachieve desired financial results or gain inappropriate access to financial resources
In order to address this risk we will perform the followingbull All non-routine journal entries are reviewed and approved by the appropriate
level of managementbull We will review manual journal entries focusing on large and unusual entriesbull We will review accounting estimates for biases that could result in material
misstatementbull We will incorporate unpredictable procedures in the audit approach
Risk of fraud in revenue The risk of fraud in revenue recognition is a presumed significant risk underrecognition Canadian Auditing Standards We will assess this risk through the consideration of
the Libraryrsquos revenue recognition policies the incentivepressure to fraudulentlymisstate revenue and the potential opportunity
In order to address this risk we will perform the following
bull Update our understanding of managementrsquos processes and internal controlssurrounding revenue recognition
bull Obtain confirmations from the City of Toronto for subsidies received duringthe year
bull Test significant revenue streams through testing a sample of transactions tosupporting documents
Materiality Misstatements are considered to be material if they could reasonably be expected toinfluence the economic decisions of users of the financial statements We have set apreliminanrsquo materialihrsquo of S6i6oooo We will report unadjusted and adjusted itemsover S6i6ooo to the Board on completion of the audit
Fraud risk We discuss fraud risk annually with the Board Through our planning process (andprior yearsrsquo audits) we developed an understanding of your oversight processesincluding
Employee code of ethicsmdash Discussion at Board meetings and our attendance at those meetings or
reviewing minutes of meetingsmdash Presentations by management including business performance reviewsmdash Signing authorities
Are there any new processes or changes to the items above that we should be awareoP
We are not aware of any fraud Are you aware of instances of any actual suspected or
____________________________
alleged fraud affecting the Library
PwC 2
Toronto Public Ubrary Board Audit plan for the year ending December 31 2016
The matters raised In this and other reports that will flow from the audit are only those that have come to our attention arising from or relevant toour audit that we believe need to be brought to your attention They are not a comprehensive record of all the matters arising and in particularwe cannot be held responsible for reporting all risks in your business or all internal control weaknesses This report has been prepared solely foryour use It was not prepared or intended for any other purpose No other person or entity shall place any reliance upon the accuracy orcompleteness of statements made herein PwC does not assume responsibility to any third party and in no event shall PwC have any liabilityfor damages costs or losses suffered by reason of any reliance upon the contents of this report by any person or entity other than you
PwC 3
copy 2015 PricewaterhouseCoopers LLP an Ontario limited liability partnership All rights reserved
Board Resolutions ndash Status Report 1
STAFF REPORT INFORMATION ONLY
Board Resolutions ndash Status Report
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report lists the status of outstanding Toronto Public Library Board resolutions
BACKGROUND INFORMATION
At the April 2 2012 meeting the Toronto Public Library Board approved the inclusion of
Board Resolutions ndash 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 ndash Status Report ndash November 21 2016
18
1
STATUS REPORT
TORONTO PUBLIC LIBRARY BOARD RESOLUTIONS
AS AT NOVEMBER 21 2016
DATE OF
MEETING
MOTION
(Ref Minute )
STATUS
TARGET
DATE
Sep 8 2014 14-150 ndash Notice of Motion Funding and Timing of
PerthDupont Branch Relocation
5 requests that the local City Councillor consult
with the local community and make a
recommendation to the Board for a new name for
the relocated branch (which will no longer be
located at the corner of Perth and Dupont)
IN PROGRESS Staff to bring a recommendation to
the Board for a new name for the relocated branch to
the Board for approval
To be
determined
Feb 22 2016 16-040 ndash Naming Opportunity ndash Daniel Grafton
Hill III
2 requests staff to provide updates to the
Toronto Public Library Board on this
initiative at strategic intervals
IN PROGRESS This initiative is dependent on a
future branch capital project and consultation
process
To be
determined
Oct 24 2016 16-193 ndash Toronto Public Library Board ndash Self-
Evaluation
2 conducts a pilot self-evaluation during the
month of November 2016 and discusses the
results of the evaluation at the January 2017
meeting
IN PROGRESS A report is expected to be provided
at the January 2017 meeting
January 2017
meeting
Attachment 1
MINUTES Page 3
Toronto Public Library Board
Meeting No 9 Monday October 24 2016 from 605 pm to 820 pm
Cedarbrae Branch Florence Cruickshank Community Room 545 Markham Rd Toronto
16-182 Business Arising from the Minutes
a Toronto Public Library Datasets on City of Toronto Open Data Portal
Alex Hocevar Director Digital Services amp Emerging Technologies advised the
Board that Toronto Public Library datasets are available on the Libraryrsquos website
Plans are underway to add the Libraryrsquos datasets to the Cityrsquos website early in
2017
b 2017 Operating Budget Submission
Vickery Bowles City Librarian advised the Board of the following error in the
2017 Operating Budget Submission report provided at the September 26 2016
Board meeting
On Page 13 of the report McGregor Park and Weston branches were identified as
locations for Youth Hubs in 2017 Instead Youth Hubs will be installed in these
two branches in 2018 In 2017 Youth Hubs will be installed in the Albion and
Barbara Frum branches A corrected version of the report will be posted on the
Libraryrsquos website
Moved by S McCarten seconded by Councillor Ainslie
That the Toronto Public Library Board
1 receives the Business Arising from the Minutes verbal reports regarding
the Toronto Public Library Datasets on City of Toronto Open Data Portal
and 2017 Operating Budget Submission for information
Carried
16-183 City Librarianrsquos Report (Approved by Consent) That the Toronto Public Library Board
1 receives the City Librarianrsquos Report for information
Carried
16-184 Communications (Approved by Consent)
That the Toronto Public Library Board
1 receives Communication (a) from Ulli S Watkiss City Clerk City of
Toronto to Vickery Bowles City Librarian Toronto Public Library dated
September 28 2016 regarding the appointment of Councillor Christin
Carmichael Greb as the Mayorrsquos designate to the Toronto Public Library
Board for information
Carried
MINUTES Page 4
Toronto Public Library Board
Meeting No 9 Monday October 24 2016 from 605 pm to 820 pm
Cedarbrae Branch Florence Cruickshank Community Room 545 Markham Rd Toronto
Presentations
16-185 Maureen OrsquoReilly President Toronto Public Library Workers Union Local
4948 CUPE Maureen OrsquoReilly addressed the Board regarding the 2017 Operating Budget ndash
City Target Ms OrsquoReilly outlined the Unionrsquos concerns regarding the impact of
potential service and staffing reductions to library service A communication on
this matter from Maureen OrsquoReilly to Ron Carinci was tabled at the meeting In
addition Ms OrsquoReilly noted the Unionrsquos submissions to the Board are not posted
on the Libraryrsquos website and requested that the materials be posted
Moved by L Colley seconded by D LeBreton
That the Toronto Public Library Board
1 receives the presentation from Maureen OrsquoReilly President Toronto
Public Library Workers Union Local 4948 CUPE regarding the 2017
Operating Budget ndash City Target for information
Carried
16-186 Miroslav Glavić Miroslav Glavić addressed the Board regarding the importance of the provision of
accessible doors in all branches the importance of objective Board self-evaluation
and the possibility of scheduling Library Board meetings on some holidays such
as Easter Monday
Moved by Councillor Doucette seconded by E Svec
That the Toronto Public Library Board
1 receives the presentation from Miroslav Glavić regarding 2017-2019
Fundraising Priorities Toronto Public Library Board ndash Self-Evaluation
and Toronto Public Library Board ndash 2017 Proposed Meeting Schedule for
information
Carried
16-187 Toronto Public Library Board Education ndash Cisco Collaboration
Alex Hocevar introduced Willa Black Vice President Corporate Affairs and
Victor Woo Director Ontario Public Sector Cisco Canada Ms Black and Mr
Woo provided the Board with a presentation on specific initiatives resulting from
the partnership between Cisco and the Toronto Public Library
Moved by Councillor Ainslie seconded by A Shah
That the Toronto Public Library Board
1 receives the Toronto Public Library Board Education ndash Cisco
Collaboration verbal report for information
Carried
MINUTES Page 5
Toronto Public Library Board
Meeting No 9 Monday October 24 2016 from 605 pm to 820 pm
Cedarbrae Branch Florence Cruickshank Community Room 545 Markham Rd Toronto
Items for Approval
16-188 Property Redevelopment Feasibility Report
Larry Hughsam Director Finance and Treasurer introduced Bill Bryck President
and CEO Anna Ritacca Director Land amp Portfolio Analysis Build Toronto and
Joe Casali Director Real Estate Services City of Toronto Mr Bryck Ms
Ritacca and Mr Casali elaborated on the Toronto Public Library pilot project
analysis as outlined in the Property Redevelopment Feasibility Report
Moved by S McCarten seconded by D LeBreton
That the Toronto Public Library Board
1 not proceed with a pilot redevelopment project at this time based on Build
Torontorsquos financial analysis that shows no excess funds would be
generated to address other state of good repair needs and
2 continues to explore development and planning opportunities for Toronto
Public Library real estate in conjunction with the City-Wide Real Estate
Review and the centralized real estate entity
Carried
16-189 2017-2019 Fundraising Priorities
Elizabeth Glass Director Policy Planning amp Performance Management
introduced Robin Fowler Senior Counsel Offord Group Ms Fowler and
Jennifer Jones President Toronto Public Library Foundation outlined for the
Board a new direction in identifying fundraising priorities for 2017-2019
Moved by R Parry seconded by E Svec
That the Toronto Public Library Board
1 approves the 2017-2019 Fundraising Priorities Neighbourhood Renewal
Building and Spaces Life Long and Self Directed Learning Innovation
New and Emerging Technologies and Access to Culture and Preserving
Heritage and
2 directs library staff to work with the Toronto Public Library Foundation to
implement the new approach to fundraising in support of the 2017-2019
Fundraising Priorities pending approval of the Toronto Public Library
Foundation Board
Carried
16-190 Motion to Extend the Meeting
Moved by S McCarten seconded by E Svec
That the Toronto Public Library Board
1 extends the meeting until the completion of the agenda
Carried
MINUTES Page 6
Toronto Public Library Board
Meeting No 9 Monday October 24 2016 from 605 pm to 820 pm
Cedarbrae Branch Florence Cruickshank Community Room 545 Markham Rd Toronto
16-191 2017 Operating Budget ndash City Target
Moved by S McCarten seconded by S Graham-Nutter
That the Toronto Public Library Board
1 considers service reductions totalling $6195 million or 35 of the
budget comprised of reductions to Monday to Friday open hours saving
$4412 million and a $1782 million reduction to the collections budget
required to meet the Cityrsquos operating budget reduction target of -26
Defeated unanimously
Recorded Vote Requested
Yes ndash 0
No ndash 11
Councillor Ainslie Ron Carinci Lindsay Colley
Councillor Doucette Councillor Fragedakis Sue Graham-
Nutter Dianne LeBreton Strahan McCarten Ross Parry
Archana Shah and Eva Svec
16-192 2016 Capital Budget Adjustments (Approved by Consent)
That the Toronto Public Library Board
1 approves the following cash flow reallocations which have no impact on
annual debt levels
11 accelerate a total of $1065 million gross ($0527 million debt and
$0538 development charges (DC) funding) cash flow from 2017 to
2016 comprised of $0915 million gross $0537 million debt and
$0388 million DC for the Albion Library project and $0150
million gross and DC for the Wychwood Library project as
presented in Attachment 1 (Part A) and
12 defer a total of $1065 million gross ($0527 million debt and
$0538 DC funding) cash flow from 2016 to 2017 comprised of
$0250 million gross and debt for the North York Central Library
project $0150 million gross and DC for the St ClairSilverthorn
Library project and $0665 gross $0277 million debt and $0388
million DC for the Dawes Road Library project as presented in
Attachment 1 (Part B) and
2 authorizes staff to forward these budget adjustments to the City for
approval
Carried
MINUTES Page 7
Toronto Public Library Board
Meeting No 9 Monday October 24 2016 from 605 pm to 820 pm
Cedarbrae Branch Florence Cruickshank Community Room 545 Markham Rd Toronto
16-193 Toronto Public Library Board ndash Self-Evaluation
Moved by Councillor Ainslie seconded by L Colley
That the Toronto Public Library Board
1 approves the self-evaluation tool as outlined in Attachment 1 to be
conducted using an online survey tool and
2 conducts a pilot self-evaluation during the month of November 2016 and
discusses the results of the evaluation at the January 2017 meeting
Carried
Items for Information
16-194 Operating Budget Monitoring Report ndash September 30 2016 (Received for
Information by Consent)
That the Toronto Public Library Board
1 receives the Operating Budget Monitoring Report ndash September 30 2016
for information
Carried
16-195 Capital Budget Monitoring Report ndash September 30 2016
Moved by S McCarten seconded by L Colley
That the Toronto Public Library Board
1 receives the Capital Budget Monitoring Report ndash September 30 2016 for
information
Carried
16-196 Toronto Public Library Board ndash 2017 Proposed Meeting Schedule
Moved by A Shah seconded by S McCarten
That the Toronto Public Library Board
1 receives the Toronto Public Library Board ndash 2017 Proposed Meeting
Schedule for information
Carried
16-197 Board Resolutions ndash Status Report (Received for Information by Consent)
That the Toronto Public Library Board
1 receives the Board Resolutions ndash Status Report for information
Carried
MINUTES Page 8
Toronto Public Library Board
Meeting No 9 Monday October 24 2016 from 605 pm to 820 pm
Cedarbrae Branch Florence Cruickshank Community Room 545 Markham Rd Toronto
16-198 Adjournment
Moved by Councillor Ainslie seconded by R Parry
That the Toronto Public Library Board
1 adjourns the October 24 2016 Toronto Public Library Board meeting
Carried
The meeting ended at 820 pm
Signed
City Librarianrsquos Report ndash November 21 2016 1
City Librarianrsquos Report
November 21 2016
Expanding Access to Technology and Training
The fourth round of Toronto Public Libraryrsquos (TPL) Staff Innovation Program launched in
October All staff were invited to submit proposals that merge innovation and technology
Successful submissions will gain access to the technology resources and expertise needed to
help the ideas grow into something bigger Special consideration is being given to proposals
that address one of the three research themes from the 2016-2019 Strategic Plan
consultations Income Inequality and Poverty Reduction Middle Childhood and Youth The
Staff Innovation Program is meant to stimulate staff to combine imagination technology and
a willingness to experiment in an effort to develop innovations that have a positive impact on
service engage a new community or partner improve staff efficiencies andor enhance user
services
Establishing TPL as Torontorsquos Centre for Continuous and Self-Directed Learning
Launched at the end of September Gale Courses is a new eLearning resource that offers
unlimited access to instructor-led online courses on a variety of topics Courses run for six
weeks with two new lessons released every week New sessions start every month A
Getting Started page is available on the Library website to help customers A valid TPL card
is required along with the creation of a personal account at Gale Courses Topics of courses
include accounting finance business and management computer applications web design
technology skills personal enrichment health and wellness and writing tplcadatabases
Creating Community Connections through Cultural Experiences
In a tradition that started last year with Kansas City Public Library Toronto Public Library
staff put together cheeky social media posts in support of the Toronto Blue Jays in
postseason The posts written as poetry using book spines are used to taunt the public
libraries in the opposing cities This year Toronto Public Library faced off against Arlington
and Cleveland public libraries The posts were well received by the public and generated lots
of engagement and media coverage ndash reaching both new and existing audiences Canadian
public libraries like Oshawa Public Library chimed in with their own book spine messages
and elementary school students showed their support by putting together several messages as
part of a class activity Toronto Public Library staff were invited to reveal their selected
titles on Breakfast Television for the opening game in the Toronto vs Cleveland series The
exercise was fun for staff and was a great opportunity for the Library to contribute to the
citys excitement
On November 11 Chris Hadfield gave a presentation as part of the autumn 2016 Bram amp
Bluma Appel Salon The talk entitled How to Think Like an Astronaut was broadcast via
our telepresence technology in partnership with Cisco to four TPL locations (Cedarbrae S
Walter Stewart Richview and York Woods) and to Deer Lake First Nation in Northern
Ontario In each offsite location kids 9-12 were invited to create a project that addressed
7
City Librarianrsquos Report ndash November 21 2016 2
some problem in space and then later were given the chance to interact remotely with Chris
to present the solution to their selected problem The telepresence technology and the Chris
Hadfield special event were made possible by the generous contributions of two important
partners to the Library The Bluma Appel Community Trust donated $400000 to fund the
technology and the program and Cisco Canada contributed additional equipment expertise
and technical and strategic support Thanks to both for helping the Library transform our
services to better serve Torontonians in the digital age
Supported by the Krembil Foundation The Cutting Edge series explores new ideas at the
intersection of health and technology The 2016 featured lecture was presented by Pulitzer
Prize winner Siddhartha Mukherjee on October 17 at the Bram amp Bluma Appel Salon
Mukherjeersquos recent book The Gene weaves together science social history and personal
narrative to explain one of the most important conceptual breakthroughs of modern times
Dr Mukherjeersquos sold out appearance was simulcast to the Toronto Reference Library atrium
and live streamed online Other programs in the 2016 series include Music Medicine A New
Frontier and Pushing the Boundaries of Alzheimer Treatment In addition to the Cutting
Edge series the Krembil Foundation funds enhancements to the Libraryrsquos medical collection
as well as training for library staff
tplcacuttingedge
In October TPL launched a pilot project that extends the Sun Life Financial Museum +
Arts Pass (MAP) program making it available to University of Toronto and Ryerson
students at their campus libraries The pass can then be checked out at one of five
participating TPL branches giving the student free access to the AGO the Bata Shoe
Museum the Textile Museum of Canada and one of eight participating City of Toronto
Historic Sites The goals of the pilot are to encourage student awareness and use of TPL
branches to promote TPL library card registration to expand the MAP programrsquos
accessibility and to encourage students to make use of the regular MAP program The pilot
will end in the spring of 2017 at which point an evaluation will take place The regular
MAP program allows individuals and families to explore the best of Torontorsquos arts and
cultural treasures by providing free access to 17 participating venues
tplcamappass
In partnership with Myseum of Toronto Toronto Public Library presents Cosmopolis
Toronto The World in One City ndash a photography exhibition that explores the journeys of
newcomers to Canada This series by photographer Colin Boyd Shafer captures the stories
of someone born in every country of the world who now calls Toronto home Through
photography exhibits and programs Cosmopolis Toronto The World in One City will be
displayed at select branches across the city Themes that emerge revolve around the power
of family faith food music and the things that remind us of the past as well as the places
that feel like home
tplcacosmopolis
October is Canadian Library Month and this year Ontario Public Library Week was
kicked off at Fort York Branch on Oct 17 Todd Kyle president of the Ontario Library
Association spoke about the valuable role libraries play in Canadians lives and launched a
City Librarianrsquos Report ndash November 21 2016 3
fun bookspinepoetry contest open to the public City Librarian Vickery Bowles introduced
the theme of this yearrsquos Ontario Public Library Week ldquoA visit will get you thinkingrdquo and
spoke about the transformation libraries are undergoing and the new ways they are
connecting with their users Kevin Finnerty Assistant Deputy Minister at the Ministry of
Tourism Culture and Sport presented the Public Library Awards Shortlist which included
Toronto Public Librarys Pan Am Host City Project Attendees toured Fort York Branch
including a visit to the popular digital innovation hub
Transforming for 21st Century Service Excellence
The TPL Foundation was pleased to announce a number of fundraising successes this fall
Sixty thousand dollars was raised through the generous support of patrons of the fourth
annual Hush Hush fundraiser on October 15 at the BloorGladstone Branch A portion of the
proceeds will go toward Young Voices a suite of programs that encourages creative
expression in Torontorsquos youth The Foundation also raised $9500 through supporters
running or walking in the Scotiabank Charity Challenge one participant in the Challenge
trained by running to all 100 TPL branches The Foundation is also happy to announce that
TD Bank has generously renewed its support of Black History Month Celebrations and
Indigenous Celebrations with a combined donation of $44000
Communications 1
8
COMMUNICATIONS
GENERAL CORRESPONDENCE
TORONTO PUBLIC LIBRARY BOARD MEETING ndash November 21 2016
It is recommended that the Toronto Public Library Board
1 receives Communication (a) from Joe Clark to the Toronto Public Library Board
dated November 17 2016 regarding the 2017 operating and capital budgets for
information
Joe Clark joeclarkjoeclarkorg
20161117
Re 2017 Interim Budget Estimates
2017 Operating and Capital Budgets Update
While most of the attention paid to the budget has revolved around the Mayorrsquos suicidal
and intrinsically unserious demand for a 26 budget cut everywhere I have to
wonder yet again why the Toronto Public Library Board does not understand
what its own staff are proposing
Is it because there were only two Boardmembers in the last decade who were known to
even have library cards (One sits on the current Board) Fundamentally you
people do not use the library system and do not understand it I can assure you
that hiring Moe hasnrsquot changed that one iota given his attested unwillingness to
learn what in-branch experience the area he purports to manage is really like
So letrsquos go through a few seriously unwise items in the Library budget
Nobody asked for ldquocash drawersrdquo at the self-service checkouts
that nobody asked for either
One of the budget documents lies about the history of self-checkout thus ldquoIn 2009 TPL
received $66 million to implement self-service checkout in branches resulting in
better service and expanded hours at no cost and also a reduction in staff to help
achieve budget targetsrdquo The real purpose of self-checkout was to fire expensive
employees not to make things more efficient And it involved clumsily sticking
decals on millions of items in many cases marring them permanently
Again The real purpose of self-checkout was firing staff That was confirmed to me to my
face by a manager in charge It had nothing to do with library users or literally
anything else If the project had started with automated sorters as its raison drsquoecirctre
first it might have made sense
Now wersquore being threatened with ldquocash drawersrdquo As ever the library canrsquot be honest
about whatrsquos really happening here verbally dressing up this fiasco as Integrated
Payment Solutions whatever those are
2
With an investment of $2250 million over two years []hellip [c]ustomers will be able to pay
fines at the self-checkout terminals at the same time as checking out materials
Currentlyhellip fine payments can only be made onlinehellip or from a face-to-face interaction
with library staff at the check-out desk
God forbid
Combined these initiatives will save $0526 million or 03 in 2017 and allow a reduction
in staff of 68 FTEs[]
In other words ldquothese initiativesrdquo will cost $(2250000 divide 2 ndash 526000) or $599000 in
Year 1
The only library patrons who could possibly need this service are the ones who could
never get it in the first place ndash those whose only use of the library is via the
Bookmobile which canrsquot take cash payments and which donrsquot use RFID in the first
place (Did you know that) Nobody else needs or wants this service
Further does the Library really mean ldquocash drawersrdquo as in tills Do you know what you
even mean How will these tills dispense change Wonrsquot every one of them be
burglarized every day How long till Sue-Ann Levy writes a column about that
The Library refuses to adjust the collections budget
for known decreases in usage
Budget documents
$0482 million represents a 25 projected cost increase for library materials based on
experience and industry projections while needing to accommodate the impact of a
stronger US dollar on the Libraryrsquos purchasing power[]
The Library has elsewhere admitted that third-language materials ndash this means non-
English and non-French though the positioning of French as equivalent to
English is a joke in itself ndash have suffered serious decline in recent years Some
languages (by implication Indian ones) have shown 45 decreases in demand
That demand is never gonna come back Yet the Library whose collections policy is in
some respects more whim than policy proposes a $482000 increase largely to
handle projected exchange rates
3
Why hasnrsquot the Library proposed reducing relevant third-language budgets by the same
amount demand has reduced then redirecting that money to other collections
Why does the Library propose spending tens of thousands of dollars per
language in permanent decline instead of spending that money on items people
actually want including third-language items that really get used
Collections policy really does contain a large dosage of whim I should know being the
largest single submitter of blue forms and whose yellow forms are simply
ignored (Boardmembers ldquoWhat are thoserdquo) being someone who knows there is
no policy at all for acquiring new magazine titles and getting rid of dud titles and
most of all being the person who has had to take the Toronto Public Library to
the Human Rights Tribunal of Ontario over its banning of a single author an
outrageous unprincipled action that is seriously popular in-house and which the
Library clearly intends to defend to the death at any cost in legal fees
Yet this is the same department you intend to authorize to waste money on third-
language materials that will never be used while also handing it another
482 grand
If you actually used the Library and if you actually read your own reports would you
leave these items in the proposed budget Again what happens if Sue-Ann Levy
finds out and documents these errors in a newspaper none of you really think
should be taken seriously in the first place
ndash 30 ndash
Ready for Reading WebsiteToronto Public Library
Peggy Thomas
Manager Childrenrsquos Services
Questions
Contact informationPeggy Thomaspthomastorontopubliclibraryca
2017 Interim Budget Estimates 1
STAFF REPORT ACTION REQUIRED
2017 Interim Budget Estimates
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The purpose of this report is to seek Toronto Public Library Board adoption of the 2017
interim operating and capital budget estimates in order to enable Toronto Public Library
(TPL) to carry out normal operations during the period between January 1 2017 and the date
on which Council approves the 2017 operating and capital budgets expected to be on
February 15 or 16 2017
The interim operating budget for TPL is $48647 million gross ($44249 million net) which
is based on 25 of TPLrsquos 2016 approved budget The interim capital budget is $5522
million gross ($3524 debt) which is based on 25 of the 2017 funding commitments for
previously approved capital projects
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 adopts the 2017 interim operating budget of $48647 million gross ($44249 million
net) subject to Council approval and
2 adopts the 2017 interim capital budget of $5522 million gross ($3524 million debt)
subject to Council approval
FINANCIAL IMPACT
The 2017 interim budget estimates will enable TPL to carry out normal operations during the
period between January 1 2017 and the date on which Council approves the 2017 operating
and capital budgets expected to be on February 15 or 16 2017 The 2017 interim operating
budget for TPL is $48647 million gross ($44249 million net) which represents 25 of
TPLrsquos 2016 approved operating budget
The interim capital budget is $5522 million gross ($3524 million debt) which represents
25 of the 2017 funding commitments for previously approved capital projects Any unspent
11
2017 Interim Budget Estimates 2
capital funds from 2016 will also be available during the interim period of 2017 The
combination of the 25 funding and 2016 unspent carry-forwards will be adequate to meet
TPLrsquos capital needs in the interim period
The budget percentage approvals are consistent with other City Agencies and Divisions
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
ALIGNMENT WITH STRATEGIC PLAN
The adoption of the 2017 interim budget estimates ensures the continuance of TPLrsquos business
until Council approves the 2017 operating and capital budgets
ISSUE BACKGROUND
In accordance with TPLrsquos Financial Control Policy prior to the approval of the annual
operating and capital budgets the Library Board needs to adopt the Council-approved
interim estimates to fund the continuance of the Libraryrsquos business from the first day of
January to the date the operating and capital budgets for that year are approved
COMMENTS
The 2017 interim budget estimates for the operating and capital budgets expected to be
approved by Council on December 13 2016 enable City Programs and Agencies to carry out
their operations until Council approves the 2017 operating and capital budgets expected on
February 15 or 16 2017
Expenditures made during the period beginning January 1 2017 to until the date Council
approves the 2017 operating and capital budgets must be restricted to normal operations
CONTACT
Larry Hughsam Director Finance amp Treasurer Tel 416-397-5946
E-mail lhughsamtorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
Runnymede Branch ndash Award of Tender 1
STAFF REPORT ACTION REQUIRED
Runnymede Branch ndash Award of Tender
Date November 21 2016
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 of Runnymede Branch as per
Toronto Public Libraryrsquos (TPLrsquos) drawings and specifications
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 awards the contract to the lowest bidder Brown Daniels Associates for the interior
renovation of the Runnymede Branch at a cost of $543147 which includes a
contingency of $49377 [excluding Harmonized Sales Tax (HST)]
FINANCIAL IMPACT
The total amount of $543147 which is made up of the tender amount of $493770 plus the
contingency of $49377 (excluding HST) is included as part of the Multi-Branch Renovation
State of Good Repair (SOGR) Project of the approved 2016 capital budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
ALIGNMENT WITH STRATEGIC PLAN
The interior renovation of the Runnymede Branch helps to achieve various strategic plan
priorities and goals including
increase access to in-branch services and spaces and new options to expand public and
community space
advance State of Good Repair projects to provide welcoming well-maintained and efficient
public space
create in-branch environments that connect neighbourhoods and communities offering
opportunities for partnerships civic engagement and resident participation
12
Runnymede Branch ndash Award of Tender 2
build capacity to deliver elearning and interactive distance learning services
offer broad access to experiential collaborative mentored and networking learning
opportunities in response to the different ways people learn and the unique needs of local
communities
offer access to new and emerging technologies to support innovation entrepreneurship and
creativity
COMMENTS
Runnymede is a 12034 sq ft neighbourhood branch In 2015 Runnymede was the third
busiest branch in the Toronto Public Library system in terms of visits and the busiest branch
in terms of holds pick-up The branch opened in 1928 and is listed on Toronto Historical
Boards Inventory of Heritage Properties It has undergone several renovations over the
years
A renovation and expansion of Runnymede Branch was completed and successfully opened
to the public in 2005 Eleven years have passed and library service has changed With
introduction of self-service and more collaborative work spaces the existing large service
desk is no longer required Moreover the high level of traffic creates congestion in the
branch The proposed renovation to the main floor of the library will resolve these issues In
addition to the installation of a new smaller service desk the renovation will involve a re-
design of the computer areas new flooring new window coverings and collections
merchandizing The second floor of the branch will be opened up to improve security
through increased visibility and allow for greater flexibility in the use of the public space
Architects for the project Building Arts Architects Inc was hired to provide architectural services for the Runnymede
Branch renovation project in April 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 of the most experienced and previously proved General
Contractors were pre-qualified and invited to bid on the project All eight (8) attended the
mandatory site meeting at Runnymede Branch on October 4 2016
Call for Tenders On September 30 2016 the Call for Tenders was issued to the eight pre-qualified bidders 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 The bid documents prepared by the Architects were
supplied to all prequalified bidders All bidders had to attend a mandatory information
meeting on October 4 2016 The bid documents comprised the following documents
List of Prequalified Bidders
Instruction to Bidders
Runnymede Branch ndash Award of Tender 3
Available Project Information
Stipulated Price Bid Form
Unit Prices Bid Form Supplement
Alternative Prices Bid Form Supplement
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 October 20 2016 TPL received tenders from seven of the pre-qualified General
Contractors The Architects and library staff analysed the three lowest bids to ensure that all
requirements of the bidding process were met as follows
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 amp
material bond)
o unconditional bid
o completed amp sealed stipulated price bid form
o acknowledges all addenda issued as part of the Call for Tenders
o completed amp dated unit prices bid form supplement
o completed amp dated alternative prices bid form supplement
o completed amp dated list of subcontractors bid form supplement
o confirmation of pre-qualified subcontractors where required
Award of tender recommendation For the recommended contract award to Brown Daniels Associates the following
requirements have been met
1 The bidder is in conformance with 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 successfully completed a number of Toronto Public Library
projects including Woodside Square Mimico and Ellesmere Branches North York Central
Library and the recent Beeton Hall renovation at the Toronto Reference Library The
references were checked by the architect and were satisfactory
Runnymede Branch ndash Award of Tender 4
CONTACT
Moe Hosseini-Ara Director Branch Operations and Customer Experience
Tel 416-397-5944 E-mail mhosstorontopubliclibraryca
Gail Rankin Senior Manager Facilities Management Tel 416-395-5881
E-mail grankintorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
13 aLIBRARYAPPROVED MINUTES Page I
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 1 Tuesday May 31 2016 from 540 pm to 725 pmToronto Reference Library Board Room 789 Yonge Street Toronto
Members PresentMr Ron CarinciMs Lindsay ColleyMs Dianne LeBretonMs Sue Graham-Nutter
RegretsMs Archana Shah
SPPM Call to Order16-001 Elizabeth Glass Director Policy Planning amp Performance Management and the
City Librarianrsquos desiwiate called the meeting to order at 540 pm
SPPM Election of Chair of the Strategic Plan Performance Measures Committee16-002 Elizabeth Glass called for nominations for the Chair of the Strategic Plan
Performance Measures Steering Committee
Moved by 1 CarinciThat1 Dianne LeBreton be nominated for chair
carriedDianne LeBreton agreed to stand for election
There being no further nominations it wasMoved by L ColleyThat the Strategic Plan Performance Measures Committee1 closes nominations
carried
Elizabeth Glass declared Diarme LeBreton duly elected Chair of the Strategic PlanPerformance Measures Committee by acclamation
Dianne LeBreton assumed the Chair
APPROVED MINUTES Page 2
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 1 Tuesday May 31 2016 from 540 pm to 725 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Declarations of Conflict of Interest16-003 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda16-004 Moved by R (lsquoarinci
That the Strategic Pla ii Perbnnance Measures Committee1 approves the agenda
Carried
SPPM Communications16-005 There were no Communications items at the May 31 2016 Strategic Plan
Performance Measures Committee meeting
SPPM Presentations16-006 There were no public presentations at the May 31 2016 Strategic Plan
Performance Measures Committee meeting
Item for ApprovalSPPM Strategic Plan 2016-20 19 Status and Performance Management Reporting Tools
Elizabeth Glass and Michele Melady Acting Manager Planning amp Developmentprovided a presentation on status and performance management reporting tools
16-007 Committee DecisionIrsquofo red by K CauinciThat the Strategic Plan Perbrmance Measurement Committee1 considers the summary of Toronto Public Library s strategic priority
alignment witi key City strategiesbr information (Attachment 1)2 considers the template that will he used for the semimdashannual status report
on Strategic Plan activitiesbr 2016br presentation to the Library Boardin June fbr inbnnation Attacunent 2)
3 considers the Divi Strategic Plan Dashboard to provide recommendationson the brmat so that staff cciii make revisions and populate the templatewith nwasuucs br the next Steering Committee Meeting (Attachment 3)
Carried as amended
APPROVED MINUTES Page 3
Toronto Public library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 1 Tuesday May 31 from 540 pm to 725 pmToronto Reference Library Board Room 789 Yonge Street Toronto
MotionsSee the followingMoved by R CarinciThat the Strategic Plan Performance Measures Committee1 considers the summary of Toronto Public Libraryrsquos swategic priority
alignment with key City strategies for information (Attachment 1)2 endorses (lie template that will be usedfor the semi-annual status report
on Strategic Plan activities for 2Ol6for presentation to the Library Boardin June for information (Attachment 2)
3 considers the Draft Strategic Plan Dashboard to pro viderecommendations on the format so that staffcan make revtcions andpopulate the template with measures for the next Steering ConmitteeMeeting (Attachment 3)
Amended
Moved in amendment by S Graham-NutterThat the Motion moved by R Carbici be amended to change the word endorsesrdquoin Recommendation 2 to the word considers so that it reads asjoacutellows1 considers the template that will be usedJar the semi-annual status report
on Strategic Plan activitiesfor 2016for presentation to the Library Boardin June for information (Attachment 2)
Carried
SPPM Adjournment16-008 Moved by pound Graham-Nutter
That the Strategic Plan Perjagravermance Measures Committee1 adjourns the May 31 2016 Strategic Plan Performance Measures
Committee meetingCarried
The meeting ended at 725 pm c)r -
Signed ( I lsquoI 7lt--
TORONTOPUB LIC
LIBRARYAPPROVED MINUTES Page 1
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 2 Wednesday July 13 2016 from 530 pm to 635 pmToronto Reference Library Board Room 789 Yonge Street Toronto
Members PresentMs Dianne LeBreton (Chair)Ms Lindsay CofleyMs Sue Graham-NutterMs Archana Shah
RegretsMr Ron Carinci
SPPM Call to Order16-010 Dianne LeBreton called the meeting to order at 530 pm
SPPM Declarations of Conflict of Interest16-011 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda16-012 Moved byL colley
That the Strategic Plan Petformance Measures Committee1 approves the agenda
Carried
SPPM Confirmation of IrsquoIay 31 2016 Strategic Plan Performance Measures Committee16-0 13 Meeting Minutes
Moved by L ColleyThat the Strategic Plan PerJbrmance Measures Committee1 confirms the Minutes of the May 31 2016 Strategic Plan Performance
Measures CommitteeCarried
APPROVED MENUTES Page 2
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteelNrsquoIeeting No 2 Wednesday July 13 from 530 pm to 635 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Business Arising from the Minutes16-014 There were no Business Arisingfrom the Mintues items at the July 13 2016
Strategic Plan Performance Measures Committee meeting
SPPM Communications16-015 There were no Communications items at the July 13 2016 Strategic Plan
Performance Measures Committee meeting
SPPM Presentations16-016 There were no public presentations at the July 13 2016 Strategic Plan
Performance Measures Committee meeting
Itemfor ApprovalSPPM Strategic Plan 2016-2019 Status and Performance Management Reporting Tools16-0 17 Elizabeth Glass Director Policy Planning amp Performance Management and
Linda Hazzan Director Communications Progranuning amp CustomerEngagement provided a presentation on status and performance managementreporting tools
Moved byA ShahThat the Strategic Plan Performance Measurement Committee1 considers the attached presentation materials and2 directs staffto further develop the balanced score card key performance
indicators and the Strategic Plan dashboard and indicatorsfor a StrategicPlan Performance Measures Steering committee meeting in September
CarriedSPPM Adjournment16-018 iWoved by S Graham-Nutter
That the Strategic Plan Performance ArsquoJeasures Committee1 adjourns the July 13 2016 Strategic Plan Performance Measures
Committee meeting
Carried
The meeting ended at 635 pm-
Signed lsquoiV i f
TORONTOPUB LIC
LIBRARYAPPROVED MINUTES Page 1
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 3 Tuesday September 20 2016 from 530 pm to 630 pmToronto Reference Library Board Room 789 Yonge Street Toronto
Members PresentMs Dianne LeBreton (Chair)ML Ron CadnciMs Lindsay ColleyMs Archana ShahMs Sue Graham-Nutter
Regrets
SPPM Call to Order16-019 Dianne LeBreton called the meeting to order at 530 pm
SPPM Declarations of Conflict of Interest16-020 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda16-021 Moved by L Colley
That the Strategic Plan Performance Measures Committee1 approves the agenda
Carried
SPPM Confirmation of July 13 2016 Strategic Plan Performance Measures Committee16-022 Meeting Minutes
Moved by L ColleyThat the Strategic Plan Peiformance Measures Committee1 confirms the Minutes of the fitly 13 2016 Strategic Plan Performance
Measures Committee
Carried
APPROVED MINUTES Page 2
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 3 Tuesday September 20 2016 from 530 pm to 630 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Business Arising from the Minutes16-023 There were no Business Arisingfrom (lie Minutes items at the September 20 2016
Strategic Plan Performance Measures Committee meeting
SPPM Communications16-024 There were no Communications items at the September 20 2016 Strategic Plan
Performance Measures Committee meeting
SPPM Presentations16-025 There were no public presentations at the September 20 2016 Strategic Plan
Performance Measures Committee meeting
Itemfor ApprovalSPPM Strategic Plan 2016-2019 Accountability Framework and Reporting Tools16-026 Elizabeth Glass Director Policy Planr1ing amp Performance Management
provided a presentation on accountability framework and reporting tools
Moved by S Graham-NurterThat the Strategic Plan Performance Afeasurement Committee1 considers the approach ofusing logic models and a balanced scorecard as
the strategic plan accountabilityframework and a dashboard to visuallyrepresent the progress and achievement as outlined in the flowchart(Attachment 1k
2 endorses the logic model examples that will be used as templates fordeveloping a logic model for each strategic priority (Attachments 2 and3k
3 endorses the balanced scorecard and recommended key performanceindicatorsJbr the Boardrsquos monitoring and assessment ofthe strategicplan lsquo5 progress (Attachment 1)
Deferred
The Committee deferred consideration of the recommendations in the StrategicPlan 2016-2019 Accountability Framework and Reporting Tools report until thenext meeting of the Committee
APPROVED MINUTES Page 3
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 3 Tuesday September 20 from 530 pm to 630 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Adjournment16-027 Moved by L Colley
That the Strategic Plan Performance Measures Committee1 adjourns the September 20 20J6 Strategic Plan Performance Measures
Conunittee meetingCarried
The meeting ended at 630 pm - - - I
Signed (V UrsquoL
MINUTES Page 1
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
13b
Members Present
Mr Ron Carinci
Ms Lindsay Colley
Ms Archana Shah
Ms Sue Graham-Nutter
Regrets
Ms Dianne LeBreton (Chair)
SPPM Call to Order
16-028 Vickery Bowles called the meeting to order at 530 pm Ms Bowles advised that
Dianne LeBreton committee chair was unexpectedly unable to attend the
meeting An election of an acting chair was required
SPPM Declarations of Conflict of Interest 16-029 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda 16-030 Moved by R Carinci
That the Strategic Plan Performance Measures Committee approves the agenda
as revised to
1 elect an Acting Chair for the November 7 2016 meeting in the absence of
the Committee Chair
Carried
MINUTES Page 2
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Election of Acting Chair
16-031 Vickery Bowles called for nominations for the Acting Chair of the Strategic Plan
Performance Measures Steering Committee
Moved by R Carinci
That
1 Sue Graham-Nutter be nominated for Acting Chair
Carried
Sue Graham-Nutter agreed to stand for election
There being no further nominations it was
Moved by R Carinci
That the Strategic Plan Performance Measures Committee
1 closes nominations
Carried
Vickery Bowles declared Sue Graham-Nutter duly elected Acting Chair of the
Strategic Plan Performance Measures Committee by acclamation
Sue Graham-Nutter assumed the Chair
SPPM Confirmation of September 20 2016 Strategic Plan Performance Measures
16-032 Committee Meeting Minutes Moved by R Carinci
That the Strategic Plan Performance Measures Committee
1 confirms the Minutes of the September 20 2016 Strategic Plan
Performance Measures Committee
Carried
SPPM Business Arising from the Minutes
16-033 There were no Business Arising from the Minutes items at the November 7 2016
Strategic Plan Performance Measures Committee meeting
SPPM Communications
16-034 There were no Communications items at the November 7 2016 Strategic Plan
Performance Measures Committee meeting
MINUTES Page 3
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Presentations
16-035 There were no public presentations at the November 7 2016 Strategic Plan
Performance Measures Committee meeting
Item for Approval
SPPM Strategic Plan 2016-2019 Accountability Framework Reporting Tools and Key
16-036 Performance Indicators
Elizabeth Glass Director Policy Planning amp Performance Management
responded to questions from committee members
Moved by L Colley
That the Strategic Plan Performance Measurement Committee
1 endorses the Strategic Plan accountability framework as outlined in the
flowchart (Attachment 1)
2 endorses the logic model examples that will be used as templates for
developing a logic model for each strategic priority (Attachments 2
and 3)
3 endorses the balanced scorecard and recommended key performance
indicators for the Boardrsquos monitoring and assessment of the Strategic
Planrsquos progress (Attachment 4)
Carried
Staff were directed to provide Board members with an overview of the
accountability framework for the Strategic Plan with the tools KPIs and the
reporting timelines
SPPM Adjournment
16-037 Moved by L Colley
That the Strategic Plan Performance Measures Committee
1 adjourns the November 7 2016 Strategic Plan Performance Measures
Committee meeting
Carried
The meeting ended at 600 pm
Signed
Strategic Plan 2016-2019 Accountability Framework 1
STAFF REPORT ACTION REQUIRED
Strategic Plan 2016-2019 Accountability Framework
Date November 21 2016
To Toronto Public Library Board
From Strategic Plan Performance Measures Committee
SUMMARY
The purpose of this report is to recommend the approval of the Strategic Plan 2016-2019
Accountability Framework to the Toronto Public Library Board
A Strategic Plan Performance Measures Committee was established on April 25 2016 to
provide advice and recommendations to the Board for strengthening the Boardsrsquo
monitoring and assessment of the strategic planrsquos implementation for compliance and
progress
The Committee met four times from May to November 2016 to receive and inform the
development of the Strategic Plan 2016-2019 Accountability Framework which contains
three main tools a balanced scorecard with key performance indicators a dashboard to
visually present the results and a logic model to show the alignment between the strategic
priorities key activities over four years and the expected outcomes and impact
At its November 7 2016 meeting the Committee endorsed the Accountability Framework
and concluded its work
RECOMMENDATIONS
The Strategic Plan Performance Measures Committee recommends that the Toronto
Public Library Board
1 approves the Strategic Plan 2016-2019 Accountability Framework
FINANCIAL IMPACT
There is no financial impact beyond what has already been approved in the current yearrsquos
budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
13c
Strategic Plan 2016-2019 Accountability Framework 2
DECISION HISTORY
At its April 25 2016 meeting the Library Board received the following report Strategic
Plan Performance Measures Committee Terms of Reference and approved the Terms of
Reference for the Strategic Plan Performance Measures Committee as outlined in
Attachment 1
httpwwwtorontopubliclibrarycacontentabout-the-
librarypdfsboardmeetings2016apr2512-performance-measures-committee-terms-of-
referencepdf
httpwwwtorontopubliclibrarycacontentabout-the-
librarypdfsboardmeetings2016apr2512-performance-measures-committee-terms-of-
reference-att-1pdf
At its May 31 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Status and Performance
Management Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-may-31jsp
At its July 13 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Status and Performance
Management Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-jul-13jsp
At its September 20 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Accountability
Framework and Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-sep-20jsp
At its November 7 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Accountability
Framework Reporting Tools amp key Performance Indicators
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-nov-07jsp
ISSUE BACKGROUND
The Strategic Plan Performance Measures Committee was established on April 25 2016 to
provide advice and recommendations to the Library Board for strengthening the Boardrsquos
monitoring and assessment of the strategic planrsquos implementation for compliance and
progress
During the development of the Accountability Framework and the reporting tools the
Committee met four times from May to November 2016 to receive information and provide
advice At its November 7 2016 meeting the Committee endorsed the Framework and
concluded its work
Strategic Plan 2016-2019 Accountability Framework 3
COMMENTS
There are three broad outcomes for the Strategic Plan 2016-2019 based on input gathered
from Toronto residents during the strategic plan consultation process
Expanding Access
Increasing Opportunity
Building Connections
Six strategic priorities were established to advance the broad outcomes
Advancing TPLrsquos digital platforms
Breaking down barriers to access driving inclusion
Expanding access to technology and training
Establishing TPL as Torontorsquos centre for continuous and self-directed learning
Creating community connections through cultural experiences
Transforming for 21st century service excellence
The purpose of the Accountability Framework is to guide the development monitoring and
reporting of the annual work plan for each of the four years from 2016 to 2019 and the
overall achievements of the Strategic Plan over four years It serves as
a reporting structure for the Board to monitor the progress of the strategic plan and
provide guidance
a public facing reporting tool to demonstrate openness and accountability
an internal tool to advance shared understanding of the strategic priorities and guide the
work of staff
The Accountability Framework is composed of three main tools
1 Balanced Scorecard with key performance indicators (Attachment 1 amp Attachment 2)
The overall achievements of the strategic plan will be reported using a balanced
scorecard approach with key performance indicators established under four
perspectives Customer Operational Learning amp Growth and Financial Work plan
achievements will be reported to the Board in a semi-annual status report
2 Dashboard (Attachment 3)
A dashboard format will be used to visually present the strategic plan achievements
as measured against the key performance indicators and targets This will be reported
to the Board annually
3 Logic Models
A logic model (Attachment 4) is developed to align the six strategic priorities with
key activities the broad outcomes and the contribution to the success of City of
Torontorsquos key strategies over four years
Logic models will also be developed for each strategic priority with appropriate key
activities and outcomes to guide the development of annual work plans strategic
Strategic Plan 2016-2019 Accountability Framework 4
partnerships and funding priorities Attachment 5 shows an example of a logic model
for Strategic Priority 2 Breaking down barriers to access driving inclusion
The flowchart in Attachment 6 illustrates the relationship of the three tools The key activity
of Expanding Access to branches and community service points under Priority 2 is provided
as an example
CONTACT
Elizabeth Glass Director Policy Planning amp Performance Management
Tel 416-395-5602 E-mail eglasstorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Balanced Scorecard with Key Performance Indicators
Attachment 2 List of Strategic Plan 2016-2019 Key Performance Indicators
Attachment 3 Dashboard example
Attachment 4 Strategic Plan 2016-2019 Logic Model
Attachment 5 Strategic Plan 2016-2019 Priority 2 Logic Model
Attachment 6 Strategic Plan 2016-2019 Accountability Framework Flowchart
Strategic Plan 2016 mdash 2019 Balanced Scorecard Attachment 1
Key Performance Indicators
Total number of active members
bull Total use per capita
bull Visits per capita
bull Virtual visits per capita
bull In-branch technology utilization rate internet access workstationper 100000 population wireless connections per capita
bull Utilization rate (program capacity) learning programs(ESL + Literacy + User Ed + lifelong learning)
bull Utilization rate of technology training programs
bull Utilization rate of cultural programs
bull ft of branches providing regular after-schoolprogramming from September to June
bull User satisfaction overall
bull User satisfaction in-branch technology(computers software wifi)
Users satisfaction knowledge andhelpfulness of staff
Key Performance Indicators
bull Total Open Hours
bull ft of Sunday branches (September to June)
bull ft of NIA Sunday branches (September to June)
bull ft of Sunday branches (Year-round)
ft of NIA Sunday branches (Year-round)
Turnover rate of circulating items
of special collections that are digitized
KKey Performance Indicators
bull Logic Models and evaluation frameworksdeveloped for strategic priorities
bull Spending in staff development (Total Averageper staff)
bull staff who report they have the skills andtraining to meet service delivery outcomes
bull of staff who report high levels ofengagement
Key Performance Indicators
bull Cost per use
Operating Expenditures
Operating expenditures per capita
Operating expenditures for electronic materials
Operating expenditures for digital technology
bull Total funding
bull Total funding per capita
bull Total funding from TPL Foundation
Page 1 of 1
Strategic Plan 2016-2019 Balanced Scorecard Key Performance Indicators
Customer Perspective Operational Perspective Learning amp Growth Perspective Financial Perspective
Total number of active members
Total use per capita o Visits per capita
Virtual visits per capita
In-branch technology utilization rate internet access workstation per 100000 population wireless connections per capita
Utilization rate (program capacity) learning programs (ESL + Literacy + User Ed + lifelong learning)
Utilization rate of technology training programs
Utilization rate of cultural programs
of branches providing regular after-school programming from September to June
User satisfaction overall
User satisfaction in-branch technology (computers software wifi)
Users satisfaction knowledge and helpfulness of staff
Total Open Hours o of Sunday branches
(September to June) o of NIA Sunday branches
(September to June) o of Sunday branches
(Year-round) o of NIA Sunday branches
(Year-round)
Turnover rate of circulating items
of special collections that are digitized
Logic Models and evaluation frameworks developed for strategic priorities
Spending in staff development (Total Average per staff)
staff who report they have the skills and training to meet service delivery outcomes
of staff who report high levels of engagement
Cost per use
Operating Expenditures o Operating expenditures per
capita
Operating expenditures for electronic materials
Operating expenditures for digital technology
Total funding o Total funding per capita o Total funding from TPL
Foundation
Attachment 2
Attachment 3
Strategic Plan 2016-2019 Dashboard
Key Performance Indicators
Example Open Hours
2016 Activities that will move the dial Status
Sunday service expanded to create year-round service at 6 District and 2 R amp R branches and added to 6 neighbourhood branches to provide seasonal Sunday service
Measure Baseline (2015) Current (Dec 2016) Target (2019) change
Total open hours 269672 hours 274397 hours 281878 hours + 45
Attachment 4
Toronto Public Library Strategic Plan 2016-2019 Logic Model
Torontonians are aware of library services to
address immediate needs
Create and implement Digital Strategy to develop online services
Torontonians have access to reading and
learning materials in a wide range of formats
and levels to support the joy of reading and
lifelong learning
TPL has resources and well-trained staff to
deliver strategic outcomes
Torontonians are connected through cultural
and leisure experiences and opportunites
TPL provides exceptional services and
experience at customers every point of need
TPL increased partnership and funding
opportunities with City of Toronto community
organizations and funding partners
Torontonians have improved access to
technology and staff assistance to develop
technology skills
Torontonians have expanded access to
emerging technology innovation spaces and
programs
Torontonians have new experiential
collaborative and e-learning opporunities to
support education employment and multiple
literacies
Use technology to drive improvements in business processes and
efficiency eg cloud analytics
Torontonians have equitable
support to learning and training
and gain the knowledge multiple
literacy skills and networks to
enrich their education work life and
leisure experiences
Torontonians have access to
programs and activities to support
and enhance diverse cultural
experiences and library collections
that reflect their cultural ineterests
and needs
Support readers of all ages and interests with diverse collections
readers advisory and a wide range of literary and cultural programs
Toronto children and youth have additional safe
after school social and learning environments
and programs
Priorities Key Activities
Mission Toronto Public Library provides free and equitable access to services which meet the changing needs of Torontonians The Library preserves and promotes universal
access to a broad range of human knowledge experience information and ideas in a welcoming and supportive environment
Establishing TPL as Torontos
centre for continuous and self-
dlirected learning
Impact
Expanding access to technology
and training
Advancing TPLs digital platforms
Breaking down barriers to access
driving inclusion
Expand high quality out-of-school-time programs for children and youth
Increase awareness and engagement across library channels
Allocate additional resources to sustain current and emerging
technology
Provide access to current and emerging technology and training in
library branches and community locations
Identify and remove policy barriers to online and in-person servicesToronto Public Library is a
community asset that builds
community capacity and improves
Torontonians well-being
Toronto Public Library contributes to the success of
Toronto Strong Neighbourhood Strategy 2020
Actions for strong Neighbourhoods
under five domains
Physical surroundings
Economic opportunities
Healthy lives
Social development and
Participation in civic decision-making
Toronto Public Library is a key partner in
City of Torontos Poverty Reduction Strategy
in addressing the issues of
service access and availability
Toronto Public Library supports the positive
outcomes of City of Torontos strategies for targeted
population including
Raising the Village Measuring the Well-being
of Children and Families in Toronto
Toronto Youth Equity Strategy
Toronto Newcomer Strategy
Toronto Seniors Strategy
Expand access to branches and community service points
Develop new resources programs and partnerships to deliver eLearning
programs
Provide in-branch resources space and technology to support
experiential learning
Provide resources and programs to support civic engagement
community events and discussion of social issues
Transforming for 21st century
service excellence Dedicate staff resources and training to provide expertise in key
strategic areas eg technology and literacy
Torontonians are empowered and supported in
their partcipation in civic lifeCreating community connections
through cultural experiences
Create diverse and inclusive cultural programs and experiences in
branch and online spaces
Curate and digitize special collections to reflect Torontos diverse
history culture and heritage
Develop organizational structure and culture to support innovation and
customer service excellence
ACCESS
OPPORTUNITY
CONNECTIONS
Outcomes
Torontonians have easy convienient online
access to library collections and services
Torontonians have convenient and local access
to neighbourhood spaces and services
Attachment 5
Expand online services
Develop self-serve Library Kiosks
Increased program offerings
After hours access implemented
Increased online service options
Increased self-service options
CONNECTIONS
Understand City demographics
demands and use of a full range of
library services
Develop after-hours access at branches
2 Breaking down
barriers to access
driving inclusion
Toronto Public Library contributes to the success of
City of Torontos key strategies including
Toronto Strong Neighbourhood Strategy 2020
bull Targeting appropriate resources to
respond to neighbourhood needs
Toronto Poverty Reduction Strategy
bull Address immediate needs
bull Create pathways to prosperity
bull Increase service access and availability
ACCESS
OPPORTUNITYLibrary membership options reflect
users online and branch access
needs
Provide access to current
and emerging technology
and training in library
branches and community
locations
Increase awareness and
engagement across library
channels
Sunday service expanded in target
branches
Identify and remove policy
barriers to online and in-
person services
Expand access to branches
and community service
points
Number of blocked library cards
reduced in target populations
Toronto Public Library Strategic Plan 2016-2019 Logic Model
Priority Impact
Mission Toronto Public Library provides free and equitable access to services which meet the changing needs of Torontonians The Library preserves and promotes universal access to a broad
range of human knowledge experience information and ideas in a welcoming and supportive environment
OutcomeKey Activities
Toronto Youth Equity Strategy
bull Service gaps
bull Service relevance amp accessibility
Toronto Newcomer Strategy
bull Improving access to municipal supports
bull Supporting civic engagement and
community capacity
Develop marketing strategy and conduct
publicity campaigns
Toronto Seniors Strategy
bull Equity
bull Inclusion
bull Respect
bull Quality of life
Expand access to library service in
community locations
Toronto Public Library is a
community asset that builds
community capacity and improves
Torontonians
well-being
Torontonians have equitable
support to learning and training
and gain the knowledge multiple
literacy skills and networks to
enrich their education work life
and leisure experiences
Torontonians have access to
programs and activities to support
and enhance diverse cultural
experiences and library
collections that reflect their
cultural ineterests and needsIncreased circulation of library
materials
Identify and remove policy barriers to
online and in-person services
Raising the Village Measuring the
Well-being of Children and Families in Toronto
bull Families have equitable access to
learning and training and are active in
their childrenrsquos education
bull Families belong to communities and
have the freedom to express and
opportunities to foster their culture and
identity
Torontonians are aware of library
services to address immediate needs
Conduct outreach and customer
engagement programs
Expand branch hours with additional
programs
Torontonians have easy
convienient online access to library
collections and services
Torontonians have convenient and
local access to neighbourhood
spaces and services
Attachment 6
Accountability Framework
Example
Priority Key Activity Short Term Medium Term Impact
Breaking down barriers to access
driving inclusion
Expand access to branches and
community service points
Torontonians have convenient and
local access to neighbourhood spaces
and services
Toronto Public Library is a community
asset that builds community capacity
and improves Torontonians well-being
Toronto Poverty Reduction Strategy
Increase service access and availability
Example
Customer Perspective Operational Perspective Learning amp Growth Perspective Financial Perspective
Utilization rate Service hours added Staff training Cost per use
Example
Is a visual representation of progress towards four years targets for KPIs to achieve strategic outcomes
with a baseline benchmark and annual target
Dashboard
Monitors the progress of the strategic plan across four perspectives and indentifies KPIs to measure progress towards outcomes
Links planned activities to expected outcomes
Toronto Public Library Strategic Plan 2016-2019
Implementation Compliance and Progress
Logic Model
Balanced Scorecard
Outcomes
Strategic Plan 2016-2019
Accountability Framework
November 21 2016
Toronto Public Library Board Meeting
1
Accountability Framework
Strategic Plan Performance Measures Committee
to provide advice and recommendations to the Board for
strengthening the Boardrsquos monitoring and assessment of the
strategic planrsquos implementation for compliance and progress
2
Accountability Framework
Strategic Plan Performance Measures Committee
bull Met four times from May to November 2016
bull Endorsed Accountability Framework at November 7 2016
meeting
bull Concluded its work
3
Accountability Framework
Purpose of framework
bull To guide the development monitoring and reporting of
The Annual work plan for each year from 2016-2019
The overall achievements of the Strategic Plan over four
years
4
Accountability Framework
bull A reporting structure for the Board to monitor the
progress of the strategic plan and provide guidance
bull Public facing reporting tool to demonstrate openness
and accountability
bull An internal tool for staff
5
Accountability Framework
Strategic Plan 2016-2019
bull Three broad outcomes
Access
Opportunity
Connections
And six strategic priorities
6
Accountability Framework
Strategic Plan 2016-2019
bull Six Strategic Priorities
Advancing TPLrsquos digital Platforms
Breaking down barriers to access driving inclusion
Expanding access to technology and training
Establishing TPL as Torontorsquos centre for continuous and
self-directed learning
Creating community connections through cultural
experiences
Transforming for 21st century service excellence
7
Accountability Framework
Three main tools
bull Balanced Scorecard with Key Performance
Indicators (KPIs)
bull Dashboard for visual presentation
bull Logic Models
8
Accountability Framework
Balanced Scorecard
bull A performance measurement tool developed at the
Harvard Business School
bull Provides a framework to monitor organization
performance from four perspectives the customerrsquos
perspective an internal business perspective an
innovation and learning perspective and the
financial perspective
Balance scorecard Encyclopedia of Business Gale 2000
9
10
Strategic Plan 2016 ndash 2019 Balanced Scorecard
11
Strategic Plan 2016 ndash 2019 Balanced Scorecard
Accountability Framework
Reporting timeline
bull Annual work plan achievements will be reported
to the Board in a semi-annual status report in
June and year end
bull Overall achievements of the strategic plan will be
reported annually to the Board (eg first quarter
of 2017 for 2016) using a balanced scorecard and
presented visually using a dashboard
12
Accountability Framework
13
Accountability Framework
Logic Model
bull A logic model is a systematic and visual way to present the
relationships among the resources to operate a program the
planned activities and the changes or results you hope to
achieve
14
WK Kellogg Foundation Logic Model Development Guide 2004
Accountability Framework
Logic Models
bull A Strategic Plan 2016-2019 aligns 6 strategic priorities
with
Key activities
3 broad strategic outcomes
City of Torontorsquos key strategies
bull Plus a logic model for each of the 6 strategic priorities
15
16
Strategic Plan 2016-2019 Logic Model
17
Strategic Plan 2016-2019 Priority 2 Logic Model
18
Accountability Framework
Questions amp Discussion
19
20
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 1
STAFF REPORT ACTION REQUIRED
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report proposes revised meeting dates for the December 2016 and January 2017
meetings for Toronto Public Library Board approval
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves rescheduling the December 8 2016 Toronto Public Library Board meeting
to December 12 2016 and
2 approves rescheduling the January 23 2017 Toronto Public Library Board meeting to
January 30 2017
FINANCIAL IMPACT
There is no financial impact arising from this report
The Director Finance and Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
At the January 25 2016 meeting the Board approved the schedule for meetings in 2016
including December 8 2016
At the October 24 2016 meeting the Board was provided with the proposed schedule for
meetings in 2017 including January 23 2017 for approval at the January 2017 meeting
14
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 2
COMMENTS
Library staff have recently reviewed the Cityrsquos updated budget schedule The Library Board
meeting in December is not well aligned with the Cityrsquos schedule A later December date
would provide the Board with more opportunity to be informed and kept up-to-date on the
2017 budget as well as to participate in the process As a result the rescheduling of the
December 8 2016 meeting to Monday December 12 is being recommended Board
members were canvassed and quorum is attainable for a meeting on December 12 2016
As the same scenario is also a possibility for the proposed January 23 2017 meeting it is
recommended that the date be changed to January 30 2017
Key dates for the 2017 budget process are shown below
2017 Budget Timetable
Date Political Review TPL Board
2016
Nov 21 Board meeting
Dec 2 Budget Committee launch
Dec 12 (from 8) Board meeting
Dec 161920 (21) Budget Committee presentations
2017
Jan 5 910 Budget Committee public deputations
Jan 12 Budget Committee wrap-up
Jan 24 Budget Committee final
Jan 30 (from 23) Board meeting
Feb 7 Executive Committee
Feb 15 16 (17) Council approval
Feb 21 Board meeting
CONTACT
Nancy Marshall Library Board Officer City Librarianrsquos Office
Tel 416-393-7215 E-mail nmarshalltorontopubliclibraryca
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 3
SIGNATURE
______________________________
Vickery Bowles
City Librarian
Holiday Closures 2017 and January 2018 1
STAFF REPORT ACTION REQUIRED
Holiday Closures 2017 and January 2018
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The purpose of this report is to recommend and receive Toronto Public Library Board
approval for the schedule of holiday closures for 2017 and January 2018
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves the schedule of holiday closures for 2017 and January 2018 as provided
in Attachment 1
FINANCIAL IMPACT
There is no financial impact to the 2017 operating budget arising from the
recommendation in this report The recommended closures are included in the proposed
2017 operating budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
Where Library Board approval is required to establish holiday closures the matter comes
before the Board in the preceding year to ensure adequate notice to the public and staff
COMMENTS
At its meeting on October 26 2015 the Library Board approved the Library closure for
New Yearrsquos Day 2017 on Monday January 2 2017
15
Holiday Closures 2017 and January 2018 2
The Library is open for regular service on Remembrance Day Saturday November 11
2017
The Library will be closed on Monday December 25 2017 for Christmas Day and
Tuesday December 26 2017 for Boxing Day
In 2018 New Yearrsquos Day falls on a Monday and the Library will be closed
All full-time employees whose scheduled day off falls on a holiday closure are
compensated with a day in lieu to be taken at another agreed upon time
It is the practice of the Library to close on the Sundays adjacent to public holidays with
the exception of Family Day
The schedule of holiday closures for 2017 and January 2018 is provided in Attachment 1
CONTACT
Dan Keon Director Human Resources Tel 416-395-5850
E-mail dkeontorontopubliclibraryca
SIGNATURE
_____________________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Holiday Closures 2017 and January 2018
Toronto Public Library Holiday Closures 2017 and January 2018
Sunday January 1 2017 New Yearrsquos Day Closed
Monday January 2 2017 For New Yearrsquos Day Closed
Monday February 20 2017 Family Day Closed
Friday April 14 2017 Good Friday Closed
Sunday April 16 2017 Easter Sunday Closed
Monday April 17 2017 Easter Monday Closed
Monday May 22 2017 Victoria Day Closed
Saturday July 1 2017 Canada Day Closed
Monday August 7 2017 Civic Holiday (Simcoe Day) Closed
Monday September 4 2017 Labour Day Closed
Monday October 9 2017 Thanksgiving Day Closed
Sunday December 24 2017 Christmas Eve Closed
Monday December 25 2017 Christmas Day Closed
Tuesday December 26 2017 Boxing Day Closed
Sunday December 31 2017 New Yearrsquos Eve Closed
Monday January 1 2018 New Yearrsquos Day Closed
New Yearrsquos Day 2017 closure approved by the Library Board on October 26 2015
Attachment 1
Audit Plan for the Year Ending December 31 2016 1
STAFF REPORT INFORMATION ONLY
Audit Plan for the Year Ending December 31 2016
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The attached report from PricewaterhouseCoopers the external auditors summarizes the
planning for their audit of the 2016 financial statements for the Toronto Public Library
Board
FINANCIAL IMPACT
The proposed audit fee of $25000 inclusive of expenses and exclusive of Harmonized
Sales Tax (2015 ndash $25000) is included in the 2016 operating budget It is important to
note that the audit fee does not include extra audit work that may be required due to
scope changes and PricewaterhouseCoopers will advise management as soon as possible
if this were to happen
This is the second year of a five-year audit contract that the City has negotiated The fee
will remain unchanged for the duration of the contract
ISSUE BACKGROUND
Under Section 139 of the City of Toronto Act 2006 the City is required to appoint an
auditor licensed under the Public Accounting Act 2004 who is responsible for annually
auditing the accounts and transactions of the City and its local boards and expressing an
opinion on the financial statements of these entities based on the audit
Council at its March 2015 meeting approved the recommendation of the Audit
Committee to appoint PricewaterhouseCoopers as the external auditor for the City and
Library The contract with PricewaterhouseCoopers is for five years ending with the
audit of the December 31 2019 financial statements
As part of the annual audit PricewaterhouseCoopers provides an Audit Plan report to the
Toronto Public Library Board The auditors will conduct their audit of the 2016 financial
statements pursuant to this plan
17
Audit Plan for the Year Ending December 31 2016 2
COMMENTS
Attached is PricewaterhouseCoopersrsquo Audit Plan for the Library which summarizes their
view on audit risks the nature extent and timing of the audit work and the terms of
engagement
On completion of the audit PricewaterhouseCoopers will issue the Audited Financial
Statements and a Year-End Report to the Board that will provide key matters for
discussion significant audit accounting and financial reporting matters summary of
unadjusted and adjusted items other required communications internal control
recommendations and a confirmation of auditor independence
Work on the interim audit was completed in October 2016 and the year-end audit is
expected to be completed by March 2016
CONTACT
Larry Hughsam Director Finance amp Treasurer Tel 416-397-5946
E-mail lhughsamtorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Board ndash Audit Plan for the year ending
December 31 2016
wwwpwccomca
Audit planfor the yearendingDecember31 2016
Toronto PublicLibrary Board
pwc
pwc
October 28 2016
Members of the BoardToronto Public Library Board
Dear Members of the Board
We are pleased to present an overview of our audit plan for the 2016 audit of the financial statementsof Toronto Public Library Board (the Library) prepared in accordance with Canadian Public SectorAccounting Standards (PSAS) (referred to as the ldquofinancial statementsrdquo from now on)
This overview includes our view on audit risks and the nature extent and timing of our audit work
We value your feedback and if you have any questions about the identified risks and our audit approachplease do not hesitate to contact the undersigned at (416) 228-1922
Yours very truly
Tern McUnnonPartnerRisk Assurance Services
cc Mr Larry Hughsam Director Finance and Treasurer
PricewatcrhouseCoopers UPnyC Tower i8 York Street Suite 2600 Toronto Ontario Canada M oB2T +1 416 8631133 F +1 416 365 8215 wwwpwccomca
lsquoPwt relera to Pdcewatethousetoopers LLP an Ontario limiled liabiLity paruiership
Toronto Public Library Board Audit plan for the year ending December 31 2016
Communications to the Board
Key mattersfor Commentsdiscussion
Client service team Tern McKinnon is your engagement leader and Julianne Cooke is your engagementmanager
Service deliverables We will audit the Libraryrsquos financial statements as of December 31 2016 and for theyear then ending prepared in accordance with PSAS
Our engagement letter which has been signed by the City of Toronto sets out theterms and conditions for our engagement as the independent auditor of the Libraryfor the above-mentioned year In addition our engagement letter outlines ourresponsibilities as the auditor and the responsibilities of management
Audit timeline We worked with management to develop this project timelinemdash Interim visit October 17-21 2016mdash Year-end visit March20 mdash March 31 2017mdash Clearance meeting with management To be confirmedmdash Deliveryfiling of financial statements To be confirmed
Audit approach Our audit approach is a mixture of tests of internal controls and substantive testingOur audit approach is designed to allow us to execute a quality and efficient auditWe do this byi gaining an understanding of the business by focusing on new developments
and key business issues affecting the Library as well as managementrsquosmonitoring of controls and business processes
ii identiring significant audit risks sharing our perspectives obtaining yourfeedback and ensuring our audit is tailored to these risks
iii using well-reasoned professional judgment especially in areas that aresubjective or require estimates and
iv leveraging reliance where possible on the Libraryrsquos internal controls andinformation technology and data systems
In the current year our planned work will include testing of key controls in thefollowing areasmdash Purchases payables and disbursementsmdash Payroll
All other areas will be subject to tests of detail
Significant risks are risks of material misstatement that we think need special auditconsideration We identified several significant audit risks and plan to address themas follows Please let us know if you agree that these are the most significant risksfrom your point of view and if you have any other areas of concern
PwC I
Toronto Public Library Board Audit plan for the year ending December 31 2016
Significant risk to Managementrsquos response and our audit approachdiscuss
Risk of management Accounting regulatory authorities require that the risk of material misstatement dueoverride of controls to management override of controls be considered a significant risk on every audit
engagement
This represents the risk that internal controls at the Library maybe circumvented toachieve desired financial results or gain inappropriate access to financial resources
In order to address this risk we will perform the followingbull All non-routine journal entries are reviewed and approved by the appropriate
level of managementbull We will review manual journal entries focusing on large and unusual entriesbull We will review accounting estimates for biases that could result in material
misstatementbull We will incorporate unpredictable procedures in the audit approach
Risk of fraud in revenue The risk of fraud in revenue recognition is a presumed significant risk underrecognition Canadian Auditing Standards We will assess this risk through the consideration of
the Libraryrsquos revenue recognition policies the incentivepressure to fraudulentlymisstate revenue and the potential opportunity
In order to address this risk we will perform the following
bull Update our understanding of managementrsquos processes and internal controlssurrounding revenue recognition
bull Obtain confirmations from the City of Toronto for subsidies received duringthe year
bull Test significant revenue streams through testing a sample of transactions tosupporting documents
Materiality Misstatements are considered to be material if they could reasonably be expected toinfluence the economic decisions of users of the financial statements We have set apreliminanrsquo materialihrsquo of S6i6oooo We will report unadjusted and adjusted itemsover S6i6ooo to the Board on completion of the audit
Fraud risk We discuss fraud risk annually with the Board Through our planning process (andprior yearsrsquo audits) we developed an understanding of your oversight processesincluding
Employee code of ethicsmdash Discussion at Board meetings and our attendance at those meetings or
reviewing minutes of meetingsmdash Presentations by management including business performance reviewsmdash Signing authorities
Are there any new processes or changes to the items above that we should be awareoP
We are not aware of any fraud Are you aware of instances of any actual suspected or
____________________________
alleged fraud affecting the Library
PwC 2
Toronto Public Ubrary Board Audit plan for the year ending December 31 2016
The matters raised In this and other reports that will flow from the audit are only those that have come to our attention arising from or relevant toour audit that we believe need to be brought to your attention They are not a comprehensive record of all the matters arising and in particularwe cannot be held responsible for reporting all risks in your business or all internal control weaknesses This report has been prepared solely foryour use It was not prepared or intended for any other purpose No other person or entity shall place any reliance upon the accuracy orcompleteness of statements made herein PwC does not assume responsibility to any third party and in no event shall PwC have any liabilityfor damages costs or losses suffered by reason of any reliance upon the contents of this report by any person or entity other than you
PwC 3
copy 2015 PricewaterhouseCoopers LLP an Ontario limited liability partnership All rights reserved
Board Resolutions ndash Status Report 1
STAFF REPORT INFORMATION ONLY
Board Resolutions ndash Status Report
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report lists the status of outstanding Toronto Public Library Board resolutions
BACKGROUND INFORMATION
At the April 2 2012 meeting the Toronto Public Library Board approved the inclusion of
Board Resolutions ndash 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 ndash Status Report ndash November 21 2016
18
1
STATUS REPORT
TORONTO PUBLIC LIBRARY BOARD RESOLUTIONS
AS AT NOVEMBER 21 2016
DATE OF
MEETING
MOTION
(Ref Minute )
STATUS
TARGET
DATE
Sep 8 2014 14-150 ndash Notice of Motion Funding and Timing of
PerthDupont Branch Relocation
5 requests that the local City Councillor consult
with the local community and make a
recommendation to the Board for a new name for
the relocated branch (which will no longer be
located at the corner of Perth and Dupont)
IN PROGRESS Staff to bring a recommendation to
the Board for a new name for the relocated branch to
the Board for approval
To be
determined
Feb 22 2016 16-040 ndash Naming Opportunity ndash Daniel Grafton
Hill III
2 requests staff to provide updates to the
Toronto Public Library Board on this
initiative at strategic intervals
IN PROGRESS This initiative is dependent on a
future branch capital project and consultation
process
To be
determined
Oct 24 2016 16-193 ndash Toronto Public Library Board ndash Self-
Evaluation
2 conducts a pilot self-evaluation during the
month of November 2016 and discusses the
results of the evaluation at the January 2017
meeting
IN PROGRESS A report is expected to be provided
at the January 2017 meeting
January 2017
meeting
Attachment 1
MINUTES Page 4
Toronto Public Library Board
Meeting No 9 Monday October 24 2016 from 605 pm to 820 pm
Cedarbrae Branch Florence Cruickshank Community Room 545 Markham Rd Toronto
Presentations
16-185 Maureen OrsquoReilly President Toronto Public Library Workers Union Local
4948 CUPE Maureen OrsquoReilly addressed the Board regarding the 2017 Operating Budget ndash
City Target Ms OrsquoReilly outlined the Unionrsquos concerns regarding the impact of
potential service and staffing reductions to library service A communication on
this matter from Maureen OrsquoReilly to Ron Carinci was tabled at the meeting In
addition Ms OrsquoReilly noted the Unionrsquos submissions to the Board are not posted
on the Libraryrsquos website and requested that the materials be posted
Moved by L Colley seconded by D LeBreton
That the Toronto Public Library Board
1 receives the presentation from Maureen OrsquoReilly President Toronto
Public Library Workers Union Local 4948 CUPE regarding the 2017
Operating Budget ndash City Target for information
Carried
16-186 Miroslav Glavić Miroslav Glavić addressed the Board regarding the importance of the provision of
accessible doors in all branches the importance of objective Board self-evaluation
and the possibility of scheduling Library Board meetings on some holidays such
as Easter Monday
Moved by Councillor Doucette seconded by E Svec
That the Toronto Public Library Board
1 receives the presentation from Miroslav Glavić regarding 2017-2019
Fundraising Priorities Toronto Public Library Board ndash Self-Evaluation
and Toronto Public Library Board ndash 2017 Proposed Meeting Schedule for
information
Carried
16-187 Toronto Public Library Board Education ndash Cisco Collaboration
Alex Hocevar introduced Willa Black Vice President Corporate Affairs and
Victor Woo Director Ontario Public Sector Cisco Canada Ms Black and Mr
Woo provided the Board with a presentation on specific initiatives resulting from
the partnership between Cisco and the Toronto Public Library
Moved by Councillor Ainslie seconded by A Shah
That the Toronto Public Library Board
1 receives the Toronto Public Library Board Education ndash Cisco
Collaboration verbal report for information
Carried
MINUTES Page 5
Toronto Public Library Board
Meeting No 9 Monday October 24 2016 from 605 pm to 820 pm
Cedarbrae Branch Florence Cruickshank Community Room 545 Markham Rd Toronto
Items for Approval
16-188 Property Redevelopment Feasibility Report
Larry Hughsam Director Finance and Treasurer introduced Bill Bryck President
and CEO Anna Ritacca Director Land amp Portfolio Analysis Build Toronto and
Joe Casali Director Real Estate Services City of Toronto Mr Bryck Ms
Ritacca and Mr Casali elaborated on the Toronto Public Library pilot project
analysis as outlined in the Property Redevelopment Feasibility Report
Moved by S McCarten seconded by D LeBreton
That the Toronto Public Library Board
1 not proceed with a pilot redevelopment project at this time based on Build
Torontorsquos financial analysis that shows no excess funds would be
generated to address other state of good repair needs and
2 continues to explore development and planning opportunities for Toronto
Public Library real estate in conjunction with the City-Wide Real Estate
Review and the centralized real estate entity
Carried
16-189 2017-2019 Fundraising Priorities
Elizabeth Glass Director Policy Planning amp Performance Management
introduced Robin Fowler Senior Counsel Offord Group Ms Fowler and
Jennifer Jones President Toronto Public Library Foundation outlined for the
Board a new direction in identifying fundraising priorities for 2017-2019
Moved by R Parry seconded by E Svec
That the Toronto Public Library Board
1 approves the 2017-2019 Fundraising Priorities Neighbourhood Renewal
Building and Spaces Life Long and Self Directed Learning Innovation
New and Emerging Technologies and Access to Culture and Preserving
Heritage and
2 directs library staff to work with the Toronto Public Library Foundation to
implement the new approach to fundraising in support of the 2017-2019
Fundraising Priorities pending approval of the Toronto Public Library
Foundation Board
Carried
16-190 Motion to Extend the Meeting
Moved by S McCarten seconded by E Svec
That the Toronto Public Library Board
1 extends the meeting until the completion of the agenda
Carried
MINUTES Page 6
Toronto Public Library Board
Meeting No 9 Monday October 24 2016 from 605 pm to 820 pm
Cedarbrae Branch Florence Cruickshank Community Room 545 Markham Rd Toronto
16-191 2017 Operating Budget ndash City Target
Moved by S McCarten seconded by S Graham-Nutter
That the Toronto Public Library Board
1 considers service reductions totalling $6195 million or 35 of the
budget comprised of reductions to Monday to Friday open hours saving
$4412 million and a $1782 million reduction to the collections budget
required to meet the Cityrsquos operating budget reduction target of -26
Defeated unanimously
Recorded Vote Requested
Yes ndash 0
No ndash 11
Councillor Ainslie Ron Carinci Lindsay Colley
Councillor Doucette Councillor Fragedakis Sue Graham-
Nutter Dianne LeBreton Strahan McCarten Ross Parry
Archana Shah and Eva Svec
16-192 2016 Capital Budget Adjustments (Approved by Consent)
That the Toronto Public Library Board
1 approves the following cash flow reallocations which have no impact on
annual debt levels
11 accelerate a total of $1065 million gross ($0527 million debt and
$0538 development charges (DC) funding) cash flow from 2017 to
2016 comprised of $0915 million gross $0537 million debt and
$0388 million DC for the Albion Library project and $0150
million gross and DC for the Wychwood Library project as
presented in Attachment 1 (Part A) and
12 defer a total of $1065 million gross ($0527 million debt and
$0538 DC funding) cash flow from 2016 to 2017 comprised of
$0250 million gross and debt for the North York Central Library
project $0150 million gross and DC for the St ClairSilverthorn
Library project and $0665 gross $0277 million debt and $0388
million DC for the Dawes Road Library project as presented in
Attachment 1 (Part B) and
2 authorizes staff to forward these budget adjustments to the City for
approval
Carried
MINUTES Page 7
Toronto Public Library Board
Meeting No 9 Monday October 24 2016 from 605 pm to 820 pm
Cedarbrae Branch Florence Cruickshank Community Room 545 Markham Rd Toronto
16-193 Toronto Public Library Board ndash Self-Evaluation
Moved by Councillor Ainslie seconded by L Colley
That the Toronto Public Library Board
1 approves the self-evaluation tool as outlined in Attachment 1 to be
conducted using an online survey tool and
2 conducts a pilot self-evaluation during the month of November 2016 and
discusses the results of the evaluation at the January 2017 meeting
Carried
Items for Information
16-194 Operating Budget Monitoring Report ndash September 30 2016 (Received for
Information by Consent)
That the Toronto Public Library Board
1 receives the Operating Budget Monitoring Report ndash September 30 2016
for information
Carried
16-195 Capital Budget Monitoring Report ndash September 30 2016
Moved by S McCarten seconded by L Colley
That the Toronto Public Library Board
1 receives the Capital Budget Monitoring Report ndash September 30 2016 for
information
Carried
16-196 Toronto Public Library Board ndash 2017 Proposed Meeting Schedule
Moved by A Shah seconded by S McCarten
That the Toronto Public Library Board
1 receives the Toronto Public Library Board ndash 2017 Proposed Meeting
Schedule for information
Carried
16-197 Board Resolutions ndash Status Report (Received for Information by Consent)
That the Toronto Public Library Board
1 receives the Board Resolutions ndash Status Report for information
Carried
MINUTES Page 8
Toronto Public Library Board
Meeting No 9 Monday October 24 2016 from 605 pm to 820 pm
Cedarbrae Branch Florence Cruickshank Community Room 545 Markham Rd Toronto
16-198 Adjournment
Moved by Councillor Ainslie seconded by R Parry
That the Toronto Public Library Board
1 adjourns the October 24 2016 Toronto Public Library Board meeting
Carried
The meeting ended at 820 pm
Signed
City Librarianrsquos Report ndash November 21 2016 1
City Librarianrsquos Report
November 21 2016
Expanding Access to Technology and Training
The fourth round of Toronto Public Libraryrsquos (TPL) Staff Innovation Program launched in
October All staff were invited to submit proposals that merge innovation and technology
Successful submissions will gain access to the technology resources and expertise needed to
help the ideas grow into something bigger Special consideration is being given to proposals
that address one of the three research themes from the 2016-2019 Strategic Plan
consultations Income Inequality and Poverty Reduction Middle Childhood and Youth The
Staff Innovation Program is meant to stimulate staff to combine imagination technology and
a willingness to experiment in an effort to develop innovations that have a positive impact on
service engage a new community or partner improve staff efficiencies andor enhance user
services
Establishing TPL as Torontorsquos Centre for Continuous and Self-Directed Learning
Launched at the end of September Gale Courses is a new eLearning resource that offers
unlimited access to instructor-led online courses on a variety of topics Courses run for six
weeks with two new lessons released every week New sessions start every month A
Getting Started page is available on the Library website to help customers A valid TPL card
is required along with the creation of a personal account at Gale Courses Topics of courses
include accounting finance business and management computer applications web design
technology skills personal enrichment health and wellness and writing tplcadatabases
Creating Community Connections through Cultural Experiences
In a tradition that started last year with Kansas City Public Library Toronto Public Library
staff put together cheeky social media posts in support of the Toronto Blue Jays in
postseason The posts written as poetry using book spines are used to taunt the public
libraries in the opposing cities This year Toronto Public Library faced off against Arlington
and Cleveland public libraries The posts were well received by the public and generated lots
of engagement and media coverage ndash reaching both new and existing audiences Canadian
public libraries like Oshawa Public Library chimed in with their own book spine messages
and elementary school students showed their support by putting together several messages as
part of a class activity Toronto Public Library staff were invited to reveal their selected
titles on Breakfast Television for the opening game in the Toronto vs Cleveland series The
exercise was fun for staff and was a great opportunity for the Library to contribute to the
citys excitement
On November 11 Chris Hadfield gave a presentation as part of the autumn 2016 Bram amp
Bluma Appel Salon The talk entitled How to Think Like an Astronaut was broadcast via
our telepresence technology in partnership with Cisco to four TPL locations (Cedarbrae S
Walter Stewart Richview and York Woods) and to Deer Lake First Nation in Northern
Ontario In each offsite location kids 9-12 were invited to create a project that addressed
7
City Librarianrsquos Report ndash November 21 2016 2
some problem in space and then later were given the chance to interact remotely with Chris
to present the solution to their selected problem The telepresence technology and the Chris
Hadfield special event were made possible by the generous contributions of two important
partners to the Library The Bluma Appel Community Trust donated $400000 to fund the
technology and the program and Cisco Canada contributed additional equipment expertise
and technical and strategic support Thanks to both for helping the Library transform our
services to better serve Torontonians in the digital age
Supported by the Krembil Foundation The Cutting Edge series explores new ideas at the
intersection of health and technology The 2016 featured lecture was presented by Pulitzer
Prize winner Siddhartha Mukherjee on October 17 at the Bram amp Bluma Appel Salon
Mukherjeersquos recent book The Gene weaves together science social history and personal
narrative to explain one of the most important conceptual breakthroughs of modern times
Dr Mukherjeersquos sold out appearance was simulcast to the Toronto Reference Library atrium
and live streamed online Other programs in the 2016 series include Music Medicine A New
Frontier and Pushing the Boundaries of Alzheimer Treatment In addition to the Cutting
Edge series the Krembil Foundation funds enhancements to the Libraryrsquos medical collection
as well as training for library staff
tplcacuttingedge
In October TPL launched a pilot project that extends the Sun Life Financial Museum +
Arts Pass (MAP) program making it available to University of Toronto and Ryerson
students at their campus libraries The pass can then be checked out at one of five
participating TPL branches giving the student free access to the AGO the Bata Shoe
Museum the Textile Museum of Canada and one of eight participating City of Toronto
Historic Sites The goals of the pilot are to encourage student awareness and use of TPL
branches to promote TPL library card registration to expand the MAP programrsquos
accessibility and to encourage students to make use of the regular MAP program The pilot
will end in the spring of 2017 at which point an evaluation will take place The regular
MAP program allows individuals and families to explore the best of Torontorsquos arts and
cultural treasures by providing free access to 17 participating venues
tplcamappass
In partnership with Myseum of Toronto Toronto Public Library presents Cosmopolis
Toronto The World in One City ndash a photography exhibition that explores the journeys of
newcomers to Canada This series by photographer Colin Boyd Shafer captures the stories
of someone born in every country of the world who now calls Toronto home Through
photography exhibits and programs Cosmopolis Toronto The World in One City will be
displayed at select branches across the city Themes that emerge revolve around the power
of family faith food music and the things that remind us of the past as well as the places
that feel like home
tplcacosmopolis
October is Canadian Library Month and this year Ontario Public Library Week was
kicked off at Fort York Branch on Oct 17 Todd Kyle president of the Ontario Library
Association spoke about the valuable role libraries play in Canadians lives and launched a
City Librarianrsquos Report ndash November 21 2016 3
fun bookspinepoetry contest open to the public City Librarian Vickery Bowles introduced
the theme of this yearrsquos Ontario Public Library Week ldquoA visit will get you thinkingrdquo and
spoke about the transformation libraries are undergoing and the new ways they are
connecting with their users Kevin Finnerty Assistant Deputy Minister at the Ministry of
Tourism Culture and Sport presented the Public Library Awards Shortlist which included
Toronto Public Librarys Pan Am Host City Project Attendees toured Fort York Branch
including a visit to the popular digital innovation hub
Transforming for 21st Century Service Excellence
The TPL Foundation was pleased to announce a number of fundraising successes this fall
Sixty thousand dollars was raised through the generous support of patrons of the fourth
annual Hush Hush fundraiser on October 15 at the BloorGladstone Branch A portion of the
proceeds will go toward Young Voices a suite of programs that encourages creative
expression in Torontorsquos youth The Foundation also raised $9500 through supporters
running or walking in the Scotiabank Charity Challenge one participant in the Challenge
trained by running to all 100 TPL branches The Foundation is also happy to announce that
TD Bank has generously renewed its support of Black History Month Celebrations and
Indigenous Celebrations with a combined donation of $44000
Communications 1
8
COMMUNICATIONS
GENERAL CORRESPONDENCE
TORONTO PUBLIC LIBRARY BOARD MEETING ndash November 21 2016
It is recommended that the Toronto Public Library Board
1 receives Communication (a) from Joe Clark to the Toronto Public Library Board
dated November 17 2016 regarding the 2017 operating and capital budgets for
information
Joe Clark joeclarkjoeclarkorg
20161117
Re 2017 Interim Budget Estimates
2017 Operating and Capital Budgets Update
While most of the attention paid to the budget has revolved around the Mayorrsquos suicidal
and intrinsically unserious demand for a 26 budget cut everywhere I have to
wonder yet again why the Toronto Public Library Board does not understand
what its own staff are proposing
Is it because there were only two Boardmembers in the last decade who were known to
even have library cards (One sits on the current Board) Fundamentally you
people do not use the library system and do not understand it I can assure you
that hiring Moe hasnrsquot changed that one iota given his attested unwillingness to
learn what in-branch experience the area he purports to manage is really like
So letrsquos go through a few seriously unwise items in the Library budget
Nobody asked for ldquocash drawersrdquo at the self-service checkouts
that nobody asked for either
One of the budget documents lies about the history of self-checkout thus ldquoIn 2009 TPL
received $66 million to implement self-service checkout in branches resulting in
better service and expanded hours at no cost and also a reduction in staff to help
achieve budget targetsrdquo The real purpose of self-checkout was to fire expensive
employees not to make things more efficient And it involved clumsily sticking
decals on millions of items in many cases marring them permanently
Again The real purpose of self-checkout was firing staff That was confirmed to me to my
face by a manager in charge It had nothing to do with library users or literally
anything else If the project had started with automated sorters as its raison drsquoecirctre
first it might have made sense
Now wersquore being threatened with ldquocash drawersrdquo As ever the library canrsquot be honest
about whatrsquos really happening here verbally dressing up this fiasco as Integrated
Payment Solutions whatever those are
2
With an investment of $2250 million over two years []hellip [c]ustomers will be able to pay
fines at the self-checkout terminals at the same time as checking out materials
Currentlyhellip fine payments can only be made onlinehellip or from a face-to-face interaction
with library staff at the check-out desk
God forbid
Combined these initiatives will save $0526 million or 03 in 2017 and allow a reduction
in staff of 68 FTEs[]
In other words ldquothese initiativesrdquo will cost $(2250000 divide 2 ndash 526000) or $599000 in
Year 1
The only library patrons who could possibly need this service are the ones who could
never get it in the first place ndash those whose only use of the library is via the
Bookmobile which canrsquot take cash payments and which donrsquot use RFID in the first
place (Did you know that) Nobody else needs or wants this service
Further does the Library really mean ldquocash drawersrdquo as in tills Do you know what you
even mean How will these tills dispense change Wonrsquot every one of them be
burglarized every day How long till Sue-Ann Levy writes a column about that
The Library refuses to adjust the collections budget
for known decreases in usage
Budget documents
$0482 million represents a 25 projected cost increase for library materials based on
experience and industry projections while needing to accommodate the impact of a
stronger US dollar on the Libraryrsquos purchasing power[]
The Library has elsewhere admitted that third-language materials ndash this means non-
English and non-French though the positioning of French as equivalent to
English is a joke in itself ndash have suffered serious decline in recent years Some
languages (by implication Indian ones) have shown 45 decreases in demand
That demand is never gonna come back Yet the Library whose collections policy is in
some respects more whim than policy proposes a $482000 increase largely to
handle projected exchange rates
3
Why hasnrsquot the Library proposed reducing relevant third-language budgets by the same
amount demand has reduced then redirecting that money to other collections
Why does the Library propose spending tens of thousands of dollars per
language in permanent decline instead of spending that money on items people
actually want including third-language items that really get used
Collections policy really does contain a large dosage of whim I should know being the
largest single submitter of blue forms and whose yellow forms are simply
ignored (Boardmembers ldquoWhat are thoserdquo) being someone who knows there is
no policy at all for acquiring new magazine titles and getting rid of dud titles and
most of all being the person who has had to take the Toronto Public Library to
the Human Rights Tribunal of Ontario over its banning of a single author an
outrageous unprincipled action that is seriously popular in-house and which the
Library clearly intends to defend to the death at any cost in legal fees
Yet this is the same department you intend to authorize to waste money on third-
language materials that will never be used while also handing it another
482 grand
If you actually used the Library and if you actually read your own reports would you
leave these items in the proposed budget Again what happens if Sue-Ann Levy
finds out and documents these errors in a newspaper none of you really think
should be taken seriously in the first place
ndash 30 ndash
Ready for Reading WebsiteToronto Public Library
Peggy Thomas
Manager Childrenrsquos Services
Questions
Contact informationPeggy Thomaspthomastorontopubliclibraryca
2017 Interim Budget Estimates 1
STAFF REPORT ACTION REQUIRED
2017 Interim Budget Estimates
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The purpose of this report is to seek Toronto Public Library Board adoption of the 2017
interim operating and capital budget estimates in order to enable Toronto Public Library
(TPL) to carry out normal operations during the period between January 1 2017 and the date
on which Council approves the 2017 operating and capital budgets expected to be on
February 15 or 16 2017
The interim operating budget for TPL is $48647 million gross ($44249 million net) which
is based on 25 of TPLrsquos 2016 approved budget The interim capital budget is $5522
million gross ($3524 debt) which is based on 25 of the 2017 funding commitments for
previously approved capital projects
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 adopts the 2017 interim operating budget of $48647 million gross ($44249 million
net) subject to Council approval and
2 adopts the 2017 interim capital budget of $5522 million gross ($3524 million debt)
subject to Council approval
FINANCIAL IMPACT
The 2017 interim budget estimates will enable TPL to carry out normal operations during the
period between January 1 2017 and the date on which Council approves the 2017 operating
and capital budgets expected to be on February 15 or 16 2017 The 2017 interim operating
budget for TPL is $48647 million gross ($44249 million net) which represents 25 of
TPLrsquos 2016 approved operating budget
The interim capital budget is $5522 million gross ($3524 million debt) which represents
25 of the 2017 funding commitments for previously approved capital projects Any unspent
11
2017 Interim Budget Estimates 2
capital funds from 2016 will also be available during the interim period of 2017 The
combination of the 25 funding and 2016 unspent carry-forwards will be adequate to meet
TPLrsquos capital needs in the interim period
The budget percentage approvals are consistent with other City Agencies and Divisions
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
ALIGNMENT WITH STRATEGIC PLAN
The adoption of the 2017 interim budget estimates ensures the continuance of TPLrsquos business
until Council approves the 2017 operating and capital budgets
ISSUE BACKGROUND
In accordance with TPLrsquos Financial Control Policy prior to the approval of the annual
operating and capital budgets the Library Board needs to adopt the Council-approved
interim estimates to fund the continuance of the Libraryrsquos business from the first day of
January to the date the operating and capital budgets for that year are approved
COMMENTS
The 2017 interim budget estimates for the operating and capital budgets expected to be
approved by Council on December 13 2016 enable City Programs and Agencies to carry out
their operations until Council approves the 2017 operating and capital budgets expected on
February 15 or 16 2017
Expenditures made during the period beginning January 1 2017 to until the date Council
approves the 2017 operating and capital budgets must be restricted to normal operations
CONTACT
Larry Hughsam Director Finance amp Treasurer Tel 416-397-5946
E-mail lhughsamtorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
Runnymede Branch ndash Award of Tender 1
STAFF REPORT ACTION REQUIRED
Runnymede Branch ndash Award of Tender
Date November 21 2016
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 of Runnymede Branch as per
Toronto Public Libraryrsquos (TPLrsquos) drawings and specifications
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 awards the contract to the lowest bidder Brown Daniels Associates for the interior
renovation of the Runnymede Branch at a cost of $543147 which includes a
contingency of $49377 [excluding Harmonized Sales Tax (HST)]
FINANCIAL IMPACT
The total amount of $543147 which is made up of the tender amount of $493770 plus the
contingency of $49377 (excluding HST) is included as part of the Multi-Branch Renovation
State of Good Repair (SOGR) Project of the approved 2016 capital budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
ALIGNMENT WITH STRATEGIC PLAN
The interior renovation of the Runnymede Branch helps to achieve various strategic plan
priorities and goals including
increase access to in-branch services and spaces and new options to expand public and
community space
advance State of Good Repair projects to provide welcoming well-maintained and efficient
public space
create in-branch environments that connect neighbourhoods and communities offering
opportunities for partnerships civic engagement and resident participation
12
Runnymede Branch ndash Award of Tender 2
build capacity to deliver elearning and interactive distance learning services
offer broad access to experiential collaborative mentored and networking learning
opportunities in response to the different ways people learn and the unique needs of local
communities
offer access to new and emerging technologies to support innovation entrepreneurship and
creativity
COMMENTS
Runnymede is a 12034 sq ft neighbourhood branch In 2015 Runnymede was the third
busiest branch in the Toronto Public Library system in terms of visits and the busiest branch
in terms of holds pick-up The branch opened in 1928 and is listed on Toronto Historical
Boards Inventory of Heritage Properties It has undergone several renovations over the
years
A renovation and expansion of Runnymede Branch was completed and successfully opened
to the public in 2005 Eleven years have passed and library service has changed With
introduction of self-service and more collaborative work spaces the existing large service
desk is no longer required Moreover the high level of traffic creates congestion in the
branch The proposed renovation to the main floor of the library will resolve these issues In
addition to the installation of a new smaller service desk the renovation will involve a re-
design of the computer areas new flooring new window coverings and collections
merchandizing The second floor of the branch will be opened up to improve security
through increased visibility and allow for greater flexibility in the use of the public space
Architects for the project Building Arts Architects Inc was hired to provide architectural services for the Runnymede
Branch renovation project in April 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 of the most experienced and previously proved General
Contractors were pre-qualified and invited to bid on the project All eight (8) attended the
mandatory site meeting at Runnymede Branch on October 4 2016
Call for Tenders On September 30 2016 the Call for Tenders was issued to the eight pre-qualified bidders 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 The bid documents prepared by the Architects were
supplied to all prequalified bidders All bidders had to attend a mandatory information
meeting on October 4 2016 The bid documents comprised the following documents
List of Prequalified Bidders
Instruction to Bidders
Runnymede Branch ndash Award of Tender 3
Available Project Information
Stipulated Price Bid Form
Unit Prices Bid Form Supplement
Alternative Prices Bid Form Supplement
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 October 20 2016 TPL received tenders from seven of the pre-qualified General
Contractors The Architects and library staff analysed the three lowest bids to ensure that all
requirements of the bidding process were met as follows
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 amp
material bond)
o unconditional bid
o completed amp sealed stipulated price bid form
o acknowledges all addenda issued as part of the Call for Tenders
o completed amp dated unit prices bid form supplement
o completed amp dated alternative prices bid form supplement
o completed amp dated list of subcontractors bid form supplement
o confirmation of pre-qualified subcontractors where required
Award of tender recommendation For the recommended contract award to Brown Daniels Associates the following
requirements have been met
1 The bidder is in conformance with 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 successfully completed a number of Toronto Public Library
projects including Woodside Square Mimico and Ellesmere Branches North York Central
Library and the recent Beeton Hall renovation at the Toronto Reference Library The
references were checked by the architect and were satisfactory
Runnymede Branch ndash Award of Tender 4
CONTACT
Moe Hosseini-Ara Director Branch Operations and Customer Experience
Tel 416-397-5944 E-mail mhosstorontopubliclibraryca
Gail Rankin Senior Manager Facilities Management Tel 416-395-5881
E-mail grankintorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
13 aLIBRARYAPPROVED MINUTES Page I
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 1 Tuesday May 31 2016 from 540 pm to 725 pmToronto Reference Library Board Room 789 Yonge Street Toronto
Members PresentMr Ron CarinciMs Lindsay ColleyMs Dianne LeBretonMs Sue Graham-Nutter
RegretsMs Archana Shah
SPPM Call to Order16-001 Elizabeth Glass Director Policy Planning amp Performance Management and the
City Librarianrsquos desiwiate called the meeting to order at 540 pm
SPPM Election of Chair of the Strategic Plan Performance Measures Committee16-002 Elizabeth Glass called for nominations for the Chair of the Strategic Plan
Performance Measures Steering Committee
Moved by 1 CarinciThat1 Dianne LeBreton be nominated for chair
carriedDianne LeBreton agreed to stand for election
There being no further nominations it wasMoved by L ColleyThat the Strategic Plan Performance Measures Committee1 closes nominations
carried
Elizabeth Glass declared Diarme LeBreton duly elected Chair of the Strategic PlanPerformance Measures Committee by acclamation
Dianne LeBreton assumed the Chair
APPROVED MINUTES Page 2
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 1 Tuesday May 31 2016 from 540 pm to 725 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Declarations of Conflict of Interest16-003 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda16-004 Moved by R (lsquoarinci
That the Strategic Pla ii Perbnnance Measures Committee1 approves the agenda
Carried
SPPM Communications16-005 There were no Communications items at the May 31 2016 Strategic Plan
Performance Measures Committee meeting
SPPM Presentations16-006 There were no public presentations at the May 31 2016 Strategic Plan
Performance Measures Committee meeting
Item for ApprovalSPPM Strategic Plan 2016-20 19 Status and Performance Management Reporting Tools
Elizabeth Glass and Michele Melady Acting Manager Planning amp Developmentprovided a presentation on status and performance management reporting tools
16-007 Committee DecisionIrsquofo red by K CauinciThat the Strategic Plan Perbrmance Measurement Committee1 considers the summary of Toronto Public Library s strategic priority
alignment witi key City strategiesbr information (Attachment 1)2 considers the template that will he used for the semimdashannual status report
on Strategic Plan activitiesbr 2016br presentation to the Library Boardin June fbr inbnnation Attacunent 2)
3 considers the Divi Strategic Plan Dashboard to provide recommendationson the brmat so that staff cciii make revisions and populate the templatewith nwasuucs br the next Steering Committee Meeting (Attachment 3)
Carried as amended
APPROVED MINUTES Page 3
Toronto Public library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 1 Tuesday May 31 from 540 pm to 725 pmToronto Reference Library Board Room 789 Yonge Street Toronto
MotionsSee the followingMoved by R CarinciThat the Strategic Plan Performance Measures Committee1 considers the summary of Toronto Public Libraryrsquos swategic priority
alignment with key City strategies for information (Attachment 1)2 endorses (lie template that will be usedfor the semi-annual status report
on Strategic Plan activities for 2Ol6for presentation to the Library Boardin June for information (Attachment 2)
3 considers the Draft Strategic Plan Dashboard to pro viderecommendations on the format so that staffcan make revtcions andpopulate the template with measures for the next Steering ConmitteeMeeting (Attachment 3)
Amended
Moved in amendment by S Graham-NutterThat the Motion moved by R Carbici be amended to change the word endorsesrdquoin Recommendation 2 to the word considers so that it reads asjoacutellows1 considers the template that will be usedJar the semi-annual status report
on Strategic Plan activitiesfor 2016for presentation to the Library Boardin June for information (Attachment 2)
Carried
SPPM Adjournment16-008 Moved by pound Graham-Nutter
That the Strategic Plan Perjagravermance Measures Committee1 adjourns the May 31 2016 Strategic Plan Performance Measures
Committee meetingCarried
The meeting ended at 725 pm c)r -
Signed ( I lsquoI 7lt--
TORONTOPUB LIC
LIBRARYAPPROVED MINUTES Page 1
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 2 Wednesday July 13 2016 from 530 pm to 635 pmToronto Reference Library Board Room 789 Yonge Street Toronto
Members PresentMs Dianne LeBreton (Chair)Ms Lindsay CofleyMs Sue Graham-NutterMs Archana Shah
RegretsMr Ron Carinci
SPPM Call to Order16-010 Dianne LeBreton called the meeting to order at 530 pm
SPPM Declarations of Conflict of Interest16-011 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda16-012 Moved byL colley
That the Strategic Plan Petformance Measures Committee1 approves the agenda
Carried
SPPM Confirmation of IrsquoIay 31 2016 Strategic Plan Performance Measures Committee16-0 13 Meeting Minutes
Moved by L ColleyThat the Strategic Plan PerJbrmance Measures Committee1 confirms the Minutes of the May 31 2016 Strategic Plan Performance
Measures CommitteeCarried
APPROVED MENUTES Page 2
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteelNrsquoIeeting No 2 Wednesday July 13 from 530 pm to 635 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Business Arising from the Minutes16-014 There were no Business Arisingfrom the Mintues items at the July 13 2016
Strategic Plan Performance Measures Committee meeting
SPPM Communications16-015 There were no Communications items at the July 13 2016 Strategic Plan
Performance Measures Committee meeting
SPPM Presentations16-016 There were no public presentations at the July 13 2016 Strategic Plan
Performance Measures Committee meeting
Itemfor ApprovalSPPM Strategic Plan 2016-2019 Status and Performance Management Reporting Tools16-0 17 Elizabeth Glass Director Policy Planning amp Performance Management and
Linda Hazzan Director Communications Progranuning amp CustomerEngagement provided a presentation on status and performance managementreporting tools
Moved byA ShahThat the Strategic Plan Performance Measurement Committee1 considers the attached presentation materials and2 directs staffto further develop the balanced score card key performance
indicators and the Strategic Plan dashboard and indicatorsfor a StrategicPlan Performance Measures Steering committee meeting in September
CarriedSPPM Adjournment16-018 iWoved by S Graham-Nutter
That the Strategic Plan Performance ArsquoJeasures Committee1 adjourns the July 13 2016 Strategic Plan Performance Measures
Committee meeting
Carried
The meeting ended at 635 pm-
Signed lsquoiV i f
TORONTOPUB LIC
LIBRARYAPPROVED MINUTES Page 1
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 3 Tuesday September 20 2016 from 530 pm to 630 pmToronto Reference Library Board Room 789 Yonge Street Toronto
Members PresentMs Dianne LeBreton (Chair)ML Ron CadnciMs Lindsay ColleyMs Archana ShahMs Sue Graham-Nutter
Regrets
SPPM Call to Order16-019 Dianne LeBreton called the meeting to order at 530 pm
SPPM Declarations of Conflict of Interest16-020 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda16-021 Moved by L Colley
That the Strategic Plan Performance Measures Committee1 approves the agenda
Carried
SPPM Confirmation of July 13 2016 Strategic Plan Performance Measures Committee16-022 Meeting Minutes
Moved by L ColleyThat the Strategic Plan Peiformance Measures Committee1 confirms the Minutes of the fitly 13 2016 Strategic Plan Performance
Measures Committee
Carried
APPROVED MINUTES Page 2
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 3 Tuesday September 20 2016 from 530 pm to 630 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Business Arising from the Minutes16-023 There were no Business Arisingfrom (lie Minutes items at the September 20 2016
Strategic Plan Performance Measures Committee meeting
SPPM Communications16-024 There were no Communications items at the September 20 2016 Strategic Plan
Performance Measures Committee meeting
SPPM Presentations16-025 There were no public presentations at the September 20 2016 Strategic Plan
Performance Measures Committee meeting
Itemfor ApprovalSPPM Strategic Plan 2016-2019 Accountability Framework and Reporting Tools16-026 Elizabeth Glass Director Policy Planr1ing amp Performance Management
provided a presentation on accountability framework and reporting tools
Moved by S Graham-NurterThat the Strategic Plan Performance Afeasurement Committee1 considers the approach ofusing logic models and a balanced scorecard as
the strategic plan accountabilityframework and a dashboard to visuallyrepresent the progress and achievement as outlined in the flowchart(Attachment 1k
2 endorses the logic model examples that will be used as templates fordeveloping a logic model for each strategic priority (Attachments 2 and3k
3 endorses the balanced scorecard and recommended key performanceindicatorsJbr the Boardrsquos monitoring and assessment ofthe strategicplan lsquo5 progress (Attachment 1)
Deferred
The Committee deferred consideration of the recommendations in the StrategicPlan 2016-2019 Accountability Framework and Reporting Tools report until thenext meeting of the Committee
APPROVED MINUTES Page 3
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 3 Tuesday September 20 from 530 pm to 630 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Adjournment16-027 Moved by L Colley
That the Strategic Plan Performance Measures Committee1 adjourns the September 20 20J6 Strategic Plan Performance Measures
Conunittee meetingCarried
The meeting ended at 630 pm - - - I
Signed (V UrsquoL
MINUTES Page 1
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
13b
Members Present
Mr Ron Carinci
Ms Lindsay Colley
Ms Archana Shah
Ms Sue Graham-Nutter
Regrets
Ms Dianne LeBreton (Chair)
SPPM Call to Order
16-028 Vickery Bowles called the meeting to order at 530 pm Ms Bowles advised that
Dianne LeBreton committee chair was unexpectedly unable to attend the
meeting An election of an acting chair was required
SPPM Declarations of Conflict of Interest 16-029 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda 16-030 Moved by R Carinci
That the Strategic Plan Performance Measures Committee approves the agenda
as revised to
1 elect an Acting Chair for the November 7 2016 meeting in the absence of
the Committee Chair
Carried
MINUTES Page 2
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Election of Acting Chair
16-031 Vickery Bowles called for nominations for the Acting Chair of the Strategic Plan
Performance Measures Steering Committee
Moved by R Carinci
That
1 Sue Graham-Nutter be nominated for Acting Chair
Carried
Sue Graham-Nutter agreed to stand for election
There being no further nominations it was
Moved by R Carinci
That the Strategic Plan Performance Measures Committee
1 closes nominations
Carried
Vickery Bowles declared Sue Graham-Nutter duly elected Acting Chair of the
Strategic Plan Performance Measures Committee by acclamation
Sue Graham-Nutter assumed the Chair
SPPM Confirmation of September 20 2016 Strategic Plan Performance Measures
16-032 Committee Meeting Minutes Moved by R Carinci
That the Strategic Plan Performance Measures Committee
1 confirms the Minutes of the September 20 2016 Strategic Plan
Performance Measures Committee
Carried
SPPM Business Arising from the Minutes
16-033 There were no Business Arising from the Minutes items at the November 7 2016
Strategic Plan Performance Measures Committee meeting
SPPM Communications
16-034 There were no Communications items at the November 7 2016 Strategic Plan
Performance Measures Committee meeting
MINUTES Page 3
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Presentations
16-035 There were no public presentations at the November 7 2016 Strategic Plan
Performance Measures Committee meeting
Item for Approval
SPPM Strategic Plan 2016-2019 Accountability Framework Reporting Tools and Key
16-036 Performance Indicators
Elizabeth Glass Director Policy Planning amp Performance Management
responded to questions from committee members
Moved by L Colley
That the Strategic Plan Performance Measurement Committee
1 endorses the Strategic Plan accountability framework as outlined in the
flowchart (Attachment 1)
2 endorses the logic model examples that will be used as templates for
developing a logic model for each strategic priority (Attachments 2
and 3)
3 endorses the balanced scorecard and recommended key performance
indicators for the Boardrsquos monitoring and assessment of the Strategic
Planrsquos progress (Attachment 4)
Carried
Staff were directed to provide Board members with an overview of the
accountability framework for the Strategic Plan with the tools KPIs and the
reporting timelines
SPPM Adjournment
16-037 Moved by L Colley
That the Strategic Plan Performance Measures Committee
1 adjourns the November 7 2016 Strategic Plan Performance Measures
Committee meeting
Carried
The meeting ended at 600 pm
Signed
Strategic Plan 2016-2019 Accountability Framework 1
STAFF REPORT ACTION REQUIRED
Strategic Plan 2016-2019 Accountability Framework
Date November 21 2016
To Toronto Public Library Board
From Strategic Plan Performance Measures Committee
SUMMARY
The purpose of this report is to recommend the approval of the Strategic Plan 2016-2019
Accountability Framework to the Toronto Public Library Board
A Strategic Plan Performance Measures Committee was established on April 25 2016 to
provide advice and recommendations to the Board for strengthening the Boardsrsquo
monitoring and assessment of the strategic planrsquos implementation for compliance and
progress
The Committee met four times from May to November 2016 to receive and inform the
development of the Strategic Plan 2016-2019 Accountability Framework which contains
three main tools a balanced scorecard with key performance indicators a dashboard to
visually present the results and a logic model to show the alignment between the strategic
priorities key activities over four years and the expected outcomes and impact
At its November 7 2016 meeting the Committee endorsed the Accountability Framework
and concluded its work
RECOMMENDATIONS
The Strategic Plan Performance Measures Committee recommends that the Toronto
Public Library Board
1 approves the Strategic Plan 2016-2019 Accountability Framework
FINANCIAL IMPACT
There is no financial impact beyond what has already been approved in the current yearrsquos
budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
13c
Strategic Plan 2016-2019 Accountability Framework 2
DECISION HISTORY
At its April 25 2016 meeting the Library Board received the following report Strategic
Plan Performance Measures Committee Terms of Reference and approved the Terms of
Reference for the Strategic Plan Performance Measures Committee as outlined in
Attachment 1
httpwwwtorontopubliclibrarycacontentabout-the-
librarypdfsboardmeetings2016apr2512-performance-measures-committee-terms-of-
referencepdf
httpwwwtorontopubliclibrarycacontentabout-the-
librarypdfsboardmeetings2016apr2512-performance-measures-committee-terms-of-
reference-att-1pdf
At its May 31 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Status and Performance
Management Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-may-31jsp
At its July 13 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Status and Performance
Management Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-jul-13jsp
At its September 20 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Accountability
Framework and Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-sep-20jsp
At its November 7 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Accountability
Framework Reporting Tools amp key Performance Indicators
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-nov-07jsp
ISSUE BACKGROUND
The Strategic Plan Performance Measures Committee was established on April 25 2016 to
provide advice and recommendations to the Library Board for strengthening the Boardrsquos
monitoring and assessment of the strategic planrsquos implementation for compliance and
progress
During the development of the Accountability Framework and the reporting tools the
Committee met four times from May to November 2016 to receive information and provide
advice At its November 7 2016 meeting the Committee endorsed the Framework and
concluded its work
Strategic Plan 2016-2019 Accountability Framework 3
COMMENTS
There are three broad outcomes for the Strategic Plan 2016-2019 based on input gathered
from Toronto residents during the strategic plan consultation process
Expanding Access
Increasing Opportunity
Building Connections
Six strategic priorities were established to advance the broad outcomes
Advancing TPLrsquos digital platforms
Breaking down barriers to access driving inclusion
Expanding access to technology and training
Establishing TPL as Torontorsquos centre for continuous and self-directed learning
Creating community connections through cultural experiences
Transforming for 21st century service excellence
The purpose of the Accountability Framework is to guide the development monitoring and
reporting of the annual work plan for each of the four years from 2016 to 2019 and the
overall achievements of the Strategic Plan over four years It serves as
a reporting structure for the Board to monitor the progress of the strategic plan and
provide guidance
a public facing reporting tool to demonstrate openness and accountability
an internal tool to advance shared understanding of the strategic priorities and guide the
work of staff
The Accountability Framework is composed of three main tools
1 Balanced Scorecard with key performance indicators (Attachment 1 amp Attachment 2)
The overall achievements of the strategic plan will be reported using a balanced
scorecard approach with key performance indicators established under four
perspectives Customer Operational Learning amp Growth and Financial Work plan
achievements will be reported to the Board in a semi-annual status report
2 Dashboard (Attachment 3)
A dashboard format will be used to visually present the strategic plan achievements
as measured against the key performance indicators and targets This will be reported
to the Board annually
3 Logic Models
A logic model (Attachment 4) is developed to align the six strategic priorities with
key activities the broad outcomes and the contribution to the success of City of
Torontorsquos key strategies over four years
Logic models will also be developed for each strategic priority with appropriate key
activities and outcomes to guide the development of annual work plans strategic
Strategic Plan 2016-2019 Accountability Framework 4
partnerships and funding priorities Attachment 5 shows an example of a logic model
for Strategic Priority 2 Breaking down barriers to access driving inclusion
The flowchart in Attachment 6 illustrates the relationship of the three tools The key activity
of Expanding Access to branches and community service points under Priority 2 is provided
as an example
CONTACT
Elizabeth Glass Director Policy Planning amp Performance Management
Tel 416-395-5602 E-mail eglasstorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Balanced Scorecard with Key Performance Indicators
Attachment 2 List of Strategic Plan 2016-2019 Key Performance Indicators
Attachment 3 Dashboard example
Attachment 4 Strategic Plan 2016-2019 Logic Model
Attachment 5 Strategic Plan 2016-2019 Priority 2 Logic Model
Attachment 6 Strategic Plan 2016-2019 Accountability Framework Flowchart
Strategic Plan 2016 mdash 2019 Balanced Scorecard Attachment 1
Key Performance Indicators
Total number of active members
bull Total use per capita
bull Visits per capita
bull Virtual visits per capita
bull In-branch technology utilization rate internet access workstationper 100000 population wireless connections per capita
bull Utilization rate (program capacity) learning programs(ESL + Literacy + User Ed + lifelong learning)
bull Utilization rate of technology training programs
bull Utilization rate of cultural programs
bull ft of branches providing regular after-schoolprogramming from September to June
bull User satisfaction overall
bull User satisfaction in-branch technology(computers software wifi)
Users satisfaction knowledge andhelpfulness of staff
Key Performance Indicators
bull Total Open Hours
bull ft of Sunday branches (September to June)
bull ft of NIA Sunday branches (September to June)
bull ft of Sunday branches (Year-round)
ft of NIA Sunday branches (Year-round)
Turnover rate of circulating items
of special collections that are digitized
KKey Performance Indicators
bull Logic Models and evaluation frameworksdeveloped for strategic priorities
bull Spending in staff development (Total Averageper staff)
bull staff who report they have the skills andtraining to meet service delivery outcomes
bull of staff who report high levels ofengagement
Key Performance Indicators
bull Cost per use
Operating Expenditures
Operating expenditures per capita
Operating expenditures for electronic materials
Operating expenditures for digital technology
bull Total funding
bull Total funding per capita
bull Total funding from TPL Foundation
Page 1 of 1
Strategic Plan 2016-2019 Balanced Scorecard Key Performance Indicators
Customer Perspective Operational Perspective Learning amp Growth Perspective Financial Perspective
Total number of active members
Total use per capita o Visits per capita
Virtual visits per capita
In-branch technology utilization rate internet access workstation per 100000 population wireless connections per capita
Utilization rate (program capacity) learning programs (ESL + Literacy + User Ed + lifelong learning)
Utilization rate of technology training programs
Utilization rate of cultural programs
of branches providing regular after-school programming from September to June
User satisfaction overall
User satisfaction in-branch technology (computers software wifi)
Users satisfaction knowledge and helpfulness of staff
Total Open Hours o of Sunday branches
(September to June) o of NIA Sunday branches
(September to June) o of Sunday branches
(Year-round) o of NIA Sunday branches
(Year-round)
Turnover rate of circulating items
of special collections that are digitized
Logic Models and evaluation frameworks developed for strategic priorities
Spending in staff development (Total Average per staff)
staff who report they have the skills and training to meet service delivery outcomes
of staff who report high levels of engagement
Cost per use
Operating Expenditures o Operating expenditures per
capita
Operating expenditures for electronic materials
Operating expenditures for digital technology
Total funding o Total funding per capita o Total funding from TPL
Foundation
Attachment 2
Attachment 3
Strategic Plan 2016-2019 Dashboard
Key Performance Indicators
Example Open Hours
2016 Activities that will move the dial Status
Sunday service expanded to create year-round service at 6 District and 2 R amp R branches and added to 6 neighbourhood branches to provide seasonal Sunday service
Measure Baseline (2015) Current (Dec 2016) Target (2019) change
Total open hours 269672 hours 274397 hours 281878 hours + 45
Attachment 4
Toronto Public Library Strategic Plan 2016-2019 Logic Model
Torontonians are aware of library services to
address immediate needs
Create and implement Digital Strategy to develop online services
Torontonians have access to reading and
learning materials in a wide range of formats
and levels to support the joy of reading and
lifelong learning
TPL has resources and well-trained staff to
deliver strategic outcomes
Torontonians are connected through cultural
and leisure experiences and opportunites
TPL provides exceptional services and
experience at customers every point of need
TPL increased partnership and funding
opportunities with City of Toronto community
organizations and funding partners
Torontonians have improved access to
technology and staff assistance to develop
technology skills
Torontonians have expanded access to
emerging technology innovation spaces and
programs
Torontonians have new experiential
collaborative and e-learning opporunities to
support education employment and multiple
literacies
Use technology to drive improvements in business processes and
efficiency eg cloud analytics
Torontonians have equitable
support to learning and training
and gain the knowledge multiple
literacy skills and networks to
enrich their education work life and
leisure experiences
Torontonians have access to
programs and activities to support
and enhance diverse cultural
experiences and library collections
that reflect their cultural ineterests
and needs
Support readers of all ages and interests with diverse collections
readers advisory and a wide range of literary and cultural programs
Toronto children and youth have additional safe
after school social and learning environments
and programs
Priorities Key Activities
Mission Toronto Public Library provides free and equitable access to services which meet the changing needs of Torontonians The Library preserves and promotes universal
access to a broad range of human knowledge experience information and ideas in a welcoming and supportive environment
Establishing TPL as Torontos
centre for continuous and self-
dlirected learning
Impact
Expanding access to technology
and training
Advancing TPLs digital platforms
Breaking down barriers to access
driving inclusion
Expand high quality out-of-school-time programs for children and youth
Increase awareness and engagement across library channels
Allocate additional resources to sustain current and emerging
technology
Provide access to current and emerging technology and training in
library branches and community locations
Identify and remove policy barriers to online and in-person servicesToronto Public Library is a
community asset that builds
community capacity and improves
Torontonians well-being
Toronto Public Library contributes to the success of
Toronto Strong Neighbourhood Strategy 2020
Actions for strong Neighbourhoods
under five domains
Physical surroundings
Economic opportunities
Healthy lives
Social development and
Participation in civic decision-making
Toronto Public Library is a key partner in
City of Torontos Poverty Reduction Strategy
in addressing the issues of
service access and availability
Toronto Public Library supports the positive
outcomes of City of Torontos strategies for targeted
population including
Raising the Village Measuring the Well-being
of Children and Families in Toronto
Toronto Youth Equity Strategy
Toronto Newcomer Strategy
Toronto Seniors Strategy
Expand access to branches and community service points
Develop new resources programs and partnerships to deliver eLearning
programs
Provide in-branch resources space and technology to support
experiential learning
Provide resources and programs to support civic engagement
community events and discussion of social issues
Transforming for 21st century
service excellence Dedicate staff resources and training to provide expertise in key
strategic areas eg technology and literacy
Torontonians are empowered and supported in
their partcipation in civic lifeCreating community connections
through cultural experiences
Create diverse and inclusive cultural programs and experiences in
branch and online spaces
Curate and digitize special collections to reflect Torontos diverse
history culture and heritage
Develop organizational structure and culture to support innovation and
customer service excellence
ACCESS
OPPORTUNITY
CONNECTIONS
Outcomes
Torontonians have easy convienient online
access to library collections and services
Torontonians have convenient and local access
to neighbourhood spaces and services
Attachment 5
Expand online services
Develop self-serve Library Kiosks
Increased program offerings
After hours access implemented
Increased online service options
Increased self-service options
CONNECTIONS
Understand City demographics
demands and use of a full range of
library services
Develop after-hours access at branches
2 Breaking down
barriers to access
driving inclusion
Toronto Public Library contributes to the success of
City of Torontos key strategies including
Toronto Strong Neighbourhood Strategy 2020
bull Targeting appropriate resources to
respond to neighbourhood needs
Toronto Poverty Reduction Strategy
bull Address immediate needs
bull Create pathways to prosperity
bull Increase service access and availability
ACCESS
OPPORTUNITYLibrary membership options reflect
users online and branch access
needs
Provide access to current
and emerging technology
and training in library
branches and community
locations
Increase awareness and
engagement across library
channels
Sunday service expanded in target
branches
Identify and remove policy
barriers to online and in-
person services
Expand access to branches
and community service
points
Number of blocked library cards
reduced in target populations
Toronto Public Library Strategic Plan 2016-2019 Logic Model
Priority Impact
Mission Toronto Public Library provides free and equitable access to services which meet the changing needs of Torontonians The Library preserves and promotes universal access to a broad
range of human knowledge experience information and ideas in a welcoming and supportive environment
OutcomeKey Activities
Toronto Youth Equity Strategy
bull Service gaps
bull Service relevance amp accessibility
Toronto Newcomer Strategy
bull Improving access to municipal supports
bull Supporting civic engagement and
community capacity
Develop marketing strategy and conduct
publicity campaigns
Toronto Seniors Strategy
bull Equity
bull Inclusion
bull Respect
bull Quality of life
Expand access to library service in
community locations
Toronto Public Library is a
community asset that builds
community capacity and improves
Torontonians
well-being
Torontonians have equitable
support to learning and training
and gain the knowledge multiple
literacy skills and networks to
enrich their education work life
and leisure experiences
Torontonians have access to
programs and activities to support
and enhance diverse cultural
experiences and library
collections that reflect their
cultural ineterests and needsIncreased circulation of library
materials
Identify and remove policy barriers to
online and in-person services
Raising the Village Measuring the
Well-being of Children and Families in Toronto
bull Families have equitable access to
learning and training and are active in
their childrenrsquos education
bull Families belong to communities and
have the freedom to express and
opportunities to foster their culture and
identity
Torontonians are aware of library
services to address immediate needs
Conduct outreach and customer
engagement programs
Expand branch hours with additional
programs
Torontonians have easy
convienient online access to library
collections and services
Torontonians have convenient and
local access to neighbourhood
spaces and services
Attachment 6
Accountability Framework
Example
Priority Key Activity Short Term Medium Term Impact
Breaking down barriers to access
driving inclusion
Expand access to branches and
community service points
Torontonians have convenient and
local access to neighbourhood spaces
and services
Toronto Public Library is a community
asset that builds community capacity
and improves Torontonians well-being
Toronto Poverty Reduction Strategy
Increase service access and availability
Example
Customer Perspective Operational Perspective Learning amp Growth Perspective Financial Perspective
Utilization rate Service hours added Staff training Cost per use
Example
Is a visual representation of progress towards four years targets for KPIs to achieve strategic outcomes
with a baseline benchmark and annual target
Dashboard
Monitors the progress of the strategic plan across four perspectives and indentifies KPIs to measure progress towards outcomes
Links planned activities to expected outcomes
Toronto Public Library Strategic Plan 2016-2019
Implementation Compliance and Progress
Logic Model
Balanced Scorecard
Outcomes
Strategic Plan 2016-2019
Accountability Framework
November 21 2016
Toronto Public Library Board Meeting
1
Accountability Framework
Strategic Plan Performance Measures Committee
to provide advice and recommendations to the Board for
strengthening the Boardrsquos monitoring and assessment of the
strategic planrsquos implementation for compliance and progress
2
Accountability Framework
Strategic Plan Performance Measures Committee
bull Met four times from May to November 2016
bull Endorsed Accountability Framework at November 7 2016
meeting
bull Concluded its work
3
Accountability Framework
Purpose of framework
bull To guide the development monitoring and reporting of
The Annual work plan for each year from 2016-2019
The overall achievements of the Strategic Plan over four
years
4
Accountability Framework
bull A reporting structure for the Board to monitor the
progress of the strategic plan and provide guidance
bull Public facing reporting tool to demonstrate openness
and accountability
bull An internal tool for staff
5
Accountability Framework
Strategic Plan 2016-2019
bull Three broad outcomes
Access
Opportunity
Connections
And six strategic priorities
6
Accountability Framework
Strategic Plan 2016-2019
bull Six Strategic Priorities
Advancing TPLrsquos digital Platforms
Breaking down barriers to access driving inclusion
Expanding access to technology and training
Establishing TPL as Torontorsquos centre for continuous and
self-directed learning
Creating community connections through cultural
experiences
Transforming for 21st century service excellence
7
Accountability Framework
Three main tools
bull Balanced Scorecard with Key Performance
Indicators (KPIs)
bull Dashboard for visual presentation
bull Logic Models
8
Accountability Framework
Balanced Scorecard
bull A performance measurement tool developed at the
Harvard Business School
bull Provides a framework to monitor organization
performance from four perspectives the customerrsquos
perspective an internal business perspective an
innovation and learning perspective and the
financial perspective
Balance scorecard Encyclopedia of Business Gale 2000
9
10
Strategic Plan 2016 ndash 2019 Balanced Scorecard
11
Strategic Plan 2016 ndash 2019 Balanced Scorecard
Accountability Framework
Reporting timeline
bull Annual work plan achievements will be reported
to the Board in a semi-annual status report in
June and year end
bull Overall achievements of the strategic plan will be
reported annually to the Board (eg first quarter
of 2017 for 2016) using a balanced scorecard and
presented visually using a dashboard
12
Accountability Framework
13
Accountability Framework
Logic Model
bull A logic model is a systematic and visual way to present the
relationships among the resources to operate a program the
planned activities and the changes or results you hope to
achieve
14
WK Kellogg Foundation Logic Model Development Guide 2004
Accountability Framework
Logic Models
bull A Strategic Plan 2016-2019 aligns 6 strategic priorities
with
Key activities
3 broad strategic outcomes
City of Torontorsquos key strategies
bull Plus a logic model for each of the 6 strategic priorities
15
16
Strategic Plan 2016-2019 Logic Model
17
Strategic Plan 2016-2019 Priority 2 Logic Model
18
Accountability Framework
Questions amp Discussion
19
20
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 1
STAFF REPORT ACTION REQUIRED
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report proposes revised meeting dates for the December 2016 and January 2017
meetings for Toronto Public Library Board approval
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves rescheduling the December 8 2016 Toronto Public Library Board meeting
to December 12 2016 and
2 approves rescheduling the January 23 2017 Toronto Public Library Board meeting to
January 30 2017
FINANCIAL IMPACT
There is no financial impact arising from this report
The Director Finance and Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
At the January 25 2016 meeting the Board approved the schedule for meetings in 2016
including December 8 2016
At the October 24 2016 meeting the Board was provided with the proposed schedule for
meetings in 2017 including January 23 2017 for approval at the January 2017 meeting
14
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 2
COMMENTS
Library staff have recently reviewed the Cityrsquos updated budget schedule The Library Board
meeting in December is not well aligned with the Cityrsquos schedule A later December date
would provide the Board with more opportunity to be informed and kept up-to-date on the
2017 budget as well as to participate in the process As a result the rescheduling of the
December 8 2016 meeting to Monday December 12 is being recommended Board
members were canvassed and quorum is attainable for a meeting on December 12 2016
As the same scenario is also a possibility for the proposed January 23 2017 meeting it is
recommended that the date be changed to January 30 2017
Key dates for the 2017 budget process are shown below
2017 Budget Timetable
Date Political Review TPL Board
2016
Nov 21 Board meeting
Dec 2 Budget Committee launch
Dec 12 (from 8) Board meeting
Dec 161920 (21) Budget Committee presentations
2017
Jan 5 910 Budget Committee public deputations
Jan 12 Budget Committee wrap-up
Jan 24 Budget Committee final
Jan 30 (from 23) Board meeting
Feb 7 Executive Committee
Feb 15 16 (17) Council approval
Feb 21 Board meeting
CONTACT
Nancy Marshall Library Board Officer City Librarianrsquos Office
Tel 416-393-7215 E-mail nmarshalltorontopubliclibraryca
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 3
SIGNATURE
______________________________
Vickery Bowles
City Librarian
Holiday Closures 2017 and January 2018 1
STAFF REPORT ACTION REQUIRED
Holiday Closures 2017 and January 2018
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The purpose of this report is to recommend and receive Toronto Public Library Board
approval for the schedule of holiday closures for 2017 and January 2018
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves the schedule of holiday closures for 2017 and January 2018 as provided
in Attachment 1
FINANCIAL IMPACT
There is no financial impact to the 2017 operating budget arising from the
recommendation in this report The recommended closures are included in the proposed
2017 operating budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
Where Library Board approval is required to establish holiday closures the matter comes
before the Board in the preceding year to ensure adequate notice to the public and staff
COMMENTS
At its meeting on October 26 2015 the Library Board approved the Library closure for
New Yearrsquos Day 2017 on Monday January 2 2017
15
Holiday Closures 2017 and January 2018 2
The Library is open for regular service on Remembrance Day Saturday November 11
2017
The Library will be closed on Monday December 25 2017 for Christmas Day and
Tuesday December 26 2017 for Boxing Day
In 2018 New Yearrsquos Day falls on a Monday and the Library will be closed
All full-time employees whose scheduled day off falls on a holiday closure are
compensated with a day in lieu to be taken at another agreed upon time
It is the practice of the Library to close on the Sundays adjacent to public holidays with
the exception of Family Day
The schedule of holiday closures for 2017 and January 2018 is provided in Attachment 1
CONTACT
Dan Keon Director Human Resources Tel 416-395-5850
E-mail dkeontorontopubliclibraryca
SIGNATURE
_____________________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Holiday Closures 2017 and January 2018
Toronto Public Library Holiday Closures 2017 and January 2018
Sunday January 1 2017 New Yearrsquos Day Closed
Monday January 2 2017 For New Yearrsquos Day Closed
Monday February 20 2017 Family Day Closed
Friday April 14 2017 Good Friday Closed
Sunday April 16 2017 Easter Sunday Closed
Monday April 17 2017 Easter Monday Closed
Monday May 22 2017 Victoria Day Closed
Saturday July 1 2017 Canada Day Closed
Monday August 7 2017 Civic Holiday (Simcoe Day) Closed
Monday September 4 2017 Labour Day Closed
Monday October 9 2017 Thanksgiving Day Closed
Sunday December 24 2017 Christmas Eve Closed
Monday December 25 2017 Christmas Day Closed
Tuesday December 26 2017 Boxing Day Closed
Sunday December 31 2017 New Yearrsquos Eve Closed
Monday January 1 2018 New Yearrsquos Day Closed
New Yearrsquos Day 2017 closure approved by the Library Board on October 26 2015
Attachment 1
Audit Plan for the Year Ending December 31 2016 1
STAFF REPORT INFORMATION ONLY
Audit Plan for the Year Ending December 31 2016
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The attached report from PricewaterhouseCoopers the external auditors summarizes the
planning for their audit of the 2016 financial statements for the Toronto Public Library
Board
FINANCIAL IMPACT
The proposed audit fee of $25000 inclusive of expenses and exclusive of Harmonized
Sales Tax (2015 ndash $25000) is included in the 2016 operating budget It is important to
note that the audit fee does not include extra audit work that may be required due to
scope changes and PricewaterhouseCoopers will advise management as soon as possible
if this were to happen
This is the second year of a five-year audit contract that the City has negotiated The fee
will remain unchanged for the duration of the contract
ISSUE BACKGROUND
Under Section 139 of the City of Toronto Act 2006 the City is required to appoint an
auditor licensed under the Public Accounting Act 2004 who is responsible for annually
auditing the accounts and transactions of the City and its local boards and expressing an
opinion on the financial statements of these entities based on the audit
Council at its March 2015 meeting approved the recommendation of the Audit
Committee to appoint PricewaterhouseCoopers as the external auditor for the City and
Library The contract with PricewaterhouseCoopers is for five years ending with the
audit of the December 31 2019 financial statements
As part of the annual audit PricewaterhouseCoopers provides an Audit Plan report to the
Toronto Public Library Board The auditors will conduct their audit of the 2016 financial
statements pursuant to this plan
17
Audit Plan for the Year Ending December 31 2016 2
COMMENTS
Attached is PricewaterhouseCoopersrsquo Audit Plan for the Library which summarizes their
view on audit risks the nature extent and timing of the audit work and the terms of
engagement
On completion of the audit PricewaterhouseCoopers will issue the Audited Financial
Statements and a Year-End Report to the Board that will provide key matters for
discussion significant audit accounting and financial reporting matters summary of
unadjusted and adjusted items other required communications internal control
recommendations and a confirmation of auditor independence
Work on the interim audit was completed in October 2016 and the year-end audit is
expected to be completed by March 2016
CONTACT
Larry Hughsam Director Finance amp Treasurer Tel 416-397-5946
E-mail lhughsamtorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Board ndash Audit Plan for the year ending
December 31 2016
wwwpwccomca
Audit planfor the yearendingDecember31 2016
Toronto PublicLibrary Board
pwc
pwc
October 28 2016
Members of the BoardToronto Public Library Board
Dear Members of the Board
We are pleased to present an overview of our audit plan for the 2016 audit of the financial statementsof Toronto Public Library Board (the Library) prepared in accordance with Canadian Public SectorAccounting Standards (PSAS) (referred to as the ldquofinancial statementsrdquo from now on)
This overview includes our view on audit risks and the nature extent and timing of our audit work
We value your feedback and if you have any questions about the identified risks and our audit approachplease do not hesitate to contact the undersigned at (416) 228-1922
Yours very truly
Tern McUnnonPartnerRisk Assurance Services
cc Mr Larry Hughsam Director Finance and Treasurer
PricewatcrhouseCoopers UPnyC Tower i8 York Street Suite 2600 Toronto Ontario Canada M oB2T +1 416 8631133 F +1 416 365 8215 wwwpwccomca
lsquoPwt relera to Pdcewatethousetoopers LLP an Ontario limiled liabiLity paruiership
Toronto Public Library Board Audit plan for the year ending December 31 2016
Communications to the Board
Key mattersfor Commentsdiscussion
Client service team Tern McKinnon is your engagement leader and Julianne Cooke is your engagementmanager
Service deliverables We will audit the Libraryrsquos financial statements as of December 31 2016 and for theyear then ending prepared in accordance with PSAS
Our engagement letter which has been signed by the City of Toronto sets out theterms and conditions for our engagement as the independent auditor of the Libraryfor the above-mentioned year In addition our engagement letter outlines ourresponsibilities as the auditor and the responsibilities of management
Audit timeline We worked with management to develop this project timelinemdash Interim visit October 17-21 2016mdash Year-end visit March20 mdash March 31 2017mdash Clearance meeting with management To be confirmedmdash Deliveryfiling of financial statements To be confirmed
Audit approach Our audit approach is a mixture of tests of internal controls and substantive testingOur audit approach is designed to allow us to execute a quality and efficient auditWe do this byi gaining an understanding of the business by focusing on new developments
and key business issues affecting the Library as well as managementrsquosmonitoring of controls and business processes
ii identiring significant audit risks sharing our perspectives obtaining yourfeedback and ensuring our audit is tailored to these risks
iii using well-reasoned professional judgment especially in areas that aresubjective or require estimates and
iv leveraging reliance where possible on the Libraryrsquos internal controls andinformation technology and data systems
In the current year our planned work will include testing of key controls in thefollowing areasmdash Purchases payables and disbursementsmdash Payroll
All other areas will be subject to tests of detail
Significant risks are risks of material misstatement that we think need special auditconsideration We identified several significant audit risks and plan to address themas follows Please let us know if you agree that these are the most significant risksfrom your point of view and if you have any other areas of concern
PwC I
Toronto Public Library Board Audit plan for the year ending December 31 2016
Significant risk to Managementrsquos response and our audit approachdiscuss
Risk of management Accounting regulatory authorities require that the risk of material misstatement dueoverride of controls to management override of controls be considered a significant risk on every audit
engagement
This represents the risk that internal controls at the Library maybe circumvented toachieve desired financial results or gain inappropriate access to financial resources
In order to address this risk we will perform the followingbull All non-routine journal entries are reviewed and approved by the appropriate
level of managementbull We will review manual journal entries focusing on large and unusual entriesbull We will review accounting estimates for biases that could result in material
misstatementbull We will incorporate unpredictable procedures in the audit approach
Risk of fraud in revenue The risk of fraud in revenue recognition is a presumed significant risk underrecognition Canadian Auditing Standards We will assess this risk through the consideration of
the Libraryrsquos revenue recognition policies the incentivepressure to fraudulentlymisstate revenue and the potential opportunity
In order to address this risk we will perform the following
bull Update our understanding of managementrsquos processes and internal controlssurrounding revenue recognition
bull Obtain confirmations from the City of Toronto for subsidies received duringthe year
bull Test significant revenue streams through testing a sample of transactions tosupporting documents
Materiality Misstatements are considered to be material if they could reasonably be expected toinfluence the economic decisions of users of the financial statements We have set apreliminanrsquo materialihrsquo of S6i6oooo We will report unadjusted and adjusted itemsover S6i6ooo to the Board on completion of the audit
Fraud risk We discuss fraud risk annually with the Board Through our planning process (andprior yearsrsquo audits) we developed an understanding of your oversight processesincluding
Employee code of ethicsmdash Discussion at Board meetings and our attendance at those meetings or
reviewing minutes of meetingsmdash Presentations by management including business performance reviewsmdash Signing authorities
Are there any new processes or changes to the items above that we should be awareoP
We are not aware of any fraud Are you aware of instances of any actual suspected or
____________________________
alleged fraud affecting the Library
PwC 2
Toronto Public Ubrary Board Audit plan for the year ending December 31 2016
The matters raised In this and other reports that will flow from the audit are only those that have come to our attention arising from or relevant toour audit that we believe need to be brought to your attention They are not a comprehensive record of all the matters arising and in particularwe cannot be held responsible for reporting all risks in your business or all internal control weaknesses This report has been prepared solely foryour use It was not prepared or intended for any other purpose No other person or entity shall place any reliance upon the accuracy orcompleteness of statements made herein PwC does not assume responsibility to any third party and in no event shall PwC have any liabilityfor damages costs or losses suffered by reason of any reliance upon the contents of this report by any person or entity other than you
PwC 3
copy 2015 PricewaterhouseCoopers LLP an Ontario limited liability partnership All rights reserved
Board Resolutions ndash Status Report 1
STAFF REPORT INFORMATION ONLY
Board Resolutions ndash Status Report
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report lists the status of outstanding Toronto Public Library Board resolutions
BACKGROUND INFORMATION
At the April 2 2012 meeting the Toronto Public Library Board approved the inclusion of
Board Resolutions ndash 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 ndash Status Report ndash November 21 2016
18
1
STATUS REPORT
TORONTO PUBLIC LIBRARY BOARD RESOLUTIONS
AS AT NOVEMBER 21 2016
DATE OF
MEETING
MOTION
(Ref Minute )
STATUS
TARGET
DATE
Sep 8 2014 14-150 ndash Notice of Motion Funding and Timing of
PerthDupont Branch Relocation
5 requests that the local City Councillor consult
with the local community and make a
recommendation to the Board for a new name for
the relocated branch (which will no longer be
located at the corner of Perth and Dupont)
IN PROGRESS Staff to bring a recommendation to
the Board for a new name for the relocated branch to
the Board for approval
To be
determined
Feb 22 2016 16-040 ndash Naming Opportunity ndash Daniel Grafton
Hill III
2 requests staff to provide updates to the
Toronto Public Library Board on this
initiative at strategic intervals
IN PROGRESS This initiative is dependent on a
future branch capital project and consultation
process
To be
determined
Oct 24 2016 16-193 ndash Toronto Public Library Board ndash Self-
Evaluation
2 conducts a pilot self-evaluation during the
month of November 2016 and discusses the
results of the evaluation at the January 2017
meeting
IN PROGRESS A report is expected to be provided
at the January 2017 meeting
January 2017
meeting
Attachment 1
MINUTES Page 5
Toronto Public Library Board
Meeting No 9 Monday October 24 2016 from 605 pm to 820 pm
Cedarbrae Branch Florence Cruickshank Community Room 545 Markham Rd Toronto
Items for Approval
16-188 Property Redevelopment Feasibility Report
Larry Hughsam Director Finance and Treasurer introduced Bill Bryck President
and CEO Anna Ritacca Director Land amp Portfolio Analysis Build Toronto and
Joe Casali Director Real Estate Services City of Toronto Mr Bryck Ms
Ritacca and Mr Casali elaborated on the Toronto Public Library pilot project
analysis as outlined in the Property Redevelopment Feasibility Report
Moved by S McCarten seconded by D LeBreton
That the Toronto Public Library Board
1 not proceed with a pilot redevelopment project at this time based on Build
Torontorsquos financial analysis that shows no excess funds would be
generated to address other state of good repair needs and
2 continues to explore development and planning opportunities for Toronto
Public Library real estate in conjunction with the City-Wide Real Estate
Review and the centralized real estate entity
Carried
16-189 2017-2019 Fundraising Priorities
Elizabeth Glass Director Policy Planning amp Performance Management
introduced Robin Fowler Senior Counsel Offord Group Ms Fowler and
Jennifer Jones President Toronto Public Library Foundation outlined for the
Board a new direction in identifying fundraising priorities for 2017-2019
Moved by R Parry seconded by E Svec
That the Toronto Public Library Board
1 approves the 2017-2019 Fundraising Priorities Neighbourhood Renewal
Building and Spaces Life Long and Self Directed Learning Innovation
New and Emerging Technologies and Access to Culture and Preserving
Heritage and
2 directs library staff to work with the Toronto Public Library Foundation to
implement the new approach to fundraising in support of the 2017-2019
Fundraising Priorities pending approval of the Toronto Public Library
Foundation Board
Carried
16-190 Motion to Extend the Meeting
Moved by S McCarten seconded by E Svec
That the Toronto Public Library Board
1 extends the meeting until the completion of the agenda
Carried
MINUTES Page 6
Toronto Public Library Board
Meeting No 9 Monday October 24 2016 from 605 pm to 820 pm
Cedarbrae Branch Florence Cruickshank Community Room 545 Markham Rd Toronto
16-191 2017 Operating Budget ndash City Target
Moved by S McCarten seconded by S Graham-Nutter
That the Toronto Public Library Board
1 considers service reductions totalling $6195 million or 35 of the
budget comprised of reductions to Monday to Friday open hours saving
$4412 million and a $1782 million reduction to the collections budget
required to meet the Cityrsquos operating budget reduction target of -26
Defeated unanimously
Recorded Vote Requested
Yes ndash 0
No ndash 11
Councillor Ainslie Ron Carinci Lindsay Colley
Councillor Doucette Councillor Fragedakis Sue Graham-
Nutter Dianne LeBreton Strahan McCarten Ross Parry
Archana Shah and Eva Svec
16-192 2016 Capital Budget Adjustments (Approved by Consent)
That the Toronto Public Library Board
1 approves the following cash flow reallocations which have no impact on
annual debt levels
11 accelerate a total of $1065 million gross ($0527 million debt and
$0538 development charges (DC) funding) cash flow from 2017 to
2016 comprised of $0915 million gross $0537 million debt and
$0388 million DC for the Albion Library project and $0150
million gross and DC for the Wychwood Library project as
presented in Attachment 1 (Part A) and
12 defer a total of $1065 million gross ($0527 million debt and
$0538 DC funding) cash flow from 2016 to 2017 comprised of
$0250 million gross and debt for the North York Central Library
project $0150 million gross and DC for the St ClairSilverthorn
Library project and $0665 gross $0277 million debt and $0388
million DC for the Dawes Road Library project as presented in
Attachment 1 (Part B) and
2 authorizes staff to forward these budget adjustments to the City for
approval
Carried
MINUTES Page 7
Toronto Public Library Board
Meeting No 9 Monday October 24 2016 from 605 pm to 820 pm
Cedarbrae Branch Florence Cruickshank Community Room 545 Markham Rd Toronto
16-193 Toronto Public Library Board ndash Self-Evaluation
Moved by Councillor Ainslie seconded by L Colley
That the Toronto Public Library Board
1 approves the self-evaluation tool as outlined in Attachment 1 to be
conducted using an online survey tool and
2 conducts a pilot self-evaluation during the month of November 2016 and
discusses the results of the evaluation at the January 2017 meeting
Carried
Items for Information
16-194 Operating Budget Monitoring Report ndash September 30 2016 (Received for
Information by Consent)
That the Toronto Public Library Board
1 receives the Operating Budget Monitoring Report ndash September 30 2016
for information
Carried
16-195 Capital Budget Monitoring Report ndash September 30 2016
Moved by S McCarten seconded by L Colley
That the Toronto Public Library Board
1 receives the Capital Budget Monitoring Report ndash September 30 2016 for
information
Carried
16-196 Toronto Public Library Board ndash 2017 Proposed Meeting Schedule
Moved by A Shah seconded by S McCarten
That the Toronto Public Library Board
1 receives the Toronto Public Library Board ndash 2017 Proposed Meeting
Schedule for information
Carried
16-197 Board Resolutions ndash Status Report (Received for Information by Consent)
That the Toronto Public Library Board
1 receives the Board Resolutions ndash Status Report for information
Carried
MINUTES Page 8
Toronto Public Library Board
Meeting No 9 Monday October 24 2016 from 605 pm to 820 pm
Cedarbrae Branch Florence Cruickshank Community Room 545 Markham Rd Toronto
16-198 Adjournment
Moved by Councillor Ainslie seconded by R Parry
That the Toronto Public Library Board
1 adjourns the October 24 2016 Toronto Public Library Board meeting
Carried
The meeting ended at 820 pm
Signed
City Librarianrsquos Report ndash November 21 2016 1
City Librarianrsquos Report
November 21 2016
Expanding Access to Technology and Training
The fourth round of Toronto Public Libraryrsquos (TPL) Staff Innovation Program launched in
October All staff were invited to submit proposals that merge innovation and technology
Successful submissions will gain access to the technology resources and expertise needed to
help the ideas grow into something bigger Special consideration is being given to proposals
that address one of the three research themes from the 2016-2019 Strategic Plan
consultations Income Inequality and Poverty Reduction Middle Childhood and Youth The
Staff Innovation Program is meant to stimulate staff to combine imagination technology and
a willingness to experiment in an effort to develop innovations that have a positive impact on
service engage a new community or partner improve staff efficiencies andor enhance user
services
Establishing TPL as Torontorsquos Centre for Continuous and Self-Directed Learning
Launched at the end of September Gale Courses is a new eLearning resource that offers
unlimited access to instructor-led online courses on a variety of topics Courses run for six
weeks with two new lessons released every week New sessions start every month A
Getting Started page is available on the Library website to help customers A valid TPL card
is required along with the creation of a personal account at Gale Courses Topics of courses
include accounting finance business and management computer applications web design
technology skills personal enrichment health and wellness and writing tplcadatabases
Creating Community Connections through Cultural Experiences
In a tradition that started last year with Kansas City Public Library Toronto Public Library
staff put together cheeky social media posts in support of the Toronto Blue Jays in
postseason The posts written as poetry using book spines are used to taunt the public
libraries in the opposing cities This year Toronto Public Library faced off against Arlington
and Cleveland public libraries The posts were well received by the public and generated lots
of engagement and media coverage ndash reaching both new and existing audiences Canadian
public libraries like Oshawa Public Library chimed in with their own book spine messages
and elementary school students showed their support by putting together several messages as
part of a class activity Toronto Public Library staff were invited to reveal their selected
titles on Breakfast Television for the opening game in the Toronto vs Cleveland series The
exercise was fun for staff and was a great opportunity for the Library to contribute to the
citys excitement
On November 11 Chris Hadfield gave a presentation as part of the autumn 2016 Bram amp
Bluma Appel Salon The talk entitled How to Think Like an Astronaut was broadcast via
our telepresence technology in partnership with Cisco to four TPL locations (Cedarbrae S
Walter Stewart Richview and York Woods) and to Deer Lake First Nation in Northern
Ontario In each offsite location kids 9-12 were invited to create a project that addressed
7
City Librarianrsquos Report ndash November 21 2016 2
some problem in space and then later were given the chance to interact remotely with Chris
to present the solution to their selected problem The telepresence technology and the Chris
Hadfield special event were made possible by the generous contributions of two important
partners to the Library The Bluma Appel Community Trust donated $400000 to fund the
technology and the program and Cisco Canada contributed additional equipment expertise
and technical and strategic support Thanks to both for helping the Library transform our
services to better serve Torontonians in the digital age
Supported by the Krembil Foundation The Cutting Edge series explores new ideas at the
intersection of health and technology The 2016 featured lecture was presented by Pulitzer
Prize winner Siddhartha Mukherjee on October 17 at the Bram amp Bluma Appel Salon
Mukherjeersquos recent book The Gene weaves together science social history and personal
narrative to explain one of the most important conceptual breakthroughs of modern times
Dr Mukherjeersquos sold out appearance was simulcast to the Toronto Reference Library atrium
and live streamed online Other programs in the 2016 series include Music Medicine A New
Frontier and Pushing the Boundaries of Alzheimer Treatment In addition to the Cutting
Edge series the Krembil Foundation funds enhancements to the Libraryrsquos medical collection
as well as training for library staff
tplcacuttingedge
In October TPL launched a pilot project that extends the Sun Life Financial Museum +
Arts Pass (MAP) program making it available to University of Toronto and Ryerson
students at their campus libraries The pass can then be checked out at one of five
participating TPL branches giving the student free access to the AGO the Bata Shoe
Museum the Textile Museum of Canada and one of eight participating City of Toronto
Historic Sites The goals of the pilot are to encourage student awareness and use of TPL
branches to promote TPL library card registration to expand the MAP programrsquos
accessibility and to encourage students to make use of the regular MAP program The pilot
will end in the spring of 2017 at which point an evaluation will take place The regular
MAP program allows individuals and families to explore the best of Torontorsquos arts and
cultural treasures by providing free access to 17 participating venues
tplcamappass
In partnership with Myseum of Toronto Toronto Public Library presents Cosmopolis
Toronto The World in One City ndash a photography exhibition that explores the journeys of
newcomers to Canada This series by photographer Colin Boyd Shafer captures the stories
of someone born in every country of the world who now calls Toronto home Through
photography exhibits and programs Cosmopolis Toronto The World in One City will be
displayed at select branches across the city Themes that emerge revolve around the power
of family faith food music and the things that remind us of the past as well as the places
that feel like home
tplcacosmopolis
October is Canadian Library Month and this year Ontario Public Library Week was
kicked off at Fort York Branch on Oct 17 Todd Kyle president of the Ontario Library
Association spoke about the valuable role libraries play in Canadians lives and launched a
City Librarianrsquos Report ndash November 21 2016 3
fun bookspinepoetry contest open to the public City Librarian Vickery Bowles introduced
the theme of this yearrsquos Ontario Public Library Week ldquoA visit will get you thinkingrdquo and
spoke about the transformation libraries are undergoing and the new ways they are
connecting with their users Kevin Finnerty Assistant Deputy Minister at the Ministry of
Tourism Culture and Sport presented the Public Library Awards Shortlist which included
Toronto Public Librarys Pan Am Host City Project Attendees toured Fort York Branch
including a visit to the popular digital innovation hub
Transforming for 21st Century Service Excellence
The TPL Foundation was pleased to announce a number of fundraising successes this fall
Sixty thousand dollars was raised through the generous support of patrons of the fourth
annual Hush Hush fundraiser on October 15 at the BloorGladstone Branch A portion of the
proceeds will go toward Young Voices a suite of programs that encourages creative
expression in Torontorsquos youth The Foundation also raised $9500 through supporters
running or walking in the Scotiabank Charity Challenge one participant in the Challenge
trained by running to all 100 TPL branches The Foundation is also happy to announce that
TD Bank has generously renewed its support of Black History Month Celebrations and
Indigenous Celebrations with a combined donation of $44000
Communications 1
8
COMMUNICATIONS
GENERAL CORRESPONDENCE
TORONTO PUBLIC LIBRARY BOARD MEETING ndash November 21 2016
It is recommended that the Toronto Public Library Board
1 receives Communication (a) from Joe Clark to the Toronto Public Library Board
dated November 17 2016 regarding the 2017 operating and capital budgets for
information
Joe Clark joeclarkjoeclarkorg
20161117
Re 2017 Interim Budget Estimates
2017 Operating and Capital Budgets Update
While most of the attention paid to the budget has revolved around the Mayorrsquos suicidal
and intrinsically unserious demand for a 26 budget cut everywhere I have to
wonder yet again why the Toronto Public Library Board does not understand
what its own staff are proposing
Is it because there were only two Boardmembers in the last decade who were known to
even have library cards (One sits on the current Board) Fundamentally you
people do not use the library system and do not understand it I can assure you
that hiring Moe hasnrsquot changed that one iota given his attested unwillingness to
learn what in-branch experience the area he purports to manage is really like
So letrsquos go through a few seriously unwise items in the Library budget
Nobody asked for ldquocash drawersrdquo at the self-service checkouts
that nobody asked for either
One of the budget documents lies about the history of self-checkout thus ldquoIn 2009 TPL
received $66 million to implement self-service checkout in branches resulting in
better service and expanded hours at no cost and also a reduction in staff to help
achieve budget targetsrdquo The real purpose of self-checkout was to fire expensive
employees not to make things more efficient And it involved clumsily sticking
decals on millions of items in many cases marring them permanently
Again The real purpose of self-checkout was firing staff That was confirmed to me to my
face by a manager in charge It had nothing to do with library users or literally
anything else If the project had started with automated sorters as its raison drsquoecirctre
first it might have made sense
Now wersquore being threatened with ldquocash drawersrdquo As ever the library canrsquot be honest
about whatrsquos really happening here verbally dressing up this fiasco as Integrated
Payment Solutions whatever those are
2
With an investment of $2250 million over two years []hellip [c]ustomers will be able to pay
fines at the self-checkout terminals at the same time as checking out materials
Currentlyhellip fine payments can only be made onlinehellip or from a face-to-face interaction
with library staff at the check-out desk
God forbid
Combined these initiatives will save $0526 million or 03 in 2017 and allow a reduction
in staff of 68 FTEs[]
In other words ldquothese initiativesrdquo will cost $(2250000 divide 2 ndash 526000) or $599000 in
Year 1
The only library patrons who could possibly need this service are the ones who could
never get it in the first place ndash those whose only use of the library is via the
Bookmobile which canrsquot take cash payments and which donrsquot use RFID in the first
place (Did you know that) Nobody else needs or wants this service
Further does the Library really mean ldquocash drawersrdquo as in tills Do you know what you
even mean How will these tills dispense change Wonrsquot every one of them be
burglarized every day How long till Sue-Ann Levy writes a column about that
The Library refuses to adjust the collections budget
for known decreases in usage
Budget documents
$0482 million represents a 25 projected cost increase for library materials based on
experience and industry projections while needing to accommodate the impact of a
stronger US dollar on the Libraryrsquos purchasing power[]
The Library has elsewhere admitted that third-language materials ndash this means non-
English and non-French though the positioning of French as equivalent to
English is a joke in itself ndash have suffered serious decline in recent years Some
languages (by implication Indian ones) have shown 45 decreases in demand
That demand is never gonna come back Yet the Library whose collections policy is in
some respects more whim than policy proposes a $482000 increase largely to
handle projected exchange rates
3
Why hasnrsquot the Library proposed reducing relevant third-language budgets by the same
amount demand has reduced then redirecting that money to other collections
Why does the Library propose spending tens of thousands of dollars per
language in permanent decline instead of spending that money on items people
actually want including third-language items that really get used
Collections policy really does contain a large dosage of whim I should know being the
largest single submitter of blue forms and whose yellow forms are simply
ignored (Boardmembers ldquoWhat are thoserdquo) being someone who knows there is
no policy at all for acquiring new magazine titles and getting rid of dud titles and
most of all being the person who has had to take the Toronto Public Library to
the Human Rights Tribunal of Ontario over its banning of a single author an
outrageous unprincipled action that is seriously popular in-house and which the
Library clearly intends to defend to the death at any cost in legal fees
Yet this is the same department you intend to authorize to waste money on third-
language materials that will never be used while also handing it another
482 grand
If you actually used the Library and if you actually read your own reports would you
leave these items in the proposed budget Again what happens if Sue-Ann Levy
finds out and documents these errors in a newspaper none of you really think
should be taken seriously in the first place
ndash 30 ndash
Ready for Reading WebsiteToronto Public Library
Peggy Thomas
Manager Childrenrsquos Services
Questions
Contact informationPeggy Thomaspthomastorontopubliclibraryca
2017 Interim Budget Estimates 1
STAFF REPORT ACTION REQUIRED
2017 Interim Budget Estimates
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The purpose of this report is to seek Toronto Public Library Board adoption of the 2017
interim operating and capital budget estimates in order to enable Toronto Public Library
(TPL) to carry out normal operations during the period between January 1 2017 and the date
on which Council approves the 2017 operating and capital budgets expected to be on
February 15 or 16 2017
The interim operating budget for TPL is $48647 million gross ($44249 million net) which
is based on 25 of TPLrsquos 2016 approved budget The interim capital budget is $5522
million gross ($3524 debt) which is based on 25 of the 2017 funding commitments for
previously approved capital projects
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 adopts the 2017 interim operating budget of $48647 million gross ($44249 million
net) subject to Council approval and
2 adopts the 2017 interim capital budget of $5522 million gross ($3524 million debt)
subject to Council approval
FINANCIAL IMPACT
The 2017 interim budget estimates will enable TPL to carry out normal operations during the
period between January 1 2017 and the date on which Council approves the 2017 operating
and capital budgets expected to be on February 15 or 16 2017 The 2017 interim operating
budget for TPL is $48647 million gross ($44249 million net) which represents 25 of
TPLrsquos 2016 approved operating budget
The interim capital budget is $5522 million gross ($3524 million debt) which represents
25 of the 2017 funding commitments for previously approved capital projects Any unspent
11
2017 Interim Budget Estimates 2
capital funds from 2016 will also be available during the interim period of 2017 The
combination of the 25 funding and 2016 unspent carry-forwards will be adequate to meet
TPLrsquos capital needs in the interim period
The budget percentage approvals are consistent with other City Agencies and Divisions
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
ALIGNMENT WITH STRATEGIC PLAN
The adoption of the 2017 interim budget estimates ensures the continuance of TPLrsquos business
until Council approves the 2017 operating and capital budgets
ISSUE BACKGROUND
In accordance with TPLrsquos Financial Control Policy prior to the approval of the annual
operating and capital budgets the Library Board needs to adopt the Council-approved
interim estimates to fund the continuance of the Libraryrsquos business from the first day of
January to the date the operating and capital budgets for that year are approved
COMMENTS
The 2017 interim budget estimates for the operating and capital budgets expected to be
approved by Council on December 13 2016 enable City Programs and Agencies to carry out
their operations until Council approves the 2017 operating and capital budgets expected on
February 15 or 16 2017
Expenditures made during the period beginning January 1 2017 to until the date Council
approves the 2017 operating and capital budgets must be restricted to normal operations
CONTACT
Larry Hughsam Director Finance amp Treasurer Tel 416-397-5946
E-mail lhughsamtorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
Runnymede Branch ndash Award of Tender 1
STAFF REPORT ACTION REQUIRED
Runnymede Branch ndash Award of Tender
Date November 21 2016
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 of Runnymede Branch as per
Toronto Public Libraryrsquos (TPLrsquos) drawings and specifications
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 awards the contract to the lowest bidder Brown Daniels Associates for the interior
renovation of the Runnymede Branch at a cost of $543147 which includes a
contingency of $49377 [excluding Harmonized Sales Tax (HST)]
FINANCIAL IMPACT
The total amount of $543147 which is made up of the tender amount of $493770 plus the
contingency of $49377 (excluding HST) is included as part of the Multi-Branch Renovation
State of Good Repair (SOGR) Project of the approved 2016 capital budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
ALIGNMENT WITH STRATEGIC PLAN
The interior renovation of the Runnymede Branch helps to achieve various strategic plan
priorities and goals including
increase access to in-branch services and spaces and new options to expand public and
community space
advance State of Good Repair projects to provide welcoming well-maintained and efficient
public space
create in-branch environments that connect neighbourhoods and communities offering
opportunities for partnerships civic engagement and resident participation
12
Runnymede Branch ndash Award of Tender 2
build capacity to deliver elearning and interactive distance learning services
offer broad access to experiential collaborative mentored and networking learning
opportunities in response to the different ways people learn and the unique needs of local
communities
offer access to new and emerging technologies to support innovation entrepreneurship and
creativity
COMMENTS
Runnymede is a 12034 sq ft neighbourhood branch In 2015 Runnymede was the third
busiest branch in the Toronto Public Library system in terms of visits and the busiest branch
in terms of holds pick-up The branch opened in 1928 and is listed on Toronto Historical
Boards Inventory of Heritage Properties It has undergone several renovations over the
years
A renovation and expansion of Runnymede Branch was completed and successfully opened
to the public in 2005 Eleven years have passed and library service has changed With
introduction of self-service and more collaborative work spaces the existing large service
desk is no longer required Moreover the high level of traffic creates congestion in the
branch The proposed renovation to the main floor of the library will resolve these issues In
addition to the installation of a new smaller service desk the renovation will involve a re-
design of the computer areas new flooring new window coverings and collections
merchandizing The second floor of the branch will be opened up to improve security
through increased visibility and allow for greater flexibility in the use of the public space
Architects for the project Building Arts Architects Inc was hired to provide architectural services for the Runnymede
Branch renovation project in April 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 of the most experienced and previously proved General
Contractors were pre-qualified and invited to bid on the project All eight (8) attended the
mandatory site meeting at Runnymede Branch on October 4 2016
Call for Tenders On September 30 2016 the Call for Tenders was issued to the eight pre-qualified bidders 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 The bid documents prepared by the Architects were
supplied to all prequalified bidders All bidders had to attend a mandatory information
meeting on October 4 2016 The bid documents comprised the following documents
List of Prequalified Bidders
Instruction to Bidders
Runnymede Branch ndash Award of Tender 3
Available Project Information
Stipulated Price Bid Form
Unit Prices Bid Form Supplement
Alternative Prices Bid Form Supplement
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 October 20 2016 TPL received tenders from seven of the pre-qualified General
Contractors The Architects and library staff analysed the three lowest bids to ensure that all
requirements of the bidding process were met as follows
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 amp
material bond)
o unconditional bid
o completed amp sealed stipulated price bid form
o acknowledges all addenda issued as part of the Call for Tenders
o completed amp dated unit prices bid form supplement
o completed amp dated alternative prices bid form supplement
o completed amp dated list of subcontractors bid form supplement
o confirmation of pre-qualified subcontractors where required
Award of tender recommendation For the recommended contract award to Brown Daniels Associates the following
requirements have been met
1 The bidder is in conformance with 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 successfully completed a number of Toronto Public Library
projects including Woodside Square Mimico and Ellesmere Branches North York Central
Library and the recent Beeton Hall renovation at the Toronto Reference Library The
references were checked by the architect and were satisfactory
Runnymede Branch ndash Award of Tender 4
CONTACT
Moe Hosseini-Ara Director Branch Operations and Customer Experience
Tel 416-397-5944 E-mail mhosstorontopubliclibraryca
Gail Rankin Senior Manager Facilities Management Tel 416-395-5881
E-mail grankintorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
13 aLIBRARYAPPROVED MINUTES Page I
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 1 Tuesday May 31 2016 from 540 pm to 725 pmToronto Reference Library Board Room 789 Yonge Street Toronto
Members PresentMr Ron CarinciMs Lindsay ColleyMs Dianne LeBretonMs Sue Graham-Nutter
RegretsMs Archana Shah
SPPM Call to Order16-001 Elizabeth Glass Director Policy Planning amp Performance Management and the
City Librarianrsquos desiwiate called the meeting to order at 540 pm
SPPM Election of Chair of the Strategic Plan Performance Measures Committee16-002 Elizabeth Glass called for nominations for the Chair of the Strategic Plan
Performance Measures Steering Committee
Moved by 1 CarinciThat1 Dianne LeBreton be nominated for chair
carriedDianne LeBreton agreed to stand for election
There being no further nominations it wasMoved by L ColleyThat the Strategic Plan Performance Measures Committee1 closes nominations
carried
Elizabeth Glass declared Diarme LeBreton duly elected Chair of the Strategic PlanPerformance Measures Committee by acclamation
Dianne LeBreton assumed the Chair
APPROVED MINUTES Page 2
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 1 Tuesday May 31 2016 from 540 pm to 725 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Declarations of Conflict of Interest16-003 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda16-004 Moved by R (lsquoarinci
That the Strategic Pla ii Perbnnance Measures Committee1 approves the agenda
Carried
SPPM Communications16-005 There were no Communications items at the May 31 2016 Strategic Plan
Performance Measures Committee meeting
SPPM Presentations16-006 There were no public presentations at the May 31 2016 Strategic Plan
Performance Measures Committee meeting
Item for ApprovalSPPM Strategic Plan 2016-20 19 Status and Performance Management Reporting Tools
Elizabeth Glass and Michele Melady Acting Manager Planning amp Developmentprovided a presentation on status and performance management reporting tools
16-007 Committee DecisionIrsquofo red by K CauinciThat the Strategic Plan Perbrmance Measurement Committee1 considers the summary of Toronto Public Library s strategic priority
alignment witi key City strategiesbr information (Attachment 1)2 considers the template that will he used for the semimdashannual status report
on Strategic Plan activitiesbr 2016br presentation to the Library Boardin June fbr inbnnation Attacunent 2)
3 considers the Divi Strategic Plan Dashboard to provide recommendationson the brmat so that staff cciii make revisions and populate the templatewith nwasuucs br the next Steering Committee Meeting (Attachment 3)
Carried as amended
APPROVED MINUTES Page 3
Toronto Public library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 1 Tuesday May 31 from 540 pm to 725 pmToronto Reference Library Board Room 789 Yonge Street Toronto
MotionsSee the followingMoved by R CarinciThat the Strategic Plan Performance Measures Committee1 considers the summary of Toronto Public Libraryrsquos swategic priority
alignment with key City strategies for information (Attachment 1)2 endorses (lie template that will be usedfor the semi-annual status report
on Strategic Plan activities for 2Ol6for presentation to the Library Boardin June for information (Attachment 2)
3 considers the Draft Strategic Plan Dashboard to pro viderecommendations on the format so that staffcan make revtcions andpopulate the template with measures for the next Steering ConmitteeMeeting (Attachment 3)
Amended
Moved in amendment by S Graham-NutterThat the Motion moved by R Carbici be amended to change the word endorsesrdquoin Recommendation 2 to the word considers so that it reads asjoacutellows1 considers the template that will be usedJar the semi-annual status report
on Strategic Plan activitiesfor 2016for presentation to the Library Boardin June for information (Attachment 2)
Carried
SPPM Adjournment16-008 Moved by pound Graham-Nutter
That the Strategic Plan Perjagravermance Measures Committee1 adjourns the May 31 2016 Strategic Plan Performance Measures
Committee meetingCarried
The meeting ended at 725 pm c)r -
Signed ( I lsquoI 7lt--
TORONTOPUB LIC
LIBRARYAPPROVED MINUTES Page 1
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 2 Wednesday July 13 2016 from 530 pm to 635 pmToronto Reference Library Board Room 789 Yonge Street Toronto
Members PresentMs Dianne LeBreton (Chair)Ms Lindsay CofleyMs Sue Graham-NutterMs Archana Shah
RegretsMr Ron Carinci
SPPM Call to Order16-010 Dianne LeBreton called the meeting to order at 530 pm
SPPM Declarations of Conflict of Interest16-011 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda16-012 Moved byL colley
That the Strategic Plan Petformance Measures Committee1 approves the agenda
Carried
SPPM Confirmation of IrsquoIay 31 2016 Strategic Plan Performance Measures Committee16-0 13 Meeting Minutes
Moved by L ColleyThat the Strategic Plan PerJbrmance Measures Committee1 confirms the Minutes of the May 31 2016 Strategic Plan Performance
Measures CommitteeCarried
APPROVED MENUTES Page 2
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteelNrsquoIeeting No 2 Wednesday July 13 from 530 pm to 635 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Business Arising from the Minutes16-014 There were no Business Arisingfrom the Mintues items at the July 13 2016
Strategic Plan Performance Measures Committee meeting
SPPM Communications16-015 There were no Communications items at the July 13 2016 Strategic Plan
Performance Measures Committee meeting
SPPM Presentations16-016 There were no public presentations at the July 13 2016 Strategic Plan
Performance Measures Committee meeting
Itemfor ApprovalSPPM Strategic Plan 2016-2019 Status and Performance Management Reporting Tools16-0 17 Elizabeth Glass Director Policy Planning amp Performance Management and
Linda Hazzan Director Communications Progranuning amp CustomerEngagement provided a presentation on status and performance managementreporting tools
Moved byA ShahThat the Strategic Plan Performance Measurement Committee1 considers the attached presentation materials and2 directs staffto further develop the balanced score card key performance
indicators and the Strategic Plan dashboard and indicatorsfor a StrategicPlan Performance Measures Steering committee meeting in September
CarriedSPPM Adjournment16-018 iWoved by S Graham-Nutter
That the Strategic Plan Performance ArsquoJeasures Committee1 adjourns the July 13 2016 Strategic Plan Performance Measures
Committee meeting
Carried
The meeting ended at 635 pm-
Signed lsquoiV i f
TORONTOPUB LIC
LIBRARYAPPROVED MINUTES Page 1
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 3 Tuesday September 20 2016 from 530 pm to 630 pmToronto Reference Library Board Room 789 Yonge Street Toronto
Members PresentMs Dianne LeBreton (Chair)ML Ron CadnciMs Lindsay ColleyMs Archana ShahMs Sue Graham-Nutter
Regrets
SPPM Call to Order16-019 Dianne LeBreton called the meeting to order at 530 pm
SPPM Declarations of Conflict of Interest16-020 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda16-021 Moved by L Colley
That the Strategic Plan Performance Measures Committee1 approves the agenda
Carried
SPPM Confirmation of July 13 2016 Strategic Plan Performance Measures Committee16-022 Meeting Minutes
Moved by L ColleyThat the Strategic Plan Peiformance Measures Committee1 confirms the Minutes of the fitly 13 2016 Strategic Plan Performance
Measures Committee
Carried
APPROVED MINUTES Page 2
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 3 Tuesday September 20 2016 from 530 pm to 630 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Business Arising from the Minutes16-023 There were no Business Arisingfrom (lie Minutes items at the September 20 2016
Strategic Plan Performance Measures Committee meeting
SPPM Communications16-024 There were no Communications items at the September 20 2016 Strategic Plan
Performance Measures Committee meeting
SPPM Presentations16-025 There were no public presentations at the September 20 2016 Strategic Plan
Performance Measures Committee meeting
Itemfor ApprovalSPPM Strategic Plan 2016-2019 Accountability Framework and Reporting Tools16-026 Elizabeth Glass Director Policy Planr1ing amp Performance Management
provided a presentation on accountability framework and reporting tools
Moved by S Graham-NurterThat the Strategic Plan Performance Afeasurement Committee1 considers the approach ofusing logic models and a balanced scorecard as
the strategic plan accountabilityframework and a dashboard to visuallyrepresent the progress and achievement as outlined in the flowchart(Attachment 1k
2 endorses the logic model examples that will be used as templates fordeveloping a logic model for each strategic priority (Attachments 2 and3k
3 endorses the balanced scorecard and recommended key performanceindicatorsJbr the Boardrsquos monitoring and assessment ofthe strategicplan lsquo5 progress (Attachment 1)
Deferred
The Committee deferred consideration of the recommendations in the StrategicPlan 2016-2019 Accountability Framework and Reporting Tools report until thenext meeting of the Committee
APPROVED MINUTES Page 3
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 3 Tuesday September 20 from 530 pm to 630 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Adjournment16-027 Moved by L Colley
That the Strategic Plan Performance Measures Committee1 adjourns the September 20 20J6 Strategic Plan Performance Measures
Conunittee meetingCarried
The meeting ended at 630 pm - - - I
Signed (V UrsquoL
MINUTES Page 1
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
13b
Members Present
Mr Ron Carinci
Ms Lindsay Colley
Ms Archana Shah
Ms Sue Graham-Nutter
Regrets
Ms Dianne LeBreton (Chair)
SPPM Call to Order
16-028 Vickery Bowles called the meeting to order at 530 pm Ms Bowles advised that
Dianne LeBreton committee chair was unexpectedly unable to attend the
meeting An election of an acting chair was required
SPPM Declarations of Conflict of Interest 16-029 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda 16-030 Moved by R Carinci
That the Strategic Plan Performance Measures Committee approves the agenda
as revised to
1 elect an Acting Chair for the November 7 2016 meeting in the absence of
the Committee Chair
Carried
MINUTES Page 2
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Election of Acting Chair
16-031 Vickery Bowles called for nominations for the Acting Chair of the Strategic Plan
Performance Measures Steering Committee
Moved by R Carinci
That
1 Sue Graham-Nutter be nominated for Acting Chair
Carried
Sue Graham-Nutter agreed to stand for election
There being no further nominations it was
Moved by R Carinci
That the Strategic Plan Performance Measures Committee
1 closes nominations
Carried
Vickery Bowles declared Sue Graham-Nutter duly elected Acting Chair of the
Strategic Plan Performance Measures Committee by acclamation
Sue Graham-Nutter assumed the Chair
SPPM Confirmation of September 20 2016 Strategic Plan Performance Measures
16-032 Committee Meeting Minutes Moved by R Carinci
That the Strategic Plan Performance Measures Committee
1 confirms the Minutes of the September 20 2016 Strategic Plan
Performance Measures Committee
Carried
SPPM Business Arising from the Minutes
16-033 There were no Business Arising from the Minutes items at the November 7 2016
Strategic Plan Performance Measures Committee meeting
SPPM Communications
16-034 There were no Communications items at the November 7 2016 Strategic Plan
Performance Measures Committee meeting
MINUTES Page 3
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Presentations
16-035 There were no public presentations at the November 7 2016 Strategic Plan
Performance Measures Committee meeting
Item for Approval
SPPM Strategic Plan 2016-2019 Accountability Framework Reporting Tools and Key
16-036 Performance Indicators
Elizabeth Glass Director Policy Planning amp Performance Management
responded to questions from committee members
Moved by L Colley
That the Strategic Plan Performance Measurement Committee
1 endorses the Strategic Plan accountability framework as outlined in the
flowchart (Attachment 1)
2 endorses the logic model examples that will be used as templates for
developing a logic model for each strategic priority (Attachments 2
and 3)
3 endorses the balanced scorecard and recommended key performance
indicators for the Boardrsquos monitoring and assessment of the Strategic
Planrsquos progress (Attachment 4)
Carried
Staff were directed to provide Board members with an overview of the
accountability framework for the Strategic Plan with the tools KPIs and the
reporting timelines
SPPM Adjournment
16-037 Moved by L Colley
That the Strategic Plan Performance Measures Committee
1 adjourns the November 7 2016 Strategic Plan Performance Measures
Committee meeting
Carried
The meeting ended at 600 pm
Signed
Strategic Plan 2016-2019 Accountability Framework 1
STAFF REPORT ACTION REQUIRED
Strategic Plan 2016-2019 Accountability Framework
Date November 21 2016
To Toronto Public Library Board
From Strategic Plan Performance Measures Committee
SUMMARY
The purpose of this report is to recommend the approval of the Strategic Plan 2016-2019
Accountability Framework to the Toronto Public Library Board
A Strategic Plan Performance Measures Committee was established on April 25 2016 to
provide advice and recommendations to the Board for strengthening the Boardsrsquo
monitoring and assessment of the strategic planrsquos implementation for compliance and
progress
The Committee met four times from May to November 2016 to receive and inform the
development of the Strategic Plan 2016-2019 Accountability Framework which contains
three main tools a balanced scorecard with key performance indicators a dashboard to
visually present the results and a logic model to show the alignment between the strategic
priorities key activities over four years and the expected outcomes and impact
At its November 7 2016 meeting the Committee endorsed the Accountability Framework
and concluded its work
RECOMMENDATIONS
The Strategic Plan Performance Measures Committee recommends that the Toronto
Public Library Board
1 approves the Strategic Plan 2016-2019 Accountability Framework
FINANCIAL IMPACT
There is no financial impact beyond what has already been approved in the current yearrsquos
budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
13c
Strategic Plan 2016-2019 Accountability Framework 2
DECISION HISTORY
At its April 25 2016 meeting the Library Board received the following report Strategic
Plan Performance Measures Committee Terms of Reference and approved the Terms of
Reference for the Strategic Plan Performance Measures Committee as outlined in
Attachment 1
httpwwwtorontopubliclibrarycacontentabout-the-
librarypdfsboardmeetings2016apr2512-performance-measures-committee-terms-of-
referencepdf
httpwwwtorontopubliclibrarycacontentabout-the-
librarypdfsboardmeetings2016apr2512-performance-measures-committee-terms-of-
reference-att-1pdf
At its May 31 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Status and Performance
Management Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-may-31jsp
At its July 13 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Status and Performance
Management Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-jul-13jsp
At its September 20 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Accountability
Framework and Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-sep-20jsp
At its November 7 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Accountability
Framework Reporting Tools amp key Performance Indicators
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-nov-07jsp
ISSUE BACKGROUND
The Strategic Plan Performance Measures Committee was established on April 25 2016 to
provide advice and recommendations to the Library Board for strengthening the Boardrsquos
monitoring and assessment of the strategic planrsquos implementation for compliance and
progress
During the development of the Accountability Framework and the reporting tools the
Committee met four times from May to November 2016 to receive information and provide
advice At its November 7 2016 meeting the Committee endorsed the Framework and
concluded its work
Strategic Plan 2016-2019 Accountability Framework 3
COMMENTS
There are three broad outcomes for the Strategic Plan 2016-2019 based on input gathered
from Toronto residents during the strategic plan consultation process
Expanding Access
Increasing Opportunity
Building Connections
Six strategic priorities were established to advance the broad outcomes
Advancing TPLrsquos digital platforms
Breaking down barriers to access driving inclusion
Expanding access to technology and training
Establishing TPL as Torontorsquos centre for continuous and self-directed learning
Creating community connections through cultural experiences
Transforming for 21st century service excellence
The purpose of the Accountability Framework is to guide the development monitoring and
reporting of the annual work plan for each of the four years from 2016 to 2019 and the
overall achievements of the Strategic Plan over four years It serves as
a reporting structure for the Board to monitor the progress of the strategic plan and
provide guidance
a public facing reporting tool to demonstrate openness and accountability
an internal tool to advance shared understanding of the strategic priorities and guide the
work of staff
The Accountability Framework is composed of three main tools
1 Balanced Scorecard with key performance indicators (Attachment 1 amp Attachment 2)
The overall achievements of the strategic plan will be reported using a balanced
scorecard approach with key performance indicators established under four
perspectives Customer Operational Learning amp Growth and Financial Work plan
achievements will be reported to the Board in a semi-annual status report
2 Dashboard (Attachment 3)
A dashboard format will be used to visually present the strategic plan achievements
as measured against the key performance indicators and targets This will be reported
to the Board annually
3 Logic Models
A logic model (Attachment 4) is developed to align the six strategic priorities with
key activities the broad outcomes and the contribution to the success of City of
Torontorsquos key strategies over four years
Logic models will also be developed for each strategic priority with appropriate key
activities and outcomes to guide the development of annual work plans strategic
Strategic Plan 2016-2019 Accountability Framework 4
partnerships and funding priorities Attachment 5 shows an example of a logic model
for Strategic Priority 2 Breaking down barriers to access driving inclusion
The flowchart in Attachment 6 illustrates the relationship of the three tools The key activity
of Expanding Access to branches and community service points under Priority 2 is provided
as an example
CONTACT
Elizabeth Glass Director Policy Planning amp Performance Management
Tel 416-395-5602 E-mail eglasstorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Balanced Scorecard with Key Performance Indicators
Attachment 2 List of Strategic Plan 2016-2019 Key Performance Indicators
Attachment 3 Dashboard example
Attachment 4 Strategic Plan 2016-2019 Logic Model
Attachment 5 Strategic Plan 2016-2019 Priority 2 Logic Model
Attachment 6 Strategic Plan 2016-2019 Accountability Framework Flowchart
Strategic Plan 2016 mdash 2019 Balanced Scorecard Attachment 1
Key Performance Indicators
Total number of active members
bull Total use per capita
bull Visits per capita
bull Virtual visits per capita
bull In-branch technology utilization rate internet access workstationper 100000 population wireless connections per capita
bull Utilization rate (program capacity) learning programs(ESL + Literacy + User Ed + lifelong learning)
bull Utilization rate of technology training programs
bull Utilization rate of cultural programs
bull ft of branches providing regular after-schoolprogramming from September to June
bull User satisfaction overall
bull User satisfaction in-branch technology(computers software wifi)
Users satisfaction knowledge andhelpfulness of staff
Key Performance Indicators
bull Total Open Hours
bull ft of Sunday branches (September to June)
bull ft of NIA Sunday branches (September to June)
bull ft of Sunday branches (Year-round)
ft of NIA Sunday branches (Year-round)
Turnover rate of circulating items
of special collections that are digitized
KKey Performance Indicators
bull Logic Models and evaluation frameworksdeveloped for strategic priorities
bull Spending in staff development (Total Averageper staff)
bull staff who report they have the skills andtraining to meet service delivery outcomes
bull of staff who report high levels ofengagement
Key Performance Indicators
bull Cost per use
Operating Expenditures
Operating expenditures per capita
Operating expenditures for electronic materials
Operating expenditures for digital technology
bull Total funding
bull Total funding per capita
bull Total funding from TPL Foundation
Page 1 of 1
Strategic Plan 2016-2019 Balanced Scorecard Key Performance Indicators
Customer Perspective Operational Perspective Learning amp Growth Perspective Financial Perspective
Total number of active members
Total use per capita o Visits per capita
Virtual visits per capita
In-branch technology utilization rate internet access workstation per 100000 population wireless connections per capita
Utilization rate (program capacity) learning programs (ESL + Literacy + User Ed + lifelong learning)
Utilization rate of technology training programs
Utilization rate of cultural programs
of branches providing regular after-school programming from September to June
User satisfaction overall
User satisfaction in-branch technology (computers software wifi)
Users satisfaction knowledge and helpfulness of staff
Total Open Hours o of Sunday branches
(September to June) o of NIA Sunday branches
(September to June) o of Sunday branches
(Year-round) o of NIA Sunday branches
(Year-round)
Turnover rate of circulating items
of special collections that are digitized
Logic Models and evaluation frameworks developed for strategic priorities
Spending in staff development (Total Average per staff)
staff who report they have the skills and training to meet service delivery outcomes
of staff who report high levels of engagement
Cost per use
Operating Expenditures o Operating expenditures per
capita
Operating expenditures for electronic materials
Operating expenditures for digital technology
Total funding o Total funding per capita o Total funding from TPL
Foundation
Attachment 2
Attachment 3
Strategic Plan 2016-2019 Dashboard
Key Performance Indicators
Example Open Hours
2016 Activities that will move the dial Status
Sunday service expanded to create year-round service at 6 District and 2 R amp R branches and added to 6 neighbourhood branches to provide seasonal Sunday service
Measure Baseline (2015) Current (Dec 2016) Target (2019) change
Total open hours 269672 hours 274397 hours 281878 hours + 45
Attachment 4
Toronto Public Library Strategic Plan 2016-2019 Logic Model
Torontonians are aware of library services to
address immediate needs
Create and implement Digital Strategy to develop online services
Torontonians have access to reading and
learning materials in a wide range of formats
and levels to support the joy of reading and
lifelong learning
TPL has resources and well-trained staff to
deliver strategic outcomes
Torontonians are connected through cultural
and leisure experiences and opportunites
TPL provides exceptional services and
experience at customers every point of need
TPL increased partnership and funding
opportunities with City of Toronto community
organizations and funding partners
Torontonians have improved access to
technology and staff assistance to develop
technology skills
Torontonians have expanded access to
emerging technology innovation spaces and
programs
Torontonians have new experiential
collaborative and e-learning opporunities to
support education employment and multiple
literacies
Use technology to drive improvements in business processes and
efficiency eg cloud analytics
Torontonians have equitable
support to learning and training
and gain the knowledge multiple
literacy skills and networks to
enrich their education work life and
leisure experiences
Torontonians have access to
programs and activities to support
and enhance diverse cultural
experiences and library collections
that reflect their cultural ineterests
and needs
Support readers of all ages and interests with diverse collections
readers advisory and a wide range of literary and cultural programs
Toronto children and youth have additional safe
after school social and learning environments
and programs
Priorities Key Activities
Mission Toronto Public Library provides free and equitable access to services which meet the changing needs of Torontonians The Library preserves and promotes universal
access to a broad range of human knowledge experience information and ideas in a welcoming and supportive environment
Establishing TPL as Torontos
centre for continuous and self-
dlirected learning
Impact
Expanding access to technology
and training
Advancing TPLs digital platforms
Breaking down barriers to access
driving inclusion
Expand high quality out-of-school-time programs for children and youth
Increase awareness and engagement across library channels
Allocate additional resources to sustain current and emerging
technology
Provide access to current and emerging technology and training in
library branches and community locations
Identify and remove policy barriers to online and in-person servicesToronto Public Library is a
community asset that builds
community capacity and improves
Torontonians well-being
Toronto Public Library contributes to the success of
Toronto Strong Neighbourhood Strategy 2020
Actions for strong Neighbourhoods
under five domains
Physical surroundings
Economic opportunities
Healthy lives
Social development and
Participation in civic decision-making
Toronto Public Library is a key partner in
City of Torontos Poverty Reduction Strategy
in addressing the issues of
service access and availability
Toronto Public Library supports the positive
outcomes of City of Torontos strategies for targeted
population including
Raising the Village Measuring the Well-being
of Children and Families in Toronto
Toronto Youth Equity Strategy
Toronto Newcomer Strategy
Toronto Seniors Strategy
Expand access to branches and community service points
Develop new resources programs and partnerships to deliver eLearning
programs
Provide in-branch resources space and technology to support
experiential learning
Provide resources and programs to support civic engagement
community events and discussion of social issues
Transforming for 21st century
service excellence Dedicate staff resources and training to provide expertise in key
strategic areas eg technology and literacy
Torontonians are empowered and supported in
their partcipation in civic lifeCreating community connections
through cultural experiences
Create diverse and inclusive cultural programs and experiences in
branch and online spaces
Curate and digitize special collections to reflect Torontos diverse
history culture and heritage
Develop organizational structure and culture to support innovation and
customer service excellence
ACCESS
OPPORTUNITY
CONNECTIONS
Outcomes
Torontonians have easy convienient online
access to library collections and services
Torontonians have convenient and local access
to neighbourhood spaces and services
Attachment 5
Expand online services
Develop self-serve Library Kiosks
Increased program offerings
After hours access implemented
Increased online service options
Increased self-service options
CONNECTIONS
Understand City demographics
demands and use of a full range of
library services
Develop after-hours access at branches
2 Breaking down
barriers to access
driving inclusion
Toronto Public Library contributes to the success of
City of Torontos key strategies including
Toronto Strong Neighbourhood Strategy 2020
bull Targeting appropriate resources to
respond to neighbourhood needs
Toronto Poverty Reduction Strategy
bull Address immediate needs
bull Create pathways to prosperity
bull Increase service access and availability
ACCESS
OPPORTUNITYLibrary membership options reflect
users online and branch access
needs
Provide access to current
and emerging technology
and training in library
branches and community
locations
Increase awareness and
engagement across library
channels
Sunday service expanded in target
branches
Identify and remove policy
barriers to online and in-
person services
Expand access to branches
and community service
points
Number of blocked library cards
reduced in target populations
Toronto Public Library Strategic Plan 2016-2019 Logic Model
Priority Impact
Mission Toronto Public Library provides free and equitable access to services which meet the changing needs of Torontonians The Library preserves and promotes universal access to a broad
range of human knowledge experience information and ideas in a welcoming and supportive environment
OutcomeKey Activities
Toronto Youth Equity Strategy
bull Service gaps
bull Service relevance amp accessibility
Toronto Newcomer Strategy
bull Improving access to municipal supports
bull Supporting civic engagement and
community capacity
Develop marketing strategy and conduct
publicity campaigns
Toronto Seniors Strategy
bull Equity
bull Inclusion
bull Respect
bull Quality of life
Expand access to library service in
community locations
Toronto Public Library is a
community asset that builds
community capacity and improves
Torontonians
well-being
Torontonians have equitable
support to learning and training
and gain the knowledge multiple
literacy skills and networks to
enrich their education work life
and leisure experiences
Torontonians have access to
programs and activities to support
and enhance diverse cultural
experiences and library
collections that reflect their
cultural ineterests and needsIncreased circulation of library
materials
Identify and remove policy barriers to
online and in-person services
Raising the Village Measuring the
Well-being of Children and Families in Toronto
bull Families have equitable access to
learning and training and are active in
their childrenrsquos education
bull Families belong to communities and
have the freedom to express and
opportunities to foster their culture and
identity
Torontonians are aware of library
services to address immediate needs
Conduct outreach and customer
engagement programs
Expand branch hours with additional
programs
Torontonians have easy
convienient online access to library
collections and services
Torontonians have convenient and
local access to neighbourhood
spaces and services
Attachment 6
Accountability Framework
Example
Priority Key Activity Short Term Medium Term Impact
Breaking down barriers to access
driving inclusion
Expand access to branches and
community service points
Torontonians have convenient and
local access to neighbourhood spaces
and services
Toronto Public Library is a community
asset that builds community capacity
and improves Torontonians well-being
Toronto Poverty Reduction Strategy
Increase service access and availability
Example
Customer Perspective Operational Perspective Learning amp Growth Perspective Financial Perspective
Utilization rate Service hours added Staff training Cost per use
Example
Is a visual representation of progress towards four years targets for KPIs to achieve strategic outcomes
with a baseline benchmark and annual target
Dashboard
Monitors the progress of the strategic plan across four perspectives and indentifies KPIs to measure progress towards outcomes
Links planned activities to expected outcomes
Toronto Public Library Strategic Plan 2016-2019
Implementation Compliance and Progress
Logic Model
Balanced Scorecard
Outcomes
Strategic Plan 2016-2019
Accountability Framework
November 21 2016
Toronto Public Library Board Meeting
1
Accountability Framework
Strategic Plan Performance Measures Committee
to provide advice and recommendations to the Board for
strengthening the Boardrsquos monitoring and assessment of the
strategic planrsquos implementation for compliance and progress
2
Accountability Framework
Strategic Plan Performance Measures Committee
bull Met four times from May to November 2016
bull Endorsed Accountability Framework at November 7 2016
meeting
bull Concluded its work
3
Accountability Framework
Purpose of framework
bull To guide the development monitoring and reporting of
The Annual work plan for each year from 2016-2019
The overall achievements of the Strategic Plan over four
years
4
Accountability Framework
bull A reporting structure for the Board to monitor the
progress of the strategic plan and provide guidance
bull Public facing reporting tool to demonstrate openness
and accountability
bull An internal tool for staff
5
Accountability Framework
Strategic Plan 2016-2019
bull Three broad outcomes
Access
Opportunity
Connections
And six strategic priorities
6
Accountability Framework
Strategic Plan 2016-2019
bull Six Strategic Priorities
Advancing TPLrsquos digital Platforms
Breaking down barriers to access driving inclusion
Expanding access to technology and training
Establishing TPL as Torontorsquos centre for continuous and
self-directed learning
Creating community connections through cultural
experiences
Transforming for 21st century service excellence
7
Accountability Framework
Three main tools
bull Balanced Scorecard with Key Performance
Indicators (KPIs)
bull Dashboard for visual presentation
bull Logic Models
8
Accountability Framework
Balanced Scorecard
bull A performance measurement tool developed at the
Harvard Business School
bull Provides a framework to monitor organization
performance from four perspectives the customerrsquos
perspective an internal business perspective an
innovation and learning perspective and the
financial perspective
Balance scorecard Encyclopedia of Business Gale 2000
9
10
Strategic Plan 2016 ndash 2019 Balanced Scorecard
11
Strategic Plan 2016 ndash 2019 Balanced Scorecard
Accountability Framework
Reporting timeline
bull Annual work plan achievements will be reported
to the Board in a semi-annual status report in
June and year end
bull Overall achievements of the strategic plan will be
reported annually to the Board (eg first quarter
of 2017 for 2016) using a balanced scorecard and
presented visually using a dashboard
12
Accountability Framework
13
Accountability Framework
Logic Model
bull A logic model is a systematic and visual way to present the
relationships among the resources to operate a program the
planned activities and the changes or results you hope to
achieve
14
WK Kellogg Foundation Logic Model Development Guide 2004
Accountability Framework
Logic Models
bull A Strategic Plan 2016-2019 aligns 6 strategic priorities
with
Key activities
3 broad strategic outcomes
City of Torontorsquos key strategies
bull Plus a logic model for each of the 6 strategic priorities
15
16
Strategic Plan 2016-2019 Logic Model
17
Strategic Plan 2016-2019 Priority 2 Logic Model
18
Accountability Framework
Questions amp Discussion
19
20
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 1
STAFF REPORT ACTION REQUIRED
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report proposes revised meeting dates for the December 2016 and January 2017
meetings for Toronto Public Library Board approval
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves rescheduling the December 8 2016 Toronto Public Library Board meeting
to December 12 2016 and
2 approves rescheduling the January 23 2017 Toronto Public Library Board meeting to
January 30 2017
FINANCIAL IMPACT
There is no financial impact arising from this report
The Director Finance and Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
At the January 25 2016 meeting the Board approved the schedule for meetings in 2016
including December 8 2016
At the October 24 2016 meeting the Board was provided with the proposed schedule for
meetings in 2017 including January 23 2017 for approval at the January 2017 meeting
14
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 2
COMMENTS
Library staff have recently reviewed the Cityrsquos updated budget schedule The Library Board
meeting in December is not well aligned with the Cityrsquos schedule A later December date
would provide the Board with more opportunity to be informed and kept up-to-date on the
2017 budget as well as to participate in the process As a result the rescheduling of the
December 8 2016 meeting to Monday December 12 is being recommended Board
members were canvassed and quorum is attainable for a meeting on December 12 2016
As the same scenario is also a possibility for the proposed January 23 2017 meeting it is
recommended that the date be changed to January 30 2017
Key dates for the 2017 budget process are shown below
2017 Budget Timetable
Date Political Review TPL Board
2016
Nov 21 Board meeting
Dec 2 Budget Committee launch
Dec 12 (from 8) Board meeting
Dec 161920 (21) Budget Committee presentations
2017
Jan 5 910 Budget Committee public deputations
Jan 12 Budget Committee wrap-up
Jan 24 Budget Committee final
Jan 30 (from 23) Board meeting
Feb 7 Executive Committee
Feb 15 16 (17) Council approval
Feb 21 Board meeting
CONTACT
Nancy Marshall Library Board Officer City Librarianrsquos Office
Tel 416-393-7215 E-mail nmarshalltorontopubliclibraryca
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 3
SIGNATURE
______________________________
Vickery Bowles
City Librarian
Holiday Closures 2017 and January 2018 1
STAFF REPORT ACTION REQUIRED
Holiday Closures 2017 and January 2018
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The purpose of this report is to recommend and receive Toronto Public Library Board
approval for the schedule of holiday closures for 2017 and January 2018
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves the schedule of holiday closures for 2017 and January 2018 as provided
in Attachment 1
FINANCIAL IMPACT
There is no financial impact to the 2017 operating budget arising from the
recommendation in this report The recommended closures are included in the proposed
2017 operating budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
Where Library Board approval is required to establish holiday closures the matter comes
before the Board in the preceding year to ensure adequate notice to the public and staff
COMMENTS
At its meeting on October 26 2015 the Library Board approved the Library closure for
New Yearrsquos Day 2017 on Monday January 2 2017
15
Holiday Closures 2017 and January 2018 2
The Library is open for regular service on Remembrance Day Saturday November 11
2017
The Library will be closed on Monday December 25 2017 for Christmas Day and
Tuesday December 26 2017 for Boxing Day
In 2018 New Yearrsquos Day falls on a Monday and the Library will be closed
All full-time employees whose scheduled day off falls on a holiday closure are
compensated with a day in lieu to be taken at another agreed upon time
It is the practice of the Library to close on the Sundays adjacent to public holidays with
the exception of Family Day
The schedule of holiday closures for 2017 and January 2018 is provided in Attachment 1
CONTACT
Dan Keon Director Human Resources Tel 416-395-5850
E-mail dkeontorontopubliclibraryca
SIGNATURE
_____________________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Holiday Closures 2017 and January 2018
Toronto Public Library Holiday Closures 2017 and January 2018
Sunday January 1 2017 New Yearrsquos Day Closed
Monday January 2 2017 For New Yearrsquos Day Closed
Monday February 20 2017 Family Day Closed
Friday April 14 2017 Good Friday Closed
Sunday April 16 2017 Easter Sunday Closed
Monday April 17 2017 Easter Monday Closed
Monday May 22 2017 Victoria Day Closed
Saturday July 1 2017 Canada Day Closed
Monday August 7 2017 Civic Holiday (Simcoe Day) Closed
Monday September 4 2017 Labour Day Closed
Monday October 9 2017 Thanksgiving Day Closed
Sunday December 24 2017 Christmas Eve Closed
Monday December 25 2017 Christmas Day Closed
Tuesday December 26 2017 Boxing Day Closed
Sunday December 31 2017 New Yearrsquos Eve Closed
Monday January 1 2018 New Yearrsquos Day Closed
New Yearrsquos Day 2017 closure approved by the Library Board on October 26 2015
Attachment 1
Audit Plan for the Year Ending December 31 2016 1
STAFF REPORT INFORMATION ONLY
Audit Plan for the Year Ending December 31 2016
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The attached report from PricewaterhouseCoopers the external auditors summarizes the
planning for their audit of the 2016 financial statements for the Toronto Public Library
Board
FINANCIAL IMPACT
The proposed audit fee of $25000 inclusive of expenses and exclusive of Harmonized
Sales Tax (2015 ndash $25000) is included in the 2016 operating budget It is important to
note that the audit fee does not include extra audit work that may be required due to
scope changes and PricewaterhouseCoopers will advise management as soon as possible
if this were to happen
This is the second year of a five-year audit contract that the City has negotiated The fee
will remain unchanged for the duration of the contract
ISSUE BACKGROUND
Under Section 139 of the City of Toronto Act 2006 the City is required to appoint an
auditor licensed under the Public Accounting Act 2004 who is responsible for annually
auditing the accounts and transactions of the City and its local boards and expressing an
opinion on the financial statements of these entities based on the audit
Council at its March 2015 meeting approved the recommendation of the Audit
Committee to appoint PricewaterhouseCoopers as the external auditor for the City and
Library The contract with PricewaterhouseCoopers is for five years ending with the
audit of the December 31 2019 financial statements
As part of the annual audit PricewaterhouseCoopers provides an Audit Plan report to the
Toronto Public Library Board The auditors will conduct their audit of the 2016 financial
statements pursuant to this plan
17
Audit Plan for the Year Ending December 31 2016 2
COMMENTS
Attached is PricewaterhouseCoopersrsquo Audit Plan for the Library which summarizes their
view on audit risks the nature extent and timing of the audit work and the terms of
engagement
On completion of the audit PricewaterhouseCoopers will issue the Audited Financial
Statements and a Year-End Report to the Board that will provide key matters for
discussion significant audit accounting and financial reporting matters summary of
unadjusted and adjusted items other required communications internal control
recommendations and a confirmation of auditor independence
Work on the interim audit was completed in October 2016 and the year-end audit is
expected to be completed by March 2016
CONTACT
Larry Hughsam Director Finance amp Treasurer Tel 416-397-5946
E-mail lhughsamtorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Board ndash Audit Plan for the year ending
December 31 2016
wwwpwccomca
Audit planfor the yearendingDecember31 2016
Toronto PublicLibrary Board
pwc
pwc
October 28 2016
Members of the BoardToronto Public Library Board
Dear Members of the Board
We are pleased to present an overview of our audit plan for the 2016 audit of the financial statementsof Toronto Public Library Board (the Library) prepared in accordance with Canadian Public SectorAccounting Standards (PSAS) (referred to as the ldquofinancial statementsrdquo from now on)
This overview includes our view on audit risks and the nature extent and timing of our audit work
We value your feedback and if you have any questions about the identified risks and our audit approachplease do not hesitate to contact the undersigned at (416) 228-1922
Yours very truly
Tern McUnnonPartnerRisk Assurance Services
cc Mr Larry Hughsam Director Finance and Treasurer
PricewatcrhouseCoopers UPnyC Tower i8 York Street Suite 2600 Toronto Ontario Canada M oB2T +1 416 8631133 F +1 416 365 8215 wwwpwccomca
lsquoPwt relera to Pdcewatethousetoopers LLP an Ontario limiled liabiLity paruiership
Toronto Public Library Board Audit plan for the year ending December 31 2016
Communications to the Board
Key mattersfor Commentsdiscussion
Client service team Tern McKinnon is your engagement leader and Julianne Cooke is your engagementmanager
Service deliverables We will audit the Libraryrsquos financial statements as of December 31 2016 and for theyear then ending prepared in accordance with PSAS
Our engagement letter which has been signed by the City of Toronto sets out theterms and conditions for our engagement as the independent auditor of the Libraryfor the above-mentioned year In addition our engagement letter outlines ourresponsibilities as the auditor and the responsibilities of management
Audit timeline We worked with management to develop this project timelinemdash Interim visit October 17-21 2016mdash Year-end visit March20 mdash March 31 2017mdash Clearance meeting with management To be confirmedmdash Deliveryfiling of financial statements To be confirmed
Audit approach Our audit approach is a mixture of tests of internal controls and substantive testingOur audit approach is designed to allow us to execute a quality and efficient auditWe do this byi gaining an understanding of the business by focusing on new developments
and key business issues affecting the Library as well as managementrsquosmonitoring of controls and business processes
ii identiring significant audit risks sharing our perspectives obtaining yourfeedback and ensuring our audit is tailored to these risks
iii using well-reasoned professional judgment especially in areas that aresubjective or require estimates and
iv leveraging reliance where possible on the Libraryrsquos internal controls andinformation technology and data systems
In the current year our planned work will include testing of key controls in thefollowing areasmdash Purchases payables and disbursementsmdash Payroll
All other areas will be subject to tests of detail
Significant risks are risks of material misstatement that we think need special auditconsideration We identified several significant audit risks and plan to address themas follows Please let us know if you agree that these are the most significant risksfrom your point of view and if you have any other areas of concern
PwC I
Toronto Public Library Board Audit plan for the year ending December 31 2016
Significant risk to Managementrsquos response and our audit approachdiscuss
Risk of management Accounting regulatory authorities require that the risk of material misstatement dueoverride of controls to management override of controls be considered a significant risk on every audit
engagement
This represents the risk that internal controls at the Library maybe circumvented toachieve desired financial results or gain inappropriate access to financial resources
In order to address this risk we will perform the followingbull All non-routine journal entries are reviewed and approved by the appropriate
level of managementbull We will review manual journal entries focusing on large and unusual entriesbull We will review accounting estimates for biases that could result in material
misstatementbull We will incorporate unpredictable procedures in the audit approach
Risk of fraud in revenue The risk of fraud in revenue recognition is a presumed significant risk underrecognition Canadian Auditing Standards We will assess this risk through the consideration of
the Libraryrsquos revenue recognition policies the incentivepressure to fraudulentlymisstate revenue and the potential opportunity
In order to address this risk we will perform the following
bull Update our understanding of managementrsquos processes and internal controlssurrounding revenue recognition
bull Obtain confirmations from the City of Toronto for subsidies received duringthe year
bull Test significant revenue streams through testing a sample of transactions tosupporting documents
Materiality Misstatements are considered to be material if they could reasonably be expected toinfluence the economic decisions of users of the financial statements We have set apreliminanrsquo materialihrsquo of S6i6oooo We will report unadjusted and adjusted itemsover S6i6ooo to the Board on completion of the audit
Fraud risk We discuss fraud risk annually with the Board Through our planning process (andprior yearsrsquo audits) we developed an understanding of your oversight processesincluding
Employee code of ethicsmdash Discussion at Board meetings and our attendance at those meetings or
reviewing minutes of meetingsmdash Presentations by management including business performance reviewsmdash Signing authorities
Are there any new processes or changes to the items above that we should be awareoP
We are not aware of any fraud Are you aware of instances of any actual suspected or
____________________________
alleged fraud affecting the Library
PwC 2
Toronto Public Ubrary Board Audit plan for the year ending December 31 2016
The matters raised In this and other reports that will flow from the audit are only those that have come to our attention arising from or relevant toour audit that we believe need to be brought to your attention They are not a comprehensive record of all the matters arising and in particularwe cannot be held responsible for reporting all risks in your business or all internal control weaknesses This report has been prepared solely foryour use It was not prepared or intended for any other purpose No other person or entity shall place any reliance upon the accuracy orcompleteness of statements made herein PwC does not assume responsibility to any third party and in no event shall PwC have any liabilityfor damages costs or losses suffered by reason of any reliance upon the contents of this report by any person or entity other than you
PwC 3
copy 2015 PricewaterhouseCoopers LLP an Ontario limited liability partnership All rights reserved
Board Resolutions ndash Status Report 1
STAFF REPORT INFORMATION ONLY
Board Resolutions ndash Status Report
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report lists the status of outstanding Toronto Public Library Board resolutions
BACKGROUND INFORMATION
At the April 2 2012 meeting the Toronto Public Library Board approved the inclusion of
Board Resolutions ndash 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 ndash Status Report ndash November 21 2016
18
1
STATUS REPORT
TORONTO PUBLIC LIBRARY BOARD RESOLUTIONS
AS AT NOVEMBER 21 2016
DATE OF
MEETING
MOTION
(Ref Minute )
STATUS
TARGET
DATE
Sep 8 2014 14-150 ndash Notice of Motion Funding and Timing of
PerthDupont Branch Relocation
5 requests that the local City Councillor consult
with the local community and make a
recommendation to the Board for a new name for
the relocated branch (which will no longer be
located at the corner of Perth and Dupont)
IN PROGRESS Staff to bring a recommendation to
the Board for a new name for the relocated branch to
the Board for approval
To be
determined
Feb 22 2016 16-040 ndash Naming Opportunity ndash Daniel Grafton
Hill III
2 requests staff to provide updates to the
Toronto Public Library Board on this
initiative at strategic intervals
IN PROGRESS This initiative is dependent on a
future branch capital project and consultation
process
To be
determined
Oct 24 2016 16-193 ndash Toronto Public Library Board ndash Self-
Evaluation
2 conducts a pilot self-evaluation during the
month of November 2016 and discusses the
results of the evaluation at the January 2017
meeting
IN PROGRESS A report is expected to be provided
at the January 2017 meeting
January 2017
meeting
Attachment 1
MINUTES Page 6
Toronto Public Library Board
Meeting No 9 Monday October 24 2016 from 605 pm to 820 pm
Cedarbrae Branch Florence Cruickshank Community Room 545 Markham Rd Toronto
16-191 2017 Operating Budget ndash City Target
Moved by S McCarten seconded by S Graham-Nutter
That the Toronto Public Library Board
1 considers service reductions totalling $6195 million or 35 of the
budget comprised of reductions to Monday to Friday open hours saving
$4412 million and a $1782 million reduction to the collections budget
required to meet the Cityrsquos operating budget reduction target of -26
Defeated unanimously
Recorded Vote Requested
Yes ndash 0
No ndash 11
Councillor Ainslie Ron Carinci Lindsay Colley
Councillor Doucette Councillor Fragedakis Sue Graham-
Nutter Dianne LeBreton Strahan McCarten Ross Parry
Archana Shah and Eva Svec
16-192 2016 Capital Budget Adjustments (Approved by Consent)
That the Toronto Public Library Board
1 approves the following cash flow reallocations which have no impact on
annual debt levels
11 accelerate a total of $1065 million gross ($0527 million debt and
$0538 development charges (DC) funding) cash flow from 2017 to
2016 comprised of $0915 million gross $0537 million debt and
$0388 million DC for the Albion Library project and $0150
million gross and DC for the Wychwood Library project as
presented in Attachment 1 (Part A) and
12 defer a total of $1065 million gross ($0527 million debt and
$0538 DC funding) cash flow from 2016 to 2017 comprised of
$0250 million gross and debt for the North York Central Library
project $0150 million gross and DC for the St ClairSilverthorn
Library project and $0665 gross $0277 million debt and $0388
million DC for the Dawes Road Library project as presented in
Attachment 1 (Part B) and
2 authorizes staff to forward these budget adjustments to the City for
approval
Carried
MINUTES Page 7
Toronto Public Library Board
Meeting No 9 Monday October 24 2016 from 605 pm to 820 pm
Cedarbrae Branch Florence Cruickshank Community Room 545 Markham Rd Toronto
16-193 Toronto Public Library Board ndash Self-Evaluation
Moved by Councillor Ainslie seconded by L Colley
That the Toronto Public Library Board
1 approves the self-evaluation tool as outlined in Attachment 1 to be
conducted using an online survey tool and
2 conducts a pilot self-evaluation during the month of November 2016 and
discusses the results of the evaluation at the January 2017 meeting
Carried
Items for Information
16-194 Operating Budget Monitoring Report ndash September 30 2016 (Received for
Information by Consent)
That the Toronto Public Library Board
1 receives the Operating Budget Monitoring Report ndash September 30 2016
for information
Carried
16-195 Capital Budget Monitoring Report ndash September 30 2016
Moved by S McCarten seconded by L Colley
That the Toronto Public Library Board
1 receives the Capital Budget Monitoring Report ndash September 30 2016 for
information
Carried
16-196 Toronto Public Library Board ndash 2017 Proposed Meeting Schedule
Moved by A Shah seconded by S McCarten
That the Toronto Public Library Board
1 receives the Toronto Public Library Board ndash 2017 Proposed Meeting
Schedule for information
Carried
16-197 Board Resolutions ndash Status Report (Received for Information by Consent)
That the Toronto Public Library Board
1 receives the Board Resolutions ndash Status Report for information
Carried
MINUTES Page 8
Toronto Public Library Board
Meeting No 9 Monday October 24 2016 from 605 pm to 820 pm
Cedarbrae Branch Florence Cruickshank Community Room 545 Markham Rd Toronto
16-198 Adjournment
Moved by Councillor Ainslie seconded by R Parry
That the Toronto Public Library Board
1 adjourns the October 24 2016 Toronto Public Library Board meeting
Carried
The meeting ended at 820 pm
Signed
City Librarianrsquos Report ndash November 21 2016 1
City Librarianrsquos Report
November 21 2016
Expanding Access to Technology and Training
The fourth round of Toronto Public Libraryrsquos (TPL) Staff Innovation Program launched in
October All staff were invited to submit proposals that merge innovation and technology
Successful submissions will gain access to the technology resources and expertise needed to
help the ideas grow into something bigger Special consideration is being given to proposals
that address one of the three research themes from the 2016-2019 Strategic Plan
consultations Income Inequality and Poverty Reduction Middle Childhood and Youth The
Staff Innovation Program is meant to stimulate staff to combine imagination technology and
a willingness to experiment in an effort to develop innovations that have a positive impact on
service engage a new community or partner improve staff efficiencies andor enhance user
services
Establishing TPL as Torontorsquos Centre for Continuous and Self-Directed Learning
Launched at the end of September Gale Courses is a new eLearning resource that offers
unlimited access to instructor-led online courses on a variety of topics Courses run for six
weeks with two new lessons released every week New sessions start every month A
Getting Started page is available on the Library website to help customers A valid TPL card
is required along with the creation of a personal account at Gale Courses Topics of courses
include accounting finance business and management computer applications web design
technology skills personal enrichment health and wellness and writing tplcadatabases
Creating Community Connections through Cultural Experiences
In a tradition that started last year with Kansas City Public Library Toronto Public Library
staff put together cheeky social media posts in support of the Toronto Blue Jays in
postseason The posts written as poetry using book spines are used to taunt the public
libraries in the opposing cities This year Toronto Public Library faced off against Arlington
and Cleveland public libraries The posts were well received by the public and generated lots
of engagement and media coverage ndash reaching both new and existing audiences Canadian
public libraries like Oshawa Public Library chimed in with their own book spine messages
and elementary school students showed their support by putting together several messages as
part of a class activity Toronto Public Library staff were invited to reveal their selected
titles on Breakfast Television for the opening game in the Toronto vs Cleveland series The
exercise was fun for staff and was a great opportunity for the Library to contribute to the
citys excitement
On November 11 Chris Hadfield gave a presentation as part of the autumn 2016 Bram amp
Bluma Appel Salon The talk entitled How to Think Like an Astronaut was broadcast via
our telepresence technology in partnership with Cisco to four TPL locations (Cedarbrae S
Walter Stewart Richview and York Woods) and to Deer Lake First Nation in Northern
Ontario In each offsite location kids 9-12 were invited to create a project that addressed
7
City Librarianrsquos Report ndash November 21 2016 2
some problem in space and then later were given the chance to interact remotely with Chris
to present the solution to their selected problem The telepresence technology and the Chris
Hadfield special event were made possible by the generous contributions of two important
partners to the Library The Bluma Appel Community Trust donated $400000 to fund the
technology and the program and Cisco Canada contributed additional equipment expertise
and technical and strategic support Thanks to both for helping the Library transform our
services to better serve Torontonians in the digital age
Supported by the Krembil Foundation The Cutting Edge series explores new ideas at the
intersection of health and technology The 2016 featured lecture was presented by Pulitzer
Prize winner Siddhartha Mukherjee on October 17 at the Bram amp Bluma Appel Salon
Mukherjeersquos recent book The Gene weaves together science social history and personal
narrative to explain one of the most important conceptual breakthroughs of modern times
Dr Mukherjeersquos sold out appearance was simulcast to the Toronto Reference Library atrium
and live streamed online Other programs in the 2016 series include Music Medicine A New
Frontier and Pushing the Boundaries of Alzheimer Treatment In addition to the Cutting
Edge series the Krembil Foundation funds enhancements to the Libraryrsquos medical collection
as well as training for library staff
tplcacuttingedge
In October TPL launched a pilot project that extends the Sun Life Financial Museum +
Arts Pass (MAP) program making it available to University of Toronto and Ryerson
students at their campus libraries The pass can then be checked out at one of five
participating TPL branches giving the student free access to the AGO the Bata Shoe
Museum the Textile Museum of Canada and one of eight participating City of Toronto
Historic Sites The goals of the pilot are to encourage student awareness and use of TPL
branches to promote TPL library card registration to expand the MAP programrsquos
accessibility and to encourage students to make use of the regular MAP program The pilot
will end in the spring of 2017 at which point an evaluation will take place The regular
MAP program allows individuals and families to explore the best of Torontorsquos arts and
cultural treasures by providing free access to 17 participating venues
tplcamappass
In partnership with Myseum of Toronto Toronto Public Library presents Cosmopolis
Toronto The World in One City ndash a photography exhibition that explores the journeys of
newcomers to Canada This series by photographer Colin Boyd Shafer captures the stories
of someone born in every country of the world who now calls Toronto home Through
photography exhibits and programs Cosmopolis Toronto The World in One City will be
displayed at select branches across the city Themes that emerge revolve around the power
of family faith food music and the things that remind us of the past as well as the places
that feel like home
tplcacosmopolis
October is Canadian Library Month and this year Ontario Public Library Week was
kicked off at Fort York Branch on Oct 17 Todd Kyle president of the Ontario Library
Association spoke about the valuable role libraries play in Canadians lives and launched a
City Librarianrsquos Report ndash November 21 2016 3
fun bookspinepoetry contest open to the public City Librarian Vickery Bowles introduced
the theme of this yearrsquos Ontario Public Library Week ldquoA visit will get you thinkingrdquo and
spoke about the transformation libraries are undergoing and the new ways they are
connecting with their users Kevin Finnerty Assistant Deputy Minister at the Ministry of
Tourism Culture and Sport presented the Public Library Awards Shortlist which included
Toronto Public Librarys Pan Am Host City Project Attendees toured Fort York Branch
including a visit to the popular digital innovation hub
Transforming for 21st Century Service Excellence
The TPL Foundation was pleased to announce a number of fundraising successes this fall
Sixty thousand dollars was raised through the generous support of patrons of the fourth
annual Hush Hush fundraiser on October 15 at the BloorGladstone Branch A portion of the
proceeds will go toward Young Voices a suite of programs that encourages creative
expression in Torontorsquos youth The Foundation also raised $9500 through supporters
running or walking in the Scotiabank Charity Challenge one participant in the Challenge
trained by running to all 100 TPL branches The Foundation is also happy to announce that
TD Bank has generously renewed its support of Black History Month Celebrations and
Indigenous Celebrations with a combined donation of $44000
Communications 1
8
COMMUNICATIONS
GENERAL CORRESPONDENCE
TORONTO PUBLIC LIBRARY BOARD MEETING ndash November 21 2016
It is recommended that the Toronto Public Library Board
1 receives Communication (a) from Joe Clark to the Toronto Public Library Board
dated November 17 2016 regarding the 2017 operating and capital budgets for
information
Joe Clark joeclarkjoeclarkorg
20161117
Re 2017 Interim Budget Estimates
2017 Operating and Capital Budgets Update
While most of the attention paid to the budget has revolved around the Mayorrsquos suicidal
and intrinsically unserious demand for a 26 budget cut everywhere I have to
wonder yet again why the Toronto Public Library Board does not understand
what its own staff are proposing
Is it because there were only two Boardmembers in the last decade who were known to
even have library cards (One sits on the current Board) Fundamentally you
people do not use the library system and do not understand it I can assure you
that hiring Moe hasnrsquot changed that one iota given his attested unwillingness to
learn what in-branch experience the area he purports to manage is really like
So letrsquos go through a few seriously unwise items in the Library budget
Nobody asked for ldquocash drawersrdquo at the self-service checkouts
that nobody asked for either
One of the budget documents lies about the history of self-checkout thus ldquoIn 2009 TPL
received $66 million to implement self-service checkout in branches resulting in
better service and expanded hours at no cost and also a reduction in staff to help
achieve budget targetsrdquo The real purpose of self-checkout was to fire expensive
employees not to make things more efficient And it involved clumsily sticking
decals on millions of items in many cases marring them permanently
Again The real purpose of self-checkout was firing staff That was confirmed to me to my
face by a manager in charge It had nothing to do with library users or literally
anything else If the project had started with automated sorters as its raison drsquoecirctre
first it might have made sense
Now wersquore being threatened with ldquocash drawersrdquo As ever the library canrsquot be honest
about whatrsquos really happening here verbally dressing up this fiasco as Integrated
Payment Solutions whatever those are
2
With an investment of $2250 million over two years []hellip [c]ustomers will be able to pay
fines at the self-checkout terminals at the same time as checking out materials
Currentlyhellip fine payments can only be made onlinehellip or from a face-to-face interaction
with library staff at the check-out desk
God forbid
Combined these initiatives will save $0526 million or 03 in 2017 and allow a reduction
in staff of 68 FTEs[]
In other words ldquothese initiativesrdquo will cost $(2250000 divide 2 ndash 526000) or $599000 in
Year 1
The only library patrons who could possibly need this service are the ones who could
never get it in the first place ndash those whose only use of the library is via the
Bookmobile which canrsquot take cash payments and which donrsquot use RFID in the first
place (Did you know that) Nobody else needs or wants this service
Further does the Library really mean ldquocash drawersrdquo as in tills Do you know what you
even mean How will these tills dispense change Wonrsquot every one of them be
burglarized every day How long till Sue-Ann Levy writes a column about that
The Library refuses to adjust the collections budget
for known decreases in usage
Budget documents
$0482 million represents a 25 projected cost increase for library materials based on
experience and industry projections while needing to accommodate the impact of a
stronger US dollar on the Libraryrsquos purchasing power[]
The Library has elsewhere admitted that third-language materials ndash this means non-
English and non-French though the positioning of French as equivalent to
English is a joke in itself ndash have suffered serious decline in recent years Some
languages (by implication Indian ones) have shown 45 decreases in demand
That demand is never gonna come back Yet the Library whose collections policy is in
some respects more whim than policy proposes a $482000 increase largely to
handle projected exchange rates
3
Why hasnrsquot the Library proposed reducing relevant third-language budgets by the same
amount demand has reduced then redirecting that money to other collections
Why does the Library propose spending tens of thousands of dollars per
language in permanent decline instead of spending that money on items people
actually want including third-language items that really get used
Collections policy really does contain a large dosage of whim I should know being the
largest single submitter of blue forms and whose yellow forms are simply
ignored (Boardmembers ldquoWhat are thoserdquo) being someone who knows there is
no policy at all for acquiring new magazine titles and getting rid of dud titles and
most of all being the person who has had to take the Toronto Public Library to
the Human Rights Tribunal of Ontario over its banning of a single author an
outrageous unprincipled action that is seriously popular in-house and which the
Library clearly intends to defend to the death at any cost in legal fees
Yet this is the same department you intend to authorize to waste money on third-
language materials that will never be used while also handing it another
482 grand
If you actually used the Library and if you actually read your own reports would you
leave these items in the proposed budget Again what happens if Sue-Ann Levy
finds out and documents these errors in a newspaper none of you really think
should be taken seriously in the first place
ndash 30 ndash
Ready for Reading WebsiteToronto Public Library
Peggy Thomas
Manager Childrenrsquos Services
Questions
Contact informationPeggy Thomaspthomastorontopubliclibraryca
2017 Interim Budget Estimates 1
STAFF REPORT ACTION REQUIRED
2017 Interim Budget Estimates
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The purpose of this report is to seek Toronto Public Library Board adoption of the 2017
interim operating and capital budget estimates in order to enable Toronto Public Library
(TPL) to carry out normal operations during the period between January 1 2017 and the date
on which Council approves the 2017 operating and capital budgets expected to be on
February 15 or 16 2017
The interim operating budget for TPL is $48647 million gross ($44249 million net) which
is based on 25 of TPLrsquos 2016 approved budget The interim capital budget is $5522
million gross ($3524 debt) which is based on 25 of the 2017 funding commitments for
previously approved capital projects
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 adopts the 2017 interim operating budget of $48647 million gross ($44249 million
net) subject to Council approval and
2 adopts the 2017 interim capital budget of $5522 million gross ($3524 million debt)
subject to Council approval
FINANCIAL IMPACT
The 2017 interim budget estimates will enable TPL to carry out normal operations during the
period between January 1 2017 and the date on which Council approves the 2017 operating
and capital budgets expected to be on February 15 or 16 2017 The 2017 interim operating
budget for TPL is $48647 million gross ($44249 million net) which represents 25 of
TPLrsquos 2016 approved operating budget
The interim capital budget is $5522 million gross ($3524 million debt) which represents
25 of the 2017 funding commitments for previously approved capital projects Any unspent
11
2017 Interim Budget Estimates 2
capital funds from 2016 will also be available during the interim period of 2017 The
combination of the 25 funding and 2016 unspent carry-forwards will be adequate to meet
TPLrsquos capital needs in the interim period
The budget percentage approvals are consistent with other City Agencies and Divisions
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
ALIGNMENT WITH STRATEGIC PLAN
The adoption of the 2017 interim budget estimates ensures the continuance of TPLrsquos business
until Council approves the 2017 operating and capital budgets
ISSUE BACKGROUND
In accordance with TPLrsquos Financial Control Policy prior to the approval of the annual
operating and capital budgets the Library Board needs to adopt the Council-approved
interim estimates to fund the continuance of the Libraryrsquos business from the first day of
January to the date the operating and capital budgets for that year are approved
COMMENTS
The 2017 interim budget estimates for the operating and capital budgets expected to be
approved by Council on December 13 2016 enable City Programs and Agencies to carry out
their operations until Council approves the 2017 operating and capital budgets expected on
February 15 or 16 2017
Expenditures made during the period beginning January 1 2017 to until the date Council
approves the 2017 operating and capital budgets must be restricted to normal operations
CONTACT
Larry Hughsam Director Finance amp Treasurer Tel 416-397-5946
E-mail lhughsamtorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
Runnymede Branch ndash Award of Tender 1
STAFF REPORT ACTION REQUIRED
Runnymede Branch ndash Award of Tender
Date November 21 2016
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 of Runnymede Branch as per
Toronto Public Libraryrsquos (TPLrsquos) drawings and specifications
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 awards the contract to the lowest bidder Brown Daniels Associates for the interior
renovation of the Runnymede Branch at a cost of $543147 which includes a
contingency of $49377 [excluding Harmonized Sales Tax (HST)]
FINANCIAL IMPACT
The total amount of $543147 which is made up of the tender amount of $493770 plus the
contingency of $49377 (excluding HST) is included as part of the Multi-Branch Renovation
State of Good Repair (SOGR) Project of the approved 2016 capital budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
ALIGNMENT WITH STRATEGIC PLAN
The interior renovation of the Runnymede Branch helps to achieve various strategic plan
priorities and goals including
increase access to in-branch services and spaces and new options to expand public and
community space
advance State of Good Repair projects to provide welcoming well-maintained and efficient
public space
create in-branch environments that connect neighbourhoods and communities offering
opportunities for partnerships civic engagement and resident participation
12
Runnymede Branch ndash Award of Tender 2
build capacity to deliver elearning and interactive distance learning services
offer broad access to experiential collaborative mentored and networking learning
opportunities in response to the different ways people learn and the unique needs of local
communities
offer access to new and emerging technologies to support innovation entrepreneurship and
creativity
COMMENTS
Runnymede is a 12034 sq ft neighbourhood branch In 2015 Runnymede was the third
busiest branch in the Toronto Public Library system in terms of visits and the busiest branch
in terms of holds pick-up The branch opened in 1928 and is listed on Toronto Historical
Boards Inventory of Heritage Properties It has undergone several renovations over the
years
A renovation and expansion of Runnymede Branch was completed and successfully opened
to the public in 2005 Eleven years have passed and library service has changed With
introduction of self-service and more collaborative work spaces the existing large service
desk is no longer required Moreover the high level of traffic creates congestion in the
branch The proposed renovation to the main floor of the library will resolve these issues In
addition to the installation of a new smaller service desk the renovation will involve a re-
design of the computer areas new flooring new window coverings and collections
merchandizing The second floor of the branch will be opened up to improve security
through increased visibility and allow for greater flexibility in the use of the public space
Architects for the project Building Arts Architects Inc was hired to provide architectural services for the Runnymede
Branch renovation project in April 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 of the most experienced and previously proved General
Contractors were pre-qualified and invited to bid on the project All eight (8) attended the
mandatory site meeting at Runnymede Branch on October 4 2016
Call for Tenders On September 30 2016 the Call for Tenders was issued to the eight pre-qualified bidders 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 The bid documents prepared by the Architects were
supplied to all prequalified bidders All bidders had to attend a mandatory information
meeting on October 4 2016 The bid documents comprised the following documents
List of Prequalified Bidders
Instruction to Bidders
Runnymede Branch ndash Award of Tender 3
Available Project Information
Stipulated Price Bid Form
Unit Prices Bid Form Supplement
Alternative Prices Bid Form Supplement
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 October 20 2016 TPL received tenders from seven of the pre-qualified General
Contractors The Architects and library staff analysed the three lowest bids to ensure that all
requirements of the bidding process were met as follows
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 amp
material bond)
o unconditional bid
o completed amp sealed stipulated price bid form
o acknowledges all addenda issued as part of the Call for Tenders
o completed amp dated unit prices bid form supplement
o completed amp dated alternative prices bid form supplement
o completed amp dated list of subcontractors bid form supplement
o confirmation of pre-qualified subcontractors where required
Award of tender recommendation For the recommended contract award to Brown Daniels Associates the following
requirements have been met
1 The bidder is in conformance with 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 successfully completed a number of Toronto Public Library
projects including Woodside Square Mimico and Ellesmere Branches North York Central
Library and the recent Beeton Hall renovation at the Toronto Reference Library The
references were checked by the architect and were satisfactory
Runnymede Branch ndash Award of Tender 4
CONTACT
Moe Hosseini-Ara Director Branch Operations and Customer Experience
Tel 416-397-5944 E-mail mhosstorontopubliclibraryca
Gail Rankin Senior Manager Facilities Management Tel 416-395-5881
E-mail grankintorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
13 aLIBRARYAPPROVED MINUTES Page I
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 1 Tuesday May 31 2016 from 540 pm to 725 pmToronto Reference Library Board Room 789 Yonge Street Toronto
Members PresentMr Ron CarinciMs Lindsay ColleyMs Dianne LeBretonMs Sue Graham-Nutter
RegretsMs Archana Shah
SPPM Call to Order16-001 Elizabeth Glass Director Policy Planning amp Performance Management and the
City Librarianrsquos desiwiate called the meeting to order at 540 pm
SPPM Election of Chair of the Strategic Plan Performance Measures Committee16-002 Elizabeth Glass called for nominations for the Chair of the Strategic Plan
Performance Measures Steering Committee
Moved by 1 CarinciThat1 Dianne LeBreton be nominated for chair
carriedDianne LeBreton agreed to stand for election
There being no further nominations it wasMoved by L ColleyThat the Strategic Plan Performance Measures Committee1 closes nominations
carried
Elizabeth Glass declared Diarme LeBreton duly elected Chair of the Strategic PlanPerformance Measures Committee by acclamation
Dianne LeBreton assumed the Chair
APPROVED MINUTES Page 2
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 1 Tuesday May 31 2016 from 540 pm to 725 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Declarations of Conflict of Interest16-003 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda16-004 Moved by R (lsquoarinci
That the Strategic Pla ii Perbnnance Measures Committee1 approves the agenda
Carried
SPPM Communications16-005 There were no Communications items at the May 31 2016 Strategic Plan
Performance Measures Committee meeting
SPPM Presentations16-006 There were no public presentations at the May 31 2016 Strategic Plan
Performance Measures Committee meeting
Item for ApprovalSPPM Strategic Plan 2016-20 19 Status and Performance Management Reporting Tools
Elizabeth Glass and Michele Melady Acting Manager Planning amp Developmentprovided a presentation on status and performance management reporting tools
16-007 Committee DecisionIrsquofo red by K CauinciThat the Strategic Plan Perbrmance Measurement Committee1 considers the summary of Toronto Public Library s strategic priority
alignment witi key City strategiesbr information (Attachment 1)2 considers the template that will he used for the semimdashannual status report
on Strategic Plan activitiesbr 2016br presentation to the Library Boardin June fbr inbnnation Attacunent 2)
3 considers the Divi Strategic Plan Dashboard to provide recommendationson the brmat so that staff cciii make revisions and populate the templatewith nwasuucs br the next Steering Committee Meeting (Attachment 3)
Carried as amended
APPROVED MINUTES Page 3
Toronto Public library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 1 Tuesday May 31 from 540 pm to 725 pmToronto Reference Library Board Room 789 Yonge Street Toronto
MotionsSee the followingMoved by R CarinciThat the Strategic Plan Performance Measures Committee1 considers the summary of Toronto Public Libraryrsquos swategic priority
alignment with key City strategies for information (Attachment 1)2 endorses (lie template that will be usedfor the semi-annual status report
on Strategic Plan activities for 2Ol6for presentation to the Library Boardin June for information (Attachment 2)
3 considers the Draft Strategic Plan Dashboard to pro viderecommendations on the format so that staffcan make revtcions andpopulate the template with measures for the next Steering ConmitteeMeeting (Attachment 3)
Amended
Moved in amendment by S Graham-NutterThat the Motion moved by R Carbici be amended to change the word endorsesrdquoin Recommendation 2 to the word considers so that it reads asjoacutellows1 considers the template that will be usedJar the semi-annual status report
on Strategic Plan activitiesfor 2016for presentation to the Library Boardin June for information (Attachment 2)
Carried
SPPM Adjournment16-008 Moved by pound Graham-Nutter
That the Strategic Plan Perjagravermance Measures Committee1 adjourns the May 31 2016 Strategic Plan Performance Measures
Committee meetingCarried
The meeting ended at 725 pm c)r -
Signed ( I lsquoI 7lt--
TORONTOPUB LIC
LIBRARYAPPROVED MINUTES Page 1
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 2 Wednesday July 13 2016 from 530 pm to 635 pmToronto Reference Library Board Room 789 Yonge Street Toronto
Members PresentMs Dianne LeBreton (Chair)Ms Lindsay CofleyMs Sue Graham-NutterMs Archana Shah
RegretsMr Ron Carinci
SPPM Call to Order16-010 Dianne LeBreton called the meeting to order at 530 pm
SPPM Declarations of Conflict of Interest16-011 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda16-012 Moved byL colley
That the Strategic Plan Petformance Measures Committee1 approves the agenda
Carried
SPPM Confirmation of IrsquoIay 31 2016 Strategic Plan Performance Measures Committee16-0 13 Meeting Minutes
Moved by L ColleyThat the Strategic Plan PerJbrmance Measures Committee1 confirms the Minutes of the May 31 2016 Strategic Plan Performance
Measures CommitteeCarried
APPROVED MENUTES Page 2
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteelNrsquoIeeting No 2 Wednesday July 13 from 530 pm to 635 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Business Arising from the Minutes16-014 There were no Business Arisingfrom the Mintues items at the July 13 2016
Strategic Plan Performance Measures Committee meeting
SPPM Communications16-015 There were no Communications items at the July 13 2016 Strategic Plan
Performance Measures Committee meeting
SPPM Presentations16-016 There were no public presentations at the July 13 2016 Strategic Plan
Performance Measures Committee meeting
Itemfor ApprovalSPPM Strategic Plan 2016-2019 Status and Performance Management Reporting Tools16-0 17 Elizabeth Glass Director Policy Planning amp Performance Management and
Linda Hazzan Director Communications Progranuning amp CustomerEngagement provided a presentation on status and performance managementreporting tools
Moved byA ShahThat the Strategic Plan Performance Measurement Committee1 considers the attached presentation materials and2 directs staffto further develop the balanced score card key performance
indicators and the Strategic Plan dashboard and indicatorsfor a StrategicPlan Performance Measures Steering committee meeting in September
CarriedSPPM Adjournment16-018 iWoved by S Graham-Nutter
That the Strategic Plan Performance ArsquoJeasures Committee1 adjourns the July 13 2016 Strategic Plan Performance Measures
Committee meeting
Carried
The meeting ended at 635 pm-
Signed lsquoiV i f
TORONTOPUB LIC
LIBRARYAPPROVED MINUTES Page 1
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 3 Tuesday September 20 2016 from 530 pm to 630 pmToronto Reference Library Board Room 789 Yonge Street Toronto
Members PresentMs Dianne LeBreton (Chair)ML Ron CadnciMs Lindsay ColleyMs Archana ShahMs Sue Graham-Nutter
Regrets
SPPM Call to Order16-019 Dianne LeBreton called the meeting to order at 530 pm
SPPM Declarations of Conflict of Interest16-020 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda16-021 Moved by L Colley
That the Strategic Plan Performance Measures Committee1 approves the agenda
Carried
SPPM Confirmation of July 13 2016 Strategic Plan Performance Measures Committee16-022 Meeting Minutes
Moved by L ColleyThat the Strategic Plan Peiformance Measures Committee1 confirms the Minutes of the fitly 13 2016 Strategic Plan Performance
Measures Committee
Carried
APPROVED MINUTES Page 2
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 3 Tuesday September 20 2016 from 530 pm to 630 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Business Arising from the Minutes16-023 There were no Business Arisingfrom (lie Minutes items at the September 20 2016
Strategic Plan Performance Measures Committee meeting
SPPM Communications16-024 There were no Communications items at the September 20 2016 Strategic Plan
Performance Measures Committee meeting
SPPM Presentations16-025 There were no public presentations at the September 20 2016 Strategic Plan
Performance Measures Committee meeting
Itemfor ApprovalSPPM Strategic Plan 2016-2019 Accountability Framework and Reporting Tools16-026 Elizabeth Glass Director Policy Planr1ing amp Performance Management
provided a presentation on accountability framework and reporting tools
Moved by S Graham-NurterThat the Strategic Plan Performance Afeasurement Committee1 considers the approach ofusing logic models and a balanced scorecard as
the strategic plan accountabilityframework and a dashboard to visuallyrepresent the progress and achievement as outlined in the flowchart(Attachment 1k
2 endorses the logic model examples that will be used as templates fordeveloping a logic model for each strategic priority (Attachments 2 and3k
3 endorses the balanced scorecard and recommended key performanceindicatorsJbr the Boardrsquos monitoring and assessment ofthe strategicplan lsquo5 progress (Attachment 1)
Deferred
The Committee deferred consideration of the recommendations in the StrategicPlan 2016-2019 Accountability Framework and Reporting Tools report until thenext meeting of the Committee
APPROVED MINUTES Page 3
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 3 Tuesday September 20 from 530 pm to 630 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Adjournment16-027 Moved by L Colley
That the Strategic Plan Performance Measures Committee1 adjourns the September 20 20J6 Strategic Plan Performance Measures
Conunittee meetingCarried
The meeting ended at 630 pm - - - I
Signed (V UrsquoL
MINUTES Page 1
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
13b
Members Present
Mr Ron Carinci
Ms Lindsay Colley
Ms Archana Shah
Ms Sue Graham-Nutter
Regrets
Ms Dianne LeBreton (Chair)
SPPM Call to Order
16-028 Vickery Bowles called the meeting to order at 530 pm Ms Bowles advised that
Dianne LeBreton committee chair was unexpectedly unable to attend the
meeting An election of an acting chair was required
SPPM Declarations of Conflict of Interest 16-029 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda 16-030 Moved by R Carinci
That the Strategic Plan Performance Measures Committee approves the agenda
as revised to
1 elect an Acting Chair for the November 7 2016 meeting in the absence of
the Committee Chair
Carried
MINUTES Page 2
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Election of Acting Chair
16-031 Vickery Bowles called for nominations for the Acting Chair of the Strategic Plan
Performance Measures Steering Committee
Moved by R Carinci
That
1 Sue Graham-Nutter be nominated for Acting Chair
Carried
Sue Graham-Nutter agreed to stand for election
There being no further nominations it was
Moved by R Carinci
That the Strategic Plan Performance Measures Committee
1 closes nominations
Carried
Vickery Bowles declared Sue Graham-Nutter duly elected Acting Chair of the
Strategic Plan Performance Measures Committee by acclamation
Sue Graham-Nutter assumed the Chair
SPPM Confirmation of September 20 2016 Strategic Plan Performance Measures
16-032 Committee Meeting Minutes Moved by R Carinci
That the Strategic Plan Performance Measures Committee
1 confirms the Minutes of the September 20 2016 Strategic Plan
Performance Measures Committee
Carried
SPPM Business Arising from the Minutes
16-033 There were no Business Arising from the Minutes items at the November 7 2016
Strategic Plan Performance Measures Committee meeting
SPPM Communications
16-034 There were no Communications items at the November 7 2016 Strategic Plan
Performance Measures Committee meeting
MINUTES Page 3
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Presentations
16-035 There were no public presentations at the November 7 2016 Strategic Plan
Performance Measures Committee meeting
Item for Approval
SPPM Strategic Plan 2016-2019 Accountability Framework Reporting Tools and Key
16-036 Performance Indicators
Elizabeth Glass Director Policy Planning amp Performance Management
responded to questions from committee members
Moved by L Colley
That the Strategic Plan Performance Measurement Committee
1 endorses the Strategic Plan accountability framework as outlined in the
flowchart (Attachment 1)
2 endorses the logic model examples that will be used as templates for
developing a logic model for each strategic priority (Attachments 2
and 3)
3 endorses the balanced scorecard and recommended key performance
indicators for the Boardrsquos monitoring and assessment of the Strategic
Planrsquos progress (Attachment 4)
Carried
Staff were directed to provide Board members with an overview of the
accountability framework for the Strategic Plan with the tools KPIs and the
reporting timelines
SPPM Adjournment
16-037 Moved by L Colley
That the Strategic Plan Performance Measures Committee
1 adjourns the November 7 2016 Strategic Plan Performance Measures
Committee meeting
Carried
The meeting ended at 600 pm
Signed
Strategic Plan 2016-2019 Accountability Framework 1
STAFF REPORT ACTION REQUIRED
Strategic Plan 2016-2019 Accountability Framework
Date November 21 2016
To Toronto Public Library Board
From Strategic Plan Performance Measures Committee
SUMMARY
The purpose of this report is to recommend the approval of the Strategic Plan 2016-2019
Accountability Framework to the Toronto Public Library Board
A Strategic Plan Performance Measures Committee was established on April 25 2016 to
provide advice and recommendations to the Board for strengthening the Boardsrsquo
monitoring and assessment of the strategic planrsquos implementation for compliance and
progress
The Committee met four times from May to November 2016 to receive and inform the
development of the Strategic Plan 2016-2019 Accountability Framework which contains
three main tools a balanced scorecard with key performance indicators a dashboard to
visually present the results and a logic model to show the alignment between the strategic
priorities key activities over four years and the expected outcomes and impact
At its November 7 2016 meeting the Committee endorsed the Accountability Framework
and concluded its work
RECOMMENDATIONS
The Strategic Plan Performance Measures Committee recommends that the Toronto
Public Library Board
1 approves the Strategic Plan 2016-2019 Accountability Framework
FINANCIAL IMPACT
There is no financial impact beyond what has already been approved in the current yearrsquos
budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
13c
Strategic Plan 2016-2019 Accountability Framework 2
DECISION HISTORY
At its April 25 2016 meeting the Library Board received the following report Strategic
Plan Performance Measures Committee Terms of Reference and approved the Terms of
Reference for the Strategic Plan Performance Measures Committee as outlined in
Attachment 1
httpwwwtorontopubliclibrarycacontentabout-the-
librarypdfsboardmeetings2016apr2512-performance-measures-committee-terms-of-
referencepdf
httpwwwtorontopubliclibrarycacontentabout-the-
librarypdfsboardmeetings2016apr2512-performance-measures-committee-terms-of-
reference-att-1pdf
At its May 31 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Status and Performance
Management Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-may-31jsp
At its July 13 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Status and Performance
Management Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-jul-13jsp
At its September 20 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Accountability
Framework and Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-sep-20jsp
At its November 7 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Accountability
Framework Reporting Tools amp key Performance Indicators
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-nov-07jsp
ISSUE BACKGROUND
The Strategic Plan Performance Measures Committee was established on April 25 2016 to
provide advice and recommendations to the Library Board for strengthening the Boardrsquos
monitoring and assessment of the strategic planrsquos implementation for compliance and
progress
During the development of the Accountability Framework and the reporting tools the
Committee met four times from May to November 2016 to receive information and provide
advice At its November 7 2016 meeting the Committee endorsed the Framework and
concluded its work
Strategic Plan 2016-2019 Accountability Framework 3
COMMENTS
There are three broad outcomes for the Strategic Plan 2016-2019 based on input gathered
from Toronto residents during the strategic plan consultation process
Expanding Access
Increasing Opportunity
Building Connections
Six strategic priorities were established to advance the broad outcomes
Advancing TPLrsquos digital platforms
Breaking down barriers to access driving inclusion
Expanding access to technology and training
Establishing TPL as Torontorsquos centre for continuous and self-directed learning
Creating community connections through cultural experiences
Transforming for 21st century service excellence
The purpose of the Accountability Framework is to guide the development monitoring and
reporting of the annual work plan for each of the four years from 2016 to 2019 and the
overall achievements of the Strategic Plan over four years It serves as
a reporting structure for the Board to monitor the progress of the strategic plan and
provide guidance
a public facing reporting tool to demonstrate openness and accountability
an internal tool to advance shared understanding of the strategic priorities and guide the
work of staff
The Accountability Framework is composed of three main tools
1 Balanced Scorecard with key performance indicators (Attachment 1 amp Attachment 2)
The overall achievements of the strategic plan will be reported using a balanced
scorecard approach with key performance indicators established under four
perspectives Customer Operational Learning amp Growth and Financial Work plan
achievements will be reported to the Board in a semi-annual status report
2 Dashboard (Attachment 3)
A dashboard format will be used to visually present the strategic plan achievements
as measured against the key performance indicators and targets This will be reported
to the Board annually
3 Logic Models
A logic model (Attachment 4) is developed to align the six strategic priorities with
key activities the broad outcomes and the contribution to the success of City of
Torontorsquos key strategies over four years
Logic models will also be developed for each strategic priority with appropriate key
activities and outcomes to guide the development of annual work plans strategic
Strategic Plan 2016-2019 Accountability Framework 4
partnerships and funding priorities Attachment 5 shows an example of a logic model
for Strategic Priority 2 Breaking down barriers to access driving inclusion
The flowchart in Attachment 6 illustrates the relationship of the three tools The key activity
of Expanding Access to branches and community service points under Priority 2 is provided
as an example
CONTACT
Elizabeth Glass Director Policy Planning amp Performance Management
Tel 416-395-5602 E-mail eglasstorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Balanced Scorecard with Key Performance Indicators
Attachment 2 List of Strategic Plan 2016-2019 Key Performance Indicators
Attachment 3 Dashboard example
Attachment 4 Strategic Plan 2016-2019 Logic Model
Attachment 5 Strategic Plan 2016-2019 Priority 2 Logic Model
Attachment 6 Strategic Plan 2016-2019 Accountability Framework Flowchart
Strategic Plan 2016 mdash 2019 Balanced Scorecard Attachment 1
Key Performance Indicators
Total number of active members
bull Total use per capita
bull Visits per capita
bull Virtual visits per capita
bull In-branch technology utilization rate internet access workstationper 100000 population wireless connections per capita
bull Utilization rate (program capacity) learning programs(ESL + Literacy + User Ed + lifelong learning)
bull Utilization rate of technology training programs
bull Utilization rate of cultural programs
bull ft of branches providing regular after-schoolprogramming from September to June
bull User satisfaction overall
bull User satisfaction in-branch technology(computers software wifi)
Users satisfaction knowledge andhelpfulness of staff
Key Performance Indicators
bull Total Open Hours
bull ft of Sunday branches (September to June)
bull ft of NIA Sunday branches (September to June)
bull ft of Sunday branches (Year-round)
ft of NIA Sunday branches (Year-round)
Turnover rate of circulating items
of special collections that are digitized
KKey Performance Indicators
bull Logic Models and evaluation frameworksdeveloped for strategic priorities
bull Spending in staff development (Total Averageper staff)
bull staff who report they have the skills andtraining to meet service delivery outcomes
bull of staff who report high levels ofengagement
Key Performance Indicators
bull Cost per use
Operating Expenditures
Operating expenditures per capita
Operating expenditures for electronic materials
Operating expenditures for digital technology
bull Total funding
bull Total funding per capita
bull Total funding from TPL Foundation
Page 1 of 1
Strategic Plan 2016-2019 Balanced Scorecard Key Performance Indicators
Customer Perspective Operational Perspective Learning amp Growth Perspective Financial Perspective
Total number of active members
Total use per capita o Visits per capita
Virtual visits per capita
In-branch technology utilization rate internet access workstation per 100000 population wireless connections per capita
Utilization rate (program capacity) learning programs (ESL + Literacy + User Ed + lifelong learning)
Utilization rate of technology training programs
Utilization rate of cultural programs
of branches providing regular after-school programming from September to June
User satisfaction overall
User satisfaction in-branch technology (computers software wifi)
Users satisfaction knowledge and helpfulness of staff
Total Open Hours o of Sunday branches
(September to June) o of NIA Sunday branches
(September to June) o of Sunday branches
(Year-round) o of NIA Sunday branches
(Year-round)
Turnover rate of circulating items
of special collections that are digitized
Logic Models and evaluation frameworks developed for strategic priorities
Spending in staff development (Total Average per staff)
staff who report they have the skills and training to meet service delivery outcomes
of staff who report high levels of engagement
Cost per use
Operating Expenditures o Operating expenditures per
capita
Operating expenditures for electronic materials
Operating expenditures for digital technology
Total funding o Total funding per capita o Total funding from TPL
Foundation
Attachment 2
Attachment 3
Strategic Plan 2016-2019 Dashboard
Key Performance Indicators
Example Open Hours
2016 Activities that will move the dial Status
Sunday service expanded to create year-round service at 6 District and 2 R amp R branches and added to 6 neighbourhood branches to provide seasonal Sunday service
Measure Baseline (2015) Current (Dec 2016) Target (2019) change
Total open hours 269672 hours 274397 hours 281878 hours + 45
Attachment 4
Toronto Public Library Strategic Plan 2016-2019 Logic Model
Torontonians are aware of library services to
address immediate needs
Create and implement Digital Strategy to develop online services
Torontonians have access to reading and
learning materials in a wide range of formats
and levels to support the joy of reading and
lifelong learning
TPL has resources and well-trained staff to
deliver strategic outcomes
Torontonians are connected through cultural
and leisure experiences and opportunites
TPL provides exceptional services and
experience at customers every point of need
TPL increased partnership and funding
opportunities with City of Toronto community
organizations and funding partners
Torontonians have improved access to
technology and staff assistance to develop
technology skills
Torontonians have expanded access to
emerging technology innovation spaces and
programs
Torontonians have new experiential
collaborative and e-learning opporunities to
support education employment and multiple
literacies
Use technology to drive improvements in business processes and
efficiency eg cloud analytics
Torontonians have equitable
support to learning and training
and gain the knowledge multiple
literacy skills and networks to
enrich their education work life and
leisure experiences
Torontonians have access to
programs and activities to support
and enhance diverse cultural
experiences and library collections
that reflect their cultural ineterests
and needs
Support readers of all ages and interests with diverse collections
readers advisory and a wide range of literary and cultural programs
Toronto children and youth have additional safe
after school social and learning environments
and programs
Priorities Key Activities
Mission Toronto Public Library provides free and equitable access to services which meet the changing needs of Torontonians The Library preserves and promotes universal
access to a broad range of human knowledge experience information and ideas in a welcoming and supportive environment
Establishing TPL as Torontos
centre for continuous and self-
dlirected learning
Impact
Expanding access to technology
and training
Advancing TPLs digital platforms
Breaking down barriers to access
driving inclusion
Expand high quality out-of-school-time programs for children and youth
Increase awareness and engagement across library channels
Allocate additional resources to sustain current and emerging
technology
Provide access to current and emerging technology and training in
library branches and community locations
Identify and remove policy barriers to online and in-person servicesToronto Public Library is a
community asset that builds
community capacity and improves
Torontonians well-being
Toronto Public Library contributes to the success of
Toronto Strong Neighbourhood Strategy 2020
Actions for strong Neighbourhoods
under five domains
Physical surroundings
Economic opportunities
Healthy lives
Social development and
Participation in civic decision-making
Toronto Public Library is a key partner in
City of Torontos Poverty Reduction Strategy
in addressing the issues of
service access and availability
Toronto Public Library supports the positive
outcomes of City of Torontos strategies for targeted
population including
Raising the Village Measuring the Well-being
of Children and Families in Toronto
Toronto Youth Equity Strategy
Toronto Newcomer Strategy
Toronto Seniors Strategy
Expand access to branches and community service points
Develop new resources programs and partnerships to deliver eLearning
programs
Provide in-branch resources space and technology to support
experiential learning
Provide resources and programs to support civic engagement
community events and discussion of social issues
Transforming for 21st century
service excellence Dedicate staff resources and training to provide expertise in key
strategic areas eg technology and literacy
Torontonians are empowered and supported in
their partcipation in civic lifeCreating community connections
through cultural experiences
Create diverse and inclusive cultural programs and experiences in
branch and online spaces
Curate and digitize special collections to reflect Torontos diverse
history culture and heritage
Develop organizational structure and culture to support innovation and
customer service excellence
ACCESS
OPPORTUNITY
CONNECTIONS
Outcomes
Torontonians have easy convienient online
access to library collections and services
Torontonians have convenient and local access
to neighbourhood spaces and services
Attachment 5
Expand online services
Develop self-serve Library Kiosks
Increased program offerings
After hours access implemented
Increased online service options
Increased self-service options
CONNECTIONS
Understand City demographics
demands and use of a full range of
library services
Develop after-hours access at branches
2 Breaking down
barriers to access
driving inclusion
Toronto Public Library contributes to the success of
City of Torontos key strategies including
Toronto Strong Neighbourhood Strategy 2020
bull Targeting appropriate resources to
respond to neighbourhood needs
Toronto Poverty Reduction Strategy
bull Address immediate needs
bull Create pathways to prosperity
bull Increase service access and availability
ACCESS
OPPORTUNITYLibrary membership options reflect
users online and branch access
needs
Provide access to current
and emerging technology
and training in library
branches and community
locations
Increase awareness and
engagement across library
channels
Sunday service expanded in target
branches
Identify and remove policy
barriers to online and in-
person services
Expand access to branches
and community service
points
Number of blocked library cards
reduced in target populations
Toronto Public Library Strategic Plan 2016-2019 Logic Model
Priority Impact
Mission Toronto Public Library provides free and equitable access to services which meet the changing needs of Torontonians The Library preserves and promotes universal access to a broad
range of human knowledge experience information and ideas in a welcoming and supportive environment
OutcomeKey Activities
Toronto Youth Equity Strategy
bull Service gaps
bull Service relevance amp accessibility
Toronto Newcomer Strategy
bull Improving access to municipal supports
bull Supporting civic engagement and
community capacity
Develop marketing strategy and conduct
publicity campaigns
Toronto Seniors Strategy
bull Equity
bull Inclusion
bull Respect
bull Quality of life
Expand access to library service in
community locations
Toronto Public Library is a
community asset that builds
community capacity and improves
Torontonians
well-being
Torontonians have equitable
support to learning and training
and gain the knowledge multiple
literacy skills and networks to
enrich their education work life
and leisure experiences
Torontonians have access to
programs and activities to support
and enhance diverse cultural
experiences and library
collections that reflect their
cultural ineterests and needsIncreased circulation of library
materials
Identify and remove policy barriers to
online and in-person services
Raising the Village Measuring the
Well-being of Children and Families in Toronto
bull Families have equitable access to
learning and training and are active in
their childrenrsquos education
bull Families belong to communities and
have the freedom to express and
opportunities to foster their culture and
identity
Torontonians are aware of library
services to address immediate needs
Conduct outreach and customer
engagement programs
Expand branch hours with additional
programs
Torontonians have easy
convienient online access to library
collections and services
Torontonians have convenient and
local access to neighbourhood
spaces and services
Attachment 6
Accountability Framework
Example
Priority Key Activity Short Term Medium Term Impact
Breaking down barriers to access
driving inclusion
Expand access to branches and
community service points
Torontonians have convenient and
local access to neighbourhood spaces
and services
Toronto Public Library is a community
asset that builds community capacity
and improves Torontonians well-being
Toronto Poverty Reduction Strategy
Increase service access and availability
Example
Customer Perspective Operational Perspective Learning amp Growth Perspective Financial Perspective
Utilization rate Service hours added Staff training Cost per use
Example
Is a visual representation of progress towards four years targets for KPIs to achieve strategic outcomes
with a baseline benchmark and annual target
Dashboard
Monitors the progress of the strategic plan across four perspectives and indentifies KPIs to measure progress towards outcomes
Links planned activities to expected outcomes
Toronto Public Library Strategic Plan 2016-2019
Implementation Compliance and Progress
Logic Model
Balanced Scorecard
Outcomes
Strategic Plan 2016-2019
Accountability Framework
November 21 2016
Toronto Public Library Board Meeting
1
Accountability Framework
Strategic Plan Performance Measures Committee
to provide advice and recommendations to the Board for
strengthening the Boardrsquos monitoring and assessment of the
strategic planrsquos implementation for compliance and progress
2
Accountability Framework
Strategic Plan Performance Measures Committee
bull Met four times from May to November 2016
bull Endorsed Accountability Framework at November 7 2016
meeting
bull Concluded its work
3
Accountability Framework
Purpose of framework
bull To guide the development monitoring and reporting of
The Annual work plan for each year from 2016-2019
The overall achievements of the Strategic Plan over four
years
4
Accountability Framework
bull A reporting structure for the Board to monitor the
progress of the strategic plan and provide guidance
bull Public facing reporting tool to demonstrate openness
and accountability
bull An internal tool for staff
5
Accountability Framework
Strategic Plan 2016-2019
bull Three broad outcomes
Access
Opportunity
Connections
And six strategic priorities
6
Accountability Framework
Strategic Plan 2016-2019
bull Six Strategic Priorities
Advancing TPLrsquos digital Platforms
Breaking down barriers to access driving inclusion
Expanding access to technology and training
Establishing TPL as Torontorsquos centre for continuous and
self-directed learning
Creating community connections through cultural
experiences
Transforming for 21st century service excellence
7
Accountability Framework
Three main tools
bull Balanced Scorecard with Key Performance
Indicators (KPIs)
bull Dashboard for visual presentation
bull Logic Models
8
Accountability Framework
Balanced Scorecard
bull A performance measurement tool developed at the
Harvard Business School
bull Provides a framework to monitor organization
performance from four perspectives the customerrsquos
perspective an internal business perspective an
innovation and learning perspective and the
financial perspective
Balance scorecard Encyclopedia of Business Gale 2000
9
10
Strategic Plan 2016 ndash 2019 Balanced Scorecard
11
Strategic Plan 2016 ndash 2019 Balanced Scorecard
Accountability Framework
Reporting timeline
bull Annual work plan achievements will be reported
to the Board in a semi-annual status report in
June and year end
bull Overall achievements of the strategic plan will be
reported annually to the Board (eg first quarter
of 2017 for 2016) using a balanced scorecard and
presented visually using a dashboard
12
Accountability Framework
13
Accountability Framework
Logic Model
bull A logic model is a systematic and visual way to present the
relationships among the resources to operate a program the
planned activities and the changes or results you hope to
achieve
14
WK Kellogg Foundation Logic Model Development Guide 2004
Accountability Framework
Logic Models
bull A Strategic Plan 2016-2019 aligns 6 strategic priorities
with
Key activities
3 broad strategic outcomes
City of Torontorsquos key strategies
bull Plus a logic model for each of the 6 strategic priorities
15
16
Strategic Plan 2016-2019 Logic Model
17
Strategic Plan 2016-2019 Priority 2 Logic Model
18
Accountability Framework
Questions amp Discussion
19
20
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 1
STAFF REPORT ACTION REQUIRED
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report proposes revised meeting dates for the December 2016 and January 2017
meetings for Toronto Public Library Board approval
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves rescheduling the December 8 2016 Toronto Public Library Board meeting
to December 12 2016 and
2 approves rescheduling the January 23 2017 Toronto Public Library Board meeting to
January 30 2017
FINANCIAL IMPACT
There is no financial impact arising from this report
The Director Finance and Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
At the January 25 2016 meeting the Board approved the schedule for meetings in 2016
including December 8 2016
At the October 24 2016 meeting the Board was provided with the proposed schedule for
meetings in 2017 including January 23 2017 for approval at the January 2017 meeting
14
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 2
COMMENTS
Library staff have recently reviewed the Cityrsquos updated budget schedule The Library Board
meeting in December is not well aligned with the Cityrsquos schedule A later December date
would provide the Board with more opportunity to be informed and kept up-to-date on the
2017 budget as well as to participate in the process As a result the rescheduling of the
December 8 2016 meeting to Monday December 12 is being recommended Board
members were canvassed and quorum is attainable for a meeting on December 12 2016
As the same scenario is also a possibility for the proposed January 23 2017 meeting it is
recommended that the date be changed to January 30 2017
Key dates for the 2017 budget process are shown below
2017 Budget Timetable
Date Political Review TPL Board
2016
Nov 21 Board meeting
Dec 2 Budget Committee launch
Dec 12 (from 8) Board meeting
Dec 161920 (21) Budget Committee presentations
2017
Jan 5 910 Budget Committee public deputations
Jan 12 Budget Committee wrap-up
Jan 24 Budget Committee final
Jan 30 (from 23) Board meeting
Feb 7 Executive Committee
Feb 15 16 (17) Council approval
Feb 21 Board meeting
CONTACT
Nancy Marshall Library Board Officer City Librarianrsquos Office
Tel 416-393-7215 E-mail nmarshalltorontopubliclibraryca
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 3
SIGNATURE
______________________________
Vickery Bowles
City Librarian
Holiday Closures 2017 and January 2018 1
STAFF REPORT ACTION REQUIRED
Holiday Closures 2017 and January 2018
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The purpose of this report is to recommend and receive Toronto Public Library Board
approval for the schedule of holiday closures for 2017 and January 2018
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves the schedule of holiday closures for 2017 and January 2018 as provided
in Attachment 1
FINANCIAL IMPACT
There is no financial impact to the 2017 operating budget arising from the
recommendation in this report The recommended closures are included in the proposed
2017 operating budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
Where Library Board approval is required to establish holiday closures the matter comes
before the Board in the preceding year to ensure adequate notice to the public and staff
COMMENTS
At its meeting on October 26 2015 the Library Board approved the Library closure for
New Yearrsquos Day 2017 on Monday January 2 2017
15
Holiday Closures 2017 and January 2018 2
The Library is open for regular service on Remembrance Day Saturday November 11
2017
The Library will be closed on Monday December 25 2017 for Christmas Day and
Tuesday December 26 2017 for Boxing Day
In 2018 New Yearrsquos Day falls on a Monday and the Library will be closed
All full-time employees whose scheduled day off falls on a holiday closure are
compensated with a day in lieu to be taken at another agreed upon time
It is the practice of the Library to close on the Sundays adjacent to public holidays with
the exception of Family Day
The schedule of holiday closures for 2017 and January 2018 is provided in Attachment 1
CONTACT
Dan Keon Director Human Resources Tel 416-395-5850
E-mail dkeontorontopubliclibraryca
SIGNATURE
_____________________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Holiday Closures 2017 and January 2018
Toronto Public Library Holiday Closures 2017 and January 2018
Sunday January 1 2017 New Yearrsquos Day Closed
Monday January 2 2017 For New Yearrsquos Day Closed
Monday February 20 2017 Family Day Closed
Friday April 14 2017 Good Friday Closed
Sunday April 16 2017 Easter Sunday Closed
Monday April 17 2017 Easter Monday Closed
Monday May 22 2017 Victoria Day Closed
Saturday July 1 2017 Canada Day Closed
Monday August 7 2017 Civic Holiday (Simcoe Day) Closed
Monday September 4 2017 Labour Day Closed
Monday October 9 2017 Thanksgiving Day Closed
Sunday December 24 2017 Christmas Eve Closed
Monday December 25 2017 Christmas Day Closed
Tuesday December 26 2017 Boxing Day Closed
Sunday December 31 2017 New Yearrsquos Eve Closed
Monday January 1 2018 New Yearrsquos Day Closed
New Yearrsquos Day 2017 closure approved by the Library Board on October 26 2015
Attachment 1
Audit Plan for the Year Ending December 31 2016 1
STAFF REPORT INFORMATION ONLY
Audit Plan for the Year Ending December 31 2016
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The attached report from PricewaterhouseCoopers the external auditors summarizes the
planning for their audit of the 2016 financial statements for the Toronto Public Library
Board
FINANCIAL IMPACT
The proposed audit fee of $25000 inclusive of expenses and exclusive of Harmonized
Sales Tax (2015 ndash $25000) is included in the 2016 operating budget It is important to
note that the audit fee does not include extra audit work that may be required due to
scope changes and PricewaterhouseCoopers will advise management as soon as possible
if this were to happen
This is the second year of a five-year audit contract that the City has negotiated The fee
will remain unchanged for the duration of the contract
ISSUE BACKGROUND
Under Section 139 of the City of Toronto Act 2006 the City is required to appoint an
auditor licensed under the Public Accounting Act 2004 who is responsible for annually
auditing the accounts and transactions of the City and its local boards and expressing an
opinion on the financial statements of these entities based on the audit
Council at its March 2015 meeting approved the recommendation of the Audit
Committee to appoint PricewaterhouseCoopers as the external auditor for the City and
Library The contract with PricewaterhouseCoopers is for five years ending with the
audit of the December 31 2019 financial statements
As part of the annual audit PricewaterhouseCoopers provides an Audit Plan report to the
Toronto Public Library Board The auditors will conduct their audit of the 2016 financial
statements pursuant to this plan
17
Audit Plan for the Year Ending December 31 2016 2
COMMENTS
Attached is PricewaterhouseCoopersrsquo Audit Plan for the Library which summarizes their
view on audit risks the nature extent and timing of the audit work and the terms of
engagement
On completion of the audit PricewaterhouseCoopers will issue the Audited Financial
Statements and a Year-End Report to the Board that will provide key matters for
discussion significant audit accounting and financial reporting matters summary of
unadjusted and adjusted items other required communications internal control
recommendations and a confirmation of auditor independence
Work on the interim audit was completed in October 2016 and the year-end audit is
expected to be completed by March 2016
CONTACT
Larry Hughsam Director Finance amp Treasurer Tel 416-397-5946
E-mail lhughsamtorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Board ndash Audit Plan for the year ending
December 31 2016
wwwpwccomca
Audit planfor the yearendingDecember31 2016
Toronto PublicLibrary Board
pwc
pwc
October 28 2016
Members of the BoardToronto Public Library Board
Dear Members of the Board
We are pleased to present an overview of our audit plan for the 2016 audit of the financial statementsof Toronto Public Library Board (the Library) prepared in accordance with Canadian Public SectorAccounting Standards (PSAS) (referred to as the ldquofinancial statementsrdquo from now on)
This overview includes our view on audit risks and the nature extent and timing of our audit work
We value your feedback and if you have any questions about the identified risks and our audit approachplease do not hesitate to contact the undersigned at (416) 228-1922
Yours very truly
Tern McUnnonPartnerRisk Assurance Services
cc Mr Larry Hughsam Director Finance and Treasurer
PricewatcrhouseCoopers UPnyC Tower i8 York Street Suite 2600 Toronto Ontario Canada M oB2T +1 416 8631133 F +1 416 365 8215 wwwpwccomca
lsquoPwt relera to Pdcewatethousetoopers LLP an Ontario limiled liabiLity paruiership
Toronto Public Library Board Audit plan for the year ending December 31 2016
Communications to the Board
Key mattersfor Commentsdiscussion
Client service team Tern McKinnon is your engagement leader and Julianne Cooke is your engagementmanager
Service deliverables We will audit the Libraryrsquos financial statements as of December 31 2016 and for theyear then ending prepared in accordance with PSAS
Our engagement letter which has been signed by the City of Toronto sets out theterms and conditions for our engagement as the independent auditor of the Libraryfor the above-mentioned year In addition our engagement letter outlines ourresponsibilities as the auditor and the responsibilities of management
Audit timeline We worked with management to develop this project timelinemdash Interim visit October 17-21 2016mdash Year-end visit March20 mdash March 31 2017mdash Clearance meeting with management To be confirmedmdash Deliveryfiling of financial statements To be confirmed
Audit approach Our audit approach is a mixture of tests of internal controls and substantive testingOur audit approach is designed to allow us to execute a quality and efficient auditWe do this byi gaining an understanding of the business by focusing on new developments
and key business issues affecting the Library as well as managementrsquosmonitoring of controls and business processes
ii identiring significant audit risks sharing our perspectives obtaining yourfeedback and ensuring our audit is tailored to these risks
iii using well-reasoned professional judgment especially in areas that aresubjective or require estimates and
iv leveraging reliance where possible on the Libraryrsquos internal controls andinformation technology and data systems
In the current year our planned work will include testing of key controls in thefollowing areasmdash Purchases payables and disbursementsmdash Payroll
All other areas will be subject to tests of detail
Significant risks are risks of material misstatement that we think need special auditconsideration We identified several significant audit risks and plan to address themas follows Please let us know if you agree that these are the most significant risksfrom your point of view and if you have any other areas of concern
PwC I
Toronto Public Library Board Audit plan for the year ending December 31 2016
Significant risk to Managementrsquos response and our audit approachdiscuss
Risk of management Accounting regulatory authorities require that the risk of material misstatement dueoverride of controls to management override of controls be considered a significant risk on every audit
engagement
This represents the risk that internal controls at the Library maybe circumvented toachieve desired financial results or gain inappropriate access to financial resources
In order to address this risk we will perform the followingbull All non-routine journal entries are reviewed and approved by the appropriate
level of managementbull We will review manual journal entries focusing on large and unusual entriesbull We will review accounting estimates for biases that could result in material
misstatementbull We will incorporate unpredictable procedures in the audit approach
Risk of fraud in revenue The risk of fraud in revenue recognition is a presumed significant risk underrecognition Canadian Auditing Standards We will assess this risk through the consideration of
the Libraryrsquos revenue recognition policies the incentivepressure to fraudulentlymisstate revenue and the potential opportunity
In order to address this risk we will perform the following
bull Update our understanding of managementrsquos processes and internal controlssurrounding revenue recognition
bull Obtain confirmations from the City of Toronto for subsidies received duringthe year
bull Test significant revenue streams through testing a sample of transactions tosupporting documents
Materiality Misstatements are considered to be material if they could reasonably be expected toinfluence the economic decisions of users of the financial statements We have set apreliminanrsquo materialihrsquo of S6i6oooo We will report unadjusted and adjusted itemsover S6i6ooo to the Board on completion of the audit
Fraud risk We discuss fraud risk annually with the Board Through our planning process (andprior yearsrsquo audits) we developed an understanding of your oversight processesincluding
Employee code of ethicsmdash Discussion at Board meetings and our attendance at those meetings or
reviewing minutes of meetingsmdash Presentations by management including business performance reviewsmdash Signing authorities
Are there any new processes or changes to the items above that we should be awareoP
We are not aware of any fraud Are you aware of instances of any actual suspected or
____________________________
alleged fraud affecting the Library
PwC 2
Toronto Public Ubrary Board Audit plan for the year ending December 31 2016
The matters raised In this and other reports that will flow from the audit are only those that have come to our attention arising from or relevant toour audit that we believe need to be brought to your attention They are not a comprehensive record of all the matters arising and in particularwe cannot be held responsible for reporting all risks in your business or all internal control weaknesses This report has been prepared solely foryour use It was not prepared or intended for any other purpose No other person or entity shall place any reliance upon the accuracy orcompleteness of statements made herein PwC does not assume responsibility to any third party and in no event shall PwC have any liabilityfor damages costs or losses suffered by reason of any reliance upon the contents of this report by any person or entity other than you
PwC 3
copy 2015 PricewaterhouseCoopers LLP an Ontario limited liability partnership All rights reserved
Board Resolutions ndash Status Report 1
STAFF REPORT INFORMATION ONLY
Board Resolutions ndash Status Report
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report lists the status of outstanding Toronto Public Library Board resolutions
BACKGROUND INFORMATION
At the April 2 2012 meeting the Toronto Public Library Board approved the inclusion of
Board Resolutions ndash 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 ndash Status Report ndash November 21 2016
18
1
STATUS REPORT
TORONTO PUBLIC LIBRARY BOARD RESOLUTIONS
AS AT NOVEMBER 21 2016
DATE OF
MEETING
MOTION
(Ref Minute )
STATUS
TARGET
DATE
Sep 8 2014 14-150 ndash Notice of Motion Funding and Timing of
PerthDupont Branch Relocation
5 requests that the local City Councillor consult
with the local community and make a
recommendation to the Board for a new name for
the relocated branch (which will no longer be
located at the corner of Perth and Dupont)
IN PROGRESS Staff to bring a recommendation to
the Board for a new name for the relocated branch to
the Board for approval
To be
determined
Feb 22 2016 16-040 ndash Naming Opportunity ndash Daniel Grafton
Hill III
2 requests staff to provide updates to the
Toronto Public Library Board on this
initiative at strategic intervals
IN PROGRESS This initiative is dependent on a
future branch capital project and consultation
process
To be
determined
Oct 24 2016 16-193 ndash Toronto Public Library Board ndash Self-
Evaluation
2 conducts a pilot self-evaluation during the
month of November 2016 and discusses the
results of the evaluation at the January 2017
meeting
IN PROGRESS A report is expected to be provided
at the January 2017 meeting
January 2017
meeting
Attachment 1
MINUTES Page 7
Toronto Public Library Board
Meeting No 9 Monday October 24 2016 from 605 pm to 820 pm
Cedarbrae Branch Florence Cruickshank Community Room 545 Markham Rd Toronto
16-193 Toronto Public Library Board ndash Self-Evaluation
Moved by Councillor Ainslie seconded by L Colley
That the Toronto Public Library Board
1 approves the self-evaluation tool as outlined in Attachment 1 to be
conducted using an online survey tool and
2 conducts a pilot self-evaluation during the month of November 2016 and
discusses the results of the evaluation at the January 2017 meeting
Carried
Items for Information
16-194 Operating Budget Monitoring Report ndash September 30 2016 (Received for
Information by Consent)
That the Toronto Public Library Board
1 receives the Operating Budget Monitoring Report ndash September 30 2016
for information
Carried
16-195 Capital Budget Monitoring Report ndash September 30 2016
Moved by S McCarten seconded by L Colley
That the Toronto Public Library Board
1 receives the Capital Budget Monitoring Report ndash September 30 2016 for
information
Carried
16-196 Toronto Public Library Board ndash 2017 Proposed Meeting Schedule
Moved by A Shah seconded by S McCarten
That the Toronto Public Library Board
1 receives the Toronto Public Library Board ndash 2017 Proposed Meeting
Schedule for information
Carried
16-197 Board Resolutions ndash Status Report (Received for Information by Consent)
That the Toronto Public Library Board
1 receives the Board Resolutions ndash Status Report for information
Carried
MINUTES Page 8
Toronto Public Library Board
Meeting No 9 Monday October 24 2016 from 605 pm to 820 pm
Cedarbrae Branch Florence Cruickshank Community Room 545 Markham Rd Toronto
16-198 Adjournment
Moved by Councillor Ainslie seconded by R Parry
That the Toronto Public Library Board
1 adjourns the October 24 2016 Toronto Public Library Board meeting
Carried
The meeting ended at 820 pm
Signed
City Librarianrsquos Report ndash November 21 2016 1
City Librarianrsquos Report
November 21 2016
Expanding Access to Technology and Training
The fourth round of Toronto Public Libraryrsquos (TPL) Staff Innovation Program launched in
October All staff were invited to submit proposals that merge innovation and technology
Successful submissions will gain access to the technology resources and expertise needed to
help the ideas grow into something bigger Special consideration is being given to proposals
that address one of the three research themes from the 2016-2019 Strategic Plan
consultations Income Inequality and Poverty Reduction Middle Childhood and Youth The
Staff Innovation Program is meant to stimulate staff to combine imagination technology and
a willingness to experiment in an effort to develop innovations that have a positive impact on
service engage a new community or partner improve staff efficiencies andor enhance user
services
Establishing TPL as Torontorsquos Centre for Continuous and Self-Directed Learning
Launched at the end of September Gale Courses is a new eLearning resource that offers
unlimited access to instructor-led online courses on a variety of topics Courses run for six
weeks with two new lessons released every week New sessions start every month A
Getting Started page is available on the Library website to help customers A valid TPL card
is required along with the creation of a personal account at Gale Courses Topics of courses
include accounting finance business and management computer applications web design
technology skills personal enrichment health and wellness and writing tplcadatabases
Creating Community Connections through Cultural Experiences
In a tradition that started last year with Kansas City Public Library Toronto Public Library
staff put together cheeky social media posts in support of the Toronto Blue Jays in
postseason The posts written as poetry using book spines are used to taunt the public
libraries in the opposing cities This year Toronto Public Library faced off against Arlington
and Cleveland public libraries The posts were well received by the public and generated lots
of engagement and media coverage ndash reaching both new and existing audiences Canadian
public libraries like Oshawa Public Library chimed in with their own book spine messages
and elementary school students showed their support by putting together several messages as
part of a class activity Toronto Public Library staff were invited to reveal their selected
titles on Breakfast Television for the opening game in the Toronto vs Cleveland series The
exercise was fun for staff and was a great opportunity for the Library to contribute to the
citys excitement
On November 11 Chris Hadfield gave a presentation as part of the autumn 2016 Bram amp
Bluma Appel Salon The talk entitled How to Think Like an Astronaut was broadcast via
our telepresence technology in partnership with Cisco to four TPL locations (Cedarbrae S
Walter Stewart Richview and York Woods) and to Deer Lake First Nation in Northern
Ontario In each offsite location kids 9-12 were invited to create a project that addressed
7
City Librarianrsquos Report ndash November 21 2016 2
some problem in space and then later were given the chance to interact remotely with Chris
to present the solution to their selected problem The telepresence technology and the Chris
Hadfield special event were made possible by the generous contributions of two important
partners to the Library The Bluma Appel Community Trust donated $400000 to fund the
technology and the program and Cisco Canada contributed additional equipment expertise
and technical and strategic support Thanks to both for helping the Library transform our
services to better serve Torontonians in the digital age
Supported by the Krembil Foundation The Cutting Edge series explores new ideas at the
intersection of health and technology The 2016 featured lecture was presented by Pulitzer
Prize winner Siddhartha Mukherjee on October 17 at the Bram amp Bluma Appel Salon
Mukherjeersquos recent book The Gene weaves together science social history and personal
narrative to explain one of the most important conceptual breakthroughs of modern times
Dr Mukherjeersquos sold out appearance was simulcast to the Toronto Reference Library atrium
and live streamed online Other programs in the 2016 series include Music Medicine A New
Frontier and Pushing the Boundaries of Alzheimer Treatment In addition to the Cutting
Edge series the Krembil Foundation funds enhancements to the Libraryrsquos medical collection
as well as training for library staff
tplcacuttingedge
In October TPL launched a pilot project that extends the Sun Life Financial Museum +
Arts Pass (MAP) program making it available to University of Toronto and Ryerson
students at their campus libraries The pass can then be checked out at one of five
participating TPL branches giving the student free access to the AGO the Bata Shoe
Museum the Textile Museum of Canada and one of eight participating City of Toronto
Historic Sites The goals of the pilot are to encourage student awareness and use of TPL
branches to promote TPL library card registration to expand the MAP programrsquos
accessibility and to encourage students to make use of the regular MAP program The pilot
will end in the spring of 2017 at which point an evaluation will take place The regular
MAP program allows individuals and families to explore the best of Torontorsquos arts and
cultural treasures by providing free access to 17 participating venues
tplcamappass
In partnership with Myseum of Toronto Toronto Public Library presents Cosmopolis
Toronto The World in One City ndash a photography exhibition that explores the journeys of
newcomers to Canada This series by photographer Colin Boyd Shafer captures the stories
of someone born in every country of the world who now calls Toronto home Through
photography exhibits and programs Cosmopolis Toronto The World in One City will be
displayed at select branches across the city Themes that emerge revolve around the power
of family faith food music and the things that remind us of the past as well as the places
that feel like home
tplcacosmopolis
October is Canadian Library Month and this year Ontario Public Library Week was
kicked off at Fort York Branch on Oct 17 Todd Kyle president of the Ontario Library
Association spoke about the valuable role libraries play in Canadians lives and launched a
City Librarianrsquos Report ndash November 21 2016 3
fun bookspinepoetry contest open to the public City Librarian Vickery Bowles introduced
the theme of this yearrsquos Ontario Public Library Week ldquoA visit will get you thinkingrdquo and
spoke about the transformation libraries are undergoing and the new ways they are
connecting with their users Kevin Finnerty Assistant Deputy Minister at the Ministry of
Tourism Culture and Sport presented the Public Library Awards Shortlist which included
Toronto Public Librarys Pan Am Host City Project Attendees toured Fort York Branch
including a visit to the popular digital innovation hub
Transforming for 21st Century Service Excellence
The TPL Foundation was pleased to announce a number of fundraising successes this fall
Sixty thousand dollars was raised through the generous support of patrons of the fourth
annual Hush Hush fundraiser on October 15 at the BloorGladstone Branch A portion of the
proceeds will go toward Young Voices a suite of programs that encourages creative
expression in Torontorsquos youth The Foundation also raised $9500 through supporters
running or walking in the Scotiabank Charity Challenge one participant in the Challenge
trained by running to all 100 TPL branches The Foundation is also happy to announce that
TD Bank has generously renewed its support of Black History Month Celebrations and
Indigenous Celebrations with a combined donation of $44000
Communications 1
8
COMMUNICATIONS
GENERAL CORRESPONDENCE
TORONTO PUBLIC LIBRARY BOARD MEETING ndash November 21 2016
It is recommended that the Toronto Public Library Board
1 receives Communication (a) from Joe Clark to the Toronto Public Library Board
dated November 17 2016 regarding the 2017 operating and capital budgets for
information
Joe Clark joeclarkjoeclarkorg
20161117
Re 2017 Interim Budget Estimates
2017 Operating and Capital Budgets Update
While most of the attention paid to the budget has revolved around the Mayorrsquos suicidal
and intrinsically unserious demand for a 26 budget cut everywhere I have to
wonder yet again why the Toronto Public Library Board does not understand
what its own staff are proposing
Is it because there were only two Boardmembers in the last decade who were known to
even have library cards (One sits on the current Board) Fundamentally you
people do not use the library system and do not understand it I can assure you
that hiring Moe hasnrsquot changed that one iota given his attested unwillingness to
learn what in-branch experience the area he purports to manage is really like
So letrsquos go through a few seriously unwise items in the Library budget
Nobody asked for ldquocash drawersrdquo at the self-service checkouts
that nobody asked for either
One of the budget documents lies about the history of self-checkout thus ldquoIn 2009 TPL
received $66 million to implement self-service checkout in branches resulting in
better service and expanded hours at no cost and also a reduction in staff to help
achieve budget targetsrdquo The real purpose of self-checkout was to fire expensive
employees not to make things more efficient And it involved clumsily sticking
decals on millions of items in many cases marring them permanently
Again The real purpose of self-checkout was firing staff That was confirmed to me to my
face by a manager in charge It had nothing to do with library users or literally
anything else If the project had started with automated sorters as its raison drsquoecirctre
first it might have made sense
Now wersquore being threatened with ldquocash drawersrdquo As ever the library canrsquot be honest
about whatrsquos really happening here verbally dressing up this fiasco as Integrated
Payment Solutions whatever those are
2
With an investment of $2250 million over two years []hellip [c]ustomers will be able to pay
fines at the self-checkout terminals at the same time as checking out materials
Currentlyhellip fine payments can only be made onlinehellip or from a face-to-face interaction
with library staff at the check-out desk
God forbid
Combined these initiatives will save $0526 million or 03 in 2017 and allow a reduction
in staff of 68 FTEs[]
In other words ldquothese initiativesrdquo will cost $(2250000 divide 2 ndash 526000) or $599000 in
Year 1
The only library patrons who could possibly need this service are the ones who could
never get it in the first place ndash those whose only use of the library is via the
Bookmobile which canrsquot take cash payments and which donrsquot use RFID in the first
place (Did you know that) Nobody else needs or wants this service
Further does the Library really mean ldquocash drawersrdquo as in tills Do you know what you
even mean How will these tills dispense change Wonrsquot every one of them be
burglarized every day How long till Sue-Ann Levy writes a column about that
The Library refuses to adjust the collections budget
for known decreases in usage
Budget documents
$0482 million represents a 25 projected cost increase for library materials based on
experience and industry projections while needing to accommodate the impact of a
stronger US dollar on the Libraryrsquos purchasing power[]
The Library has elsewhere admitted that third-language materials ndash this means non-
English and non-French though the positioning of French as equivalent to
English is a joke in itself ndash have suffered serious decline in recent years Some
languages (by implication Indian ones) have shown 45 decreases in demand
That demand is never gonna come back Yet the Library whose collections policy is in
some respects more whim than policy proposes a $482000 increase largely to
handle projected exchange rates
3
Why hasnrsquot the Library proposed reducing relevant third-language budgets by the same
amount demand has reduced then redirecting that money to other collections
Why does the Library propose spending tens of thousands of dollars per
language in permanent decline instead of spending that money on items people
actually want including third-language items that really get used
Collections policy really does contain a large dosage of whim I should know being the
largest single submitter of blue forms and whose yellow forms are simply
ignored (Boardmembers ldquoWhat are thoserdquo) being someone who knows there is
no policy at all for acquiring new magazine titles and getting rid of dud titles and
most of all being the person who has had to take the Toronto Public Library to
the Human Rights Tribunal of Ontario over its banning of a single author an
outrageous unprincipled action that is seriously popular in-house and which the
Library clearly intends to defend to the death at any cost in legal fees
Yet this is the same department you intend to authorize to waste money on third-
language materials that will never be used while also handing it another
482 grand
If you actually used the Library and if you actually read your own reports would you
leave these items in the proposed budget Again what happens if Sue-Ann Levy
finds out and documents these errors in a newspaper none of you really think
should be taken seriously in the first place
ndash 30 ndash
Ready for Reading WebsiteToronto Public Library
Peggy Thomas
Manager Childrenrsquos Services
Questions
Contact informationPeggy Thomaspthomastorontopubliclibraryca
2017 Interim Budget Estimates 1
STAFF REPORT ACTION REQUIRED
2017 Interim Budget Estimates
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The purpose of this report is to seek Toronto Public Library Board adoption of the 2017
interim operating and capital budget estimates in order to enable Toronto Public Library
(TPL) to carry out normal operations during the period between January 1 2017 and the date
on which Council approves the 2017 operating and capital budgets expected to be on
February 15 or 16 2017
The interim operating budget for TPL is $48647 million gross ($44249 million net) which
is based on 25 of TPLrsquos 2016 approved budget The interim capital budget is $5522
million gross ($3524 debt) which is based on 25 of the 2017 funding commitments for
previously approved capital projects
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 adopts the 2017 interim operating budget of $48647 million gross ($44249 million
net) subject to Council approval and
2 adopts the 2017 interim capital budget of $5522 million gross ($3524 million debt)
subject to Council approval
FINANCIAL IMPACT
The 2017 interim budget estimates will enable TPL to carry out normal operations during the
period between January 1 2017 and the date on which Council approves the 2017 operating
and capital budgets expected to be on February 15 or 16 2017 The 2017 interim operating
budget for TPL is $48647 million gross ($44249 million net) which represents 25 of
TPLrsquos 2016 approved operating budget
The interim capital budget is $5522 million gross ($3524 million debt) which represents
25 of the 2017 funding commitments for previously approved capital projects Any unspent
11
2017 Interim Budget Estimates 2
capital funds from 2016 will also be available during the interim period of 2017 The
combination of the 25 funding and 2016 unspent carry-forwards will be adequate to meet
TPLrsquos capital needs in the interim period
The budget percentage approvals are consistent with other City Agencies and Divisions
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
ALIGNMENT WITH STRATEGIC PLAN
The adoption of the 2017 interim budget estimates ensures the continuance of TPLrsquos business
until Council approves the 2017 operating and capital budgets
ISSUE BACKGROUND
In accordance with TPLrsquos Financial Control Policy prior to the approval of the annual
operating and capital budgets the Library Board needs to adopt the Council-approved
interim estimates to fund the continuance of the Libraryrsquos business from the first day of
January to the date the operating and capital budgets for that year are approved
COMMENTS
The 2017 interim budget estimates for the operating and capital budgets expected to be
approved by Council on December 13 2016 enable City Programs and Agencies to carry out
their operations until Council approves the 2017 operating and capital budgets expected on
February 15 or 16 2017
Expenditures made during the period beginning January 1 2017 to until the date Council
approves the 2017 operating and capital budgets must be restricted to normal operations
CONTACT
Larry Hughsam Director Finance amp Treasurer Tel 416-397-5946
E-mail lhughsamtorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
Runnymede Branch ndash Award of Tender 1
STAFF REPORT ACTION REQUIRED
Runnymede Branch ndash Award of Tender
Date November 21 2016
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 of Runnymede Branch as per
Toronto Public Libraryrsquos (TPLrsquos) drawings and specifications
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 awards the contract to the lowest bidder Brown Daniels Associates for the interior
renovation of the Runnymede Branch at a cost of $543147 which includes a
contingency of $49377 [excluding Harmonized Sales Tax (HST)]
FINANCIAL IMPACT
The total amount of $543147 which is made up of the tender amount of $493770 plus the
contingency of $49377 (excluding HST) is included as part of the Multi-Branch Renovation
State of Good Repair (SOGR) Project of the approved 2016 capital budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
ALIGNMENT WITH STRATEGIC PLAN
The interior renovation of the Runnymede Branch helps to achieve various strategic plan
priorities and goals including
increase access to in-branch services and spaces and new options to expand public and
community space
advance State of Good Repair projects to provide welcoming well-maintained and efficient
public space
create in-branch environments that connect neighbourhoods and communities offering
opportunities for partnerships civic engagement and resident participation
12
Runnymede Branch ndash Award of Tender 2
build capacity to deliver elearning and interactive distance learning services
offer broad access to experiential collaborative mentored and networking learning
opportunities in response to the different ways people learn and the unique needs of local
communities
offer access to new and emerging technologies to support innovation entrepreneurship and
creativity
COMMENTS
Runnymede is a 12034 sq ft neighbourhood branch In 2015 Runnymede was the third
busiest branch in the Toronto Public Library system in terms of visits and the busiest branch
in terms of holds pick-up The branch opened in 1928 and is listed on Toronto Historical
Boards Inventory of Heritage Properties It has undergone several renovations over the
years
A renovation and expansion of Runnymede Branch was completed and successfully opened
to the public in 2005 Eleven years have passed and library service has changed With
introduction of self-service and more collaborative work spaces the existing large service
desk is no longer required Moreover the high level of traffic creates congestion in the
branch The proposed renovation to the main floor of the library will resolve these issues In
addition to the installation of a new smaller service desk the renovation will involve a re-
design of the computer areas new flooring new window coverings and collections
merchandizing The second floor of the branch will be opened up to improve security
through increased visibility and allow for greater flexibility in the use of the public space
Architects for the project Building Arts Architects Inc was hired to provide architectural services for the Runnymede
Branch renovation project in April 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 of the most experienced and previously proved General
Contractors were pre-qualified and invited to bid on the project All eight (8) attended the
mandatory site meeting at Runnymede Branch on October 4 2016
Call for Tenders On September 30 2016 the Call for Tenders was issued to the eight pre-qualified bidders 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 The bid documents prepared by the Architects were
supplied to all prequalified bidders All bidders had to attend a mandatory information
meeting on October 4 2016 The bid documents comprised the following documents
List of Prequalified Bidders
Instruction to Bidders
Runnymede Branch ndash Award of Tender 3
Available Project Information
Stipulated Price Bid Form
Unit Prices Bid Form Supplement
Alternative Prices Bid Form Supplement
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 October 20 2016 TPL received tenders from seven of the pre-qualified General
Contractors The Architects and library staff analysed the three lowest bids to ensure that all
requirements of the bidding process were met as follows
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 amp
material bond)
o unconditional bid
o completed amp sealed stipulated price bid form
o acknowledges all addenda issued as part of the Call for Tenders
o completed amp dated unit prices bid form supplement
o completed amp dated alternative prices bid form supplement
o completed amp dated list of subcontractors bid form supplement
o confirmation of pre-qualified subcontractors where required
Award of tender recommendation For the recommended contract award to Brown Daniels Associates the following
requirements have been met
1 The bidder is in conformance with 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 successfully completed a number of Toronto Public Library
projects including Woodside Square Mimico and Ellesmere Branches North York Central
Library and the recent Beeton Hall renovation at the Toronto Reference Library The
references were checked by the architect and were satisfactory
Runnymede Branch ndash Award of Tender 4
CONTACT
Moe Hosseini-Ara Director Branch Operations and Customer Experience
Tel 416-397-5944 E-mail mhosstorontopubliclibraryca
Gail Rankin Senior Manager Facilities Management Tel 416-395-5881
E-mail grankintorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
13 aLIBRARYAPPROVED MINUTES Page I
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 1 Tuesday May 31 2016 from 540 pm to 725 pmToronto Reference Library Board Room 789 Yonge Street Toronto
Members PresentMr Ron CarinciMs Lindsay ColleyMs Dianne LeBretonMs Sue Graham-Nutter
RegretsMs Archana Shah
SPPM Call to Order16-001 Elizabeth Glass Director Policy Planning amp Performance Management and the
City Librarianrsquos desiwiate called the meeting to order at 540 pm
SPPM Election of Chair of the Strategic Plan Performance Measures Committee16-002 Elizabeth Glass called for nominations for the Chair of the Strategic Plan
Performance Measures Steering Committee
Moved by 1 CarinciThat1 Dianne LeBreton be nominated for chair
carriedDianne LeBreton agreed to stand for election
There being no further nominations it wasMoved by L ColleyThat the Strategic Plan Performance Measures Committee1 closes nominations
carried
Elizabeth Glass declared Diarme LeBreton duly elected Chair of the Strategic PlanPerformance Measures Committee by acclamation
Dianne LeBreton assumed the Chair
APPROVED MINUTES Page 2
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 1 Tuesday May 31 2016 from 540 pm to 725 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Declarations of Conflict of Interest16-003 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda16-004 Moved by R (lsquoarinci
That the Strategic Pla ii Perbnnance Measures Committee1 approves the agenda
Carried
SPPM Communications16-005 There were no Communications items at the May 31 2016 Strategic Plan
Performance Measures Committee meeting
SPPM Presentations16-006 There were no public presentations at the May 31 2016 Strategic Plan
Performance Measures Committee meeting
Item for ApprovalSPPM Strategic Plan 2016-20 19 Status and Performance Management Reporting Tools
Elizabeth Glass and Michele Melady Acting Manager Planning amp Developmentprovided a presentation on status and performance management reporting tools
16-007 Committee DecisionIrsquofo red by K CauinciThat the Strategic Plan Perbrmance Measurement Committee1 considers the summary of Toronto Public Library s strategic priority
alignment witi key City strategiesbr information (Attachment 1)2 considers the template that will he used for the semimdashannual status report
on Strategic Plan activitiesbr 2016br presentation to the Library Boardin June fbr inbnnation Attacunent 2)
3 considers the Divi Strategic Plan Dashboard to provide recommendationson the brmat so that staff cciii make revisions and populate the templatewith nwasuucs br the next Steering Committee Meeting (Attachment 3)
Carried as amended
APPROVED MINUTES Page 3
Toronto Public library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 1 Tuesday May 31 from 540 pm to 725 pmToronto Reference Library Board Room 789 Yonge Street Toronto
MotionsSee the followingMoved by R CarinciThat the Strategic Plan Performance Measures Committee1 considers the summary of Toronto Public Libraryrsquos swategic priority
alignment with key City strategies for information (Attachment 1)2 endorses (lie template that will be usedfor the semi-annual status report
on Strategic Plan activities for 2Ol6for presentation to the Library Boardin June for information (Attachment 2)
3 considers the Draft Strategic Plan Dashboard to pro viderecommendations on the format so that staffcan make revtcions andpopulate the template with measures for the next Steering ConmitteeMeeting (Attachment 3)
Amended
Moved in amendment by S Graham-NutterThat the Motion moved by R Carbici be amended to change the word endorsesrdquoin Recommendation 2 to the word considers so that it reads asjoacutellows1 considers the template that will be usedJar the semi-annual status report
on Strategic Plan activitiesfor 2016for presentation to the Library Boardin June for information (Attachment 2)
Carried
SPPM Adjournment16-008 Moved by pound Graham-Nutter
That the Strategic Plan Perjagravermance Measures Committee1 adjourns the May 31 2016 Strategic Plan Performance Measures
Committee meetingCarried
The meeting ended at 725 pm c)r -
Signed ( I lsquoI 7lt--
TORONTOPUB LIC
LIBRARYAPPROVED MINUTES Page 1
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 2 Wednesday July 13 2016 from 530 pm to 635 pmToronto Reference Library Board Room 789 Yonge Street Toronto
Members PresentMs Dianne LeBreton (Chair)Ms Lindsay CofleyMs Sue Graham-NutterMs Archana Shah
RegretsMr Ron Carinci
SPPM Call to Order16-010 Dianne LeBreton called the meeting to order at 530 pm
SPPM Declarations of Conflict of Interest16-011 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda16-012 Moved byL colley
That the Strategic Plan Petformance Measures Committee1 approves the agenda
Carried
SPPM Confirmation of IrsquoIay 31 2016 Strategic Plan Performance Measures Committee16-0 13 Meeting Minutes
Moved by L ColleyThat the Strategic Plan PerJbrmance Measures Committee1 confirms the Minutes of the May 31 2016 Strategic Plan Performance
Measures CommitteeCarried
APPROVED MENUTES Page 2
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteelNrsquoIeeting No 2 Wednesday July 13 from 530 pm to 635 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Business Arising from the Minutes16-014 There were no Business Arisingfrom the Mintues items at the July 13 2016
Strategic Plan Performance Measures Committee meeting
SPPM Communications16-015 There were no Communications items at the July 13 2016 Strategic Plan
Performance Measures Committee meeting
SPPM Presentations16-016 There were no public presentations at the July 13 2016 Strategic Plan
Performance Measures Committee meeting
Itemfor ApprovalSPPM Strategic Plan 2016-2019 Status and Performance Management Reporting Tools16-0 17 Elizabeth Glass Director Policy Planning amp Performance Management and
Linda Hazzan Director Communications Progranuning amp CustomerEngagement provided a presentation on status and performance managementreporting tools
Moved byA ShahThat the Strategic Plan Performance Measurement Committee1 considers the attached presentation materials and2 directs staffto further develop the balanced score card key performance
indicators and the Strategic Plan dashboard and indicatorsfor a StrategicPlan Performance Measures Steering committee meeting in September
CarriedSPPM Adjournment16-018 iWoved by S Graham-Nutter
That the Strategic Plan Performance ArsquoJeasures Committee1 adjourns the July 13 2016 Strategic Plan Performance Measures
Committee meeting
Carried
The meeting ended at 635 pm-
Signed lsquoiV i f
TORONTOPUB LIC
LIBRARYAPPROVED MINUTES Page 1
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 3 Tuesday September 20 2016 from 530 pm to 630 pmToronto Reference Library Board Room 789 Yonge Street Toronto
Members PresentMs Dianne LeBreton (Chair)ML Ron CadnciMs Lindsay ColleyMs Archana ShahMs Sue Graham-Nutter
Regrets
SPPM Call to Order16-019 Dianne LeBreton called the meeting to order at 530 pm
SPPM Declarations of Conflict of Interest16-020 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda16-021 Moved by L Colley
That the Strategic Plan Performance Measures Committee1 approves the agenda
Carried
SPPM Confirmation of July 13 2016 Strategic Plan Performance Measures Committee16-022 Meeting Minutes
Moved by L ColleyThat the Strategic Plan Peiformance Measures Committee1 confirms the Minutes of the fitly 13 2016 Strategic Plan Performance
Measures Committee
Carried
APPROVED MINUTES Page 2
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 3 Tuesday September 20 2016 from 530 pm to 630 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Business Arising from the Minutes16-023 There were no Business Arisingfrom (lie Minutes items at the September 20 2016
Strategic Plan Performance Measures Committee meeting
SPPM Communications16-024 There were no Communications items at the September 20 2016 Strategic Plan
Performance Measures Committee meeting
SPPM Presentations16-025 There were no public presentations at the September 20 2016 Strategic Plan
Performance Measures Committee meeting
Itemfor ApprovalSPPM Strategic Plan 2016-2019 Accountability Framework and Reporting Tools16-026 Elizabeth Glass Director Policy Planr1ing amp Performance Management
provided a presentation on accountability framework and reporting tools
Moved by S Graham-NurterThat the Strategic Plan Performance Afeasurement Committee1 considers the approach ofusing logic models and a balanced scorecard as
the strategic plan accountabilityframework and a dashboard to visuallyrepresent the progress and achievement as outlined in the flowchart(Attachment 1k
2 endorses the logic model examples that will be used as templates fordeveloping a logic model for each strategic priority (Attachments 2 and3k
3 endorses the balanced scorecard and recommended key performanceindicatorsJbr the Boardrsquos monitoring and assessment ofthe strategicplan lsquo5 progress (Attachment 1)
Deferred
The Committee deferred consideration of the recommendations in the StrategicPlan 2016-2019 Accountability Framework and Reporting Tools report until thenext meeting of the Committee
APPROVED MINUTES Page 3
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 3 Tuesday September 20 from 530 pm to 630 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Adjournment16-027 Moved by L Colley
That the Strategic Plan Performance Measures Committee1 adjourns the September 20 20J6 Strategic Plan Performance Measures
Conunittee meetingCarried
The meeting ended at 630 pm - - - I
Signed (V UrsquoL
MINUTES Page 1
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
13b
Members Present
Mr Ron Carinci
Ms Lindsay Colley
Ms Archana Shah
Ms Sue Graham-Nutter
Regrets
Ms Dianne LeBreton (Chair)
SPPM Call to Order
16-028 Vickery Bowles called the meeting to order at 530 pm Ms Bowles advised that
Dianne LeBreton committee chair was unexpectedly unable to attend the
meeting An election of an acting chair was required
SPPM Declarations of Conflict of Interest 16-029 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda 16-030 Moved by R Carinci
That the Strategic Plan Performance Measures Committee approves the agenda
as revised to
1 elect an Acting Chair for the November 7 2016 meeting in the absence of
the Committee Chair
Carried
MINUTES Page 2
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Election of Acting Chair
16-031 Vickery Bowles called for nominations for the Acting Chair of the Strategic Plan
Performance Measures Steering Committee
Moved by R Carinci
That
1 Sue Graham-Nutter be nominated for Acting Chair
Carried
Sue Graham-Nutter agreed to stand for election
There being no further nominations it was
Moved by R Carinci
That the Strategic Plan Performance Measures Committee
1 closes nominations
Carried
Vickery Bowles declared Sue Graham-Nutter duly elected Acting Chair of the
Strategic Plan Performance Measures Committee by acclamation
Sue Graham-Nutter assumed the Chair
SPPM Confirmation of September 20 2016 Strategic Plan Performance Measures
16-032 Committee Meeting Minutes Moved by R Carinci
That the Strategic Plan Performance Measures Committee
1 confirms the Minutes of the September 20 2016 Strategic Plan
Performance Measures Committee
Carried
SPPM Business Arising from the Minutes
16-033 There were no Business Arising from the Minutes items at the November 7 2016
Strategic Plan Performance Measures Committee meeting
SPPM Communications
16-034 There were no Communications items at the November 7 2016 Strategic Plan
Performance Measures Committee meeting
MINUTES Page 3
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Presentations
16-035 There were no public presentations at the November 7 2016 Strategic Plan
Performance Measures Committee meeting
Item for Approval
SPPM Strategic Plan 2016-2019 Accountability Framework Reporting Tools and Key
16-036 Performance Indicators
Elizabeth Glass Director Policy Planning amp Performance Management
responded to questions from committee members
Moved by L Colley
That the Strategic Plan Performance Measurement Committee
1 endorses the Strategic Plan accountability framework as outlined in the
flowchart (Attachment 1)
2 endorses the logic model examples that will be used as templates for
developing a logic model for each strategic priority (Attachments 2
and 3)
3 endorses the balanced scorecard and recommended key performance
indicators for the Boardrsquos monitoring and assessment of the Strategic
Planrsquos progress (Attachment 4)
Carried
Staff were directed to provide Board members with an overview of the
accountability framework for the Strategic Plan with the tools KPIs and the
reporting timelines
SPPM Adjournment
16-037 Moved by L Colley
That the Strategic Plan Performance Measures Committee
1 adjourns the November 7 2016 Strategic Plan Performance Measures
Committee meeting
Carried
The meeting ended at 600 pm
Signed
Strategic Plan 2016-2019 Accountability Framework 1
STAFF REPORT ACTION REQUIRED
Strategic Plan 2016-2019 Accountability Framework
Date November 21 2016
To Toronto Public Library Board
From Strategic Plan Performance Measures Committee
SUMMARY
The purpose of this report is to recommend the approval of the Strategic Plan 2016-2019
Accountability Framework to the Toronto Public Library Board
A Strategic Plan Performance Measures Committee was established on April 25 2016 to
provide advice and recommendations to the Board for strengthening the Boardsrsquo
monitoring and assessment of the strategic planrsquos implementation for compliance and
progress
The Committee met four times from May to November 2016 to receive and inform the
development of the Strategic Plan 2016-2019 Accountability Framework which contains
three main tools a balanced scorecard with key performance indicators a dashboard to
visually present the results and a logic model to show the alignment between the strategic
priorities key activities over four years and the expected outcomes and impact
At its November 7 2016 meeting the Committee endorsed the Accountability Framework
and concluded its work
RECOMMENDATIONS
The Strategic Plan Performance Measures Committee recommends that the Toronto
Public Library Board
1 approves the Strategic Plan 2016-2019 Accountability Framework
FINANCIAL IMPACT
There is no financial impact beyond what has already been approved in the current yearrsquos
budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
13c
Strategic Plan 2016-2019 Accountability Framework 2
DECISION HISTORY
At its April 25 2016 meeting the Library Board received the following report Strategic
Plan Performance Measures Committee Terms of Reference and approved the Terms of
Reference for the Strategic Plan Performance Measures Committee as outlined in
Attachment 1
httpwwwtorontopubliclibrarycacontentabout-the-
librarypdfsboardmeetings2016apr2512-performance-measures-committee-terms-of-
referencepdf
httpwwwtorontopubliclibrarycacontentabout-the-
librarypdfsboardmeetings2016apr2512-performance-measures-committee-terms-of-
reference-att-1pdf
At its May 31 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Status and Performance
Management Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-may-31jsp
At its July 13 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Status and Performance
Management Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-jul-13jsp
At its September 20 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Accountability
Framework and Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-sep-20jsp
At its November 7 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Accountability
Framework Reporting Tools amp key Performance Indicators
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-nov-07jsp
ISSUE BACKGROUND
The Strategic Plan Performance Measures Committee was established on April 25 2016 to
provide advice and recommendations to the Library Board for strengthening the Boardrsquos
monitoring and assessment of the strategic planrsquos implementation for compliance and
progress
During the development of the Accountability Framework and the reporting tools the
Committee met four times from May to November 2016 to receive information and provide
advice At its November 7 2016 meeting the Committee endorsed the Framework and
concluded its work
Strategic Plan 2016-2019 Accountability Framework 3
COMMENTS
There are three broad outcomes for the Strategic Plan 2016-2019 based on input gathered
from Toronto residents during the strategic plan consultation process
Expanding Access
Increasing Opportunity
Building Connections
Six strategic priorities were established to advance the broad outcomes
Advancing TPLrsquos digital platforms
Breaking down barriers to access driving inclusion
Expanding access to technology and training
Establishing TPL as Torontorsquos centre for continuous and self-directed learning
Creating community connections through cultural experiences
Transforming for 21st century service excellence
The purpose of the Accountability Framework is to guide the development monitoring and
reporting of the annual work plan for each of the four years from 2016 to 2019 and the
overall achievements of the Strategic Plan over four years It serves as
a reporting structure for the Board to monitor the progress of the strategic plan and
provide guidance
a public facing reporting tool to demonstrate openness and accountability
an internal tool to advance shared understanding of the strategic priorities and guide the
work of staff
The Accountability Framework is composed of three main tools
1 Balanced Scorecard with key performance indicators (Attachment 1 amp Attachment 2)
The overall achievements of the strategic plan will be reported using a balanced
scorecard approach with key performance indicators established under four
perspectives Customer Operational Learning amp Growth and Financial Work plan
achievements will be reported to the Board in a semi-annual status report
2 Dashboard (Attachment 3)
A dashboard format will be used to visually present the strategic plan achievements
as measured against the key performance indicators and targets This will be reported
to the Board annually
3 Logic Models
A logic model (Attachment 4) is developed to align the six strategic priorities with
key activities the broad outcomes and the contribution to the success of City of
Torontorsquos key strategies over four years
Logic models will also be developed for each strategic priority with appropriate key
activities and outcomes to guide the development of annual work plans strategic
Strategic Plan 2016-2019 Accountability Framework 4
partnerships and funding priorities Attachment 5 shows an example of a logic model
for Strategic Priority 2 Breaking down barriers to access driving inclusion
The flowchart in Attachment 6 illustrates the relationship of the three tools The key activity
of Expanding Access to branches and community service points under Priority 2 is provided
as an example
CONTACT
Elizabeth Glass Director Policy Planning amp Performance Management
Tel 416-395-5602 E-mail eglasstorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Balanced Scorecard with Key Performance Indicators
Attachment 2 List of Strategic Plan 2016-2019 Key Performance Indicators
Attachment 3 Dashboard example
Attachment 4 Strategic Plan 2016-2019 Logic Model
Attachment 5 Strategic Plan 2016-2019 Priority 2 Logic Model
Attachment 6 Strategic Plan 2016-2019 Accountability Framework Flowchart
Strategic Plan 2016 mdash 2019 Balanced Scorecard Attachment 1
Key Performance Indicators
Total number of active members
bull Total use per capita
bull Visits per capita
bull Virtual visits per capita
bull In-branch technology utilization rate internet access workstationper 100000 population wireless connections per capita
bull Utilization rate (program capacity) learning programs(ESL + Literacy + User Ed + lifelong learning)
bull Utilization rate of technology training programs
bull Utilization rate of cultural programs
bull ft of branches providing regular after-schoolprogramming from September to June
bull User satisfaction overall
bull User satisfaction in-branch technology(computers software wifi)
Users satisfaction knowledge andhelpfulness of staff
Key Performance Indicators
bull Total Open Hours
bull ft of Sunday branches (September to June)
bull ft of NIA Sunday branches (September to June)
bull ft of Sunday branches (Year-round)
ft of NIA Sunday branches (Year-round)
Turnover rate of circulating items
of special collections that are digitized
KKey Performance Indicators
bull Logic Models and evaluation frameworksdeveloped for strategic priorities
bull Spending in staff development (Total Averageper staff)
bull staff who report they have the skills andtraining to meet service delivery outcomes
bull of staff who report high levels ofengagement
Key Performance Indicators
bull Cost per use
Operating Expenditures
Operating expenditures per capita
Operating expenditures for electronic materials
Operating expenditures for digital technology
bull Total funding
bull Total funding per capita
bull Total funding from TPL Foundation
Page 1 of 1
Strategic Plan 2016-2019 Balanced Scorecard Key Performance Indicators
Customer Perspective Operational Perspective Learning amp Growth Perspective Financial Perspective
Total number of active members
Total use per capita o Visits per capita
Virtual visits per capita
In-branch technology utilization rate internet access workstation per 100000 population wireless connections per capita
Utilization rate (program capacity) learning programs (ESL + Literacy + User Ed + lifelong learning)
Utilization rate of technology training programs
Utilization rate of cultural programs
of branches providing regular after-school programming from September to June
User satisfaction overall
User satisfaction in-branch technology (computers software wifi)
Users satisfaction knowledge and helpfulness of staff
Total Open Hours o of Sunday branches
(September to June) o of NIA Sunday branches
(September to June) o of Sunday branches
(Year-round) o of NIA Sunday branches
(Year-round)
Turnover rate of circulating items
of special collections that are digitized
Logic Models and evaluation frameworks developed for strategic priorities
Spending in staff development (Total Average per staff)
staff who report they have the skills and training to meet service delivery outcomes
of staff who report high levels of engagement
Cost per use
Operating Expenditures o Operating expenditures per
capita
Operating expenditures for electronic materials
Operating expenditures for digital technology
Total funding o Total funding per capita o Total funding from TPL
Foundation
Attachment 2
Attachment 3
Strategic Plan 2016-2019 Dashboard
Key Performance Indicators
Example Open Hours
2016 Activities that will move the dial Status
Sunday service expanded to create year-round service at 6 District and 2 R amp R branches and added to 6 neighbourhood branches to provide seasonal Sunday service
Measure Baseline (2015) Current (Dec 2016) Target (2019) change
Total open hours 269672 hours 274397 hours 281878 hours + 45
Attachment 4
Toronto Public Library Strategic Plan 2016-2019 Logic Model
Torontonians are aware of library services to
address immediate needs
Create and implement Digital Strategy to develop online services
Torontonians have access to reading and
learning materials in a wide range of formats
and levels to support the joy of reading and
lifelong learning
TPL has resources and well-trained staff to
deliver strategic outcomes
Torontonians are connected through cultural
and leisure experiences and opportunites
TPL provides exceptional services and
experience at customers every point of need
TPL increased partnership and funding
opportunities with City of Toronto community
organizations and funding partners
Torontonians have improved access to
technology and staff assistance to develop
technology skills
Torontonians have expanded access to
emerging technology innovation spaces and
programs
Torontonians have new experiential
collaborative and e-learning opporunities to
support education employment and multiple
literacies
Use technology to drive improvements in business processes and
efficiency eg cloud analytics
Torontonians have equitable
support to learning and training
and gain the knowledge multiple
literacy skills and networks to
enrich their education work life and
leisure experiences
Torontonians have access to
programs and activities to support
and enhance diverse cultural
experiences and library collections
that reflect their cultural ineterests
and needs
Support readers of all ages and interests with diverse collections
readers advisory and a wide range of literary and cultural programs
Toronto children and youth have additional safe
after school social and learning environments
and programs
Priorities Key Activities
Mission Toronto Public Library provides free and equitable access to services which meet the changing needs of Torontonians The Library preserves and promotes universal
access to a broad range of human knowledge experience information and ideas in a welcoming and supportive environment
Establishing TPL as Torontos
centre for continuous and self-
dlirected learning
Impact
Expanding access to technology
and training
Advancing TPLs digital platforms
Breaking down barriers to access
driving inclusion
Expand high quality out-of-school-time programs for children and youth
Increase awareness and engagement across library channels
Allocate additional resources to sustain current and emerging
technology
Provide access to current and emerging technology and training in
library branches and community locations
Identify and remove policy barriers to online and in-person servicesToronto Public Library is a
community asset that builds
community capacity and improves
Torontonians well-being
Toronto Public Library contributes to the success of
Toronto Strong Neighbourhood Strategy 2020
Actions for strong Neighbourhoods
under five domains
Physical surroundings
Economic opportunities
Healthy lives
Social development and
Participation in civic decision-making
Toronto Public Library is a key partner in
City of Torontos Poverty Reduction Strategy
in addressing the issues of
service access and availability
Toronto Public Library supports the positive
outcomes of City of Torontos strategies for targeted
population including
Raising the Village Measuring the Well-being
of Children and Families in Toronto
Toronto Youth Equity Strategy
Toronto Newcomer Strategy
Toronto Seniors Strategy
Expand access to branches and community service points
Develop new resources programs and partnerships to deliver eLearning
programs
Provide in-branch resources space and technology to support
experiential learning
Provide resources and programs to support civic engagement
community events and discussion of social issues
Transforming for 21st century
service excellence Dedicate staff resources and training to provide expertise in key
strategic areas eg technology and literacy
Torontonians are empowered and supported in
their partcipation in civic lifeCreating community connections
through cultural experiences
Create diverse and inclusive cultural programs and experiences in
branch and online spaces
Curate and digitize special collections to reflect Torontos diverse
history culture and heritage
Develop organizational structure and culture to support innovation and
customer service excellence
ACCESS
OPPORTUNITY
CONNECTIONS
Outcomes
Torontonians have easy convienient online
access to library collections and services
Torontonians have convenient and local access
to neighbourhood spaces and services
Attachment 5
Expand online services
Develop self-serve Library Kiosks
Increased program offerings
After hours access implemented
Increased online service options
Increased self-service options
CONNECTIONS
Understand City demographics
demands and use of a full range of
library services
Develop after-hours access at branches
2 Breaking down
barriers to access
driving inclusion
Toronto Public Library contributes to the success of
City of Torontos key strategies including
Toronto Strong Neighbourhood Strategy 2020
bull Targeting appropriate resources to
respond to neighbourhood needs
Toronto Poverty Reduction Strategy
bull Address immediate needs
bull Create pathways to prosperity
bull Increase service access and availability
ACCESS
OPPORTUNITYLibrary membership options reflect
users online and branch access
needs
Provide access to current
and emerging technology
and training in library
branches and community
locations
Increase awareness and
engagement across library
channels
Sunday service expanded in target
branches
Identify and remove policy
barriers to online and in-
person services
Expand access to branches
and community service
points
Number of blocked library cards
reduced in target populations
Toronto Public Library Strategic Plan 2016-2019 Logic Model
Priority Impact
Mission Toronto Public Library provides free and equitable access to services which meet the changing needs of Torontonians The Library preserves and promotes universal access to a broad
range of human knowledge experience information and ideas in a welcoming and supportive environment
OutcomeKey Activities
Toronto Youth Equity Strategy
bull Service gaps
bull Service relevance amp accessibility
Toronto Newcomer Strategy
bull Improving access to municipal supports
bull Supporting civic engagement and
community capacity
Develop marketing strategy and conduct
publicity campaigns
Toronto Seniors Strategy
bull Equity
bull Inclusion
bull Respect
bull Quality of life
Expand access to library service in
community locations
Toronto Public Library is a
community asset that builds
community capacity and improves
Torontonians
well-being
Torontonians have equitable
support to learning and training
and gain the knowledge multiple
literacy skills and networks to
enrich their education work life
and leisure experiences
Torontonians have access to
programs and activities to support
and enhance diverse cultural
experiences and library
collections that reflect their
cultural ineterests and needsIncreased circulation of library
materials
Identify and remove policy barriers to
online and in-person services
Raising the Village Measuring the
Well-being of Children and Families in Toronto
bull Families have equitable access to
learning and training and are active in
their childrenrsquos education
bull Families belong to communities and
have the freedom to express and
opportunities to foster their culture and
identity
Torontonians are aware of library
services to address immediate needs
Conduct outreach and customer
engagement programs
Expand branch hours with additional
programs
Torontonians have easy
convienient online access to library
collections and services
Torontonians have convenient and
local access to neighbourhood
spaces and services
Attachment 6
Accountability Framework
Example
Priority Key Activity Short Term Medium Term Impact
Breaking down barriers to access
driving inclusion
Expand access to branches and
community service points
Torontonians have convenient and
local access to neighbourhood spaces
and services
Toronto Public Library is a community
asset that builds community capacity
and improves Torontonians well-being
Toronto Poverty Reduction Strategy
Increase service access and availability
Example
Customer Perspective Operational Perspective Learning amp Growth Perspective Financial Perspective
Utilization rate Service hours added Staff training Cost per use
Example
Is a visual representation of progress towards four years targets for KPIs to achieve strategic outcomes
with a baseline benchmark and annual target
Dashboard
Monitors the progress of the strategic plan across four perspectives and indentifies KPIs to measure progress towards outcomes
Links planned activities to expected outcomes
Toronto Public Library Strategic Plan 2016-2019
Implementation Compliance and Progress
Logic Model
Balanced Scorecard
Outcomes
Strategic Plan 2016-2019
Accountability Framework
November 21 2016
Toronto Public Library Board Meeting
1
Accountability Framework
Strategic Plan Performance Measures Committee
to provide advice and recommendations to the Board for
strengthening the Boardrsquos monitoring and assessment of the
strategic planrsquos implementation for compliance and progress
2
Accountability Framework
Strategic Plan Performance Measures Committee
bull Met four times from May to November 2016
bull Endorsed Accountability Framework at November 7 2016
meeting
bull Concluded its work
3
Accountability Framework
Purpose of framework
bull To guide the development monitoring and reporting of
The Annual work plan for each year from 2016-2019
The overall achievements of the Strategic Plan over four
years
4
Accountability Framework
bull A reporting structure for the Board to monitor the
progress of the strategic plan and provide guidance
bull Public facing reporting tool to demonstrate openness
and accountability
bull An internal tool for staff
5
Accountability Framework
Strategic Plan 2016-2019
bull Three broad outcomes
Access
Opportunity
Connections
And six strategic priorities
6
Accountability Framework
Strategic Plan 2016-2019
bull Six Strategic Priorities
Advancing TPLrsquos digital Platforms
Breaking down barriers to access driving inclusion
Expanding access to technology and training
Establishing TPL as Torontorsquos centre for continuous and
self-directed learning
Creating community connections through cultural
experiences
Transforming for 21st century service excellence
7
Accountability Framework
Three main tools
bull Balanced Scorecard with Key Performance
Indicators (KPIs)
bull Dashboard for visual presentation
bull Logic Models
8
Accountability Framework
Balanced Scorecard
bull A performance measurement tool developed at the
Harvard Business School
bull Provides a framework to monitor organization
performance from four perspectives the customerrsquos
perspective an internal business perspective an
innovation and learning perspective and the
financial perspective
Balance scorecard Encyclopedia of Business Gale 2000
9
10
Strategic Plan 2016 ndash 2019 Balanced Scorecard
11
Strategic Plan 2016 ndash 2019 Balanced Scorecard
Accountability Framework
Reporting timeline
bull Annual work plan achievements will be reported
to the Board in a semi-annual status report in
June and year end
bull Overall achievements of the strategic plan will be
reported annually to the Board (eg first quarter
of 2017 for 2016) using a balanced scorecard and
presented visually using a dashboard
12
Accountability Framework
13
Accountability Framework
Logic Model
bull A logic model is a systematic and visual way to present the
relationships among the resources to operate a program the
planned activities and the changes or results you hope to
achieve
14
WK Kellogg Foundation Logic Model Development Guide 2004
Accountability Framework
Logic Models
bull A Strategic Plan 2016-2019 aligns 6 strategic priorities
with
Key activities
3 broad strategic outcomes
City of Torontorsquos key strategies
bull Plus a logic model for each of the 6 strategic priorities
15
16
Strategic Plan 2016-2019 Logic Model
17
Strategic Plan 2016-2019 Priority 2 Logic Model
18
Accountability Framework
Questions amp Discussion
19
20
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 1
STAFF REPORT ACTION REQUIRED
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report proposes revised meeting dates for the December 2016 and January 2017
meetings for Toronto Public Library Board approval
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves rescheduling the December 8 2016 Toronto Public Library Board meeting
to December 12 2016 and
2 approves rescheduling the January 23 2017 Toronto Public Library Board meeting to
January 30 2017
FINANCIAL IMPACT
There is no financial impact arising from this report
The Director Finance and Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
At the January 25 2016 meeting the Board approved the schedule for meetings in 2016
including December 8 2016
At the October 24 2016 meeting the Board was provided with the proposed schedule for
meetings in 2017 including January 23 2017 for approval at the January 2017 meeting
14
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 2
COMMENTS
Library staff have recently reviewed the Cityrsquos updated budget schedule The Library Board
meeting in December is not well aligned with the Cityrsquos schedule A later December date
would provide the Board with more opportunity to be informed and kept up-to-date on the
2017 budget as well as to participate in the process As a result the rescheduling of the
December 8 2016 meeting to Monday December 12 is being recommended Board
members were canvassed and quorum is attainable for a meeting on December 12 2016
As the same scenario is also a possibility for the proposed January 23 2017 meeting it is
recommended that the date be changed to January 30 2017
Key dates for the 2017 budget process are shown below
2017 Budget Timetable
Date Political Review TPL Board
2016
Nov 21 Board meeting
Dec 2 Budget Committee launch
Dec 12 (from 8) Board meeting
Dec 161920 (21) Budget Committee presentations
2017
Jan 5 910 Budget Committee public deputations
Jan 12 Budget Committee wrap-up
Jan 24 Budget Committee final
Jan 30 (from 23) Board meeting
Feb 7 Executive Committee
Feb 15 16 (17) Council approval
Feb 21 Board meeting
CONTACT
Nancy Marshall Library Board Officer City Librarianrsquos Office
Tel 416-393-7215 E-mail nmarshalltorontopubliclibraryca
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 3
SIGNATURE
______________________________
Vickery Bowles
City Librarian
Holiday Closures 2017 and January 2018 1
STAFF REPORT ACTION REQUIRED
Holiday Closures 2017 and January 2018
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The purpose of this report is to recommend and receive Toronto Public Library Board
approval for the schedule of holiday closures for 2017 and January 2018
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves the schedule of holiday closures for 2017 and January 2018 as provided
in Attachment 1
FINANCIAL IMPACT
There is no financial impact to the 2017 operating budget arising from the
recommendation in this report The recommended closures are included in the proposed
2017 operating budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
Where Library Board approval is required to establish holiday closures the matter comes
before the Board in the preceding year to ensure adequate notice to the public and staff
COMMENTS
At its meeting on October 26 2015 the Library Board approved the Library closure for
New Yearrsquos Day 2017 on Monday January 2 2017
15
Holiday Closures 2017 and January 2018 2
The Library is open for regular service on Remembrance Day Saturday November 11
2017
The Library will be closed on Monday December 25 2017 for Christmas Day and
Tuesday December 26 2017 for Boxing Day
In 2018 New Yearrsquos Day falls on a Monday and the Library will be closed
All full-time employees whose scheduled day off falls on a holiday closure are
compensated with a day in lieu to be taken at another agreed upon time
It is the practice of the Library to close on the Sundays adjacent to public holidays with
the exception of Family Day
The schedule of holiday closures for 2017 and January 2018 is provided in Attachment 1
CONTACT
Dan Keon Director Human Resources Tel 416-395-5850
E-mail dkeontorontopubliclibraryca
SIGNATURE
_____________________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Holiday Closures 2017 and January 2018
Toronto Public Library Holiday Closures 2017 and January 2018
Sunday January 1 2017 New Yearrsquos Day Closed
Monday January 2 2017 For New Yearrsquos Day Closed
Monday February 20 2017 Family Day Closed
Friday April 14 2017 Good Friday Closed
Sunday April 16 2017 Easter Sunday Closed
Monday April 17 2017 Easter Monday Closed
Monday May 22 2017 Victoria Day Closed
Saturday July 1 2017 Canada Day Closed
Monday August 7 2017 Civic Holiday (Simcoe Day) Closed
Monday September 4 2017 Labour Day Closed
Monday October 9 2017 Thanksgiving Day Closed
Sunday December 24 2017 Christmas Eve Closed
Monday December 25 2017 Christmas Day Closed
Tuesday December 26 2017 Boxing Day Closed
Sunday December 31 2017 New Yearrsquos Eve Closed
Monday January 1 2018 New Yearrsquos Day Closed
New Yearrsquos Day 2017 closure approved by the Library Board on October 26 2015
Attachment 1
Audit Plan for the Year Ending December 31 2016 1
STAFF REPORT INFORMATION ONLY
Audit Plan for the Year Ending December 31 2016
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The attached report from PricewaterhouseCoopers the external auditors summarizes the
planning for their audit of the 2016 financial statements for the Toronto Public Library
Board
FINANCIAL IMPACT
The proposed audit fee of $25000 inclusive of expenses and exclusive of Harmonized
Sales Tax (2015 ndash $25000) is included in the 2016 operating budget It is important to
note that the audit fee does not include extra audit work that may be required due to
scope changes and PricewaterhouseCoopers will advise management as soon as possible
if this were to happen
This is the second year of a five-year audit contract that the City has negotiated The fee
will remain unchanged for the duration of the contract
ISSUE BACKGROUND
Under Section 139 of the City of Toronto Act 2006 the City is required to appoint an
auditor licensed under the Public Accounting Act 2004 who is responsible for annually
auditing the accounts and transactions of the City and its local boards and expressing an
opinion on the financial statements of these entities based on the audit
Council at its March 2015 meeting approved the recommendation of the Audit
Committee to appoint PricewaterhouseCoopers as the external auditor for the City and
Library The contract with PricewaterhouseCoopers is for five years ending with the
audit of the December 31 2019 financial statements
As part of the annual audit PricewaterhouseCoopers provides an Audit Plan report to the
Toronto Public Library Board The auditors will conduct their audit of the 2016 financial
statements pursuant to this plan
17
Audit Plan for the Year Ending December 31 2016 2
COMMENTS
Attached is PricewaterhouseCoopersrsquo Audit Plan for the Library which summarizes their
view on audit risks the nature extent and timing of the audit work and the terms of
engagement
On completion of the audit PricewaterhouseCoopers will issue the Audited Financial
Statements and a Year-End Report to the Board that will provide key matters for
discussion significant audit accounting and financial reporting matters summary of
unadjusted and adjusted items other required communications internal control
recommendations and a confirmation of auditor independence
Work on the interim audit was completed in October 2016 and the year-end audit is
expected to be completed by March 2016
CONTACT
Larry Hughsam Director Finance amp Treasurer Tel 416-397-5946
E-mail lhughsamtorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Board ndash Audit Plan for the year ending
December 31 2016
wwwpwccomca
Audit planfor the yearendingDecember31 2016
Toronto PublicLibrary Board
pwc
pwc
October 28 2016
Members of the BoardToronto Public Library Board
Dear Members of the Board
We are pleased to present an overview of our audit plan for the 2016 audit of the financial statementsof Toronto Public Library Board (the Library) prepared in accordance with Canadian Public SectorAccounting Standards (PSAS) (referred to as the ldquofinancial statementsrdquo from now on)
This overview includes our view on audit risks and the nature extent and timing of our audit work
We value your feedback and if you have any questions about the identified risks and our audit approachplease do not hesitate to contact the undersigned at (416) 228-1922
Yours very truly
Tern McUnnonPartnerRisk Assurance Services
cc Mr Larry Hughsam Director Finance and Treasurer
PricewatcrhouseCoopers UPnyC Tower i8 York Street Suite 2600 Toronto Ontario Canada M oB2T +1 416 8631133 F +1 416 365 8215 wwwpwccomca
lsquoPwt relera to Pdcewatethousetoopers LLP an Ontario limiled liabiLity paruiership
Toronto Public Library Board Audit plan for the year ending December 31 2016
Communications to the Board
Key mattersfor Commentsdiscussion
Client service team Tern McKinnon is your engagement leader and Julianne Cooke is your engagementmanager
Service deliverables We will audit the Libraryrsquos financial statements as of December 31 2016 and for theyear then ending prepared in accordance with PSAS
Our engagement letter which has been signed by the City of Toronto sets out theterms and conditions for our engagement as the independent auditor of the Libraryfor the above-mentioned year In addition our engagement letter outlines ourresponsibilities as the auditor and the responsibilities of management
Audit timeline We worked with management to develop this project timelinemdash Interim visit October 17-21 2016mdash Year-end visit March20 mdash March 31 2017mdash Clearance meeting with management To be confirmedmdash Deliveryfiling of financial statements To be confirmed
Audit approach Our audit approach is a mixture of tests of internal controls and substantive testingOur audit approach is designed to allow us to execute a quality and efficient auditWe do this byi gaining an understanding of the business by focusing on new developments
and key business issues affecting the Library as well as managementrsquosmonitoring of controls and business processes
ii identiring significant audit risks sharing our perspectives obtaining yourfeedback and ensuring our audit is tailored to these risks
iii using well-reasoned professional judgment especially in areas that aresubjective or require estimates and
iv leveraging reliance where possible on the Libraryrsquos internal controls andinformation technology and data systems
In the current year our planned work will include testing of key controls in thefollowing areasmdash Purchases payables and disbursementsmdash Payroll
All other areas will be subject to tests of detail
Significant risks are risks of material misstatement that we think need special auditconsideration We identified several significant audit risks and plan to address themas follows Please let us know if you agree that these are the most significant risksfrom your point of view and if you have any other areas of concern
PwC I
Toronto Public Library Board Audit plan for the year ending December 31 2016
Significant risk to Managementrsquos response and our audit approachdiscuss
Risk of management Accounting regulatory authorities require that the risk of material misstatement dueoverride of controls to management override of controls be considered a significant risk on every audit
engagement
This represents the risk that internal controls at the Library maybe circumvented toachieve desired financial results or gain inappropriate access to financial resources
In order to address this risk we will perform the followingbull All non-routine journal entries are reviewed and approved by the appropriate
level of managementbull We will review manual journal entries focusing on large and unusual entriesbull We will review accounting estimates for biases that could result in material
misstatementbull We will incorporate unpredictable procedures in the audit approach
Risk of fraud in revenue The risk of fraud in revenue recognition is a presumed significant risk underrecognition Canadian Auditing Standards We will assess this risk through the consideration of
the Libraryrsquos revenue recognition policies the incentivepressure to fraudulentlymisstate revenue and the potential opportunity
In order to address this risk we will perform the following
bull Update our understanding of managementrsquos processes and internal controlssurrounding revenue recognition
bull Obtain confirmations from the City of Toronto for subsidies received duringthe year
bull Test significant revenue streams through testing a sample of transactions tosupporting documents
Materiality Misstatements are considered to be material if they could reasonably be expected toinfluence the economic decisions of users of the financial statements We have set apreliminanrsquo materialihrsquo of S6i6oooo We will report unadjusted and adjusted itemsover S6i6ooo to the Board on completion of the audit
Fraud risk We discuss fraud risk annually with the Board Through our planning process (andprior yearsrsquo audits) we developed an understanding of your oversight processesincluding
Employee code of ethicsmdash Discussion at Board meetings and our attendance at those meetings or
reviewing minutes of meetingsmdash Presentations by management including business performance reviewsmdash Signing authorities
Are there any new processes or changes to the items above that we should be awareoP
We are not aware of any fraud Are you aware of instances of any actual suspected or
____________________________
alleged fraud affecting the Library
PwC 2
Toronto Public Ubrary Board Audit plan for the year ending December 31 2016
The matters raised In this and other reports that will flow from the audit are only those that have come to our attention arising from or relevant toour audit that we believe need to be brought to your attention They are not a comprehensive record of all the matters arising and in particularwe cannot be held responsible for reporting all risks in your business or all internal control weaknesses This report has been prepared solely foryour use It was not prepared or intended for any other purpose No other person or entity shall place any reliance upon the accuracy orcompleteness of statements made herein PwC does not assume responsibility to any third party and in no event shall PwC have any liabilityfor damages costs or losses suffered by reason of any reliance upon the contents of this report by any person or entity other than you
PwC 3
copy 2015 PricewaterhouseCoopers LLP an Ontario limited liability partnership All rights reserved
Board Resolutions ndash Status Report 1
STAFF REPORT INFORMATION ONLY
Board Resolutions ndash Status Report
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report lists the status of outstanding Toronto Public Library Board resolutions
BACKGROUND INFORMATION
At the April 2 2012 meeting the Toronto Public Library Board approved the inclusion of
Board Resolutions ndash 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 ndash Status Report ndash November 21 2016
18
1
STATUS REPORT
TORONTO PUBLIC LIBRARY BOARD RESOLUTIONS
AS AT NOVEMBER 21 2016
DATE OF
MEETING
MOTION
(Ref Minute )
STATUS
TARGET
DATE
Sep 8 2014 14-150 ndash Notice of Motion Funding and Timing of
PerthDupont Branch Relocation
5 requests that the local City Councillor consult
with the local community and make a
recommendation to the Board for a new name for
the relocated branch (which will no longer be
located at the corner of Perth and Dupont)
IN PROGRESS Staff to bring a recommendation to
the Board for a new name for the relocated branch to
the Board for approval
To be
determined
Feb 22 2016 16-040 ndash Naming Opportunity ndash Daniel Grafton
Hill III
2 requests staff to provide updates to the
Toronto Public Library Board on this
initiative at strategic intervals
IN PROGRESS This initiative is dependent on a
future branch capital project and consultation
process
To be
determined
Oct 24 2016 16-193 ndash Toronto Public Library Board ndash Self-
Evaluation
2 conducts a pilot self-evaluation during the
month of November 2016 and discusses the
results of the evaluation at the January 2017
meeting
IN PROGRESS A report is expected to be provided
at the January 2017 meeting
January 2017
meeting
Attachment 1
MINUTES Page 8
Toronto Public Library Board
Meeting No 9 Monday October 24 2016 from 605 pm to 820 pm
Cedarbrae Branch Florence Cruickshank Community Room 545 Markham Rd Toronto
16-198 Adjournment
Moved by Councillor Ainslie seconded by R Parry
That the Toronto Public Library Board
1 adjourns the October 24 2016 Toronto Public Library Board meeting
Carried
The meeting ended at 820 pm
Signed
City Librarianrsquos Report ndash November 21 2016 1
City Librarianrsquos Report
November 21 2016
Expanding Access to Technology and Training
The fourth round of Toronto Public Libraryrsquos (TPL) Staff Innovation Program launched in
October All staff were invited to submit proposals that merge innovation and technology
Successful submissions will gain access to the technology resources and expertise needed to
help the ideas grow into something bigger Special consideration is being given to proposals
that address one of the three research themes from the 2016-2019 Strategic Plan
consultations Income Inequality and Poverty Reduction Middle Childhood and Youth The
Staff Innovation Program is meant to stimulate staff to combine imagination technology and
a willingness to experiment in an effort to develop innovations that have a positive impact on
service engage a new community or partner improve staff efficiencies andor enhance user
services
Establishing TPL as Torontorsquos Centre for Continuous and Self-Directed Learning
Launched at the end of September Gale Courses is a new eLearning resource that offers
unlimited access to instructor-led online courses on a variety of topics Courses run for six
weeks with two new lessons released every week New sessions start every month A
Getting Started page is available on the Library website to help customers A valid TPL card
is required along with the creation of a personal account at Gale Courses Topics of courses
include accounting finance business and management computer applications web design
technology skills personal enrichment health and wellness and writing tplcadatabases
Creating Community Connections through Cultural Experiences
In a tradition that started last year with Kansas City Public Library Toronto Public Library
staff put together cheeky social media posts in support of the Toronto Blue Jays in
postseason The posts written as poetry using book spines are used to taunt the public
libraries in the opposing cities This year Toronto Public Library faced off against Arlington
and Cleveland public libraries The posts were well received by the public and generated lots
of engagement and media coverage ndash reaching both new and existing audiences Canadian
public libraries like Oshawa Public Library chimed in with their own book spine messages
and elementary school students showed their support by putting together several messages as
part of a class activity Toronto Public Library staff were invited to reveal their selected
titles on Breakfast Television for the opening game in the Toronto vs Cleveland series The
exercise was fun for staff and was a great opportunity for the Library to contribute to the
citys excitement
On November 11 Chris Hadfield gave a presentation as part of the autumn 2016 Bram amp
Bluma Appel Salon The talk entitled How to Think Like an Astronaut was broadcast via
our telepresence technology in partnership with Cisco to four TPL locations (Cedarbrae S
Walter Stewart Richview and York Woods) and to Deer Lake First Nation in Northern
Ontario In each offsite location kids 9-12 were invited to create a project that addressed
7
City Librarianrsquos Report ndash November 21 2016 2
some problem in space and then later were given the chance to interact remotely with Chris
to present the solution to their selected problem The telepresence technology and the Chris
Hadfield special event were made possible by the generous contributions of two important
partners to the Library The Bluma Appel Community Trust donated $400000 to fund the
technology and the program and Cisco Canada contributed additional equipment expertise
and technical and strategic support Thanks to both for helping the Library transform our
services to better serve Torontonians in the digital age
Supported by the Krembil Foundation The Cutting Edge series explores new ideas at the
intersection of health and technology The 2016 featured lecture was presented by Pulitzer
Prize winner Siddhartha Mukherjee on October 17 at the Bram amp Bluma Appel Salon
Mukherjeersquos recent book The Gene weaves together science social history and personal
narrative to explain one of the most important conceptual breakthroughs of modern times
Dr Mukherjeersquos sold out appearance was simulcast to the Toronto Reference Library atrium
and live streamed online Other programs in the 2016 series include Music Medicine A New
Frontier and Pushing the Boundaries of Alzheimer Treatment In addition to the Cutting
Edge series the Krembil Foundation funds enhancements to the Libraryrsquos medical collection
as well as training for library staff
tplcacuttingedge
In October TPL launched a pilot project that extends the Sun Life Financial Museum +
Arts Pass (MAP) program making it available to University of Toronto and Ryerson
students at their campus libraries The pass can then be checked out at one of five
participating TPL branches giving the student free access to the AGO the Bata Shoe
Museum the Textile Museum of Canada and one of eight participating City of Toronto
Historic Sites The goals of the pilot are to encourage student awareness and use of TPL
branches to promote TPL library card registration to expand the MAP programrsquos
accessibility and to encourage students to make use of the regular MAP program The pilot
will end in the spring of 2017 at which point an evaluation will take place The regular
MAP program allows individuals and families to explore the best of Torontorsquos arts and
cultural treasures by providing free access to 17 participating venues
tplcamappass
In partnership with Myseum of Toronto Toronto Public Library presents Cosmopolis
Toronto The World in One City ndash a photography exhibition that explores the journeys of
newcomers to Canada This series by photographer Colin Boyd Shafer captures the stories
of someone born in every country of the world who now calls Toronto home Through
photography exhibits and programs Cosmopolis Toronto The World in One City will be
displayed at select branches across the city Themes that emerge revolve around the power
of family faith food music and the things that remind us of the past as well as the places
that feel like home
tplcacosmopolis
October is Canadian Library Month and this year Ontario Public Library Week was
kicked off at Fort York Branch on Oct 17 Todd Kyle president of the Ontario Library
Association spoke about the valuable role libraries play in Canadians lives and launched a
City Librarianrsquos Report ndash November 21 2016 3
fun bookspinepoetry contest open to the public City Librarian Vickery Bowles introduced
the theme of this yearrsquos Ontario Public Library Week ldquoA visit will get you thinkingrdquo and
spoke about the transformation libraries are undergoing and the new ways they are
connecting with their users Kevin Finnerty Assistant Deputy Minister at the Ministry of
Tourism Culture and Sport presented the Public Library Awards Shortlist which included
Toronto Public Librarys Pan Am Host City Project Attendees toured Fort York Branch
including a visit to the popular digital innovation hub
Transforming for 21st Century Service Excellence
The TPL Foundation was pleased to announce a number of fundraising successes this fall
Sixty thousand dollars was raised through the generous support of patrons of the fourth
annual Hush Hush fundraiser on October 15 at the BloorGladstone Branch A portion of the
proceeds will go toward Young Voices a suite of programs that encourages creative
expression in Torontorsquos youth The Foundation also raised $9500 through supporters
running or walking in the Scotiabank Charity Challenge one participant in the Challenge
trained by running to all 100 TPL branches The Foundation is also happy to announce that
TD Bank has generously renewed its support of Black History Month Celebrations and
Indigenous Celebrations with a combined donation of $44000
Communications 1
8
COMMUNICATIONS
GENERAL CORRESPONDENCE
TORONTO PUBLIC LIBRARY BOARD MEETING ndash November 21 2016
It is recommended that the Toronto Public Library Board
1 receives Communication (a) from Joe Clark to the Toronto Public Library Board
dated November 17 2016 regarding the 2017 operating and capital budgets for
information
Joe Clark joeclarkjoeclarkorg
20161117
Re 2017 Interim Budget Estimates
2017 Operating and Capital Budgets Update
While most of the attention paid to the budget has revolved around the Mayorrsquos suicidal
and intrinsically unserious demand for a 26 budget cut everywhere I have to
wonder yet again why the Toronto Public Library Board does not understand
what its own staff are proposing
Is it because there were only two Boardmembers in the last decade who were known to
even have library cards (One sits on the current Board) Fundamentally you
people do not use the library system and do not understand it I can assure you
that hiring Moe hasnrsquot changed that one iota given his attested unwillingness to
learn what in-branch experience the area he purports to manage is really like
So letrsquos go through a few seriously unwise items in the Library budget
Nobody asked for ldquocash drawersrdquo at the self-service checkouts
that nobody asked for either
One of the budget documents lies about the history of self-checkout thus ldquoIn 2009 TPL
received $66 million to implement self-service checkout in branches resulting in
better service and expanded hours at no cost and also a reduction in staff to help
achieve budget targetsrdquo The real purpose of self-checkout was to fire expensive
employees not to make things more efficient And it involved clumsily sticking
decals on millions of items in many cases marring them permanently
Again The real purpose of self-checkout was firing staff That was confirmed to me to my
face by a manager in charge It had nothing to do with library users or literally
anything else If the project had started with automated sorters as its raison drsquoecirctre
first it might have made sense
Now wersquore being threatened with ldquocash drawersrdquo As ever the library canrsquot be honest
about whatrsquos really happening here verbally dressing up this fiasco as Integrated
Payment Solutions whatever those are
2
With an investment of $2250 million over two years []hellip [c]ustomers will be able to pay
fines at the self-checkout terminals at the same time as checking out materials
Currentlyhellip fine payments can only be made onlinehellip or from a face-to-face interaction
with library staff at the check-out desk
God forbid
Combined these initiatives will save $0526 million or 03 in 2017 and allow a reduction
in staff of 68 FTEs[]
In other words ldquothese initiativesrdquo will cost $(2250000 divide 2 ndash 526000) or $599000 in
Year 1
The only library patrons who could possibly need this service are the ones who could
never get it in the first place ndash those whose only use of the library is via the
Bookmobile which canrsquot take cash payments and which donrsquot use RFID in the first
place (Did you know that) Nobody else needs or wants this service
Further does the Library really mean ldquocash drawersrdquo as in tills Do you know what you
even mean How will these tills dispense change Wonrsquot every one of them be
burglarized every day How long till Sue-Ann Levy writes a column about that
The Library refuses to adjust the collections budget
for known decreases in usage
Budget documents
$0482 million represents a 25 projected cost increase for library materials based on
experience and industry projections while needing to accommodate the impact of a
stronger US dollar on the Libraryrsquos purchasing power[]
The Library has elsewhere admitted that third-language materials ndash this means non-
English and non-French though the positioning of French as equivalent to
English is a joke in itself ndash have suffered serious decline in recent years Some
languages (by implication Indian ones) have shown 45 decreases in demand
That demand is never gonna come back Yet the Library whose collections policy is in
some respects more whim than policy proposes a $482000 increase largely to
handle projected exchange rates
3
Why hasnrsquot the Library proposed reducing relevant third-language budgets by the same
amount demand has reduced then redirecting that money to other collections
Why does the Library propose spending tens of thousands of dollars per
language in permanent decline instead of spending that money on items people
actually want including third-language items that really get used
Collections policy really does contain a large dosage of whim I should know being the
largest single submitter of blue forms and whose yellow forms are simply
ignored (Boardmembers ldquoWhat are thoserdquo) being someone who knows there is
no policy at all for acquiring new magazine titles and getting rid of dud titles and
most of all being the person who has had to take the Toronto Public Library to
the Human Rights Tribunal of Ontario over its banning of a single author an
outrageous unprincipled action that is seriously popular in-house and which the
Library clearly intends to defend to the death at any cost in legal fees
Yet this is the same department you intend to authorize to waste money on third-
language materials that will never be used while also handing it another
482 grand
If you actually used the Library and if you actually read your own reports would you
leave these items in the proposed budget Again what happens if Sue-Ann Levy
finds out and documents these errors in a newspaper none of you really think
should be taken seriously in the first place
ndash 30 ndash
Ready for Reading WebsiteToronto Public Library
Peggy Thomas
Manager Childrenrsquos Services
Questions
Contact informationPeggy Thomaspthomastorontopubliclibraryca
2017 Interim Budget Estimates 1
STAFF REPORT ACTION REQUIRED
2017 Interim Budget Estimates
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The purpose of this report is to seek Toronto Public Library Board adoption of the 2017
interim operating and capital budget estimates in order to enable Toronto Public Library
(TPL) to carry out normal operations during the period between January 1 2017 and the date
on which Council approves the 2017 operating and capital budgets expected to be on
February 15 or 16 2017
The interim operating budget for TPL is $48647 million gross ($44249 million net) which
is based on 25 of TPLrsquos 2016 approved budget The interim capital budget is $5522
million gross ($3524 debt) which is based on 25 of the 2017 funding commitments for
previously approved capital projects
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 adopts the 2017 interim operating budget of $48647 million gross ($44249 million
net) subject to Council approval and
2 adopts the 2017 interim capital budget of $5522 million gross ($3524 million debt)
subject to Council approval
FINANCIAL IMPACT
The 2017 interim budget estimates will enable TPL to carry out normal operations during the
period between January 1 2017 and the date on which Council approves the 2017 operating
and capital budgets expected to be on February 15 or 16 2017 The 2017 interim operating
budget for TPL is $48647 million gross ($44249 million net) which represents 25 of
TPLrsquos 2016 approved operating budget
The interim capital budget is $5522 million gross ($3524 million debt) which represents
25 of the 2017 funding commitments for previously approved capital projects Any unspent
11
2017 Interim Budget Estimates 2
capital funds from 2016 will also be available during the interim period of 2017 The
combination of the 25 funding and 2016 unspent carry-forwards will be adequate to meet
TPLrsquos capital needs in the interim period
The budget percentage approvals are consistent with other City Agencies and Divisions
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
ALIGNMENT WITH STRATEGIC PLAN
The adoption of the 2017 interim budget estimates ensures the continuance of TPLrsquos business
until Council approves the 2017 operating and capital budgets
ISSUE BACKGROUND
In accordance with TPLrsquos Financial Control Policy prior to the approval of the annual
operating and capital budgets the Library Board needs to adopt the Council-approved
interim estimates to fund the continuance of the Libraryrsquos business from the first day of
January to the date the operating and capital budgets for that year are approved
COMMENTS
The 2017 interim budget estimates for the operating and capital budgets expected to be
approved by Council on December 13 2016 enable City Programs and Agencies to carry out
their operations until Council approves the 2017 operating and capital budgets expected on
February 15 or 16 2017
Expenditures made during the period beginning January 1 2017 to until the date Council
approves the 2017 operating and capital budgets must be restricted to normal operations
CONTACT
Larry Hughsam Director Finance amp Treasurer Tel 416-397-5946
E-mail lhughsamtorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
Runnymede Branch ndash Award of Tender 1
STAFF REPORT ACTION REQUIRED
Runnymede Branch ndash Award of Tender
Date November 21 2016
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 of Runnymede Branch as per
Toronto Public Libraryrsquos (TPLrsquos) drawings and specifications
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 awards the contract to the lowest bidder Brown Daniels Associates for the interior
renovation of the Runnymede Branch at a cost of $543147 which includes a
contingency of $49377 [excluding Harmonized Sales Tax (HST)]
FINANCIAL IMPACT
The total amount of $543147 which is made up of the tender amount of $493770 plus the
contingency of $49377 (excluding HST) is included as part of the Multi-Branch Renovation
State of Good Repair (SOGR) Project of the approved 2016 capital budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
ALIGNMENT WITH STRATEGIC PLAN
The interior renovation of the Runnymede Branch helps to achieve various strategic plan
priorities and goals including
increase access to in-branch services and spaces and new options to expand public and
community space
advance State of Good Repair projects to provide welcoming well-maintained and efficient
public space
create in-branch environments that connect neighbourhoods and communities offering
opportunities for partnerships civic engagement and resident participation
12
Runnymede Branch ndash Award of Tender 2
build capacity to deliver elearning and interactive distance learning services
offer broad access to experiential collaborative mentored and networking learning
opportunities in response to the different ways people learn and the unique needs of local
communities
offer access to new and emerging technologies to support innovation entrepreneurship and
creativity
COMMENTS
Runnymede is a 12034 sq ft neighbourhood branch In 2015 Runnymede was the third
busiest branch in the Toronto Public Library system in terms of visits and the busiest branch
in terms of holds pick-up The branch opened in 1928 and is listed on Toronto Historical
Boards Inventory of Heritage Properties It has undergone several renovations over the
years
A renovation and expansion of Runnymede Branch was completed and successfully opened
to the public in 2005 Eleven years have passed and library service has changed With
introduction of self-service and more collaborative work spaces the existing large service
desk is no longer required Moreover the high level of traffic creates congestion in the
branch The proposed renovation to the main floor of the library will resolve these issues In
addition to the installation of a new smaller service desk the renovation will involve a re-
design of the computer areas new flooring new window coverings and collections
merchandizing The second floor of the branch will be opened up to improve security
through increased visibility and allow for greater flexibility in the use of the public space
Architects for the project Building Arts Architects Inc was hired to provide architectural services for the Runnymede
Branch renovation project in April 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 of the most experienced and previously proved General
Contractors were pre-qualified and invited to bid on the project All eight (8) attended the
mandatory site meeting at Runnymede Branch on October 4 2016
Call for Tenders On September 30 2016 the Call for Tenders was issued to the eight pre-qualified bidders 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 The bid documents prepared by the Architects were
supplied to all prequalified bidders All bidders had to attend a mandatory information
meeting on October 4 2016 The bid documents comprised the following documents
List of Prequalified Bidders
Instruction to Bidders
Runnymede Branch ndash Award of Tender 3
Available Project Information
Stipulated Price Bid Form
Unit Prices Bid Form Supplement
Alternative Prices Bid Form Supplement
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 October 20 2016 TPL received tenders from seven of the pre-qualified General
Contractors The Architects and library staff analysed the three lowest bids to ensure that all
requirements of the bidding process were met as follows
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 amp
material bond)
o unconditional bid
o completed amp sealed stipulated price bid form
o acknowledges all addenda issued as part of the Call for Tenders
o completed amp dated unit prices bid form supplement
o completed amp dated alternative prices bid form supplement
o completed amp dated list of subcontractors bid form supplement
o confirmation of pre-qualified subcontractors where required
Award of tender recommendation For the recommended contract award to Brown Daniels Associates the following
requirements have been met
1 The bidder is in conformance with 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 successfully completed a number of Toronto Public Library
projects including Woodside Square Mimico and Ellesmere Branches North York Central
Library and the recent Beeton Hall renovation at the Toronto Reference Library The
references were checked by the architect and were satisfactory
Runnymede Branch ndash Award of Tender 4
CONTACT
Moe Hosseini-Ara Director Branch Operations and Customer Experience
Tel 416-397-5944 E-mail mhosstorontopubliclibraryca
Gail Rankin Senior Manager Facilities Management Tel 416-395-5881
E-mail grankintorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
13 aLIBRARYAPPROVED MINUTES Page I
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 1 Tuesday May 31 2016 from 540 pm to 725 pmToronto Reference Library Board Room 789 Yonge Street Toronto
Members PresentMr Ron CarinciMs Lindsay ColleyMs Dianne LeBretonMs Sue Graham-Nutter
RegretsMs Archana Shah
SPPM Call to Order16-001 Elizabeth Glass Director Policy Planning amp Performance Management and the
City Librarianrsquos desiwiate called the meeting to order at 540 pm
SPPM Election of Chair of the Strategic Plan Performance Measures Committee16-002 Elizabeth Glass called for nominations for the Chair of the Strategic Plan
Performance Measures Steering Committee
Moved by 1 CarinciThat1 Dianne LeBreton be nominated for chair
carriedDianne LeBreton agreed to stand for election
There being no further nominations it wasMoved by L ColleyThat the Strategic Plan Performance Measures Committee1 closes nominations
carried
Elizabeth Glass declared Diarme LeBreton duly elected Chair of the Strategic PlanPerformance Measures Committee by acclamation
Dianne LeBreton assumed the Chair
APPROVED MINUTES Page 2
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 1 Tuesday May 31 2016 from 540 pm to 725 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Declarations of Conflict of Interest16-003 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda16-004 Moved by R (lsquoarinci
That the Strategic Pla ii Perbnnance Measures Committee1 approves the agenda
Carried
SPPM Communications16-005 There were no Communications items at the May 31 2016 Strategic Plan
Performance Measures Committee meeting
SPPM Presentations16-006 There were no public presentations at the May 31 2016 Strategic Plan
Performance Measures Committee meeting
Item for ApprovalSPPM Strategic Plan 2016-20 19 Status and Performance Management Reporting Tools
Elizabeth Glass and Michele Melady Acting Manager Planning amp Developmentprovided a presentation on status and performance management reporting tools
16-007 Committee DecisionIrsquofo red by K CauinciThat the Strategic Plan Perbrmance Measurement Committee1 considers the summary of Toronto Public Library s strategic priority
alignment witi key City strategiesbr information (Attachment 1)2 considers the template that will he used for the semimdashannual status report
on Strategic Plan activitiesbr 2016br presentation to the Library Boardin June fbr inbnnation Attacunent 2)
3 considers the Divi Strategic Plan Dashboard to provide recommendationson the brmat so that staff cciii make revisions and populate the templatewith nwasuucs br the next Steering Committee Meeting (Attachment 3)
Carried as amended
APPROVED MINUTES Page 3
Toronto Public library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 1 Tuesday May 31 from 540 pm to 725 pmToronto Reference Library Board Room 789 Yonge Street Toronto
MotionsSee the followingMoved by R CarinciThat the Strategic Plan Performance Measures Committee1 considers the summary of Toronto Public Libraryrsquos swategic priority
alignment with key City strategies for information (Attachment 1)2 endorses (lie template that will be usedfor the semi-annual status report
on Strategic Plan activities for 2Ol6for presentation to the Library Boardin June for information (Attachment 2)
3 considers the Draft Strategic Plan Dashboard to pro viderecommendations on the format so that staffcan make revtcions andpopulate the template with measures for the next Steering ConmitteeMeeting (Attachment 3)
Amended
Moved in amendment by S Graham-NutterThat the Motion moved by R Carbici be amended to change the word endorsesrdquoin Recommendation 2 to the word considers so that it reads asjoacutellows1 considers the template that will be usedJar the semi-annual status report
on Strategic Plan activitiesfor 2016for presentation to the Library Boardin June for information (Attachment 2)
Carried
SPPM Adjournment16-008 Moved by pound Graham-Nutter
That the Strategic Plan Perjagravermance Measures Committee1 adjourns the May 31 2016 Strategic Plan Performance Measures
Committee meetingCarried
The meeting ended at 725 pm c)r -
Signed ( I lsquoI 7lt--
TORONTOPUB LIC
LIBRARYAPPROVED MINUTES Page 1
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 2 Wednesday July 13 2016 from 530 pm to 635 pmToronto Reference Library Board Room 789 Yonge Street Toronto
Members PresentMs Dianne LeBreton (Chair)Ms Lindsay CofleyMs Sue Graham-NutterMs Archana Shah
RegretsMr Ron Carinci
SPPM Call to Order16-010 Dianne LeBreton called the meeting to order at 530 pm
SPPM Declarations of Conflict of Interest16-011 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda16-012 Moved byL colley
That the Strategic Plan Petformance Measures Committee1 approves the agenda
Carried
SPPM Confirmation of IrsquoIay 31 2016 Strategic Plan Performance Measures Committee16-0 13 Meeting Minutes
Moved by L ColleyThat the Strategic Plan PerJbrmance Measures Committee1 confirms the Minutes of the May 31 2016 Strategic Plan Performance
Measures CommitteeCarried
APPROVED MENUTES Page 2
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteelNrsquoIeeting No 2 Wednesday July 13 from 530 pm to 635 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Business Arising from the Minutes16-014 There were no Business Arisingfrom the Mintues items at the July 13 2016
Strategic Plan Performance Measures Committee meeting
SPPM Communications16-015 There were no Communications items at the July 13 2016 Strategic Plan
Performance Measures Committee meeting
SPPM Presentations16-016 There were no public presentations at the July 13 2016 Strategic Plan
Performance Measures Committee meeting
Itemfor ApprovalSPPM Strategic Plan 2016-2019 Status and Performance Management Reporting Tools16-0 17 Elizabeth Glass Director Policy Planning amp Performance Management and
Linda Hazzan Director Communications Progranuning amp CustomerEngagement provided a presentation on status and performance managementreporting tools
Moved byA ShahThat the Strategic Plan Performance Measurement Committee1 considers the attached presentation materials and2 directs staffto further develop the balanced score card key performance
indicators and the Strategic Plan dashboard and indicatorsfor a StrategicPlan Performance Measures Steering committee meeting in September
CarriedSPPM Adjournment16-018 iWoved by S Graham-Nutter
That the Strategic Plan Performance ArsquoJeasures Committee1 adjourns the July 13 2016 Strategic Plan Performance Measures
Committee meeting
Carried
The meeting ended at 635 pm-
Signed lsquoiV i f
TORONTOPUB LIC
LIBRARYAPPROVED MINUTES Page 1
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 3 Tuesday September 20 2016 from 530 pm to 630 pmToronto Reference Library Board Room 789 Yonge Street Toronto
Members PresentMs Dianne LeBreton (Chair)ML Ron CadnciMs Lindsay ColleyMs Archana ShahMs Sue Graham-Nutter
Regrets
SPPM Call to Order16-019 Dianne LeBreton called the meeting to order at 530 pm
SPPM Declarations of Conflict of Interest16-020 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda16-021 Moved by L Colley
That the Strategic Plan Performance Measures Committee1 approves the agenda
Carried
SPPM Confirmation of July 13 2016 Strategic Plan Performance Measures Committee16-022 Meeting Minutes
Moved by L ColleyThat the Strategic Plan Peiformance Measures Committee1 confirms the Minutes of the fitly 13 2016 Strategic Plan Performance
Measures Committee
Carried
APPROVED MINUTES Page 2
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 3 Tuesday September 20 2016 from 530 pm to 630 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Business Arising from the Minutes16-023 There were no Business Arisingfrom (lie Minutes items at the September 20 2016
Strategic Plan Performance Measures Committee meeting
SPPM Communications16-024 There were no Communications items at the September 20 2016 Strategic Plan
Performance Measures Committee meeting
SPPM Presentations16-025 There were no public presentations at the September 20 2016 Strategic Plan
Performance Measures Committee meeting
Itemfor ApprovalSPPM Strategic Plan 2016-2019 Accountability Framework and Reporting Tools16-026 Elizabeth Glass Director Policy Planr1ing amp Performance Management
provided a presentation on accountability framework and reporting tools
Moved by S Graham-NurterThat the Strategic Plan Performance Afeasurement Committee1 considers the approach ofusing logic models and a balanced scorecard as
the strategic plan accountabilityframework and a dashboard to visuallyrepresent the progress and achievement as outlined in the flowchart(Attachment 1k
2 endorses the logic model examples that will be used as templates fordeveloping a logic model for each strategic priority (Attachments 2 and3k
3 endorses the balanced scorecard and recommended key performanceindicatorsJbr the Boardrsquos monitoring and assessment ofthe strategicplan lsquo5 progress (Attachment 1)
Deferred
The Committee deferred consideration of the recommendations in the StrategicPlan 2016-2019 Accountability Framework and Reporting Tools report until thenext meeting of the Committee
APPROVED MINUTES Page 3
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 3 Tuesday September 20 from 530 pm to 630 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Adjournment16-027 Moved by L Colley
That the Strategic Plan Performance Measures Committee1 adjourns the September 20 20J6 Strategic Plan Performance Measures
Conunittee meetingCarried
The meeting ended at 630 pm - - - I
Signed (V UrsquoL
MINUTES Page 1
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
13b
Members Present
Mr Ron Carinci
Ms Lindsay Colley
Ms Archana Shah
Ms Sue Graham-Nutter
Regrets
Ms Dianne LeBreton (Chair)
SPPM Call to Order
16-028 Vickery Bowles called the meeting to order at 530 pm Ms Bowles advised that
Dianne LeBreton committee chair was unexpectedly unable to attend the
meeting An election of an acting chair was required
SPPM Declarations of Conflict of Interest 16-029 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda 16-030 Moved by R Carinci
That the Strategic Plan Performance Measures Committee approves the agenda
as revised to
1 elect an Acting Chair for the November 7 2016 meeting in the absence of
the Committee Chair
Carried
MINUTES Page 2
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Election of Acting Chair
16-031 Vickery Bowles called for nominations for the Acting Chair of the Strategic Plan
Performance Measures Steering Committee
Moved by R Carinci
That
1 Sue Graham-Nutter be nominated for Acting Chair
Carried
Sue Graham-Nutter agreed to stand for election
There being no further nominations it was
Moved by R Carinci
That the Strategic Plan Performance Measures Committee
1 closes nominations
Carried
Vickery Bowles declared Sue Graham-Nutter duly elected Acting Chair of the
Strategic Plan Performance Measures Committee by acclamation
Sue Graham-Nutter assumed the Chair
SPPM Confirmation of September 20 2016 Strategic Plan Performance Measures
16-032 Committee Meeting Minutes Moved by R Carinci
That the Strategic Plan Performance Measures Committee
1 confirms the Minutes of the September 20 2016 Strategic Plan
Performance Measures Committee
Carried
SPPM Business Arising from the Minutes
16-033 There were no Business Arising from the Minutes items at the November 7 2016
Strategic Plan Performance Measures Committee meeting
SPPM Communications
16-034 There were no Communications items at the November 7 2016 Strategic Plan
Performance Measures Committee meeting
MINUTES Page 3
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Presentations
16-035 There were no public presentations at the November 7 2016 Strategic Plan
Performance Measures Committee meeting
Item for Approval
SPPM Strategic Plan 2016-2019 Accountability Framework Reporting Tools and Key
16-036 Performance Indicators
Elizabeth Glass Director Policy Planning amp Performance Management
responded to questions from committee members
Moved by L Colley
That the Strategic Plan Performance Measurement Committee
1 endorses the Strategic Plan accountability framework as outlined in the
flowchart (Attachment 1)
2 endorses the logic model examples that will be used as templates for
developing a logic model for each strategic priority (Attachments 2
and 3)
3 endorses the balanced scorecard and recommended key performance
indicators for the Boardrsquos monitoring and assessment of the Strategic
Planrsquos progress (Attachment 4)
Carried
Staff were directed to provide Board members with an overview of the
accountability framework for the Strategic Plan with the tools KPIs and the
reporting timelines
SPPM Adjournment
16-037 Moved by L Colley
That the Strategic Plan Performance Measures Committee
1 adjourns the November 7 2016 Strategic Plan Performance Measures
Committee meeting
Carried
The meeting ended at 600 pm
Signed
Strategic Plan 2016-2019 Accountability Framework 1
STAFF REPORT ACTION REQUIRED
Strategic Plan 2016-2019 Accountability Framework
Date November 21 2016
To Toronto Public Library Board
From Strategic Plan Performance Measures Committee
SUMMARY
The purpose of this report is to recommend the approval of the Strategic Plan 2016-2019
Accountability Framework to the Toronto Public Library Board
A Strategic Plan Performance Measures Committee was established on April 25 2016 to
provide advice and recommendations to the Board for strengthening the Boardsrsquo
monitoring and assessment of the strategic planrsquos implementation for compliance and
progress
The Committee met four times from May to November 2016 to receive and inform the
development of the Strategic Plan 2016-2019 Accountability Framework which contains
three main tools a balanced scorecard with key performance indicators a dashboard to
visually present the results and a logic model to show the alignment between the strategic
priorities key activities over four years and the expected outcomes and impact
At its November 7 2016 meeting the Committee endorsed the Accountability Framework
and concluded its work
RECOMMENDATIONS
The Strategic Plan Performance Measures Committee recommends that the Toronto
Public Library Board
1 approves the Strategic Plan 2016-2019 Accountability Framework
FINANCIAL IMPACT
There is no financial impact beyond what has already been approved in the current yearrsquos
budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
13c
Strategic Plan 2016-2019 Accountability Framework 2
DECISION HISTORY
At its April 25 2016 meeting the Library Board received the following report Strategic
Plan Performance Measures Committee Terms of Reference and approved the Terms of
Reference for the Strategic Plan Performance Measures Committee as outlined in
Attachment 1
httpwwwtorontopubliclibrarycacontentabout-the-
librarypdfsboardmeetings2016apr2512-performance-measures-committee-terms-of-
referencepdf
httpwwwtorontopubliclibrarycacontentabout-the-
librarypdfsboardmeetings2016apr2512-performance-measures-committee-terms-of-
reference-att-1pdf
At its May 31 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Status and Performance
Management Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-may-31jsp
At its July 13 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Status and Performance
Management Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-jul-13jsp
At its September 20 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Accountability
Framework and Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-sep-20jsp
At its November 7 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Accountability
Framework Reporting Tools amp key Performance Indicators
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-nov-07jsp
ISSUE BACKGROUND
The Strategic Plan Performance Measures Committee was established on April 25 2016 to
provide advice and recommendations to the Library Board for strengthening the Boardrsquos
monitoring and assessment of the strategic planrsquos implementation for compliance and
progress
During the development of the Accountability Framework and the reporting tools the
Committee met four times from May to November 2016 to receive information and provide
advice At its November 7 2016 meeting the Committee endorsed the Framework and
concluded its work
Strategic Plan 2016-2019 Accountability Framework 3
COMMENTS
There are three broad outcomes for the Strategic Plan 2016-2019 based on input gathered
from Toronto residents during the strategic plan consultation process
Expanding Access
Increasing Opportunity
Building Connections
Six strategic priorities were established to advance the broad outcomes
Advancing TPLrsquos digital platforms
Breaking down barriers to access driving inclusion
Expanding access to technology and training
Establishing TPL as Torontorsquos centre for continuous and self-directed learning
Creating community connections through cultural experiences
Transforming for 21st century service excellence
The purpose of the Accountability Framework is to guide the development monitoring and
reporting of the annual work plan for each of the four years from 2016 to 2019 and the
overall achievements of the Strategic Plan over four years It serves as
a reporting structure for the Board to monitor the progress of the strategic plan and
provide guidance
a public facing reporting tool to demonstrate openness and accountability
an internal tool to advance shared understanding of the strategic priorities and guide the
work of staff
The Accountability Framework is composed of three main tools
1 Balanced Scorecard with key performance indicators (Attachment 1 amp Attachment 2)
The overall achievements of the strategic plan will be reported using a balanced
scorecard approach with key performance indicators established under four
perspectives Customer Operational Learning amp Growth and Financial Work plan
achievements will be reported to the Board in a semi-annual status report
2 Dashboard (Attachment 3)
A dashboard format will be used to visually present the strategic plan achievements
as measured against the key performance indicators and targets This will be reported
to the Board annually
3 Logic Models
A logic model (Attachment 4) is developed to align the six strategic priorities with
key activities the broad outcomes and the contribution to the success of City of
Torontorsquos key strategies over four years
Logic models will also be developed for each strategic priority with appropriate key
activities and outcomes to guide the development of annual work plans strategic
Strategic Plan 2016-2019 Accountability Framework 4
partnerships and funding priorities Attachment 5 shows an example of a logic model
for Strategic Priority 2 Breaking down barriers to access driving inclusion
The flowchart in Attachment 6 illustrates the relationship of the three tools The key activity
of Expanding Access to branches and community service points under Priority 2 is provided
as an example
CONTACT
Elizabeth Glass Director Policy Planning amp Performance Management
Tel 416-395-5602 E-mail eglasstorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Balanced Scorecard with Key Performance Indicators
Attachment 2 List of Strategic Plan 2016-2019 Key Performance Indicators
Attachment 3 Dashboard example
Attachment 4 Strategic Plan 2016-2019 Logic Model
Attachment 5 Strategic Plan 2016-2019 Priority 2 Logic Model
Attachment 6 Strategic Plan 2016-2019 Accountability Framework Flowchart
Strategic Plan 2016 mdash 2019 Balanced Scorecard Attachment 1
Key Performance Indicators
Total number of active members
bull Total use per capita
bull Visits per capita
bull Virtual visits per capita
bull In-branch technology utilization rate internet access workstationper 100000 population wireless connections per capita
bull Utilization rate (program capacity) learning programs(ESL + Literacy + User Ed + lifelong learning)
bull Utilization rate of technology training programs
bull Utilization rate of cultural programs
bull ft of branches providing regular after-schoolprogramming from September to June
bull User satisfaction overall
bull User satisfaction in-branch technology(computers software wifi)
Users satisfaction knowledge andhelpfulness of staff
Key Performance Indicators
bull Total Open Hours
bull ft of Sunday branches (September to June)
bull ft of NIA Sunday branches (September to June)
bull ft of Sunday branches (Year-round)
ft of NIA Sunday branches (Year-round)
Turnover rate of circulating items
of special collections that are digitized
KKey Performance Indicators
bull Logic Models and evaluation frameworksdeveloped for strategic priorities
bull Spending in staff development (Total Averageper staff)
bull staff who report they have the skills andtraining to meet service delivery outcomes
bull of staff who report high levels ofengagement
Key Performance Indicators
bull Cost per use
Operating Expenditures
Operating expenditures per capita
Operating expenditures for electronic materials
Operating expenditures for digital technology
bull Total funding
bull Total funding per capita
bull Total funding from TPL Foundation
Page 1 of 1
Strategic Plan 2016-2019 Balanced Scorecard Key Performance Indicators
Customer Perspective Operational Perspective Learning amp Growth Perspective Financial Perspective
Total number of active members
Total use per capita o Visits per capita
Virtual visits per capita
In-branch technology utilization rate internet access workstation per 100000 population wireless connections per capita
Utilization rate (program capacity) learning programs (ESL + Literacy + User Ed + lifelong learning)
Utilization rate of technology training programs
Utilization rate of cultural programs
of branches providing regular after-school programming from September to June
User satisfaction overall
User satisfaction in-branch technology (computers software wifi)
Users satisfaction knowledge and helpfulness of staff
Total Open Hours o of Sunday branches
(September to June) o of NIA Sunday branches
(September to June) o of Sunday branches
(Year-round) o of NIA Sunday branches
(Year-round)
Turnover rate of circulating items
of special collections that are digitized
Logic Models and evaluation frameworks developed for strategic priorities
Spending in staff development (Total Average per staff)
staff who report they have the skills and training to meet service delivery outcomes
of staff who report high levels of engagement
Cost per use
Operating Expenditures o Operating expenditures per
capita
Operating expenditures for electronic materials
Operating expenditures for digital technology
Total funding o Total funding per capita o Total funding from TPL
Foundation
Attachment 2
Attachment 3
Strategic Plan 2016-2019 Dashboard
Key Performance Indicators
Example Open Hours
2016 Activities that will move the dial Status
Sunday service expanded to create year-round service at 6 District and 2 R amp R branches and added to 6 neighbourhood branches to provide seasonal Sunday service
Measure Baseline (2015) Current (Dec 2016) Target (2019) change
Total open hours 269672 hours 274397 hours 281878 hours + 45
Attachment 4
Toronto Public Library Strategic Plan 2016-2019 Logic Model
Torontonians are aware of library services to
address immediate needs
Create and implement Digital Strategy to develop online services
Torontonians have access to reading and
learning materials in a wide range of formats
and levels to support the joy of reading and
lifelong learning
TPL has resources and well-trained staff to
deliver strategic outcomes
Torontonians are connected through cultural
and leisure experiences and opportunites
TPL provides exceptional services and
experience at customers every point of need
TPL increased partnership and funding
opportunities with City of Toronto community
organizations and funding partners
Torontonians have improved access to
technology and staff assistance to develop
technology skills
Torontonians have expanded access to
emerging technology innovation spaces and
programs
Torontonians have new experiential
collaborative and e-learning opporunities to
support education employment and multiple
literacies
Use technology to drive improvements in business processes and
efficiency eg cloud analytics
Torontonians have equitable
support to learning and training
and gain the knowledge multiple
literacy skills and networks to
enrich their education work life and
leisure experiences
Torontonians have access to
programs and activities to support
and enhance diverse cultural
experiences and library collections
that reflect their cultural ineterests
and needs
Support readers of all ages and interests with diverse collections
readers advisory and a wide range of literary and cultural programs
Toronto children and youth have additional safe
after school social and learning environments
and programs
Priorities Key Activities
Mission Toronto Public Library provides free and equitable access to services which meet the changing needs of Torontonians The Library preserves and promotes universal
access to a broad range of human knowledge experience information and ideas in a welcoming and supportive environment
Establishing TPL as Torontos
centre for continuous and self-
dlirected learning
Impact
Expanding access to technology
and training
Advancing TPLs digital platforms
Breaking down barriers to access
driving inclusion
Expand high quality out-of-school-time programs for children and youth
Increase awareness and engagement across library channels
Allocate additional resources to sustain current and emerging
technology
Provide access to current and emerging technology and training in
library branches and community locations
Identify and remove policy barriers to online and in-person servicesToronto Public Library is a
community asset that builds
community capacity and improves
Torontonians well-being
Toronto Public Library contributes to the success of
Toronto Strong Neighbourhood Strategy 2020
Actions for strong Neighbourhoods
under five domains
Physical surroundings
Economic opportunities
Healthy lives
Social development and
Participation in civic decision-making
Toronto Public Library is a key partner in
City of Torontos Poverty Reduction Strategy
in addressing the issues of
service access and availability
Toronto Public Library supports the positive
outcomes of City of Torontos strategies for targeted
population including
Raising the Village Measuring the Well-being
of Children and Families in Toronto
Toronto Youth Equity Strategy
Toronto Newcomer Strategy
Toronto Seniors Strategy
Expand access to branches and community service points
Develop new resources programs and partnerships to deliver eLearning
programs
Provide in-branch resources space and technology to support
experiential learning
Provide resources and programs to support civic engagement
community events and discussion of social issues
Transforming for 21st century
service excellence Dedicate staff resources and training to provide expertise in key
strategic areas eg technology and literacy
Torontonians are empowered and supported in
their partcipation in civic lifeCreating community connections
through cultural experiences
Create diverse and inclusive cultural programs and experiences in
branch and online spaces
Curate and digitize special collections to reflect Torontos diverse
history culture and heritage
Develop organizational structure and culture to support innovation and
customer service excellence
ACCESS
OPPORTUNITY
CONNECTIONS
Outcomes
Torontonians have easy convienient online
access to library collections and services
Torontonians have convenient and local access
to neighbourhood spaces and services
Attachment 5
Expand online services
Develop self-serve Library Kiosks
Increased program offerings
After hours access implemented
Increased online service options
Increased self-service options
CONNECTIONS
Understand City demographics
demands and use of a full range of
library services
Develop after-hours access at branches
2 Breaking down
barriers to access
driving inclusion
Toronto Public Library contributes to the success of
City of Torontos key strategies including
Toronto Strong Neighbourhood Strategy 2020
bull Targeting appropriate resources to
respond to neighbourhood needs
Toronto Poverty Reduction Strategy
bull Address immediate needs
bull Create pathways to prosperity
bull Increase service access and availability
ACCESS
OPPORTUNITYLibrary membership options reflect
users online and branch access
needs
Provide access to current
and emerging technology
and training in library
branches and community
locations
Increase awareness and
engagement across library
channels
Sunday service expanded in target
branches
Identify and remove policy
barriers to online and in-
person services
Expand access to branches
and community service
points
Number of blocked library cards
reduced in target populations
Toronto Public Library Strategic Plan 2016-2019 Logic Model
Priority Impact
Mission Toronto Public Library provides free and equitable access to services which meet the changing needs of Torontonians The Library preserves and promotes universal access to a broad
range of human knowledge experience information and ideas in a welcoming and supportive environment
OutcomeKey Activities
Toronto Youth Equity Strategy
bull Service gaps
bull Service relevance amp accessibility
Toronto Newcomer Strategy
bull Improving access to municipal supports
bull Supporting civic engagement and
community capacity
Develop marketing strategy and conduct
publicity campaigns
Toronto Seniors Strategy
bull Equity
bull Inclusion
bull Respect
bull Quality of life
Expand access to library service in
community locations
Toronto Public Library is a
community asset that builds
community capacity and improves
Torontonians
well-being
Torontonians have equitable
support to learning and training
and gain the knowledge multiple
literacy skills and networks to
enrich their education work life
and leisure experiences
Torontonians have access to
programs and activities to support
and enhance diverse cultural
experiences and library
collections that reflect their
cultural ineterests and needsIncreased circulation of library
materials
Identify and remove policy barriers to
online and in-person services
Raising the Village Measuring the
Well-being of Children and Families in Toronto
bull Families have equitable access to
learning and training and are active in
their childrenrsquos education
bull Families belong to communities and
have the freedom to express and
opportunities to foster their culture and
identity
Torontonians are aware of library
services to address immediate needs
Conduct outreach and customer
engagement programs
Expand branch hours with additional
programs
Torontonians have easy
convienient online access to library
collections and services
Torontonians have convenient and
local access to neighbourhood
spaces and services
Attachment 6
Accountability Framework
Example
Priority Key Activity Short Term Medium Term Impact
Breaking down barriers to access
driving inclusion
Expand access to branches and
community service points
Torontonians have convenient and
local access to neighbourhood spaces
and services
Toronto Public Library is a community
asset that builds community capacity
and improves Torontonians well-being
Toronto Poverty Reduction Strategy
Increase service access and availability
Example
Customer Perspective Operational Perspective Learning amp Growth Perspective Financial Perspective
Utilization rate Service hours added Staff training Cost per use
Example
Is a visual representation of progress towards four years targets for KPIs to achieve strategic outcomes
with a baseline benchmark and annual target
Dashboard
Monitors the progress of the strategic plan across four perspectives and indentifies KPIs to measure progress towards outcomes
Links planned activities to expected outcomes
Toronto Public Library Strategic Plan 2016-2019
Implementation Compliance and Progress
Logic Model
Balanced Scorecard
Outcomes
Strategic Plan 2016-2019
Accountability Framework
November 21 2016
Toronto Public Library Board Meeting
1
Accountability Framework
Strategic Plan Performance Measures Committee
to provide advice and recommendations to the Board for
strengthening the Boardrsquos monitoring and assessment of the
strategic planrsquos implementation for compliance and progress
2
Accountability Framework
Strategic Plan Performance Measures Committee
bull Met four times from May to November 2016
bull Endorsed Accountability Framework at November 7 2016
meeting
bull Concluded its work
3
Accountability Framework
Purpose of framework
bull To guide the development monitoring and reporting of
The Annual work plan for each year from 2016-2019
The overall achievements of the Strategic Plan over four
years
4
Accountability Framework
bull A reporting structure for the Board to monitor the
progress of the strategic plan and provide guidance
bull Public facing reporting tool to demonstrate openness
and accountability
bull An internal tool for staff
5
Accountability Framework
Strategic Plan 2016-2019
bull Three broad outcomes
Access
Opportunity
Connections
And six strategic priorities
6
Accountability Framework
Strategic Plan 2016-2019
bull Six Strategic Priorities
Advancing TPLrsquos digital Platforms
Breaking down barriers to access driving inclusion
Expanding access to technology and training
Establishing TPL as Torontorsquos centre for continuous and
self-directed learning
Creating community connections through cultural
experiences
Transforming for 21st century service excellence
7
Accountability Framework
Three main tools
bull Balanced Scorecard with Key Performance
Indicators (KPIs)
bull Dashboard for visual presentation
bull Logic Models
8
Accountability Framework
Balanced Scorecard
bull A performance measurement tool developed at the
Harvard Business School
bull Provides a framework to monitor organization
performance from four perspectives the customerrsquos
perspective an internal business perspective an
innovation and learning perspective and the
financial perspective
Balance scorecard Encyclopedia of Business Gale 2000
9
10
Strategic Plan 2016 ndash 2019 Balanced Scorecard
11
Strategic Plan 2016 ndash 2019 Balanced Scorecard
Accountability Framework
Reporting timeline
bull Annual work plan achievements will be reported
to the Board in a semi-annual status report in
June and year end
bull Overall achievements of the strategic plan will be
reported annually to the Board (eg first quarter
of 2017 for 2016) using a balanced scorecard and
presented visually using a dashboard
12
Accountability Framework
13
Accountability Framework
Logic Model
bull A logic model is a systematic and visual way to present the
relationships among the resources to operate a program the
planned activities and the changes or results you hope to
achieve
14
WK Kellogg Foundation Logic Model Development Guide 2004
Accountability Framework
Logic Models
bull A Strategic Plan 2016-2019 aligns 6 strategic priorities
with
Key activities
3 broad strategic outcomes
City of Torontorsquos key strategies
bull Plus a logic model for each of the 6 strategic priorities
15
16
Strategic Plan 2016-2019 Logic Model
17
Strategic Plan 2016-2019 Priority 2 Logic Model
18
Accountability Framework
Questions amp Discussion
19
20
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 1
STAFF REPORT ACTION REQUIRED
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report proposes revised meeting dates for the December 2016 and January 2017
meetings for Toronto Public Library Board approval
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves rescheduling the December 8 2016 Toronto Public Library Board meeting
to December 12 2016 and
2 approves rescheduling the January 23 2017 Toronto Public Library Board meeting to
January 30 2017
FINANCIAL IMPACT
There is no financial impact arising from this report
The Director Finance and Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
At the January 25 2016 meeting the Board approved the schedule for meetings in 2016
including December 8 2016
At the October 24 2016 meeting the Board was provided with the proposed schedule for
meetings in 2017 including January 23 2017 for approval at the January 2017 meeting
14
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 2
COMMENTS
Library staff have recently reviewed the Cityrsquos updated budget schedule The Library Board
meeting in December is not well aligned with the Cityrsquos schedule A later December date
would provide the Board with more opportunity to be informed and kept up-to-date on the
2017 budget as well as to participate in the process As a result the rescheduling of the
December 8 2016 meeting to Monday December 12 is being recommended Board
members were canvassed and quorum is attainable for a meeting on December 12 2016
As the same scenario is also a possibility for the proposed January 23 2017 meeting it is
recommended that the date be changed to January 30 2017
Key dates for the 2017 budget process are shown below
2017 Budget Timetable
Date Political Review TPL Board
2016
Nov 21 Board meeting
Dec 2 Budget Committee launch
Dec 12 (from 8) Board meeting
Dec 161920 (21) Budget Committee presentations
2017
Jan 5 910 Budget Committee public deputations
Jan 12 Budget Committee wrap-up
Jan 24 Budget Committee final
Jan 30 (from 23) Board meeting
Feb 7 Executive Committee
Feb 15 16 (17) Council approval
Feb 21 Board meeting
CONTACT
Nancy Marshall Library Board Officer City Librarianrsquos Office
Tel 416-393-7215 E-mail nmarshalltorontopubliclibraryca
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 3
SIGNATURE
______________________________
Vickery Bowles
City Librarian
Holiday Closures 2017 and January 2018 1
STAFF REPORT ACTION REQUIRED
Holiday Closures 2017 and January 2018
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The purpose of this report is to recommend and receive Toronto Public Library Board
approval for the schedule of holiday closures for 2017 and January 2018
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves the schedule of holiday closures for 2017 and January 2018 as provided
in Attachment 1
FINANCIAL IMPACT
There is no financial impact to the 2017 operating budget arising from the
recommendation in this report The recommended closures are included in the proposed
2017 operating budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
Where Library Board approval is required to establish holiday closures the matter comes
before the Board in the preceding year to ensure adequate notice to the public and staff
COMMENTS
At its meeting on October 26 2015 the Library Board approved the Library closure for
New Yearrsquos Day 2017 on Monday January 2 2017
15
Holiday Closures 2017 and January 2018 2
The Library is open for regular service on Remembrance Day Saturday November 11
2017
The Library will be closed on Monday December 25 2017 for Christmas Day and
Tuesday December 26 2017 for Boxing Day
In 2018 New Yearrsquos Day falls on a Monday and the Library will be closed
All full-time employees whose scheduled day off falls on a holiday closure are
compensated with a day in lieu to be taken at another agreed upon time
It is the practice of the Library to close on the Sundays adjacent to public holidays with
the exception of Family Day
The schedule of holiday closures for 2017 and January 2018 is provided in Attachment 1
CONTACT
Dan Keon Director Human Resources Tel 416-395-5850
E-mail dkeontorontopubliclibraryca
SIGNATURE
_____________________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Holiday Closures 2017 and January 2018
Toronto Public Library Holiday Closures 2017 and January 2018
Sunday January 1 2017 New Yearrsquos Day Closed
Monday January 2 2017 For New Yearrsquos Day Closed
Monday February 20 2017 Family Day Closed
Friday April 14 2017 Good Friday Closed
Sunday April 16 2017 Easter Sunday Closed
Monday April 17 2017 Easter Monday Closed
Monday May 22 2017 Victoria Day Closed
Saturday July 1 2017 Canada Day Closed
Monday August 7 2017 Civic Holiday (Simcoe Day) Closed
Monday September 4 2017 Labour Day Closed
Monday October 9 2017 Thanksgiving Day Closed
Sunday December 24 2017 Christmas Eve Closed
Monday December 25 2017 Christmas Day Closed
Tuesday December 26 2017 Boxing Day Closed
Sunday December 31 2017 New Yearrsquos Eve Closed
Monday January 1 2018 New Yearrsquos Day Closed
New Yearrsquos Day 2017 closure approved by the Library Board on October 26 2015
Attachment 1
Audit Plan for the Year Ending December 31 2016 1
STAFF REPORT INFORMATION ONLY
Audit Plan for the Year Ending December 31 2016
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The attached report from PricewaterhouseCoopers the external auditors summarizes the
planning for their audit of the 2016 financial statements for the Toronto Public Library
Board
FINANCIAL IMPACT
The proposed audit fee of $25000 inclusive of expenses and exclusive of Harmonized
Sales Tax (2015 ndash $25000) is included in the 2016 operating budget It is important to
note that the audit fee does not include extra audit work that may be required due to
scope changes and PricewaterhouseCoopers will advise management as soon as possible
if this were to happen
This is the second year of a five-year audit contract that the City has negotiated The fee
will remain unchanged for the duration of the contract
ISSUE BACKGROUND
Under Section 139 of the City of Toronto Act 2006 the City is required to appoint an
auditor licensed under the Public Accounting Act 2004 who is responsible for annually
auditing the accounts and transactions of the City and its local boards and expressing an
opinion on the financial statements of these entities based on the audit
Council at its March 2015 meeting approved the recommendation of the Audit
Committee to appoint PricewaterhouseCoopers as the external auditor for the City and
Library The contract with PricewaterhouseCoopers is for five years ending with the
audit of the December 31 2019 financial statements
As part of the annual audit PricewaterhouseCoopers provides an Audit Plan report to the
Toronto Public Library Board The auditors will conduct their audit of the 2016 financial
statements pursuant to this plan
17
Audit Plan for the Year Ending December 31 2016 2
COMMENTS
Attached is PricewaterhouseCoopersrsquo Audit Plan for the Library which summarizes their
view on audit risks the nature extent and timing of the audit work and the terms of
engagement
On completion of the audit PricewaterhouseCoopers will issue the Audited Financial
Statements and a Year-End Report to the Board that will provide key matters for
discussion significant audit accounting and financial reporting matters summary of
unadjusted and adjusted items other required communications internal control
recommendations and a confirmation of auditor independence
Work on the interim audit was completed in October 2016 and the year-end audit is
expected to be completed by March 2016
CONTACT
Larry Hughsam Director Finance amp Treasurer Tel 416-397-5946
E-mail lhughsamtorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Board ndash Audit Plan for the year ending
December 31 2016
wwwpwccomca
Audit planfor the yearendingDecember31 2016
Toronto PublicLibrary Board
pwc
pwc
October 28 2016
Members of the BoardToronto Public Library Board
Dear Members of the Board
We are pleased to present an overview of our audit plan for the 2016 audit of the financial statementsof Toronto Public Library Board (the Library) prepared in accordance with Canadian Public SectorAccounting Standards (PSAS) (referred to as the ldquofinancial statementsrdquo from now on)
This overview includes our view on audit risks and the nature extent and timing of our audit work
We value your feedback and if you have any questions about the identified risks and our audit approachplease do not hesitate to contact the undersigned at (416) 228-1922
Yours very truly
Tern McUnnonPartnerRisk Assurance Services
cc Mr Larry Hughsam Director Finance and Treasurer
PricewatcrhouseCoopers UPnyC Tower i8 York Street Suite 2600 Toronto Ontario Canada M oB2T +1 416 8631133 F +1 416 365 8215 wwwpwccomca
lsquoPwt relera to Pdcewatethousetoopers LLP an Ontario limiled liabiLity paruiership
Toronto Public Library Board Audit plan for the year ending December 31 2016
Communications to the Board
Key mattersfor Commentsdiscussion
Client service team Tern McKinnon is your engagement leader and Julianne Cooke is your engagementmanager
Service deliverables We will audit the Libraryrsquos financial statements as of December 31 2016 and for theyear then ending prepared in accordance with PSAS
Our engagement letter which has been signed by the City of Toronto sets out theterms and conditions for our engagement as the independent auditor of the Libraryfor the above-mentioned year In addition our engagement letter outlines ourresponsibilities as the auditor and the responsibilities of management
Audit timeline We worked with management to develop this project timelinemdash Interim visit October 17-21 2016mdash Year-end visit March20 mdash March 31 2017mdash Clearance meeting with management To be confirmedmdash Deliveryfiling of financial statements To be confirmed
Audit approach Our audit approach is a mixture of tests of internal controls and substantive testingOur audit approach is designed to allow us to execute a quality and efficient auditWe do this byi gaining an understanding of the business by focusing on new developments
and key business issues affecting the Library as well as managementrsquosmonitoring of controls and business processes
ii identiring significant audit risks sharing our perspectives obtaining yourfeedback and ensuring our audit is tailored to these risks
iii using well-reasoned professional judgment especially in areas that aresubjective or require estimates and
iv leveraging reliance where possible on the Libraryrsquos internal controls andinformation technology and data systems
In the current year our planned work will include testing of key controls in thefollowing areasmdash Purchases payables and disbursementsmdash Payroll
All other areas will be subject to tests of detail
Significant risks are risks of material misstatement that we think need special auditconsideration We identified several significant audit risks and plan to address themas follows Please let us know if you agree that these are the most significant risksfrom your point of view and if you have any other areas of concern
PwC I
Toronto Public Library Board Audit plan for the year ending December 31 2016
Significant risk to Managementrsquos response and our audit approachdiscuss
Risk of management Accounting regulatory authorities require that the risk of material misstatement dueoverride of controls to management override of controls be considered a significant risk on every audit
engagement
This represents the risk that internal controls at the Library maybe circumvented toachieve desired financial results or gain inappropriate access to financial resources
In order to address this risk we will perform the followingbull All non-routine journal entries are reviewed and approved by the appropriate
level of managementbull We will review manual journal entries focusing on large and unusual entriesbull We will review accounting estimates for biases that could result in material
misstatementbull We will incorporate unpredictable procedures in the audit approach
Risk of fraud in revenue The risk of fraud in revenue recognition is a presumed significant risk underrecognition Canadian Auditing Standards We will assess this risk through the consideration of
the Libraryrsquos revenue recognition policies the incentivepressure to fraudulentlymisstate revenue and the potential opportunity
In order to address this risk we will perform the following
bull Update our understanding of managementrsquos processes and internal controlssurrounding revenue recognition
bull Obtain confirmations from the City of Toronto for subsidies received duringthe year
bull Test significant revenue streams through testing a sample of transactions tosupporting documents
Materiality Misstatements are considered to be material if they could reasonably be expected toinfluence the economic decisions of users of the financial statements We have set apreliminanrsquo materialihrsquo of S6i6oooo We will report unadjusted and adjusted itemsover S6i6ooo to the Board on completion of the audit
Fraud risk We discuss fraud risk annually with the Board Through our planning process (andprior yearsrsquo audits) we developed an understanding of your oversight processesincluding
Employee code of ethicsmdash Discussion at Board meetings and our attendance at those meetings or
reviewing minutes of meetingsmdash Presentations by management including business performance reviewsmdash Signing authorities
Are there any new processes or changes to the items above that we should be awareoP
We are not aware of any fraud Are you aware of instances of any actual suspected or
____________________________
alleged fraud affecting the Library
PwC 2
Toronto Public Ubrary Board Audit plan for the year ending December 31 2016
The matters raised In this and other reports that will flow from the audit are only those that have come to our attention arising from or relevant toour audit that we believe need to be brought to your attention They are not a comprehensive record of all the matters arising and in particularwe cannot be held responsible for reporting all risks in your business or all internal control weaknesses This report has been prepared solely foryour use It was not prepared or intended for any other purpose No other person or entity shall place any reliance upon the accuracy orcompleteness of statements made herein PwC does not assume responsibility to any third party and in no event shall PwC have any liabilityfor damages costs or losses suffered by reason of any reliance upon the contents of this report by any person or entity other than you
PwC 3
copy 2015 PricewaterhouseCoopers LLP an Ontario limited liability partnership All rights reserved
Board Resolutions ndash Status Report 1
STAFF REPORT INFORMATION ONLY
Board Resolutions ndash Status Report
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report lists the status of outstanding Toronto Public Library Board resolutions
BACKGROUND INFORMATION
At the April 2 2012 meeting the Toronto Public Library Board approved the inclusion of
Board Resolutions ndash 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 ndash Status Report ndash November 21 2016
18
1
STATUS REPORT
TORONTO PUBLIC LIBRARY BOARD RESOLUTIONS
AS AT NOVEMBER 21 2016
DATE OF
MEETING
MOTION
(Ref Minute )
STATUS
TARGET
DATE
Sep 8 2014 14-150 ndash Notice of Motion Funding and Timing of
PerthDupont Branch Relocation
5 requests that the local City Councillor consult
with the local community and make a
recommendation to the Board for a new name for
the relocated branch (which will no longer be
located at the corner of Perth and Dupont)
IN PROGRESS Staff to bring a recommendation to
the Board for a new name for the relocated branch to
the Board for approval
To be
determined
Feb 22 2016 16-040 ndash Naming Opportunity ndash Daniel Grafton
Hill III
2 requests staff to provide updates to the
Toronto Public Library Board on this
initiative at strategic intervals
IN PROGRESS This initiative is dependent on a
future branch capital project and consultation
process
To be
determined
Oct 24 2016 16-193 ndash Toronto Public Library Board ndash Self-
Evaluation
2 conducts a pilot self-evaluation during the
month of November 2016 and discusses the
results of the evaluation at the January 2017
meeting
IN PROGRESS A report is expected to be provided
at the January 2017 meeting
January 2017
meeting
Attachment 1
City Librarianrsquos Report ndash November 21 2016 1
City Librarianrsquos Report
November 21 2016
Expanding Access to Technology and Training
The fourth round of Toronto Public Libraryrsquos (TPL) Staff Innovation Program launched in
October All staff were invited to submit proposals that merge innovation and technology
Successful submissions will gain access to the technology resources and expertise needed to
help the ideas grow into something bigger Special consideration is being given to proposals
that address one of the three research themes from the 2016-2019 Strategic Plan
consultations Income Inequality and Poverty Reduction Middle Childhood and Youth The
Staff Innovation Program is meant to stimulate staff to combine imagination technology and
a willingness to experiment in an effort to develop innovations that have a positive impact on
service engage a new community or partner improve staff efficiencies andor enhance user
services
Establishing TPL as Torontorsquos Centre for Continuous and Self-Directed Learning
Launched at the end of September Gale Courses is a new eLearning resource that offers
unlimited access to instructor-led online courses on a variety of topics Courses run for six
weeks with two new lessons released every week New sessions start every month A
Getting Started page is available on the Library website to help customers A valid TPL card
is required along with the creation of a personal account at Gale Courses Topics of courses
include accounting finance business and management computer applications web design
technology skills personal enrichment health and wellness and writing tplcadatabases
Creating Community Connections through Cultural Experiences
In a tradition that started last year with Kansas City Public Library Toronto Public Library
staff put together cheeky social media posts in support of the Toronto Blue Jays in
postseason The posts written as poetry using book spines are used to taunt the public
libraries in the opposing cities This year Toronto Public Library faced off against Arlington
and Cleveland public libraries The posts were well received by the public and generated lots
of engagement and media coverage ndash reaching both new and existing audiences Canadian
public libraries like Oshawa Public Library chimed in with their own book spine messages
and elementary school students showed their support by putting together several messages as
part of a class activity Toronto Public Library staff were invited to reveal their selected
titles on Breakfast Television for the opening game in the Toronto vs Cleveland series The
exercise was fun for staff and was a great opportunity for the Library to contribute to the
citys excitement
On November 11 Chris Hadfield gave a presentation as part of the autumn 2016 Bram amp
Bluma Appel Salon The talk entitled How to Think Like an Astronaut was broadcast via
our telepresence technology in partnership with Cisco to four TPL locations (Cedarbrae S
Walter Stewart Richview and York Woods) and to Deer Lake First Nation in Northern
Ontario In each offsite location kids 9-12 were invited to create a project that addressed
7
City Librarianrsquos Report ndash November 21 2016 2
some problem in space and then later were given the chance to interact remotely with Chris
to present the solution to their selected problem The telepresence technology and the Chris
Hadfield special event were made possible by the generous contributions of two important
partners to the Library The Bluma Appel Community Trust donated $400000 to fund the
technology and the program and Cisco Canada contributed additional equipment expertise
and technical and strategic support Thanks to both for helping the Library transform our
services to better serve Torontonians in the digital age
Supported by the Krembil Foundation The Cutting Edge series explores new ideas at the
intersection of health and technology The 2016 featured lecture was presented by Pulitzer
Prize winner Siddhartha Mukherjee on October 17 at the Bram amp Bluma Appel Salon
Mukherjeersquos recent book The Gene weaves together science social history and personal
narrative to explain one of the most important conceptual breakthroughs of modern times
Dr Mukherjeersquos sold out appearance was simulcast to the Toronto Reference Library atrium
and live streamed online Other programs in the 2016 series include Music Medicine A New
Frontier and Pushing the Boundaries of Alzheimer Treatment In addition to the Cutting
Edge series the Krembil Foundation funds enhancements to the Libraryrsquos medical collection
as well as training for library staff
tplcacuttingedge
In October TPL launched a pilot project that extends the Sun Life Financial Museum +
Arts Pass (MAP) program making it available to University of Toronto and Ryerson
students at their campus libraries The pass can then be checked out at one of five
participating TPL branches giving the student free access to the AGO the Bata Shoe
Museum the Textile Museum of Canada and one of eight participating City of Toronto
Historic Sites The goals of the pilot are to encourage student awareness and use of TPL
branches to promote TPL library card registration to expand the MAP programrsquos
accessibility and to encourage students to make use of the regular MAP program The pilot
will end in the spring of 2017 at which point an evaluation will take place The regular
MAP program allows individuals and families to explore the best of Torontorsquos arts and
cultural treasures by providing free access to 17 participating venues
tplcamappass
In partnership with Myseum of Toronto Toronto Public Library presents Cosmopolis
Toronto The World in One City ndash a photography exhibition that explores the journeys of
newcomers to Canada This series by photographer Colin Boyd Shafer captures the stories
of someone born in every country of the world who now calls Toronto home Through
photography exhibits and programs Cosmopolis Toronto The World in One City will be
displayed at select branches across the city Themes that emerge revolve around the power
of family faith food music and the things that remind us of the past as well as the places
that feel like home
tplcacosmopolis
October is Canadian Library Month and this year Ontario Public Library Week was
kicked off at Fort York Branch on Oct 17 Todd Kyle president of the Ontario Library
Association spoke about the valuable role libraries play in Canadians lives and launched a
City Librarianrsquos Report ndash November 21 2016 3
fun bookspinepoetry contest open to the public City Librarian Vickery Bowles introduced
the theme of this yearrsquos Ontario Public Library Week ldquoA visit will get you thinkingrdquo and
spoke about the transformation libraries are undergoing and the new ways they are
connecting with their users Kevin Finnerty Assistant Deputy Minister at the Ministry of
Tourism Culture and Sport presented the Public Library Awards Shortlist which included
Toronto Public Librarys Pan Am Host City Project Attendees toured Fort York Branch
including a visit to the popular digital innovation hub
Transforming for 21st Century Service Excellence
The TPL Foundation was pleased to announce a number of fundraising successes this fall
Sixty thousand dollars was raised through the generous support of patrons of the fourth
annual Hush Hush fundraiser on October 15 at the BloorGladstone Branch A portion of the
proceeds will go toward Young Voices a suite of programs that encourages creative
expression in Torontorsquos youth The Foundation also raised $9500 through supporters
running or walking in the Scotiabank Charity Challenge one participant in the Challenge
trained by running to all 100 TPL branches The Foundation is also happy to announce that
TD Bank has generously renewed its support of Black History Month Celebrations and
Indigenous Celebrations with a combined donation of $44000
Communications 1
8
COMMUNICATIONS
GENERAL CORRESPONDENCE
TORONTO PUBLIC LIBRARY BOARD MEETING ndash November 21 2016
It is recommended that the Toronto Public Library Board
1 receives Communication (a) from Joe Clark to the Toronto Public Library Board
dated November 17 2016 regarding the 2017 operating and capital budgets for
information
Joe Clark joeclarkjoeclarkorg
20161117
Re 2017 Interim Budget Estimates
2017 Operating and Capital Budgets Update
While most of the attention paid to the budget has revolved around the Mayorrsquos suicidal
and intrinsically unserious demand for a 26 budget cut everywhere I have to
wonder yet again why the Toronto Public Library Board does not understand
what its own staff are proposing
Is it because there were only two Boardmembers in the last decade who were known to
even have library cards (One sits on the current Board) Fundamentally you
people do not use the library system and do not understand it I can assure you
that hiring Moe hasnrsquot changed that one iota given his attested unwillingness to
learn what in-branch experience the area he purports to manage is really like
So letrsquos go through a few seriously unwise items in the Library budget
Nobody asked for ldquocash drawersrdquo at the self-service checkouts
that nobody asked for either
One of the budget documents lies about the history of self-checkout thus ldquoIn 2009 TPL
received $66 million to implement self-service checkout in branches resulting in
better service and expanded hours at no cost and also a reduction in staff to help
achieve budget targetsrdquo The real purpose of self-checkout was to fire expensive
employees not to make things more efficient And it involved clumsily sticking
decals on millions of items in many cases marring them permanently
Again The real purpose of self-checkout was firing staff That was confirmed to me to my
face by a manager in charge It had nothing to do with library users or literally
anything else If the project had started with automated sorters as its raison drsquoecirctre
first it might have made sense
Now wersquore being threatened with ldquocash drawersrdquo As ever the library canrsquot be honest
about whatrsquos really happening here verbally dressing up this fiasco as Integrated
Payment Solutions whatever those are
2
With an investment of $2250 million over two years []hellip [c]ustomers will be able to pay
fines at the self-checkout terminals at the same time as checking out materials
Currentlyhellip fine payments can only be made onlinehellip or from a face-to-face interaction
with library staff at the check-out desk
God forbid
Combined these initiatives will save $0526 million or 03 in 2017 and allow a reduction
in staff of 68 FTEs[]
In other words ldquothese initiativesrdquo will cost $(2250000 divide 2 ndash 526000) or $599000 in
Year 1
The only library patrons who could possibly need this service are the ones who could
never get it in the first place ndash those whose only use of the library is via the
Bookmobile which canrsquot take cash payments and which donrsquot use RFID in the first
place (Did you know that) Nobody else needs or wants this service
Further does the Library really mean ldquocash drawersrdquo as in tills Do you know what you
even mean How will these tills dispense change Wonrsquot every one of them be
burglarized every day How long till Sue-Ann Levy writes a column about that
The Library refuses to adjust the collections budget
for known decreases in usage
Budget documents
$0482 million represents a 25 projected cost increase for library materials based on
experience and industry projections while needing to accommodate the impact of a
stronger US dollar on the Libraryrsquos purchasing power[]
The Library has elsewhere admitted that third-language materials ndash this means non-
English and non-French though the positioning of French as equivalent to
English is a joke in itself ndash have suffered serious decline in recent years Some
languages (by implication Indian ones) have shown 45 decreases in demand
That demand is never gonna come back Yet the Library whose collections policy is in
some respects more whim than policy proposes a $482000 increase largely to
handle projected exchange rates
3
Why hasnrsquot the Library proposed reducing relevant third-language budgets by the same
amount demand has reduced then redirecting that money to other collections
Why does the Library propose spending tens of thousands of dollars per
language in permanent decline instead of spending that money on items people
actually want including third-language items that really get used
Collections policy really does contain a large dosage of whim I should know being the
largest single submitter of blue forms and whose yellow forms are simply
ignored (Boardmembers ldquoWhat are thoserdquo) being someone who knows there is
no policy at all for acquiring new magazine titles and getting rid of dud titles and
most of all being the person who has had to take the Toronto Public Library to
the Human Rights Tribunal of Ontario over its banning of a single author an
outrageous unprincipled action that is seriously popular in-house and which the
Library clearly intends to defend to the death at any cost in legal fees
Yet this is the same department you intend to authorize to waste money on third-
language materials that will never be used while also handing it another
482 grand
If you actually used the Library and if you actually read your own reports would you
leave these items in the proposed budget Again what happens if Sue-Ann Levy
finds out and documents these errors in a newspaper none of you really think
should be taken seriously in the first place
ndash 30 ndash
Ready for Reading WebsiteToronto Public Library
Peggy Thomas
Manager Childrenrsquos Services
Questions
Contact informationPeggy Thomaspthomastorontopubliclibraryca
2017 Interim Budget Estimates 1
STAFF REPORT ACTION REQUIRED
2017 Interim Budget Estimates
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The purpose of this report is to seek Toronto Public Library Board adoption of the 2017
interim operating and capital budget estimates in order to enable Toronto Public Library
(TPL) to carry out normal operations during the period between January 1 2017 and the date
on which Council approves the 2017 operating and capital budgets expected to be on
February 15 or 16 2017
The interim operating budget for TPL is $48647 million gross ($44249 million net) which
is based on 25 of TPLrsquos 2016 approved budget The interim capital budget is $5522
million gross ($3524 debt) which is based on 25 of the 2017 funding commitments for
previously approved capital projects
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 adopts the 2017 interim operating budget of $48647 million gross ($44249 million
net) subject to Council approval and
2 adopts the 2017 interim capital budget of $5522 million gross ($3524 million debt)
subject to Council approval
FINANCIAL IMPACT
The 2017 interim budget estimates will enable TPL to carry out normal operations during the
period between January 1 2017 and the date on which Council approves the 2017 operating
and capital budgets expected to be on February 15 or 16 2017 The 2017 interim operating
budget for TPL is $48647 million gross ($44249 million net) which represents 25 of
TPLrsquos 2016 approved operating budget
The interim capital budget is $5522 million gross ($3524 million debt) which represents
25 of the 2017 funding commitments for previously approved capital projects Any unspent
11
2017 Interim Budget Estimates 2
capital funds from 2016 will also be available during the interim period of 2017 The
combination of the 25 funding and 2016 unspent carry-forwards will be adequate to meet
TPLrsquos capital needs in the interim period
The budget percentage approvals are consistent with other City Agencies and Divisions
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
ALIGNMENT WITH STRATEGIC PLAN
The adoption of the 2017 interim budget estimates ensures the continuance of TPLrsquos business
until Council approves the 2017 operating and capital budgets
ISSUE BACKGROUND
In accordance with TPLrsquos Financial Control Policy prior to the approval of the annual
operating and capital budgets the Library Board needs to adopt the Council-approved
interim estimates to fund the continuance of the Libraryrsquos business from the first day of
January to the date the operating and capital budgets for that year are approved
COMMENTS
The 2017 interim budget estimates for the operating and capital budgets expected to be
approved by Council on December 13 2016 enable City Programs and Agencies to carry out
their operations until Council approves the 2017 operating and capital budgets expected on
February 15 or 16 2017
Expenditures made during the period beginning January 1 2017 to until the date Council
approves the 2017 operating and capital budgets must be restricted to normal operations
CONTACT
Larry Hughsam Director Finance amp Treasurer Tel 416-397-5946
E-mail lhughsamtorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
Runnymede Branch ndash Award of Tender 1
STAFF REPORT ACTION REQUIRED
Runnymede Branch ndash Award of Tender
Date November 21 2016
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 of Runnymede Branch as per
Toronto Public Libraryrsquos (TPLrsquos) drawings and specifications
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 awards the contract to the lowest bidder Brown Daniels Associates for the interior
renovation of the Runnymede Branch at a cost of $543147 which includes a
contingency of $49377 [excluding Harmonized Sales Tax (HST)]
FINANCIAL IMPACT
The total amount of $543147 which is made up of the tender amount of $493770 plus the
contingency of $49377 (excluding HST) is included as part of the Multi-Branch Renovation
State of Good Repair (SOGR) Project of the approved 2016 capital budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
ALIGNMENT WITH STRATEGIC PLAN
The interior renovation of the Runnymede Branch helps to achieve various strategic plan
priorities and goals including
increase access to in-branch services and spaces and new options to expand public and
community space
advance State of Good Repair projects to provide welcoming well-maintained and efficient
public space
create in-branch environments that connect neighbourhoods and communities offering
opportunities for partnerships civic engagement and resident participation
12
Runnymede Branch ndash Award of Tender 2
build capacity to deliver elearning and interactive distance learning services
offer broad access to experiential collaborative mentored and networking learning
opportunities in response to the different ways people learn and the unique needs of local
communities
offer access to new and emerging technologies to support innovation entrepreneurship and
creativity
COMMENTS
Runnymede is a 12034 sq ft neighbourhood branch In 2015 Runnymede was the third
busiest branch in the Toronto Public Library system in terms of visits and the busiest branch
in terms of holds pick-up The branch opened in 1928 and is listed on Toronto Historical
Boards Inventory of Heritage Properties It has undergone several renovations over the
years
A renovation and expansion of Runnymede Branch was completed and successfully opened
to the public in 2005 Eleven years have passed and library service has changed With
introduction of self-service and more collaborative work spaces the existing large service
desk is no longer required Moreover the high level of traffic creates congestion in the
branch The proposed renovation to the main floor of the library will resolve these issues In
addition to the installation of a new smaller service desk the renovation will involve a re-
design of the computer areas new flooring new window coverings and collections
merchandizing The second floor of the branch will be opened up to improve security
through increased visibility and allow for greater flexibility in the use of the public space
Architects for the project Building Arts Architects Inc was hired to provide architectural services for the Runnymede
Branch renovation project in April 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 of the most experienced and previously proved General
Contractors were pre-qualified and invited to bid on the project All eight (8) attended the
mandatory site meeting at Runnymede Branch on October 4 2016
Call for Tenders On September 30 2016 the Call for Tenders was issued to the eight pre-qualified bidders 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 The bid documents prepared by the Architects were
supplied to all prequalified bidders All bidders had to attend a mandatory information
meeting on October 4 2016 The bid documents comprised the following documents
List of Prequalified Bidders
Instruction to Bidders
Runnymede Branch ndash Award of Tender 3
Available Project Information
Stipulated Price Bid Form
Unit Prices Bid Form Supplement
Alternative Prices Bid Form Supplement
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 October 20 2016 TPL received tenders from seven of the pre-qualified General
Contractors The Architects and library staff analysed the three lowest bids to ensure that all
requirements of the bidding process were met as follows
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 amp
material bond)
o unconditional bid
o completed amp sealed stipulated price bid form
o acknowledges all addenda issued as part of the Call for Tenders
o completed amp dated unit prices bid form supplement
o completed amp dated alternative prices bid form supplement
o completed amp dated list of subcontractors bid form supplement
o confirmation of pre-qualified subcontractors where required
Award of tender recommendation For the recommended contract award to Brown Daniels Associates the following
requirements have been met
1 The bidder is in conformance with 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 successfully completed a number of Toronto Public Library
projects including Woodside Square Mimico and Ellesmere Branches North York Central
Library and the recent Beeton Hall renovation at the Toronto Reference Library The
references were checked by the architect and were satisfactory
Runnymede Branch ndash Award of Tender 4
CONTACT
Moe Hosseini-Ara Director Branch Operations and Customer Experience
Tel 416-397-5944 E-mail mhosstorontopubliclibraryca
Gail Rankin Senior Manager Facilities Management Tel 416-395-5881
E-mail grankintorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
13 aLIBRARYAPPROVED MINUTES Page I
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 1 Tuesday May 31 2016 from 540 pm to 725 pmToronto Reference Library Board Room 789 Yonge Street Toronto
Members PresentMr Ron CarinciMs Lindsay ColleyMs Dianne LeBretonMs Sue Graham-Nutter
RegretsMs Archana Shah
SPPM Call to Order16-001 Elizabeth Glass Director Policy Planning amp Performance Management and the
City Librarianrsquos desiwiate called the meeting to order at 540 pm
SPPM Election of Chair of the Strategic Plan Performance Measures Committee16-002 Elizabeth Glass called for nominations for the Chair of the Strategic Plan
Performance Measures Steering Committee
Moved by 1 CarinciThat1 Dianne LeBreton be nominated for chair
carriedDianne LeBreton agreed to stand for election
There being no further nominations it wasMoved by L ColleyThat the Strategic Plan Performance Measures Committee1 closes nominations
carried
Elizabeth Glass declared Diarme LeBreton duly elected Chair of the Strategic PlanPerformance Measures Committee by acclamation
Dianne LeBreton assumed the Chair
APPROVED MINUTES Page 2
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 1 Tuesday May 31 2016 from 540 pm to 725 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Declarations of Conflict of Interest16-003 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda16-004 Moved by R (lsquoarinci
That the Strategic Pla ii Perbnnance Measures Committee1 approves the agenda
Carried
SPPM Communications16-005 There were no Communications items at the May 31 2016 Strategic Plan
Performance Measures Committee meeting
SPPM Presentations16-006 There were no public presentations at the May 31 2016 Strategic Plan
Performance Measures Committee meeting
Item for ApprovalSPPM Strategic Plan 2016-20 19 Status and Performance Management Reporting Tools
Elizabeth Glass and Michele Melady Acting Manager Planning amp Developmentprovided a presentation on status and performance management reporting tools
16-007 Committee DecisionIrsquofo red by K CauinciThat the Strategic Plan Perbrmance Measurement Committee1 considers the summary of Toronto Public Library s strategic priority
alignment witi key City strategiesbr information (Attachment 1)2 considers the template that will he used for the semimdashannual status report
on Strategic Plan activitiesbr 2016br presentation to the Library Boardin June fbr inbnnation Attacunent 2)
3 considers the Divi Strategic Plan Dashboard to provide recommendationson the brmat so that staff cciii make revisions and populate the templatewith nwasuucs br the next Steering Committee Meeting (Attachment 3)
Carried as amended
APPROVED MINUTES Page 3
Toronto Public library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 1 Tuesday May 31 from 540 pm to 725 pmToronto Reference Library Board Room 789 Yonge Street Toronto
MotionsSee the followingMoved by R CarinciThat the Strategic Plan Performance Measures Committee1 considers the summary of Toronto Public Libraryrsquos swategic priority
alignment with key City strategies for information (Attachment 1)2 endorses (lie template that will be usedfor the semi-annual status report
on Strategic Plan activities for 2Ol6for presentation to the Library Boardin June for information (Attachment 2)
3 considers the Draft Strategic Plan Dashboard to pro viderecommendations on the format so that staffcan make revtcions andpopulate the template with measures for the next Steering ConmitteeMeeting (Attachment 3)
Amended
Moved in amendment by S Graham-NutterThat the Motion moved by R Carbici be amended to change the word endorsesrdquoin Recommendation 2 to the word considers so that it reads asjoacutellows1 considers the template that will be usedJar the semi-annual status report
on Strategic Plan activitiesfor 2016for presentation to the Library Boardin June for information (Attachment 2)
Carried
SPPM Adjournment16-008 Moved by pound Graham-Nutter
That the Strategic Plan Perjagravermance Measures Committee1 adjourns the May 31 2016 Strategic Plan Performance Measures
Committee meetingCarried
The meeting ended at 725 pm c)r -
Signed ( I lsquoI 7lt--
TORONTOPUB LIC
LIBRARYAPPROVED MINUTES Page 1
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 2 Wednesday July 13 2016 from 530 pm to 635 pmToronto Reference Library Board Room 789 Yonge Street Toronto
Members PresentMs Dianne LeBreton (Chair)Ms Lindsay CofleyMs Sue Graham-NutterMs Archana Shah
RegretsMr Ron Carinci
SPPM Call to Order16-010 Dianne LeBreton called the meeting to order at 530 pm
SPPM Declarations of Conflict of Interest16-011 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda16-012 Moved byL colley
That the Strategic Plan Petformance Measures Committee1 approves the agenda
Carried
SPPM Confirmation of IrsquoIay 31 2016 Strategic Plan Performance Measures Committee16-0 13 Meeting Minutes
Moved by L ColleyThat the Strategic Plan PerJbrmance Measures Committee1 confirms the Minutes of the May 31 2016 Strategic Plan Performance
Measures CommitteeCarried
APPROVED MENUTES Page 2
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteelNrsquoIeeting No 2 Wednesday July 13 from 530 pm to 635 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Business Arising from the Minutes16-014 There were no Business Arisingfrom the Mintues items at the July 13 2016
Strategic Plan Performance Measures Committee meeting
SPPM Communications16-015 There were no Communications items at the July 13 2016 Strategic Plan
Performance Measures Committee meeting
SPPM Presentations16-016 There were no public presentations at the July 13 2016 Strategic Plan
Performance Measures Committee meeting
Itemfor ApprovalSPPM Strategic Plan 2016-2019 Status and Performance Management Reporting Tools16-0 17 Elizabeth Glass Director Policy Planning amp Performance Management and
Linda Hazzan Director Communications Progranuning amp CustomerEngagement provided a presentation on status and performance managementreporting tools
Moved byA ShahThat the Strategic Plan Performance Measurement Committee1 considers the attached presentation materials and2 directs staffto further develop the balanced score card key performance
indicators and the Strategic Plan dashboard and indicatorsfor a StrategicPlan Performance Measures Steering committee meeting in September
CarriedSPPM Adjournment16-018 iWoved by S Graham-Nutter
That the Strategic Plan Performance ArsquoJeasures Committee1 adjourns the July 13 2016 Strategic Plan Performance Measures
Committee meeting
Carried
The meeting ended at 635 pm-
Signed lsquoiV i f
TORONTOPUB LIC
LIBRARYAPPROVED MINUTES Page 1
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 3 Tuesday September 20 2016 from 530 pm to 630 pmToronto Reference Library Board Room 789 Yonge Street Toronto
Members PresentMs Dianne LeBreton (Chair)ML Ron CadnciMs Lindsay ColleyMs Archana ShahMs Sue Graham-Nutter
Regrets
SPPM Call to Order16-019 Dianne LeBreton called the meeting to order at 530 pm
SPPM Declarations of Conflict of Interest16-020 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda16-021 Moved by L Colley
That the Strategic Plan Performance Measures Committee1 approves the agenda
Carried
SPPM Confirmation of July 13 2016 Strategic Plan Performance Measures Committee16-022 Meeting Minutes
Moved by L ColleyThat the Strategic Plan Peiformance Measures Committee1 confirms the Minutes of the fitly 13 2016 Strategic Plan Performance
Measures Committee
Carried
APPROVED MINUTES Page 2
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 3 Tuesday September 20 2016 from 530 pm to 630 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Business Arising from the Minutes16-023 There were no Business Arisingfrom (lie Minutes items at the September 20 2016
Strategic Plan Performance Measures Committee meeting
SPPM Communications16-024 There were no Communications items at the September 20 2016 Strategic Plan
Performance Measures Committee meeting
SPPM Presentations16-025 There were no public presentations at the September 20 2016 Strategic Plan
Performance Measures Committee meeting
Itemfor ApprovalSPPM Strategic Plan 2016-2019 Accountability Framework and Reporting Tools16-026 Elizabeth Glass Director Policy Planr1ing amp Performance Management
provided a presentation on accountability framework and reporting tools
Moved by S Graham-NurterThat the Strategic Plan Performance Afeasurement Committee1 considers the approach ofusing logic models and a balanced scorecard as
the strategic plan accountabilityframework and a dashboard to visuallyrepresent the progress and achievement as outlined in the flowchart(Attachment 1k
2 endorses the logic model examples that will be used as templates fordeveloping a logic model for each strategic priority (Attachments 2 and3k
3 endorses the balanced scorecard and recommended key performanceindicatorsJbr the Boardrsquos monitoring and assessment ofthe strategicplan lsquo5 progress (Attachment 1)
Deferred
The Committee deferred consideration of the recommendations in the StrategicPlan 2016-2019 Accountability Framework and Reporting Tools report until thenext meeting of the Committee
APPROVED MINUTES Page 3
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 3 Tuesday September 20 from 530 pm to 630 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Adjournment16-027 Moved by L Colley
That the Strategic Plan Performance Measures Committee1 adjourns the September 20 20J6 Strategic Plan Performance Measures
Conunittee meetingCarried
The meeting ended at 630 pm - - - I
Signed (V UrsquoL
MINUTES Page 1
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
13b
Members Present
Mr Ron Carinci
Ms Lindsay Colley
Ms Archana Shah
Ms Sue Graham-Nutter
Regrets
Ms Dianne LeBreton (Chair)
SPPM Call to Order
16-028 Vickery Bowles called the meeting to order at 530 pm Ms Bowles advised that
Dianne LeBreton committee chair was unexpectedly unable to attend the
meeting An election of an acting chair was required
SPPM Declarations of Conflict of Interest 16-029 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda 16-030 Moved by R Carinci
That the Strategic Plan Performance Measures Committee approves the agenda
as revised to
1 elect an Acting Chair for the November 7 2016 meeting in the absence of
the Committee Chair
Carried
MINUTES Page 2
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Election of Acting Chair
16-031 Vickery Bowles called for nominations for the Acting Chair of the Strategic Plan
Performance Measures Steering Committee
Moved by R Carinci
That
1 Sue Graham-Nutter be nominated for Acting Chair
Carried
Sue Graham-Nutter agreed to stand for election
There being no further nominations it was
Moved by R Carinci
That the Strategic Plan Performance Measures Committee
1 closes nominations
Carried
Vickery Bowles declared Sue Graham-Nutter duly elected Acting Chair of the
Strategic Plan Performance Measures Committee by acclamation
Sue Graham-Nutter assumed the Chair
SPPM Confirmation of September 20 2016 Strategic Plan Performance Measures
16-032 Committee Meeting Minutes Moved by R Carinci
That the Strategic Plan Performance Measures Committee
1 confirms the Minutes of the September 20 2016 Strategic Plan
Performance Measures Committee
Carried
SPPM Business Arising from the Minutes
16-033 There were no Business Arising from the Minutes items at the November 7 2016
Strategic Plan Performance Measures Committee meeting
SPPM Communications
16-034 There were no Communications items at the November 7 2016 Strategic Plan
Performance Measures Committee meeting
MINUTES Page 3
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Presentations
16-035 There were no public presentations at the November 7 2016 Strategic Plan
Performance Measures Committee meeting
Item for Approval
SPPM Strategic Plan 2016-2019 Accountability Framework Reporting Tools and Key
16-036 Performance Indicators
Elizabeth Glass Director Policy Planning amp Performance Management
responded to questions from committee members
Moved by L Colley
That the Strategic Plan Performance Measurement Committee
1 endorses the Strategic Plan accountability framework as outlined in the
flowchart (Attachment 1)
2 endorses the logic model examples that will be used as templates for
developing a logic model for each strategic priority (Attachments 2
and 3)
3 endorses the balanced scorecard and recommended key performance
indicators for the Boardrsquos monitoring and assessment of the Strategic
Planrsquos progress (Attachment 4)
Carried
Staff were directed to provide Board members with an overview of the
accountability framework for the Strategic Plan with the tools KPIs and the
reporting timelines
SPPM Adjournment
16-037 Moved by L Colley
That the Strategic Plan Performance Measures Committee
1 adjourns the November 7 2016 Strategic Plan Performance Measures
Committee meeting
Carried
The meeting ended at 600 pm
Signed
Strategic Plan 2016-2019 Accountability Framework 1
STAFF REPORT ACTION REQUIRED
Strategic Plan 2016-2019 Accountability Framework
Date November 21 2016
To Toronto Public Library Board
From Strategic Plan Performance Measures Committee
SUMMARY
The purpose of this report is to recommend the approval of the Strategic Plan 2016-2019
Accountability Framework to the Toronto Public Library Board
A Strategic Plan Performance Measures Committee was established on April 25 2016 to
provide advice and recommendations to the Board for strengthening the Boardsrsquo
monitoring and assessment of the strategic planrsquos implementation for compliance and
progress
The Committee met four times from May to November 2016 to receive and inform the
development of the Strategic Plan 2016-2019 Accountability Framework which contains
three main tools a balanced scorecard with key performance indicators a dashboard to
visually present the results and a logic model to show the alignment between the strategic
priorities key activities over four years and the expected outcomes and impact
At its November 7 2016 meeting the Committee endorsed the Accountability Framework
and concluded its work
RECOMMENDATIONS
The Strategic Plan Performance Measures Committee recommends that the Toronto
Public Library Board
1 approves the Strategic Plan 2016-2019 Accountability Framework
FINANCIAL IMPACT
There is no financial impact beyond what has already been approved in the current yearrsquos
budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
13c
Strategic Plan 2016-2019 Accountability Framework 2
DECISION HISTORY
At its April 25 2016 meeting the Library Board received the following report Strategic
Plan Performance Measures Committee Terms of Reference and approved the Terms of
Reference for the Strategic Plan Performance Measures Committee as outlined in
Attachment 1
httpwwwtorontopubliclibrarycacontentabout-the-
librarypdfsboardmeetings2016apr2512-performance-measures-committee-terms-of-
referencepdf
httpwwwtorontopubliclibrarycacontentabout-the-
librarypdfsboardmeetings2016apr2512-performance-measures-committee-terms-of-
reference-att-1pdf
At its May 31 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Status and Performance
Management Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-may-31jsp
At its July 13 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Status and Performance
Management Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-jul-13jsp
At its September 20 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Accountability
Framework and Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-sep-20jsp
At its November 7 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Accountability
Framework Reporting Tools amp key Performance Indicators
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-nov-07jsp
ISSUE BACKGROUND
The Strategic Plan Performance Measures Committee was established on April 25 2016 to
provide advice and recommendations to the Library Board for strengthening the Boardrsquos
monitoring and assessment of the strategic planrsquos implementation for compliance and
progress
During the development of the Accountability Framework and the reporting tools the
Committee met four times from May to November 2016 to receive information and provide
advice At its November 7 2016 meeting the Committee endorsed the Framework and
concluded its work
Strategic Plan 2016-2019 Accountability Framework 3
COMMENTS
There are three broad outcomes for the Strategic Plan 2016-2019 based on input gathered
from Toronto residents during the strategic plan consultation process
Expanding Access
Increasing Opportunity
Building Connections
Six strategic priorities were established to advance the broad outcomes
Advancing TPLrsquos digital platforms
Breaking down barriers to access driving inclusion
Expanding access to technology and training
Establishing TPL as Torontorsquos centre for continuous and self-directed learning
Creating community connections through cultural experiences
Transforming for 21st century service excellence
The purpose of the Accountability Framework is to guide the development monitoring and
reporting of the annual work plan for each of the four years from 2016 to 2019 and the
overall achievements of the Strategic Plan over four years It serves as
a reporting structure for the Board to monitor the progress of the strategic plan and
provide guidance
a public facing reporting tool to demonstrate openness and accountability
an internal tool to advance shared understanding of the strategic priorities and guide the
work of staff
The Accountability Framework is composed of three main tools
1 Balanced Scorecard with key performance indicators (Attachment 1 amp Attachment 2)
The overall achievements of the strategic plan will be reported using a balanced
scorecard approach with key performance indicators established under four
perspectives Customer Operational Learning amp Growth and Financial Work plan
achievements will be reported to the Board in a semi-annual status report
2 Dashboard (Attachment 3)
A dashboard format will be used to visually present the strategic plan achievements
as measured against the key performance indicators and targets This will be reported
to the Board annually
3 Logic Models
A logic model (Attachment 4) is developed to align the six strategic priorities with
key activities the broad outcomes and the contribution to the success of City of
Torontorsquos key strategies over four years
Logic models will also be developed for each strategic priority with appropriate key
activities and outcomes to guide the development of annual work plans strategic
Strategic Plan 2016-2019 Accountability Framework 4
partnerships and funding priorities Attachment 5 shows an example of a logic model
for Strategic Priority 2 Breaking down barriers to access driving inclusion
The flowchart in Attachment 6 illustrates the relationship of the three tools The key activity
of Expanding Access to branches and community service points under Priority 2 is provided
as an example
CONTACT
Elizabeth Glass Director Policy Planning amp Performance Management
Tel 416-395-5602 E-mail eglasstorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Balanced Scorecard with Key Performance Indicators
Attachment 2 List of Strategic Plan 2016-2019 Key Performance Indicators
Attachment 3 Dashboard example
Attachment 4 Strategic Plan 2016-2019 Logic Model
Attachment 5 Strategic Plan 2016-2019 Priority 2 Logic Model
Attachment 6 Strategic Plan 2016-2019 Accountability Framework Flowchart
Strategic Plan 2016 mdash 2019 Balanced Scorecard Attachment 1
Key Performance Indicators
Total number of active members
bull Total use per capita
bull Visits per capita
bull Virtual visits per capita
bull In-branch technology utilization rate internet access workstationper 100000 population wireless connections per capita
bull Utilization rate (program capacity) learning programs(ESL + Literacy + User Ed + lifelong learning)
bull Utilization rate of technology training programs
bull Utilization rate of cultural programs
bull ft of branches providing regular after-schoolprogramming from September to June
bull User satisfaction overall
bull User satisfaction in-branch technology(computers software wifi)
Users satisfaction knowledge andhelpfulness of staff
Key Performance Indicators
bull Total Open Hours
bull ft of Sunday branches (September to June)
bull ft of NIA Sunday branches (September to June)
bull ft of Sunday branches (Year-round)
ft of NIA Sunday branches (Year-round)
Turnover rate of circulating items
of special collections that are digitized
KKey Performance Indicators
bull Logic Models and evaluation frameworksdeveloped for strategic priorities
bull Spending in staff development (Total Averageper staff)
bull staff who report they have the skills andtraining to meet service delivery outcomes
bull of staff who report high levels ofengagement
Key Performance Indicators
bull Cost per use
Operating Expenditures
Operating expenditures per capita
Operating expenditures for electronic materials
Operating expenditures for digital technology
bull Total funding
bull Total funding per capita
bull Total funding from TPL Foundation
Page 1 of 1
Strategic Plan 2016-2019 Balanced Scorecard Key Performance Indicators
Customer Perspective Operational Perspective Learning amp Growth Perspective Financial Perspective
Total number of active members
Total use per capita o Visits per capita
Virtual visits per capita
In-branch technology utilization rate internet access workstation per 100000 population wireless connections per capita
Utilization rate (program capacity) learning programs (ESL + Literacy + User Ed + lifelong learning)
Utilization rate of technology training programs
Utilization rate of cultural programs
of branches providing regular after-school programming from September to June
User satisfaction overall
User satisfaction in-branch technology (computers software wifi)
Users satisfaction knowledge and helpfulness of staff
Total Open Hours o of Sunday branches
(September to June) o of NIA Sunday branches
(September to June) o of Sunday branches
(Year-round) o of NIA Sunday branches
(Year-round)
Turnover rate of circulating items
of special collections that are digitized
Logic Models and evaluation frameworks developed for strategic priorities
Spending in staff development (Total Average per staff)
staff who report they have the skills and training to meet service delivery outcomes
of staff who report high levels of engagement
Cost per use
Operating Expenditures o Operating expenditures per
capita
Operating expenditures for electronic materials
Operating expenditures for digital technology
Total funding o Total funding per capita o Total funding from TPL
Foundation
Attachment 2
Attachment 3
Strategic Plan 2016-2019 Dashboard
Key Performance Indicators
Example Open Hours
2016 Activities that will move the dial Status
Sunday service expanded to create year-round service at 6 District and 2 R amp R branches and added to 6 neighbourhood branches to provide seasonal Sunday service
Measure Baseline (2015) Current (Dec 2016) Target (2019) change
Total open hours 269672 hours 274397 hours 281878 hours + 45
Attachment 4
Toronto Public Library Strategic Plan 2016-2019 Logic Model
Torontonians are aware of library services to
address immediate needs
Create and implement Digital Strategy to develop online services
Torontonians have access to reading and
learning materials in a wide range of formats
and levels to support the joy of reading and
lifelong learning
TPL has resources and well-trained staff to
deliver strategic outcomes
Torontonians are connected through cultural
and leisure experiences and opportunites
TPL provides exceptional services and
experience at customers every point of need
TPL increased partnership and funding
opportunities with City of Toronto community
organizations and funding partners
Torontonians have improved access to
technology and staff assistance to develop
technology skills
Torontonians have expanded access to
emerging technology innovation spaces and
programs
Torontonians have new experiential
collaborative and e-learning opporunities to
support education employment and multiple
literacies
Use technology to drive improvements in business processes and
efficiency eg cloud analytics
Torontonians have equitable
support to learning and training
and gain the knowledge multiple
literacy skills and networks to
enrich their education work life and
leisure experiences
Torontonians have access to
programs and activities to support
and enhance diverse cultural
experiences and library collections
that reflect their cultural ineterests
and needs
Support readers of all ages and interests with diverse collections
readers advisory and a wide range of literary and cultural programs
Toronto children and youth have additional safe
after school social and learning environments
and programs
Priorities Key Activities
Mission Toronto Public Library provides free and equitable access to services which meet the changing needs of Torontonians The Library preserves and promotes universal
access to a broad range of human knowledge experience information and ideas in a welcoming and supportive environment
Establishing TPL as Torontos
centre for continuous and self-
dlirected learning
Impact
Expanding access to technology
and training
Advancing TPLs digital platforms
Breaking down barriers to access
driving inclusion
Expand high quality out-of-school-time programs for children and youth
Increase awareness and engagement across library channels
Allocate additional resources to sustain current and emerging
technology
Provide access to current and emerging technology and training in
library branches and community locations
Identify and remove policy barriers to online and in-person servicesToronto Public Library is a
community asset that builds
community capacity and improves
Torontonians well-being
Toronto Public Library contributes to the success of
Toronto Strong Neighbourhood Strategy 2020
Actions for strong Neighbourhoods
under five domains
Physical surroundings
Economic opportunities
Healthy lives
Social development and
Participation in civic decision-making
Toronto Public Library is a key partner in
City of Torontos Poverty Reduction Strategy
in addressing the issues of
service access and availability
Toronto Public Library supports the positive
outcomes of City of Torontos strategies for targeted
population including
Raising the Village Measuring the Well-being
of Children and Families in Toronto
Toronto Youth Equity Strategy
Toronto Newcomer Strategy
Toronto Seniors Strategy
Expand access to branches and community service points
Develop new resources programs and partnerships to deliver eLearning
programs
Provide in-branch resources space and technology to support
experiential learning
Provide resources and programs to support civic engagement
community events and discussion of social issues
Transforming for 21st century
service excellence Dedicate staff resources and training to provide expertise in key
strategic areas eg technology and literacy
Torontonians are empowered and supported in
their partcipation in civic lifeCreating community connections
through cultural experiences
Create diverse and inclusive cultural programs and experiences in
branch and online spaces
Curate and digitize special collections to reflect Torontos diverse
history culture and heritage
Develop organizational structure and culture to support innovation and
customer service excellence
ACCESS
OPPORTUNITY
CONNECTIONS
Outcomes
Torontonians have easy convienient online
access to library collections and services
Torontonians have convenient and local access
to neighbourhood spaces and services
Attachment 5
Expand online services
Develop self-serve Library Kiosks
Increased program offerings
After hours access implemented
Increased online service options
Increased self-service options
CONNECTIONS
Understand City demographics
demands and use of a full range of
library services
Develop after-hours access at branches
2 Breaking down
barriers to access
driving inclusion
Toronto Public Library contributes to the success of
City of Torontos key strategies including
Toronto Strong Neighbourhood Strategy 2020
bull Targeting appropriate resources to
respond to neighbourhood needs
Toronto Poverty Reduction Strategy
bull Address immediate needs
bull Create pathways to prosperity
bull Increase service access and availability
ACCESS
OPPORTUNITYLibrary membership options reflect
users online and branch access
needs
Provide access to current
and emerging technology
and training in library
branches and community
locations
Increase awareness and
engagement across library
channels
Sunday service expanded in target
branches
Identify and remove policy
barriers to online and in-
person services
Expand access to branches
and community service
points
Number of blocked library cards
reduced in target populations
Toronto Public Library Strategic Plan 2016-2019 Logic Model
Priority Impact
Mission Toronto Public Library provides free and equitable access to services which meet the changing needs of Torontonians The Library preserves and promotes universal access to a broad
range of human knowledge experience information and ideas in a welcoming and supportive environment
OutcomeKey Activities
Toronto Youth Equity Strategy
bull Service gaps
bull Service relevance amp accessibility
Toronto Newcomer Strategy
bull Improving access to municipal supports
bull Supporting civic engagement and
community capacity
Develop marketing strategy and conduct
publicity campaigns
Toronto Seniors Strategy
bull Equity
bull Inclusion
bull Respect
bull Quality of life
Expand access to library service in
community locations
Toronto Public Library is a
community asset that builds
community capacity and improves
Torontonians
well-being
Torontonians have equitable
support to learning and training
and gain the knowledge multiple
literacy skills and networks to
enrich their education work life
and leisure experiences
Torontonians have access to
programs and activities to support
and enhance diverse cultural
experiences and library
collections that reflect their
cultural ineterests and needsIncreased circulation of library
materials
Identify and remove policy barriers to
online and in-person services
Raising the Village Measuring the
Well-being of Children and Families in Toronto
bull Families have equitable access to
learning and training and are active in
their childrenrsquos education
bull Families belong to communities and
have the freedom to express and
opportunities to foster their culture and
identity
Torontonians are aware of library
services to address immediate needs
Conduct outreach and customer
engagement programs
Expand branch hours with additional
programs
Torontonians have easy
convienient online access to library
collections and services
Torontonians have convenient and
local access to neighbourhood
spaces and services
Attachment 6
Accountability Framework
Example
Priority Key Activity Short Term Medium Term Impact
Breaking down barriers to access
driving inclusion
Expand access to branches and
community service points
Torontonians have convenient and
local access to neighbourhood spaces
and services
Toronto Public Library is a community
asset that builds community capacity
and improves Torontonians well-being
Toronto Poverty Reduction Strategy
Increase service access and availability
Example
Customer Perspective Operational Perspective Learning amp Growth Perspective Financial Perspective
Utilization rate Service hours added Staff training Cost per use
Example
Is a visual representation of progress towards four years targets for KPIs to achieve strategic outcomes
with a baseline benchmark and annual target
Dashboard
Monitors the progress of the strategic plan across four perspectives and indentifies KPIs to measure progress towards outcomes
Links planned activities to expected outcomes
Toronto Public Library Strategic Plan 2016-2019
Implementation Compliance and Progress
Logic Model
Balanced Scorecard
Outcomes
Strategic Plan 2016-2019
Accountability Framework
November 21 2016
Toronto Public Library Board Meeting
1
Accountability Framework
Strategic Plan Performance Measures Committee
to provide advice and recommendations to the Board for
strengthening the Boardrsquos monitoring and assessment of the
strategic planrsquos implementation for compliance and progress
2
Accountability Framework
Strategic Plan Performance Measures Committee
bull Met four times from May to November 2016
bull Endorsed Accountability Framework at November 7 2016
meeting
bull Concluded its work
3
Accountability Framework
Purpose of framework
bull To guide the development monitoring and reporting of
The Annual work plan for each year from 2016-2019
The overall achievements of the Strategic Plan over four
years
4
Accountability Framework
bull A reporting structure for the Board to monitor the
progress of the strategic plan and provide guidance
bull Public facing reporting tool to demonstrate openness
and accountability
bull An internal tool for staff
5
Accountability Framework
Strategic Plan 2016-2019
bull Three broad outcomes
Access
Opportunity
Connections
And six strategic priorities
6
Accountability Framework
Strategic Plan 2016-2019
bull Six Strategic Priorities
Advancing TPLrsquos digital Platforms
Breaking down barriers to access driving inclusion
Expanding access to technology and training
Establishing TPL as Torontorsquos centre for continuous and
self-directed learning
Creating community connections through cultural
experiences
Transforming for 21st century service excellence
7
Accountability Framework
Three main tools
bull Balanced Scorecard with Key Performance
Indicators (KPIs)
bull Dashboard for visual presentation
bull Logic Models
8
Accountability Framework
Balanced Scorecard
bull A performance measurement tool developed at the
Harvard Business School
bull Provides a framework to monitor organization
performance from four perspectives the customerrsquos
perspective an internal business perspective an
innovation and learning perspective and the
financial perspective
Balance scorecard Encyclopedia of Business Gale 2000
9
10
Strategic Plan 2016 ndash 2019 Balanced Scorecard
11
Strategic Plan 2016 ndash 2019 Balanced Scorecard
Accountability Framework
Reporting timeline
bull Annual work plan achievements will be reported
to the Board in a semi-annual status report in
June and year end
bull Overall achievements of the strategic plan will be
reported annually to the Board (eg first quarter
of 2017 for 2016) using a balanced scorecard and
presented visually using a dashboard
12
Accountability Framework
13
Accountability Framework
Logic Model
bull A logic model is a systematic and visual way to present the
relationships among the resources to operate a program the
planned activities and the changes or results you hope to
achieve
14
WK Kellogg Foundation Logic Model Development Guide 2004
Accountability Framework
Logic Models
bull A Strategic Plan 2016-2019 aligns 6 strategic priorities
with
Key activities
3 broad strategic outcomes
City of Torontorsquos key strategies
bull Plus a logic model for each of the 6 strategic priorities
15
16
Strategic Plan 2016-2019 Logic Model
17
Strategic Plan 2016-2019 Priority 2 Logic Model
18
Accountability Framework
Questions amp Discussion
19
20
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 1
STAFF REPORT ACTION REQUIRED
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report proposes revised meeting dates for the December 2016 and January 2017
meetings for Toronto Public Library Board approval
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves rescheduling the December 8 2016 Toronto Public Library Board meeting
to December 12 2016 and
2 approves rescheduling the January 23 2017 Toronto Public Library Board meeting to
January 30 2017
FINANCIAL IMPACT
There is no financial impact arising from this report
The Director Finance and Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
At the January 25 2016 meeting the Board approved the schedule for meetings in 2016
including December 8 2016
At the October 24 2016 meeting the Board was provided with the proposed schedule for
meetings in 2017 including January 23 2017 for approval at the January 2017 meeting
14
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 2
COMMENTS
Library staff have recently reviewed the Cityrsquos updated budget schedule The Library Board
meeting in December is not well aligned with the Cityrsquos schedule A later December date
would provide the Board with more opportunity to be informed and kept up-to-date on the
2017 budget as well as to participate in the process As a result the rescheduling of the
December 8 2016 meeting to Monday December 12 is being recommended Board
members were canvassed and quorum is attainable for a meeting on December 12 2016
As the same scenario is also a possibility for the proposed January 23 2017 meeting it is
recommended that the date be changed to January 30 2017
Key dates for the 2017 budget process are shown below
2017 Budget Timetable
Date Political Review TPL Board
2016
Nov 21 Board meeting
Dec 2 Budget Committee launch
Dec 12 (from 8) Board meeting
Dec 161920 (21) Budget Committee presentations
2017
Jan 5 910 Budget Committee public deputations
Jan 12 Budget Committee wrap-up
Jan 24 Budget Committee final
Jan 30 (from 23) Board meeting
Feb 7 Executive Committee
Feb 15 16 (17) Council approval
Feb 21 Board meeting
CONTACT
Nancy Marshall Library Board Officer City Librarianrsquos Office
Tel 416-393-7215 E-mail nmarshalltorontopubliclibraryca
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 3
SIGNATURE
______________________________
Vickery Bowles
City Librarian
Holiday Closures 2017 and January 2018 1
STAFF REPORT ACTION REQUIRED
Holiday Closures 2017 and January 2018
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The purpose of this report is to recommend and receive Toronto Public Library Board
approval for the schedule of holiday closures for 2017 and January 2018
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves the schedule of holiday closures for 2017 and January 2018 as provided
in Attachment 1
FINANCIAL IMPACT
There is no financial impact to the 2017 operating budget arising from the
recommendation in this report The recommended closures are included in the proposed
2017 operating budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
Where Library Board approval is required to establish holiday closures the matter comes
before the Board in the preceding year to ensure adequate notice to the public and staff
COMMENTS
At its meeting on October 26 2015 the Library Board approved the Library closure for
New Yearrsquos Day 2017 on Monday January 2 2017
15
Holiday Closures 2017 and January 2018 2
The Library is open for regular service on Remembrance Day Saturday November 11
2017
The Library will be closed on Monday December 25 2017 for Christmas Day and
Tuesday December 26 2017 for Boxing Day
In 2018 New Yearrsquos Day falls on a Monday and the Library will be closed
All full-time employees whose scheduled day off falls on a holiday closure are
compensated with a day in lieu to be taken at another agreed upon time
It is the practice of the Library to close on the Sundays adjacent to public holidays with
the exception of Family Day
The schedule of holiday closures for 2017 and January 2018 is provided in Attachment 1
CONTACT
Dan Keon Director Human Resources Tel 416-395-5850
E-mail dkeontorontopubliclibraryca
SIGNATURE
_____________________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Holiday Closures 2017 and January 2018
Toronto Public Library Holiday Closures 2017 and January 2018
Sunday January 1 2017 New Yearrsquos Day Closed
Monday January 2 2017 For New Yearrsquos Day Closed
Monday February 20 2017 Family Day Closed
Friday April 14 2017 Good Friday Closed
Sunday April 16 2017 Easter Sunday Closed
Monday April 17 2017 Easter Monday Closed
Monday May 22 2017 Victoria Day Closed
Saturday July 1 2017 Canada Day Closed
Monday August 7 2017 Civic Holiday (Simcoe Day) Closed
Monday September 4 2017 Labour Day Closed
Monday October 9 2017 Thanksgiving Day Closed
Sunday December 24 2017 Christmas Eve Closed
Monday December 25 2017 Christmas Day Closed
Tuesday December 26 2017 Boxing Day Closed
Sunday December 31 2017 New Yearrsquos Eve Closed
Monday January 1 2018 New Yearrsquos Day Closed
New Yearrsquos Day 2017 closure approved by the Library Board on October 26 2015
Attachment 1
Audit Plan for the Year Ending December 31 2016 1
STAFF REPORT INFORMATION ONLY
Audit Plan for the Year Ending December 31 2016
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The attached report from PricewaterhouseCoopers the external auditors summarizes the
planning for their audit of the 2016 financial statements for the Toronto Public Library
Board
FINANCIAL IMPACT
The proposed audit fee of $25000 inclusive of expenses and exclusive of Harmonized
Sales Tax (2015 ndash $25000) is included in the 2016 operating budget It is important to
note that the audit fee does not include extra audit work that may be required due to
scope changes and PricewaterhouseCoopers will advise management as soon as possible
if this were to happen
This is the second year of a five-year audit contract that the City has negotiated The fee
will remain unchanged for the duration of the contract
ISSUE BACKGROUND
Under Section 139 of the City of Toronto Act 2006 the City is required to appoint an
auditor licensed under the Public Accounting Act 2004 who is responsible for annually
auditing the accounts and transactions of the City and its local boards and expressing an
opinion on the financial statements of these entities based on the audit
Council at its March 2015 meeting approved the recommendation of the Audit
Committee to appoint PricewaterhouseCoopers as the external auditor for the City and
Library The contract with PricewaterhouseCoopers is for five years ending with the
audit of the December 31 2019 financial statements
As part of the annual audit PricewaterhouseCoopers provides an Audit Plan report to the
Toronto Public Library Board The auditors will conduct their audit of the 2016 financial
statements pursuant to this plan
17
Audit Plan for the Year Ending December 31 2016 2
COMMENTS
Attached is PricewaterhouseCoopersrsquo Audit Plan for the Library which summarizes their
view on audit risks the nature extent and timing of the audit work and the terms of
engagement
On completion of the audit PricewaterhouseCoopers will issue the Audited Financial
Statements and a Year-End Report to the Board that will provide key matters for
discussion significant audit accounting and financial reporting matters summary of
unadjusted and adjusted items other required communications internal control
recommendations and a confirmation of auditor independence
Work on the interim audit was completed in October 2016 and the year-end audit is
expected to be completed by March 2016
CONTACT
Larry Hughsam Director Finance amp Treasurer Tel 416-397-5946
E-mail lhughsamtorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Board ndash Audit Plan for the year ending
December 31 2016
wwwpwccomca
Audit planfor the yearendingDecember31 2016
Toronto PublicLibrary Board
pwc
pwc
October 28 2016
Members of the BoardToronto Public Library Board
Dear Members of the Board
We are pleased to present an overview of our audit plan for the 2016 audit of the financial statementsof Toronto Public Library Board (the Library) prepared in accordance with Canadian Public SectorAccounting Standards (PSAS) (referred to as the ldquofinancial statementsrdquo from now on)
This overview includes our view on audit risks and the nature extent and timing of our audit work
We value your feedback and if you have any questions about the identified risks and our audit approachplease do not hesitate to contact the undersigned at (416) 228-1922
Yours very truly
Tern McUnnonPartnerRisk Assurance Services
cc Mr Larry Hughsam Director Finance and Treasurer
PricewatcrhouseCoopers UPnyC Tower i8 York Street Suite 2600 Toronto Ontario Canada M oB2T +1 416 8631133 F +1 416 365 8215 wwwpwccomca
lsquoPwt relera to Pdcewatethousetoopers LLP an Ontario limiled liabiLity paruiership
Toronto Public Library Board Audit plan for the year ending December 31 2016
Communications to the Board
Key mattersfor Commentsdiscussion
Client service team Tern McKinnon is your engagement leader and Julianne Cooke is your engagementmanager
Service deliverables We will audit the Libraryrsquos financial statements as of December 31 2016 and for theyear then ending prepared in accordance with PSAS
Our engagement letter which has been signed by the City of Toronto sets out theterms and conditions for our engagement as the independent auditor of the Libraryfor the above-mentioned year In addition our engagement letter outlines ourresponsibilities as the auditor and the responsibilities of management
Audit timeline We worked with management to develop this project timelinemdash Interim visit October 17-21 2016mdash Year-end visit March20 mdash March 31 2017mdash Clearance meeting with management To be confirmedmdash Deliveryfiling of financial statements To be confirmed
Audit approach Our audit approach is a mixture of tests of internal controls and substantive testingOur audit approach is designed to allow us to execute a quality and efficient auditWe do this byi gaining an understanding of the business by focusing on new developments
and key business issues affecting the Library as well as managementrsquosmonitoring of controls and business processes
ii identiring significant audit risks sharing our perspectives obtaining yourfeedback and ensuring our audit is tailored to these risks
iii using well-reasoned professional judgment especially in areas that aresubjective or require estimates and
iv leveraging reliance where possible on the Libraryrsquos internal controls andinformation technology and data systems
In the current year our planned work will include testing of key controls in thefollowing areasmdash Purchases payables and disbursementsmdash Payroll
All other areas will be subject to tests of detail
Significant risks are risks of material misstatement that we think need special auditconsideration We identified several significant audit risks and plan to address themas follows Please let us know if you agree that these are the most significant risksfrom your point of view and if you have any other areas of concern
PwC I
Toronto Public Library Board Audit plan for the year ending December 31 2016
Significant risk to Managementrsquos response and our audit approachdiscuss
Risk of management Accounting regulatory authorities require that the risk of material misstatement dueoverride of controls to management override of controls be considered a significant risk on every audit
engagement
This represents the risk that internal controls at the Library maybe circumvented toachieve desired financial results or gain inappropriate access to financial resources
In order to address this risk we will perform the followingbull All non-routine journal entries are reviewed and approved by the appropriate
level of managementbull We will review manual journal entries focusing on large and unusual entriesbull We will review accounting estimates for biases that could result in material
misstatementbull We will incorporate unpredictable procedures in the audit approach
Risk of fraud in revenue The risk of fraud in revenue recognition is a presumed significant risk underrecognition Canadian Auditing Standards We will assess this risk through the consideration of
the Libraryrsquos revenue recognition policies the incentivepressure to fraudulentlymisstate revenue and the potential opportunity
In order to address this risk we will perform the following
bull Update our understanding of managementrsquos processes and internal controlssurrounding revenue recognition
bull Obtain confirmations from the City of Toronto for subsidies received duringthe year
bull Test significant revenue streams through testing a sample of transactions tosupporting documents
Materiality Misstatements are considered to be material if they could reasonably be expected toinfluence the economic decisions of users of the financial statements We have set apreliminanrsquo materialihrsquo of S6i6oooo We will report unadjusted and adjusted itemsover S6i6ooo to the Board on completion of the audit
Fraud risk We discuss fraud risk annually with the Board Through our planning process (andprior yearsrsquo audits) we developed an understanding of your oversight processesincluding
Employee code of ethicsmdash Discussion at Board meetings and our attendance at those meetings or
reviewing minutes of meetingsmdash Presentations by management including business performance reviewsmdash Signing authorities
Are there any new processes or changes to the items above that we should be awareoP
We are not aware of any fraud Are you aware of instances of any actual suspected or
____________________________
alleged fraud affecting the Library
PwC 2
Toronto Public Ubrary Board Audit plan for the year ending December 31 2016
The matters raised In this and other reports that will flow from the audit are only those that have come to our attention arising from or relevant toour audit that we believe need to be brought to your attention They are not a comprehensive record of all the matters arising and in particularwe cannot be held responsible for reporting all risks in your business or all internal control weaknesses This report has been prepared solely foryour use It was not prepared or intended for any other purpose No other person or entity shall place any reliance upon the accuracy orcompleteness of statements made herein PwC does not assume responsibility to any third party and in no event shall PwC have any liabilityfor damages costs or losses suffered by reason of any reliance upon the contents of this report by any person or entity other than you
PwC 3
copy 2015 PricewaterhouseCoopers LLP an Ontario limited liability partnership All rights reserved
Board Resolutions ndash Status Report 1
STAFF REPORT INFORMATION ONLY
Board Resolutions ndash Status Report
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report lists the status of outstanding Toronto Public Library Board resolutions
BACKGROUND INFORMATION
At the April 2 2012 meeting the Toronto Public Library Board approved the inclusion of
Board Resolutions ndash 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 ndash Status Report ndash November 21 2016
18
1
STATUS REPORT
TORONTO PUBLIC LIBRARY BOARD RESOLUTIONS
AS AT NOVEMBER 21 2016
DATE OF
MEETING
MOTION
(Ref Minute )
STATUS
TARGET
DATE
Sep 8 2014 14-150 ndash Notice of Motion Funding and Timing of
PerthDupont Branch Relocation
5 requests that the local City Councillor consult
with the local community and make a
recommendation to the Board for a new name for
the relocated branch (which will no longer be
located at the corner of Perth and Dupont)
IN PROGRESS Staff to bring a recommendation to
the Board for a new name for the relocated branch to
the Board for approval
To be
determined
Feb 22 2016 16-040 ndash Naming Opportunity ndash Daniel Grafton
Hill III
2 requests staff to provide updates to the
Toronto Public Library Board on this
initiative at strategic intervals
IN PROGRESS This initiative is dependent on a
future branch capital project and consultation
process
To be
determined
Oct 24 2016 16-193 ndash Toronto Public Library Board ndash Self-
Evaluation
2 conducts a pilot self-evaluation during the
month of November 2016 and discusses the
results of the evaluation at the January 2017
meeting
IN PROGRESS A report is expected to be provided
at the January 2017 meeting
January 2017
meeting
Attachment 1
City Librarianrsquos Report ndash November 21 2016 2
some problem in space and then later were given the chance to interact remotely with Chris
to present the solution to their selected problem The telepresence technology and the Chris
Hadfield special event were made possible by the generous contributions of two important
partners to the Library The Bluma Appel Community Trust donated $400000 to fund the
technology and the program and Cisco Canada contributed additional equipment expertise
and technical and strategic support Thanks to both for helping the Library transform our
services to better serve Torontonians in the digital age
Supported by the Krembil Foundation The Cutting Edge series explores new ideas at the
intersection of health and technology The 2016 featured lecture was presented by Pulitzer
Prize winner Siddhartha Mukherjee on October 17 at the Bram amp Bluma Appel Salon
Mukherjeersquos recent book The Gene weaves together science social history and personal
narrative to explain one of the most important conceptual breakthroughs of modern times
Dr Mukherjeersquos sold out appearance was simulcast to the Toronto Reference Library atrium
and live streamed online Other programs in the 2016 series include Music Medicine A New
Frontier and Pushing the Boundaries of Alzheimer Treatment In addition to the Cutting
Edge series the Krembil Foundation funds enhancements to the Libraryrsquos medical collection
as well as training for library staff
tplcacuttingedge
In October TPL launched a pilot project that extends the Sun Life Financial Museum +
Arts Pass (MAP) program making it available to University of Toronto and Ryerson
students at their campus libraries The pass can then be checked out at one of five
participating TPL branches giving the student free access to the AGO the Bata Shoe
Museum the Textile Museum of Canada and one of eight participating City of Toronto
Historic Sites The goals of the pilot are to encourage student awareness and use of TPL
branches to promote TPL library card registration to expand the MAP programrsquos
accessibility and to encourage students to make use of the regular MAP program The pilot
will end in the spring of 2017 at which point an evaluation will take place The regular
MAP program allows individuals and families to explore the best of Torontorsquos arts and
cultural treasures by providing free access to 17 participating venues
tplcamappass
In partnership with Myseum of Toronto Toronto Public Library presents Cosmopolis
Toronto The World in One City ndash a photography exhibition that explores the journeys of
newcomers to Canada This series by photographer Colin Boyd Shafer captures the stories
of someone born in every country of the world who now calls Toronto home Through
photography exhibits and programs Cosmopolis Toronto The World in One City will be
displayed at select branches across the city Themes that emerge revolve around the power
of family faith food music and the things that remind us of the past as well as the places
that feel like home
tplcacosmopolis
October is Canadian Library Month and this year Ontario Public Library Week was
kicked off at Fort York Branch on Oct 17 Todd Kyle president of the Ontario Library
Association spoke about the valuable role libraries play in Canadians lives and launched a
City Librarianrsquos Report ndash November 21 2016 3
fun bookspinepoetry contest open to the public City Librarian Vickery Bowles introduced
the theme of this yearrsquos Ontario Public Library Week ldquoA visit will get you thinkingrdquo and
spoke about the transformation libraries are undergoing and the new ways they are
connecting with their users Kevin Finnerty Assistant Deputy Minister at the Ministry of
Tourism Culture and Sport presented the Public Library Awards Shortlist which included
Toronto Public Librarys Pan Am Host City Project Attendees toured Fort York Branch
including a visit to the popular digital innovation hub
Transforming for 21st Century Service Excellence
The TPL Foundation was pleased to announce a number of fundraising successes this fall
Sixty thousand dollars was raised through the generous support of patrons of the fourth
annual Hush Hush fundraiser on October 15 at the BloorGladstone Branch A portion of the
proceeds will go toward Young Voices a suite of programs that encourages creative
expression in Torontorsquos youth The Foundation also raised $9500 through supporters
running or walking in the Scotiabank Charity Challenge one participant in the Challenge
trained by running to all 100 TPL branches The Foundation is also happy to announce that
TD Bank has generously renewed its support of Black History Month Celebrations and
Indigenous Celebrations with a combined donation of $44000
Communications 1
8
COMMUNICATIONS
GENERAL CORRESPONDENCE
TORONTO PUBLIC LIBRARY BOARD MEETING ndash November 21 2016
It is recommended that the Toronto Public Library Board
1 receives Communication (a) from Joe Clark to the Toronto Public Library Board
dated November 17 2016 regarding the 2017 operating and capital budgets for
information
Joe Clark joeclarkjoeclarkorg
20161117
Re 2017 Interim Budget Estimates
2017 Operating and Capital Budgets Update
While most of the attention paid to the budget has revolved around the Mayorrsquos suicidal
and intrinsically unserious demand for a 26 budget cut everywhere I have to
wonder yet again why the Toronto Public Library Board does not understand
what its own staff are proposing
Is it because there were only two Boardmembers in the last decade who were known to
even have library cards (One sits on the current Board) Fundamentally you
people do not use the library system and do not understand it I can assure you
that hiring Moe hasnrsquot changed that one iota given his attested unwillingness to
learn what in-branch experience the area he purports to manage is really like
So letrsquos go through a few seriously unwise items in the Library budget
Nobody asked for ldquocash drawersrdquo at the self-service checkouts
that nobody asked for either
One of the budget documents lies about the history of self-checkout thus ldquoIn 2009 TPL
received $66 million to implement self-service checkout in branches resulting in
better service and expanded hours at no cost and also a reduction in staff to help
achieve budget targetsrdquo The real purpose of self-checkout was to fire expensive
employees not to make things more efficient And it involved clumsily sticking
decals on millions of items in many cases marring them permanently
Again The real purpose of self-checkout was firing staff That was confirmed to me to my
face by a manager in charge It had nothing to do with library users or literally
anything else If the project had started with automated sorters as its raison drsquoecirctre
first it might have made sense
Now wersquore being threatened with ldquocash drawersrdquo As ever the library canrsquot be honest
about whatrsquos really happening here verbally dressing up this fiasco as Integrated
Payment Solutions whatever those are
2
With an investment of $2250 million over two years []hellip [c]ustomers will be able to pay
fines at the self-checkout terminals at the same time as checking out materials
Currentlyhellip fine payments can only be made onlinehellip or from a face-to-face interaction
with library staff at the check-out desk
God forbid
Combined these initiatives will save $0526 million or 03 in 2017 and allow a reduction
in staff of 68 FTEs[]
In other words ldquothese initiativesrdquo will cost $(2250000 divide 2 ndash 526000) or $599000 in
Year 1
The only library patrons who could possibly need this service are the ones who could
never get it in the first place ndash those whose only use of the library is via the
Bookmobile which canrsquot take cash payments and which donrsquot use RFID in the first
place (Did you know that) Nobody else needs or wants this service
Further does the Library really mean ldquocash drawersrdquo as in tills Do you know what you
even mean How will these tills dispense change Wonrsquot every one of them be
burglarized every day How long till Sue-Ann Levy writes a column about that
The Library refuses to adjust the collections budget
for known decreases in usage
Budget documents
$0482 million represents a 25 projected cost increase for library materials based on
experience and industry projections while needing to accommodate the impact of a
stronger US dollar on the Libraryrsquos purchasing power[]
The Library has elsewhere admitted that third-language materials ndash this means non-
English and non-French though the positioning of French as equivalent to
English is a joke in itself ndash have suffered serious decline in recent years Some
languages (by implication Indian ones) have shown 45 decreases in demand
That demand is never gonna come back Yet the Library whose collections policy is in
some respects more whim than policy proposes a $482000 increase largely to
handle projected exchange rates
3
Why hasnrsquot the Library proposed reducing relevant third-language budgets by the same
amount demand has reduced then redirecting that money to other collections
Why does the Library propose spending tens of thousands of dollars per
language in permanent decline instead of spending that money on items people
actually want including third-language items that really get used
Collections policy really does contain a large dosage of whim I should know being the
largest single submitter of blue forms and whose yellow forms are simply
ignored (Boardmembers ldquoWhat are thoserdquo) being someone who knows there is
no policy at all for acquiring new magazine titles and getting rid of dud titles and
most of all being the person who has had to take the Toronto Public Library to
the Human Rights Tribunal of Ontario over its banning of a single author an
outrageous unprincipled action that is seriously popular in-house and which the
Library clearly intends to defend to the death at any cost in legal fees
Yet this is the same department you intend to authorize to waste money on third-
language materials that will never be used while also handing it another
482 grand
If you actually used the Library and if you actually read your own reports would you
leave these items in the proposed budget Again what happens if Sue-Ann Levy
finds out and documents these errors in a newspaper none of you really think
should be taken seriously in the first place
ndash 30 ndash
Ready for Reading WebsiteToronto Public Library
Peggy Thomas
Manager Childrenrsquos Services
Questions
Contact informationPeggy Thomaspthomastorontopubliclibraryca
2017 Interim Budget Estimates 1
STAFF REPORT ACTION REQUIRED
2017 Interim Budget Estimates
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The purpose of this report is to seek Toronto Public Library Board adoption of the 2017
interim operating and capital budget estimates in order to enable Toronto Public Library
(TPL) to carry out normal operations during the period between January 1 2017 and the date
on which Council approves the 2017 operating and capital budgets expected to be on
February 15 or 16 2017
The interim operating budget for TPL is $48647 million gross ($44249 million net) which
is based on 25 of TPLrsquos 2016 approved budget The interim capital budget is $5522
million gross ($3524 debt) which is based on 25 of the 2017 funding commitments for
previously approved capital projects
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 adopts the 2017 interim operating budget of $48647 million gross ($44249 million
net) subject to Council approval and
2 adopts the 2017 interim capital budget of $5522 million gross ($3524 million debt)
subject to Council approval
FINANCIAL IMPACT
The 2017 interim budget estimates will enable TPL to carry out normal operations during the
period between January 1 2017 and the date on which Council approves the 2017 operating
and capital budgets expected to be on February 15 or 16 2017 The 2017 interim operating
budget for TPL is $48647 million gross ($44249 million net) which represents 25 of
TPLrsquos 2016 approved operating budget
The interim capital budget is $5522 million gross ($3524 million debt) which represents
25 of the 2017 funding commitments for previously approved capital projects Any unspent
11
2017 Interim Budget Estimates 2
capital funds from 2016 will also be available during the interim period of 2017 The
combination of the 25 funding and 2016 unspent carry-forwards will be adequate to meet
TPLrsquos capital needs in the interim period
The budget percentage approvals are consistent with other City Agencies and Divisions
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
ALIGNMENT WITH STRATEGIC PLAN
The adoption of the 2017 interim budget estimates ensures the continuance of TPLrsquos business
until Council approves the 2017 operating and capital budgets
ISSUE BACKGROUND
In accordance with TPLrsquos Financial Control Policy prior to the approval of the annual
operating and capital budgets the Library Board needs to adopt the Council-approved
interim estimates to fund the continuance of the Libraryrsquos business from the first day of
January to the date the operating and capital budgets for that year are approved
COMMENTS
The 2017 interim budget estimates for the operating and capital budgets expected to be
approved by Council on December 13 2016 enable City Programs and Agencies to carry out
their operations until Council approves the 2017 operating and capital budgets expected on
February 15 or 16 2017
Expenditures made during the period beginning January 1 2017 to until the date Council
approves the 2017 operating and capital budgets must be restricted to normal operations
CONTACT
Larry Hughsam Director Finance amp Treasurer Tel 416-397-5946
E-mail lhughsamtorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
Runnymede Branch ndash Award of Tender 1
STAFF REPORT ACTION REQUIRED
Runnymede Branch ndash Award of Tender
Date November 21 2016
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 of Runnymede Branch as per
Toronto Public Libraryrsquos (TPLrsquos) drawings and specifications
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 awards the contract to the lowest bidder Brown Daniels Associates for the interior
renovation of the Runnymede Branch at a cost of $543147 which includes a
contingency of $49377 [excluding Harmonized Sales Tax (HST)]
FINANCIAL IMPACT
The total amount of $543147 which is made up of the tender amount of $493770 plus the
contingency of $49377 (excluding HST) is included as part of the Multi-Branch Renovation
State of Good Repair (SOGR) Project of the approved 2016 capital budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
ALIGNMENT WITH STRATEGIC PLAN
The interior renovation of the Runnymede Branch helps to achieve various strategic plan
priorities and goals including
increase access to in-branch services and spaces and new options to expand public and
community space
advance State of Good Repair projects to provide welcoming well-maintained and efficient
public space
create in-branch environments that connect neighbourhoods and communities offering
opportunities for partnerships civic engagement and resident participation
12
Runnymede Branch ndash Award of Tender 2
build capacity to deliver elearning and interactive distance learning services
offer broad access to experiential collaborative mentored and networking learning
opportunities in response to the different ways people learn and the unique needs of local
communities
offer access to new and emerging technologies to support innovation entrepreneurship and
creativity
COMMENTS
Runnymede is a 12034 sq ft neighbourhood branch In 2015 Runnymede was the third
busiest branch in the Toronto Public Library system in terms of visits and the busiest branch
in terms of holds pick-up The branch opened in 1928 and is listed on Toronto Historical
Boards Inventory of Heritage Properties It has undergone several renovations over the
years
A renovation and expansion of Runnymede Branch was completed and successfully opened
to the public in 2005 Eleven years have passed and library service has changed With
introduction of self-service and more collaborative work spaces the existing large service
desk is no longer required Moreover the high level of traffic creates congestion in the
branch The proposed renovation to the main floor of the library will resolve these issues In
addition to the installation of a new smaller service desk the renovation will involve a re-
design of the computer areas new flooring new window coverings and collections
merchandizing The second floor of the branch will be opened up to improve security
through increased visibility and allow for greater flexibility in the use of the public space
Architects for the project Building Arts Architects Inc was hired to provide architectural services for the Runnymede
Branch renovation project in April 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 of the most experienced and previously proved General
Contractors were pre-qualified and invited to bid on the project All eight (8) attended the
mandatory site meeting at Runnymede Branch on October 4 2016
Call for Tenders On September 30 2016 the Call for Tenders was issued to the eight pre-qualified bidders 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 The bid documents prepared by the Architects were
supplied to all prequalified bidders All bidders had to attend a mandatory information
meeting on October 4 2016 The bid documents comprised the following documents
List of Prequalified Bidders
Instruction to Bidders
Runnymede Branch ndash Award of Tender 3
Available Project Information
Stipulated Price Bid Form
Unit Prices Bid Form Supplement
Alternative Prices Bid Form Supplement
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 October 20 2016 TPL received tenders from seven of the pre-qualified General
Contractors The Architects and library staff analysed the three lowest bids to ensure that all
requirements of the bidding process were met as follows
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 amp
material bond)
o unconditional bid
o completed amp sealed stipulated price bid form
o acknowledges all addenda issued as part of the Call for Tenders
o completed amp dated unit prices bid form supplement
o completed amp dated alternative prices bid form supplement
o completed amp dated list of subcontractors bid form supplement
o confirmation of pre-qualified subcontractors where required
Award of tender recommendation For the recommended contract award to Brown Daniels Associates the following
requirements have been met
1 The bidder is in conformance with 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 successfully completed a number of Toronto Public Library
projects including Woodside Square Mimico and Ellesmere Branches North York Central
Library and the recent Beeton Hall renovation at the Toronto Reference Library The
references were checked by the architect and were satisfactory
Runnymede Branch ndash Award of Tender 4
CONTACT
Moe Hosseini-Ara Director Branch Operations and Customer Experience
Tel 416-397-5944 E-mail mhosstorontopubliclibraryca
Gail Rankin Senior Manager Facilities Management Tel 416-395-5881
E-mail grankintorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
13 aLIBRARYAPPROVED MINUTES Page I
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 1 Tuesday May 31 2016 from 540 pm to 725 pmToronto Reference Library Board Room 789 Yonge Street Toronto
Members PresentMr Ron CarinciMs Lindsay ColleyMs Dianne LeBretonMs Sue Graham-Nutter
RegretsMs Archana Shah
SPPM Call to Order16-001 Elizabeth Glass Director Policy Planning amp Performance Management and the
City Librarianrsquos desiwiate called the meeting to order at 540 pm
SPPM Election of Chair of the Strategic Plan Performance Measures Committee16-002 Elizabeth Glass called for nominations for the Chair of the Strategic Plan
Performance Measures Steering Committee
Moved by 1 CarinciThat1 Dianne LeBreton be nominated for chair
carriedDianne LeBreton agreed to stand for election
There being no further nominations it wasMoved by L ColleyThat the Strategic Plan Performance Measures Committee1 closes nominations
carried
Elizabeth Glass declared Diarme LeBreton duly elected Chair of the Strategic PlanPerformance Measures Committee by acclamation
Dianne LeBreton assumed the Chair
APPROVED MINUTES Page 2
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 1 Tuesday May 31 2016 from 540 pm to 725 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Declarations of Conflict of Interest16-003 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda16-004 Moved by R (lsquoarinci
That the Strategic Pla ii Perbnnance Measures Committee1 approves the agenda
Carried
SPPM Communications16-005 There were no Communications items at the May 31 2016 Strategic Plan
Performance Measures Committee meeting
SPPM Presentations16-006 There were no public presentations at the May 31 2016 Strategic Plan
Performance Measures Committee meeting
Item for ApprovalSPPM Strategic Plan 2016-20 19 Status and Performance Management Reporting Tools
Elizabeth Glass and Michele Melady Acting Manager Planning amp Developmentprovided a presentation on status and performance management reporting tools
16-007 Committee DecisionIrsquofo red by K CauinciThat the Strategic Plan Perbrmance Measurement Committee1 considers the summary of Toronto Public Library s strategic priority
alignment witi key City strategiesbr information (Attachment 1)2 considers the template that will he used for the semimdashannual status report
on Strategic Plan activitiesbr 2016br presentation to the Library Boardin June fbr inbnnation Attacunent 2)
3 considers the Divi Strategic Plan Dashboard to provide recommendationson the brmat so that staff cciii make revisions and populate the templatewith nwasuucs br the next Steering Committee Meeting (Attachment 3)
Carried as amended
APPROVED MINUTES Page 3
Toronto Public library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 1 Tuesday May 31 from 540 pm to 725 pmToronto Reference Library Board Room 789 Yonge Street Toronto
MotionsSee the followingMoved by R CarinciThat the Strategic Plan Performance Measures Committee1 considers the summary of Toronto Public Libraryrsquos swategic priority
alignment with key City strategies for information (Attachment 1)2 endorses (lie template that will be usedfor the semi-annual status report
on Strategic Plan activities for 2Ol6for presentation to the Library Boardin June for information (Attachment 2)
3 considers the Draft Strategic Plan Dashboard to pro viderecommendations on the format so that staffcan make revtcions andpopulate the template with measures for the next Steering ConmitteeMeeting (Attachment 3)
Amended
Moved in amendment by S Graham-NutterThat the Motion moved by R Carbici be amended to change the word endorsesrdquoin Recommendation 2 to the word considers so that it reads asjoacutellows1 considers the template that will be usedJar the semi-annual status report
on Strategic Plan activitiesfor 2016for presentation to the Library Boardin June for information (Attachment 2)
Carried
SPPM Adjournment16-008 Moved by pound Graham-Nutter
That the Strategic Plan Perjagravermance Measures Committee1 adjourns the May 31 2016 Strategic Plan Performance Measures
Committee meetingCarried
The meeting ended at 725 pm c)r -
Signed ( I lsquoI 7lt--
TORONTOPUB LIC
LIBRARYAPPROVED MINUTES Page 1
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 2 Wednesday July 13 2016 from 530 pm to 635 pmToronto Reference Library Board Room 789 Yonge Street Toronto
Members PresentMs Dianne LeBreton (Chair)Ms Lindsay CofleyMs Sue Graham-NutterMs Archana Shah
RegretsMr Ron Carinci
SPPM Call to Order16-010 Dianne LeBreton called the meeting to order at 530 pm
SPPM Declarations of Conflict of Interest16-011 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda16-012 Moved byL colley
That the Strategic Plan Petformance Measures Committee1 approves the agenda
Carried
SPPM Confirmation of IrsquoIay 31 2016 Strategic Plan Performance Measures Committee16-0 13 Meeting Minutes
Moved by L ColleyThat the Strategic Plan PerJbrmance Measures Committee1 confirms the Minutes of the May 31 2016 Strategic Plan Performance
Measures CommitteeCarried
APPROVED MENUTES Page 2
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteelNrsquoIeeting No 2 Wednesday July 13 from 530 pm to 635 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Business Arising from the Minutes16-014 There were no Business Arisingfrom the Mintues items at the July 13 2016
Strategic Plan Performance Measures Committee meeting
SPPM Communications16-015 There were no Communications items at the July 13 2016 Strategic Plan
Performance Measures Committee meeting
SPPM Presentations16-016 There were no public presentations at the July 13 2016 Strategic Plan
Performance Measures Committee meeting
Itemfor ApprovalSPPM Strategic Plan 2016-2019 Status and Performance Management Reporting Tools16-0 17 Elizabeth Glass Director Policy Planning amp Performance Management and
Linda Hazzan Director Communications Progranuning amp CustomerEngagement provided a presentation on status and performance managementreporting tools
Moved byA ShahThat the Strategic Plan Performance Measurement Committee1 considers the attached presentation materials and2 directs staffto further develop the balanced score card key performance
indicators and the Strategic Plan dashboard and indicatorsfor a StrategicPlan Performance Measures Steering committee meeting in September
CarriedSPPM Adjournment16-018 iWoved by S Graham-Nutter
That the Strategic Plan Performance ArsquoJeasures Committee1 adjourns the July 13 2016 Strategic Plan Performance Measures
Committee meeting
Carried
The meeting ended at 635 pm-
Signed lsquoiV i f
TORONTOPUB LIC
LIBRARYAPPROVED MINUTES Page 1
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 3 Tuesday September 20 2016 from 530 pm to 630 pmToronto Reference Library Board Room 789 Yonge Street Toronto
Members PresentMs Dianne LeBreton (Chair)ML Ron CadnciMs Lindsay ColleyMs Archana ShahMs Sue Graham-Nutter
Regrets
SPPM Call to Order16-019 Dianne LeBreton called the meeting to order at 530 pm
SPPM Declarations of Conflict of Interest16-020 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda16-021 Moved by L Colley
That the Strategic Plan Performance Measures Committee1 approves the agenda
Carried
SPPM Confirmation of July 13 2016 Strategic Plan Performance Measures Committee16-022 Meeting Minutes
Moved by L ColleyThat the Strategic Plan Peiformance Measures Committee1 confirms the Minutes of the fitly 13 2016 Strategic Plan Performance
Measures Committee
Carried
APPROVED MINUTES Page 2
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 3 Tuesday September 20 2016 from 530 pm to 630 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Business Arising from the Minutes16-023 There were no Business Arisingfrom (lie Minutes items at the September 20 2016
Strategic Plan Performance Measures Committee meeting
SPPM Communications16-024 There were no Communications items at the September 20 2016 Strategic Plan
Performance Measures Committee meeting
SPPM Presentations16-025 There were no public presentations at the September 20 2016 Strategic Plan
Performance Measures Committee meeting
Itemfor ApprovalSPPM Strategic Plan 2016-2019 Accountability Framework and Reporting Tools16-026 Elizabeth Glass Director Policy Planr1ing amp Performance Management
provided a presentation on accountability framework and reporting tools
Moved by S Graham-NurterThat the Strategic Plan Performance Afeasurement Committee1 considers the approach ofusing logic models and a balanced scorecard as
the strategic plan accountabilityframework and a dashboard to visuallyrepresent the progress and achievement as outlined in the flowchart(Attachment 1k
2 endorses the logic model examples that will be used as templates fordeveloping a logic model for each strategic priority (Attachments 2 and3k
3 endorses the balanced scorecard and recommended key performanceindicatorsJbr the Boardrsquos monitoring and assessment ofthe strategicplan lsquo5 progress (Attachment 1)
Deferred
The Committee deferred consideration of the recommendations in the StrategicPlan 2016-2019 Accountability Framework and Reporting Tools report until thenext meeting of the Committee
APPROVED MINUTES Page 3
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 3 Tuesday September 20 from 530 pm to 630 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Adjournment16-027 Moved by L Colley
That the Strategic Plan Performance Measures Committee1 adjourns the September 20 20J6 Strategic Plan Performance Measures
Conunittee meetingCarried
The meeting ended at 630 pm - - - I
Signed (V UrsquoL
MINUTES Page 1
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
13b
Members Present
Mr Ron Carinci
Ms Lindsay Colley
Ms Archana Shah
Ms Sue Graham-Nutter
Regrets
Ms Dianne LeBreton (Chair)
SPPM Call to Order
16-028 Vickery Bowles called the meeting to order at 530 pm Ms Bowles advised that
Dianne LeBreton committee chair was unexpectedly unable to attend the
meeting An election of an acting chair was required
SPPM Declarations of Conflict of Interest 16-029 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda 16-030 Moved by R Carinci
That the Strategic Plan Performance Measures Committee approves the agenda
as revised to
1 elect an Acting Chair for the November 7 2016 meeting in the absence of
the Committee Chair
Carried
MINUTES Page 2
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Election of Acting Chair
16-031 Vickery Bowles called for nominations for the Acting Chair of the Strategic Plan
Performance Measures Steering Committee
Moved by R Carinci
That
1 Sue Graham-Nutter be nominated for Acting Chair
Carried
Sue Graham-Nutter agreed to stand for election
There being no further nominations it was
Moved by R Carinci
That the Strategic Plan Performance Measures Committee
1 closes nominations
Carried
Vickery Bowles declared Sue Graham-Nutter duly elected Acting Chair of the
Strategic Plan Performance Measures Committee by acclamation
Sue Graham-Nutter assumed the Chair
SPPM Confirmation of September 20 2016 Strategic Plan Performance Measures
16-032 Committee Meeting Minutes Moved by R Carinci
That the Strategic Plan Performance Measures Committee
1 confirms the Minutes of the September 20 2016 Strategic Plan
Performance Measures Committee
Carried
SPPM Business Arising from the Minutes
16-033 There were no Business Arising from the Minutes items at the November 7 2016
Strategic Plan Performance Measures Committee meeting
SPPM Communications
16-034 There were no Communications items at the November 7 2016 Strategic Plan
Performance Measures Committee meeting
MINUTES Page 3
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Presentations
16-035 There were no public presentations at the November 7 2016 Strategic Plan
Performance Measures Committee meeting
Item for Approval
SPPM Strategic Plan 2016-2019 Accountability Framework Reporting Tools and Key
16-036 Performance Indicators
Elizabeth Glass Director Policy Planning amp Performance Management
responded to questions from committee members
Moved by L Colley
That the Strategic Plan Performance Measurement Committee
1 endorses the Strategic Plan accountability framework as outlined in the
flowchart (Attachment 1)
2 endorses the logic model examples that will be used as templates for
developing a logic model for each strategic priority (Attachments 2
and 3)
3 endorses the balanced scorecard and recommended key performance
indicators for the Boardrsquos monitoring and assessment of the Strategic
Planrsquos progress (Attachment 4)
Carried
Staff were directed to provide Board members with an overview of the
accountability framework for the Strategic Plan with the tools KPIs and the
reporting timelines
SPPM Adjournment
16-037 Moved by L Colley
That the Strategic Plan Performance Measures Committee
1 adjourns the November 7 2016 Strategic Plan Performance Measures
Committee meeting
Carried
The meeting ended at 600 pm
Signed
Strategic Plan 2016-2019 Accountability Framework 1
STAFF REPORT ACTION REQUIRED
Strategic Plan 2016-2019 Accountability Framework
Date November 21 2016
To Toronto Public Library Board
From Strategic Plan Performance Measures Committee
SUMMARY
The purpose of this report is to recommend the approval of the Strategic Plan 2016-2019
Accountability Framework to the Toronto Public Library Board
A Strategic Plan Performance Measures Committee was established on April 25 2016 to
provide advice and recommendations to the Board for strengthening the Boardsrsquo
monitoring and assessment of the strategic planrsquos implementation for compliance and
progress
The Committee met four times from May to November 2016 to receive and inform the
development of the Strategic Plan 2016-2019 Accountability Framework which contains
three main tools a balanced scorecard with key performance indicators a dashboard to
visually present the results and a logic model to show the alignment between the strategic
priorities key activities over four years and the expected outcomes and impact
At its November 7 2016 meeting the Committee endorsed the Accountability Framework
and concluded its work
RECOMMENDATIONS
The Strategic Plan Performance Measures Committee recommends that the Toronto
Public Library Board
1 approves the Strategic Plan 2016-2019 Accountability Framework
FINANCIAL IMPACT
There is no financial impact beyond what has already been approved in the current yearrsquos
budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
13c
Strategic Plan 2016-2019 Accountability Framework 2
DECISION HISTORY
At its April 25 2016 meeting the Library Board received the following report Strategic
Plan Performance Measures Committee Terms of Reference and approved the Terms of
Reference for the Strategic Plan Performance Measures Committee as outlined in
Attachment 1
httpwwwtorontopubliclibrarycacontentabout-the-
librarypdfsboardmeetings2016apr2512-performance-measures-committee-terms-of-
referencepdf
httpwwwtorontopubliclibrarycacontentabout-the-
librarypdfsboardmeetings2016apr2512-performance-measures-committee-terms-of-
reference-att-1pdf
At its May 31 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Status and Performance
Management Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-may-31jsp
At its July 13 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Status and Performance
Management Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-jul-13jsp
At its September 20 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Accountability
Framework and Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-sep-20jsp
At its November 7 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Accountability
Framework Reporting Tools amp key Performance Indicators
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-nov-07jsp
ISSUE BACKGROUND
The Strategic Plan Performance Measures Committee was established on April 25 2016 to
provide advice and recommendations to the Library Board for strengthening the Boardrsquos
monitoring and assessment of the strategic planrsquos implementation for compliance and
progress
During the development of the Accountability Framework and the reporting tools the
Committee met four times from May to November 2016 to receive information and provide
advice At its November 7 2016 meeting the Committee endorsed the Framework and
concluded its work
Strategic Plan 2016-2019 Accountability Framework 3
COMMENTS
There are three broad outcomes for the Strategic Plan 2016-2019 based on input gathered
from Toronto residents during the strategic plan consultation process
Expanding Access
Increasing Opportunity
Building Connections
Six strategic priorities were established to advance the broad outcomes
Advancing TPLrsquos digital platforms
Breaking down barriers to access driving inclusion
Expanding access to technology and training
Establishing TPL as Torontorsquos centre for continuous and self-directed learning
Creating community connections through cultural experiences
Transforming for 21st century service excellence
The purpose of the Accountability Framework is to guide the development monitoring and
reporting of the annual work plan for each of the four years from 2016 to 2019 and the
overall achievements of the Strategic Plan over four years It serves as
a reporting structure for the Board to monitor the progress of the strategic plan and
provide guidance
a public facing reporting tool to demonstrate openness and accountability
an internal tool to advance shared understanding of the strategic priorities and guide the
work of staff
The Accountability Framework is composed of three main tools
1 Balanced Scorecard with key performance indicators (Attachment 1 amp Attachment 2)
The overall achievements of the strategic plan will be reported using a balanced
scorecard approach with key performance indicators established under four
perspectives Customer Operational Learning amp Growth and Financial Work plan
achievements will be reported to the Board in a semi-annual status report
2 Dashboard (Attachment 3)
A dashboard format will be used to visually present the strategic plan achievements
as measured against the key performance indicators and targets This will be reported
to the Board annually
3 Logic Models
A logic model (Attachment 4) is developed to align the six strategic priorities with
key activities the broad outcomes and the contribution to the success of City of
Torontorsquos key strategies over four years
Logic models will also be developed for each strategic priority with appropriate key
activities and outcomes to guide the development of annual work plans strategic
Strategic Plan 2016-2019 Accountability Framework 4
partnerships and funding priorities Attachment 5 shows an example of a logic model
for Strategic Priority 2 Breaking down barriers to access driving inclusion
The flowchart in Attachment 6 illustrates the relationship of the three tools The key activity
of Expanding Access to branches and community service points under Priority 2 is provided
as an example
CONTACT
Elizabeth Glass Director Policy Planning amp Performance Management
Tel 416-395-5602 E-mail eglasstorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Balanced Scorecard with Key Performance Indicators
Attachment 2 List of Strategic Plan 2016-2019 Key Performance Indicators
Attachment 3 Dashboard example
Attachment 4 Strategic Plan 2016-2019 Logic Model
Attachment 5 Strategic Plan 2016-2019 Priority 2 Logic Model
Attachment 6 Strategic Plan 2016-2019 Accountability Framework Flowchart
Strategic Plan 2016 mdash 2019 Balanced Scorecard Attachment 1
Key Performance Indicators
Total number of active members
bull Total use per capita
bull Visits per capita
bull Virtual visits per capita
bull In-branch technology utilization rate internet access workstationper 100000 population wireless connections per capita
bull Utilization rate (program capacity) learning programs(ESL + Literacy + User Ed + lifelong learning)
bull Utilization rate of technology training programs
bull Utilization rate of cultural programs
bull ft of branches providing regular after-schoolprogramming from September to June
bull User satisfaction overall
bull User satisfaction in-branch technology(computers software wifi)
Users satisfaction knowledge andhelpfulness of staff
Key Performance Indicators
bull Total Open Hours
bull ft of Sunday branches (September to June)
bull ft of NIA Sunday branches (September to June)
bull ft of Sunday branches (Year-round)
ft of NIA Sunday branches (Year-round)
Turnover rate of circulating items
of special collections that are digitized
KKey Performance Indicators
bull Logic Models and evaluation frameworksdeveloped for strategic priorities
bull Spending in staff development (Total Averageper staff)
bull staff who report they have the skills andtraining to meet service delivery outcomes
bull of staff who report high levels ofengagement
Key Performance Indicators
bull Cost per use
Operating Expenditures
Operating expenditures per capita
Operating expenditures for electronic materials
Operating expenditures for digital technology
bull Total funding
bull Total funding per capita
bull Total funding from TPL Foundation
Page 1 of 1
Strategic Plan 2016-2019 Balanced Scorecard Key Performance Indicators
Customer Perspective Operational Perspective Learning amp Growth Perspective Financial Perspective
Total number of active members
Total use per capita o Visits per capita
Virtual visits per capita
In-branch technology utilization rate internet access workstation per 100000 population wireless connections per capita
Utilization rate (program capacity) learning programs (ESL + Literacy + User Ed + lifelong learning)
Utilization rate of technology training programs
Utilization rate of cultural programs
of branches providing regular after-school programming from September to June
User satisfaction overall
User satisfaction in-branch technology (computers software wifi)
Users satisfaction knowledge and helpfulness of staff
Total Open Hours o of Sunday branches
(September to June) o of NIA Sunday branches
(September to June) o of Sunday branches
(Year-round) o of NIA Sunday branches
(Year-round)
Turnover rate of circulating items
of special collections that are digitized
Logic Models and evaluation frameworks developed for strategic priorities
Spending in staff development (Total Average per staff)
staff who report they have the skills and training to meet service delivery outcomes
of staff who report high levels of engagement
Cost per use
Operating Expenditures o Operating expenditures per
capita
Operating expenditures for electronic materials
Operating expenditures for digital technology
Total funding o Total funding per capita o Total funding from TPL
Foundation
Attachment 2
Attachment 3
Strategic Plan 2016-2019 Dashboard
Key Performance Indicators
Example Open Hours
2016 Activities that will move the dial Status
Sunday service expanded to create year-round service at 6 District and 2 R amp R branches and added to 6 neighbourhood branches to provide seasonal Sunday service
Measure Baseline (2015) Current (Dec 2016) Target (2019) change
Total open hours 269672 hours 274397 hours 281878 hours + 45
Attachment 4
Toronto Public Library Strategic Plan 2016-2019 Logic Model
Torontonians are aware of library services to
address immediate needs
Create and implement Digital Strategy to develop online services
Torontonians have access to reading and
learning materials in a wide range of formats
and levels to support the joy of reading and
lifelong learning
TPL has resources and well-trained staff to
deliver strategic outcomes
Torontonians are connected through cultural
and leisure experiences and opportunites
TPL provides exceptional services and
experience at customers every point of need
TPL increased partnership and funding
opportunities with City of Toronto community
organizations and funding partners
Torontonians have improved access to
technology and staff assistance to develop
technology skills
Torontonians have expanded access to
emerging technology innovation spaces and
programs
Torontonians have new experiential
collaborative and e-learning opporunities to
support education employment and multiple
literacies
Use technology to drive improvements in business processes and
efficiency eg cloud analytics
Torontonians have equitable
support to learning and training
and gain the knowledge multiple
literacy skills and networks to
enrich their education work life and
leisure experiences
Torontonians have access to
programs and activities to support
and enhance diverse cultural
experiences and library collections
that reflect their cultural ineterests
and needs
Support readers of all ages and interests with diverse collections
readers advisory and a wide range of literary and cultural programs
Toronto children and youth have additional safe
after school social and learning environments
and programs
Priorities Key Activities
Mission Toronto Public Library provides free and equitable access to services which meet the changing needs of Torontonians The Library preserves and promotes universal
access to a broad range of human knowledge experience information and ideas in a welcoming and supportive environment
Establishing TPL as Torontos
centre for continuous and self-
dlirected learning
Impact
Expanding access to technology
and training
Advancing TPLs digital platforms
Breaking down barriers to access
driving inclusion
Expand high quality out-of-school-time programs for children and youth
Increase awareness and engagement across library channels
Allocate additional resources to sustain current and emerging
technology
Provide access to current and emerging technology and training in
library branches and community locations
Identify and remove policy barriers to online and in-person servicesToronto Public Library is a
community asset that builds
community capacity and improves
Torontonians well-being
Toronto Public Library contributes to the success of
Toronto Strong Neighbourhood Strategy 2020
Actions for strong Neighbourhoods
under five domains
Physical surroundings
Economic opportunities
Healthy lives
Social development and
Participation in civic decision-making
Toronto Public Library is a key partner in
City of Torontos Poverty Reduction Strategy
in addressing the issues of
service access and availability
Toronto Public Library supports the positive
outcomes of City of Torontos strategies for targeted
population including
Raising the Village Measuring the Well-being
of Children and Families in Toronto
Toronto Youth Equity Strategy
Toronto Newcomer Strategy
Toronto Seniors Strategy
Expand access to branches and community service points
Develop new resources programs and partnerships to deliver eLearning
programs
Provide in-branch resources space and technology to support
experiential learning
Provide resources and programs to support civic engagement
community events and discussion of social issues
Transforming for 21st century
service excellence Dedicate staff resources and training to provide expertise in key
strategic areas eg technology and literacy
Torontonians are empowered and supported in
their partcipation in civic lifeCreating community connections
through cultural experiences
Create diverse and inclusive cultural programs and experiences in
branch and online spaces
Curate and digitize special collections to reflect Torontos diverse
history culture and heritage
Develop organizational structure and culture to support innovation and
customer service excellence
ACCESS
OPPORTUNITY
CONNECTIONS
Outcomes
Torontonians have easy convienient online
access to library collections and services
Torontonians have convenient and local access
to neighbourhood spaces and services
Attachment 5
Expand online services
Develop self-serve Library Kiosks
Increased program offerings
After hours access implemented
Increased online service options
Increased self-service options
CONNECTIONS
Understand City demographics
demands and use of a full range of
library services
Develop after-hours access at branches
2 Breaking down
barriers to access
driving inclusion
Toronto Public Library contributes to the success of
City of Torontos key strategies including
Toronto Strong Neighbourhood Strategy 2020
bull Targeting appropriate resources to
respond to neighbourhood needs
Toronto Poverty Reduction Strategy
bull Address immediate needs
bull Create pathways to prosperity
bull Increase service access and availability
ACCESS
OPPORTUNITYLibrary membership options reflect
users online and branch access
needs
Provide access to current
and emerging technology
and training in library
branches and community
locations
Increase awareness and
engagement across library
channels
Sunday service expanded in target
branches
Identify and remove policy
barriers to online and in-
person services
Expand access to branches
and community service
points
Number of blocked library cards
reduced in target populations
Toronto Public Library Strategic Plan 2016-2019 Logic Model
Priority Impact
Mission Toronto Public Library provides free and equitable access to services which meet the changing needs of Torontonians The Library preserves and promotes universal access to a broad
range of human knowledge experience information and ideas in a welcoming and supportive environment
OutcomeKey Activities
Toronto Youth Equity Strategy
bull Service gaps
bull Service relevance amp accessibility
Toronto Newcomer Strategy
bull Improving access to municipal supports
bull Supporting civic engagement and
community capacity
Develop marketing strategy and conduct
publicity campaigns
Toronto Seniors Strategy
bull Equity
bull Inclusion
bull Respect
bull Quality of life
Expand access to library service in
community locations
Toronto Public Library is a
community asset that builds
community capacity and improves
Torontonians
well-being
Torontonians have equitable
support to learning and training
and gain the knowledge multiple
literacy skills and networks to
enrich their education work life
and leisure experiences
Torontonians have access to
programs and activities to support
and enhance diverse cultural
experiences and library
collections that reflect their
cultural ineterests and needsIncreased circulation of library
materials
Identify and remove policy barriers to
online and in-person services
Raising the Village Measuring the
Well-being of Children and Families in Toronto
bull Families have equitable access to
learning and training and are active in
their childrenrsquos education
bull Families belong to communities and
have the freedom to express and
opportunities to foster their culture and
identity
Torontonians are aware of library
services to address immediate needs
Conduct outreach and customer
engagement programs
Expand branch hours with additional
programs
Torontonians have easy
convienient online access to library
collections and services
Torontonians have convenient and
local access to neighbourhood
spaces and services
Attachment 6
Accountability Framework
Example
Priority Key Activity Short Term Medium Term Impact
Breaking down barriers to access
driving inclusion
Expand access to branches and
community service points
Torontonians have convenient and
local access to neighbourhood spaces
and services
Toronto Public Library is a community
asset that builds community capacity
and improves Torontonians well-being
Toronto Poverty Reduction Strategy
Increase service access and availability
Example
Customer Perspective Operational Perspective Learning amp Growth Perspective Financial Perspective
Utilization rate Service hours added Staff training Cost per use
Example
Is a visual representation of progress towards four years targets for KPIs to achieve strategic outcomes
with a baseline benchmark and annual target
Dashboard
Monitors the progress of the strategic plan across four perspectives and indentifies KPIs to measure progress towards outcomes
Links planned activities to expected outcomes
Toronto Public Library Strategic Plan 2016-2019
Implementation Compliance and Progress
Logic Model
Balanced Scorecard
Outcomes
Strategic Plan 2016-2019
Accountability Framework
November 21 2016
Toronto Public Library Board Meeting
1
Accountability Framework
Strategic Plan Performance Measures Committee
to provide advice and recommendations to the Board for
strengthening the Boardrsquos monitoring and assessment of the
strategic planrsquos implementation for compliance and progress
2
Accountability Framework
Strategic Plan Performance Measures Committee
bull Met four times from May to November 2016
bull Endorsed Accountability Framework at November 7 2016
meeting
bull Concluded its work
3
Accountability Framework
Purpose of framework
bull To guide the development monitoring and reporting of
The Annual work plan for each year from 2016-2019
The overall achievements of the Strategic Plan over four
years
4
Accountability Framework
bull A reporting structure for the Board to monitor the
progress of the strategic plan and provide guidance
bull Public facing reporting tool to demonstrate openness
and accountability
bull An internal tool for staff
5
Accountability Framework
Strategic Plan 2016-2019
bull Three broad outcomes
Access
Opportunity
Connections
And six strategic priorities
6
Accountability Framework
Strategic Plan 2016-2019
bull Six Strategic Priorities
Advancing TPLrsquos digital Platforms
Breaking down barriers to access driving inclusion
Expanding access to technology and training
Establishing TPL as Torontorsquos centre for continuous and
self-directed learning
Creating community connections through cultural
experiences
Transforming for 21st century service excellence
7
Accountability Framework
Three main tools
bull Balanced Scorecard with Key Performance
Indicators (KPIs)
bull Dashboard for visual presentation
bull Logic Models
8
Accountability Framework
Balanced Scorecard
bull A performance measurement tool developed at the
Harvard Business School
bull Provides a framework to monitor organization
performance from four perspectives the customerrsquos
perspective an internal business perspective an
innovation and learning perspective and the
financial perspective
Balance scorecard Encyclopedia of Business Gale 2000
9
10
Strategic Plan 2016 ndash 2019 Balanced Scorecard
11
Strategic Plan 2016 ndash 2019 Balanced Scorecard
Accountability Framework
Reporting timeline
bull Annual work plan achievements will be reported
to the Board in a semi-annual status report in
June and year end
bull Overall achievements of the strategic plan will be
reported annually to the Board (eg first quarter
of 2017 for 2016) using a balanced scorecard and
presented visually using a dashboard
12
Accountability Framework
13
Accountability Framework
Logic Model
bull A logic model is a systematic and visual way to present the
relationships among the resources to operate a program the
planned activities and the changes or results you hope to
achieve
14
WK Kellogg Foundation Logic Model Development Guide 2004
Accountability Framework
Logic Models
bull A Strategic Plan 2016-2019 aligns 6 strategic priorities
with
Key activities
3 broad strategic outcomes
City of Torontorsquos key strategies
bull Plus a logic model for each of the 6 strategic priorities
15
16
Strategic Plan 2016-2019 Logic Model
17
Strategic Plan 2016-2019 Priority 2 Logic Model
18
Accountability Framework
Questions amp Discussion
19
20
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 1
STAFF REPORT ACTION REQUIRED
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report proposes revised meeting dates for the December 2016 and January 2017
meetings for Toronto Public Library Board approval
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves rescheduling the December 8 2016 Toronto Public Library Board meeting
to December 12 2016 and
2 approves rescheduling the January 23 2017 Toronto Public Library Board meeting to
January 30 2017
FINANCIAL IMPACT
There is no financial impact arising from this report
The Director Finance and Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
At the January 25 2016 meeting the Board approved the schedule for meetings in 2016
including December 8 2016
At the October 24 2016 meeting the Board was provided with the proposed schedule for
meetings in 2017 including January 23 2017 for approval at the January 2017 meeting
14
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 2
COMMENTS
Library staff have recently reviewed the Cityrsquos updated budget schedule The Library Board
meeting in December is not well aligned with the Cityrsquos schedule A later December date
would provide the Board with more opportunity to be informed and kept up-to-date on the
2017 budget as well as to participate in the process As a result the rescheduling of the
December 8 2016 meeting to Monday December 12 is being recommended Board
members were canvassed and quorum is attainable for a meeting on December 12 2016
As the same scenario is also a possibility for the proposed January 23 2017 meeting it is
recommended that the date be changed to January 30 2017
Key dates for the 2017 budget process are shown below
2017 Budget Timetable
Date Political Review TPL Board
2016
Nov 21 Board meeting
Dec 2 Budget Committee launch
Dec 12 (from 8) Board meeting
Dec 161920 (21) Budget Committee presentations
2017
Jan 5 910 Budget Committee public deputations
Jan 12 Budget Committee wrap-up
Jan 24 Budget Committee final
Jan 30 (from 23) Board meeting
Feb 7 Executive Committee
Feb 15 16 (17) Council approval
Feb 21 Board meeting
CONTACT
Nancy Marshall Library Board Officer City Librarianrsquos Office
Tel 416-393-7215 E-mail nmarshalltorontopubliclibraryca
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 3
SIGNATURE
______________________________
Vickery Bowles
City Librarian
Holiday Closures 2017 and January 2018 1
STAFF REPORT ACTION REQUIRED
Holiday Closures 2017 and January 2018
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The purpose of this report is to recommend and receive Toronto Public Library Board
approval for the schedule of holiday closures for 2017 and January 2018
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves the schedule of holiday closures for 2017 and January 2018 as provided
in Attachment 1
FINANCIAL IMPACT
There is no financial impact to the 2017 operating budget arising from the
recommendation in this report The recommended closures are included in the proposed
2017 operating budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
Where Library Board approval is required to establish holiday closures the matter comes
before the Board in the preceding year to ensure adequate notice to the public and staff
COMMENTS
At its meeting on October 26 2015 the Library Board approved the Library closure for
New Yearrsquos Day 2017 on Monday January 2 2017
15
Holiday Closures 2017 and January 2018 2
The Library is open for regular service on Remembrance Day Saturday November 11
2017
The Library will be closed on Monday December 25 2017 for Christmas Day and
Tuesday December 26 2017 for Boxing Day
In 2018 New Yearrsquos Day falls on a Monday and the Library will be closed
All full-time employees whose scheduled day off falls on a holiday closure are
compensated with a day in lieu to be taken at another agreed upon time
It is the practice of the Library to close on the Sundays adjacent to public holidays with
the exception of Family Day
The schedule of holiday closures for 2017 and January 2018 is provided in Attachment 1
CONTACT
Dan Keon Director Human Resources Tel 416-395-5850
E-mail dkeontorontopubliclibraryca
SIGNATURE
_____________________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Holiday Closures 2017 and January 2018
Toronto Public Library Holiday Closures 2017 and January 2018
Sunday January 1 2017 New Yearrsquos Day Closed
Monday January 2 2017 For New Yearrsquos Day Closed
Monday February 20 2017 Family Day Closed
Friday April 14 2017 Good Friday Closed
Sunday April 16 2017 Easter Sunday Closed
Monday April 17 2017 Easter Monday Closed
Monday May 22 2017 Victoria Day Closed
Saturday July 1 2017 Canada Day Closed
Monday August 7 2017 Civic Holiday (Simcoe Day) Closed
Monday September 4 2017 Labour Day Closed
Monday October 9 2017 Thanksgiving Day Closed
Sunday December 24 2017 Christmas Eve Closed
Monday December 25 2017 Christmas Day Closed
Tuesday December 26 2017 Boxing Day Closed
Sunday December 31 2017 New Yearrsquos Eve Closed
Monday January 1 2018 New Yearrsquos Day Closed
New Yearrsquos Day 2017 closure approved by the Library Board on October 26 2015
Attachment 1
Audit Plan for the Year Ending December 31 2016 1
STAFF REPORT INFORMATION ONLY
Audit Plan for the Year Ending December 31 2016
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The attached report from PricewaterhouseCoopers the external auditors summarizes the
planning for their audit of the 2016 financial statements for the Toronto Public Library
Board
FINANCIAL IMPACT
The proposed audit fee of $25000 inclusive of expenses and exclusive of Harmonized
Sales Tax (2015 ndash $25000) is included in the 2016 operating budget It is important to
note that the audit fee does not include extra audit work that may be required due to
scope changes and PricewaterhouseCoopers will advise management as soon as possible
if this were to happen
This is the second year of a five-year audit contract that the City has negotiated The fee
will remain unchanged for the duration of the contract
ISSUE BACKGROUND
Under Section 139 of the City of Toronto Act 2006 the City is required to appoint an
auditor licensed under the Public Accounting Act 2004 who is responsible for annually
auditing the accounts and transactions of the City and its local boards and expressing an
opinion on the financial statements of these entities based on the audit
Council at its March 2015 meeting approved the recommendation of the Audit
Committee to appoint PricewaterhouseCoopers as the external auditor for the City and
Library The contract with PricewaterhouseCoopers is for five years ending with the
audit of the December 31 2019 financial statements
As part of the annual audit PricewaterhouseCoopers provides an Audit Plan report to the
Toronto Public Library Board The auditors will conduct their audit of the 2016 financial
statements pursuant to this plan
17
Audit Plan for the Year Ending December 31 2016 2
COMMENTS
Attached is PricewaterhouseCoopersrsquo Audit Plan for the Library which summarizes their
view on audit risks the nature extent and timing of the audit work and the terms of
engagement
On completion of the audit PricewaterhouseCoopers will issue the Audited Financial
Statements and a Year-End Report to the Board that will provide key matters for
discussion significant audit accounting and financial reporting matters summary of
unadjusted and adjusted items other required communications internal control
recommendations and a confirmation of auditor independence
Work on the interim audit was completed in October 2016 and the year-end audit is
expected to be completed by March 2016
CONTACT
Larry Hughsam Director Finance amp Treasurer Tel 416-397-5946
E-mail lhughsamtorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Board ndash Audit Plan for the year ending
December 31 2016
wwwpwccomca
Audit planfor the yearendingDecember31 2016
Toronto PublicLibrary Board
pwc
pwc
October 28 2016
Members of the BoardToronto Public Library Board
Dear Members of the Board
We are pleased to present an overview of our audit plan for the 2016 audit of the financial statementsof Toronto Public Library Board (the Library) prepared in accordance with Canadian Public SectorAccounting Standards (PSAS) (referred to as the ldquofinancial statementsrdquo from now on)
This overview includes our view on audit risks and the nature extent and timing of our audit work
We value your feedback and if you have any questions about the identified risks and our audit approachplease do not hesitate to contact the undersigned at (416) 228-1922
Yours very truly
Tern McUnnonPartnerRisk Assurance Services
cc Mr Larry Hughsam Director Finance and Treasurer
PricewatcrhouseCoopers UPnyC Tower i8 York Street Suite 2600 Toronto Ontario Canada M oB2T +1 416 8631133 F +1 416 365 8215 wwwpwccomca
lsquoPwt relera to Pdcewatethousetoopers LLP an Ontario limiled liabiLity paruiership
Toronto Public Library Board Audit plan for the year ending December 31 2016
Communications to the Board
Key mattersfor Commentsdiscussion
Client service team Tern McKinnon is your engagement leader and Julianne Cooke is your engagementmanager
Service deliverables We will audit the Libraryrsquos financial statements as of December 31 2016 and for theyear then ending prepared in accordance with PSAS
Our engagement letter which has been signed by the City of Toronto sets out theterms and conditions for our engagement as the independent auditor of the Libraryfor the above-mentioned year In addition our engagement letter outlines ourresponsibilities as the auditor and the responsibilities of management
Audit timeline We worked with management to develop this project timelinemdash Interim visit October 17-21 2016mdash Year-end visit March20 mdash March 31 2017mdash Clearance meeting with management To be confirmedmdash Deliveryfiling of financial statements To be confirmed
Audit approach Our audit approach is a mixture of tests of internal controls and substantive testingOur audit approach is designed to allow us to execute a quality and efficient auditWe do this byi gaining an understanding of the business by focusing on new developments
and key business issues affecting the Library as well as managementrsquosmonitoring of controls and business processes
ii identiring significant audit risks sharing our perspectives obtaining yourfeedback and ensuring our audit is tailored to these risks
iii using well-reasoned professional judgment especially in areas that aresubjective or require estimates and
iv leveraging reliance where possible on the Libraryrsquos internal controls andinformation technology and data systems
In the current year our planned work will include testing of key controls in thefollowing areasmdash Purchases payables and disbursementsmdash Payroll
All other areas will be subject to tests of detail
Significant risks are risks of material misstatement that we think need special auditconsideration We identified several significant audit risks and plan to address themas follows Please let us know if you agree that these are the most significant risksfrom your point of view and if you have any other areas of concern
PwC I
Toronto Public Library Board Audit plan for the year ending December 31 2016
Significant risk to Managementrsquos response and our audit approachdiscuss
Risk of management Accounting regulatory authorities require that the risk of material misstatement dueoverride of controls to management override of controls be considered a significant risk on every audit
engagement
This represents the risk that internal controls at the Library maybe circumvented toachieve desired financial results or gain inappropriate access to financial resources
In order to address this risk we will perform the followingbull All non-routine journal entries are reviewed and approved by the appropriate
level of managementbull We will review manual journal entries focusing on large and unusual entriesbull We will review accounting estimates for biases that could result in material
misstatementbull We will incorporate unpredictable procedures in the audit approach
Risk of fraud in revenue The risk of fraud in revenue recognition is a presumed significant risk underrecognition Canadian Auditing Standards We will assess this risk through the consideration of
the Libraryrsquos revenue recognition policies the incentivepressure to fraudulentlymisstate revenue and the potential opportunity
In order to address this risk we will perform the following
bull Update our understanding of managementrsquos processes and internal controlssurrounding revenue recognition
bull Obtain confirmations from the City of Toronto for subsidies received duringthe year
bull Test significant revenue streams through testing a sample of transactions tosupporting documents
Materiality Misstatements are considered to be material if they could reasonably be expected toinfluence the economic decisions of users of the financial statements We have set apreliminanrsquo materialihrsquo of S6i6oooo We will report unadjusted and adjusted itemsover S6i6ooo to the Board on completion of the audit
Fraud risk We discuss fraud risk annually with the Board Through our planning process (andprior yearsrsquo audits) we developed an understanding of your oversight processesincluding
Employee code of ethicsmdash Discussion at Board meetings and our attendance at those meetings or
reviewing minutes of meetingsmdash Presentations by management including business performance reviewsmdash Signing authorities
Are there any new processes or changes to the items above that we should be awareoP
We are not aware of any fraud Are you aware of instances of any actual suspected or
____________________________
alleged fraud affecting the Library
PwC 2
Toronto Public Ubrary Board Audit plan for the year ending December 31 2016
The matters raised In this and other reports that will flow from the audit are only those that have come to our attention arising from or relevant toour audit that we believe need to be brought to your attention They are not a comprehensive record of all the matters arising and in particularwe cannot be held responsible for reporting all risks in your business or all internal control weaknesses This report has been prepared solely foryour use It was not prepared or intended for any other purpose No other person or entity shall place any reliance upon the accuracy orcompleteness of statements made herein PwC does not assume responsibility to any third party and in no event shall PwC have any liabilityfor damages costs or losses suffered by reason of any reliance upon the contents of this report by any person or entity other than you
PwC 3
copy 2015 PricewaterhouseCoopers LLP an Ontario limited liability partnership All rights reserved
Board Resolutions ndash Status Report 1
STAFF REPORT INFORMATION ONLY
Board Resolutions ndash Status Report
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report lists the status of outstanding Toronto Public Library Board resolutions
BACKGROUND INFORMATION
At the April 2 2012 meeting the Toronto Public Library Board approved the inclusion of
Board Resolutions ndash 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 ndash Status Report ndash November 21 2016
18
1
STATUS REPORT
TORONTO PUBLIC LIBRARY BOARD RESOLUTIONS
AS AT NOVEMBER 21 2016
DATE OF
MEETING
MOTION
(Ref Minute )
STATUS
TARGET
DATE
Sep 8 2014 14-150 ndash Notice of Motion Funding and Timing of
PerthDupont Branch Relocation
5 requests that the local City Councillor consult
with the local community and make a
recommendation to the Board for a new name for
the relocated branch (which will no longer be
located at the corner of Perth and Dupont)
IN PROGRESS Staff to bring a recommendation to
the Board for a new name for the relocated branch to
the Board for approval
To be
determined
Feb 22 2016 16-040 ndash Naming Opportunity ndash Daniel Grafton
Hill III
2 requests staff to provide updates to the
Toronto Public Library Board on this
initiative at strategic intervals
IN PROGRESS This initiative is dependent on a
future branch capital project and consultation
process
To be
determined
Oct 24 2016 16-193 ndash Toronto Public Library Board ndash Self-
Evaluation
2 conducts a pilot self-evaluation during the
month of November 2016 and discusses the
results of the evaluation at the January 2017
meeting
IN PROGRESS A report is expected to be provided
at the January 2017 meeting
January 2017
meeting
Attachment 1
City Librarianrsquos Report ndash November 21 2016 3
fun bookspinepoetry contest open to the public City Librarian Vickery Bowles introduced
the theme of this yearrsquos Ontario Public Library Week ldquoA visit will get you thinkingrdquo and
spoke about the transformation libraries are undergoing and the new ways they are
connecting with their users Kevin Finnerty Assistant Deputy Minister at the Ministry of
Tourism Culture and Sport presented the Public Library Awards Shortlist which included
Toronto Public Librarys Pan Am Host City Project Attendees toured Fort York Branch
including a visit to the popular digital innovation hub
Transforming for 21st Century Service Excellence
The TPL Foundation was pleased to announce a number of fundraising successes this fall
Sixty thousand dollars was raised through the generous support of patrons of the fourth
annual Hush Hush fundraiser on October 15 at the BloorGladstone Branch A portion of the
proceeds will go toward Young Voices a suite of programs that encourages creative
expression in Torontorsquos youth The Foundation also raised $9500 through supporters
running or walking in the Scotiabank Charity Challenge one participant in the Challenge
trained by running to all 100 TPL branches The Foundation is also happy to announce that
TD Bank has generously renewed its support of Black History Month Celebrations and
Indigenous Celebrations with a combined donation of $44000
Communications 1
8
COMMUNICATIONS
GENERAL CORRESPONDENCE
TORONTO PUBLIC LIBRARY BOARD MEETING ndash November 21 2016
It is recommended that the Toronto Public Library Board
1 receives Communication (a) from Joe Clark to the Toronto Public Library Board
dated November 17 2016 regarding the 2017 operating and capital budgets for
information
Joe Clark joeclarkjoeclarkorg
20161117
Re 2017 Interim Budget Estimates
2017 Operating and Capital Budgets Update
While most of the attention paid to the budget has revolved around the Mayorrsquos suicidal
and intrinsically unserious demand for a 26 budget cut everywhere I have to
wonder yet again why the Toronto Public Library Board does not understand
what its own staff are proposing
Is it because there were only two Boardmembers in the last decade who were known to
even have library cards (One sits on the current Board) Fundamentally you
people do not use the library system and do not understand it I can assure you
that hiring Moe hasnrsquot changed that one iota given his attested unwillingness to
learn what in-branch experience the area he purports to manage is really like
So letrsquos go through a few seriously unwise items in the Library budget
Nobody asked for ldquocash drawersrdquo at the self-service checkouts
that nobody asked for either
One of the budget documents lies about the history of self-checkout thus ldquoIn 2009 TPL
received $66 million to implement self-service checkout in branches resulting in
better service and expanded hours at no cost and also a reduction in staff to help
achieve budget targetsrdquo The real purpose of self-checkout was to fire expensive
employees not to make things more efficient And it involved clumsily sticking
decals on millions of items in many cases marring them permanently
Again The real purpose of self-checkout was firing staff That was confirmed to me to my
face by a manager in charge It had nothing to do with library users or literally
anything else If the project had started with automated sorters as its raison drsquoecirctre
first it might have made sense
Now wersquore being threatened with ldquocash drawersrdquo As ever the library canrsquot be honest
about whatrsquos really happening here verbally dressing up this fiasco as Integrated
Payment Solutions whatever those are
2
With an investment of $2250 million over two years []hellip [c]ustomers will be able to pay
fines at the self-checkout terminals at the same time as checking out materials
Currentlyhellip fine payments can only be made onlinehellip or from a face-to-face interaction
with library staff at the check-out desk
God forbid
Combined these initiatives will save $0526 million or 03 in 2017 and allow a reduction
in staff of 68 FTEs[]
In other words ldquothese initiativesrdquo will cost $(2250000 divide 2 ndash 526000) or $599000 in
Year 1
The only library patrons who could possibly need this service are the ones who could
never get it in the first place ndash those whose only use of the library is via the
Bookmobile which canrsquot take cash payments and which donrsquot use RFID in the first
place (Did you know that) Nobody else needs or wants this service
Further does the Library really mean ldquocash drawersrdquo as in tills Do you know what you
even mean How will these tills dispense change Wonrsquot every one of them be
burglarized every day How long till Sue-Ann Levy writes a column about that
The Library refuses to adjust the collections budget
for known decreases in usage
Budget documents
$0482 million represents a 25 projected cost increase for library materials based on
experience and industry projections while needing to accommodate the impact of a
stronger US dollar on the Libraryrsquos purchasing power[]
The Library has elsewhere admitted that third-language materials ndash this means non-
English and non-French though the positioning of French as equivalent to
English is a joke in itself ndash have suffered serious decline in recent years Some
languages (by implication Indian ones) have shown 45 decreases in demand
That demand is never gonna come back Yet the Library whose collections policy is in
some respects more whim than policy proposes a $482000 increase largely to
handle projected exchange rates
3
Why hasnrsquot the Library proposed reducing relevant third-language budgets by the same
amount demand has reduced then redirecting that money to other collections
Why does the Library propose spending tens of thousands of dollars per
language in permanent decline instead of spending that money on items people
actually want including third-language items that really get used
Collections policy really does contain a large dosage of whim I should know being the
largest single submitter of blue forms and whose yellow forms are simply
ignored (Boardmembers ldquoWhat are thoserdquo) being someone who knows there is
no policy at all for acquiring new magazine titles and getting rid of dud titles and
most of all being the person who has had to take the Toronto Public Library to
the Human Rights Tribunal of Ontario over its banning of a single author an
outrageous unprincipled action that is seriously popular in-house and which the
Library clearly intends to defend to the death at any cost in legal fees
Yet this is the same department you intend to authorize to waste money on third-
language materials that will never be used while also handing it another
482 grand
If you actually used the Library and if you actually read your own reports would you
leave these items in the proposed budget Again what happens if Sue-Ann Levy
finds out and documents these errors in a newspaper none of you really think
should be taken seriously in the first place
ndash 30 ndash
Ready for Reading WebsiteToronto Public Library
Peggy Thomas
Manager Childrenrsquos Services
Questions
Contact informationPeggy Thomaspthomastorontopubliclibraryca
2017 Interim Budget Estimates 1
STAFF REPORT ACTION REQUIRED
2017 Interim Budget Estimates
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The purpose of this report is to seek Toronto Public Library Board adoption of the 2017
interim operating and capital budget estimates in order to enable Toronto Public Library
(TPL) to carry out normal operations during the period between January 1 2017 and the date
on which Council approves the 2017 operating and capital budgets expected to be on
February 15 or 16 2017
The interim operating budget for TPL is $48647 million gross ($44249 million net) which
is based on 25 of TPLrsquos 2016 approved budget The interim capital budget is $5522
million gross ($3524 debt) which is based on 25 of the 2017 funding commitments for
previously approved capital projects
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 adopts the 2017 interim operating budget of $48647 million gross ($44249 million
net) subject to Council approval and
2 adopts the 2017 interim capital budget of $5522 million gross ($3524 million debt)
subject to Council approval
FINANCIAL IMPACT
The 2017 interim budget estimates will enable TPL to carry out normal operations during the
period between January 1 2017 and the date on which Council approves the 2017 operating
and capital budgets expected to be on February 15 or 16 2017 The 2017 interim operating
budget for TPL is $48647 million gross ($44249 million net) which represents 25 of
TPLrsquos 2016 approved operating budget
The interim capital budget is $5522 million gross ($3524 million debt) which represents
25 of the 2017 funding commitments for previously approved capital projects Any unspent
11
2017 Interim Budget Estimates 2
capital funds from 2016 will also be available during the interim period of 2017 The
combination of the 25 funding and 2016 unspent carry-forwards will be adequate to meet
TPLrsquos capital needs in the interim period
The budget percentage approvals are consistent with other City Agencies and Divisions
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
ALIGNMENT WITH STRATEGIC PLAN
The adoption of the 2017 interim budget estimates ensures the continuance of TPLrsquos business
until Council approves the 2017 operating and capital budgets
ISSUE BACKGROUND
In accordance with TPLrsquos Financial Control Policy prior to the approval of the annual
operating and capital budgets the Library Board needs to adopt the Council-approved
interim estimates to fund the continuance of the Libraryrsquos business from the first day of
January to the date the operating and capital budgets for that year are approved
COMMENTS
The 2017 interim budget estimates for the operating and capital budgets expected to be
approved by Council on December 13 2016 enable City Programs and Agencies to carry out
their operations until Council approves the 2017 operating and capital budgets expected on
February 15 or 16 2017
Expenditures made during the period beginning January 1 2017 to until the date Council
approves the 2017 operating and capital budgets must be restricted to normal operations
CONTACT
Larry Hughsam Director Finance amp Treasurer Tel 416-397-5946
E-mail lhughsamtorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
Runnymede Branch ndash Award of Tender 1
STAFF REPORT ACTION REQUIRED
Runnymede Branch ndash Award of Tender
Date November 21 2016
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 of Runnymede Branch as per
Toronto Public Libraryrsquos (TPLrsquos) drawings and specifications
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 awards the contract to the lowest bidder Brown Daniels Associates for the interior
renovation of the Runnymede Branch at a cost of $543147 which includes a
contingency of $49377 [excluding Harmonized Sales Tax (HST)]
FINANCIAL IMPACT
The total amount of $543147 which is made up of the tender amount of $493770 plus the
contingency of $49377 (excluding HST) is included as part of the Multi-Branch Renovation
State of Good Repair (SOGR) Project of the approved 2016 capital budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
ALIGNMENT WITH STRATEGIC PLAN
The interior renovation of the Runnymede Branch helps to achieve various strategic plan
priorities and goals including
increase access to in-branch services and spaces and new options to expand public and
community space
advance State of Good Repair projects to provide welcoming well-maintained and efficient
public space
create in-branch environments that connect neighbourhoods and communities offering
opportunities for partnerships civic engagement and resident participation
12
Runnymede Branch ndash Award of Tender 2
build capacity to deliver elearning and interactive distance learning services
offer broad access to experiential collaborative mentored and networking learning
opportunities in response to the different ways people learn and the unique needs of local
communities
offer access to new and emerging technologies to support innovation entrepreneurship and
creativity
COMMENTS
Runnymede is a 12034 sq ft neighbourhood branch In 2015 Runnymede was the third
busiest branch in the Toronto Public Library system in terms of visits and the busiest branch
in terms of holds pick-up The branch opened in 1928 and is listed on Toronto Historical
Boards Inventory of Heritage Properties It has undergone several renovations over the
years
A renovation and expansion of Runnymede Branch was completed and successfully opened
to the public in 2005 Eleven years have passed and library service has changed With
introduction of self-service and more collaborative work spaces the existing large service
desk is no longer required Moreover the high level of traffic creates congestion in the
branch The proposed renovation to the main floor of the library will resolve these issues In
addition to the installation of a new smaller service desk the renovation will involve a re-
design of the computer areas new flooring new window coverings and collections
merchandizing The second floor of the branch will be opened up to improve security
through increased visibility and allow for greater flexibility in the use of the public space
Architects for the project Building Arts Architects Inc was hired to provide architectural services for the Runnymede
Branch renovation project in April 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 of the most experienced and previously proved General
Contractors were pre-qualified and invited to bid on the project All eight (8) attended the
mandatory site meeting at Runnymede Branch on October 4 2016
Call for Tenders On September 30 2016 the Call for Tenders was issued to the eight pre-qualified bidders 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 The bid documents prepared by the Architects were
supplied to all prequalified bidders All bidders had to attend a mandatory information
meeting on October 4 2016 The bid documents comprised the following documents
List of Prequalified Bidders
Instruction to Bidders
Runnymede Branch ndash Award of Tender 3
Available Project Information
Stipulated Price Bid Form
Unit Prices Bid Form Supplement
Alternative Prices Bid Form Supplement
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 October 20 2016 TPL received tenders from seven of the pre-qualified General
Contractors The Architects and library staff analysed the three lowest bids to ensure that all
requirements of the bidding process were met as follows
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 amp
material bond)
o unconditional bid
o completed amp sealed stipulated price bid form
o acknowledges all addenda issued as part of the Call for Tenders
o completed amp dated unit prices bid form supplement
o completed amp dated alternative prices bid form supplement
o completed amp dated list of subcontractors bid form supplement
o confirmation of pre-qualified subcontractors where required
Award of tender recommendation For the recommended contract award to Brown Daniels Associates the following
requirements have been met
1 The bidder is in conformance with 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 successfully completed a number of Toronto Public Library
projects including Woodside Square Mimico and Ellesmere Branches North York Central
Library and the recent Beeton Hall renovation at the Toronto Reference Library The
references were checked by the architect and were satisfactory
Runnymede Branch ndash Award of Tender 4
CONTACT
Moe Hosseini-Ara Director Branch Operations and Customer Experience
Tel 416-397-5944 E-mail mhosstorontopubliclibraryca
Gail Rankin Senior Manager Facilities Management Tel 416-395-5881
E-mail grankintorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
13 aLIBRARYAPPROVED MINUTES Page I
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 1 Tuesday May 31 2016 from 540 pm to 725 pmToronto Reference Library Board Room 789 Yonge Street Toronto
Members PresentMr Ron CarinciMs Lindsay ColleyMs Dianne LeBretonMs Sue Graham-Nutter
RegretsMs Archana Shah
SPPM Call to Order16-001 Elizabeth Glass Director Policy Planning amp Performance Management and the
City Librarianrsquos desiwiate called the meeting to order at 540 pm
SPPM Election of Chair of the Strategic Plan Performance Measures Committee16-002 Elizabeth Glass called for nominations for the Chair of the Strategic Plan
Performance Measures Steering Committee
Moved by 1 CarinciThat1 Dianne LeBreton be nominated for chair
carriedDianne LeBreton agreed to stand for election
There being no further nominations it wasMoved by L ColleyThat the Strategic Plan Performance Measures Committee1 closes nominations
carried
Elizabeth Glass declared Diarme LeBreton duly elected Chair of the Strategic PlanPerformance Measures Committee by acclamation
Dianne LeBreton assumed the Chair
APPROVED MINUTES Page 2
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 1 Tuesday May 31 2016 from 540 pm to 725 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Declarations of Conflict of Interest16-003 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda16-004 Moved by R (lsquoarinci
That the Strategic Pla ii Perbnnance Measures Committee1 approves the agenda
Carried
SPPM Communications16-005 There were no Communications items at the May 31 2016 Strategic Plan
Performance Measures Committee meeting
SPPM Presentations16-006 There were no public presentations at the May 31 2016 Strategic Plan
Performance Measures Committee meeting
Item for ApprovalSPPM Strategic Plan 2016-20 19 Status and Performance Management Reporting Tools
Elizabeth Glass and Michele Melady Acting Manager Planning amp Developmentprovided a presentation on status and performance management reporting tools
16-007 Committee DecisionIrsquofo red by K CauinciThat the Strategic Plan Perbrmance Measurement Committee1 considers the summary of Toronto Public Library s strategic priority
alignment witi key City strategiesbr information (Attachment 1)2 considers the template that will he used for the semimdashannual status report
on Strategic Plan activitiesbr 2016br presentation to the Library Boardin June fbr inbnnation Attacunent 2)
3 considers the Divi Strategic Plan Dashboard to provide recommendationson the brmat so that staff cciii make revisions and populate the templatewith nwasuucs br the next Steering Committee Meeting (Attachment 3)
Carried as amended
APPROVED MINUTES Page 3
Toronto Public library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 1 Tuesday May 31 from 540 pm to 725 pmToronto Reference Library Board Room 789 Yonge Street Toronto
MotionsSee the followingMoved by R CarinciThat the Strategic Plan Performance Measures Committee1 considers the summary of Toronto Public Libraryrsquos swategic priority
alignment with key City strategies for information (Attachment 1)2 endorses (lie template that will be usedfor the semi-annual status report
on Strategic Plan activities for 2Ol6for presentation to the Library Boardin June for information (Attachment 2)
3 considers the Draft Strategic Plan Dashboard to pro viderecommendations on the format so that staffcan make revtcions andpopulate the template with measures for the next Steering ConmitteeMeeting (Attachment 3)
Amended
Moved in amendment by S Graham-NutterThat the Motion moved by R Carbici be amended to change the word endorsesrdquoin Recommendation 2 to the word considers so that it reads asjoacutellows1 considers the template that will be usedJar the semi-annual status report
on Strategic Plan activitiesfor 2016for presentation to the Library Boardin June for information (Attachment 2)
Carried
SPPM Adjournment16-008 Moved by pound Graham-Nutter
That the Strategic Plan Perjagravermance Measures Committee1 adjourns the May 31 2016 Strategic Plan Performance Measures
Committee meetingCarried
The meeting ended at 725 pm c)r -
Signed ( I lsquoI 7lt--
TORONTOPUB LIC
LIBRARYAPPROVED MINUTES Page 1
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 2 Wednesday July 13 2016 from 530 pm to 635 pmToronto Reference Library Board Room 789 Yonge Street Toronto
Members PresentMs Dianne LeBreton (Chair)Ms Lindsay CofleyMs Sue Graham-NutterMs Archana Shah
RegretsMr Ron Carinci
SPPM Call to Order16-010 Dianne LeBreton called the meeting to order at 530 pm
SPPM Declarations of Conflict of Interest16-011 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda16-012 Moved byL colley
That the Strategic Plan Petformance Measures Committee1 approves the agenda
Carried
SPPM Confirmation of IrsquoIay 31 2016 Strategic Plan Performance Measures Committee16-0 13 Meeting Minutes
Moved by L ColleyThat the Strategic Plan PerJbrmance Measures Committee1 confirms the Minutes of the May 31 2016 Strategic Plan Performance
Measures CommitteeCarried
APPROVED MENUTES Page 2
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteelNrsquoIeeting No 2 Wednesday July 13 from 530 pm to 635 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Business Arising from the Minutes16-014 There were no Business Arisingfrom the Mintues items at the July 13 2016
Strategic Plan Performance Measures Committee meeting
SPPM Communications16-015 There were no Communications items at the July 13 2016 Strategic Plan
Performance Measures Committee meeting
SPPM Presentations16-016 There were no public presentations at the July 13 2016 Strategic Plan
Performance Measures Committee meeting
Itemfor ApprovalSPPM Strategic Plan 2016-2019 Status and Performance Management Reporting Tools16-0 17 Elizabeth Glass Director Policy Planning amp Performance Management and
Linda Hazzan Director Communications Progranuning amp CustomerEngagement provided a presentation on status and performance managementreporting tools
Moved byA ShahThat the Strategic Plan Performance Measurement Committee1 considers the attached presentation materials and2 directs staffto further develop the balanced score card key performance
indicators and the Strategic Plan dashboard and indicatorsfor a StrategicPlan Performance Measures Steering committee meeting in September
CarriedSPPM Adjournment16-018 iWoved by S Graham-Nutter
That the Strategic Plan Performance ArsquoJeasures Committee1 adjourns the July 13 2016 Strategic Plan Performance Measures
Committee meeting
Carried
The meeting ended at 635 pm-
Signed lsquoiV i f
TORONTOPUB LIC
LIBRARYAPPROVED MINUTES Page 1
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 3 Tuesday September 20 2016 from 530 pm to 630 pmToronto Reference Library Board Room 789 Yonge Street Toronto
Members PresentMs Dianne LeBreton (Chair)ML Ron CadnciMs Lindsay ColleyMs Archana ShahMs Sue Graham-Nutter
Regrets
SPPM Call to Order16-019 Dianne LeBreton called the meeting to order at 530 pm
SPPM Declarations of Conflict of Interest16-020 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda16-021 Moved by L Colley
That the Strategic Plan Performance Measures Committee1 approves the agenda
Carried
SPPM Confirmation of July 13 2016 Strategic Plan Performance Measures Committee16-022 Meeting Minutes
Moved by L ColleyThat the Strategic Plan Peiformance Measures Committee1 confirms the Minutes of the fitly 13 2016 Strategic Plan Performance
Measures Committee
Carried
APPROVED MINUTES Page 2
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 3 Tuesday September 20 2016 from 530 pm to 630 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Business Arising from the Minutes16-023 There were no Business Arisingfrom (lie Minutes items at the September 20 2016
Strategic Plan Performance Measures Committee meeting
SPPM Communications16-024 There were no Communications items at the September 20 2016 Strategic Plan
Performance Measures Committee meeting
SPPM Presentations16-025 There were no public presentations at the September 20 2016 Strategic Plan
Performance Measures Committee meeting
Itemfor ApprovalSPPM Strategic Plan 2016-2019 Accountability Framework and Reporting Tools16-026 Elizabeth Glass Director Policy Planr1ing amp Performance Management
provided a presentation on accountability framework and reporting tools
Moved by S Graham-NurterThat the Strategic Plan Performance Afeasurement Committee1 considers the approach ofusing logic models and a balanced scorecard as
the strategic plan accountabilityframework and a dashboard to visuallyrepresent the progress and achievement as outlined in the flowchart(Attachment 1k
2 endorses the logic model examples that will be used as templates fordeveloping a logic model for each strategic priority (Attachments 2 and3k
3 endorses the balanced scorecard and recommended key performanceindicatorsJbr the Boardrsquos monitoring and assessment ofthe strategicplan lsquo5 progress (Attachment 1)
Deferred
The Committee deferred consideration of the recommendations in the StrategicPlan 2016-2019 Accountability Framework and Reporting Tools report until thenext meeting of the Committee
APPROVED MINUTES Page 3
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 3 Tuesday September 20 from 530 pm to 630 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Adjournment16-027 Moved by L Colley
That the Strategic Plan Performance Measures Committee1 adjourns the September 20 20J6 Strategic Plan Performance Measures
Conunittee meetingCarried
The meeting ended at 630 pm - - - I
Signed (V UrsquoL
MINUTES Page 1
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
13b
Members Present
Mr Ron Carinci
Ms Lindsay Colley
Ms Archana Shah
Ms Sue Graham-Nutter
Regrets
Ms Dianne LeBreton (Chair)
SPPM Call to Order
16-028 Vickery Bowles called the meeting to order at 530 pm Ms Bowles advised that
Dianne LeBreton committee chair was unexpectedly unable to attend the
meeting An election of an acting chair was required
SPPM Declarations of Conflict of Interest 16-029 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda 16-030 Moved by R Carinci
That the Strategic Plan Performance Measures Committee approves the agenda
as revised to
1 elect an Acting Chair for the November 7 2016 meeting in the absence of
the Committee Chair
Carried
MINUTES Page 2
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Election of Acting Chair
16-031 Vickery Bowles called for nominations for the Acting Chair of the Strategic Plan
Performance Measures Steering Committee
Moved by R Carinci
That
1 Sue Graham-Nutter be nominated for Acting Chair
Carried
Sue Graham-Nutter agreed to stand for election
There being no further nominations it was
Moved by R Carinci
That the Strategic Plan Performance Measures Committee
1 closes nominations
Carried
Vickery Bowles declared Sue Graham-Nutter duly elected Acting Chair of the
Strategic Plan Performance Measures Committee by acclamation
Sue Graham-Nutter assumed the Chair
SPPM Confirmation of September 20 2016 Strategic Plan Performance Measures
16-032 Committee Meeting Minutes Moved by R Carinci
That the Strategic Plan Performance Measures Committee
1 confirms the Minutes of the September 20 2016 Strategic Plan
Performance Measures Committee
Carried
SPPM Business Arising from the Minutes
16-033 There were no Business Arising from the Minutes items at the November 7 2016
Strategic Plan Performance Measures Committee meeting
SPPM Communications
16-034 There were no Communications items at the November 7 2016 Strategic Plan
Performance Measures Committee meeting
MINUTES Page 3
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Presentations
16-035 There were no public presentations at the November 7 2016 Strategic Plan
Performance Measures Committee meeting
Item for Approval
SPPM Strategic Plan 2016-2019 Accountability Framework Reporting Tools and Key
16-036 Performance Indicators
Elizabeth Glass Director Policy Planning amp Performance Management
responded to questions from committee members
Moved by L Colley
That the Strategic Plan Performance Measurement Committee
1 endorses the Strategic Plan accountability framework as outlined in the
flowchart (Attachment 1)
2 endorses the logic model examples that will be used as templates for
developing a logic model for each strategic priority (Attachments 2
and 3)
3 endorses the balanced scorecard and recommended key performance
indicators for the Boardrsquos monitoring and assessment of the Strategic
Planrsquos progress (Attachment 4)
Carried
Staff were directed to provide Board members with an overview of the
accountability framework for the Strategic Plan with the tools KPIs and the
reporting timelines
SPPM Adjournment
16-037 Moved by L Colley
That the Strategic Plan Performance Measures Committee
1 adjourns the November 7 2016 Strategic Plan Performance Measures
Committee meeting
Carried
The meeting ended at 600 pm
Signed
Strategic Plan 2016-2019 Accountability Framework 1
STAFF REPORT ACTION REQUIRED
Strategic Plan 2016-2019 Accountability Framework
Date November 21 2016
To Toronto Public Library Board
From Strategic Plan Performance Measures Committee
SUMMARY
The purpose of this report is to recommend the approval of the Strategic Plan 2016-2019
Accountability Framework to the Toronto Public Library Board
A Strategic Plan Performance Measures Committee was established on April 25 2016 to
provide advice and recommendations to the Board for strengthening the Boardsrsquo
monitoring and assessment of the strategic planrsquos implementation for compliance and
progress
The Committee met four times from May to November 2016 to receive and inform the
development of the Strategic Plan 2016-2019 Accountability Framework which contains
three main tools a balanced scorecard with key performance indicators a dashboard to
visually present the results and a logic model to show the alignment between the strategic
priorities key activities over four years and the expected outcomes and impact
At its November 7 2016 meeting the Committee endorsed the Accountability Framework
and concluded its work
RECOMMENDATIONS
The Strategic Plan Performance Measures Committee recommends that the Toronto
Public Library Board
1 approves the Strategic Plan 2016-2019 Accountability Framework
FINANCIAL IMPACT
There is no financial impact beyond what has already been approved in the current yearrsquos
budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
13c
Strategic Plan 2016-2019 Accountability Framework 2
DECISION HISTORY
At its April 25 2016 meeting the Library Board received the following report Strategic
Plan Performance Measures Committee Terms of Reference and approved the Terms of
Reference for the Strategic Plan Performance Measures Committee as outlined in
Attachment 1
httpwwwtorontopubliclibrarycacontentabout-the-
librarypdfsboardmeetings2016apr2512-performance-measures-committee-terms-of-
referencepdf
httpwwwtorontopubliclibrarycacontentabout-the-
librarypdfsboardmeetings2016apr2512-performance-measures-committee-terms-of-
reference-att-1pdf
At its May 31 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Status and Performance
Management Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-may-31jsp
At its July 13 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Status and Performance
Management Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-jul-13jsp
At its September 20 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Accountability
Framework and Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-sep-20jsp
At its November 7 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Accountability
Framework Reporting Tools amp key Performance Indicators
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-nov-07jsp
ISSUE BACKGROUND
The Strategic Plan Performance Measures Committee was established on April 25 2016 to
provide advice and recommendations to the Library Board for strengthening the Boardrsquos
monitoring and assessment of the strategic planrsquos implementation for compliance and
progress
During the development of the Accountability Framework and the reporting tools the
Committee met four times from May to November 2016 to receive information and provide
advice At its November 7 2016 meeting the Committee endorsed the Framework and
concluded its work
Strategic Plan 2016-2019 Accountability Framework 3
COMMENTS
There are three broad outcomes for the Strategic Plan 2016-2019 based on input gathered
from Toronto residents during the strategic plan consultation process
Expanding Access
Increasing Opportunity
Building Connections
Six strategic priorities were established to advance the broad outcomes
Advancing TPLrsquos digital platforms
Breaking down barriers to access driving inclusion
Expanding access to technology and training
Establishing TPL as Torontorsquos centre for continuous and self-directed learning
Creating community connections through cultural experiences
Transforming for 21st century service excellence
The purpose of the Accountability Framework is to guide the development monitoring and
reporting of the annual work plan for each of the four years from 2016 to 2019 and the
overall achievements of the Strategic Plan over four years It serves as
a reporting structure for the Board to monitor the progress of the strategic plan and
provide guidance
a public facing reporting tool to demonstrate openness and accountability
an internal tool to advance shared understanding of the strategic priorities and guide the
work of staff
The Accountability Framework is composed of three main tools
1 Balanced Scorecard with key performance indicators (Attachment 1 amp Attachment 2)
The overall achievements of the strategic plan will be reported using a balanced
scorecard approach with key performance indicators established under four
perspectives Customer Operational Learning amp Growth and Financial Work plan
achievements will be reported to the Board in a semi-annual status report
2 Dashboard (Attachment 3)
A dashboard format will be used to visually present the strategic plan achievements
as measured against the key performance indicators and targets This will be reported
to the Board annually
3 Logic Models
A logic model (Attachment 4) is developed to align the six strategic priorities with
key activities the broad outcomes and the contribution to the success of City of
Torontorsquos key strategies over four years
Logic models will also be developed for each strategic priority with appropriate key
activities and outcomes to guide the development of annual work plans strategic
Strategic Plan 2016-2019 Accountability Framework 4
partnerships and funding priorities Attachment 5 shows an example of a logic model
for Strategic Priority 2 Breaking down barriers to access driving inclusion
The flowchart in Attachment 6 illustrates the relationship of the three tools The key activity
of Expanding Access to branches and community service points under Priority 2 is provided
as an example
CONTACT
Elizabeth Glass Director Policy Planning amp Performance Management
Tel 416-395-5602 E-mail eglasstorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Balanced Scorecard with Key Performance Indicators
Attachment 2 List of Strategic Plan 2016-2019 Key Performance Indicators
Attachment 3 Dashboard example
Attachment 4 Strategic Plan 2016-2019 Logic Model
Attachment 5 Strategic Plan 2016-2019 Priority 2 Logic Model
Attachment 6 Strategic Plan 2016-2019 Accountability Framework Flowchart
Strategic Plan 2016 mdash 2019 Balanced Scorecard Attachment 1
Key Performance Indicators
Total number of active members
bull Total use per capita
bull Visits per capita
bull Virtual visits per capita
bull In-branch technology utilization rate internet access workstationper 100000 population wireless connections per capita
bull Utilization rate (program capacity) learning programs(ESL + Literacy + User Ed + lifelong learning)
bull Utilization rate of technology training programs
bull Utilization rate of cultural programs
bull ft of branches providing regular after-schoolprogramming from September to June
bull User satisfaction overall
bull User satisfaction in-branch technology(computers software wifi)
Users satisfaction knowledge andhelpfulness of staff
Key Performance Indicators
bull Total Open Hours
bull ft of Sunday branches (September to June)
bull ft of NIA Sunday branches (September to June)
bull ft of Sunday branches (Year-round)
ft of NIA Sunday branches (Year-round)
Turnover rate of circulating items
of special collections that are digitized
KKey Performance Indicators
bull Logic Models and evaluation frameworksdeveloped for strategic priorities
bull Spending in staff development (Total Averageper staff)
bull staff who report they have the skills andtraining to meet service delivery outcomes
bull of staff who report high levels ofengagement
Key Performance Indicators
bull Cost per use
Operating Expenditures
Operating expenditures per capita
Operating expenditures for electronic materials
Operating expenditures for digital technology
bull Total funding
bull Total funding per capita
bull Total funding from TPL Foundation
Page 1 of 1
Strategic Plan 2016-2019 Balanced Scorecard Key Performance Indicators
Customer Perspective Operational Perspective Learning amp Growth Perspective Financial Perspective
Total number of active members
Total use per capita o Visits per capita
Virtual visits per capita
In-branch technology utilization rate internet access workstation per 100000 population wireless connections per capita
Utilization rate (program capacity) learning programs (ESL + Literacy + User Ed + lifelong learning)
Utilization rate of technology training programs
Utilization rate of cultural programs
of branches providing regular after-school programming from September to June
User satisfaction overall
User satisfaction in-branch technology (computers software wifi)
Users satisfaction knowledge and helpfulness of staff
Total Open Hours o of Sunday branches
(September to June) o of NIA Sunday branches
(September to June) o of Sunday branches
(Year-round) o of NIA Sunday branches
(Year-round)
Turnover rate of circulating items
of special collections that are digitized
Logic Models and evaluation frameworks developed for strategic priorities
Spending in staff development (Total Average per staff)
staff who report they have the skills and training to meet service delivery outcomes
of staff who report high levels of engagement
Cost per use
Operating Expenditures o Operating expenditures per
capita
Operating expenditures for electronic materials
Operating expenditures for digital technology
Total funding o Total funding per capita o Total funding from TPL
Foundation
Attachment 2
Attachment 3
Strategic Plan 2016-2019 Dashboard
Key Performance Indicators
Example Open Hours
2016 Activities that will move the dial Status
Sunday service expanded to create year-round service at 6 District and 2 R amp R branches and added to 6 neighbourhood branches to provide seasonal Sunday service
Measure Baseline (2015) Current (Dec 2016) Target (2019) change
Total open hours 269672 hours 274397 hours 281878 hours + 45
Attachment 4
Toronto Public Library Strategic Plan 2016-2019 Logic Model
Torontonians are aware of library services to
address immediate needs
Create and implement Digital Strategy to develop online services
Torontonians have access to reading and
learning materials in a wide range of formats
and levels to support the joy of reading and
lifelong learning
TPL has resources and well-trained staff to
deliver strategic outcomes
Torontonians are connected through cultural
and leisure experiences and opportunites
TPL provides exceptional services and
experience at customers every point of need
TPL increased partnership and funding
opportunities with City of Toronto community
organizations and funding partners
Torontonians have improved access to
technology and staff assistance to develop
technology skills
Torontonians have expanded access to
emerging technology innovation spaces and
programs
Torontonians have new experiential
collaborative and e-learning opporunities to
support education employment and multiple
literacies
Use technology to drive improvements in business processes and
efficiency eg cloud analytics
Torontonians have equitable
support to learning and training
and gain the knowledge multiple
literacy skills and networks to
enrich their education work life and
leisure experiences
Torontonians have access to
programs and activities to support
and enhance diverse cultural
experiences and library collections
that reflect their cultural ineterests
and needs
Support readers of all ages and interests with diverse collections
readers advisory and a wide range of literary and cultural programs
Toronto children and youth have additional safe
after school social and learning environments
and programs
Priorities Key Activities
Mission Toronto Public Library provides free and equitable access to services which meet the changing needs of Torontonians The Library preserves and promotes universal
access to a broad range of human knowledge experience information and ideas in a welcoming and supportive environment
Establishing TPL as Torontos
centre for continuous and self-
dlirected learning
Impact
Expanding access to technology
and training
Advancing TPLs digital platforms
Breaking down barriers to access
driving inclusion
Expand high quality out-of-school-time programs for children and youth
Increase awareness and engagement across library channels
Allocate additional resources to sustain current and emerging
technology
Provide access to current and emerging technology and training in
library branches and community locations
Identify and remove policy barriers to online and in-person servicesToronto Public Library is a
community asset that builds
community capacity and improves
Torontonians well-being
Toronto Public Library contributes to the success of
Toronto Strong Neighbourhood Strategy 2020
Actions for strong Neighbourhoods
under five domains
Physical surroundings
Economic opportunities
Healthy lives
Social development and
Participation in civic decision-making
Toronto Public Library is a key partner in
City of Torontos Poverty Reduction Strategy
in addressing the issues of
service access and availability
Toronto Public Library supports the positive
outcomes of City of Torontos strategies for targeted
population including
Raising the Village Measuring the Well-being
of Children and Families in Toronto
Toronto Youth Equity Strategy
Toronto Newcomer Strategy
Toronto Seniors Strategy
Expand access to branches and community service points
Develop new resources programs and partnerships to deliver eLearning
programs
Provide in-branch resources space and technology to support
experiential learning
Provide resources and programs to support civic engagement
community events and discussion of social issues
Transforming for 21st century
service excellence Dedicate staff resources and training to provide expertise in key
strategic areas eg technology and literacy
Torontonians are empowered and supported in
their partcipation in civic lifeCreating community connections
through cultural experiences
Create diverse and inclusive cultural programs and experiences in
branch and online spaces
Curate and digitize special collections to reflect Torontos diverse
history culture and heritage
Develop organizational structure and culture to support innovation and
customer service excellence
ACCESS
OPPORTUNITY
CONNECTIONS
Outcomes
Torontonians have easy convienient online
access to library collections and services
Torontonians have convenient and local access
to neighbourhood spaces and services
Attachment 5
Expand online services
Develop self-serve Library Kiosks
Increased program offerings
After hours access implemented
Increased online service options
Increased self-service options
CONNECTIONS
Understand City demographics
demands and use of a full range of
library services
Develop after-hours access at branches
2 Breaking down
barriers to access
driving inclusion
Toronto Public Library contributes to the success of
City of Torontos key strategies including
Toronto Strong Neighbourhood Strategy 2020
bull Targeting appropriate resources to
respond to neighbourhood needs
Toronto Poverty Reduction Strategy
bull Address immediate needs
bull Create pathways to prosperity
bull Increase service access and availability
ACCESS
OPPORTUNITYLibrary membership options reflect
users online and branch access
needs
Provide access to current
and emerging technology
and training in library
branches and community
locations
Increase awareness and
engagement across library
channels
Sunday service expanded in target
branches
Identify and remove policy
barriers to online and in-
person services
Expand access to branches
and community service
points
Number of blocked library cards
reduced in target populations
Toronto Public Library Strategic Plan 2016-2019 Logic Model
Priority Impact
Mission Toronto Public Library provides free and equitable access to services which meet the changing needs of Torontonians The Library preserves and promotes universal access to a broad
range of human knowledge experience information and ideas in a welcoming and supportive environment
OutcomeKey Activities
Toronto Youth Equity Strategy
bull Service gaps
bull Service relevance amp accessibility
Toronto Newcomer Strategy
bull Improving access to municipal supports
bull Supporting civic engagement and
community capacity
Develop marketing strategy and conduct
publicity campaigns
Toronto Seniors Strategy
bull Equity
bull Inclusion
bull Respect
bull Quality of life
Expand access to library service in
community locations
Toronto Public Library is a
community asset that builds
community capacity and improves
Torontonians
well-being
Torontonians have equitable
support to learning and training
and gain the knowledge multiple
literacy skills and networks to
enrich their education work life
and leisure experiences
Torontonians have access to
programs and activities to support
and enhance diverse cultural
experiences and library
collections that reflect their
cultural ineterests and needsIncreased circulation of library
materials
Identify and remove policy barriers to
online and in-person services
Raising the Village Measuring the
Well-being of Children and Families in Toronto
bull Families have equitable access to
learning and training and are active in
their childrenrsquos education
bull Families belong to communities and
have the freedom to express and
opportunities to foster their culture and
identity
Torontonians are aware of library
services to address immediate needs
Conduct outreach and customer
engagement programs
Expand branch hours with additional
programs
Torontonians have easy
convienient online access to library
collections and services
Torontonians have convenient and
local access to neighbourhood
spaces and services
Attachment 6
Accountability Framework
Example
Priority Key Activity Short Term Medium Term Impact
Breaking down barriers to access
driving inclusion
Expand access to branches and
community service points
Torontonians have convenient and
local access to neighbourhood spaces
and services
Toronto Public Library is a community
asset that builds community capacity
and improves Torontonians well-being
Toronto Poverty Reduction Strategy
Increase service access and availability
Example
Customer Perspective Operational Perspective Learning amp Growth Perspective Financial Perspective
Utilization rate Service hours added Staff training Cost per use
Example
Is a visual representation of progress towards four years targets for KPIs to achieve strategic outcomes
with a baseline benchmark and annual target
Dashboard
Monitors the progress of the strategic plan across four perspectives and indentifies KPIs to measure progress towards outcomes
Links planned activities to expected outcomes
Toronto Public Library Strategic Plan 2016-2019
Implementation Compliance and Progress
Logic Model
Balanced Scorecard
Outcomes
Strategic Plan 2016-2019
Accountability Framework
November 21 2016
Toronto Public Library Board Meeting
1
Accountability Framework
Strategic Plan Performance Measures Committee
to provide advice and recommendations to the Board for
strengthening the Boardrsquos monitoring and assessment of the
strategic planrsquos implementation for compliance and progress
2
Accountability Framework
Strategic Plan Performance Measures Committee
bull Met four times from May to November 2016
bull Endorsed Accountability Framework at November 7 2016
meeting
bull Concluded its work
3
Accountability Framework
Purpose of framework
bull To guide the development monitoring and reporting of
The Annual work plan for each year from 2016-2019
The overall achievements of the Strategic Plan over four
years
4
Accountability Framework
bull A reporting structure for the Board to monitor the
progress of the strategic plan and provide guidance
bull Public facing reporting tool to demonstrate openness
and accountability
bull An internal tool for staff
5
Accountability Framework
Strategic Plan 2016-2019
bull Three broad outcomes
Access
Opportunity
Connections
And six strategic priorities
6
Accountability Framework
Strategic Plan 2016-2019
bull Six Strategic Priorities
Advancing TPLrsquos digital Platforms
Breaking down barriers to access driving inclusion
Expanding access to technology and training
Establishing TPL as Torontorsquos centre for continuous and
self-directed learning
Creating community connections through cultural
experiences
Transforming for 21st century service excellence
7
Accountability Framework
Three main tools
bull Balanced Scorecard with Key Performance
Indicators (KPIs)
bull Dashboard for visual presentation
bull Logic Models
8
Accountability Framework
Balanced Scorecard
bull A performance measurement tool developed at the
Harvard Business School
bull Provides a framework to monitor organization
performance from four perspectives the customerrsquos
perspective an internal business perspective an
innovation and learning perspective and the
financial perspective
Balance scorecard Encyclopedia of Business Gale 2000
9
10
Strategic Plan 2016 ndash 2019 Balanced Scorecard
11
Strategic Plan 2016 ndash 2019 Balanced Scorecard
Accountability Framework
Reporting timeline
bull Annual work plan achievements will be reported
to the Board in a semi-annual status report in
June and year end
bull Overall achievements of the strategic plan will be
reported annually to the Board (eg first quarter
of 2017 for 2016) using a balanced scorecard and
presented visually using a dashboard
12
Accountability Framework
13
Accountability Framework
Logic Model
bull A logic model is a systematic and visual way to present the
relationships among the resources to operate a program the
planned activities and the changes or results you hope to
achieve
14
WK Kellogg Foundation Logic Model Development Guide 2004
Accountability Framework
Logic Models
bull A Strategic Plan 2016-2019 aligns 6 strategic priorities
with
Key activities
3 broad strategic outcomes
City of Torontorsquos key strategies
bull Plus a logic model for each of the 6 strategic priorities
15
16
Strategic Plan 2016-2019 Logic Model
17
Strategic Plan 2016-2019 Priority 2 Logic Model
18
Accountability Framework
Questions amp Discussion
19
20
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 1
STAFF REPORT ACTION REQUIRED
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report proposes revised meeting dates for the December 2016 and January 2017
meetings for Toronto Public Library Board approval
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves rescheduling the December 8 2016 Toronto Public Library Board meeting
to December 12 2016 and
2 approves rescheduling the January 23 2017 Toronto Public Library Board meeting to
January 30 2017
FINANCIAL IMPACT
There is no financial impact arising from this report
The Director Finance and Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
At the January 25 2016 meeting the Board approved the schedule for meetings in 2016
including December 8 2016
At the October 24 2016 meeting the Board was provided with the proposed schedule for
meetings in 2017 including January 23 2017 for approval at the January 2017 meeting
14
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 2
COMMENTS
Library staff have recently reviewed the Cityrsquos updated budget schedule The Library Board
meeting in December is not well aligned with the Cityrsquos schedule A later December date
would provide the Board with more opportunity to be informed and kept up-to-date on the
2017 budget as well as to participate in the process As a result the rescheduling of the
December 8 2016 meeting to Monday December 12 is being recommended Board
members were canvassed and quorum is attainable for a meeting on December 12 2016
As the same scenario is also a possibility for the proposed January 23 2017 meeting it is
recommended that the date be changed to January 30 2017
Key dates for the 2017 budget process are shown below
2017 Budget Timetable
Date Political Review TPL Board
2016
Nov 21 Board meeting
Dec 2 Budget Committee launch
Dec 12 (from 8) Board meeting
Dec 161920 (21) Budget Committee presentations
2017
Jan 5 910 Budget Committee public deputations
Jan 12 Budget Committee wrap-up
Jan 24 Budget Committee final
Jan 30 (from 23) Board meeting
Feb 7 Executive Committee
Feb 15 16 (17) Council approval
Feb 21 Board meeting
CONTACT
Nancy Marshall Library Board Officer City Librarianrsquos Office
Tel 416-393-7215 E-mail nmarshalltorontopubliclibraryca
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 3
SIGNATURE
______________________________
Vickery Bowles
City Librarian
Holiday Closures 2017 and January 2018 1
STAFF REPORT ACTION REQUIRED
Holiday Closures 2017 and January 2018
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The purpose of this report is to recommend and receive Toronto Public Library Board
approval for the schedule of holiday closures for 2017 and January 2018
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves the schedule of holiday closures for 2017 and January 2018 as provided
in Attachment 1
FINANCIAL IMPACT
There is no financial impact to the 2017 operating budget arising from the
recommendation in this report The recommended closures are included in the proposed
2017 operating budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
Where Library Board approval is required to establish holiday closures the matter comes
before the Board in the preceding year to ensure adequate notice to the public and staff
COMMENTS
At its meeting on October 26 2015 the Library Board approved the Library closure for
New Yearrsquos Day 2017 on Monday January 2 2017
15
Holiday Closures 2017 and January 2018 2
The Library is open for regular service on Remembrance Day Saturday November 11
2017
The Library will be closed on Monday December 25 2017 for Christmas Day and
Tuesday December 26 2017 for Boxing Day
In 2018 New Yearrsquos Day falls on a Monday and the Library will be closed
All full-time employees whose scheduled day off falls on a holiday closure are
compensated with a day in lieu to be taken at another agreed upon time
It is the practice of the Library to close on the Sundays adjacent to public holidays with
the exception of Family Day
The schedule of holiday closures for 2017 and January 2018 is provided in Attachment 1
CONTACT
Dan Keon Director Human Resources Tel 416-395-5850
E-mail dkeontorontopubliclibraryca
SIGNATURE
_____________________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Holiday Closures 2017 and January 2018
Toronto Public Library Holiday Closures 2017 and January 2018
Sunday January 1 2017 New Yearrsquos Day Closed
Monday January 2 2017 For New Yearrsquos Day Closed
Monday February 20 2017 Family Day Closed
Friday April 14 2017 Good Friday Closed
Sunday April 16 2017 Easter Sunday Closed
Monday April 17 2017 Easter Monday Closed
Monday May 22 2017 Victoria Day Closed
Saturday July 1 2017 Canada Day Closed
Monday August 7 2017 Civic Holiday (Simcoe Day) Closed
Monday September 4 2017 Labour Day Closed
Monday October 9 2017 Thanksgiving Day Closed
Sunday December 24 2017 Christmas Eve Closed
Monday December 25 2017 Christmas Day Closed
Tuesday December 26 2017 Boxing Day Closed
Sunday December 31 2017 New Yearrsquos Eve Closed
Monday January 1 2018 New Yearrsquos Day Closed
New Yearrsquos Day 2017 closure approved by the Library Board on October 26 2015
Attachment 1
Audit Plan for the Year Ending December 31 2016 1
STAFF REPORT INFORMATION ONLY
Audit Plan for the Year Ending December 31 2016
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The attached report from PricewaterhouseCoopers the external auditors summarizes the
planning for their audit of the 2016 financial statements for the Toronto Public Library
Board
FINANCIAL IMPACT
The proposed audit fee of $25000 inclusive of expenses and exclusive of Harmonized
Sales Tax (2015 ndash $25000) is included in the 2016 operating budget It is important to
note that the audit fee does not include extra audit work that may be required due to
scope changes and PricewaterhouseCoopers will advise management as soon as possible
if this were to happen
This is the second year of a five-year audit contract that the City has negotiated The fee
will remain unchanged for the duration of the contract
ISSUE BACKGROUND
Under Section 139 of the City of Toronto Act 2006 the City is required to appoint an
auditor licensed under the Public Accounting Act 2004 who is responsible for annually
auditing the accounts and transactions of the City and its local boards and expressing an
opinion on the financial statements of these entities based on the audit
Council at its March 2015 meeting approved the recommendation of the Audit
Committee to appoint PricewaterhouseCoopers as the external auditor for the City and
Library The contract with PricewaterhouseCoopers is for five years ending with the
audit of the December 31 2019 financial statements
As part of the annual audit PricewaterhouseCoopers provides an Audit Plan report to the
Toronto Public Library Board The auditors will conduct their audit of the 2016 financial
statements pursuant to this plan
17
Audit Plan for the Year Ending December 31 2016 2
COMMENTS
Attached is PricewaterhouseCoopersrsquo Audit Plan for the Library which summarizes their
view on audit risks the nature extent and timing of the audit work and the terms of
engagement
On completion of the audit PricewaterhouseCoopers will issue the Audited Financial
Statements and a Year-End Report to the Board that will provide key matters for
discussion significant audit accounting and financial reporting matters summary of
unadjusted and adjusted items other required communications internal control
recommendations and a confirmation of auditor independence
Work on the interim audit was completed in October 2016 and the year-end audit is
expected to be completed by March 2016
CONTACT
Larry Hughsam Director Finance amp Treasurer Tel 416-397-5946
E-mail lhughsamtorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Board ndash Audit Plan for the year ending
December 31 2016
wwwpwccomca
Audit planfor the yearendingDecember31 2016
Toronto PublicLibrary Board
pwc
pwc
October 28 2016
Members of the BoardToronto Public Library Board
Dear Members of the Board
We are pleased to present an overview of our audit plan for the 2016 audit of the financial statementsof Toronto Public Library Board (the Library) prepared in accordance with Canadian Public SectorAccounting Standards (PSAS) (referred to as the ldquofinancial statementsrdquo from now on)
This overview includes our view on audit risks and the nature extent and timing of our audit work
We value your feedback and if you have any questions about the identified risks and our audit approachplease do not hesitate to contact the undersigned at (416) 228-1922
Yours very truly
Tern McUnnonPartnerRisk Assurance Services
cc Mr Larry Hughsam Director Finance and Treasurer
PricewatcrhouseCoopers UPnyC Tower i8 York Street Suite 2600 Toronto Ontario Canada M oB2T +1 416 8631133 F +1 416 365 8215 wwwpwccomca
lsquoPwt relera to Pdcewatethousetoopers LLP an Ontario limiled liabiLity paruiership
Toronto Public Library Board Audit plan for the year ending December 31 2016
Communications to the Board
Key mattersfor Commentsdiscussion
Client service team Tern McKinnon is your engagement leader and Julianne Cooke is your engagementmanager
Service deliverables We will audit the Libraryrsquos financial statements as of December 31 2016 and for theyear then ending prepared in accordance with PSAS
Our engagement letter which has been signed by the City of Toronto sets out theterms and conditions for our engagement as the independent auditor of the Libraryfor the above-mentioned year In addition our engagement letter outlines ourresponsibilities as the auditor and the responsibilities of management
Audit timeline We worked with management to develop this project timelinemdash Interim visit October 17-21 2016mdash Year-end visit March20 mdash March 31 2017mdash Clearance meeting with management To be confirmedmdash Deliveryfiling of financial statements To be confirmed
Audit approach Our audit approach is a mixture of tests of internal controls and substantive testingOur audit approach is designed to allow us to execute a quality and efficient auditWe do this byi gaining an understanding of the business by focusing on new developments
and key business issues affecting the Library as well as managementrsquosmonitoring of controls and business processes
ii identiring significant audit risks sharing our perspectives obtaining yourfeedback and ensuring our audit is tailored to these risks
iii using well-reasoned professional judgment especially in areas that aresubjective or require estimates and
iv leveraging reliance where possible on the Libraryrsquos internal controls andinformation technology and data systems
In the current year our planned work will include testing of key controls in thefollowing areasmdash Purchases payables and disbursementsmdash Payroll
All other areas will be subject to tests of detail
Significant risks are risks of material misstatement that we think need special auditconsideration We identified several significant audit risks and plan to address themas follows Please let us know if you agree that these are the most significant risksfrom your point of view and if you have any other areas of concern
PwC I
Toronto Public Library Board Audit plan for the year ending December 31 2016
Significant risk to Managementrsquos response and our audit approachdiscuss
Risk of management Accounting regulatory authorities require that the risk of material misstatement dueoverride of controls to management override of controls be considered a significant risk on every audit
engagement
This represents the risk that internal controls at the Library maybe circumvented toachieve desired financial results or gain inappropriate access to financial resources
In order to address this risk we will perform the followingbull All non-routine journal entries are reviewed and approved by the appropriate
level of managementbull We will review manual journal entries focusing on large and unusual entriesbull We will review accounting estimates for biases that could result in material
misstatementbull We will incorporate unpredictable procedures in the audit approach
Risk of fraud in revenue The risk of fraud in revenue recognition is a presumed significant risk underrecognition Canadian Auditing Standards We will assess this risk through the consideration of
the Libraryrsquos revenue recognition policies the incentivepressure to fraudulentlymisstate revenue and the potential opportunity
In order to address this risk we will perform the following
bull Update our understanding of managementrsquos processes and internal controlssurrounding revenue recognition
bull Obtain confirmations from the City of Toronto for subsidies received duringthe year
bull Test significant revenue streams through testing a sample of transactions tosupporting documents
Materiality Misstatements are considered to be material if they could reasonably be expected toinfluence the economic decisions of users of the financial statements We have set apreliminanrsquo materialihrsquo of S6i6oooo We will report unadjusted and adjusted itemsover S6i6ooo to the Board on completion of the audit
Fraud risk We discuss fraud risk annually with the Board Through our planning process (andprior yearsrsquo audits) we developed an understanding of your oversight processesincluding
Employee code of ethicsmdash Discussion at Board meetings and our attendance at those meetings or
reviewing minutes of meetingsmdash Presentations by management including business performance reviewsmdash Signing authorities
Are there any new processes or changes to the items above that we should be awareoP
We are not aware of any fraud Are you aware of instances of any actual suspected or
____________________________
alleged fraud affecting the Library
PwC 2
Toronto Public Ubrary Board Audit plan for the year ending December 31 2016
The matters raised In this and other reports that will flow from the audit are only those that have come to our attention arising from or relevant toour audit that we believe need to be brought to your attention They are not a comprehensive record of all the matters arising and in particularwe cannot be held responsible for reporting all risks in your business or all internal control weaknesses This report has been prepared solely foryour use It was not prepared or intended for any other purpose No other person or entity shall place any reliance upon the accuracy orcompleteness of statements made herein PwC does not assume responsibility to any third party and in no event shall PwC have any liabilityfor damages costs or losses suffered by reason of any reliance upon the contents of this report by any person or entity other than you
PwC 3
copy 2015 PricewaterhouseCoopers LLP an Ontario limited liability partnership All rights reserved
Board Resolutions ndash Status Report 1
STAFF REPORT INFORMATION ONLY
Board Resolutions ndash Status Report
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report lists the status of outstanding Toronto Public Library Board resolutions
BACKGROUND INFORMATION
At the April 2 2012 meeting the Toronto Public Library Board approved the inclusion of
Board Resolutions ndash 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 ndash Status Report ndash November 21 2016
18
1
STATUS REPORT
TORONTO PUBLIC LIBRARY BOARD RESOLUTIONS
AS AT NOVEMBER 21 2016
DATE OF
MEETING
MOTION
(Ref Minute )
STATUS
TARGET
DATE
Sep 8 2014 14-150 ndash Notice of Motion Funding and Timing of
PerthDupont Branch Relocation
5 requests that the local City Councillor consult
with the local community and make a
recommendation to the Board for a new name for
the relocated branch (which will no longer be
located at the corner of Perth and Dupont)
IN PROGRESS Staff to bring a recommendation to
the Board for a new name for the relocated branch to
the Board for approval
To be
determined
Feb 22 2016 16-040 ndash Naming Opportunity ndash Daniel Grafton
Hill III
2 requests staff to provide updates to the
Toronto Public Library Board on this
initiative at strategic intervals
IN PROGRESS This initiative is dependent on a
future branch capital project and consultation
process
To be
determined
Oct 24 2016 16-193 ndash Toronto Public Library Board ndash Self-
Evaluation
2 conducts a pilot self-evaluation during the
month of November 2016 and discusses the
results of the evaluation at the January 2017
meeting
IN PROGRESS A report is expected to be provided
at the January 2017 meeting
January 2017
meeting
Attachment 1
Communications 1
8
COMMUNICATIONS
GENERAL CORRESPONDENCE
TORONTO PUBLIC LIBRARY BOARD MEETING ndash November 21 2016
It is recommended that the Toronto Public Library Board
1 receives Communication (a) from Joe Clark to the Toronto Public Library Board
dated November 17 2016 regarding the 2017 operating and capital budgets for
information
Joe Clark joeclarkjoeclarkorg
20161117
Re 2017 Interim Budget Estimates
2017 Operating and Capital Budgets Update
While most of the attention paid to the budget has revolved around the Mayorrsquos suicidal
and intrinsically unserious demand for a 26 budget cut everywhere I have to
wonder yet again why the Toronto Public Library Board does not understand
what its own staff are proposing
Is it because there were only two Boardmembers in the last decade who were known to
even have library cards (One sits on the current Board) Fundamentally you
people do not use the library system and do not understand it I can assure you
that hiring Moe hasnrsquot changed that one iota given his attested unwillingness to
learn what in-branch experience the area he purports to manage is really like
So letrsquos go through a few seriously unwise items in the Library budget
Nobody asked for ldquocash drawersrdquo at the self-service checkouts
that nobody asked for either
One of the budget documents lies about the history of self-checkout thus ldquoIn 2009 TPL
received $66 million to implement self-service checkout in branches resulting in
better service and expanded hours at no cost and also a reduction in staff to help
achieve budget targetsrdquo The real purpose of self-checkout was to fire expensive
employees not to make things more efficient And it involved clumsily sticking
decals on millions of items in many cases marring them permanently
Again The real purpose of self-checkout was firing staff That was confirmed to me to my
face by a manager in charge It had nothing to do with library users or literally
anything else If the project had started with automated sorters as its raison drsquoecirctre
first it might have made sense
Now wersquore being threatened with ldquocash drawersrdquo As ever the library canrsquot be honest
about whatrsquos really happening here verbally dressing up this fiasco as Integrated
Payment Solutions whatever those are
2
With an investment of $2250 million over two years []hellip [c]ustomers will be able to pay
fines at the self-checkout terminals at the same time as checking out materials
Currentlyhellip fine payments can only be made onlinehellip or from a face-to-face interaction
with library staff at the check-out desk
God forbid
Combined these initiatives will save $0526 million or 03 in 2017 and allow a reduction
in staff of 68 FTEs[]
In other words ldquothese initiativesrdquo will cost $(2250000 divide 2 ndash 526000) or $599000 in
Year 1
The only library patrons who could possibly need this service are the ones who could
never get it in the first place ndash those whose only use of the library is via the
Bookmobile which canrsquot take cash payments and which donrsquot use RFID in the first
place (Did you know that) Nobody else needs or wants this service
Further does the Library really mean ldquocash drawersrdquo as in tills Do you know what you
even mean How will these tills dispense change Wonrsquot every one of them be
burglarized every day How long till Sue-Ann Levy writes a column about that
The Library refuses to adjust the collections budget
for known decreases in usage
Budget documents
$0482 million represents a 25 projected cost increase for library materials based on
experience and industry projections while needing to accommodate the impact of a
stronger US dollar on the Libraryrsquos purchasing power[]
The Library has elsewhere admitted that third-language materials ndash this means non-
English and non-French though the positioning of French as equivalent to
English is a joke in itself ndash have suffered serious decline in recent years Some
languages (by implication Indian ones) have shown 45 decreases in demand
That demand is never gonna come back Yet the Library whose collections policy is in
some respects more whim than policy proposes a $482000 increase largely to
handle projected exchange rates
3
Why hasnrsquot the Library proposed reducing relevant third-language budgets by the same
amount demand has reduced then redirecting that money to other collections
Why does the Library propose spending tens of thousands of dollars per
language in permanent decline instead of spending that money on items people
actually want including third-language items that really get used
Collections policy really does contain a large dosage of whim I should know being the
largest single submitter of blue forms and whose yellow forms are simply
ignored (Boardmembers ldquoWhat are thoserdquo) being someone who knows there is
no policy at all for acquiring new magazine titles and getting rid of dud titles and
most of all being the person who has had to take the Toronto Public Library to
the Human Rights Tribunal of Ontario over its banning of a single author an
outrageous unprincipled action that is seriously popular in-house and which the
Library clearly intends to defend to the death at any cost in legal fees
Yet this is the same department you intend to authorize to waste money on third-
language materials that will never be used while also handing it another
482 grand
If you actually used the Library and if you actually read your own reports would you
leave these items in the proposed budget Again what happens if Sue-Ann Levy
finds out and documents these errors in a newspaper none of you really think
should be taken seriously in the first place
ndash 30 ndash
Ready for Reading WebsiteToronto Public Library
Peggy Thomas
Manager Childrenrsquos Services
Questions
Contact informationPeggy Thomaspthomastorontopubliclibraryca
2017 Interim Budget Estimates 1
STAFF REPORT ACTION REQUIRED
2017 Interim Budget Estimates
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The purpose of this report is to seek Toronto Public Library Board adoption of the 2017
interim operating and capital budget estimates in order to enable Toronto Public Library
(TPL) to carry out normal operations during the period between January 1 2017 and the date
on which Council approves the 2017 operating and capital budgets expected to be on
February 15 or 16 2017
The interim operating budget for TPL is $48647 million gross ($44249 million net) which
is based on 25 of TPLrsquos 2016 approved budget The interim capital budget is $5522
million gross ($3524 debt) which is based on 25 of the 2017 funding commitments for
previously approved capital projects
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 adopts the 2017 interim operating budget of $48647 million gross ($44249 million
net) subject to Council approval and
2 adopts the 2017 interim capital budget of $5522 million gross ($3524 million debt)
subject to Council approval
FINANCIAL IMPACT
The 2017 interim budget estimates will enable TPL to carry out normal operations during the
period between January 1 2017 and the date on which Council approves the 2017 operating
and capital budgets expected to be on February 15 or 16 2017 The 2017 interim operating
budget for TPL is $48647 million gross ($44249 million net) which represents 25 of
TPLrsquos 2016 approved operating budget
The interim capital budget is $5522 million gross ($3524 million debt) which represents
25 of the 2017 funding commitments for previously approved capital projects Any unspent
11
2017 Interim Budget Estimates 2
capital funds from 2016 will also be available during the interim period of 2017 The
combination of the 25 funding and 2016 unspent carry-forwards will be adequate to meet
TPLrsquos capital needs in the interim period
The budget percentage approvals are consistent with other City Agencies and Divisions
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
ALIGNMENT WITH STRATEGIC PLAN
The adoption of the 2017 interim budget estimates ensures the continuance of TPLrsquos business
until Council approves the 2017 operating and capital budgets
ISSUE BACKGROUND
In accordance with TPLrsquos Financial Control Policy prior to the approval of the annual
operating and capital budgets the Library Board needs to adopt the Council-approved
interim estimates to fund the continuance of the Libraryrsquos business from the first day of
January to the date the operating and capital budgets for that year are approved
COMMENTS
The 2017 interim budget estimates for the operating and capital budgets expected to be
approved by Council on December 13 2016 enable City Programs and Agencies to carry out
their operations until Council approves the 2017 operating and capital budgets expected on
February 15 or 16 2017
Expenditures made during the period beginning January 1 2017 to until the date Council
approves the 2017 operating and capital budgets must be restricted to normal operations
CONTACT
Larry Hughsam Director Finance amp Treasurer Tel 416-397-5946
E-mail lhughsamtorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
Runnymede Branch ndash Award of Tender 1
STAFF REPORT ACTION REQUIRED
Runnymede Branch ndash Award of Tender
Date November 21 2016
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 of Runnymede Branch as per
Toronto Public Libraryrsquos (TPLrsquos) drawings and specifications
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 awards the contract to the lowest bidder Brown Daniels Associates for the interior
renovation of the Runnymede Branch at a cost of $543147 which includes a
contingency of $49377 [excluding Harmonized Sales Tax (HST)]
FINANCIAL IMPACT
The total amount of $543147 which is made up of the tender amount of $493770 plus the
contingency of $49377 (excluding HST) is included as part of the Multi-Branch Renovation
State of Good Repair (SOGR) Project of the approved 2016 capital budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
ALIGNMENT WITH STRATEGIC PLAN
The interior renovation of the Runnymede Branch helps to achieve various strategic plan
priorities and goals including
increase access to in-branch services and spaces and new options to expand public and
community space
advance State of Good Repair projects to provide welcoming well-maintained and efficient
public space
create in-branch environments that connect neighbourhoods and communities offering
opportunities for partnerships civic engagement and resident participation
12
Runnymede Branch ndash Award of Tender 2
build capacity to deliver elearning and interactive distance learning services
offer broad access to experiential collaborative mentored and networking learning
opportunities in response to the different ways people learn and the unique needs of local
communities
offer access to new and emerging technologies to support innovation entrepreneurship and
creativity
COMMENTS
Runnymede is a 12034 sq ft neighbourhood branch In 2015 Runnymede was the third
busiest branch in the Toronto Public Library system in terms of visits and the busiest branch
in terms of holds pick-up The branch opened in 1928 and is listed on Toronto Historical
Boards Inventory of Heritage Properties It has undergone several renovations over the
years
A renovation and expansion of Runnymede Branch was completed and successfully opened
to the public in 2005 Eleven years have passed and library service has changed With
introduction of self-service and more collaborative work spaces the existing large service
desk is no longer required Moreover the high level of traffic creates congestion in the
branch The proposed renovation to the main floor of the library will resolve these issues In
addition to the installation of a new smaller service desk the renovation will involve a re-
design of the computer areas new flooring new window coverings and collections
merchandizing The second floor of the branch will be opened up to improve security
through increased visibility and allow for greater flexibility in the use of the public space
Architects for the project Building Arts Architects Inc was hired to provide architectural services for the Runnymede
Branch renovation project in April 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 of the most experienced and previously proved General
Contractors were pre-qualified and invited to bid on the project All eight (8) attended the
mandatory site meeting at Runnymede Branch on October 4 2016
Call for Tenders On September 30 2016 the Call for Tenders was issued to the eight pre-qualified bidders 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 The bid documents prepared by the Architects were
supplied to all prequalified bidders All bidders had to attend a mandatory information
meeting on October 4 2016 The bid documents comprised the following documents
List of Prequalified Bidders
Instruction to Bidders
Runnymede Branch ndash Award of Tender 3
Available Project Information
Stipulated Price Bid Form
Unit Prices Bid Form Supplement
Alternative Prices Bid Form Supplement
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 October 20 2016 TPL received tenders from seven of the pre-qualified General
Contractors The Architects and library staff analysed the three lowest bids to ensure that all
requirements of the bidding process were met as follows
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 amp
material bond)
o unconditional bid
o completed amp sealed stipulated price bid form
o acknowledges all addenda issued as part of the Call for Tenders
o completed amp dated unit prices bid form supplement
o completed amp dated alternative prices bid form supplement
o completed amp dated list of subcontractors bid form supplement
o confirmation of pre-qualified subcontractors where required
Award of tender recommendation For the recommended contract award to Brown Daniels Associates the following
requirements have been met
1 The bidder is in conformance with 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 successfully completed a number of Toronto Public Library
projects including Woodside Square Mimico and Ellesmere Branches North York Central
Library and the recent Beeton Hall renovation at the Toronto Reference Library The
references were checked by the architect and were satisfactory
Runnymede Branch ndash Award of Tender 4
CONTACT
Moe Hosseini-Ara Director Branch Operations and Customer Experience
Tel 416-397-5944 E-mail mhosstorontopubliclibraryca
Gail Rankin Senior Manager Facilities Management Tel 416-395-5881
E-mail grankintorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
13 aLIBRARYAPPROVED MINUTES Page I
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 1 Tuesday May 31 2016 from 540 pm to 725 pmToronto Reference Library Board Room 789 Yonge Street Toronto
Members PresentMr Ron CarinciMs Lindsay ColleyMs Dianne LeBretonMs Sue Graham-Nutter
RegretsMs Archana Shah
SPPM Call to Order16-001 Elizabeth Glass Director Policy Planning amp Performance Management and the
City Librarianrsquos desiwiate called the meeting to order at 540 pm
SPPM Election of Chair of the Strategic Plan Performance Measures Committee16-002 Elizabeth Glass called for nominations for the Chair of the Strategic Plan
Performance Measures Steering Committee
Moved by 1 CarinciThat1 Dianne LeBreton be nominated for chair
carriedDianne LeBreton agreed to stand for election
There being no further nominations it wasMoved by L ColleyThat the Strategic Plan Performance Measures Committee1 closes nominations
carried
Elizabeth Glass declared Diarme LeBreton duly elected Chair of the Strategic PlanPerformance Measures Committee by acclamation
Dianne LeBreton assumed the Chair
APPROVED MINUTES Page 2
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 1 Tuesday May 31 2016 from 540 pm to 725 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Declarations of Conflict of Interest16-003 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda16-004 Moved by R (lsquoarinci
That the Strategic Pla ii Perbnnance Measures Committee1 approves the agenda
Carried
SPPM Communications16-005 There were no Communications items at the May 31 2016 Strategic Plan
Performance Measures Committee meeting
SPPM Presentations16-006 There were no public presentations at the May 31 2016 Strategic Plan
Performance Measures Committee meeting
Item for ApprovalSPPM Strategic Plan 2016-20 19 Status and Performance Management Reporting Tools
Elizabeth Glass and Michele Melady Acting Manager Planning amp Developmentprovided a presentation on status and performance management reporting tools
16-007 Committee DecisionIrsquofo red by K CauinciThat the Strategic Plan Perbrmance Measurement Committee1 considers the summary of Toronto Public Library s strategic priority
alignment witi key City strategiesbr information (Attachment 1)2 considers the template that will he used for the semimdashannual status report
on Strategic Plan activitiesbr 2016br presentation to the Library Boardin June fbr inbnnation Attacunent 2)
3 considers the Divi Strategic Plan Dashboard to provide recommendationson the brmat so that staff cciii make revisions and populate the templatewith nwasuucs br the next Steering Committee Meeting (Attachment 3)
Carried as amended
APPROVED MINUTES Page 3
Toronto Public library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 1 Tuesday May 31 from 540 pm to 725 pmToronto Reference Library Board Room 789 Yonge Street Toronto
MotionsSee the followingMoved by R CarinciThat the Strategic Plan Performance Measures Committee1 considers the summary of Toronto Public Libraryrsquos swategic priority
alignment with key City strategies for information (Attachment 1)2 endorses (lie template that will be usedfor the semi-annual status report
on Strategic Plan activities for 2Ol6for presentation to the Library Boardin June for information (Attachment 2)
3 considers the Draft Strategic Plan Dashboard to pro viderecommendations on the format so that staffcan make revtcions andpopulate the template with measures for the next Steering ConmitteeMeeting (Attachment 3)
Amended
Moved in amendment by S Graham-NutterThat the Motion moved by R Carbici be amended to change the word endorsesrdquoin Recommendation 2 to the word considers so that it reads asjoacutellows1 considers the template that will be usedJar the semi-annual status report
on Strategic Plan activitiesfor 2016for presentation to the Library Boardin June for information (Attachment 2)
Carried
SPPM Adjournment16-008 Moved by pound Graham-Nutter
That the Strategic Plan Perjagravermance Measures Committee1 adjourns the May 31 2016 Strategic Plan Performance Measures
Committee meetingCarried
The meeting ended at 725 pm c)r -
Signed ( I lsquoI 7lt--
TORONTOPUB LIC
LIBRARYAPPROVED MINUTES Page 1
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 2 Wednesday July 13 2016 from 530 pm to 635 pmToronto Reference Library Board Room 789 Yonge Street Toronto
Members PresentMs Dianne LeBreton (Chair)Ms Lindsay CofleyMs Sue Graham-NutterMs Archana Shah
RegretsMr Ron Carinci
SPPM Call to Order16-010 Dianne LeBreton called the meeting to order at 530 pm
SPPM Declarations of Conflict of Interest16-011 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda16-012 Moved byL colley
That the Strategic Plan Petformance Measures Committee1 approves the agenda
Carried
SPPM Confirmation of IrsquoIay 31 2016 Strategic Plan Performance Measures Committee16-0 13 Meeting Minutes
Moved by L ColleyThat the Strategic Plan PerJbrmance Measures Committee1 confirms the Minutes of the May 31 2016 Strategic Plan Performance
Measures CommitteeCarried
APPROVED MENUTES Page 2
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteelNrsquoIeeting No 2 Wednesday July 13 from 530 pm to 635 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Business Arising from the Minutes16-014 There were no Business Arisingfrom the Mintues items at the July 13 2016
Strategic Plan Performance Measures Committee meeting
SPPM Communications16-015 There were no Communications items at the July 13 2016 Strategic Plan
Performance Measures Committee meeting
SPPM Presentations16-016 There were no public presentations at the July 13 2016 Strategic Plan
Performance Measures Committee meeting
Itemfor ApprovalSPPM Strategic Plan 2016-2019 Status and Performance Management Reporting Tools16-0 17 Elizabeth Glass Director Policy Planning amp Performance Management and
Linda Hazzan Director Communications Progranuning amp CustomerEngagement provided a presentation on status and performance managementreporting tools
Moved byA ShahThat the Strategic Plan Performance Measurement Committee1 considers the attached presentation materials and2 directs staffto further develop the balanced score card key performance
indicators and the Strategic Plan dashboard and indicatorsfor a StrategicPlan Performance Measures Steering committee meeting in September
CarriedSPPM Adjournment16-018 iWoved by S Graham-Nutter
That the Strategic Plan Performance ArsquoJeasures Committee1 adjourns the July 13 2016 Strategic Plan Performance Measures
Committee meeting
Carried
The meeting ended at 635 pm-
Signed lsquoiV i f
TORONTOPUB LIC
LIBRARYAPPROVED MINUTES Page 1
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 3 Tuesday September 20 2016 from 530 pm to 630 pmToronto Reference Library Board Room 789 Yonge Street Toronto
Members PresentMs Dianne LeBreton (Chair)ML Ron CadnciMs Lindsay ColleyMs Archana ShahMs Sue Graham-Nutter
Regrets
SPPM Call to Order16-019 Dianne LeBreton called the meeting to order at 530 pm
SPPM Declarations of Conflict of Interest16-020 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda16-021 Moved by L Colley
That the Strategic Plan Performance Measures Committee1 approves the agenda
Carried
SPPM Confirmation of July 13 2016 Strategic Plan Performance Measures Committee16-022 Meeting Minutes
Moved by L ColleyThat the Strategic Plan Peiformance Measures Committee1 confirms the Minutes of the fitly 13 2016 Strategic Plan Performance
Measures Committee
Carried
APPROVED MINUTES Page 2
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 3 Tuesday September 20 2016 from 530 pm to 630 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Business Arising from the Minutes16-023 There were no Business Arisingfrom (lie Minutes items at the September 20 2016
Strategic Plan Performance Measures Committee meeting
SPPM Communications16-024 There were no Communications items at the September 20 2016 Strategic Plan
Performance Measures Committee meeting
SPPM Presentations16-025 There were no public presentations at the September 20 2016 Strategic Plan
Performance Measures Committee meeting
Itemfor ApprovalSPPM Strategic Plan 2016-2019 Accountability Framework and Reporting Tools16-026 Elizabeth Glass Director Policy Planr1ing amp Performance Management
provided a presentation on accountability framework and reporting tools
Moved by S Graham-NurterThat the Strategic Plan Performance Afeasurement Committee1 considers the approach ofusing logic models and a balanced scorecard as
the strategic plan accountabilityframework and a dashboard to visuallyrepresent the progress and achievement as outlined in the flowchart(Attachment 1k
2 endorses the logic model examples that will be used as templates fordeveloping a logic model for each strategic priority (Attachments 2 and3k
3 endorses the balanced scorecard and recommended key performanceindicatorsJbr the Boardrsquos monitoring and assessment ofthe strategicplan lsquo5 progress (Attachment 1)
Deferred
The Committee deferred consideration of the recommendations in the StrategicPlan 2016-2019 Accountability Framework and Reporting Tools report until thenext meeting of the Committee
APPROVED MINUTES Page 3
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 3 Tuesday September 20 from 530 pm to 630 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Adjournment16-027 Moved by L Colley
That the Strategic Plan Performance Measures Committee1 adjourns the September 20 20J6 Strategic Plan Performance Measures
Conunittee meetingCarried
The meeting ended at 630 pm - - - I
Signed (V UrsquoL
MINUTES Page 1
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
13b
Members Present
Mr Ron Carinci
Ms Lindsay Colley
Ms Archana Shah
Ms Sue Graham-Nutter
Regrets
Ms Dianne LeBreton (Chair)
SPPM Call to Order
16-028 Vickery Bowles called the meeting to order at 530 pm Ms Bowles advised that
Dianne LeBreton committee chair was unexpectedly unable to attend the
meeting An election of an acting chair was required
SPPM Declarations of Conflict of Interest 16-029 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda 16-030 Moved by R Carinci
That the Strategic Plan Performance Measures Committee approves the agenda
as revised to
1 elect an Acting Chair for the November 7 2016 meeting in the absence of
the Committee Chair
Carried
MINUTES Page 2
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Election of Acting Chair
16-031 Vickery Bowles called for nominations for the Acting Chair of the Strategic Plan
Performance Measures Steering Committee
Moved by R Carinci
That
1 Sue Graham-Nutter be nominated for Acting Chair
Carried
Sue Graham-Nutter agreed to stand for election
There being no further nominations it was
Moved by R Carinci
That the Strategic Plan Performance Measures Committee
1 closes nominations
Carried
Vickery Bowles declared Sue Graham-Nutter duly elected Acting Chair of the
Strategic Plan Performance Measures Committee by acclamation
Sue Graham-Nutter assumed the Chair
SPPM Confirmation of September 20 2016 Strategic Plan Performance Measures
16-032 Committee Meeting Minutes Moved by R Carinci
That the Strategic Plan Performance Measures Committee
1 confirms the Minutes of the September 20 2016 Strategic Plan
Performance Measures Committee
Carried
SPPM Business Arising from the Minutes
16-033 There were no Business Arising from the Minutes items at the November 7 2016
Strategic Plan Performance Measures Committee meeting
SPPM Communications
16-034 There were no Communications items at the November 7 2016 Strategic Plan
Performance Measures Committee meeting
MINUTES Page 3
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Presentations
16-035 There were no public presentations at the November 7 2016 Strategic Plan
Performance Measures Committee meeting
Item for Approval
SPPM Strategic Plan 2016-2019 Accountability Framework Reporting Tools and Key
16-036 Performance Indicators
Elizabeth Glass Director Policy Planning amp Performance Management
responded to questions from committee members
Moved by L Colley
That the Strategic Plan Performance Measurement Committee
1 endorses the Strategic Plan accountability framework as outlined in the
flowchart (Attachment 1)
2 endorses the logic model examples that will be used as templates for
developing a logic model for each strategic priority (Attachments 2
and 3)
3 endorses the balanced scorecard and recommended key performance
indicators for the Boardrsquos monitoring and assessment of the Strategic
Planrsquos progress (Attachment 4)
Carried
Staff were directed to provide Board members with an overview of the
accountability framework for the Strategic Plan with the tools KPIs and the
reporting timelines
SPPM Adjournment
16-037 Moved by L Colley
That the Strategic Plan Performance Measures Committee
1 adjourns the November 7 2016 Strategic Plan Performance Measures
Committee meeting
Carried
The meeting ended at 600 pm
Signed
Strategic Plan 2016-2019 Accountability Framework 1
STAFF REPORT ACTION REQUIRED
Strategic Plan 2016-2019 Accountability Framework
Date November 21 2016
To Toronto Public Library Board
From Strategic Plan Performance Measures Committee
SUMMARY
The purpose of this report is to recommend the approval of the Strategic Plan 2016-2019
Accountability Framework to the Toronto Public Library Board
A Strategic Plan Performance Measures Committee was established on April 25 2016 to
provide advice and recommendations to the Board for strengthening the Boardsrsquo
monitoring and assessment of the strategic planrsquos implementation for compliance and
progress
The Committee met four times from May to November 2016 to receive and inform the
development of the Strategic Plan 2016-2019 Accountability Framework which contains
three main tools a balanced scorecard with key performance indicators a dashboard to
visually present the results and a logic model to show the alignment between the strategic
priorities key activities over four years and the expected outcomes and impact
At its November 7 2016 meeting the Committee endorsed the Accountability Framework
and concluded its work
RECOMMENDATIONS
The Strategic Plan Performance Measures Committee recommends that the Toronto
Public Library Board
1 approves the Strategic Plan 2016-2019 Accountability Framework
FINANCIAL IMPACT
There is no financial impact beyond what has already been approved in the current yearrsquos
budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
13c
Strategic Plan 2016-2019 Accountability Framework 2
DECISION HISTORY
At its April 25 2016 meeting the Library Board received the following report Strategic
Plan Performance Measures Committee Terms of Reference and approved the Terms of
Reference for the Strategic Plan Performance Measures Committee as outlined in
Attachment 1
httpwwwtorontopubliclibrarycacontentabout-the-
librarypdfsboardmeetings2016apr2512-performance-measures-committee-terms-of-
referencepdf
httpwwwtorontopubliclibrarycacontentabout-the-
librarypdfsboardmeetings2016apr2512-performance-measures-committee-terms-of-
reference-att-1pdf
At its May 31 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Status and Performance
Management Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-may-31jsp
At its July 13 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Status and Performance
Management Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-jul-13jsp
At its September 20 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Accountability
Framework and Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-sep-20jsp
At its November 7 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Accountability
Framework Reporting Tools amp key Performance Indicators
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-nov-07jsp
ISSUE BACKGROUND
The Strategic Plan Performance Measures Committee was established on April 25 2016 to
provide advice and recommendations to the Library Board for strengthening the Boardrsquos
monitoring and assessment of the strategic planrsquos implementation for compliance and
progress
During the development of the Accountability Framework and the reporting tools the
Committee met four times from May to November 2016 to receive information and provide
advice At its November 7 2016 meeting the Committee endorsed the Framework and
concluded its work
Strategic Plan 2016-2019 Accountability Framework 3
COMMENTS
There are three broad outcomes for the Strategic Plan 2016-2019 based on input gathered
from Toronto residents during the strategic plan consultation process
Expanding Access
Increasing Opportunity
Building Connections
Six strategic priorities were established to advance the broad outcomes
Advancing TPLrsquos digital platforms
Breaking down barriers to access driving inclusion
Expanding access to technology and training
Establishing TPL as Torontorsquos centre for continuous and self-directed learning
Creating community connections through cultural experiences
Transforming for 21st century service excellence
The purpose of the Accountability Framework is to guide the development monitoring and
reporting of the annual work plan for each of the four years from 2016 to 2019 and the
overall achievements of the Strategic Plan over four years It serves as
a reporting structure for the Board to monitor the progress of the strategic plan and
provide guidance
a public facing reporting tool to demonstrate openness and accountability
an internal tool to advance shared understanding of the strategic priorities and guide the
work of staff
The Accountability Framework is composed of three main tools
1 Balanced Scorecard with key performance indicators (Attachment 1 amp Attachment 2)
The overall achievements of the strategic plan will be reported using a balanced
scorecard approach with key performance indicators established under four
perspectives Customer Operational Learning amp Growth and Financial Work plan
achievements will be reported to the Board in a semi-annual status report
2 Dashboard (Attachment 3)
A dashboard format will be used to visually present the strategic plan achievements
as measured against the key performance indicators and targets This will be reported
to the Board annually
3 Logic Models
A logic model (Attachment 4) is developed to align the six strategic priorities with
key activities the broad outcomes and the contribution to the success of City of
Torontorsquos key strategies over four years
Logic models will also be developed for each strategic priority with appropriate key
activities and outcomes to guide the development of annual work plans strategic
Strategic Plan 2016-2019 Accountability Framework 4
partnerships and funding priorities Attachment 5 shows an example of a logic model
for Strategic Priority 2 Breaking down barriers to access driving inclusion
The flowchart in Attachment 6 illustrates the relationship of the three tools The key activity
of Expanding Access to branches and community service points under Priority 2 is provided
as an example
CONTACT
Elizabeth Glass Director Policy Planning amp Performance Management
Tel 416-395-5602 E-mail eglasstorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Balanced Scorecard with Key Performance Indicators
Attachment 2 List of Strategic Plan 2016-2019 Key Performance Indicators
Attachment 3 Dashboard example
Attachment 4 Strategic Plan 2016-2019 Logic Model
Attachment 5 Strategic Plan 2016-2019 Priority 2 Logic Model
Attachment 6 Strategic Plan 2016-2019 Accountability Framework Flowchart
Strategic Plan 2016 mdash 2019 Balanced Scorecard Attachment 1
Key Performance Indicators
Total number of active members
bull Total use per capita
bull Visits per capita
bull Virtual visits per capita
bull In-branch technology utilization rate internet access workstationper 100000 population wireless connections per capita
bull Utilization rate (program capacity) learning programs(ESL + Literacy + User Ed + lifelong learning)
bull Utilization rate of technology training programs
bull Utilization rate of cultural programs
bull ft of branches providing regular after-schoolprogramming from September to June
bull User satisfaction overall
bull User satisfaction in-branch technology(computers software wifi)
Users satisfaction knowledge andhelpfulness of staff
Key Performance Indicators
bull Total Open Hours
bull ft of Sunday branches (September to June)
bull ft of NIA Sunday branches (September to June)
bull ft of Sunday branches (Year-round)
ft of NIA Sunday branches (Year-round)
Turnover rate of circulating items
of special collections that are digitized
KKey Performance Indicators
bull Logic Models and evaluation frameworksdeveloped for strategic priorities
bull Spending in staff development (Total Averageper staff)
bull staff who report they have the skills andtraining to meet service delivery outcomes
bull of staff who report high levels ofengagement
Key Performance Indicators
bull Cost per use
Operating Expenditures
Operating expenditures per capita
Operating expenditures for electronic materials
Operating expenditures for digital technology
bull Total funding
bull Total funding per capita
bull Total funding from TPL Foundation
Page 1 of 1
Strategic Plan 2016-2019 Balanced Scorecard Key Performance Indicators
Customer Perspective Operational Perspective Learning amp Growth Perspective Financial Perspective
Total number of active members
Total use per capita o Visits per capita
Virtual visits per capita
In-branch technology utilization rate internet access workstation per 100000 population wireless connections per capita
Utilization rate (program capacity) learning programs (ESL + Literacy + User Ed + lifelong learning)
Utilization rate of technology training programs
Utilization rate of cultural programs
of branches providing regular after-school programming from September to June
User satisfaction overall
User satisfaction in-branch technology (computers software wifi)
Users satisfaction knowledge and helpfulness of staff
Total Open Hours o of Sunday branches
(September to June) o of NIA Sunday branches
(September to June) o of Sunday branches
(Year-round) o of NIA Sunday branches
(Year-round)
Turnover rate of circulating items
of special collections that are digitized
Logic Models and evaluation frameworks developed for strategic priorities
Spending in staff development (Total Average per staff)
staff who report they have the skills and training to meet service delivery outcomes
of staff who report high levels of engagement
Cost per use
Operating Expenditures o Operating expenditures per
capita
Operating expenditures for electronic materials
Operating expenditures for digital technology
Total funding o Total funding per capita o Total funding from TPL
Foundation
Attachment 2
Attachment 3
Strategic Plan 2016-2019 Dashboard
Key Performance Indicators
Example Open Hours
2016 Activities that will move the dial Status
Sunday service expanded to create year-round service at 6 District and 2 R amp R branches and added to 6 neighbourhood branches to provide seasonal Sunday service
Measure Baseline (2015) Current (Dec 2016) Target (2019) change
Total open hours 269672 hours 274397 hours 281878 hours + 45
Attachment 4
Toronto Public Library Strategic Plan 2016-2019 Logic Model
Torontonians are aware of library services to
address immediate needs
Create and implement Digital Strategy to develop online services
Torontonians have access to reading and
learning materials in a wide range of formats
and levels to support the joy of reading and
lifelong learning
TPL has resources and well-trained staff to
deliver strategic outcomes
Torontonians are connected through cultural
and leisure experiences and opportunites
TPL provides exceptional services and
experience at customers every point of need
TPL increased partnership and funding
opportunities with City of Toronto community
organizations and funding partners
Torontonians have improved access to
technology and staff assistance to develop
technology skills
Torontonians have expanded access to
emerging technology innovation spaces and
programs
Torontonians have new experiential
collaborative and e-learning opporunities to
support education employment and multiple
literacies
Use technology to drive improvements in business processes and
efficiency eg cloud analytics
Torontonians have equitable
support to learning and training
and gain the knowledge multiple
literacy skills and networks to
enrich their education work life and
leisure experiences
Torontonians have access to
programs and activities to support
and enhance diverse cultural
experiences and library collections
that reflect their cultural ineterests
and needs
Support readers of all ages and interests with diverse collections
readers advisory and a wide range of literary and cultural programs
Toronto children and youth have additional safe
after school social and learning environments
and programs
Priorities Key Activities
Mission Toronto Public Library provides free and equitable access to services which meet the changing needs of Torontonians The Library preserves and promotes universal
access to a broad range of human knowledge experience information and ideas in a welcoming and supportive environment
Establishing TPL as Torontos
centre for continuous and self-
dlirected learning
Impact
Expanding access to technology
and training
Advancing TPLs digital platforms
Breaking down barriers to access
driving inclusion
Expand high quality out-of-school-time programs for children and youth
Increase awareness and engagement across library channels
Allocate additional resources to sustain current and emerging
technology
Provide access to current and emerging technology and training in
library branches and community locations
Identify and remove policy barriers to online and in-person servicesToronto Public Library is a
community asset that builds
community capacity and improves
Torontonians well-being
Toronto Public Library contributes to the success of
Toronto Strong Neighbourhood Strategy 2020
Actions for strong Neighbourhoods
under five domains
Physical surroundings
Economic opportunities
Healthy lives
Social development and
Participation in civic decision-making
Toronto Public Library is a key partner in
City of Torontos Poverty Reduction Strategy
in addressing the issues of
service access and availability
Toronto Public Library supports the positive
outcomes of City of Torontos strategies for targeted
population including
Raising the Village Measuring the Well-being
of Children and Families in Toronto
Toronto Youth Equity Strategy
Toronto Newcomer Strategy
Toronto Seniors Strategy
Expand access to branches and community service points
Develop new resources programs and partnerships to deliver eLearning
programs
Provide in-branch resources space and technology to support
experiential learning
Provide resources and programs to support civic engagement
community events and discussion of social issues
Transforming for 21st century
service excellence Dedicate staff resources and training to provide expertise in key
strategic areas eg technology and literacy
Torontonians are empowered and supported in
their partcipation in civic lifeCreating community connections
through cultural experiences
Create diverse and inclusive cultural programs and experiences in
branch and online spaces
Curate and digitize special collections to reflect Torontos diverse
history culture and heritage
Develop organizational structure and culture to support innovation and
customer service excellence
ACCESS
OPPORTUNITY
CONNECTIONS
Outcomes
Torontonians have easy convienient online
access to library collections and services
Torontonians have convenient and local access
to neighbourhood spaces and services
Attachment 5
Expand online services
Develop self-serve Library Kiosks
Increased program offerings
After hours access implemented
Increased online service options
Increased self-service options
CONNECTIONS
Understand City demographics
demands and use of a full range of
library services
Develop after-hours access at branches
2 Breaking down
barriers to access
driving inclusion
Toronto Public Library contributes to the success of
City of Torontos key strategies including
Toronto Strong Neighbourhood Strategy 2020
bull Targeting appropriate resources to
respond to neighbourhood needs
Toronto Poverty Reduction Strategy
bull Address immediate needs
bull Create pathways to prosperity
bull Increase service access and availability
ACCESS
OPPORTUNITYLibrary membership options reflect
users online and branch access
needs
Provide access to current
and emerging technology
and training in library
branches and community
locations
Increase awareness and
engagement across library
channels
Sunday service expanded in target
branches
Identify and remove policy
barriers to online and in-
person services
Expand access to branches
and community service
points
Number of blocked library cards
reduced in target populations
Toronto Public Library Strategic Plan 2016-2019 Logic Model
Priority Impact
Mission Toronto Public Library provides free and equitable access to services which meet the changing needs of Torontonians The Library preserves and promotes universal access to a broad
range of human knowledge experience information and ideas in a welcoming and supportive environment
OutcomeKey Activities
Toronto Youth Equity Strategy
bull Service gaps
bull Service relevance amp accessibility
Toronto Newcomer Strategy
bull Improving access to municipal supports
bull Supporting civic engagement and
community capacity
Develop marketing strategy and conduct
publicity campaigns
Toronto Seniors Strategy
bull Equity
bull Inclusion
bull Respect
bull Quality of life
Expand access to library service in
community locations
Toronto Public Library is a
community asset that builds
community capacity and improves
Torontonians
well-being
Torontonians have equitable
support to learning and training
and gain the knowledge multiple
literacy skills and networks to
enrich their education work life
and leisure experiences
Torontonians have access to
programs and activities to support
and enhance diverse cultural
experiences and library
collections that reflect their
cultural ineterests and needsIncreased circulation of library
materials
Identify and remove policy barriers to
online and in-person services
Raising the Village Measuring the
Well-being of Children and Families in Toronto
bull Families have equitable access to
learning and training and are active in
their childrenrsquos education
bull Families belong to communities and
have the freedom to express and
opportunities to foster their culture and
identity
Torontonians are aware of library
services to address immediate needs
Conduct outreach and customer
engagement programs
Expand branch hours with additional
programs
Torontonians have easy
convienient online access to library
collections and services
Torontonians have convenient and
local access to neighbourhood
spaces and services
Attachment 6
Accountability Framework
Example
Priority Key Activity Short Term Medium Term Impact
Breaking down barriers to access
driving inclusion
Expand access to branches and
community service points
Torontonians have convenient and
local access to neighbourhood spaces
and services
Toronto Public Library is a community
asset that builds community capacity
and improves Torontonians well-being
Toronto Poverty Reduction Strategy
Increase service access and availability
Example
Customer Perspective Operational Perspective Learning amp Growth Perspective Financial Perspective
Utilization rate Service hours added Staff training Cost per use
Example
Is a visual representation of progress towards four years targets for KPIs to achieve strategic outcomes
with a baseline benchmark and annual target
Dashboard
Monitors the progress of the strategic plan across four perspectives and indentifies KPIs to measure progress towards outcomes
Links planned activities to expected outcomes
Toronto Public Library Strategic Plan 2016-2019
Implementation Compliance and Progress
Logic Model
Balanced Scorecard
Outcomes
Strategic Plan 2016-2019
Accountability Framework
November 21 2016
Toronto Public Library Board Meeting
1
Accountability Framework
Strategic Plan Performance Measures Committee
to provide advice and recommendations to the Board for
strengthening the Boardrsquos monitoring and assessment of the
strategic planrsquos implementation for compliance and progress
2
Accountability Framework
Strategic Plan Performance Measures Committee
bull Met four times from May to November 2016
bull Endorsed Accountability Framework at November 7 2016
meeting
bull Concluded its work
3
Accountability Framework
Purpose of framework
bull To guide the development monitoring and reporting of
The Annual work plan for each year from 2016-2019
The overall achievements of the Strategic Plan over four
years
4
Accountability Framework
bull A reporting structure for the Board to monitor the
progress of the strategic plan and provide guidance
bull Public facing reporting tool to demonstrate openness
and accountability
bull An internal tool for staff
5
Accountability Framework
Strategic Plan 2016-2019
bull Three broad outcomes
Access
Opportunity
Connections
And six strategic priorities
6
Accountability Framework
Strategic Plan 2016-2019
bull Six Strategic Priorities
Advancing TPLrsquos digital Platforms
Breaking down barriers to access driving inclusion
Expanding access to technology and training
Establishing TPL as Torontorsquos centre for continuous and
self-directed learning
Creating community connections through cultural
experiences
Transforming for 21st century service excellence
7
Accountability Framework
Three main tools
bull Balanced Scorecard with Key Performance
Indicators (KPIs)
bull Dashboard for visual presentation
bull Logic Models
8
Accountability Framework
Balanced Scorecard
bull A performance measurement tool developed at the
Harvard Business School
bull Provides a framework to monitor organization
performance from four perspectives the customerrsquos
perspective an internal business perspective an
innovation and learning perspective and the
financial perspective
Balance scorecard Encyclopedia of Business Gale 2000
9
10
Strategic Plan 2016 ndash 2019 Balanced Scorecard
11
Strategic Plan 2016 ndash 2019 Balanced Scorecard
Accountability Framework
Reporting timeline
bull Annual work plan achievements will be reported
to the Board in a semi-annual status report in
June and year end
bull Overall achievements of the strategic plan will be
reported annually to the Board (eg first quarter
of 2017 for 2016) using a balanced scorecard and
presented visually using a dashboard
12
Accountability Framework
13
Accountability Framework
Logic Model
bull A logic model is a systematic and visual way to present the
relationships among the resources to operate a program the
planned activities and the changes or results you hope to
achieve
14
WK Kellogg Foundation Logic Model Development Guide 2004
Accountability Framework
Logic Models
bull A Strategic Plan 2016-2019 aligns 6 strategic priorities
with
Key activities
3 broad strategic outcomes
City of Torontorsquos key strategies
bull Plus a logic model for each of the 6 strategic priorities
15
16
Strategic Plan 2016-2019 Logic Model
17
Strategic Plan 2016-2019 Priority 2 Logic Model
18
Accountability Framework
Questions amp Discussion
19
20
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 1
STAFF REPORT ACTION REQUIRED
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report proposes revised meeting dates for the December 2016 and January 2017
meetings for Toronto Public Library Board approval
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves rescheduling the December 8 2016 Toronto Public Library Board meeting
to December 12 2016 and
2 approves rescheduling the January 23 2017 Toronto Public Library Board meeting to
January 30 2017
FINANCIAL IMPACT
There is no financial impact arising from this report
The Director Finance and Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
At the January 25 2016 meeting the Board approved the schedule for meetings in 2016
including December 8 2016
At the October 24 2016 meeting the Board was provided with the proposed schedule for
meetings in 2017 including January 23 2017 for approval at the January 2017 meeting
14
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 2
COMMENTS
Library staff have recently reviewed the Cityrsquos updated budget schedule The Library Board
meeting in December is not well aligned with the Cityrsquos schedule A later December date
would provide the Board with more opportunity to be informed and kept up-to-date on the
2017 budget as well as to participate in the process As a result the rescheduling of the
December 8 2016 meeting to Monday December 12 is being recommended Board
members were canvassed and quorum is attainable for a meeting on December 12 2016
As the same scenario is also a possibility for the proposed January 23 2017 meeting it is
recommended that the date be changed to January 30 2017
Key dates for the 2017 budget process are shown below
2017 Budget Timetable
Date Political Review TPL Board
2016
Nov 21 Board meeting
Dec 2 Budget Committee launch
Dec 12 (from 8) Board meeting
Dec 161920 (21) Budget Committee presentations
2017
Jan 5 910 Budget Committee public deputations
Jan 12 Budget Committee wrap-up
Jan 24 Budget Committee final
Jan 30 (from 23) Board meeting
Feb 7 Executive Committee
Feb 15 16 (17) Council approval
Feb 21 Board meeting
CONTACT
Nancy Marshall Library Board Officer City Librarianrsquos Office
Tel 416-393-7215 E-mail nmarshalltorontopubliclibraryca
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 3
SIGNATURE
______________________________
Vickery Bowles
City Librarian
Holiday Closures 2017 and January 2018 1
STAFF REPORT ACTION REQUIRED
Holiday Closures 2017 and January 2018
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The purpose of this report is to recommend and receive Toronto Public Library Board
approval for the schedule of holiday closures for 2017 and January 2018
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves the schedule of holiday closures for 2017 and January 2018 as provided
in Attachment 1
FINANCIAL IMPACT
There is no financial impact to the 2017 operating budget arising from the
recommendation in this report The recommended closures are included in the proposed
2017 operating budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
Where Library Board approval is required to establish holiday closures the matter comes
before the Board in the preceding year to ensure adequate notice to the public and staff
COMMENTS
At its meeting on October 26 2015 the Library Board approved the Library closure for
New Yearrsquos Day 2017 on Monday January 2 2017
15
Holiday Closures 2017 and January 2018 2
The Library is open for regular service on Remembrance Day Saturday November 11
2017
The Library will be closed on Monday December 25 2017 for Christmas Day and
Tuesday December 26 2017 for Boxing Day
In 2018 New Yearrsquos Day falls on a Monday and the Library will be closed
All full-time employees whose scheduled day off falls on a holiday closure are
compensated with a day in lieu to be taken at another agreed upon time
It is the practice of the Library to close on the Sundays adjacent to public holidays with
the exception of Family Day
The schedule of holiday closures for 2017 and January 2018 is provided in Attachment 1
CONTACT
Dan Keon Director Human Resources Tel 416-395-5850
E-mail dkeontorontopubliclibraryca
SIGNATURE
_____________________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Holiday Closures 2017 and January 2018
Toronto Public Library Holiday Closures 2017 and January 2018
Sunday January 1 2017 New Yearrsquos Day Closed
Monday January 2 2017 For New Yearrsquos Day Closed
Monday February 20 2017 Family Day Closed
Friday April 14 2017 Good Friday Closed
Sunday April 16 2017 Easter Sunday Closed
Monday April 17 2017 Easter Monday Closed
Monday May 22 2017 Victoria Day Closed
Saturday July 1 2017 Canada Day Closed
Monday August 7 2017 Civic Holiday (Simcoe Day) Closed
Monday September 4 2017 Labour Day Closed
Monday October 9 2017 Thanksgiving Day Closed
Sunday December 24 2017 Christmas Eve Closed
Monday December 25 2017 Christmas Day Closed
Tuesday December 26 2017 Boxing Day Closed
Sunday December 31 2017 New Yearrsquos Eve Closed
Monday January 1 2018 New Yearrsquos Day Closed
New Yearrsquos Day 2017 closure approved by the Library Board on October 26 2015
Attachment 1
Audit Plan for the Year Ending December 31 2016 1
STAFF REPORT INFORMATION ONLY
Audit Plan for the Year Ending December 31 2016
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The attached report from PricewaterhouseCoopers the external auditors summarizes the
planning for their audit of the 2016 financial statements for the Toronto Public Library
Board
FINANCIAL IMPACT
The proposed audit fee of $25000 inclusive of expenses and exclusive of Harmonized
Sales Tax (2015 ndash $25000) is included in the 2016 operating budget It is important to
note that the audit fee does not include extra audit work that may be required due to
scope changes and PricewaterhouseCoopers will advise management as soon as possible
if this were to happen
This is the second year of a five-year audit contract that the City has negotiated The fee
will remain unchanged for the duration of the contract
ISSUE BACKGROUND
Under Section 139 of the City of Toronto Act 2006 the City is required to appoint an
auditor licensed under the Public Accounting Act 2004 who is responsible for annually
auditing the accounts and transactions of the City and its local boards and expressing an
opinion on the financial statements of these entities based on the audit
Council at its March 2015 meeting approved the recommendation of the Audit
Committee to appoint PricewaterhouseCoopers as the external auditor for the City and
Library The contract with PricewaterhouseCoopers is for five years ending with the
audit of the December 31 2019 financial statements
As part of the annual audit PricewaterhouseCoopers provides an Audit Plan report to the
Toronto Public Library Board The auditors will conduct their audit of the 2016 financial
statements pursuant to this plan
17
Audit Plan for the Year Ending December 31 2016 2
COMMENTS
Attached is PricewaterhouseCoopersrsquo Audit Plan for the Library which summarizes their
view on audit risks the nature extent and timing of the audit work and the terms of
engagement
On completion of the audit PricewaterhouseCoopers will issue the Audited Financial
Statements and a Year-End Report to the Board that will provide key matters for
discussion significant audit accounting and financial reporting matters summary of
unadjusted and adjusted items other required communications internal control
recommendations and a confirmation of auditor independence
Work on the interim audit was completed in October 2016 and the year-end audit is
expected to be completed by March 2016
CONTACT
Larry Hughsam Director Finance amp Treasurer Tel 416-397-5946
E-mail lhughsamtorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Board ndash Audit Plan for the year ending
December 31 2016
wwwpwccomca
Audit planfor the yearendingDecember31 2016
Toronto PublicLibrary Board
pwc
pwc
October 28 2016
Members of the BoardToronto Public Library Board
Dear Members of the Board
We are pleased to present an overview of our audit plan for the 2016 audit of the financial statementsof Toronto Public Library Board (the Library) prepared in accordance with Canadian Public SectorAccounting Standards (PSAS) (referred to as the ldquofinancial statementsrdquo from now on)
This overview includes our view on audit risks and the nature extent and timing of our audit work
We value your feedback and if you have any questions about the identified risks and our audit approachplease do not hesitate to contact the undersigned at (416) 228-1922
Yours very truly
Tern McUnnonPartnerRisk Assurance Services
cc Mr Larry Hughsam Director Finance and Treasurer
PricewatcrhouseCoopers UPnyC Tower i8 York Street Suite 2600 Toronto Ontario Canada M oB2T +1 416 8631133 F +1 416 365 8215 wwwpwccomca
lsquoPwt relera to Pdcewatethousetoopers LLP an Ontario limiled liabiLity paruiership
Toronto Public Library Board Audit plan for the year ending December 31 2016
Communications to the Board
Key mattersfor Commentsdiscussion
Client service team Tern McKinnon is your engagement leader and Julianne Cooke is your engagementmanager
Service deliverables We will audit the Libraryrsquos financial statements as of December 31 2016 and for theyear then ending prepared in accordance with PSAS
Our engagement letter which has been signed by the City of Toronto sets out theterms and conditions for our engagement as the independent auditor of the Libraryfor the above-mentioned year In addition our engagement letter outlines ourresponsibilities as the auditor and the responsibilities of management
Audit timeline We worked with management to develop this project timelinemdash Interim visit October 17-21 2016mdash Year-end visit March20 mdash March 31 2017mdash Clearance meeting with management To be confirmedmdash Deliveryfiling of financial statements To be confirmed
Audit approach Our audit approach is a mixture of tests of internal controls and substantive testingOur audit approach is designed to allow us to execute a quality and efficient auditWe do this byi gaining an understanding of the business by focusing on new developments
and key business issues affecting the Library as well as managementrsquosmonitoring of controls and business processes
ii identiring significant audit risks sharing our perspectives obtaining yourfeedback and ensuring our audit is tailored to these risks
iii using well-reasoned professional judgment especially in areas that aresubjective or require estimates and
iv leveraging reliance where possible on the Libraryrsquos internal controls andinformation technology and data systems
In the current year our planned work will include testing of key controls in thefollowing areasmdash Purchases payables and disbursementsmdash Payroll
All other areas will be subject to tests of detail
Significant risks are risks of material misstatement that we think need special auditconsideration We identified several significant audit risks and plan to address themas follows Please let us know if you agree that these are the most significant risksfrom your point of view and if you have any other areas of concern
PwC I
Toronto Public Library Board Audit plan for the year ending December 31 2016
Significant risk to Managementrsquos response and our audit approachdiscuss
Risk of management Accounting regulatory authorities require that the risk of material misstatement dueoverride of controls to management override of controls be considered a significant risk on every audit
engagement
This represents the risk that internal controls at the Library maybe circumvented toachieve desired financial results or gain inappropriate access to financial resources
In order to address this risk we will perform the followingbull All non-routine journal entries are reviewed and approved by the appropriate
level of managementbull We will review manual journal entries focusing on large and unusual entriesbull We will review accounting estimates for biases that could result in material
misstatementbull We will incorporate unpredictable procedures in the audit approach
Risk of fraud in revenue The risk of fraud in revenue recognition is a presumed significant risk underrecognition Canadian Auditing Standards We will assess this risk through the consideration of
the Libraryrsquos revenue recognition policies the incentivepressure to fraudulentlymisstate revenue and the potential opportunity
In order to address this risk we will perform the following
bull Update our understanding of managementrsquos processes and internal controlssurrounding revenue recognition
bull Obtain confirmations from the City of Toronto for subsidies received duringthe year
bull Test significant revenue streams through testing a sample of transactions tosupporting documents
Materiality Misstatements are considered to be material if they could reasonably be expected toinfluence the economic decisions of users of the financial statements We have set apreliminanrsquo materialihrsquo of S6i6oooo We will report unadjusted and adjusted itemsover S6i6ooo to the Board on completion of the audit
Fraud risk We discuss fraud risk annually with the Board Through our planning process (andprior yearsrsquo audits) we developed an understanding of your oversight processesincluding
Employee code of ethicsmdash Discussion at Board meetings and our attendance at those meetings or
reviewing minutes of meetingsmdash Presentations by management including business performance reviewsmdash Signing authorities
Are there any new processes or changes to the items above that we should be awareoP
We are not aware of any fraud Are you aware of instances of any actual suspected or
____________________________
alleged fraud affecting the Library
PwC 2
Toronto Public Ubrary Board Audit plan for the year ending December 31 2016
The matters raised In this and other reports that will flow from the audit are only those that have come to our attention arising from or relevant toour audit that we believe need to be brought to your attention They are not a comprehensive record of all the matters arising and in particularwe cannot be held responsible for reporting all risks in your business or all internal control weaknesses This report has been prepared solely foryour use It was not prepared or intended for any other purpose No other person or entity shall place any reliance upon the accuracy orcompleteness of statements made herein PwC does not assume responsibility to any third party and in no event shall PwC have any liabilityfor damages costs or losses suffered by reason of any reliance upon the contents of this report by any person or entity other than you
PwC 3
copy 2015 PricewaterhouseCoopers LLP an Ontario limited liability partnership All rights reserved
Board Resolutions ndash Status Report 1
STAFF REPORT INFORMATION ONLY
Board Resolutions ndash Status Report
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report lists the status of outstanding Toronto Public Library Board resolutions
BACKGROUND INFORMATION
At the April 2 2012 meeting the Toronto Public Library Board approved the inclusion of
Board Resolutions ndash 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 ndash Status Report ndash November 21 2016
18
1
STATUS REPORT
TORONTO PUBLIC LIBRARY BOARD RESOLUTIONS
AS AT NOVEMBER 21 2016
DATE OF
MEETING
MOTION
(Ref Minute )
STATUS
TARGET
DATE
Sep 8 2014 14-150 ndash Notice of Motion Funding and Timing of
PerthDupont Branch Relocation
5 requests that the local City Councillor consult
with the local community and make a
recommendation to the Board for a new name for
the relocated branch (which will no longer be
located at the corner of Perth and Dupont)
IN PROGRESS Staff to bring a recommendation to
the Board for a new name for the relocated branch to
the Board for approval
To be
determined
Feb 22 2016 16-040 ndash Naming Opportunity ndash Daniel Grafton
Hill III
2 requests staff to provide updates to the
Toronto Public Library Board on this
initiative at strategic intervals
IN PROGRESS This initiative is dependent on a
future branch capital project and consultation
process
To be
determined
Oct 24 2016 16-193 ndash Toronto Public Library Board ndash Self-
Evaluation
2 conducts a pilot self-evaluation during the
month of November 2016 and discusses the
results of the evaluation at the January 2017
meeting
IN PROGRESS A report is expected to be provided
at the January 2017 meeting
January 2017
meeting
Attachment 1
Joe Clark joeclarkjoeclarkorg
20161117
Re 2017 Interim Budget Estimates
2017 Operating and Capital Budgets Update
While most of the attention paid to the budget has revolved around the Mayorrsquos suicidal
and intrinsically unserious demand for a 26 budget cut everywhere I have to
wonder yet again why the Toronto Public Library Board does not understand
what its own staff are proposing
Is it because there were only two Boardmembers in the last decade who were known to
even have library cards (One sits on the current Board) Fundamentally you
people do not use the library system and do not understand it I can assure you
that hiring Moe hasnrsquot changed that one iota given his attested unwillingness to
learn what in-branch experience the area he purports to manage is really like
So letrsquos go through a few seriously unwise items in the Library budget
Nobody asked for ldquocash drawersrdquo at the self-service checkouts
that nobody asked for either
One of the budget documents lies about the history of self-checkout thus ldquoIn 2009 TPL
received $66 million to implement self-service checkout in branches resulting in
better service and expanded hours at no cost and also a reduction in staff to help
achieve budget targetsrdquo The real purpose of self-checkout was to fire expensive
employees not to make things more efficient And it involved clumsily sticking
decals on millions of items in many cases marring them permanently
Again The real purpose of self-checkout was firing staff That was confirmed to me to my
face by a manager in charge It had nothing to do with library users or literally
anything else If the project had started with automated sorters as its raison drsquoecirctre
first it might have made sense
Now wersquore being threatened with ldquocash drawersrdquo As ever the library canrsquot be honest
about whatrsquos really happening here verbally dressing up this fiasco as Integrated
Payment Solutions whatever those are
2
With an investment of $2250 million over two years []hellip [c]ustomers will be able to pay
fines at the self-checkout terminals at the same time as checking out materials
Currentlyhellip fine payments can only be made onlinehellip or from a face-to-face interaction
with library staff at the check-out desk
God forbid
Combined these initiatives will save $0526 million or 03 in 2017 and allow a reduction
in staff of 68 FTEs[]
In other words ldquothese initiativesrdquo will cost $(2250000 divide 2 ndash 526000) or $599000 in
Year 1
The only library patrons who could possibly need this service are the ones who could
never get it in the first place ndash those whose only use of the library is via the
Bookmobile which canrsquot take cash payments and which donrsquot use RFID in the first
place (Did you know that) Nobody else needs or wants this service
Further does the Library really mean ldquocash drawersrdquo as in tills Do you know what you
even mean How will these tills dispense change Wonrsquot every one of them be
burglarized every day How long till Sue-Ann Levy writes a column about that
The Library refuses to adjust the collections budget
for known decreases in usage
Budget documents
$0482 million represents a 25 projected cost increase for library materials based on
experience and industry projections while needing to accommodate the impact of a
stronger US dollar on the Libraryrsquos purchasing power[]
The Library has elsewhere admitted that third-language materials ndash this means non-
English and non-French though the positioning of French as equivalent to
English is a joke in itself ndash have suffered serious decline in recent years Some
languages (by implication Indian ones) have shown 45 decreases in demand
That demand is never gonna come back Yet the Library whose collections policy is in
some respects more whim than policy proposes a $482000 increase largely to
handle projected exchange rates
3
Why hasnrsquot the Library proposed reducing relevant third-language budgets by the same
amount demand has reduced then redirecting that money to other collections
Why does the Library propose spending tens of thousands of dollars per
language in permanent decline instead of spending that money on items people
actually want including third-language items that really get used
Collections policy really does contain a large dosage of whim I should know being the
largest single submitter of blue forms and whose yellow forms are simply
ignored (Boardmembers ldquoWhat are thoserdquo) being someone who knows there is
no policy at all for acquiring new magazine titles and getting rid of dud titles and
most of all being the person who has had to take the Toronto Public Library to
the Human Rights Tribunal of Ontario over its banning of a single author an
outrageous unprincipled action that is seriously popular in-house and which the
Library clearly intends to defend to the death at any cost in legal fees
Yet this is the same department you intend to authorize to waste money on third-
language materials that will never be used while also handing it another
482 grand
If you actually used the Library and if you actually read your own reports would you
leave these items in the proposed budget Again what happens if Sue-Ann Levy
finds out and documents these errors in a newspaper none of you really think
should be taken seriously in the first place
ndash 30 ndash
Ready for Reading WebsiteToronto Public Library
Peggy Thomas
Manager Childrenrsquos Services
Questions
Contact informationPeggy Thomaspthomastorontopubliclibraryca
2017 Interim Budget Estimates 1
STAFF REPORT ACTION REQUIRED
2017 Interim Budget Estimates
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The purpose of this report is to seek Toronto Public Library Board adoption of the 2017
interim operating and capital budget estimates in order to enable Toronto Public Library
(TPL) to carry out normal operations during the period between January 1 2017 and the date
on which Council approves the 2017 operating and capital budgets expected to be on
February 15 or 16 2017
The interim operating budget for TPL is $48647 million gross ($44249 million net) which
is based on 25 of TPLrsquos 2016 approved budget The interim capital budget is $5522
million gross ($3524 debt) which is based on 25 of the 2017 funding commitments for
previously approved capital projects
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 adopts the 2017 interim operating budget of $48647 million gross ($44249 million
net) subject to Council approval and
2 adopts the 2017 interim capital budget of $5522 million gross ($3524 million debt)
subject to Council approval
FINANCIAL IMPACT
The 2017 interim budget estimates will enable TPL to carry out normal operations during the
period between January 1 2017 and the date on which Council approves the 2017 operating
and capital budgets expected to be on February 15 or 16 2017 The 2017 interim operating
budget for TPL is $48647 million gross ($44249 million net) which represents 25 of
TPLrsquos 2016 approved operating budget
The interim capital budget is $5522 million gross ($3524 million debt) which represents
25 of the 2017 funding commitments for previously approved capital projects Any unspent
11
2017 Interim Budget Estimates 2
capital funds from 2016 will also be available during the interim period of 2017 The
combination of the 25 funding and 2016 unspent carry-forwards will be adequate to meet
TPLrsquos capital needs in the interim period
The budget percentage approvals are consistent with other City Agencies and Divisions
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
ALIGNMENT WITH STRATEGIC PLAN
The adoption of the 2017 interim budget estimates ensures the continuance of TPLrsquos business
until Council approves the 2017 operating and capital budgets
ISSUE BACKGROUND
In accordance with TPLrsquos Financial Control Policy prior to the approval of the annual
operating and capital budgets the Library Board needs to adopt the Council-approved
interim estimates to fund the continuance of the Libraryrsquos business from the first day of
January to the date the operating and capital budgets for that year are approved
COMMENTS
The 2017 interim budget estimates for the operating and capital budgets expected to be
approved by Council on December 13 2016 enable City Programs and Agencies to carry out
their operations until Council approves the 2017 operating and capital budgets expected on
February 15 or 16 2017
Expenditures made during the period beginning January 1 2017 to until the date Council
approves the 2017 operating and capital budgets must be restricted to normal operations
CONTACT
Larry Hughsam Director Finance amp Treasurer Tel 416-397-5946
E-mail lhughsamtorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
Runnymede Branch ndash Award of Tender 1
STAFF REPORT ACTION REQUIRED
Runnymede Branch ndash Award of Tender
Date November 21 2016
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 of Runnymede Branch as per
Toronto Public Libraryrsquos (TPLrsquos) drawings and specifications
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 awards the contract to the lowest bidder Brown Daniels Associates for the interior
renovation of the Runnymede Branch at a cost of $543147 which includes a
contingency of $49377 [excluding Harmonized Sales Tax (HST)]
FINANCIAL IMPACT
The total amount of $543147 which is made up of the tender amount of $493770 plus the
contingency of $49377 (excluding HST) is included as part of the Multi-Branch Renovation
State of Good Repair (SOGR) Project of the approved 2016 capital budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
ALIGNMENT WITH STRATEGIC PLAN
The interior renovation of the Runnymede Branch helps to achieve various strategic plan
priorities and goals including
increase access to in-branch services and spaces and new options to expand public and
community space
advance State of Good Repair projects to provide welcoming well-maintained and efficient
public space
create in-branch environments that connect neighbourhoods and communities offering
opportunities for partnerships civic engagement and resident participation
12
Runnymede Branch ndash Award of Tender 2
build capacity to deliver elearning and interactive distance learning services
offer broad access to experiential collaborative mentored and networking learning
opportunities in response to the different ways people learn and the unique needs of local
communities
offer access to new and emerging technologies to support innovation entrepreneurship and
creativity
COMMENTS
Runnymede is a 12034 sq ft neighbourhood branch In 2015 Runnymede was the third
busiest branch in the Toronto Public Library system in terms of visits and the busiest branch
in terms of holds pick-up The branch opened in 1928 and is listed on Toronto Historical
Boards Inventory of Heritage Properties It has undergone several renovations over the
years
A renovation and expansion of Runnymede Branch was completed and successfully opened
to the public in 2005 Eleven years have passed and library service has changed With
introduction of self-service and more collaborative work spaces the existing large service
desk is no longer required Moreover the high level of traffic creates congestion in the
branch The proposed renovation to the main floor of the library will resolve these issues In
addition to the installation of a new smaller service desk the renovation will involve a re-
design of the computer areas new flooring new window coverings and collections
merchandizing The second floor of the branch will be opened up to improve security
through increased visibility and allow for greater flexibility in the use of the public space
Architects for the project Building Arts Architects Inc was hired to provide architectural services for the Runnymede
Branch renovation project in April 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 of the most experienced and previously proved General
Contractors were pre-qualified and invited to bid on the project All eight (8) attended the
mandatory site meeting at Runnymede Branch on October 4 2016
Call for Tenders On September 30 2016 the Call for Tenders was issued to the eight pre-qualified bidders 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 The bid documents prepared by the Architects were
supplied to all prequalified bidders All bidders had to attend a mandatory information
meeting on October 4 2016 The bid documents comprised the following documents
List of Prequalified Bidders
Instruction to Bidders
Runnymede Branch ndash Award of Tender 3
Available Project Information
Stipulated Price Bid Form
Unit Prices Bid Form Supplement
Alternative Prices Bid Form Supplement
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 October 20 2016 TPL received tenders from seven of the pre-qualified General
Contractors The Architects and library staff analysed the three lowest bids to ensure that all
requirements of the bidding process were met as follows
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 amp
material bond)
o unconditional bid
o completed amp sealed stipulated price bid form
o acknowledges all addenda issued as part of the Call for Tenders
o completed amp dated unit prices bid form supplement
o completed amp dated alternative prices bid form supplement
o completed amp dated list of subcontractors bid form supplement
o confirmation of pre-qualified subcontractors where required
Award of tender recommendation For the recommended contract award to Brown Daniels Associates the following
requirements have been met
1 The bidder is in conformance with 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 successfully completed a number of Toronto Public Library
projects including Woodside Square Mimico and Ellesmere Branches North York Central
Library and the recent Beeton Hall renovation at the Toronto Reference Library The
references were checked by the architect and were satisfactory
Runnymede Branch ndash Award of Tender 4
CONTACT
Moe Hosseini-Ara Director Branch Operations and Customer Experience
Tel 416-397-5944 E-mail mhosstorontopubliclibraryca
Gail Rankin Senior Manager Facilities Management Tel 416-395-5881
E-mail grankintorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
13 aLIBRARYAPPROVED MINUTES Page I
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 1 Tuesday May 31 2016 from 540 pm to 725 pmToronto Reference Library Board Room 789 Yonge Street Toronto
Members PresentMr Ron CarinciMs Lindsay ColleyMs Dianne LeBretonMs Sue Graham-Nutter
RegretsMs Archana Shah
SPPM Call to Order16-001 Elizabeth Glass Director Policy Planning amp Performance Management and the
City Librarianrsquos desiwiate called the meeting to order at 540 pm
SPPM Election of Chair of the Strategic Plan Performance Measures Committee16-002 Elizabeth Glass called for nominations for the Chair of the Strategic Plan
Performance Measures Steering Committee
Moved by 1 CarinciThat1 Dianne LeBreton be nominated for chair
carriedDianne LeBreton agreed to stand for election
There being no further nominations it wasMoved by L ColleyThat the Strategic Plan Performance Measures Committee1 closes nominations
carried
Elizabeth Glass declared Diarme LeBreton duly elected Chair of the Strategic PlanPerformance Measures Committee by acclamation
Dianne LeBreton assumed the Chair
APPROVED MINUTES Page 2
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 1 Tuesday May 31 2016 from 540 pm to 725 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Declarations of Conflict of Interest16-003 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda16-004 Moved by R (lsquoarinci
That the Strategic Pla ii Perbnnance Measures Committee1 approves the agenda
Carried
SPPM Communications16-005 There were no Communications items at the May 31 2016 Strategic Plan
Performance Measures Committee meeting
SPPM Presentations16-006 There were no public presentations at the May 31 2016 Strategic Plan
Performance Measures Committee meeting
Item for ApprovalSPPM Strategic Plan 2016-20 19 Status and Performance Management Reporting Tools
Elizabeth Glass and Michele Melady Acting Manager Planning amp Developmentprovided a presentation on status and performance management reporting tools
16-007 Committee DecisionIrsquofo red by K CauinciThat the Strategic Plan Perbrmance Measurement Committee1 considers the summary of Toronto Public Library s strategic priority
alignment witi key City strategiesbr information (Attachment 1)2 considers the template that will he used for the semimdashannual status report
on Strategic Plan activitiesbr 2016br presentation to the Library Boardin June fbr inbnnation Attacunent 2)
3 considers the Divi Strategic Plan Dashboard to provide recommendationson the brmat so that staff cciii make revisions and populate the templatewith nwasuucs br the next Steering Committee Meeting (Attachment 3)
Carried as amended
APPROVED MINUTES Page 3
Toronto Public library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 1 Tuesday May 31 from 540 pm to 725 pmToronto Reference Library Board Room 789 Yonge Street Toronto
MotionsSee the followingMoved by R CarinciThat the Strategic Plan Performance Measures Committee1 considers the summary of Toronto Public Libraryrsquos swategic priority
alignment with key City strategies for information (Attachment 1)2 endorses (lie template that will be usedfor the semi-annual status report
on Strategic Plan activities for 2Ol6for presentation to the Library Boardin June for information (Attachment 2)
3 considers the Draft Strategic Plan Dashboard to pro viderecommendations on the format so that staffcan make revtcions andpopulate the template with measures for the next Steering ConmitteeMeeting (Attachment 3)
Amended
Moved in amendment by S Graham-NutterThat the Motion moved by R Carbici be amended to change the word endorsesrdquoin Recommendation 2 to the word considers so that it reads asjoacutellows1 considers the template that will be usedJar the semi-annual status report
on Strategic Plan activitiesfor 2016for presentation to the Library Boardin June for information (Attachment 2)
Carried
SPPM Adjournment16-008 Moved by pound Graham-Nutter
That the Strategic Plan Perjagravermance Measures Committee1 adjourns the May 31 2016 Strategic Plan Performance Measures
Committee meetingCarried
The meeting ended at 725 pm c)r -
Signed ( I lsquoI 7lt--
TORONTOPUB LIC
LIBRARYAPPROVED MINUTES Page 1
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 2 Wednesday July 13 2016 from 530 pm to 635 pmToronto Reference Library Board Room 789 Yonge Street Toronto
Members PresentMs Dianne LeBreton (Chair)Ms Lindsay CofleyMs Sue Graham-NutterMs Archana Shah
RegretsMr Ron Carinci
SPPM Call to Order16-010 Dianne LeBreton called the meeting to order at 530 pm
SPPM Declarations of Conflict of Interest16-011 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda16-012 Moved byL colley
That the Strategic Plan Petformance Measures Committee1 approves the agenda
Carried
SPPM Confirmation of IrsquoIay 31 2016 Strategic Plan Performance Measures Committee16-0 13 Meeting Minutes
Moved by L ColleyThat the Strategic Plan PerJbrmance Measures Committee1 confirms the Minutes of the May 31 2016 Strategic Plan Performance
Measures CommitteeCarried
APPROVED MENUTES Page 2
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteelNrsquoIeeting No 2 Wednesday July 13 from 530 pm to 635 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Business Arising from the Minutes16-014 There were no Business Arisingfrom the Mintues items at the July 13 2016
Strategic Plan Performance Measures Committee meeting
SPPM Communications16-015 There were no Communications items at the July 13 2016 Strategic Plan
Performance Measures Committee meeting
SPPM Presentations16-016 There were no public presentations at the July 13 2016 Strategic Plan
Performance Measures Committee meeting
Itemfor ApprovalSPPM Strategic Plan 2016-2019 Status and Performance Management Reporting Tools16-0 17 Elizabeth Glass Director Policy Planning amp Performance Management and
Linda Hazzan Director Communications Progranuning amp CustomerEngagement provided a presentation on status and performance managementreporting tools
Moved byA ShahThat the Strategic Plan Performance Measurement Committee1 considers the attached presentation materials and2 directs staffto further develop the balanced score card key performance
indicators and the Strategic Plan dashboard and indicatorsfor a StrategicPlan Performance Measures Steering committee meeting in September
CarriedSPPM Adjournment16-018 iWoved by S Graham-Nutter
That the Strategic Plan Performance ArsquoJeasures Committee1 adjourns the July 13 2016 Strategic Plan Performance Measures
Committee meeting
Carried
The meeting ended at 635 pm-
Signed lsquoiV i f
TORONTOPUB LIC
LIBRARYAPPROVED MINUTES Page 1
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 3 Tuesday September 20 2016 from 530 pm to 630 pmToronto Reference Library Board Room 789 Yonge Street Toronto
Members PresentMs Dianne LeBreton (Chair)ML Ron CadnciMs Lindsay ColleyMs Archana ShahMs Sue Graham-Nutter
Regrets
SPPM Call to Order16-019 Dianne LeBreton called the meeting to order at 530 pm
SPPM Declarations of Conflict of Interest16-020 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda16-021 Moved by L Colley
That the Strategic Plan Performance Measures Committee1 approves the agenda
Carried
SPPM Confirmation of July 13 2016 Strategic Plan Performance Measures Committee16-022 Meeting Minutes
Moved by L ColleyThat the Strategic Plan Peiformance Measures Committee1 confirms the Minutes of the fitly 13 2016 Strategic Plan Performance
Measures Committee
Carried
APPROVED MINUTES Page 2
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 3 Tuesday September 20 2016 from 530 pm to 630 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Business Arising from the Minutes16-023 There were no Business Arisingfrom (lie Minutes items at the September 20 2016
Strategic Plan Performance Measures Committee meeting
SPPM Communications16-024 There were no Communications items at the September 20 2016 Strategic Plan
Performance Measures Committee meeting
SPPM Presentations16-025 There were no public presentations at the September 20 2016 Strategic Plan
Performance Measures Committee meeting
Itemfor ApprovalSPPM Strategic Plan 2016-2019 Accountability Framework and Reporting Tools16-026 Elizabeth Glass Director Policy Planr1ing amp Performance Management
provided a presentation on accountability framework and reporting tools
Moved by S Graham-NurterThat the Strategic Plan Performance Afeasurement Committee1 considers the approach ofusing logic models and a balanced scorecard as
the strategic plan accountabilityframework and a dashboard to visuallyrepresent the progress and achievement as outlined in the flowchart(Attachment 1k
2 endorses the logic model examples that will be used as templates fordeveloping a logic model for each strategic priority (Attachments 2 and3k
3 endorses the balanced scorecard and recommended key performanceindicatorsJbr the Boardrsquos monitoring and assessment ofthe strategicplan lsquo5 progress (Attachment 1)
Deferred
The Committee deferred consideration of the recommendations in the StrategicPlan 2016-2019 Accountability Framework and Reporting Tools report until thenext meeting of the Committee
APPROVED MINUTES Page 3
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 3 Tuesday September 20 from 530 pm to 630 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Adjournment16-027 Moved by L Colley
That the Strategic Plan Performance Measures Committee1 adjourns the September 20 20J6 Strategic Plan Performance Measures
Conunittee meetingCarried
The meeting ended at 630 pm - - - I
Signed (V UrsquoL
MINUTES Page 1
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
13b
Members Present
Mr Ron Carinci
Ms Lindsay Colley
Ms Archana Shah
Ms Sue Graham-Nutter
Regrets
Ms Dianne LeBreton (Chair)
SPPM Call to Order
16-028 Vickery Bowles called the meeting to order at 530 pm Ms Bowles advised that
Dianne LeBreton committee chair was unexpectedly unable to attend the
meeting An election of an acting chair was required
SPPM Declarations of Conflict of Interest 16-029 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda 16-030 Moved by R Carinci
That the Strategic Plan Performance Measures Committee approves the agenda
as revised to
1 elect an Acting Chair for the November 7 2016 meeting in the absence of
the Committee Chair
Carried
MINUTES Page 2
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Election of Acting Chair
16-031 Vickery Bowles called for nominations for the Acting Chair of the Strategic Plan
Performance Measures Steering Committee
Moved by R Carinci
That
1 Sue Graham-Nutter be nominated for Acting Chair
Carried
Sue Graham-Nutter agreed to stand for election
There being no further nominations it was
Moved by R Carinci
That the Strategic Plan Performance Measures Committee
1 closes nominations
Carried
Vickery Bowles declared Sue Graham-Nutter duly elected Acting Chair of the
Strategic Plan Performance Measures Committee by acclamation
Sue Graham-Nutter assumed the Chair
SPPM Confirmation of September 20 2016 Strategic Plan Performance Measures
16-032 Committee Meeting Minutes Moved by R Carinci
That the Strategic Plan Performance Measures Committee
1 confirms the Minutes of the September 20 2016 Strategic Plan
Performance Measures Committee
Carried
SPPM Business Arising from the Minutes
16-033 There were no Business Arising from the Minutes items at the November 7 2016
Strategic Plan Performance Measures Committee meeting
SPPM Communications
16-034 There were no Communications items at the November 7 2016 Strategic Plan
Performance Measures Committee meeting
MINUTES Page 3
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Presentations
16-035 There were no public presentations at the November 7 2016 Strategic Plan
Performance Measures Committee meeting
Item for Approval
SPPM Strategic Plan 2016-2019 Accountability Framework Reporting Tools and Key
16-036 Performance Indicators
Elizabeth Glass Director Policy Planning amp Performance Management
responded to questions from committee members
Moved by L Colley
That the Strategic Plan Performance Measurement Committee
1 endorses the Strategic Plan accountability framework as outlined in the
flowchart (Attachment 1)
2 endorses the logic model examples that will be used as templates for
developing a logic model for each strategic priority (Attachments 2
and 3)
3 endorses the balanced scorecard and recommended key performance
indicators for the Boardrsquos monitoring and assessment of the Strategic
Planrsquos progress (Attachment 4)
Carried
Staff were directed to provide Board members with an overview of the
accountability framework for the Strategic Plan with the tools KPIs and the
reporting timelines
SPPM Adjournment
16-037 Moved by L Colley
That the Strategic Plan Performance Measures Committee
1 adjourns the November 7 2016 Strategic Plan Performance Measures
Committee meeting
Carried
The meeting ended at 600 pm
Signed
Strategic Plan 2016-2019 Accountability Framework 1
STAFF REPORT ACTION REQUIRED
Strategic Plan 2016-2019 Accountability Framework
Date November 21 2016
To Toronto Public Library Board
From Strategic Plan Performance Measures Committee
SUMMARY
The purpose of this report is to recommend the approval of the Strategic Plan 2016-2019
Accountability Framework to the Toronto Public Library Board
A Strategic Plan Performance Measures Committee was established on April 25 2016 to
provide advice and recommendations to the Board for strengthening the Boardsrsquo
monitoring and assessment of the strategic planrsquos implementation for compliance and
progress
The Committee met four times from May to November 2016 to receive and inform the
development of the Strategic Plan 2016-2019 Accountability Framework which contains
three main tools a balanced scorecard with key performance indicators a dashboard to
visually present the results and a logic model to show the alignment between the strategic
priorities key activities over four years and the expected outcomes and impact
At its November 7 2016 meeting the Committee endorsed the Accountability Framework
and concluded its work
RECOMMENDATIONS
The Strategic Plan Performance Measures Committee recommends that the Toronto
Public Library Board
1 approves the Strategic Plan 2016-2019 Accountability Framework
FINANCIAL IMPACT
There is no financial impact beyond what has already been approved in the current yearrsquos
budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
13c
Strategic Plan 2016-2019 Accountability Framework 2
DECISION HISTORY
At its April 25 2016 meeting the Library Board received the following report Strategic
Plan Performance Measures Committee Terms of Reference and approved the Terms of
Reference for the Strategic Plan Performance Measures Committee as outlined in
Attachment 1
httpwwwtorontopubliclibrarycacontentabout-the-
librarypdfsboardmeetings2016apr2512-performance-measures-committee-terms-of-
referencepdf
httpwwwtorontopubliclibrarycacontentabout-the-
librarypdfsboardmeetings2016apr2512-performance-measures-committee-terms-of-
reference-att-1pdf
At its May 31 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Status and Performance
Management Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-may-31jsp
At its July 13 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Status and Performance
Management Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-jul-13jsp
At its September 20 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Accountability
Framework and Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-sep-20jsp
At its November 7 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Accountability
Framework Reporting Tools amp key Performance Indicators
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-nov-07jsp
ISSUE BACKGROUND
The Strategic Plan Performance Measures Committee was established on April 25 2016 to
provide advice and recommendations to the Library Board for strengthening the Boardrsquos
monitoring and assessment of the strategic planrsquos implementation for compliance and
progress
During the development of the Accountability Framework and the reporting tools the
Committee met four times from May to November 2016 to receive information and provide
advice At its November 7 2016 meeting the Committee endorsed the Framework and
concluded its work
Strategic Plan 2016-2019 Accountability Framework 3
COMMENTS
There are three broad outcomes for the Strategic Plan 2016-2019 based on input gathered
from Toronto residents during the strategic plan consultation process
Expanding Access
Increasing Opportunity
Building Connections
Six strategic priorities were established to advance the broad outcomes
Advancing TPLrsquos digital platforms
Breaking down barriers to access driving inclusion
Expanding access to technology and training
Establishing TPL as Torontorsquos centre for continuous and self-directed learning
Creating community connections through cultural experiences
Transforming for 21st century service excellence
The purpose of the Accountability Framework is to guide the development monitoring and
reporting of the annual work plan for each of the four years from 2016 to 2019 and the
overall achievements of the Strategic Plan over four years It serves as
a reporting structure for the Board to monitor the progress of the strategic plan and
provide guidance
a public facing reporting tool to demonstrate openness and accountability
an internal tool to advance shared understanding of the strategic priorities and guide the
work of staff
The Accountability Framework is composed of three main tools
1 Balanced Scorecard with key performance indicators (Attachment 1 amp Attachment 2)
The overall achievements of the strategic plan will be reported using a balanced
scorecard approach with key performance indicators established under four
perspectives Customer Operational Learning amp Growth and Financial Work plan
achievements will be reported to the Board in a semi-annual status report
2 Dashboard (Attachment 3)
A dashboard format will be used to visually present the strategic plan achievements
as measured against the key performance indicators and targets This will be reported
to the Board annually
3 Logic Models
A logic model (Attachment 4) is developed to align the six strategic priorities with
key activities the broad outcomes and the contribution to the success of City of
Torontorsquos key strategies over four years
Logic models will also be developed for each strategic priority with appropriate key
activities and outcomes to guide the development of annual work plans strategic
Strategic Plan 2016-2019 Accountability Framework 4
partnerships and funding priorities Attachment 5 shows an example of a logic model
for Strategic Priority 2 Breaking down barriers to access driving inclusion
The flowchart in Attachment 6 illustrates the relationship of the three tools The key activity
of Expanding Access to branches and community service points under Priority 2 is provided
as an example
CONTACT
Elizabeth Glass Director Policy Planning amp Performance Management
Tel 416-395-5602 E-mail eglasstorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Balanced Scorecard with Key Performance Indicators
Attachment 2 List of Strategic Plan 2016-2019 Key Performance Indicators
Attachment 3 Dashboard example
Attachment 4 Strategic Plan 2016-2019 Logic Model
Attachment 5 Strategic Plan 2016-2019 Priority 2 Logic Model
Attachment 6 Strategic Plan 2016-2019 Accountability Framework Flowchart
Strategic Plan 2016 mdash 2019 Balanced Scorecard Attachment 1
Key Performance Indicators
Total number of active members
bull Total use per capita
bull Visits per capita
bull Virtual visits per capita
bull In-branch technology utilization rate internet access workstationper 100000 population wireless connections per capita
bull Utilization rate (program capacity) learning programs(ESL + Literacy + User Ed + lifelong learning)
bull Utilization rate of technology training programs
bull Utilization rate of cultural programs
bull ft of branches providing regular after-schoolprogramming from September to June
bull User satisfaction overall
bull User satisfaction in-branch technology(computers software wifi)
Users satisfaction knowledge andhelpfulness of staff
Key Performance Indicators
bull Total Open Hours
bull ft of Sunday branches (September to June)
bull ft of NIA Sunday branches (September to June)
bull ft of Sunday branches (Year-round)
ft of NIA Sunday branches (Year-round)
Turnover rate of circulating items
of special collections that are digitized
KKey Performance Indicators
bull Logic Models and evaluation frameworksdeveloped for strategic priorities
bull Spending in staff development (Total Averageper staff)
bull staff who report they have the skills andtraining to meet service delivery outcomes
bull of staff who report high levels ofengagement
Key Performance Indicators
bull Cost per use
Operating Expenditures
Operating expenditures per capita
Operating expenditures for electronic materials
Operating expenditures for digital technology
bull Total funding
bull Total funding per capita
bull Total funding from TPL Foundation
Page 1 of 1
Strategic Plan 2016-2019 Balanced Scorecard Key Performance Indicators
Customer Perspective Operational Perspective Learning amp Growth Perspective Financial Perspective
Total number of active members
Total use per capita o Visits per capita
Virtual visits per capita
In-branch technology utilization rate internet access workstation per 100000 population wireless connections per capita
Utilization rate (program capacity) learning programs (ESL + Literacy + User Ed + lifelong learning)
Utilization rate of technology training programs
Utilization rate of cultural programs
of branches providing regular after-school programming from September to June
User satisfaction overall
User satisfaction in-branch technology (computers software wifi)
Users satisfaction knowledge and helpfulness of staff
Total Open Hours o of Sunday branches
(September to June) o of NIA Sunday branches
(September to June) o of Sunday branches
(Year-round) o of NIA Sunday branches
(Year-round)
Turnover rate of circulating items
of special collections that are digitized
Logic Models and evaluation frameworks developed for strategic priorities
Spending in staff development (Total Average per staff)
staff who report they have the skills and training to meet service delivery outcomes
of staff who report high levels of engagement
Cost per use
Operating Expenditures o Operating expenditures per
capita
Operating expenditures for electronic materials
Operating expenditures for digital technology
Total funding o Total funding per capita o Total funding from TPL
Foundation
Attachment 2
Attachment 3
Strategic Plan 2016-2019 Dashboard
Key Performance Indicators
Example Open Hours
2016 Activities that will move the dial Status
Sunday service expanded to create year-round service at 6 District and 2 R amp R branches and added to 6 neighbourhood branches to provide seasonal Sunday service
Measure Baseline (2015) Current (Dec 2016) Target (2019) change
Total open hours 269672 hours 274397 hours 281878 hours + 45
Attachment 4
Toronto Public Library Strategic Plan 2016-2019 Logic Model
Torontonians are aware of library services to
address immediate needs
Create and implement Digital Strategy to develop online services
Torontonians have access to reading and
learning materials in a wide range of formats
and levels to support the joy of reading and
lifelong learning
TPL has resources and well-trained staff to
deliver strategic outcomes
Torontonians are connected through cultural
and leisure experiences and opportunites
TPL provides exceptional services and
experience at customers every point of need
TPL increased partnership and funding
opportunities with City of Toronto community
organizations and funding partners
Torontonians have improved access to
technology and staff assistance to develop
technology skills
Torontonians have expanded access to
emerging technology innovation spaces and
programs
Torontonians have new experiential
collaborative and e-learning opporunities to
support education employment and multiple
literacies
Use technology to drive improvements in business processes and
efficiency eg cloud analytics
Torontonians have equitable
support to learning and training
and gain the knowledge multiple
literacy skills and networks to
enrich their education work life and
leisure experiences
Torontonians have access to
programs and activities to support
and enhance diverse cultural
experiences and library collections
that reflect their cultural ineterests
and needs
Support readers of all ages and interests with diverse collections
readers advisory and a wide range of literary and cultural programs
Toronto children and youth have additional safe
after school social and learning environments
and programs
Priorities Key Activities
Mission Toronto Public Library provides free and equitable access to services which meet the changing needs of Torontonians The Library preserves and promotes universal
access to a broad range of human knowledge experience information and ideas in a welcoming and supportive environment
Establishing TPL as Torontos
centre for continuous and self-
dlirected learning
Impact
Expanding access to technology
and training
Advancing TPLs digital platforms
Breaking down barriers to access
driving inclusion
Expand high quality out-of-school-time programs for children and youth
Increase awareness and engagement across library channels
Allocate additional resources to sustain current and emerging
technology
Provide access to current and emerging technology and training in
library branches and community locations
Identify and remove policy barriers to online and in-person servicesToronto Public Library is a
community asset that builds
community capacity and improves
Torontonians well-being
Toronto Public Library contributes to the success of
Toronto Strong Neighbourhood Strategy 2020
Actions for strong Neighbourhoods
under five domains
Physical surroundings
Economic opportunities
Healthy lives
Social development and
Participation in civic decision-making
Toronto Public Library is a key partner in
City of Torontos Poverty Reduction Strategy
in addressing the issues of
service access and availability
Toronto Public Library supports the positive
outcomes of City of Torontos strategies for targeted
population including
Raising the Village Measuring the Well-being
of Children and Families in Toronto
Toronto Youth Equity Strategy
Toronto Newcomer Strategy
Toronto Seniors Strategy
Expand access to branches and community service points
Develop new resources programs and partnerships to deliver eLearning
programs
Provide in-branch resources space and technology to support
experiential learning
Provide resources and programs to support civic engagement
community events and discussion of social issues
Transforming for 21st century
service excellence Dedicate staff resources and training to provide expertise in key
strategic areas eg technology and literacy
Torontonians are empowered and supported in
their partcipation in civic lifeCreating community connections
through cultural experiences
Create diverse and inclusive cultural programs and experiences in
branch and online spaces
Curate and digitize special collections to reflect Torontos diverse
history culture and heritage
Develop organizational structure and culture to support innovation and
customer service excellence
ACCESS
OPPORTUNITY
CONNECTIONS
Outcomes
Torontonians have easy convienient online
access to library collections and services
Torontonians have convenient and local access
to neighbourhood spaces and services
Attachment 5
Expand online services
Develop self-serve Library Kiosks
Increased program offerings
After hours access implemented
Increased online service options
Increased self-service options
CONNECTIONS
Understand City demographics
demands and use of a full range of
library services
Develop after-hours access at branches
2 Breaking down
barriers to access
driving inclusion
Toronto Public Library contributes to the success of
City of Torontos key strategies including
Toronto Strong Neighbourhood Strategy 2020
bull Targeting appropriate resources to
respond to neighbourhood needs
Toronto Poverty Reduction Strategy
bull Address immediate needs
bull Create pathways to prosperity
bull Increase service access and availability
ACCESS
OPPORTUNITYLibrary membership options reflect
users online and branch access
needs
Provide access to current
and emerging technology
and training in library
branches and community
locations
Increase awareness and
engagement across library
channels
Sunday service expanded in target
branches
Identify and remove policy
barriers to online and in-
person services
Expand access to branches
and community service
points
Number of blocked library cards
reduced in target populations
Toronto Public Library Strategic Plan 2016-2019 Logic Model
Priority Impact
Mission Toronto Public Library provides free and equitable access to services which meet the changing needs of Torontonians The Library preserves and promotes universal access to a broad
range of human knowledge experience information and ideas in a welcoming and supportive environment
OutcomeKey Activities
Toronto Youth Equity Strategy
bull Service gaps
bull Service relevance amp accessibility
Toronto Newcomer Strategy
bull Improving access to municipal supports
bull Supporting civic engagement and
community capacity
Develop marketing strategy and conduct
publicity campaigns
Toronto Seniors Strategy
bull Equity
bull Inclusion
bull Respect
bull Quality of life
Expand access to library service in
community locations
Toronto Public Library is a
community asset that builds
community capacity and improves
Torontonians
well-being
Torontonians have equitable
support to learning and training
and gain the knowledge multiple
literacy skills and networks to
enrich their education work life
and leisure experiences
Torontonians have access to
programs and activities to support
and enhance diverse cultural
experiences and library
collections that reflect their
cultural ineterests and needsIncreased circulation of library
materials
Identify and remove policy barriers to
online and in-person services
Raising the Village Measuring the
Well-being of Children and Families in Toronto
bull Families have equitable access to
learning and training and are active in
their childrenrsquos education
bull Families belong to communities and
have the freedom to express and
opportunities to foster their culture and
identity
Torontonians are aware of library
services to address immediate needs
Conduct outreach and customer
engagement programs
Expand branch hours with additional
programs
Torontonians have easy
convienient online access to library
collections and services
Torontonians have convenient and
local access to neighbourhood
spaces and services
Attachment 6
Accountability Framework
Example
Priority Key Activity Short Term Medium Term Impact
Breaking down barriers to access
driving inclusion
Expand access to branches and
community service points
Torontonians have convenient and
local access to neighbourhood spaces
and services
Toronto Public Library is a community
asset that builds community capacity
and improves Torontonians well-being
Toronto Poverty Reduction Strategy
Increase service access and availability
Example
Customer Perspective Operational Perspective Learning amp Growth Perspective Financial Perspective
Utilization rate Service hours added Staff training Cost per use
Example
Is a visual representation of progress towards four years targets for KPIs to achieve strategic outcomes
with a baseline benchmark and annual target
Dashboard
Monitors the progress of the strategic plan across four perspectives and indentifies KPIs to measure progress towards outcomes
Links planned activities to expected outcomes
Toronto Public Library Strategic Plan 2016-2019
Implementation Compliance and Progress
Logic Model
Balanced Scorecard
Outcomes
Strategic Plan 2016-2019
Accountability Framework
November 21 2016
Toronto Public Library Board Meeting
1
Accountability Framework
Strategic Plan Performance Measures Committee
to provide advice and recommendations to the Board for
strengthening the Boardrsquos monitoring and assessment of the
strategic planrsquos implementation for compliance and progress
2
Accountability Framework
Strategic Plan Performance Measures Committee
bull Met four times from May to November 2016
bull Endorsed Accountability Framework at November 7 2016
meeting
bull Concluded its work
3
Accountability Framework
Purpose of framework
bull To guide the development monitoring and reporting of
The Annual work plan for each year from 2016-2019
The overall achievements of the Strategic Plan over four
years
4
Accountability Framework
bull A reporting structure for the Board to monitor the
progress of the strategic plan and provide guidance
bull Public facing reporting tool to demonstrate openness
and accountability
bull An internal tool for staff
5
Accountability Framework
Strategic Plan 2016-2019
bull Three broad outcomes
Access
Opportunity
Connections
And six strategic priorities
6
Accountability Framework
Strategic Plan 2016-2019
bull Six Strategic Priorities
Advancing TPLrsquos digital Platforms
Breaking down barriers to access driving inclusion
Expanding access to technology and training
Establishing TPL as Torontorsquos centre for continuous and
self-directed learning
Creating community connections through cultural
experiences
Transforming for 21st century service excellence
7
Accountability Framework
Three main tools
bull Balanced Scorecard with Key Performance
Indicators (KPIs)
bull Dashboard for visual presentation
bull Logic Models
8
Accountability Framework
Balanced Scorecard
bull A performance measurement tool developed at the
Harvard Business School
bull Provides a framework to monitor organization
performance from four perspectives the customerrsquos
perspective an internal business perspective an
innovation and learning perspective and the
financial perspective
Balance scorecard Encyclopedia of Business Gale 2000
9
10
Strategic Plan 2016 ndash 2019 Balanced Scorecard
11
Strategic Plan 2016 ndash 2019 Balanced Scorecard
Accountability Framework
Reporting timeline
bull Annual work plan achievements will be reported
to the Board in a semi-annual status report in
June and year end
bull Overall achievements of the strategic plan will be
reported annually to the Board (eg first quarter
of 2017 for 2016) using a balanced scorecard and
presented visually using a dashboard
12
Accountability Framework
13
Accountability Framework
Logic Model
bull A logic model is a systematic and visual way to present the
relationships among the resources to operate a program the
planned activities and the changes or results you hope to
achieve
14
WK Kellogg Foundation Logic Model Development Guide 2004
Accountability Framework
Logic Models
bull A Strategic Plan 2016-2019 aligns 6 strategic priorities
with
Key activities
3 broad strategic outcomes
City of Torontorsquos key strategies
bull Plus a logic model for each of the 6 strategic priorities
15
16
Strategic Plan 2016-2019 Logic Model
17
Strategic Plan 2016-2019 Priority 2 Logic Model
18
Accountability Framework
Questions amp Discussion
19
20
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 1
STAFF REPORT ACTION REQUIRED
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report proposes revised meeting dates for the December 2016 and January 2017
meetings for Toronto Public Library Board approval
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves rescheduling the December 8 2016 Toronto Public Library Board meeting
to December 12 2016 and
2 approves rescheduling the January 23 2017 Toronto Public Library Board meeting to
January 30 2017
FINANCIAL IMPACT
There is no financial impact arising from this report
The Director Finance and Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
At the January 25 2016 meeting the Board approved the schedule for meetings in 2016
including December 8 2016
At the October 24 2016 meeting the Board was provided with the proposed schedule for
meetings in 2017 including January 23 2017 for approval at the January 2017 meeting
14
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 2
COMMENTS
Library staff have recently reviewed the Cityrsquos updated budget schedule The Library Board
meeting in December is not well aligned with the Cityrsquos schedule A later December date
would provide the Board with more opportunity to be informed and kept up-to-date on the
2017 budget as well as to participate in the process As a result the rescheduling of the
December 8 2016 meeting to Monday December 12 is being recommended Board
members were canvassed and quorum is attainable for a meeting on December 12 2016
As the same scenario is also a possibility for the proposed January 23 2017 meeting it is
recommended that the date be changed to January 30 2017
Key dates for the 2017 budget process are shown below
2017 Budget Timetable
Date Political Review TPL Board
2016
Nov 21 Board meeting
Dec 2 Budget Committee launch
Dec 12 (from 8) Board meeting
Dec 161920 (21) Budget Committee presentations
2017
Jan 5 910 Budget Committee public deputations
Jan 12 Budget Committee wrap-up
Jan 24 Budget Committee final
Jan 30 (from 23) Board meeting
Feb 7 Executive Committee
Feb 15 16 (17) Council approval
Feb 21 Board meeting
CONTACT
Nancy Marshall Library Board Officer City Librarianrsquos Office
Tel 416-393-7215 E-mail nmarshalltorontopubliclibraryca
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 3
SIGNATURE
______________________________
Vickery Bowles
City Librarian
Holiday Closures 2017 and January 2018 1
STAFF REPORT ACTION REQUIRED
Holiday Closures 2017 and January 2018
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The purpose of this report is to recommend and receive Toronto Public Library Board
approval for the schedule of holiday closures for 2017 and January 2018
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves the schedule of holiday closures for 2017 and January 2018 as provided
in Attachment 1
FINANCIAL IMPACT
There is no financial impact to the 2017 operating budget arising from the
recommendation in this report The recommended closures are included in the proposed
2017 operating budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
Where Library Board approval is required to establish holiday closures the matter comes
before the Board in the preceding year to ensure adequate notice to the public and staff
COMMENTS
At its meeting on October 26 2015 the Library Board approved the Library closure for
New Yearrsquos Day 2017 on Monday January 2 2017
15
Holiday Closures 2017 and January 2018 2
The Library is open for regular service on Remembrance Day Saturday November 11
2017
The Library will be closed on Monday December 25 2017 for Christmas Day and
Tuesday December 26 2017 for Boxing Day
In 2018 New Yearrsquos Day falls on a Monday and the Library will be closed
All full-time employees whose scheduled day off falls on a holiday closure are
compensated with a day in lieu to be taken at another agreed upon time
It is the practice of the Library to close on the Sundays adjacent to public holidays with
the exception of Family Day
The schedule of holiday closures for 2017 and January 2018 is provided in Attachment 1
CONTACT
Dan Keon Director Human Resources Tel 416-395-5850
E-mail dkeontorontopubliclibraryca
SIGNATURE
_____________________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Holiday Closures 2017 and January 2018
Toronto Public Library Holiday Closures 2017 and January 2018
Sunday January 1 2017 New Yearrsquos Day Closed
Monday January 2 2017 For New Yearrsquos Day Closed
Monday February 20 2017 Family Day Closed
Friday April 14 2017 Good Friday Closed
Sunday April 16 2017 Easter Sunday Closed
Monday April 17 2017 Easter Monday Closed
Monday May 22 2017 Victoria Day Closed
Saturday July 1 2017 Canada Day Closed
Monday August 7 2017 Civic Holiday (Simcoe Day) Closed
Monday September 4 2017 Labour Day Closed
Monday October 9 2017 Thanksgiving Day Closed
Sunday December 24 2017 Christmas Eve Closed
Monday December 25 2017 Christmas Day Closed
Tuesday December 26 2017 Boxing Day Closed
Sunday December 31 2017 New Yearrsquos Eve Closed
Monday January 1 2018 New Yearrsquos Day Closed
New Yearrsquos Day 2017 closure approved by the Library Board on October 26 2015
Attachment 1
Audit Plan for the Year Ending December 31 2016 1
STAFF REPORT INFORMATION ONLY
Audit Plan for the Year Ending December 31 2016
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The attached report from PricewaterhouseCoopers the external auditors summarizes the
planning for their audit of the 2016 financial statements for the Toronto Public Library
Board
FINANCIAL IMPACT
The proposed audit fee of $25000 inclusive of expenses and exclusive of Harmonized
Sales Tax (2015 ndash $25000) is included in the 2016 operating budget It is important to
note that the audit fee does not include extra audit work that may be required due to
scope changes and PricewaterhouseCoopers will advise management as soon as possible
if this were to happen
This is the second year of a five-year audit contract that the City has negotiated The fee
will remain unchanged for the duration of the contract
ISSUE BACKGROUND
Under Section 139 of the City of Toronto Act 2006 the City is required to appoint an
auditor licensed under the Public Accounting Act 2004 who is responsible for annually
auditing the accounts and transactions of the City and its local boards and expressing an
opinion on the financial statements of these entities based on the audit
Council at its March 2015 meeting approved the recommendation of the Audit
Committee to appoint PricewaterhouseCoopers as the external auditor for the City and
Library The contract with PricewaterhouseCoopers is for five years ending with the
audit of the December 31 2019 financial statements
As part of the annual audit PricewaterhouseCoopers provides an Audit Plan report to the
Toronto Public Library Board The auditors will conduct their audit of the 2016 financial
statements pursuant to this plan
17
Audit Plan for the Year Ending December 31 2016 2
COMMENTS
Attached is PricewaterhouseCoopersrsquo Audit Plan for the Library which summarizes their
view on audit risks the nature extent and timing of the audit work and the terms of
engagement
On completion of the audit PricewaterhouseCoopers will issue the Audited Financial
Statements and a Year-End Report to the Board that will provide key matters for
discussion significant audit accounting and financial reporting matters summary of
unadjusted and adjusted items other required communications internal control
recommendations and a confirmation of auditor independence
Work on the interim audit was completed in October 2016 and the year-end audit is
expected to be completed by March 2016
CONTACT
Larry Hughsam Director Finance amp Treasurer Tel 416-397-5946
E-mail lhughsamtorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Board ndash Audit Plan for the year ending
December 31 2016
wwwpwccomca
Audit planfor the yearendingDecember31 2016
Toronto PublicLibrary Board
pwc
pwc
October 28 2016
Members of the BoardToronto Public Library Board
Dear Members of the Board
We are pleased to present an overview of our audit plan for the 2016 audit of the financial statementsof Toronto Public Library Board (the Library) prepared in accordance with Canadian Public SectorAccounting Standards (PSAS) (referred to as the ldquofinancial statementsrdquo from now on)
This overview includes our view on audit risks and the nature extent and timing of our audit work
We value your feedback and if you have any questions about the identified risks and our audit approachplease do not hesitate to contact the undersigned at (416) 228-1922
Yours very truly
Tern McUnnonPartnerRisk Assurance Services
cc Mr Larry Hughsam Director Finance and Treasurer
PricewatcrhouseCoopers UPnyC Tower i8 York Street Suite 2600 Toronto Ontario Canada M oB2T +1 416 8631133 F +1 416 365 8215 wwwpwccomca
lsquoPwt relera to Pdcewatethousetoopers LLP an Ontario limiled liabiLity paruiership
Toronto Public Library Board Audit plan for the year ending December 31 2016
Communications to the Board
Key mattersfor Commentsdiscussion
Client service team Tern McKinnon is your engagement leader and Julianne Cooke is your engagementmanager
Service deliverables We will audit the Libraryrsquos financial statements as of December 31 2016 and for theyear then ending prepared in accordance with PSAS
Our engagement letter which has been signed by the City of Toronto sets out theterms and conditions for our engagement as the independent auditor of the Libraryfor the above-mentioned year In addition our engagement letter outlines ourresponsibilities as the auditor and the responsibilities of management
Audit timeline We worked with management to develop this project timelinemdash Interim visit October 17-21 2016mdash Year-end visit March20 mdash March 31 2017mdash Clearance meeting with management To be confirmedmdash Deliveryfiling of financial statements To be confirmed
Audit approach Our audit approach is a mixture of tests of internal controls and substantive testingOur audit approach is designed to allow us to execute a quality and efficient auditWe do this byi gaining an understanding of the business by focusing on new developments
and key business issues affecting the Library as well as managementrsquosmonitoring of controls and business processes
ii identiring significant audit risks sharing our perspectives obtaining yourfeedback and ensuring our audit is tailored to these risks
iii using well-reasoned professional judgment especially in areas that aresubjective or require estimates and
iv leveraging reliance where possible on the Libraryrsquos internal controls andinformation technology and data systems
In the current year our planned work will include testing of key controls in thefollowing areasmdash Purchases payables and disbursementsmdash Payroll
All other areas will be subject to tests of detail
Significant risks are risks of material misstatement that we think need special auditconsideration We identified several significant audit risks and plan to address themas follows Please let us know if you agree that these are the most significant risksfrom your point of view and if you have any other areas of concern
PwC I
Toronto Public Library Board Audit plan for the year ending December 31 2016
Significant risk to Managementrsquos response and our audit approachdiscuss
Risk of management Accounting regulatory authorities require that the risk of material misstatement dueoverride of controls to management override of controls be considered a significant risk on every audit
engagement
This represents the risk that internal controls at the Library maybe circumvented toachieve desired financial results or gain inappropriate access to financial resources
In order to address this risk we will perform the followingbull All non-routine journal entries are reviewed and approved by the appropriate
level of managementbull We will review manual journal entries focusing on large and unusual entriesbull We will review accounting estimates for biases that could result in material
misstatementbull We will incorporate unpredictable procedures in the audit approach
Risk of fraud in revenue The risk of fraud in revenue recognition is a presumed significant risk underrecognition Canadian Auditing Standards We will assess this risk through the consideration of
the Libraryrsquos revenue recognition policies the incentivepressure to fraudulentlymisstate revenue and the potential opportunity
In order to address this risk we will perform the following
bull Update our understanding of managementrsquos processes and internal controlssurrounding revenue recognition
bull Obtain confirmations from the City of Toronto for subsidies received duringthe year
bull Test significant revenue streams through testing a sample of transactions tosupporting documents
Materiality Misstatements are considered to be material if they could reasonably be expected toinfluence the economic decisions of users of the financial statements We have set apreliminanrsquo materialihrsquo of S6i6oooo We will report unadjusted and adjusted itemsover S6i6ooo to the Board on completion of the audit
Fraud risk We discuss fraud risk annually with the Board Through our planning process (andprior yearsrsquo audits) we developed an understanding of your oversight processesincluding
Employee code of ethicsmdash Discussion at Board meetings and our attendance at those meetings or
reviewing minutes of meetingsmdash Presentations by management including business performance reviewsmdash Signing authorities
Are there any new processes or changes to the items above that we should be awareoP
We are not aware of any fraud Are you aware of instances of any actual suspected or
____________________________
alleged fraud affecting the Library
PwC 2
Toronto Public Ubrary Board Audit plan for the year ending December 31 2016
The matters raised In this and other reports that will flow from the audit are only those that have come to our attention arising from or relevant toour audit that we believe need to be brought to your attention They are not a comprehensive record of all the matters arising and in particularwe cannot be held responsible for reporting all risks in your business or all internal control weaknesses This report has been prepared solely foryour use It was not prepared or intended for any other purpose No other person or entity shall place any reliance upon the accuracy orcompleteness of statements made herein PwC does not assume responsibility to any third party and in no event shall PwC have any liabilityfor damages costs or losses suffered by reason of any reliance upon the contents of this report by any person or entity other than you
PwC 3
copy 2015 PricewaterhouseCoopers LLP an Ontario limited liability partnership All rights reserved
Board Resolutions ndash Status Report 1
STAFF REPORT INFORMATION ONLY
Board Resolutions ndash Status Report
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report lists the status of outstanding Toronto Public Library Board resolutions
BACKGROUND INFORMATION
At the April 2 2012 meeting the Toronto Public Library Board approved the inclusion of
Board Resolutions ndash 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 ndash Status Report ndash November 21 2016
18
1
STATUS REPORT
TORONTO PUBLIC LIBRARY BOARD RESOLUTIONS
AS AT NOVEMBER 21 2016
DATE OF
MEETING
MOTION
(Ref Minute )
STATUS
TARGET
DATE
Sep 8 2014 14-150 ndash Notice of Motion Funding and Timing of
PerthDupont Branch Relocation
5 requests that the local City Councillor consult
with the local community and make a
recommendation to the Board for a new name for
the relocated branch (which will no longer be
located at the corner of Perth and Dupont)
IN PROGRESS Staff to bring a recommendation to
the Board for a new name for the relocated branch to
the Board for approval
To be
determined
Feb 22 2016 16-040 ndash Naming Opportunity ndash Daniel Grafton
Hill III
2 requests staff to provide updates to the
Toronto Public Library Board on this
initiative at strategic intervals
IN PROGRESS This initiative is dependent on a
future branch capital project and consultation
process
To be
determined
Oct 24 2016 16-193 ndash Toronto Public Library Board ndash Self-
Evaluation
2 conducts a pilot self-evaluation during the
month of November 2016 and discusses the
results of the evaluation at the January 2017
meeting
IN PROGRESS A report is expected to be provided
at the January 2017 meeting
January 2017
meeting
Attachment 1
2
With an investment of $2250 million over two years []hellip [c]ustomers will be able to pay
fines at the self-checkout terminals at the same time as checking out materials
Currentlyhellip fine payments can only be made onlinehellip or from a face-to-face interaction
with library staff at the check-out desk
God forbid
Combined these initiatives will save $0526 million or 03 in 2017 and allow a reduction
in staff of 68 FTEs[]
In other words ldquothese initiativesrdquo will cost $(2250000 divide 2 ndash 526000) or $599000 in
Year 1
The only library patrons who could possibly need this service are the ones who could
never get it in the first place ndash those whose only use of the library is via the
Bookmobile which canrsquot take cash payments and which donrsquot use RFID in the first
place (Did you know that) Nobody else needs or wants this service
Further does the Library really mean ldquocash drawersrdquo as in tills Do you know what you
even mean How will these tills dispense change Wonrsquot every one of them be
burglarized every day How long till Sue-Ann Levy writes a column about that
The Library refuses to adjust the collections budget
for known decreases in usage
Budget documents
$0482 million represents a 25 projected cost increase for library materials based on
experience and industry projections while needing to accommodate the impact of a
stronger US dollar on the Libraryrsquos purchasing power[]
The Library has elsewhere admitted that third-language materials ndash this means non-
English and non-French though the positioning of French as equivalent to
English is a joke in itself ndash have suffered serious decline in recent years Some
languages (by implication Indian ones) have shown 45 decreases in demand
That demand is never gonna come back Yet the Library whose collections policy is in
some respects more whim than policy proposes a $482000 increase largely to
handle projected exchange rates
3
Why hasnrsquot the Library proposed reducing relevant third-language budgets by the same
amount demand has reduced then redirecting that money to other collections
Why does the Library propose spending tens of thousands of dollars per
language in permanent decline instead of spending that money on items people
actually want including third-language items that really get used
Collections policy really does contain a large dosage of whim I should know being the
largest single submitter of blue forms and whose yellow forms are simply
ignored (Boardmembers ldquoWhat are thoserdquo) being someone who knows there is
no policy at all for acquiring new magazine titles and getting rid of dud titles and
most of all being the person who has had to take the Toronto Public Library to
the Human Rights Tribunal of Ontario over its banning of a single author an
outrageous unprincipled action that is seriously popular in-house and which the
Library clearly intends to defend to the death at any cost in legal fees
Yet this is the same department you intend to authorize to waste money on third-
language materials that will never be used while also handing it another
482 grand
If you actually used the Library and if you actually read your own reports would you
leave these items in the proposed budget Again what happens if Sue-Ann Levy
finds out and documents these errors in a newspaper none of you really think
should be taken seriously in the first place
ndash 30 ndash
Ready for Reading WebsiteToronto Public Library
Peggy Thomas
Manager Childrenrsquos Services
Questions
Contact informationPeggy Thomaspthomastorontopubliclibraryca
2017 Interim Budget Estimates 1
STAFF REPORT ACTION REQUIRED
2017 Interim Budget Estimates
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The purpose of this report is to seek Toronto Public Library Board adoption of the 2017
interim operating and capital budget estimates in order to enable Toronto Public Library
(TPL) to carry out normal operations during the period between January 1 2017 and the date
on which Council approves the 2017 operating and capital budgets expected to be on
February 15 or 16 2017
The interim operating budget for TPL is $48647 million gross ($44249 million net) which
is based on 25 of TPLrsquos 2016 approved budget The interim capital budget is $5522
million gross ($3524 debt) which is based on 25 of the 2017 funding commitments for
previously approved capital projects
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 adopts the 2017 interim operating budget of $48647 million gross ($44249 million
net) subject to Council approval and
2 adopts the 2017 interim capital budget of $5522 million gross ($3524 million debt)
subject to Council approval
FINANCIAL IMPACT
The 2017 interim budget estimates will enable TPL to carry out normal operations during the
period between January 1 2017 and the date on which Council approves the 2017 operating
and capital budgets expected to be on February 15 or 16 2017 The 2017 interim operating
budget for TPL is $48647 million gross ($44249 million net) which represents 25 of
TPLrsquos 2016 approved operating budget
The interim capital budget is $5522 million gross ($3524 million debt) which represents
25 of the 2017 funding commitments for previously approved capital projects Any unspent
11
2017 Interim Budget Estimates 2
capital funds from 2016 will also be available during the interim period of 2017 The
combination of the 25 funding and 2016 unspent carry-forwards will be adequate to meet
TPLrsquos capital needs in the interim period
The budget percentage approvals are consistent with other City Agencies and Divisions
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
ALIGNMENT WITH STRATEGIC PLAN
The adoption of the 2017 interim budget estimates ensures the continuance of TPLrsquos business
until Council approves the 2017 operating and capital budgets
ISSUE BACKGROUND
In accordance with TPLrsquos Financial Control Policy prior to the approval of the annual
operating and capital budgets the Library Board needs to adopt the Council-approved
interim estimates to fund the continuance of the Libraryrsquos business from the first day of
January to the date the operating and capital budgets for that year are approved
COMMENTS
The 2017 interim budget estimates for the operating and capital budgets expected to be
approved by Council on December 13 2016 enable City Programs and Agencies to carry out
their operations until Council approves the 2017 operating and capital budgets expected on
February 15 or 16 2017
Expenditures made during the period beginning January 1 2017 to until the date Council
approves the 2017 operating and capital budgets must be restricted to normal operations
CONTACT
Larry Hughsam Director Finance amp Treasurer Tel 416-397-5946
E-mail lhughsamtorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
Runnymede Branch ndash Award of Tender 1
STAFF REPORT ACTION REQUIRED
Runnymede Branch ndash Award of Tender
Date November 21 2016
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 of Runnymede Branch as per
Toronto Public Libraryrsquos (TPLrsquos) drawings and specifications
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 awards the contract to the lowest bidder Brown Daniels Associates for the interior
renovation of the Runnymede Branch at a cost of $543147 which includes a
contingency of $49377 [excluding Harmonized Sales Tax (HST)]
FINANCIAL IMPACT
The total amount of $543147 which is made up of the tender amount of $493770 plus the
contingency of $49377 (excluding HST) is included as part of the Multi-Branch Renovation
State of Good Repair (SOGR) Project of the approved 2016 capital budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
ALIGNMENT WITH STRATEGIC PLAN
The interior renovation of the Runnymede Branch helps to achieve various strategic plan
priorities and goals including
increase access to in-branch services and spaces and new options to expand public and
community space
advance State of Good Repair projects to provide welcoming well-maintained and efficient
public space
create in-branch environments that connect neighbourhoods and communities offering
opportunities for partnerships civic engagement and resident participation
12
Runnymede Branch ndash Award of Tender 2
build capacity to deliver elearning and interactive distance learning services
offer broad access to experiential collaborative mentored and networking learning
opportunities in response to the different ways people learn and the unique needs of local
communities
offer access to new and emerging technologies to support innovation entrepreneurship and
creativity
COMMENTS
Runnymede is a 12034 sq ft neighbourhood branch In 2015 Runnymede was the third
busiest branch in the Toronto Public Library system in terms of visits and the busiest branch
in terms of holds pick-up The branch opened in 1928 and is listed on Toronto Historical
Boards Inventory of Heritage Properties It has undergone several renovations over the
years
A renovation and expansion of Runnymede Branch was completed and successfully opened
to the public in 2005 Eleven years have passed and library service has changed With
introduction of self-service and more collaborative work spaces the existing large service
desk is no longer required Moreover the high level of traffic creates congestion in the
branch The proposed renovation to the main floor of the library will resolve these issues In
addition to the installation of a new smaller service desk the renovation will involve a re-
design of the computer areas new flooring new window coverings and collections
merchandizing The second floor of the branch will be opened up to improve security
through increased visibility and allow for greater flexibility in the use of the public space
Architects for the project Building Arts Architects Inc was hired to provide architectural services for the Runnymede
Branch renovation project in April 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 of the most experienced and previously proved General
Contractors were pre-qualified and invited to bid on the project All eight (8) attended the
mandatory site meeting at Runnymede Branch on October 4 2016
Call for Tenders On September 30 2016 the Call for Tenders was issued to the eight pre-qualified bidders 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 The bid documents prepared by the Architects were
supplied to all prequalified bidders All bidders had to attend a mandatory information
meeting on October 4 2016 The bid documents comprised the following documents
List of Prequalified Bidders
Instruction to Bidders
Runnymede Branch ndash Award of Tender 3
Available Project Information
Stipulated Price Bid Form
Unit Prices Bid Form Supplement
Alternative Prices Bid Form Supplement
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 October 20 2016 TPL received tenders from seven of the pre-qualified General
Contractors The Architects and library staff analysed the three lowest bids to ensure that all
requirements of the bidding process were met as follows
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 amp
material bond)
o unconditional bid
o completed amp sealed stipulated price bid form
o acknowledges all addenda issued as part of the Call for Tenders
o completed amp dated unit prices bid form supplement
o completed amp dated alternative prices bid form supplement
o completed amp dated list of subcontractors bid form supplement
o confirmation of pre-qualified subcontractors where required
Award of tender recommendation For the recommended contract award to Brown Daniels Associates the following
requirements have been met
1 The bidder is in conformance with 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 successfully completed a number of Toronto Public Library
projects including Woodside Square Mimico and Ellesmere Branches North York Central
Library and the recent Beeton Hall renovation at the Toronto Reference Library The
references were checked by the architect and were satisfactory
Runnymede Branch ndash Award of Tender 4
CONTACT
Moe Hosseini-Ara Director Branch Operations and Customer Experience
Tel 416-397-5944 E-mail mhosstorontopubliclibraryca
Gail Rankin Senior Manager Facilities Management Tel 416-395-5881
E-mail grankintorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
13 aLIBRARYAPPROVED MINUTES Page I
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 1 Tuesday May 31 2016 from 540 pm to 725 pmToronto Reference Library Board Room 789 Yonge Street Toronto
Members PresentMr Ron CarinciMs Lindsay ColleyMs Dianne LeBretonMs Sue Graham-Nutter
RegretsMs Archana Shah
SPPM Call to Order16-001 Elizabeth Glass Director Policy Planning amp Performance Management and the
City Librarianrsquos desiwiate called the meeting to order at 540 pm
SPPM Election of Chair of the Strategic Plan Performance Measures Committee16-002 Elizabeth Glass called for nominations for the Chair of the Strategic Plan
Performance Measures Steering Committee
Moved by 1 CarinciThat1 Dianne LeBreton be nominated for chair
carriedDianne LeBreton agreed to stand for election
There being no further nominations it wasMoved by L ColleyThat the Strategic Plan Performance Measures Committee1 closes nominations
carried
Elizabeth Glass declared Diarme LeBreton duly elected Chair of the Strategic PlanPerformance Measures Committee by acclamation
Dianne LeBreton assumed the Chair
APPROVED MINUTES Page 2
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 1 Tuesday May 31 2016 from 540 pm to 725 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Declarations of Conflict of Interest16-003 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda16-004 Moved by R (lsquoarinci
That the Strategic Pla ii Perbnnance Measures Committee1 approves the agenda
Carried
SPPM Communications16-005 There were no Communications items at the May 31 2016 Strategic Plan
Performance Measures Committee meeting
SPPM Presentations16-006 There were no public presentations at the May 31 2016 Strategic Plan
Performance Measures Committee meeting
Item for ApprovalSPPM Strategic Plan 2016-20 19 Status and Performance Management Reporting Tools
Elizabeth Glass and Michele Melady Acting Manager Planning amp Developmentprovided a presentation on status and performance management reporting tools
16-007 Committee DecisionIrsquofo red by K CauinciThat the Strategic Plan Perbrmance Measurement Committee1 considers the summary of Toronto Public Library s strategic priority
alignment witi key City strategiesbr information (Attachment 1)2 considers the template that will he used for the semimdashannual status report
on Strategic Plan activitiesbr 2016br presentation to the Library Boardin June fbr inbnnation Attacunent 2)
3 considers the Divi Strategic Plan Dashboard to provide recommendationson the brmat so that staff cciii make revisions and populate the templatewith nwasuucs br the next Steering Committee Meeting (Attachment 3)
Carried as amended
APPROVED MINUTES Page 3
Toronto Public library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 1 Tuesday May 31 from 540 pm to 725 pmToronto Reference Library Board Room 789 Yonge Street Toronto
MotionsSee the followingMoved by R CarinciThat the Strategic Plan Performance Measures Committee1 considers the summary of Toronto Public Libraryrsquos swategic priority
alignment with key City strategies for information (Attachment 1)2 endorses (lie template that will be usedfor the semi-annual status report
on Strategic Plan activities for 2Ol6for presentation to the Library Boardin June for information (Attachment 2)
3 considers the Draft Strategic Plan Dashboard to pro viderecommendations on the format so that staffcan make revtcions andpopulate the template with measures for the next Steering ConmitteeMeeting (Attachment 3)
Amended
Moved in amendment by S Graham-NutterThat the Motion moved by R Carbici be amended to change the word endorsesrdquoin Recommendation 2 to the word considers so that it reads asjoacutellows1 considers the template that will be usedJar the semi-annual status report
on Strategic Plan activitiesfor 2016for presentation to the Library Boardin June for information (Attachment 2)
Carried
SPPM Adjournment16-008 Moved by pound Graham-Nutter
That the Strategic Plan Perjagravermance Measures Committee1 adjourns the May 31 2016 Strategic Plan Performance Measures
Committee meetingCarried
The meeting ended at 725 pm c)r -
Signed ( I lsquoI 7lt--
TORONTOPUB LIC
LIBRARYAPPROVED MINUTES Page 1
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 2 Wednesday July 13 2016 from 530 pm to 635 pmToronto Reference Library Board Room 789 Yonge Street Toronto
Members PresentMs Dianne LeBreton (Chair)Ms Lindsay CofleyMs Sue Graham-NutterMs Archana Shah
RegretsMr Ron Carinci
SPPM Call to Order16-010 Dianne LeBreton called the meeting to order at 530 pm
SPPM Declarations of Conflict of Interest16-011 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda16-012 Moved byL colley
That the Strategic Plan Petformance Measures Committee1 approves the agenda
Carried
SPPM Confirmation of IrsquoIay 31 2016 Strategic Plan Performance Measures Committee16-0 13 Meeting Minutes
Moved by L ColleyThat the Strategic Plan PerJbrmance Measures Committee1 confirms the Minutes of the May 31 2016 Strategic Plan Performance
Measures CommitteeCarried
APPROVED MENUTES Page 2
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteelNrsquoIeeting No 2 Wednesday July 13 from 530 pm to 635 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Business Arising from the Minutes16-014 There were no Business Arisingfrom the Mintues items at the July 13 2016
Strategic Plan Performance Measures Committee meeting
SPPM Communications16-015 There were no Communications items at the July 13 2016 Strategic Plan
Performance Measures Committee meeting
SPPM Presentations16-016 There were no public presentations at the July 13 2016 Strategic Plan
Performance Measures Committee meeting
Itemfor ApprovalSPPM Strategic Plan 2016-2019 Status and Performance Management Reporting Tools16-0 17 Elizabeth Glass Director Policy Planning amp Performance Management and
Linda Hazzan Director Communications Progranuning amp CustomerEngagement provided a presentation on status and performance managementreporting tools
Moved byA ShahThat the Strategic Plan Performance Measurement Committee1 considers the attached presentation materials and2 directs staffto further develop the balanced score card key performance
indicators and the Strategic Plan dashboard and indicatorsfor a StrategicPlan Performance Measures Steering committee meeting in September
CarriedSPPM Adjournment16-018 iWoved by S Graham-Nutter
That the Strategic Plan Performance ArsquoJeasures Committee1 adjourns the July 13 2016 Strategic Plan Performance Measures
Committee meeting
Carried
The meeting ended at 635 pm-
Signed lsquoiV i f
TORONTOPUB LIC
LIBRARYAPPROVED MINUTES Page 1
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 3 Tuesday September 20 2016 from 530 pm to 630 pmToronto Reference Library Board Room 789 Yonge Street Toronto
Members PresentMs Dianne LeBreton (Chair)ML Ron CadnciMs Lindsay ColleyMs Archana ShahMs Sue Graham-Nutter
Regrets
SPPM Call to Order16-019 Dianne LeBreton called the meeting to order at 530 pm
SPPM Declarations of Conflict of Interest16-020 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda16-021 Moved by L Colley
That the Strategic Plan Performance Measures Committee1 approves the agenda
Carried
SPPM Confirmation of July 13 2016 Strategic Plan Performance Measures Committee16-022 Meeting Minutes
Moved by L ColleyThat the Strategic Plan Peiformance Measures Committee1 confirms the Minutes of the fitly 13 2016 Strategic Plan Performance
Measures Committee
Carried
APPROVED MINUTES Page 2
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 3 Tuesday September 20 2016 from 530 pm to 630 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Business Arising from the Minutes16-023 There were no Business Arisingfrom (lie Minutes items at the September 20 2016
Strategic Plan Performance Measures Committee meeting
SPPM Communications16-024 There were no Communications items at the September 20 2016 Strategic Plan
Performance Measures Committee meeting
SPPM Presentations16-025 There were no public presentations at the September 20 2016 Strategic Plan
Performance Measures Committee meeting
Itemfor ApprovalSPPM Strategic Plan 2016-2019 Accountability Framework and Reporting Tools16-026 Elizabeth Glass Director Policy Planr1ing amp Performance Management
provided a presentation on accountability framework and reporting tools
Moved by S Graham-NurterThat the Strategic Plan Performance Afeasurement Committee1 considers the approach ofusing logic models and a balanced scorecard as
the strategic plan accountabilityframework and a dashboard to visuallyrepresent the progress and achievement as outlined in the flowchart(Attachment 1k
2 endorses the logic model examples that will be used as templates fordeveloping a logic model for each strategic priority (Attachments 2 and3k
3 endorses the balanced scorecard and recommended key performanceindicatorsJbr the Boardrsquos monitoring and assessment ofthe strategicplan lsquo5 progress (Attachment 1)
Deferred
The Committee deferred consideration of the recommendations in the StrategicPlan 2016-2019 Accountability Framework and Reporting Tools report until thenext meeting of the Committee
APPROVED MINUTES Page 3
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 3 Tuesday September 20 from 530 pm to 630 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Adjournment16-027 Moved by L Colley
That the Strategic Plan Performance Measures Committee1 adjourns the September 20 20J6 Strategic Plan Performance Measures
Conunittee meetingCarried
The meeting ended at 630 pm - - - I
Signed (V UrsquoL
MINUTES Page 1
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
13b
Members Present
Mr Ron Carinci
Ms Lindsay Colley
Ms Archana Shah
Ms Sue Graham-Nutter
Regrets
Ms Dianne LeBreton (Chair)
SPPM Call to Order
16-028 Vickery Bowles called the meeting to order at 530 pm Ms Bowles advised that
Dianne LeBreton committee chair was unexpectedly unable to attend the
meeting An election of an acting chair was required
SPPM Declarations of Conflict of Interest 16-029 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda 16-030 Moved by R Carinci
That the Strategic Plan Performance Measures Committee approves the agenda
as revised to
1 elect an Acting Chair for the November 7 2016 meeting in the absence of
the Committee Chair
Carried
MINUTES Page 2
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Election of Acting Chair
16-031 Vickery Bowles called for nominations for the Acting Chair of the Strategic Plan
Performance Measures Steering Committee
Moved by R Carinci
That
1 Sue Graham-Nutter be nominated for Acting Chair
Carried
Sue Graham-Nutter agreed to stand for election
There being no further nominations it was
Moved by R Carinci
That the Strategic Plan Performance Measures Committee
1 closes nominations
Carried
Vickery Bowles declared Sue Graham-Nutter duly elected Acting Chair of the
Strategic Plan Performance Measures Committee by acclamation
Sue Graham-Nutter assumed the Chair
SPPM Confirmation of September 20 2016 Strategic Plan Performance Measures
16-032 Committee Meeting Minutes Moved by R Carinci
That the Strategic Plan Performance Measures Committee
1 confirms the Minutes of the September 20 2016 Strategic Plan
Performance Measures Committee
Carried
SPPM Business Arising from the Minutes
16-033 There were no Business Arising from the Minutes items at the November 7 2016
Strategic Plan Performance Measures Committee meeting
SPPM Communications
16-034 There were no Communications items at the November 7 2016 Strategic Plan
Performance Measures Committee meeting
MINUTES Page 3
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Presentations
16-035 There were no public presentations at the November 7 2016 Strategic Plan
Performance Measures Committee meeting
Item for Approval
SPPM Strategic Plan 2016-2019 Accountability Framework Reporting Tools and Key
16-036 Performance Indicators
Elizabeth Glass Director Policy Planning amp Performance Management
responded to questions from committee members
Moved by L Colley
That the Strategic Plan Performance Measurement Committee
1 endorses the Strategic Plan accountability framework as outlined in the
flowchart (Attachment 1)
2 endorses the logic model examples that will be used as templates for
developing a logic model for each strategic priority (Attachments 2
and 3)
3 endorses the balanced scorecard and recommended key performance
indicators for the Boardrsquos monitoring and assessment of the Strategic
Planrsquos progress (Attachment 4)
Carried
Staff were directed to provide Board members with an overview of the
accountability framework for the Strategic Plan with the tools KPIs and the
reporting timelines
SPPM Adjournment
16-037 Moved by L Colley
That the Strategic Plan Performance Measures Committee
1 adjourns the November 7 2016 Strategic Plan Performance Measures
Committee meeting
Carried
The meeting ended at 600 pm
Signed
Strategic Plan 2016-2019 Accountability Framework 1
STAFF REPORT ACTION REQUIRED
Strategic Plan 2016-2019 Accountability Framework
Date November 21 2016
To Toronto Public Library Board
From Strategic Plan Performance Measures Committee
SUMMARY
The purpose of this report is to recommend the approval of the Strategic Plan 2016-2019
Accountability Framework to the Toronto Public Library Board
A Strategic Plan Performance Measures Committee was established on April 25 2016 to
provide advice and recommendations to the Board for strengthening the Boardsrsquo
monitoring and assessment of the strategic planrsquos implementation for compliance and
progress
The Committee met four times from May to November 2016 to receive and inform the
development of the Strategic Plan 2016-2019 Accountability Framework which contains
three main tools a balanced scorecard with key performance indicators a dashboard to
visually present the results and a logic model to show the alignment between the strategic
priorities key activities over four years and the expected outcomes and impact
At its November 7 2016 meeting the Committee endorsed the Accountability Framework
and concluded its work
RECOMMENDATIONS
The Strategic Plan Performance Measures Committee recommends that the Toronto
Public Library Board
1 approves the Strategic Plan 2016-2019 Accountability Framework
FINANCIAL IMPACT
There is no financial impact beyond what has already been approved in the current yearrsquos
budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
13c
Strategic Plan 2016-2019 Accountability Framework 2
DECISION HISTORY
At its April 25 2016 meeting the Library Board received the following report Strategic
Plan Performance Measures Committee Terms of Reference and approved the Terms of
Reference for the Strategic Plan Performance Measures Committee as outlined in
Attachment 1
httpwwwtorontopubliclibrarycacontentabout-the-
librarypdfsboardmeetings2016apr2512-performance-measures-committee-terms-of-
referencepdf
httpwwwtorontopubliclibrarycacontentabout-the-
librarypdfsboardmeetings2016apr2512-performance-measures-committee-terms-of-
reference-att-1pdf
At its May 31 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Status and Performance
Management Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-may-31jsp
At its July 13 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Status and Performance
Management Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-jul-13jsp
At its September 20 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Accountability
Framework and Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-sep-20jsp
At its November 7 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Accountability
Framework Reporting Tools amp key Performance Indicators
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-nov-07jsp
ISSUE BACKGROUND
The Strategic Plan Performance Measures Committee was established on April 25 2016 to
provide advice and recommendations to the Library Board for strengthening the Boardrsquos
monitoring and assessment of the strategic planrsquos implementation for compliance and
progress
During the development of the Accountability Framework and the reporting tools the
Committee met four times from May to November 2016 to receive information and provide
advice At its November 7 2016 meeting the Committee endorsed the Framework and
concluded its work
Strategic Plan 2016-2019 Accountability Framework 3
COMMENTS
There are three broad outcomes for the Strategic Plan 2016-2019 based on input gathered
from Toronto residents during the strategic plan consultation process
Expanding Access
Increasing Opportunity
Building Connections
Six strategic priorities were established to advance the broad outcomes
Advancing TPLrsquos digital platforms
Breaking down barriers to access driving inclusion
Expanding access to technology and training
Establishing TPL as Torontorsquos centre for continuous and self-directed learning
Creating community connections through cultural experiences
Transforming for 21st century service excellence
The purpose of the Accountability Framework is to guide the development monitoring and
reporting of the annual work plan for each of the four years from 2016 to 2019 and the
overall achievements of the Strategic Plan over four years It serves as
a reporting structure for the Board to monitor the progress of the strategic plan and
provide guidance
a public facing reporting tool to demonstrate openness and accountability
an internal tool to advance shared understanding of the strategic priorities and guide the
work of staff
The Accountability Framework is composed of three main tools
1 Balanced Scorecard with key performance indicators (Attachment 1 amp Attachment 2)
The overall achievements of the strategic plan will be reported using a balanced
scorecard approach with key performance indicators established under four
perspectives Customer Operational Learning amp Growth and Financial Work plan
achievements will be reported to the Board in a semi-annual status report
2 Dashboard (Attachment 3)
A dashboard format will be used to visually present the strategic plan achievements
as measured against the key performance indicators and targets This will be reported
to the Board annually
3 Logic Models
A logic model (Attachment 4) is developed to align the six strategic priorities with
key activities the broad outcomes and the contribution to the success of City of
Torontorsquos key strategies over four years
Logic models will also be developed for each strategic priority with appropriate key
activities and outcomes to guide the development of annual work plans strategic
Strategic Plan 2016-2019 Accountability Framework 4
partnerships and funding priorities Attachment 5 shows an example of a logic model
for Strategic Priority 2 Breaking down barriers to access driving inclusion
The flowchart in Attachment 6 illustrates the relationship of the three tools The key activity
of Expanding Access to branches and community service points under Priority 2 is provided
as an example
CONTACT
Elizabeth Glass Director Policy Planning amp Performance Management
Tel 416-395-5602 E-mail eglasstorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Balanced Scorecard with Key Performance Indicators
Attachment 2 List of Strategic Plan 2016-2019 Key Performance Indicators
Attachment 3 Dashboard example
Attachment 4 Strategic Plan 2016-2019 Logic Model
Attachment 5 Strategic Plan 2016-2019 Priority 2 Logic Model
Attachment 6 Strategic Plan 2016-2019 Accountability Framework Flowchart
Strategic Plan 2016 mdash 2019 Balanced Scorecard Attachment 1
Key Performance Indicators
Total number of active members
bull Total use per capita
bull Visits per capita
bull Virtual visits per capita
bull In-branch technology utilization rate internet access workstationper 100000 population wireless connections per capita
bull Utilization rate (program capacity) learning programs(ESL + Literacy + User Ed + lifelong learning)
bull Utilization rate of technology training programs
bull Utilization rate of cultural programs
bull ft of branches providing regular after-schoolprogramming from September to June
bull User satisfaction overall
bull User satisfaction in-branch technology(computers software wifi)
Users satisfaction knowledge andhelpfulness of staff
Key Performance Indicators
bull Total Open Hours
bull ft of Sunday branches (September to June)
bull ft of NIA Sunday branches (September to June)
bull ft of Sunday branches (Year-round)
ft of NIA Sunday branches (Year-round)
Turnover rate of circulating items
of special collections that are digitized
KKey Performance Indicators
bull Logic Models and evaluation frameworksdeveloped for strategic priorities
bull Spending in staff development (Total Averageper staff)
bull staff who report they have the skills andtraining to meet service delivery outcomes
bull of staff who report high levels ofengagement
Key Performance Indicators
bull Cost per use
Operating Expenditures
Operating expenditures per capita
Operating expenditures for electronic materials
Operating expenditures for digital technology
bull Total funding
bull Total funding per capita
bull Total funding from TPL Foundation
Page 1 of 1
Strategic Plan 2016-2019 Balanced Scorecard Key Performance Indicators
Customer Perspective Operational Perspective Learning amp Growth Perspective Financial Perspective
Total number of active members
Total use per capita o Visits per capita
Virtual visits per capita
In-branch technology utilization rate internet access workstation per 100000 population wireless connections per capita
Utilization rate (program capacity) learning programs (ESL + Literacy + User Ed + lifelong learning)
Utilization rate of technology training programs
Utilization rate of cultural programs
of branches providing regular after-school programming from September to June
User satisfaction overall
User satisfaction in-branch technology (computers software wifi)
Users satisfaction knowledge and helpfulness of staff
Total Open Hours o of Sunday branches
(September to June) o of NIA Sunday branches
(September to June) o of Sunday branches
(Year-round) o of NIA Sunday branches
(Year-round)
Turnover rate of circulating items
of special collections that are digitized
Logic Models and evaluation frameworks developed for strategic priorities
Spending in staff development (Total Average per staff)
staff who report they have the skills and training to meet service delivery outcomes
of staff who report high levels of engagement
Cost per use
Operating Expenditures o Operating expenditures per
capita
Operating expenditures for electronic materials
Operating expenditures for digital technology
Total funding o Total funding per capita o Total funding from TPL
Foundation
Attachment 2
Attachment 3
Strategic Plan 2016-2019 Dashboard
Key Performance Indicators
Example Open Hours
2016 Activities that will move the dial Status
Sunday service expanded to create year-round service at 6 District and 2 R amp R branches and added to 6 neighbourhood branches to provide seasonal Sunday service
Measure Baseline (2015) Current (Dec 2016) Target (2019) change
Total open hours 269672 hours 274397 hours 281878 hours + 45
Attachment 4
Toronto Public Library Strategic Plan 2016-2019 Logic Model
Torontonians are aware of library services to
address immediate needs
Create and implement Digital Strategy to develop online services
Torontonians have access to reading and
learning materials in a wide range of formats
and levels to support the joy of reading and
lifelong learning
TPL has resources and well-trained staff to
deliver strategic outcomes
Torontonians are connected through cultural
and leisure experiences and opportunites
TPL provides exceptional services and
experience at customers every point of need
TPL increased partnership and funding
opportunities with City of Toronto community
organizations and funding partners
Torontonians have improved access to
technology and staff assistance to develop
technology skills
Torontonians have expanded access to
emerging technology innovation spaces and
programs
Torontonians have new experiential
collaborative and e-learning opporunities to
support education employment and multiple
literacies
Use technology to drive improvements in business processes and
efficiency eg cloud analytics
Torontonians have equitable
support to learning and training
and gain the knowledge multiple
literacy skills and networks to
enrich their education work life and
leisure experiences
Torontonians have access to
programs and activities to support
and enhance diverse cultural
experiences and library collections
that reflect their cultural ineterests
and needs
Support readers of all ages and interests with diverse collections
readers advisory and a wide range of literary and cultural programs
Toronto children and youth have additional safe
after school social and learning environments
and programs
Priorities Key Activities
Mission Toronto Public Library provides free and equitable access to services which meet the changing needs of Torontonians The Library preserves and promotes universal
access to a broad range of human knowledge experience information and ideas in a welcoming and supportive environment
Establishing TPL as Torontos
centre for continuous and self-
dlirected learning
Impact
Expanding access to technology
and training
Advancing TPLs digital platforms
Breaking down barriers to access
driving inclusion
Expand high quality out-of-school-time programs for children and youth
Increase awareness and engagement across library channels
Allocate additional resources to sustain current and emerging
technology
Provide access to current and emerging technology and training in
library branches and community locations
Identify and remove policy barriers to online and in-person servicesToronto Public Library is a
community asset that builds
community capacity and improves
Torontonians well-being
Toronto Public Library contributes to the success of
Toronto Strong Neighbourhood Strategy 2020
Actions for strong Neighbourhoods
under five domains
Physical surroundings
Economic opportunities
Healthy lives
Social development and
Participation in civic decision-making
Toronto Public Library is a key partner in
City of Torontos Poverty Reduction Strategy
in addressing the issues of
service access and availability
Toronto Public Library supports the positive
outcomes of City of Torontos strategies for targeted
population including
Raising the Village Measuring the Well-being
of Children and Families in Toronto
Toronto Youth Equity Strategy
Toronto Newcomer Strategy
Toronto Seniors Strategy
Expand access to branches and community service points
Develop new resources programs and partnerships to deliver eLearning
programs
Provide in-branch resources space and technology to support
experiential learning
Provide resources and programs to support civic engagement
community events and discussion of social issues
Transforming for 21st century
service excellence Dedicate staff resources and training to provide expertise in key
strategic areas eg technology and literacy
Torontonians are empowered and supported in
their partcipation in civic lifeCreating community connections
through cultural experiences
Create diverse and inclusive cultural programs and experiences in
branch and online spaces
Curate and digitize special collections to reflect Torontos diverse
history culture and heritage
Develop organizational structure and culture to support innovation and
customer service excellence
ACCESS
OPPORTUNITY
CONNECTIONS
Outcomes
Torontonians have easy convienient online
access to library collections and services
Torontonians have convenient and local access
to neighbourhood spaces and services
Attachment 5
Expand online services
Develop self-serve Library Kiosks
Increased program offerings
After hours access implemented
Increased online service options
Increased self-service options
CONNECTIONS
Understand City demographics
demands and use of a full range of
library services
Develop after-hours access at branches
2 Breaking down
barriers to access
driving inclusion
Toronto Public Library contributes to the success of
City of Torontos key strategies including
Toronto Strong Neighbourhood Strategy 2020
bull Targeting appropriate resources to
respond to neighbourhood needs
Toronto Poverty Reduction Strategy
bull Address immediate needs
bull Create pathways to prosperity
bull Increase service access and availability
ACCESS
OPPORTUNITYLibrary membership options reflect
users online and branch access
needs
Provide access to current
and emerging technology
and training in library
branches and community
locations
Increase awareness and
engagement across library
channels
Sunday service expanded in target
branches
Identify and remove policy
barriers to online and in-
person services
Expand access to branches
and community service
points
Number of blocked library cards
reduced in target populations
Toronto Public Library Strategic Plan 2016-2019 Logic Model
Priority Impact
Mission Toronto Public Library provides free and equitable access to services which meet the changing needs of Torontonians The Library preserves and promotes universal access to a broad
range of human knowledge experience information and ideas in a welcoming and supportive environment
OutcomeKey Activities
Toronto Youth Equity Strategy
bull Service gaps
bull Service relevance amp accessibility
Toronto Newcomer Strategy
bull Improving access to municipal supports
bull Supporting civic engagement and
community capacity
Develop marketing strategy and conduct
publicity campaigns
Toronto Seniors Strategy
bull Equity
bull Inclusion
bull Respect
bull Quality of life
Expand access to library service in
community locations
Toronto Public Library is a
community asset that builds
community capacity and improves
Torontonians
well-being
Torontonians have equitable
support to learning and training
and gain the knowledge multiple
literacy skills and networks to
enrich their education work life
and leisure experiences
Torontonians have access to
programs and activities to support
and enhance diverse cultural
experiences and library
collections that reflect their
cultural ineterests and needsIncreased circulation of library
materials
Identify and remove policy barriers to
online and in-person services
Raising the Village Measuring the
Well-being of Children and Families in Toronto
bull Families have equitable access to
learning and training and are active in
their childrenrsquos education
bull Families belong to communities and
have the freedom to express and
opportunities to foster their culture and
identity
Torontonians are aware of library
services to address immediate needs
Conduct outreach and customer
engagement programs
Expand branch hours with additional
programs
Torontonians have easy
convienient online access to library
collections and services
Torontonians have convenient and
local access to neighbourhood
spaces and services
Attachment 6
Accountability Framework
Example
Priority Key Activity Short Term Medium Term Impact
Breaking down barriers to access
driving inclusion
Expand access to branches and
community service points
Torontonians have convenient and
local access to neighbourhood spaces
and services
Toronto Public Library is a community
asset that builds community capacity
and improves Torontonians well-being
Toronto Poverty Reduction Strategy
Increase service access and availability
Example
Customer Perspective Operational Perspective Learning amp Growth Perspective Financial Perspective
Utilization rate Service hours added Staff training Cost per use
Example
Is a visual representation of progress towards four years targets for KPIs to achieve strategic outcomes
with a baseline benchmark and annual target
Dashboard
Monitors the progress of the strategic plan across four perspectives and indentifies KPIs to measure progress towards outcomes
Links planned activities to expected outcomes
Toronto Public Library Strategic Plan 2016-2019
Implementation Compliance and Progress
Logic Model
Balanced Scorecard
Outcomes
Strategic Plan 2016-2019
Accountability Framework
November 21 2016
Toronto Public Library Board Meeting
1
Accountability Framework
Strategic Plan Performance Measures Committee
to provide advice and recommendations to the Board for
strengthening the Boardrsquos monitoring and assessment of the
strategic planrsquos implementation for compliance and progress
2
Accountability Framework
Strategic Plan Performance Measures Committee
bull Met four times from May to November 2016
bull Endorsed Accountability Framework at November 7 2016
meeting
bull Concluded its work
3
Accountability Framework
Purpose of framework
bull To guide the development monitoring and reporting of
The Annual work plan for each year from 2016-2019
The overall achievements of the Strategic Plan over four
years
4
Accountability Framework
bull A reporting structure for the Board to monitor the
progress of the strategic plan and provide guidance
bull Public facing reporting tool to demonstrate openness
and accountability
bull An internal tool for staff
5
Accountability Framework
Strategic Plan 2016-2019
bull Three broad outcomes
Access
Opportunity
Connections
And six strategic priorities
6
Accountability Framework
Strategic Plan 2016-2019
bull Six Strategic Priorities
Advancing TPLrsquos digital Platforms
Breaking down barriers to access driving inclusion
Expanding access to technology and training
Establishing TPL as Torontorsquos centre for continuous and
self-directed learning
Creating community connections through cultural
experiences
Transforming for 21st century service excellence
7
Accountability Framework
Three main tools
bull Balanced Scorecard with Key Performance
Indicators (KPIs)
bull Dashboard for visual presentation
bull Logic Models
8
Accountability Framework
Balanced Scorecard
bull A performance measurement tool developed at the
Harvard Business School
bull Provides a framework to monitor organization
performance from four perspectives the customerrsquos
perspective an internal business perspective an
innovation and learning perspective and the
financial perspective
Balance scorecard Encyclopedia of Business Gale 2000
9
10
Strategic Plan 2016 ndash 2019 Balanced Scorecard
11
Strategic Plan 2016 ndash 2019 Balanced Scorecard
Accountability Framework
Reporting timeline
bull Annual work plan achievements will be reported
to the Board in a semi-annual status report in
June and year end
bull Overall achievements of the strategic plan will be
reported annually to the Board (eg first quarter
of 2017 for 2016) using a balanced scorecard and
presented visually using a dashboard
12
Accountability Framework
13
Accountability Framework
Logic Model
bull A logic model is a systematic and visual way to present the
relationships among the resources to operate a program the
planned activities and the changes or results you hope to
achieve
14
WK Kellogg Foundation Logic Model Development Guide 2004
Accountability Framework
Logic Models
bull A Strategic Plan 2016-2019 aligns 6 strategic priorities
with
Key activities
3 broad strategic outcomes
City of Torontorsquos key strategies
bull Plus a logic model for each of the 6 strategic priorities
15
16
Strategic Plan 2016-2019 Logic Model
17
Strategic Plan 2016-2019 Priority 2 Logic Model
18
Accountability Framework
Questions amp Discussion
19
20
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 1
STAFF REPORT ACTION REQUIRED
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report proposes revised meeting dates for the December 2016 and January 2017
meetings for Toronto Public Library Board approval
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves rescheduling the December 8 2016 Toronto Public Library Board meeting
to December 12 2016 and
2 approves rescheduling the January 23 2017 Toronto Public Library Board meeting to
January 30 2017
FINANCIAL IMPACT
There is no financial impact arising from this report
The Director Finance and Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
At the January 25 2016 meeting the Board approved the schedule for meetings in 2016
including December 8 2016
At the October 24 2016 meeting the Board was provided with the proposed schedule for
meetings in 2017 including January 23 2017 for approval at the January 2017 meeting
14
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 2
COMMENTS
Library staff have recently reviewed the Cityrsquos updated budget schedule The Library Board
meeting in December is not well aligned with the Cityrsquos schedule A later December date
would provide the Board with more opportunity to be informed and kept up-to-date on the
2017 budget as well as to participate in the process As a result the rescheduling of the
December 8 2016 meeting to Monday December 12 is being recommended Board
members were canvassed and quorum is attainable for a meeting on December 12 2016
As the same scenario is also a possibility for the proposed January 23 2017 meeting it is
recommended that the date be changed to January 30 2017
Key dates for the 2017 budget process are shown below
2017 Budget Timetable
Date Political Review TPL Board
2016
Nov 21 Board meeting
Dec 2 Budget Committee launch
Dec 12 (from 8) Board meeting
Dec 161920 (21) Budget Committee presentations
2017
Jan 5 910 Budget Committee public deputations
Jan 12 Budget Committee wrap-up
Jan 24 Budget Committee final
Jan 30 (from 23) Board meeting
Feb 7 Executive Committee
Feb 15 16 (17) Council approval
Feb 21 Board meeting
CONTACT
Nancy Marshall Library Board Officer City Librarianrsquos Office
Tel 416-393-7215 E-mail nmarshalltorontopubliclibraryca
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 3
SIGNATURE
______________________________
Vickery Bowles
City Librarian
Holiday Closures 2017 and January 2018 1
STAFF REPORT ACTION REQUIRED
Holiday Closures 2017 and January 2018
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The purpose of this report is to recommend and receive Toronto Public Library Board
approval for the schedule of holiday closures for 2017 and January 2018
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves the schedule of holiday closures for 2017 and January 2018 as provided
in Attachment 1
FINANCIAL IMPACT
There is no financial impact to the 2017 operating budget arising from the
recommendation in this report The recommended closures are included in the proposed
2017 operating budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
Where Library Board approval is required to establish holiday closures the matter comes
before the Board in the preceding year to ensure adequate notice to the public and staff
COMMENTS
At its meeting on October 26 2015 the Library Board approved the Library closure for
New Yearrsquos Day 2017 on Monday January 2 2017
15
Holiday Closures 2017 and January 2018 2
The Library is open for regular service on Remembrance Day Saturday November 11
2017
The Library will be closed on Monday December 25 2017 for Christmas Day and
Tuesday December 26 2017 for Boxing Day
In 2018 New Yearrsquos Day falls on a Monday and the Library will be closed
All full-time employees whose scheduled day off falls on a holiday closure are
compensated with a day in lieu to be taken at another agreed upon time
It is the practice of the Library to close on the Sundays adjacent to public holidays with
the exception of Family Day
The schedule of holiday closures for 2017 and January 2018 is provided in Attachment 1
CONTACT
Dan Keon Director Human Resources Tel 416-395-5850
E-mail dkeontorontopubliclibraryca
SIGNATURE
_____________________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Holiday Closures 2017 and January 2018
Toronto Public Library Holiday Closures 2017 and January 2018
Sunday January 1 2017 New Yearrsquos Day Closed
Monday January 2 2017 For New Yearrsquos Day Closed
Monday February 20 2017 Family Day Closed
Friday April 14 2017 Good Friday Closed
Sunday April 16 2017 Easter Sunday Closed
Monday April 17 2017 Easter Monday Closed
Monday May 22 2017 Victoria Day Closed
Saturday July 1 2017 Canada Day Closed
Monday August 7 2017 Civic Holiday (Simcoe Day) Closed
Monday September 4 2017 Labour Day Closed
Monday October 9 2017 Thanksgiving Day Closed
Sunday December 24 2017 Christmas Eve Closed
Monday December 25 2017 Christmas Day Closed
Tuesday December 26 2017 Boxing Day Closed
Sunday December 31 2017 New Yearrsquos Eve Closed
Monday January 1 2018 New Yearrsquos Day Closed
New Yearrsquos Day 2017 closure approved by the Library Board on October 26 2015
Attachment 1
Audit Plan for the Year Ending December 31 2016 1
STAFF REPORT INFORMATION ONLY
Audit Plan for the Year Ending December 31 2016
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The attached report from PricewaterhouseCoopers the external auditors summarizes the
planning for their audit of the 2016 financial statements for the Toronto Public Library
Board
FINANCIAL IMPACT
The proposed audit fee of $25000 inclusive of expenses and exclusive of Harmonized
Sales Tax (2015 ndash $25000) is included in the 2016 operating budget It is important to
note that the audit fee does not include extra audit work that may be required due to
scope changes and PricewaterhouseCoopers will advise management as soon as possible
if this were to happen
This is the second year of a five-year audit contract that the City has negotiated The fee
will remain unchanged for the duration of the contract
ISSUE BACKGROUND
Under Section 139 of the City of Toronto Act 2006 the City is required to appoint an
auditor licensed under the Public Accounting Act 2004 who is responsible for annually
auditing the accounts and transactions of the City and its local boards and expressing an
opinion on the financial statements of these entities based on the audit
Council at its March 2015 meeting approved the recommendation of the Audit
Committee to appoint PricewaterhouseCoopers as the external auditor for the City and
Library The contract with PricewaterhouseCoopers is for five years ending with the
audit of the December 31 2019 financial statements
As part of the annual audit PricewaterhouseCoopers provides an Audit Plan report to the
Toronto Public Library Board The auditors will conduct their audit of the 2016 financial
statements pursuant to this plan
17
Audit Plan for the Year Ending December 31 2016 2
COMMENTS
Attached is PricewaterhouseCoopersrsquo Audit Plan for the Library which summarizes their
view on audit risks the nature extent and timing of the audit work and the terms of
engagement
On completion of the audit PricewaterhouseCoopers will issue the Audited Financial
Statements and a Year-End Report to the Board that will provide key matters for
discussion significant audit accounting and financial reporting matters summary of
unadjusted and adjusted items other required communications internal control
recommendations and a confirmation of auditor independence
Work on the interim audit was completed in October 2016 and the year-end audit is
expected to be completed by March 2016
CONTACT
Larry Hughsam Director Finance amp Treasurer Tel 416-397-5946
E-mail lhughsamtorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Board ndash Audit Plan for the year ending
December 31 2016
wwwpwccomca
Audit planfor the yearendingDecember31 2016
Toronto PublicLibrary Board
pwc
pwc
October 28 2016
Members of the BoardToronto Public Library Board
Dear Members of the Board
We are pleased to present an overview of our audit plan for the 2016 audit of the financial statementsof Toronto Public Library Board (the Library) prepared in accordance with Canadian Public SectorAccounting Standards (PSAS) (referred to as the ldquofinancial statementsrdquo from now on)
This overview includes our view on audit risks and the nature extent and timing of our audit work
We value your feedback and if you have any questions about the identified risks and our audit approachplease do not hesitate to contact the undersigned at (416) 228-1922
Yours very truly
Tern McUnnonPartnerRisk Assurance Services
cc Mr Larry Hughsam Director Finance and Treasurer
PricewatcrhouseCoopers UPnyC Tower i8 York Street Suite 2600 Toronto Ontario Canada M oB2T +1 416 8631133 F +1 416 365 8215 wwwpwccomca
lsquoPwt relera to Pdcewatethousetoopers LLP an Ontario limiled liabiLity paruiership
Toronto Public Library Board Audit plan for the year ending December 31 2016
Communications to the Board
Key mattersfor Commentsdiscussion
Client service team Tern McKinnon is your engagement leader and Julianne Cooke is your engagementmanager
Service deliverables We will audit the Libraryrsquos financial statements as of December 31 2016 and for theyear then ending prepared in accordance with PSAS
Our engagement letter which has been signed by the City of Toronto sets out theterms and conditions for our engagement as the independent auditor of the Libraryfor the above-mentioned year In addition our engagement letter outlines ourresponsibilities as the auditor and the responsibilities of management
Audit timeline We worked with management to develop this project timelinemdash Interim visit October 17-21 2016mdash Year-end visit March20 mdash March 31 2017mdash Clearance meeting with management To be confirmedmdash Deliveryfiling of financial statements To be confirmed
Audit approach Our audit approach is a mixture of tests of internal controls and substantive testingOur audit approach is designed to allow us to execute a quality and efficient auditWe do this byi gaining an understanding of the business by focusing on new developments
and key business issues affecting the Library as well as managementrsquosmonitoring of controls and business processes
ii identiring significant audit risks sharing our perspectives obtaining yourfeedback and ensuring our audit is tailored to these risks
iii using well-reasoned professional judgment especially in areas that aresubjective or require estimates and
iv leveraging reliance where possible on the Libraryrsquos internal controls andinformation technology and data systems
In the current year our planned work will include testing of key controls in thefollowing areasmdash Purchases payables and disbursementsmdash Payroll
All other areas will be subject to tests of detail
Significant risks are risks of material misstatement that we think need special auditconsideration We identified several significant audit risks and plan to address themas follows Please let us know if you agree that these are the most significant risksfrom your point of view and if you have any other areas of concern
PwC I
Toronto Public Library Board Audit plan for the year ending December 31 2016
Significant risk to Managementrsquos response and our audit approachdiscuss
Risk of management Accounting regulatory authorities require that the risk of material misstatement dueoverride of controls to management override of controls be considered a significant risk on every audit
engagement
This represents the risk that internal controls at the Library maybe circumvented toachieve desired financial results or gain inappropriate access to financial resources
In order to address this risk we will perform the followingbull All non-routine journal entries are reviewed and approved by the appropriate
level of managementbull We will review manual journal entries focusing on large and unusual entriesbull We will review accounting estimates for biases that could result in material
misstatementbull We will incorporate unpredictable procedures in the audit approach
Risk of fraud in revenue The risk of fraud in revenue recognition is a presumed significant risk underrecognition Canadian Auditing Standards We will assess this risk through the consideration of
the Libraryrsquos revenue recognition policies the incentivepressure to fraudulentlymisstate revenue and the potential opportunity
In order to address this risk we will perform the following
bull Update our understanding of managementrsquos processes and internal controlssurrounding revenue recognition
bull Obtain confirmations from the City of Toronto for subsidies received duringthe year
bull Test significant revenue streams through testing a sample of transactions tosupporting documents
Materiality Misstatements are considered to be material if they could reasonably be expected toinfluence the economic decisions of users of the financial statements We have set apreliminanrsquo materialihrsquo of S6i6oooo We will report unadjusted and adjusted itemsover S6i6ooo to the Board on completion of the audit
Fraud risk We discuss fraud risk annually with the Board Through our planning process (andprior yearsrsquo audits) we developed an understanding of your oversight processesincluding
Employee code of ethicsmdash Discussion at Board meetings and our attendance at those meetings or
reviewing minutes of meetingsmdash Presentations by management including business performance reviewsmdash Signing authorities
Are there any new processes or changes to the items above that we should be awareoP
We are not aware of any fraud Are you aware of instances of any actual suspected or
____________________________
alleged fraud affecting the Library
PwC 2
Toronto Public Ubrary Board Audit plan for the year ending December 31 2016
The matters raised In this and other reports that will flow from the audit are only those that have come to our attention arising from or relevant toour audit that we believe need to be brought to your attention They are not a comprehensive record of all the matters arising and in particularwe cannot be held responsible for reporting all risks in your business or all internal control weaknesses This report has been prepared solely foryour use It was not prepared or intended for any other purpose No other person or entity shall place any reliance upon the accuracy orcompleteness of statements made herein PwC does not assume responsibility to any third party and in no event shall PwC have any liabilityfor damages costs or losses suffered by reason of any reliance upon the contents of this report by any person or entity other than you
PwC 3
copy 2015 PricewaterhouseCoopers LLP an Ontario limited liability partnership All rights reserved
Board Resolutions ndash Status Report 1
STAFF REPORT INFORMATION ONLY
Board Resolutions ndash Status Report
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report lists the status of outstanding Toronto Public Library Board resolutions
BACKGROUND INFORMATION
At the April 2 2012 meeting the Toronto Public Library Board approved the inclusion of
Board Resolutions ndash 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 ndash Status Report ndash November 21 2016
18
1
STATUS REPORT
TORONTO PUBLIC LIBRARY BOARD RESOLUTIONS
AS AT NOVEMBER 21 2016
DATE OF
MEETING
MOTION
(Ref Minute )
STATUS
TARGET
DATE
Sep 8 2014 14-150 ndash Notice of Motion Funding and Timing of
PerthDupont Branch Relocation
5 requests that the local City Councillor consult
with the local community and make a
recommendation to the Board for a new name for
the relocated branch (which will no longer be
located at the corner of Perth and Dupont)
IN PROGRESS Staff to bring a recommendation to
the Board for a new name for the relocated branch to
the Board for approval
To be
determined
Feb 22 2016 16-040 ndash Naming Opportunity ndash Daniel Grafton
Hill III
2 requests staff to provide updates to the
Toronto Public Library Board on this
initiative at strategic intervals
IN PROGRESS This initiative is dependent on a
future branch capital project and consultation
process
To be
determined
Oct 24 2016 16-193 ndash Toronto Public Library Board ndash Self-
Evaluation
2 conducts a pilot self-evaluation during the
month of November 2016 and discusses the
results of the evaluation at the January 2017
meeting
IN PROGRESS A report is expected to be provided
at the January 2017 meeting
January 2017
meeting
Attachment 1
3
Why hasnrsquot the Library proposed reducing relevant third-language budgets by the same
amount demand has reduced then redirecting that money to other collections
Why does the Library propose spending tens of thousands of dollars per
language in permanent decline instead of spending that money on items people
actually want including third-language items that really get used
Collections policy really does contain a large dosage of whim I should know being the
largest single submitter of blue forms and whose yellow forms are simply
ignored (Boardmembers ldquoWhat are thoserdquo) being someone who knows there is
no policy at all for acquiring new magazine titles and getting rid of dud titles and
most of all being the person who has had to take the Toronto Public Library to
the Human Rights Tribunal of Ontario over its banning of a single author an
outrageous unprincipled action that is seriously popular in-house and which the
Library clearly intends to defend to the death at any cost in legal fees
Yet this is the same department you intend to authorize to waste money on third-
language materials that will never be used while also handing it another
482 grand
If you actually used the Library and if you actually read your own reports would you
leave these items in the proposed budget Again what happens if Sue-Ann Levy
finds out and documents these errors in a newspaper none of you really think
should be taken seriously in the first place
ndash 30 ndash
Ready for Reading WebsiteToronto Public Library
Peggy Thomas
Manager Childrenrsquos Services
Questions
Contact informationPeggy Thomaspthomastorontopubliclibraryca
2017 Interim Budget Estimates 1
STAFF REPORT ACTION REQUIRED
2017 Interim Budget Estimates
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The purpose of this report is to seek Toronto Public Library Board adoption of the 2017
interim operating and capital budget estimates in order to enable Toronto Public Library
(TPL) to carry out normal operations during the period between January 1 2017 and the date
on which Council approves the 2017 operating and capital budgets expected to be on
February 15 or 16 2017
The interim operating budget for TPL is $48647 million gross ($44249 million net) which
is based on 25 of TPLrsquos 2016 approved budget The interim capital budget is $5522
million gross ($3524 debt) which is based on 25 of the 2017 funding commitments for
previously approved capital projects
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 adopts the 2017 interim operating budget of $48647 million gross ($44249 million
net) subject to Council approval and
2 adopts the 2017 interim capital budget of $5522 million gross ($3524 million debt)
subject to Council approval
FINANCIAL IMPACT
The 2017 interim budget estimates will enable TPL to carry out normal operations during the
period between January 1 2017 and the date on which Council approves the 2017 operating
and capital budgets expected to be on February 15 or 16 2017 The 2017 interim operating
budget for TPL is $48647 million gross ($44249 million net) which represents 25 of
TPLrsquos 2016 approved operating budget
The interim capital budget is $5522 million gross ($3524 million debt) which represents
25 of the 2017 funding commitments for previously approved capital projects Any unspent
11
2017 Interim Budget Estimates 2
capital funds from 2016 will also be available during the interim period of 2017 The
combination of the 25 funding and 2016 unspent carry-forwards will be adequate to meet
TPLrsquos capital needs in the interim period
The budget percentage approvals are consistent with other City Agencies and Divisions
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
ALIGNMENT WITH STRATEGIC PLAN
The adoption of the 2017 interim budget estimates ensures the continuance of TPLrsquos business
until Council approves the 2017 operating and capital budgets
ISSUE BACKGROUND
In accordance with TPLrsquos Financial Control Policy prior to the approval of the annual
operating and capital budgets the Library Board needs to adopt the Council-approved
interim estimates to fund the continuance of the Libraryrsquos business from the first day of
January to the date the operating and capital budgets for that year are approved
COMMENTS
The 2017 interim budget estimates for the operating and capital budgets expected to be
approved by Council on December 13 2016 enable City Programs and Agencies to carry out
their operations until Council approves the 2017 operating and capital budgets expected on
February 15 or 16 2017
Expenditures made during the period beginning January 1 2017 to until the date Council
approves the 2017 operating and capital budgets must be restricted to normal operations
CONTACT
Larry Hughsam Director Finance amp Treasurer Tel 416-397-5946
E-mail lhughsamtorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
Runnymede Branch ndash Award of Tender 1
STAFF REPORT ACTION REQUIRED
Runnymede Branch ndash Award of Tender
Date November 21 2016
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 of Runnymede Branch as per
Toronto Public Libraryrsquos (TPLrsquos) drawings and specifications
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 awards the contract to the lowest bidder Brown Daniels Associates for the interior
renovation of the Runnymede Branch at a cost of $543147 which includes a
contingency of $49377 [excluding Harmonized Sales Tax (HST)]
FINANCIAL IMPACT
The total amount of $543147 which is made up of the tender amount of $493770 plus the
contingency of $49377 (excluding HST) is included as part of the Multi-Branch Renovation
State of Good Repair (SOGR) Project of the approved 2016 capital budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
ALIGNMENT WITH STRATEGIC PLAN
The interior renovation of the Runnymede Branch helps to achieve various strategic plan
priorities and goals including
increase access to in-branch services and spaces and new options to expand public and
community space
advance State of Good Repair projects to provide welcoming well-maintained and efficient
public space
create in-branch environments that connect neighbourhoods and communities offering
opportunities for partnerships civic engagement and resident participation
12
Runnymede Branch ndash Award of Tender 2
build capacity to deliver elearning and interactive distance learning services
offer broad access to experiential collaborative mentored and networking learning
opportunities in response to the different ways people learn and the unique needs of local
communities
offer access to new and emerging technologies to support innovation entrepreneurship and
creativity
COMMENTS
Runnymede is a 12034 sq ft neighbourhood branch In 2015 Runnymede was the third
busiest branch in the Toronto Public Library system in terms of visits and the busiest branch
in terms of holds pick-up The branch opened in 1928 and is listed on Toronto Historical
Boards Inventory of Heritage Properties It has undergone several renovations over the
years
A renovation and expansion of Runnymede Branch was completed and successfully opened
to the public in 2005 Eleven years have passed and library service has changed With
introduction of self-service and more collaborative work spaces the existing large service
desk is no longer required Moreover the high level of traffic creates congestion in the
branch The proposed renovation to the main floor of the library will resolve these issues In
addition to the installation of a new smaller service desk the renovation will involve a re-
design of the computer areas new flooring new window coverings and collections
merchandizing The second floor of the branch will be opened up to improve security
through increased visibility and allow for greater flexibility in the use of the public space
Architects for the project Building Arts Architects Inc was hired to provide architectural services for the Runnymede
Branch renovation project in April 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 of the most experienced and previously proved General
Contractors were pre-qualified and invited to bid on the project All eight (8) attended the
mandatory site meeting at Runnymede Branch on October 4 2016
Call for Tenders On September 30 2016 the Call for Tenders was issued to the eight pre-qualified bidders 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 The bid documents prepared by the Architects were
supplied to all prequalified bidders All bidders had to attend a mandatory information
meeting on October 4 2016 The bid documents comprised the following documents
List of Prequalified Bidders
Instruction to Bidders
Runnymede Branch ndash Award of Tender 3
Available Project Information
Stipulated Price Bid Form
Unit Prices Bid Form Supplement
Alternative Prices Bid Form Supplement
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 October 20 2016 TPL received tenders from seven of the pre-qualified General
Contractors The Architects and library staff analysed the three lowest bids to ensure that all
requirements of the bidding process were met as follows
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 amp
material bond)
o unconditional bid
o completed amp sealed stipulated price bid form
o acknowledges all addenda issued as part of the Call for Tenders
o completed amp dated unit prices bid form supplement
o completed amp dated alternative prices bid form supplement
o completed amp dated list of subcontractors bid form supplement
o confirmation of pre-qualified subcontractors where required
Award of tender recommendation For the recommended contract award to Brown Daniels Associates the following
requirements have been met
1 The bidder is in conformance with 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 successfully completed a number of Toronto Public Library
projects including Woodside Square Mimico and Ellesmere Branches North York Central
Library and the recent Beeton Hall renovation at the Toronto Reference Library The
references were checked by the architect and were satisfactory
Runnymede Branch ndash Award of Tender 4
CONTACT
Moe Hosseini-Ara Director Branch Operations and Customer Experience
Tel 416-397-5944 E-mail mhosstorontopubliclibraryca
Gail Rankin Senior Manager Facilities Management Tel 416-395-5881
E-mail grankintorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
13 aLIBRARYAPPROVED MINUTES Page I
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 1 Tuesday May 31 2016 from 540 pm to 725 pmToronto Reference Library Board Room 789 Yonge Street Toronto
Members PresentMr Ron CarinciMs Lindsay ColleyMs Dianne LeBretonMs Sue Graham-Nutter
RegretsMs Archana Shah
SPPM Call to Order16-001 Elizabeth Glass Director Policy Planning amp Performance Management and the
City Librarianrsquos desiwiate called the meeting to order at 540 pm
SPPM Election of Chair of the Strategic Plan Performance Measures Committee16-002 Elizabeth Glass called for nominations for the Chair of the Strategic Plan
Performance Measures Steering Committee
Moved by 1 CarinciThat1 Dianne LeBreton be nominated for chair
carriedDianne LeBreton agreed to stand for election
There being no further nominations it wasMoved by L ColleyThat the Strategic Plan Performance Measures Committee1 closes nominations
carried
Elizabeth Glass declared Diarme LeBreton duly elected Chair of the Strategic PlanPerformance Measures Committee by acclamation
Dianne LeBreton assumed the Chair
APPROVED MINUTES Page 2
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 1 Tuesday May 31 2016 from 540 pm to 725 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Declarations of Conflict of Interest16-003 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda16-004 Moved by R (lsquoarinci
That the Strategic Pla ii Perbnnance Measures Committee1 approves the agenda
Carried
SPPM Communications16-005 There were no Communications items at the May 31 2016 Strategic Plan
Performance Measures Committee meeting
SPPM Presentations16-006 There were no public presentations at the May 31 2016 Strategic Plan
Performance Measures Committee meeting
Item for ApprovalSPPM Strategic Plan 2016-20 19 Status and Performance Management Reporting Tools
Elizabeth Glass and Michele Melady Acting Manager Planning amp Developmentprovided a presentation on status and performance management reporting tools
16-007 Committee DecisionIrsquofo red by K CauinciThat the Strategic Plan Perbrmance Measurement Committee1 considers the summary of Toronto Public Library s strategic priority
alignment witi key City strategiesbr information (Attachment 1)2 considers the template that will he used for the semimdashannual status report
on Strategic Plan activitiesbr 2016br presentation to the Library Boardin June fbr inbnnation Attacunent 2)
3 considers the Divi Strategic Plan Dashboard to provide recommendationson the brmat so that staff cciii make revisions and populate the templatewith nwasuucs br the next Steering Committee Meeting (Attachment 3)
Carried as amended
APPROVED MINUTES Page 3
Toronto Public library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 1 Tuesday May 31 from 540 pm to 725 pmToronto Reference Library Board Room 789 Yonge Street Toronto
MotionsSee the followingMoved by R CarinciThat the Strategic Plan Performance Measures Committee1 considers the summary of Toronto Public Libraryrsquos swategic priority
alignment with key City strategies for information (Attachment 1)2 endorses (lie template that will be usedfor the semi-annual status report
on Strategic Plan activities for 2Ol6for presentation to the Library Boardin June for information (Attachment 2)
3 considers the Draft Strategic Plan Dashboard to pro viderecommendations on the format so that staffcan make revtcions andpopulate the template with measures for the next Steering ConmitteeMeeting (Attachment 3)
Amended
Moved in amendment by S Graham-NutterThat the Motion moved by R Carbici be amended to change the word endorsesrdquoin Recommendation 2 to the word considers so that it reads asjoacutellows1 considers the template that will be usedJar the semi-annual status report
on Strategic Plan activitiesfor 2016for presentation to the Library Boardin June for information (Attachment 2)
Carried
SPPM Adjournment16-008 Moved by pound Graham-Nutter
That the Strategic Plan Perjagravermance Measures Committee1 adjourns the May 31 2016 Strategic Plan Performance Measures
Committee meetingCarried
The meeting ended at 725 pm c)r -
Signed ( I lsquoI 7lt--
TORONTOPUB LIC
LIBRARYAPPROVED MINUTES Page 1
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 2 Wednesday July 13 2016 from 530 pm to 635 pmToronto Reference Library Board Room 789 Yonge Street Toronto
Members PresentMs Dianne LeBreton (Chair)Ms Lindsay CofleyMs Sue Graham-NutterMs Archana Shah
RegretsMr Ron Carinci
SPPM Call to Order16-010 Dianne LeBreton called the meeting to order at 530 pm
SPPM Declarations of Conflict of Interest16-011 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda16-012 Moved byL colley
That the Strategic Plan Petformance Measures Committee1 approves the agenda
Carried
SPPM Confirmation of IrsquoIay 31 2016 Strategic Plan Performance Measures Committee16-0 13 Meeting Minutes
Moved by L ColleyThat the Strategic Plan PerJbrmance Measures Committee1 confirms the Minutes of the May 31 2016 Strategic Plan Performance
Measures CommitteeCarried
APPROVED MENUTES Page 2
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteelNrsquoIeeting No 2 Wednesday July 13 from 530 pm to 635 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Business Arising from the Minutes16-014 There were no Business Arisingfrom the Mintues items at the July 13 2016
Strategic Plan Performance Measures Committee meeting
SPPM Communications16-015 There were no Communications items at the July 13 2016 Strategic Plan
Performance Measures Committee meeting
SPPM Presentations16-016 There were no public presentations at the July 13 2016 Strategic Plan
Performance Measures Committee meeting
Itemfor ApprovalSPPM Strategic Plan 2016-2019 Status and Performance Management Reporting Tools16-0 17 Elizabeth Glass Director Policy Planning amp Performance Management and
Linda Hazzan Director Communications Progranuning amp CustomerEngagement provided a presentation on status and performance managementreporting tools
Moved byA ShahThat the Strategic Plan Performance Measurement Committee1 considers the attached presentation materials and2 directs staffto further develop the balanced score card key performance
indicators and the Strategic Plan dashboard and indicatorsfor a StrategicPlan Performance Measures Steering committee meeting in September
CarriedSPPM Adjournment16-018 iWoved by S Graham-Nutter
That the Strategic Plan Performance ArsquoJeasures Committee1 adjourns the July 13 2016 Strategic Plan Performance Measures
Committee meeting
Carried
The meeting ended at 635 pm-
Signed lsquoiV i f
TORONTOPUB LIC
LIBRARYAPPROVED MINUTES Page 1
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 3 Tuesday September 20 2016 from 530 pm to 630 pmToronto Reference Library Board Room 789 Yonge Street Toronto
Members PresentMs Dianne LeBreton (Chair)ML Ron CadnciMs Lindsay ColleyMs Archana ShahMs Sue Graham-Nutter
Regrets
SPPM Call to Order16-019 Dianne LeBreton called the meeting to order at 530 pm
SPPM Declarations of Conflict of Interest16-020 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda16-021 Moved by L Colley
That the Strategic Plan Performance Measures Committee1 approves the agenda
Carried
SPPM Confirmation of July 13 2016 Strategic Plan Performance Measures Committee16-022 Meeting Minutes
Moved by L ColleyThat the Strategic Plan Peiformance Measures Committee1 confirms the Minutes of the fitly 13 2016 Strategic Plan Performance
Measures Committee
Carried
APPROVED MINUTES Page 2
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 3 Tuesday September 20 2016 from 530 pm to 630 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Business Arising from the Minutes16-023 There were no Business Arisingfrom (lie Minutes items at the September 20 2016
Strategic Plan Performance Measures Committee meeting
SPPM Communications16-024 There were no Communications items at the September 20 2016 Strategic Plan
Performance Measures Committee meeting
SPPM Presentations16-025 There were no public presentations at the September 20 2016 Strategic Plan
Performance Measures Committee meeting
Itemfor ApprovalSPPM Strategic Plan 2016-2019 Accountability Framework and Reporting Tools16-026 Elizabeth Glass Director Policy Planr1ing amp Performance Management
provided a presentation on accountability framework and reporting tools
Moved by S Graham-NurterThat the Strategic Plan Performance Afeasurement Committee1 considers the approach ofusing logic models and a balanced scorecard as
the strategic plan accountabilityframework and a dashboard to visuallyrepresent the progress and achievement as outlined in the flowchart(Attachment 1k
2 endorses the logic model examples that will be used as templates fordeveloping a logic model for each strategic priority (Attachments 2 and3k
3 endorses the balanced scorecard and recommended key performanceindicatorsJbr the Boardrsquos monitoring and assessment ofthe strategicplan lsquo5 progress (Attachment 1)
Deferred
The Committee deferred consideration of the recommendations in the StrategicPlan 2016-2019 Accountability Framework and Reporting Tools report until thenext meeting of the Committee
APPROVED MINUTES Page 3
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 3 Tuesday September 20 from 530 pm to 630 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Adjournment16-027 Moved by L Colley
That the Strategic Plan Performance Measures Committee1 adjourns the September 20 20J6 Strategic Plan Performance Measures
Conunittee meetingCarried
The meeting ended at 630 pm - - - I
Signed (V UrsquoL
MINUTES Page 1
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
13b
Members Present
Mr Ron Carinci
Ms Lindsay Colley
Ms Archana Shah
Ms Sue Graham-Nutter
Regrets
Ms Dianne LeBreton (Chair)
SPPM Call to Order
16-028 Vickery Bowles called the meeting to order at 530 pm Ms Bowles advised that
Dianne LeBreton committee chair was unexpectedly unable to attend the
meeting An election of an acting chair was required
SPPM Declarations of Conflict of Interest 16-029 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda 16-030 Moved by R Carinci
That the Strategic Plan Performance Measures Committee approves the agenda
as revised to
1 elect an Acting Chair for the November 7 2016 meeting in the absence of
the Committee Chair
Carried
MINUTES Page 2
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Election of Acting Chair
16-031 Vickery Bowles called for nominations for the Acting Chair of the Strategic Plan
Performance Measures Steering Committee
Moved by R Carinci
That
1 Sue Graham-Nutter be nominated for Acting Chair
Carried
Sue Graham-Nutter agreed to stand for election
There being no further nominations it was
Moved by R Carinci
That the Strategic Plan Performance Measures Committee
1 closes nominations
Carried
Vickery Bowles declared Sue Graham-Nutter duly elected Acting Chair of the
Strategic Plan Performance Measures Committee by acclamation
Sue Graham-Nutter assumed the Chair
SPPM Confirmation of September 20 2016 Strategic Plan Performance Measures
16-032 Committee Meeting Minutes Moved by R Carinci
That the Strategic Plan Performance Measures Committee
1 confirms the Minutes of the September 20 2016 Strategic Plan
Performance Measures Committee
Carried
SPPM Business Arising from the Minutes
16-033 There were no Business Arising from the Minutes items at the November 7 2016
Strategic Plan Performance Measures Committee meeting
SPPM Communications
16-034 There were no Communications items at the November 7 2016 Strategic Plan
Performance Measures Committee meeting
MINUTES Page 3
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Presentations
16-035 There were no public presentations at the November 7 2016 Strategic Plan
Performance Measures Committee meeting
Item for Approval
SPPM Strategic Plan 2016-2019 Accountability Framework Reporting Tools and Key
16-036 Performance Indicators
Elizabeth Glass Director Policy Planning amp Performance Management
responded to questions from committee members
Moved by L Colley
That the Strategic Plan Performance Measurement Committee
1 endorses the Strategic Plan accountability framework as outlined in the
flowchart (Attachment 1)
2 endorses the logic model examples that will be used as templates for
developing a logic model for each strategic priority (Attachments 2
and 3)
3 endorses the balanced scorecard and recommended key performance
indicators for the Boardrsquos monitoring and assessment of the Strategic
Planrsquos progress (Attachment 4)
Carried
Staff were directed to provide Board members with an overview of the
accountability framework for the Strategic Plan with the tools KPIs and the
reporting timelines
SPPM Adjournment
16-037 Moved by L Colley
That the Strategic Plan Performance Measures Committee
1 adjourns the November 7 2016 Strategic Plan Performance Measures
Committee meeting
Carried
The meeting ended at 600 pm
Signed
Strategic Plan 2016-2019 Accountability Framework 1
STAFF REPORT ACTION REQUIRED
Strategic Plan 2016-2019 Accountability Framework
Date November 21 2016
To Toronto Public Library Board
From Strategic Plan Performance Measures Committee
SUMMARY
The purpose of this report is to recommend the approval of the Strategic Plan 2016-2019
Accountability Framework to the Toronto Public Library Board
A Strategic Plan Performance Measures Committee was established on April 25 2016 to
provide advice and recommendations to the Board for strengthening the Boardsrsquo
monitoring and assessment of the strategic planrsquos implementation for compliance and
progress
The Committee met four times from May to November 2016 to receive and inform the
development of the Strategic Plan 2016-2019 Accountability Framework which contains
three main tools a balanced scorecard with key performance indicators a dashboard to
visually present the results and a logic model to show the alignment between the strategic
priorities key activities over four years and the expected outcomes and impact
At its November 7 2016 meeting the Committee endorsed the Accountability Framework
and concluded its work
RECOMMENDATIONS
The Strategic Plan Performance Measures Committee recommends that the Toronto
Public Library Board
1 approves the Strategic Plan 2016-2019 Accountability Framework
FINANCIAL IMPACT
There is no financial impact beyond what has already been approved in the current yearrsquos
budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
13c
Strategic Plan 2016-2019 Accountability Framework 2
DECISION HISTORY
At its April 25 2016 meeting the Library Board received the following report Strategic
Plan Performance Measures Committee Terms of Reference and approved the Terms of
Reference for the Strategic Plan Performance Measures Committee as outlined in
Attachment 1
httpwwwtorontopubliclibrarycacontentabout-the-
librarypdfsboardmeetings2016apr2512-performance-measures-committee-terms-of-
referencepdf
httpwwwtorontopubliclibrarycacontentabout-the-
librarypdfsboardmeetings2016apr2512-performance-measures-committee-terms-of-
reference-att-1pdf
At its May 31 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Status and Performance
Management Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-may-31jsp
At its July 13 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Status and Performance
Management Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-jul-13jsp
At its September 20 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Accountability
Framework and Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-sep-20jsp
At its November 7 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Accountability
Framework Reporting Tools amp key Performance Indicators
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-nov-07jsp
ISSUE BACKGROUND
The Strategic Plan Performance Measures Committee was established on April 25 2016 to
provide advice and recommendations to the Library Board for strengthening the Boardrsquos
monitoring and assessment of the strategic planrsquos implementation for compliance and
progress
During the development of the Accountability Framework and the reporting tools the
Committee met four times from May to November 2016 to receive information and provide
advice At its November 7 2016 meeting the Committee endorsed the Framework and
concluded its work
Strategic Plan 2016-2019 Accountability Framework 3
COMMENTS
There are three broad outcomes for the Strategic Plan 2016-2019 based on input gathered
from Toronto residents during the strategic plan consultation process
Expanding Access
Increasing Opportunity
Building Connections
Six strategic priorities were established to advance the broad outcomes
Advancing TPLrsquos digital platforms
Breaking down barriers to access driving inclusion
Expanding access to technology and training
Establishing TPL as Torontorsquos centre for continuous and self-directed learning
Creating community connections through cultural experiences
Transforming for 21st century service excellence
The purpose of the Accountability Framework is to guide the development monitoring and
reporting of the annual work plan for each of the four years from 2016 to 2019 and the
overall achievements of the Strategic Plan over four years It serves as
a reporting structure for the Board to monitor the progress of the strategic plan and
provide guidance
a public facing reporting tool to demonstrate openness and accountability
an internal tool to advance shared understanding of the strategic priorities and guide the
work of staff
The Accountability Framework is composed of three main tools
1 Balanced Scorecard with key performance indicators (Attachment 1 amp Attachment 2)
The overall achievements of the strategic plan will be reported using a balanced
scorecard approach with key performance indicators established under four
perspectives Customer Operational Learning amp Growth and Financial Work plan
achievements will be reported to the Board in a semi-annual status report
2 Dashboard (Attachment 3)
A dashboard format will be used to visually present the strategic plan achievements
as measured against the key performance indicators and targets This will be reported
to the Board annually
3 Logic Models
A logic model (Attachment 4) is developed to align the six strategic priorities with
key activities the broad outcomes and the contribution to the success of City of
Torontorsquos key strategies over four years
Logic models will also be developed for each strategic priority with appropriate key
activities and outcomes to guide the development of annual work plans strategic
Strategic Plan 2016-2019 Accountability Framework 4
partnerships and funding priorities Attachment 5 shows an example of a logic model
for Strategic Priority 2 Breaking down barriers to access driving inclusion
The flowchart in Attachment 6 illustrates the relationship of the three tools The key activity
of Expanding Access to branches and community service points under Priority 2 is provided
as an example
CONTACT
Elizabeth Glass Director Policy Planning amp Performance Management
Tel 416-395-5602 E-mail eglasstorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Balanced Scorecard with Key Performance Indicators
Attachment 2 List of Strategic Plan 2016-2019 Key Performance Indicators
Attachment 3 Dashboard example
Attachment 4 Strategic Plan 2016-2019 Logic Model
Attachment 5 Strategic Plan 2016-2019 Priority 2 Logic Model
Attachment 6 Strategic Plan 2016-2019 Accountability Framework Flowchart
Strategic Plan 2016 mdash 2019 Balanced Scorecard Attachment 1
Key Performance Indicators
Total number of active members
bull Total use per capita
bull Visits per capita
bull Virtual visits per capita
bull In-branch technology utilization rate internet access workstationper 100000 population wireless connections per capita
bull Utilization rate (program capacity) learning programs(ESL + Literacy + User Ed + lifelong learning)
bull Utilization rate of technology training programs
bull Utilization rate of cultural programs
bull ft of branches providing regular after-schoolprogramming from September to June
bull User satisfaction overall
bull User satisfaction in-branch technology(computers software wifi)
Users satisfaction knowledge andhelpfulness of staff
Key Performance Indicators
bull Total Open Hours
bull ft of Sunday branches (September to June)
bull ft of NIA Sunday branches (September to June)
bull ft of Sunday branches (Year-round)
ft of NIA Sunday branches (Year-round)
Turnover rate of circulating items
of special collections that are digitized
KKey Performance Indicators
bull Logic Models and evaluation frameworksdeveloped for strategic priorities
bull Spending in staff development (Total Averageper staff)
bull staff who report they have the skills andtraining to meet service delivery outcomes
bull of staff who report high levels ofengagement
Key Performance Indicators
bull Cost per use
Operating Expenditures
Operating expenditures per capita
Operating expenditures for electronic materials
Operating expenditures for digital technology
bull Total funding
bull Total funding per capita
bull Total funding from TPL Foundation
Page 1 of 1
Strategic Plan 2016-2019 Balanced Scorecard Key Performance Indicators
Customer Perspective Operational Perspective Learning amp Growth Perspective Financial Perspective
Total number of active members
Total use per capita o Visits per capita
Virtual visits per capita
In-branch technology utilization rate internet access workstation per 100000 population wireless connections per capita
Utilization rate (program capacity) learning programs (ESL + Literacy + User Ed + lifelong learning)
Utilization rate of technology training programs
Utilization rate of cultural programs
of branches providing regular after-school programming from September to June
User satisfaction overall
User satisfaction in-branch technology (computers software wifi)
Users satisfaction knowledge and helpfulness of staff
Total Open Hours o of Sunday branches
(September to June) o of NIA Sunday branches
(September to June) o of Sunday branches
(Year-round) o of NIA Sunday branches
(Year-round)
Turnover rate of circulating items
of special collections that are digitized
Logic Models and evaluation frameworks developed for strategic priorities
Spending in staff development (Total Average per staff)
staff who report they have the skills and training to meet service delivery outcomes
of staff who report high levels of engagement
Cost per use
Operating Expenditures o Operating expenditures per
capita
Operating expenditures for electronic materials
Operating expenditures for digital technology
Total funding o Total funding per capita o Total funding from TPL
Foundation
Attachment 2
Attachment 3
Strategic Plan 2016-2019 Dashboard
Key Performance Indicators
Example Open Hours
2016 Activities that will move the dial Status
Sunday service expanded to create year-round service at 6 District and 2 R amp R branches and added to 6 neighbourhood branches to provide seasonal Sunday service
Measure Baseline (2015) Current (Dec 2016) Target (2019) change
Total open hours 269672 hours 274397 hours 281878 hours + 45
Attachment 4
Toronto Public Library Strategic Plan 2016-2019 Logic Model
Torontonians are aware of library services to
address immediate needs
Create and implement Digital Strategy to develop online services
Torontonians have access to reading and
learning materials in a wide range of formats
and levels to support the joy of reading and
lifelong learning
TPL has resources and well-trained staff to
deliver strategic outcomes
Torontonians are connected through cultural
and leisure experiences and opportunites
TPL provides exceptional services and
experience at customers every point of need
TPL increased partnership and funding
opportunities with City of Toronto community
organizations and funding partners
Torontonians have improved access to
technology and staff assistance to develop
technology skills
Torontonians have expanded access to
emerging technology innovation spaces and
programs
Torontonians have new experiential
collaborative and e-learning opporunities to
support education employment and multiple
literacies
Use technology to drive improvements in business processes and
efficiency eg cloud analytics
Torontonians have equitable
support to learning and training
and gain the knowledge multiple
literacy skills and networks to
enrich their education work life and
leisure experiences
Torontonians have access to
programs and activities to support
and enhance diverse cultural
experiences and library collections
that reflect their cultural ineterests
and needs
Support readers of all ages and interests with diverse collections
readers advisory and a wide range of literary and cultural programs
Toronto children and youth have additional safe
after school social and learning environments
and programs
Priorities Key Activities
Mission Toronto Public Library provides free and equitable access to services which meet the changing needs of Torontonians The Library preserves and promotes universal
access to a broad range of human knowledge experience information and ideas in a welcoming and supportive environment
Establishing TPL as Torontos
centre for continuous and self-
dlirected learning
Impact
Expanding access to technology
and training
Advancing TPLs digital platforms
Breaking down barriers to access
driving inclusion
Expand high quality out-of-school-time programs for children and youth
Increase awareness and engagement across library channels
Allocate additional resources to sustain current and emerging
technology
Provide access to current and emerging technology and training in
library branches and community locations
Identify and remove policy barriers to online and in-person servicesToronto Public Library is a
community asset that builds
community capacity and improves
Torontonians well-being
Toronto Public Library contributes to the success of
Toronto Strong Neighbourhood Strategy 2020
Actions for strong Neighbourhoods
under five domains
Physical surroundings
Economic opportunities
Healthy lives
Social development and
Participation in civic decision-making
Toronto Public Library is a key partner in
City of Torontos Poverty Reduction Strategy
in addressing the issues of
service access and availability
Toronto Public Library supports the positive
outcomes of City of Torontos strategies for targeted
population including
Raising the Village Measuring the Well-being
of Children and Families in Toronto
Toronto Youth Equity Strategy
Toronto Newcomer Strategy
Toronto Seniors Strategy
Expand access to branches and community service points
Develop new resources programs and partnerships to deliver eLearning
programs
Provide in-branch resources space and technology to support
experiential learning
Provide resources and programs to support civic engagement
community events and discussion of social issues
Transforming for 21st century
service excellence Dedicate staff resources and training to provide expertise in key
strategic areas eg technology and literacy
Torontonians are empowered and supported in
their partcipation in civic lifeCreating community connections
through cultural experiences
Create diverse and inclusive cultural programs and experiences in
branch and online spaces
Curate and digitize special collections to reflect Torontos diverse
history culture and heritage
Develop organizational structure and culture to support innovation and
customer service excellence
ACCESS
OPPORTUNITY
CONNECTIONS
Outcomes
Torontonians have easy convienient online
access to library collections and services
Torontonians have convenient and local access
to neighbourhood spaces and services
Attachment 5
Expand online services
Develop self-serve Library Kiosks
Increased program offerings
After hours access implemented
Increased online service options
Increased self-service options
CONNECTIONS
Understand City demographics
demands and use of a full range of
library services
Develop after-hours access at branches
2 Breaking down
barriers to access
driving inclusion
Toronto Public Library contributes to the success of
City of Torontos key strategies including
Toronto Strong Neighbourhood Strategy 2020
bull Targeting appropriate resources to
respond to neighbourhood needs
Toronto Poverty Reduction Strategy
bull Address immediate needs
bull Create pathways to prosperity
bull Increase service access and availability
ACCESS
OPPORTUNITYLibrary membership options reflect
users online and branch access
needs
Provide access to current
and emerging technology
and training in library
branches and community
locations
Increase awareness and
engagement across library
channels
Sunday service expanded in target
branches
Identify and remove policy
barriers to online and in-
person services
Expand access to branches
and community service
points
Number of blocked library cards
reduced in target populations
Toronto Public Library Strategic Plan 2016-2019 Logic Model
Priority Impact
Mission Toronto Public Library provides free and equitable access to services which meet the changing needs of Torontonians The Library preserves and promotes universal access to a broad
range of human knowledge experience information and ideas in a welcoming and supportive environment
OutcomeKey Activities
Toronto Youth Equity Strategy
bull Service gaps
bull Service relevance amp accessibility
Toronto Newcomer Strategy
bull Improving access to municipal supports
bull Supporting civic engagement and
community capacity
Develop marketing strategy and conduct
publicity campaigns
Toronto Seniors Strategy
bull Equity
bull Inclusion
bull Respect
bull Quality of life
Expand access to library service in
community locations
Toronto Public Library is a
community asset that builds
community capacity and improves
Torontonians
well-being
Torontonians have equitable
support to learning and training
and gain the knowledge multiple
literacy skills and networks to
enrich their education work life
and leisure experiences
Torontonians have access to
programs and activities to support
and enhance diverse cultural
experiences and library
collections that reflect their
cultural ineterests and needsIncreased circulation of library
materials
Identify and remove policy barriers to
online and in-person services
Raising the Village Measuring the
Well-being of Children and Families in Toronto
bull Families have equitable access to
learning and training and are active in
their childrenrsquos education
bull Families belong to communities and
have the freedom to express and
opportunities to foster their culture and
identity
Torontonians are aware of library
services to address immediate needs
Conduct outreach and customer
engagement programs
Expand branch hours with additional
programs
Torontonians have easy
convienient online access to library
collections and services
Torontonians have convenient and
local access to neighbourhood
spaces and services
Attachment 6
Accountability Framework
Example
Priority Key Activity Short Term Medium Term Impact
Breaking down barriers to access
driving inclusion
Expand access to branches and
community service points
Torontonians have convenient and
local access to neighbourhood spaces
and services
Toronto Public Library is a community
asset that builds community capacity
and improves Torontonians well-being
Toronto Poverty Reduction Strategy
Increase service access and availability
Example
Customer Perspective Operational Perspective Learning amp Growth Perspective Financial Perspective
Utilization rate Service hours added Staff training Cost per use
Example
Is a visual representation of progress towards four years targets for KPIs to achieve strategic outcomes
with a baseline benchmark and annual target
Dashboard
Monitors the progress of the strategic plan across four perspectives and indentifies KPIs to measure progress towards outcomes
Links planned activities to expected outcomes
Toronto Public Library Strategic Plan 2016-2019
Implementation Compliance and Progress
Logic Model
Balanced Scorecard
Outcomes
Strategic Plan 2016-2019
Accountability Framework
November 21 2016
Toronto Public Library Board Meeting
1
Accountability Framework
Strategic Plan Performance Measures Committee
to provide advice and recommendations to the Board for
strengthening the Boardrsquos monitoring and assessment of the
strategic planrsquos implementation for compliance and progress
2
Accountability Framework
Strategic Plan Performance Measures Committee
bull Met four times from May to November 2016
bull Endorsed Accountability Framework at November 7 2016
meeting
bull Concluded its work
3
Accountability Framework
Purpose of framework
bull To guide the development monitoring and reporting of
The Annual work plan for each year from 2016-2019
The overall achievements of the Strategic Plan over four
years
4
Accountability Framework
bull A reporting structure for the Board to monitor the
progress of the strategic plan and provide guidance
bull Public facing reporting tool to demonstrate openness
and accountability
bull An internal tool for staff
5
Accountability Framework
Strategic Plan 2016-2019
bull Three broad outcomes
Access
Opportunity
Connections
And six strategic priorities
6
Accountability Framework
Strategic Plan 2016-2019
bull Six Strategic Priorities
Advancing TPLrsquos digital Platforms
Breaking down barriers to access driving inclusion
Expanding access to technology and training
Establishing TPL as Torontorsquos centre for continuous and
self-directed learning
Creating community connections through cultural
experiences
Transforming for 21st century service excellence
7
Accountability Framework
Three main tools
bull Balanced Scorecard with Key Performance
Indicators (KPIs)
bull Dashboard for visual presentation
bull Logic Models
8
Accountability Framework
Balanced Scorecard
bull A performance measurement tool developed at the
Harvard Business School
bull Provides a framework to monitor organization
performance from four perspectives the customerrsquos
perspective an internal business perspective an
innovation and learning perspective and the
financial perspective
Balance scorecard Encyclopedia of Business Gale 2000
9
10
Strategic Plan 2016 ndash 2019 Balanced Scorecard
11
Strategic Plan 2016 ndash 2019 Balanced Scorecard
Accountability Framework
Reporting timeline
bull Annual work plan achievements will be reported
to the Board in a semi-annual status report in
June and year end
bull Overall achievements of the strategic plan will be
reported annually to the Board (eg first quarter
of 2017 for 2016) using a balanced scorecard and
presented visually using a dashboard
12
Accountability Framework
13
Accountability Framework
Logic Model
bull A logic model is a systematic and visual way to present the
relationships among the resources to operate a program the
planned activities and the changes or results you hope to
achieve
14
WK Kellogg Foundation Logic Model Development Guide 2004
Accountability Framework
Logic Models
bull A Strategic Plan 2016-2019 aligns 6 strategic priorities
with
Key activities
3 broad strategic outcomes
City of Torontorsquos key strategies
bull Plus a logic model for each of the 6 strategic priorities
15
16
Strategic Plan 2016-2019 Logic Model
17
Strategic Plan 2016-2019 Priority 2 Logic Model
18
Accountability Framework
Questions amp Discussion
19
20
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 1
STAFF REPORT ACTION REQUIRED
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report proposes revised meeting dates for the December 2016 and January 2017
meetings for Toronto Public Library Board approval
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves rescheduling the December 8 2016 Toronto Public Library Board meeting
to December 12 2016 and
2 approves rescheduling the January 23 2017 Toronto Public Library Board meeting to
January 30 2017
FINANCIAL IMPACT
There is no financial impact arising from this report
The Director Finance and Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
At the January 25 2016 meeting the Board approved the schedule for meetings in 2016
including December 8 2016
At the October 24 2016 meeting the Board was provided with the proposed schedule for
meetings in 2017 including January 23 2017 for approval at the January 2017 meeting
14
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 2
COMMENTS
Library staff have recently reviewed the Cityrsquos updated budget schedule The Library Board
meeting in December is not well aligned with the Cityrsquos schedule A later December date
would provide the Board with more opportunity to be informed and kept up-to-date on the
2017 budget as well as to participate in the process As a result the rescheduling of the
December 8 2016 meeting to Monday December 12 is being recommended Board
members were canvassed and quorum is attainable for a meeting on December 12 2016
As the same scenario is also a possibility for the proposed January 23 2017 meeting it is
recommended that the date be changed to January 30 2017
Key dates for the 2017 budget process are shown below
2017 Budget Timetable
Date Political Review TPL Board
2016
Nov 21 Board meeting
Dec 2 Budget Committee launch
Dec 12 (from 8) Board meeting
Dec 161920 (21) Budget Committee presentations
2017
Jan 5 910 Budget Committee public deputations
Jan 12 Budget Committee wrap-up
Jan 24 Budget Committee final
Jan 30 (from 23) Board meeting
Feb 7 Executive Committee
Feb 15 16 (17) Council approval
Feb 21 Board meeting
CONTACT
Nancy Marshall Library Board Officer City Librarianrsquos Office
Tel 416-393-7215 E-mail nmarshalltorontopubliclibraryca
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 3
SIGNATURE
______________________________
Vickery Bowles
City Librarian
Holiday Closures 2017 and January 2018 1
STAFF REPORT ACTION REQUIRED
Holiday Closures 2017 and January 2018
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The purpose of this report is to recommend and receive Toronto Public Library Board
approval for the schedule of holiday closures for 2017 and January 2018
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves the schedule of holiday closures for 2017 and January 2018 as provided
in Attachment 1
FINANCIAL IMPACT
There is no financial impact to the 2017 operating budget arising from the
recommendation in this report The recommended closures are included in the proposed
2017 operating budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
Where Library Board approval is required to establish holiday closures the matter comes
before the Board in the preceding year to ensure adequate notice to the public and staff
COMMENTS
At its meeting on October 26 2015 the Library Board approved the Library closure for
New Yearrsquos Day 2017 on Monday January 2 2017
15
Holiday Closures 2017 and January 2018 2
The Library is open for regular service on Remembrance Day Saturday November 11
2017
The Library will be closed on Monday December 25 2017 for Christmas Day and
Tuesday December 26 2017 for Boxing Day
In 2018 New Yearrsquos Day falls on a Monday and the Library will be closed
All full-time employees whose scheduled day off falls on a holiday closure are
compensated with a day in lieu to be taken at another agreed upon time
It is the practice of the Library to close on the Sundays adjacent to public holidays with
the exception of Family Day
The schedule of holiday closures for 2017 and January 2018 is provided in Attachment 1
CONTACT
Dan Keon Director Human Resources Tel 416-395-5850
E-mail dkeontorontopubliclibraryca
SIGNATURE
_____________________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Holiday Closures 2017 and January 2018
Toronto Public Library Holiday Closures 2017 and January 2018
Sunday January 1 2017 New Yearrsquos Day Closed
Monday January 2 2017 For New Yearrsquos Day Closed
Monday February 20 2017 Family Day Closed
Friday April 14 2017 Good Friday Closed
Sunday April 16 2017 Easter Sunday Closed
Monday April 17 2017 Easter Monday Closed
Monday May 22 2017 Victoria Day Closed
Saturday July 1 2017 Canada Day Closed
Monday August 7 2017 Civic Holiday (Simcoe Day) Closed
Monday September 4 2017 Labour Day Closed
Monday October 9 2017 Thanksgiving Day Closed
Sunday December 24 2017 Christmas Eve Closed
Monday December 25 2017 Christmas Day Closed
Tuesday December 26 2017 Boxing Day Closed
Sunday December 31 2017 New Yearrsquos Eve Closed
Monday January 1 2018 New Yearrsquos Day Closed
New Yearrsquos Day 2017 closure approved by the Library Board on October 26 2015
Attachment 1
Audit Plan for the Year Ending December 31 2016 1
STAFF REPORT INFORMATION ONLY
Audit Plan for the Year Ending December 31 2016
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The attached report from PricewaterhouseCoopers the external auditors summarizes the
planning for their audit of the 2016 financial statements for the Toronto Public Library
Board
FINANCIAL IMPACT
The proposed audit fee of $25000 inclusive of expenses and exclusive of Harmonized
Sales Tax (2015 ndash $25000) is included in the 2016 operating budget It is important to
note that the audit fee does not include extra audit work that may be required due to
scope changes and PricewaterhouseCoopers will advise management as soon as possible
if this were to happen
This is the second year of a five-year audit contract that the City has negotiated The fee
will remain unchanged for the duration of the contract
ISSUE BACKGROUND
Under Section 139 of the City of Toronto Act 2006 the City is required to appoint an
auditor licensed under the Public Accounting Act 2004 who is responsible for annually
auditing the accounts and transactions of the City and its local boards and expressing an
opinion on the financial statements of these entities based on the audit
Council at its March 2015 meeting approved the recommendation of the Audit
Committee to appoint PricewaterhouseCoopers as the external auditor for the City and
Library The contract with PricewaterhouseCoopers is for five years ending with the
audit of the December 31 2019 financial statements
As part of the annual audit PricewaterhouseCoopers provides an Audit Plan report to the
Toronto Public Library Board The auditors will conduct their audit of the 2016 financial
statements pursuant to this plan
17
Audit Plan for the Year Ending December 31 2016 2
COMMENTS
Attached is PricewaterhouseCoopersrsquo Audit Plan for the Library which summarizes their
view on audit risks the nature extent and timing of the audit work and the terms of
engagement
On completion of the audit PricewaterhouseCoopers will issue the Audited Financial
Statements and a Year-End Report to the Board that will provide key matters for
discussion significant audit accounting and financial reporting matters summary of
unadjusted and adjusted items other required communications internal control
recommendations and a confirmation of auditor independence
Work on the interim audit was completed in October 2016 and the year-end audit is
expected to be completed by March 2016
CONTACT
Larry Hughsam Director Finance amp Treasurer Tel 416-397-5946
E-mail lhughsamtorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Board ndash Audit Plan for the year ending
December 31 2016
wwwpwccomca
Audit planfor the yearendingDecember31 2016
Toronto PublicLibrary Board
pwc
pwc
October 28 2016
Members of the BoardToronto Public Library Board
Dear Members of the Board
We are pleased to present an overview of our audit plan for the 2016 audit of the financial statementsof Toronto Public Library Board (the Library) prepared in accordance with Canadian Public SectorAccounting Standards (PSAS) (referred to as the ldquofinancial statementsrdquo from now on)
This overview includes our view on audit risks and the nature extent and timing of our audit work
We value your feedback and if you have any questions about the identified risks and our audit approachplease do not hesitate to contact the undersigned at (416) 228-1922
Yours very truly
Tern McUnnonPartnerRisk Assurance Services
cc Mr Larry Hughsam Director Finance and Treasurer
PricewatcrhouseCoopers UPnyC Tower i8 York Street Suite 2600 Toronto Ontario Canada M oB2T +1 416 8631133 F +1 416 365 8215 wwwpwccomca
lsquoPwt relera to Pdcewatethousetoopers LLP an Ontario limiled liabiLity paruiership
Toronto Public Library Board Audit plan for the year ending December 31 2016
Communications to the Board
Key mattersfor Commentsdiscussion
Client service team Tern McKinnon is your engagement leader and Julianne Cooke is your engagementmanager
Service deliverables We will audit the Libraryrsquos financial statements as of December 31 2016 and for theyear then ending prepared in accordance with PSAS
Our engagement letter which has been signed by the City of Toronto sets out theterms and conditions for our engagement as the independent auditor of the Libraryfor the above-mentioned year In addition our engagement letter outlines ourresponsibilities as the auditor and the responsibilities of management
Audit timeline We worked with management to develop this project timelinemdash Interim visit October 17-21 2016mdash Year-end visit March20 mdash March 31 2017mdash Clearance meeting with management To be confirmedmdash Deliveryfiling of financial statements To be confirmed
Audit approach Our audit approach is a mixture of tests of internal controls and substantive testingOur audit approach is designed to allow us to execute a quality and efficient auditWe do this byi gaining an understanding of the business by focusing on new developments
and key business issues affecting the Library as well as managementrsquosmonitoring of controls and business processes
ii identiring significant audit risks sharing our perspectives obtaining yourfeedback and ensuring our audit is tailored to these risks
iii using well-reasoned professional judgment especially in areas that aresubjective or require estimates and
iv leveraging reliance where possible on the Libraryrsquos internal controls andinformation technology and data systems
In the current year our planned work will include testing of key controls in thefollowing areasmdash Purchases payables and disbursementsmdash Payroll
All other areas will be subject to tests of detail
Significant risks are risks of material misstatement that we think need special auditconsideration We identified several significant audit risks and plan to address themas follows Please let us know if you agree that these are the most significant risksfrom your point of view and if you have any other areas of concern
PwC I
Toronto Public Library Board Audit plan for the year ending December 31 2016
Significant risk to Managementrsquos response and our audit approachdiscuss
Risk of management Accounting regulatory authorities require that the risk of material misstatement dueoverride of controls to management override of controls be considered a significant risk on every audit
engagement
This represents the risk that internal controls at the Library maybe circumvented toachieve desired financial results or gain inappropriate access to financial resources
In order to address this risk we will perform the followingbull All non-routine journal entries are reviewed and approved by the appropriate
level of managementbull We will review manual journal entries focusing on large and unusual entriesbull We will review accounting estimates for biases that could result in material
misstatementbull We will incorporate unpredictable procedures in the audit approach
Risk of fraud in revenue The risk of fraud in revenue recognition is a presumed significant risk underrecognition Canadian Auditing Standards We will assess this risk through the consideration of
the Libraryrsquos revenue recognition policies the incentivepressure to fraudulentlymisstate revenue and the potential opportunity
In order to address this risk we will perform the following
bull Update our understanding of managementrsquos processes and internal controlssurrounding revenue recognition
bull Obtain confirmations from the City of Toronto for subsidies received duringthe year
bull Test significant revenue streams through testing a sample of transactions tosupporting documents
Materiality Misstatements are considered to be material if they could reasonably be expected toinfluence the economic decisions of users of the financial statements We have set apreliminanrsquo materialihrsquo of S6i6oooo We will report unadjusted and adjusted itemsover S6i6ooo to the Board on completion of the audit
Fraud risk We discuss fraud risk annually with the Board Through our planning process (andprior yearsrsquo audits) we developed an understanding of your oversight processesincluding
Employee code of ethicsmdash Discussion at Board meetings and our attendance at those meetings or
reviewing minutes of meetingsmdash Presentations by management including business performance reviewsmdash Signing authorities
Are there any new processes or changes to the items above that we should be awareoP
We are not aware of any fraud Are you aware of instances of any actual suspected or
____________________________
alleged fraud affecting the Library
PwC 2
Toronto Public Ubrary Board Audit plan for the year ending December 31 2016
The matters raised In this and other reports that will flow from the audit are only those that have come to our attention arising from or relevant toour audit that we believe need to be brought to your attention They are not a comprehensive record of all the matters arising and in particularwe cannot be held responsible for reporting all risks in your business or all internal control weaknesses This report has been prepared solely foryour use It was not prepared or intended for any other purpose No other person or entity shall place any reliance upon the accuracy orcompleteness of statements made herein PwC does not assume responsibility to any third party and in no event shall PwC have any liabilityfor damages costs or losses suffered by reason of any reliance upon the contents of this report by any person or entity other than you
PwC 3
copy 2015 PricewaterhouseCoopers LLP an Ontario limited liability partnership All rights reserved
Board Resolutions ndash Status Report 1
STAFF REPORT INFORMATION ONLY
Board Resolutions ndash Status Report
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report lists the status of outstanding Toronto Public Library Board resolutions
BACKGROUND INFORMATION
At the April 2 2012 meeting the Toronto Public Library Board approved the inclusion of
Board Resolutions ndash 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 ndash Status Report ndash November 21 2016
18
1
STATUS REPORT
TORONTO PUBLIC LIBRARY BOARD RESOLUTIONS
AS AT NOVEMBER 21 2016
DATE OF
MEETING
MOTION
(Ref Minute )
STATUS
TARGET
DATE
Sep 8 2014 14-150 ndash Notice of Motion Funding and Timing of
PerthDupont Branch Relocation
5 requests that the local City Councillor consult
with the local community and make a
recommendation to the Board for a new name for
the relocated branch (which will no longer be
located at the corner of Perth and Dupont)
IN PROGRESS Staff to bring a recommendation to
the Board for a new name for the relocated branch to
the Board for approval
To be
determined
Feb 22 2016 16-040 ndash Naming Opportunity ndash Daniel Grafton
Hill III
2 requests staff to provide updates to the
Toronto Public Library Board on this
initiative at strategic intervals
IN PROGRESS This initiative is dependent on a
future branch capital project and consultation
process
To be
determined
Oct 24 2016 16-193 ndash Toronto Public Library Board ndash Self-
Evaluation
2 conducts a pilot self-evaluation during the
month of November 2016 and discusses the
results of the evaluation at the January 2017
meeting
IN PROGRESS A report is expected to be provided
at the January 2017 meeting
January 2017
meeting
Attachment 1
Ready for Reading WebsiteToronto Public Library
Peggy Thomas
Manager Childrenrsquos Services
Questions
Contact informationPeggy Thomaspthomastorontopubliclibraryca
2017 Interim Budget Estimates 1
STAFF REPORT ACTION REQUIRED
2017 Interim Budget Estimates
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The purpose of this report is to seek Toronto Public Library Board adoption of the 2017
interim operating and capital budget estimates in order to enable Toronto Public Library
(TPL) to carry out normal operations during the period between January 1 2017 and the date
on which Council approves the 2017 operating and capital budgets expected to be on
February 15 or 16 2017
The interim operating budget for TPL is $48647 million gross ($44249 million net) which
is based on 25 of TPLrsquos 2016 approved budget The interim capital budget is $5522
million gross ($3524 debt) which is based on 25 of the 2017 funding commitments for
previously approved capital projects
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 adopts the 2017 interim operating budget of $48647 million gross ($44249 million
net) subject to Council approval and
2 adopts the 2017 interim capital budget of $5522 million gross ($3524 million debt)
subject to Council approval
FINANCIAL IMPACT
The 2017 interim budget estimates will enable TPL to carry out normal operations during the
period between January 1 2017 and the date on which Council approves the 2017 operating
and capital budgets expected to be on February 15 or 16 2017 The 2017 interim operating
budget for TPL is $48647 million gross ($44249 million net) which represents 25 of
TPLrsquos 2016 approved operating budget
The interim capital budget is $5522 million gross ($3524 million debt) which represents
25 of the 2017 funding commitments for previously approved capital projects Any unspent
11
2017 Interim Budget Estimates 2
capital funds from 2016 will also be available during the interim period of 2017 The
combination of the 25 funding and 2016 unspent carry-forwards will be adequate to meet
TPLrsquos capital needs in the interim period
The budget percentage approvals are consistent with other City Agencies and Divisions
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
ALIGNMENT WITH STRATEGIC PLAN
The adoption of the 2017 interim budget estimates ensures the continuance of TPLrsquos business
until Council approves the 2017 operating and capital budgets
ISSUE BACKGROUND
In accordance with TPLrsquos Financial Control Policy prior to the approval of the annual
operating and capital budgets the Library Board needs to adopt the Council-approved
interim estimates to fund the continuance of the Libraryrsquos business from the first day of
January to the date the operating and capital budgets for that year are approved
COMMENTS
The 2017 interim budget estimates for the operating and capital budgets expected to be
approved by Council on December 13 2016 enable City Programs and Agencies to carry out
their operations until Council approves the 2017 operating and capital budgets expected on
February 15 or 16 2017
Expenditures made during the period beginning January 1 2017 to until the date Council
approves the 2017 operating and capital budgets must be restricted to normal operations
CONTACT
Larry Hughsam Director Finance amp Treasurer Tel 416-397-5946
E-mail lhughsamtorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
Runnymede Branch ndash Award of Tender 1
STAFF REPORT ACTION REQUIRED
Runnymede Branch ndash Award of Tender
Date November 21 2016
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 of Runnymede Branch as per
Toronto Public Libraryrsquos (TPLrsquos) drawings and specifications
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 awards the contract to the lowest bidder Brown Daniels Associates for the interior
renovation of the Runnymede Branch at a cost of $543147 which includes a
contingency of $49377 [excluding Harmonized Sales Tax (HST)]
FINANCIAL IMPACT
The total amount of $543147 which is made up of the tender amount of $493770 plus the
contingency of $49377 (excluding HST) is included as part of the Multi-Branch Renovation
State of Good Repair (SOGR) Project of the approved 2016 capital budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
ALIGNMENT WITH STRATEGIC PLAN
The interior renovation of the Runnymede Branch helps to achieve various strategic plan
priorities and goals including
increase access to in-branch services and spaces and new options to expand public and
community space
advance State of Good Repair projects to provide welcoming well-maintained and efficient
public space
create in-branch environments that connect neighbourhoods and communities offering
opportunities for partnerships civic engagement and resident participation
12
Runnymede Branch ndash Award of Tender 2
build capacity to deliver elearning and interactive distance learning services
offer broad access to experiential collaborative mentored and networking learning
opportunities in response to the different ways people learn and the unique needs of local
communities
offer access to new and emerging technologies to support innovation entrepreneurship and
creativity
COMMENTS
Runnymede is a 12034 sq ft neighbourhood branch In 2015 Runnymede was the third
busiest branch in the Toronto Public Library system in terms of visits and the busiest branch
in terms of holds pick-up The branch opened in 1928 and is listed on Toronto Historical
Boards Inventory of Heritage Properties It has undergone several renovations over the
years
A renovation and expansion of Runnymede Branch was completed and successfully opened
to the public in 2005 Eleven years have passed and library service has changed With
introduction of self-service and more collaborative work spaces the existing large service
desk is no longer required Moreover the high level of traffic creates congestion in the
branch The proposed renovation to the main floor of the library will resolve these issues In
addition to the installation of a new smaller service desk the renovation will involve a re-
design of the computer areas new flooring new window coverings and collections
merchandizing The second floor of the branch will be opened up to improve security
through increased visibility and allow for greater flexibility in the use of the public space
Architects for the project Building Arts Architects Inc was hired to provide architectural services for the Runnymede
Branch renovation project in April 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 of the most experienced and previously proved General
Contractors were pre-qualified and invited to bid on the project All eight (8) attended the
mandatory site meeting at Runnymede Branch on October 4 2016
Call for Tenders On September 30 2016 the Call for Tenders was issued to the eight pre-qualified bidders 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 The bid documents prepared by the Architects were
supplied to all prequalified bidders All bidders had to attend a mandatory information
meeting on October 4 2016 The bid documents comprised the following documents
List of Prequalified Bidders
Instruction to Bidders
Runnymede Branch ndash Award of Tender 3
Available Project Information
Stipulated Price Bid Form
Unit Prices Bid Form Supplement
Alternative Prices Bid Form Supplement
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 October 20 2016 TPL received tenders from seven of the pre-qualified General
Contractors The Architects and library staff analysed the three lowest bids to ensure that all
requirements of the bidding process were met as follows
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 amp
material bond)
o unconditional bid
o completed amp sealed stipulated price bid form
o acknowledges all addenda issued as part of the Call for Tenders
o completed amp dated unit prices bid form supplement
o completed amp dated alternative prices bid form supplement
o completed amp dated list of subcontractors bid form supplement
o confirmation of pre-qualified subcontractors where required
Award of tender recommendation For the recommended contract award to Brown Daniels Associates the following
requirements have been met
1 The bidder is in conformance with 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 successfully completed a number of Toronto Public Library
projects including Woodside Square Mimico and Ellesmere Branches North York Central
Library and the recent Beeton Hall renovation at the Toronto Reference Library The
references were checked by the architect and were satisfactory
Runnymede Branch ndash Award of Tender 4
CONTACT
Moe Hosseini-Ara Director Branch Operations and Customer Experience
Tel 416-397-5944 E-mail mhosstorontopubliclibraryca
Gail Rankin Senior Manager Facilities Management Tel 416-395-5881
E-mail grankintorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
13 aLIBRARYAPPROVED MINUTES Page I
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 1 Tuesday May 31 2016 from 540 pm to 725 pmToronto Reference Library Board Room 789 Yonge Street Toronto
Members PresentMr Ron CarinciMs Lindsay ColleyMs Dianne LeBretonMs Sue Graham-Nutter
RegretsMs Archana Shah
SPPM Call to Order16-001 Elizabeth Glass Director Policy Planning amp Performance Management and the
City Librarianrsquos desiwiate called the meeting to order at 540 pm
SPPM Election of Chair of the Strategic Plan Performance Measures Committee16-002 Elizabeth Glass called for nominations for the Chair of the Strategic Plan
Performance Measures Steering Committee
Moved by 1 CarinciThat1 Dianne LeBreton be nominated for chair
carriedDianne LeBreton agreed to stand for election
There being no further nominations it wasMoved by L ColleyThat the Strategic Plan Performance Measures Committee1 closes nominations
carried
Elizabeth Glass declared Diarme LeBreton duly elected Chair of the Strategic PlanPerformance Measures Committee by acclamation
Dianne LeBreton assumed the Chair
APPROVED MINUTES Page 2
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 1 Tuesday May 31 2016 from 540 pm to 725 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Declarations of Conflict of Interest16-003 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda16-004 Moved by R (lsquoarinci
That the Strategic Pla ii Perbnnance Measures Committee1 approves the agenda
Carried
SPPM Communications16-005 There were no Communications items at the May 31 2016 Strategic Plan
Performance Measures Committee meeting
SPPM Presentations16-006 There were no public presentations at the May 31 2016 Strategic Plan
Performance Measures Committee meeting
Item for ApprovalSPPM Strategic Plan 2016-20 19 Status and Performance Management Reporting Tools
Elizabeth Glass and Michele Melady Acting Manager Planning amp Developmentprovided a presentation on status and performance management reporting tools
16-007 Committee DecisionIrsquofo red by K CauinciThat the Strategic Plan Perbrmance Measurement Committee1 considers the summary of Toronto Public Library s strategic priority
alignment witi key City strategiesbr information (Attachment 1)2 considers the template that will he used for the semimdashannual status report
on Strategic Plan activitiesbr 2016br presentation to the Library Boardin June fbr inbnnation Attacunent 2)
3 considers the Divi Strategic Plan Dashboard to provide recommendationson the brmat so that staff cciii make revisions and populate the templatewith nwasuucs br the next Steering Committee Meeting (Attachment 3)
Carried as amended
APPROVED MINUTES Page 3
Toronto Public library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 1 Tuesday May 31 from 540 pm to 725 pmToronto Reference Library Board Room 789 Yonge Street Toronto
MotionsSee the followingMoved by R CarinciThat the Strategic Plan Performance Measures Committee1 considers the summary of Toronto Public Libraryrsquos swategic priority
alignment with key City strategies for information (Attachment 1)2 endorses (lie template that will be usedfor the semi-annual status report
on Strategic Plan activities for 2Ol6for presentation to the Library Boardin June for information (Attachment 2)
3 considers the Draft Strategic Plan Dashboard to pro viderecommendations on the format so that staffcan make revtcions andpopulate the template with measures for the next Steering ConmitteeMeeting (Attachment 3)
Amended
Moved in amendment by S Graham-NutterThat the Motion moved by R Carbici be amended to change the word endorsesrdquoin Recommendation 2 to the word considers so that it reads asjoacutellows1 considers the template that will be usedJar the semi-annual status report
on Strategic Plan activitiesfor 2016for presentation to the Library Boardin June for information (Attachment 2)
Carried
SPPM Adjournment16-008 Moved by pound Graham-Nutter
That the Strategic Plan Perjagravermance Measures Committee1 adjourns the May 31 2016 Strategic Plan Performance Measures
Committee meetingCarried
The meeting ended at 725 pm c)r -
Signed ( I lsquoI 7lt--
TORONTOPUB LIC
LIBRARYAPPROVED MINUTES Page 1
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 2 Wednesday July 13 2016 from 530 pm to 635 pmToronto Reference Library Board Room 789 Yonge Street Toronto
Members PresentMs Dianne LeBreton (Chair)Ms Lindsay CofleyMs Sue Graham-NutterMs Archana Shah
RegretsMr Ron Carinci
SPPM Call to Order16-010 Dianne LeBreton called the meeting to order at 530 pm
SPPM Declarations of Conflict of Interest16-011 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda16-012 Moved byL colley
That the Strategic Plan Petformance Measures Committee1 approves the agenda
Carried
SPPM Confirmation of IrsquoIay 31 2016 Strategic Plan Performance Measures Committee16-0 13 Meeting Minutes
Moved by L ColleyThat the Strategic Plan PerJbrmance Measures Committee1 confirms the Minutes of the May 31 2016 Strategic Plan Performance
Measures CommitteeCarried
APPROVED MENUTES Page 2
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteelNrsquoIeeting No 2 Wednesday July 13 from 530 pm to 635 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Business Arising from the Minutes16-014 There were no Business Arisingfrom the Mintues items at the July 13 2016
Strategic Plan Performance Measures Committee meeting
SPPM Communications16-015 There were no Communications items at the July 13 2016 Strategic Plan
Performance Measures Committee meeting
SPPM Presentations16-016 There were no public presentations at the July 13 2016 Strategic Plan
Performance Measures Committee meeting
Itemfor ApprovalSPPM Strategic Plan 2016-2019 Status and Performance Management Reporting Tools16-0 17 Elizabeth Glass Director Policy Planning amp Performance Management and
Linda Hazzan Director Communications Progranuning amp CustomerEngagement provided a presentation on status and performance managementreporting tools
Moved byA ShahThat the Strategic Plan Performance Measurement Committee1 considers the attached presentation materials and2 directs staffto further develop the balanced score card key performance
indicators and the Strategic Plan dashboard and indicatorsfor a StrategicPlan Performance Measures Steering committee meeting in September
CarriedSPPM Adjournment16-018 iWoved by S Graham-Nutter
That the Strategic Plan Performance ArsquoJeasures Committee1 adjourns the July 13 2016 Strategic Plan Performance Measures
Committee meeting
Carried
The meeting ended at 635 pm-
Signed lsquoiV i f
TORONTOPUB LIC
LIBRARYAPPROVED MINUTES Page 1
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 3 Tuesday September 20 2016 from 530 pm to 630 pmToronto Reference Library Board Room 789 Yonge Street Toronto
Members PresentMs Dianne LeBreton (Chair)ML Ron CadnciMs Lindsay ColleyMs Archana ShahMs Sue Graham-Nutter
Regrets
SPPM Call to Order16-019 Dianne LeBreton called the meeting to order at 530 pm
SPPM Declarations of Conflict of Interest16-020 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda16-021 Moved by L Colley
That the Strategic Plan Performance Measures Committee1 approves the agenda
Carried
SPPM Confirmation of July 13 2016 Strategic Plan Performance Measures Committee16-022 Meeting Minutes
Moved by L ColleyThat the Strategic Plan Peiformance Measures Committee1 confirms the Minutes of the fitly 13 2016 Strategic Plan Performance
Measures Committee
Carried
APPROVED MINUTES Page 2
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 3 Tuesday September 20 2016 from 530 pm to 630 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Business Arising from the Minutes16-023 There were no Business Arisingfrom (lie Minutes items at the September 20 2016
Strategic Plan Performance Measures Committee meeting
SPPM Communications16-024 There were no Communications items at the September 20 2016 Strategic Plan
Performance Measures Committee meeting
SPPM Presentations16-025 There were no public presentations at the September 20 2016 Strategic Plan
Performance Measures Committee meeting
Itemfor ApprovalSPPM Strategic Plan 2016-2019 Accountability Framework and Reporting Tools16-026 Elizabeth Glass Director Policy Planr1ing amp Performance Management
provided a presentation on accountability framework and reporting tools
Moved by S Graham-NurterThat the Strategic Plan Performance Afeasurement Committee1 considers the approach ofusing logic models and a balanced scorecard as
the strategic plan accountabilityframework and a dashboard to visuallyrepresent the progress and achievement as outlined in the flowchart(Attachment 1k
2 endorses the logic model examples that will be used as templates fordeveloping a logic model for each strategic priority (Attachments 2 and3k
3 endorses the balanced scorecard and recommended key performanceindicatorsJbr the Boardrsquos monitoring and assessment ofthe strategicplan lsquo5 progress (Attachment 1)
Deferred
The Committee deferred consideration of the recommendations in the StrategicPlan 2016-2019 Accountability Framework and Reporting Tools report until thenext meeting of the Committee
APPROVED MINUTES Page 3
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 3 Tuesday September 20 from 530 pm to 630 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Adjournment16-027 Moved by L Colley
That the Strategic Plan Performance Measures Committee1 adjourns the September 20 20J6 Strategic Plan Performance Measures
Conunittee meetingCarried
The meeting ended at 630 pm - - - I
Signed (V UrsquoL
MINUTES Page 1
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
13b
Members Present
Mr Ron Carinci
Ms Lindsay Colley
Ms Archana Shah
Ms Sue Graham-Nutter
Regrets
Ms Dianne LeBreton (Chair)
SPPM Call to Order
16-028 Vickery Bowles called the meeting to order at 530 pm Ms Bowles advised that
Dianne LeBreton committee chair was unexpectedly unable to attend the
meeting An election of an acting chair was required
SPPM Declarations of Conflict of Interest 16-029 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda 16-030 Moved by R Carinci
That the Strategic Plan Performance Measures Committee approves the agenda
as revised to
1 elect an Acting Chair for the November 7 2016 meeting in the absence of
the Committee Chair
Carried
MINUTES Page 2
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Election of Acting Chair
16-031 Vickery Bowles called for nominations for the Acting Chair of the Strategic Plan
Performance Measures Steering Committee
Moved by R Carinci
That
1 Sue Graham-Nutter be nominated for Acting Chair
Carried
Sue Graham-Nutter agreed to stand for election
There being no further nominations it was
Moved by R Carinci
That the Strategic Plan Performance Measures Committee
1 closes nominations
Carried
Vickery Bowles declared Sue Graham-Nutter duly elected Acting Chair of the
Strategic Plan Performance Measures Committee by acclamation
Sue Graham-Nutter assumed the Chair
SPPM Confirmation of September 20 2016 Strategic Plan Performance Measures
16-032 Committee Meeting Minutes Moved by R Carinci
That the Strategic Plan Performance Measures Committee
1 confirms the Minutes of the September 20 2016 Strategic Plan
Performance Measures Committee
Carried
SPPM Business Arising from the Minutes
16-033 There were no Business Arising from the Minutes items at the November 7 2016
Strategic Plan Performance Measures Committee meeting
SPPM Communications
16-034 There were no Communications items at the November 7 2016 Strategic Plan
Performance Measures Committee meeting
MINUTES Page 3
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Presentations
16-035 There were no public presentations at the November 7 2016 Strategic Plan
Performance Measures Committee meeting
Item for Approval
SPPM Strategic Plan 2016-2019 Accountability Framework Reporting Tools and Key
16-036 Performance Indicators
Elizabeth Glass Director Policy Planning amp Performance Management
responded to questions from committee members
Moved by L Colley
That the Strategic Plan Performance Measurement Committee
1 endorses the Strategic Plan accountability framework as outlined in the
flowchart (Attachment 1)
2 endorses the logic model examples that will be used as templates for
developing a logic model for each strategic priority (Attachments 2
and 3)
3 endorses the balanced scorecard and recommended key performance
indicators for the Boardrsquos monitoring and assessment of the Strategic
Planrsquos progress (Attachment 4)
Carried
Staff were directed to provide Board members with an overview of the
accountability framework for the Strategic Plan with the tools KPIs and the
reporting timelines
SPPM Adjournment
16-037 Moved by L Colley
That the Strategic Plan Performance Measures Committee
1 adjourns the November 7 2016 Strategic Plan Performance Measures
Committee meeting
Carried
The meeting ended at 600 pm
Signed
Strategic Plan 2016-2019 Accountability Framework 1
STAFF REPORT ACTION REQUIRED
Strategic Plan 2016-2019 Accountability Framework
Date November 21 2016
To Toronto Public Library Board
From Strategic Plan Performance Measures Committee
SUMMARY
The purpose of this report is to recommend the approval of the Strategic Plan 2016-2019
Accountability Framework to the Toronto Public Library Board
A Strategic Plan Performance Measures Committee was established on April 25 2016 to
provide advice and recommendations to the Board for strengthening the Boardsrsquo
monitoring and assessment of the strategic planrsquos implementation for compliance and
progress
The Committee met four times from May to November 2016 to receive and inform the
development of the Strategic Plan 2016-2019 Accountability Framework which contains
three main tools a balanced scorecard with key performance indicators a dashboard to
visually present the results and a logic model to show the alignment between the strategic
priorities key activities over four years and the expected outcomes and impact
At its November 7 2016 meeting the Committee endorsed the Accountability Framework
and concluded its work
RECOMMENDATIONS
The Strategic Plan Performance Measures Committee recommends that the Toronto
Public Library Board
1 approves the Strategic Plan 2016-2019 Accountability Framework
FINANCIAL IMPACT
There is no financial impact beyond what has already been approved in the current yearrsquos
budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
13c
Strategic Plan 2016-2019 Accountability Framework 2
DECISION HISTORY
At its April 25 2016 meeting the Library Board received the following report Strategic
Plan Performance Measures Committee Terms of Reference and approved the Terms of
Reference for the Strategic Plan Performance Measures Committee as outlined in
Attachment 1
httpwwwtorontopubliclibrarycacontentabout-the-
librarypdfsboardmeetings2016apr2512-performance-measures-committee-terms-of-
referencepdf
httpwwwtorontopubliclibrarycacontentabout-the-
librarypdfsboardmeetings2016apr2512-performance-measures-committee-terms-of-
reference-att-1pdf
At its May 31 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Status and Performance
Management Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-may-31jsp
At its July 13 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Status and Performance
Management Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-jul-13jsp
At its September 20 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Accountability
Framework and Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-sep-20jsp
At its November 7 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Accountability
Framework Reporting Tools amp key Performance Indicators
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-nov-07jsp
ISSUE BACKGROUND
The Strategic Plan Performance Measures Committee was established on April 25 2016 to
provide advice and recommendations to the Library Board for strengthening the Boardrsquos
monitoring and assessment of the strategic planrsquos implementation for compliance and
progress
During the development of the Accountability Framework and the reporting tools the
Committee met four times from May to November 2016 to receive information and provide
advice At its November 7 2016 meeting the Committee endorsed the Framework and
concluded its work
Strategic Plan 2016-2019 Accountability Framework 3
COMMENTS
There are three broad outcomes for the Strategic Plan 2016-2019 based on input gathered
from Toronto residents during the strategic plan consultation process
Expanding Access
Increasing Opportunity
Building Connections
Six strategic priorities were established to advance the broad outcomes
Advancing TPLrsquos digital platforms
Breaking down barriers to access driving inclusion
Expanding access to technology and training
Establishing TPL as Torontorsquos centre for continuous and self-directed learning
Creating community connections through cultural experiences
Transforming for 21st century service excellence
The purpose of the Accountability Framework is to guide the development monitoring and
reporting of the annual work plan for each of the four years from 2016 to 2019 and the
overall achievements of the Strategic Plan over four years It serves as
a reporting structure for the Board to monitor the progress of the strategic plan and
provide guidance
a public facing reporting tool to demonstrate openness and accountability
an internal tool to advance shared understanding of the strategic priorities and guide the
work of staff
The Accountability Framework is composed of three main tools
1 Balanced Scorecard with key performance indicators (Attachment 1 amp Attachment 2)
The overall achievements of the strategic plan will be reported using a balanced
scorecard approach with key performance indicators established under four
perspectives Customer Operational Learning amp Growth and Financial Work plan
achievements will be reported to the Board in a semi-annual status report
2 Dashboard (Attachment 3)
A dashboard format will be used to visually present the strategic plan achievements
as measured against the key performance indicators and targets This will be reported
to the Board annually
3 Logic Models
A logic model (Attachment 4) is developed to align the six strategic priorities with
key activities the broad outcomes and the contribution to the success of City of
Torontorsquos key strategies over four years
Logic models will also be developed for each strategic priority with appropriate key
activities and outcomes to guide the development of annual work plans strategic
Strategic Plan 2016-2019 Accountability Framework 4
partnerships and funding priorities Attachment 5 shows an example of a logic model
for Strategic Priority 2 Breaking down barriers to access driving inclusion
The flowchart in Attachment 6 illustrates the relationship of the three tools The key activity
of Expanding Access to branches and community service points under Priority 2 is provided
as an example
CONTACT
Elizabeth Glass Director Policy Planning amp Performance Management
Tel 416-395-5602 E-mail eglasstorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Balanced Scorecard with Key Performance Indicators
Attachment 2 List of Strategic Plan 2016-2019 Key Performance Indicators
Attachment 3 Dashboard example
Attachment 4 Strategic Plan 2016-2019 Logic Model
Attachment 5 Strategic Plan 2016-2019 Priority 2 Logic Model
Attachment 6 Strategic Plan 2016-2019 Accountability Framework Flowchart
Strategic Plan 2016 mdash 2019 Balanced Scorecard Attachment 1
Key Performance Indicators
Total number of active members
bull Total use per capita
bull Visits per capita
bull Virtual visits per capita
bull In-branch technology utilization rate internet access workstationper 100000 population wireless connections per capita
bull Utilization rate (program capacity) learning programs(ESL + Literacy + User Ed + lifelong learning)
bull Utilization rate of technology training programs
bull Utilization rate of cultural programs
bull ft of branches providing regular after-schoolprogramming from September to June
bull User satisfaction overall
bull User satisfaction in-branch technology(computers software wifi)
Users satisfaction knowledge andhelpfulness of staff
Key Performance Indicators
bull Total Open Hours
bull ft of Sunday branches (September to June)
bull ft of NIA Sunday branches (September to June)
bull ft of Sunday branches (Year-round)
ft of NIA Sunday branches (Year-round)
Turnover rate of circulating items
of special collections that are digitized
KKey Performance Indicators
bull Logic Models and evaluation frameworksdeveloped for strategic priorities
bull Spending in staff development (Total Averageper staff)
bull staff who report they have the skills andtraining to meet service delivery outcomes
bull of staff who report high levels ofengagement
Key Performance Indicators
bull Cost per use
Operating Expenditures
Operating expenditures per capita
Operating expenditures for electronic materials
Operating expenditures for digital technology
bull Total funding
bull Total funding per capita
bull Total funding from TPL Foundation
Page 1 of 1
Strategic Plan 2016-2019 Balanced Scorecard Key Performance Indicators
Customer Perspective Operational Perspective Learning amp Growth Perspective Financial Perspective
Total number of active members
Total use per capita o Visits per capita
Virtual visits per capita
In-branch technology utilization rate internet access workstation per 100000 population wireless connections per capita
Utilization rate (program capacity) learning programs (ESL + Literacy + User Ed + lifelong learning)
Utilization rate of technology training programs
Utilization rate of cultural programs
of branches providing regular after-school programming from September to June
User satisfaction overall
User satisfaction in-branch technology (computers software wifi)
Users satisfaction knowledge and helpfulness of staff
Total Open Hours o of Sunday branches
(September to June) o of NIA Sunday branches
(September to June) o of Sunday branches
(Year-round) o of NIA Sunday branches
(Year-round)
Turnover rate of circulating items
of special collections that are digitized
Logic Models and evaluation frameworks developed for strategic priorities
Spending in staff development (Total Average per staff)
staff who report they have the skills and training to meet service delivery outcomes
of staff who report high levels of engagement
Cost per use
Operating Expenditures o Operating expenditures per
capita
Operating expenditures for electronic materials
Operating expenditures for digital technology
Total funding o Total funding per capita o Total funding from TPL
Foundation
Attachment 2
Attachment 3
Strategic Plan 2016-2019 Dashboard
Key Performance Indicators
Example Open Hours
2016 Activities that will move the dial Status
Sunday service expanded to create year-round service at 6 District and 2 R amp R branches and added to 6 neighbourhood branches to provide seasonal Sunday service
Measure Baseline (2015) Current (Dec 2016) Target (2019) change
Total open hours 269672 hours 274397 hours 281878 hours + 45
Attachment 4
Toronto Public Library Strategic Plan 2016-2019 Logic Model
Torontonians are aware of library services to
address immediate needs
Create and implement Digital Strategy to develop online services
Torontonians have access to reading and
learning materials in a wide range of formats
and levels to support the joy of reading and
lifelong learning
TPL has resources and well-trained staff to
deliver strategic outcomes
Torontonians are connected through cultural
and leisure experiences and opportunites
TPL provides exceptional services and
experience at customers every point of need
TPL increased partnership and funding
opportunities with City of Toronto community
organizations and funding partners
Torontonians have improved access to
technology and staff assistance to develop
technology skills
Torontonians have expanded access to
emerging technology innovation spaces and
programs
Torontonians have new experiential
collaborative and e-learning opporunities to
support education employment and multiple
literacies
Use technology to drive improvements in business processes and
efficiency eg cloud analytics
Torontonians have equitable
support to learning and training
and gain the knowledge multiple
literacy skills and networks to
enrich their education work life and
leisure experiences
Torontonians have access to
programs and activities to support
and enhance diverse cultural
experiences and library collections
that reflect their cultural ineterests
and needs
Support readers of all ages and interests with diverse collections
readers advisory and a wide range of literary and cultural programs
Toronto children and youth have additional safe
after school social and learning environments
and programs
Priorities Key Activities
Mission Toronto Public Library provides free and equitable access to services which meet the changing needs of Torontonians The Library preserves and promotes universal
access to a broad range of human knowledge experience information and ideas in a welcoming and supportive environment
Establishing TPL as Torontos
centre for continuous and self-
dlirected learning
Impact
Expanding access to technology
and training
Advancing TPLs digital platforms
Breaking down barriers to access
driving inclusion
Expand high quality out-of-school-time programs for children and youth
Increase awareness and engagement across library channels
Allocate additional resources to sustain current and emerging
technology
Provide access to current and emerging technology and training in
library branches and community locations
Identify and remove policy barriers to online and in-person servicesToronto Public Library is a
community asset that builds
community capacity and improves
Torontonians well-being
Toronto Public Library contributes to the success of
Toronto Strong Neighbourhood Strategy 2020
Actions for strong Neighbourhoods
under five domains
Physical surroundings
Economic opportunities
Healthy lives
Social development and
Participation in civic decision-making
Toronto Public Library is a key partner in
City of Torontos Poverty Reduction Strategy
in addressing the issues of
service access and availability
Toronto Public Library supports the positive
outcomes of City of Torontos strategies for targeted
population including
Raising the Village Measuring the Well-being
of Children and Families in Toronto
Toronto Youth Equity Strategy
Toronto Newcomer Strategy
Toronto Seniors Strategy
Expand access to branches and community service points
Develop new resources programs and partnerships to deliver eLearning
programs
Provide in-branch resources space and technology to support
experiential learning
Provide resources and programs to support civic engagement
community events and discussion of social issues
Transforming for 21st century
service excellence Dedicate staff resources and training to provide expertise in key
strategic areas eg technology and literacy
Torontonians are empowered and supported in
their partcipation in civic lifeCreating community connections
through cultural experiences
Create diverse and inclusive cultural programs and experiences in
branch and online spaces
Curate and digitize special collections to reflect Torontos diverse
history culture and heritage
Develop organizational structure and culture to support innovation and
customer service excellence
ACCESS
OPPORTUNITY
CONNECTIONS
Outcomes
Torontonians have easy convienient online
access to library collections and services
Torontonians have convenient and local access
to neighbourhood spaces and services
Attachment 5
Expand online services
Develop self-serve Library Kiosks
Increased program offerings
After hours access implemented
Increased online service options
Increased self-service options
CONNECTIONS
Understand City demographics
demands and use of a full range of
library services
Develop after-hours access at branches
2 Breaking down
barriers to access
driving inclusion
Toronto Public Library contributes to the success of
City of Torontos key strategies including
Toronto Strong Neighbourhood Strategy 2020
bull Targeting appropriate resources to
respond to neighbourhood needs
Toronto Poverty Reduction Strategy
bull Address immediate needs
bull Create pathways to prosperity
bull Increase service access and availability
ACCESS
OPPORTUNITYLibrary membership options reflect
users online and branch access
needs
Provide access to current
and emerging technology
and training in library
branches and community
locations
Increase awareness and
engagement across library
channels
Sunday service expanded in target
branches
Identify and remove policy
barriers to online and in-
person services
Expand access to branches
and community service
points
Number of blocked library cards
reduced in target populations
Toronto Public Library Strategic Plan 2016-2019 Logic Model
Priority Impact
Mission Toronto Public Library provides free and equitable access to services which meet the changing needs of Torontonians The Library preserves and promotes universal access to a broad
range of human knowledge experience information and ideas in a welcoming and supportive environment
OutcomeKey Activities
Toronto Youth Equity Strategy
bull Service gaps
bull Service relevance amp accessibility
Toronto Newcomer Strategy
bull Improving access to municipal supports
bull Supporting civic engagement and
community capacity
Develop marketing strategy and conduct
publicity campaigns
Toronto Seniors Strategy
bull Equity
bull Inclusion
bull Respect
bull Quality of life
Expand access to library service in
community locations
Toronto Public Library is a
community asset that builds
community capacity and improves
Torontonians
well-being
Torontonians have equitable
support to learning and training
and gain the knowledge multiple
literacy skills and networks to
enrich their education work life
and leisure experiences
Torontonians have access to
programs and activities to support
and enhance diverse cultural
experiences and library
collections that reflect their
cultural ineterests and needsIncreased circulation of library
materials
Identify and remove policy barriers to
online and in-person services
Raising the Village Measuring the
Well-being of Children and Families in Toronto
bull Families have equitable access to
learning and training and are active in
their childrenrsquos education
bull Families belong to communities and
have the freedom to express and
opportunities to foster their culture and
identity
Torontonians are aware of library
services to address immediate needs
Conduct outreach and customer
engagement programs
Expand branch hours with additional
programs
Torontonians have easy
convienient online access to library
collections and services
Torontonians have convenient and
local access to neighbourhood
spaces and services
Attachment 6
Accountability Framework
Example
Priority Key Activity Short Term Medium Term Impact
Breaking down barriers to access
driving inclusion
Expand access to branches and
community service points
Torontonians have convenient and
local access to neighbourhood spaces
and services
Toronto Public Library is a community
asset that builds community capacity
and improves Torontonians well-being
Toronto Poverty Reduction Strategy
Increase service access and availability
Example
Customer Perspective Operational Perspective Learning amp Growth Perspective Financial Perspective
Utilization rate Service hours added Staff training Cost per use
Example
Is a visual representation of progress towards four years targets for KPIs to achieve strategic outcomes
with a baseline benchmark and annual target
Dashboard
Monitors the progress of the strategic plan across four perspectives and indentifies KPIs to measure progress towards outcomes
Links planned activities to expected outcomes
Toronto Public Library Strategic Plan 2016-2019
Implementation Compliance and Progress
Logic Model
Balanced Scorecard
Outcomes
Strategic Plan 2016-2019
Accountability Framework
November 21 2016
Toronto Public Library Board Meeting
1
Accountability Framework
Strategic Plan Performance Measures Committee
to provide advice and recommendations to the Board for
strengthening the Boardrsquos monitoring and assessment of the
strategic planrsquos implementation for compliance and progress
2
Accountability Framework
Strategic Plan Performance Measures Committee
bull Met four times from May to November 2016
bull Endorsed Accountability Framework at November 7 2016
meeting
bull Concluded its work
3
Accountability Framework
Purpose of framework
bull To guide the development monitoring and reporting of
The Annual work plan for each year from 2016-2019
The overall achievements of the Strategic Plan over four
years
4
Accountability Framework
bull A reporting structure for the Board to monitor the
progress of the strategic plan and provide guidance
bull Public facing reporting tool to demonstrate openness
and accountability
bull An internal tool for staff
5
Accountability Framework
Strategic Plan 2016-2019
bull Three broad outcomes
Access
Opportunity
Connections
And six strategic priorities
6
Accountability Framework
Strategic Plan 2016-2019
bull Six Strategic Priorities
Advancing TPLrsquos digital Platforms
Breaking down barriers to access driving inclusion
Expanding access to technology and training
Establishing TPL as Torontorsquos centre for continuous and
self-directed learning
Creating community connections through cultural
experiences
Transforming for 21st century service excellence
7
Accountability Framework
Three main tools
bull Balanced Scorecard with Key Performance
Indicators (KPIs)
bull Dashboard for visual presentation
bull Logic Models
8
Accountability Framework
Balanced Scorecard
bull A performance measurement tool developed at the
Harvard Business School
bull Provides a framework to monitor organization
performance from four perspectives the customerrsquos
perspective an internal business perspective an
innovation and learning perspective and the
financial perspective
Balance scorecard Encyclopedia of Business Gale 2000
9
10
Strategic Plan 2016 ndash 2019 Balanced Scorecard
11
Strategic Plan 2016 ndash 2019 Balanced Scorecard
Accountability Framework
Reporting timeline
bull Annual work plan achievements will be reported
to the Board in a semi-annual status report in
June and year end
bull Overall achievements of the strategic plan will be
reported annually to the Board (eg first quarter
of 2017 for 2016) using a balanced scorecard and
presented visually using a dashboard
12
Accountability Framework
13
Accountability Framework
Logic Model
bull A logic model is a systematic and visual way to present the
relationships among the resources to operate a program the
planned activities and the changes or results you hope to
achieve
14
WK Kellogg Foundation Logic Model Development Guide 2004
Accountability Framework
Logic Models
bull A Strategic Plan 2016-2019 aligns 6 strategic priorities
with
Key activities
3 broad strategic outcomes
City of Torontorsquos key strategies
bull Plus a logic model for each of the 6 strategic priorities
15
16
Strategic Plan 2016-2019 Logic Model
17
Strategic Plan 2016-2019 Priority 2 Logic Model
18
Accountability Framework
Questions amp Discussion
19
20
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 1
STAFF REPORT ACTION REQUIRED
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report proposes revised meeting dates for the December 2016 and January 2017
meetings for Toronto Public Library Board approval
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves rescheduling the December 8 2016 Toronto Public Library Board meeting
to December 12 2016 and
2 approves rescheduling the January 23 2017 Toronto Public Library Board meeting to
January 30 2017
FINANCIAL IMPACT
There is no financial impact arising from this report
The Director Finance and Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
At the January 25 2016 meeting the Board approved the schedule for meetings in 2016
including December 8 2016
At the October 24 2016 meeting the Board was provided with the proposed schedule for
meetings in 2017 including January 23 2017 for approval at the January 2017 meeting
14
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 2
COMMENTS
Library staff have recently reviewed the Cityrsquos updated budget schedule The Library Board
meeting in December is not well aligned with the Cityrsquos schedule A later December date
would provide the Board with more opportunity to be informed and kept up-to-date on the
2017 budget as well as to participate in the process As a result the rescheduling of the
December 8 2016 meeting to Monday December 12 is being recommended Board
members were canvassed and quorum is attainable for a meeting on December 12 2016
As the same scenario is also a possibility for the proposed January 23 2017 meeting it is
recommended that the date be changed to January 30 2017
Key dates for the 2017 budget process are shown below
2017 Budget Timetable
Date Political Review TPL Board
2016
Nov 21 Board meeting
Dec 2 Budget Committee launch
Dec 12 (from 8) Board meeting
Dec 161920 (21) Budget Committee presentations
2017
Jan 5 910 Budget Committee public deputations
Jan 12 Budget Committee wrap-up
Jan 24 Budget Committee final
Jan 30 (from 23) Board meeting
Feb 7 Executive Committee
Feb 15 16 (17) Council approval
Feb 21 Board meeting
CONTACT
Nancy Marshall Library Board Officer City Librarianrsquos Office
Tel 416-393-7215 E-mail nmarshalltorontopubliclibraryca
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 3
SIGNATURE
______________________________
Vickery Bowles
City Librarian
Holiday Closures 2017 and January 2018 1
STAFF REPORT ACTION REQUIRED
Holiday Closures 2017 and January 2018
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The purpose of this report is to recommend and receive Toronto Public Library Board
approval for the schedule of holiday closures for 2017 and January 2018
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves the schedule of holiday closures for 2017 and January 2018 as provided
in Attachment 1
FINANCIAL IMPACT
There is no financial impact to the 2017 operating budget arising from the
recommendation in this report The recommended closures are included in the proposed
2017 operating budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
Where Library Board approval is required to establish holiday closures the matter comes
before the Board in the preceding year to ensure adequate notice to the public and staff
COMMENTS
At its meeting on October 26 2015 the Library Board approved the Library closure for
New Yearrsquos Day 2017 on Monday January 2 2017
15
Holiday Closures 2017 and January 2018 2
The Library is open for regular service on Remembrance Day Saturday November 11
2017
The Library will be closed on Monday December 25 2017 for Christmas Day and
Tuesday December 26 2017 for Boxing Day
In 2018 New Yearrsquos Day falls on a Monday and the Library will be closed
All full-time employees whose scheduled day off falls on a holiday closure are
compensated with a day in lieu to be taken at another agreed upon time
It is the practice of the Library to close on the Sundays adjacent to public holidays with
the exception of Family Day
The schedule of holiday closures for 2017 and January 2018 is provided in Attachment 1
CONTACT
Dan Keon Director Human Resources Tel 416-395-5850
E-mail dkeontorontopubliclibraryca
SIGNATURE
_____________________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Holiday Closures 2017 and January 2018
Toronto Public Library Holiday Closures 2017 and January 2018
Sunday January 1 2017 New Yearrsquos Day Closed
Monday January 2 2017 For New Yearrsquos Day Closed
Monday February 20 2017 Family Day Closed
Friday April 14 2017 Good Friday Closed
Sunday April 16 2017 Easter Sunday Closed
Monday April 17 2017 Easter Monday Closed
Monday May 22 2017 Victoria Day Closed
Saturday July 1 2017 Canada Day Closed
Monday August 7 2017 Civic Holiday (Simcoe Day) Closed
Monday September 4 2017 Labour Day Closed
Monday October 9 2017 Thanksgiving Day Closed
Sunday December 24 2017 Christmas Eve Closed
Monday December 25 2017 Christmas Day Closed
Tuesday December 26 2017 Boxing Day Closed
Sunday December 31 2017 New Yearrsquos Eve Closed
Monday January 1 2018 New Yearrsquos Day Closed
New Yearrsquos Day 2017 closure approved by the Library Board on October 26 2015
Attachment 1
Audit Plan for the Year Ending December 31 2016 1
STAFF REPORT INFORMATION ONLY
Audit Plan for the Year Ending December 31 2016
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The attached report from PricewaterhouseCoopers the external auditors summarizes the
planning for their audit of the 2016 financial statements for the Toronto Public Library
Board
FINANCIAL IMPACT
The proposed audit fee of $25000 inclusive of expenses and exclusive of Harmonized
Sales Tax (2015 ndash $25000) is included in the 2016 operating budget It is important to
note that the audit fee does not include extra audit work that may be required due to
scope changes and PricewaterhouseCoopers will advise management as soon as possible
if this were to happen
This is the second year of a five-year audit contract that the City has negotiated The fee
will remain unchanged for the duration of the contract
ISSUE BACKGROUND
Under Section 139 of the City of Toronto Act 2006 the City is required to appoint an
auditor licensed under the Public Accounting Act 2004 who is responsible for annually
auditing the accounts and transactions of the City and its local boards and expressing an
opinion on the financial statements of these entities based on the audit
Council at its March 2015 meeting approved the recommendation of the Audit
Committee to appoint PricewaterhouseCoopers as the external auditor for the City and
Library The contract with PricewaterhouseCoopers is for five years ending with the
audit of the December 31 2019 financial statements
As part of the annual audit PricewaterhouseCoopers provides an Audit Plan report to the
Toronto Public Library Board The auditors will conduct their audit of the 2016 financial
statements pursuant to this plan
17
Audit Plan for the Year Ending December 31 2016 2
COMMENTS
Attached is PricewaterhouseCoopersrsquo Audit Plan for the Library which summarizes their
view on audit risks the nature extent and timing of the audit work and the terms of
engagement
On completion of the audit PricewaterhouseCoopers will issue the Audited Financial
Statements and a Year-End Report to the Board that will provide key matters for
discussion significant audit accounting and financial reporting matters summary of
unadjusted and adjusted items other required communications internal control
recommendations and a confirmation of auditor independence
Work on the interim audit was completed in October 2016 and the year-end audit is
expected to be completed by March 2016
CONTACT
Larry Hughsam Director Finance amp Treasurer Tel 416-397-5946
E-mail lhughsamtorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Board ndash Audit Plan for the year ending
December 31 2016
wwwpwccomca
Audit planfor the yearendingDecember31 2016
Toronto PublicLibrary Board
pwc
pwc
October 28 2016
Members of the BoardToronto Public Library Board
Dear Members of the Board
We are pleased to present an overview of our audit plan for the 2016 audit of the financial statementsof Toronto Public Library Board (the Library) prepared in accordance with Canadian Public SectorAccounting Standards (PSAS) (referred to as the ldquofinancial statementsrdquo from now on)
This overview includes our view on audit risks and the nature extent and timing of our audit work
We value your feedback and if you have any questions about the identified risks and our audit approachplease do not hesitate to contact the undersigned at (416) 228-1922
Yours very truly
Tern McUnnonPartnerRisk Assurance Services
cc Mr Larry Hughsam Director Finance and Treasurer
PricewatcrhouseCoopers UPnyC Tower i8 York Street Suite 2600 Toronto Ontario Canada M oB2T +1 416 8631133 F +1 416 365 8215 wwwpwccomca
lsquoPwt relera to Pdcewatethousetoopers LLP an Ontario limiled liabiLity paruiership
Toronto Public Library Board Audit plan for the year ending December 31 2016
Communications to the Board
Key mattersfor Commentsdiscussion
Client service team Tern McKinnon is your engagement leader and Julianne Cooke is your engagementmanager
Service deliverables We will audit the Libraryrsquos financial statements as of December 31 2016 and for theyear then ending prepared in accordance with PSAS
Our engagement letter which has been signed by the City of Toronto sets out theterms and conditions for our engagement as the independent auditor of the Libraryfor the above-mentioned year In addition our engagement letter outlines ourresponsibilities as the auditor and the responsibilities of management
Audit timeline We worked with management to develop this project timelinemdash Interim visit October 17-21 2016mdash Year-end visit March20 mdash March 31 2017mdash Clearance meeting with management To be confirmedmdash Deliveryfiling of financial statements To be confirmed
Audit approach Our audit approach is a mixture of tests of internal controls and substantive testingOur audit approach is designed to allow us to execute a quality and efficient auditWe do this byi gaining an understanding of the business by focusing on new developments
and key business issues affecting the Library as well as managementrsquosmonitoring of controls and business processes
ii identiring significant audit risks sharing our perspectives obtaining yourfeedback and ensuring our audit is tailored to these risks
iii using well-reasoned professional judgment especially in areas that aresubjective or require estimates and
iv leveraging reliance where possible on the Libraryrsquos internal controls andinformation technology and data systems
In the current year our planned work will include testing of key controls in thefollowing areasmdash Purchases payables and disbursementsmdash Payroll
All other areas will be subject to tests of detail
Significant risks are risks of material misstatement that we think need special auditconsideration We identified several significant audit risks and plan to address themas follows Please let us know if you agree that these are the most significant risksfrom your point of view and if you have any other areas of concern
PwC I
Toronto Public Library Board Audit plan for the year ending December 31 2016
Significant risk to Managementrsquos response and our audit approachdiscuss
Risk of management Accounting regulatory authorities require that the risk of material misstatement dueoverride of controls to management override of controls be considered a significant risk on every audit
engagement
This represents the risk that internal controls at the Library maybe circumvented toachieve desired financial results or gain inappropriate access to financial resources
In order to address this risk we will perform the followingbull All non-routine journal entries are reviewed and approved by the appropriate
level of managementbull We will review manual journal entries focusing on large and unusual entriesbull We will review accounting estimates for biases that could result in material
misstatementbull We will incorporate unpredictable procedures in the audit approach
Risk of fraud in revenue The risk of fraud in revenue recognition is a presumed significant risk underrecognition Canadian Auditing Standards We will assess this risk through the consideration of
the Libraryrsquos revenue recognition policies the incentivepressure to fraudulentlymisstate revenue and the potential opportunity
In order to address this risk we will perform the following
bull Update our understanding of managementrsquos processes and internal controlssurrounding revenue recognition
bull Obtain confirmations from the City of Toronto for subsidies received duringthe year
bull Test significant revenue streams through testing a sample of transactions tosupporting documents
Materiality Misstatements are considered to be material if they could reasonably be expected toinfluence the economic decisions of users of the financial statements We have set apreliminanrsquo materialihrsquo of S6i6oooo We will report unadjusted and adjusted itemsover S6i6ooo to the Board on completion of the audit
Fraud risk We discuss fraud risk annually with the Board Through our planning process (andprior yearsrsquo audits) we developed an understanding of your oversight processesincluding
Employee code of ethicsmdash Discussion at Board meetings and our attendance at those meetings or
reviewing minutes of meetingsmdash Presentations by management including business performance reviewsmdash Signing authorities
Are there any new processes or changes to the items above that we should be awareoP
We are not aware of any fraud Are you aware of instances of any actual suspected or
____________________________
alleged fraud affecting the Library
PwC 2
Toronto Public Ubrary Board Audit plan for the year ending December 31 2016
The matters raised In this and other reports that will flow from the audit are only those that have come to our attention arising from or relevant toour audit that we believe need to be brought to your attention They are not a comprehensive record of all the matters arising and in particularwe cannot be held responsible for reporting all risks in your business or all internal control weaknesses This report has been prepared solely foryour use It was not prepared or intended for any other purpose No other person or entity shall place any reliance upon the accuracy orcompleteness of statements made herein PwC does not assume responsibility to any third party and in no event shall PwC have any liabilityfor damages costs or losses suffered by reason of any reliance upon the contents of this report by any person or entity other than you
PwC 3
copy 2015 PricewaterhouseCoopers LLP an Ontario limited liability partnership All rights reserved
Board Resolutions ndash Status Report 1
STAFF REPORT INFORMATION ONLY
Board Resolutions ndash Status Report
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report lists the status of outstanding Toronto Public Library Board resolutions
BACKGROUND INFORMATION
At the April 2 2012 meeting the Toronto Public Library Board approved the inclusion of
Board Resolutions ndash 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 ndash Status Report ndash November 21 2016
18
1
STATUS REPORT
TORONTO PUBLIC LIBRARY BOARD RESOLUTIONS
AS AT NOVEMBER 21 2016
DATE OF
MEETING
MOTION
(Ref Minute )
STATUS
TARGET
DATE
Sep 8 2014 14-150 ndash Notice of Motion Funding and Timing of
PerthDupont Branch Relocation
5 requests that the local City Councillor consult
with the local community and make a
recommendation to the Board for a new name for
the relocated branch (which will no longer be
located at the corner of Perth and Dupont)
IN PROGRESS Staff to bring a recommendation to
the Board for a new name for the relocated branch to
the Board for approval
To be
determined
Feb 22 2016 16-040 ndash Naming Opportunity ndash Daniel Grafton
Hill III
2 requests staff to provide updates to the
Toronto Public Library Board on this
initiative at strategic intervals
IN PROGRESS This initiative is dependent on a
future branch capital project and consultation
process
To be
determined
Oct 24 2016 16-193 ndash Toronto Public Library Board ndash Self-
Evaluation
2 conducts a pilot self-evaluation during the
month of November 2016 and discusses the
results of the evaluation at the January 2017
meeting
IN PROGRESS A report is expected to be provided
at the January 2017 meeting
January 2017
meeting
Attachment 1
Questions
Contact informationPeggy Thomaspthomastorontopubliclibraryca
2017 Interim Budget Estimates 1
STAFF REPORT ACTION REQUIRED
2017 Interim Budget Estimates
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The purpose of this report is to seek Toronto Public Library Board adoption of the 2017
interim operating and capital budget estimates in order to enable Toronto Public Library
(TPL) to carry out normal operations during the period between January 1 2017 and the date
on which Council approves the 2017 operating and capital budgets expected to be on
February 15 or 16 2017
The interim operating budget for TPL is $48647 million gross ($44249 million net) which
is based on 25 of TPLrsquos 2016 approved budget The interim capital budget is $5522
million gross ($3524 debt) which is based on 25 of the 2017 funding commitments for
previously approved capital projects
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 adopts the 2017 interim operating budget of $48647 million gross ($44249 million
net) subject to Council approval and
2 adopts the 2017 interim capital budget of $5522 million gross ($3524 million debt)
subject to Council approval
FINANCIAL IMPACT
The 2017 interim budget estimates will enable TPL to carry out normal operations during the
period between January 1 2017 and the date on which Council approves the 2017 operating
and capital budgets expected to be on February 15 or 16 2017 The 2017 interim operating
budget for TPL is $48647 million gross ($44249 million net) which represents 25 of
TPLrsquos 2016 approved operating budget
The interim capital budget is $5522 million gross ($3524 million debt) which represents
25 of the 2017 funding commitments for previously approved capital projects Any unspent
11
2017 Interim Budget Estimates 2
capital funds from 2016 will also be available during the interim period of 2017 The
combination of the 25 funding and 2016 unspent carry-forwards will be adequate to meet
TPLrsquos capital needs in the interim period
The budget percentage approvals are consistent with other City Agencies and Divisions
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
ALIGNMENT WITH STRATEGIC PLAN
The adoption of the 2017 interim budget estimates ensures the continuance of TPLrsquos business
until Council approves the 2017 operating and capital budgets
ISSUE BACKGROUND
In accordance with TPLrsquos Financial Control Policy prior to the approval of the annual
operating and capital budgets the Library Board needs to adopt the Council-approved
interim estimates to fund the continuance of the Libraryrsquos business from the first day of
January to the date the operating and capital budgets for that year are approved
COMMENTS
The 2017 interim budget estimates for the operating and capital budgets expected to be
approved by Council on December 13 2016 enable City Programs and Agencies to carry out
their operations until Council approves the 2017 operating and capital budgets expected on
February 15 or 16 2017
Expenditures made during the period beginning January 1 2017 to until the date Council
approves the 2017 operating and capital budgets must be restricted to normal operations
CONTACT
Larry Hughsam Director Finance amp Treasurer Tel 416-397-5946
E-mail lhughsamtorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
Runnymede Branch ndash Award of Tender 1
STAFF REPORT ACTION REQUIRED
Runnymede Branch ndash Award of Tender
Date November 21 2016
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 of Runnymede Branch as per
Toronto Public Libraryrsquos (TPLrsquos) drawings and specifications
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 awards the contract to the lowest bidder Brown Daniels Associates for the interior
renovation of the Runnymede Branch at a cost of $543147 which includes a
contingency of $49377 [excluding Harmonized Sales Tax (HST)]
FINANCIAL IMPACT
The total amount of $543147 which is made up of the tender amount of $493770 plus the
contingency of $49377 (excluding HST) is included as part of the Multi-Branch Renovation
State of Good Repair (SOGR) Project of the approved 2016 capital budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
ALIGNMENT WITH STRATEGIC PLAN
The interior renovation of the Runnymede Branch helps to achieve various strategic plan
priorities and goals including
increase access to in-branch services and spaces and new options to expand public and
community space
advance State of Good Repair projects to provide welcoming well-maintained and efficient
public space
create in-branch environments that connect neighbourhoods and communities offering
opportunities for partnerships civic engagement and resident participation
12
Runnymede Branch ndash Award of Tender 2
build capacity to deliver elearning and interactive distance learning services
offer broad access to experiential collaborative mentored and networking learning
opportunities in response to the different ways people learn and the unique needs of local
communities
offer access to new and emerging technologies to support innovation entrepreneurship and
creativity
COMMENTS
Runnymede is a 12034 sq ft neighbourhood branch In 2015 Runnymede was the third
busiest branch in the Toronto Public Library system in terms of visits and the busiest branch
in terms of holds pick-up The branch opened in 1928 and is listed on Toronto Historical
Boards Inventory of Heritage Properties It has undergone several renovations over the
years
A renovation and expansion of Runnymede Branch was completed and successfully opened
to the public in 2005 Eleven years have passed and library service has changed With
introduction of self-service and more collaborative work spaces the existing large service
desk is no longer required Moreover the high level of traffic creates congestion in the
branch The proposed renovation to the main floor of the library will resolve these issues In
addition to the installation of a new smaller service desk the renovation will involve a re-
design of the computer areas new flooring new window coverings and collections
merchandizing The second floor of the branch will be opened up to improve security
through increased visibility and allow for greater flexibility in the use of the public space
Architects for the project Building Arts Architects Inc was hired to provide architectural services for the Runnymede
Branch renovation project in April 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 of the most experienced and previously proved General
Contractors were pre-qualified and invited to bid on the project All eight (8) attended the
mandatory site meeting at Runnymede Branch on October 4 2016
Call for Tenders On September 30 2016 the Call for Tenders was issued to the eight pre-qualified bidders 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 The bid documents prepared by the Architects were
supplied to all prequalified bidders All bidders had to attend a mandatory information
meeting on October 4 2016 The bid documents comprised the following documents
List of Prequalified Bidders
Instruction to Bidders
Runnymede Branch ndash Award of Tender 3
Available Project Information
Stipulated Price Bid Form
Unit Prices Bid Form Supplement
Alternative Prices Bid Form Supplement
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 October 20 2016 TPL received tenders from seven of the pre-qualified General
Contractors The Architects and library staff analysed the three lowest bids to ensure that all
requirements of the bidding process were met as follows
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 amp
material bond)
o unconditional bid
o completed amp sealed stipulated price bid form
o acknowledges all addenda issued as part of the Call for Tenders
o completed amp dated unit prices bid form supplement
o completed amp dated alternative prices bid form supplement
o completed amp dated list of subcontractors bid form supplement
o confirmation of pre-qualified subcontractors where required
Award of tender recommendation For the recommended contract award to Brown Daniels Associates the following
requirements have been met
1 The bidder is in conformance with 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 successfully completed a number of Toronto Public Library
projects including Woodside Square Mimico and Ellesmere Branches North York Central
Library and the recent Beeton Hall renovation at the Toronto Reference Library The
references were checked by the architect and were satisfactory
Runnymede Branch ndash Award of Tender 4
CONTACT
Moe Hosseini-Ara Director Branch Operations and Customer Experience
Tel 416-397-5944 E-mail mhosstorontopubliclibraryca
Gail Rankin Senior Manager Facilities Management Tel 416-395-5881
E-mail grankintorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
13 aLIBRARYAPPROVED MINUTES Page I
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 1 Tuesday May 31 2016 from 540 pm to 725 pmToronto Reference Library Board Room 789 Yonge Street Toronto
Members PresentMr Ron CarinciMs Lindsay ColleyMs Dianne LeBretonMs Sue Graham-Nutter
RegretsMs Archana Shah
SPPM Call to Order16-001 Elizabeth Glass Director Policy Planning amp Performance Management and the
City Librarianrsquos desiwiate called the meeting to order at 540 pm
SPPM Election of Chair of the Strategic Plan Performance Measures Committee16-002 Elizabeth Glass called for nominations for the Chair of the Strategic Plan
Performance Measures Steering Committee
Moved by 1 CarinciThat1 Dianne LeBreton be nominated for chair
carriedDianne LeBreton agreed to stand for election
There being no further nominations it wasMoved by L ColleyThat the Strategic Plan Performance Measures Committee1 closes nominations
carried
Elizabeth Glass declared Diarme LeBreton duly elected Chair of the Strategic PlanPerformance Measures Committee by acclamation
Dianne LeBreton assumed the Chair
APPROVED MINUTES Page 2
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 1 Tuesday May 31 2016 from 540 pm to 725 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Declarations of Conflict of Interest16-003 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda16-004 Moved by R (lsquoarinci
That the Strategic Pla ii Perbnnance Measures Committee1 approves the agenda
Carried
SPPM Communications16-005 There were no Communications items at the May 31 2016 Strategic Plan
Performance Measures Committee meeting
SPPM Presentations16-006 There were no public presentations at the May 31 2016 Strategic Plan
Performance Measures Committee meeting
Item for ApprovalSPPM Strategic Plan 2016-20 19 Status and Performance Management Reporting Tools
Elizabeth Glass and Michele Melady Acting Manager Planning amp Developmentprovided a presentation on status and performance management reporting tools
16-007 Committee DecisionIrsquofo red by K CauinciThat the Strategic Plan Perbrmance Measurement Committee1 considers the summary of Toronto Public Library s strategic priority
alignment witi key City strategiesbr information (Attachment 1)2 considers the template that will he used for the semimdashannual status report
on Strategic Plan activitiesbr 2016br presentation to the Library Boardin June fbr inbnnation Attacunent 2)
3 considers the Divi Strategic Plan Dashboard to provide recommendationson the brmat so that staff cciii make revisions and populate the templatewith nwasuucs br the next Steering Committee Meeting (Attachment 3)
Carried as amended
APPROVED MINUTES Page 3
Toronto Public library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 1 Tuesday May 31 from 540 pm to 725 pmToronto Reference Library Board Room 789 Yonge Street Toronto
MotionsSee the followingMoved by R CarinciThat the Strategic Plan Performance Measures Committee1 considers the summary of Toronto Public Libraryrsquos swategic priority
alignment with key City strategies for information (Attachment 1)2 endorses (lie template that will be usedfor the semi-annual status report
on Strategic Plan activities for 2Ol6for presentation to the Library Boardin June for information (Attachment 2)
3 considers the Draft Strategic Plan Dashboard to pro viderecommendations on the format so that staffcan make revtcions andpopulate the template with measures for the next Steering ConmitteeMeeting (Attachment 3)
Amended
Moved in amendment by S Graham-NutterThat the Motion moved by R Carbici be amended to change the word endorsesrdquoin Recommendation 2 to the word considers so that it reads asjoacutellows1 considers the template that will be usedJar the semi-annual status report
on Strategic Plan activitiesfor 2016for presentation to the Library Boardin June for information (Attachment 2)
Carried
SPPM Adjournment16-008 Moved by pound Graham-Nutter
That the Strategic Plan Perjagravermance Measures Committee1 adjourns the May 31 2016 Strategic Plan Performance Measures
Committee meetingCarried
The meeting ended at 725 pm c)r -
Signed ( I lsquoI 7lt--
TORONTOPUB LIC
LIBRARYAPPROVED MINUTES Page 1
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 2 Wednesday July 13 2016 from 530 pm to 635 pmToronto Reference Library Board Room 789 Yonge Street Toronto
Members PresentMs Dianne LeBreton (Chair)Ms Lindsay CofleyMs Sue Graham-NutterMs Archana Shah
RegretsMr Ron Carinci
SPPM Call to Order16-010 Dianne LeBreton called the meeting to order at 530 pm
SPPM Declarations of Conflict of Interest16-011 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda16-012 Moved byL colley
That the Strategic Plan Petformance Measures Committee1 approves the agenda
Carried
SPPM Confirmation of IrsquoIay 31 2016 Strategic Plan Performance Measures Committee16-0 13 Meeting Minutes
Moved by L ColleyThat the Strategic Plan PerJbrmance Measures Committee1 confirms the Minutes of the May 31 2016 Strategic Plan Performance
Measures CommitteeCarried
APPROVED MENUTES Page 2
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteelNrsquoIeeting No 2 Wednesday July 13 from 530 pm to 635 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Business Arising from the Minutes16-014 There were no Business Arisingfrom the Mintues items at the July 13 2016
Strategic Plan Performance Measures Committee meeting
SPPM Communications16-015 There were no Communications items at the July 13 2016 Strategic Plan
Performance Measures Committee meeting
SPPM Presentations16-016 There were no public presentations at the July 13 2016 Strategic Plan
Performance Measures Committee meeting
Itemfor ApprovalSPPM Strategic Plan 2016-2019 Status and Performance Management Reporting Tools16-0 17 Elizabeth Glass Director Policy Planning amp Performance Management and
Linda Hazzan Director Communications Progranuning amp CustomerEngagement provided a presentation on status and performance managementreporting tools
Moved byA ShahThat the Strategic Plan Performance Measurement Committee1 considers the attached presentation materials and2 directs staffto further develop the balanced score card key performance
indicators and the Strategic Plan dashboard and indicatorsfor a StrategicPlan Performance Measures Steering committee meeting in September
CarriedSPPM Adjournment16-018 iWoved by S Graham-Nutter
That the Strategic Plan Performance ArsquoJeasures Committee1 adjourns the July 13 2016 Strategic Plan Performance Measures
Committee meeting
Carried
The meeting ended at 635 pm-
Signed lsquoiV i f
TORONTOPUB LIC
LIBRARYAPPROVED MINUTES Page 1
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 3 Tuesday September 20 2016 from 530 pm to 630 pmToronto Reference Library Board Room 789 Yonge Street Toronto
Members PresentMs Dianne LeBreton (Chair)ML Ron CadnciMs Lindsay ColleyMs Archana ShahMs Sue Graham-Nutter
Regrets
SPPM Call to Order16-019 Dianne LeBreton called the meeting to order at 530 pm
SPPM Declarations of Conflict of Interest16-020 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda16-021 Moved by L Colley
That the Strategic Plan Performance Measures Committee1 approves the agenda
Carried
SPPM Confirmation of July 13 2016 Strategic Plan Performance Measures Committee16-022 Meeting Minutes
Moved by L ColleyThat the Strategic Plan Peiformance Measures Committee1 confirms the Minutes of the fitly 13 2016 Strategic Plan Performance
Measures Committee
Carried
APPROVED MINUTES Page 2
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 3 Tuesday September 20 2016 from 530 pm to 630 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Business Arising from the Minutes16-023 There were no Business Arisingfrom (lie Minutes items at the September 20 2016
Strategic Plan Performance Measures Committee meeting
SPPM Communications16-024 There were no Communications items at the September 20 2016 Strategic Plan
Performance Measures Committee meeting
SPPM Presentations16-025 There were no public presentations at the September 20 2016 Strategic Plan
Performance Measures Committee meeting
Itemfor ApprovalSPPM Strategic Plan 2016-2019 Accountability Framework and Reporting Tools16-026 Elizabeth Glass Director Policy Planr1ing amp Performance Management
provided a presentation on accountability framework and reporting tools
Moved by S Graham-NurterThat the Strategic Plan Performance Afeasurement Committee1 considers the approach ofusing logic models and a balanced scorecard as
the strategic plan accountabilityframework and a dashboard to visuallyrepresent the progress and achievement as outlined in the flowchart(Attachment 1k
2 endorses the logic model examples that will be used as templates fordeveloping a logic model for each strategic priority (Attachments 2 and3k
3 endorses the balanced scorecard and recommended key performanceindicatorsJbr the Boardrsquos monitoring and assessment ofthe strategicplan lsquo5 progress (Attachment 1)
Deferred
The Committee deferred consideration of the recommendations in the StrategicPlan 2016-2019 Accountability Framework and Reporting Tools report until thenext meeting of the Committee
APPROVED MINUTES Page 3
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 3 Tuesday September 20 from 530 pm to 630 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Adjournment16-027 Moved by L Colley
That the Strategic Plan Performance Measures Committee1 adjourns the September 20 20J6 Strategic Plan Performance Measures
Conunittee meetingCarried
The meeting ended at 630 pm - - - I
Signed (V UrsquoL
MINUTES Page 1
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
13b
Members Present
Mr Ron Carinci
Ms Lindsay Colley
Ms Archana Shah
Ms Sue Graham-Nutter
Regrets
Ms Dianne LeBreton (Chair)
SPPM Call to Order
16-028 Vickery Bowles called the meeting to order at 530 pm Ms Bowles advised that
Dianne LeBreton committee chair was unexpectedly unable to attend the
meeting An election of an acting chair was required
SPPM Declarations of Conflict of Interest 16-029 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda 16-030 Moved by R Carinci
That the Strategic Plan Performance Measures Committee approves the agenda
as revised to
1 elect an Acting Chair for the November 7 2016 meeting in the absence of
the Committee Chair
Carried
MINUTES Page 2
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Election of Acting Chair
16-031 Vickery Bowles called for nominations for the Acting Chair of the Strategic Plan
Performance Measures Steering Committee
Moved by R Carinci
That
1 Sue Graham-Nutter be nominated for Acting Chair
Carried
Sue Graham-Nutter agreed to stand for election
There being no further nominations it was
Moved by R Carinci
That the Strategic Plan Performance Measures Committee
1 closes nominations
Carried
Vickery Bowles declared Sue Graham-Nutter duly elected Acting Chair of the
Strategic Plan Performance Measures Committee by acclamation
Sue Graham-Nutter assumed the Chair
SPPM Confirmation of September 20 2016 Strategic Plan Performance Measures
16-032 Committee Meeting Minutes Moved by R Carinci
That the Strategic Plan Performance Measures Committee
1 confirms the Minutes of the September 20 2016 Strategic Plan
Performance Measures Committee
Carried
SPPM Business Arising from the Minutes
16-033 There were no Business Arising from the Minutes items at the November 7 2016
Strategic Plan Performance Measures Committee meeting
SPPM Communications
16-034 There were no Communications items at the November 7 2016 Strategic Plan
Performance Measures Committee meeting
MINUTES Page 3
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Presentations
16-035 There were no public presentations at the November 7 2016 Strategic Plan
Performance Measures Committee meeting
Item for Approval
SPPM Strategic Plan 2016-2019 Accountability Framework Reporting Tools and Key
16-036 Performance Indicators
Elizabeth Glass Director Policy Planning amp Performance Management
responded to questions from committee members
Moved by L Colley
That the Strategic Plan Performance Measurement Committee
1 endorses the Strategic Plan accountability framework as outlined in the
flowchart (Attachment 1)
2 endorses the logic model examples that will be used as templates for
developing a logic model for each strategic priority (Attachments 2
and 3)
3 endorses the balanced scorecard and recommended key performance
indicators for the Boardrsquos monitoring and assessment of the Strategic
Planrsquos progress (Attachment 4)
Carried
Staff were directed to provide Board members with an overview of the
accountability framework for the Strategic Plan with the tools KPIs and the
reporting timelines
SPPM Adjournment
16-037 Moved by L Colley
That the Strategic Plan Performance Measures Committee
1 adjourns the November 7 2016 Strategic Plan Performance Measures
Committee meeting
Carried
The meeting ended at 600 pm
Signed
Strategic Plan 2016-2019 Accountability Framework 1
STAFF REPORT ACTION REQUIRED
Strategic Plan 2016-2019 Accountability Framework
Date November 21 2016
To Toronto Public Library Board
From Strategic Plan Performance Measures Committee
SUMMARY
The purpose of this report is to recommend the approval of the Strategic Plan 2016-2019
Accountability Framework to the Toronto Public Library Board
A Strategic Plan Performance Measures Committee was established on April 25 2016 to
provide advice and recommendations to the Board for strengthening the Boardsrsquo
monitoring and assessment of the strategic planrsquos implementation for compliance and
progress
The Committee met four times from May to November 2016 to receive and inform the
development of the Strategic Plan 2016-2019 Accountability Framework which contains
three main tools a balanced scorecard with key performance indicators a dashboard to
visually present the results and a logic model to show the alignment between the strategic
priorities key activities over four years and the expected outcomes and impact
At its November 7 2016 meeting the Committee endorsed the Accountability Framework
and concluded its work
RECOMMENDATIONS
The Strategic Plan Performance Measures Committee recommends that the Toronto
Public Library Board
1 approves the Strategic Plan 2016-2019 Accountability Framework
FINANCIAL IMPACT
There is no financial impact beyond what has already been approved in the current yearrsquos
budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
13c
Strategic Plan 2016-2019 Accountability Framework 2
DECISION HISTORY
At its April 25 2016 meeting the Library Board received the following report Strategic
Plan Performance Measures Committee Terms of Reference and approved the Terms of
Reference for the Strategic Plan Performance Measures Committee as outlined in
Attachment 1
httpwwwtorontopubliclibrarycacontentabout-the-
librarypdfsboardmeetings2016apr2512-performance-measures-committee-terms-of-
referencepdf
httpwwwtorontopubliclibrarycacontentabout-the-
librarypdfsboardmeetings2016apr2512-performance-measures-committee-terms-of-
reference-att-1pdf
At its May 31 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Status and Performance
Management Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-may-31jsp
At its July 13 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Status and Performance
Management Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-jul-13jsp
At its September 20 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Accountability
Framework and Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-sep-20jsp
At its November 7 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Accountability
Framework Reporting Tools amp key Performance Indicators
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-nov-07jsp
ISSUE BACKGROUND
The Strategic Plan Performance Measures Committee was established on April 25 2016 to
provide advice and recommendations to the Library Board for strengthening the Boardrsquos
monitoring and assessment of the strategic planrsquos implementation for compliance and
progress
During the development of the Accountability Framework and the reporting tools the
Committee met four times from May to November 2016 to receive information and provide
advice At its November 7 2016 meeting the Committee endorsed the Framework and
concluded its work
Strategic Plan 2016-2019 Accountability Framework 3
COMMENTS
There are three broad outcomes for the Strategic Plan 2016-2019 based on input gathered
from Toronto residents during the strategic plan consultation process
Expanding Access
Increasing Opportunity
Building Connections
Six strategic priorities were established to advance the broad outcomes
Advancing TPLrsquos digital platforms
Breaking down barriers to access driving inclusion
Expanding access to technology and training
Establishing TPL as Torontorsquos centre for continuous and self-directed learning
Creating community connections through cultural experiences
Transforming for 21st century service excellence
The purpose of the Accountability Framework is to guide the development monitoring and
reporting of the annual work plan for each of the four years from 2016 to 2019 and the
overall achievements of the Strategic Plan over four years It serves as
a reporting structure for the Board to monitor the progress of the strategic plan and
provide guidance
a public facing reporting tool to demonstrate openness and accountability
an internal tool to advance shared understanding of the strategic priorities and guide the
work of staff
The Accountability Framework is composed of three main tools
1 Balanced Scorecard with key performance indicators (Attachment 1 amp Attachment 2)
The overall achievements of the strategic plan will be reported using a balanced
scorecard approach with key performance indicators established under four
perspectives Customer Operational Learning amp Growth and Financial Work plan
achievements will be reported to the Board in a semi-annual status report
2 Dashboard (Attachment 3)
A dashboard format will be used to visually present the strategic plan achievements
as measured against the key performance indicators and targets This will be reported
to the Board annually
3 Logic Models
A logic model (Attachment 4) is developed to align the six strategic priorities with
key activities the broad outcomes and the contribution to the success of City of
Torontorsquos key strategies over four years
Logic models will also be developed for each strategic priority with appropriate key
activities and outcomes to guide the development of annual work plans strategic
Strategic Plan 2016-2019 Accountability Framework 4
partnerships and funding priorities Attachment 5 shows an example of a logic model
for Strategic Priority 2 Breaking down barriers to access driving inclusion
The flowchart in Attachment 6 illustrates the relationship of the three tools The key activity
of Expanding Access to branches and community service points under Priority 2 is provided
as an example
CONTACT
Elizabeth Glass Director Policy Planning amp Performance Management
Tel 416-395-5602 E-mail eglasstorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Balanced Scorecard with Key Performance Indicators
Attachment 2 List of Strategic Plan 2016-2019 Key Performance Indicators
Attachment 3 Dashboard example
Attachment 4 Strategic Plan 2016-2019 Logic Model
Attachment 5 Strategic Plan 2016-2019 Priority 2 Logic Model
Attachment 6 Strategic Plan 2016-2019 Accountability Framework Flowchart
Strategic Plan 2016 mdash 2019 Balanced Scorecard Attachment 1
Key Performance Indicators
Total number of active members
bull Total use per capita
bull Visits per capita
bull Virtual visits per capita
bull In-branch technology utilization rate internet access workstationper 100000 population wireless connections per capita
bull Utilization rate (program capacity) learning programs(ESL + Literacy + User Ed + lifelong learning)
bull Utilization rate of technology training programs
bull Utilization rate of cultural programs
bull ft of branches providing regular after-schoolprogramming from September to June
bull User satisfaction overall
bull User satisfaction in-branch technology(computers software wifi)
Users satisfaction knowledge andhelpfulness of staff
Key Performance Indicators
bull Total Open Hours
bull ft of Sunday branches (September to June)
bull ft of NIA Sunday branches (September to June)
bull ft of Sunday branches (Year-round)
ft of NIA Sunday branches (Year-round)
Turnover rate of circulating items
of special collections that are digitized
KKey Performance Indicators
bull Logic Models and evaluation frameworksdeveloped for strategic priorities
bull Spending in staff development (Total Averageper staff)
bull staff who report they have the skills andtraining to meet service delivery outcomes
bull of staff who report high levels ofengagement
Key Performance Indicators
bull Cost per use
Operating Expenditures
Operating expenditures per capita
Operating expenditures for electronic materials
Operating expenditures for digital technology
bull Total funding
bull Total funding per capita
bull Total funding from TPL Foundation
Page 1 of 1
Strategic Plan 2016-2019 Balanced Scorecard Key Performance Indicators
Customer Perspective Operational Perspective Learning amp Growth Perspective Financial Perspective
Total number of active members
Total use per capita o Visits per capita
Virtual visits per capita
In-branch technology utilization rate internet access workstation per 100000 population wireless connections per capita
Utilization rate (program capacity) learning programs (ESL + Literacy + User Ed + lifelong learning)
Utilization rate of technology training programs
Utilization rate of cultural programs
of branches providing regular after-school programming from September to June
User satisfaction overall
User satisfaction in-branch technology (computers software wifi)
Users satisfaction knowledge and helpfulness of staff
Total Open Hours o of Sunday branches
(September to June) o of NIA Sunday branches
(September to June) o of Sunday branches
(Year-round) o of NIA Sunday branches
(Year-round)
Turnover rate of circulating items
of special collections that are digitized
Logic Models and evaluation frameworks developed for strategic priorities
Spending in staff development (Total Average per staff)
staff who report they have the skills and training to meet service delivery outcomes
of staff who report high levels of engagement
Cost per use
Operating Expenditures o Operating expenditures per
capita
Operating expenditures for electronic materials
Operating expenditures for digital technology
Total funding o Total funding per capita o Total funding from TPL
Foundation
Attachment 2
Attachment 3
Strategic Plan 2016-2019 Dashboard
Key Performance Indicators
Example Open Hours
2016 Activities that will move the dial Status
Sunday service expanded to create year-round service at 6 District and 2 R amp R branches and added to 6 neighbourhood branches to provide seasonal Sunday service
Measure Baseline (2015) Current (Dec 2016) Target (2019) change
Total open hours 269672 hours 274397 hours 281878 hours + 45
Attachment 4
Toronto Public Library Strategic Plan 2016-2019 Logic Model
Torontonians are aware of library services to
address immediate needs
Create and implement Digital Strategy to develop online services
Torontonians have access to reading and
learning materials in a wide range of formats
and levels to support the joy of reading and
lifelong learning
TPL has resources and well-trained staff to
deliver strategic outcomes
Torontonians are connected through cultural
and leisure experiences and opportunites
TPL provides exceptional services and
experience at customers every point of need
TPL increased partnership and funding
opportunities with City of Toronto community
organizations and funding partners
Torontonians have improved access to
technology and staff assistance to develop
technology skills
Torontonians have expanded access to
emerging technology innovation spaces and
programs
Torontonians have new experiential
collaborative and e-learning opporunities to
support education employment and multiple
literacies
Use technology to drive improvements in business processes and
efficiency eg cloud analytics
Torontonians have equitable
support to learning and training
and gain the knowledge multiple
literacy skills and networks to
enrich their education work life and
leisure experiences
Torontonians have access to
programs and activities to support
and enhance diverse cultural
experiences and library collections
that reflect their cultural ineterests
and needs
Support readers of all ages and interests with diverse collections
readers advisory and a wide range of literary and cultural programs
Toronto children and youth have additional safe
after school social and learning environments
and programs
Priorities Key Activities
Mission Toronto Public Library provides free and equitable access to services which meet the changing needs of Torontonians The Library preserves and promotes universal
access to a broad range of human knowledge experience information and ideas in a welcoming and supportive environment
Establishing TPL as Torontos
centre for continuous and self-
dlirected learning
Impact
Expanding access to technology
and training
Advancing TPLs digital platforms
Breaking down barriers to access
driving inclusion
Expand high quality out-of-school-time programs for children and youth
Increase awareness and engagement across library channels
Allocate additional resources to sustain current and emerging
technology
Provide access to current and emerging technology and training in
library branches and community locations
Identify and remove policy barriers to online and in-person servicesToronto Public Library is a
community asset that builds
community capacity and improves
Torontonians well-being
Toronto Public Library contributes to the success of
Toronto Strong Neighbourhood Strategy 2020
Actions for strong Neighbourhoods
under five domains
Physical surroundings
Economic opportunities
Healthy lives
Social development and
Participation in civic decision-making
Toronto Public Library is a key partner in
City of Torontos Poverty Reduction Strategy
in addressing the issues of
service access and availability
Toronto Public Library supports the positive
outcomes of City of Torontos strategies for targeted
population including
Raising the Village Measuring the Well-being
of Children and Families in Toronto
Toronto Youth Equity Strategy
Toronto Newcomer Strategy
Toronto Seniors Strategy
Expand access to branches and community service points
Develop new resources programs and partnerships to deliver eLearning
programs
Provide in-branch resources space and technology to support
experiential learning
Provide resources and programs to support civic engagement
community events and discussion of social issues
Transforming for 21st century
service excellence Dedicate staff resources and training to provide expertise in key
strategic areas eg technology and literacy
Torontonians are empowered and supported in
their partcipation in civic lifeCreating community connections
through cultural experiences
Create diverse and inclusive cultural programs and experiences in
branch and online spaces
Curate and digitize special collections to reflect Torontos diverse
history culture and heritage
Develop organizational structure and culture to support innovation and
customer service excellence
ACCESS
OPPORTUNITY
CONNECTIONS
Outcomes
Torontonians have easy convienient online
access to library collections and services
Torontonians have convenient and local access
to neighbourhood spaces and services
Attachment 5
Expand online services
Develop self-serve Library Kiosks
Increased program offerings
After hours access implemented
Increased online service options
Increased self-service options
CONNECTIONS
Understand City demographics
demands and use of a full range of
library services
Develop after-hours access at branches
2 Breaking down
barriers to access
driving inclusion
Toronto Public Library contributes to the success of
City of Torontos key strategies including
Toronto Strong Neighbourhood Strategy 2020
bull Targeting appropriate resources to
respond to neighbourhood needs
Toronto Poverty Reduction Strategy
bull Address immediate needs
bull Create pathways to prosperity
bull Increase service access and availability
ACCESS
OPPORTUNITYLibrary membership options reflect
users online and branch access
needs
Provide access to current
and emerging technology
and training in library
branches and community
locations
Increase awareness and
engagement across library
channels
Sunday service expanded in target
branches
Identify and remove policy
barriers to online and in-
person services
Expand access to branches
and community service
points
Number of blocked library cards
reduced in target populations
Toronto Public Library Strategic Plan 2016-2019 Logic Model
Priority Impact
Mission Toronto Public Library provides free and equitable access to services which meet the changing needs of Torontonians The Library preserves and promotes universal access to a broad
range of human knowledge experience information and ideas in a welcoming and supportive environment
OutcomeKey Activities
Toronto Youth Equity Strategy
bull Service gaps
bull Service relevance amp accessibility
Toronto Newcomer Strategy
bull Improving access to municipal supports
bull Supporting civic engagement and
community capacity
Develop marketing strategy and conduct
publicity campaigns
Toronto Seniors Strategy
bull Equity
bull Inclusion
bull Respect
bull Quality of life
Expand access to library service in
community locations
Toronto Public Library is a
community asset that builds
community capacity and improves
Torontonians
well-being
Torontonians have equitable
support to learning and training
and gain the knowledge multiple
literacy skills and networks to
enrich their education work life
and leisure experiences
Torontonians have access to
programs and activities to support
and enhance diverse cultural
experiences and library
collections that reflect their
cultural ineterests and needsIncreased circulation of library
materials
Identify and remove policy barriers to
online and in-person services
Raising the Village Measuring the
Well-being of Children and Families in Toronto
bull Families have equitable access to
learning and training and are active in
their childrenrsquos education
bull Families belong to communities and
have the freedom to express and
opportunities to foster their culture and
identity
Torontonians are aware of library
services to address immediate needs
Conduct outreach and customer
engagement programs
Expand branch hours with additional
programs
Torontonians have easy
convienient online access to library
collections and services
Torontonians have convenient and
local access to neighbourhood
spaces and services
Attachment 6
Accountability Framework
Example
Priority Key Activity Short Term Medium Term Impact
Breaking down barriers to access
driving inclusion
Expand access to branches and
community service points
Torontonians have convenient and
local access to neighbourhood spaces
and services
Toronto Public Library is a community
asset that builds community capacity
and improves Torontonians well-being
Toronto Poverty Reduction Strategy
Increase service access and availability
Example
Customer Perspective Operational Perspective Learning amp Growth Perspective Financial Perspective
Utilization rate Service hours added Staff training Cost per use
Example
Is a visual representation of progress towards four years targets for KPIs to achieve strategic outcomes
with a baseline benchmark and annual target
Dashboard
Monitors the progress of the strategic plan across four perspectives and indentifies KPIs to measure progress towards outcomes
Links planned activities to expected outcomes
Toronto Public Library Strategic Plan 2016-2019
Implementation Compliance and Progress
Logic Model
Balanced Scorecard
Outcomes
Strategic Plan 2016-2019
Accountability Framework
November 21 2016
Toronto Public Library Board Meeting
1
Accountability Framework
Strategic Plan Performance Measures Committee
to provide advice and recommendations to the Board for
strengthening the Boardrsquos monitoring and assessment of the
strategic planrsquos implementation for compliance and progress
2
Accountability Framework
Strategic Plan Performance Measures Committee
bull Met four times from May to November 2016
bull Endorsed Accountability Framework at November 7 2016
meeting
bull Concluded its work
3
Accountability Framework
Purpose of framework
bull To guide the development monitoring and reporting of
The Annual work plan for each year from 2016-2019
The overall achievements of the Strategic Plan over four
years
4
Accountability Framework
bull A reporting structure for the Board to monitor the
progress of the strategic plan and provide guidance
bull Public facing reporting tool to demonstrate openness
and accountability
bull An internal tool for staff
5
Accountability Framework
Strategic Plan 2016-2019
bull Three broad outcomes
Access
Opportunity
Connections
And six strategic priorities
6
Accountability Framework
Strategic Plan 2016-2019
bull Six Strategic Priorities
Advancing TPLrsquos digital Platforms
Breaking down barriers to access driving inclusion
Expanding access to technology and training
Establishing TPL as Torontorsquos centre for continuous and
self-directed learning
Creating community connections through cultural
experiences
Transforming for 21st century service excellence
7
Accountability Framework
Three main tools
bull Balanced Scorecard with Key Performance
Indicators (KPIs)
bull Dashboard for visual presentation
bull Logic Models
8
Accountability Framework
Balanced Scorecard
bull A performance measurement tool developed at the
Harvard Business School
bull Provides a framework to monitor organization
performance from four perspectives the customerrsquos
perspective an internal business perspective an
innovation and learning perspective and the
financial perspective
Balance scorecard Encyclopedia of Business Gale 2000
9
10
Strategic Plan 2016 ndash 2019 Balanced Scorecard
11
Strategic Plan 2016 ndash 2019 Balanced Scorecard
Accountability Framework
Reporting timeline
bull Annual work plan achievements will be reported
to the Board in a semi-annual status report in
June and year end
bull Overall achievements of the strategic plan will be
reported annually to the Board (eg first quarter
of 2017 for 2016) using a balanced scorecard and
presented visually using a dashboard
12
Accountability Framework
13
Accountability Framework
Logic Model
bull A logic model is a systematic and visual way to present the
relationships among the resources to operate a program the
planned activities and the changes or results you hope to
achieve
14
WK Kellogg Foundation Logic Model Development Guide 2004
Accountability Framework
Logic Models
bull A Strategic Plan 2016-2019 aligns 6 strategic priorities
with
Key activities
3 broad strategic outcomes
City of Torontorsquos key strategies
bull Plus a logic model for each of the 6 strategic priorities
15
16
Strategic Plan 2016-2019 Logic Model
17
Strategic Plan 2016-2019 Priority 2 Logic Model
18
Accountability Framework
Questions amp Discussion
19
20
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 1
STAFF REPORT ACTION REQUIRED
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report proposes revised meeting dates for the December 2016 and January 2017
meetings for Toronto Public Library Board approval
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves rescheduling the December 8 2016 Toronto Public Library Board meeting
to December 12 2016 and
2 approves rescheduling the January 23 2017 Toronto Public Library Board meeting to
January 30 2017
FINANCIAL IMPACT
There is no financial impact arising from this report
The Director Finance and Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
At the January 25 2016 meeting the Board approved the schedule for meetings in 2016
including December 8 2016
At the October 24 2016 meeting the Board was provided with the proposed schedule for
meetings in 2017 including January 23 2017 for approval at the January 2017 meeting
14
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 2
COMMENTS
Library staff have recently reviewed the Cityrsquos updated budget schedule The Library Board
meeting in December is not well aligned with the Cityrsquos schedule A later December date
would provide the Board with more opportunity to be informed and kept up-to-date on the
2017 budget as well as to participate in the process As a result the rescheduling of the
December 8 2016 meeting to Monday December 12 is being recommended Board
members were canvassed and quorum is attainable for a meeting on December 12 2016
As the same scenario is also a possibility for the proposed January 23 2017 meeting it is
recommended that the date be changed to January 30 2017
Key dates for the 2017 budget process are shown below
2017 Budget Timetable
Date Political Review TPL Board
2016
Nov 21 Board meeting
Dec 2 Budget Committee launch
Dec 12 (from 8) Board meeting
Dec 161920 (21) Budget Committee presentations
2017
Jan 5 910 Budget Committee public deputations
Jan 12 Budget Committee wrap-up
Jan 24 Budget Committee final
Jan 30 (from 23) Board meeting
Feb 7 Executive Committee
Feb 15 16 (17) Council approval
Feb 21 Board meeting
CONTACT
Nancy Marshall Library Board Officer City Librarianrsquos Office
Tel 416-393-7215 E-mail nmarshalltorontopubliclibraryca
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 3
SIGNATURE
______________________________
Vickery Bowles
City Librarian
Holiday Closures 2017 and January 2018 1
STAFF REPORT ACTION REQUIRED
Holiday Closures 2017 and January 2018
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The purpose of this report is to recommend and receive Toronto Public Library Board
approval for the schedule of holiday closures for 2017 and January 2018
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves the schedule of holiday closures for 2017 and January 2018 as provided
in Attachment 1
FINANCIAL IMPACT
There is no financial impact to the 2017 operating budget arising from the
recommendation in this report The recommended closures are included in the proposed
2017 operating budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
Where Library Board approval is required to establish holiday closures the matter comes
before the Board in the preceding year to ensure adequate notice to the public and staff
COMMENTS
At its meeting on October 26 2015 the Library Board approved the Library closure for
New Yearrsquos Day 2017 on Monday January 2 2017
15
Holiday Closures 2017 and January 2018 2
The Library is open for regular service on Remembrance Day Saturday November 11
2017
The Library will be closed on Monday December 25 2017 for Christmas Day and
Tuesday December 26 2017 for Boxing Day
In 2018 New Yearrsquos Day falls on a Monday and the Library will be closed
All full-time employees whose scheduled day off falls on a holiday closure are
compensated with a day in lieu to be taken at another agreed upon time
It is the practice of the Library to close on the Sundays adjacent to public holidays with
the exception of Family Day
The schedule of holiday closures for 2017 and January 2018 is provided in Attachment 1
CONTACT
Dan Keon Director Human Resources Tel 416-395-5850
E-mail dkeontorontopubliclibraryca
SIGNATURE
_____________________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Holiday Closures 2017 and January 2018
Toronto Public Library Holiday Closures 2017 and January 2018
Sunday January 1 2017 New Yearrsquos Day Closed
Monday January 2 2017 For New Yearrsquos Day Closed
Monday February 20 2017 Family Day Closed
Friday April 14 2017 Good Friday Closed
Sunday April 16 2017 Easter Sunday Closed
Monday April 17 2017 Easter Monday Closed
Monday May 22 2017 Victoria Day Closed
Saturday July 1 2017 Canada Day Closed
Monday August 7 2017 Civic Holiday (Simcoe Day) Closed
Monday September 4 2017 Labour Day Closed
Monday October 9 2017 Thanksgiving Day Closed
Sunday December 24 2017 Christmas Eve Closed
Monday December 25 2017 Christmas Day Closed
Tuesday December 26 2017 Boxing Day Closed
Sunday December 31 2017 New Yearrsquos Eve Closed
Monday January 1 2018 New Yearrsquos Day Closed
New Yearrsquos Day 2017 closure approved by the Library Board on October 26 2015
Attachment 1
Audit Plan for the Year Ending December 31 2016 1
STAFF REPORT INFORMATION ONLY
Audit Plan for the Year Ending December 31 2016
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The attached report from PricewaterhouseCoopers the external auditors summarizes the
planning for their audit of the 2016 financial statements for the Toronto Public Library
Board
FINANCIAL IMPACT
The proposed audit fee of $25000 inclusive of expenses and exclusive of Harmonized
Sales Tax (2015 ndash $25000) is included in the 2016 operating budget It is important to
note that the audit fee does not include extra audit work that may be required due to
scope changes and PricewaterhouseCoopers will advise management as soon as possible
if this were to happen
This is the second year of a five-year audit contract that the City has negotiated The fee
will remain unchanged for the duration of the contract
ISSUE BACKGROUND
Under Section 139 of the City of Toronto Act 2006 the City is required to appoint an
auditor licensed under the Public Accounting Act 2004 who is responsible for annually
auditing the accounts and transactions of the City and its local boards and expressing an
opinion on the financial statements of these entities based on the audit
Council at its March 2015 meeting approved the recommendation of the Audit
Committee to appoint PricewaterhouseCoopers as the external auditor for the City and
Library The contract with PricewaterhouseCoopers is for five years ending with the
audit of the December 31 2019 financial statements
As part of the annual audit PricewaterhouseCoopers provides an Audit Plan report to the
Toronto Public Library Board The auditors will conduct their audit of the 2016 financial
statements pursuant to this plan
17
Audit Plan for the Year Ending December 31 2016 2
COMMENTS
Attached is PricewaterhouseCoopersrsquo Audit Plan for the Library which summarizes their
view on audit risks the nature extent and timing of the audit work and the terms of
engagement
On completion of the audit PricewaterhouseCoopers will issue the Audited Financial
Statements and a Year-End Report to the Board that will provide key matters for
discussion significant audit accounting and financial reporting matters summary of
unadjusted and adjusted items other required communications internal control
recommendations and a confirmation of auditor independence
Work on the interim audit was completed in October 2016 and the year-end audit is
expected to be completed by March 2016
CONTACT
Larry Hughsam Director Finance amp Treasurer Tel 416-397-5946
E-mail lhughsamtorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Board ndash Audit Plan for the year ending
December 31 2016
wwwpwccomca
Audit planfor the yearendingDecember31 2016
Toronto PublicLibrary Board
pwc
pwc
October 28 2016
Members of the BoardToronto Public Library Board
Dear Members of the Board
We are pleased to present an overview of our audit plan for the 2016 audit of the financial statementsof Toronto Public Library Board (the Library) prepared in accordance with Canadian Public SectorAccounting Standards (PSAS) (referred to as the ldquofinancial statementsrdquo from now on)
This overview includes our view on audit risks and the nature extent and timing of our audit work
We value your feedback and if you have any questions about the identified risks and our audit approachplease do not hesitate to contact the undersigned at (416) 228-1922
Yours very truly
Tern McUnnonPartnerRisk Assurance Services
cc Mr Larry Hughsam Director Finance and Treasurer
PricewatcrhouseCoopers UPnyC Tower i8 York Street Suite 2600 Toronto Ontario Canada M oB2T +1 416 8631133 F +1 416 365 8215 wwwpwccomca
lsquoPwt relera to Pdcewatethousetoopers LLP an Ontario limiled liabiLity paruiership
Toronto Public Library Board Audit plan for the year ending December 31 2016
Communications to the Board
Key mattersfor Commentsdiscussion
Client service team Tern McKinnon is your engagement leader and Julianne Cooke is your engagementmanager
Service deliverables We will audit the Libraryrsquos financial statements as of December 31 2016 and for theyear then ending prepared in accordance with PSAS
Our engagement letter which has been signed by the City of Toronto sets out theterms and conditions for our engagement as the independent auditor of the Libraryfor the above-mentioned year In addition our engagement letter outlines ourresponsibilities as the auditor and the responsibilities of management
Audit timeline We worked with management to develop this project timelinemdash Interim visit October 17-21 2016mdash Year-end visit March20 mdash March 31 2017mdash Clearance meeting with management To be confirmedmdash Deliveryfiling of financial statements To be confirmed
Audit approach Our audit approach is a mixture of tests of internal controls and substantive testingOur audit approach is designed to allow us to execute a quality and efficient auditWe do this byi gaining an understanding of the business by focusing on new developments
and key business issues affecting the Library as well as managementrsquosmonitoring of controls and business processes
ii identiring significant audit risks sharing our perspectives obtaining yourfeedback and ensuring our audit is tailored to these risks
iii using well-reasoned professional judgment especially in areas that aresubjective or require estimates and
iv leveraging reliance where possible on the Libraryrsquos internal controls andinformation technology and data systems
In the current year our planned work will include testing of key controls in thefollowing areasmdash Purchases payables and disbursementsmdash Payroll
All other areas will be subject to tests of detail
Significant risks are risks of material misstatement that we think need special auditconsideration We identified several significant audit risks and plan to address themas follows Please let us know if you agree that these are the most significant risksfrom your point of view and if you have any other areas of concern
PwC I
Toronto Public Library Board Audit plan for the year ending December 31 2016
Significant risk to Managementrsquos response and our audit approachdiscuss
Risk of management Accounting regulatory authorities require that the risk of material misstatement dueoverride of controls to management override of controls be considered a significant risk on every audit
engagement
This represents the risk that internal controls at the Library maybe circumvented toachieve desired financial results or gain inappropriate access to financial resources
In order to address this risk we will perform the followingbull All non-routine journal entries are reviewed and approved by the appropriate
level of managementbull We will review manual journal entries focusing on large and unusual entriesbull We will review accounting estimates for biases that could result in material
misstatementbull We will incorporate unpredictable procedures in the audit approach
Risk of fraud in revenue The risk of fraud in revenue recognition is a presumed significant risk underrecognition Canadian Auditing Standards We will assess this risk through the consideration of
the Libraryrsquos revenue recognition policies the incentivepressure to fraudulentlymisstate revenue and the potential opportunity
In order to address this risk we will perform the following
bull Update our understanding of managementrsquos processes and internal controlssurrounding revenue recognition
bull Obtain confirmations from the City of Toronto for subsidies received duringthe year
bull Test significant revenue streams through testing a sample of transactions tosupporting documents
Materiality Misstatements are considered to be material if they could reasonably be expected toinfluence the economic decisions of users of the financial statements We have set apreliminanrsquo materialihrsquo of S6i6oooo We will report unadjusted and adjusted itemsover S6i6ooo to the Board on completion of the audit
Fraud risk We discuss fraud risk annually with the Board Through our planning process (andprior yearsrsquo audits) we developed an understanding of your oversight processesincluding
Employee code of ethicsmdash Discussion at Board meetings and our attendance at those meetings or
reviewing minutes of meetingsmdash Presentations by management including business performance reviewsmdash Signing authorities
Are there any new processes or changes to the items above that we should be awareoP
We are not aware of any fraud Are you aware of instances of any actual suspected or
____________________________
alleged fraud affecting the Library
PwC 2
Toronto Public Ubrary Board Audit plan for the year ending December 31 2016
The matters raised In this and other reports that will flow from the audit are only those that have come to our attention arising from or relevant toour audit that we believe need to be brought to your attention They are not a comprehensive record of all the matters arising and in particularwe cannot be held responsible for reporting all risks in your business or all internal control weaknesses This report has been prepared solely foryour use It was not prepared or intended for any other purpose No other person or entity shall place any reliance upon the accuracy orcompleteness of statements made herein PwC does not assume responsibility to any third party and in no event shall PwC have any liabilityfor damages costs or losses suffered by reason of any reliance upon the contents of this report by any person or entity other than you
PwC 3
copy 2015 PricewaterhouseCoopers LLP an Ontario limited liability partnership All rights reserved
Board Resolutions ndash Status Report 1
STAFF REPORT INFORMATION ONLY
Board Resolutions ndash Status Report
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report lists the status of outstanding Toronto Public Library Board resolutions
BACKGROUND INFORMATION
At the April 2 2012 meeting the Toronto Public Library Board approved the inclusion of
Board Resolutions ndash 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 ndash Status Report ndash November 21 2016
18
1
STATUS REPORT
TORONTO PUBLIC LIBRARY BOARD RESOLUTIONS
AS AT NOVEMBER 21 2016
DATE OF
MEETING
MOTION
(Ref Minute )
STATUS
TARGET
DATE
Sep 8 2014 14-150 ndash Notice of Motion Funding and Timing of
PerthDupont Branch Relocation
5 requests that the local City Councillor consult
with the local community and make a
recommendation to the Board for a new name for
the relocated branch (which will no longer be
located at the corner of Perth and Dupont)
IN PROGRESS Staff to bring a recommendation to
the Board for a new name for the relocated branch to
the Board for approval
To be
determined
Feb 22 2016 16-040 ndash Naming Opportunity ndash Daniel Grafton
Hill III
2 requests staff to provide updates to the
Toronto Public Library Board on this
initiative at strategic intervals
IN PROGRESS This initiative is dependent on a
future branch capital project and consultation
process
To be
determined
Oct 24 2016 16-193 ndash Toronto Public Library Board ndash Self-
Evaluation
2 conducts a pilot self-evaluation during the
month of November 2016 and discusses the
results of the evaluation at the January 2017
meeting
IN PROGRESS A report is expected to be provided
at the January 2017 meeting
January 2017
meeting
Attachment 1
2017 Interim Budget Estimates 1
STAFF REPORT ACTION REQUIRED
2017 Interim Budget Estimates
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The purpose of this report is to seek Toronto Public Library Board adoption of the 2017
interim operating and capital budget estimates in order to enable Toronto Public Library
(TPL) to carry out normal operations during the period between January 1 2017 and the date
on which Council approves the 2017 operating and capital budgets expected to be on
February 15 or 16 2017
The interim operating budget for TPL is $48647 million gross ($44249 million net) which
is based on 25 of TPLrsquos 2016 approved budget The interim capital budget is $5522
million gross ($3524 debt) which is based on 25 of the 2017 funding commitments for
previously approved capital projects
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 adopts the 2017 interim operating budget of $48647 million gross ($44249 million
net) subject to Council approval and
2 adopts the 2017 interim capital budget of $5522 million gross ($3524 million debt)
subject to Council approval
FINANCIAL IMPACT
The 2017 interim budget estimates will enable TPL to carry out normal operations during the
period between January 1 2017 and the date on which Council approves the 2017 operating
and capital budgets expected to be on February 15 or 16 2017 The 2017 interim operating
budget for TPL is $48647 million gross ($44249 million net) which represents 25 of
TPLrsquos 2016 approved operating budget
The interim capital budget is $5522 million gross ($3524 million debt) which represents
25 of the 2017 funding commitments for previously approved capital projects Any unspent
11
2017 Interim Budget Estimates 2
capital funds from 2016 will also be available during the interim period of 2017 The
combination of the 25 funding and 2016 unspent carry-forwards will be adequate to meet
TPLrsquos capital needs in the interim period
The budget percentage approvals are consistent with other City Agencies and Divisions
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
ALIGNMENT WITH STRATEGIC PLAN
The adoption of the 2017 interim budget estimates ensures the continuance of TPLrsquos business
until Council approves the 2017 operating and capital budgets
ISSUE BACKGROUND
In accordance with TPLrsquos Financial Control Policy prior to the approval of the annual
operating and capital budgets the Library Board needs to adopt the Council-approved
interim estimates to fund the continuance of the Libraryrsquos business from the first day of
January to the date the operating and capital budgets for that year are approved
COMMENTS
The 2017 interim budget estimates for the operating and capital budgets expected to be
approved by Council on December 13 2016 enable City Programs and Agencies to carry out
their operations until Council approves the 2017 operating and capital budgets expected on
February 15 or 16 2017
Expenditures made during the period beginning January 1 2017 to until the date Council
approves the 2017 operating and capital budgets must be restricted to normal operations
CONTACT
Larry Hughsam Director Finance amp Treasurer Tel 416-397-5946
E-mail lhughsamtorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
Runnymede Branch ndash Award of Tender 1
STAFF REPORT ACTION REQUIRED
Runnymede Branch ndash Award of Tender
Date November 21 2016
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 of Runnymede Branch as per
Toronto Public Libraryrsquos (TPLrsquos) drawings and specifications
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 awards the contract to the lowest bidder Brown Daniels Associates for the interior
renovation of the Runnymede Branch at a cost of $543147 which includes a
contingency of $49377 [excluding Harmonized Sales Tax (HST)]
FINANCIAL IMPACT
The total amount of $543147 which is made up of the tender amount of $493770 plus the
contingency of $49377 (excluding HST) is included as part of the Multi-Branch Renovation
State of Good Repair (SOGR) Project of the approved 2016 capital budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
ALIGNMENT WITH STRATEGIC PLAN
The interior renovation of the Runnymede Branch helps to achieve various strategic plan
priorities and goals including
increase access to in-branch services and spaces and new options to expand public and
community space
advance State of Good Repair projects to provide welcoming well-maintained and efficient
public space
create in-branch environments that connect neighbourhoods and communities offering
opportunities for partnerships civic engagement and resident participation
12
Runnymede Branch ndash Award of Tender 2
build capacity to deliver elearning and interactive distance learning services
offer broad access to experiential collaborative mentored and networking learning
opportunities in response to the different ways people learn and the unique needs of local
communities
offer access to new and emerging technologies to support innovation entrepreneurship and
creativity
COMMENTS
Runnymede is a 12034 sq ft neighbourhood branch In 2015 Runnymede was the third
busiest branch in the Toronto Public Library system in terms of visits and the busiest branch
in terms of holds pick-up The branch opened in 1928 and is listed on Toronto Historical
Boards Inventory of Heritage Properties It has undergone several renovations over the
years
A renovation and expansion of Runnymede Branch was completed and successfully opened
to the public in 2005 Eleven years have passed and library service has changed With
introduction of self-service and more collaborative work spaces the existing large service
desk is no longer required Moreover the high level of traffic creates congestion in the
branch The proposed renovation to the main floor of the library will resolve these issues In
addition to the installation of a new smaller service desk the renovation will involve a re-
design of the computer areas new flooring new window coverings and collections
merchandizing The second floor of the branch will be opened up to improve security
through increased visibility and allow for greater flexibility in the use of the public space
Architects for the project Building Arts Architects Inc was hired to provide architectural services for the Runnymede
Branch renovation project in April 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 of the most experienced and previously proved General
Contractors were pre-qualified and invited to bid on the project All eight (8) attended the
mandatory site meeting at Runnymede Branch on October 4 2016
Call for Tenders On September 30 2016 the Call for Tenders was issued to the eight pre-qualified bidders 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 The bid documents prepared by the Architects were
supplied to all prequalified bidders All bidders had to attend a mandatory information
meeting on October 4 2016 The bid documents comprised the following documents
List of Prequalified Bidders
Instruction to Bidders
Runnymede Branch ndash Award of Tender 3
Available Project Information
Stipulated Price Bid Form
Unit Prices Bid Form Supplement
Alternative Prices Bid Form Supplement
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 October 20 2016 TPL received tenders from seven of the pre-qualified General
Contractors The Architects and library staff analysed the three lowest bids to ensure that all
requirements of the bidding process were met as follows
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 amp
material bond)
o unconditional bid
o completed amp sealed stipulated price bid form
o acknowledges all addenda issued as part of the Call for Tenders
o completed amp dated unit prices bid form supplement
o completed amp dated alternative prices bid form supplement
o completed amp dated list of subcontractors bid form supplement
o confirmation of pre-qualified subcontractors where required
Award of tender recommendation For the recommended contract award to Brown Daniels Associates the following
requirements have been met
1 The bidder is in conformance with 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 successfully completed a number of Toronto Public Library
projects including Woodside Square Mimico and Ellesmere Branches North York Central
Library and the recent Beeton Hall renovation at the Toronto Reference Library The
references were checked by the architect and were satisfactory
Runnymede Branch ndash Award of Tender 4
CONTACT
Moe Hosseini-Ara Director Branch Operations and Customer Experience
Tel 416-397-5944 E-mail mhosstorontopubliclibraryca
Gail Rankin Senior Manager Facilities Management Tel 416-395-5881
E-mail grankintorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
13 aLIBRARYAPPROVED MINUTES Page I
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 1 Tuesday May 31 2016 from 540 pm to 725 pmToronto Reference Library Board Room 789 Yonge Street Toronto
Members PresentMr Ron CarinciMs Lindsay ColleyMs Dianne LeBretonMs Sue Graham-Nutter
RegretsMs Archana Shah
SPPM Call to Order16-001 Elizabeth Glass Director Policy Planning amp Performance Management and the
City Librarianrsquos desiwiate called the meeting to order at 540 pm
SPPM Election of Chair of the Strategic Plan Performance Measures Committee16-002 Elizabeth Glass called for nominations for the Chair of the Strategic Plan
Performance Measures Steering Committee
Moved by 1 CarinciThat1 Dianne LeBreton be nominated for chair
carriedDianne LeBreton agreed to stand for election
There being no further nominations it wasMoved by L ColleyThat the Strategic Plan Performance Measures Committee1 closes nominations
carried
Elizabeth Glass declared Diarme LeBreton duly elected Chair of the Strategic PlanPerformance Measures Committee by acclamation
Dianne LeBreton assumed the Chair
APPROVED MINUTES Page 2
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 1 Tuesday May 31 2016 from 540 pm to 725 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Declarations of Conflict of Interest16-003 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda16-004 Moved by R (lsquoarinci
That the Strategic Pla ii Perbnnance Measures Committee1 approves the agenda
Carried
SPPM Communications16-005 There were no Communications items at the May 31 2016 Strategic Plan
Performance Measures Committee meeting
SPPM Presentations16-006 There were no public presentations at the May 31 2016 Strategic Plan
Performance Measures Committee meeting
Item for ApprovalSPPM Strategic Plan 2016-20 19 Status and Performance Management Reporting Tools
Elizabeth Glass and Michele Melady Acting Manager Planning amp Developmentprovided a presentation on status and performance management reporting tools
16-007 Committee DecisionIrsquofo red by K CauinciThat the Strategic Plan Perbrmance Measurement Committee1 considers the summary of Toronto Public Library s strategic priority
alignment witi key City strategiesbr information (Attachment 1)2 considers the template that will he used for the semimdashannual status report
on Strategic Plan activitiesbr 2016br presentation to the Library Boardin June fbr inbnnation Attacunent 2)
3 considers the Divi Strategic Plan Dashboard to provide recommendationson the brmat so that staff cciii make revisions and populate the templatewith nwasuucs br the next Steering Committee Meeting (Attachment 3)
Carried as amended
APPROVED MINUTES Page 3
Toronto Public library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 1 Tuesday May 31 from 540 pm to 725 pmToronto Reference Library Board Room 789 Yonge Street Toronto
MotionsSee the followingMoved by R CarinciThat the Strategic Plan Performance Measures Committee1 considers the summary of Toronto Public Libraryrsquos swategic priority
alignment with key City strategies for information (Attachment 1)2 endorses (lie template that will be usedfor the semi-annual status report
on Strategic Plan activities for 2Ol6for presentation to the Library Boardin June for information (Attachment 2)
3 considers the Draft Strategic Plan Dashboard to pro viderecommendations on the format so that staffcan make revtcions andpopulate the template with measures for the next Steering ConmitteeMeeting (Attachment 3)
Amended
Moved in amendment by S Graham-NutterThat the Motion moved by R Carbici be amended to change the word endorsesrdquoin Recommendation 2 to the word considers so that it reads asjoacutellows1 considers the template that will be usedJar the semi-annual status report
on Strategic Plan activitiesfor 2016for presentation to the Library Boardin June for information (Attachment 2)
Carried
SPPM Adjournment16-008 Moved by pound Graham-Nutter
That the Strategic Plan Perjagravermance Measures Committee1 adjourns the May 31 2016 Strategic Plan Performance Measures
Committee meetingCarried
The meeting ended at 725 pm c)r -
Signed ( I lsquoI 7lt--
TORONTOPUB LIC
LIBRARYAPPROVED MINUTES Page 1
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 2 Wednesday July 13 2016 from 530 pm to 635 pmToronto Reference Library Board Room 789 Yonge Street Toronto
Members PresentMs Dianne LeBreton (Chair)Ms Lindsay CofleyMs Sue Graham-NutterMs Archana Shah
RegretsMr Ron Carinci
SPPM Call to Order16-010 Dianne LeBreton called the meeting to order at 530 pm
SPPM Declarations of Conflict of Interest16-011 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda16-012 Moved byL colley
That the Strategic Plan Petformance Measures Committee1 approves the agenda
Carried
SPPM Confirmation of IrsquoIay 31 2016 Strategic Plan Performance Measures Committee16-0 13 Meeting Minutes
Moved by L ColleyThat the Strategic Plan PerJbrmance Measures Committee1 confirms the Minutes of the May 31 2016 Strategic Plan Performance
Measures CommitteeCarried
APPROVED MENUTES Page 2
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteelNrsquoIeeting No 2 Wednesday July 13 from 530 pm to 635 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Business Arising from the Minutes16-014 There were no Business Arisingfrom the Mintues items at the July 13 2016
Strategic Plan Performance Measures Committee meeting
SPPM Communications16-015 There were no Communications items at the July 13 2016 Strategic Plan
Performance Measures Committee meeting
SPPM Presentations16-016 There were no public presentations at the July 13 2016 Strategic Plan
Performance Measures Committee meeting
Itemfor ApprovalSPPM Strategic Plan 2016-2019 Status and Performance Management Reporting Tools16-0 17 Elizabeth Glass Director Policy Planning amp Performance Management and
Linda Hazzan Director Communications Progranuning amp CustomerEngagement provided a presentation on status and performance managementreporting tools
Moved byA ShahThat the Strategic Plan Performance Measurement Committee1 considers the attached presentation materials and2 directs staffto further develop the balanced score card key performance
indicators and the Strategic Plan dashboard and indicatorsfor a StrategicPlan Performance Measures Steering committee meeting in September
CarriedSPPM Adjournment16-018 iWoved by S Graham-Nutter
That the Strategic Plan Performance ArsquoJeasures Committee1 adjourns the July 13 2016 Strategic Plan Performance Measures
Committee meeting
Carried
The meeting ended at 635 pm-
Signed lsquoiV i f
TORONTOPUB LIC
LIBRARYAPPROVED MINUTES Page 1
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 3 Tuesday September 20 2016 from 530 pm to 630 pmToronto Reference Library Board Room 789 Yonge Street Toronto
Members PresentMs Dianne LeBreton (Chair)ML Ron CadnciMs Lindsay ColleyMs Archana ShahMs Sue Graham-Nutter
Regrets
SPPM Call to Order16-019 Dianne LeBreton called the meeting to order at 530 pm
SPPM Declarations of Conflict of Interest16-020 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda16-021 Moved by L Colley
That the Strategic Plan Performance Measures Committee1 approves the agenda
Carried
SPPM Confirmation of July 13 2016 Strategic Plan Performance Measures Committee16-022 Meeting Minutes
Moved by L ColleyThat the Strategic Plan Peiformance Measures Committee1 confirms the Minutes of the fitly 13 2016 Strategic Plan Performance
Measures Committee
Carried
APPROVED MINUTES Page 2
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 3 Tuesday September 20 2016 from 530 pm to 630 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Business Arising from the Minutes16-023 There were no Business Arisingfrom (lie Minutes items at the September 20 2016
Strategic Plan Performance Measures Committee meeting
SPPM Communications16-024 There were no Communications items at the September 20 2016 Strategic Plan
Performance Measures Committee meeting
SPPM Presentations16-025 There were no public presentations at the September 20 2016 Strategic Plan
Performance Measures Committee meeting
Itemfor ApprovalSPPM Strategic Plan 2016-2019 Accountability Framework and Reporting Tools16-026 Elizabeth Glass Director Policy Planr1ing amp Performance Management
provided a presentation on accountability framework and reporting tools
Moved by S Graham-NurterThat the Strategic Plan Performance Afeasurement Committee1 considers the approach ofusing logic models and a balanced scorecard as
the strategic plan accountabilityframework and a dashboard to visuallyrepresent the progress and achievement as outlined in the flowchart(Attachment 1k
2 endorses the logic model examples that will be used as templates fordeveloping a logic model for each strategic priority (Attachments 2 and3k
3 endorses the balanced scorecard and recommended key performanceindicatorsJbr the Boardrsquos monitoring and assessment ofthe strategicplan lsquo5 progress (Attachment 1)
Deferred
The Committee deferred consideration of the recommendations in the StrategicPlan 2016-2019 Accountability Framework and Reporting Tools report until thenext meeting of the Committee
APPROVED MINUTES Page 3
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 3 Tuesday September 20 from 530 pm to 630 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Adjournment16-027 Moved by L Colley
That the Strategic Plan Performance Measures Committee1 adjourns the September 20 20J6 Strategic Plan Performance Measures
Conunittee meetingCarried
The meeting ended at 630 pm - - - I
Signed (V UrsquoL
MINUTES Page 1
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
13b
Members Present
Mr Ron Carinci
Ms Lindsay Colley
Ms Archana Shah
Ms Sue Graham-Nutter
Regrets
Ms Dianne LeBreton (Chair)
SPPM Call to Order
16-028 Vickery Bowles called the meeting to order at 530 pm Ms Bowles advised that
Dianne LeBreton committee chair was unexpectedly unable to attend the
meeting An election of an acting chair was required
SPPM Declarations of Conflict of Interest 16-029 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda 16-030 Moved by R Carinci
That the Strategic Plan Performance Measures Committee approves the agenda
as revised to
1 elect an Acting Chair for the November 7 2016 meeting in the absence of
the Committee Chair
Carried
MINUTES Page 2
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Election of Acting Chair
16-031 Vickery Bowles called for nominations for the Acting Chair of the Strategic Plan
Performance Measures Steering Committee
Moved by R Carinci
That
1 Sue Graham-Nutter be nominated for Acting Chair
Carried
Sue Graham-Nutter agreed to stand for election
There being no further nominations it was
Moved by R Carinci
That the Strategic Plan Performance Measures Committee
1 closes nominations
Carried
Vickery Bowles declared Sue Graham-Nutter duly elected Acting Chair of the
Strategic Plan Performance Measures Committee by acclamation
Sue Graham-Nutter assumed the Chair
SPPM Confirmation of September 20 2016 Strategic Plan Performance Measures
16-032 Committee Meeting Minutes Moved by R Carinci
That the Strategic Plan Performance Measures Committee
1 confirms the Minutes of the September 20 2016 Strategic Plan
Performance Measures Committee
Carried
SPPM Business Arising from the Minutes
16-033 There were no Business Arising from the Minutes items at the November 7 2016
Strategic Plan Performance Measures Committee meeting
SPPM Communications
16-034 There were no Communications items at the November 7 2016 Strategic Plan
Performance Measures Committee meeting
MINUTES Page 3
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Presentations
16-035 There were no public presentations at the November 7 2016 Strategic Plan
Performance Measures Committee meeting
Item for Approval
SPPM Strategic Plan 2016-2019 Accountability Framework Reporting Tools and Key
16-036 Performance Indicators
Elizabeth Glass Director Policy Planning amp Performance Management
responded to questions from committee members
Moved by L Colley
That the Strategic Plan Performance Measurement Committee
1 endorses the Strategic Plan accountability framework as outlined in the
flowchart (Attachment 1)
2 endorses the logic model examples that will be used as templates for
developing a logic model for each strategic priority (Attachments 2
and 3)
3 endorses the balanced scorecard and recommended key performance
indicators for the Boardrsquos monitoring and assessment of the Strategic
Planrsquos progress (Attachment 4)
Carried
Staff were directed to provide Board members with an overview of the
accountability framework for the Strategic Plan with the tools KPIs and the
reporting timelines
SPPM Adjournment
16-037 Moved by L Colley
That the Strategic Plan Performance Measures Committee
1 adjourns the November 7 2016 Strategic Plan Performance Measures
Committee meeting
Carried
The meeting ended at 600 pm
Signed
Strategic Plan 2016-2019 Accountability Framework 1
STAFF REPORT ACTION REQUIRED
Strategic Plan 2016-2019 Accountability Framework
Date November 21 2016
To Toronto Public Library Board
From Strategic Plan Performance Measures Committee
SUMMARY
The purpose of this report is to recommend the approval of the Strategic Plan 2016-2019
Accountability Framework to the Toronto Public Library Board
A Strategic Plan Performance Measures Committee was established on April 25 2016 to
provide advice and recommendations to the Board for strengthening the Boardsrsquo
monitoring and assessment of the strategic planrsquos implementation for compliance and
progress
The Committee met four times from May to November 2016 to receive and inform the
development of the Strategic Plan 2016-2019 Accountability Framework which contains
three main tools a balanced scorecard with key performance indicators a dashboard to
visually present the results and a logic model to show the alignment between the strategic
priorities key activities over four years and the expected outcomes and impact
At its November 7 2016 meeting the Committee endorsed the Accountability Framework
and concluded its work
RECOMMENDATIONS
The Strategic Plan Performance Measures Committee recommends that the Toronto
Public Library Board
1 approves the Strategic Plan 2016-2019 Accountability Framework
FINANCIAL IMPACT
There is no financial impact beyond what has already been approved in the current yearrsquos
budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
13c
Strategic Plan 2016-2019 Accountability Framework 2
DECISION HISTORY
At its April 25 2016 meeting the Library Board received the following report Strategic
Plan Performance Measures Committee Terms of Reference and approved the Terms of
Reference for the Strategic Plan Performance Measures Committee as outlined in
Attachment 1
httpwwwtorontopubliclibrarycacontentabout-the-
librarypdfsboardmeetings2016apr2512-performance-measures-committee-terms-of-
referencepdf
httpwwwtorontopubliclibrarycacontentabout-the-
librarypdfsboardmeetings2016apr2512-performance-measures-committee-terms-of-
reference-att-1pdf
At its May 31 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Status and Performance
Management Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-may-31jsp
At its July 13 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Status and Performance
Management Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-jul-13jsp
At its September 20 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Accountability
Framework and Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-sep-20jsp
At its November 7 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Accountability
Framework Reporting Tools amp key Performance Indicators
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-nov-07jsp
ISSUE BACKGROUND
The Strategic Plan Performance Measures Committee was established on April 25 2016 to
provide advice and recommendations to the Library Board for strengthening the Boardrsquos
monitoring and assessment of the strategic planrsquos implementation for compliance and
progress
During the development of the Accountability Framework and the reporting tools the
Committee met four times from May to November 2016 to receive information and provide
advice At its November 7 2016 meeting the Committee endorsed the Framework and
concluded its work
Strategic Plan 2016-2019 Accountability Framework 3
COMMENTS
There are three broad outcomes for the Strategic Plan 2016-2019 based on input gathered
from Toronto residents during the strategic plan consultation process
Expanding Access
Increasing Opportunity
Building Connections
Six strategic priorities were established to advance the broad outcomes
Advancing TPLrsquos digital platforms
Breaking down barriers to access driving inclusion
Expanding access to technology and training
Establishing TPL as Torontorsquos centre for continuous and self-directed learning
Creating community connections through cultural experiences
Transforming for 21st century service excellence
The purpose of the Accountability Framework is to guide the development monitoring and
reporting of the annual work plan for each of the four years from 2016 to 2019 and the
overall achievements of the Strategic Plan over four years It serves as
a reporting structure for the Board to monitor the progress of the strategic plan and
provide guidance
a public facing reporting tool to demonstrate openness and accountability
an internal tool to advance shared understanding of the strategic priorities and guide the
work of staff
The Accountability Framework is composed of three main tools
1 Balanced Scorecard with key performance indicators (Attachment 1 amp Attachment 2)
The overall achievements of the strategic plan will be reported using a balanced
scorecard approach with key performance indicators established under four
perspectives Customer Operational Learning amp Growth and Financial Work plan
achievements will be reported to the Board in a semi-annual status report
2 Dashboard (Attachment 3)
A dashboard format will be used to visually present the strategic plan achievements
as measured against the key performance indicators and targets This will be reported
to the Board annually
3 Logic Models
A logic model (Attachment 4) is developed to align the six strategic priorities with
key activities the broad outcomes and the contribution to the success of City of
Torontorsquos key strategies over four years
Logic models will also be developed for each strategic priority with appropriate key
activities and outcomes to guide the development of annual work plans strategic
Strategic Plan 2016-2019 Accountability Framework 4
partnerships and funding priorities Attachment 5 shows an example of a logic model
for Strategic Priority 2 Breaking down barriers to access driving inclusion
The flowchart in Attachment 6 illustrates the relationship of the three tools The key activity
of Expanding Access to branches and community service points under Priority 2 is provided
as an example
CONTACT
Elizabeth Glass Director Policy Planning amp Performance Management
Tel 416-395-5602 E-mail eglasstorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Balanced Scorecard with Key Performance Indicators
Attachment 2 List of Strategic Plan 2016-2019 Key Performance Indicators
Attachment 3 Dashboard example
Attachment 4 Strategic Plan 2016-2019 Logic Model
Attachment 5 Strategic Plan 2016-2019 Priority 2 Logic Model
Attachment 6 Strategic Plan 2016-2019 Accountability Framework Flowchart
Strategic Plan 2016 mdash 2019 Balanced Scorecard Attachment 1
Key Performance Indicators
Total number of active members
bull Total use per capita
bull Visits per capita
bull Virtual visits per capita
bull In-branch technology utilization rate internet access workstationper 100000 population wireless connections per capita
bull Utilization rate (program capacity) learning programs(ESL + Literacy + User Ed + lifelong learning)
bull Utilization rate of technology training programs
bull Utilization rate of cultural programs
bull ft of branches providing regular after-schoolprogramming from September to June
bull User satisfaction overall
bull User satisfaction in-branch technology(computers software wifi)
Users satisfaction knowledge andhelpfulness of staff
Key Performance Indicators
bull Total Open Hours
bull ft of Sunday branches (September to June)
bull ft of NIA Sunday branches (September to June)
bull ft of Sunday branches (Year-round)
ft of NIA Sunday branches (Year-round)
Turnover rate of circulating items
of special collections that are digitized
KKey Performance Indicators
bull Logic Models and evaluation frameworksdeveloped for strategic priorities
bull Spending in staff development (Total Averageper staff)
bull staff who report they have the skills andtraining to meet service delivery outcomes
bull of staff who report high levels ofengagement
Key Performance Indicators
bull Cost per use
Operating Expenditures
Operating expenditures per capita
Operating expenditures for electronic materials
Operating expenditures for digital technology
bull Total funding
bull Total funding per capita
bull Total funding from TPL Foundation
Page 1 of 1
Strategic Plan 2016-2019 Balanced Scorecard Key Performance Indicators
Customer Perspective Operational Perspective Learning amp Growth Perspective Financial Perspective
Total number of active members
Total use per capita o Visits per capita
Virtual visits per capita
In-branch technology utilization rate internet access workstation per 100000 population wireless connections per capita
Utilization rate (program capacity) learning programs (ESL + Literacy + User Ed + lifelong learning)
Utilization rate of technology training programs
Utilization rate of cultural programs
of branches providing regular after-school programming from September to June
User satisfaction overall
User satisfaction in-branch technology (computers software wifi)
Users satisfaction knowledge and helpfulness of staff
Total Open Hours o of Sunday branches
(September to June) o of NIA Sunday branches
(September to June) o of Sunday branches
(Year-round) o of NIA Sunday branches
(Year-round)
Turnover rate of circulating items
of special collections that are digitized
Logic Models and evaluation frameworks developed for strategic priorities
Spending in staff development (Total Average per staff)
staff who report they have the skills and training to meet service delivery outcomes
of staff who report high levels of engagement
Cost per use
Operating Expenditures o Operating expenditures per
capita
Operating expenditures for electronic materials
Operating expenditures for digital technology
Total funding o Total funding per capita o Total funding from TPL
Foundation
Attachment 2
Attachment 3
Strategic Plan 2016-2019 Dashboard
Key Performance Indicators
Example Open Hours
2016 Activities that will move the dial Status
Sunday service expanded to create year-round service at 6 District and 2 R amp R branches and added to 6 neighbourhood branches to provide seasonal Sunday service
Measure Baseline (2015) Current (Dec 2016) Target (2019) change
Total open hours 269672 hours 274397 hours 281878 hours + 45
Attachment 4
Toronto Public Library Strategic Plan 2016-2019 Logic Model
Torontonians are aware of library services to
address immediate needs
Create and implement Digital Strategy to develop online services
Torontonians have access to reading and
learning materials in a wide range of formats
and levels to support the joy of reading and
lifelong learning
TPL has resources and well-trained staff to
deliver strategic outcomes
Torontonians are connected through cultural
and leisure experiences and opportunites
TPL provides exceptional services and
experience at customers every point of need
TPL increased partnership and funding
opportunities with City of Toronto community
organizations and funding partners
Torontonians have improved access to
technology and staff assistance to develop
technology skills
Torontonians have expanded access to
emerging technology innovation spaces and
programs
Torontonians have new experiential
collaborative and e-learning opporunities to
support education employment and multiple
literacies
Use technology to drive improvements in business processes and
efficiency eg cloud analytics
Torontonians have equitable
support to learning and training
and gain the knowledge multiple
literacy skills and networks to
enrich their education work life and
leisure experiences
Torontonians have access to
programs and activities to support
and enhance diverse cultural
experiences and library collections
that reflect their cultural ineterests
and needs
Support readers of all ages and interests with diverse collections
readers advisory and a wide range of literary and cultural programs
Toronto children and youth have additional safe
after school social and learning environments
and programs
Priorities Key Activities
Mission Toronto Public Library provides free and equitable access to services which meet the changing needs of Torontonians The Library preserves and promotes universal
access to a broad range of human knowledge experience information and ideas in a welcoming and supportive environment
Establishing TPL as Torontos
centre for continuous and self-
dlirected learning
Impact
Expanding access to technology
and training
Advancing TPLs digital platforms
Breaking down barriers to access
driving inclusion
Expand high quality out-of-school-time programs for children and youth
Increase awareness and engagement across library channels
Allocate additional resources to sustain current and emerging
technology
Provide access to current and emerging technology and training in
library branches and community locations
Identify and remove policy barriers to online and in-person servicesToronto Public Library is a
community asset that builds
community capacity and improves
Torontonians well-being
Toronto Public Library contributes to the success of
Toronto Strong Neighbourhood Strategy 2020
Actions for strong Neighbourhoods
under five domains
Physical surroundings
Economic opportunities
Healthy lives
Social development and
Participation in civic decision-making
Toronto Public Library is a key partner in
City of Torontos Poverty Reduction Strategy
in addressing the issues of
service access and availability
Toronto Public Library supports the positive
outcomes of City of Torontos strategies for targeted
population including
Raising the Village Measuring the Well-being
of Children and Families in Toronto
Toronto Youth Equity Strategy
Toronto Newcomer Strategy
Toronto Seniors Strategy
Expand access to branches and community service points
Develop new resources programs and partnerships to deliver eLearning
programs
Provide in-branch resources space and technology to support
experiential learning
Provide resources and programs to support civic engagement
community events and discussion of social issues
Transforming for 21st century
service excellence Dedicate staff resources and training to provide expertise in key
strategic areas eg technology and literacy
Torontonians are empowered and supported in
their partcipation in civic lifeCreating community connections
through cultural experiences
Create diverse and inclusive cultural programs and experiences in
branch and online spaces
Curate and digitize special collections to reflect Torontos diverse
history culture and heritage
Develop organizational structure and culture to support innovation and
customer service excellence
ACCESS
OPPORTUNITY
CONNECTIONS
Outcomes
Torontonians have easy convienient online
access to library collections and services
Torontonians have convenient and local access
to neighbourhood spaces and services
Attachment 5
Expand online services
Develop self-serve Library Kiosks
Increased program offerings
After hours access implemented
Increased online service options
Increased self-service options
CONNECTIONS
Understand City demographics
demands and use of a full range of
library services
Develop after-hours access at branches
2 Breaking down
barriers to access
driving inclusion
Toronto Public Library contributes to the success of
City of Torontos key strategies including
Toronto Strong Neighbourhood Strategy 2020
bull Targeting appropriate resources to
respond to neighbourhood needs
Toronto Poverty Reduction Strategy
bull Address immediate needs
bull Create pathways to prosperity
bull Increase service access and availability
ACCESS
OPPORTUNITYLibrary membership options reflect
users online and branch access
needs
Provide access to current
and emerging technology
and training in library
branches and community
locations
Increase awareness and
engagement across library
channels
Sunday service expanded in target
branches
Identify and remove policy
barriers to online and in-
person services
Expand access to branches
and community service
points
Number of blocked library cards
reduced in target populations
Toronto Public Library Strategic Plan 2016-2019 Logic Model
Priority Impact
Mission Toronto Public Library provides free and equitable access to services which meet the changing needs of Torontonians The Library preserves and promotes universal access to a broad
range of human knowledge experience information and ideas in a welcoming and supportive environment
OutcomeKey Activities
Toronto Youth Equity Strategy
bull Service gaps
bull Service relevance amp accessibility
Toronto Newcomer Strategy
bull Improving access to municipal supports
bull Supporting civic engagement and
community capacity
Develop marketing strategy and conduct
publicity campaigns
Toronto Seniors Strategy
bull Equity
bull Inclusion
bull Respect
bull Quality of life
Expand access to library service in
community locations
Toronto Public Library is a
community asset that builds
community capacity and improves
Torontonians
well-being
Torontonians have equitable
support to learning and training
and gain the knowledge multiple
literacy skills and networks to
enrich their education work life
and leisure experiences
Torontonians have access to
programs and activities to support
and enhance diverse cultural
experiences and library
collections that reflect their
cultural ineterests and needsIncreased circulation of library
materials
Identify and remove policy barriers to
online and in-person services
Raising the Village Measuring the
Well-being of Children and Families in Toronto
bull Families have equitable access to
learning and training and are active in
their childrenrsquos education
bull Families belong to communities and
have the freedom to express and
opportunities to foster their culture and
identity
Torontonians are aware of library
services to address immediate needs
Conduct outreach and customer
engagement programs
Expand branch hours with additional
programs
Torontonians have easy
convienient online access to library
collections and services
Torontonians have convenient and
local access to neighbourhood
spaces and services
Attachment 6
Accountability Framework
Example
Priority Key Activity Short Term Medium Term Impact
Breaking down barriers to access
driving inclusion
Expand access to branches and
community service points
Torontonians have convenient and
local access to neighbourhood spaces
and services
Toronto Public Library is a community
asset that builds community capacity
and improves Torontonians well-being
Toronto Poverty Reduction Strategy
Increase service access and availability
Example
Customer Perspective Operational Perspective Learning amp Growth Perspective Financial Perspective
Utilization rate Service hours added Staff training Cost per use
Example
Is a visual representation of progress towards four years targets for KPIs to achieve strategic outcomes
with a baseline benchmark and annual target
Dashboard
Monitors the progress of the strategic plan across four perspectives and indentifies KPIs to measure progress towards outcomes
Links planned activities to expected outcomes
Toronto Public Library Strategic Plan 2016-2019
Implementation Compliance and Progress
Logic Model
Balanced Scorecard
Outcomes
Strategic Plan 2016-2019
Accountability Framework
November 21 2016
Toronto Public Library Board Meeting
1
Accountability Framework
Strategic Plan Performance Measures Committee
to provide advice and recommendations to the Board for
strengthening the Boardrsquos monitoring and assessment of the
strategic planrsquos implementation for compliance and progress
2
Accountability Framework
Strategic Plan Performance Measures Committee
bull Met four times from May to November 2016
bull Endorsed Accountability Framework at November 7 2016
meeting
bull Concluded its work
3
Accountability Framework
Purpose of framework
bull To guide the development monitoring and reporting of
The Annual work plan for each year from 2016-2019
The overall achievements of the Strategic Plan over four
years
4
Accountability Framework
bull A reporting structure for the Board to monitor the
progress of the strategic plan and provide guidance
bull Public facing reporting tool to demonstrate openness
and accountability
bull An internal tool for staff
5
Accountability Framework
Strategic Plan 2016-2019
bull Three broad outcomes
Access
Opportunity
Connections
And six strategic priorities
6
Accountability Framework
Strategic Plan 2016-2019
bull Six Strategic Priorities
Advancing TPLrsquos digital Platforms
Breaking down barriers to access driving inclusion
Expanding access to technology and training
Establishing TPL as Torontorsquos centre for continuous and
self-directed learning
Creating community connections through cultural
experiences
Transforming for 21st century service excellence
7
Accountability Framework
Three main tools
bull Balanced Scorecard with Key Performance
Indicators (KPIs)
bull Dashboard for visual presentation
bull Logic Models
8
Accountability Framework
Balanced Scorecard
bull A performance measurement tool developed at the
Harvard Business School
bull Provides a framework to monitor organization
performance from four perspectives the customerrsquos
perspective an internal business perspective an
innovation and learning perspective and the
financial perspective
Balance scorecard Encyclopedia of Business Gale 2000
9
10
Strategic Plan 2016 ndash 2019 Balanced Scorecard
11
Strategic Plan 2016 ndash 2019 Balanced Scorecard
Accountability Framework
Reporting timeline
bull Annual work plan achievements will be reported
to the Board in a semi-annual status report in
June and year end
bull Overall achievements of the strategic plan will be
reported annually to the Board (eg first quarter
of 2017 for 2016) using a balanced scorecard and
presented visually using a dashboard
12
Accountability Framework
13
Accountability Framework
Logic Model
bull A logic model is a systematic and visual way to present the
relationships among the resources to operate a program the
planned activities and the changes or results you hope to
achieve
14
WK Kellogg Foundation Logic Model Development Guide 2004
Accountability Framework
Logic Models
bull A Strategic Plan 2016-2019 aligns 6 strategic priorities
with
Key activities
3 broad strategic outcomes
City of Torontorsquos key strategies
bull Plus a logic model for each of the 6 strategic priorities
15
16
Strategic Plan 2016-2019 Logic Model
17
Strategic Plan 2016-2019 Priority 2 Logic Model
18
Accountability Framework
Questions amp Discussion
19
20
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 1
STAFF REPORT ACTION REQUIRED
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report proposes revised meeting dates for the December 2016 and January 2017
meetings for Toronto Public Library Board approval
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves rescheduling the December 8 2016 Toronto Public Library Board meeting
to December 12 2016 and
2 approves rescheduling the January 23 2017 Toronto Public Library Board meeting to
January 30 2017
FINANCIAL IMPACT
There is no financial impact arising from this report
The Director Finance and Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
At the January 25 2016 meeting the Board approved the schedule for meetings in 2016
including December 8 2016
At the October 24 2016 meeting the Board was provided with the proposed schedule for
meetings in 2017 including January 23 2017 for approval at the January 2017 meeting
14
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 2
COMMENTS
Library staff have recently reviewed the Cityrsquos updated budget schedule The Library Board
meeting in December is not well aligned with the Cityrsquos schedule A later December date
would provide the Board with more opportunity to be informed and kept up-to-date on the
2017 budget as well as to participate in the process As a result the rescheduling of the
December 8 2016 meeting to Monday December 12 is being recommended Board
members were canvassed and quorum is attainable for a meeting on December 12 2016
As the same scenario is also a possibility for the proposed January 23 2017 meeting it is
recommended that the date be changed to January 30 2017
Key dates for the 2017 budget process are shown below
2017 Budget Timetable
Date Political Review TPL Board
2016
Nov 21 Board meeting
Dec 2 Budget Committee launch
Dec 12 (from 8) Board meeting
Dec 161920 (21) Budget Committee presentations
2017
Jan 5 910 Budget Committee public deputations
Jan 12 Budget Committee wrap-up
Jan 24 Budget Committee final
Jan 30 (from 23) Board meeting
Feb 7 Executive Committee
Feb 15 16 (17) Council approval
Feb 21 Board meeting
CONTACT
Nancy Marshall Library Board Officer City Librarianrsquos Office
Tel 416-393-7215 E-mail nmarshalltorontopubliclibraryca
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 3
SIGNATURE
______________________________
Vickery Bowles
City Librarian
Holiday Closures 2017 and January 2018 1
STAFF REPORT ACTION REQUIRED
Holiday Closures 2017 and January 2018
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The purpose of this report is to recommend and receive Toronto Public Library Board
approval for the schedule of holiday closures for 2017 and January 2018
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves the schedule of holiday closures for 2017 and January 2018 as provided
in Attachment 1
FINANCIAL IMPACT
There is no financial impact to the 2017 operating budget arising from the
recommendation in this report The recommended closures are included in the proposed
2017 operating budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
Where Library Board approval is required to establish holiday closures the matter comes
before the Board in the preceding year to ensure adequate notice to the public and staff
COMMENTS
At its meeting on October 26 2015 the Library Board approved the Library closure for
New Yearrsquos Day 2017 on Monday January 2 2017
15
Holiday Closures 2017 and January 2018 2
The Library is open for regular service on Remembrance Day Saturday November 11
2017
The Library will be closed on Monday December 25 2017 for Christmas Day and
Tuesday December 26 2017 for Boxing Day
In 2018 New Yearrsquos Day falls on a Monday and the Library will be closed
All full-time employees whose scheduled day off falls on a holiday closure are
compensated with a day in lieu to be taken at another agreed upon time
It is the practice of the Library to close on the Sundays adjacent to public holidays with
the exception of Family Day
The schedule of holiday closures for 2017 and January 2018 is provided in Attachment 1
CONTACT
Dan Keon Director Human Resources Tel 416-395-5850
E-mail dkeontorontopubliclibraryca
SIGNATURE
_____________________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Holiday Closures 2017 and January 2018
Toronto Public Library Holiday Closures 2017 and January 2018
Sunday January 1 2017 New Yearrsquos Day Closed
Monday January 2 2017 For New Yearrsquos Day Closed
Monday February 20 2017 Family Day Closed
Friday April 14 2017 Good Friday Closed
Sunday April 16 2017 Easter Sunday Closed
Monday April 17 2017 Easter Monday Closed
Monday May 22 2017 Victoria Day Closed
Saturday July 1 2017 Canada Day Closed
Monday August 7 2017 Civic Holiday (Simcoe Day) Closed
Monday September 4 2017 Labour Day Closed
Monday October 9 2017 Thanksgiving Day Closed
Sunday December 24 2017 Christmas Eve Closed
Monday December 25 2017 Christmas Day Closed
Tuesday December 26 2017 Boxing Day Closed
Sunday December 31 2017 New Yearrsquos Eve Closed
Monday January 1 2018 New Yearrsquos Day Closed
New Yearrsquos Day 2017 closure approved by the Library Board on October 26 2015
Attachment 1
Audit Plan for the Year Ending December 31 2016 1
STAFF REPORT INFORMATION ONLY
Audit Plan for the Year Ending December 31 2016
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The attached report from PricewaterhouseCoopers the external auditors summarizes the
planning for their audit of the 2016 financial statements for the Toronto Public Library
Board
FINANCIAL IMPACT
The proposed audit fee of $25000 inclusive of expenses and exclusive of Harmonized
Sales Tax (2015 ndash $25000) is included in the 2016 operating budget It is important to
note that the audit fee does not include extra audit work that may be required due to
scope changes and PricewaterhouseCoopers will advise management as soon as possible
if this were to happen
This is the second year of a five-year audit contract that the City has negotiated The fee
will remain unchanged for the duration of the contract
ISSUE BACKGROUND
Under Section 139 of the City of Toronto Act 2006 the City is required to appoint an
auditor licensed under the Public Accounting Act 2004 who is responsible for annually
auditing the accounts and transactions of the City and its local boards and expressing an
opinion on the financial statements of these entities based on the audit
Council at its March 2015 meeting approved the recommendation of the Audit
Committee to appoint PricewaterhouseCoopers as the external auditor for the City and
Library The contract with PricewaterhouseCoopers is for five years ending with the
audit of the December 31 2019 financial statements
As part of the annual audit PricewaterhouseCoopers provides an Audit Plan report to the
Toronto Public Library Board The auditors will conduct their audit of the 2016 financial
statements pursuant to this plan
17
Audit Plan for the Year Ending December 31 2016 2
COMMENTS
Attached is PricewaterhouseCoopersrsquo Audit Plan for the Library which summarizes their
view on audit risks the nature extent and timing of the audit work and the terms of
engagement
On completion of the audit PricewaterhouseCoopers will issue the Audited Financial
Statements and a Year-End Report to the Board that will provide key matters for
discussion significant audit accounting and financial reporting matters summary of
unadjusted and adjusted items other required communications internal control
recommendations and a confirmation of auditor independence
Work on the interim audit was completed in October 2016 and the year-end audit is
expected to be completed by March 2016
CONTACT
Larry Hughsam Director Finance amp Treasurer Tel 416-397-5946
E-mail lhughsamtorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Board ndash Audit Plan for the year ending
December 31 2016
wwwpwccomca
Audit planfor the yearendingDecember31 2016
Toronto PublicLibrary Board
pwc
pwc
October 28 2016
Members of the BoardToronto Public Library Board
Dear Members of the Board
We are pleased to present an overview of our audit plan for the 2016 audit of the financial statementsof Toronto Public Library Board (the Library) prepared in accordance with Canadian Public SectorAccounting Standards (PSAS) (referred to as the ldquofinancial statementsrdquo from now on)
This overview includes our view on audit risks and the nature extent and timing of our audit work
We value your feedback and if you have any questions about the identified risks and our audit approachplease do not hesitate to contact the undersigned at (416) 228-1922
Yours very truly
Tern McUnnonPartnerRisk Assurance Services
cc Mr Larry Hughsam Director Finance and Treasurer
PricewatcrhouseCoopers UPnyC Tower i8 York Street Suite 2600 Toronto Ontario Canada M oB2T +1 416 8631133 F +1 416 365 8215 wwwpwccomca
lsquoPwt relera to Pdcewatethousetoopers LLP an Ontario limiled liabiLity paruiership
Toronto Public Library Board Audit plan for the year ending December 31 2016
Communications to the Board
Key mattersfor Commentsdiscussion
Client service team Tern McKinnon is your engagement leader and Julianne Cooke is your engagementmanager
Service deliverables We will audit the Libraryrsquos financial statements as of December 31 2016 and for theyear then ending prepared in accordance with PSAS
Our engagement letter which has been signed by the City of Toronto sets out theterms and conditions for our engagement as the independent auditor of the Libraryfor the above-mentioned year In addition our engagement letter outlines ourresponsibilities as the auditor and the responsibilities of management
Audit timeline We worked with management to develop this project timelinemdash Interim visit October 17-21 2016mdash Year-end visit March20 mdash March 31 2017mdash Clearance meeting with management To be confirmedmdash Deliveryfiling of financial statements To be confirmed
Audit approach Our audit approach is a mixture of tests of internal controls and substantive testingOur audit approach is designed to allow us to execute a quality and efficient auditWe do this byi gaining an understanding of the business by focusing on new developments
and key business issues affecting the Library as well as managementrsquosmonitoring of controls and business processes
ii identiring significant audit risks sharing our perspectives obtaining yourfeedback and ensuring our audit is tailored to these risks
iii using well-reasoned professional judgment especially in areas that aresubjective or require estimates and
iv leveraging reliance where possible on the Libraryrsquos internal controls andinformation technology and data systems
In the current year our planned work will include testing of key controls in thefollowing areasmdash Purchases payables and disbursementsmdash Payroll
All other areas will be subject to tests of detail
Significant risks are risks of material misstatement that we think need special auditconsideration We identified several significant audit risks and plan to address themas follows Please let us know if you agree that these are the most significant risksfrom your point of view and if you have any other areas of concern
PwC I
Toronto Public Library Board Audit plan for the year ending December 31 2016
Significant risk to Managementrsquos response and our audit approachdiscuss
Risk of management Accounting regulatory authorities require that the risk of material misstatement dueoverride of controls to management override of controls be considered a significant risk on every audit
engagement
This represents the risk that internal controls at the Library maybe circumvented toachieve desired financial results or gain inappropriate access to financial resources
In order to address this risk we will perform the followingbull All non-routine journal entries are reviewed and approved by the appropriate
level of managementbull We will review manual journal entries focusing on large and unusual entriesbull We will review accounting estimates for biases that could result in material
misstatementbull We will incorporate unpredictable procedures in the audit approach
Risk of fraud in revenue The risk of fraud in revenue recognition is a presumed significant risk underrecognition Canadian Auditing Standards We will assess this risk through the consideration of
the Libraryrsquos revenue recognition policies the incentivepressure to fraudulentlymisstate revenue and the potential opportunity
In order to address this risk we will perform the following
bull Update our understanding of managementrsquos processes and internal controlssurrounding revenue recognition
bull Obtain confirmations from the City of Toronto for subsidies received duringthe year
bull Test significant revenue streams through testing a sample of transactions tosupporting documents
Materiality Misstatements are considered to be material if they could reasonably be expected toinfluence the economic decisions of users of the financial statements We have set apreliminanrsquo materialihrsquo of S6i6oooo We will report unadjusted and adjusted itemsover S6i6ooo to the Board on completion of the audit
Fraud risk We discuss fraud risk annually with the Board Through our planning process (andprior yearsrsquo audits) we developed an understanding of your oversight processesincluding
Employee code of ethicsmdash Discussion at Board meetings and our attendance at those meetings or
reviewing minutes of meetingsmdash Presentations by management including business performance reviewsmdash Signing authorities
Are there any new processes or changes to the items above that we should be awareoP
We are not aware of any fraud Are you aware of instances of any actual suspected or
____________________________
alleged fraud affecting the Library
PwC 2
Toronto Public Ubrary Board Audit plan for the year ending December 31 2016
The matters raised In this and other reports that will flow from the audit are only those that have come to our attention arising from or relevant toour audit that we believe need to be brought to your attention They are not a comprehensive record of all the matters arising and in particularwe cannot be held responsible for reporting all risks in your business or all internal control weaknesses This report has been prepared solely foryour use It was not prepared or intended for any other purpose No other person or entity shall place any reliance upon the accuracy orcompleteness of statements made herein PwC does not assume responsibility to any third party and in no event shall PwC have any liabilityfor damages costs or losses suffered by reason of any reliance upon the contents of this report by any person or entity other than you
PwC 3
copy 2015 PricewaterhouseCoopers LLP an Ontario limited liability partnership All rights reserved
Board Resolutions ndash Status Report 1
STAFF REPORT INFORMATION ONLY
Board Resolutions ndash Status Report
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report lists the status of outstanding Toronto Public Library Board resolutions
BACKGROUND INFORMATION
At the April 2 2012 meeting the Toronto Public Library Board approved the inclusion of
Board Resolutions ndash 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 ndash Status Report ndash November 21 2016
18
1
STATUS REPORT
TORONTO PUBLIC LIBRARY BOARD RESOLUTIONS
AS AT NOVEMBER 21 2016
DATE OF
MEETING
MOTION
(Ref Minute )
STATUS
TARGET
DATE
Sep 8 2014 14-150 ndash Notice of Motion Funding and Timing of
PerthDupont Branch Relocation
5 requests that the local City Councillor consult
with the local community and make a
recommendation to the Board for a new name for
the relocated branch (which will no longer be
located at the corner of Perth and Dupont)
IN PROGRESS Staff to bring a recommendation to
the Board for a new name for the relocated branch to
the Board for approval
To be
determined
Feb 22 2016 16-040 ndash Naming Opportunity ndash Daniel Grafton
Hill III
2 requests staff to provide updates to the
Toronto Public Library Board on this
initiative at strategic intervals
IN PROGRESS This initiative is dependent on a
future branch capital project and consultation
process
To be
determined
Oct 24 2016 16-193 ndash Toronto Public Library Board ndash Self-
Evaluation
2 conducts a pilot self-evaluation during the
month of November 2016 and discusses the
results of the evaluation at the January 2017
meeting
IN PROGRESS A report is expected to be provided
at the January 2017 meeting
January 2017
meeting
Attachment 1
2017 Interim Budget Estimates 2
capital funds from 2016 will also be available during the interim period of 2017 The
combination of the 25 funding and 2016 unspent carry-forwards will be adequate to meet
TPLrsquos capital needs in the interim period
The budget percentage approvals are consistent with other City Agencies and Divisions
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
ALIGNMENT WITH STRATEGIC PLAN
The adoption of the 2017 interim budget estimates ensures the continuance of TPLrsquos business
until Council approves the 2017 operating and capital budgets
ISSUE BACKGROUND
In accordance with TPLrsquos Financial Control Policy prior to the approval of the annual
operating and capital budgets the Library Board needs to adopt the Council-approved
interim estimates to fund the continuance of the Libraryrsquos business from the first day of
January to the date the operating and capital budgets for that year are approved
COMMENTS
The 2017 interim budget estimates for the operating and capital budgets expected to be
approved by Council on December 13 2016 enable City Programs and Agencies to carry out
their operations until Council approves the 2017 operating and capital budgets expected on
February 15 or 16 2017
Expenditures made during the period beginning January 1 2017 to until the date Council
approves the 2017 operating and capital budgets must be restricted to normal operations
CONTACT
Larry Hughsam Director Finance amp Treasurer Tel 416-397-5946
E-mail lhughsamtorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
Runnymede Branch ndash Award of Tender 1
STAFF REPORT ACTION REQUIRED
Runnymede Branch ndash Award of Tender
Date November 21 2016
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 of Runnymede Branch as per
Toronto Public Libraryrsquos (TPLrsquos) drawings and specifications
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 awards the contract to the lowest bidder Brown Daniels Associates for the interior
renovation of the Runnymede Branch at a cost of $543147 which includes a
contingency of $49377 [excluding Harmonized Sales Tax (HST)]
FINANCIAL IMPACT
The total amount of $543147 which is made up of the tender amount of $493770 plus the
contingency of $49377 (excluding HST) is included as part of the Multi-Branch Renovation
State of Good Repair (SOGR) Project of the approved 2016 capital budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
ALIGNMENT WITH STRATEGIC PLAN
The interior renovation of the Runnymede Branch helps to achieve various strategic plan
priorities and goals including
increase access to in-branch services and spaces and new options to expand public and
community space
advance State of Good Repair projects to provide welcoming well-maintained and efficient
public space
create in-branch environments that connect neighbourhoods and communities offering
opportunities for partnerships civic engagement and resident participation
12
Runnymede Branch ndash Award of Tender 2
build capacity to deliver elearning and interactive distance learning services
offer broad access to experiential collaborative mentored and networking learning
opportunities in response to the different ways people learn and the unique needs of local
communities
offer access to new and emerging technologies to support innovation entrepreneurship and
creativity
COMMENTS
Runnymede is a 12034 sq ft neighbourhood branch In 2015 Runnymede was the third
busiest branch in the Toronto Public Library system in terms of visits and the busiest branch
in terms of holds pick-up The branch opened in 1928 and is listed on Toronto Historical
Boards Inventory of Heritage Properties It has undergone several renovations over the
years
A renovation and expansion of Runnymede Branch was completed and successfully opened
to the public in 2005 Eleven years have passed and library service has changed With
introduction of self-service and more collaborative work spaces the existing large service
desk is no longer required Moreover the high level of traffic creates congestion in the
branch The proposed renovation to the main floor of the library will resolve these issues In
addition to the installation of a new smaller service desk the renovation will involve a re-
design of the computer areas new flooring new window coverings and collections
merchandizing The second floor of the branch will be opened up to improve security
through increased visibility and allow for greater flexibility in the use of the public space
Architects for the project Building Arts Architects Inc was hired to provide architectural services for the Runnymede
Branch renovation project in April 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 of the most experienced and previously proved General
Contractors were pre-qualified and invited to bid on the project All eight (8) attended the
mandatory site meeting at Runnymede Branch on October 4 2016
Call for Tenders On September 30 2016 the Call for Tenders was issued to the eight pre-qualified bidders 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 The bid documents prepared by the Architects were
supplied to all prequalified bidders All bidders had to attend a mandatory information
meeting on October 4 2016 The bid documents comprised the following documents
List of Prequalified Bidders
Instruction to Bidders
Runnymede Branch ndash Award of Tender 3
Available Project Information
Stipulated Price Bid Form
Unit Prices Bid Form Supplement
Alternative Prices Bid Form Supplement
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 October 20 2016 TPL received tenders from seven of the pre-qualified General
Contractors The Architects and library staff analysed the three lowest bids to ensure that all
requirements of the bidding process were met as follows
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 amp
material bond)
o unconditional bid
o completed amp sealed stipulated price bid form
o acknowledges all addenda issued as part of the Call for Tenders
o completed amp dated unit prices bid form supplement
o completed amp dated alternative prices bid form supplement
o completed amp dated list of subcontractors bid form supplement
o confirmation of pre-qualified subcontractors where required
Award of tender recommendation For the recommended contract award to Brown Daniels Associates the following
requirements have been met
1 The bidder is in conformance with 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 successfully completed a number of Toronto Public Library
projects including Woodside Square Mimico and Ellesmere Branches North York Central
Library and the recent Beeton Hall renovation at the Toronto Reference Library The
references were checked by the architect and were satisfactory
Runnymede Branch ndash Award of Tender 4
CONTACT
Moe Hosseini-Ara Director Branch Operations and Customer Experience
Tel 416-397-5944 E-mail mhosstorontopubliclibraryca
Gail Rankin Senior Manager Facilities Management Tel 416-395-5881
E-mail grankintorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
13 aLIBRARYAPPROVED MINUTES Page I
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 1 Tuesday May 31 2016 from 540 pm to 725 pmToronto Reference Library Board Room 789 Yonge Street Toronto
Members PresentMr Ron CarinciMs Lindsay ColleyMs Dianne LeBretonMs Sue Graham-Nutter
RegretsMs Archana Shah
SPPM Call to Order16-001 Elizabeth Glass Director Policy Planning amp Performance Management and the
City Librarianrsquos desiwiate called the meeting to order at 540 pm
SPPM Election of Chair of the Strategic Plan Performance Measures Committee16-002 Elizabeth Glass called for nominations for the Chair of the Strategic Plan
Performance Measures Steering Committee
Moved by 1 CarinciThat1 Dianne LeBreton be nominated for chair
carriedDianne LeBreton agreed to stand for election
There being no further nominations it wasMoved by L ColleyThat the Strategic Plan Performance Measures Committee1 closes nominations
carried
Elizabeth Glass declared Diarme LeBreton duly elected Chair of the Strategic PlanPerformance Measures Committee by acclamation
Dianne LeBreton assumed the Chair
APPROVED MINUTES Page 2
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 1 Tuesday May 31 2016 from 540 pm to 725 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Declarations of Conflict of Interest16-003 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda16-004 Moved by R (lsquoarinci
That the Strategic Pla ii Perbnnance Measures Committee1 approves the agenda
Carried
SPPM Communications16-005 There were no Communications items at the May 31 2016 Strategic Plan
Performance Measures Committee meeting
SPPM Presentations16-006 There were no public presentations at the May 31 2016 Strategic Plan
Performance Measures Committee meeting
Item for ApprovalSPPM Strategic Plan 2016-20 19 Status and Performance Management Reporting Tools
Elizabeth Glass and Michele Melady Acting Manager Planning amp Developmentprovided a presentation on status and performance management reporting tools
16-007 Committee DecisionIrsquofo red by K CauinciThat the Strategic Plan Perbrmance Measurement Committee1 considers the summary of Toronto Public Library s strategic priority
alignment witi key City strategiesbr information (Attachment 1)2 considers the template that will he used for the semimdashannual status report
on Strategic Plan activitiesbr 2016br presentation to the Library Boardin June fbr inbnnation Attacunent 2)
3 considers the Divi Strategic Plan Dashboard to provide recommendationson the brmat so that staff cciii make revisions and populate the templatewith nwasuucs br the next Steering Committee Meeting (Attachment 3)
Carried as amended
APPROVED MINUTES Page 3
Toronto Public library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 1 Tuesday May 31 from 540 pm to 725 pmToronto Reference Library Board Room 789 Yonge Street Toronto
MotionsSee the followingMoved by R CarinciThat the Strategic Plan Performance Measures Committee1 considers the summary of Toronto Public Libraryrsquos swategic priority
alignment with key City strategies for information (Attachment 1)2 endorses (lie template that will be usedfor the semi-annual status report
on Strategic Plan activities for 2Ol6for presentation to the Library Boardin June for information (Attachment 2)
3 considers the Draft Strategic Plan Dashboard to pro viderecommendations on the format so that staffcan make revtcions andpopulate the template with measures for the next Steering ConmitteeMeeting (Attachment 3)
Amended
Moved in amendment by S Graham-NutterThat the Motion moved by R Carbici be amended to change the word endorsesrdquoin Recommendation 2 to the word considers so that it reads asjoacutellows1 considers the template that will be usedJar the semi-annual status report
on Strategic Plan activitiesfor 2016for presentation to the Library Boardin June for information (Attachment 2)
Carried
SPPM Adjournment16-008 Moved by pound Graham-Nutter
That the Strategic Plan Perjagravermance Measures Committee1 adjourns the May 31 2016 Strategic Plan Performance Measures
Committee meetingCarried
The meeting ended at 725 pm c)r -
Signed ( I lsquoI 7lt--
TORONTOPUB LIC
LIBRARYAPPROVED MINUTES Page 1
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 2 Wednesday July 13 2016 from 530 pm to 635 pmToronto Reference Library Board Room 789 Yonge Street Toronto
Members PresentMs Dianne LeBreton (Chair)Ms Lindsay CofleyMs Sue Graham-NutterMs Archana Shah
RegretsMr Ron Carinci
SPPM Call to Order16-010 Dianne LeBreton called the meeting to order at 530 pm
SPPM Declarations of Conflict of Interest16-011 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda16-012 Moved byL colley
That the Strategic Plan Petformance Measures Committee1 approves the agenda
Carried
SPPM Confirmation of IrsquoIay 31 2016 Strategic Plan Performance Measures Committee16-0 13 Meeting Minutes
Moved by L ColleyThat the Strategic Plan PerJbrmance Measures Committee1 confirms the Minutes of the May 31 2016 Strategic Plan Performance
Measures CommitteeCarried
APPROVED MENUTES Page 2
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteelNrsquoIeeting No 2 Wednesday July 13 from 530 pm to 635 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Business Arising from the Minutes16-014 There were no Business Arisingfrom the Mintues items at the July 13 2016
Strategic Plan Performance Measures Committee meeting
SPPM Communications16-015 There were no Communications items at the July 13 2016 Strategic Plan
Performance Measures Committee meeting
SPPM Presentations16-016 There were no public presentations at the July 13 2016 Strategic Plan
Performance Measures Committee meeting
Itemfor ApprovalSPPM Strategic Plan 2016-2019 Status and Performance Management Reporting Tools16-0 17 Elizabeth Glass Director Policy Planning amp Performance Management and
Linda Hazzan Director Communications Progranuning amp CustomerEngagement provided a presentation on status and performance managementreporting tools
Moved byA ShahThat the Strategic Plan Performance Measurement Committee1 considers the attached presentation materials and2 directs staffto further develop the balanced score card key performance
indicators and the Strategic Plan dashboard and indicatorsfor a StrategicPlan Performance Measures Steering committee meeting in September
CarriedSPPM Adjournment16-018 iWoved by S Graham-Nutter
That the Strategic Plan Performance ArsquoJeasures Committee1 adjourns the July 13 2016 Strategic Plan Performance Measures
Committee meeting
Carried
The meeting ended at 635 pm-
Signed lsquoiV i f
TORONTOPUB LIC
LIBRARYAPPROVED MINUTES Page 1
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 3 Tuesday September 20 2016 from 530 pm to 630 pmToronto Reference Library Board Room 789 Yonge Street Toronto
Members PresentMs Dianne LeBreton (Chair)ML Ron CadnciMs Lindsay ColleyMs Archana ShahMs Sue Graham-Nutter
Regrets
SPPM Call to Order16-019 Dianne LeBreton called the meeting to order at 530 pm
SPPM Declarations of Conflict of Interest16-020 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda16-021 Moved by L Colley
That the Strategic Plan Performance Measures Committee1 approves the agenda
Carried
SPPM Confirmation of July 13 2016 Strategic Plan Performance Measures Committee16-022 Meeting Minutes
Moved by L ColleyThat the Strategic Plan Peiformance Measures Committee1 confirms the Minutes of the fitly 13 2016 Strategic Plan Performance
Measures Committee
Carried
APPROVED MINUTES Page 2
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 3 Tuesday September 20 2016 from 530 pm to 630 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Business Arising from the Minutes16-023 There were no Business Arisingfrom (lie Minutes items at the September 20 2016
Strategic Plan Performance Measures Committee meeting
SPPM Communications16-024 There were no Communications items at the September 20 2016 Strategic Plan
Performance Measures Committee meeting
SPPM Presentations16-025 There were no public presentations at the September 20 2016 Strategic Plan
Performance Measures Committee meeting
Itemfor ApprovalSPPM Strategic Plan 2016-2019 Accountability Framework and Reporting Tools16-026 Elizabeth Glass Director Policy Planr1ing amp Performance Management
provided a presentation on accountability framework and reporting tools
Moved by S Graham-NurterThat the Strategic Plan Performance Afeasurement Committee1 considers the approach ofusing logic models and a balanced scorecard as
the strategic plan accountabilityframework and a dashboard to visuallyrepresent the progress and achievement as outlined in the flowchart(Attachment 1k
2 endorses the logic model examples that will be used as templates fordeveloping a logic model for each strategic priority (Attachments 2 and3k
3 endorses the balanced scorecard and recommended key performanceindicatorsJbr the Boardrsquos monitoring and assessment ofthe strategicplan lsquo5 progress (Attachment 1)
Deferred
The Committee deferred consideration of the recommendations in the StrategicPlan 2016-2019 Accountability Framework and Reporting Tools report until thenext meeting of the Committee
APPROVED MINUTES Page 3
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 3 Tuesday September 20 from 530 pm to 630 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Adjournment16-027 Moved by L Colley
That the Strategic Plan Performance Measures Committee1 adjourns the September 20 20J6 Strategic Plan Performance Measures
Conunittee meetingCarried
The meeting ended at 630 pm - - - I
Signed (V UrsquoL
MINUTES Page 1
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
13b
Members Present
Mr Ron Carinci
Ms Lindsay Colley
Ms Archana Shah
Ms Sue Graham-Nutter
Regrets
Ms Dianne LeBreton (Chair)
SPPM Call to Order
16-028 Vickery Bowles called the meeting to order at 530 pm Ms Bowles advised that
Dianne LeBreton committee chair was unexpectedly unable to attend the
meeting An election of an acting chair was required
SPPM Declarations of Conflict of Interest 16-029 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda 16-030 Moved by R Carinci
That the Strategic Plan Performance Measures Committee approves the agenda
as revised to
1 elect an Acting Chair for the November 7 2016 meeting in the absence of
the Committee Chair
Carried
MINUTES Page 2
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Election of Acting Chair
16-031 Vickery Bowles called for nominations for the Acting Chair of the Strategic Plan
Performance Measures Steering Committee
Moved by R Carinci
That
1 Sue Graham-Nutter be nominated for Acting Chair
Carried
Sue Graham-Nutter agreed to stand for election
There being no further nominations it was
Moved by R Carinci
That the Strategic Plan Performance Measures Committee
1 closes nominations
Carried
Vickery Bowles declared Sue Graham-Nutter duly elected Acting Chair of the
Strategic Plan Performance Measures Committee by acclamation
Sue Graham-Nutter assumed the Chair
SPPM Confirmation of September 20 2016 Strategic Plan Performance Measures
16-032 Committee Meeting Minutes Moved by R Carinci
That the Strategic Plan Performance Measures Committee
1 confirms the Minutes of the September 20 2016 Strategic Plan
Performance Measures Committee
Carried
SPPM Business Arising from the Minutes
16-033 There were no Business Arising from the Minutes items at the November 7 2016
Strategic Plan Performance Measures Committee meeting
SPPM Communications
16-034 There were no Communications items at the November 7 2016 Strategic Plan
Performance Measures Committee meeting
MINUTES Page 3
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Presentations
16-035 There were no public presentations at the November 7 2016 Strategic Plan
Performance Measures Committee meeting
Item for Approval
SPPM Strategic Plan 2016-2019 Accountability Framework Reporting Tools and Key
16-036 Performance Indicators
Elizabeth Glass Director Policy Planning amp Performance Management
responded to questions from committee members
Moved by L Colley
That the Strategic Plan Performance Measurement Committee
1 endorses the Strategic Plan accountability framework as outlined in the
flowchart (Attachment 1)
2 endorses the logic model examples that will be used as templates for
developing a logic model for each strategic priority (Attachments 2
and 3)
3 endorses the balanced scorecard and recommended key performance
indicators for the Boardrsquos monitoring and assessment of the Strategic
Planrsquos progress (Attachment 4)
Carried
Staff were directed to provide Board members with an overview of the
accountability framework for the Strategic Plan with the tools KPIs and the
reporting timelines
SPPM Adjournment
16-037 Moved by L Colley
That the Strategic Plan Performance Measures Committee
1 adjourns the November 7 2016 Strategic Plan Performance Measures
Committee meeting
Carried
The meeting ended at 600 pm
Signed
Strategic Plan 2016-2019 Accountability Framework 1
STAFF REPORT ACTION REQUIRED
Strategic Plan 2016-2019 Accountability Framework
Date November 21 2016
To Toronto Public Library Board
From Strategic Plan Performance Measures Committee
SUMMARY
The purpose of this report is to recommend the approval of the Strategic Plan 2016-2019
Accountability Framework to the Toronto Public Library Board
A Strategic Plan Performance Measures Committee was established on April 25 2016 to
provide advice and recommendations to the Board for strengthening the Boardsrsquo
monitoring and assessment of the strategic planrsquos implementation for compliance and
progress
The Committee met four times from May to November 2016 to receive and inform the
development of the Strategic Plan 2016-2019 Accountability Framework which contains
three main tools a balanced scorecard with key performance indicators a dashboard to
visually present the results and a logic model to show the alignment between the strategic
priorities key activities over four years and the expected outcomes and impact
At its November 7 2016 meeting the Committee endorsed the Accountability Framework
and concluded its work
RECOMMENDATIONS
The Strategic Plan Performance Measures Committee recommends that the Toronto
Public Library Board
1 approves the Strategic Plan 2016-2019 Accountability Framework
FINANCIAL IMPACT
There is no financial impact beyond what has already been approved in the current yearrsquos
budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
13c
Strategic Plan 2016-2019 Accountability Framework 2
DECISION HISTORY
At its April 25 2016 meeting the Library Board received the following report Strategic
Plan Performance Measures Committee Terms of Reference and approved the Terms of
Reference for the Strategic Plan Performance Measures Committee as outlined in
Attachment 1
httpwwwtorontopubliclibrarycacontentabout-the-
librarypdfsboardmeetings2016apr2512-performance-measures-committee-terms-of-
referencepdf
httpwwwtorontopubliclibrarycacontentabout-the-
librarypdfsboardmeetings2016apr2512-performance-measures-committee-terms-of-
reference-att-1pdf
At its May 31 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Status and Performance
Management Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-may-31jsp
At its July 13 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Status and Performance
Management Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-jul-13jsp
At its September 20 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Accountability
Framework and Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-sep-20jsp
At its November 7 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Accountability
Framework Reporting Tools amp key Performance Indicators
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-nov-07jsp
ISSUE BACKGROUND
The Strategic Plan Performance Measures Committee was established on April 25 2016 to
provide advice and recommendations to the Library Board for strengthening the Boardrsquos
monitoring and assessment of the strategic planrsquos implementation for compliance and
progress
During the development of the Accountability Framework and the reporting tools the
Committee met four times from May to November 2016 to receive information and provide
advice At its November 7 2016 meeting the Committee endorsed the Framework and
concluded its work
Strategic Plan 2016-2019 Accountability Framework 3
COMMENTS
There are three broad outcomes for the Strategic Plan 2016-2019 based on input gathered
from Toronto residents during the strategic plan consultation process
Expanding Access
Increasing Opportunity
Building Connections
Six strategic priorities were established to advance the broad outcomes
Advancing TPLrsquos digital platforms
Breaking down barriers to access driving inclusion
Expanding access to technology and training
Establishing TPL as Torontorsquos centre for continuous and self-directed learning
Creating community connections through cultural experiences
Transforming for 21st century service excellence
The purpose of the Accountability Framework is to guide the development monitoring and
reporting of the annual work plan for each of the four years from 2016 to 2019 and the
overall achievements of the Strategic Plan over four years It serves as
a reporting structure for the Board to monitor the progress of the strategic plan and
provide guidance
a public facing reporting tool to demonstrate openness and accountability
an internal tool to advance shared understanding of the strategic priorities and guide the
work of staff
The Accountability Framework is composed of three main tools
1 Balanced Scorecard with key performance indicators (Attachment 1 amp Attachment 2)
The overall achievements of the strategic plan will be reported using a balanced
scorecard approach with key performance indicators established under four
perspectives Customer Operational Learning amp Growth and Financial Work plan
achievements will be reported to the Board in a semi-annual status report
2 Dashboard (Attachment 3)
A dashboard format will be used to visually present the strategic plan achievements
as measured against the key performance indicators and targets This will be reported
to the Board annually
3 Logic Models
A logic model (Attachment 4) is developed to align the six strategic priorities with
key activities the broad outcomes and the contribution to the success of City of
Torontorsquos key strategies over four years
Logic models will also be developed for each strategic priority with appropriate key
activities and outcomes to guide the development of annual work plans strategic
Strategic Plan 2016-2019 Accountability Framework 4
partnerships and funding priorities Attachment 5 shows an example of a logic model
for Strategic Priority 2 Breaking down barriers to access driving inclusion
The flowchart in Attachment 6 illustrates the relationship of the three tools The key activity
of Expanding Access to branches and community service points under Priority 2 is provided
as an example
CONTACT
Elizabeth Glass Director Policy Planning amp Performance Management
Tel 416-395-5602 E-mail eglasstorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Balanced Scorecard with Key Performance Indicators
Attachment 2 List of Strategic Plan 2016-2019 Key Performance Indicators
Attachment 3 Dashboard example
Attachment 4 Strategic Plan 2016-2019 Logic Model
Attachment 5 Strategic Plan 2016-2019 Priority 2 Logic Model
Attachment 6 Strategic Plan 2016-2019 Accountability Framework Flowchart
Strategic Plan 2016 mdash 2019 Balanced Scorecard Attachment 1
Key Performance Indicators
Total number of active members
bull Total use per capita
bull Visits per capita
bull Virtual visits per capita
bull In-branch technology utilization rate internet access workstationper 100000 population wireless connections per capita
bull Utilization rate (program capacity) learning programs(ESL + Literacy + User Ed + lifelong learning)
bull Utilization rate of technology training programs
bull Utilization rate of cultural programs
bull ft of branches providing regular after-schoolprogramming from September to June
bull User satisfaction overall
bull User satisfaction in-branch technology(computers software wifi)
Users satisfaction knowledge andhelpfulness of staff
Key Performance Indicators
bull Total Open Hours
bull ft of Sunday branches (September to June)
bull ft of NIA Sunday branches (September to June)
bull ft of Sunday branches (Year-round)
ft of NIA Sunday branches (Year-round)
Turnover rate of circulating items
of special collections that are digitized
KKey Performance Indicators
bull Logic Models and evaluation frameworksdeveloped for strategic priorities
bull Spending in staff development (Total Averageper staff)
bull staff who report they have the skills andtraining to meet service delivery outcomes
bull of staff who report high levels ofengagement
Key Performance Indicators
bull Cost per use
Operating Expenditures
Operating expenditures per capita
Operating expenditures for electronic materials
Operating expenditures for digital technology
bull Total funding
bull Total funding per capita
bull Total funding from TPL Foundation
Page 1 of 1
Strategic Plan 2016-2019 Balanced Scorecard Key Performance Indicators
Customer Perspective Operational Perspective Learning amp Growth Perspective Financial Perspective
Total number of active members
Total use per capita o Visits per capita
Virtual visits per capita
In-branch technology utilization rate internet access workstation per 100000 population wireless connections per capita
Utilization rate (program capacity) learning programs (ESL + Literacy + User Ed + lifelong learning)
Utilization rate of technology training programs
Utilization rate of cultural programs
of branches providing regular after-school programming from September to June
User satisfaction overall
User satisfaction in-branch technology (computers software wifi)
Users satisfaction knowledge and helpfulness of staff
Total Open Hours o of Sunday branches
(September to June) o of NIA Sunday branches
(September to June) o of Sunday branches
(Year-round) o of NIA Sunday branches
(Year-round)
Turnover rate of circulating items
of special collections that are digitized
Logic Models and evaluation frameworks developed for strategic priorities
Spending in staff development (Total Average per staff)
staff who report they have the skills and training to meet service delivery outcomes
of staff who report high levels of engagement
Cost per use
Operating Expenditures o Operating expenditures per
capita
Operating expenditures for electronic materials
Operating expenditures for digital technology
Total funding o Total funding per capita o Total funding from TPL
Foundation
Attachment 2
Attachment 3
Strategic Plan 2016-2019 Dashboard
Key Performance Indicators
Example Open Hours
2016 Activities that will move the dial Status
Sunday service expanded to create year-round service at 6 District and 2 R amp R branches and added to 6 neighbourhood branches to provide seasonal Sunday service
Measure Baseline (2015) Current (Dec 2016) Target (2019) change
Total open hours 269672 hours 274397 hours 281878 hours + 45
Attachment 4
Toronto Public Library Strategic Plan 2016-2019 Logic Model
Torontonians are aware of library services to
address immediate needs
Create and implement Digital Strategy to develop online services
Torontonians have access to reading and
learning materials in a wide range of formats
and levels to support the joy of reading and
lifelong learning
TPL has resources and well-trained staff to
deliver strategic outcomes
Torontonians are connected through cultural
and leisure experiences and opportunites
TPL provides exceptional services and
experience at customers every point of need
TPL increased partnership and funding
opportunities with City of Toronto community
organizations and funding partners
Torontonians have improved access to
technology and staff assistance to develop
technology skills
Torontonians have expanded access to
emerging technology innovation spaces and
programs
Torontonians have new experiential
collaborative and e-learning opporunities to
support education employment and multiple
literacies
Use technology to drive improvements in business processes and
efficiency eg cloud analytics
Torontonians have equitable
support to learning and training
and gain the knowledge multiple
literacy skills and networks to
enrich their education work life and
leisure experiences
Torontonians have access to
programs and activities to support
and enhance diverse cultural
experiences and library collections
that reflect their cultural ineterests
and needs
Support readers of all ages and interests with diverse collections
readers advisory and a wide range of literary and cultural programs
Toronto children and youth have additional safe
after school social and learning environments
and programs
Priorities Key Activities
Mission Toronto Public Library provides free and equitable access to services which meet the changing needs of Torontonians The Library preserves and promotes universal
access to a broad range of human knowledge experience information and ideas in a welcoming and supportive environment
Establishing TPL as Torontos
centre for continuous and self-
dlirected learning
Impact
Expanding access to technology
and training
Advancing TPLs digital platforms
Breaking down barriers to access
driving inclusion
Expand high quality out-of-school-time programs for children and youth
Increase awareness and engagement across library channels
Allocate additional resources to sustain current and emerging
technology
Provide access to current and emerging technology and training in
library branches and community locations
Identify and remove policy barriers to online and in-person servicesToronto Public Library is a
community asset that builds
community capacity and improves
Torontonians well-being
Toronto Public Library contributes to the success of
Toronto Strong Neighbourhood Strategy 2020
Actions for strong Neighbourhoods
under five domains
Physical surroundings
Economic opportunities
Healthy lives
Social development and
Participation in civic decision-making
Toronto Public Library is a key partner in
City of Torontos Poverty Reduction Strategy
in addressing the issues of
service access and availability
Toronto Public Library supports the positive
outcomes of City of Torontos strategies for targeted
population including
Raising the Village Measuring the Well-being
of Children and Families in Toronto
Toronto Youth Equity Strategy
Toronto Newcomer Strategy
Toronto Seniors Strategy
Expand access to branches and community service points
Develop new resources programs and partnerships to deliver eLearning
programs
Provide in-branch resources space and technology to support
experiential learning
Provide resources and programs to support civic engagement
community events and discussion of social issues
Transforming for 21st century
service excellence Dedicate staff resources and training to provide expertise in key
strategic areas eg technology and literacy
Torontonians are empowered and supported in
their partcipation in civic lifeCreating community connections
through cultural experiences
Create diverse and inclusive cultural programs and experiences in
branch and online spaces
Curate and digitize special collections to reflect Torontos diverse
history culture and heritage
Develop organizational structure and culture to support innovation and
customer service excellence
ACCESS
OPPORTUNITY
CONNECTIONS
Outcomes
Torontonians have easy convienient online
access to library collections and services
Torontonians have convenient and local access
to neighbourhood spaces and services
Attachment 5
Expand online services
Develop self-serve Library Kiosks
Increased program offerings
After hours access implemented
Increased online service options
Increased self-service options
CONNECTIONS
Understand City demographics
demands and use of a full range of
library services
Develop after-hours access at branches
2 Breaking down
barriers to access
driving inclusion
Toronto Public Library contributes to the success of
City of Torontos key strategies including
Toronto Strong Neighbourhood Strategy 2020
bull Targeting appropriate resources to
respond to neighbourhood needs
Toronto Poverty Reduction Strategy
bull Address immediate needs
bull Create pathways to prosperity
bull Increase service access and availability
ACCESS
OPPORTUNITYLibrary membership options reflect
users online and branch access
needs
Provide access to current
and emerging technology
and training in library
branches and community
locations
Increase awareness and
engagement across library
channels
Sunday service expanded in target
branches
Identify and remove policy
barriers to online and in-
person services
Expand access to branches
and community service
points
Number of blocked library cards
reduced in target populations
Toronto Public Library Strategic Plan 2016-2019 Logic Model
Priority Impact
Mission Toronto Public Library provides free and equitable access to services which meet the changing needs of Torontonians The Library preserves and promotes universal access to a broad
range of human knowledge experience information and ideas in a welcoming and supportive environment
OutcomeKey Activities
Toronto Youth Equity Strategy
bull Service gaps
bull Service relevance amp accessibility
Toronto Newcomer Strategy
bull Improving access to municipal supports
bull Supporting civic engagement and
community capacity
Develop marketing strategy and conduct
publicity campaigns
Toronto Seniors Strategy
bull Equity
bull Inclusion
bull Respect
bull Quality of life
Expand access to library service in
community locations
Toronto Public Library is a
community asset that builds
community capacity and improves
Torontonians
well-being
Torontonians have equitable
support to learning and training
and gain the knowledge multiple
literacy skills and networks to
enrich their education work life
and leisure experiences
Torontonians have access to
programs and activities to support
and enhance diverse cultural
experiences and library
collections that reflect their
cultural ineterests and needsIncreased circulation of library
materials
Identify and remove policy barriers to
online and in-person services
Raising the Village Measuring the
Well-being of Children and Families in Toronto
bull Families have equitable access to
learning and training and are active in
their childrenrsquos education
bull Families belong to communities and
have the freedom to express and
opportunities to foster their culture and
identity
Torontonians are aware of library
services to address immediate needs
Conduct outreach and customer
engagement programs
Expand branch hours with additional
programs
Torontonians have easy
convienient online access to library
collections and services
Torontonians have convenient and
local access to neighbourhood
spaces and services
Attachment 6
Accountability Framework
Example
Priority Key Activity Short Term Medium Term Impact
Breaking down barriers to access
driving inclusion
Expand access to branches and
community service points
Torontonians have convenient and
local access to neighbourhood spaces
and services
Toronto Public Library is a community
asset that builds community capacity
and improves Torontonians well-being
Toronto Poverty Reduction Strategy
Increase service access and availability
Example
Customer Perspective Operational Perspective Learning amp Growth Perspective Financial Perspective
Utilization rate Service hours added Staff training Cost per use
Example
Is a visual representation of progress towards four years targets for KPIs to achieve strategic outcomes
with a baseline benchmark and annual target
Dashboard
Monitors the progress of the strategic plan across four perspectives and indentifies KPIs to measure progress towards outcomes
Links planned activities to expected outcomes
Toronto Public Library Strategic Plan 2016-2019
Implementation Compliance and Progress
Logic Model
Balanced Scorecard
Outcomes
Strategic Plan 2016-2019
Accountability Framework
November 21 2016
Toronto Public Library Board Meeting
1
Accountability Framework
Strategic Plan Performance Measures Committee
to provide advice and recommendations to the Board for
strengthening the Boardrsquos monitoring and assessment of the
strategic planrsquos implementation for compliance and progress
2
Accountability Framework
Strategic Plan Performance Measures Committee
bull Met four times from May to November 2016
bull Endorsed Accountability Framework at November 7 2016
meeting
bull Concluded its work
3
Accountability Framework
Purpose of framework
bull To guide the development monitoring and reporting of
The Annual work plan for each year from 2016-2019
The overall achievements of the Strategic Plan over four
years
4
Accountability Framework
bull A reporting structure for the Board to monitor the
progress of the strategic plan and provide guidance
bull Public facing reporting tool to demonstrate openness
and accountability
bull An internal tool for staff
5
Accountability Framework
Strategic Plan 2016-2019
bull Three broad outcomes
Access
Opportunity
Connections
And six strategic priorities
6
Accountability Framework
Strategic Plan 2016-2019
bull Six Strategic Priorities
Advancing TPLrsquos digital Platforms
Breaking down barriers to access driving inclusion
Expanding access to technology and training
Establishing TPL as Torontorsquos centre for continuous and
self-directed learning
Creating community connections through cultural
experiences
Transforming for 21st century service excellence
7
Accountability Framework
Three main tools
bull Balanced Scorecard with Key Performance
Indicators (KPIs)
bull Dashboard for visual presentation
bull Logic Models
8
Accountability Framework
Balanced Scorecard
bull A performance measurement tool developed at the
Harvard Business School
bull Provides a framework to monitor organization
performance from four perspectives the customerrsquos
perspective an internal business perspective an
innovation and learning perspective and the
financial perspective
Balance scorecard Encyclopedia of Business Gale 2000
9
10
Strategic Plan 2016 ndash 2019 Balanced Scorecard
11
Strategic Plan 2016 ndash 2019 Balanced Scorecard
Accountability Framework
Reporting timeline
bull Annual work plan achievements will be reported
to the Board in a semi-annual status report in
June and year end
bull Overall achievements of the strategic plan will be
reported annually to the Board (eg first quarter
of 2017 for 2016) using a balanced scorecard and
presented visually using a dashboard
12
Accountability Framework
13
Accountability Framework
Logic Model
bull A logic model is a systematic and visual way to present the
relationships among the resources to operate a program the
planned activities and the changes or results you hope to
achieve
14
WK Kellogg Foundation Logic Model Development Guide 2004
Accountability Framework
Logic Models
bull A Strategic Plan 2016-2019 aligns 6 strategic priorities
with
Key activities
3 broad strategic outcomes
City of Torontorsquos key strategies
bull Plus a logic model for each of the 6 strategic priorities
15
16
Strategic Plan 2016-2019 Logic Model
17
Strategic Plan 2016-2019 Priority 2 Logic Model
18
Accountability Framework
Questions amp Discussion
19
20
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 1
STAFF REPORT ACTION REQUIRED
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report proposes revised meeting dates for the December 2016 and January 2017
meetings for Toronto Public Library Board approval
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves rescheduling the December 8 2016 Toronto Public Library Board meeting
to December 12 2016 and
2 approves rescheduling the January 23 2017 Toronto Public Library Board meeting to
January 30 2017
FINANCIAL IMPACT
There is no financial impact arising from this report
The Director Finance and Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
At the January 25 2016 meeting the Board approved the schedule for meetings in 2016
including December 8 2016
At the October 24 2016 meeting the Board was provided with the proposed schedule for
meetings in 2017 including January 23 2017 for approval at the January 2017 meeting
14
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 2
COMMENTS
Library staff have recently reviewed the Cityrsquos updated budget schedule The Library Board
meeting in December is not well aligned with the Cityrsquos schedule A later December date
would provide the Board with more opportunity to be informed and kept up-to-date on the
2017 budget as well as to participate in the process As a result the rescheduling of the
December 8 2016 meeting to Monday December 12 is being recommended Board
members were canvassed and quorum is attainable for a meeting on December 12 2016
As the same scenario is also a possibility for the proposed January 23 2017 meeting it is
recommended that the date be changed to January 30 2017
Key dates for the 2017 budget process are shown below
2017 Budget Timetable
Date Political Review TPL Board
2016
Nov 21 Board meeting
Dec 2 Budget Committee launch
Dec 12 (from 8) Board meeting
Dec 161920 (21) Budget Committee presentations
2017
Jan 5 910 Budget Committee public deputations
Jan 12 Budget Committee wrap-up
Jan 24 Budget Committee final
Jan 30 (from 23) Board meeting
Feb 7 Executive Committee
Feb 15 16 (17) Council approval
Feb 21 Board meeting
CONTACT
Nancy Marshall Library Board Officer City Librarianrsquos Office
Tel 416-393-7215 E-mail nmarshalltorontopubliclibraryca
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 3
SIGNATURE
______________________________
Vickery Bowles
City Librarian
Holiday Closures 2017 and January 2018 1
STAFF REPORT ACTION REQUIRED
Holiday Closures 2017 and January 2018
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The purpose of this report is to recommend and receive Toronto Public Library Board
approval for the schedule of holiday closures for 2017 and January 2018
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves the schedule of holiday closures for 2017 and January 2018 as provided
in Attachment 1
FINANCIAL IMPACT
There is no financial impact to the 2017 operating budget arising from the
recommendation in this report The recommended closures are included in the proposed
2017 operating budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
Where Library Board approval is required to establish holiday closures the matter comes
before the Board in the preceding year to ensure adequate notice to the public and staff
COMMENTS
At its meeting on October 26 2015 the Library Board approved the Library closure for
New Yearrsquos Day 2017 on Monday January 2 2017
15
Holiday Closures 2017 and January 2018 2
The Library is open for regular service on Remembrance Day Saturday November 11
2017
The Library will be closed on Monday December 25 2017 for Christmas Day and
Tuesday December 26 2017 for Boxing Day
In 2018 New Yearrsquos Day falls on a Monday and the Library will be closed
All full-time employees whose scheduled day off falls on a holiday closure are
compensated with a day in lieu to be taken at another agreed upon time
It is the practice of the Library to close on the Sundays adjacent to public holidays with
the exception of Family Day
The schedule of holiday closures for 2017 and January 2018 is provided in Attachment 1
CONTACT
Dan Keon Director Human Resources Tel 416-395-5850
E-mail dkeontorontopubliclibraryca
SIGNATURE
_____________________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Holiday Closures 2017 and January 2018
Toronto Public Library Holiday Closures 2017 and January 2018
Sunday January 1 2017 New Yearrsquos Day Closed
Monday January 2 2017 For New Yearrsquos Day Closed
Monday February 20 2017 Family Day Closed
Friday April 14 2017 Good Friday Closed
Sunday April 16 2017 Easter Sunday Closed
Monday April 17 2017 Easter Monday Closed
Monday May 22 2017 Victoria Day Closed
Saturday July 1 2017 Canada Day Closed
Monday August 7 2017 Civic Holiday (Simcoe Day) Closed
Monday September 4 2017 Labour Day Closed
Monday October 9 2017 Thanksgiving Day Closed
Sunday December 24 2017 Christmas Eve Closed
Monday December 25 2017 Christmas Day Closed
Tuesday December 26 2017 Boxing Day Closed
Sunday December 31 2017 New Yearrsquos Eve Closed
Monday January 1 2018 New Yearrsquos Day Closed
New Yearrsquos Day 2017 closure approved by the Library Board on October 26 2015
Attachment 1
Audit Plan for the Year Ending December 31 2016 1
STAFF REPORT INFORMATION ONLY
Audit Plan for the Year Ending December 31 2016
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The attached report from PricewaterhouseCoopers the external auditors summarizes the
planning for their audit of the 2016 financial statements for the Toronto Public Library
Board
FINANCIAL IMPACT
The proposed audit fee of $25000 inclusive of expenses and exclusive of Harmonized
Sales Tax (2015 ndash $25000) is included in the 2016 operating budget It is important to
note that the audit fee does not include extra audit work that may be required due to
scope changes and PricewaterhouseCoopers will advise management as soon as possible
if this were to happen
This is the second year of a five-year audit contract that the City has negotiated The fee
will remain unchanged for the duration of the contract
ISSUE BACKGROUND
Under Section 139 of the City of Toronto Act 2006 the City is required to appoint an
auditor licensed under the Public Accounting Act 2004 who is responsible for annually
auditing the accounts and transactions of the City and its local boards and expressing an
opinion on the financial statements of these entities based on the audit
Council at its March 2015 meeting approved the recommendation of the Audit
Committee to appoint PricewaterhouseCoopers as the external auditor for the City and
Library The contract with PricewaterhouseCoopers is for five years ending with the
audit of the December 31 2019 financial statements
As part of the annual audit PricewaterhouseCoopers provides an Audit Plan report to the
Toronto Public Library Board The auditors will conduct their audit of the 2016 financial
statements pursuant to this plan
17
Audit Plan for the Year Ending December 31 2016 2
COMMENTS
Attached is PricewaterhouseCoopersrsquo Audit Plan for the Library which summarizes their
view on audit risks the nature extent and timing of the audit work and the terms of
engagement
On completion of the audit PricewaterhouseCoopers will issue the Audited Financial
Statements and a Year-End Report to the Board that will provide key matters for
discussion significant audit accounting and financial reporting matters summary of
unadjusted and adjusted items other required communications internal control
recommendations and a confirmation of auditor independence
Work on the interim audit was completed in October 2016 and the year-end audit is
expected to be completed by March 2016
CONTACT
Larry Hughsam Director Finance amp Treasurer Tel 416-397-5946
E-mail lhughsamtorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Board ndash Audit Plan for the year ending
December 31 2016
wwwpwccomca
Audit planfor the yearendingDecember31 2016
Toronto PublicLibrary Board
pwc
pwc
October 28 2016
Members of the BoardToronto Public Library Board
Dear Members of the Board
We are pleased to present an overview of our audit plan for the 2016 audit of the financial statementsof Toronto Public Library Board (the Library) prepared in accordance with Canadian Public SectorAccounting Standards (PSAS) (referred to as the ldquofinancial statementsrdquo from now on)
This overview includes our view on audit risks and the nature extent and timing of our audit work
We value your feedback and if you have any questions about the identified risks and our audit approachplease do not hesitate to contact the undersigned at (416) 228-1922
Yours very truly
Tern McUnnonPartnerRisk Assurance Services
cc Mr Larry Hughsam Director Finance and Treasurer
PricewatcrhouseCoopers UPnyC Tower i8 York Street Suite 2600 Toronto Ontario Canada M oB2T +1 416 8631133 F +1 416 365 8215 wwwpwccomca
lsquoPwt relera to Pdcewatethousetoopers LLP an Ontario limiled liabiLity paruiership
Toronto Public Library Board Audit plan for the year ending December 31 2016
Communications to the Board
Key mattersfor Commentsdiscussion
Client service team Tern McKinnon is your engagement leader and Julianne Cooke is your engagementmanager
Service deliverables We will audit the Libraryrsquos financial statements as of December 31 2016 and for theyear then ending prepared in accordance with PSAS
Our engagement letter which has been signed by the City of Toronto sets out theterms and conditions for our engagement as the independent auditor of the Libraryfor the above-mentioned year In addition our engagement letter outlines ourresponsibilities as the auditor and the responsibilities of management
Audit timeline We worked with management to develop this project timelinemdash Interim visit October 17-21 2016mdash Year-end visit March20 mdash March 31 2017mdash Clearance meeting with management To be confirmedmdash Deliveryfiling of financial statements To be confirmed
Audit approach Our audit approach is a mixture of tests of internal controls and substantive testingOur audit approach is designed to allow us to execute a quality and efficient auditWe do this byi gaining an understanding of the business by focusing on new developments
and key business issues affecting the Library as well as managementrsquosmonitoring of controls and business processes
ii identiring significant audit risks sharing our perspectives obtaining yourfeedback and ensuring our audit is tailored to these risks
iii using well-reasoned professional judgment especially in areas that aresubjective or require estimates and
iv leveraging reliance where possible on the Libraryrsquos internal controls andinformation technology and data systems
In the current year our planned work will include testing of key controls in thefollowing areasmdash Purchases payables and disbursementsmdash Payroll
All other areas will be subject to tests of detail
Significant risks are risks of material misstatement that we think need special auditconsideration We identified several significant audit risks and plan to address themas follows Please let us know if you agree that these are the most significant risksfrom your point of view and if you have any other areas of concern
PwC I
Toronto Public Library Board Audit plan for the year ending December 31 2016
Significant risk to Managementrsquos response and our audit approachdiscuss
Risk of management Accounting regulatory authorities require that the risk of material misstatement dueoverride of controls to management override of controls be considered a significant risk on every audit
engagement
This represents the risk that internal controls at the Library maybe circumvented toachieve desired financial results or gain inappropriate access to financial resources
In order to address this risk we will perform the followingbull All non-routine journal entries are reviewed and approved by the appropriate
level of managementbull We will review manual journal entries focusing on large and unusual entriesbull We will review accounting estimates for biases that could result in material
misstatementbull We will incorporate unpredictable procedures in the audit approach
Risk of fraud in revenue The risk of fraud in revenue recognition is a presumed significant risk underrecognition Canadian Auditing Standards We will assess this risk through the consideration of
the Libraryrsquos revenue recognition policies the incentivepressure to fraudulentlymisstate revenue and the potential opportunity
In order to address this risk we will perform the following
bull Update our understanding of managementrsquos processes and internal controlssurrounding revenue recognition
bull Obtain confirmations from the City of Toronto for subsidies received duringthe year
bull Test significant revenue streams through testing a sample of transactions tosupporting documents
Materiality Misstatements are considered to be material if they could reasonably be expected toinfluence the economic decisions of users of the financial statements We have set apreliminanrsquo materialihrsquo of S6i6oooo We will report unadjusted and adjusted itemsover S6i6ooo to the Board on completion of the audit
Fraud risk We discuss fraud risk annually with the Board Through our planning process (andprior yearsrsquo audits) we developed an understanding of your oversight processesincluding
Employee code of ethicsmdash Discussion at Board meetings and our attendance at those meetings or
reviewing minutes of meetingsmdash Presentations by management including business performance reviewsmdash Signing authorities
Are there any new processes or changes to the items above that we should be awareoP
We are not aware of any fraud Are you aware of instances of any actual suspected or
____________________________
alleged fraud affecting the Library
PwC 2
Toronto Public Ubrary Board Audit plan for the year ending December 31 2016
The matters raised In this and other reports that will flow from the audit are only those that have come to our attention arising from or relevant toour audit that we believe need to be brought to your attention They are not a comprehensive record of all the matters arising and in particularwe cannot be held responsible for reporting all risks in your business or all internal control weaknesses This report has been prepared solely foryour use It was not prepared or intended for any other purpose No other person or entity shall place any reliance upon the accuracy orcompleteness of statements made herein PwC does not assume responsibility to any third party and in no event shall PwC have any liabilityfor damages costs or losses suffered by reason of any reliance upon the contents of this report by any person or entity other than you
PwC 3
copy 2015 PricewaterhouseCoopers LLP an Ontario limited liability partnership All rights reserved
Board Resolutions ndash Status Report 1
STAFF REPORT INFORMATION ONLY
Board Resolutions ndash Status Report
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report lists the status of outstanding Toronto Public Library Board resolutions
BACKGROUND INFORMATION
At the April 2 2012 meeting the Toronto Public Library Board approved the inclusion of
Board Resolutions ndash 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 ndash Status Report ndash November 21 2016
18
1
STATUS REPORT
TORONTO PUBLIC LIBRARY BOARD RESOLUTIONS
AS AT NOVEMBER 21 2016
DATE OF
MEETING
MOTION
(Ref Minute )
STATUS
TARGET
DATE
Sep 8 2014 14-150 ndash Notice of Motion Funding and Timing of
PerthDupont Branch Relocation
5 requests that the local City Councillor consult
with the local community and make a
recommendation to the Board for a new name for
the relocated branch (which will no longer be
located at the corner of Perth and Dupont)
IN PROGRESS Staff to bring a recommendation to
the Board for a new name for the relocated branch to
the Board for approval
To be
determined
Feb 22 2016 16-040 ndash Naming Opportunity ndash Daniel Grafton
Hill III
2 requests staff to provide updates to the
Toronto Public Library Board on this
initiative at strategic intervals
IN PROGRESS This initiative is dependent on a
future branch capital project and consultation
process
To be
determined
Oct 24 2016 16-193 ndash Toronto Public Library Board ndash Self-
Evaluation
2 conducts a pilot self-evaluation during the
month of November 2016 and discusses the
results of the evaluation at the January 2017
meeting
IN PROGRESS A report is expected to be provided
at the January 2017 meeting
January 2017
meeting
Attachment 1
Runnymede Branch ndash Award of Tender 1
STAFF REPORT ACTION REQUIRED
Runnymede Branch ndash Award of Tender
Date November 21 2016
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 of Runnymede Branch as per
Toronto Public Libraryrsquos (TPLrsquos) drawings and specifications
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 awards the contract to the lowest bidder Brown Daniels Associates for the interior
renovation of the Runnymede Branch at a cost of $543147 which includes a
contingency of $49377 [excluding Harmonized Sales Tax (HST)]
FINANCIAL IMPACT
The total amount of $543147 which is made up of the tender amount of $493770 plus the
contingency of $49377 (excluding HST) is included as part of the Multi-Branch Renovation
State of Good Repair (SOGR) Project of the approved 2016 capital budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
ALIGNMENT WITH STRATEGIC PLAN
The interior renovation of the Runnymede Branch helps to achieve various strategic plan
priorities and goals including
increase access to in-branch services and spaces and new options to expand public and
community space
advance State of Good Repair projects to provide welcoming well-maintained and efficient
public space
create in-branch environments that connect neighbourhoods and communities offering
opportunities for partnerships civic engagement and resident participation
12
Runnymede Branch ndash Award of Tender 2
build capacity to deliver elearning and interactive distance learning services
offer broad access to experiential collaborative mentored and networking learning
opportunities in response to the different ways people learn and the unique needs of local
communities
offer access to new and emerging technologies to support innovation entrepreneurship and
creativity
COMMENTS
Runnymede is a 12034 sq ft neighbourhood branch In 2015 Runnymede was the third
busiest branch in the Toronto Public Library system in terms of visits and the busiest branch
in terms of holds pick-up The branch opened in 1928 and is listed on Toronto Historical
Boards Inventory of Heritage Properties It has undergone several renovations over the
years
A renovation and expansion of Runnymede Branch was completed and successfully opened
to the public in 2005 Eleven years have passed and library service has changed With
introduction of self-service and more collaborative work spaces the existing large service
desk is no longer required Moreover the high level of traffic creates congestion in the
branch The proposed renovation to the main floor of the library will resolve these issues In
addition to the installation of a new smaller service desk the renovation will involve a re-
design of the computer areas new flooring new window coverings and collections
merchandizing The second floor of the branch will be opened up to improve security
through increased visibility and allow for greater flexibility in the use of the public space
Architects for the project Building Arts Architects Inc was hired to provide architectural services for the Runnymede
Branch renovation project in April 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 of the most experienced and previously proved General
Contractors were pre-qualified and invited to bid on the project All eight (8) attended the
mandatory site meeting at Runnymede Branch on October 4 2016
Call for Tenders On September 30 2016 the Call for Tenders was issued to the eight pre-qualified bidders 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 The bid documents prepared by the Architects were
supplied to all prequalified bidders All bidders had to attend a mandatory information
meeting on October 4 2016 The bid documents comprised the following documents
List of Prequalified Bidders
Instruction to Bidders
Runnymede Branch ndash Award of Tender 3
Available Project Information
Stipulated Price Bid Form
Unit Prices Bid Form Supplement
Alternative Prices Bid Form Supplement
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 October 20 2016 TPL received tenders from seven of the pre-qualified General
Contractors The Architects and library staff analysed the three lowest bids to ensure that all
requirements of the bidding process were met as follows
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 amp
material bond)
o unconditional bid
o completed amp sealed stipulated price bid form
o acknowledges all addenda issued as part of the Call for Tenders
o completed amp dated unit prices bid form supplement
o completed amp dated alternative prices bid form supplement
o completed amp dated list of subcontractors bid form supplement
o confirmation of pre-qualified subcontractors where required
Award of tender recommendation For the recommended contract award to Brown Daniels Associates the following
requirements have been met
1 The bidder is in conformance with 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 successfully completed a number of Toronto Public Library
projects including Woodside Square Mimico and Ellesmere Branches North York Central
Library and the recent Beeton Hall renovation at the Toronto Reference Library The
references were checked by the architect and were satisfactory
Runnymede Branch ndash Award of Tender 4
CONTACT
Moe Hosseini-Ara Director Branch Operations and Customer Experience
Tel 416-397-5944 E-mail mhosstorontopubliclibraryca
Gail Rankin Senior Manager Facilities Management Tel 416-395-5881
E-mail grankintorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
13 aLIBRARYAPPROVED MINUTES Page I
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 1 Tuesday May 31 2016 from 540 pm to 725 pmToronto Reference Library Board Room 789 Yonge Street Toronto
Members PresentMr Ron CarinciMs Lindsay ColleyMs Dianne LeBretonMs Sue Graham-Nutter
RegretsMs Archana Shah
SPPM Call to Order16-001 Elizabeth Glass Director Policy Planning amp Performance Management and the
City Librarianrsquos desiwiate called the meeting to order at 540 pm
SPPM Election of Chair of the Strategic Plan Performance Measures Committee16-002 Elizabeth Glass called for nominations for the Chair of the Strategic Plan
Performance Measures Steering Committee
Moved by 1 CarinciThat1 Dianne LeBreton be nominated for chair
carriedDianne LeBreton agreed to stand for election
There being no further nominations it wasMoved by L ColleyThat the Strategic Plan Performance Measures Committee1 closes nominations
carried
Elizabeth Glass declared Diarme LeBreton duly elected Chair of the Strategic PlanPerformance Measures Committee by acclamation
Dianne LeBreton assumed the Chair
APPROVED MINUTES Page 2
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 1 Tuesday May 31 2016 from 540 pm to 725 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Declarations of Conflict of Interest16-003 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda16-004 Moved by R (lsquoarinci
That the Strategic Pla ii Perbnnance Measures Committee1 approves the agenda
Carried
SPPM Communications16-005 There were no Communications items at the May 31 2016 Strategic Plan
Performance Measures Committee meeting
SPPM Presentations16-006 There were no public presentations at the May 31 2016 Strategic Plan
Performance Measures Committee meeting
Item for ApprovalSPPM Strategic Plan 2016-20 19 Status and Performance Management Reporting Tools
Elizabeth Glass and Michele Melady Acting Manager Planning amp Developmentprovided a presentation on status and performance management reporting tools
16-007 Committee DecisionIrsquofo red by K CauinciThat the Strategic Plan Perbrmance Measurement Committee1 considers the summary of Toronto Public Library s strategic priority
alignment witi key City strategiesbr information (Attachment 1)2 considers the template that will he used for the semimdashannual status report
on Strategic Plan activitiesbr 2016br presentation to the Library Boardin June fbr inbnnation Attacunent 2)
3 considers the Divi Strategic Plan Dashboard to provide recommendationson the brmat so that staff cciii make revisions and populate the templatewith nwasuucs br the next Steering Committee Meeting (Attachment 3)
Carried as amended
APPROVED MINUTES Page 3
Toronto Public library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 1 Tuesday May 31 from 540 pm to 725 pmToronto Reference Library Board Room 789 Yonge Street Toronto
MotionsSee the followingMoved by R CarinciThat the Strategic Plan Performance Measures Committee1 considers the summary of Toronto Public Libraryrsquos swategic priority
alignment with key City strategies for information (Attachment 1)2 endorses (lie template that will be usedfor the semi-annual status report
on Strategic Plan activities for 2Ol6for presentation to the Library Boardin June for information (Attachment 2)
3 considers the Draft Strategic Plan Dashboard to pro viderecommendations on the format so that staffcan make revtcions andpopulate the template with measures for the next Steering ConmitteeMeeting (Attachment 3)
Amended
Moved in amendment by S Graham-NutterThat the Motion moved by R Carbici be amended to change the word endorsesrdquoin Recommendation 2 to the word considers so that it reads asjoacutellows1 considers the template that will be usedJar the semi-annual status report
on Strategic Plan activitiesfor 2016for presentation to the Library Boardin June for information (Attachment 2)
Carried
SPPM Adjournment16-008 Moved by pound Graham-Nutter
That the Strategic Plan Perjagravermance Measures Committee1 adjourns the May 31 2016 Strategic Plan Performance Measures
Committee meetingCarried
The meeting ended at 725 pm c)r -
Signed ( I lsquoI 7lt--
TORONTOPUB LIC
LIBRARYAPPROVED MINUTES Page 1
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 2 Wednesday July 13 2016 from 530 pm to 635 pmToronto Reference Library Board Room 789 Yonge Street Toronto
Members PresentMs Dianne LeBreton (Chair)Ms Lindsay CofleyMs Sue Graham-NutterMs Archana Shah
RegretsMr Ron Carinci
SPPM Call to Order16-010 Dianne LeBreton called the meeting to order at 530 pm
SPPM Declarations of Conflict of Interest16-011 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda16-012 Moved byL colley
That the Strategic Plan Petformance Measures Committee1 approves the agenda
Carried
SPPM Confirmation of IrsquoIay 31 2016 Strategic Plan Performance Measures Committee16-0 13 Meeting Minutes
Moved by L ColleyThat the Strategic Plan PerJbrmance Measures Committee1 confirms the Minutes of the May 31 2016 Strategic Plan Performance
Measures CommitteeCarried
APPROVED MENUTES Page 2
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteelNrsquoIeeting No 2 Wednesday July 13 from 530 pm to 635 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Business Arising from the Minutes16-014 There were no Business Arisingfrom the Mintues items at the July 13 2016
Strategic Plan Performance Measures Committee meeting
SPPM Communications16-015 There were no Communications items at the July 13 2016 Strategic Plan
Performance Measures Committee meeting
SPPM Presentations16-016 There were no public presentations at the July 13 2016 Strategic Plan
Performance Measures Committee meeting
Itemfor ApprovalSPPM Strategic Plan 2016-2019 Status and Performance Management Reporting Tools16-0 17 Elizabeth Glass Director Policy Planning amp Performance Management and
Linda Hazzan Director Communications Progranuning amp CustomerEngagement provided a presentation on status and performance managementreporting tools
Moved byA ShahThat the Strategic Plan Performance Measurement Committee1 considers the attached presentation materials and2 directs staffto further develop the balanced score card key performance
indicators and the Strategic Plan dashboard and indicatorsfor a StrategicPlan Performance Measures Steering committee meeting in September
CarriedSPPM Adjournment16-018 iWoved by S Graham-Nutter
That the Strategic Plan Performance ArsquoJeasures Committee1 adjourns the July 13 2016 Strategic Plan Performance Measures
Committee meeting
Carried
The meeting ended at 635 pm-
Signed lsquoiV i f
TORONTOPUB LIC
LIBRARYAPPROVED MINUTES Page 1
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 3 Tuesday September 20 2016 from 530 pm to 630 pmToronto Reference Library Board Room 789 Yonge Street Toronto
Members PresentMs Dianne LeBreton (Chair)ML Ron CadnciMs Lindsay ColleyMs Archana ShahMs Sue Graham-Nutter
Regrets
SPPM Call to Order16-019 Dianne LeBreton called the meeting to order at 530 pm
SPPM Declarations of Conflict of Interest16-020 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda16-021 Moved by L Colley
That the Strategic Plan Performance Measures Committee1 approves the agenda
Carried
SPPM Confirmation of July 13 2016 Strategic Plan Performance Measures Committee16-022 Meeting Minutes
Moved by L ColleyThat the Strategic Plan Peiformance Measures Committee1 confirms the Minutes of the fitly 13 2016 Strategic Plan Performance
Measures Committee
Carried
APPROVED MINUTES Page 2
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 3 Tuesday September 20 2016 from 530 pm to 630 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Business Arising from the Minutes16-023 There were no Business Arisingfrom (lie Minutes items at the September 20 2016
Strategic Plan Performance Measures Committee meeting
SPPM Communications16-024 There were no Communications items at the September 20 2016 Strategic Plan
Performance Measures Committee meeting
SPPM Presentations16-025 There were no public presentations at the September 20 2016 Strategic Plan
Performance Measures Committee meeting
Itemfor ApprovalSPPM Strategic Plan 2016-2019 Accountability Framework and Reporting Tools16-026 Elizabeth Glass Director Policy Planr1ing amp Performance Management
provided a presentation on accountability framework and reporting tools
Moved by S Graham-NurterThat the Strategic Plan Performance Afeasurement Committee1 considers the approach ofusing logic models and a balanced scorecard as
the strategic plan accountabilityframework and a dashboard to visuallyrepresent the progress and achievement as outlined in the flowchart(Attachment 1k
2 endorses the logic model examples that will be used as templates fordeveloping a logic model for each strategic priority (Attachments 2 and3k
3 endorses the balanced scorecard and recommended key performanceindicatorsJbr the Boardrsquos monitoring and assessment ofthe strategicplan lsquo5 progress (Attachment 1)
Deferred
The Committee deferred consideration of the recommendations in the StrategicPlan 2016-2019 Accountability Framework and Reporting Tools report until thenext meeting of the Committee
APPROVED MINUTES Page 3
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 3 Tuesday September 20 from 530 pm to 630 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Adjournment16-027 Moved by L Colley
That the Strategic Plan Performance Measures Committee1 adjourns the September 20 20J6 Strategic Plan Performance Measures
Conunittee meetingCarried
The meeting ended at 630 pm - - - I
Signed (V UrsquoL
MINUTES Page 1
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
13b
Members Present
Mr Ron Carinci
Ms Lindsay Colley
Ms Archana Shah
Ms Sue Graham-Nutter
Regrets
Ms Dianne LeBreton (Chair)
SPPM Call to Order
16-028 Vickery Bowles called the meeting to order at 530 pm Ms Bowles advised that
Dianne LeBreton committee chair was unexpectedly unable to attend the
meeting An election of an acting chair was required
SPPM Declarations of Conflict of Interest 16-029 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda 16-030 Moved by R Carinci
That the Strategic Plan Performance Measures Committee approves the agenda
as revised to
1 elect an Acting Chair for the November 7 2016 meeting in the absence of
the Committee Chair
Carried
MINUTES Page 2
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Election of Acting Chair
16-031 Vickery Bowles called for nominations for the Acting Chair of the Strategic Plan
Performance Measures Steering Committee
Moved by R Carinci
That
1 Sue Graham-Nutter be nominated for Acting Chair
Carried
Sue Graham-Nutter agreed to stand for election
There being no further nominations it was
Moved by R Carinci
That the Strategic Plan Performance Measures Committee
1 closes nominations
Carried
Vickery Bowles declared Sue Graham-Nutter duly elected Acting Chair of the
Strategic Plan Performance Measures Committee by acclamation
Sue Graham-Nutter assumed the Chair
SPPM Confirmation of September 20 2016 Strategic Plan Performance Measures
16-032 Committee Meeting Minutes Moved by R Carinci
That the Strategic Plan Performance Measures Committee
1 confirms the Minutes of the September 20 2016 Strategic Plan
Performance Measures Committee
Carried
SPPM Business Arising from the Minutes
16-033 There were no Business Arising from the Minutes items at the November 7 2016
Strategic Plan Performance Measures Committee meeting
SPPM Communications
16-034 There were no Communications items at the November 7 2016 Strategic Plan
Performance Measures Committee meeting
MINUTES Page 3
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Presentations
16-035 There were no public presentations at the November 7 2016 Strategic Plan
Performance Measures Committee meeting
Item for Approval
SPPM Strategic Plan 2016-2019 Accountability Framework Reporting Tools and Key
16-036 Performance Indicators
Elizabeth Glass Director Policy Planning amp Performance Management
responded to questions from committee members
Moved by L Colley
That the Strategic Plan Performance Measurement Committee
1 endorses the Strategic Plan accountability framework as outlined in the
flowchart (Attachment 1)
2 endorses the logic model examples that will be used as templates for
developing a logic model for each strategic priority (Attachments 2
and 3)
3 endorses the balanced scorecard and recommended key performance
indicators for the Boardrsquos monitoring and assessment of the Strategic
Planrsquos progress (Attachment 4)
Carried
Staff were directed to provide Board members with an overview of the
accountability framework for the Strategic Plan with the tools KPIs and the
reporting timelines
SPPM Adjournment
16-037 Moved by L Colley
That the Strategic Plan Performance Measures Committee
1 adjourns the November 7 2016 Strategic Plan Performance Measures
Committee meeting
Carried
The meeting ended at 600 pm
Signed
Strategic Plan 2016-2019 Accountability Framework 1
STAFF REPORT ACTION REQUIRED
Strategic Plan 2016-2019 Accountability Framework
Date November 21 2016
To Toronto Public Library Board
From Strategic Plan Performance Measures Committee
SUMMARY
The purpose of this report is to recommend the approval of the Strategic Plan 2016-2019
Accountability Framework to the Toronto Public Library Board
A Strategic Plan Performance Measures Committee was established on April 25 2016 to
provide advice and recommendations to the Board for strengthening the Boardsrsquo
monitoring and assessment of the strategic planrsquos implementation for compliance and
progress
The Committee met four times from May to November 2016 to receive and inform the
development of the Strategic Plan 2016-2019 Accountability Framework which contains
three main tools a balanced scorecard with key performance indicators a dashboard to
visually present the results and a logic model to show the alignment between the strategic
priorities key activities over four years and the expected outcomes and impact
At its November 7 2016 meeting the Committee endorsed the Accountability Framework
and concluded its work
RECOMMENDATIONS
The Strategic Plan Performance Measures Committee recommends that the Toronto
Public Library Board
1 approves the Strategic Plan 2016-2019 Accountability Framework
FINANCIAL IMPACT
There is no financial impact beyond what has already been approved in the current yearrsquos
budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
13c
Strategic Plan 2016-2019 Accountability Framework 2
DECISION HISTORY
At its April 25 2016 meeting the Library Board received the following report Strategic
Plan Performance Measures Committee Terms of Reference and approved the Terms of
Reference for the Strategic Plan Performance Measures Committee as outlined in
Attachment 1
httpwwwtorontopubliclibrarycacontentabout-the-
librarypdfsboardmeetings2016apr2512-performance-measures-committee-terms-of-
referencepdf
httpwwwtorontopubliclibrarycacontentabout-the-
librarypdfsboardmeetings2016apr2512-performance-measures-committee-terms-of-
reference-att-1pdf
At its May 31 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Status and Performance
Management Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-may-31jsp
At its July 13 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Status and Performance
Management Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-jul-13jsp
At its September 20 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Accountability
Framework and Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-sep-20jsp
At its November 7 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Accountability
Framework Reporting Tools amp key Performance Indicators
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-nov-07jsp
ISSUE BACKGROUND
The Strategic Plan Performance Measures Committee was established on April 25 2016 to
provide advice and recommendations to the Library Board for strengthening the Boardrsquos
monitoring and assessment of the strategic planrsquos implementation for compliance and
progress
During the development of the Accountability Framework and the reporting tools the
Committee met four times from May to November 2016 to receive information and provide
advice At its November 7 2016 meeting the Committee endorsed the Framework and
concluded its work
Strategic Plan 2016-2019 Accountability Framework 3
COMMENTS
There are three broad outcomes for the Strategic Plan 2016-2019 based on input gathered
from Toronto residents during the strategic plan consultation process
Expanding Access
Increasing Opportunity
Building Connections
Six strategic priorities were established to advance the broad outcomes
Advancing TPLrsquos digital platforms
Breaking down barriers to access driving inclusion
Expanding access to technology and training
Establishing TPL as Torontorsquos centre for continuous and self-directed learning
Creating community connections through cultural experiences
Transforming for 21st century service excellence
The purpose of the Accountability Framework is to guide the development monitoring and
reporting of the annual work plan for each of the four years from 2016 to 2019 and the
overall achievements of the Strategic Plan over four years It serves as
a reporting structure for the Board to monitor the progress of the strategic plan and
provide guidance
a public facing reporting tool to demonstrate openness and accountability
an internal tool to advance shared understanding of the strategic priorities and guide the
work of staff
The Accountability Framework is composed of three main tools
1 Balanced Scorecard with key performance indicators (Attachment 1 amp Attachment 2)
The overall achievements of the strategic plan will be reported using a balanced
scorecard approach with key performance indicators established under four
perspectives Customer Operational Learning amp Growth and Financial Work plan
achievements will be reported to the Board in a semi-annual status report
2 Dashboard (Attachment 3)
A dashboard format will be used to visually present the strategic plan achievements
as measured against the key performance indicators and targets This will be reported
to the Board annually
3 Logic Models
A logic model (Attachment 4) is developed to align the six strategic priorities with
key activities the broad outcomes and the contribution to the success of City of
Torontorsquos key strategies over four years
Logic models will also be developed for each strategic priority with appropriate key
activities and outcomes to guide the development of annual work plans strategic
Strategic Plan 2016-2019 Accountability Framework 4
partnerships and funding priorities Attachment 5 shows an example of a logic model
for Strategic Priority 2 Breaking down barriers to access driving inclusion
The flowchart in Attachment 6 illustrates the relationship of the three tools The key activity
of Expanding Access to branches and community service points under Priority 2 is provided
as an example
CONTACT
Elizabeth Glass Director Policy Planning amp Performance Management
Tel 416-395-5602 E-mail eglasstorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Balanced Scorecard with Key Performance Indicators
Attachment 2 List of Strategic Plan 2016-2019 Key Performance Indicators
Attachment 3 Dashboard example
Attachment 4 Strategic Plan 2016-2019 Logic Model
Attachment 5 Strategic Plan 2016-2019 Priority 2 Logic Model
Attachment 6 Strategic Plan 2016-2019 Accountability Framework Flowchart
Strategic Plan 2016 mdash 2019 Balanced Scorecard Attachment 1
Key Performance Indicators
Total number of active members
bull Total use per capita
bull Visits per capita
bull Virtual visits per capita
bull In-branch technology utilization rate internet access workstationper 100000 population wireless connections per capita
bull Utilization rate (program capacity) learning programs(ESL + Literacy + User Ed + lifelong learning)
bull Utilization rate of technology training programs
bull Utilization rate of cultural programs
bull ft of branches providing regular after-schoolprogramming from September to June
bull User satisfaction overall
bull User satisfaction in-branch technology(computers software wifi)
Users satisfaction knowledge andhelpfulness of staff
Key Performance Indicators
bull Total Open Hours
bull ft of Sunday branches (September to June)
bull ft of NIA Sunday branches (September to June)
bull ft of Sunday branches (Year-round)
ft of NIA Sunday branches (Year-round)
Turnover rate of circulating items
of special collections that are digitized
KKey Performance Indicators
bull Logic Models and evaluation frameworksdeveloped for strategic priorities
bull Spending in staff development (Total Averageper staff)
bull staff who report they have the skills andtraining to meet service delivery outcomes
bull of staff who report high levels ofengagement
Key Performance Indicators
bull Cost per use
Operating Expenditures
Operating expenditures per capita
Operating expenditures for electronic materials
Operating expenditures for digital technology
bull Total funding
bull Total funding per capita
bull Total funding from TPL Foundation
Page 1 of 1
Strategic Plan 2016-2019 Balanced Scorecard Key Performance Indicators
Customer Perspective Operational Perspective Learning amp Growth Perspective Financial Perspective
Total number of active members
Total use per capita o Visits per capita
Virtual visits per capita
In-branch technology utilization rate internet access workstation per 100000 population wireless connections per capita
Utilization rate (program capacity) learning programs (ESL + Literacy + User Ed + lifelong learning)
Utilization rate of technology training programs
Utilization rate of cultural programs
of branches providing regular after-school programming from September to June
User satisfaction overall
User satisfaction in-branch technology (computers software wifi)
Users satisfaction knowledge and helpfulness of staff
Total Open Hours o of Sunday branches
(September to June) o of NIA Sunday branches
(September to June) o of Sunday branches
(Year-round) o of NIA Sunday branches
(Year-round)
Turnover rate of circulating items
of special collections that are digitized
Logic Models and evaluation frameworks developed for strategic priorities
Spending in staff development (Total Average per staff)
staff who report they have the skills and training to meet service delivery outcomes
of staff who report high levels of engagement
Cost per use
Operating Expenditures o Operating expenditures per
capita
Operating expenditures for electronic materials
Operating expenditures for digital technology
Total funding o Total funding per capita o Total funding from TPL
Foundation
Attachment 2
Attachment 3
Strategic Plan 2016-2019 Dashboard
Key Performance Indicators
Example Open Hours
2016 Activities that will move the dial Status
Sunday service expanded to create year-round service at 6 District and 2 R amp R branches and added to 6 neighbourhood branches to provide seasonal Sunday service
Measure Baseline (2015) Current (Dec 2016) Target (2019) change
Total open hours 269672 hours 274397 hours 281878 hours + 45
Attachment 4
Toronto Public Library Strategic Plan 2016-2019 Logic Model
Torontonians are aware of library services to
address immediate needs
Create and implement Digital Strategy to develop online services
Torontonians have access to reading and
learning materials in a wide range of formats
and levels to support the joy of reading and
lifelong learning
TPL has resources and well-trained staff to
deliver strategic outcomes
Torontonians are connected through cultural
and leisure experiences and opportunites
TPL provides exceptional services and
experience at customers every point of need
TPL increased partnership and funding
opportunities with City of Toronto community
organizations and funding partners
Torontonians have improved access to
technology and staff assistance to develop
technology skills
Torontonians have expanded access to
emerging technology innovation spaces and
programs
Torontonians have new experiential
collaborative and e-learning opporunities to
support education employment and multiple
literacies
Use technology to drive improvements in business processes and
efficiency eg cloud analytics
Torontonians have equitable
support to learning and training
and gain the knowledge multiple
literacy skills and networks to
enrich their education work life and
leisure experiences
Torontonians have access to
programs and activities to support
and enhance diverse cultural
experiences and library collections
that reflect their cultural ineterests
and needs
Support readers of all ages and interests with diverse collections
readers advisory and a wide range of literary and cultural programs
Toronto children and youth have additional safe
after school social and learning environments
and programs
Priorities Key Activities
Mission Toronto Public Library provides free and equitable access to services which meet the changing needs of Torontonians The Library preserves and promotes universal
access to a broad range of human knowledge experience information and ideas in a welcoming and supportive environment
Establishing TPL as Torontos
centre for continuous and self-
dlirected learning
Impact
Expanding access to technology
and training
Advancing TPLs digital platforms
Breaking down barriers to access
driving inclusion
Expand high quality out-of-school-time programs for children and youth
Increase awareness and engagement across library channels
Allocate additional resources to sustain current and emerging
technology
Provide access to current and emerging technology and training in
library branches and community locations
Identify and remove policy barriers to online and in-person servicesToronto Public Library is a
community asset that builds
community capacity and improves
Torontonians well-being
Toronto Public Library contributes to the success of
Toronto Strong Neighbourhood Strategy 2020
Actions for strong Neighbourhoods
under five domains
Physical surroundings
Economic opportunities
Healthy lives
Social development and
Participation in civic decision-making
Toronto Public Library is a key partner in
City of Torontos Poverty Reduction Strategy
in addressing the issues of
service access and availability
Toronto Public Library supports the positive
outcomes of City of Torontos strategies for targeted
population including
Raising the Village Measuring the Well-being
of Children and Families in Toronto
Toronto Youth Equity Strategy
Toronto Newcomer Strategy
Toronto Seniors Strategy
Expand access to branches and community service points
Develop new resources programs and partnerships to deliver eLearning
programs
Provide in-branch resources space and technology to support
experiential learning
Provide resources and programs to support civic engagement
community events and discussion of social issues
Transforming for 21st century
service excellence Dedicate staff resources and training to provide expertise in key
strategic areas eg technology and literacy
Torontonians are empowered and supported in
their partcipation in civic lifeCreating community connections
through cultural experiences
Create diverse and inclusive cultural programs and experiences in
branch and online spaces
Curate and digitize special collections to reflect Torontos diverse
history culture and heritage
Develop organizational structure and culture to support innovation and
customer service excellence
ACCESS
OPPORTUNITY
CONNECTIONS
Outcomes
Torontonians have easy convienient online
access to library collections and services
Torontonians have convenient and local access
to neighbourhood spaces and services
Attachment 5
Expand online services
Develop self-serve Library Kiosks
Increased program offerings
After hours access implemented
Increased online service options
Increased self-service options
CONNECTIONS
Understand City demographics
demands and use of a full range of
library services
Develop after-hours access at branches
2 Breaking down
barriers to access
driving inclusion
Toronto Public Library contributes to the success of
City of Torontos key strategies including
Toronto Strong Neighbourhood Strategy 2020
bull Targeting appropriate resources to
respond to neighbourhood needs
Toronto Poverty Reduction Strategy
bull Address immediate needs
bull Create pathways to prosperity
bull Increase service access and availability
ACCESS
OPPORTUNITYLibrary membership options reflect
users online and branch access
needs
Provide access to current
and emerging technology
and training in library
branches and community
locations
Increase awareness and
engagement across library
channels
Sunday service expanded in target
branches
Identify and remove policy
barriers to online and in-
person services
Expand access to branches
and community service
points
Number of blocked library cards
reduced in target populations
Toronto Public Library Strategic Plan 2016-2019 Logic Model
Priority Impact
Mission Toronto Public Library provides free and equitable access to services which meet the changing needs of Torontonians The Library preserves and promotes universal access to a broad
range of human knowledge experience information and ideas in a welcoming and supportive environment
OutcomeKey Activities
Toronto Youth Equity Strategy
bull Service gaps
bull Service relevance amp accessibility
Toronto Newcomer Strategy
bull Improving access to municipal supports
bull Supporting civic engagement and
community capacity
Develop marketing strategy and conduct
publicity campaigns
Toronto Seniors Strategy
bull Equity
bull Inclusion
bull Respect
bull Quality of life
Expand access to library service in
community locations
Toronto Public Library is a
community asset that builds
community capacity and improves
Torontonians
well-being
Torontonians have equitable
support to learning and training
and gain the knowledge multiple
literacy skills and networks to
enrich their education work life
and leisure experiences
Torontonians have access to
programs and activities to support
and enhance diverse cultural
experiences and library
collections that reflect their
cultural ineterests and needsIncreased circulation of library
materials
Identify and remove policy barriers to
online and in-person services
Raising the Village Measuring the
Well-being of Children and Families in Toronto
bull Families have equitable access to
learning and training and are active in
their childrenrsquos education
bull Families belong to communities and
have the freedom to express and
opportunities to foster their culture and
identity
Torontonians are aware of library
services to address immediate needs
Conduct outreach and customer
engagement programs
Expand branch hours with additional
programs
Torontonians have easy
convienient online access to library
collections and services
Torontonians have convenient and
local access to neighbourhood
spaces and services
Attachment 6
Accountability Framework
Example
Priority Key Activity Short Term Medium Term Impact
Breaking down barriers to access
driving inclusion
Expand access to branches and
community service points
Torontonians have convenient and
local access to neighbourhood spaces
and services
Toronto Public Library is a community
asset that builds community capacity
and improves Torontonians well-being
Toronto Poverty Reduction Strategy
Increase service access and availability
Example
Customer Perspective Operational Perspective Learning amp Growth Perspective Financial Perspective
Utilization rate Service hours added Staff training Cost per use
Example
Is a visual representation of progress towards four years targets for KPIs to achieve strategic outcomes
with a baseline benchmark and annual target
Dashboard
Monitors the progress of the strategic plan across four perspectives and indentifies KPIs to measure progress towards outcomes
Links planned activities to expected outcomes
Toronto Public Library Strategic Plan 2016-2019
Implementation Compliance and Progress
Logic Model
Balanced Scorecard
Outcomes
Strategic Plan 2016-2019
Accountability Framework
November 21 2016
Toronto Public Library Board Meeting
1
Accountability Framework
Strategic Plan Performance Measures Committee
to provide advice and recommendations to the Board for
strengthening the Boardrsquos monitoring and assessment of the
strategic planrsquos implementation for compliance and progress
2
Accountability Framework
Strategic Plan Performance Measures Committee
bull Met four times from May to November 2016
bull Endorsed Accountability Framework at November 7 2016
meeting
bull Concluded its work
3
Accountability Framework
Purpose of framework
bull To guide the development monitoring and reporting of
The Annual work plan for each year from 2016-2019
The overall achievements of the Strategic Plan over four
years
4
Accountability Framework
bull A reporting structure for the Board to monitor the
progress of the strategic plan and provide guidance
bull Public facing reporting tool to demonstrate openness
and accountability
bull An internal tool for staff
5
Accountability Framework
Strategic Plan 2016-2019
bull Three broad outcomes
Access
Opportunity
Connections
And six strategic priorities
6
Accountability Framework
Strategic Plan 2016-2019
bull Six Strategic Priorities
Advancing TPLrsquos digital Platforms
Breaking down barriers to access driving inclusion
Expanding access to technology and training
Establishing TPL as Torontorsquos centre for continuous and
self-directed learning
Creating community connections through cultural
experiences
Transforming for 21st century service excellence
7
Accountability Framework
Three main tools
bull Balanced Scorecard with Key Performance
Indicators (KPIs)
bull Dashboard for visual presentation
bull Logic Models
8
Accountability Framework
Balanced Scorecard
bull A performance measurement tool developed at the
Harvard Business School
bull Provides a framework to monitor organization
performance from four perspectives the customerrsquos
perspective an internal business perspective an
innovation and learning perspective and the
financial perspective
Balance scorecard Encyclopedia of Business Gale 2000
9
10
Strategic Plan 2016 ndash 2019 Balanced Scorecard
11
Strategic Plan 2016 ndash 2019 Balanced Scorecard
Accountability Framework
Reporting timeline
bull Annual work plan achievements will be reported
to the Board in a semi-annual status report in
June and year end
bull Overall achievements of the strategic plan will be
reported annually to the Board (eg first quarter
of 2017 for 2016) using a balanced scorecard and
presented visually using a dashboard
12
Accountability Framework
13
Accountability Framework
Logic Model
bull A logic model is a systematic and visual way to present the
relationships among the resources to operate a program the
planned activities and the changes or results you hope to
achieve
14
WK Kellogg Foundation Logic Model Development Guide 2004
Accountability Framework
Logic Models
bull A Strategic Plan 2016-2019 aligns 6 strategic priorities
with
Key activities
3 broad strategic outcomes
City of Torontorsquos key strategies
bull Plus a logic model for each of the 6 strategic priorities
15
16
Strategic Plan 2016-2019 Logic Model
17
Strategic Plan 2016-2019 Priority 2 Logic Model
18
Accountability Framework
Questions amp Discussion
19
20
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 1
STAFF REPORT ACTION REQUIRED
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report proposes revised meeting dates for the December 2016 and January 2017
meetings for Toronto Public Library Board approval
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves rescheduling the December 8 2016 Toronto Public Library Board meeting
to December 12 2016 and
2 approves rescheduling the January 23 2017 Toronto Public Library Board meeting to
January 30 2017
FINANCIAL IMPACT
There is no financial impact arising from this report
The Director Finance and Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
At the January 25 2016 meeting the Board approved the schedule for meetings in 2016
including December 8 2016
At the October 24 2016 meeting the Board was provided with the proposed schedule for
meetings in 2017 including January 23 2017 for approval at the January 2017 meeting
14
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 2
COMMENTS
Library staff have recently reviewed the Cityrsquos updated budget schedule The Library Board
meeting in December is not well aligned with the Cityrsquos schedule A later December date
would provide the Board with more opportunity to be informed and kept up-to-date on the
2017 budget as well as to participate in the process As a result the rescheduling of the
December 8 2016 meeting to Monday December 12 is being recommended Board
members were canvassed and quorum is attainable for a meeting on December 12 2016
As the same scenario is also a possibility for the proposed January 23 2017 meeting it is
recommended that the date be changed to January 30 2017
Key dates for the 2017 budget process are shown below
2017 Budget Timetable
Date Political Review TPL Board
2016
Nov 21 Board meeting
Dec 2 Budget Committee launch
Dec 12 (from 8) Board meeting
Dec 161920 (21) Budget Committee presentations
2017
Jan 5 910 Budget Committee public deputations
Jan 12 Budget Committee wrap-up
Jan 24 Budget Committee final
Jan 30 (from 23) Board meeting
Feb 7 Executive Committee
Feb 15 16 (17) Council approval
Feb 21 Board meeting
CONTACT
Nancy Marshall Library Board Officer City Librarianrsquos Office
Tel 416-393-7215 E-mail nmarshalltorontopubliclibraryca
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 3
SIGNATURE
______________________________
Vickery Bowles
City Librarian
Holiday Closures 2017 and January 2018 1
STAFF REPORT ACTION REQUIRED
Holiday Closures 2017 and January 2018
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The purpose of this report is to recommend and receive Toronto Public Library Board
approval for the schedule of holiday closures for 2017 and January 2018
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves the schedule of holiday closures for 2017 and January 2018 as provided
in Attachment 1
FINANCIAL IMPACT
There is no financial impact to the 2017 operating budget arising from the
recommendation in this report The recommended closures are included in the proposed
2017 operating budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
Where Library Board approval is required to establish holiday closures the matter comes
before the Board in the preceding year to ensure adequate notice to the public and staff
COMMENTS
At its meeting on October 26 2015 the Library Board approved the Library closure for
New Yearrsquos Day 2017 on Monday January 2 2017
15
Holiday Closures 2017 and January 2018 2
The Library is open for regular service on Remembrance Day Saturday November 11
2017
The Library will be closed on Monday December 25 2017 for Christmas Day and
Tuesday December 26 2017 for Boxing Day
In 2018 New Yearrsquos Day falls on a Monday and the Library will be closed
All full-time employees whose scheduled day off falls on a holiday closure are
compensated with a day in lieu to be taken at another agreed upon time
It is the practice of the Library to close on the Sundays adjacent to public holidays with
the exception of Family Day
The schedule of holiday closures for 2017 and January 2018 is provided in Attachment 1
CONTACT
Dan Keon Director Human Resources Tel 416-395-5850
E-mail dkeontorontopubliclibraryca
SIGNATURE
_____________________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Holiday Closures 2017 and January 2018
Toronto Public Library Holiday Closures 2017 and January 2018
Sunday January 1 2017 New Yearrsquos Day Closed
Monday January 2 2017 For New Yearrsquos Day Closed
Monday February 20 2017 Family Day Closed
Friday April 14 2017 Good Friday Closed
Sunday April 16 2017 Easter Sunday Closed
Monday April 17 2017 Easter Monday Closed
Monday May 22 2017 Victoria Day Closed
Saturday July 1 2017 Canada Day Closed
Monday August 7 2017 Civic Holiday (Simcoe Day) Closed
Monday September 4 2017 Labour Day Closed
Monday October 9 2017 Thanksgiving Day Closed
Sunday December 24 2017 Christmas Eve Closed
Monday December 25 2017 Christmas Day Closed
Tuesday December 26 2017 Boxing Day Closed
Sunday December 31 2017 New Yearrsquos Eve Closed
Monday January 1 2018 New Yearrsquos Day Closed
New Yearrsquos Day 2017 closure approved by the Library Board on October 26 2015
Attachment 1
Audit Plan for the Year Ending December 31 2016 1
STAFF REPORT INFORMATION ONLY
Audit Plan for the Year Ending December 31 2016
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The attached report from PricewaterhouseCoopers the external auditors summarizes the
planning for their audit of the 2016 financial statements for the Toronto Public Library
Board
FINANCIAL IMPACT
The proposed audit fee of $25000 inclusive of expenses and exclusive of Harmonized
Sales Tax (2015 ndash $25000) is included in the 2016 operating budget It is important to
note that the audit fee does not include extra audit work that may be required due to
scope changes and PricewaterhouseCoopers will advise management as soon as possible
if this were to happen
This is the second year of a five-year audit contract that the City has negotiated The fee
will remain unchanged for the duration of the contract
ISSUE BACKGROUND
Under Section 139 of the City of Toronto Act 2006 the City is required to appoint an
auditor licensed under the Public Accounting Act 2004 who is responsible for annually
auditing the accounts and transactions of the City and its local boards and expressing an
opinion on the financial statements of these entities based on the audit
Council at its March 2015 meeting approved the recommendation of the Audit
Committee to appoint PricewaterhouseCoopers as the external auditor for the City and
Library The contract with PricewaterhouseCoopers is for five years ending with the
audit of the December 31 2019 financial statements
As part of the annual audit PricewaterhouseCoopers provides an Audit Plan report to the
Toronto Public Library Board The auditors will conduct their audit of the 2016 financial
statements pursuant to this plan
17
Audit Plan for the Year Ending December 31 2016 2
COMMENTS
Attached is PricewaterhouseCoopersrsquo Audit Plan for the Library which summarizes their
view on audit risks the nature extent and timing of the audit work and the terms of
engagement
On completion of the audit PricewaterhouseCoopers will issue the Audited Financial
Statements and a Year-End Report to the Board that will provide key matters for
discussion significant audit accounting and financial reporting matters summary of
unadjusted and adjusted items other required communications internal control
recommendations and a confirmation of auditor independence
Work on the interim audit was completed in October 2016 and the year-end audit is
expected to be completed by March 2016
CONTACT
Larry Hughsam Director Finance amp Treasurer Tel 416-397-5946
E-mail lhughsamtorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Board ndash Audit Plan for the year ending
December 31 2016
wwwpwccomca
Audit planfor the yearendingDecember31 2016
Toronto PublicLibrary Board
pwc
pwc
October 28 2016
Members of the BoardToronto Public Library Board
Dear Members of the Board
We are pleased to present an overview of our audit plan for the 2016 audit of the financial statementsof Toronto Public Library Board (the Library) prepared in accordance with Canadian Public SectorAccounting Standards (PSAS) (referred to as the ldquofinancial statementsrdquo from now on)
This overview includes our view on audit risks and the nature extent and timing of our audit work
We value your feedback and if you have any questions about the identified risks and our audit approachplease do not hesitate to contact the undersigned at (416) 228-1922
Yours very truly
Tern McUnnonPartnerRisk Assurance Services
cc Mr Larry Hughsam Director Finance and Treasurer
PricewatcrhouseCoopers UPnyC Tower i8 York Street Suite 2600 Toronto Ontario Canada M oB2T +1 416 8631133 F +1 416 365 8215 wwwpwccomca
lsquoPwt relera to Pdcewatethousetoopers LLP an Ontario limiled liabiLity paruiership
Toronto Public Library Board Audit plan for the year ending December 31 2016
Communications to the Board
Key mattersfor Commentsdiscussion
Client service team Tern McKinnon is your engagement leader and Julianne Cooke is your engagementmanager
Service deliverables We will audit the Libraryrsquos financial statements as of December 31 2016 and for theyear then ending prepared in accordance with PSAS
Our engagement letter which has been signed by the City of Toronto sets out theterms and conditions for our engagement as the independent auditor of the Libraryfor the above-mentioned year In addition our engagement letter outlines ourresponsibilities as the auditor and the responsibilities of management
Audit timeline We worked with management to develop this project timelinemdash Interim visit October 17-21 2016mdash Year-end visit March20 mdash March 31 2017mdash Clearance meeting with management To be confirmedmdash Deliveryfiling of financial statements To be confirmed
Audit approach Our audit approach is a mixture of tests of internal controls and substantive testingOur audit approach is designed to allow us to execute a quality and efficient auditWe do this byi gaining an understanding of the business by focusing on new developments
and key business issues affecting the Library as well as managementrsquosmonitoring of controls and business processes
ii identiring significant audit risks sharing our perspectives obtaining yourfeedback and ensuring our audit is tailored to these risks
iii using well-reasoned professional judgment especially in areas that aresubjective or require estimates and
iv leveraging reliance where possible on the Libraryrsquos internal controls andinformation technology and data systems
In the current year our planned work will include testing of key controls in thefollowing areasmdash Purchases payables and disbursementsmdash Payroll
All other areas will be subject to tests of detail
Significant risks are risks of material misstatement that we think need special auditconsideration We identified several significant audit risks and plan to address themas follows Please let us know if you agree that these are the most significant risksfrom your point of view and if you have any other areas of concern
PwC I
Toronto Public Library Board Audit plan for the year ending December 31 2016
Significant risk to Managementrsquos response and our audit approachdiscuss
Risk of management Accounting regulatory authorities require that the risk of material misstatement dueoverride of controls to management override of controls be considered a significant risk on every audit
engagement
This represents the risk that internal controls at the Library maybe circumvented toachieve desired financial results or gain inappropriate access to financial resources
In order to address this risk we will perform the followingbull All non-routine journal entries are reviewed and approved by the appropriate
level of managementbull We will review manual journal entries focusing on large and unusual entriesbull We will review accounting estimates for biases that could result in material
misstatementbull We will incorporate unpredictable procedures in the audit approach
Risk of fraud in revenue The risk of fraud in revenue recognition is a presumed significant risk underrecognition Canadian Auditing Standards We will assess this risk through the consideration of
the Libraryrsquos revenue recognition policies the incentivepressure to fraudulentlymisstate revenue and the potential opportunity
In order to address this risk we will perform the following
bull Update our understanding of managementrsquos processes and internal controlssurrounding revenue recognition
bull Obtain confirmations from the City of Toronto for subsidies received duringthe year
bull Test significant revenue streams through testing a sample of transactions tosupporting documents
Materiality Misstatements are considered to be material if they could reasonably be expected toinfluence the economic decisions of users of the financial statements We have set apreliminanrsquo materialihrsquo of S6i6oooo We will report unadjusted and adjusted itemsover S6i6ooo to the Board on completion of the audit
Fraud risk We discuss fraud risk annually with the Board Through our planning process (andprior yearsrsquo audits) we developed an understanding of your oversight processesincluding
Employee code of ethicsmdash Discussion at Board meetings and our attendance at those meetings or
reviewing minutes of meetingsmdash Presentations by management including business performance reviewsmdash Signing authorities
Are there any new processes or changes to the items above that we should be awareoP
We are not aware of any fraud Are you aware of instances of any actual suspected or
____________________________
alleged fraud affecting the Library
PwC 2
Toronto Public Ubrary Board Audit plan for the year ending December 31 2016
The matters raised In this and other reports that will flow from the audit are only those that have come to our attention arising from or relevant toour audit that we believe need to be brought to your attention They are not a comprehensive record of all the matters arising and in particularwe cannot be held responsible for reporting all risks in your business or all internal control weaknesses This report has been prepared solely foryour use It was not prepared or intended for any other purpose No other person or entity shall place any reliance upon the accuracy orcompleteness of statements made herein PwC does not assume responsibility to any third party and in no event shall PwC have any liabilityfor damages costs or losses suffered by reason of any reliance upon the contents of this report by any person or entity other than you
PwC 3
copy 2015 PricewaterhouseCoopers LLP an Ontario limited liability partnership All rights reserved
Board Resolutions ndash Status Report 1
STAFF REPORT INFORMATION ONLY
Board Resolutions ndash Status Report
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report lists the status of outstanding Toronto Public Library Board resolutions
BACKGROUND INFORMATION
At the April 2 2012 meeting the Toronto Public Library Board approved the inclusion of
Board Resolutions ndash 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 ndash Status Report ndash November 21 2016
18
1
STATUS REPORT
TORONTO PUBLIC LIBRARY BOARD RESOLUTIONS
AS AT NOVEMBER 21 2016
DATE OF
MEETING
MOTION
(Ref Minute )
STATUS
TARGET
DATE
Sep 8 2014 14-150 ndash Notice of Motion Funding and Timing of
PerthDupont Branch Relocation
5 requests that the local City Councillor consult
with the local community and make a
recommendation to the Board for a new name for
the relocated branch (which will no longer be
located at the corner of Perth and Dupont)
IN PROGRESS Staff to bring a recommendation to
the Board for a new name for the relocated branch to
the Board for approval
To be
determined
Feb 22 2016 16-040 ndash Naming Opportunity ndash Daniel Grafton
Hill III
2 requests staff to provide updates to the
Toronto Public Library Board on this
initiative at strategic intervals
IN PROGRESS This initiative is dependent on a
future branch capital project and consultation
process
To be
determined
Oct 24 2016 16-193 ndash Toronto Public Library Board ndash Self-
Evaluation
2 conducts a pilot self-evaluation during the
month of November 2016 and discusses the
results of the evaluation at the January 2017
meeting
IN PROGRESS A report is expected to be provided
at the January 2017 meeting
January 2017
meeting
Attachment 1
Runnymede Branch ndash Award of Tender 2
build capacity to deliver elearning and interactive distance learning services
offer broad access to experiential collaborative mentored and networking learning
opportunities in response to the different ways people learn and the unique needs of local
communities
offer access to new and emerging technologies to support innovation entrepreneurship and
creativity
COMMENTS
Runnymede is a 12034 sq ft neighbourhood branch In 2015 Runnymede was the third
busiest branch in the Toronto Public Library system in terms of visits and the busiest branch
in terms of holds pick-up The branch opened in 1928 and is listed on Toronto Historical
Boards Inventory of Heritage Properties It has undergone several renovations over the
years
A renovation and expansion of Runnymede Branch was completed and successfully opened
to the public in 2005 Eleven years have passed and library service has changed With
introduction of self-service and more collaborative work spaces the existing large service
desk is no longer required Moreover the high level of traffic creates congestion in the
branch The proposed renovation to the main floor of the library will resolve these issues In
addition to the installation of a new smaller service desk the renovation will involve a re-
design of the computer areas new flooring new window coverings and collections
merchandizing The second floor of the branch will be opened up to improve security
through increased visibility and allow for greater flexibility in the use of the public space
Architects for the project Building Arts Architects Inc was hired to provide architectural services for the Runnymede
Branch renovation project in April 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 of the most experienced and previously proved General
Contractors were pre-qualified and invited to bid on the project All eight (8) attended the
mandatory site meeting at Runnymede Branch on October 4 2016
Call for Tenders On September 30 2016 the Call for Tenders was issued to the eight pre-qualified bidders 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 The bid documents prepared by the Architects were
supplied to all prequalified bidders All bidders had to attend a mandatory information
meeting on October 4 2016 The bid documents comprised the following documents
List of Prequalified Bidders
Instruction to Bidders
Runnymede Branch ndash Award of Tender 3
Available Project Information
Stipulated Price Bid Form
Unit Prices Bid Form Supplement
Alternative Prices Bid Form Supplement
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 October 20 2016 TPL received tenders from seven of the pre-qualified General
Contractors The Architects and library staff analysed the three lowest bids to ensure that all
requirements of the bidding process were met as follows
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 amp
material bond)
o unconditional bid
o completed amp sealed stipulated price bid form
o acknowledges all addenda issued as part of the Call for Tenders
o completed amp dated unit prices bid form supplement
o completed amp dated alternative prices bid form supplement
o completed amp dated list of subcontractors bid form supplement
o confirmation of pre-qualified subcontractors where required
Award of tender recommendation For the recommended contract award to Brown Daniels Associates the following
requirements have been met
1 The bidder is in conformance with 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 successfully completed a number of Toronto Public Library
projects including Woodside Square Mimico and Ellesmere Branches North York Central
Library and the recent Beeton Hall renovation at the Toronto Reference Library The
references were checked by the architect and were satisfactory
Runnymede Branch ndash Award of Tender 4
CONTACT
Moe Hosseini-Ara Director Branch Operations and Customer Experience
Tel 416-397-5944 E-mail mhosstorontopubliclibraryca
Gail Rankin Senior Manager Facilities Management Tel 416-395-5881
E-mail grankintorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
13 aLIBRARYAPPROVED MINUTES Page I
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 1 Tuesday May 31 2016 from 540 pm to 725 pmToronto Reference Library Board Room 789 Yonge Street Toronto
Members PresentMr Ron CarinciMs Lindsay ColleyMs Dianne LeBretonMs Sue Graham-Nutter
RegretsMs Archana Shah
SPPM Call to Order16-001 Elizabeth Glass Director Policy Planning amp Performance Management and the
City Librarianrsquos desiwiate called the meeting to order at 540 pm
SPPM Election of Chair of the Strategic Plan Performance Measures Committee16-002 Elizabeth Glass called for nominations for the Chair of the Strategic Plan
Performance Measures Steering Committee
Moved by 1 CarinciThat1 Dianne LeBreton be nominated for chair
carriedDianne LeBreton agreed to stand for election
There being no further nominations it wasMoved by L ColleyThat the Strategic Plan Performance Measures Committee1 closes nominations
carried
Elizabeth Glass declared Diarme LeBreton duly elected Chair of the Strategic PlanPerformance Measures Committee by acclamation
Dianne LeBreton assumed the Chair
APPROVED MINUTES Page 2
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 1 Tuesday May 31 2016 from 540 pm to 725 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Declarations of Conflict of Interest16-003 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda16-004 Moved by R (lsquoarinci
That the Strategic Pla ii Perbnnance Measures Committee1 approves the agenda
Carried
SPPM Communications16-005 There were no Communications items at the May 31 2016 Strategic Plan
Performance Measures Committee meeting
SPPM Presentations16-006 There were no public presentations at the May 31 2016 Strategic Plan
Performance Measures Committee meeting
Item for ApprovalSPPM Strategic Plan 2016-20 19 Status and Performance Management Reporting Tools
Elizabeth Glass and Michele Melady Acting Manager Planning amp Developmentprovided a presentation on status and performance management reporting tools
16-007 Committee DecisionIrsquofo red by K CauinciThat the Strategic Plan Perbrmance Measurement Committee1 considers the summary of Toronto Public Library s strategic priority
alignment witi key City strategiesbr information (Attachment 1)2 considers the template that will he used for the semimdashannual status report
on Strategic Plan activitiesbr 2016br presentation to the Library Boardin June fbr inbnnation Attacunent 2)
3 considers the Divi Strategic Plan Dashboard to provide recommendationson the brmat so that staff cciii make revisions and populate the templatewith nwasuucs br the next Steering Committee Meeting (Attachment 3)
Carried as amended
APPROVED MINUTES Page 3
Toronto Public library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 1 Tuesday May 31 from 540 pm to 725 pmToronto Reference Library Board Room 789 Yonge Street Toronto
MotionsSee the followingMoved by R CarinciThat the Strategic Plan Performance Measures Committee1 considers the summary of Toronto Public Libraryrsquos swategic priority
alignment with key City strategies for information (Attachment 1)2 endorses (lie template that will be usedfor the semi-annual status report
on Strategic Plan activities for 2Ol6for presentation to the Library Boardin June for information (Attachment 2)
3 considers the Draft Strategic Plan Dashboard to pro viderecommendations on the format so that staffcan make revtcions andpopulate the template with measures for the next Steering ConmitteeMeeting (Attachment 3)
Amended
Moved in amendment by S Graham-NutterThat the Motion moved by R Carbici be amended to change the word endorsesrdquoin Recommendation 2 to the word considers so that it reads asjoacutellows1 considers the template that will be usedJar the semi-annual status report
on Strategic Plan activitiesfor 2016for presentation to the Library Boardin June for information (Attachment 2)
Carried
SPPM Adjournment16-008 Moved by pound Graham-Nutter
That the Strategic Plan Perjagravermance Measures Committee1 adjourns the May 31 2016 Strategic Plan Performance Measures
Committee meetingCarried
The meeting ended at 725 pm c)r -
Signed ( I lsquoI 7lt--
TORONTOPUB LIC
LIBRARYAPPROVED MINUTES Page 1
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 2 Wednesday July 13 2016 from 530 pm to 635 pmToronto Reference Library Board Room 789 Yonge Street Toronto
Members PresentMs Dianne LeBreton (Chair)Ms Lindsay CofleyMs Sue Graham-NutterMs Archana Shah
RegretsMr Ron Carinci
SPPM Call to Order16-010 Dianne LeBreton called the meeting to order at 530 pm
SPPM Declarations of Conflict of Interest16-011 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda16-012 Moved byL colley
That the Strategic Plan Petformance Measures Committee1 approves the agenda
Carried
SPPM Confirmation of IrsquoIay 31 2016 Strategic Plan Performance Measures Committee16-0 13 Meeting Minutes
Moved by L ColleyThat the Strategic Plan PerJbrmance Measures Committee1 confirms the Minutes of the May 31 2016 Strategic Plan Performance
Measures CommitteeCarried
APPROVED MENUTES Page 2
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteelNrsquoIeeting No 2 Wednesday July 13 from 530 pm to 635 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Business Arising from the Minutes16-014 There were no Business Arisingfrom the Mintues items at the July 13 2016
Strategic Plan Performance Measures Committee meeting
SPPM Communications16-015 There were no Communications items at the July 13 2016 Strategic Plan
Performance Measures Committee meeting
SPPM Presentations16-016 There were no public presentations at the July 13 2016 Strategic Plan
Performance Measures Committee meeting
Itemfor ApprovalSPPM Strategic Plan 2016-2019 Status and Performance Management Reporting Tools16-0 17 Elizabeth Glass Director Policy Planning amp Performance Management and
Linda Hazzan Director Communications Progranuning amp CustomerEngagement provided a presentation on status and performance managementreporting tools
Moved byA ShahThat the Strategic Plan Performance Measurement Committee1 considers the attached presentation materials and2 directs staffto further develop the balanced score card key performance
indicators and the Strategic Plan dashboard and indicatorsfor a StrategicPlan Performance Measures Steering committee meeting in September
CarriedSPPM Adjournment16-018 iWoved by S Graham-Nutter
That the Strategic Plan Performance ArsquoJeasures Committee1 adjourns the July 13 2016 Strategic Plan Performance Measures
Committee meeting
Carried
The meeting ended at 635 pm-
Signed lsquoiV i f
TORONTOPUB LIC
LIBRARYAPPROVED MINUTES Page 1
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 3 Tuesday September 20 2016 from 530 pm to 630 pmToronto Reference Library Board Room 789 Yonge Street Toronto
Members PresentMs Dianne LeBreton (Chair)ML Ron CadnciMs Lindsay ColleyMs Archana ShahMs Sue Graham-Nutter
Regrets
SPPM Call to Order16-019 Dianne LeBreton called the meeting to order at 530 pm
SPPM Declarations of Conflict of Interest16-020 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda16-021 Moved by L Colley
That the Strategic Plan Performance Measures Committee1 approves the agenda
Carried
SPPM Confirmation of July 13 2016 Strategic Plan Performance Measures Committee16-022 Meeting Minutes
Moved by L ColleyThat the Strategic Plan Peiformance Measures Committee1 confirms the Minutes of the fitly 13 2016 Strategic Plan Performance
Measures Committee
Carried
APPROVED MINUTES Page 2
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 3 Tuesday September 20 2016 from 530 pm to 630 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Business Arising from the Minutes16-023 There were no Business Arisingfrom (lie Minutes items at the September 20 2016
Strategic Plan Performance Measures Committee meeting
SPPM Communications16-024 There were no Communications items at the September 20 2016 Strategic Plan
Performance Measures Committee meeting
SPPM Presentations16-025 There were no public presentations at the September 20 2016 Strategic Plan
Performance Measures Committee meeting
Itemfor ApprovalSPPM Strategic Plan 2016-2019 Accountability Framework and Reporting Tools16-026 Elizabeth Glass Director Policy Planr1ing amp Performance Management
provided a presentation on accountability framework and reporting tools
Moved by S Graham-NurterThat the Strategic Plan Performance Afeasurement Committee1 considers the approach ofusing logic models and a balanced scorecard as
the strategic plan accountabilityframework and a dashboard to visuallyrepresent the progress and achievement as outlined in the flowchart(Attachment 1k
2 endorses the logic model examples that will be used as templates fordeveloping a logic model for each strategic priority (Attachments 2 and3k
3 endorses the balanced scorecard and recommended key performanceindicatorsJbr the Boardrsquos monitoring and assessment ofthe strategicplan lsquo5 progress (Attachment 1)
Deferred
The Committee deferred consideration of the recommendations in the StrategicPlan 2016-2019 Accountability Framework and Reporting Tools report until thenext meeting of the Committee
APPROVED MINUTES Page 3
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 3 Tuesday September 20 from 530 pm to 630 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Adjournment16-027 Moved by L Colley
That the Strategic Plan Performance Measures Committee1 adjourns the September 20 20J6 Strategic Plan Performance Measures
Conunittee meetingCarried
The meeting ended at 630 pm - - - I
Signed (V UrsquoL
MINUTES Page 1
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
13b
Members Present
Mr Ron Carinci
Ms Lindsay Colley
Ms Archana Shah
Ms Sue Graham-Nutter
Regrets
Ms Dianne LeBreton (Chair)
SPPM Call to Order
16-028 Vickery Bowles called the meeting to order at 530 pm Ms Bowles advised that
Dianne LeBreton committee chair was unexpectedly unable to attend the
meeting An election of an acting chair was required
SPPM Declarations of Conflict of Interest 16-029 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda 16-030 Moved by R Carinci
That the Strategic Plan Performance Measures Committee approves the agenda
as revised to
1 elect an Acting Chair for the November 7 2016 meeting in the absence of
the Committee Chair
Carried
MINUTES Page 2
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Election of Acting Chair
16-031 Vickery Bowles called for nominations for the Acting Chair of the Strategic Plan
Performance Measures Steering Committee
Moved by R Carinci
That
1 Sue Graham-Nutter be nominated for Acting Chair
Carried
Sue Graham-Nutter agreed to stand for election
There being no further nominations it was
Moved by R Carinci
That the Strategic Plan Performance Measures Committee
1 closes nominations
Carried
Vickery Bowles declared Sue Graham-Nutter duly elected Acting Chair of the
Strategic Plan Performance Measures Committee by acclamation
Sue Graham-Nutter assumed the Chair
SPPM Confirmation of September 20 2016 Strategic Plan Performance Measures
16-032 Committee Meeting Minutes Moved by R Carinci
That the Strategic Plan Performance Measures Committee
1 confirms the Minutes of the September 20 2016 Strategic Plan
Performance Measures Committee
Carried
SPPM Business Arising from the Minutes
16-033 There were no Business Arising from the Minutes items at the November 7 2016
Strategic Plan Performance Measures Committee meeting
SPPM Communications
16-034 There were no Communications items at the November 7 2016 Strategic Plan
Performance Measures Committee meeting
MINUTES Page 3
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Presentations
16-035 There were no public presentations at the November 7 2016 Strategic Plan
Performance Measures Committee meeting
Item for Approval
SPPM Strategic Plan 2016-2019 Accountability Framework Reporting Tools and Key
16-036 Performance Indicators
Elizabeth Glass Director Policy Planning amp Performance Management
responded to questions from committee members
Moved by L Colley
That the Strategic Plan Performance Measurement Committee
1 endorses the Strategic Plan accountability framework as outlined in the
flowchart (Attachment 1)
2 endorses the logic model examples that will be used as templates for
developing a logic model for each strategic priority (Attachments 2
and 3)
3 endorses the balanced scorecard and recommended key performance
indicators for the Boardrsquos monitoring and assessment of the Strategic
Planrsquos progress (Attachment 4)
Carried
Staff were directed to provide Board members with an overview of the
accountability framework for the Strategic Plan with the tools KPIs and the
reporting timelines
SPPM Adjournment
16-037 Moved by L Colley
That the Strategic Plan Performance Measures Committee
1 adjourns the November 7 2016 Strategic Plan Performance Measures
Committee meeting
Carried
The meeting ended at 600 pm
Signed
Strategic Plan 2016-2019 Accountability Framework 1
STAFF REPORT ACTION REQUIRED
Strategic Plan 2016-2019 Accountability Framework
Date November 21 2016
To Toronto Public Library Board
From Strategic Plan Performance Measures Committee
SUMMARY
The purpose of this report is to recommend the approval of the Strategic Plan 2016-2019
Accountability Framework to the Toronto Public Library Board
A Strategic Plan Performance Measures Committee was established on April 25 2016 to
provide advice and recommendations to the Board for strengthening the Boardsrsquo
monitoring and assessment of the strategic planrsquos implementation for compliance and
progress
The Committee met four times from May to November 2016 to receive and inform the
development of the Strategic Plan 2016-2019 Accountability Framework which contains
three main tools a balanced scorecard with key performance indicators a dashboard to
visually present the results and a logic model to show the alignment between the strategic
priorities key activities over four years and the expected outcomes and impact
At its November 7 2016 meeting the Committee endorsed the Accountability Framework
and concluded its work
RECOMMENDATIONS
The Strategic Plan Performance Measures Committee recommends that the Toronto
Public Library Board
1 approves the Strategic Plan 2016-2019 Accountability Framework
FINANCIAL IMPACT
There is no financial impact beyond what has already been approved in the current yearrsquos
budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
13c
Strategic Plan 2016-2019 Accountability Framework 2
DECISION HISTORY
At its April 25 2016 meeting the Library Board received the following report Strategic
Plan Performance Measures Committee Terms of Reference and approved the Terms of
Reference for the Strategic Plan Performance Measures Committee as outlined in
Attachment 1
httpwwwtorontopubliclibrarycacontentabout-the-
librarypdfsboardmeetings2016apr2512-performance-measures-committee-terms-of-
referencepdf
httpwwwtorontopubliclibrarycacontentabout-the-
librarypdfsboardmeetings2016apr2512-performance-measures-committee-terms-of-
reference-att-1pdf
At its May 31 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Status and Performance
Management Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-may-31jsp
At its July 13 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Status and Performance
Management Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-jul-13jsp
At its September 20 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Accountability
Framework and Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-sep-20jsp
At its November 7 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Accountability
Framework Reporting Tools amp key Performance Indicators
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-nov-07jsp
ISSUE BACKGROUND
The Strategic Plan Performance Measures Committee was established on April 25 2016 to
provide advice and recommendations to the Library Board for strengthening the Boardrsquos
monitoring and assessment of the strategic planrsquos implementation for compliance and
progress
During the development of the Accountability Framework and the reporting tools the
Committee met four times from May to November 2016 to receive information and provide
advice At its November 7 2016 meeting the Committee endorsed the Framework and
concluded its work
Strategic Plan 2016-2019 Accountability Framework 3
COMMENTS
There are three broad outcomes for the Strategic Plan 2016-2019 based on input gathered
from Toronto residents during the strategic plan consultation process
Expanding Access
Increasing Opportunity
Building Connections
Six strategic priorities were established to advance the broad outcomes
Advancing TPLrsquos digital platforms
Breaking down barriers to access driving inclusion
Expanding access to technology and training
Establishing TPL as Torontorsquos centre for continuous and self-directed learning
Creating community connections through cultural experiences
Transforming for 21st century service excellence
The purpose of the Accountability Framework is to guide the development monitoring and
reporting of the annual work plan for each of the four years from 2016 to 2019 and the
overall achievements of the Strategic Plan over four years It serves as
a reporting structure for the Board to monitor the progress of the strategic plan and
provide guidance
a public facing reporting tool to demonstrate openness and accountability
an internal tool to advance shared understanding of the strategic priorities and guide the
work of staff
The Accountability Framework is composed of three main tools
1 Balanced Scorecard with key performance indicators (Attachment 1 amp Attachment 2)
The overall achievements of the strategic plan will be reported using a balanced
scorecard approach with key performance indicators established under four
perspectives Customer Operational Learning amp Growth and Financial Work plan
achievements will be reported to the Board in a semi-annual status report
2 Dashboard (Attachment 3)
A dashboard format will be used to visually present the strategic plan achievements
as measured against the key performance indicators and targets This will be reported
to the Board annually
3 Logic Models
A logic model (Attachment 4) is developed to align the six strategic priorities with
key activities the broad outcomes and the contribution to the success of City of
Torontorsquos key strategies over four years
Logic models will also be developed for each strategic priority with appropriate key
activities and outcomes to guide the development of annual work plans strategic
Strategic Plan 2016-2019 Accountability Framework 4
partnerships and funding priorities Attachment 5 shows an example of a logic model
for Strategic Priority 2 Breaking down barriers to access driving inclusion
The flowchart in Attachment 6 illustrates the relationship of the three tools The key activity
of Expanding Access to branches and community service points under Priority 2 is provided
as an example
CONTACT
Elizabeth Glass Director Policy Planning amp Performance Management
Tel 416-395-5602 E-mail eglasstorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Balanced Scorecard with Key Performance Indicators
Attachment 2 List of Strategic Plan 2016-2019 Key Performance Indicators
Attachment 3 Dashboard example
Attachment 4 Strategic Plan 2016-2019 Logic Model
Attachment 5 Strategic Plan 2016-2019 Priority 2 Logic Model
Attachment 6 Strategic Plan 2016-2019 Accountability Framework Flowchart
Strategic Plan 2016 mdash 2019 Balanced Scorecard Attachment 1
Key Performance Indicators
Total number of active members
bull Total use per capita
bull Visits per capita
bull Virtual visits per capita
bull In-branch technology utilization rate internet access workstationper 100000 population wireless connections per capita
bull Utilization rate (program capacity) learning programs(ESL + Literacy + User Ed + lifelong learning)
bull Utilization rate of technology training programs
bull Utilization rate of cultural programs
bull ft of branches providing regular after-schoolprogramming from September to June
bull User satisfaction overall
bull User satisfaction in-branch technology(computers software wifi)
Users satisfaction knowledge andhelpfulness of staff
Key Performance Indicators
bull Total Open Hours
bull ft of Sunday branches (September to June)
bull ft of NIA Sunday branches (September to June)
bull ft of Sunday branches (Year-round)
ft of NIA Sunday branches (Year-round)
Turnover rate of circulating items
of special collections that are digitized
KKey Performance Indicators
bull Logic Models and evaluation frameworksdeveloped for strategic priorities
bull Spending in staff development (Total Averageper staff)
bull staff who report they have the skills andtraining to meet service delivery outcomes
bull of staff who report high levels ofengagement
Key Performance Indicators
bull Cost per use
Operating Expenditures
Operating expenditures per capita
Operating expenditures for electronic materials
Operating expenditures for digital technology
bull Total funding
bull Total funding per capita
bull Total funding from TPL Foundation
Page 1 of 1
Strategic Plan 2016-2019 Balanced Scorecard Key Performance Indicators
Customer Perspective Operational Perspective Learning amp Growth Perspective Financial Perspective
Total number of active members
Total use per capita o Visits per capita
Virtual visits per capita
In-branch technology utilization rate internet access workstation per 100000 population wireless connections per capita
Utilization rate (program capacity) learning programs (ESL + Literacy + User Ed + lifelong learning)
Utilization rate of technology training programs
Utilization rate of cultural programs
of branches providing regular after-school programming from September to June
User satisfaction overall
User satisfaction in-branch technology (computers software wifi)
Users satisfaction knowledge and helpfulness of staff
Total Open Hours o of Sunday branches
(September to June) o of NIA Sunday branches
(September to June) o of Sunday branches
(Year-round) o of NIA Sunday branches
(Year-round)
Turnover rate of circulating items
of special collections that are digitized
Logic Models and evaluation frameworks developed for strategic priorities
Spending in staff development (Total Average per staff)
staff who report they have the skills and training to meet service delivery outcomes
of staff who report high levels of engagement
Cost per use
Operating Expenditures o Operating expenditures per
capita
Operating expenditures for electronic materials
Operating expenditures for digital technology
Total funding o Total funding per capita o Total funding from TPL
Foundation
Attachment 2
Attachment 3
Strategic Plan 2016-2019 Dashboard
Key Performance Indicators
Example Open Hours
2016 Activities that will move the dial Status
Sunday service expanded to create year-round service at 6 District and 2 R amp R branches and added to 6 neighbourhood branches to provide seasonal Sunday service
Measure Baseline (2015) Current (Dec 2016) Target (2019) change
Total open hours 269672 hours 274397 hours 281878 hours + 45
Attachment 4
Toronto Public Library Strategic Plan 2016-2019 Logic Model
Torontonians are aware of library services to
address immediate needs
Create and implement Digital Strategy to develop online services
Torontonians have access to reading and
learning materials in a wide range of formats
and levels to support the joy of reading and
lifelong learning
TPL has resources and well-trained staff to
deliver strategic outcomes
Torontonians are connected through cultural
and leisure experiences and opportunites
TPL provides exceptional services and
experience at customers every point of need
TPL increased partnership and funding
opportunities with City of Toronto community
organizations and funding partners
Torontonians have improved access to
technology and staff assistance to develop
technology skills
Torontonians have expanded access to
emerging technology innovation spaces and
programs
Torontonians have new experiential
collaborative and e-learning opporunities to
support education employment and multiple
literacies
Use technology to drive improvements in business processes and
efficiency eg cloud analytics
Torontonians have equitable
support to learning and training
and gain the knowledge multiple
literacy skills and networks to
enrich their education work life and
leisure experiences
Torontonians have access to
programs and activities to support
and enhance diverse cultural
experiences and library collections
that reflect their cultural ineterests
and needs
Support readers of all ages and interests with diverse collections
readers advisory and a wide range of literary and cultural programs
Toronto children and youth have additional safe
after school social and learning environments
and programs
Priorities Key Activities
Mission Toronto Public Library provides free and equitable access to services which meet the changing needs of Torontonians The Library preserves and promotes universal
access to a broad range of human knowledge experience information and ideas in a welcoming and supportive environment
Establishing TPL as Torontos
centre for continuous and self-
dlirected learning
Impact
Expanding access to technology
and training
Advancing TPLs digital platforms
Breaking down barriers to access
driving inclusion
Expand high quality out-of-school-time programs for children and youth
Increase awareness and engagement across library channels
Allocate additional resources to sustain current and emerging
technology
Provide access to current and emerging technology and training in
library branches and community locations
Identify and remove policy barriers to online and in-person servicesToronto Public Library is a
community asset that builds
community capacity and improves
Torontonians well-being
Toronto Public Library contributes to the success of
Toronto Strong Neighbourhood Strategy 2020
Actions for strong Neighbourhoods
under five domains
Physical surroundings
Economic opportunities
Healthy lives
Social development and
Participation in civic decision-making
Toronto Public Library is a key partner in
City of Torontos Poverty Reduction Strategy
in addressing the issues of
service access and availability
Toronto Public Library supports the positive
outcomes of City of Torontos strategies for targeted
population including
Raising the Village Measuring the Well-being
of Children and Families in Toronto
Toronto Youth Equity Strategy
Toronto Newcomer Strategy
Toronto Seniors Strategy
Expand access to branches and community service points
Develop new resources programs and partnerships to deliver eLearning
programs
Provide in-branch resources space and technology to support
experiential learning
Provide resources and programs to support civic engagement
community events and discussion of social issues
Transforming for 21st century
service excellence Dedicate staff resources and training to provide expertise in key
strategic areas eg technology and literacy
Torontonians are empowered and supported in
their partcipation in civic lifeCreating community connections
through cultural experiences
Create diverse and inclusive cultural programs and experiences in
branch and online spaces
Curate and digitize special collections to reflect Torontos diverse
history culture and heritage
Develop organizational structure and culture to support innovation and
customer service excellence
ACCESS
OPPORTUNITY
CONNECTIONS
Outcomes
Torontonians have easy convienient online
access to library collections and services
Torontonians have convenient and local access
to neighbourhood spaces and services
Attachment 5
Expand online services
Develop self-serve Library Kiosks
Increased program offerings
After hours access implemented
Increased online service options
Increased self-service options
CONNECTIONS
Understand City demographics
demands and use of a full range of
library services
Develop after-hours access at branches
2 Breaking down
barriers to access
driving inclusion
Toronto Public Library contributes to the success of
City of Torontos key strategies including
Toronto Strong Neighbourhood Strategy 2020
bull Targeting appropriate resources to
respond to neighbourhood needs
Toronto Poverty Reduction Strategy
bull Address immediate needs
bull Create pathways to prosperity
bull Increase service access and availability
ACCESS
OPPORTUNITYLibrary membership options reflect
users online and branch access
needs
Provide access to current
and emerging technology
and training in library
branches and community
locations
Increase awareness and
engagement across library
channels
Sunday service expanded in target
branches
Identify and remove policy
barriers to online and in-
person services
Expand access to branches
and community service
points
Number of blocked library cards
reduced in target populations
Toronto Public Library Strategic Plan 2016-2019 Logic Model
Priority Impact
Mission Toronto Public Library provides free and equitable access to services which meet the changing needs of Torontonians The Library preserves and promotes universal access to a broad
range of human knowledge experience information and ideas in a welcoming and supportive environment
OutcomeKey Activities
Toronto Youth Equity Strategy
bull Service gaps
bull Service relevance amp accessibility
Toronto Newcomer Strategy
bull Improving access to municipal supports
bull Supporting civic engagement and
community capacity
Develop marketing strategy and conduct
publicity campaigns
Toronto Seniors Strategy
bull Equity
bull Inclusion
bull Respect
bull Quality of life
Expand access to library service in
community locations
Toronto Public Library is a
community asset that builds
community capacity and improves
Torontonians
well-being
Torontonians have equitable
support to learning and training
and gain the knowledge multiple
literacy skills and networks to
enrich their education work life
and leisure experiences
Torontonians have access to
programs and activities to support
and enhance diverse cultural
experiences and library
collections that reflect their
cultural ineterests and needsIncreased circulation of library
materials
Identify and remove policy barriers to
online and in-person services
Raising the Village Measuring the
Well-being of Children and Families in Toronto
bull Families have equitable access to
learning and training and are active in
their childrenrsquos education
bull Families belong to communities and
have the freedom to express and
opportunities to foster their culture and
identity
Torontonians are aware of library
services to address immediate needs
Conduct outreach and customer
engagement programs
Expand branch hours with additional
programs
Torontonians have easy
convienient online access to library
collections and services
Torontonians have convenient and
local access to neighbourhood
spaces and services
Attachment 6
Accountability Framework
Example
Priority Key Activity Short Term Medium Term Impact
Breaking down barriers to access
driving inclusion
Expand access to branches and
community service points
Torontonians have convenient and
local access to neighbourhood spaces
and services
Toronto Public Library is a community
asset that builds community capacity
and improves Torontonians well-being
Toronto Poverty Reduction Strategy
Increase service access and availability
Example
Customer Perspective Operational Perspective Learning amp Growth Perspective Financial Perspective
Utilization rate Service hours added Staff training Cost per use
Example
Is a visual representation of progress towards four years targets for KPIs to achieve strategic outcomes
with a baseline benchmark and annual target
Dashboard
Monitors the progress of the strategic plan across four perspectives and indentifies KPIs to measure progress towards outcomes
Links planned activities to expected outcomes
Toronto Public Library Strategic Plan 2016-2019
Implementation Compliance and Progress
Logic Model
Balanced Scorecard
Outcomes
Strategic Plan 2016-2019
Accountability Framework
November 21 2016
Toronto Public Library Board Meeting
1
Accountability Framework
Strategic Plan Performance Measures Committee
to provide advice and recommendations to the Board for
strengthening the Boardrsquos monitoring and assessment of the
strategic planrsquos implementation for compliance and progress
2
Accountability Framework
Strategic Plan Performance Measures Committee
bull Met four times from May to November 2016
bull Endorsed Accountability Framework at November 7 2016
meeting
bull Concluded its work
3
Accountability Framework
Purpose of framework
bull To guide the development monitoring and reporting of
The Annual work plan for each year from 2016-2019
The overall achievements of the Strategic Plan over four
years
4
Accountability Framework
bull A reporting structure for the Board to monitor the
progress of the strategic plan and provide guidance
bull Public facing reporting tool to demonstrate openness
and accountability
bull An internal tool for staff
5
Accountability Framework
Strategic Plan 2016-2019
bull Three broad outcomes
Access
Opportunity
Connections
And six strategic priorities
6
Accountability Framework
Strategic Plan 2016-2019
bull Six Strategic Priorities
Advancing TPLrsquos digital Platforms
Breaking down barriers to access driving inclusion
Expanding access to technology and training
Establishing TPL as Torontorsquos centre for continuous and
self-directed learning
Creating community connections through cultural
experiences
Transforming for 21st century service excellence
7
Accountability Framework
Three main tools
bull Balanced Scorecard with Key Performance
Indicators (KPIs)
bull Dashboard for visual presentation
bull Logic Models
8
Accountability Framework
Balanced Scorecard
bull A performance measurement tool developed at the
Harvard Business School
bull Provides a framework to monitor organization
performance from four perspectives the customerrsquos
perspective an internal business perspective an
innovation and learning perspective and the
financial perspective
Balance scorecard Encyclopedia of Business Gale 2000
9
10
Strategic Plan 2016 ndash 2019 Balanced Scorecard
11
Strategic Plan 2016 ndash 2019 Balanced Scorecard
Accountability Framework
Reporting timeline
bull Annual work plan achievements will be reported
to the Board in a semi-annual status report in
June and year end
bull Overall achievements of the strategic plan will be
reported annually to the Board (eg first quarter
of 2017 for 2016) using a balanced scorecard and
presented visually using a dashboard
12
Accountability Framework
13
Accountability Framework
Logic Model
bull A logic model is a systematic and visual way to present the
relationships among the resources to operate a program the
planned activities and the changes or results you hope to
achieve
14
WK Kellogg Foundation Logic Model Development Guide 2004
Accountability Framework
Logic Models
bull A Strategic Plan 2016-2019 aligns 6 strategic priorities
with
Key activities
3 broad strategic outcomes
City of Torontorsquos key strategies
bull Plus a logic model for each of the 6 strategic priorities
15
16
Strategic Plan 2016-2019 Logic Model
17
Strategic Plan 2016-2019 Priority 2 Logic Model
18
Accountability Framework
Questions amp Discussion
19
20
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 1
STAFF REPORT ACTION REQUIRED
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report proposes revised meeting dates for the December 2016 and January 2017
meetings for Toronto Public Library Board approval
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves rescheduling the December 8 2016 Toronto Public Library Board meeting
to December 12 2016 and
2 approves rescheduling the January 23 2017 Toronto Public Library Board meeting to
January 30 2017
FINANCIAL IMPACT
There is no financial impact arising from this report
The Director Finance and Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
At the January 25 2016 meeting the Board approved the schedule for meetings in 2016
including December 8 2016
At the October 24 2016 meeting the Board was provided with the proposed schedule for
meetings in 2017 including January 23 2017 for approval at the January 2017 meeting
14
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 2
COMMENTS
Library staff have recently reviewed the Cityrsquos updated budget schedule The Library Board
meeting in December is not well aligned with the Cityrsquos schedule A later December date
would provide the Board with more opportunity to be informed and kept up-to-date on the
2017 budget as well as to participate in the process As a result the rescheduling of the
December 8 2016 meeting to Monday December 12 is being recommended Board
members were canvassed and quorum is attainable for a meeting on December 12 2016
As the same scenario is also a possibility for the proposed January 23 2017 meeting it is
recommended that the date be changed to January 30 2017
Key dates for the 2017 budget process are shown below
2017 Budget Timetable
Date Political Review TPL Board
2016
Nov 21 Board meeting
Dec 2 Budget Committee launch
Dec 12 (from 8) Board meeting
Dec 161920 (21) Budget Committee presentations
2017
Jan 5 910 Budget Committee public deputations
Jan 12 Budget Committee wrap-up
Jan 24 Budget Committee final
Jan 30 (from 23) Board meeting
Feb 7 Executive Committee
Feb 15 16 (17) Council approval
Feb 21 Board meeting
CONTACT
Nancy Marshall Library Board Officer City Librarianrsquos Office
Tel 416-393-7215 E-mail nmarshalltorontopubliclibraryca
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 3
SIGNATURE
______________________________
Vickery Bowles
City Librarian
Holiday Closures 2017 and January 2018 1
STAFF REPORT ACTION REQUIRED
Holiday Closures 2017 and January 2018
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The purpose of this report is to recommend and receive Toronto Public Library Board
approval for the schedule of holiday closures for 2017 and January 2018
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves the schedule of holiday closures for 2017 and January 2018 as provided
in Attachment 1
FINANCIAL IMPACT
There is no financial impact to the 2017 operating budget arising from the
recommendation in this report The recommended closures are included in the proposed
2017 operating budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
Where Library Board approval is required to establish holiday closures the matter comes
before the Board in the preceding year to ensure adequate notice to the public and staff
COMMENTS
At its meeting on October 26 2015 the Library Board approved the Library closure for
New Yearrsquos Day 2017 on Monday January 2 2017
15
Holiday Closures 2017 and January 2018 2
The Library is open for regular service on Remembrance Day Saturday November 11
2017
The Library will be closed on Monday December 25 2017 for Christmas Day and
Tuesday December 26 2017 for Boxing Day
In 2018 New Yearrsquos Day falls on a Monday and the Library will be closed
All full-time employees whose scheduled day off falls on a holiday closure are
compensated with a day in lieu to be taken at another agreed upon time
It is the practice of the Library to close on the Sundays adjacent to public holidays with
the exception of Family Day
The schedule of holiday closures for 2017 and January 2018 is provided in Attachment 1
CONTACT
Dan Keon Director Human Resources Tel 416-395-5850
E-mail dkeontorontopubliclibraryca
SIGNATURE
_____________________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Holiday Closures 2017 and January 2018
Toronto Public Library Holiday Closures 2017 and January 2018
Sunday January 1 2017 New Yearrsquos Day Closed
Monday January 2 2017 For New Yearrsquos Day Closed
Monday February 20 2017 Family Day Closed
Friday April 14 2017 Good Friday Closed
Sunday April 16 2017 Easter Sunday Closed
Monday April 17 2017 Easter Monday Closed
Monday May 22 2017 Victoria Day Closed
Saturday July 1 2017 Canada Day Closed
Monday August 7 2017 Civic Holiday (Simcoe Day) Closed
Monday September 4 2017 Labour Day Closed
Monday October 9 2017 Thanksgiving Day Closed
Sunday December 24 2017 Christmas Eve Closed
Monday December 25 2017 Christmas Day Closed
Tuesday December 26 2017 Boxing Day Closed
Sunday December 31 2017 New Yearrsquos Eve Closed
Monday January 1 2018 New Yearrsquos Day Closed
New Yearrsquos Day 2017 closure approved by the Library Board on October 26 2015
Attachment 1
Audit Plan for the Year Ending December 31 2016 1
STAFF REPORT INFORMATION ONLY
Audit Plan for the Year Ending December 31 2016
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The attached report from PricewaterhouseCoopers the external auditors summarizes the
planning for their audit of the 2016 financial statements for the Toronto Public Library
Board
FINANCIAL IMPACT
The proposed audit fee of $25000 inclusive of expenses and exclusive of Harmonized
Sales Tax (2015 ndash $25000) is included in the 2016 operating budget It is important to
note that the audit fee does not include extra audit work that may be required due to
scope changes and PricewaterhouseCoopers will advise management as soon as possible
if this were to happen
This is the second year of a five-year audit contract that the City has negotiated The fee
will remain unchanged for the duration of the contract
ISSUE BACKGROUND
Under Section 139 of the City of Toronto Act 2006 the City is required to appoint an
auditor licensed under the Public Accounting Act 2004 who is responsible for annually
auditing the accounts and transactions of the City and its local boards and expressing an
opinion on the financial statements of these entities based on the audit
Council at its March 2015 meeting approved the recommendation of the Audit
Committee to appoint PricewaterhouseCoopers as the external auditor for the City and
Library The contract with PricewaterhouseCoopers is for five years ending with the
audit of the December 31 2019 financial statements
As part of the annual audit PricewaterhouseCoopers provides an Audit Plan report to the
Toronto Public Library Board The auditors will conduct their audit of the 2016 financial
statements pursuant to this plan
17
Audit Plan for the Year Ending December 31 2016 2
COMMENTS
Attached is PricewaterhouseCoopersrsquo Audit Plan for the Library which summarizes their
view on audit risks the nature extent and timing of the audit work and the terms of
engagement
On completion of the audit PricewaterhouseCoopers will issue the Audited Financial
Statements and a Year-End Report to the Board that will provide key matters for
discussion significant audit accounting and financial reporting matters summary of
unadjusted and adjusted items other required communications internal control
recommendations and a confirmation of auditor independence
Work on the interim audit was completed in October 2016 and the year-end audit is
expected to be completed by March 2016
CONTACT
Larry Hughsam Director Finance amp Treasurer Tel 416-397-5946
E-mail lhughsamtorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Board ndash Audit Plan for the year ending
December 31 2016
wwwpwccomca
Audit planfor the yearendingDecember31 2016
Toronto PublicLibrary Board
pwc
pwc
October 28 2016
Members of the BoardToronto Public Library Board
Dear Members of the Board
We are pleased to present an overview of our audit plan for the 2016 audit of the financial statementsof Toronto Public Library Board (the Library) prepared in accordance with Canadian Public SectorAccounting Standards (PSAS) (referred to as the ldquofinancial statementsrdquo from now on)
This overview includes our view on audit risks and the nature extent and timing of our audit work
We value your feedback and if you have any questions about the identified risks and our audit approachplease do not hesitate to contact the undersigned at (416) 228-1922
Yours very truly
Tern McUnnonPartnerRisk Assurance Services
cc Mr Larry Hughsam Director Finance and Treasurer
PricewatcrhouseCoopers UPnyC Tower i8 York Street Suite 2600 Toronto Ontario Canada M oB2T +1 416 8631133 F +1 416 365 8215 wwwpwccomca
lsquoPwt relera to Pdcewatethousetoopers LLP an Ontario limiled liabiLity paruiership
Toronto Public Library Board Audit plan for the year ending December 31 2016
Communications to the Board
Key mattersfor Commentsdiscussion
Client service team Tern McKinnon is your engagement leader and Julianne Cooke is your engagementmanager
Service deliverables We will audit the Libraryrsquos financial statements as of December 31 2016 and for theyear then ending prepared in accordance with PSAS
Our engagement letter which has been signed by the City of Toronto sets out theterms and conditions for our engagement as the independent auditor of the Libraryfor the above-mentioned year In addition our engagement letter outlines ourresponsibilities as the auditor and the responsibilities of management
Audit timeline We worked with management to develop this project timelinemdash Interim visit October 17-21 2016mdash Year-end visit March20 mdash March 31 2017mdash Clearance meeting with management To be confirmedmdash Deliveryfiling of financial statements To be confirmed
Audit approach Our audit approach is a mixture of tests of internal controls and substantive testingOur audit approach is designed to allow us to execute a quality and efficient auditWe do this byi gaining an understanding of the business by focusing on new developments
and key business issues affecting the Library as well as managementrsquosmonitoring of controls and business processes
ii identiring significant audit risks sharing our perspectives obtaining yourfeedback and ensuring our audit is tailored to these risks
iii using well-reasoned professional judgment especially in areas that aresubjective or require estimates and
iv leveraging reliance where possible on the Libraryrsquos internal controls andinformation technology and data systems
In the current year our planned work will include testing of key controls in thefollowing areasmdash Purchases payables and disbursementsmdash Payroll
All other areas will be subject to tests of detail
Significant risks are risks of material misstatement that we think need special auditconsideration We identified several significant audit risks and plan to address themas follows Please let us know if you agree that these are the most significant risksfrom your point of view and if you have any other areas of concern
PwC I
Toronto Public Library Board Audit plan for the year ending December 31 2016
Significant risk to Managementrsquos response and our audit approachdiscuss
Risk of management Accounting regulatory authorities require that the risk of material misstatement dueoverride of controls to management override of controls be considered a significant risk on every audit
engagement
This represents the risk that internal controls at the Library maybe circumvented toachieve desired financial results or gain inappropriate access to financial resources
In order to address this risk we will perform the followingbull All non-routine journal entries are reviewed and approved by the appropriate
level of managementbull We will review manual journal entries focusing on large and unusual entriesbull We will review accounting estimates for biases that could result in material
misstatementbull We will incorporate unpredictable procedures in the audit approach
Risk of fraud in revenue The risk of fraud in revenue recognition is a presumed significant risk underrecognition Canadian Auditing Standards We will assess this risk through the consideration of
the Libraryrsquos revenue recognition policies the incentivepressure to fraudulentlymisstate revenue and the potential opportunity
In order to address this risk we will perform the following
bull Update our understanding of managementrsquos processes and internal controlssurrounding revenue recognition
bull Obtain confirmations from the City of Toronto for subsidies received duringthe year
bull Test significant revenue streams through testing a sample of transactions tosupporting documents
Materiality Misstatements are considered to be material if they could reasonably be expected toinfluence the economic decisions of users of the financial statements We have set apreliminanrsquo materialihrsquo of S6i6oooo We will report unadjusted and adjusted itemsover S6i6ooo to the Board on completion of the audit
Fraud risk We discuss fraud risk annually with the Board Through our planning process (andprior yearsrsquo audits) we developed an understanding of your oversight processesincluding
Employee code of ethicsmdash Discussion at Board meetings and our attendance at those meetings or
reviewing minutes of meetingsmdash Presentations by management including business performance reviewsmdash Signing authorities
Are there any new processes or changes to the items above that we should be awareoP
We are not aware of any fraud Are you aware of instances of any actual suspected or
____________________________
alleged fraud affecting the Library
PwC 2
Toronto Public Ubrary Board Audit plan for the year ending December 31 2016
The matters raised In this and other reports that will flow from the audit are only those that have come to our attention arising from or relevant toour audit that we believe need to be brought to your attention They are not a comprehensive record of all the matters arising and in particularwe cannot be held responsible for reporting all risks in your business or all internal control weaknesses This report has been prepared solely foryour use It was not prepared or intended for any other purpose No other person or entity shall place any reliance upon the accuracy orcompleteness of statements made herein PwC does not assume responsibility to any third party and in no event shall PwC have any liabilityfor damages costs or losses suffered by reason of any reliance upon the contents of this report by any person or entity other than you
PwC 3
copy 2015 PricewaterhouseCoopers LLP an Ontario limited liability partnership All rights reserved
Board Resolutions ndash Status Report 1
STAFF REPORT INFORMATION ONLY
Board Resolutions ndash Status Report
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report lists the status of outstanding Toronto Public Library Board resolutions
BACKGROUND INFORMATION
At the April 2 2012 meeting the Toronto Public Library Board approved the inclusion of
Board Resolutions ndash 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 ndash Status Report ndash November 21 2016
18
1
STATUS REPORT
TORONTO PUBLIC LIBRARY BOARD RESOLUTIONS
AS AT NOVEMBER 21 2016
DATE OF
MEETING
MOTION
(Ref Minute )
STATUS
TARGET
DATE
Sep 8 2014 14-150 ndash Notice of Motion Funding and Timing of
PerthDupont Branch Relocation
5 requests that the local City Councillor consult
with the local community and make a
recommendation to the Board for a new name for
the relocated branch (which will no longer be
located at the corner of Perth and Dupont)
IN PROGRESS Staff to bring a recommendation to
the Board for a new name for the relocated branch to
the Board for approval
To be
determined
Feb 22 2016 16-040 ndash Naming Opportunity ndash Daniel Grafton
Hill III
2 requests staff to provide updates to the
Toronto Public Library Board on this
initiative at strategic intervals
IN PROGRESS This initiative is dependent on a
future branch capital project and consultation
process
To be
determined
Oct 24 2016 16-193 ndash Toronto Public Library Board ndash Self-
Evaluation
2 conducts a pilot self-evaluation during the
month of November 2016 and discusses the
results of the evaluation at the January 2017
meeting
IN PROGRESS A report is expected to be provided
at the January 2017 meeting
January 2017
meeting
Attachment 1
Runnymede Branch ndash Award of Tender 3
Available Project Information
Stipulated Price Bid Form
Unit Prices Bid Form Supplement
Alternative Prices Bid Form Supplement
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 October 20 2016 TPL received tenders from seven of the pre-qualified General
Contractors The Architects and library staff analysed the three lowest bids to ensure that all
requirements of the bidding process were met as follows
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 amp
material bond)
o unconditional bid
o completed amp sealed stipulated price bid form
o acknowledges all addenda issued as part of the Call for Tenders
o completed amp dated unit prices bid form supplement
o completed amp dated alternative prices bid form supplement
o completed amp dated list of subcontractors bid form supplement
o confirmation of pre-qualified subcontractors where required
Award of tender recommendation For the recommended contract award to Brown Daniels Associates the following
requirements have been met
1 The bidder is in conformance with 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 successfully completed a number of Toronto Public Library
projects including Woodside Square Mimico and Ellesmere Branches North York Central
Library and the recent Beeton Hall renovation at the Toronto Reference Library The
references were checked by the architect and were satisfactory
Runnymede Branch ndash Award of Tender 4
CONTACT
Moe Hosseini-Ara Director Branch Operations and Customer Experience
Tel 416-397-5944 E-mail mhosstorontopubliclibraryca
Gail Rankin Senior Manager Facilities Management Tel 416-395-5881
E-mail grankintorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
13 aLIBRARYAPPROVED MINUTES Page I
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 1 Tuesday May 31 2016 from 540 pm to 725 pmToronto Reference Library Board Room 789 Yonge Street Toronto
Members PresentMr Ron CarinciMs Lindsay ColleyMs Dianne LeBretonMs Sue Graham-Nutter
RegretsMs Archana Shah
SPPM Call to Order16-001 Elizabeth Glass Director Policy Planning amp Performance Management and the
City Librarianrsquos desiwiate called the meeting to order at 540 pm
SPPM Election of Chair of the Strategic Plan Performance Measures Committee16-002 Elizabeth Glass called for nominations for the Chair of the Strategic Plan
Performance Measures Steering Committee
Moved by 1 CarinciThat1 Dianne LeBreton be nominated for chair
carriedDianne LeBreton agreed to stand for election
There being no further nominations it wasMoved by L ColleyThat the Strategic Plan Performance Measures Committee1 closes nominations
carried
Elizabeth Glass declared Diarme LeBreton duly elected Chair of the Strategic PlanPerformance Measures Committee by acclamation
Dianne LeBreton assumed the Chair
APPROVED MINUTES Page 2
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 1 Tuesday May 31 2016 from 540 pm to 725 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Declarations of Conflict of Interest16-003 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda16-004 Moved by R (lsquoarinci
That the Strategic Pla ii Perbnnance Measures Committee1 approves the agenda
Carried
SPPM Communications16-005 There were no Communications items at the May 31 2016 Strategic Plan
Performance Measures Committee meeting
SPPM Presentations16-006 There were no public presentations at the May 31 2016 Strategic Plan
Performance Measures Committee meeting
Item for ApprovalSPPM Strategic Plan 2016-20 19 Status and Performance Management Reporting Tools
Elizabeth Glass and Michele Melady Acting Manager Planning amp Developmentprovided a presentation on status and performance management reporting tools
16-007 Committee DecisionIrsquofo red by K CauinciThat the Strategic Plan Perbrmance Measurement Committee1 considers the summary of Toronto Public Library s strategic priority
alignment witi key City strategiesbr information (Attachment 1)2 considers the template that will he used for the semimdashannual status report
on Strategic Plan activitiesbr 2016br presentation to the Library Boardin June fbr inbnnation Attacunent 2)
3 considers the Divi Strategic Plan Dashboard to provide recommendationson the brmat so that staff cciii make revisions and populate the templatewith nwasuucs br the next Steering Committee Meeting (Attachment 3)
Carried as amended
APPROVED MINUTES Page 3
Toronto Public library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 1 Tuesday May 31 from 540 pm to 725 pmToronto Reference Library Board Room 789 Yonge Street Toronto
MotionsSee the followingMoved by R CarinciThat the Strategic Plan Performance Measures Committee1 considers the summary of Toronto Public Libraryrsquos swategic priority
alignment with key City strategies for information (Attachment 1)2 endorses (lie template that will be usedfor the semi-annual status report
on Strategic Plan activities for 2Ol6for presentation to the Library Boardin June for information (Attachment 2)
3 considers the Draft Strategic Plan Dashboard to pro viderecommendations on the format so that staffcan make revtcions andpopulate the template with measures for the next Steering ConmitteeMeeting (Attachment 3)
Amended
Moved in amendment by S Graham-NutterThat the Motion moved by R Carbici be amended to change the word endorsesrdquoin Recommendation 2 to the word considers so that it reads asjoacutellows1 considers the template that will be usedJar the semi-annual status report
on Strategic Plan activitiesfor 2016for presentation to the Library Boardin June for information (Attachment 2)
Carried
SPPM Adjournment16-008 Moved by pound Graham-Nutter
That the Strategic Plan Perjagravermance Measures Committee1 adjourns the May 31 2016 Strategic Plan Performance Measures
Committee meetingCarried
The meeting ended at 725 pm c)r -
Signed ( I lsquoI 7lt--
TORONTOPUB LIC
LIBRARYAPPROVED MINUTES Page 1
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 2 Wednesday July 13 2016 from 530 pm to 635 pmToronto Reference Library Board Room 789 Yonge Street Toronto
Members PresentMs Dianne LeBreton (Chair)Ms Lindsay CofleyMs Sue Graham-NutterMs Archana Shah
RegretsMr Ron Carinci
SPPM Call to Order16-010 Dianne LeBreton called the meeting to order at 530 pm
SPPM Declarations of Conflict of Interest16-011 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda16-012 Moved byL colley
That the Strategic Plan Petformance Measures Committee1 approves the agenda
Carried
SPPM Confirmation of IrsquoIay 31 2016 Strategic Plan Performance Measures Committee16-0 13 Meeting Minutes
Moved by L ColleyThat the Strategic Plan PerJbrmance Measures Committee1 confirms the Minutes of the May 31 2016 Strategic Plan Performance
Measures CommitteeCarried
APPROVED MENUTES Page 2
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteelNrsquoIeeting No 2 Wednesday July 13 from 530 pm to 635 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Business Arising from the Minutes16-014 There were no Business Arisingfrom the Mintues items at the July 13 2016
Strategic Plan Performance Measures Committee meeting
SPPM Communications16-015 There were no Communications items at the July 13 2016 Strategic Plan
Performance Measures Committee meeting
SPPM Presentations16-016 There were no public presentations at the July 13 2016 Strategic Plan
Performance Measures Committee meeting
Itemfor ApprovalSPPM Strategic Plan 2016-2019 Status and Performance Management Reporting Tools16-0 17 Elizabeth Glass Director Policy Planning amp Performance Management and
Linda Hazzan Director Communications Progranuning amp CustomerEngagement provided a presentation on status and performance managementreporting tools
Moved byA ShahThat the Strategic Plan Performance Measurement Committee1 considers the attached presentation materials and2 directs staffto further develop the balanced score card key performance
indicators and the Strategic Plan dashboard and indicatorsfor a StrategicPlan Performance Measures Steering committee meeting in September
CarriedSPPM Adjournment16-018 iWoved by S Graham-Nutter
That the Strategic Plan Performance ArsquoJeasures Committee1 adjourns the July 13 2016 Strategic Plan Performance Measures
Committee meeting
Carried
The meeting ended at 635 pm-
Signed lsquoiV i f
TORONTOPUB LIC
LIBRARYAPPROVED MINUTES Page 1
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 3 Tuesday September 20 2016 from 530 pm to 630 pmToronto Reference Library Board Room 789 Yonge Street Toronto
Members PresentMs Dianne LeBreton (Chair)ML Ron CadnciMs Lindsay ColleyMs Archana ShahMs Sue Graham-Nutter
Regrets
SPPM Call to Order16-019 Dianne LeBreton called the meeting to order at 530 pm
SPPM Declarations of Conflict of Interest16-020 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda16-021 Moved by L Colley
That the Strategic Plan Performance Measures Committee1 approves the agenda
Carried
SPPM Confirmation of July 13 2016 Strategic Plan Performance Measures Committee16-022 Meeting Minutes
Moved by L ColleyThat the Strategic Plan Peiformance Measures Committee1 confirms the Minutes of the fitly 13 2016 Strategic Plan Performance
Measures Committee
Carried
APPROVED MINUTES Page 2
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 3 Tuesday September 20 2016 from 530 pm to 630 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Business Arising from the Minutes16-023 There were no Business Arisingfrom (lie Minutes items at the September 20 2016
Strategic Plan Performance Measures Committee meeting
SPPM Communications16-024 There were no Communications items at the September 20 2016 Strategic Plan
Performance Measures Committee meeting
SPPM Presentations16-025 There were no public presentations at the September 20 2016 Strategic Plan
Performance Measures Committee meeting
Itemfor ApprovalSPPM Strategic Plan 2016-2019 Accountability Framework and Reporting Tools16-026 Elizabeth Glass Director Policy Planr1ing amp Performance Management
provided a presentation on accountability framework and reporting tools
Moved by S Graham-NurterThat the Strategic Plan Performance Afeasurement Committee1 considers the approach ofusing logic models and a balanced scorecard as
the strategic plan accountabilityframework and a dashboard to visuallyrepresent the progress and achievement as outlined in the flowchart(Attachment 1k
2 endorses the logic model examples that will be used as templates fordeveloping a logic model for each strategic priority (Attachments 2 and3k
3 endorses the balanced scorecard and recommended key performanceindicatorsJbr the Boardrsquos monitoring and assessment ofthe strategicplan lsquo5 progress (Attachment 1)
Deferred
The Committee deferred consideration of the recommendations in the StrategicPlan 2016-2019 Accountability Framework and Reporting Tools report until thenext meeting of the Committee
APPROVED MINUTES Page 3
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 3 Tuesday September 20 from 530 pm to 630 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Adjournment16-027 Moved by L Colley
That the Strategic Plan Performance Measures Committee1 adjourns the September 20 20J6 Strategic Plan Performance Measures
Conunittee meetingCarried
The meeting ended at 630 pm - - - I
Signed (V UrsquoL
MINUTES Page 1
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
13b
Members Present
Mr Ron Carinci
Ms Lindsay Colley
Ms Archana Shah
Ms Sue Graham-Nutter
Regrets
Ms Dianne LeBreton (Chair)
SPPM Call to Order
16-028 Vickery Bowles called the meeting to order at 530 pm Ms Bowles advised that
Dianne LeBreton committee chair was unexpectedly unable to attend the
meeting An election of an acting chair was required
SPPM Declarations of Conflict of Interest 16-029 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda 16-030 Moved by R Carinci
That the Strategic Plan Performance Measures Committee approves the agenda
as revised to
1 elect an Acting Chair for the November 7 2016 meeting in the absence of
the Committee Chair
Carried
MINUTES Page 2
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Election of Acting Chair
16-031 Vickery Bowles called for nominations for the Acting Chair of the Strategic Plan
Performance Measures Steering Committee
Moved by R Carinci
That
1 Sue Graham-Nutter be nominated for Acting Chair
Carried
Sue Graham-Nutter agreed to stand for election
There being no further nominations it was
Moved by R Carinci
That the Strategic Plan Performance Measures Committee
1 closes nominations
Carried
Vickery Bowles declared Sue Graham-Nutter duly elected Acting Chair of the
Strategic Plan Performance Measures Committee by acclamation
Sue Graham-Nutter assumed the Chair
SPPM Confirmation of September 20 2016 Strategic Plan Performance Measures
16-032 Committee Meeting Minutes Moved by R Carinci
That the Strategic Plan Performance Measures Committee
1 confirms the Minutes of the September 20 2016 Strategic Plan
Performance Measures Committee
Carried
SPPM Business Arising from the Minutes
16-033 There were no Business Arising from the Minutes items at the November 7 2016
Strategic Plan Performance Measures Committee meeting
SPPM Communications
16-034 There were no Communications items at the November 7 2016 Strategic Plan
Performance Measures Committee meeting
MINUTES Page 3
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Presentations
16-035 There were no public presentations at the November 7 2016 Strategic Plan
Performance Measures Committee meeting
Item for Approval
SPPM Strategic Plan 2016-2019 Accountability Framework Reporting Tools and Key
16-036 Performance Indicators
Elizabeth Glass Director Policy Planning amp Performance Management
responded to questions from committee members
Moved by L Colley
That the Strategic Plan Performance Measurement Committee
1 endorses the Strategic Plan accountability framework as outlined in the
flowchart (Attachment 1)
2 endorses the logic model examples that will be used as templates for
developing a logic model for each strategic priority (Attachments 2
and 3)
3 endorses the balanced scorecard and recommended key performance
indicators for the Boardrsquos monitoring and assessment of the Strategic
Planrsquos progress (Attachment 4)
Carried
Staff were directed to provide Board members with an overview of the
accountability framework for the Strategic Plan with the tools KPIs and the
reporting timelines
SPPM Adjournment
16-037 Moved by L Colley
That the Strategic Plan Performance Measures Committee
1 adjourns the November 7 2016 Strategic Plan Performance Measures
Committee meeting
Carried
The meeting ended at 600 pm
Signed
Strategic Plan 2016-2019 Accountability Framework 1
STAFF REPORT ACTION REQUIRED
Strategic Plan 2016-2019 Accountability Framework
Date November 21 2016
To Toronto Public Library Board
From Strategic Plan Performance Measures Committee
SUMMARY
The purpose of this report is to recommend the approval of the Strategic Plan 2016-2019
Accountability Framework to the Toronto Public Library Board
A Strategic Plan Performance Measures Committee was established on April 25 2016 to
provide advice and recommendations to the Board for strengthening the Boardsrsquo
monitoring and assessment of the strategic planrsquos implementation for compliance and
progress
The Committee met four times from May to November 2016 to receive and inform the
development of the Strategic Plan 2016-2019 Accountability Framework which contains
three main tools a balanced scorecard with key performance indicators a dashboard to
visually present the results and a logic model to show the alignment between the strategic
priorities key activities over four years and the expected outcomes and impact
At its November 7 2016 meeting the Committee endorsed the Accountability Framework
and concluded its work
RECOMMENDATIONS
The Strategic Plan Performance Measures Committee recommends that the Toronto
Public Library Board
1 approves the Strategic Plan 2016-2019 Accountability Framework
FINANCIAL IMPACT
There is no financial impact beyond what has already been approved in the current yearrsquos
budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
13c
Strategic Plan 2016-2019 Accountability Framework 2
DECISION HISTORY
At its April 25 2016 meeting the Library Board received the following report Strategic
Plan Performance Measures Committee Terms of Reference and approved the Terms of
Reference for the Strategic Plan Performance Measures Committee as outlined in
Attachment 1
httpwwwtorontopubliclibrarycacontentabout-the-
librarypdfsboardmeetings2016apr2512-performance-measures-committee-terms-of-
referencepdf
httpwwwtorontopubliclibrarycacontentabout-the-
librarypdfsboardmeetings2016apr2512-performance-measures-committee-terms-of-
reference-att-1pdf
At its May 31 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Status and Performance
Management Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-may-31jsp
At its July 13 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Status and Performance
Management Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-jul-13jsp
At its September 20 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Accountability
Framework and Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-sep-20jsp
At its November 7 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Accountability
Framework Reporting Tools amp key Performance Indicators
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-nov-07jsp
ISSUE BACKGROUND
The Strategic Plan Performance Measures Committee was established on April 25 2016 to
provide advice and recommendations to the Library Board for strengthening the Boardrsquos
monitoring and assessment of the strategic planrsquos implementation for compliance and
progress
During the development of the Accountability Framework and the reporting tools the
Committee met four times from May to November 2016 to receive information and provide
advice At its November 7 2016 meeting the Committee endorsed the Framework and
concluded its work
Strategic Plan 2016-2019 Accountability Framework 3
COMMENTS
There are three broad outcomes for the Strategic Plan 2016-2019 based on input gathered
from Toronto residents during the strategic plan consultation process
Expanding Access
Increasing Opportunity
Building Connections
Six strategic priorities were established to advance the broad outcomes
Advancing TPLrsquos digital platforms
Breaking down barriers to access driving inclusion
Expanding access to technology and training
Establishing TPL as Torontorsquos centre for continuous and self-directed learning
Creating community connections through cultural experiences
Transforming for 21st century service excellence
The purpose of the Accountability Framework is to guide the development monitoring and
reporting of the annual work plan for each of the four years from 2016 to 2019 and the
overall achievements of the Strategic Plan over four years It serves as
a reporting structure for the Board to monitor the progress of the strategic plan and
provide guidance
a public facing reporting tool to demonstrate openness and accountability
an internal tool to advance shared understanding of the strategic priorities and guide the
work of staff
The Accountability Framework is composed of three main tools
1 Balanced Scorecard with key performance indicators (Attachment 1 amp Attachment 2)
The overall achievements of the strategic plan will be reported using a balanced
scorecard approach with key performance indicators established under four
perspectives Customer Operational Learning amp Growth and Financial Work plan
achievements will be reported to the Board in a semi-annual status report
2 Dashboard (Attachment 3)
A dashboard format will be used to visually present the strategic plan achievements
as measured against the key performance indicators and targets This will be reported
to the Board annually
3 Logic Models
A logic model (Attachment 4) is developed to align the six strategic priorities with
key activities the broad outcomes and the contribution to the success of City of
Torontorsquos key strategies over four years
Logic models will also be developed for each strategic priority with appropriate key
activities and outcomes to guide the development of annual work plans strategic
Strategic Plan 2016-2019 Accountability Framework 4
partnerships and funding priorities Attachment 5 shows an example of a logic model
for Strategic Priority 2 Breaking down barriers to access driving inclusion
The flowchart in Attachment 6 illustrates the relationship of the three tools The key activity
of Expanding Access to branches and community service points under Priority 2 is provided
as an example
CONTACT
Elizabeth Glass Director Policy Planning amp Performance Management
Tel 416-395-5602 E-mail eglasstorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Balanced Scorecard with Key Performance Indicators
Attachment 2 List of Strategic Plan 2016-2019 Key Performance Indicators
Attachment 3 Dashboard example
Attachment 4 Strategic Plan 2016-2019 Logic Model
Attachment 5 Strategic Plan 2016-2019 Priority 2 Logic Model
Attachment 6 Strategic Plan 2016-2019 Accountability Framework Flowchart
Strategic Plan 2016 mdash 2019 Balanced Scorecard Attachment 1
Key Performance Indicators
Total number of active members
bull Total use per capita
bull Visits per capita
bull Virtual visits per capita
bull In-branch technology utilization rate internet access workstationper 100000 population wireless connections per capita
bull Utilization rate (program capacity) learning programs(ESL + Literacy + User Ed + lifelong learning)
bull Utilization rate of technology training programs
bull Utilization rate of cultural programs
bull ft of branches providing regular after-schoolprogramming from September to June
bull User satisfaction overall
bull User satisfaction in-branch technology(computers software wifi)
Users satisfaction knowledge andhelpfulness of staff
Key Performance Indicators
bull Total Open Hours
bull ft of Sunday branches (September to June)
bull ft of NIA Sunday branches (September to June)
bull ft of Sunday branches (Year-round)
ft of NIA Sunday branches (Year-round)
Turnover rate of circulating items
of special collections that are digitized
KKey Performance Indicators
bull Logic Models and evaluation frameworksdeveloped for strategic priorities
bull Spending in staff development (Total Averageper staff)
bull staff who report they have the skills andtraining to meet service delivery outcomes
bull of staff who report high levels ofengagement
Key Performance Indicators
bull Cost per use
Operating Expenditures
Operating expenditures per capita
Operating expenditures for electronic materials
Operating expenditures for digital technology
bull Total funding
bull Total funding per capita
bull Total funding from TPL Foundation
Page 1 of 1
Strategic Plan 2016-2019 Balanced Scorecard Key Performance Indicators
Customer Perspective Operational Perspective Learning amp Growth Perspective Financial Perspective
Total number of active members
Total use per capita o Visits per capita
Virtual visits per capita
In-branch technology utilization rate internet access workstation per 100000 population wireless connections per capita
Utilization rate (program capacity) learning programs (ESL + Literacy + User Ed + lifelong learning)
Utilization rate of technology training programs
Utilization rate of cultural programs
of branches providing regular after-school programming from September to June
User satisfaction overall
User satisfaction in-branch technology (computers software wifi)
Users satisfaction knowledge and helpfulness of staff
Total Open Hours o of Sunday branches
(September to June) o of NIA Sunday branches
(September to June) o of Sunday branches
(Year-round) o of NIA Sunday branches
(Year-round)
Turnover rate of circulating items
of special collections that are digitized
Logic Models and evaluation frameworks developed for strategic priorities
Spending in staff development (Total Average per staff)
staff who report they have the skills and training to meet service delivery outcomes
of staff who report high levels of engagement
Cost per use
Operating Expenditures o Operating expenditures per
capita
Operating expenditures for electronic materials
Operating expenditures for digital technology
Total funding o Total funding per capita o Total funding from TPL
Foundation
Attachment 2
Attachment 3
Strategic Plan 2016-2019 Dashboard
Key Performance Indicators
Example Open Hours
2016 Activities that will move the dial Status
Sunday service expanded to create year-round service at 6 District and 2 R amp R branches and added to 6 neighbourhood branches to provide seasonal Sunday service
Measure Baseline (2015) Current (Dec 2016) Target (2019) change
Total open hours 269672 hours 274397 hours 281878 hours + 45
Attachment 4
Toronto Public Library Strategic Plan 2016-2019 Logic Model
Torontonians are aware of library services to
address immediate needs
Create and implement Digital Strategy to develop online services
Torontonians have access to reading and
learning materials in a wide range of formats
and levels to support the joy of reading and
lifelong learning
TPL has resources and well-trained staff to
deliver strategic outcomes
Torontonians are connected through cultural
and leisure experiences and opportunites
TPL provides exceptional services and
experience at customers every point of need
TPL increased partnership and funding
opportunities with City of Toronto community
organizations and funding partners
Torontonians have improved access to
technology and staff assistance to develop
technology skills
Torontonians have expanded access to
emerging technology innovation spaces and
programs
Torontonians have new experiential
collaborative and e-learning opporunities to
support education employment and multiple
literacies
Use technology to drive improvements in business processes and
efficiency eg cloud analytics
Torontonians have equitable
support to learning and training
and gain the knowledge multiple
literacy skills and networks to
enrich their education work life and
leisure experiences
Torontonians have access to
programs and activities to support
and enhance diverse cultural
experiences and library collections
that reflect their cultural ineterests
and needs
Support readers of all ages and interests with diverse collections
readers advisory and a wide range of literary and cultural programs
Toronto children and youth have additional safe
after school social and learning environments
and programs
Priorities Key Activities
Mission Toronto Public Library provides free and equitable access to services which meet the changing needs of Torontonians The Library preserves and promotes universal
access to a broad range of human knowledge experience information and ideas in a welcoming and supportive environment
Establishing TPL as Torontos
centre for continuous and self-
dlirected learning
Impact
Expanding access to technology
and training
Advancing TPLs digital platforms
Breaking down barriers to access
driving inclusion
Expand high quality out-of-school-time programs for children and youth
Increase awareness and engagement across library channels
Allocate additional resources to sustain current and emerging
technology
Provide access to current and emerging technology and training in
library branches and community locations
Identify and remove policy barriers to online and in-person servicesToronto Public Library is a
community asset that builds
community capacity and improves
Torontonians well-being
Toronto Public Library contributes to the success of
Toronto Strong Neighbourhood Strategy 2020
Actions for strong Neighbourhoods
under five domains
Physical surroundings
Economic opportunities
Healthy lives
Social development and
Participation in civic decision-making
Toronto Public Library is a key partner in
City of Torontos Poverty Reduction Strategy
in addressing the issues of
service access and availability
Toronto Public Library supports the positive
outcomes of City of Torontos strategies for targeted
population including
Raising the Village Measuring the Well-being
of Children and Families in Toronto
Toronto Youth Equity Strategy
Toronto Newcomer Strategy
Toronto Seniors Strategy
Expand access to branches and community service points
Develop new resources programs and partnerships to deliver eLearning
programs
Provide in-branch resources space and technology to support
experiential learning
Provide resources and programs to support civic engagement
community events and discussion of social issues
Transforming for 21st century
service excellence Dedicate staff resources and training to provide expertise in key
strategic areas eg technology and literacy
Torontonians are empowered and supported in
their partcipation in civic lifeCreating community connections
through cultural experiences
Create diverse and inclusive cultural programs and experiences in
branch and online spaces
Curate and digitize special collections to reflect Torontos diverse
history culture and heritage
Develop organizational structure and culture to support innovation and
customer service excellence
ACCESS
OPPORTUNITY
CONNECTIONS
Outcomes
Torontonians have easy convienient online
access to library collections and services
Torontonians have convenient and local access
to neighbourhood spaces and services
Attachment 5
Expand online services
Develop self-serve Library Kiosks
Increased program offerings
After hours access implemented
Increased online service options
Increased self-service options
CONNECTIONS
Understand City demographics
demands and use of a full range of
library services
Develop after-hours access at branches
2 Breaking down
barriers to access
driving inclusion
Toronto Public Library contributes to the success of
City of Torontos key strategies including
Toronto Strong Neighbourhood Strategy 2020
bull Targeting appropriate resources to
respond to neighbourhood needs
Toronto Poverty Reduction Strategy
bull Address immediate needs
bull Create pathways to prosperity
bull Increase service access and availability
ACCESS
OPPORTUNITYLibrary membership options reflect
users online and branch access
needs
Provide access to current
and emerging technology
and training in library
branches and community
locations
Increase awareness and
engagement across library
channels
Sunday service expanded in target
branches
Identify and remove policy
barriers to online and in-
person services
Expand access to branches
and community service
points
Number of blocked library cards
reduced in target populations
Toronto Public Library Strategic Plan 2016-2019 Logic Model
Priority Impact
Mission Toronto Public Library provides free and equitable access to services which meet the changing needs of Torontonians The Library preserves and promotes universal access to a broad
range of human knowledge experience information and ideas in a welcoming and supportive environment
OutcomeKey Activities
Toronto Youth Equity Strategy
bull Service gaps
bull Service relevance amp accessibility
Toronto Newcomer Strategy
bull Improving access to municipal supports
bull Supporting civic engagement and
community capacity
Develop marketing strategy and conduct
publicity campaigns
Toronto Seniors Strategy
bull Equity
bull Inclusion
bull Respect
bull Quality of life
Expand access to library service in
community locations
Toronto Public Library is a
community asset that builds
community capacity and improves
Torontonians
well-being
Torontonians have equitable
support to learning and training
and gain the knowledge multiple
literacy skills and networks to
enrich their education work life
and leisure experiences
Torontonians have access to
programs and activities to support
and enhance diverse cultural
experiences and library
collections that reflect their
cultural ineterests and needsIncreased circulation of library
materials
Identify and remove policy barriers to
online and in-person services
Raising the Village Measuring the
Well-being of Children and Families in Toronto
bull Families have equitable access to
learning and training and are active in
their childrenrsquos education
bull Families belong to communities and
have the freedom to express and
opportunities to foster their culture and
identity
Torontonians are aware of library
services to address immediate needs
Conduct outreach and customer
engagement programs
Expand branch hours with additional
programs
Torontonians have easy
convienient online access to library
collections and services
Torontonians have convenient and
local access to neighbourhood
spaces and services
Attachment 6
Accountability Framework
Example
Priority Key Activity Short Term Medium Term Impact
Breaking down barriers to access
driving inclusion
Expand access to branches and
community service points
Torontonians have convenient and
local access to neighbourhood spaces
and services
Toronto Public Library is a community
asset that builds community capacity
and improves Torontonians well-being
Toronto Poverty Reduction Strategy
Increase service access and availability
Example
Customer Perspective Operational Perspective Learning amp Growth Perspective Financial Perspective
Utilization rate Service hours added Staff training Cost per use
Example
Is a visual representation of progress towards four years targets for KPIs to achieve strategic outcomes
with a baseline benchmark and annual target
Dashboard
Monitors the progress of the strategic plan across four perspectives and indentifies KPIs to measure progress towards outcomes
Links planned activities to expected outcomes
Toronto Public Library Strategic Plan 2016-2019
Implementation Compliance and Progress
Logic Model
Balanced Scorecard
Outcomes
Strategic Plan 2016-2019
Accountability Framework
November 21 2016
Toronto Public Library Board Meeting
1
Accountability Framework
Strategic Plan Performance Measures Committee
to provide advice and recommendations to the Board for
strengthening the Boardrsquos monitoring and assessment of the
strategic planrsquos implementation for compliance and progress
2
Accountability Framework
Strategic Plan Performance Measures Committee
bull Met four times from May to November 2016
bull Endorsed Accountability Framework at November 7 2016
meeting
bull Concluded its work
3
Accountability Framework
Purpose of framework
bull To guide the development monitoring and reporting of
The Annual work plan for each year from 2016-2019
The overall achievements of the Strategic Plan over four
years
4
Accountability Framework
bull A reporting structure for the Board to monitor the
progress of the strategic plan and provide guidance
bull Public facing reporting tool to demonstrate openness
and accountability
bull An internal tool for staff
5
Accountability Framework
Strategic Plan 2016-2019
bull Three broad outcomes
Access
Opportunity
Connections
And six strategic priorities
6
Accountability Framework
Strategic Plan 2016-2019
bull Six Strategic Priorities
Advancing TPLrsquos digital Platforms
Breaking down barriers to access driving inclusion
Expanding access to technology and training
Establishing TPL as Torontorsquos centre for continuous and
self-directed learning
Creating community connections through cultural
experiences
Transforming for 21st century service excellence
7
Accountability Framework
Three main tools
bull Balanced Scorecard with Key Performance
Indicators (KPIs)
bull Dashboard for visual presentation
bull Logic Models
8
Accountability Framework
Balanced Scorecard
bull A performance measurement tool developed at the
Harvard Business School
bull Provides a framework to monitor organization
performance from four perspectives the customerrsquos
perspective an internal business perspective an
innovation and learning perspective and the
financial perspective
Balance scorecard Encyclopedia of Business Gale 2000
9
10
Strategic Plan 2016 ndash 2019 Balanced Scorecard
11
Strategic Plan 2016 ndash 2019 Balanced Scorecard
Accountability Framework
Reporting timeline
bull Annual work plan achievements will be reported
to the Board in a semi-annual status report in
June and year end
bull Overall achievements of the strategic plan will be
reported annually to the Board (eg first quarter
of 2017 for 2016) using a balanced scorecard and
presented visually using a dashboard
12
Accountability Framework
13
Accountability Framework
Logic Model
bull A logic model is a systematic and visual way to present the
relationships among the resources to operate a program the
planned activities and the changes or results you hope to
achieve
14
WK Kellogg Foundation Logic Model Development Guide 2004
Accountability Framework
Logic Models
bull A Strategic Plan 2016-2019 aligns 6 strategic priorities
with
Key activities
3 broad strategic outcomes
City of Torontorsquos key strategies
bull Plus a logic model for each of the 6 strategic priorities
15
16
Strategic Plan 2016-2019 Logic Model
17
Strategic Plan 2016-2019 Priority 2 Logic Model
18
Accountability Framework
Questions amp Discussion
19
20
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 1
STAFF REPORT ACTION REQUIRED
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report proposes revised meeting dates for the December 2016 and January 2017
meetings for Toronto Public Library Board approval
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves rescheduling the December 8 2016 Toronto Public Library Board meeting
to December 12 2016 and
2 approves rescheduling the January 23 2017 Toronto Public Library Board meeting to
January 30 2017
FINANCIAL IMPACT
There is no financial impact arising from this report
The Director Finance and Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
At the January 25 2016 meeting the Board approved the schedule for meetings in 2016
including December 8 2016
At the October 24 2016 meeting the Board was provided with the proposed schedule for
meetings in 2017 including January 23 2017 for approval at the January 2017 meeting
14
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 2
COMMENTS
Library staff have recently reviewed the Cityrsquos updated budget schedule The Library Board
meeting in December is not well aligned with the Cityrsquos schedule A later December date
would provide the Board with more opportunity to be informed and kept up-to-date on the
2017 budget as well as to participate in the process As a result the rescheduling of the
December 8 2016 meeting to Monday December 12 is being recommended Board
members were canvassed and quorum is attainable for a meeting on December 12 2016
As the same scenario is also a possibility for the proposed January 23 2017 meeting it is
recommended that the date be changed to January 30 2017
Key dates for the 2017 budget process are shown below
2017 Budget Timetable
Date Political Review TPL Board
2016
Nov 21 Board meeting
Dec 2 Budget Committee launch
Dec 12 (from 8) Board meeting
Dec 161920 (21) Budget Committee presentations
2017
Jan 5 910 Budget Committee public deputations
Jan 12 Budget Committee wrap-up
Jan 24 Budget Committee final
Jan 30 (from 23) Board meeting
Feb 7 Executive Committee
Feb 15 16 (17) Council approval
Feb 21 Board meeting
CONTACT
Nancy Marshall Library Board Officer City Librarianrsquos Office
Tel 416-393-7215 E-mail nmarshalltorontopubliclibraryca
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 3
SIGNATURE
______________________________
Vickery Bowles
City Librarian
Holiday Closures 2017 and January 2018 1
STAFF REPORT ACTION REQUIRED
Holiday Closures 2017 and January 2018
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The purpose of this report is to recommend and receive Toronto Public Library Board
approval for the schedule of holiday closures for 2017 and January 2018
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves the schedule of holiday closures for 2017 and January 2018 as provided
in Attachment 1
FINANCIAL IMPACT
There is no financial impact to the 2017 operating budget arising from the
recommendation in this report The recommended closures are included in the proposed
2017 operating budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
Where Library Board approval is required to establish holiday closures the matter comes
before the Board in the preceding year to ensure adequate notice to the public and staff
COMMENTS
At its meeting on October 26 2015 the Library Board approved the Library closure for
New Yearrsquos Day 2017 on Monday January 2 2017
15
Holiday Closures 2017 and January 2018 2
The Library is open for regular service on Remembrance Day Saturday November 11
2017
The Library will be closed on Monday December 25 2017 for Christmas Day and
Tuesday December 26 2017 for Boxing Day
In 2018 New Yearrsquos Day falls on a Monday and the Library will be closed
All full-time employees whose scheduled day off falls on a holiday closure are
compensated with a day in lieu to be taken at another agreed upon time
It is the practice of the Library to close on the Sundays adjacent to public holidays with
the exception of Family Day
The schedule of holiday closures for 2017 and January 2018 is provided in Attachment 1
CONTACT
Dan Keon Director Human Resources Tel 416-395-5850
E-mail dkeontorontopubliclibraryca
SIGNATURE
_____________________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Holiday Closures 2017 and January 2018
Toronto Public Library Holiday Closures 2017 and January 2018
Sunday January 1 2017 New Yearrsquos Day Closed
Monday January 2 2017 For New Yearrsquos Day Closed
Monday February 20 2017 Family Day Closed
Friday April 14 2017 Good Friday Closed
Sunday April 16 2017 Easter Sunday Closed
Monday April 17 2017 Easter Monday Closed
Monday May 22 2017 Victoria Day Closed
Saturday July 1 2017 Canada Day Closed
Monday August 7 2017 Civic Holiday (Simcoe Day) Closed
Monday September 4 2017 Labour Day Closed
Monday October 9 2017 Thanksgiving Day Closed
Sunday December 24 2017 Christmas Eve Closed
Monday December 25 2017 Christmas Day Closed
Tuesday December 26 2017 Boxing Day Closed
Sunday December 31 2017 New Yearrsquos Eve Closed
Monday January 1 2018 New Yearrsquos Day Closed
New Yearrsquos Day 2017 closure approved by the Library Board on October 26 2015
Attachment 1
Audit Plan for the Year Ending December 31 2016 1
STAFF REPORT INFORMATION ONLY
Audit Plan for the Year Ending December 31 2016
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The attached report from PricewaterhouseCoopers the external auditors summarizes the
planning for their audit of the 2016 financial statements for the Toronto Public Library
Board
FINANCIAL IMPACT
The proposed audit fee of $25000 inclusive of expenses and exclusive of Harmonized
Sales Tax (2015 ndash $25000) is included in the 2016 operating budget It is important to
note that the audit fee does not include extra audit work that may be required due to
scope changes and PricewaterhouseCoopers will advise management as soon as possible
if this were to happen
This is the second year of a five-year audit contract that the City has negotiated The fee
will remain unchanged for the duration of the contract
ISSUE BACKGROUND
Under Section 139 of the City of Toronto Act 2006 the City is required to appoint an
auditor licensed under the Public Accounting Act 2004 who is responsible for annually
auditing the accounts and transactions of the City and its local boards and expressing an
opinion on the financial statements of these entities based on the audit
Council at its March 2015 meeting approved the recommendation of the Audit
Committee to appoint PricewaterhouseCoopers as the external auditor for the City and
Library The contract with PricewaterhouseCoopers is for five years ending with the
audit of the December 31 2019 financial statements
As part of the annual audit PricewaterhouseCoopers provides an Audit Plan report to the
Toronto Public Library Board The auditors will conduct their audit of the 2016 financial
statements pursuant to this plan
17
Audit Plan for the Year Ending December 31 2016 2
COMMENTS
Attached is PricewaterhouseCoopersrsquo Audit Plan for the Library which summarizes their
view on audit risks the nature extent and timing of the audit work and the terms of
engagement
On completion of the audit PricewaterhouseCoopers will issue the Audited Financial
Statements and a Year-End Report to the Board that will provide key matters for
discussion significant audit accounting and financial reporting matters summary of
unadjusted and adjusted items other required communications internal control
recommendations and a confirmation of auditor independence
Work on the interim audit was completed in October 2016 and the year-end audit is
expected to be completed by March 2016
CONTACT
Larry Hughsam Director Finance amp Treasurer Tel 416-397-5946
E-mail lhughsamtorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Board ndash Audit Plan for the year ending
December 31 2016
wwwpwccomca
Audit planfor the yearendingDecember31 2016
Toronto PublicLibrary Board
pwc
pwc
October 28 2016
Members of the BoardToronto Public Library Board
Dear Members of the Board
We are pleased to present an overview of our audit plan for the 2016 audit of the financial statementsof Toronto Public Library Board (the Library) prepared in accordance with Canadian Public SectorAccounting Standards (PSAS) (referred to as the ldquofinancial statementsrdquo from now on)
This overview includes our view on audit risks and the nature extent and timing of our audit work
We value your feedback and if you have any questions about the identified risks and our audit approachplease do not hesitate to contact the undersigned at (416) 228-1922
Yours very truly
Tern McUnnonPartnerRisk Assurance Services
cc Mr Larry Hughsam Director Finance and Treasurer
PricewatcrhouseCoopers UPnyC Tower i8 York Street Suite 2600 Toronto Ontario Canada M oB2T +1 416 8631133 F +1 416 365 8215 wwwpwccomca
lsquoPwt relera to Pdcewatethousetoopers LLP an Ontario limiled liabiLity paruiership
Toronto Public Library Board Audit plan for the year ending December 31 2016
Communications to the Board
Key mattersfor Commentsdiscussion
Client service team Tern McKinnon is your engagement leader and Julianne Cooke is your engagementmanager
Service deliverables We will audit the Libraryrsquos financial statements as of December 31 2016 and for theyear then ending prepared in accordance with PSAS
Our engagement letter which has been signed by the City of Toronto sets out theterms and conditions for our engagement as the independent auditor of the Libraryfor the above-mentioned year In addition our engagement letter outlines ourresponsibilities as the auditor and the responsibilities of management
Audit timeline We worked with management to develop this project timelinemdash Interim visit October 17-21 2016mdash Year-end visit March20 mdash March 31 2017mdash Clearance meeting with management To be confirmedmdash Deliveryfiling of financial statements To be confirmed
Audit approach Our audit approach is a mixture of tests of internal controls and substantive testingOur audit approach is designed to allow us to execute a quality and efficient auditWe do this byi gaining an understanding of the business by focusing on new developments
and key business issues affecting the Library as well as managementrsquosmonitoring of controls and business processes
ii identiring significant audit risks sharing our perspectives obtaining yourfeedback and ensuring our audit is tailored to these risks
iii using well-reasoned professional judgment especially in areas that aresubjective or require estimates and
iv leveraging reliance where possible on the Libraryrsquos internal controls andinformation technology and data systems
In the current year our planned work will include testing of key controls in thefollowing areasmdash Purchases payables and disbursementsmdash Payroll
All other areas will be subject to tests of detail
Significant risks are risks of material misstatement that we think need special auditconsideration We identified several significant audit risks and plan to address themas follows Please let us know if you agree that these are the most significant risksfrom your point of view and if you have any other areas of concern
PwC I
Toronto Public Library Board Audit plan for the year ending December 31 2016
Significant risk to Managementrsquos response and our audit approachdiscuss
Risk of management Accounting regulatory authorities require that the risk of material misstatement dueoverride of controls to management override of controls be considered a significant risk on every audit
engagement
This represents the risk that internal controls at the Library maybe circumvented toachieve desired financial results or gain inappropriate access to financial resources
In order to address this risk we will perform the followingbull All non-routine journal entries are reviewed and approved by the appropriate
level of managementbull We will review manual journal entries focusing on large and unusual entriesbull We will review accounting estimates for biases that could result in material
misstatementbull We will incorporate unpredictable procedures in the audit approach
Risk of fraud in revenue The risk of fraud in revenue recognition is a presumed significant risk underrecognition Canadian Auditing Standards We will assess this risk through the consideration of
the Libraryrsquos revenue recognition policies the incentivepressure to fraudulentlymisstate revenue and the potential opportunity
In order to address this risk we will perform the following
bull Update our understanding of managementrsquos processes and internal controlssurrounding revenue recognition
bull Obtain confirmations from the City of Toronto for subsidies received duringthe year
bull Test significant revenue streams through testing a sample of transactions tosupporting documents
Materiality Misstatements are considered to be material if they could reasonably be expected toinfluence the economic decisions of users of the financial statements We have set apreliminanrsquo materialihrsquo of S6i6oooo We will report unadjusted and adjusted itemsover S6i6ooo to the Board on completion of the audit
Fraud risk We discuss fraud risk annually with the Board Through our planning process (andprior yearsrsquo audits) we developed an understanding of your oversight processesincluding
Employee code of ethicsmdash Discussion at Board meetings and our attendance at those meetings or
reviewing minutes of meetingsmdash Presentations by management including business performance reviewsmdash Signing authorities
Are there any new processes or changes to the items above that we should be awareoP
We are not aware of any fraud Are you aware of instances of any actual suspected or
____________________________
alleged fraud affecting the Library
PwC 2
Toronto Public Ubrary Board Audit plan for the year ending December 31 2016
The matters raised In this and other reports that will flow from the audit are only those that have come to our attention arising from or relevant toour audit that we believe need to be brought to your attention They are not a comprehensive record of all the matters arising and in particularwe cannot be held responsible for reporting all risks in your business or all internal control weaknesses This report has been prepared solely foryour use It was not prepared or intended for any other purpose No other person or entity shall place any reliance upon the accuracy orcompleteness of statements made herein PwC does not assume responsibility to any third party and in no event shall PwC have any liabilityfor damages costs or losses suffered by reason of any reliance upon the contents of this report by any person or entity other than you
PwC 3
copy 2015 PricewaterhouseCoopers LLP an Ontario limited liability partnership All rights reserved
Board Resolutions ndash Status Report 1
STAFF REPORT INFORMATION ONLY
Board Resolutions ndash Status Report
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report lists the status of outstanding Toronto Public Library Board resolutions
BACKGROUND INFORMATION
At the April 2 2012 meeting the Toronto Public Library Board approved the inclusion of
Board Resolutions ndash 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 ndash Status Report ndash November 21 2016
18
1
STATUS REPORT
TORONTO PUBLIC LIBRARY BOARD RESOLUTIONS
AS AT NOVEMBER 21 2016
DATE OF
MEETING
MOTION
(Ref Minute )
STATUS
TARGET
DATE
Sep 8 2014 14-150 ndash Notice of Motion Funding and Timing of
PerthDupont Branch Relocation
5 requests that the local City Councillor consult
with the local community and make a
recommendation to the Board for a new name for
the relocated branch (which will no longer be
located at the corner of Perth and Dupont)
IN PROGRESS Staff to bring a recommendation to
the Board for a new name for the relocated branch to
the Board for approval
To be
determined
Feb 22 2016 16-040 ndash Naming Opportunity ndash Daniel Grafton
Hill III
2 requests staff to provide updates to the
Toronto Public Library Board on this
initiative at strategic intervals
IN PROGRESS This initiative is dependent on a
future branch capital project and consultation
process
To be
determined
Oct 24 2016 16-193 ndash Toronto Public Library Board ndash Self-
Evaluation
2 conducts a pilot self-evaluation during the
month of November 2016 and discusses the
results of the evaluation at the January 2017
meeting
IN PROGRESS A report is expected to be provided
at the January 2017 meeting
January 2017
meeting
Attachment 1
Runnymede Branch ndash Award of Tender 4
CONTACT
Moe Hosseini-Ara Director Branch Operations and Customer Experience
Tel 416-397-5944 E-mail mhosstorontopubliclibraryca
Gail Rankin Senior Manager Facilities Management Tel 416-395-5881
E-mail grankintorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
13 aLIBRARYAPPROVED MINUTES Page I
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 1 Tuesday May 31 2016 from 540 pm to 725 pmToronto Reference Library Board Room 789 Yonge Street Toronto
Members PresentMr Ron CarinciMs Lindsay ColleyMs Dianne LeBretonMs Sue Graham-Nutter
RegretsMs Archana Shah
SPPM Call to Order16-001 Elizabeth Glass Director Policy Planning amp Performance Management and the
City Librarianrsquos desiwiate called the meeting to order at 540 pm
SPPM Election of Chair of the Strategic Plan Performance Measures Committee16-002 Elizabeth Glass called for nominations for the Chair of the Strategic Plan
Performance Measures Steering Committee
Moved by 1 CarinciThat1 Dianne LeBreton be nominated for chair
carriedDianne LeBreton agreed to stand for election
There being no further nominations it wasMoved by L ColleyThat the Strategic Plan Performance Measures Committee1 closes nominations
carried
Elizabeth Glass declared Diarme LeBreton duly elected Chair of the Strategic PlanPerformance Measures Committee by acclamation
Dianne LeBreton assumed the Chair
APPROVED MINUTES Page 2
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 1 Tuesday May 31 2016 from 540 pm to 725 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Declarations of Conflict of Interest16-003 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda16-004 Moved by R (lsquoarinci
That the Strategic Pla ii Perbnnance Measures Committee1 approves the agenda
Carried
SPPM Communications16-005 There were no Communications items at the May 31 2016 Strategic Plan
Performance Measures Committee meeting
SPPM Presentations16-006 There were no public presentations at the May 31 2016 Strategic Plan
Performance Measures Committee meeting
Item for ApprovalSPPM Strategic Plan 2016-20 19 Status and Performance Management Reporting Tools
Elizabeth Glass and Michele Melady Acting Manager Planning amp Developmentprovided a presentation on status and performance management reporting tools
16-007 Committee DecisionIrsquofo red by K CauinciThat the Strategic Plan Perbrmance Measurement Committee1 considers the summary of Toronto Public Library s strategic priority
alignment witi key City strategiesbr information (Attachment 1)2 considers the template that will he used for the semimdashannual status report
on Strategic Plan activitiesbr 2016br presentation to the Library Boardin June fbr inbnnation Attacunent 2)
3 considers the Divi Strategic Plan Dashboard to provide recommendationson the brmat so that staff cciii make revisions and populate the templatewith nwasuucs br the next Steering Committee Meeting (Attachment 3)
Carried as amended
APPROVED MINUTES Page 3
Toronto Public library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 1 Tuesday May 31 from 540 pm to 725 pmToronto Reference Library Board Room 789 Yonge Street Toronto
MotionsSee the followingMoved by R CarinciThat the Strategic Plan Performance Measures Committee1 considers the summary of Toronto Public Libraryrsquos swategic priority
alignment with key City strategies for information (Attachment 1)2 endorses (lie template that will be usedfor the semi-annual status report
on Strategic Plan activities for 2Ol6for presentation to the Library Boardin June for information (Attachment 2)
3 considers the Draft Strategic Plan Dashboard to pro viderecommendations on the format so that staffcan make revtcions andpopulate the template with measures for the next Steering ConmitteeMeeting (Attachment 3)
Amended
Moved in amendment by S Graham-NutterThat the Motion moved by R Carbici be amended to change the word endorsesrdquoin Recommendation 2 to the word considers so that it reads asjoacutellows1 considers the template that will be usedJar the semi-annual status report
on Strategic Plan activitiesfor 2016for presentation to the Library Boardin June for information (Attachment 2)
Carried
SPPM Adjournment16-008 Moved by pound Graham-Nutter
That the Strategic Plan Perjagravermance Measures Committee1 adjourns the May 31 2016 Strategic Plan Performance Measures
Committee meetingCarried
The meeting ended at 725 pm c)r -
Signed ( I lsquoI 7lt--
TORONTOPUB LIC
LIBRARYAPPROVED MINUTES Page 1
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 2 Wednesday July 13 2016 from 530 pm to 635 pmToronto Reference Library Board Room 789 Yonge Street Toronto
Members PresentMs Dianne LeBreton (Chair)Ms Lindsay CofleyMs Sue Graham-NutterMs Archana Shah
RegretsMr Ron Carinci
SPPM Call to Order16-010 Dianne LeBreton called the meeting to order at 530 pm
SPPM Declarations of Conflict of Interest16-011 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda16-012 Moved byL colley
That the Strategic Plan Petformance Measures Committee1 approves the agenda
Carried
SPPM Confirmation of IrsquoIay 31 2016 Strategic Plan Performance Measures Committee16-0 13 Meeting Minutes
Moved by L ColleyThat the Strategic Plan PerJbrmance Measures Committee1 confirms the Minutes of the May 31 2016 Strategic Plan Performance
Measures CommitteeCarried
APPROVED MENUTES Page 2
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteelNrsquoIeeting No 2 Wednesday July 13 from 530 pm to 635 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Business Arising from the Minutes16-014 There were no Business Arisingfrom the Mintues items at the July 13 2016
Strategic Plan Performance Measures Committee meeting
SPPM Communications16-015 There were no Communications items at the July 13 2016 Strategic Plan
Performance Measures Committee meeting
SPPM Presentations16-016 There were no public presentations at the July 13 2016 Strategic Plan
Performance Measures Committee meeting
Itemfor ApprovalSPPM Strategic Plan 2016-2019 Status and Performance Management Reporting Tools16-0 17 Elizabeth Glass Director Policy Planning amp Performance Management and
Linda Hazzan Director Communications Progranuning amp CustomerEngagement provided a presentation on status and performance managementreporting tools
Moved byA ShahThat the Strategic Plan Performance Measurement Committee1 considers the attached presentation materials and2 directs staffto further develop the balanced score card key performance
indicators and the Strategic Plan dashboard and indicatorsfor a StrategicPlan Performance Measures Steering committee meeting in September
CarriedSPPM Adjournment16-018 iWoved by S Graham-Nutter
That the Strategic Plan Performance ArsquoJeasures Committee1 adjourns the July 13 2016 Strategic Plan Performance Measures
Committee meeting
Carried
The meeting ended at 635 pm-
Signed lsquoiV i f
TORONTOPUB LIC
LIBRARYAPPROVED MINUTES Page 1
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 3 Tuesday September 20 2016 from 530 pm to 630 pmToronto Reference Library Board Room 789 Yonge Street Toronto
Members PresentMs Dianne LeBreton (Chair)ML Ron CadnciMs Lindsay ColleyMs Archana ShahMs Sue Graham-Nutter
Regrets
SPPM Call to Order16-019 Dianne LeBreton called the meeting to order at 530 pm
SPPM Declarations of Conflict of Interest16-020 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda16-021 Moved by L Colley
That the Strategic Plan Performance Measures Committee1 approves the agenda
Carried
SPPM Confirmation of July 13 2016 Strategic Plan Performance Measures Committee16-022 Meeting Minutes
Moved by L ColleyThat the Strategic Plan Peiformance Measures Committee1 confirms the Minutes of the fitly 13 2016 Strategic Plan Performance
Measures Committee
Carried
APPROVED MINUTES Page 2
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 3 Tuesday September 20 2016 from 530 pm to 630 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Business Arising from the Minutes16-023 There were no Business Arisingfrom (lie Minutes items at the September 20 2016
Strategic Plan Performance Measures Committee meeting
SPPM Communications16-024 There were no Communications items at the September 20 2016 Strategic Plan
Performance Measures Committee meeting
SPPM Presentations16-025 There were no public presentations at the September 20 2016 Strategic Plan
Performance Measures Committee meeting
Itemfor ApprovalSPPM Strategic Plan 2016-2019 Accountability Framework and Reporting Tools16-026 Elizabeth Glass Director Policy Planr1ing amp Performance Management
provided a presentation on accountability framework and reporting tools
Moved by S Graham-NurterThat the Strategic Plan Performance Afeasurement Committee1 considers the approach ofusing logic models and a balanced scorecard as
the strategic plan accountabilityframework and a dashboard to visuallyrepresent the progress and achievement as outlined in the flowchart(Attachment 1k
2 endorses the logic model examples that will be used as templates fordeveloping a logic model for each strategic priority (Attachments 2 and3k
3 endorses the balanced scorecard and recommended key performanceindicatorsJbr the Boardrsquos monitoring and assessment ofthe strategicplan lsquo5 progress (Attachment 1)
Deferred
The Committee deferred consideration of the recommendations in the StrategicPlan 2016-2019 Accountability Framework and Reporting Tools report until thenext meeting of the Committee
APPROVED MINUTES Page 3
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 3 Tuesday September 20 from 530 pm to 630 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Adjournment16-027 Moved by L Colley
That the Strategic Plan Performance Measures Committee1 adjourns the September 20 20J6 Strategic Plan Performance Measures
Conunittee meetingCarried
The meeting ended at 630 pm - - - I
Signed (V UrsquoL
MINUTES Page 1
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
13b
Members Present
Mr Ron Carinci
Ms Lindsay Colley
Ms Archana Shah
Ms Sue Graham-Nutter
Regrets
Ms Dianne LeBreton (Chair)
SPPM Call to Order
16-028 Vickery Bowles called the meeting to order at 530 pm Ms Bowles advised that
Dianne LeBreton committee chair was unexpectedly unable to attend the
meeting An election of an acting chair was required
SPPM Declarations of Conflict of Interest 16-029 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda 16-030 Moved by R Carinci
That the Strategic Plan Performance Measures Committee approves the agenda
as revised to
1 elect an Acting Chair for the November 7 2016 meeting in the absence of
the Committee Chair
Carried
MINUTES Page 2
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Election of Acting Chair
16-031 Vickery Bowles called for nominations for the Acting Chair of the Strategic Plan
Performance Measures Steering Committee
Moved by R Carinci
That
1 Sue Graham-Nutter be nominated for Acting Chair
Carried
Sue Graham-Nutter agreed to stand for election
There being no further nominations it was
Moved by R Carinci
That the Strategic Plan Performance Measures Committee
1 closes nominations
Carried
Vickery Bowles declared Sue Graham-Nutter duly elected Acting Chair of the
Strategic Plan Performance Measures Committee by acclamation
Sue Graham-Nutter assumed the Chair
SPPM Confirmation of September 20 2016 Strategic Plan Performance Measures
16-032 Committee Meeting Minutes Moved by R Carinci
That the Strategic Plan Performance Measures Committee
1 confirms the Minutes of the September 20 2016 Strategic Plan
Performance Measures Committee
Carried
SPPM Business Arising from the Minutes
16-033 There were no Business Arising from the Minutes items at the November 7 2016
Strategic Plan Performance Measures Committee meeting
SPPM Communications
16-034 There were no Communications items at the November 7 2016 Strategic Plan
Performance Measures Committee meeting
MINUTES Page 3
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Presentations
16-035 There were no public presentations at the November 7 2016 Strategic Plan
Performance Measures Committee meeting
Item for Approval
SPPM Strategic Plan 2016-2019 Accountability Framework Reporting Tools and Key
16-036 Performance Indicators
Elizabeth Glass Director Policy Planning amp Performance Management
responded to questions from committee members
Moved by L Colley
That the Strategic Plan Performance Measurement Committee
1 endorses the Strategic Plan accountability framework as outlined in the
flowchart (Attachment 1)
2 endorses the logic model examples that will be used as templates for
developing a logic model for each strategic priority (Attachments 2
and 3)
3 endorses the balanced scorecard and recommended key performance
indicators for the Boardrsquos monitoring and assessment of the Strategic
Planrsquos progress (Attachment 4)
Carried
Staff were directed to provide Board members with an overview of the
accountability framework for the Strategic Plan with the tools KPIs and the
reporting timelines
SPPM Adjournment
16-037 Moved by L Colley
That the Strategic Plan Performance Measures Committee
1 adjourns the November 7 2016 Strategic Plan Performance Measures
Committee meeting
Carried
The meeting ended at 600 pm
Signed
Strategic Plan 2016-2019 Accountability Framework 1
STAFF REPORT ACTION REQUIRED
Strategic Plan 2016-2019 Accountability Framework
Date November 21 2016
To Toronto Public Library Board
From Strategic Plan Performance Measures Committee
SUMMARY
The purpose of this report is to recommend the approval of the Strategic Plan 2016-2019
Accountability Framework to the Toronto Public Library Board
A Strategic Plan Performance Measures Committee was established on April 25 2016 to
provide advice and recommendations to the Board for strengthening the Boardsrsquo
monitoring and assessment of the strategic planrsquos implementation for compliance and
progress
The Committee met four times from May to November 2016 to receive and inform the
development of the Strategic Plan 2016-2019 Accountability Framework which contains
three main tools a balanced scorecard with key performance indicators a dashboard to
visually present the results and a logic model to show the alignment between the strategic
priorities key activities over four years and the expected outcomes and impact
At its November 7 2016 meeting the Committee endorsed the Accountability Framework
and concluded its work
RECOMMENDATIONS
The Strategic Plan Performance Measures Committee recommends that the Toronto
Public Library Board
1 approves the Strategic Plan 2016-2019 Accountability Framework
FINANCIAL IMPACT
There is no financial impact beyond what has already been approved in the current yearrsquos
budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
13c
Strategic Plan 2016-2019 Accountability Framework 2
DECISION HISTORY
At its April 25 2016 meeting the Library Board received the following report Strategic
Plan Performance Measures Committee Terms of Reference and approved the Terms of
Reference for the Strategic Plan Performance Measures Committee as outlined in
Attachment 1
httpwwwtorontopubliclibrarycacontentabout-the-
librarypdfsboardmeetings2016apr2512-performance-measures-committee-terms-of-
referencepdf
httpwwwtorontopubliclibrarycacontentabout-the-
librarypdfsboardmeetings2016apr2512-performance-measures-committee-terms-of-
reference-att-1pdf
At its May 31 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Status and Performance
Management Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-may-31jsp
At its July 13 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Status and Performance
Management Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-jul-13jsp
At its September 20 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Accountability
Framework and Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-sep-20jsp
At its November 7 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Accountability
Framework Reporting Tools amp key Performance Indicators
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-nov-07jsp
ISSUE BACKGROUND
The Strategic Plan Performance Measures Committee was established on April 25 2016 to
provide advice and recommendations to the Library Board for strengthening the Boardrsquos
monitoring and assessment of the strategic planrsquos implementation for compliance and
progress
During the development of the Accountability Framework and the reporting tools the
Committee met four times from May to November 2016 to receive information and provide
advice At its November 7 2016 meeting the Committee endorsed the Framework and
concluded its work
Strategic Plan 2016-2019 Accountability Framework 3
COMMENTS
There are three broad outcomes for the Strategic Plan 2016-2019 based on input gathered
from Toronto residents during the strategic plan consultation process
Expanding Access
Increasing Opportunity
Building Connections
Six strategic priorities were established to advance the broad outcomes
Advancing TPLrsquos digital platforms
Breaking down barriers to access driving inclusion
Expanding access to technology and training
Establishing TPL as Torontorsquos centre for continuous and self-directed learning
Creating community connections through cultural experiences
Transforming for 21st century service excellence
The purpose of the Accountability Framework is to guide the development monitoring and
reporting of the annual work plan for each of the four years from 2016 to 2019 and the
overall achievements of the Strategic Plan over four years It serves as
a reporting structure for the Board to monitor the progress of the strategic plan and
provide guidance
a public facing reporting tool to demonstrate openness and accountability
an internal tool to advance shared understanding of the strategic priorities and guide the
work of staff
The Accountability Framework is composed of three main tools
1 Balanced Scorecard with key performance indicators (Attachment 1 amp Attachment 2)
The overall achievements of the strategic plan will be reported using a balanced
scorecard approach with key performance indicators established under four
perspectives Customer Operational Learning amp Growth and Financial Work plan
achievements will be reported to the Board in a semi-annual status report
2 Dashboard (Attachment 3)
A dashboard format will be used to visually present the strategic plan achievements
as measured against the key performance indicators and targets This will be reported
to the Board annually
3 Logic Models
A logic model (Attachment 4) is developed to align the six strategic priorities with
key activities the broad outcomes and the contribution to the success of City of
Torontorsquos key strategies over four years
Logic models will also be developed for each strategic priority with appropriate key
activities and outcomes to guide the development of annual work plans strategic
Strategic Plan 2016-2019 Accountability Framework 4
partnerships and funding priorities Attachment 5 shows an example of a logic model
for Strategic Priority 2 Breaking down barriers to access driving inclusion
The flowchart in Attachment 6 illustrates the relationship of the three tools The key activity
of Expanding Access to branches and community service points under Priority 2 is provided
as an example
CONTACT
Elizabeth Glass Director Policy Planning amp Performance Management
Tel 416-395-5602 E-mail eglasstorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Balanced Scorecard with Key Performance Indicators
Attachment 2 List of Strategic Plan 2016-2019 Key Performance Indicators
Attachment 3 Dashboard example
Attachment 4 Strategic Plan 2016-2019 Logic Model
Attachment 5 Strategic Plan 2016-2019 Priority 2 Logic Model
Attachment 6 Strategic Plan 2016-2019 Accountability Framework Flowchart
Strategic Plan 2016 mdash 2019 Balanced Scorecard Attachment 1
Key Performance Indicators
Total number of active members
bull Total use per capita
bull Visits per capita
bull Virtual visits per capita
bull In-branch technology utilization rate internet access workstationper 100000 population wireless connections per capita
bull Utilization rate (program capacity) learning programs(ESL + Literacy + User Ed + lifelong learning)
bull Utilization rate of technology training programs
bull Utilization rate of cultural programs
bull ft of branches providing regular after-schoolprogramming from September to June
bull User satisfaction overall
bull User satisfaction in-branch technology(computers software wifi)
Users satisfaction knowledge andhelpfulness of staff
Key Performance Indicators
bull Total Open Hours
bull ft of Sunday branches (September to June)
bull ft of NIA Sunday branches (September to June)
bull ft of Sunday branches (Year-round)
ft of NIA Sunday branches (Year-round)
Turnover rate of circulating items
of special collections that are digitized
KKey Performance Indicators
bull Logic Models and evaluation frameworksdeveloped for strategic priorities
bull Spending in staff development (Total Averageper staff)
bull staff who report they have the skills andtraining to meet service delivery outcomes
bull of staff who report high levels ofengagement
Key Performance Indicators
bull Cost per use
Operating Expenditures
Operating expenditures per capita
Operating expenditures for electronic materials
Operating expenditures for digital technology
bull Total funding
bull Total funding per capita
bull Total funding from TPL Foundation
Page 1 of 1
Strategic Plan 2016-2019 Balanced Scorecard Key Performance Indicators
Customer Perspective Operational Perspective Learning amp Growth Perspective Financial Perspective
Total number of active members
Total use per capita o Visits per capita
Virtual visits per capita
In-branch technology utilization rate internet access workstation per 100000 population wireless connections per capita
Utilization rate (program capacity) learning programs (ESL + Literacy + User Ed + lifelong learning)
Utilization rate of technology training programs
Utilization rate of cultural programs
of branches providing regular after-school programming from September to June
User satisfaction overall
User satisfaction in-branch technology (computers software wifi)
Users satisfaction knowledge and helpfulness of staff
Total Open Hours o of Sunday branches
(September to June) o of NIA Sunday branches
(September to June) o of Sunday branches
(Year-round) o of NIA Sunday branches
(Year-round)
Turnover rate of circulating items
of special collections that are digitized
Logic Models and evaluation frameworks developed for strategic priorities
Spending in staff development (Total Average per staff)
staff who report they have the skills and training to meet service delivery outcomes
of staff who report high levels of engagement
Cost per use
Operating Expenditures o Operating expenditures per
capita
Operating expenditures for electronic materials
Operating expenditures for digital technology
Total funding o Total funding per capita o Total funding from TPL
Foundation
Attachment 2
Attachment 3
Strategic Plan 2016-2019 Dashboard
Key Performance Indicators
Example Open Hours
2016 Activities that will move the dial Status
Sunday service expanded to create year-round service at 6 District and 2 R amp R branches and added to 6 neighbourhood branches to provide seasonal Sunday service
Measure Baseline (2015) Current (Dec 2016) Target (2019) change
Total open hours 269672 hours 274397 hours 281878 hours + 45
Attachment 4
Toronto Public Library Strategic Plan 2016-2019 Logic Model
Torontonians are aware of library services to
address immediate needs
Create and implement Digital Strategy to develop online services
Torontonians have access to reading and
learning materials in a wide range of formats
and levels to support the joy of reading and
lifelong learning
TPL has resources and well-trained staff to
deliver strategic outcomes
Torontonians are connected through cultural
and leisure experiences and opportunites
TPL provides exceptional services and
experience at customers every point of need
TPL increased partnership and funding
opportunities with City of Toronto community
organizations and funding partners
Torontonians have improved access to
technology and staff assistance to develop
technology skills
Torontonians have expanded access to
emerging technology innovation spaces and
programs
Torontonians have new experiential
collaborative and e-learning opporunities to
support education employment and multiple
literacies
Use technology to drive improvements in business processes and
efficiency eg cloud analytics
Torontonians have equitable
support to learning and training
and gain the knowledge multiple
literacy skills and networks to
enrich their education work life and
leisure experiences
Torontonians have access to
programs and activities to support
and enhance diverse cultural
experiences and library collections
that reflect their cultural ineterests
and needs
Support readers of all ages and interests with diverse collections
readers advisory and a wide range of literary and cultural programs
Toronto children and youth have additional safe
after school social and learning environments
and programs
Priorities Key Activities
Mission Toronto Public Library provides free and equitable access to services which meet the changing needs of Torontonians The Library preserves and promotes universal
access to a broad range of human knowledge experience information and ideas in a welcoming and supportive environment
Establishing TPL as Torontos
centre for continuous and self-
dlirected learning
Impact
Expanding access to technology
and training
Advancing TPLs digital platforms
Breaking down barriers to access
driving inclusion
Expand high quality out-of-school-time programs for children and youth
Increase awareness and engagement across library channels
Allocate additional resources to sustain current and emerging
technology
Provide access to current and emerging technology and training in
library branches and community locations
Identify and remove policy barriers to online and in-person servicesToronto Public Library is a
community asset that builds
community capacity and improves
Torontonians well-being
Toronto Public Library contributes to the success of
Toronto Strong Neighbourhood Strategy 2020
Actions for strong Neighbourhoods
under five domains
Physical surroundings
Economic opportunities
Healthy lives
Social development and
Participation in civic decision-making
Toronto Public Library is a key partner in
City of Torontos Poverty Reduction Strategy
in addressing the issues of
service access and availability
Toronto Public Library supports the positive
outcomes of City of Torontos strategies for targeted
population including
Raising the Village Measuring the Well-being
of Children and Families in Toronto
Toronto Youth Equity Strategy
Toronto Newcomer Strategy
Toronto Seniors Strategy
Expand access to branches and community service points
Develop new resources programs and partnerships to deliver eLearning
programs
Provide in-branch resources space and technology to support
experiential learning
Provide resources and programs to support civic engagement
community events and discussion of social issues
Transforming for 21st century
service excellence Dedicate staff resources and training to provide expertise in key
strategic areas eg technology and literacy
Torontonians are empowered and supported in
their partcipation in civic lifeCreating community connections
through cultural experiences
Create diverse and inclusive cultural programs and experiences in
branch and online spaces
Curate and digitize special collections to reflect Torontos diverse
history culture and heritage
Develop organizational structure and culture to support innovation and
customer service excellence
ACCESS
OPPORTUNITY
CONNECTIONS
Outcomes
Torontonians have easy convienient online
access to library collections and services
Torontonians have convenient and local access
to neighbourhood spaces and services
Attachment 5
Expand online services
Develop self-serve Library Kiosks
Increased program offerings
After hours access implemented
Increased online service options
Increased self-service options
CONNECTIONS
Understand City demographics
demands and use of a full range of
library services
Develop after-hours access at branches
2 Breaking down
barriers to access
driving inclusion
Toronto Public Library contributes to the success of
City of Torontos key strategies including
Toronto Strong Neighbourhood Strategy 2020
bull Targeting appropriate resources to
respond to neighbourhood needs
Toronto Poverty Reduction Strategy
bull Address immediate needs
bull Create pathways to prosperity
bull Increase service access and availability
ACCESS
OPPORTUNITYLibrary membership options reflect
users online and branch access
needs
Provide access to current
and emerging technology
and training in library
branches and community
locations
Increase awareness and
engagement across library
channels
Sunday service expanded in target
branches
Identify and remove policy
barriers to online and in-
person services
Expand access to branches
and community service
points
Number of blocked library cards
reduced in target populations
Toronto Public Library Strategic Plan 2016-2019 Logic Model
Priority Impact
Mission Toronto Public Library provides free and equitable access to services which meet the changing needs of Torontonians The Library preserves and promotes universal access to a broad
range of human knowledge experience information and ideas in a welcoming and supportive environment
OutcomeKey Activities
Toronto Youth Equity Strategy
bull Service gaps
bull Service relevance amp accessibility
Toronto Newcomer Strategy
bull Improving access to municipal supports
bull Supporting civic engagement and
community capacity
Develop marketing strategy and conduct
publicity campaigns
Toronto Seniors Strategy
bull Equity
bull Inclusion
bull Respect
bull Quality of life
Expand access to library service in
community locations
Toronto Public Library is a
community asset that builds
community capacity and improves
Torontonians
well-being
Torontonians have equitable
support to learning and training
and gain the knowledge multiple
literacy skills and networks to
enrich their education work life
and leisure experiences
Torontonians have access to
programs and activities to support
and enhance diverse cultural
experiences and library
collections that reflect their
cultural ineterests and needsIncreased circulation of library
materials
Identify and remove policy barriers to
online and in-person services
Raising the Village Measuring the
Well-being of Children and Families in Toronto
bull Families have equitable access to
learning and training and are active in
their childrenrsquos education
bull Families belong to communities and
have the freedom to express and
opportunities to foster their culture and
identity
Torontonians are aware of library
services to address immediate needs
Conduct outreach and customer
engagement programs
Expand branch hours with additional
programs
Torontonians have easy
convienient online access to library
collections and services
Torontonians have convenient and
local access to neighbourhood
spaces and services
Attachment 6
Accountability Framework
Example
Priority Key Activity Short Term Medium Term Impact
Breaking down barriers to access
driving inclusion
Expand access to branches and
community service points
Torontonians have convenient and
local access to neighbourhood spaces
and services
Toronto Public Library is a community
asset that builds community capacity
and improves Torontonians well-being
Toronto Poverty Reduction Strategy
Increase service access and availability
Example
Customer Perspective Operational Perspective Learning amp Growth Perspective Financial Perspective
Utilization rate Service hours added Staff training Cost per use
Example
Is a visual representation of progress towards four years targets for KPIs to achieve strategic outcomes
with a baseline benchmark and annual target
Dashboard
Monitors the progress of the strategic plan across four perspectives and indentifies KPIs to measure progress towards outcomes
Links planned activities to expected outcomes
Toronto Public Library Strategic Plan 2016-2019
Implementation Compliance and Progress
Logic Model
Balanced Scorecard
Outcomes
Strategic Plan 2016-2019
Accountability Framework
November 21 2016
Toronto Public Library Board Meeting
1
Accountability Framework
Strategic Plan Performance Measures Committee
to provide advice and recommendations to the Board for
strengthening the Boardrsquos monitoring and assessment of the
strategic planrsquos implementation for compliance and progress
2
Accountability Framework
Strategic Plan Performance Measures Committee
bull Met four times from May to November 2016
bull Endorsed Accountability Framework at November 7 2016
meeting
bull Concluded its work
3
Accountability Framework
Purpose of framework
bull To guide the development monitoring and reporting of
The Annual work plan for each year from 2016-2019
The overall achievements of the Strategic Plan over four
years
4
Accountability Framework
bull A reporting structure for the Board to monitor the
progress of the strategic plan and provide guidance
bull Public facing reporting tool to demonstrate openness
and accountability
bull An internal tool for staff
5
Accountability Framework
Strategic Plan 2016-2019
bull Three broad outcomes
Access
Opportunity
Connections
And six strategic priorities
6
Accountability Framework
Strategic Plan 2016-2019
bull Six Strategic Priorities
Advancing TPLrsquos digital Platforms
Breaking down barriers to access driving inclusion
Expanding access to technology and training
Establishing TPL as Torontorsquos centre for continuous and
self-directed learning
Creating community connections through cultural
experiences
Transforming for 21st century service excellence
7
Accountability Framework
Three main tools
bull Balanced Scorecard with Key Performance
Indicators (KPIs)
bull Dashboard for visual presentation
bull Logic Models
8
Accountability Framework
Balanced Scorecard
bull A performance measurement tool developed at the
Harvard Business School
bull Provides a framework to monitor organization
performance from four perspectives the customerrsquos
perspective an internal business perspective an
innovation and learning perspective and the
financial perspective
Balance scorecard Encyclopedia of Business Gale 2000
9
10
Strategic Plan 2016 ndash 2019 Balanced Scorecard
11
Strategic Plan 2016 ndash 2019 Balanced Scorecard
Accountability Framework
Reporting timeline
bull Annual work plan achievements will be reported
to the Board in a semi-annual status report in
June and year end
bull Overall achievements of the strategic plan will be
reported annually to the Board (eg first quarter
of 2017 for 2016) using a balanced scorecard and
presented visually using a dashboard
12
Accountability Framework
13
Accountability Framework
Logic Model
bull A logic model is a systematic and visual way to present the
relationships among the resources to operate a program the
planned activities and the changes or results you hope to
achieve
14
WK Kellogg Foundation Logic Model Development Guide 2004
Accountability Framework
Logic Models
bull A Strategic Plan 2016-2019 aligns 6 strategic priorities
with
Key activities
3 broad strategic outcomes
City of Torontorsquos key strategies
bull Plus a logic model for each of the 6 strategic priorities
15
16
Strategic Plan 2016-2019 Logic Model
17
Strategic Plan 2016-2019 Priority 2 Logic Model
18
Accountability Framework
Questions amp Discussion
19
20
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 1
STAFF REPORT ACTION REQUIRED
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report proposes revised meeting dates for the December 2016 and January 2017
meetings for Toronto Public Library Board approval
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves rescheduling the December 8 2016 Toronto Public Library Board meeting
to December 12 2016 and
2 approves rescheduling the January 23 2017 Toronto Public Library Board meeting to
January 30 2017
FINANCIAL IMPACT
There is no financial impact arising from this report
The Director Finance and Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
At the January 25 2016 meeting the Board approved the schedule for meetings in 2016
including December 8 2016
At the October 24 2016 meeting the Board was provided with the proposed schedule for
meetings in 2017 including January 23 2017 for approval at the January 2017 meeting
14
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 2
COMMENTS
Library staff have recently reviewed the Cityrsquos updated budget schedule The Library Board
meeting in December is not well aligned with the Cityrsquos schedule A later December date
would provide the Board with more opportunity to be informed and kept up-to-date on the
2017 budget as well as to participate in the process As a result the rescheduling of the
December 8 2016 meeting to Monday December 12 is being recommended Board
members were canvassed and quorum is attainable for a meeting on December 12 2016
As the same scenario is also a possibility for the proposed January 23 2017 meeting it is
recommended that the date be changed to January 30 2017
Key dates for the 2017 budget process are shown below
2017 Budget Timetable
Date Political Review TPL Board
2016
Nov 21 Board meeting
Dec 2 Budget Committee launch
Dec 12 (from 8) Board meeting
Dec 161920 (21) Budget Committee presentations
2017
Jan 5 910 Budget Committee public deputations
Jan 12 Budget Committee wrap-up
Jan 24 Budget Committee final
Jan 30 (from 23) Board meeting
Feb 7 Executive Committee
Feb 15 16 (17) Council approval
Feb 21 Board meeting
CONTACT
Nancy Marshall Library Board Officer City Librarianrsquos Office
Tel 416-393-7215 E-mail nmarshalltorontopubliclibraryca
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 3
SIGNATURE
______________________________
Vickery Bowles
City Librarian
Holiday Closures 2017 and January 2018 1
STAFF REPORT ACTION REQUIRED
Holiday Closures 2017 and January 2018
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The purpose of this report is to recommend and receive Toronto Public Library Board
approval for the schedule of holiday closures for 2017 and January 2018
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves the schedule of holiday closures for 2017 and January 2018 as provided
in Attachment 1
FINANCIAL IMPACT
There is no financial impact to the 2017 operating budget arising from the
recommendation in this report The recommended closures are included in the proposed
2017 operating budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
Where Library Board approval is required to establish holiday closures the matter comes
before the Board in the preceding year to ensure adequate notice to the public and staff
COMMENTS
At its meeting on October 26 2015 the Library Board approved the Library closure for
New Yearrsquos Day 2017 on Monday January 2 2017
15
Holiday Closures 2017 and January 2018 2
The Library is open for regular service on Remembrance Day Saturday November 11
2017
The Library will be closed on Monday December 25 2017 for Christmas Day and
Tuesday December 26 2017 for Boxing Day
In 2018 New Yearrsquos Day falls on a Monday and the Library will be closed
All full-time employees whose scheduled day off falls on a holiday closure are
compensated with a day in lieu to be taken at another agreed upon time
It is the practice of the Library to close on the Sundays adjacent to public holidays with
the exception of Family Day
The schedule of holiday closures for 2017 and January 2018 is provided in Attachment 1
CONTACT
Dan Keon Director Human Resources Tel 416-395-5850
E-mail dkeontorontopubliclibraryca
SIGNATURE
_____________________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Holiday Closures 2017 and January 2018
Toronto Public Library Holiday Closures 2017 and January 2018
Sunday January 1 2017 New Yearrsquos Day Closed
Monday January 2 2017 For New Yearrsquos Day Closed
Monday February 20 2017 Family Day Closed
Friday April 14 2017 Good Friday Closed
Sunday April 16 2017 Easter Sunday Closed
Monday April 17 2017 Easter Monday Closed
Monday May 22 2017 Victoria Day Closed
Saturday July 1 2017 Canada Day Closed
Monday August 7 2017 Civic Holiday (Simcoe Day) Closed
Monday September 4 2017 Labour Day Closed
Monday October 9 2017 Thanksgiving Day Closed
Sunday December 24 2017 Christmas Eve Closed
Monday December 25 2017 Christmas Day Closed
Tuesday December 26 2017 Boxing Day Closed
Sunday December 31 2017 New Yearrsquos Eve Closed
Monday January 1 2018 New Yearrsquos Day Closed
New Yearrsquos Day 2017 closure approved by the Library Board on October 26 2015
Attachment 1
Audit Plan for the Year Ending December 31 2016 1
STAFF REPORT INFORMATION ONLY
Audit Plan for the Year Ending December 31 2016
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The attached report from PricewaterhouseCoopers the external auditors summarizes the
planning for their audit of the 2016 financial statements for the Toronto Public Library
Board
FINANCIAL IMPACT
The proposed audit fee of $25000 inclusive of expenses and exclusive of Harmonized
Sales Tax (2015 ndash $25000) is included in the 2016 operating budget It is important to
note that the audit fee does not include extra audit work that may be required due to
scope changes and PricewaterhouseCoopers will advise management as soon as possible
if this were to happen
This is the second year of a five-year audit contract that the City has negotiated The fee
will remain unchanged for the duration of the contract
ISSUE BACKGROUND
Under Section 139 of the City of Toronto Act 2006 the City is required to appoint an
auditor licensed under the Public Accounting Act 2004 who is responsible for annually
auditing the accounts and transactions of the City and its local boards and expressing an
opinion on the financial statements of these entities based on the audit
Council at its March 2015 meeting approved the recommendation of the Audit
Committee to appoint PricewaterhouseCoopers as the external auditor for the City and
Library The contract with PricewaterhouseCoopers is for five years ending with the
audit of the December 31 2019 financial statements
As part of the annual audit PricewaterhouseCoopers provides an Audit Plan report to the
Toronto Public Library Board The auditors will conduct their audit of the 2016 financial
statements pursuant to this plan
17
Audit Plan for the Year Ending December 31 2016 2
COMMENTS
Attached is PricewaterhouseCoopersrsquo Audit Plan for the Library which summarizes their
view on audit risks the nature extent and timing of the audit work and the terms of
engagement
On completion of the audit PricewaterhouseCoopers will issue the Audited Financial
Statements and a Year-End Report to the Board that will provide key matters for
discussion significant audit accounting and financial reporting matters summary of
unadjusted and adjusted items other required communications internal control
recommendations and a confirmation of auditor independence
Work on the interim audit was completed in October 2016 and the year-end audit is
expected to be completed by March 2016
CONTACT
Larry Hughsam Director Finance amp Treasurer Tel 416-397-5946
E-mail lhughsamtorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Board ndash Audit Plan for the year ending
December 31 2016
wwwpwccomca
Audit planfor the yearendingDecember31 2016
Toronto PublicLibrary Board
pwc
pwc
October 28 2016
Members of the BoardToronto Public Library Board
Dear Members of the Board
We are pleased to present an overview of our audit plan for the 2016 audit of the financial statementsof Toronto Public Library Board (the Library) prepared in accordance with Canadian Public SectorAccounting Standards (PSAS) (referred to as the ldquofinancial statementsrdquo from now on)
This overview includes our view on audit risks and the nature extent and timing of our audit work
We value your feedback and if you have any questions about the identified risks and our audit approachplease do not hesitate to contact the undersigned at (416) 228-1922
Yours very truly
Tern McUnnonPartnerRisk Assurance Services
cc Mr Larry Hughsam Director Finance and Treasurer
PricewatcrhouseCoopers UPnyC Tower i8 York Street Suite 2600 Toronto Ontario Canada M oB2T +1 416 8631133 F +1 416 365 8215 wwwpwccomca
lsquoPwt relera to Pdcewatethousetoopers LLP an Ontario limiled liabiLity paruiership
Toronto Public Library Board Audit plan for the year ending December 31 2016
Communications to the Board
Key mattersfor Commentsdiscussion
Client service team Tern McKinnon is your engagement leader and Julianne Cooke is your engagementmanager
Service deliverables We will audit the Libraryrsquos financial statements as of December 31 2016 and for theyear then ending prepared in accordance with PSAS
Our engagement letter which has been signed by the City of Toronto sets out theterms and conditions for our engagement as the independent auditor of the Libraryfor the above-mentioned year In addition our engagement letter outlines ourresponsibilities as the auditor and the responsibilities of management
Audit timeline We worked with management to develop this project timelinemdash Interim visit October 17-21 2016mdash Year-end visit March20 mdash March 31 2017mdash Clearance meeting with management To be confirmedmdash Deliveryfiling of financial statements To be confirmed
Audit approach Our audit approach is a mixture of tests of internal controls and substantive testingOur audit approach is designed to allow us to execute a quality and efficient auditWe do this byi gaining an understanding of the business by focusing on new developments
and key business issues affecting the Library as well as managementrsquosmonitoring of controls and business processes
ii identiring significant audit risks sharing our perspectives obtaining yourfeedback and ensuring our audit is tailored to these risks
iii using well-reasoned professional judgment especially in areas that aresubjective or require estimates and
iv leveraging reliance where possible on the Libraryrsquos internal controls andinformation technology and data systems
In the current year our planned work will include testing of key controls in thefollowing areasmdash Purchases payables and disbursementsmdash Payroll
All other areas will be subject to tests of detail
Significant risks are risks of material misstatement that we think need special auditconsideration We identified several significant audit risks and plan to address themas follows Please let us know if you agree that these are the most significant risksfrom your point of view and if you have any other areas of concern
PwC I
Toronto Public Library Board Audit plan for the year ending December 31 2016
Significant risk to Managementrsquos response and our audit approachdiscuss
Risk of management Accounting regulatory authorities require that the risk of material misstatement dueoverride of controls to management override of controls be considered a significant risk on every audit
engagement
This represents the risk that internal controls at the Library maybe circumvented toachieve desired financial results or gain inappropriate access to financial resources
In order to address this risk we will perform the followingbull All non-routine journal entries are reviewed and approved by the appropriate
level of managementbull We will review manual journal entries focusing on large and unusual entriesbull We will review accounting estimates for biases that could result in material
misstatementbull We will incorporate unpredictable procedures in the audit approach
Risk of fraud in revenue The risk of fraud in revenue recognition is a presumed significant risk underrecognition Canadian Auditing Standards We will assess this risk through the consideration of
the Libraryrsquos revenue recognition policies the incentivepressure to fraudulentlymisstate revenue and the potential opportunity
In order to address this risk we will perform the following
bull Update our understanding of managementrsquos processes and internal controlssurrounding revenue recognition
bull Obtain confirmations from the City of Toronto for subsidies received duringthe year
bull Test significant revenue streams through testing a sample of transactions tosupporting documents
Materiality Misstatements are considered to be material if they could reasonably be expected toinfluence the economic decisions of users of the financial statements We have set apreliminanrsquo materialihrsquo of S6i6oooo We will report unadjusted and adjusted itemsover S6i6ooo to the Board on completion of the audit
Fraud risk We discuss fraud risk annually with the Board Through our planning process (andprior yearsrsquo audits) we developed an understanding of your oversight processesincluding
Employee code of ethicsmdash Discussion at Board meetings and our attendance at those meetings or
reviewing minutes of meetingsmdash Presentations by management including business performance reviewsmdash Signing authorities
Are there any new processes or changes to the items above that we should be awareoP
We are not aware of any fraud Are you aware of instances of any actual suspected or
____________________________
alleged fraud affecting the Library
PwC 2
Toronto Public Ubrary Board Audit plan for the year ending December 31 2016
The matters raised In this and other reports that will flow from the audit are only those that have come to our attention arising from or relevant toour audit that we believe need to be brought to your attention They are not a comprehensive record of all the matters arising and in particularwe cannot be held responsible for reporting all risks in your business or all internal control weaknesses This report has been prepared solely foryour use It was not prepared or intended for any other purpose No other person or entity shall place any reliance upon the accuracy orcompleteness of statements made herein PwC does not assume responsibility to any third party and in no event shall PwC have any liabilityfor damages costs or losses suffered by reason of any reliance upon the contents of this report by any person or entity other than you
PwC 3
copy 2015 PricewaterhouseCoopers LLP an Ontario limited liability partnership All rights reserved
Board Resolutions ndash Status Report 1
STAFF REPORT INFORMATION ONLY
Board Resolutions ndash Status Report
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report lists the status of outstanding Toronto Public Library Board resolutions
BACKGROUND INFORMATION
At the April 2 2012 meeting the Toronto Public Library Board approved the inclusion of
Board Resolutions ndash 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 ndash Status Report ndash November 21 2016
18
1
STATUS REPORT
TORONTO PUBLIC LIBRARY BOARD RESOLUTIONS
AS AT NOVEMBER 21 2016
DATE OF
MEETING
MOTION
(Ref Minute )
STATUS
TARGET
DATE
Sep 8 2014 14-150 ndash Notice of Motion Funding and Timing of
PerthDupont Branch Relocation
5 requests that the local City Councillor consult
with the local community and make a
recommendation to the Board for a new name for
the relocated branch (which will no longer be
located at the corner of Perth and Dupont)
IN PROGRESS Staff to bring a recommendation to
the Board for a new name for the relocated branch to
the Board for approval
To be
determined
Feb 22 2016 16-040 ndash Naming Opportunity ndash Daniel Grafton
Hill III
2 requests staff to provide updates to the
Toronto Public Library Board on this
initiative at strategic intervals
IN PROGRESS This initiative is dependent on a
future branch capital project and consultation
process
To be
determined
Oct 24 2016 16-193 ndash Toronto Public Library Board ndash Self-
Evaluation
2 conducts a pilot self-evaluation during the
month of November 2016 and discusses the
results of the evaluation at the January 2017
meeting
IN PROGRESS A report is expected to be provided
at the January 2017 meeting
January 2017
meeting
Attachment 1
13 aLIBRARYAPPROVED MINUTES Page I
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 1 Tuesday May 31 2016 from 540 pm to 725 pmToronto Reference Library Board Room 789 Yonge Street Toronto
Members PresentMr Ron CarinciMs Lindsay ColleyMs Dianne LeBretonMs Sue Graham-Nutter
RegretsMs Archana Shah
SPPM Call to Order16-001 Elizabeth Glass Director Policy Planning amp Performance Management and the
City Librarianrsquos desiwiate called the meeting to order at 540 pm
SPPM Election of Chair of the Strategic Plan Performance Measures Committee16-002 Elizabeth Glass called for nominations for the Chair of the Strategic Plan
Performance Measures Steering Committee
Moved by 1 CarinciThat1 Dianne LeBreton be nominated for chair
carriedDianne LeBreton agreed to stand for election
There being no further nominations it wasMoved by L ColleyThat the Strategic Plan Performance Measures Committee1 closes nominations
carried
Elizabeth Glass declared Diarme LeBreton duly elected Chair of the Strategic PlanPerformance Measures Committee by acclamation
Dianne LeBreton assumed the Chair
APPROVED MINUTES Page 2
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 1 Tuesday May 31 2016 from 540 pm to 725 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Declarations of Conflict of Interest16-003 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda16-004 Moved by R (lsquoarinci
That the Strategic Pla ii Perbnnance Measures Committee1 approves the agenda
Carried
SPPM Communications16-005 There were no Communications items at the May 31 2016 Strategic Plan
Performance Measures Committee meeting
SPPM Presentations16-006 There were no public presentations at the May 31 2016 Strategic Plan
Performance Measures Committee meeting
Item for ApprovalSPPM Strategic Plan 2016-20 19 Status and Performance Management Reporting Tools
Elizabeth Glass and Michele Melady Acting Manager Planning amp Developmentprovided a presentation on status and performance management reporting tools
16-007 Committee DecisionIrsquofo red by K CauinciThat the Strategic Plan Perbrmance Measurement Committee1 considers the summary of Toronto Public Library s strategic priority
alignment witi key City strategiesbr information (Attachment 1)2 considers the template that will he used for the semimdashannual status report
on Strategic Plan activitiesbr 2016br presentation to the Library Boardin June fbr inbnnation Attacunent 2)
3 considers the Divi Strategic Plan Dashboard to provide recommendationson the brmat so that staff cciii make revisions and populate the templatewith nwasuucs br the next Steering Committee Meeting (Attachment 3)
Carried as amended
APPROVED MINUTES Page 3
Toronto Public library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 1 Tuesday May 31 from 540 pm to 725 pmToronto Reference Library Board Room 789 Yonge Street Toronto
MotionsSee the followingMoved by R CarinciThat the Strategic Plan Performance Measures Committee1 considers the summary of Toronto Public Libraryrsquos swategic priority
alignment with key City strategies for information (Attachment 1)2 endorses (lie template that will be usedfor the semi-annual status report
on Strategic Plan activities for 2Ol6for presentation to the Library Boardin June for information (Attachment 2)
3 considers the Draft Strategic Plan Dashboard to pro viderecommendations on the format so that staffcan make revtcions andpopulate the template with measures for the next Steering ConmitteeMeeting (Attachment 3)
Amended
Moved in amendment by S Graham-NutterThat the Motion moved by R Carbici be amended to change the word endorsesrdquoin Recommendation 2 to the word considers so that it reads asjoacutellows1 considers the template that will be usedJar the semi-annual status report
on Strategic Plan activitiesfor 2016for presentation to the Library Boardin June for information (Attachment 2)
Carried
SPPM Adjournment16-008 Moved by pound Graham-Nutter
That the Strategic Plan Perjagravermance Measures Committee1 adjourns the May 31 2016 Strategic Plan Performance Measures
Committee meetingCarried
The meeting ended at 725 pm c)r -
Signed ( I lsquoI 7lt--
TORONTOPUB LIC
LIBRARYAPPROVED MINUTES Page 1
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 2 Wednesday July 13 2016 from 530 pm to 635 pmToronto Reference Library Board Room 789 Yonge Street Toronto
Members PresentMs Dianne LeBreton (Chair)Ms Lindsay CofleyMs Sue Graham-NutterMs Archana Shah
RegretsMr Ron Carinci
SPPM Call to Order16-010 Dianne LeBreton called the meeting to order at 530 pm
SPPM Declarations of Conflict of Interest16-011 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda16-012 Moved byL colley
That the Strategic Plan Petformance Measures Committee1 approves the agenda
Carried
SPPM Confirmation of IrsquoIay 31 2016 Strategic Plan Performance Measures Committee16-0 13 Meeting Minutes
Moved by L ColleyThat the Strategic Plan PerJbrmance Measures Committee1 confirms the Minutes of the May 31 2016 Strategic Plan Performance
Measures CommitteeCarried
APPROVED MENUTES Page 2
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteelNrsquoIeeting No 2 Wednesday July 13 from 530 pm to 635 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Business Arising from the Minutes16-014 There were no Business Arisingfrom the Mintues items at the July 13 2016
Strategic Plan Performance Measures Committee meeting
SPPM Communications16-015 There were no Communications items at the July 13 2016 Strategic Plan
Performance Measures Committee meeting
SPPM Presentations16-016 There were no public presentations at the July 13 2016 Strategic Plan
Performance Measures Committee meeting
Itemfor ApprovalSPPM Strategic Plan 2016-2019 Status and Performance Management Reporting Tools16-0 17 Elizabeth Glass Director Policy Planning amp Performance Management and
Linda Hazzan Director Communications Progranuning amp CustomerEngagement provided a presentation on status and performance managementreporting tools
Moved byA ShahThat the Strategic Plan Performance Measurement Committee1 considers the attached presentation materials and2 directs staffto further develop the balanced score card key performance
indicators and the Strategic Plan dashboard and indicatorsfor a StrategicPlan Performance Measures Steering committee meeting in September
CarriedSPPM Adjournment16-018 iWoved by S Graham-Nutter
That the Strategic Plan Performance ArsquoJeasures Committee1 adjourns the July 13 2016 Strategic Plan Performance Measures
Committee meeting
Carried
The meeting ended at 635 pm-
Signed lsquoiV i f
TORONTOPUB LIC
LIBRARYAPPROVED MINUTES Page 1
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 3 Tuesday September 20 2016 from 530 pm to 630 pmToronto Reference Library Board Room 789 Yonge Street Toronto
Members PresentMs Dianne LeBreton (Chair)ML Ron CadnciMs Lindsay ColleyMs Archana ShahMs Sue Graham-Nutter
Regrets
SPPM Call to Order16-019 Dianne LeBreton called the meeting to order at 530 pm
SPPM Declarations of Conflict of Interest16-020 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda16-021 Moved by L Colley
That the Strategic Plan Performance Measures Committee1 approves the agenda
Carried
SPPM Confirmation of July 13 2016 Strategic Plan Performance Measures Committee16-022 Meeting Minutes
Moved by L ColleyThat the Strategic Plan Peiformance Measures Committee1 confirms the Minutes of the fitly 13 2016 Strategic Plan Performance
Measures Committee
Carried
APPROVED MINUTES Page 2
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 3 Tuesday September 20 2016 from 530 pm to 630 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Business Arising from the Minutes16-023 There were no Business Arisingfrom (lie Minutes items at the September 20 2016
Strategic Plan Performance Measures Committee meeting
SPPM Communications16-024 There were no Communications items at the September 20 2016 Strategic Plan
Performance Measures Committee meeting
SPPM Presentations16-025 There were no public presentations at the September 20 2016 Strategic Plan
Performance Measures Committee meeting
Itemfor ApprovalSPPM Strategic Plan 2016-2019 Accountability Framework and Reporting Tools16-026 Elizabeth Glass Director Policy Planr1ing amp Performance Management
provided a presentation on accountability framework and reporting tools
Moved by S Graham-NurterThat the Strategic Plan Performance Afeasurement Committee1 considers the approach ofusing logic models and a balanced scorecard as
the strategic plan accountabilityframework and a dashboard to visuallyrepresent the progress and achievement as outlined in the flowchart(Attachment 1k
2 endorses the logic model examples that will be used as templates fordeveloping a logic model for each strategic priority (Attachments 2 and3k
3 endorses the balanced scorecard and recommended key performanceindicatorsJbr the Boardrsquos monitoring and assessment ofthe strategicplan lsquo5 progress (Attachment 1)
Deferred
The Committee deferred consideration of the recommendations in the StrategicPlan 2016-2019 Accountability Framework and Reporting Tools report until thenext meeting of the Committee
APPROVED MINUTES Page 3
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 3 Tuesday September 20 from 530 pm to 630 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Adjournment16-027 Moved by L Colley
That the Strategic Plan Performance Measures Committee1 adjourns the September 20 20J6 Strategic Plan Performance Measures
Conunittee meetingCarried
The meeting ended at 630 pm - - - I
Signed (V UrsquoL
MINUTES Page 1
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
13b
Members Present
Mr Ron Carinci
Ms Lindsay Colley
Ms Archana Shah
Ms Sue Graham-Nutter
Regrets
Ms Dianne LeBreton (Chair)
SPPM Call to Order
16-028 Vickery Bowles called the meeting to order at 530 pm Ms Bowles advised that
Dianne LeBreton committee chair was unexpectedly unable to attend the
meeting An election of an acting chair was required
SPPM Declarations of Conflict of Interest 16-029 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda 16-030 Moved by R Carinci
That the Strategic Plan Performance Measures Committee approves the agenda
as revised to
1 elect an Acting Chair for the November 7 2016 meeting in the absence of
the Committee Chair
Carried
MINUTES Page 2
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Election of Acting Chair
16-031 Vickery Bowles called for nominations for the Acting Chair of the Strategic Plan
Performance Measures Steering Committee
Moved by R Carinci
That
1 Sue Graham-Nutter be nominated for Acting Chair
Carried
Sue Graham-Nutter agreed to stand for election
There being no further nominations it was
Moved by R Carinci
That the Strategic Plan Performance Measures Committee
1 closes nominations
Carried
Vickery Bowles declared Sue Graham-Nutter duly elected Acting Chair of the
Strategic Plan Performance Measures Committee by acclamation
Sue Graham-Nutter assumed the Chair
SPPM Confirmation of September 20 2016 Strategic Plan Performance Measures
16-032 Committee Meeting Minutes Moved by R Carinci
That the Strategic Plan Performance Measures Committee
1 confirms the Minutes of the September 20 2016 Strategic Plan
Performance Measures Committee
Carried
SPPM Business Arising from the Minutes
16-033 There were no Business Arising from the Minutes items at the November 7 2016
Strategic Plan Performance Measures Committee meeting
SPPM Communications
16-034 There were no Communications items at the November 7 2016 Strategic Plan
Performance Measures Committee meeting
MINUTES Page 3
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Presentations
16-035 There were no public presentations at the November 7 2016 Strategic Plan
Performance Measures Committee meeting
Item for Approval
SPPM Strategic Plan 2016-2019 Accountability Framework Reporting Tools and Key
16-036 Performance Indicators
Elizabeth Glass Director Policy Planning amp Performance Management
responded to questions from committee members
Moved by L Colley
That the Strategic Plan Performance Measurement Committee
1 endorses the Strategic Plan accountability framework as outlined in the
flowchart (Attachment 1)
2 endorses the logic model examples that will be used as templates for
developing a logic model for each strategic priority (Attachments 2
and 3)
3 endorses the balanced scorecard and recommended key performance
indicators for the Boardrsquos monitoring and assessment of the Strategic
Planrsquos progress (Attachment 4)
Carried
Staff were directed to provide Board members with an overview of the
accountability framework for the Strategic Plan with the tools KPIs and the
reporting timelines
SPPM Adjournment
16-037 Moved by L Colley
That the Strategic Plan Performance Measures Committee
1 adjourns the November 7 2016 Strategic Plan Performance Measures
Committee meeting
Carried
The meeting ended at 600 pm
Signed
Strategic Plan 2016-2019 Accountability Framework 1
STAFF REPORT ACTION REQUIRED
Strategic Plan 2016-2019 Accountability Framework
Date November 21 2016
To Toronto Public Library Board
From Strategic Plan Performance Measures Committee
SUMMARY
The purpose of this report is to recommend the approval of the Strategic Plan 2016-2019
Accountability Framework to the Toronto Public Library Board
A Strategic Plan Performance Measures Committee was established on April 25 2016 to
provide advice and recommendations to the Board for strengthening the Boardsrsquo
monitoring and assessment of the strategic planrsquos implementation for compliance and
progress
The Committee met four times from May to November 2016 to receive and inform the
development of the Strategic Plan 2016-2019 Accountability Framework which contains
three main tools a balanced scorecard with key performance indicators a dashboard to
visually present the results and a logic model to show the alignment between the strategic
priorities key activities over four years and the expected outcomes and impact
At its November 7 2016 meeting the Committee endorsed the Accountability Framework
and concluded its work
RECOMMENDATIONS
The Strategic Plan Performance Measures Committee recommends that the Toronto
Public Library Board
1 approves the Strategic Plan 2016-2019 Accountability Framework
FINANCIAL IMPACT
There is no financial impact beyond what has already been approved in the current yearrsquos
budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
13c
Strategic Plan 2016-2019 Accountability Framework 2
DECISION HISTORY
At its April 25 2016 meeting the Library Board received the following report Strategic
Plan Performance Measures Committee Terms of Reference and approved the Terms of
Reference for the Strategic Plan Performance Measures Committee as outlined in
Attachment 1
httpwwwtorontopubliclibrarycacontentabout-the-
librarypdfsboardmeetings2016apr2512-performance-measures-committee-terms-of-
referencepdf
httpwwwtorontopubliclibrarycacontentabout-the-
librarypdfsboardmeetings2016apr2512-performance-measures-committee-terms-of-
reference-att-1pdf
At its May 31 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Status and Performance
Management Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-may-31jsp
At its July 13 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Status and Performance
Management Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-jul-13jsp
At its September 20 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Accountability
Framework and Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-sep-20jsp
At its November 7 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Accountability
Framework Reporting Tools amp key Performance Indicators
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-nov-07jsp
ISSUE BACKGROUND
The Strategic Plan Performance Measures Committee was established on April 25 2016 to
provide advice and recommendations to the Library Board for strengthening the Boardrsquos
monitoring and assessment of the strategic planrsquos implementation for compliance and
progress
During the development of the Accountability Framework and the reporting tools the
Committee met four times from May to November 2016 to receive information and provide
advice At its November 7 2016 meeting the Committee endorsed the Framework and
concluded its work
Strategic Plan 2016-2019 Accountability Framework 3
COMMENTS
There are three broad outcomes for the Strategic Plan 2016-2019 based on input gathered
from Toronto residents during the strategic plan consultation process
Expanding Access
Increasing Opportunity
Building Connections
Six strategic priorities were established to advance the broad outcomes
Advancing TPLrsquos digital platforms
Breaking down barriers to access driving inclusion
Expanding access to technology and training
Establishing TPL as Torontorsquos centre for continuous and self-directed learning
Creating community connections through cultural experiences
Transforming for 21st century service excellence
The purpose of the Accountability Framework is to guide the development monitoring and
reporting of the annual work plan for each of the four years from 2016 to 2019 and the
overall achievements of the Strategic Plan over four years It serves as
a reporting structure for the Board to monitor the progress of the strategic plan and
provide guidance
a public facing reporting tool to demonstrate openness and accountability
an internal tool to advance shared understanding of the strategic priorities and guide the
work of staff
The Accountability Framework is composed of three main tools
1 Balanced Scorecard with key performance indicators (Attachment 1 amp Attachment 2)
The overall achievements of the strategic plan will be reported using a balanced
scorecard approach with key performance indicators established under four
perspectives Customer Operational Learning amp Growth and Financial Work plan
achievements will be reported to the Board in a semi-annual status report
2 Dashboard (Attachment 3)
A dashboard format will be used to visually present the strategic plan achievements
as measured against the key performance indicators and targets This will be reported
to the Board annually
3 Logic Models
A logic model (Attachment 4) is developed to align the six strategic priorities with
key activities the broad outcomes and the contribution to the success of City of
Torontorsquos key strategies over four years
Logic models will also be developed for each strategic priority with appropriate key
activities and outcomes to guide the development of annual work plans strategic
Strategic Plan 2016-2019 Accountability Framework 4
partnerships and funding priorities Attachment 5 shows an example of a logic model
for Strategic Priority 2 Breaking down barriers to access driving inclusion
The flowchart in Attachment 6 illustrates the relationship of the three tools The key activity
of Expanding Access to branches and community service points under Priority 2 is provided
as an example
CONTACT
Elizabeth Glass Director Policy Planning amp Performance Management
Tel 416-395-5602 E-mail eglasstorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Balanced Scorecard with Key Performance Indicators
Attachment 2 List of Strategic Plan 2016-2019 Key Performance Indicators
Attachment 3 Dashboard example
Attachment 4 Strategic Plan 2016-2019 Logic Model
Attachment 5 Strategic Plan 2016-2019 Priority 2 Logic Model
Attachment 6 Strategic Plan 2016-2019 Accountability Framework Flowchart
Strategic Plan 2016 mdash 2019 Balanced Scorecard Attachment 1
Key Performance Indicators
Total number of active members
bull Total use per capita
bull Visits per capita
bull Virtual visits per capita
bull In-branch technology utilization rate internet access workstationper 100000 population wireless connections per capita
bull Utilization rate (program capacity) learning programs(ESL + Literacy + User Ed + lifelong learning)
bull Utilization rate of technology training programs
bull Utilization rate of cultural programs
bull ft of branches providing regular after-schoolprogramming from September to June
bull User satisfaction overall
bull User satisfaction in-branch technology(computers software wifi)
Users satisfaction knowledge andhelpfulness of staff
Key Performance Indicators
bull Total Open Hours
bull ft of Sunday branches (September to June)
bull ft of NIA Sunday branches (September to June)
bull ft of Sunday branches (Year-round)
ft of NIA Sunday branches (Year-round)
Turnover rate of circulating items
of special collections that are digitized
KKey Performance Indicators
bull Logic Models and evaluation frameworksdeveloped for strategic priorities
bull Spending in staff development (Total Averageper staff)
bull staff who report they have the skills andtraining to meet service delivery outcomes
bull of staff who report high levels ofengagement
Key Performance Indicators
bull Cost per use
Operating Expenditures
Operating expenditures per capita
Operating expenditures for electronic materials
Operating expenditures for digital technology
bull Total funding
bull Total funding per capita
bull Total funding from TPL Foundation
Page 1 of 1
Strategic Plan 2016-2019 Balanced Scorecard Key Performance Indicators
Customer Perspective Operational Perspective Learning amp Growth Perspective Financial Perspective
Total number of active members
Total use per capita o Visits per capita
Virtual visits per capita
In-branch technology utilization rate internet access workstation per 100000 population wireless connections per capita
Utilization rate (program capacity) learning programs (ESL + Literacy + User Ed + lifelong learning)
Utilization rate of technology training programs
Utilization rate of cultural programs
of branches providing regular after-school programming from September to June
User satisfaction overall
User satisfaction in-branch technology (computers software wifi)
Users satisfaction knowledge and helpfulness of staff
Total Open Hours o of Sunday branches
(September to June) o of NIA Sunday branches
(September to June) o of Sunday branches
(Year-round) o of NIA Sunday branches
(Year-round)
Turnover rate of circulating items
of special collections that are digitized
Logic Models and evaluation frameworks developed for strategic priorities
Spending in staff development (Total Average per staff)
staff who report they have the skills and training to meet service delivery outcomes
of staff who report high levels of engagement
Cost per use
Operating Expenditures o Operating expenditures per
capita
Operating expenditures for electronic materials
Operating expenditures for digital technology
Total funding o Total funding per capita o Total funding from TPL
Foundation
Attachment 2
Attachment 3
Strategic Plan 2016-2019 Dashboard
Key Performance Indicators
Example Open Hours
2016 Activities that will move the dial Status
Sunday service expanded to create year-round service at 6 District and 2 R amp R branches and added to 6 neighbourhood branches to provide seasonal Sunday service
Measure Baseline (2015) Current (Dec 2016) Target (2019) change
Total open hours 269672 hours 274397 hours 281878 hours + 45
Attachment 4
Toronto Public Library Strategic Plan 2016-2019 Logic Model
Torontonians are aware of library services to
address immediate needs
Create and implement Digital Strategy to develop online services
Torontonians have access to reading and
learning materials in a wide range of formats
and levels to support the joy of reading and
lifelong learning
TPL has resources and well-trained staff to
deliver strategic outcomes
Torontonians are connected through cultural
and leisure experiences and opportunites
TPL provides exceptional services and
experience at customers every point of need
TPL increased partnership and funding
opportunities with City of Toronto community
organizations and funding partners
Torontonians have improved access to
technology and staff assistance to develop
technology skills
Torontonians have expanded access to
emerging technology innovation spaces and
programs
Torontonians have new experiential
collaborative and e-learning opporunities to
support education employment and multiple
literacies
Use technology to drive improvements in business processes and
efficiency eg cloud analytics
Torontonians have equitable
support to learning and training
and gain the knowledge multiple
literacy skills and networks to
enrich their education work life and
leisure experiences
Torontonians have access to
programs and activities to support
and enhance diverse cultural
experiences and library collections
that reflect their cultural ineterests
and needs
Support readers of all ages and interests with diverse collections
readers advisory and a wide range of literary and cultural programs
Toronto children and youth have additional safe
after school social and learning environments
and programs
Priorities Key Activities
Mission Toronto Public Library provides free and equitable access to services which meet the changing needs of Torontonians The Library preserves and promotes universal
access to a broad range of human knowledge experience information and ideas in a welcoming and supportive environment
Establishing TPL as Torontos
centre for continuous and self-
dlirected learning
Impact
Expanding access to technology
and training
Advancing TPLs digital platforms
Breaking down barriers to access
driving inclusion
Expand high quality out-of-school-time programs for children and youth
Increase awareness and engagement across library channels
Allocate additional resources to sustain current and emerging
technology
Provide access to current and emerging technology and training in
library branches and community locations
Identify and remove policy barriers to online and in-person servicesToronto Public Library is a
community asset that builds
community capacity and improves
Torontonians well-being
Toronto Public Library contributes to the success of
Toronto Strong Neighbourhood Strategy 2020
Actions for strong Neighbourhoods
under five domains
Physical surroundings
Economic opportunities
Healthy lives
Social development and
Participation in civic decision-making
Toronto Public Library is a key partner in
City of Torontos Poverty Reduction Strategy
in addressing the issues of
service access and availability
Toronto Public Library supports the positive
outcomes of City of Torontos strategies for targeted
population including
Raising the Village Measuring the Well-being
of Children and Families in Toronto
Toronto Youth Equity Strategy
Toronto Newcomer Strategy
Toronto Seniors Strategy
Expand access to branches and community service points
Develop new resources programs and partnerships to deliver eLearning
programs
Provide in-branch resources space and technology to support
experiential learning
Provide resources and programs to support civic engagement
community events and discussion of social issues
Transforming for 21st century
service excellence Dedicate staff resources and training to provide expertise in key
strategic areas eg technology and literacy
Torontonians are empowered and supported in
their partcipation in civic lifeCreating community connections
through cultural experiences
Create diverse and inclusive cultural programs and experiences in
branch and online spaces
Curate and digitize special collections to reflect Torontos diverse
history culture and heritage
Develop organizational structure and culture to support innovation and
customer service excellence
ACCESS
OPPORTUNITY
CONNECTIONS
Outcomes
Torontonians have easy convienient online
access to library collections and services
Torontonians have convenient and local access
to neighbourhood spaces and services
Attachment 5
Expand online services
Develop self-serve Library Kiosks
Increased program offerings
After hours access implemented
Increased online service options
Increased self-service options
CONNECTIONS
Understand City demographics
demands and use of a full range of
library services
Develop after-hours access at branches
2 Breaking down
barriers to access
driving inclusion
Toronto Public Library contributes to the success of
City of Torontos key strategies including
Toronto Strong Neighbourhood Strategy 2020
bull Targeting appropriate resources to
respond to neighbourhood needs
Toronto Poverty Reduction Strategy
bull Address immediate needs
bull Create pathways to prosperity
bull Increase service access and availability
ACCESS
OPPORTUNITYLibrary membership options reflect
users online and branch access
needs
Provide access to current
and emerging technology
and training in library
branches and community
locations
Increase awareness and
engagement across library
channels
Sunday service expanded in target
branches
Identify and remove policy
barriers to online and in-
person services
Expand access to branches
and community service
points
Number of blocked library cards
reduced in target populations
Toronto Public Library Strategic Plan 2016-2019 Logic Model
Priority Impact
Mission Toronto Public Library provides free and equitable access to services which meet the changing needs of Torontonians The Library preserves and promotes universal access to a broad
range of human knowledge experience information and ideas in a welcoming and supportive environment
OutcomeKey Activities
Toronto Youth Equity Strategy
bull Service gaps
bull Service relevance amp accessibility
Toronto Newcomer Strategy
bull Improving access to municipal supports
bull Supporting civic engagement and
community capacity
Develop marketing strategy and conduct
publicity campaigns
Toronto Seniors Strategy
bull Equity
bull Inclusion
bull Respect
bull Quality of life
Expand access to library service in
community locations
Toronto Public Library is a
community asset that builds
community capacity and improves
Torontonians
well-being
Torontonians have equitable
support to learning and training
and gain the knowledge multiple
literacy skills and networks to
enrich their education work life
and leisure experiences
Torontonians have access to
programs and activities to support
and enhance diverse cultural
experiences and library
collections that reflect their
cultural ineterests and needsIncreased circulation of library
materials
Identify and remove policy barriers to
online and in-person services
Raising the Village Measuring the
Well-being of Children and Families in Toronto
bull Families have equitable access to
learning and training and are active in
their childrenrsquos education
bull Families belong to communities and
have the freedom to express and
opportunities to foster their culture and
identity
Torontonians are aware of library
services to address immediate needs
Conduct outreach and customer
engagement programs
Expand branch hours with additional
programs
Torontonians have easy
convienient online access to library
collections and services
Torontonians have convenient and
local access to neighbourhood
spaces and services
Attachment 6
Accountability Framework
Example
Priority Key Activity Short Term Medium Term Impact
Breaking down barriers to access
driving inclusion
Expand access to branches and
community service points
Torontonians have convenient and
local access to neighbourhood spaces
and services
Toronto Public Library is a community
asset that builds community capacity
and improves Torontonians well-being
Toronto Poverty Reduction Strategy
Increase service access and availability
Example
Customer Perspective Operational Perspective Learning amp Growth Perspective Financial Perspective
Utilization rate Service hours added Staff training Cost per use
Example
Is a visual representation of progress towards four years targets for KPIs to achieve strategic outcomes
with a baseline benchmark and annual target
Dashboard
Monitors the progress of the strategic plan across four perspectives and indentifies KPIs to measure progress towards outcomes
Links planned activities to expected outcomes
Toronto Public Library Strategic Plan 2016-2019
Implementation Compliance and Progress
Logic Model
Balanced Scorecard
Outcomes
Strategic Plan 2016-2019
Accountability Framework
November 21 2016
Toronto Public Library Board Meeting
1
Accountability Framework
Strategic Plan Performance Measures Committee
to provide advice and recommendations to the Board for
strengthening the Boardrsquos monitoring and assessment of the
strategic planrsquos implementation for compliance and progress
2
Accountability Framework
Strategic Plan Performance Measures Committee
bull Met four times from May to November 2016
bull Endorsed Accountability Framework at November 7 2016
meeting
bull Concluded its work
3
Accountability Framework
Purpose of framework
bull To guide the development monitoring and reporting of
The Annual work plan for each year from 2016-2019
The overall achievements of the Strategic Plan over four
years
4
Accountability Framework
bull A reporting structure for the Board to monitor the
progress of the strategic plan and provide guidance
bull Public facing reporting tool to demonstrate openness
and accountability
bull An internal tool for staff
5
Accountability Framework
Strategic Plan 2016-2019
bull Three broad outcomes
Access
Opportunity
Connections
And six strategic priorities
6
Accountability Framework
Strategic Plan 2016-2019
bull Six Strategic Priorities
Advancing TPLrsquos digital Platforms
Breaking down barriers to access driving inclusion
Expanding access to technology and training
Establishing TPL as Torontorsquos centre for continuous and
self-directed learning
Creating community connections through cultural
experiences
Transforming for 21st century service excellence
7
Accountability Framework
Three main tools
bull Balanced Scorecard with Key Performance
Indicators (KPIs)
bull Dashboard for visual presentation
bull Logic Models
8
Accountability Framework
Balanced Scorecard
bull A performance measurement tool developed at the
Harvard Business School
bull Provides a framework to monitor organization
performance from four perspectives the customerrsquos
perspective an internal business perspective an
innovation and learning perspective and the
financial perspective
Balance scorecard Encyclopedia of Business Gale 2000
9
10
Strategic Plan 2016 ndash 2019 Balanced Scorecard
11
Strategic Plan 2016 ndash 2019 Balanced Scorecard
Accountability Framework
Reporting timeline
bull Annual work plan achievements will be reported
to the Board in a semi-annual status report in
June and year end
bull Overall achievements of the strategic plan will be
reported annually to the Board (eg first quarter
of 2017 for 2016) using a balanced scorecard and
presented visually using a dashboard
12
Accountability Framework
13
Accountability Framework
Logic Model
bull A logic model is a systematic and visual way to present the
relationships among the resources to operate a program the
planned activities and the changes or results you hope to
achieve
14
WK Kellogg Foundation Logic Model Development Guide 2004
Accountability Framework
Logic Models
bull A Strategic Plan 2016-2019 aligns 6 strategic priorities
with
Key activities
3 broad strategic outcomes
City of Torontorsquos key strategies
bull Plus a logic model for each of the 6 strategic priorities
15
16
Strategic Plan 2016-2019 Logic Model
17
Strategic Plan 2016-2019 Priority 2 Logic Model
18
Accountability Framework
Questions amp Discussion
19
20
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 1
STAFF REPORT ACTION REQUIRED
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report proposes revised meeting dates for the December 2016 and January 2017
meetings for Toronto Public Library Board approval
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves rescheduling the December 8 2016 Toronto Public Library Board meeting
to December 12 2016 and
2 approves rescheduling the January 23 2017 Toronto Public Library Board meeting to
January 30 2017
FINANCIAL IMPACT
There is no financial impact arising from this report
The Director Finance and Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
At the January 25 2016 meeting the Board approved the schedule for meetings in 2016
including December 8 2016
At the October 24 2016 meeting the Board was provided with the proposed schedule for
meetings in 2017 including January 23 2017 for approval at the January 2017 meeting
14
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 2
COMMENTS
Library staff have recently reviewed the Cityrsquos updated budget schedule The Library Board
meeting in December is not well aligned with the Cityrsquos schedule A later December date
would provide the Board with more opportunity to be informed and kept up-to-date on the
2017 budget as well as to participate in the process As a result the rescheduling of the
December 8 2016 meeting to Monday December 12 is being recommended Board
members were canvassed and quorum is attainable for a meeting on December 12 2016
As the same scenario is also a possibility for the proposed January 23 2017 meeting it is
recommended that the date be changed to January 30 2017
Key dates for the 2017 budget process are shown below
2017 Budget Timetable
Date Political Review TPL Board
2016
Nov 21 Board meeting
Dec 2 Budget Committee launch
Dec 12 (from 8) Board meeting
Dec 161920 (21) Budget Committee presentations
2017
Jan 5 910 Budget Committee public deputations
Jan 12 Budget Committee wrap-up
Jan 24 Budget Committee final
Jan 30 (from 23) Board meeting
Feb 7 Executive Committee
Feb 15 16 (17) Council approval
Feb 21 Board meeting
CONTACT
Nancy Marshall Library Board Officer City Librarianrsquos Office
Tel 416-393-7215 E-mail nmarshalltorontopubliclibraryca
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 3
SIGNATURE
______________________________
Vickery Bowles
City Librarian
Holiday Closures 2017 and January 2018 1
STAFF REPORT ACTION REQUIRED
Holiday Closures 2017 and January 2018
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The purpose of this report is to recommend and receive Toronto Public Library Board
approval for the schedule of holiday closures for 2017 and January 2018
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves the schedule of holiday closures for 2017 and January 2018 as provided
in Attachment 1
FINANCIAL IMPACT
There is no financial impact to the 2017 operating budget arising from the
recommendation in this report The recommended closures are included in the proposed
2017 operating budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
Where Library Board approval is required to establish holiday closures the matter comes
before the Board in the preceding year to ensure adequate notice to the public and staff
COMMENTS
At its meeting on October 26 2015 the Library Board approved the Library closure for
New Yearrsquos Day 2017 on Monday January 2 2017
15
Holiday Closures 2017 and January 2018 2
The Library is open for regular service on Remembrance Day Saturday November 11
2017
The Library will be closed on Monday December 25 2017 for Christmas Day and
Tuesday December 26 2017 for Boxing Day
In 2018 New Yearrsquos Day falls on a Monday and the Library will be closed
All full-time employees whose scheduled day off falls on a holiday closure are
compensated with a day in lieu to be taken at another agreed upon time
It is the practice of the Library to close on the Sundays adjacent to public holidays with
the exception of Family Day
The schedule of holiday closures for 2017 and January 2018 is provided in Attachment 1
CONTACT
Dan Keon Director Human Resources Tel 416-395-5850
E-mail dkeontorontopubliclibraryca
SIGNATURE
_____________________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Holiday Closures 2017 and January 2018
Toronto Public Library Holiday Closures 2017 and January 2018
Sunday January 1 2017 New Yearrsquos Day Closed
Monday January 2 2017 For New Yearrsquos Day Closed
Monday February 20 2017 Family Day Closed
Friday April 14 2017 Good Friday Closed
Sunday April 16 2017 Easter Sunday Closed
Monday April 17 2017 Easter Monday Closed
Monday May 22 2017 Victoria Day Closed
Saturday July 1 2017 Canada Day Closed
Monday August 7 2017 Civic Holiday (Simcoe Day) Closed
Monday September 4 2017 Labour Day Closed
Monday October 9 2017 Thanksgiving Day Closed
Sunday December 24 2017 Christmas Eve Closed
Monday December 25 2017 Christmas Day Closed
Tuesday December 26 2017 Boxing Day Closed
Sunday December 31 2017 New Yearrsquos Eve Closed
Monday January 1 2018 New Yearrsquos Day Closed
New Yearrsquos Day 2017 closure approved by the Library Board on October 26 2015
Attachment 1
Audit Plan for the Year Ending December 31 2016 1
STAFF REPORT INFORMATION ONLY
Audit Plan for the Year Ending December 31 2016
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The attached report from PricewaterhouseCoopers the external auditors summarizes the
planning for their audit of the 2016 financial statements for the Toronto Public Library
Board
FINANCIAL IMPACT
The proposed audit fee of $25000 inclusive of expenses and exclusive of Harmonized
Sales Tax (2015 ndash $25000) is included in the 2016 operating budget It is important to
note that the audit fee does not include extra audit work that may be required due to
scope changes and PricewaterhouseCoopers will advise management as soon as possible
if this were to happen
This is the second year of a five-year audit contract that the City has negotiated The fee
will remain unchanged for the duration of the contract
ISSUE BACKGROUND
Under Section 139 of the City of Toronto Act 2006 the City is required to appoint an
auditor licensed under the Public Accounting Act 2004 who is responsible for annually
auditing the accounts and transactions of the City and its local boards and expressing an
opinion on the financial statements of these entities based on the audit
Council at its March 2015 meeting approved the recommendation of the Audit
Committee to appoint PricewaterhouseCoopers as the external auditor for the City and
Library The contract with PricewaterhouseCoopers is for five years ending with the
audit of the December 31 2019 financial statements
As part of the annual audit PricewaterhouseCoopers provides an Audit Plan report to the
Toronto Public Library Board The auditors will conduct their audit of the 2016 financial
statements pursuant to this plan
17
Audit Plan for the Year Ending December 31 2016 2
COMMENTS
Attached is PricewaterhouseCoopersrsquo Audit Plan for the Library which summarizes their
view on audit risks the nature extent and timing of the audit work and the terms of
engagement
On completion of the audit PricewaterhouseCoopers will issue the Audited Financial
Statements and a Year-End Report to the Board that will provide key matters for
discussion significant audit accounting and financial reporting matters summary of
unadjusted and adjusted items other required communications internal control
recommendations and a confirmation of auditor independence
Work on the interim audit was completed in October 2016 and the year-end audit is
expected to be completed by March 2016
CONTACT
Larry Hughsam Director Finance amp Treasurer Tel 416-397-5946
E-mail lhughsamtorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Board ndash Audit Plan for the year ending
December 31 2016
wwwpwccomca
Audit planfor the yearendingDecember31 2016
Toronto PublicLibrary Board
pwc
pwc
October 28 2016
Members of the BoardToronto Public Library Board
Dear Members of the Board
We are pleased to present an overview of our audit plan for the 2016 audit of the financial statementsof Toronto Public Library Board (the Library) prepared in accordance with Canadian Public SectorAccounting Standards (PSAS) (referred to as the ldquofinancial statementsrdquo from now on)
This overview includes our view on audit risks and the nature extent and timing of our audit work
We value your feedback and if you have any questions about the identified risks and our audit approachplease do not hesitate to contact the undersigned at (416) 228-1922
Yours very truly
Tern McUnnonPartnerRisk Assurance Services
cc Mr Larry Hughsam Director Finance and Treasurer
PricewatcrhouseCoopers UPnyC Tower i8 York Street Suite 2600 Toronto Ontario Canada M oB2T +1 416 8631133 F +1 416 365 8215 wwwpwccomca
lsquoPwt relera to Pdcewatethousetoopers LLP an Ontario limiled liabiLity paruiership
Toronto Public Library Board Audit plan for the year ending December 31 2016
Communications to the Board
Key mattersfor Commentsdiscussion
Client service team Tern McKinnon is your engagement leader and Julianne Cooke is your engagementmanager
Service deliverables We will audit the Libraryrsquos financial statements as of December 31 2016 and for theyear then ending prepared in accordance with PSAS
Our engagement letter which has been signed by the City of Toronto sets out theterms and conditions for our engagement as the independent auditor of the Libraryfor the above-mentioned year In addition our engagement letter outlines ourresponsibilities as the auditor and the responsibilities of management
Audit timeline We worked with management to develop this project timelinemdash Interim visit October 17-21 2016mdash Year-end visit March20 mdash March 31 2017mdash Clearance meeting with management To be confirmedmdash Deliveryfiling of financial statements To be confirmed
Audit approach Our audit approach is a mixture of tests of internal controls and substantive testingOur audit approach is designed to allow us to execute a quality and efficient auditWe do this byi gaining an understanding of the business by focusing on new developments
and key business issues affecting the Library as well as managementrsquosmonitoring of controls and business processes
ii identiring significant audit risks sharing our perspectives obtaining yourfeedback and ensuring our audit is tailored to these risks
iii using well-reasoned professional judgment especially in areas that aresubjective or require estimates and
iv leveraging reliance where possible on the Libraryrsquos internal controls andinformation technology and data systems
In the current year our planned work will include testing of key controls in thefollowing areasmdash Purchases payables and disbursementsmdash Payroll
All other areas will be subject to tests of detail
Significant risks are risks of material misstatement that we think need special auditconsideration We identified several significant audit risks and plan to address themas follows Please let us know if you agree that these are the most significant risksfrom your point of view and if you have any other areas of concern
PwC I
Toronto Public Library Board Audit plan for the year ending December 31 2016
Significant risk to Managementrsquos response and our audit approachdiscuss
Risk of management Accounting regulatory authorities require that the risk of material misstatement dueoverride of controls to management override of controls be considered a significant risk on every audit
engagement
This represents the risk that internal controls at the Library maybe circumvented toachieve desired financial results or gain inappropriate access to financial resources
In order to address this risk we will perform the followingbull All non-routine journal entries are reviewed and approved by the appropriate
level of managementbull We will review manual journal entries focusing on large and unusual entriesbull We will review accounting estimates for biases that could result in material
misstatementbull We will incorporate unpredictable procedures in the audit approach
Risk of fraud in revenue The risk of fraud in revenue recognition is a presumed significant risk underrecognition Canadian Auditing Standards We will assess this risk through the consideration of
the Libraryrsquos revenue recognition policies the incentivepressure to fraudulentlymisstate revenue and the potential opportunity
In order to address this risk we will perform the following
bull Update our understanding of managementrsquos processes and internal controlssurrounding revenue recognition
bull Obtain confirmations from the City of Toronto for subsidies received duringthe year
bull Test significant revenue streams through testing a sample of transactions tosupporting documents
Materiality Misstatements are considered to be material if they could reasonably be expected toinfluence the economic decisions of users of the financial statements We have set apreliminanrsquo materialihrsquo of S6i6oooo We will report unadjusted and adjusted itemsover S6i6ooo to the Board on completion of the audit
Fraud risk We discuss fraud risk annually with the Board Through our planning process (andprior yearsrsquo audits) we developed an understanding of your oversight processesincluding
Employee code of ethicsmdash Discussion at Board meetings and our attendance at those meetings or
reviewing minutes of meetingsmdash Presentations by management including business performance reviewsmdash Signing authorities
Are there any new processes or changes to the items above that we should be awareoP
We are not aware of any fraud Are you aware of instances of any actual suspected or
____________________________
alleged fraud affecting the Library
PwC 2
Toronto Public Ubrary Board Audit plan for the year ending December 31 2016
The matters raised In this and other reports that will flow from the audit are only those that have come to our attention arising from or relevant toour audit that we believe need to be brought to your attention They are not a comprehensive record of all the matters arising and in particularwe cannot be held responsible for reporting all risks in your business or all internal control weaknesses This report has been prepared solely foryour use It was not prepared or intended for any other purpose No other person or entity shall place any reliance upon the accuracy orcompleteness of statements made herein PwC does not assume responsibility to any third party and in no event shall PwC have any liabilityfor damages costs or losses suffered by reason of any reliance upon the contents of this report by any person or entity other than you
PwC 3
copy 2015 PricewaterhouseCoopers LLP an Ontario limited liability partnership All rights reserved
Board Resolutions ndash Status Report 1
STAFF REPORT INFORMATION ONLY
Board Resolutions ndash Status Report
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report lists the status of outstanding Toronto Public Library Board resolutions
BACKGROUND INFORMATION
At the April 2 2012 meeting the Toronto Public Library Board approved the inclusion of
Board Resolutions ndash 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 ndash Status Report ndash November 21 2016
18
1
STATUS REPORT
TORONTO PUBLIC LIBRARY BOARD RESOLUTIONS
AS AT NOVEMBER 21 2016
DATE OF
MEETING
MOTION
(Ref Minute )
STATUS
TARGET
DATE
Sep 8 2014 14-150 ndash Notice of Motion Funding and Timing of
PerthDupont Branch Relocation
5 requests that the local City Councillor consult
with the local community and make a
recommendation to the Board for a new name for
the relocated branch (which will no longer be
located at the corner of Perth and Dupont)
IN PROGRESS Staff to bring a recommendation to
the Board for a new name for the relocated branch to
the Board for approval
To be
determined
Feb 22 2016 16-040 ndash Naming Opportunity ndash Daniel Grafton
Hill III
2 requests staff to provide updates to the
Toronto Public Library Board on this
initiative at strategic intervals
IN PROGRESS This initiative is dependent on a
future branch capital project and consultation
process
To be
determined
Oct 24 2016 16-193 ndash Toronto Public Library Board ndash Self-
Evaluation
2 conducts a pilot self-evaluation during the
month of November 2016 and discusses the
results of the evaluation at the January 2017
meeting
IN PROGRESS A report is expected to be provided
at the January 2017 meeting
January 2017
meeting
Attachment 1
APPROVED MINUTES Page 2
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 1 Tuesday May 31 2016 from 540 pm to 725 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Declarations of Conflict of Interest16-003 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda16-004 Moved by R (lsquoarinci
That the Strategic Pla ii Perbnnance Measures Committee1 approves the agenda
Carried
SPPM Communications16-005 There were no Communications items at the May 31 2016 Strategic Plan
Performance Measures Committee meeting
SPPM Presentations16-006 There were no public presentations at the May 31 2016 Strategic Plan
Performance Measures Committee meeting
Item for ApprovalSPPM Strategic Plan 2016-20 19 Status and Performance Management Reporting Tools
Elizabeth Glass and Michele Melady Acting Manager Planning amp Developmentprovided a presentation on status and performance management reporting tools
16-007 Committee DecisionIrsquofo red by K CauinciThat the Strategic Plan Perbrmance Measurement Committee1 considers the summary of Toronto Public Library s strategic priority
alignment witi key City strategiesbr information (Attachment 1)2 considers the template that will he used for the semimdashannual status report
on Strategic Plan activitiesbr 2016br presentation to the Library Boardin June fbr inbnnation Attacunent 2)
3 considers the Divi Strategic Plan Dashboard to provide recommendationson the brmat so that staff cciii make revisions and populate the templatewith nwasuucs br the next Steering Committee Meeting (Attachment 3)
Carried as amended
APPROVED MINUTES Page 3
Toronto Public library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 1 Tuesday May 31 from 540 pm to 725 pmToronto Reference Library Board Room 789 Yonge Street Toronto
MotionsSee the followingMoved by R CarinciThat the Strategic Plan Performance Measures Committee1 considers the summary of Toronto Public Libraryrsquos swategic priority
alignment with key City strategies for information (Attachment 1)2 endorses (lie template that will be usedfor the semi-annual status report
on Strategic Plan activities for 2Ol6for presentation to the Library Boardin June for information (Attachment 2)
3 considers the Draft Strategic Plan Dashboard to pro viderecommendations on the format so that staffcan make revtcions andpopulate the template with measures for the next Steering ConmitteeMeeting (Attachment 3)
Amended
Moved in amendment by S Graham-NutterThat the Motion moved by R Carbici be amended to change the word endorsesrdquoin Recommendation 2 to the word considers so that it reads asjoacutellows1 considers the template that will be usedJar the semi-annual status report
on Strategic Plan activitiesfor 2016for presentation to the Library Boardin June for information (Attachment 2)
Carried
SPPM Adjournment16-008 Moved by pound Graham-Nutter
That the Strategic Plan Perjagravermance Measures Committee1 adjourns the May 31 2016 Strategic Plan Performance Measures
Committee meetingCarried
The meeting ended at 725 pm c)r -
Signed ( I lsquoI 7lt--
TORONTOPUB LIC
LIBRARYAPPROVED MINUTES Page 1
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 2 Wednesday July 13 2016 from 530 pm to 635 pmToronto Reference Library Board Room 789 Yonge Street Toronto
Members PresentMs Dianne LeBreton (Chair)Ms Lindsay CofleyMs Sue Graham-NutterMs Archana Shah
RegretsMr Ron Carinci
SPPM Call to Order16-010 Dianne LeBreton called the meeting to order at 530 pm
SPPM Declarations of Conflict of Interest16-011 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda16-012 Moved byL colley
That the Strategic Plan Petformance Measures Committee1 approves the agenda
Carried
SPPM Confirmation of IrsquoIay 31 2016 Strategic Plan Performance Measures Committee16-0 13 Meeting Minutes
Moved by L ColleyThat the Strategic Plan PerJbrmance Measures Committee1 confirms the Minutes of the May 31 2016 Strategic Plan Performance
Measures CommitteeCarried
APPROVED MENUTES Page 2
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteelNrsquoIeeting No 2 Wednesday July 13 from 530 pm to 635 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Business Arising from the Minutes16-014 There were no Business Arisingfrom the Mintues items at the July 13 2016
Strategic Plan Performance Measures Committee meeting
SPPM Communications16-015 There were no Communications items at the July 13 2016 Strategic Plan
Performance Measures Committee meeting
SPPM Presentations16-016 There were no public presentations at the July 13 2016 Strategic Plan
Performance Measures Committee meeting
Itemfor ApprovalSPPM Strategic Plan 2016-2019 Status and Performance Management Reporting Tools16-0 17 Elizabeth Glass Director Policy Planning amp Performance Management and
Linda Hazzan Director Communications Progranuning amp CustomerEngagement provided a presentation on status and performance managementreporting tools
Moved byA ShahThat the Strategic Plan Performance Measurement Committee1 considers the attached presentation materials and2 directs staffto further develop the balanced score card key performance
indicators and the Strategic Plan dashboard and indicatorsfor a StrategicPlan Performance Measures Steering committee meeting in September
CarriedSPPM Adjournment16-018 iWoved by S Graham-Nutter
That the Strategic Plan Performance ArsquoJeasures Committee1 adjourns the July 13 2016 Strategic Plan Performance Measures
Committee meeting
Carried
The meeting ended at 635 pm-
Signed lsquoiV i f
TORONTOPUB LIC
LIBRARYAPPROVED MINUTES Page 1
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 3 Tuesday September 20 2016 from 530 pm to 630 pmToronto Reference Library Board Room 789 Yonge Street Toronto
Members PresentMs Dianne LeBreton (Chair)ML Ron CadnciMs Lindsay ColleyMs Archana ShahMs Sue Graham-Nutter
Regrets
SPPM Call to Order16-019 Dianne LeBreton called the meeting to order at 530 pm
SPPM Declarations of Conflict of Interest16-020 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda16-021 Moved by L Colley
That the Strategic Plan Performance Measures Committee1 approves the agenda
Carried
SPPM Confirmation of July 13 2016 Strategic Plan Performance Measures Committee16-022 Meeting Minutes
Moved by L ColleyThat the Strategic Plan Peiformance Measures Committee1 confirms the Minutes of the fitly 13 2016 Strategic Plan Performance
Measures Committee
Carried
APPROVED MINUTES Page 2
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 3 Tuesday September 20 2016 from 530 pm to 630 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Business Arising from the Minutes16-023 There were no Business Arisingfrom (lie Minutes items at the September 20 2016
Strategic Plan Performance Measures Committee meeting
SPPM Communications16-024 There were no Communications items at the September 20 2016 Strategic Plan
Performance Measures Committee meeting
SPPM Presentations16-025 There were no public presentations at the September 20 2016 Strategic Plan
Performance Measures Committee meeting
Itemfor ApprovalSPPM Strategic Plan 2016-2019 Accountability Framework and Reporting Tools16-026 Elizabeth Glass Director Policy Planr1ing amp Performance Management
provided a presentation on accountability framework and reporting tools
Moved by S Graham-NurterThat the Strategic Plan Performance Afeasurement Committee1 considers the approach ofusing logic models and a balanced scorecard as
the strategic plan accountabilityframework and a dashboard to visuallyrepresent the progress and achievement as outlined in the flowchart(Attachment 1k
2 endorses the logic model examples that will be used as templates fordeveloping a logic model for each strategic priority (Attachments 2 and3k
3 endorses the balanced scorecard and recommended key performanceindicatorsJbr the Boardrsquos monitoring and assessment ofthe strategicplan lsquo5 progress (Attachment 1)
Deferred
The Committee deferred consideration of the recommendations in the StrategicPlan 2016-2019 Accountability Framework and Reporting Tools report until thenext meeting of the Committee
APPROVED MINUTES Page 3
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 3 Tuesday September 20 from 530 pm to 630 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Adjournment16-027 Moved by L Colley
That the Strategic Plan Performance Measures Committee1 adjourns the September 20 20J6 Strategic Plan Performance Measures
Conunittee meetingCarried
The meeting ended at 630 pm - - - I
Signed (V UrsquoL
MINUTES Page 1
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
13b
Members Present
Mr Ron Carinci
Ms Lindsay Colley
Ms Archana Shah
Ms Sue Graham-Nutter
Regrets
Ms Dianne LeBreton (Chair)
SPPM Call to Order
16-028 Vickery Bowles called the meeting to order at 530 pm Ms Bowles advised that
Dianne LeBreton committee chair was unexpectedly unable to attend the
meeting An election of an acting chair was required
SPPM Declarations of Conflict of Interest 16-029 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda 16-030 Moved by R Carinci
That the Strategic Plan Performance Measures Committee approves the agenda
as revised to
1 elect an Acting Chair for the November 7 2016 meeting in the absence of
the Committee Chair
Carried
MINUTES Page 2
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Election of Acting Chair
16-031 Vickery Bowles called for nominations for the Acting Chair of the Strategic Plan
Performance Measures Steering Committee
Moved by R Carinci
That
1 Sue Graham-Nutter be nominated for Acting Chair
Carried
Sue Graham-Nutter agreed to stand for election
There being no further nominations it was
Moved by R Carinci
That the Strategic Plan Performance Measures Committee
1 closes nominations
Carried
Vickery Bowles declared Sue Graham-Nutter duly elected Acting Chair of the
Strategic Plan Performance Measures Committee by acclamation
Sue Graham-Nutter assumed the Chair
SPPM Confirmation of September 20 2016 Strategic Plan Performance Measures
16-032 Committee Meeting Minutes Moved by R Carinci
That the Strategic Plan Performance Measures Committee
1 confirms the Minutes of the September 20 2016 Strategic Plan
Performance Measures Committee
Carried
SPPM Business Arising from the Minutes
16-033 There were no Business Arising from the Minutes items at the November 7 2016
Strategic Plan Performance Measures Committee meeting
SPPM Communications
16-034 There were no Communications items at the November 7 2016 Strategic Plan
Performance Measures Committee meeting
MINUTES Page 3
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Presentations
16-035 There were no public presentations at the November 7 2016 Strategic Plan
Performance Measures Committee meeting
Item for Approval
SPPM Strategic Plan 2016-2019 Accountability Framework Reporting Tools and Key
16-036 Performance Indicators
Elizabeth Glass Director Policy Planning amp Performance Management
responded to questions from committee members
Moved by L Colley
That the Strategic Plan Performance Measurement Committee
1 endorses the Strategic Plan accountability framework as outlined in the
flowchart (Attachment 1)
2 endorses the logic model examples that will be used as templates for
developing a logic model for each strategic priority (Attachments 2
and 3)
3 endorses the balanced scorecard and recommended key performance
indicators for the Boardrsquos monitoring and assessment of the Strategic
Planrsquos progress (Attachment 4)
Carried
Staff were directed to provide Board members with an overview of the
accountability framework for the Strategic Plan with the tools KPIs and the
reporting timelines
SPPM Adjournment
16-037 Moved by L Colley
That the Strategic Plan Performance Measures Committee
1 adjourns the November 7 2016 Strategic Plan Performance Measures
Committee meeting
Carried
The meeting ended at 600 pm
Signed
Strategic Plan 2016-2019 Accountability Framework 1
STAFF REPORT ACTION REQUIRED
Strategic Plan 2016-2019 Accountability Framework
Date November 21 2016
To Toronto Public Library Board
From Strategic Plan Performance Measures Committee
SUMMARY
The purpose of this report is to recommend the approval of the Strategic Plan 2016-2019
Accountability Framework to the Toronto Public Library Board
A Strategic Plan Performance Measures Committee was established on April 25 2016 to
provide advice and recommendations to the Board for strengthening the Boardsrsquo
monitoring and assessment of the strategic planrsquos implementation for compliance and
progress
The Committee met four times from May to November 2016 to receive and inform the
development of the Strategic Plan 2016-2019 Accountability Framework which contains
three main tools a balanced scorecard with key performance indicators a dashboard to
visually present the results and a logic model to show the alignment between the strategic
priorities key activities over four years and the expected outcomes and impact
At its November 7 2016 meeting the Committee endorsed the Accountability Framework
and concluded its work
RECOMMENDATIONS
The Strategic Plan Performance Measures Committee recommends that the Toronto
Public Library Board
1 approves the Strategic Plan 2016-2019 Accountability Framework
FINANCIAL IMPACT
There is no financial impact beyond what has already been approved in the current yearrsquos
budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
13c
Strategic Plan 2016-2019 Accountability Framework 2
DECISION HISTORY
At its April 25 2016 meeting the Library Board received the following report Strategic
Plan Performance Measures Committee Terms of Reference and approved the Terms of
Reference for the Strategic Plan Performance Measures Committee as outlined in
Attachment 1
httpwwwtorontopubliclibrarycacontentabout-the-
librarypdfsboardmeetings2016apr2512-performance-measures-committee-terms-of-
referencepdf
httpwwwtorontopubliclibrarycacontentabout-the-
librarypdfsboardmeetings2016apr2512-performance-measures-committee-terms-of-
reference-att-1pdf
At its May 31 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Status and Performance
Management Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-may-31jsp
At its July 13 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Status and Performance
Management Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-jul-13jsp
At its September 20 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Accountability
Framework and Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-sep-20jsp
At its November 7 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Accountability
Framework Reporting Tools amp key Performance Indicators
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-nov-07jsp
ISSUE BACKGROUND
The Strategic Plan Performance Measures Committee was established on April 25 2016 to
provide advice and recommendations to the Library Board for strengthening the Boardrsquos
monitoring and assessment of the strategic planrsquos implementation for compliance and
progress
During the development of the Accountability Framework and the reporting tools the
Committee met four times from May to November 2016 to receive information and provide
advice At its November 7 2016 meeting the Committee endorsed the Framework and
concluded its work
Strategic Plan 2016-2019 Accountability Framework 3
COMMENTS
There are three broad outcomes for the Strategic Plan 2016-2019 based on input gathered
from Toronto residents during the strategic plan consultation process
Expanding Access
Increasing Opportunity
Building Connections
Six strategic priorities were established to advance the broad outcomes
Advancing TPLrsquos digital platforms
Breaking down barriers to access driving inclusion
Expanding access to technology and training
Establishing TPL as Torontorsquos centre for continuous and self-directed learning
Creating community connections through cultural experiences
Transforming for 21st century service excellence
The purpose of the Accountability Framework is to guide the development monitoring and
reporting of the annual work plan for each of the four years from 2016 to 2019 and the
overall achievements of the Strategic Plan over four years It serves as
a reporting structure for the Board to monitor the progress of the strategic plan and
provide guidance
a public facing reporting tool to demonstrate openness and accountability
an internal tool to advance shared understanding of the strategic priorities and guide the
work of staff
The Accountability Framework is composed of three main tools
1 Balanced Scorecard with key performance indicators (Attachment 1 amp Attachment 2)
The overall achievements of the strategic plan will be reported using a balanced
scorecard approach with key performance indicators established under four
perspectives Customer Operational Learning amp Growth and Financial Work plan
achievements will be reported to the Board in a semi-annual status report
2 Dashboard (Attachment 3)
A dashboard format will be used to visually present the strategic plan achievements
as measured against the key performance indicators and targets This will be reported
to the Board annually
3 Logic Models
A logic model (Attachment 4) is developed to align the six strategic priorities with
key activities the broad outcomes and the contribution to the success of City of
Torontorsquos key strategies over four years
Logic models will also be developed for each strategic priority with appropriate key
activities and outcomes to guide the development of annual work plans strategic
Strategic Plan 2016-2019 Accountability Framework 4
partnerships and funding priorities Attachment 5 shows an example of a logic model
for Strategic Priority 2 Breaking down barriers to access driving inclusion
The flowchart in Attachment 6 illustrates the relationship of the three tools The key activity
of Expanding Access to branches and community service points under Priority 2 is provided
as an example
CONTACT
Elizabeth Glass Director Policy Planning amp Performance Management
Tel 416-395-5602 E-mail eglasstorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Balanced Scorecard with Key Performance Indicators
Attachment 2 List of Strategic Plan 2016-2019 Key Performance Indicators
Attachment 3 Dashboard example
Attachment 4 Strategic Plan 2016-2019 Logic Model
Attachment 5 Strategic Plan 2016-2019 Priority 2 Logic Model
Attachment 6 Strategic Plan 2016-2019 Accountability Framework Flowchart
Strategic Plan 2016 mdash 2019 Balanced Scorecard Attachment 1
Key Performance Indicators
Total number of active members
bull Total use per capita
bull Visits per capita
bull Virtual visits per capita
bull In-branch technology utilization rate internet access workstationper 100000 population wireless connections per capita
bull Utilization rate (program capacity) learning programs(ESL + Literacy + User Ed + lifelong learning)
bull Utilization rate of technology training programs
bull Utilization rate of cultural programs
bull ft of branches providing regular after-schoolprogramming from September to June
bull User satisfaction overall
bull User satisfaction in-branch technology(computers software wifi)
Users satisfaction knowledge andhelpfulness of staff
Key Performance Indicators
bull Total Open Hours
bull ft of Sunday branches (September to June)
bull ft of NIA Sunday branches (September to June)
bull ft of Sunday branches (Year-round)
ft of NIA Sunday branches (Year-round)
Turnover rate of circulating items
of special collections that are digitized
KKey Performance Indicators
bull Logic Models and evaluation frameworksdeveloped for strategic priorities
bull Spending in staff development (Total Averageper staff)
bull staff who report they have the skills andtraining to meet service delivery outcomes
bull of staff who report high levels ofengagement
Key Performance Indicators
bull Cost per use
Operating Expenditures
Operating expenditures per capita
Operating expenditures for electronic materials
Operating expenditures for digital technology
bull Total funding
bull Total funding per capita
bull Total funding from TPL Foundation
Page 1 of 1
Strategic Plan 2016-2019 Balanced Scorecard Key Performance Indicators
Customer Perspective Operational Perspective Learning amp Growth Perspective Financial Perspective
Total number of active members
Total use per capita o Visits per capita
Virtual visits per capita
In-branch technology utilization rate internet access workstation per 100000 population wireless connections per capita
Utilization rate (program capacity) learning programs (ESL + Literacy + User Ed + lifelong learning)
Utilization rate of technology training programs
Utilization rate of cultural programs
of branches providing regular after-school programming from September to June
User satisfaction overall
User satisfaction in-branch technology (computers software wifi)
Users satisfaction knowledge and helpfulness of staff
Total Open Hours o of Sunday branches
(September to June) o of NIA Sunday branches
(September to June) o of Sunday branches
(Year-round) o of NIA Sunday branches
(Year-round)
Turnover rate of circulating items
of special collections that are digitized
Logic Models and evaluation frameworks developed for strategic priorities
Spending in staff development (Total Average per staff)
staff who report they have the skills and training to meet service delivery outcomes
of staff who report high levels of engagement
Cost per use
Operating Expenditures o Operating expenditures per
capita
Operating expenditures for electronic materials
Operating expenditures for digital technology
Total funding o Total funding per capita o Total funding from TPL
Foundation
Attachment 2
Attachment 3
Strategic Plan 2016-2019 Dashboard
Key Performance Indicators
Example Open Hours
2016 Activities that will move the dial Status
Sunday service expanded to create year-round service at 6 District and 2 R amp R branches and added to 6 neighbourhood branches to provide seasonal Sunday service
Measure Baseline (2015) Current (Dec 2016) Target (2019) change
Total open hours 269672 hours 274397 hours 281878 hours + 45
Attachment 4
Toronto Public Library Strategic Plan 2016-2019 Logic Model
Torontonians are aware of library services to
address immediate needs
Create and implement Digital Strategy to develop online services
Torontonians have access to reading and
learning materials in a wide range of formats
and levels to support the joy of reading and
lifelong learning
TPL has resources and well-trained staff to
deliver strategic outcomes
Torontonians are connected through cultural
and leisure experiences and opportunites
TPL provides exceptional services and
experience at customers every point of need
TPL increased partnership and funding
opportunities with City of Toronto community
organizations and funding partners
Torontonians have improved access to
technology and staff assistance to develop
technology skills
Torontonians have expanded access to
emerging technology innovation spaces and
programs
Torontonians have new experiential
collaborative and e-learning opporunities to
support education employment and multiple
literacies
Use technology to drive improvements in business processes and
efficiency eg cloud analytics
Torontonians have equitable
support to learning and training
and gain the knowledge multiple
literacy skills and networks to
enrich their education work life and
leisure experiences
Torontonians have access to
programs and activities to support
and enhance diverse cultural
experiences and library collections
that reflect their cultural ineterests
and needs
Support readers of all ages and interests with diverse collections
readers advisory and a wide range of literary and cultural programs
Toronto children and youth have additional safe
after school social and learning environments
and programs
Priorities Key Activities
Mission Toronto Public Library provides free and equitable access to services which meet the changing needs of Torontonians The Library preserves and promotes universal
access to a broad range of human knowledge experience information and ideas in a welcoming and supportive environment
Establishing TPL as Torontos
centre for continuous and self-
dlirected learning
Impact
Expanding access to technology
and training
Advancing TPLs digital platforms
Breaking down barriers to access
driving inclusion
Expand high quality out-of-school-time programs for children and youth
Increase awareness and engagement across library channels
Allocate additional resources to sustain current and emerging
technology
Provide access to current and emerging technology and training in
library branches and community locations
Identify and remove policy barriers to online and in-person servicesToronto Public Library is a
community asset that builds
community capacity and improves
Torontonians well-being
Toronto Public Library contributes to the success of
Toronto Strong Neighbourhood Strategy 2020
Actions for strong Neighbourhoods
under five domains
Physical surroundings
Economic opportunities
Healthy lives
Social development and
Participation in civic decision-making
Toronto Public Library is a key partner in
City of Torontos Poverty Reduction Strategy
in addressing the issues of
service access and availability
Toronto Public Library supports the positive
outcomes of City of Torontos strategies for targeted
population including
Raising the Village Measuring the Well-being
of Children and Families in Toronto
Toronto Youth Equity Strategy
Toronto Newcomer Strategy
Toronto Seniors Strategy
Expand access to branches and community service points
Develop new resources programs and partnerships to deliver eLearning
programs
Provide in-branch resources space and technology to support
experiential learning
Provide resources and programs to support civic engagement
community events and discussion of social issues
Transforming for 21st century
service excellence Dedicate staff resources and training to provide expertise in key
strategic areas eg technology and literacy
Torontonians are empowered and supported in
their partcipation in civic lifeCreating community connections
through cultural experiences
Create diverse and inclusive cultural programs and experiences in
branch and online spaces
Curate and digitize special collections to reflect Torontos diverse
history culture and heritage
Develop organizational structure and culture to support innovation and
customer service excellence
ACCESS
OPPORTUNITY
CONNECTIONS
Outcomes
Torontonians have easy convienient online
access to library collections and services
Torontonians have convenient and local access
to neighbourhood spaces and services
Attachment 5
Expand online services
Develop self-serve Library Kiosks
Increased program offerings
After hours access implemented
Increased online service options
Increased self-service options
CONNECTIONS
Understand City demographics
demands and use of a full range of
library services
Develop after-hours access at branches
2 Breaking down
barriers to access
driving inclusion
Toronto Public Library contributes to the success of
City of Torontos key strategies including
Toronto Strong Neighbourhood Strategy 2020
bull Targeting appropriate resources to
respond to neighbourhood needs
Toronto Poverty Reduction Strategy
bull Address immediate needs
bull Create pathways to prosperity
bull Increase service access and availability
ACCESS
OPPORTUNITYLibrary membership options reflect
users online and branch access
needs
Provide access to current
and emerging technology
and training in library
branches and community
locations
Increase awareness and
engagement across library
channels
Sunday service expanded in target
branches
Identify and remove policy
barriers to online and in-
person services
Expand access to branches
and community service
points
Number of blocked library cards
reduced in target populations
Toronto Public Library Strategic Plan 2016-2019 Logic Model
Priority Impact
Mission Toronto Public Library provides free and equitable access to services which meet the changing needs of Torontonians The Library preserves and promotes universal access to a broad
range of human knowledge experience information and ideas in a welcoming and supportive environment
OutcomeKey Activities
Toronto Youth Equity Strategy
bull Service gaps
bull Service relevance amp accessibility
Toronto Newcomer Strategy
bull Improving access to municipal supports
bull Supporting civic engagement and
community capacity
Develop marketing strategy and conduct
publicity campaigns
Toronto Seniors Strategy
bull Equity
bull Inclusion
bull Respect
bull Quality of life
Expand access to library service in
community locations
Toronto Public Library is a
community asset that builds
community capacity and improves
Torontonians
well-being
Torontonians have equitable
support to learning and training
and gain the knowledge multiple
literacy skills and networks to
enrich their education work life
and leisure experiences
Torontonians have access to
programs and activities to support
and enhance diverse cultural
experiences and library
collections that reflect their
cultural ineterests and needsIncreased circulation of library
materials
Identify and remove policy barriers to
online and in-person services
Raising the Village Measuring the
Well-being of Children and Families in Toronto
bull Families have equitable access to
learning and training and are active in
their childrenrsquos education
bull Families belong to communities and
have the freedom to express and
opportunities to foster their culture and
identity
Torontonians are aware of library
services to address immediate needs
Conduct outreach and customer
engagement programs
Expand branch hours with additional
programs
Torontonians have easy
convienient online access to library
collections and services
Torontonians have convenient and
local access to neighbourhood
spaces and services
Attachment 6
Accountability Framework
Example
Priority Key Activity Short Term Medium Term Impact
Breaking down barriers to access
driving inclusion
Expand access to branches and
community service points
Torontonians have convenient and
local access to neighbourhood spaces
and services
Toronto Public Library is a community
asset that builds community capacity
and improves Torontonians well-being
Toronto Poverty Reduction Strategy
Increase service access and availability
Example
Customer Perspective Operational Perspective Learning amp Growth Perspective Financial Perspective
Utilization rate Service hours added Staff training Cost per use
Example
Is a visual representation of progress towards four years targets for KPIs to achieve strategic outcomes
with a baseline benchmark and annual target
Dashboard
Monitors the progress of the strategic plan across four perspectives and indentifies KPIs to measure progress towards outcomes
Links planned activities to expected outcomes
Toronto Public Library Strategic Plan 2016-2019
Implementation Compliance and Progress
Logic Model
Balanced Scorecard
Outcomes
Strategic Plan 2016-2019
Accountability Framework
November 21 2016
Toronto Public Library Board Meeting
1
Accountability Framework
Strategic Plan Performance Measures Committee
to provide advice and recommendations to the Board for
strengthening the Boardrsquos monitoring and assessment of the
strategic planrsquos implementation for compliance and progress
2
Accountability Framework
Strategic Plan Performance Measures Committee
bull Met four times from May to November 2016
bull Endorsed Accountability Framework at November 7 2016
meeting
bull Concluded its work
3
Accountability Framework
Purpose of framework
bull To guide the development monitoring and reporting of
The Annual work plan for each year from 2016-2019
The overall achievements of the Strategic Plan over four
years
4
Accountability Framework
bull A reporting structure for the Board to monitor the
progress of the strategic plan and provide guidance
bull Public facing reporting tool to demonstrate openness
and accountability
bull An internal tool for staff
5
Accountability Framework
Strategic Plan 2016-2019
bull Three broad outcomes
Access
Opportunity
Connections
And six strategic priorities
6
Accountability Framework
Strategic Plan 2016-2019
bull Six Strategic Priorities
Advancing TPLrsquos digital Platforms
Breaking down barriers to access driving inclusion
Expanding access to technology and training
Establishing TPL as Torontorsquos centre for continuous and
self-directed learning
Creating community connections through cultural
experiences
Transforming for 21st century service excellence
7
Accountability Framework
Three main tools
bull Balanced Scorecard with Key Performance
Indicators (KPIs)
bull Dashboard for visual presentation
bull Logic Models
8
Accountability Framework
Balanced Scorecard
bull A performance measurement tool developed at the
Harvard Business School
bull Provides a framework to monitor organization
performance from four perspectives the customerrsquos
perspective an internal business perspective an
innovation and learning perspective and the
financial perspective
Balance scorecard Encyclopedia of Business Gale 2000
9
10
Strategic Plan 2016 ndash 2019 Balanced Scorecard
11
Strategic Plan 2016 ndash 2019 Balanced Scorecard
Accountability Framework
Reporting timeline
bull Annual work plan achievements will be reported
to the Board in a semi-annual status report in
June and year end
bull Overall achievements of the strategic plan will be
reported annually to the Board (eg first quarter
of 2017 for 2016) using a balanced scorecard and
presented visually using a dashboard
12
Accountability Framework
13
Accountability Framework
Logic Model
bull A logic model is a systematic and visual way to present the
relationships among the resources to operate a program the
planned activities and the changes or results you hope to
achieve
14
WK Kellogg Foundation Logic Model Development Guide 2004
Accountability Framework
Logic Models
bull A Strategic Plan 2016-2019 aligns 6 strategic priorities
with
Key activities
3 broad strategic outcomes
City of Torontorsquos key strategies
bull Plus a logic model for each of the 6 strategic priorities
15
16
Strategic Plan 2016-2019 Logic Model
17
Strategic Plan 2016-2019 Priority 2 Logic Model
18
Accountability Framework
Questions amp Discussion
19
20
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 1
STAFF REPORT ACTION REQUIRED
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report proposes revised meeting dates for the December 2016 and January 2017
meetings for Toronto Public Library Board approval
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves rescheduling the December 8 2016 Toronto Public Library Board meeting
to December 12 2016 and
2 approves rescheduling the January 23 2017 Toronto Public Library Board meeting to
January 30 2017
FINANCIAL IMPACT
There is no financial impact arising from this report
The Director Finance and Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
At the January 25 2016 meeting the Board approved the schedule for meetings in 2016
including December 8 2016
At the October 24 2016 meeting the Board was provided with the proposed schedule for
meetings in 2017 including January 23 2017 for approval at the January 2017 meeting
14
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 2
COMMENTS
Library staff have recently reviewed the Cityrsquos updated budget schedule The Library Board
meeting in December is not well aligned with the Cityrsquos schedule A later December date
would provide the Board with more opportunity to be informed and kept up-to-date on the
2017 budget as well as to participate in the process As a result the rescheduling of the
December 8 2016 meeting to Monday December 12 is being recommended Board
members were canvassed and quorum is attainable for a meeting on December 12 2016
As the same scenario is also a possibility for the proposed January 23 2017 meeting it is
recommended that the date be changed to January 30 2017
Key dates for the 2017 budget process are shown below
2017 Budget Timetable
Date Political Review TPL Board
2016
Nov 21 Board meeting
Dec 2 Budget Committee launch
Dec 12 (from 8) Board meeting
Dec 161920 (21) Budget Committee presentations
2017
Jan 5 910 Budget Committee public deputations
Jan 12 Budget Committee wrap-up
Jan 24 Budget Committee final
Jan 30 (from 23) Board meeting
Feb 7 Executive Committee
Feb 15 16 (17) Council approval
Feb 21 Board meeting
CONTACT
Nancy Marshall Library Board Officer City Librarianrsquos Office
Tel 416-393-7215 E-mail nmarshalltorontopubliclibraryca
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 3
SIGNATURE
______________________________
Vickery Bowles
City Librarian
Holiday Closures 2017 and January 2018 1
STAFF REPORT ACTION REQUIRED
Holiday Closures 2017 and January 2018
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The purpose of this report is to recommend and receive Toronto Public Library Board
approval for the schedule of holiday closures for 2017 and January 2018
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves the schedule of holiday closures for 2017 and January 2018 as provided
in Attachment 1
FINANCIAL IMPACT
There is no financial impact to the 2017 operating budget arising from the
recommendation in this report The recommended closures are included in the proposed
2017 operating budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
Where Library Board approval is required to establish holiday closures the matter comes
before the Board in the preceding year to ensure adequate notice to the public and staff
COMMENTS
At its meeting on October 26 2015 the Library Board approved the Library closure for
New Yearrsquos Day 2017 on Monday January 2 2017
15
Holiday Closures 2017 and January 2018 2
The Library is open for regular service on Remembrance Day Saturday November 11
2017
The Library will be closed on Monday December 25 2017 for Christmas Day and
Tuesday December 26 2017 for Boxing Day
In 2018 New Yearrsquos Day falls on a Monday and the Library will be closed
All full-time employees whose scheduled day off falls on a holiday closure are
compensated with a day in lieu to be taken at another agreed upon time
It is the practice of the Library to close on the Sundays adjacent to public holidays with
the exception of Family Day
The schedule of holiday closures for 2017 and January 2018 is provided in Attachment 1
CONTACT
Dan Keon Director Human Resources Tel 416-395-5850
E-mail dkeontorontopubliclibraryca
SIGNATURE
_____________________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Holiday Closures 2017 and January 2018
Toronto Public Library Holiday Closures 2017 and January 2018
Sunday January 1 2017 New Yearrsquos Day Closed
Monday January 2 2017 For New Yearrsquos Day Closed
Monday February 20 2017 Family Day Closed
Friday April 14 2017 Good Friday Closed
Sunday April 16 2017 Easter Sunday Closed
Monday April 17 2017 Easter Monday Closed
Monday May 22 2017 Victoria Day Closed
Saturday July 1 2017 Canada Day Closed
Monday August 7 2017 Civic Holiday (Simcoe Day) Closed
Monday September 4 2017 Labour Day Closed
Monday October 9 2017 Thanksgiving Day Closed
Sunday December 24 2017 Christmas Eve Closed
Monday December 25 2017 Christmas Day Closed
Tuesday December 26 2017 Boxing Day Closed
Sunday December 31 2017 New Yearrsquos Eve Closed
Monday January 1 2018 New Yearrsquos Day Closed
New Yearrsquos Day 2017 closure approved by the Library Board on October 26 2015
Attachment 1
Audit Plan for the Year Ending December 31 2016 1
STAFF REPORT INFORMATION ONLY
Audit Plan for the Year Ending December 31 2016
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The attached report from PricewaterhouseCoopers the external auditors summarizes the
planning for their audit of the 2016 financial statements for the Toronto Public Library
Board
FINANCIAL IMPACT
The proposed audit fee of $25000 inclusive of expenses and exclusive of Harmonized
Sales Tax (2015 ndash $25000) is included in the 2016 operating budget It is important to
note that the audit fee does not include extra audit work that may be required due to
scope changes and PricewaterhouseCoopers will advise management as soon as possible
if this were to happen
This is the second year of a five-year audit contract that the City has negotiated The fee
will remain unchanged for the duration of the contract
ISSUE BACKGROUND
Under Section 139 of the City of Toronto Act 2006 the City is required to appoint an
auditor licensed under the Public Accounting Act 2004 who is responsible for annually
auditing the accounts and transactions of the City and its local boards and expressing an
opinion on the financial statements of these entities based on the audit
Council at its March 2015 meeting approved the recommendation of the Audit
Committee to appoint PricewaterhouseCoopers as the external auditor for the City and
Library The contract with PricewaterhouseCoopers is for five years ending with the
audit of the December 31 2019 financial statements
As part of the annual audit PricewaterhouseCoopers provides an Audit Plan report to the
Toronto Public Library Board The auditors will conduct their audit of the 2016 financial
statements pursuant to this plan
17
Audit Plan for the Year Ending December 31 2016 2
COMMENTS
Attached is PricewaterhouseCoopersrsquo Audit Plan for the Library which summarizes their
view on audit risks the nature extent and timing of the audit work and the terms of
engagement
On completion of the audit PricewaterhouseCoopers will issue the Audited Financial
Statements and a Year-End Report to the Board that will provide key matters for
discussion significant audit accounting and financial reporting matters summary of
unadjusted and adjusted items other required communications internal control
recommendations and a confirmation of auditor independence
Work on the interim audit was completed in October 2016 and the year-end audit is
expected to be completed by March 2016
CONTACT
Larry Hughsam Director Finance amp Treasurer Tel 416-397-5946
E-mail lhughsamtorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Board ndash Audit Plan for the year ending
December 31 2016
wwwpwccomca
Audit planfor the yearendingDecember31 2016
Toronto PublicLibrary Board
pwc
pwc
October 28 2016
Members of the BoardToronto Public Library Board
Dear Members of the Board
We are pleased to present an overview of our audit plan for the 2016 audit of the financial statementsof Toronto Public Library Board (the Library) prepared in accordance with Canadian Public SectorAccounting Standards (PSAS) (referred to as the ldquofinancial statementsrdquo from now on)
This overview includes our view on audit risks and the nature extent and timing of our audit work
We value your feedback and if you have any questions about the identified risks and our audit approachplease do not hesitate to contact the undersigned at (416) 228-1922
Yours very truly
Tern McUnnonPartnerRisk Assurance Services
cc Mr Larry Hughsam Director Finance and Treasurer
PricewatcrhouseCoopers UPnyC Tower i8 York Street Suite 2600 Toronto Ontario Canada M oB2T +1 416 8631133 F +1 416 365 8215 wwwpwccomca
lsquoPwt relera to Pdcewatethousetoopers LLP an Ontario limiled liabiLity paruiership
Toronto Public Library Board Audit plan for the year ending December 31 2016
Communications to the Board
Key mattersfor Commentsdiscussion
Client service team Tern McKinnon is your engagement leader and Julianne Cooke is your engagementmanager
Service deliverables We will audit the Libraryrsquos financial statements as of December 31 2016 and for theyear then ending prepared in accordance with PSAS
Our engagement letter which has been signed by the City of Toronto sets out theterms and conditions for our engagement as the independent auditor of the Libraryfor the above-mentioned year In addition our engagement letter outlines ourresponsibilities as the auditor and the responsibilities of management
Audit timeline We worked with management to develop this project timelinemdash Interim visit October 17-21 2016mdash Year-end visit March20 mdash March 31 2017mdash Clearance meeting with management To be confirmedmdash Deliveryfiling of financial statements To be confirmed
Audit approach Our audit approach is a mixture of tests of internal controls and substantive testingOur audit approach is designed to allow us to execute a quality and efficient auditWe do this byi gaining an understanding of the business by focusing on new developments
and key business issues affecting the Library as well as managementrsquosmonitoring of controls and business processes
ii identiring significant audit risks sharing our perspectives obtaining yourfeedback and ensuring our audit is tailored to these risks
iii using well-reasoned professional judgment especially in areas that aresubjective or require estimates and
iv leveraging reliance where possible on the Libraryrsquos internal controls andinformation technology and data systems
In the current year our planned work will include testing of key controls in thefollowing areasmdash Purchases payables and disbursementsmdash Payroll
All other areas will be subject to tests of detail
Significant risks are risks of material misstatement that we think need special auditconsideration We identified several significant audit risks and plan to address themas follows Please let us know if you agree that these are the most significant risksfrom your point of view and if you have any other areas of concern
PwC I
Toronto Public Library Board Audit plan for the year ending December 31 2016
Significant risk to Managementrsquos response and our audit approachdiscuss
Risk of management Accounting regulatory authorities require that the risk of material misstatement dueoverride of controls to management override of controls be considered a significant risk on every audit
engagement
This represents the risk that internal controls at the Library maybe circumvented toachieve desired financial results or gain inappropriate access to financial resources
In order to address this risk we will perform the followingbull All non-routine journal entries are reviewed and approved by the appropriate
level of managementbull We will review manual journal entries focusing on large and unusual entriesbull We will review accounting estimates for biases that could result in material
misstatementbull We will incorporate unpredictable procedures in the audit approach
Risk of fraud in revenue The risk of fraud in revenue recognition is a presumed significant risk underrecognition Canadian Auditing Standards We will assess this risk through the consideration of
the Libraryrsquos revenue recognition policies the incentivepressure to fraudulentlymisstate revenue and the potential opportunity
In order to address this risk we will perform the following
bull Update our understanding of managementrsquos processes and internal controlssurrounding revenue recognition
bull Obtain confirmations from the City of Toronto for subsidies received duringthe year
bull Test significant revenue streams through testing a sample of transactions tosupporting documents
Materiality Misstatements are considered to be material if they could reasonably be expected toinfluence the economic decisions of users of the financial statements We have set apreliminanrsquo materialihrsquo of S6i6oooo We will report unadjusted and adjusted itemsover S6i6ooo to the Board on completion of the audit
Fraud risk We discuss fraud risk annually with the Board Through our planning process (andprior yearsrsquo audits) we developed an understanding of your oversight processesincluding
Employee code of ethicsmdash Discussion at Board meetings and our attendance at those meetings or
reviewing minutes of meetingsmdash Presentations by management including business performance reviewsmdash Signing authorities
Are there any new processes or changes to the items above that we should be awareoP
We are not aware of any fraud Are you aware of instances of any actual suspected or
____________________________
alleged fraud affecting the Library
PwC 2
Toronto Public Ubrary Board Audit plan for the year ending December 31 2016
The matters raised In this and other reports that will flow from the audit are only those that have come to our attention arising from or relevant toour audit that we believe need to be brought to your attention They are not a comprehensive record of all the matters arising and in particularwe cannot be held responsible for reporting all risks in your business or all internal control weaknesses This report has been prepared solely foryour use It was not prepared or intended for any other purpose No other person or entity shall place any reliance upon the accuracy orcompleteness of statements made herein PwC does not assume responsibility to any third party and in no event shall PwC have any liabilityfor damages costs or losses suffered by reason of any reliance upon the contents of this report by any person or entity other than you
PwC 3
copy 2015 PricewaterhouseCoopers LLP an Ontario limited liability partnership All rights reserved
Board Resolutions ndash Status Report 1
STAFF REPORT INFORMATION ONLY
Board Resolutions ndash Status Report
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report lists the status of outstanding Toronto Public Library Board resolutions
BACKGROUND INFORMATION
At the April 2 2012 meeting the Toronto Public Library Board approved the inclusion of
Board Resolutions ndash 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 ndash Status Report ndash November 21 2016
18
1
STATUS REPORT
TORONTO PUBLIC LIBRARY BOARD RESOLUTIONS
AS AT NOVEMBER 21 2016
DATE OF
MEETING
MOTION
(Ref Minute )
STATUS
TARGET
DATE
Sep 8 2014 14-150 ndash Notice of Motion Funding and Timing of
PerthDupont Branch Relocation
5 requests that the local City Councillor consult
with the local community and make a
recommendation to the Board for a new name for
the relocated branch (which will no longer be
located at the corner of Perth and Dupont)
IN PROGRESS Staff to bring a recommendation to
the Board for a new name for the relocated branch to
the Board for approval
To be
determined
Feb 22 2016 16-040 ndash Naming Opportunity ndash Daniel Grafton
Hill III
2 requests staff to provide updates to the
Toronto Public Library Board on this
initiative at strategic intervals
IN PROGRESS This initiative is dependent on a
future branch capital project and consultation
process
To be
determined
Oct 24 2016 16-193 ndash Toronto Public Library Board ndash Self-
Evaluation
2 conducts a pilot self-evaluation during the
month of November 2016 and discusses the
results of the evaluation at the January 2017
meeting
IN PROGRESS A report is expected to be provided
at the January 2017 meeting
January 2017
meeting
Attachment 1
APPROVED MINUTES Page 3
Toronto Public library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 1 Tuesday May 31 from 540 pm to 725 pmToronto Reference Library Board Room 789 Yonge Street Toronto
MotionsSee the followingMoved by R CarinciThat the Strategic Plan Performance Measures Committee1 considers the summary of Toronto Public Libraryrsquos swategic priority
alignment with key City strategies for information (Attachment 1)2 endorses (lie template that will be usedfor the semi-annual status report
on Strategic Plan activities for 2Ol6for presentation to the Library Boardin June for information (Attachment 2)
3 considers the Draft Strategic Plan Dashboard to pro viderecommendations on the format so that staffcan make revtcions andpopulate the template with measures for the next Steering ConmitteeMeeting (Attachment 3)
Amended
Moved in amendment by S Graham-NutterThat the Motion moved by R Carbici be amended to change the word endorsesrdquoin Recommendation 2 to the word considers so that it reads asjoacutellows1 considers the template that will be usedJar the semi-annual status report
on Strategic Plan activitiesfor 2016for presentation to the Library Boardin June for information (Attachment 2)
Carried
SPPM Adjournment16-008 Moved by pound Graham-Nutter
That the Strategic Plan Perjagravermance Measures Committee1 adjourns the May 31 2016 Strategic Plan Performance Measures
Committee meetingCarried
The meeting ended at 725 pm c)r -
Signed ( I lsquoI 7lt--
TORONTOPUB LIC
LIBRARYAPPROVED MINUTES Page 1
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 2 Wednesday July 13 2016 from 530 pm to 635 pmToronto Reference Library Board Room 789 Yonge Street Toronto
Members PresentMs Dianne LeBreton (Chair)Ms Lindsay CofleyMs Sue Graham-NutterMs Archana Shah
RegretsMr Ron Carinci
SPPM Call to Order16-010 Dianne LeBreton called the meeting to order at 530 pm
SPPM Declarations of Conflict of Interest16-011 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda16-012 Moved byL colley
That the Strategic Plan Petformance Measures Committee1 approves the agenda
Carried
SPPM Confirmation of IrsquoIay 31 2016 Strategic Plan Performance Measures Committee16-0 13 Meeting Minutes
Moved by L ColleyThat the Strategic Plan PerJbrmance Measures Committee1 confirms the Minutes of the May 31 2016 Strategic Plan Performance
Measures CommitteeCarried
APPROVED MENUTES Page 2
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteelNrsquoIeeting No 2 Wednesday July 13 from 530 pm to 635 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Business Arising from the Minutes16-014 There were no Business Arisingfrom the Mintues items at the July 13 2016
Strategic Plan Performance Measures Committee meeting
SPPM Communications16-015 There were no Communications items at the July 13 2016 Strategic Plan
Performance Measures Committee meeting
SPPM Presentations16-016 There were no public presentations at the July 13 2016 Strategic Plan
Performance Measures Committee meeting
Itemfor ApprovalSPPM Strategic Plan 2016-2019 Status and Performance Management Reporting Tools16-0 17 Elizabeth Glass Director Policy Planning amp Performance Management and
Linda Hazzan Director Communications Progranuning amp CustomerEngagement provided a presentation on status and performance managementreporting tools
Moved byA ShahThat the Strategic Plan Performance Measurement Committee1 considers the attached presentation materials and2 directs staffto further develop the balanced score card key performance
indicators and the Strategic Plan dashboard and indicatorsfor a StrategicPlan Performance Measures Steering committee meeting in September
CarriedSPPM Adjournment16-018 iWoved by S Graham-Nutter
That the Strategic Plan Performance ArsquoJeasures Committee1 adjourns the July 13 2016 Strategic Plan Performance Measures
Committee meeting
Carried
The meeting ended at 635 pm-
Signed lsquoiV i f
TORONTOPUB LIC
LIBRARYAPPROVED MINUTES Page 1
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 3 Tuesday September 20 2016 from 530 pm to 630 pmToronto Reference Library Board Room 789 Yonge Street Toronto
Members PresentMs Dianne LeBreton (Chair)ML Ron CadnciMs Lindsay ColleyMs Archana ShahMs Sue Graham-Nutter
Regrets
SPPM Call to Order16-019 Dianne LeBreton called the meeting to order at 530 pm
SPPM Declarations of Conflict of Interest16-020 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda16-021 Moved by L Colley
That the Strategic Plan Performance Measures Committee1 approves the agenda
Carried
SPPM Confirmation of July 13 2016 Strategic Plan Performance Measures Committee16-022 Meeting Minutes
Moved by L ColleyThat the Strategic Plan Peiformance Measures Committee1 confirms the Minutes of the fitly 13 2016 Strategic Plan Performance
Measures Committee
Carried
APPROVED MINUTES Page 2
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 3 Tuesday September 20 2016 from 530 pm to 630 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Business Arising from the Minutes16-023 There were no Business Arisingfrom (lie Minutes items at the September 20 2016
Strategic Plan Performance Measures Committee meeting
SPPM Communications16-024 There were no Communications items at the September 20 2016 Strategic Plan
Performance Measures Committee meeting
SPPM Presentations16-025 There were no public presentations at the September 20 2016 Strategic Plan
Performance Measures Committee meeting
Itemfor ApprovalSPPM Strategic Plan 2016-2019 Accountability Framework and Reporting Tools16-026 Elizabeth Glass Director Policy Planr1ing amp Performance Management
provided a presentation on accountability framework and reporting tools
Moved by S Graham-NurterThat the Strategic Plan Performance Afeasurement Committee1 considers the approach ofusing logic models and a balanced scorecard as
the strategic plan accountabilityframework and a dashboard to visuallyrepresent the progress and achievement as outlined in the flowchart(Attachment 1k
2 endorses the logic model examples that will be used as templates fordeveloping a logic model for each strategic priority (Attachments 2 and3k
3 endorses the balanced scorecard and recommended key performanceindicatorsJbr the Boardrsquos monitoring and assessment ofthe strategicplan lsquo5 progress (Attachment 1)
Deferred
The Committee deferred consideration of the recommendations in the StrategicPlan 2016-2019 Accountability Framework and Reporting Tools report until thenext meeting of the Committee
APPROVED MINUTES Page 3
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 3 Tuesday September 20 from 530 pm to 630 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Adjournment16-027 Moved by L Colley
That the Strategic Plan Performance Measures Committee1 adjourns the September 20 20J6 Strategic Plan Performance Measures
Conunittee meetingCarried
The meeting ended at 630 pm - - - I
Signed (V UrsquoL
MINUTES Page 1
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
13b
Members Present
Mr Ron Carinci
Ms Lindsay Colley
Ms Archana Shah
Ms Sue Graham-Nutter
Regrets
Ms Dianne LeBreton (Chair)
SPPM Call to Order
16-028 Vickery Bowles called the meeting to order at 530 pm Ms Bowles advised that
Dianne LeBreton committee chair was unexpectedly unable to attend the
meeting An election of an acting chair was required
SPPM Declarations of Conflict of Interest 16-029 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda 16-030 Moved by R Carinci
That the Strategic Plan Performance Measures Committee approves the agenda
as revised to
1 elect an Acting Chair for the November 7 2016 meeting in the absence of
the Committee Chair
Carried
MINUTES Page 2
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Election of Acting Chair
16-031 Vickery Bowles called for nominations for the Acting Chair of the Strategic Plan
Performance Measures Steering Committee
Moved by R Carinci
That
1 Sue Graham-Nutter be nominated for Acting Chair
Carried
Sue Graham-Nutter agreed to stand for election
There being no further nominations it was
Moved by R Carinci
That the Strategic Plan Performance Measures Committee
1 closes nominations
Carried
Vickery Bowles declared Sue Graham-Nutter duly elected Acting Chair of the
Strategic Plan Performance Measures Committee by acclamation
Sue Graham-Nutter assumed the Chair
SPPM Confirmation of September 20 2016 Strategic Plan Performance Measures
16-032 Committee Meeting Minutes Moved by R Carinci
That the Strategic Plan Performance Measures Committee
1 confirms the Minutes of the September 20 2016 Strategic Plan
Performance Measures Committee
Carried
SPPM Business Arising from the Minutes
16-033 There were no Business Arising from the Minutes items at the November 7 2016
Strategic Plan Performance Measures Committee meeting
SPPM Communications
16-034 There were no Communications items at the November 7 2016 Strategic Plan
Performance Measures Committee meeting
MINUTES Page 3
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Presentations
16-035 There were no public presentations at the November 7 2016 Strategic Plan
Performance Measures Committee meeting
Item for Approval
SPPM Strategic Plan 2016-2019 Accountability Framework Reporting Tools and Key
16-036 Performance Indicators
Elizabeth Glass Director Policy Planning amp Performance Management
responded to questions from committee members
Moved by L Colley
That the Strategic Plan Performance Measurement Committee
1 endorses the Strategic Plan accountability framework as outlined in the
flowchart (Attachment 1)
2 endorses the logic model examples that will be used as templates for
developing a logic model for each strategic priority (Attachments 2
and 3)
3 endorses the balanced scorecard and recommended key performance
indicators for the Boardrsquos monitoring and assessment of the Strategic
Planrsquos progress (Attachment 4)
Carried
Staff were directed to provide Board members with an overview of the
accountability framework for the Strategic Plan with the tools KPIs and the
reporting timelines
SPPM Adjournment
16-037 Moved by L Colley
That the Strategic Plan Performance Measures Committee
1 adjourns the November 7 2016 Strategic Plan Performance Measures
Committee meeting
Carried
The meeting ended at 600 pm
Signed
Strategic Plan 2016-2019 Accountability Framework 1
STAFF REPORT ACTION REQUIRED
Strategic Plan 2016-2019 Accountability Framework
Date November 21 2016
To Toronto Public Library Board
From Strategic Plan Performance Measures Committee
SUMMARY
The purpose of this report is to recommend the approval of the Strategic Plan 2016-2019
Accountability Framework to the Toronto Public Library Board
A Strategic Plan Performance Measures Committee was established on April 25 2016 to
provide advice and recommendations to the Board for strengthening the Boardsrsquo
monitoring and assessment of the strategic planrsquos implementation for compliance and
progress
The Committee met four times from May to November 2016 to receive and inform the
development of the Strategic Plan 2016-2019 Accountability Framework which contains
three main tools a balanced scorecard with key performance indicators a dashboard to
visually present the results and a logic model to show the alignment between the strategic
priorities key activities over four years and the expected outcomes and impact
At its November 7 2016 meeting the Committee endorsed the Accountability Framework
and concluded its work
RECOMMENDATIONS
The Strategic Plan Performance Measures Committee recommends that the Toronto
Public Library Board
1 approves the Strategic Plan 2016-2019 Accountability Framework
FINANCIAL IMPACT
There is no financial impact beyond what has already been approved in the current yearrsquos
budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
13c
Strategic Plan 2016-2019 Accountability Framework 2
DECISION HISTORY
At its April 25 2016 meeting the Library Board received the following report Strategic
Plan Performance Measures Committee Terms of Reference and approved the Terms of
Reference for the Strategic Plan Performance Measures Committee as outlined in
Attachment 1
httpwwwtorontopubliclibrarycacontentabout-the-
librarypdfsboardmeetings2016apr2512-performance-measures-committee-terms-of-
referencepdf
httpwwwtorontopubliclibrarycacontentabout-the-
librarypdfsboardmeetings2016apr2512-performance-measures-committee-terms-of-
reference-att-1pdf
At its May 31 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Status and Performance
Management Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-may-31jsp
At its July 13 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Status and Performance
Management Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-jul-13jsp
At its September 20 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Accountability
Framework and Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-sep-20jsp
At its November 7 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Accountability
Framework Reporting Tools amp key Performance Indicators
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-nov-07jsp
ISSUE BACKGROUND
The Strategic Plan Performance Measures Committee was established on April 25 2016 to
provide advice and recommendations to the Library Board for strengthening the Boardrsquos
monitoring and assessment of the strategic planrsquos implementation for compliance and
progress
During the development of the Accountability Framework and the reporting tools the
Committee met four times from May to November 2016 to receive information and provide
advice At its November 7 2016 meeting the Committee endorsed the Framework and
concluded its work
Strategic Plan 2016-2019 Accountability Framework 3
COMMENTS
There are three broad outcomes for the Strategic Plan 2016-2019 based on input gathered
from Toronto residents during the strategic plan consultation process
Expanding Access
Increasing Opportunity
Building Connections
Six strategic priorities were established to advance the broad outcomes
Advancing TPLrsquos digital platforms
Breaking down barriers to access driving inclusion
Expanding access to technology and training
Establishing TPL as Torontorsquos centre for continuous and self-directed learning
Creating community connections through cultural experiences
Transforming for 21st century service excellence
The purpose of the Accountability Framework is to guide the development monitoring and
reporting of the annual work plan for each of the four years from 2016 to 2019 and the
overall achievements of the Strategic Plan over four years It serves as
a reporting structure for the Board to monitor the progress of the strategic plan and
provide guidance
a public facing reporting tool to demonstrate openness and accountability
an internal tool to advance shared understanding of the strategic priorities and guide the
work of staff
The Accountability Framework is composed of three main tools
1 Balanced Scorecard with key performance indicators (Attachment 1 amp Attachment 2)
The overall achievements of the strategic plan will be reported using a balanced
scorecard approach with key performance indicators established under four
perspectives Customer Operational Learning amp Growth and Financial Work plan
achievements will be reported to the Board in a semi-annual status report
2 Dashboard (Attachment 3)
A dashboard format will be used to visually present the strategic plan achievements
as measured against the key performance indicators and targets This will be reported
to the Board annually
3 Logic Models
A logic model (Attachment 4) is developed to align the six strategic priorities with
key activities the broad outcomes and the contribution to the success of City of
Torontorsquos key strategies over four years
Logic models will also be developed for each strategic priority with appropriate key
activities and outcomes to guide the development of annual work plans strategic
Strategic Plan 2016-2019 Accountability Framework 4
partnerships and funding priorities Attachment 5 shows an example of a logic model
for Strategic Priority 2 Breaking down barriers to access driving inclusion
The flowchart in Attachment 6 illustrates the relationship of the three tools The key activity
of Expanding Access to branches and community service points under Priority 2 is provided
as an example
CONTACT
Elizabeth Glass Director Policy Planning amp Performance Management
Tel 416-395-5602 E-mail eglasstorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Balanced Scorecard with Key Performance Indicators
Attachment 2 List of Strategic Plan 2016-2019 Key Performance Indicators
Attachment 3 Dashboard example
Attachment 4 Strategic Plan 2016-2019 Logic Model
Attachment 5 Strategic Plan 2016-2019 Priority 2 Logic Model
Attachment 6 Strategic Plan 2016-2019 Accountability Framework Flowchart
Strategic Plan 2016 mdash 2019 Balanced Scorecard Attachment 1
Key Performance Indicators
Total number of active members
bull Total use per capita
bull Visits per capita
bull Virtual visits per capita
bull In-branch technology utilization rate internet access workstationper 100000 population wireless connections per capita
bull Utilization rate (program capacity) learning programs(ESL + Literacy + User Ed + lifelong learning)
bull Utilization rate of technology training programs
bull Utilization rate of cultural programs
bull ft of branches providing regular after-schoolprogramming from September to June
bull User satisfaction overall
bull User satisfaction in-branch technology(computers software wifi)
Users satisfaction knowledge andhelpfulness of staff
Key Performance Indicators
bull Total Open Hours
bull ft of Sunday branches (September to June)
bull ft of NIA Sunday branches (September to June)
bull ft of Sunday branches (Year-round)
ft of NIA Sunday branches (Year-round)
Turnover rate of circulating items
of special collections that are digitized
KKey Performance Indicators
bull Logic Models and evaluation frameworksdeveloped for strategic priorities
bull Spending in staff development (Total Averageper staff)
bull staff who report they have the skills andtraining to meet service delivery outcomes
bull of staff who report high levels ofengagement
Key Performance Indicators
bull Cost per use
Operating Expenditures
Operating expenditures per capita
Operating expenditures for electronic materials
Operating expenditures for digital technology
bull Total funding
bull Total funding per capita
bull Total funding from TPL Foundation
Page 1 of 1
Strategic Plan 2016-2019 Balanced Scorecard Key Performance Indicators
Customer Perspective Operational Perspective Learning amp Growth Perspective Financial Perspective
Total number of active members
Total use per capita o Visits per capita
Virtual visits per capita
In-branch technology utilization rate internet access workstation per 100000 population wireless connections per capita
Utilization rate (program capacity) learning programs (ESL + Literacy + User Ed + lifelong learning)
Utilization rate of technology training programs
Utilization rate of cultural programs
of branches providing regular after-school programming from September to June
User satisfaction overall
User satisfaction in-branch technology (computers software wifi)
Users satisfaction knowledge and helpfulness of staff
Total Open Hours o of Sunday branches
(September to June) o of NIA Sunday branches
(September to June) o of Sunday branches
(Year-round) o of NIA Sunday branches
(Year-round)
Turnover rate of circulating items
of special collections that are digitized
Logic Models and evaluation frameworks developed for strategic priorities
Spending in staff development (Total Average per staff)
staff who report they have the skills and training to meet service delivery outcomes
of staff who report high levels of engagement
Cost per use
Operating Expenditures o Operating expenditures per
capita
Operating expenditures for electronic materials
Operating expenditures for digital technology
Total funding o Total funding per capita o Total funding from TPL
Foundation
Attachment 2
Attachment 3
Strategic Plan 2016-2019 Dashboard
Key Performance Indicators
Example Open Hours
2016 Activities that will move the dial Status
Sunday service expanded to create year-round service at 6 District and 2 R amp R branches and added to 6 neighbourhood branches to provide seasonal Sunday service
Measure Baseline (2015) Current (Dec 2016) Target (2019) change
Total open hours 269672 hours 274397 hours 281878 hours + 45
Attachment 4
Toronto Public Library Strategic Plan 2016-2019 Logic Model
Torontonians are aware of library services to
address immediate needs
Create and implement Digital Strategy to develop online services
Torontonians have access to reading and
learning materials in a wide range of formats
and levels to support the joy of reading and
lifelong learning
TPL has resources and well-trained staff to
deliver strategic outcomes
Torontonians are connected through cultural
and leisure experiences and opportunites
TPL provides exceptional services and
experience at customers every point of need
TPL increased partnership and funding
opportunities with City of Toronto community
organizations and funding partners
Torontonians have improved access to
technology and staff assistance to develop
technology skills
Torontonians have expanded access to
emerging technology innovation spaces and
programs
Torontonians have new experiential
collaborative and e-learning opporunities to
support education employment and multiple
literacies
Use technology to drive improvements in business processes and
efficiency eg cloud analytics
Torontonians have equitable
support to learning and training
and gain the knowledge multiple
literacy skills and networks to
enrich their education work life and
leisure experiences
Torontonians have access to
programs and activities to support
and enhance diverse cultural
experiences and library collections
that reflect their cultural ineterests
and needs
Support readers of all ages and interests with diverse collections
readers advisory and a wide range of literary and cultural programs
Toronto children and youth have additional safe
after school social and learning environments
and programs
Priorities Key Activities
Mission Toronto Public Library provides free and equitable access to services which meet the changing needs of Torontonians The Library preserves and promotes universal
access to a broad range of human knowledge experience information and ideas in a welcoming and supportive environment
Establishing TPL as Torontos
centre for continuous and self-
dlirected learning
Impact
Expanding access to technology
and training
Advancing TPLs digital platforms
Breaking down barriers to access
driving inclusion
Expand high quality out-of-school-time programs for children and youth
Increase awareness and engagement across library channels
Allocate additional resources to sustain current and emerging
technology
Provide access to current and emerging technology and training in
library branches and community locations
Identify and remove policy barriers to online and in-person servicesToronto Public Library is a
community asset that builds
community capacity and improves
Torontonians well-being
Toronto Public Library contributes to the success of
Toronto Strong Neighbourhood Strategy 2020
Actions for strong Neighbourhoods
under five domains
Physical surroundings
Economic opportunities
Healthy lives
Social development and
Participation in civic decision-making
Toronto Public Library is a key partner in
City of Torontos Poverty Reduction Strategy
in addressing the issues of
service access and availability
Toronto Public Library supports the positive
outcomes of City of Torontos strategies for targeted
population including
Raising the Village Measuring the Well-being
of Children and Families in Toronto
Toronto Youth Equity Strategy
Toronto Newcomer Strategy
Toronto Seniors Strategy
Expand access to branches and community service points
Develop new resources programs and partnerships to deliver eLearning
programs
Provide in-branch resources space and technology to support
experiential learning
Provide resources and programs to support civic engagement
community events and discussion of social issues
Transforming for 21st century
service excellence Dedicate staff resources and training to provide expertise in key
strategic areas eg technology and literacy
Torontonians are empowered and supported in
their partcipation in civic lifeCreating community connections
through cultural experiences
Create diverse and inclusive cultural programs and experiences in
branch and online spaces
Curate and digitize special collections to reflect Torontos diverse
history culture and heritage
Develop organizational structure and culture to support innovation and
customer service excellence
ACCESS
OPPORTUNITY
CONNECTIONS
Outcomes
Torontonians have easy convienient online
access to library collections and services
Torontonians have convenient and local access
to neighbourhood spaces and services
Attachment 5
Expand online services
Develop self-serve Library Kiosks
Increased program offerings
After hours access implemented
Increased online service options
Increased self-service options
CONNECTIONS
Understand City demographics
demands and use of a full range of
library services
Develop after-hours access at branches
2 Breaking down
barriers to access
driving inclusion
Toronto Public Library contributes to the success of
City of Torontos key strategies including
Toronto Strong Neighbourhood Strategy 2020
bull Targeting appropriate resources to
respond to neighbourhood needs
Toronto Poverty Reduction Strategy
bull Address immediate needs
bull Create pathways to prosperity
bull Increase service access and availability
ACCESS
OPPORTUNITYLibrary membership options reflect
users online and branch access
needs
Provide access to current
and emerging technology
and training in library
branches and community
locations
Increase awareness and
engagement across library
channels
Sunday service expanded in target
branches
Identify and remove policy
barriers to online and in-
person services
Expand access to branches
and community service
points
Number of blocked library cards
reduced in target populations
Toronto Public Library Strategic Plan 2016-2019 Logic Model
Priority Impact
Mission Toronto Public Library provides free and equitable access to services which meet the changing needs of Torontonians The Library preserves and promotes universal access to a broad
range of human knowledge experience information and ideas in a welcoming and supportive environment
OutcomeKey Activities
Toronto Youth Equity Strategy
bull Service gaps
bull Service relevance amp accessibility
Toronto Newcomer Strategy
bull Improving access to municipal supports
bull Supporting civic engagement and
community capacity
Develop marketing strategy and conduct
publicity campaigns
Toronto Seniors Strategy
bull Equity
bull Inclusion
bull Respect
bull Quality of life
Expand access to library service in
community locations
Toronto Public Library is a
community asset that builds
community capacity and improves
Torontonians
well-being
Torontonians have equitable
support to learning and training
and gain the knowledge multiple
literacy skills and networks to
enrich their education work life
and leisure experiences
Torontonians have access to
programs and activities to support
and enhance diverse cultural
experiences and library
collections that reflect their
cultural ineterests and needsIncreased circulation of library
materials
Identify and remove policy barriers to
online and in-person services
Raising the Village Measuring the
Well-being of Children and Families in Toronto
bull Families have equitable access to
learning and training and are active in
their childrenrsquos education
bull Families belong to communities and
have the freedom to express and
opportunities to foster their culture and
identity
Torontonians are aware of library
services to address immediate needs
Conduct outreach and customer
engagement programs
Expand branch hours with additional
programs
Torontonians have easy
convienient online access to library
collections and services
Torontonians have convenient and
local access to neighbourhood
spaces and services
Attachment 6
Accountability Framework
Example
Priority Key Activity Short Term Medium Term Impact
Breaking down barriers to access
driving inclusion
Expand access to branches and
community service points
Torontonians have convenient and
local access to neighbourhood spaces
and services
Toronto Public Library is a community
asset that builds community capacity
and improves Torontonians well-being
Toronto Poverty Reduction Strategy
Increase service access and availability
Example
Customer Perspective Operational Perspective Learning amp Growth Perspective Financial Perspective
Utilization rate Service hours added Staff training Cost per use
Example
Is a visual representation of progress towards four years targets for KPIs to achieve strategic outcomes
with a baseline benchmark and annual target
Dashboard
Monitors the progress of the strategic plan across four perspectives and indentifies KPIs to measure progress towards outcomes
Links planned activities to expected outcomes
Toronto Public Library Strategic Plan 2016-2019
Implementation Compliance and Progress
Logic Model
Balanced Scorecard
Outcomes
Strategic Plan 2016-2019
Accountability Framework
November 21 2016
Toronto Public Library Board Meeting
1
Accountability Framework
Strategic Plan Performance Measures Committee
to provide advice and recommendations to the Board for
strengthening the Boardrsquos monitoring and assessment of the
strategic planrsquos implementation for compliance and progress
2
Accountability Framework
Strategic Plan Performance Measures Committee
bull Met four times from May to November 2016
bull Endorsed Accountability Framework at November 7 2016
meeting
bull Concluded its work
3
Accountability Framework
Purpose of framework
bull To guide the development monitoring and reporting of
The Annual work plan for each year from 2016-2019
The overall achievements of the Strategic Plan over four
years
4
Accountability Framework
bull A reporting structure for the Board to monitor the
progress of the strategic plan and provide guidance
bull Public facing reporting tool to demonstrate openness
and accountability
bull An internal tool for staff
5
Accountability Framework
Strategic Plan 2016-2019
bull Three broad outcomes
Access
Opportunity
Connections
And six strategic priorities
6
Accountability Framework
Strategic Plan 2016-2019
bull Six Strategic Priorities
Advancing TPLrsquos digital Platforms
Breaking down barriers to access driving inclusion
Expanding access to technology and training
Establishing TPL as Torontorsquos centre for continuous and
self-directed learning
Creating community connections through cultural
experiences
Transforming for 21st century service excellence
7
Accountability Framework
Three main tools
bull Balanced Scorecard with Key Performance
Indicators (KPIs)
bull Dashboard for visual presentation
bull Logic Models
8
Accountability Framework
Balanced Scorecard
bull A performance measurement tool developed at the
Harvard Business School
bull Provides a framework to monitor organization
performance from four perspectives the customerrsquos
perspective an internal business perspective an
innovation and learning perspective and the
financial perspective
Balance scorecard Encyclopedia of Business Gale 2000
9
10
Strategic Plan 2016 ndash 2019 Balanced Scorecard
11
Strategic Plan 2016 ndash 2019 Balanced Scorecard
Accountability Framework
Reporting timeline
bull Annual work plan achievements will be reported
to the Board in a semi-annual status report in
June and year end
bull Overall achievements of the strategic plan will be
reported annually to the Board (eg first quarter
of 2017 for 2016) using a balanced scorecard and
presented visually using a dashboard
12
Accountability Framework
13
Accountability Framework
Logic Model
bull A logic model is a systematic and visual way to present the
relationships among the resources to operate a program the
planned activities and the changes or results you hope to
achieve
14
WK Kellogg Foundation Logic Model Development Guide 2004
Accountability Framework
Logic Models
bull A Strategic Plan 2016-2019 aligns 6 strategic priorities
with
Key activities
3 broad strategic outcomes
City of Torontorsquos key strategies
bull Plus a logic model for each of the 6 strategic priorities
15
16
Strategic Plan 2016-2019 Logic Model
17
Strategic Plan 2016-2019 Priority 2 Logic Model
18
Accountability Framework
Questions amp Discussion
19
20
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 1
STAFF REPORT ACTION REQUIRED
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report proposes revised meeting dates for the December 2016 and January 2017
meetings for Toronto Public Library Board approval
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves rescheduling the December 8 2016 Toronto Public Library Board meeting
to December 12 2016 and
2 approves rescheduling the January 23 2017 Toronto Public Library Board meeting to
January 30 2017
FINANCIAL IMPACT
There is no financial impact arising from this report
The Director Finance and Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
At the January 25 2016 meeting the Board approved the schedule for meetings in 2016
including December 8 2016
At the October 24 2016 meeting the Board was provided with the proposed schedule for
meetings in 2017 including January 23 2017 for approval at the January 2017 meeting
14
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 2
COMMENTS
Library staff have recently reviewed the Cityrsquos updated budget schedule The Library Board
meeting in December is not well aligned with the Cityrsquos schedule A later December date
would provide the Board with more opportunity to be informed and kept up-to-date on the
2017 budget as well as to participate in the process As a result the rescheduling of the
December 8 2016 meeting to Monday December 12 is being recommended Board
members were canvassed and quorum is attainable for a meeting on December 12 2016
As the same scenario is also a possibility for the proposed January 23 2017 meeting it is
recommended that the date be changed to January 30 2017
Key dates for the 2017 budget process are shown below
2017 Budget Timetable
Date Political Review TPL Board
2016
Nov 21 Board meeting
Dec 2 Budget Committee launch
Dec 12 (from 8) Board meeting
Dec 161920 (21) Budget Committee presentations
2017
Jan 5 910 Budget Committee public deputations
Jan 12 Budget Committee wrap-up
Jan 24 Budget Committee final
Jan 30 (from 23) Board meeting
Feb 7 Executive Committee
Feb 15 16 (17) Council approval
Feb 21 Board meeting
CONTACT
Nancy Marshall Library Board Officer City Librarianrsquos Office
Tel 416-393-7215 E-mail nmarshalltorontopubliclibraryca
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 3
SIGNATURE
______________________________
Vickery Bowles
City Librarian
Holiday Closures 2017 and January 2018 1
STAFF REPORT ACTION REQUIRED
Holiday Closures 2017 and January 2018
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The purpose of this report is to recommend and receive Toronto Public Library Board
approval for the schedule of holiday closures for 2017 and January 2018
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves the schedule of holiday closures for 2017 and January 2018 as provided
in Attachment 1
FINANCIAL IMPACT
There is no financial impact to the 2017 operating budget arising from the
recommendation in this report The recommended closures are included in the proposed
2017 operating budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
Where Library Board approval is required to establish holiday closures the matter comes
before the Board in the preceding year to ensure adequate notice to the public and staff
COMMENTS
At its meeting on October 26 2015 the Library Board approved the Library closure for
New Yearrsquos Day 2017 on Monday January 2 2017
15
Holiday Closures 2017 and January 2018 2
The Library is open for regular service on Remembrance Day Saturday November 11
2017
The Library will be closed on Monday December 25 2017 for Christmas Day and
Tuesday December 26 2017 for Boxing Day
In 2018 New Yearrsquos Day falls on a Monday and the Library will be closed
All full-time employees whose scheduled day off falls on a holiday closure are
compensated with a day in lieu to be taken at another agreed upon time
It is the practice of the Library to close on the Sundays adjacent to public holidays with
the exception of Family Day
The schedule of holiday closures for 2017 and January 2018 is provided in Attachment 1
CONTACT
Dan Keon Director Human Resources Tel 416-395-5850
E-mail dkeontorontopubliclibraryca
SIGNATURE
_____________________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Holiday Closures 2017 and January 2018
Toronto Public Library Holiday Closures 2017 and January 2018
Sunday January 1 2017 New Yearrsquos Day Closed
Monday January 2 2017 For New Yearrsquos Day Closed
Monday February 20 2017 Family Day Closed
Friday April 14 2017 Good Friday Closed
Sunday April 16 2017 Easter Sunday Closed
Monday April 17 2017 Easter Monday Closed
Monday May 22 2017 Victoria Day Closed
Saturday July 1 2017 Canada Day Closed
Monday August 7 2017 Civic Holiday (Simcoe Day) Closed
Monday September 4 2017 Labour Day Closed
Monday October 9 2017 Thanksgiving Day Closed
Sunday December 24 2017 Christmas Eve Closed
Monday December 25 2017 Christmas Day Closed
Tuesday December 26 2017 Boxing Day Closed
Sunday December 31 2017 New Yearrsquos Eve Closed
Monday January 1 2018 New Yearrsquos Day Closed
New Yearrsquos Day 2017 closure approved by the Library Board on October 26 2015
Attachment 1
Audit Plan for the Year Ending December 31 2016 1
STAFF REPORT INFORMATION ONLY
Audit Plan for the Year Ending December 31 2016
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The attached report from PricewaterhouseCoopers the external auditors summarizes the
planning for their audit of the 2016 financial statements for the Toronto Public Library
Board
FINANCIAL IMPACT
The proposed audit fee of $25000 inclusive of expenses and exclusive of Harmonized
Sales Tax (2015 ndash $25000) is included in the 2016 operating budget It is important to
note that the audit fee does not include extra audit work that may be required due to
scope changes and PricewaterhouseCoopers will advise management as soon as possible
if this were to happen
This is the second year of a five-year audit contract that the City has negotiated The fee
will remain unchanged for the duration of the contract
ISSUE BACKGROUND
Under Section 139 of the City of Toronto Act 2006 the City is required to appoint an
auditor licensed under the Public Accounting Act 2004 who is responsible for annually
auditing the accounts and transactions of the City and its local boards and expressing an
opinion on the financial statements of these entities based on the audit
Council at its March 2015 meeting approved the recommendation of the Audit
Committee to appoint PricewaterhouseCoopers as the external auditor for the City and
Library The contract with PricewaterhouseCoopers is for five years ending with the
audit of the December 31 2019 financial statements
As part of the annual audit PricewaterhouseCoopers provides an Audit Plan report to the
Toronto Public Library Board The auditors will conduct their audit of the 2016 financial
statements pursuant to this plan
17
Audit Plan for the Year Ending December 31 2016 2
COMMENTS
Attached is PricewaterhouseCoopersrsquo Audit Plan for the Library which summarizes their
view on audit risks the nature extent and timing of the audit work and the terms of
engagement
On completion of the audit PricewaterhouseCoopers will issue the Audited Financial
Statements and a Year-End Report to the Board that will provide key matters for
discussion significant audit accounting and financial reporting matters summary of
unadjusted and adjusted items other required communications internal control
recommendations and a confirmation of auditor independence
Work on the interim audit was completed in October 2016 and the year-end audit is
expected to be completed by March 2016
CONTACT
Larry Hughsam Director Finance amp Treasurer Tel 416-397-5946
E-mail lhughsamtorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Board ndash Audit Plan for the year ending
December 31 2016
wwwpwccomca
Audit planfor the yearendingDecember31 2016
Toronto PublicLibrary Board
pwc
pwc
October 28 2016
Members of the BoardToronto Public Library Board
Dear Members of the Board
We are pleased to present an overview of our audit plan for the 2016 audit of the financial statementsof Toronto Public Library Board (the Library) prepared in accordance with Canadian Public SectorAccounting Standards (PSAS) (referred to as the ldquofinancial statementsrdquo from now on)
This overview includes our view on audit risks and the nature extent and timing of our audit work
We value your feedback and if you have any questions about the identified risks and our audit approachplease do not hesitate to contact the undersigned at (416) 228-1922
Yours very truly
Tern McUnnonPartnerRisk Assurance Services
cc Mr Larry Hughsam Director Finance and Treasurer
PricewatcrhouseCoopers UPnyC Tower i8 York Street Suite 2600 Toronto Ontario Canada M oB2T +1 416 8631133 F +1 416 365 8215 wwwpwccomca
lsquoPwt relera to Pdcewatethousetoopers LLP an Ontario limiled liabiLity paruiership
Toronto Public Library Board Audit plan for the year ending December 31 2016
Communications to the Board
Key mattersfor Commentsdiscussion
Client service team Tern McKinnon is your engagement leader and Julianne Cooke is your engagementmanager
Service deliverables We will audit the Libraryrsquos financial statements as of December 31 2016 and for theyear then ending prepared in accordance with PSAS
Our engagement letter which has been signed by the City of Toronto sets out theterms and conditions for our engagement as the independent auditor of the Libraryfor the above-mentioned year In addition our engagement letter outlines ourresponsibilities as the auditor and the responsibilities of management
Audit timeline We worked with management to develop this project timelinemdash Interim visit October 17-21 2016mdash Year-end visit March20 mdash March 31 2017mdash Clearance meeting with management To be confirmedmdash Deliveryfiling of financial statements To be confirmed
Audit approach Our audit approach is a mixture of tests of internal controls and substantive testingOur audit approach is designed to allow us to execute a quality and efficient auditWe do this byi gaining an understanding of the business by focusing on new developments
and key business issues affecting the Library as well as managementrsquosmonitoring of controls and business processes
ii identiring significant audit risks sharing our perspectives obtaining yourfeedback and ensuring our audit is tailored to these risks
iii using well-reasoned professional judgment especially in areas that aresubjective or require estimates and
iv leveraging reliance where possible on the Libraryrsquos internal controls andinformation technology and data systems
In the current year our planned work will include testing of key controls in thefollowing areasmdash Purchases payables and disbursementsmdash Payroll
All other areas will be subject to tests of detail
Significant risks are risks of material misstatement that we think need special auditconsideration We identified several significant audit risks and plan to address themas follows Please let us know if you agree that these are the most significant risksfrom your point of view and if you have any other areas of concern
PwC I
Toronto Public Library Board Audit plan for the year ending December 31 2016
Significant risk to Managementrsquos response and our audit approachdiscuss
Risk of management Accounting regulatory authorities require that the risk of material misstatement dueoverride of controls to management override of controls be considered a significant risk on every audit
engagement
This represents the risk that internal controls at the Library maybe circumvented toachieve desired financial results or gain inappropriate access to financial resources
In order to address this risk we will perform the followingbull All non-routine journal entries are reviewed and approved by the appropriate
level of managementbull We will review manual journal entries focusing on large and unusual entriesbull We will review accounting estimates for biases that could result in material
misstatementbull We will incorporate unpredictable procedures in the audit approach
Risk of fraud in revenue The risk of fraud in revenue recognition is a presumed significant risk underrecognition Canadian Auditing Standards We will assess this risk through the consideration of
the Libraryrsquos revenue recognition policies the incentivepressure to fraudulentlymisstate revenue and the potential opportunity
In order to address this risk we will perform the following
bull Update our understanding of managementrsquos processes and internal controlssurrounding revenue recognition
bull Obtain confirmations from the City of Toronto for subsidies received duringthe year
bull Test significant revenue streams through testing a sample of transactions tosupporting documents
Materiality Misstatements are considered to be material if they could reasonably be expected toinfluence the economic decisions of users of the financial statements We have set apreliminanrsquo materialihrsquo of S6i6oooo We will report unadjusted and adjusted itemsover S6i6ooo to the Board on completion of the audit
Fraud risk We discuss fraud risk annually with the Board Through our planning process (andprior yearsrsquo audits) we developed an understanding of your oversight processesincluding
Employee code of ethicsmdash Discussion at Board meetings and our attendance at those meetings or
reviewing minutes of meetingsmdash Presentations by management including business performance reviewsmdash Signing authorities
Are there any new processes or changes to the items above that we should be awareoP
We are not aware of any fraud Are you aware of instances of any actual suspected or
____________________________
alleged fraud affecting the Library
PwC 2
Toronto Public Ubrary Board Audit plan for the year ending December 31 2016
The matters raised In this and other reports that will flow from the audit are only those that have come to our attention arising from or relevant toour audit that we believe need to be brought to your attention They are not a comprehensive record of all the matters arising and in particularwe cannot be held responsible for reporting all risks in your business or all internal control weaknesses This report has been prepared solely foryour use It was not prepared or intended for any other purpose No other person or entity shall place any reliance upon the accuracy orcompleteness of statements made herein PwC does not assume responsibility to any third party and in no event shall PwC have any liabilityfor damages costs or losses suffered by reason of any reliance upon the contents of this report by any person or entity other than you
PwC 3
copy 2015 PricewaterhouseCoopers LLP an Ontario limited liability partnership All rights reserved
Board Resolutions ndash Status Report 1
STAFF REPORT INFORMATION ONLY
Board Resolutions ndash Status Report
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report lists the status of outstanding Toronto Public Library Board resolutions
BACKGROUND INFORMATION
At the April 2 2012 meeting the Toronto Public Library Board approved the inclusion of
Board Resolutions ndash 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 ndash Status Report ndash November 21 2016
18
1
STATUS REPORT
TORONTO PUBLIC LIBRARY BOARD RESOLUTIONS
AS AT NOVEMBER 21 2016
DATE OF
MEETING
MOTION
(Ref Minute )
STATUS
TARGET
DATE
Sep 8 2014 14-150 ndash Notice of Motion Funding and Timing of
PerthDupont Branch Relocation
5 requests that the local City Councillor consult
with the local community and make a
recommendation to the Board for a new name for
the relocated branch (which will no longer be
located at the corner of Perth and Dupont)
IN PROGRESS Staff to bring a recommendation to
the Board for a new name for the relocated branch to
the Board for approval
To be
determined
Feb 22 2016 16-040 ndash Naming Opportunity ndash Daniel Grafton
Hill III
2 requests staff to provide updates to the
Toronto Public Library Board on this
initiative at strategic intervals
IN PROGRESS This initiative is dependent on a
future branch capital project and consultation
process
To be
determined
Oct 24 2016 16-193 ndash Toronto Public Library Board ndash Self-
Evaluation
2 conducts a pilot self-evaluation during the
month of November 2016 and discusses the
results of the evaluation at the January 2017
meeting
IN PROGRESS A report is expected to be provided
at the January 2017 meeting
January 2017
meeting
Attachment 1
TORONTOPUB LIC
LIBRARYAPPROVED MINUTES Page 1
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 2 Wednesday July 13 2016 from 530 pm to 635 pmToronto Reference Library Board Room 789 Yonge Street Toronto
Members PresentMs Dianne LeBreton (Chair)Ms Lindsay CofleyMs Sue Graham-NutterMs Archana Shah
RegretsMr Ron Carinci
SPPM Call to Order16-010 Dianne LeBreton called the meeting to order at 530 pm
SPPM Declarations of Conflict of Interest16-011 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda16-012 Moved byL colley
That the Strategic Plan Petformance Measures Committee1 approves the agenda
Carried
SPPM Confirmation of IrsquoIay 31 2016 Strategic Plan Performance Measures Committee16-0 13 Meeting Minutes
Moved by L ColleyThat the Strategic Plan PerJbrmance Measures Committee1 confirms the Minutes of the May 31 2016 Strategic Plan Performance
Measures CommitteeCarried
APPROVED MENUTES Page 2
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteelNrsquoIeeting No 2 Wednesday July 13 from 530 pm to 635 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Business Arising from the Minutes16-014 There were no Business Arisingfrom the Mintues items at the July 13 2016
Strategic Plan Performance Measures Committee meeting
SPPM Communications16-015 There were no Communications items at the July 13 2016 Strategic Plan
Performance Measures Committee meeting
SPPM Presentations16-016 There were no public presentations at the July 13 2016 Strategic Plan
Performance Measures Committee meeting
Itemfor ApprovalSPPM Strategic Plan 2016-2019 Status and Performance Management Reporting Tools16-0 17 Elizabeth Glass Director Policy Planning amp Performance Management and
Linda Hazzan Director Communications Progranuning amp CustomerEngagement provided a presentation on status and performance managementreporting tools
Moved byA ShahThat the Strategic Plan Performance Measurement Committee1 considers the attached presentation materials and2 directs staffto further develop the balanced score card key performance
indicators and the Strategic Plan dashboard and indicatorsfor a StrategicPlan Performance Measures Steering committee meeting in September
CarriedSPPM Adjournment16-018 iWoved by S Graham-Nutter
That the Strategic Plan Performance ArsquoJeasures Committee1 adjourns the July 13 2016 Strategic Plan Performance Measures
Committee meeting
Carried
The meeting ended at 635 pm-
Signed lsquoiV i f
TORONTOPUB LIC
LIBRARYAPPROVED MINUTES Page 1
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 3 Tuesday September 20 2016 from 530 pm to 630 pmToronto Reference Library Board Room 789 Yonge Street Toronto
Members PresentMs Dianne LeBreton (Chair)ML Ron CadnciMs Lindsay ColleyMs Archana ShahMs Sue Graham-Nutter
Regrets
SPPM Call to Order16-019 Dianne LeBreton called the meeting to order at 530 pm
SPPM Declarations of Conflict of Interest16-020 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda16-021 Moved by L Colley
That the Strategic Plan Performance Measures Committee1 approves the agenda
Carried
SPPM Confirmation of July 13 2016 Strategic Plan Performance Measures Committee16-022 Meeting Minutes
Moved by L ColleyThat the Strategic Plan Peiformance Measures Committee1 confirms the Minutes of the fitly 13 2016 Strategic Plan Performance
Measures Committee
Carried
APPROVED MINUTES Page 2
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 3 Tuesday September 20 2016 from 530 pm to 630 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Business Arising from the Minutes16-023 There were no Business Arisingfrom (lie Minutes items at the September 20 2016
Strategic Plan Performance Measures Committee meeting
SPPM Communications16-024 There were no Communications items at the September 20 2016 Strategic Plan
Performance Measures Committee meeting
SPPM Presentations16-025 There were no public presentations at the September 20 2016 Strategic Plan
Performance Measures Committee meeting
Itemfor ApprovalSPPM Strategic Plan 2016-2019 Accountability Framework and Reporting Tools16-026 Elizabeth Glass Director Policy Planr1ing amp Performance Management
provided a presentation on accountability framework and reporting tools
Moved by S Graham-NurterThat the Strategic Plan Performance Afeasurement Committee1 considers the approach ofusing logic models and a balanced scorecard as
the strategic plan accountabilityframework and a dashboard to visuallyrepresent the progress and achievement as outlined in the flowchart(Attachment 1k
2 endorses the logic model examples that will be used as templates fordeveloping a logic model for each strategic priority (Attachments 2 and3k
3 endorses the balanced scorecard and recommended key performanceindicatorsJbr the Boardrsquos monitoring and assessment ofthe strategicplan lsquo5 progress (Attachment 1)
Deferred
The Committee deferred consideration of the recommendations in the StrategicPlan 2016-2019 Accountability Framework and Reporting Tools report until thenext meeting of the Committee
APPROVED MINUTES Page 3
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 3 Tuesday September 20 from 530 pm to 630 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Adjournment16-027 Moved by L Colley
That the Strategic Plan Performance Measures Committee1 adjourns the September 20 20J6 Strategic Plan Performance Measures
Conunittee meetingCarried
The meeting ended at 630 pm - - - I
Signed (V UrsquoL
MINUTES Page 1
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
13b
Members Present
Mr Ron Carinci
Ms Lindsay Colley
Ms Archana Shah
Ms Sue Graham-Nutter
Regrets
Ms Dianne LeBreton (Chair)
SPPM Call to Order
16-028 Vickery Bowles called the meeting to order at 530 pm Ms Bowles advised that
Dianne LeBreton committee chair was unexpectedly unable to attend the
meeting An election of an acting chair was required
SPPM Declarations of Conflict of Interest 16-029 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda 16-030 Moved by R Carinci
That the Strategic Plan Performance Measures Committee approves the agenda
as revised to
1 elect an Acting Chair for the November 7 2016 meeting in the absence of
the Committee Chair
Carried
MINUTES Page 2
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Election of Acting Chair
16-031 Vickery Bowles called for nominations for the Acting Chair of the Strategic Plan
Performance Measures Steering Committee
Moved by R Carinci
That
1 Sue Graham-Nutter be nominated for Acting Chair
Carried
Sue Graham-Nutter agreed to stand for election
There being no further nominations it was
Moved by R Carinci
That the Strategic Plan Performance Measures Committee
1 closes nominations
Carried
Vickery Bowles declared Sue Graham-Nutter duly elected Acting Chair of the
Strategic Plan Performance Measures Committee by acclamation
Sue Graham-Nutter assumed the Chair
SPPM Confirmation of September 20 2016 Strategic Plan Performance Measures
16-032 Committee Meeting Minutes Moved by R Carinci
That the Strategic Plan Performance Measures Committee
1 confirms the Minutes of the September 20 2016 Strategic Plan
Performance Measures Committee
Carried
SPPM Business Arising from the Minutes
16-033 There were no Business Arising from the Minutes items at the November 7 2016
Strategic Plan Performance Measures Committee meeting
SPPM Communications
16-034 There were no Communications items at the November 7 2016 Strategic Plan
Performance Measures Committee meeting
MINUTES Page 3
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Presentations
16-035 There were no public presentations at the November 7 2016 Strategic Plan
Performance Measures Committee meeting
Item for Approval
SPPM Strategic Plan 2016-2019 Accountability Framework Reporting Tools and Key
16-036 Performance Indicators
Elizabeth Glass Director Policy Planning amp Performance Management
responded to questions from committee members
Moved by L Colley
That the Strategic Plan Performance Measurement Committee
1 endorses the Strategic Plan accountability framework as outlined in the
flowchart (Attachment 1)
2 endorses the logic model examples that will be used as templates for
developing a logic model for each strategic priority (Attachments 2
and 3)
3 endorses the balanced scorecard and recommended key performance
indicators for the Boardrsquos monitoring and assessment of the Strategic
Planrsquos progress (Attachment 4)
Carried
Staff were directed to provide Board members with an overview of the
accountability framework for the Strategic Plan with the tools KPIs and the
reporting timelines
SPPM Adjournment
16-037 Moved by L Colley
That the Strategic Plan Performance Measures Committee
1 adjourns the November 7 2016 Strategic Plan Performance Measures
Committee meeting
Carried
The meeting ended at 600 pm
Signed
Strategic Plan 2016-2019 Accountability Framework 1
STAFF REPORT ACTION REQUIRED
Strategic Plan 2016-2019 Accountability Framework
Date November 21 2016
To Toronto Public Library Board
From Strategic Plan Performance Measures Committee
SUMMARY
The purpose of this report is to recommend the approval of the Strategic Plan 2016-2019
Accountability Framework to the Toronto Public Library Board
A Strategic Plan Performance Measures Committee was established on April 25 2016 to
provide advice and recommendations to the Board for strengthening the Boardsrsquo
monitoring and assessment of the strategic planrsquos implementation for compliance and
progress
The Committee met four times from May to November 2016 to receive and inform the
development of the Strategic Plan 2016-2019 Accountability Framework which contains
three main tools a balanced scorecard with key performance indicators a dashboard to
visually present the results and a logic model to show the alignment between the strategic
priorities key activities over four years and the expected outcomes and impact
At its November 7 2016 meeting the Committee endorsed the Accountability Framework
and concluded its work
RECOMMENDATIONS
The Strategic Plan Performance Measures Committee recommends that the Toronto
Public Library Board
1 approves the Strategic Plan 2016-2019 Accountability Framework
FINANCIAL IMPACT
There is no financial impact beyond what has already been approved in the current yearrsquos
budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
13c
Strategic Plan 2016-2019 Accountability Framework 2
DECISION HISTORY
At its April 25 2016 meeting the Library Board received the following report Strategic
Plan Performance Measures Committee Terms of Reference and approved the Terms of
Reference for the Strategic Plan Performance Measures Committee as outlined in
Attachment 1
httpwwwtorontopubliclibrarycacontentabout-the-
librarypdfsboardmeetings2016apr2512-performance-measures-committee-terms-of-
referencepdf
httpwwwtorontopubliclibrarycacontentabout-the-
librarypdfsboardmeetings2016apr2512-performance-measures-committee-terms-of-
reference-att-1pdf
At its May 31 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Status and Performance
Management Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-may-31jsp
At its July 13 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Status and Performance
Management Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-jul-13jsp
At its September 20 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Accountability
Framework and Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-sep-20jsp
At its November 7 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Accountability
Framework Reporting Tools amp key Performance Indicators
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-nov-07jsp
ISSUE BACKGROUND
The Strategic Plan Performance Measures Committee was established on April 25 2016 to
provide advice and recommendations to the Library Board for strengthening the Boardrsquos
monitoring and assessment of the strategic planrsquos implementation for compliance and
progress
During the development of the Accountability Framework and the reporting tools the
Committee met four times from May to November 2016 to receive information and provide
advice At its November 7 2016 meeting the Committee endorsed the Framework and
concluded its work
Strategic Plan 2016-2019 Accountability Framework 3
COMMENTS
There are three broad outcomes for the Strategic Plan 2016-2019 based on input gathered
from Toronto residents during the strategic plan consultation process
Expanding Access
Increasing Opportunity
Building Connections
Six strategic priorities were established to advance the broad outcomes
Advancing TPLrsquos digital platforms
Breaking down barriers to access driving inclusion
Expanding access to technology and training
Establishing TPL as Torontorsquos centre for continuous and self-directed learning
Creating community connections through cultural experiences
Transforming for 21st century service excellence
The purpose of the Accountability Framework is to guide the development monitoring and
reporting of the annual work plan for each of the four years from 2016 to 2019 and the
overall achievements of the Strategic Plan over four years It serves as
a reporting structure for the Board to monitor the progress of the strategic plan and
provide guidance
a public facing reporting tool to demonstrate openness and accountability
an internal tool to advance shared understanding of the strategic priorities and guide the
work of staff
The Accountability Framework is composed of three main tools
1 Balanced Scorecard with key performance indicators (Attachment 1 amp Attachment 2)
The overall achievements of the strategic plan will be reported using a balanced
scorecard approach with key performance indicators established under four
perspectives Customer Operational Learning amp Growth and Financial Work plan
achievements will be reported to the Board in a semi-annual status report
2 Dashboard (Attachment 3)
A dashboard format will be used to visually present the strategic plan achievements
as measured against the key performance indicators and targets This will be reported
to the Board annually
3 Logic Models
A logic model (Attachment 4) is developed to align the six strategic priorities with
key activities the broad outcomes and the contribution to the success of City of
Torontorsquos key strategies over four years
Logic models will also be developed for each strategic priority with appropriate key
activities and outcomes to guide the development of annual work plans strategic
Strategic Plan 2016-2019 Accountability Framework 4
partnerships and funding priorities Attachment 5 shows an example of a logic model
for Strategic Priority 2 Breaking down barriers to access driving inclusion
The flowchart in Attachment 6 illustrates the relationship of the three tools The key activity
of Expanding Access to branches and community service points under Priority 2 is provided
as an example
CONTACT
Elizabeth Glass Director Policy Planning amp Performance Management
Tel 416-395-5602 E-mail eglasstorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Balanced Scorecard with Key Performance Indicators
Attachment 2 List of Strategic Plan 2016-2019 Key Performance Indicators
Attachment 3 Dashboard example
Attachment 4 Strategic Plan 2016-2019 Logic Model
Attachment 5 Strategic Plan 2016-2019 Priority 2 Logic Model
Attachment 6 Strategic Plan 2016-2019 Accountability Framework Flowchart
Strategic Plan 2016 mdash 2019 Balanced Scorecard Attachment 1
Key Performance Indicators
Total number of active members
bull Total use per capita
bull Visits per capita
bull Virtual visits per capita
bull In-branch technology utilization rate internet access workstationper 100000 population wireless connections per capita
bull Utilization rate (program capacity) learning programs(ESL + Literacy + User Ed + lifelong learning)
bull Utilization rate of technology training programs
bull Utilization rate of cultural programs
bull ft of branches providing regular after-schoolprogramming from September to June
bull User satisfaction overall
bull User satisfaction in-branch technology(computers software wifi)
Users satisfaction knowledge andhelpfulness of staff
Key Performance Indicators
bull Total Open Hours
bull ft of Sunday branches (September to June)
bull ft of NIA Sunday branches (September to June)
bull ft of Sunday branches (Year-round)
ft of NIA Sunday branches (Year-round)
Turnover rate of circulating items
of special collections that are digitized
KKey Performance Indicators
bull Logic Models and evaluation frameworksdeveloped for strategic priorities
bull Spending in staff development (Total Averageper staff)
bull staff who report they have the skills andtraining to meet service delivery outcomes
bull of staff who report high levels ofengagement
Key Performance Indicators
bull Cost per use
Operating Expenditures
Operating expenditures per capita
Operating expenditures for electronic materials
Operating expenditures for digital technology
bull Total funding
bull Total funding per capita
bull Total funding from TPL Foundation
Page 1 of 1
Strategic Plan 2016-2019 Balanced Scorecard Key Performance Indicators
Customer Perspective Operational Perspective Learning amp Growth Perspective Financial Perspective
Total number of active members
Total use per capita o Visits per capita
Virtual visits per capita
In-branch technology utilization rate internet access workstation per 100000 population wireless connections per capita
Utilization rate (program capacity) learning programs (ESL + Literacy + User Ed + lifelong learning)
Utilization rate of technology training programs
Utilization rate of cultural programs
of branches providing regular after-school programming from September to June
User satisfaction overall
User satisfaction in-branch technology (computers software wifi)
Users satisfaction knowledge and helpfulness of staff
Total Open Hours o of Sunday branches
(September to June) o of NIA Sunday branches
(September to June) o of Sunday branches
(Year-round) o of NIA Sunday branches
(Year-round)
Turnover rate of circulating items
of special collections that are digitized
Logic Models and evaluation frameworks developed for strategic priorities
Spending in staff development (Total Average per staff)
staff who report they have the skills and training to meet service delivery outcomes
of staff who report high levels of engagement
Cost per use
Operating Expenditures o Operating expenditures per
capita
Operating expenditures for electronic materials
Operating expenditures for digital technology
Total funding o Total funding per capita o Total funding from TPL
Foundation
Attachment 2
Attachment 3
Strategic Plan 2016-2019 Dashboard
Key Performance Indicators
Example Open Hours
2016 Activities that will move the dial Status
Sunday service expanded to create year-round service at 6 District and 2 R amp R branches and added to 6 neighbourhood branches to provide seasonal Sunday service
Measure Baseline (2015) Current (Dec 2016) Target (2019) change
Total open hours 269672 hours 274397 hours 281878 hours + 45
Attachment 4
Toronto Public Library Strategic Plan 2016-2019 Logic Model
Torontonians are aware of library services to
address immediate needs
Create and implement Digital Strategy to develop online services
Torontonians have access to reading and
learning materials in a wide range of formats
and levels to support the joy of reading and
lifelong learning
TPL has resources and well-trained staff to
deliver strategic outcomes
Torontonians are connected through cultural
and leisure experiences and opportunites
TPL provides exceptional services and
experience at customers every point of need
TPL increased partnership and funding
opportunities with City of Toronto community
organizations and funding partners
Torontonians have improved access to
technology and staff assistance to develop
technology skills
Torontonians have expanded access to
emerging technology innovation spaces and
programs
Torontonians have new experiential
collaborative and e-learning opporunities to
support education employment and multiple
literacies
Use technology to drive improvements in business processes and
efficiency eg cloud analytics
Torontonians have equitable
support to learning and training
and gain the knowledge multiple
literacy skills and networks to
enrich their education work life and
leisure experiences
Torontonians have access to
programs and activities to support
and enhance diverse cultural
experiences and library collections
that reflect their cultural ineterests
and needs
Support readers of all ages and interests with diverse collections
readers advisory and a wide range of literary and cultural programs
Toronto children and youth have additional safe
after school social and learning environments
and programs
Priorities Key Activities
Mission Toronto Public Library provides free and equitable access to services which meet the changing needs of Torontonians The Library preserves and promotes universal
access to a broad range of human knowledge experience information and ideas in a welcoming and supportive environment
Establishing TPL as Torontos
centre for continuous and self-
dlirected learning
Impact
Expanding access to technology
and training
Advancing TPLs digital platforms
Breaking down barriers to access
driving inclusion
Expand high quality out-of-school-time programs for children and youth
Increase awareness and engagement across library channels
Allocate additional resources to sustain current and emerging
technology
Provide access to current and emerging technology and training in
library branches and community locations
Identify and remove policy barriers to online and in-person servicesToronto Public Library is a
community asset that builds
community capacity and improves
Torontonians well-being
Toronto Public Library contributes to the success of
Toronto Strong Neighbourhood Strategy 2020
Actions for strong Neighbourhoods
under five domains
Physical surroundings
Economic opportunities
Healthy lives
Social development and
Participation in civic decision-making
Toronto Public Library is a key partner in
City of Torontos Poverty Reduction Strategy
in addressing the issues of
service access and availability
Toronto Public Library supports the positive
outcomes of City of Torontos strategies for targeted
population including
Raising the Village Measuring the Well-being
of Children and Families in Toronto
Toronto Youth Equity Strategy
Toronto Newcomer Strategy
Toronto Seniors Strategy
Expand access to branches and community service points
Develop new resources programs and partnerships to deliver eLearning
programs
Provide in-branch resources space and technology to support
experiential learning
Provide resources and programs to support civic engagement
community events and discussion of social issues
Transforming for 21st century
service excellence Dedicate staff resources and training to provide expertise in key
strategic areas eg technology and literacy
Torontonians are empowered and supported in
their partcipation in civic lifeCreating community connections
through cultural experiences
Create diverse and inclusive cultural programs and experiences in
branch and online spaces
Curate and digitize special collections to reflect Torontos diverse
history culture and heritage
Develop organizational structure and culture to support innovation and
customer service excellence
ACCESS
OPPORTUNITY
CONNECTIONS
Outcomes
Torontonians have easy convienient online
access to library collections and services
Torontonians have convenient and local access
to neighbourhood spaces and services
Attachment 5
Expand online services
Develop self-serve Library Kiosks
Increased program offerings
After hours access implemented
Increased online service options
Increased self-service options
CONNECTIONS
Understand City demographics
demands and use of a full range of
library services
Develop after-hours access at branches
2 Breaking down
barriers to access
driving inclusion
Toronto Public Library contributes to the success of
City of Torontos key strategies including
Toronto Strong Neighbourhood Strategy 2020
bull Targeting appropriate resources to
respond to neighbourhood needs
Toronto Poverty Reduction Strategy
bull Address immediate needs
bull Create pathways to prosperity
bull Increase service access and availability
ACCESS
OPPORTUNITYLibrary membership options reflect
users online and branch access
needs
Provide access to current
and emerging technology
and training in library
branches and community
locations
Increase awareness and
engagement across library
channels
Sunday service expanded in target
branches
Identify and remove policy
barriers to online and in-
person services
Expand access to branches
and community service
points
Number of blocked library cards
reduced in target populations
Toronto Public Library Strategic Plan 2016-2019 Logic Model
Priority Impact
Mission Toronto Public Library provides free and equitable access to services which meet the changing needs of Torontonians The Library preserves and promotes universal access to a broad
range of human knowledge experience information and ideas in a welcoming and supportive environment
OutcomeKey Activities
Toronto Youth Equity Strategy
bull Service gaps
bull Service relevance amp accessibility
Toronto Newcomer Strategy
bull Improving access to municipal supports
bull Supporting civic engagement and
community capacity
Develop marketing strategy and conduct
publicity campaigns
Toronto Seniors Strategy
bull Equity
bull Inclusion
bull Respect
bull Quality of life
Expand access to library service in
community locations
Toronto Public Library is a
community asset that builds
community capacity and improves
Torontonians
well-being
Torontonians have equitable
support to learning and training
and gain the knowledge multiple
literacy skills and networks to
enrich their education work life
and leisure experiences
Torontonians have access to
programs and activities to support
and enhance diverse cultural
experiences and library
collections that reflect their
cultural ineterests and needsIncreased circulation of library
materials
Identify and remove policy barriers to
online and in-person services
Raising the Village Measuring the
Well-being of Children and Families in Toronto
bull Families have equitable access to
learning and training and are active in
their childrenrsquos education
bull Families belong to communities and
have the freedom to express and
opportunities to foster their culture and
identity
Torontonians are aware of library
services to address immediate needs
Conduct outreach and customer
engagement programs
Expand branch hours with additional
programs
Torontonians have easy
convienient online access to library
collections and services
Torontonians have convenient and
local access to neighbourhood
spaces and services
Attachment 6
Accountability Framework
Example
Priority Key Activity Short Term Medium Term Impact
Breaking down barriers to access
driving inclusion
Expand access to branches and
community service points
Torontonians have convenient and
local access to neighbourhood spaces
and services
Toronto Public Library is a community
asset that builds community capacity
and improves Torontonians well-being
Toronto Poverty Reduction Strategy
Increase service access and availability
Example
Customer Perspective Operational Perspective Learning amp Growth Perspective Financial Perspective
Utilization rate Service hours added Staff training Cost per use
Example
Is a visual representation of progress towards four years targets for KPIs to achieve strategic outcomes
with a baseline benchmark and annual target
Dashboard
Monitors the progress of the strategic plan across four perspectives and indentifies KPIs to measure progress towards outcomes
Links planned activities to expected outcomes
Toronto Public Library Strategic Plan 2016-2019
Implementation Compliance and Progress
Logic Model
Balanced Scorecard
Outcomes
Strategic Plan 2016-2019
Accountability Framework
November 21 2016
Toronto Public Library Board Meeting
1
Accountability Framework
Strategic Plan Performance Measures Committee
to provide advice and recommendations to the Board for
strengthening the Boardrsquos monitoring and assessment of the
strategic planrsquos implementation for compliance and progress
2
Accountability Framework
Strategic Plan Performance Measures Committee
bull Met four times from May to November 2016
bull Endorsed Accountability Framework at November 7 2016
meeting
bull Concluded its work
3
Accountability Framework
Purpose of framework
bull To guide the development monitoring and reporting of
The Annual work plan for each year from 2016-2019
The overall achievements of the Strategic Plan over four
years
4
Accountability Framework
bull A reporting structure for the Board to monitor the
progress of the strategic plan and provide guidance
bull Public facing reporting tool to demonstrate openness
and accountability
bull An internal tool for staff
5
Accountability Framework
Strategic Plan 2016-2019
bull Three broad outcomes
Access
Opportunity
Connections
And six strategic priorities
6
Accountability Framework
Strategic Plan 2016-2019
bull Six Strategic Priorities
Advancing TPLrsquos digital Platforms
Breaking down barriers to access driving inclusion
Expanding access to technology and training
Establishing TPL as Torontorsquos centre for continuous and
self-directed learning
Creating community connections through cultural
experiences
Transforming for 21st century service excellence
7
Accountability Framework
Three main tools
bull Balanced Scorecard with Key Performance
Indicators (KPIs)
bull Dashboard for visual presentation
bull Logic Models
8
Accountability Framework
Balanced Scorecard
bull A performance measurement tool developed at the
Harvard Business School
bull Provides a framework to monitor organization
performance from four perspectives the customerrsquos
perspective an internal business perspective an
innovation and learning perspective and the
financial perspective
Balance scorecard Encyclopedia of Business Gale 2000
9
10
Strategic Plan 2016 ndash 2019 Balanced Scorecard
11
Strategic Plan 2016 ndash 2019 Balanced Scorecard
Accountability Framework
Reporting timeline
bull Annual work plan achievements will be reported
to the Board in a semi-annual status report in
June and year end
bull Overall achievements of the strategic plan will be
reported annually to the Board (eg first quarter
of 2017 for 2016) using a balanced scorecard and
presented visually using a dashboard
12
Accountability Framework
13
Accountability Framework
Logic Model
bull A logic model is a systematic and visual way to present the
relationships among the resources to operate a program the
planned activities and the changes or results you hope to
achieve
14
WK Kellogg Foundation Logic Model Development Guide 2004
Accountability Framework
Logic Models
bull A Strategic Plan 2016-2019 aligns 6 strategic priorities
with
Key activities
3 broad strategic outcomes
City of Torontorsquos key strategies
bull Plus a logic model for each of the 6 strategic priorities
15
16
Strategic Plan 2016-2019 Logic Model
17
Strategic Plan 2016-2019 Priority 2 Logic Model
18
Accountability Framework
Questions amp Discussion
19
20
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 1
STAFF REPORT ACTION REQUIRED
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report proposes revised meeting dates for the December 2016 and January 2017
meetings for Toronto Public Library Board approval
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves rescheduling the December 8 2016 Toronto Public Library Board meeting
to December 12 2016 and
2 approves rescheduling the January 23 2017 Toronto Public Library Board meeting to
January 30 2017
FINANCIAL IMPACT
There is no financial impact arising from this report
The Director Finance and Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
At the January 25 2016 meeting the Board approved the schedule for meetings in 2016
including December 8 2016
At the October 24 2016 meeting the Board was provided with the proposed schedule for
meetings in 2017 including January 23 2017 for approval at the January 2017 meeting
14
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 2
COMMENTS
Library staff have recently reviewed the Cityrsquos updated budget schedule The Library Board
meeting in December is not well aligned with the Cityrsquos schedule A later December date
would provide the Board with more opportunity to be informed and kept up-to-date on the
2017 budget as well as to participate in the process As a result the rescheduling of the
December 8 2016 meeting to Monday December 12 is being recommended Board
members were canvassed and quorum is attainable for a meeting on December 12 2016
As the same scenario is also a possibility for the proposed January 23 2017 meeting it is
recommended that the date be changed to January 30 2017
Key dates for the 2017 budget process are shown below
2017 Budget Timetable
Date Political Review TPL Board
2016
Nov 21 Board meeting
Dec 2 Budget Committee launch
Dec 12 (from 8) Board meeting
Dec 161920 (21) Budget Committee presentations
2017
Jan 5 910 Budget Committee public deputations
Jan 12 Budget Committee wrap-up
Jan 24 Budget Committee final
Jan 30 (from 23) Board meeting
Feb 7 Executive Committee
Feb 15 16 (17) Council approval
Feb 21 Board meeting
CONTACT
Nancy Marshall Library Board Officer City Librarianrsquos Office
Tel 416-393-7215 E-mail nmarshalltorontopubliclibraryca
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 3
SIGNATURE
______________________________
Vickery Bowles
City Librarian
Holiday Closures 2017 and January 2018 1
STAFF REPORT ACTION REQUIRED
Holiday Closures 2017 and January 2018
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The purpose of this report is to recommend and receive Toronto Public Library Board
approval for the schedule of holiday closures for 2017 and January 2018
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves the schedule of holiday closures for 2017 and January 2018 as provided
in Attachment 1
FINANCIAL IMPACT
There is no financial impact to the 2017 operating budget arising from the
recommendation in this report The recommended closures are included in the proposed
2017 operating budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
Where Library Board approval is required to establish holiday closures the matter comes
before the Board in the preceding year to ensure adequate notice to the public and staff
COMMENTS
At its meeting on October 26 2015 the Library Board approved the Library closure for
New Yearrsquos Day 2017 on Monday January 2 2017
15
Holiday Closures 2017 and January 2018 2
The Library is open for regular service on Remembrance Day Saturday November 11
2017
The Library will be closed on Monday December 25 2017 for Christmas Day and
Tuesday December 26 2017 for Boxing Day
In 2018 New Yearrsquos Day falls on a Monday and the Library will be closed
All full-time employees whose scheduled day off falls on a holiday closure are
compensated with a day in lieu to be taken at another agreed upon time
It is the practice of the Library to close on the Sundays adjacent to public holidays with
the exception of Family Day
The schedule of holiday closures for 2017 and January 2018 is provided in Attachment 1
CONTACT
Dan Keon Director Human Resources Tel 416-395-5850
E-mail dkeontorontopubliclibraryca
SIGNATURE
_____________________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Holiday Closures 2017 and January 2018
Toronto Public Library Holiday Closures 2017 and January 2018
Sunday January 1 2017 New Yearrsquos Day Closed
Monday January 2 2017 For New Yearrsquos Day Closed
Monday February 20 2017 Family Day Closed
Friday April 14 2017 Good Friday Closed
Sunday April 16 2017 Easter Sunday Closed
Monday April 17 2017 Easter Monday Closed
Monday May 22 2017 Victoria Day Closed
Saturday July 1 2017 Canada Day Closed
Monday August 7 2017 Civic Holiday (Simcoe Day) Closed
Monday September 4 2017 Labour Day Closed
Monday October 9 2017 Thanksgiving Day Closed
Sunday December 24 2017 Christmas Eve Closed
Monday December 25 2017 Christmas Day Closed
Tuesday December 26 2017 Boxing Day Closed
Sunday December 31 2017 New Yearrsquos Eve Closed
Monday January 1 2018 New Yearrsquos Day Closed
New Yearrsquos Day 2017 closure approved by the Library Board on October 26 2015
Attachment 1
Audit Plan for the Year Ending December 31 2016 1
STAFF REPORT INFORMATION ONLY
Audit Plan for the Year Ending December 31 2016
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The attached report from PricewaterhouseCoopers the external auditors summarizes the
planning for their audit of the 2016 financial statements for the Toronto Public Library
Board
FINANCIAL IMPACT
The proposed audit fee of $25000 inclusive of expenses and exclusive of Harmonized
Sales Tax (2015 ndash $25000) is included in the 2016 operating budget It is important to
note that the audit fee does not include extra audit work that may be required due to
scope changes and PricewaterhouseCoopers will advise management as soon as possible
if this were to happen
This is the second year of a five-year audit contract that the City has negotiated The fee
will remain unchanged for the duration of the contract
ISSUE BACKGROUND
Under Section 139 of the City of Toronto Act 2006 the City is required to appoint an
auditor licensed under the Public Accounting Act 2004 who is responsible for annually
auditing the accounts and transactions of the City and its local boards and expressing an
opinion on the financial statements of these entities based on the audit
Council at its March 2015 meeting approved the recommendation of the Audit
Committee to appoint PricewaterhouseCoopers as the external auditor for the City and
Library The contract with PricewaterhouseCoopers is for five years ending with the
audit of the December 31 2019 financial statements
As part of the annual audit PricewaterhouseCoopers provides an Audit Plan report to the
Toronto Public Library Board The auditors will conduct their audit of the 2016 financial
statements pursuant to this plan
17
Audit Plan for the Year Ending December 31 2016 2
COMMENTS
Attached is PricewaterhouseCoopersrsquo Audit Plan for the Library which summarizes their
view on audit risks the nature extent and timing of the audit work and the terms of
engagement
On completion of the audit PricewaterhouseCoopers will issue the Audited Financial
Statements and a Year-End Report to the Board that will provide key matters for
discussion significant audit accounting and financial reporting matters summary of
unadjusted and adjusted items other required communications internal control
recommendations and a confirmation of auditor independence
Work on the interim audit was completed in October 2016 and the year-end audit is
expected to be completed by March 2016
CONTACT
Larry Hughsam Director Finance amp Treasurer Tel 416-397-5946
E-mail lhughsamtorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Board ndash Audit Plan for the year ending
December 31 2016
wwwpwccomca
Audit planfor the yearendingDecember31 2016
Toronto PublicLibrary Board
pwc
pwc
October 28 2016
Members of the BoardToronto Public Library Board
Dear Members of the Board
We are pleased to present an overview of our audit plan for the 2016 audit of the financial statementsof Toronto Public Library Board (the Library) prepared in accordance with Canadian Public SectorAccounting Standards (PSAS) (referred to as the ldquofinancial statementsrdquo from now on)
This overview includes our view on audit risks and the nature extent and timing of our audit work
We value your feedback and if you have any questions about the identified risks and our audit approachplease do not hesitate to contact the undersigned at (416) 228-1922
Yours very truly
Tern McUnnonPartnerRisk Assurance Services
cc Mr Larry Hughsam Director Finance and Treasurer
PricewatcrhouseCoopers UPnyC Tower i8 York Street Suite 2600 Toronto Ontario Canada M oB2T +1 416 8631133 F +1 416 365 8215 wwwpwccomca
lsquoPwt relera to Pdcewatethousetoopers LLP an Ontario limiled liabiLity paruiership
Toronto Public Library Board Audit plan for the year ending December 31 2016
Communications to the Board
Key mattersfor Commentsdiscussion
Client service team Tern McKinnon is your engagement leader and Julianne Cooke is your engagementmanager
Service deliverables We will audit the Libraryrsquos financial statements as of December 31 2016 and for theyear then ending prepared in accordance with PSAS
Our engagement letter which has been signed by the City of Toronto sets out theterms and conditions for our engagement as the independent auditor of the Libraryfor the above-mentioned year In addition our engagement letter outlines ourresponsibilities as the auditor and the responsibilities of management
Audit timeline We worked with management to develop this project timelinemdash Interim visit October 17-21 2016mdash Year-end visit March20 mdash March 31 2017mdash Clearance meeting with management To be confirmedmdash Deliveryfiling of financial statements To be confirmed
Audit approach Our audit approach is a mixture of tests of internal controls and substantive testingOur audit approach is designed to allow us to execute a quality and efficient auditWe do this byi gaining an understanding of the business by focusing on new developments
and key business issues affecting the Library as well as managementrsquosmonitoring of controls and business processes
ii identiring significant audit risks sharing our perspectives obtaining yourfeedback and ensuring our audit is tailored to these risks
iii using well-reasoned professional judgment especially in areas that aresubjective or require estimates and
iv leveraging reliance where possible on the Libraryrsquos internal controls andinformation technology and data systems
In the current year our planned work will include testing of key controls in thefollowing areasmdash Purchases payables and disbursementsmdash Payroll
All other areas will be subject to tests of detail
Significant risks are risks of material misstatement that we think need special auditconsideration We identified several significant audit risks and plan to address themas follows Please let us know if you agree that these are the most significant risksfrom your point of view and if you have any other areas of concern
PwC I
Toronto Public Library Board Audit plan for the year ending December 31 2016
Significant risk to Managementrsquos response and our audit approachdiscuss
Risk of management Accounting regulatory authorities require that the risk of material misstatement dueoverride of controls to management override of controls be considered a significant risk on every audit
engagement
This represents the risk that internal controls at the Library maybe circumvented toachieve desired financial results or gain inappropriate access to financial resources
In order to address this risk we will perform the followingbull All non-routine journal entries are reviewed and approved by the appropriate
level of managementbull We will review manual journal entries focusing on large and unusual entriesbull We will review accounting estimates for biases that could result in material
misstatementbull We will incorporate unpredictable procedures in the audit approach
Risk of fraud in revenue The risk of fraud in revenue recognition is a presumed significant risk underrecognition Canadian Auditing Standards We will assess this risk through the consideration of
the Libraryrsquos revenue recognition policies the incentivepressure to fraudulentlymisstate revenue and the potential opportunity
In order to address this risk we will perform the following
bull Update our understanding of managementrsquos processes and internal controlssurrounding revenue recognition
bull Obtain confirmations from the City of Toronto for subsidies received duringthe year
bull Test significant revenue streams through testing a sample of transactions tosupporting documents
Materiality Misstatements are considered to be material if they could reasonably be expected toinfluence the economic decisions of users of the financial statements We have set apreliminanrsquo materialihrsquo of S6i6oooo We will report unadjusted and adjusted itemsover S6i6ooo to the Board on completion of the audit
Fraud risk We discuss fraud risk annually with the Board Through our planning process (andprior yearsrsquo audits) we developed an understanding of your oversight processesincluding
Employee code of ethicsmdash Discussion at Board meetings and our attendance at those meetings or
reviewing minutes of meetingsmdash Presentations by management including business performance reviewsmdash Signing authorities
Are there any new processes or changes to the items above that we should be awareoP
We are not aware of any fraud Are you aware of instances of any actual suspected or
____________________________
alleged fraud affecting the Library
PwC 2
Toronto Public Ubrary Board Audit plan for the year ending December 31 2016
The matters raised In this and other reports that will flow from the audit are only those that have come to our attention arising from or relevant toour audit that we believe need to be brought to your attention They are not a comprehensive record of all the matters arising and in particularwe cannot be held responsible for reporting all risks in your business or all internal control weaknesses This report has been prepared solely foryour use It was not prepared or intended for any other purpose No other person or entity shall place any reliance upon the accuracy orcompleteness of statements made herein PwC does not assume responsibility to any third party and in no event shall PwC have any liabilityfor damages costs or losses suffered by reason of any reliance upon the contents of this report by any person or entity other than you
PwC 3
copy 2015 PricewaterhouseCoopers LLP an Ontario limited liability partnership All rights reserved
Board Resolutions ndash Status Report 1
STAFF REPORT INFORMATION ONLY
Board Resolutions ndash Status Report
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report lists the status of outstanding Toronto Public Library Board resolutions
BACKGROUND INFORMATION
At the April 2 2012 meeting the Toronto Public Library Board approved the inclusion of
Board Resolutions ndash 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 ndash Status Report ndash November 21 2016
18
1
STATUS REPORT
TORONTO PUBLIC LIBRARY BOARD RESOLUTIONS
AS AT NOVEMBER 21 2016
DATE OF
MEETING
MOTION
(Ref Minute )
STATUS
TARGET
DATE
Sep 8 2014 14-150 ndash Notice of Motion Funding and Timing of
PerthDupont Branch Relocation
5 requests that the local City Councillor consult
with the local community and make a
recommendation to the Board for a new name for
the relocated branch (which will no longer be
located at the corner of Perth and Dupont)
IN PROGRESS Staff to bring a recommendation to
the Board for a new name for the relocated branch to
the Board for approval
To be
determined
Feb 22 2016 16-040 ndash Naming Opportunity ndash Daniel Grafton
Hill III
2 requests staff to provide updates to the
Toronto Public Library Board on this
initiative at strategic intervals
IN PROGRESS This initiative is dependent on a
future branch capital project and consultation
process
To be
determined
Oct 24 2016 16-193 ndash Toronto Public Library Board ndash Self-
Evaluation
2 conducts a pilot self-evaluation during the
month of November 2016 and discusses the
results of the evaluation at the January 2017
meeting
IN PROGRESS A report is expected to be provided
at the January 2017 meeting
January 2017
meeting
Attachment 1
APPROVED MENUTES Page 2
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteelNrsquoIeeting No 2 Wednesday July 13 from 530 pm to 635 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Business Arising from the Minutes16-014 There were no Business Arisingfrom the Mintues items at the July 13 2016
Strategic Plan Performance Measures Committee meeting
SPPM Communications16-015 There were no Communications items at the July 13 2016 Strategic Plan
Performance Measures Committee meeting
SPPM Presentations16-016 There were no public presentations at the July 13 2016 Strategic Plan
Performance Measures Committee meeting
Itemfor ApprovalSPPM Strategic Plan 2016-2019 Status and Performance Management Reporting Tools16-0 17 Elizabeth Glass Director Policy Planning amp Performance Management and
Linda Hazzan Director Communications Progranuning amp CustomerEngagement provided a presentation on status and performance managementreporting tools
Moved byA ShahThat the Strategic Plan Performance Measurement Committee1 considers the attached presentation materials and2 directs staffto further develop the balanced score card key performance
indicators and the Strategic Plan dashboard and indicatorsfor a StrategicPlan Performance Measures Steering committee meeting in September
CarriedSPPM Adjournment16-018 iWoved by S Graham-Nutter
That the Strategic Plan Performance ArsquoJeasures Committee1 adjourns the July 13 2016 Strategic Plan Performance Measures
Committee meeting
Carried
The meeting ended at 635 pm-
Signed lsquoiV i f
TORONTOPUB LIC
LIBRARYAPPROVED MINUTES Page 1
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 3 Tuesday September 20 2016 from 530 pm to 630 pmToronto Reference Library Board Room 789 Yonge Street Toronto
Members PresentMs Dianne LeBreton (Chair)ML Ron CadnciMs Lindsay ColleyMs Archana ShahMs Sue Graham-Nutter
Regrets
SPPM Call to Order16-019 Dianne LeBreton called the meeting to order at 530 pm
SPPM Declarations of Conflict of Interest16-020 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda16-021 Moved by L Colley
That the Strategic Plan Performance Measures Committee1 approves the agenda
Carried
SPPM Confirmation of July 13 2016 Strategic Plan Performance Measures Committee16-022 Meeting Minutes
Moved by L ColleyThat the Strategic Plan Peiformance Measures Committee1 confirms the Minutes of the fitly 13 2016 Strategic Plan Performance
Measures Committee
Carried
APPROVED MINUTES Page 2
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 3 Tuesday September 20 2016 from 530 pm to 630 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Business Arising from the Minutes16-023 There were no Business Arisingfrom (lie Minutes items at the September 20 2016
Strategic Plan Performance Measures Committee meeting
SPPM Communications16-024 There were no Communications items at the September 20 2016 Strategic Plan
Performance Measures Committee meeting
SPPM Presentations16-025 There were no public presentations at the September 20 2016 Strategic Plan
Performance Measures Committee meeting
Itemfor ApprovalSPPM Strategic Plan 2016-2019 Accountability Framework and Reporting Tools16-026 Elizabeth Glass Director Policy Planr1ing amp Performance Management
provided a presentation on accountability framework and reporting tools
Moved by S Graham-NurterThat the Strategic Plan Performance Afeasurement Committee1 considers the approach ofusing logic models and a balanced scorecard as
the strategic plan accountabilityframework and a dashboard to visuallyrepresent the progress and achievement as outlined in the flowchart(Attachment 1k
2 endorses the logic model examples that will be used as templates fordeveloping a logic model for each strategic priority (Attachments 2 and3k
3 endorses the balanced scorecard and recommended key performanceindicatorsJbr the Boardrsquos monitoring and assessment ofthe strategicplan lsquo5 progress (Attachment 1)
Deferred
The Committee deferred consideration of the recommendations in the StrategicPlan 2016-2019 Accountability Framework and Reporting Tools report until thenext meeting of the Committee
APPROVED MINUTES Page 3
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 3 Tuesday September 20 from 530 pm to 630 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Adjournment16-027 Moved by L Colley
That the Strategic Plan Performance Measures Committee1 adjourns the September 20 20J6 Strategic Plan Performance Measures
Conunittee meetingCarried
The meeting ended at 630 pm - - - I
Signed (V UrsquoL
MINUTES Page 1
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
13b
Members Present
Mr Ron Carinci
Ms Lindsay Colley
Ms Archana Shah
Ms Sue Graham-Nutter
Regrets
Ms Dianne LeBreton (Chair)
SPPM Call to Order
16-028 Vickery Bowles called the meeting to order at 530 pm Ms Bowles advised that
Dianne LeBreton committee chair was unexpectedly unable to attend the
meeting An election of an acting chair was required
SPPM Declarations of Conflict of Interest 16-029 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda 16-030 Moved by R Carinci
That the Strategic Plan Performance Measures Committee approves the agenda
as revised to
1 elect an Acting Chair for the November 7 2016 meeting in the absence of
the Committee Chair
Carried
MINUTES Page 2
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Election of Acting Chair
16-031 Vickery Bowles called for nominations for the Acting Chair of the Strategic Plan
Performance Measures Steering Committee
Moved by R Carinci
That
1 Sue Graham-Nutter be nominated for Acting Chair
Carried
Sue Graham-Nutter agreed to stand for election
There being no further nominations it was
Moved by R Carinci
That the Strategic Plan Performance Measures Committee
1 closes nominations
Carried
Vickery Bowles declared Sue Graham-Nutter duly elected Acting Chair of the
Strategic Plan Performance Measures Committee by acclamation
Sue Graham-Nutter assumed the Chair
SPPM Confirmation of September 20 2016 Strategic Plan Performance Measures
16-032 Committee Meeting Minutes Moved by R Carinci
That the Strategic Plan Performance Measures Committee
1 confirms the Minutes of the September 20 2016 Strategic Plan
Performance Measures Committee
Carried
SPPM Business Arising from the Minutes
16-033 There were no Business Arising from the Minutes items at the November 7 2016
Strategic Plan Performance Measures Committee meeting
SPPM Communications
16-034 There were no Communications items at the November 7 2016 Strategic Plan
Performance Measures Committee meeting
MINUTES Page 3
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Presentations
16-035 There were no public presentations at the November 7 2016 Strategic Plan
Performance Measures Committee meeting
Item for Approval
SPPM Strategic Plan 2016-2019 Accountability Framework Reporting Tools and Key
16-036 Performance Indicators
Elizabeth Glass Director Policy Planning amp Performance Management
responded to questions from committee members
Moved by L Colley
That the Strategic Plan Performance Measurement Committee
1 endorses the Strategic Plan accountability framework as outlined in the
flowchart (Attachment 1)
2 endorses the logic model examples that will be used as templates for
developing a logic model for each strategic priority (Attachments 2
and 3)
3 endorses the balanced scorecard and recommended key performance
indicators for the Boardrsquos monitoring and assessment of the Strategic
Planrsquos progress (Attachment 4)
Carried
Staff were directed to provide Board members with an overview of the
accountability framework for the Strategic Plan with the tools KPIs and the
reporting timelines
SPPM Adjournment
16-037 Moved by L Colley
That the Strategic Plan Performance Measures Committee
1 adjourns the November 7 2016 Strategic Plan Performance Measures
Committee meeting
Carried
The meeting ended at 600 pm
Signed
Strategic Plan 2016-2019 Accountability Framework 1
STAFF REPORT ACTION REQUIRED
Strategic Plan 2016-2019 Accountability Framework
Date November 21 2016
To Toronto Public Library Board
From Strategic Plan Performance Measures Committee
SUMMARY
The purpose of this report is to recommend the approval of the Strategic Plan 2016-2019
Accountability Framework to the Toronto Public Library Board
A Strategic Plan Performance Measures Committee was established on April 25 2016 to
provide advice and recommendations to the Board for strengthening the Boardsrsquo
monitoring and assessment of the strategic planrsquos implementation for compliance and
progress
The Committee met four times from May to November 2016 to receive and inform the
development of the Strategic Plan 2016-2019 Accountability Framework which contains
three main tools a balanced scorecard with key performance indicators a dashboard to
visually present the results and a logic model to show the alignment between the strategic
priorities key activities over four years and the expected outcomes and impact
At its November 7 2016 meeting the Committee endorsed the Accountability Framework
and concluded its work
RECOMMENDATIONS
The Strategic Plan Performance Measures Committee recommends that the Toronto
Public Library Board
1 approves the Strategic Plan 2016-2019 Accountability Framework
FINANCIAL IMPACT
There is no financial impact beyond what has already been approved in the current yearrsquos
budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
13c
Strategic Plan 2016-2019 Accountability Framework 2
DECISION HISTORY
At its April 25 2016 meeting the Library Board received the following report Strategic
Plan Performance Measures Committee Terms of Reference and approved the Terms of
Reference for the Strategic Plan Performance Measures Committee as outlined in
Attachment 1
httpwwwtorontopubliclibrarycacontentabout-the-
librarypdfsboardmeetings2016apr2512-performance-measures-committee-terms-of-
referencepdf
httpwwwtorontopubliclibrarycacontentabout-the-
librarypdfsboardmeetings2016apr2512-performance-measures-committee-terms-of-
reference-att-1pdf
At its May 31 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Status and Performance
Management Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-may-31jsp
At its July 13 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Status and Performance
Management Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-jul-13jsp
At its September 20 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Accountability
Framework and Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-sep-20jsp
At its November 7 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Accountability
Framework Reporting Tools amp key Performance Indicators
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-nov-07jsp
ISSUE BACKGROUND
The Strategic Plan Performance Measures Committee was established on April 25 2016 to
provide advice and recommendations to the Library Board for strengthening the Boardrsquos
monitoring and assessment of the strategic planrsquos implementation for compliance and
progress
During the development of the Accountability Framework and the reporting tools the
Committee met four times from May to November 2016 to receive information and provide
advice At its November 7 2016 meeting the Committee endorsed the Framework and
concluded its work
Strategic Plan 2016-2019 Accountability Framework 3
COMMENTS
There are three broad outcomes for the Strategic Plan 2016-2019 based on input gathered
from Toronto residents during the strategic plan consultation process
Expanding Access
Increasing Opportunity
Building Connections
Six strategic priorities were established to advance the broad outcomes
Advancing TPLrsquos digital platforms
Breaking down barriers to access driving inclusion
Expanding access to technology and training
Establishing TPL as Torontorsquos centre for continuous and self-directed learning
Creating community connections through cultural experiences
Transforming for 21st century service excellence
The purpose of the Accountability Framework is to guide the development monitoring and
reporting of the annual work plan for each of the four years from 2016 to 2019 and the
overall achievements of the Strategic Plan over four years It serves as
a reporting structure for the Board to monitor the progress of the strategic plan and
provide guidance
a public facing reporting tool to demonstrate openness and accountability
an internal tool to advance shared understanding of the strategic priorities and guide the
work of staff
The Accountability Framework is composed of three main tools
1 Balanced Scorecard with key performance indicators (Attachment 1 amp Attachment 2)
The overall achievements of the strategic plan will be reported using a balanced
scorecard approach with key performance indicators established under four
perspectives Customer Operational Learning amp Growth and Financial Work plan
achievements will be reported to the Board in a semi-annual status report
2 Dashboard (Attachment 3)
A dashboard format will be used to visually present the strategic plan achievements
as measured against the key performance indicators and targets This will be reported
to the Board annually
3 Logic Models
A logic model (Attachment 4) is developed to align the six strategic priorities with
key activities the broad outcomes and the contribution to the success of City of
Torontorsquos key strategies over four years
Logic models will also be developed for each strategic priority with appropriate key
activities and outcomes to guide the development of annual work plans strategic
Strategic Plan 2016-2019 Accountability Framework 4
partnerships and funding priorities Attachment 5 shows an example of a logic model
for Strategic Priority 2 Breaking down barriers to access driving inclusion
The flowchart in Attachment 6 illustrates the relationship of the three tools The key activity
of Expanding Access to branches and community service points under Priority 2 is provided
as an example
CONTACT
Elizabeth Glass Director Policy Planning amp Performance Management
Tel 416-395-5602 E-mail eglasstorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Balanced Scorecard with Key Performance Indicators
Attachment 2 List of Strategic Plan 2016-2019 Key Performance Indicators
Attachment 3 Dashboard example
Attachment 4 Strategic Plan 2016-2019 Logic Model
Attachment 5 Strategic Plan 2016-2019 Priority 2 Logic Model
Attachment 6 Strategic Plan 2016-2019 Accountability Framework Flowchart
Strategic Plan 2016 mdash 2019 Balanced Scorecard Attachment 1
Key Performance Indicators
Total number of active members
bull Total use per capita
bull Visits per capita
bull Virtual visits per capita
bull In-branch technology utilization rate internet access workstationper 100000 population wireless connections per capita
bull Utilization rate (program capacity) learning programs(ESL + Literacy + User Ed + lifelong learning)
bull Utilization rate of technology training programs
bull Utilization rate of cultural programs
bull ft of branches providing regular after-schoolprogramming from September to June
bull User satisfaction overall
bull User satisfaction in-branch technology(computers software wifi)
Users satisfaction knowledge andhelpfulness of staff
Key Performance Indicators
bull Total Open Hours
bull ft of Sunday branches (September to June)
bull ft of NIA Sunday branches (September to June)
bull ft of Sunday branches (Year-round)
ft of NIA Sunday branches (Year-round)
Turnover rate of circulating items
of special collections that are digitized
KKey Performance Indicators
bull Logic Models and evaluation frameworksdeveloped for strategic priorities
bull Spending in staff development (Total Averageper staff)
bull staff who report they have the skills andtraining to meet service delivery outcomes
bull of staff who report high levels ofengagement
Key Performance Indicators
bull Cost per use
Operating Expenditures
Operating expenditures per capita
Operating expenditures for electronic materials
Operating expenditures for digital technology
bull Total funding
bull Total funding per capita
bull Total funding from TPL Foundation
Page 1 of 1
Strategic Plan 2016-2019 Balanced Scorecard Key Performance Indicators
Customer Perspective Operational Perspective Learning amp Growth Perspective Financial Perspective
Total number of active members
Total use per capita o Visits per capita
Virtual visits per capita
In-branch technology utilization rate internet access workstation per 100000 population wireless connections per capita
Utilization rate (program capacity) learning programs (ESL + Literacy + User Ed + lifelong learning)
Utilization rate of technology training programs
Utilization rate of cultural programs
of branches providing regular after-school programming from September to June
User satisfaction overall
User satisfaction in-branch technology (computers software wifi)
Users satisfaction knowledge and helpfulness of staff
Total Open Hours o of Sunday branches
(September to June) o of NIA Sunday branches
(September to June) o of Sunday branches
(Year-round) o of NIA Sunday branches
(Year-round)
Turnover rate of circulating items
of special collections that are digitized
Logic Models and evaluation frameworks developed for strategic priorities
Spending in staff development (Total Average per staff)
staff who report they have the skills and training to meet service delivery outcomes
of staff who report high levels of engagement
Cost per use
Operating Expenditures o Operating expenditures per
capita
Operating expenditures for electronic materials
Operating expenditures for digital technology
Total funding o Total funding per capita o Total funding from TPL
Foundation
Attachment 2
Attachment 3
Strategic Plan 2016-2019 Dashboard
Key Performance Indicators
Example Open Hours
2016 Activities that will move the dial Status
Sunday service expanded to create year-round service at 6 District and 2 R amp R branches and added to 6 neighbourhood branches to provide seasonal Sunday service
Measure Baseline (2015) Current (Dec 2016) Target (2019) change
Total open hours 269672 hours 274397 hours 281878 hours + 45
Attachment 4
Toronto Public Library Strategic Plan 2016-2019 Logic Model
Torontonians are aware of library services to
address immediate needs
Create and implement Digital Strategy to develop online services
Torontonians have access to reading and
learning materials in a wide range of formats
and levels to support the joy of reading and
lifelong learning
TPL has resources and well-trained staff to
deliver strategic outcomes
Torontonians are connected through cultural
and leisure experiences and opportunites
TPL provides exceptional services and
experience at customers every point of need
TPL increased partnership and funding
opportunities with City of Toronto community
organizations and funding partners
Torontonians have improved access to
technology and staff assistance to develop
technology skills
Torontonians have expanded access to
emerging technology innovation spaces and
programs
Torontonians have new experiential
collaborative and e-learning opporunities to
support education employment and multiple
literacies
Use technology to drive improvements in business processes and
efficiency eg cloud analytics
Torontonians have equitable
support to learning and training
and gain the knowledge multiple
literacy skills and networks to
enrich their education work life and
leisure experiences
Torontonians have access to
programs and activities to support
and enhance diverse cultural
experiences and library collections
that reflect their cultural ineterests
and needs
Support readers of all ages and interests with diverse collections
readers advisory and a wide range of literary and cultural programs
Toronto children and youth have additional safe
after school social and learning environments
and programs
Priorities Key Activities
Mission Toronto Public Library provides free and equitable access to services which meet the changing needs of Torontonians The Library preserves and promotes universal
access to a broad range of human knowledge experience information and ideas in a welcoming and supportive environment
Establishing TPL as Torontos
centre for continuous and self-
dlirected learning
Impact
Expanding access to technology
and training
Advancing TPLs digital platforms
Breaking down barriers to access
driving inclusion
Expand high quality out-of-school-time programs for children and youth
Increase awareness and engagement across library channels
Allocate additional resources to sustain current and emerging
technology
Provide access to current and emerging technology and training in
library branches and community locations
Identify and remove policy barriers to online and in-person servicesToronto Public Library is a
community asset that builds
community capacity and improves
Torontonians well-being
Toronto Public Library contributes to the success of
Toronto Strong Neighbourhood Strategy 2020
Actions for strong Neighbourhoods
under five domains
Physical surroundings
Economic opportunities
Healthy lives
Social development and
Participation in civic decision-making
Toronto Public Library is a key partner in
City of Torontos Poverty Reduction Strategy
in addressing the issues of
service access and availability
Toronto Public Library supports the positive
outcomes of City of Torontos strategies for targeted
population including
Raising the Village Measuring the Well-being
of Children and Families in Toronto
Toronto Youth Equity Strategy
Toronto Newcomer Strategy
Toronto Seniors Strategy
Expand access to branches and community service points
Develop new resources programs and partnerships to deliver eLearning
programs
Provide in-branch resources space and technology to support
experiential learning
Provide resources and programs to support civic engagement
community events and discussion of social issues
Transforming for 21st century
service excellence Dedicate staff resources and training to provide expertise in key
strategic areas eg technology and literacy
Torontonians are empowered and supported in
their partcipation in civic lifeCreating community connections
through cultural experiences
Create diverse and inclusive cultural programs and experiences in
branch and online spaces
Curate and digitize special collections to reflect Torontos diverse
history culture and heritage
Develop organizational structure and culture to support innovation and
customer service excellence
ACCESS
OPPORTUNITY
CONNECTIONS
Outcomes
Torontonians have easy convienient online
access to library collections and services
Torontonians have convenient and local access
to neighbourhood spaces and services
Attachment 5
Expand online services
Develop self-serve Library Kiosks
Increased program offerings
After hours access implemented
Increased online service options
Increased self-service options
CONNECTIONS
Understand City demographics
demands and use of a full range of
library services
Develop after-hours access at branches
2 Breaking down
barriers to access
driving inclusion
Toronto Public Library contributes to the success of
City of Torontos key strategies including
Toronto Strong Neighbourhood Strategy 2020
bull Targeting appropriate resources to
respond to neighbourhood needs
Toronto Poverty Reduction Strategy
bull Address immediate needs
bull Create pathways to prosperity
bull Increase service access and availability
ACCESS
OPPORTUNITYLibrary membership options reflect
users online and branch access
needs
Provide access to current
and emerging technology
and training in library
branches and community
locations
Increase awareness and
engagement across library
channels
Sunday service expanded in target
branches
Identify and remove policy
barriers to online and in-
person services
Expand access to branches
and community service
points
Number of blocked library cards
reduced in target populations
Toronto Public Library Strategic Plan 2016-2019 Logic Model
Priority Impact
Mission Toronto Public Library provides free and equitable access to services which meet the changing needs of Torontonians The Library preserves and promotes universal access to a broad
range of human knowledge experience information and ideas in a welcoming and supportive environment
OutcomeKey Activities
Toronto Youth Equity Strategy
bull Service gaps
bull Service relevance amp accessibility
Toronto Newcomer Strategy
bull Improving access to municipal supports
bull Supporting civic engagement and
community capacity
Develop marketing strategy and conduct
publicity campaigns
Toronto Seniors Strategy
bull Equity
bull Inclusion
bull Respect
bull Quality of life
Expand access to library service in
community locations
Toronto Public Library is a
community asset that builds
community capacity and improves
Torontonians
well-being
Torontonians have equitable
support to learning and training
and gain the knowledge multiple
literacy skills and networks to
enrich their education work life
and leisure experiences
Torontonians have access to
programs and activities to support
and enhance diverse cultural
experiences and library
collections that reflect their
cultural ineterests and needsIncreased circulation of library
materials
Identify and remove policy barriers to
online and in-person services
Raising the Village Measuring the
Well-being of Children and Families in Toronto
bull Families have equitable access to
learning and training and are active in
their childrenrsquos education
bull Families belong to communities and
have the freedom to express and
opportunities to foster their culture and
identity
Torontonians are aware of library
services to address immediate needs
Conduct outreach and customer
engagement programs
Expand branch hours with additional
programs
Torontonians have easy
convienient online access to library
collections and services
Torontonians have convenient and
local access to neighbourhood
spaces and services
Attachment 6
Accountability Framework
Example
Priority Key Activity Short Term Medium Term Impact
Breaking down barriers to access
driving inclusion
Expand access to branches and
community service points
Torontonians have convenient and
local access to neighbourhood spaces
and services
Toronto Public Library is a community
asset that builds community capacity
and improves Torontonians well-being
Toronto Poverty Reduction Strategy
Increase service access and availability
Example
Customer Perspective Operational Perspective Learning amp Growth Perspective Financial Perspective
Utilization rate Service hours added Staff training Cost per use
Example
Is a visual representation of progress towards four years targets for KPIs to achieve strategic outcomes
with a baseline benchmark and annual target
Dashboard
Monitors the progress of the strategic plan across four perspectives and indentifies KPIs to measure progress towards outcomes
Links planned activities to expected outcomes
Toronto Public Library Strategic Plan 2016-2019
Implementation Compliance and Progress
Logic Model
Balanced Scorecard
Outcomes
Strategic Plan 2016-2019
Accountability Framework
November 21 2016
Toronto Public Library Board Meeting
1
Accountability Framework
Strategic Plan Performance Measures Committee
to provide advice and recommendations to the Board for
strengthening the Boardrsquos monitoring and assessment of the
strategic planrsquos implementation for compliance and progress
2
Accountability Framework
Strategic Plan Performance Measures Committee
bull Met four times from May to November 2016
bull Endorsed Accountability Framework at November 7 2016
meeting
bull Concluded its work
3
Accountability Framework
Purpose of framework
bull To guide the development monitoring and reporting of
The Annual work plan for each year from 2016-2019
The overall achievements of the Strategic Plan over four
years
4
Accountability Framework
bull A reporting structure for the Board to monitor the
progress of the strategic plan and provide guidance
bull Public facing reporting tool to demonstrate openness
and accountability
bull An internal tool for staff
5
Accountability Framework
Strategic Plan 2016-2019
bull Three broad outcomes
Access
Opportunity
Connections
And six strategic priorities
6
Accountability Framework
Strategic Plan 2016-2019
bull Six Strategic Priorities
Advancing TPLrsquos digital Platforms
Breaking down barriers to access driving inclusion
Expanding access to technology and training
Establishing TPL as Torontorsquos centre for continuous and
self-directed learning
Creating community connections through cultural
experiences
Transforming for 21st century service excellence
7
Accountability Framework
Three main tools
bull Balanced Scorecard with Key Performance
Indicators (KPIs)
bull Dashboard for visual presentation
bull Logic Models
8
Accountability Framework
Balanced Scorecard
bull A performance measurement tool developed at the
Harvard Business School
bull Provides a framework to monitor organization
performance from four perspectives the customerrsquos
perspective an internal business perspective an
innovation and learning perspective and the
financial perspective
Balance scorecard Encyclopedia of Business Gale 2000
9
10
Strategic Plan 2016 ndash 2019 Balanced Scorecard
11
Strategic Plan 2016 ndash 2019 Balanced Scorecard
Accountability Framework
Reporting timeline
bull Annual work plan achievements will be reported
to the Board in a semi-annual status report in
June and year end
bull Overall achievements of the strategic plan will be
reported annually to the Board (eg first quarter
of 2017 for 2016) using a balanced scorecard and
presented visually using a dashboard
12
Accountability Framework
13
Accountability Framework
Logic Model
bull A logic model is a systematic and visual way to present the
relationships among the resources to operate a program the
planned activities and the changes or results you hope to
achieve
14
WK Kellogg Foundation Logic Model Development Guide 2004
Accountability Framework
Logic Models
bull A Strategic Plan 2016-2019 aligns 6 strategic priorities
with
Key activities
3 broad strategic outcomes
City of Torontorsquos key strategies
bull Plus a logic model for each of the 6 strategic priorities
15
16
Strategic Plan 2016-2019 Logic Model
17
Strategic Plan 2016-2019 Priority 2 Logic Model
18
Accountability Framework
Questions amp Discussion
19
20
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 1
STAFF REPORT ACTION REQUIRED
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report proposes revised meeting dates for the December 2016 and January 2017
meetings for Toronto Public Library Board approval
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves rescheduling the December 8 2016 Toronto Public Library Board meeting
to December 12 2016 and
2 approves rescheduling the January 23 2017 Toronto Public Library Board meeting to
January 30 2017
FINANCIAL IMPACT
There is no financial impact arising from this report
The Director Finance and Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
At the January 25 2016 meeting the Board approved the schedule for meetings in 2016
including December 8 2016
At the October 24 2016 meeting the Board was provided with the proposed schedule for
meetings in 2017 including January 23 2017 for approval at the January 2017 meeting
14
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 2
COMMENTS
Library staff have recently reviewed the Cityrsquos updated budget schedule The Library Board
meeting in December is not well aligned with the Cityrsquos schedule A later December date
would provide the Board with more opportunity to be informed and kept up-to-date on the
2017 budget as well as to participate in the process As a result the rescheduling of the
December 8 2016 meeting to Monday December 12 is being recommended Board
members were canvassed and quorum is attainable for a meeting on December 12 2016
As the same scenario is also a possibility for the proposed January 23 2017 meeting it is
recommended that the date be changed to January 30 2017
Key dates for the 2017 budget process are shown below
2017 Budget Timetable
Date Political Review TPL Board
2016
Nov 21 Board meeting
Dec 2 Budget Committee launch
Dec 12 (from 8) Board meeting
Dec 161920 (21) Budget Committee presentations
2017
Jan 5 910 Budget Committee public deputations
Jan 12 Budget Committee wrap-up
Jan 24 Budget Committee final
Jan 30 (from 23) Board meeting
Feb 7 Executive Committee
Feb 15 16 (17) Council approval
Feb 21 Board meeting
CONTACT
Nancy Marshall Library Board Officer City Librarianrsquos Office
Tel 416-393-7215 E-mail nmarshalltorontopubliclibraryca
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 3
SIGNATURE
______________________________
Vickery Bowles
City Librarian
Holiday Closures 2017 and January 2018 1
STAFF REPORT ACTION REQUIRED
Holiday Closures 2017 and January 2018
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The purpose of this report is to recommend and receive Toronto Public Library Board
approval for the schedule of holiday closures for 2017 and January 2018
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves the schedule of holiday closures for 2017 and January 2018 as provided
in Attachment 1
FINANCIAL IMPACT
There is no financial impact to the 2017 operating budget arising from the
recommendation in this report The recommended closures are included in the proposed
2017 operating budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
Where Library Board approval is required to establish holiday closures the matter comes
before the Board in the preceding year to ensure adequate notice to the public and staff
COMMENTS
At its meeting on October 26 2015 the Library Board approved the Library closure for
New Yearrsquos Day 2017 on Monday January 2 2017
15
Holiday Closures 2017 and January 2018 2
The Library is open for regular service on Remembrance Day Saturday November 11
2017
The Library will be closed on Monday December 25 2017 for Christmas Day and
Tuesday December 26 2017 for Boxing Day
In 2018 New Yearrsquos Day falls on a Monday and the Library will be closed
All full-time employees whose scheduled day off falls on a holiday closure are
compensated with a day in lieu to be taken at another agreed upon time
It is the practice of the Library to close on the Sundays adjacent to public holidays with
the exception of Family Day
The schedule of holiday closures for 2017 and January 2018 is provided in Attachment 1
CONTACT
Dan Keon Director Human Resources Tel 416-395-5850
E-mail dkeontorontopubliclibraryca
SIGNATURE
_____________________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Holiday Closures 2017 and January 2018
Toronto Public Library Holiday Closures 2017 and January 2018
Sunday January 1 2017 New Yearrsquos Day Closed
Monday January 2 2017 For New Yearrsquos Day Closed
Monday February 20 2017 Family Day Closed
Friday April 14 2017 Good Friday Closed
Sunday April 16 2017 Easter Sunday Closed
Monday April 17 2017 Easter Monday Closed
Monday May 22 2017 Victoria Day Closed
Saturday July 1 2017 Canada Day Closed
Monday August 7 2017 Civic Holiday (Simcoe Day) Closed
Monday September 4 2017 Labour Day Closed
Monday October 9 2017 Thanksgiving Day Closed
Sunday December 24 2017 Christmas Eve Closed
Monday December 25 2017 Christmas Day Closed
Tuesday December 26 2017 Boxing Day Closed
Sunday December 31 2017 New Yearrsquos Eve Closed
Monday January 1 2018 New Yearrsquos Day Closed
New Yearrsquos Day 2017 closure approved by the Library Board on October 26 2015
Attachment 1
Audit Plan for the Year Ending December 31 2016 1
STAFF REPORT INFORMATION ONLY
Audit Plan for the Year Ending December 31 2016
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The attached report from PricewaterhouseCoopers the external auditors summarizes the
planning for their audit of the 2016 financial statements for the Toronto Public Library
Board
FINANCIAL IMPACT
The proposed audit fee of $25000 inclusive of expenses and exclusive of Harmonized
Sales Tax (2015 ndash $25000) is included in the 2016 operating budget It is important to
note that the audit fee does not include extra audit work that may be required due to
scope changes and PricewaterhouseCoopers will advise management as soon as possible
if this were to happen
This is the second year of a five-year audit contract that the City has negotiated The fee
will remain unchanged for the duration of the contract
ISSUE BACKGROUND
Under Section 139 of the City of Toronto Act 2006 the City is required to appoint an
auditor licensed under the Public Accounting Act 2004 who is responsible for annually
auditing the accounts and transactions of the City and its local boards and expressing an
opinion on the financial statements of these entities based on the audit
Council at its March 2015 meeting approved the recommendation of the Audit
Committee to appoint PricewaterhouseCoopers as the external auditor for the City and
Library The contract with PricewaterhouseCoopers is for five years ending with the
audit of the December 31 2019 financial statements
As part of the annual audit PricewaterhouseCoopers provides an Audit Plan report to the
Toronto Public Library Board The auditors will conduct their audit of the 2016 financial
statements pursuant to this plan
17
Audit Plan for the Year Ending December 31 2016 2
COMMENTS
Attached is PricewaterhouseCoopersrsquo Audit Plan for the Library which summarizes their
view on audit risks the nature extent and timing of the audit work and the terms of
engagement
On completion of the audit PricewaterhouseCoopers will issue the Audited Financial
Statements and a Year-End Report to the Board that will provide key matters for
discussion significant audit accounting and financial reporting matters summary of
unadjusted and adjusted items other required communications internal control
recommendations and a confirmation of auditor independence
Work on the interim audit was completed in October 2016 and the year-end audit is
expected to be completed by March 2016
CONTACT
Larry Hughsam Director Finance amp Treasurer Tel 416-397-5946
E-mail lhughsamtorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Board ndash Audit Plan for the year ending
December 31 2016
wwwpwccomca
Audit planfor the yearendingDecember31 2016
Toronto PublicLibrary Board
pwc
pwc
October 28 2016
Members of the BoardToronto Public Library Board
Dear Members of the Board
We are pleased to present an overview of our audit plan for the 2016 audit of the financial statementsof Toronto Public Library Board (the Library) prepared in accordance with Canadian Public SectorAccounting Standards (PSAS) (referred to as the ldquofinancial statementsrdquo from now on)
This overview includes our view on audit risks and the nature extent and timing of our audit work
We value your feedback and if you have any questions about the identified risks and our audit approachplease do not hesitate to contact the undersigned at (416) 228-1922
Yours very truly
Tern McUnnonPartnerRisk Assurance Services
cc Mr Larry Hughsam Director Finance and Treasurer
PricewatcrhouseCoopers UPnyC Tower i8 York Street Suite 2600 Toronto Ontario Canada M oB2T +1 416 8631133 F +1 416 365 8215 wwwpwccomca
lsquoPwt relera to Pdcewatethousetoopers LLP an Ontario limiled liabiLity paruiership
Toronto Public Library Board Audit plan for the year ending December 31 2016
Communications to the Board
Key mattersfor Commentsdiscussion
Client service team Tern McKinnon is your engagement leader and Julianne Cooke is your engagementmanager
Service deliverables We will audit the Libraryrsquos financial statements as of December 31 2016 and for theyear then ending prepared in accordance with PSAS
Our engagement letter which has been signed by the City of Toronto sets out theterms and conditions for our engagement as the independent auditor of the Libraryfor the above-mentioned year In addition our engagement letter outlines ourresponsibilities as the auditor and the responsibilities of management
Audit timeline We worked with management to develop this project timelinemdash Interim visit October 17-21 2016mdash Year-end visit March20 mdash March 31 2017mdash Clearance meeting with management To be confirmedmdash Deliveryfiling of financial statements To be confirmed
Audit approach Our audit approach is a mixture of tests of internal controls and substantive testingOur audit approach is designed to allow us to execute a quality and efficient auditWe do this byi gaining an understanding of the business by focusing on new developments
and key business issues affecting the Library as well as managementrsquosmonitoring of controls and business processes
ii identiring significant audit risks sharing our perspectives obtaining yourfeedback and ensuring our audit is tailored to these risks
iii using well-reasoned professional judgment especially in areas that aresubjective or require estimates and
iv leveraging reliance where possible on the Libraryrsquos internal controls andinformation technology and data systems
In the current year our planned work will include testing of key controls in thefollowing areasmdash Purchases payables and disbursementsmdash Payroll
All other areas will be subject to tests of detail
Significant risks are risks of material misstatement that we think need special auditconsideration We identified several significant audit risks and plan to address themas follows Please let us know if you agree that these are the most significant risksfrom your point of view and if you have any other areas of concern
PwC I
Toronto Public Library Board Audit plan for the year ending December 31 2016
Significant risk to Managementrsquos response and our audit approachdiscuss
Risk of management Accounting regulatory authorities require that the risk of material misstatement dueoverride of controls to management override of controls be considered a significant risk on every audit
engagement
This represents the risk that internal controls at the Library maybe circumvented toachieve desired financial results or gain inappropriate access to financial resources
In order to address this risk we will perform the followingbull All non-routine journal entries are reviewed and approved by the appropriate
level of managementbull We will review manual journal entries focusing on large and unusual entriesbull We will review accounting estimates for biases that could result in material
misstatementbull We will incorporate unpredictable procedures in the audit approach
Risk of fraud in revenue The risk of fraud in revenue recognition is a presumed significant risk underrecognition Canadian Auditing Standards We will assess this risk through the consideration of
the Libraryrsquos revenue recognition policies the incentivepressure to fraudulentlymisstate revenue and the potential opportunity
In order to address this risk we will perform the following
bull Update our understanding of managementrsquos processes and internal controlssurrounding revenue recognition
bull Obtain confirmations from the City of Toronto for subsidies received duringthe year
bull Test significant revenue streams through testing a sample of transactions tosupporting documents
Materiality Misstatements are considered to be material if they could reasonably be expected toinfluence the economic decisions of users of the financial statements We have set apreliminanrsquo materialihrsquo of S6i6oooo We will report unadjusted and adjusted itemsover S6i6ooo to the Board on completion of the audit
Fraud risk We discuss fraud risk annually with the Board Through our planning process (andprior yearsrsquo audits) we developed an understanding of your oversight processesincluding
Employee code of ethicsmdash Discussion at Board meetings and our attendance at those meetings or
reviewing minutes of meetingsmdash Presentations by management including business performance reviewsmdash Signing authorities
Are there any new processes or changes to the items above that we should be awareoP
We are not aware of any fraud Are you aware of instances of any actual suspected or
____________________________
alleged fraud affecting the Library
PwC 2
Toronto Public Ubrary Board Audit plan for the year ending December 31 2016
The matters raised In this and other reports that will flow from the audit are only those that have come to our attention arising from or relevant toour audit that we believe need to be brought to your attention They are not a comprehensive record of all the matters arising and in particularwe cannot be held responsible for reporting all risks in your business or all internal control weaknesses This report has been prepared solely foryour use It was not prepared or intended for any other purpose No other person or entity shall place any reliance upon the accuracy orcompleteness of statements made herein PwC does not assume responsibility to any third party and in no event shall PwC have any liabilityfor damages costs or losses suffered by reason of any reliance upon the contents of this report by any person or entity other than you
PwC 3
copy 2015 PricewaterhouseCoopers LLP an Ontario limited liability partnership All rights reserved
Board Resolutions ndash Status Report 1
STAFF REPORT INFORMATION ONLY
Board Resolutions ndash Status Report
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report lists the status of outstanding Toronto Public Library Board resolutions
BACKGROUND INFORMATION
At the April 2 2012 meeting the Toronto Public Library Board approved the inclusion of
Board Resolutions ndash 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 ndash Status Report ndash November 21 2016
18
1
STATUS REPORT
TORONTO PUBLIC LIBRARY BOARD RESOLUTIONS
AS AT NOVEMBER 21 2016
DATE OF
MEETING
MOTION
(Ref Minute )
STATUS
TARGET
DATE
Sep 8 2014 14-150 ndash Notice of Motion Funding and Timing of
PerthDupont Branch Relocation
5 requests that the local City Councillor consult
with the local community and make a
recommendation to the Board for a new name for
the relocated branch (which will no longer be
located at the corner of Perth and Dupont)
IN PROGRESS Staff to bring a recommendation to
the Board for a new name for the relocated branch to
the Board for approval
To be
determined
Feb 22 2016 16-040 ndash Naming Opportunity ndash Daniel Grafton
Hill III
2 requests staff to provide updates to the
Toronto Public Library Board on this
initiative at strategic intervals
IN PROGRESS This initiative is dependent on a
future branch capital project and consultation
process
To be
determined
Oct 24 2016 16-193 ndash Toronto Public Library Board ndash Self-
Evaluation
2 conducts a pilot self-evaluation during the
month of November 2016 and discusses the
results of the evaluation at the January 2017
meeting
IN PROGRESS A report is expected to be provided
at the January 2017 meeting
January 2017
meeting
Attachment 1
TORONTOPUB LIC
LIBRARYAPPROVED MINUTES Page 1
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 3 Tuesday September 20 2016 from 530 pm to 630 pmToronto Reference Library Board Room 789 Yonge Street Toronto
Members PresentMs Dianne LeBreton (Chair)ML Ron CadnciMs Lindsay ColleyMs Archana ShahMs Sue Graham-Nutter
Regrets
SPPM Call to Order16-019 Dianne LeBreton called the meeting to order at 530 pm
SPPM Declarations of Conflict of Interest16-020 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda16-021 Moved by L Colley
That the Strategic Plan Performance Measures Committee1 approves the agenda
Carried
SPPM Confirmation of July 13 2016 Strategic Plan Performance Measures Committee16-022 Meeting Minutes
Moved by L ColleyThat the Strategic Plan Peiformance Measures Committee1 confirms the Minutes of the fitly 13 2016 Strategic Plan Performance
Measures Committee
Carried
APPROVED MINUTES Page 2
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 3 Tuesday September 20 2016 from 530 pm to 630 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Business Arising from the Minutes16-023 There were no Business Arisingfrom (lie Minutes items at the September 20 2016
Strategic Plan Performance Measures Committee meeting
SPPM Communications16-024 There were no Communications items at the September 20 2016 Strategic Plan
Performance Measures Committee meeting
SPPM Presentations16-025 There were no public presentations at the September 20 2016 Strategic Plan
Performance Measures Committee meeting
Itemfor ApprovalSPPM Strategic Plan 2016-2019 Accountability Framework and Reporting Tools16-026 Elizabeth Glass Director Policy Planr1ing amp Performance Management
provided a presentation on accountability framework and reporting tools
Moved by S Graham-NurterThat the Strategic Plan Performance Afeasurement Committee1 considers the approach ofusing logic models and a balanced scorecard as
the strategic plan accountabilityframework and a dashboard to visuallyrepresent the progress and achievement as outlined in the flowchart(Attachment 1k
2 endorses the logic model examples that will be used as templates fordeveloping a logic model for each strategic priority (Attachments 2 and3k
3 endorses the balanced scorecard and recommended key performanceindicatorsJbr the Boardrsquos monitoring and assessment ofthe strategicplan lsquo5 progress (Attachment 1)
Deferred
The Committee deferred consideration of the recommendations in the StrategicPlan 2016-2019 Accountability Framework and Reporting Tools report until thenext meeting of the Committee
APPROVED MINUTES Page 3
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 3 Tuesday September 20 from 530 pm to 630 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Adjournment16-027 Moved by L Colley
That the Strategic Plan Performance Measures Committee1 adjourns the September 20 20J6 Strategic Plan Performance Measures
Conunittee meetingCarried
The meeting ended at 630 pm - - - I
Signed (V UrsquoL
MINUTES Page 1
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
13b
Members Present
Mr Ron Carinci
Ms Lindsay Colley
Ms Archana Shah
Ms Sue Graham-Nutter
Regrets
Ms Dianne LeBreton (Chair)
SPPM Call to Order
16-028 Vickery Bowles called the meeting to order at 530 pm Ms Bowles advised that
Dianne LeBreton committee chair was unexpectedly unable to attend the
meeting An election of an acting chair was required
SPPM Declarations of Conflict of Interest 16-029 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda 16-030 Moved by R Carinci
That the Strategic Plan Performance Measures Committee approves the agenda
as revised to
1 elect an Acting Chair for the November 7 2016 meeting in the absence of
the Committee Chair
Carried
MINUTES Page 2
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Election of Acting Chair
16-031 Vickery Bowles called for nominations for the Acting Chair of the Strategic Plan
Performance Measures Steering Committee
Moved by R Carinci
That
1 Sue Graham-Nutter be nominated for Acting Chair
Carried
Sue Graham-Nutter agreed to stand for election
There being no further nominations it was
Moved by R Carinci
That the Strategic Plan Performance Measures Committee
1 closes nominations
Carried
Vickery Bowles declared Sue Graham-Nutter duly elected Acting Chair of the
Strategic Plan Performance Measures Committee by acclamation
Sue Graham-Nutter assumed the Chair
SPPM Confirmation of September 20 2016 Strategic Plan Performance Measures
16-032 Committee Meeting Minutes Moved by R Carinci
That the Strategic Plan Performance Measures Committee
1 confirms the Minutes of the September 20 2016 Strategic Plan
Performance Measures Committee
Carried
SPPM Business Arising from the Minutes
16-033 There were no Business Arising from the Minutes items at the November 7 2016
Strategic Plan Performance Measures Committee meeting
SPPM Communications
16-034 There were no Communications items at the November 7 2016 Strategic Plan
Performance Measures Committee meeting
MINUTES Page 3
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Presentations
16-035 There were no public presentations at the November 7 2016 Strategic Plan
Performance Measures Committee meeting
Item for Approval
SPPM Strategic Plan 2016-2019 Accountability Framework Reporting Tools and Key
16-036 Performance Indicators
Elizabeth Glass Director Policy Planning amp Performance Management
responded to questions from committee members
Moved by L Colley
That the Strategic Plan Performance Measurement Committee
1 endorses the Strategic Plan accountability framework as outlined in the
flowchart (Attachment 1)
2 endorses the logic model examples that will be used as templates for
developing a logic model for each strategic priority (Attachments 2
and 3)
3 endorses the balanced scorecard and recommended key performance
indicators for the Boardrsquos monitoring and assessment of the Strategic
Planrsquos progress (Attachment 4)
Carried
Staff were directed to provide Board members with an overview of the
accountability framework for the Strategic Plan with the tools KPIs and the
reporting timelines
SPPM Adjournment
16-037 Moved by L Colley
That the Strategic Plan Performance Measures Committee
1 adjourns the November 7 2016 Strategic Plan Performance Measures
Committee meeting
Carried
The meeting ended at 600 pm
Signed
Strategic Plan 2016-2019 Accountability Framework 1
STAFF REPORT ACTION REQUIRED
Strategic Plan 2016-2019 Accountability Framework
Date November 21 2016
To Toronto Public Library Board
From Strategic Plan Performance Measures Committee
SUMMARY
The purpose of this report is to recommend the approval of the Strategic Plan 2016-2019
Accountability Framework to the Toronto Public Library Board
A Strategic Plan Performance Measures Committee was established on April 25 2016 to
provide advice and recommendations to the Board for strengthening the Boardsrsquo
monitoring and assessment of the strategic planrsquos implementation for compliance and
progress
The Committee met four times from May to November 2016 to receive and inform the
development of the Strategic Plan 2016-2019 Accountability Framework which contains
three main tools a balanced scorecard with key performance indicators a dashboard to
visually present the results and a logic model to show the alignment between the strategic
priorities key activities over four years and the expected outcomes and impact
At its November 7 2016 meeting the Committee endorsed the Accountability Framework
and concluded its work
RECOMMENDATIONS
The Strategic Plan Performance Measures Committee recommends that the Toronto
Public Library Board
1 approves the Strategic Plan 2016-2019 Accountability Framework
FINANCIAL IMPACT
There is no financial impact beyond what has already been approved in the current yearrsquos
budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
13c
Strategic Plan 2016-2019 Accountability Framework 2
DECISION HISTORY
At its April 25 2016 meeting the Library Board received the following report Strategic
Plan Performance Measures Committee Terms of Reference and approved the Terms of
Reference for the Strategic Plan Performance Measures Committee as outlined in
Attachment 1
httpwwwtorontopubliclibrarycacontentabout-the-
librarypdfsboardmeetings2016apr2512-performance-measures-committee-terms-of-
referencepdf
httpwwwtorontopubliclibrarycacontentabout-the-
librarypdfsboardmeetings2016apr2512-performance-measures-committee-terms-of-
reference-att-1pdf
At its May 31 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Status and Performance
Management Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-may-31jsp
At its July 13 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Status and Performance
Management Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-jul-13jsp
At its September 20 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Accountability
Framework and Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-sep-20jsp
At its November 7 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Accountability
Framework Reporting Tools amp key Performance Indicators
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-nov-07jsp
ISSUE BACKGROUND
The Strategic Plan Performance Measures Committee was established on April 25 2016 to
provide advice and recommendations to the Library Board for strengthening the Boardrsquos
monitoring and assessment of the strategic planrsquos implementation for compliance and
progress
During the development of the Accountability Framework and the reporting tools the
Committee met four times from May to November 2016 to receive information and provide
advice At its November 7 2016 meeting the Committee endorsed the Framework and
concluded its work
Strategic Plan 2016-2019 Accountability Framework 3
COMMENTS
There are three broad outcomes for the Strategic Plan 2016-2019 based on input gathered
from Toronto residents during the strategic plan consultation process
Expanding Access
Increasing Opportunity
Building Connections
Six strategic priorities were established to advance the broad outcomes
Advancing TPLrsquos digital platforms
Breaking down barriers to access driving inclusion
Expanding access to technology and training
Establishing TPL as Torontorsquos centre for continuous and self-directed learning
Creating community connections through cultural experiences
Transforming for 21st century service excellence
The purpose of the Accountability Framework is to guide the development monitoring and
reporting of the annual work plan for each of the four years from 2016 to 2019 and the
overall achievements of the Strategic Plan over four years It serves as
a reporting structure for the Board to monitor the progress of the strategic plan and
provide guidance
a public facing reporting tool to demonstrate openness and accountability
an internal tool to advance shared understanding of the strategic priorities and guide the
work of staff
The Accountability Framework is composed of three main tools
1 Balanced Scorecard with key performance indicators (Attachment 1 amp Attachment 2)
The overall achievements of the strategic plan will be reported using a balanced
scorecard approach with key performance indicators established under four
perspectives Customer Operational Learning amp Growth and Financial Work plan
achievements will be reported to the Board in a semi-annual status report
2 Dashboard (Attachment 3)
A dashboard format will be used to visually present the strategic plan achievements
as measured against the key performance indicators and targets This will be reported
to the Board annually
3 Logic Models
A logic model (Attachment 4) is developed to align the six strategic priorities with
key activities the broad outcomes and the contribution to the success of City of
Torontorsquos key strategies over four years
Logic models will also be developed for each strategic priority with appropriate key
activities and outcomes to guide the development of annual work plans strategic
Strategic Plan 2016-2019 Accountability Framework 4
partnerships and funding priorities Attachment 5 shows an example of a logic model
for Strategic Priority 2 Breaking down barriers to access driving inclusion
The flowchart in Attachment 6 illustrates the relationship of the three tools The key activity
of Expanding Access to branches and community service points under Priority 2 is provided
as an example
CONTACT
Elizabeth Glass Director Policy Planning amp Performance Management
Tel 416-395-5602 E-mail eglasstorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Balanced Scorecard with Key Performance Indicators
Attachment 2 List of Strategic Plan 2016-2019 Key Performance Indicators
Attachment 3 Dashboard example
Attachment 4 Strategic Plan 2016-2019 Logic Model
Attachment 5 Strategic Plan 2016-2019 Priority 2 Logic Model
Attachment 6 Strategic Plan 2016-2019 Accountability Framework Flowchart
Strategic Plan 2016 mdash 2019 Balanced Scorecard Attachment 1
Key Performance Indicators
Total number of active members
bull Total use per capita
bull Visits per capita
bull Virtual visits per capita
bull In-branch technology utilization rate internet access workstationper 100000 population wireless connections per capita
bull Utilization rate (program capacity) learning programs(ESL + Literacy + User Ed + lifelong learning)
bull Utilization rate of technology training programs
bull Utilization rate of cultural programs
bull ft of branches providing regular after-schoolprogramming from September to June
bull User satisfaction overall
bull User satisfaction in-branch technology(computers software wifi)
Users satisfaction knowledge andhelpfulness of staff
Key Performance Indicators
bull Total Open Hours
bull ft of Sunday branches (September to June)
bull ft of NIA Sunday branches (September to June)
bull ft of Sunday branches (Year-round)
ft of NIA Sunday branches (Year-round)
Turnover rate of circulating items
of special collections that are digitized
KKey Performance Indicators
bull Logic Models and evaluation frameworksdeveloped for strategic priorities
bull Spending in staff development (Total Averageper staff)
bull staff who report they have the skills andtraining to meet service delivery outcomes
bull of staff who report high levels ofengagement
Key Performance Indicators
bull Cost per use
Operating Expenditures
Operating expenditures per capita
Operating expenditures for electronic materials
Operating expenditures for digital technology
bull Total funding
bull Total funding per capita
bull Total funding from TPL Foundation
Page 1 of 1
Strategic Plan 2016-2019 Balanced Scorecard Key Performance Indicators
Customer Perspective Operational Perspective Learning amp Growth Perspective Financial Perspective
Total number of active members
Total use per capita o Visits per capita
Virtual visits per capita
In-branch technology utilization rate internet access workstation per 100000 population wireless connections per capita
Utilization rate (program capacity) learning programs (ESL + Literacy + User Ed + lifelong learning)
Utilization rate of technology training programs
Utilization rate of cultural programs
of branches providing regular after-school programming from September to June
User satisfaction overall
User satisfaction in-branch technology (computers software wifi)
Users satisfaction knowledge and helpfulness of staff
Total Open Hours o of Sunday branches
(September to June) o of NIA Sunday branches
(September to June) o of Sunday branches
(Year-round) o of NIA Sunday branches
(Year-round)
Turnover rate of circulating items
of special collections that are digitized
Logic Models and evaluation frameworks developed for strategic priorities
Spending in staff development (Total Average per staff)
staff who report they have the skills and training to meet service delivery outcomes
of staff who report high levels of engagement
Cost per use
Operating Expenditures o Operating expenditures per
capita
Operating expenditures for electronic materials
Operating expenditures for digital technology
Total funding o Total funding per capita o Total funding from TPL
Foundation
Attachment 2
Attachment 3
Strategic Plan 2016-2019 Dashboard
Key Performance Indicators
Example Open Hours
2016 Activities that will move the dial Status
Sunday service expanded to create year-round service at 6 District and 2 R amp R branches and added to 6 neighbourhood branches to provide seasonal Sunday service
Measure Baseline (2015) Current (Dec 2016) Target (2019) change
Total open hours 269672 hours 274397 hours 281878 hours + 45
Attachment 4
Toronto Public Library Strategic Plan 2016-2019 Logic Model
Torontonians are aware of library services to
address immediate needs
Create and implement Digital Strategy to develop online services
Torontonians have access to reading and
learning materials in a wide range of formats
and levels to support the joy of reading and
lifelong learning
TPL has resources and well-trained staff to
deliver strategic outcomes
Torontonians are connected through cultural
and leisure experiences and opportunites
TPL provides exceptional services and
experience at customers every point of need
TPL increased partnership and funding
opportunities with City of Toronto community
organizations and funding partners
Torontonians have improved access to
technology and staff assistance to develop
technology skills
Torontonians have expanded access to
emerging technology innovation spaces and
programs
Torontonians have new experiential
collaborative and e-learning opporunities to
support education employment and multiple
literacies
Use technology to drive improvements in business processes and
efficiency eg cloud analytics
Torontonians have equitable
support to learning and training
and gain the knowledge multiple
literacy skills and networks to
enrich their education work life and
leisure experiences
Torontonians have access to
programs and activities to support
and enhance diverse cultural
experiences and library collections
that reflect their cultural ineterests
and needs
Support readers of all ages and interests with diverse collections
readers advisory and a wide range of literary and cultural programs
Toronto children and youth have additional safe
after school social and learning environments
and programs
Priorities Key Activities
Mission Toronto Public Library provides free and equitable access to services which meet the changing needs of Torontonians The Library preserves and promotes universal
access to a broad range of human knowledge experience information and ideas in a welcoming and supportive environment
Establishing TPL as Torontos
centre for continuous and self-
dlirected learning
Impact
Expanding access to technology
and training
Advancing TPLs digital platforms
Breaking down barriers to access
driving inclusion
Expand high quality out-of-school-time programs for children and youth
Increase awareness and engagement across library channels
Allocate additional resources to sustain current and emerging
technology
Provide access to current and emerging technology and training in
library branches and community locations
Identify and remove policy barriers to online and in-person servicesToronto Public Library is a
community asset that builds
community capacity and improves
Torontonians well-being
Toronto Public Library contributes to the success of
Toronto Strong Neighbourhood Strategy 2020
Actions for strong Neighbourhoods
under five domains
Physical surroundings
Economic opportunities
Healthy lives
Social development and
Participation in civic decision-making
Toronto Public Library is a key partner in
City of Torontos Poverty Reduction Strategy
in addressing the issues of
service access and availability
Toronto Public Library supports the positive
outcomes of City of Torontos strategies for targeted
population including
Raising the Village Measuring the Well-being
of Children and Families in Toronto
Toronto Youth Equity Strategy
Toronto Newcomer Strategy
Toronto Seniors Strategy
Expand access to branches and community service points
Develop new resources programs and partnerships to deliver eLearning
programs
Provide in-branch resources space and technology to support
experiential learning
Provide resources and programs to support civic engagement
community events and discussion of social issues
Transforming for 21st century
service excellence Dedicate staff resources and training to provide expertise in key
strategic areas eg technology and literacy
Torontonians are empowered and supported in
their partcipation in civic lifeCreating community connections
through cultural experiences
Create diverse and inclusive cultural programs and experiences in
branch and online spaces
Curate and digitize special collections to reflect Torontos diverse
history culture and heritage
Develop organizational structure and culture to support innovation and
customer service excellence
ACCESS
OPPORTUNITY
CONNECTIONS
Outcomes
Torontonians have easy convienient online
access to library collections and services
Torontonians have convenient and local access
to neighbourhood spaces and services
Attachment 5
Expand online services
Develop self-serve Library Kiosks
Increased program offerings
After hours access implemented
Increased online service options
Increased self-service options
CONNECTIONS
Understand City demographics
demands and use of a full range of
library services
Develop after-hours access at branches
2 Breaking down
barriers to access
driving inclusion
Toronto Public Library contributes to the success of
City of Torontos key strategies including
Toronto Strong Neighbourhood Strategy 2020
bull Targeting appropriate resources to
respond to neighbourhood needs
Toronto Poverty Reduction Strategy
bull Address immediate needs
bull Create pathways to prosperity
bull Increase service access and availability
ACCESS
OPPORTUNITYLibrary membership options reflect
users online and branch access
needs
Provide access to current
and emerging technology
and training in library
branches and community
locations
Increase awareness and
engagement across library
channels
Sunday service expanded in target
branches
Identify and remove policy
barriers to online and in-
person services
Expand access to branches
and community service
points
Number of blocked library cards
reduced in target populations
Toronto Public Library Strategic Plan 2016-2019 Logic Model
Priority Impact
Mission Toronto Public Library provides free and equitable access to services which meet the changing needs of Torontonians The Library preserves and promotes universal access to a broad
range of human knowledge experience information and ideas in a welcoming and supportive environment
OutcomeKey Activities
Toronto Youth Equity Strategy
bull Service gaps
bull Service relevance amp accessibility
Toronto Newcomer Strategy
bull Improving access to municipal supports
bull Supporting civic engagement and
community capacity
Develop marketing strategy and conduct
publicity campaigns
Toronto Seniors Strategy
bull Equity
bull Inclusion
bull Respect
bull Quality of life
Expand access to library service in
community locations
Toronto Public Library is a
community asset that builds
community capacity and improves
Torontonians
well-being
Torontonians have equitable
support to learning and training
and gain the knowledge multiple
literacy skills and networks to
enrich their education work life
and leisure experiences
Torontonians have access to
programs and activities to support
and enhance diverse cultural
experiences and library
collections that reflect their
cultural ineterests and needsIncreased circulation of library
materials
Identify and remove policy barriers to
online and in-person services
Raising the Village Measuring the
Well-being of Children and Families in Toronto
bull Families have equitable access to
learning and training and are active in
their childrenrsquos education
bull Families belong to communities and
have the freedom to express and
opportunities to foster their culture and
identity
Torontonians are aware of library
services to address immediate needs
Conduct outreach and customer
engagement programs
Expand branch hours with additional
programs
Torontonians have easy
convienient online access to library
collections and services
Torontonians have convenient and
local access to neighbourhood
spaces and services
Attachment 6
Accountability Framework
Example
Priority Key Activity Short Term Medium Term Impact
Breaking down barriers to access
driving inclusion
Expand access to branches and
community service points
Torontonians have convenient and
local access to neighbourhood spaces
and services
Toronto Public Library is a community
asset that builds community capacity
and improves Torontonians well-being
Toronto Poverty Reduction Strategy
Increase service access and availability
Example
Customer Perspective Operational Perspective Learning amp Growth Perspective Financial Perspective
Utilization rate Service hours added Staff training Cost per use
Example
Is a visual representation of progress towards four years targets for KPIs to achieve strategic outcomes
with a baseline benchmark and annual target
Dashboard
Monitors the progress of the strategic plan across four perspectives and indentifies KPIs to measure progress towards outcomes
Links planned activities to expected outcomes
Toronto Public Library Strategic Plan 2016-2019
Implementation Compliance and Progress
Logic Model
Balanced Scorecard
Outcomes
Strategic Plan 2016-2019
Accountability Framework
November 21 2016
Toronto Public Library Board Meeting
1
Accountability Framework
Strategic Plan Performance Measures Committee
to provide advice and recommendations to the Board for
strengthening the Boardrsquos monitoring and assessment of the
strategic planrsquos implementation for compliance and progress
2
Accountability Framework
Strategic Plan Performance Measures Committee
bull Met four times from May to November 2016
bull Endorsed Accountability Framework at November 7 2016
meeting
bull Concluded its work
3
Accountability Framework
Purpose of framework
bull To guide the development monitoring and reporting of
The Annual work plan for each year from 2016-2019
The overall achievements of the Strategic Plan over four
years
4
Accountability Framework
bull A reporting structure for the Board to monitor the
progress of the strategic plan and provide guidance
bull Public facing reporting tool to demonstrate openness
and accountability
bull An internal tool for staff
5
Accountability Framework
Strategic Plan 2016-2019
bull Three broad outcomes
Access
Opportunity
Connections
And six strategic priorities
6
Accountability Framework
Strategic Plan 2016-2019
bull Six Strategic Priorities
Advancing TPLrsquos digital Platforms
Breaking down barriers to access driving inclusion
Expanding access to technology and training
Establishing TPL as Torontorsquos centre for continuous and
self-directed learning
Creating community connections through cultural
experiences
Transforming for 21st century service excellence
7
Accountability Framework
Three main tools
bull Balanced Scorecard with Key Performance
Indicators (KPIs)
bull Dashboard for visual presentation
bull Logic Models
8
Accountability Framework
Balanced Scorecard
bull A performance measurement tool developed at the
Harvard Business School
bull Provides a framework to monitor organization
performance from four perspectives the customerrsquos
perspective an internal business perspective an
innovation and learning perspective and the
financial perspective
Balance scorecard Encyclopedia of Business Gale 2000
9
10
Strategic Plan 2016 ndash 2019 Balanced Scorecard
11
Strategic Plan 2016 ndash 2019 Balanced Scorecard
Accountability Framework
Reporting timeline
bull Annual work plan achievements will be reported
to the Board in a semi-annual status report in
June and year end
bull Overall achievements of the strategic plan will be
reported annually to the Board (eg first quarter
of 2017 for 2016) using a balanced scorecard and
presented visually using a dashboard
12
Accountability Framework
13
Accountability Framework
Logic Model
bull A logic model is a systematic and visual way to present the
relationships among the resources to operate a program the
planned activities and the changes or results you hope to
achieve
14
WK Kellogg Foundation Logic Model Development Guide 2004
Accountability Framework
Logic Models
bull A Strategic Plan 2016-2019 aligns 6 strategic priorities
with
Key activities
3 broad strategic outcomes
City of Torontorsquos key strategies
bull Plus a logic model for each of the 6 strategic priorities
15
16
Strategic Plan 2016-2019 Logic Model
17
Strategic Plan 2016-2019 Priority 2 Logic Model
18
Accountability Framework
Questions amp Discussion
19
20
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 1
STAFF REPORT ACTION REQUIRED
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report proposes revised meeting dates for the December 2016 and January 2017
meetings for Toronto Public Library Board approval
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves rescheduling the December 8 2016 Toronto Public Library Board meeting
to December 12 2016 and
2 approves rescheduling the January 23 2017 Toronto Public Library Board meeting to
January 30 2017
FINANCIAL IMPACT
There is no financial impact arising from this report
The Director Finance and Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
At the January 25 2016 meeting the Board approved the schedule for meetings in 2016
including December 8 2016
At the October 24 2016 meeting the Board was provided with the proposed schedule for
meetings in 2017 including January 23 2017 for approval at the January 2017 meeting
14
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 2
COMMENTS
Library staff have recently reviewed the Cityrsquos updated budget schedule The Library Board
meeting in December is not well aligned with the Cityrsquos schedule A later December date
would provide the Board with more opportunity to be informed and kept up-to-date on the
2017 budget as well as to participate in the process As a result the rescheduling of the
December 8 2016 meeting to Monday December 12 is being recommended Board
members were canvassed and quorum is attainable for a meeting on December 12 2016
As the same scenario is also a possibility for the proposed January 23 2017 meeting it is
recommended that the date be changed to January 30 2017
Key dates for the 2017 budget process are shown below
2017 Budget Timetable
Date Political Review TPL Board
2016
Nov 21 Board meeting
Dec 2 Budget Committee launch
Dec 12 (from 8) Board meeting
Dec 161920 (21) Budget Committee presentations
2017
Jan 5 910 Budget Committee public deputations
Jan 12 Budget Committee wrap-up
Jan 24 Budget Committee final
Jan 30 (from 23) Board meeting
Feb 7 Executive Committee
Feb 15 16 (17) Council approval
Feb 21 Board meeting
CONTACT
Nancy Marshall Library Board Officer City Librarianrsquos Office
Tel 416-393-7215 E-mail nmarshalltorontopubliclibraryca
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 3
SIGNATURE
______________________________
Vickery Bowles
City Librarian
Holiday Closures 2017 and January 2018 1
STAFF REPORT ACTION REQUIRED
Holiday Closures 2017 and January 2018
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The purpose of this report is to recommend and receive Toronto Public Library Board
approval for the schedule of holiday closures for 2017 and January 2018
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves the schedule of holiday closures for 2017 and January 2018 as provided
in Attachment 1
FINANCIAL IMPACT
There is no financial impact to the 2017 operating budget arising from the
recommendation in this report The recommended closures are included in the proposed
2017 operating budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
Where Library Board approval is required to establish holiday closures the matter comes
before the Board in the preceding year to ensure adequate notice to the public and staff
COMMENTS
At its meeting on October 26 2015 the Library Board approved the Library closure for
New Yearrsquos Day 2017 on Monday January 2 2017
15
Holiday Closures 2017 and January 2018 2
The Library is open for regular service on Remembrance Day Saturday November 11
2017
The Library will be closed on Monday December 25 2017 for Christmas Day and
Tuesday December 26 2017 for Boxing Day
In 2018 New Yearrsquos Day falls on a Monday and the Library will be closed
All full-time employees whose scheduled day off falls on a holiday closure are
compensated with a day in lieu to be taken at another agreed upon time
It is the practice of the Library to close on the Sundays adjacent to public holidays with
the exception of Family Day
The schedule of holiday closures for 2017 and January 2018 is provided in Attachment 1
CONTACT
Dan Keon Director Human Resources Tel 416-395-5850
E-mail dkeontorontopubliclibraryca
SIGNATURE
_____________________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Holiday Closures 2017 and January 2018
Toronto Public Library Holiday Closures 2017 and January 2018
Sunday January 1 2017 New Yearrsquos Day Closed
Monday January 2 2017 For New Yearrsquos Day Closed
Monday February 20 2017 Family Day Closed
Friday April 14 2017 Good Friday Closed
Sunday April 16 2017 Easter Sunday Closed
Monday April 17 2017 Easter Monday Closed
Monday May 22 2017 Victoria Day Closed
Saturday July 1 2017 Canada Day Closed
Monday August 7 2017 Civic Holiday (Simcoe Day) Closed
Monday September 4 2017 Labour Day Closed
Monday October 9 2017 Thanksgiving Day Closed
Sunday December 24 2017 Christmas Eve Closed
Monday December 25 2017 Christmas Day Closed
Tuesday December 26 2017 Boxing Day Closed
Sunday December 31 2017 New Yearrsquos Eve Closed
Monday January 1 2018 New Yearrsquos Day Closed
New Yearrsquos Day 2017 closure approved by the Library Board on October 26 2015
Attachment 1
Audit Plan for the Year Ending December 31 2016 1
STAFF REPORT INFORMATION ONLY
Audit Plan for the Year Ending December 31 2016
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The attached report from PricewaterhouseCoopers the external auditors summarizes the
planning for their audit of the 2016 financial statements for the Toronto Public Library
Board
FINANCIAL IMPACT
The proposed audit fee of $25000 inclusive of expenses and exclusive of Harmonized
Sales Tax (2015 ndash $25000) is included in the 2016 operating budget It is important to
note that the audit fee does not include extra audit work that may be required due to
scope changes and PricewaterhouseCoopers will advise management as soon as possible
if this were to happen
This is the second year of a five-year audit contract that the City has negotiated The fee
will remain unchanged for the duration of the contract
ISSUE BACKGROUND
Under Section 139 of the City of Toronto Act 2006 the City is required to appoint an
auditor licensed under the Public Accounting Act 2004 who is responsible for annually
auditing the accounts and transactions of the City and its local boards and expressing an
opinion on the financial statements of these entities based on the audit
Council at its March 2015 meeting approved the recommendation of the Audit
Committee to appoint PricewaterhouseCoopers as the external auditor for the City and
Library The contract with PricewaterhouseCoopers is for five years ending with the
audit of the December 31 2019 financial statements
As part of the annual audit PricewaterhouseCoopers provides an Audit Plan report to the
Toronto Public Library Board The auditors will conduct their audit of the 2016 financial
statements pursuant to this plan
17
Audit Plan for the Year Ending December 31 2016 2
COMMENTS
Attached is PricewaterhouseCoopersrsquo Audit Plan for the Library which summarizes their
view on audit risks the nature extent and timing of the audit work and the terms of
engagement
On completion of the audit PricewaterhouseCoopers will issue the Audited Financial
Statements and a Year-End Report to the Board that will provide key matters for
discussion significant audit accounting and financial reporting matters summary of
unadjusted and adjusted items other required communications internal control
recommendations and a confirmation of auditor independence
Work on the interim audit was completed in October 2016 and the year-end audit is
expected to be completed by March 2016
CONTACT
Larry Hughsam Director Finance amp Treasurer Tel 416-397-5946
E-mail lhughsamtorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Board ndash Audit Plan for the year ending
December 31 2016
wwwpwccomca
Audit planfor the yearendingDecember31 2016
Toronto PublicLibrary Board
pwc
pwc
October 28 2016
Members of the BoardToronto Public Library Board
Dear Members of the Board
We are pleased to present an overview of our audit plan for the 2016 audit of the financial statementsof Toronto Public Library Board (the Library) prepared in accordance with Canadian Public SectorAccounting Standards (PSAS) (referred to as the ldquofinancial statementsrdquo from now on)
This overview includes our view on audit risks and the nature extent and timing of our audit work
We value your feedback and if you have any questions about the identified risks and our audit approachplease do not hesitate to contact the undersigned at (416) 228-1922
Yours very truly
Tern McUnnonPartnerRisk Assurance Services
cc Mr Larry Hughsam Director Finance and Treasurer
PricewatcrhouseCoopers UPnyC Tower i8 York Street Suite 2600 Toronto Ontario Canada M oB2T +1 416 8631133 F +1 416 365 8215 wwwpwccomca
lsquoPwt relera to Pdcewatethousetoopers LLP an Ontario limiled liabiLity paruiership
Toronto Public Library Board Audit plan for the year ending December 31 2016
Communications to the Board
Key mattersfor Commentsdiscussion
Client service team Tern McKinnon is your engagement leader and Julianne Cooke is your engagementmanager
Service deliverables We will audit the Libraryrsquos financial statements as of December 31 2016 and for theyear then ending prepared in accordance with PSAS
Our engagement letter which has been signed by the City of Toronto sets out theterms and conditions for our engagement as the independent auditor of the Libraryfor the above-mentioned year In addition our engagement letter outlines ourresponsibilities as the auditor and the responsibilities of management
Audit timeline We worked with management to develop this project timelinemdash Interim visit October 17-21 2016mdash Year-end visit March20 mdash March 31 2017mdash Clearance meeting with management To be confirmedmdash Deliveryfiling of financial statements To be confirmed
Audit approach Our audit approach is a mixture of tests of internal controls and substantive testingOur audit approach is designed to allow us to execute a quality and efficient auditWe do this byi gaining an understanding of the business by focusing on new developments
and key business issues affecting the Library as well as managementrsquosmonitoring of controls and business processes
ii identiring significant audit risks sharing our perspectives obtaining yourfeedback and ensuring our audit is tailored to these risks
iii using well-reasoned professional judgment especially in areas that aresubjective or require estimates and
iv leveraging reliance where possible on the Libraryrsquos internal controls andinformation technology and data systems
In the current year our planned work will include testing of key controls in thefollowing areasmdash Purchases payables and disbursementsmdash Payroll
All other areas will be subject to tests of detail
Significant risks are risks of material misstatement that we think need special auditconsideration We identified several significant audit risks and plan to address themas follows Please let us know if you agree that these are the most significant risksfrom your point of view and if you have any other areas of concern
PwC I
Toronto Public Library Board Audit plan for the year ending December 31 2016
Significant risk to Managementrsquos response and our audit approachdiscuss
Risk of management Accounting regulatory authorities require that the risk of material misstatement dueoverride of controls to management override of controls be considered a significant risk on every audit
engagement
This represents the risk that internal controls at the Library maybe circumvented toachieve desired financial results or gain inappropriate access to financial resources
In order to address this risk we will perform the followingbull All non-routine journal entries are reviewed and approved by the appropriate
level of managementbull We will review manual journal entries focusing on large and unusual entriesbull We will review accounting estimates for biases that could result in material
misstatementbull We will incorporate unpredictable procedures in the audit approach
Risk of fraud in revenue The risk of fraud in revenue recognition is a presumed significant risk underrecognition Canadian Auditing Standards We will assess this risk through the consideration of
the Libraryrsquos revenue recognition policies the incentivepressure to fraudulentlymisstate revenue and the potential opportunity
In order to address this risk we will perform the following
bull Update our understanding of managementrsquos processes and internal controlssurrounding revenue recognition
bull Obtain confirmations from the City of Toronto for subsidies received duringthe year
bull Test significant revenue streams through testing a sample of transactions tosupporting documents
Materiality Misstatements are considered to be material if they could reasonably be expected toinfluence the economic decisions of users of the financial statements We have set apreliminanrsquo materialihrsquo of S6i6oooo We will report unadjusted and adjusted itemsover S6i6ooo to the Board on completion of the audit
Fraud risk We discuss fraud risk annually with the Board Through our planning process (andprior yearsrsquo audits) we developed an understanding of your oversight processesincluding
Employee code of ethicsmdash Discussion at Board meetings and our attendance at those meetings or
reviewing minutes of meetingsmdash Presentations by management including business performance reviewsmdash Signing authorities
Are there any new processes or changes to the items above that we should be awareoP
We are not aware of any fraud Are you aware of instances of any actual suspected or
____________________________
alleged fraud affecting the Library
PwC 2
Toronto Public Ubrary Board Audit plan for the year ending December 31 2016
The matters raised In this and other reports that will flow from the audit are only those that have come to our attention arising from or relevant toour audit that we believe need to be brought to your attention They are not a comprehensive record of all the matters arising and in particularwe cannot be held responsible for reporting all risks in your business or all internal control weaknesses This report has been prepared solely foryour use It was not prepared or intended for any other purpose No other person or entity shall place any reliance upon the accuracy orcompleteness of statements made herein PwC does not assume responsibility to any third party and in no event shall PwC have any liabilityfor damages costs or losses suffered by reason of any reliance upon the contents of this report by any person or entity other than you
PwC 3
copy 2015 PricewaterhouseCoopers LLP an Ontario limited liability partnership All rights reserved
Board Resolutions ndash Status Report 1
STAFF REPORT INFORMATION ONLY
Board Resolutions ndash Status Report
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report lists the status of outstanding Toronto Public Library Board resolutions
BACKGROUND INFORMATION
At the April 2 2012 meeting the Toronto Public Library Board approved the inclusion of
Board Resolutions ndash 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 ndash Status Report ndash November 21 2016
18
1
STATUS REPORT
TORONTO PUBLIC LIBRARY BOARD RESOLUTIONS
AS AT NOVEMBER 21 2016
DATE OF
MEETING
MOTION
(Ref Minute )
STATUS
TARGET
DATE
Sep 8 2014 14-150 ndash Notice of Motion Funding and Timing of
PerthDupont Branch Relocation
5 requests that the local City Councillor consult
with the local community and make a
recommendation to the Board for a new name for
the relocated branch (which will no longer be
located at the corner of Perth and Dupont)
IN PROGRESS Staff to bring a recommendation to
the Board for a new name for the relocated branch to
the Board for approval
To be
determined
Feb 22 2016 16-040 ndash Naming Opportunity ndash Daniel Grafton
Hill III
2 requests staff to provide updates to the
Toronto Public Library Board on this
initiative at strategic intervals
IN PROGRESS This initiative is dependent on a
future branch capital project and consultation
process
To be
determined
Oct 24 2016 16-193 ndash Toronto Public Library Board ndash Self-
Evaluation
2 conducts a pilot self-evaluation during the
month of November 2016 and discusses the
results of the evaluation at the January 2017
meeting
IN PROGRESS A report is expected to be provided
at the January 2017 meeting
January 2017
meeting
Attachment 1
APPROVED MINUTES Page 2
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 3 Tuesday September 20 2016 from 530 pm to 630 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Business Arising from the Minutes16-023 There were no Business Arisingfrom (lie Minutes items at the September 20 2016
Strategic Plan Performance Measures Committee meeting
SPPM Communications16-024 There were no Communications items at the September 20 2016 Strategic Plan
Performance Measures Committee meeting
SPPM Presentations16-025 There were no public presentations at the September 20 2016 Strategic Plan
Performance Measures Committee meeting
Itemfor ApprovalSPPM Strategic Plan 2016-2019 Accountability Framework and Reporting Tools16-026 Elizabeth Glass Director Policy Planr1ing amp Performance Management
provided a presentation on accountability framework and reporting tools
Moved by S Graham-NurterThat the Strategic Plan Performance Afeasurement Committee1 considers the approach ofusing logic models and a balanced scorecard as
the strategic plan accountabilityframework and a dashboard to visuallyrepresent the progress and achievement as outlined in the flowchart(Attachment 1k
2 endorses the logic model examples that will be used as templates fordeveloping a logic model for each strategic priority (Attachments 2 and3k
3 endorses the balanced scorecard and recommended key performanceindicatorsJbr the Boardrsquos monitoring and assessment ofthe strategicplan lsquo5 progress (Attachment 1)
Deferred
The Committee deferred consideration of the recommendations in the StrategicPlan 2016-2019 Accountability Framework and Reporting Tools report until thenext meeting of the Committee
APPROVED MINUTES Page 3
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 3 Tuesday September 20 from 530 pm to 630 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Adjournment16-027 Moved by L Colley
That the Strategic Plan Performance Measures Committee1 adjourns the September 20 20J6 Strategic Plan Performance Measures
Conunittee meetingCarried
The meeting ended at 630 pm - - - I
Signed (V UrsquoL
MINUTES Page 1
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
13b
Members Present
Mr Ron Carinci
Ms Lindsay Colley
Ms Archana Shah
Ms Sue Graham-Nutter
Regrets
Ms Dianne LeBreton (Chair)
SPPM Call to Order
16-028 Vickery Bowles called the meeting to order at 530 pm Ms Bowles advised that
Dianne LeBreton committee chair was unexpectedly unable to attend the
meeting An election of an acting chair was required
SPPM Declarations of Conflict of Interest 16-029 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda 16-030 Moved by R Carinci
That the Strategic Plan Performance Measures Committee approves the agenda
as revised to
1 elect an Acting Chair for the November 7 2016 meeting in the absence of
the Committee Chair
Carried
MINUTES Page 2
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Election of Acting Chair
16-031 Vickery Bowles called for nominations for the Acting Chair of the Strategic Plan
Performance Measures Steering Committee
Moved by R Carinci
That
1 Sue Graham-Nutter be nominated for Acting Chair
Carried
Sue Graham-Nutter agreed to stand for election
There being no further nominations it was
Moved by R Carinci
That the Strategic Plan Performance Measures Committee
1 closes nominations
Carried
Vickery Bowles declared Sue Graham-Nutter duly elected Acting Chair of the
Strategic Plan Performance Measures Committee by acclamation
Sue Graham-Nutter assumed the Chair
SPPM Confirmation of September 20 2016 Strategic Plan Performance Measures
16-032 Committee Meeting Minutes Moved by R Carinci
That the Strategic Plan Performance Measures Committee
1 confirms the Minutes of the September 20 2016 Strategic Plan
Performance Measures Committee
Carried
SPPM Business Arising from the Minutes
16-033 There were no Business Arising from the Minutes items at the November 7 2016
Strategic Plan Performance Measures Committee meeting
SPPM Communications
16-034 There were no Communications items at the November 7 2016 Strategic Plan
Performance Measures Committee meeting
MINUTES Page 3
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Presentations
16-035 There were no public presentations at the November 7 2016 Strategic Plan
Performance Measures Committee meeting
Item for Approval
SPPM Strategic Plan 2016-2019 Accountability Framework Reporting Tools and Key
16-036 Performance Indicators
Elizabeth Glass Director Policy Planning amp Performance Management
responded to questions from committee members
Moved by L Colley
That the Strategic Plan Performance Measurement Committee
1 endorses the Strategic Plan accountability framework as outlined in the
flowchart (Attachment 1)
2 endorses the logic model examples that will be used as templates for
developing a logic model for each strategic priority (Attachments 2
and 3)
3 endorses the balanced scorecard and recommended key performance
indicators for the Boardrsquos monitoring and assessment of the Strategic
Planrsquos progress (Attachment 4)
Carried
Staff were directed to provide Board members with an overview of the
accountability framework for the Strategic Plan with the tools KPIs and the
reporting timelines
SPPM Adjournment
16-037 Moved by L Colley
That the Strategic Plan Performance Measures Committee
1 adjourns the November 7 2016 Strategic Plan Performance Measures
Committee meeting
Carried
The meeting ended at 600 pm
Signed
Strategic Plan 2016-2019 Accountability Framework 1
STAFF REPORT ACTION REQUIRED
Strategic Plan 2016-2019 Accountability Framework
Date November 21 2016
To Toronto Public Library Board
From Strategic Plan Performance Measures Committee
SUMMARY
The purpose of this report is to recommend the approval of the Strategic Plan 2016-2019
Accountability Framework to the Toronto Public Library Board
A Strategic Plan Performance Measures Committee was established on April 25 2016 to
provide advice and recommendations to the Board for strengthening the Boardsrsquo
monitoring and assessment of the strategic planrsquos implementation for compliance and
progress
The Committee met four times from May to November 2016 to receive and inform the
development of the Strategic Plan 2016-2019 Accountability Framework which contains
three main tools a balanced scorecard with key performance indicators a dashboard to
visually present the results and a logic model to show the alignment between the strategic
priorities key activities over four years and the expected outcomes and impact
At its November 7 2016 meeting the Committee endorsed the Accountability Framework
and concluded its work
RECOMMENDATIONS
The Strategic Plan Performance Measures Committee recommends that the Toronto
Public Library Board
1 approves the Strategic Plan 2016-2019 Accountability Framework
FINANCIAL IMPACT
There is no financial impact beyond what has already been approved in the current yearrsquos
budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
13c
Strategic Plan 2016-2019 Accountability Framework 2
DECISION HISTORY
At its April 25 2016 meeting the Library Board received the following report Strategic
Plan Performance Measures Committee Terms of Reference and approved the Terms of
Reference for the Strategic Plan Performance Measures Committee as outlined in
Attachment 1
httpwwwtorontopubliclibrarycacontentabout-the-
librarypdfsboardmeetings2016apr2512-performance-measures-committee-terms-of-
referencepdf
httpwwwtorontopubliclibrarycacontentabout-the-
librarypdfsboardmeetings2016apr2512-performance-measures-committee-terms-of-
reference-att-1pdf
At its May 31 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Status and Performance
Management Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-may-31jsp
At its July 13 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Status and Performance
Management Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-jul-13jsp
At its September 20 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Accountability
Framework and Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-sep-20jsp
At its November 7 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Accountability
Framework Reporting Tools amp key Performance Indicators
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-nov-07jsp
ISSUE BACKGROUND
The Strategic Plan Performance Measures Committee was established on April 25 2016 to
provide advice and recommendations to the Library Board for strengthening the Boardrsquos
monitoring and assessment of the strategic planrsquos implementation for compliance and
progress
During the development of the Accountability Framework and the reporting tools the
Committee met four times from May to November 2016 to receive information and provide
advice At its November 7 2016 meeting the Committee endorsed the Framework and
concluded its work
Strategic Plan 2016-2019 Accountability Framework 3
COMMENTS
There are three broad outcomes for the Strategic Plan 2016-2019 based on input gathered
from Toronto residents during the strategic plan consultation process
Expanding Access
Increasing Opportunity
Building Connections
Six strategic priorities were established to advance the broad outcomes
Advancing TPLrsquos digital platforms
Breaking down barriers to access driving inclusion
Expanding access to technology and training
Establishing TPL as Torontorsquos centre for continuous and self-directed learning
Creating community connections through cultural experiences
Transforming for 21st century service excellence
The purpose of the Accountability Framework is to guide the development monitoring and
reporting of the annual work plan for each of the four years from 2016 to 2019 and the
overall achievements of the Strategic Plan over four years It serves as
a reporting structure for the Board to monitor the progress of the strategic plan and
provide guidance
a public facing reporting tool to demonstrate openness and accountability
an internal tool to advance shared understanding of the strategic priorities and guide the
work of staff
The Accountability Framework is composed of three main tools
1 Balanced Scorecard with key performance indicators (Attachment 1 amp Attachment 2)
The overall achievements of the strategic plan will be reported using a balanced
scorecard approach with key performance indicators established under four
perspectives Customer Operational Learning amp Growth and Financial Work plan
achievements will be reported to the Board in a semi-annual status report
2 Dashboard (Attachment 3)
A dashboard format will be used to visually present the strategic plan achievements
as measured against the key performance indicators and targets This will be reported
to the Board annually
3 Logic Models
A logic model (Attachment 4) is developed to align the six strategic priorities with
key activities the broad outcomes and the contribution to the success of City of
Torontorsquos key strategies over four years
Logic models will also be developed for each strategic priority with appropriate key
activities and outcomes to guide the development of annual work plans strategic
Strategic Plan 2016-2019 Accountability Framework 4
partnerships and funding priorities Attachment 5 shows an example of a logic model
for Strategic Priority 2 Breaking down barriers to access driving inclusion
The flowchart in Attachment 6 illustrates the relationship of the three tools The key activity
of Expanding Access to branches and community service points under Priority 2 is provided
as an example
CONTACT
Elizabeth Glass Director Policy Planning amp Performance Management
Tel 416-395-5602 E-mail eglasstorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Balanced Scorecard with Key Performance Indicators
Attachment 2 List of Strategic Plan 2016-2019 Key Performance Indicators
Attachment 3 Dashboard example
Attachment 4 Strategic Plan 2016-2019 Logic Model
Attachment 5 Strategic Plan 2016-2019 Priority 2 Logic Model
Attachment 6 Strategic Plan 2016-2019 Accountability Framework Flowchart
Strategic Plan 2016 mdash 2019 Balanced Scorecard Attachment 1
Key Performance Indicators
Total number of active members
bull Total use per capita
bull Visits per capita
bull Virtual visits per capita
bull In-branch technology utilization rate internet access workstationper 100000 population wireless connections per capita
bull Utilization rate (program capacity) learning programs(ESL + Literacy + User Ed + lifelong learning)
bull Utilization rate of technology training programs
bull Utilization rate of cultural programs
bull ft of branches providing regular after-schoolprogramming from September to June
bull User satisfaction overall
bull User satisfaction in-branch technology(computers software wifi)
Users satisfaction knowledge andhelpfulness of staff
Key Performance Indicators
bull Total Open Hours
bull ft of Sunday branches (September to June)
bull ft of NIA Sunday branches (September to June)
bull ft of Sunday branches (Year-round)
ft of NIA Sunday branches (Year-round)
Turnover rate of circulating items
of special collections that are digitized
KKey Performance Indicators
bull Logic Models and evaluation frameworksdeveloped for strategic priorities
bull Spending in staff development (Total Averageper staff)
bull staff who report they have the skills andtraining to meet service delivery outcomes
bull of staff who report high levels ofengagement
Key Performance Indicators
bull Cost per use
Operating Expenditures
Operating expenditures per capita
Operating expenditures for electronic materials
Operating expenditures for digital technology
bull Total funding
bull Total funding per capita
bull Total funding from TPL Foundation
Page 1 of 1
Strategic Plan 2016-2019 Balanced Scorecard Key Performance Indicators
Customer Perspective Operational Perspective Learning amp Growth Perspective Financial Perspective
Total number of active members
Total use per capita o Visits per capita
Virtual visits per capita
In-branch technology utilization rate internet access workstation per 100000 population wireless connections per capita
Utilization rate (program capacity) learning programs (ESL + Literacy + User Ed + lifelong learning)
Utilization rate of technology training programs
Utilization rate of cultural programs
of branches providing regular after-school programming from September to June
User satisfaction overall
User satisfaction in-branch technology (computers software wifi)
Users satisfaction knowledge and helpfulness of staff
Total Open Hours o of Sunday branches
(September to June) o of NIA Sunday branches
(September to June) o of Sunday branches
(Year-round) o of NIA Sunday branches
(Year-round)
Turnover rate of circulating items
of special collections that are digitized
Logic Models and evaluation frameworks developed for strategic priorities
Spending in staff development (Total Average per staff)
staff who report they have the skills and training to meet service delivery outcomes
of staff who report high levels of engagement
Cost per use
Operating Expenditures o Operating expenditures per
capita
Operating expenditures for electronic materials
Operating expenditures for digital technology
Total funding o Total funding per capita o Total funding from TPL
Foundation
Attachment 2
Attachment 3
Strategic Plan 2016-2019 Dashboard
Key Performance Indicators
Example Open Hours
2016 Activities that will move the dial Status
Sunday service expanded to create year-round service at 6 District and 2 R amp R branches and added to 6 neighbourhood branches to provide seasonal Sunday service
Measure Baseline (2015) Current (Dec 2016) Target (2019) change
Total open hours 269672 hours 274397 hours 281878 hours + 45
Attachment 4
Toronto Public Library Strategic Plan 2016-2019 Logic Model
Torontonians are aware of library services to
address immediate needs
Create and implement Digital Strategy to develop online services
Torontonians have access to reading and
learning materials in a wide range of formats
and levels to support the joy of reading and
lifelong learning
TPL has resources and well-trained staff to
deliver strategic outcomes
Torontonians are connected through cultural
and leisure experiences and opportunites
TPL provides exceptional services and
experience at customers every point of need
TPL increased partnership and funding
opportunities with City of Toronto community
organizations and funding partners
Torontonians have improved access to
technology and staff assistance to develop
technology skills
Torontonians have expanded access to
emerging technology innovation spaces and
programs
Torontonians have new experiential
collaborative and e-learning opporunities to
support education employment and multiple
literacies
Use technology to drive improvements in business processes and
efficiency eg cloud analytics
Torontonians have equitable
support to learning and training
and gain the knowledge multiple
literacy skills and networks to
enrich their education work life and
leisure experiences
Torontonians have access to
programs and activities to support
and enhance diverse cultural
experiences and library collections
that reflect their cultural ineterests
and needs
Support readers of all ages and interests with diverse collections
readers advisory and a wide range of literary and cultural programs
Toronto children and youth have additional safe
after school social and learning environments
and programs
Priorities Key Activities
Mission Toronto Public Library provides free and equitable access to services which meet the changing needs of Torontonians The Library preserves and promotes universal
access to a broad range of human knowledge experience information and ideas in a welcoming and supportive environment
Establishing TPL as Torontos
centre for continuous and self-
dlirected learning
Impact
Expanding access to technology
and training
Advancing TPLs digital platforms
Breaking down barriers to access
driving inclusion
Expand high quality out-of-school-time programs for children and youth
Increase awareness and engagement across library channels
Allocate additional resources to sustain current and emerging
technology
Provide access to current and emerging technology and training in
library branches and community locations
Identify and remove policy barriers to online and in-person servicesToronto Public Library is a
community asset that builds
community capacity and improves
Torontonians well-being
Toronto Public Library contributes to the success of
Toronto Strong Neighbourhood Strategy 2020
Actions for strong Neighbourhoods
under five domains
Physical surroundings
Economic opportunities
Healthy lives
Social development and
Participation in civic decision-making
Toronto Public Library is a key partner in
City of Torontos Poverty Reduction Strategy
in addressing the issues of
service access and availability
Toronto Public Library supports the positive
outcomes of City of Torontos strategies for targeted
population including
Raising the Village Measuring the Well-being
of Children and Families in Toronto
Toronto Youth Equity Strategy
Toronto Newcomer Strategy
Toronto Seniors Strategy
Expand access to branches and community service points
Develop new resources programs and partnerships to deliver eLearning
programs
Provide in-branch resources space and technology to support
experiential learning
Provide resources and programs to support civic engagement
community events and discussion of social issues
Transforming for 21st century
service excellence Dedicate staff resources and training to provide expertise in key
strategic areas eg technology and literacy
Torontonians are empowered and supported in
their partcipation in civic lifeCreating community connections
through cultural experiences
Create diverse and inclusive cultural programs and experiences in
branch and online spaces
Curate and digitize special collections to reflect Torontos diverse
history culture and heritage
Develop organizational structure and culture to support innovation and
customer service excellence
ACCESS
OPPORTUNITY
CONNECTIONS
Outcomes
Torontonians have easy convienient online
access to library collections and services
Torontonians have convenient and local access
to neighbourhood spaces and services
Attachment 5
Expand online services
Develop self-serve Library Kiosks
Increased program offerings
After hours access implemented
Increased online service options
Increased self-service options
CONNECTIONS
Understand City demographics
demands and use of a full range of
library services
Develop after-hours access at branches
2 Breaking down
barriers to access
driving inclusion
Toronto Public Library contributes to the success of
City of Torontos key strategies including
Toronto Strong Neighbourhood Strategy 2020
bull Targeting appropriate resources to
respond to neighbourhood needs
Toronto Poverty Reduction Strategy
bull Address immediate needs
bull Create pathways to prosperity
bull Increase service access and availability
ACCESS
OPPORTUNITYLibrary membership options reflect
users online and branch access
needs
Provide access to current
and emerging technology
and training in library
branches and community
locations
Increase awareness and
engagement across library
channels
Sunday service expanded in target
branches
Identify and remove policy
barriers to online and in-
person services
Expand access to branches
and community service
points
Number of blocked library cards
reduced in target populations
Toronto Public Library Strategic Plan 2016-2019 Logic Model
Priority Impact
Mission Toronto Public Library provides free and equitable access to services which meet the changing needs of Torontonians The Library preserves and promotes universal access to a broad
range of human knowledge experience information and ideas in a welcoming and supportive environment
OutcomeKey Activities
Toronto Youth Equity Strategy
bull Service gaps
bull Service relevance amp accessibility
Toronto Newcomer Strategy
bull Improving access to municipal supports
bull Supporting civic engagement and
community capacity
Develop marketing strategy and conduct
publicity campaigns
Toronto Seniors Strategy
bull Equity
bull Inclusion
bull Respect
bull Quality of life
Expand access to library service in
community locations
Toronto Public Library is a
community asset that builds
community capacity and improves
Torontonians
well-being
Torontonians have equitable
support to learning and training
and gain the knowledge multiple
literacy skills and networks to
enrich their education work life
and leisure experiences
Torontonians have access to
programs and activities to support
and enhance diverse cultural
experiences and library
collections that reflect their
cultural ineterests and needsIncreased circulation of library
materials
Identify and remove policy barriers to
online and in-person services
Raising the Village Measuring the
Well-being of Children and Families in Toronto
bull Families have equitable access to
learning and training and are active in
their childrenrsquos education
bull Families belong to communities and
have the freedom to express and
opportunities to foster their culture and
identity
Torontonians are aware of library
services to address immediate needs
Conduct outreach and customer
engagement programs
Expand branch hours with additional
programs
Torontonians have easy
convienient online access to library
collections and services
Torontonians have convenient and
local access to neighbourhood
spaces and services
Attachment 6
Accountability Framework
Example
Priority Key Activity Short Term Medium Term Impact
Breaking down barriers to access
driving inclusion
Expand access to branches and
community service points
Torontonians have convenient and
local access to neighbourhood spaces
and services
Toronto Public Library is a community
asset that builds community capacity
and improves Torontonians well-being
Toronto Poverty Reduction Strategy
Increase service access and availability
Example
Customer Perspective Operational Perspective Learning amp Growth Perspective Financial Perspective
Utilization rate Service hours added Staff training Cost per use
Example
Is a visual representation of progress towards four years targets for KPIs to achieve strategic outcomes
with a baseline benchmark and annual target
Dashboard
Monitors the progress of the strategic plan across four perspectives and indentifies KPIs to measure progress towards outcomes
Links planned activities to expected outcomes
Toronto Public Library Strategic Plan 2016-2019
Implementation Compliance and Progress
Logic Model
Balanced Scorecard
Outcomes
Strategic Plan 2016-2019
Accountability Framework
November 21 2016
Toronto Public Library Board Meeting
1
Accountability Framework
Strategic Plan Performance Measures Committee
to provide advice and recommendations to the Board for
strengthening the Boardrsquos monitoring and assessment of the
strategic planrsquos implementation for compliance and progress
2
Accountability Framework
Strategic Plan Performance Measures Committee
bull Met four times from May to November 2016
bull Endorsed Accountability Framework at November 7 2016
meeting
bull Concluded its work
3
Accountability Framework
Purpose of framework
bull To guide the development monitoring and reporting of
The Annual work plan for each year from 2016-2019
The overall achievements of the Strategic Plan over four
years
4
Accountability Framework
bull A reporting structure for the Board to monitor the
progress of the strategic plan and provide guidance
bull Public facing reporting tool to demonstrate openness
and accountability
bull An internal tool for staff
5
Accountability Framework
Strategic Plan 2016-2019
bull Three broad outcomes
Access
Opportunity
Connections
And six strategic priorities
6
Accountability Framework
Strategic Plan 2016-2019
bull Six Strategic Priorities
Advancing TPLrsquos digital Platforms
Breaking down barriers to access driving inclusion
Expanding access to technology and training
Establishing TPL as Torontorsquos centre for continuous and
self-directed learning
Creating community connections through cultural
experiences
Transforming for 21st century service excellence
7
Accountability Framework
Three main tools
bull Balanced Scorecard with Key Performance
Indicators (KPIs)
bull Dashboard for visual presentation
bull Logic Models
8
Accountability Framework
Balanced Scorecard
bull A performance measurement tool developed at the
Harvard Business School
bull Provides a framework to monitor organization
performance from four perspectives the customerrsquos
perspective an internal business perspective an
innovation and learning perspective and the
financial perspective
Balance scorecard Encyclopedia of Business Gale 2000
9
10
Strategic Plan 2016 ndash 2019 Balanced Scorecard
11
Strategic Plan 2016 ndash 2019 Balanced Scorecard
Accountability Framework
Reporting timeline
bull Annual work plan achievements will be reported
to the Board in a semi-annual status report in
June and year end
bull Overall achievements of the strategic plan will be
reported annually to the Board (eg first quarter
of 2017 for 2016) using a balanced scorecard and
presented visually using a dashboard
12
Accountability Framework
13
Accountability Framework
Logic Model
bull A logic model is a systematic and visual way to present the
relationships among the resources to operate a program the
planned activities and the changes or results you hope to
achieve
14
WK Kellogg Foundation Logic Model Development Guide 2004
Accountability Framework
Logic Models
bull A Strategic Plan 2016-2019 aligns 6 strategic priorities
with
Key activities
3 broad strategic outcomes
City of Torontorsquos key strategies
bull Plus a logic model for each of the 6 strategic priorities
15
16
Strategic Plan 2016-2019 Logic Model
17
Strategic Plan 2016-2019 Priority 2 Logic Model
18
Accountability Framework
Questions amp Discussion
19
20
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 1
STAFF REPORT ACTION REQUIRED
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report proposes revised meeting dates for the December 2016 and January 2017
meetings for Toronto Public Library Board approval
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves rescheduling the December 8 2016 Toronto Public Library Board meeting
to December 12 2016 and
2 approves rescheduling the January 23 2017 Toronto Public Library Board meeting to
January 30 2017
FINANCIAL IMPACT
There is no financial impact arising from this report
The Director Finance and Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
At the January 25 2016 meeting the Board approved the schedule for meetings in 2016
including December 8 2016
At the October 24 2016 meeting the Board was provided with the proposed schedule for
meetings in 2017 including January 23 2017 for approval at the January 2017 meeting
14
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 2
COMMENTS
Library staff have recently reviewed the Cityrsquos updated budget schedule The Library Board
meeting in December is not well aligned with the Cityrsquos schedule A later December date
would provide the Board with more opportunity to be informed and kept up-to-date on the
2017 budget as well as to participate in the process As a result the rescheduling of the
December 8 2016 meeting to Monday December 12 is being recommended Board
members were canvassed and quorum is attainable for a meeting on December 12 2016
As the same scenario is also a possibility for the proposed January 23 2017 meeting it is
recommended that the date be changed to January 30 2017
Key dates for the 2017 budget process are shown below
2017 Budget Timetable
Date Political Review TPL Board
2016
Nov 21 Board meeting
Dec 2 Budget Committee launch
Dec 12 (from 8) Board meeting
Dec 161920 (21) Budget Committee presentations
2017
Jan 5 910 Budget Committee public deputations
Jan 12 Budget Committee wrap-up
Jan 24 Budget Committee final
Jan 30 (from 23) Board meeting
Feb 7 Executive Committee
Feb 15 16 (17) Council approval
Feb 21 Board meeting
CONTACT
Nancy Marshall Library Board Officer City Librarianrsquos Office
Tel 416-393-7215 E-mail nmarshalltorontopubliclibraryca
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 3
SIGNATURE
______________________________
Vickery Bowles
City Librarian
Holiday Closures 2017 and January 2018 1
STAFF REPORT ACTION REQUIRED
Holiday Closures 2017 and January 2018
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The purpose of this report is to recommend and receive Toronto Public Library Board
approval for the schedule of holiday closures for 2017 and January 2018
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves the schedule of holiday closures for 2017 and January 2018 as provided
in Attachment 1
FINANCIAL IMPACT
There is no financial impact to the 2017 operating budget arising from the
recommendation in this report The recommended closures are included in the proposed
2017 operating budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
Where Library Board approval is required to establish holiday closures the matter comes
before the Board in the preceding year to ensure adequate notice to the public and staff
COMMENTS
At its meeting on October 26 2015 the Library Board approved the Library closure for
New Yearrsquos Day 2017 on Monday January 2 2017
15
Holiday Closures 2017 and January 2018 2
The Library is open for regular service on Remembrance Day Saturday November 11
2017
The Library will be closed on Monday December 25 2017 for Christmas Day and
Tuesday December 26 2017 for Boxing Day
In 2018 New Yearrsquos Day falls on a Monday and the Library will be closed
All full-time employees whose scheduled day off falls on a holiday closure are
compensated with a day in lieu to be taken at another agreed upon time
It is the practice of the Library to close on the Sundays adjacent to public holidays with
the exception of Family Day
The schedule of holiday closures for 2017 and January 2018 is provided in Attachment 1
CONTACT
Dan Keon Director Human Resources Tel 416-395-5850
E-mail dkeontorontopubliclibraryca
SIGNATURE
_____________________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Holiday Closures 2017 and January 2018
Toronto Public Library Holiday Closures 2017 and January 2018
Sunday January 1 2017 New Yearrsquos Day Closed
Monday January 2 2017 For New Yearrsquos Day Closed
Monday February 20 2017 Family Day Closed
Friday April 14 2017 Good Friday Closed
Sunday April 16 2017 Easter Sunday Closed
Monday April 17 2017 Easter Monday Closed
Monday May 22 2017 Victoria Day Closed
Saturday July 1 2017 Canada Day Closed
Monday August 7 2017 Civic Holiday (Simcoe Day) Closed
Monday September 4 2017 Labour Day Closed
Monday October 9 2017 Thanksgiving Day Closed
Sunday December 24 2017 Christmas Eve Closed
Monday December 25 2017 Christmas Day Closed
Tuesday December 26 2017 Boxing Day Closed
Sunday December 31 2017 New Yearrsquos Eve Closed
Monday January 1 2018 New Yearrsquos Day Closed
New Yearrsquos Day 2017 closure approved by the Library Board on October 26 2015
Attachment 1
Audit Plan for the Year Ending December 31 2016 1
STAFF REPORT INFORMATION ONLY
Audit Plan for the Year Ending December 31 2016
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The attached report from PricewaterhouseCoopers the external auditors summarizes the
planning for their audit of the 2016 financial statements for the Toronto Public Library
Board
FINANCIAL IMPACT
The proposed audit fee of $25000 inclusive of expenses and exclusive of Harmonized
Sales Tax (2015 ndash $25000) is included in the 2016 operating budget It is important to
note that the audit fee does not include extra audit work that may be required due to
scope changes and PricewaterhouseCoopers will advise management as soon as possible
if this were to happen
This is the second year of a five-year audit contract that the City has negotiated The fee
will remain unchanged for the duration of the contract
ISSUE BACKGROUND
Under Section 139 of the City of Toronto Act 2006 the City is required to appoint an
auditor licensed under the Public Accounting Act 2004 who is responsible for annually
auditing the accounts and transactions of the City and its local boards and expressing an
opinion on the financial statements of these entities based on the audit
Council at its March 2015 meeting approved the recommendation of the Audit
Committee to appoint PricewaterhouseCoopers as the external auditor for the City and
Library The contract with PricewaterhouseCoopers is for five years ending with the
audit of the December 31 2019 financial statements
As part of the annual audit PricewaterhouseCoopers provides an Audit Plan report to the
Toronto Public Library Board The auditors will conduct their audit of the 2016 financial
statements pursuant to this plan
17
Audit Plan for the Year Ending December 31 2016 2
COMMENTS
Attached is PricewaterhouseCoopersrsquo Audit Plan for the Library which summarizes their
view on audit risks the nature extent and timing of the audit work and the terms of
engagement
On completion of the audit PricewaterhouseCoopers will issue the Audited Financial
Statements and a Year-End Report to the Board that will provide key matters for
discussion significant audit accounting and financial reporting matters summary of
unadjusted and adjusted items other required communications internal control
recommendations and a confirmation of auditor independence
Work on the interim audit was completed in October 2016 and the year-end audit is
expected to be completed by March 2016
CONTACT
Larry Hughsam Director Finance amp Treasurer Tel 416-397-5946
E-mail lhughsamtorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Board ndash Audit Plan for the year ending
December 31 2016
wwwpwccomca
Audit planfor the yearendingDecember31 2016
Toronto PublicLibrary Board
pwc
pwc
October 28 2016
Members of the BoardToronto Public Library Board
Dear Members of the Board
We are pleased to present an overview of our audit plan for the 2016 audit of the financial statementsof Toronto Public Library Board (the Library) prepared in accordance with Canadian Public SectorAccounting Standards (PSAS) (referred to as the ldquofinancial statementsrdquo from now on)
This overview includes our view on audit risks and the nature extent and timing of our audit work
We value your feedback and if you have any questions about the identified risks and our audit approachplease do not hesitate to contact the undersigned at (416) 228-1922
Yours very truly
Tern McUnnonPartnerRisk Assurance Services
cc Mr Larry Hughsam Director Finance and Treasurer
PricewatcrhouseCoopers UPnyC Tower i8 York Street Suite 2600 Toronto Ontario Canada M oB2T +1 416 8631133 F +1 416 365 8215 wwwpwccomca
lsquoPwt relera to Pdcewatethousetoopers LLP an Ontario limiled liabiLity paruiership
Toronto Public Library Board Audit plan for the year ending December 31 2016
Communications to the Board
Key mattersfor Commentsdiscussion
Client service team Tern McKinnon is your engagement leader and Julianne Cooke is your engagementmanager
Service deliverables We will audit the Libraryrsquos financial statements as of December 31 2016 and for theyear then ending prepared in accordance with PSAS
Our engagement letter which has been signed by the City of Toronto sets out theterms and conditions for our engagement as the independent auditor of the Libraryfor the above-mentioned year In addition our engagement letter outlines ourresponsibilities as the auditor and the responsibilities of management
Audit timeline We worked with management to develop this project timelinemdash Interim visit October 17-21 2016mdash Year-end visit March20 mdash March 31 2017mdash Clearance meeting with management To be confirmedmdash Deliveryfiling of financial statements To be confirmed
Audit approach Our audit approach is a mixture of tests of internal controls and substantive testingOur audit approach is designed to allow us to execute a quality and efficient auditWe do this byi gaining an understanding of the business by focusing on new developments
and key business issues affecting the Library as well as managementrsquosmonitoring of controls and business processes
ii identiring significant audit risks sharing our perspectives obtaining yourfeedback and ensuring our audit is tailored to these risks
iii using well-reasoned professional judgment especially in areas that aresubjective or require estimates and
iv leveraging reliance where possible on the Libraryrsquos internal controls andinformation technology and data systems
In the current year our planned work will include testing of key controls in thefollowing areasmdash Purchases payables and disbursementsmdash Payroll
All other areas will be subject to tests of detail
Significant risks are risks of material misstatement that we think need special auditconsideration We identified several significant audit risks and plan to address themas follows Please let us know if you agree that these are the most significant risksfrom your point of view and if you have any other areas of concern
PwC I
Toronto Public Library Board Audit plan for the year ending December 31 2016
Significant risk to Managementrsquos response and our audit approachdiscuss
Risk of management Accounting regulatory authorities require that the risk of material misstatement dueoverride of controls to management override of controls be considered a significant risk on every audit
engagement
This represents the risk that internal controls at the Library maybe circumvented toachieve desired financial results or gain inappropriate access to financial resources
In order to address this risk we will perform the followingbull All non-routine journal entries are reviewed and approved by the appropriate
level of managementbull We will review manual journal entries focusing on large and unusual entriesbull We will review accounting estimates for biases that could result in material
misstatementbull We will incorporate unpredictable procedures in the audit approach
Risk of fraud in revenue The risk of fraud in revenue recognition is a presumed significant risk underrecognition Canadian Auditing Standards We will assess this risk through the consideration of
the Libraryrsquos revenue recognition policies the incentivepressure to fraudulentlymisstate revenue and the potential opportunity
In order to address this risk we will perform the following
bull Update our understanding of managementrsquos processes and internal controlssurrounding revenue recognition
bull Obtain confirmations from the City of Toronto for subsidies received duringthe year
bull Test significant revenue streams through testing a sample of transactions tosupporting documents
Materiality Misstatements are considered to be material if they could reasonably be expected toinfluence the economic decisions of users of the financial statements We have set apreliminanrsquo materialihrsquo of S6i6oooo We will report unadjusted and adjusted itemsover S6i6ooo to the Board on completion of the audit
Fraud risk We discuss fraud risk annually with the Board Through our planning process (andprior yearsrsquo audits) we developed an understanding of your oversight processesincluding
Employee code of ethicsmdash Discussion at Board meetings and our attendance at those meetings or
reviewing minutes of meetingsmdash Presentations by management including business performance reviewsmdash Signing authorities
Are there any new processes or changes to the items above that we should be awareoP
We are not aware of any fraud Are you aware of instances of any actual suspected or
____________________________
alleged fraud affecting the Library
PwC 2
Toronto Public Ubrary Board Audit plan for the year ending December 31 2016
The matters raised In this and other reports that will flow from the audit are only those that have come to our attention arising from or relevant toour audit that we believe need to be brought to your attention They are not a comprehensive record of all the matters arising and in particularwe cannot be held responsible for reporting all risks in your business or all internal control weaknesses This report has been prepared solely foryour use It was not prepared or intended for any other purpose No other person or entity shall place any reliance upon the accuracy orcompleteness of statements made herein PwC does not assume responsibility to any third party and in no event shall PwC have any liabilityfor damages costs or losses suffered by reason of any reliance upon the contents of this report by any person or entity other than you
PwC 3
copy 2015 PricewaterhouseCoopers LLP an Ontario limited liability partnership All rights reserved
Board Resolutions ndash Status Report 1
STAFF REPORT INFORMATION ONLY
Board Resolutions ndash Status Report
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report lists the status of outstanding Toronto Public Library Board resolutions
BACKGROUND INFORMATION
At the April 2 2012 meeting the Toronto Public Library Board approved the inclusion of
Board Resolutions ndash 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 ndash Status Report ndash November 21 2016
18
1
STATUS REPORT
TORONTO PUBLIC LIBRARY BOARD RESOLUTIONS
AS AT NOVEMBER 21 2016
DATE OF
MEETING
MOTION
(Ref Minute )
STATUS
TARGET
DATE
Sep 8 2014 14-150 ndash Notice of Motion Funding and Timing of
PerthDupont Branch Relocation
5 requests that the local City Councillor consult
with the local community and make a
recommendation to the Board for a new name for
the relocated branch (which will no longer be
located at the corner of Perth and Dupont)
IN PROGRESS Staff to bring a recommendation to
the Board for a new name for the relocated branch to
the Board for approval
To be
determined
Feb 22 2016 16-040 ndash Naming Opportunity ndash Daniel Grafton
Hill III
2 requests staff to provide updates to the
Toronto Public Library Board on this
initiative at strategic intervals
IN PROGRESS This initiative is dependent on a
future branch capital project and consultation
process
To be
determined
Oct 24 2016 16-193 ndash Toronto Public Library Board ndash Self-
Evaluation
2 conducts a pilot self-evaluation during the
month of November 2016 and discusses the
results of the evaluation at the January 2017
meeting
IN PROGRESS A report is expected to be provided
at the January 2017 meeting
January 2017
meeting
Attachment 1
APPROVED MINUTES Page 3
Toronto Public Library Board mdash Strategic Plan Performance Measures CommitteeMeeting No 3 Tuesday September 20 from 530 pm to 630 pmToronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Adjournment16-027 Moved by L Colley
That the Strategic Plan Performance Measures Committee1 adjourns the September 20 20J6 Strategic Plan Performance Measures
Conunittee meetingCarried
The meeting ended at 630 pm - - - I
Signed (V UrsquoL
MINUTES Page 1
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
13b
Members Present
Mr Ron Carinci
Ms Lindsay Colley
Ms Archana Shah
Ms Sue Graham-Nutter
Regrets
Ms Dianne LeBreton (Chair)
SPPM Call to Order
16-028 Vickery Bowles called the meeting to order at 530 pm Ms Bowles advised that
Dianne LeBreton committee chair was unexpectedly unable to attend the
meeting An election of an acting chair was required
SPPM Declarations of Conflict of Interest 16-029 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda 16-030 Moved by R Carinci
That the Strategic Plan Performance Measures Committee approves the agenda
as revised to
1 elect an Acting Chair for the November 7 2016 meeting in the absence of
the Committee Chair
Carried
MINUTES Page 2
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Election of Acting Chair
16-031 Vickery Bowles called for nominations for the Acting Chair of the Strategic Plan
Performance Measures Steering Committee
Moved by R Carinci
That
1 Sue Graham-Nutter be nominated for Acting Chair
Carried
Sue Graham-Nutter agreed to stand for election
There being no further nominations it was
Moved by R Carinci
That the Strategic Plan Performance Measures Committee
1 closes nominations
Carried
Vickery Bowles declared Sue Graham-Nutter duly elected Acting Chair of the
Strategic Plan Performance Measures Committee by acclamation
Sue Graham-Nutter assumed the Chair
SPPM Confirmation of September 20 2016 Strategic Plan Performance Measures
16-032 Committee Meeting Minutes Moved by R Carinci
That the Strategic Plan Performance Measures Committee
1 confirms the Minutes of the September 20 2016 Strategic Plan
Performance Measures Committee
Carried
SPPM Business Arising from the Minutes
16-033 There were no Business Arising from the Minutes items at the November 7 2016
Strategic Plan Performance Measures Committee meeting
SPPM Communications
16-034 There were no Communications items at the November 7 2016 Strategic Plan
Performance Measures Committee meeting
MINUTES Page 3
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Presentations
16-035 There were no public presentations at the November 7 2016 Strategic Plan
Performance Measures Committee meeting
Item for Approval
SPPM Strategic Plan 2016-2019 Accountability Framework Reporting Tools and Key
16-036 Performance Indicators
Elizabeth Glass Director Policy Planning amp Performance Management
responded to questions from committee members
Moved by L Colley
That the Strategic Plan Performance Measurement Committee
1 endorses the Strategic Plan accountability framework as outlined in the
flowchart (Attachment 1)
2 endorses the logic model examples that will be used as templates for
developing a logic model for each strategic priority (Attachments 2
and 3)
3 endorses the balanced scorecard and recommended key performance
indicators for the Boardrsquos monitoring and assessment of the Strategic
Planrsquos progress (Attachment 4)
Carried
Staff were directed to provide Board members with an overview of the
accountability framework for the Strategic Plan with the tools KPIs and the
reporting timelines
SPPM Adjournment
16-037 Moved by L Colley
That the Strategic Plan Performance Measures Committee
1 adjourns the November 7 2016 Strategic Plan Performance Measures
Committee meeting
Carried
The meeting ended at 600 pm
Signed
Strategic Plan 2016-2019 Accountability Framework 1
STAFF REPORT ACTION REQUIRED
Strategic Plan 2016-2019 Accountability Framework
Date November 21 2016
To Toronto Public Library Board
From Strategic Plan Performance Measures Committee
SUMMARY
The purpose of this report is to recommend the approval of the Strategic Plan 2016-2019
Accountability Framework to the Toronto Public Library Board
A Strategic Plan Performance Measures Committee was established on April 25 2016 to
provide advice and recommendations to the Board for strengthening the Boardsrsquo
monitoring and assessment of the strategic planrsquos implementation for compliance and
progress
The Committee met four times from May to November 2016 to receive and inform the
development of the Strategic Plan 2016-2019 Accountability Framework which contains
three main tools a balanced scorecard with key performance indicators a dashboard to
visually present the results and a logic model to show the alignment between the strategic
priorities key activities over four years and the expected outcomes and impact
At its November 7 2016 meeting the Committee endorsed the Accountability Framework
and concluded its work
RECOMMENDATIONS
The Strategic Plan Performance Measures Committee recommends that the Toronto
Public Library Board
1 approves the Strategic Plan 2016-2019 Accountability Framework
FINANCIAL IMPACT
There is no financial impact beyond what has already been approved in the current yearrsquos
budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
13c
Strategic Plan 2016-2019 Accountability Framework 2
DECISION HISTORY
At its April 25 2016 meeting the Library Board received the following report Strategic
Plan Performance Measures Committee Terms of Reference and approved the Terms of
Reference for the Strategic Plan Performance Measures Committee as outlined in
Attachment 1
httpwwwtorontopubliclibrarycacontentabout-the-
librarypdfsboardmeetings2016apr2512-performance-measures-committee-terms-of-
referencepdf
httpwwwtorontopubliclibrarycacontentabout-the-
librarypdfsboardmeetings2016apr2512-performance-measures-committee-terms-of-
reference-att-1pdf
At its May 31 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Status and Performance
Management Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-may-31jsp
At its July 13 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Status and Performance
Management Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-jul-13jsp
At its September 20 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Accountability
Framework and Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-sep-20jsp
At its November 7 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Accountability
Framework Reporting Tools amp key Performance Indicators
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-nov-07jsp
ISSUE BACKGROUND
The Strategic Plan Performance Measures Committee was established on April 25 2016 to
provide advice and recommendations to the Library Board for strengthening the Boardrsquos
monitoring and assessment of the strategic planrsquos implementation for compliance and
progress
During the development of the Accountability Framework and the reporting tools the
Committee met four times from May to November 2016 to receive information and provide
advice At its November 7 2016 meeting the Committee endorsed the Framework and
concluded its work
Strategic Plan 2016-2019 Accountability Framework 3
COMMENTS
There are three broad outcomes for the Strategic Plan 2016-2019 based on input gathered
from Toronto residents during the strategic plan consultation process
Expanding Access
Increasing Opportunity
Building Connections
Six strategic priorities were established to advance the broad outcomes
Advancing TPLrsquos digital platforms
Breaking down barriers to access driving inclusion
Expanding access to technology and training
Establishing TPL as Torontorsquos centre for continuous and self-directed learning
Creating community connections through cultural experiences
Transforming for 21st century service excellence
The purpose of the Accountability Framework is to guide the development monitoring and
reporting of the annual work plan for each of the four years from 2016 to 2019 and the
overall achievements of the Strategic Plan over four years It serves as
a reporting structure for the Board to monitor the progress of the strategic plan and
provide guidance
a public facing reporting tool to demonstrate openness and accountability
an internal tool to advance shared understanding of the strategic priorities and guide the
work of staff
The Accountability Framework is composed of three main tools
1 Balanced Scorecard with key performance indicators (Attachment 1 amp Attachment 2)
The overall achievements of the strategic plan will be reported using a balanced
scorecard approach with key performance indicators established under four
perspectives Customer Operational Learning amp Growth and Financial Work plan
achievements will be reported to the Board in a semi-annual status report
2 Dashboard (Attachment 3)
A dashboard format will be used to visually present the strategic plan achievements
as measured against the key performance indicators and targets This will be reported
to the Board annually
3 Logic Models
A logic model (Attachment 4) is developed to align the six strategic priorities with
key activities the broad outcomes and the contribution to the success of City of
Torontorsquos key strategies over four years
Logic models will also be developed for each strategic priority with appropriate key
activities and outcomes to guide the development of annual work plans strategic
Strategic Plan 2016-2019 Accountability Framework 4
partnerships and funding priorities Attachment 5 shows an example of a logic model
for Strategic Priority 2 Breaking down barriers to access driving inclusion
The flowchart in Attachment 6 illustrates the relationship of the three tools The key activity
of Expanding Access to branches and community service points under Priority 2 is provided
as an example
CONTACT
Elizabeth Glass Director Policy Planning amp Performance Management
Tel 416-395-5602 E-mail eglasstorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Balanced Scorecard with Key Performance Indicators
Attachment 2 List of Strategic Plan 2016-2019 Key Performance Indicators
Attachment 3 Dashboard example
Attachment 4 Strategic Plan 2016-2019 Logic Model
Attachment 5 Strategic Plan 2016-2019 Priority 2 Logic Model
Attachment 6 Strategic Plan 2016-2019 Accountability Framework Flowchart
Strategic Plan 2016 mdash 2019 Balanced Scorecard Attachment 1
Key Performance Indicators
Total number of active members
bull Total use per capita
bull Visits per capita
bull Virtual visits per capita
bull In-branch technology utilization rate internet access workstationper 100000 population wireless connections per capita
bull Utilization rate (program capacity) learning programs(ESL + Literacy + User Ed + lifelong learning)
bull Utilization rate of technology training programs
bull Utilization rate of cultural programs
bull ft of branches providing regular after-schoolprogramming from September to June
bull User satisfaction overall
bull User satisfaction in-branch technology(computers software wifi)
Users satisfaction knowledge andhelpfulness of staff
Key Performance Indicators
bull Total Open Hours
bull ft of Sunday branches (September to June)
bull ft of NIA Sunday branches (September to June)
bull ft of Sunday branches (Year-round)
ft of NIA Sunday branches (Year-round)
Turnover rate of circulating items
of special collections that are digitized
KKey Performance Indicators
bull Logic Models and evaluation frameworksdeveloped for strategic priorities
bull Spending in staff development (Total Averageper staff)
bull staff who report they have the skills andtraining to meet service delivery outcomes
bull of staff who report high levels ofengagement
Key Performance Indicators
bull Cost per use
Operating Expenditures
Operating expenditures per capita
Operating expenditures for electronic materials
Operating expenditures for digital technology
bull Total funding
bull Total funding per capita
bull Total funding from TPL Foundation
Page 1 of 1
Strategic Plan 2016-2019 Balanced Scorecard Key Performance Indicators
Customer Perspective Operational Perspective Learning amp Growth Perspective Financial Perspective
Total number of active members
Total use per capita o Visits per capita
Virtual visits per capita
In-branch technology utilization rate internet access workstation per 100000 population wireless connections per capita
Utilization rate (program capacity) learning programs (ESL + Literacy + User Ed + lifelong learning)
Utilization rate of technology training programs
Utilization rate of cultural programs
of branches providing regular after-school programming from September to June
User satisfaction overall
User satisfaction in-branch technology (computers software wifi)
Users satisfaction knowledge and helpfulness of staff
Total Open Hours o of Sunday branches
(September to June) o of NIA Sunday branches
(September to June) o of Sunday branches
(Year-round) o of NIA Sunday branches
(Year-round)
Turnover rate of circulating items
of special collections that are digitized
Logic Models and evaluation frameworks developed for strategic priorities
Spending in staff development (Total Average per staff)
staff who report they have the skills and training to meet service delivery outcomes
of staff who report high levels of engagement
Cost per use
Operating Expenditures o Operating expenditures per
capita
Operating expenditures for electronic materials
Operating expenditures for digital technology
Total funding o Total funding per capita o Total funding from TPL
Foundation
Attachment 2
Attachment 3
Strategic Plan 2016-2019 Dashboard
Key Performance Indicators
Example Open Hours
2016 Activities that will move the dial Status
Sunday service expanded to create year-round service at 6 District and 2 R amp R branches and added to 6 neighbourhood branches to provide seasonal Sunday service
Measure Baseline (2015) Current (Dec 2016) Target (2019) change
Total open hours 269672 hours 274397 hours 281878 hours + 45
Attachment 4
Toronto Public Library Strategic Plan 2016-2019 Logic Model
Torontonians are aware of library services to
address immediate needs
Create and implement Digital Strategy to develop online services
Torontonians have access to reading and
learning materials in a wide range of formats
and levels to support the joy of reading and
lifelong learning
TPL has resources and well-trained staff to
deliver strategic outcomes
Torontonians are connected through cultural
and leisure experiences and opportunites
TPL provides exceptional services and
experience at customers every point of need
TPL increased partnership and funding
opportunities with City of Toronto community
organizations and funding partners
Torontonians have improved access to
technology and staff assistance to develop
technology skills
Torontonians have expanded access to
emerging technology innovation spaces and
programs
Torontonians have new experiential
collaborative and e-learning opporunities to
support education employment and multiple
literacies
Use technology to drive improvements in business processes and
efficiency eg cloud analytics
Torontonians have equitable
support to learning and training
and gain the knowledge multiple
literacy skills and networks to
enrich their education work life and
leisure experiences
Torontonians have access to
programs and activities to support
and enhance diverse cultural
experiences and library collections
that reflect their cultural ineterests
and needs
Support readers of all ages and interests with diverse collections
readers advisory and a wide range of literary and cultural programs
Toronto children and youth have additional safe
after school social and learning environments
and programs
Priorities Key Activities
Mission Toronto Public Library provides free and equitable access to services which meet the changing needs of Torontonians The Library preserves and promotes universal
access to a broad range of human knowledge experience information and ideas in a welcoming and supportive environment
Establishing TPL as Torontos
centre for continuous and self-
dlirected learning
Impact
Expanding access to technology
and training
Advancing TPLs digital platforms
Breaking down barriers to access
driving inclusion
Expand high quality out-of-school-time programs for children and youth
Increase awareness and engagement across library channels
Allocate additional resources to sustain current and emerging
technology
Provide access to current and emerging technology and training in
library branches and community locations
Identify and remove policy barriers to online and in-person servicesToronto Public Library is a
community asset that builds
community capacity and improves
Torontonians well-being
Toronto Public Library contributes to the success of
Toronto Strong Neighbourhood Strategy 2020
Actions for strong Neighbourhoods
under five domains
Physical surroundings
Economic opportunities
Healthy lives
Social development and
Participation in civic decision-making
Toronto Public Library is a key partner in
City of Torontos Poverty Reduction Strategy
in addressing the issues of
service access and availability
Toronto Public Library supports the positive
outcomes of City of Torontos strategies for targeted
population including
Raising the Village Measuring the Well-being
of Children and Families in Toronto
Toronto Youth Equity Strategy
Toronto Newcomer Strategy
Toronto Seniors Strategy
Expand access to branches and community service points
Develop new resources programs and partnerships to deliver eLearning
programs
Provide in-branch resources space and technology to support
experiential learning
Provide resources and programs to support civic engagement
community events and discussion of social issues
Transforming for 21st century
service excellence Dedicate staff resources and training to provide expertise in key
strategic areas eg technology and literacy
Torontonians are empowered and supported in
their partcipation in civic lifeCreating community connections
through cultural experiences
Create diverse and inclusive cultural programs and experiences in
branch and online spaces
Curate and digitize special collections to reflect Torontos diverse
history culture and heritage
Develop organizational structure and culture to support innovation and
customer service excellence
ACCESS
OPPORTUNITY
CONNECTIONS
Outcomes
Torontonians have easy convienient online
access to library collections and services
Torontonians have convenient and local access
to neighbourhood spaces and services
Attachment 5
Expand online services
Develop self-serve Library Kiosks
Increased program offerings
After hours access implemented
Increased online service options
Increased self-service options
CONNECTIONS
Understand City demographics
demands and use of a full range of
library services
Develop after-hours access at branches
2 Breaking down
barriers to access
driving inclusion
Toronto Public Library contributes to the success of
City of Torontos key strategies including
Toronto Strong Neighbourhood Strategy 2020
bull Targeting appropriate resources to
respond to neighbourhood needs
Toronto Poverty Reduction Strategy
bull Address immediate needs
bull Create pathways to prosperity
bull Increase service access and availability
ACCESS
OPPORTUNITYLibrary membership options reflect
users online and branch access
needs
Provide access to current
and emerging technology
and training in library
branches and community
locations
Increase awareness and
engagement across library
channels
Sunday service expanded in target
branches
Identify and remove policy
barriers to online and in-
person services
Expand access to branches
and community service
points
Number of blocked library cards
reduced in target populations
Toronto Public Library Strategic Plan 2016-2019 Logic Model
Priority Impact
Mission Toronto Public Library provides free and equitable access to services which meet the changing needs of Torontonians The Library preserves and promotes universal access to a broad
range of human knowledge experience information and ideas in a welcoming and supportive environment
OutcomeKey Activities
Toronto Youth Equity Strategy
bull Service gaps
bull Service relevance amp accessibility
Toronto Newcomer Strategy
bull Improving access to municipal supports
bull Supporting civic engagement and
community capacity
Develop marketing strategy and conduct
publicity campaigns
Toronto Seniors Strategy
bull Equity
bull Inclusion
bull Respect
bull Quality of life
Expand access to library service in
community locations
Toronto Public Library is a
community asset that builds
community capacity and improves
Torontonians
well-being
Torontonians have equitable
support to learning and training
and gain the knowledge multiple
literacy skills and networks to
enrich their education work life
and leisure experiences
Torontonians have access to
programs and activities to support
and enhance diverse cultural
experiences and library
collections that reflect their
cultural ineterests and needsIncreased circulation of library
materials
Identify and remove policy barriers to
online and in-person services
Raising the Village Measuring the
Well-being of Children and Families in Toronto
bull Families have equitable access to
learning and training and are active in
their childrenrsquos education
bull Families belong to communities and
have the freedom to express and
opportunities to foster their culture and
identity
Torontonians are aware of library
services to address immediate needs
Conduct outreach and customer
engagement programs
Expand branch hours with additional
programs
Torontonians have easy
convienient online access to library
collections and services
Torontonians have convenient and
local access to neighbourhood
spaces and services
Attachment 6
Accountability Framework
Example
Priority Key Activity Short Term Medium Term Impact
Breaking down barriers to access
driving inclusion
Expand access to branches and
community service points
Torontonians have convenient and
local access to neighbourhood spaces
and services
Toronto Public Library is a community
asset that builds community capacity
and improves Torontonians well-being
Toronto Poverty Reduction Strategy
Increase service access and availability
Example
Customer Perspective Operational Perspective Learning amp Growth Perspective Financial Perspective
Utilization rate Service hours added Staff training Cost per use
Example
Is a visual representation of progress towards four years targets for KPIs to achieve strategic outcomes
with a baseline benchmark and annual target
Dashboard
Monitors the progress of the strategic plan across four perspectives and indentifies KPIs to measure progress towards outcomes
Links planned activities to expected outcomes
Toronto Public Library Strategic Plan 2016-2019
Implementation Compliance and Progress
Logic Model
Balanced Scorecard
Outcomes
Strategic Plan 2016-2019
Accountability Framework
November 21 2016
Toronto Public Library Board Meeting
1
Accountability Framework
Strategic Plan Performance Measures Committee
to provide advice and recommendations to the Board for
strengthening the Boardrsquos monitoring and assessment of the
strategic planrsquos implementation for compliance and progress
2
Accountability Framework
Strategic Plan Performance Measures Committee
bull Met four times from May to November 2016
bull Endorsed Accountability Framework at November 7 2016
meeting
bull Concluded its work
3
Accountability Framework
Purpose of framework
bull To guide the development monitoring and reporting of
The Annual work plan for each year from 2016-2019
The overall achievements of the Strategic Plan over four
years
4
Accountability Framework
bull A reporting structure for the Board to monitor the
progress of the strategic plan and provide guidance
bull Public facing reporting tool to demonstrate openness
and accountability
bull An internal tool for staff
5
Accountability Framework
Strategic Plan 2016-2019
bull Three broad outcomes
Access
Opportunity
Connections
And six strategic priorities
6
Accountability Framework
Strategic Plan 2016-2019
bull Six Strategic Priorities
Advancing TPLrsquos digital Platforms
Breaking down barriers to access driving inclusion
Expanding access to technology and training
Establishing TPL as Torontorsquos centre for continuous and
self-directed learning
Creating community connections through cultural
experiences
Transforming for 21st century service excellence
7
Accountability Framework
Three main tools
bull Balanced Scorecard with Key Performance
Indicators (KPIs)
bull Dashboard for visual presentation
bull Logic Models
8
Accountability Framework
Balanced Scorecard
bull A performance measurement tool developed at the
Harvard Business School
bull Provides a framework to monitor organization
performance from four perspectives the customerrsquos
perspective an internal business perspective an
innovation and learning perspective and the
financial perspective
Balance scorecard Encyclopedia of Business Gale 2000
9
10
Strategic Plan 2016 ndash 2019 Balanced Scorecard
11
Strategic Plan 2016 ndash 2019 Balanced Scorecard
Accountability Framework
Reporting timeline
bull Annual work plan achievements will be reported
to the Board in a semi-annual status report in
June and year end
bull Overall achievements of the strategic plan will be
reported annually to the Board (eg first quarter
of 2017 for 2016) using a balanced scorecard and
presented visually using a dashboard
12
Accountability Framework
13
Accountability Framework
Logic Model
bull A logic model is a systematic and visual way to present the
relationships among the resources to operate a program the
planned activities and the changes or results you hope to
achieve
14
WK Kellogg Foundation Logic Model Development Guide 2004
Accountability Framework
Logic Models
bull A Strategic Plan 2016-2019 aligns 6 strategic priorities
with
Key activities
3 broad strategic outcomes
City of Torontorsquos key strategies
bull Plus a logic model for each of the 6 strategic priorities
15
16
Strategic Plan 2016-2019 Logic Model
17
Strategic Plan 2016-2019 Priority 2 Logic Model
18
Accountability Framework
Questions amp Discussion
19
20
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 1
STAFF REPORT ACTION REQUIRED
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report proposes revised meeting dates for the December 2016 and January 2017
meetings for Toronto Public Library Board approval
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves rescheduling the December 8 2016 Toronto Public Library Board meeting
to December 12 2016 and
2 approves rescheduling the January 23 2017 Toronto Public Library Board meeting to
January 30 2017
FINANCIAL IMPACT
There is no financial impact arising from this report
The Director Finance and Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
At the January 25 2016 meeting the Board approved the schedule for meetings in 2016
including December 8 2016
At the October 24 2016 meeting the Board was provided with the proposed schedule for
meetings in 2017 including January 23 2017 for approval at the January 2017 meeting
14
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 2
COMMENTS
Library staff have recently reviewed the Cityrsquos updated budget schedule The Library Board
meeting in December is not well aligned with the Cityrsquos schedule A later December date
would provide the Board with more opportunity to be informed and kept up-to-date on the
2017 budget as well as to participate in the process As a result the rescheduling of the
December 8 2016 meeting to Monday December 12 is being recommended Board
members were canvassed and quorum is attainable for a meeting on December 12 2016
As the same scenario is also a possibility for the proposed January 23 2017 meeting it is
recommended that the date be changed to January 30 2017
Key dates for the 2017 budget process are shown below
2017 Budget Timetable
Date Political Review TPL Board
2016
Nov 21 Board meeting
Dec 2 Budget Committee launch
Dec 12 (from 8) Board meeting
Dec 161920 (21) Budget Committee presentations
2017
Jan 5 910 Budget Committee public deputations
Jan 12 Budget Committee wrap-up
Jan 24 Budget Committee final
Jan 30 (from 23) Board meeting
Feb 7 Executive Committee
Feb 15 16 (17) Council approval
Feb 21 Board meeting
CONTACT
Nancy Marshall Library Board Officer City Librarianrsquos Office
Tel 416-393-7215 E-mail nmarshalltorontopubliclibraryca
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 3
SIGNATURE
______________________________
Vickery Bowles
City Librarian
Holiday Closures 2017 and January 2018 1
STAFF REPORT ACTION REQUIRED
Holiday Closures 2017 and January 2018
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The purpose of this report is to recommend and receive Toronto Public Library Board
approval for the schedule of holiday closures for 2017 and January 2018
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves the schedule of holiday closures for 2017 and January 2018 as provided
in Attachment 1
FINANCIAL IMPACT
There is no financial impact to the 2017 operating budget arising from the
recommendation in this report The recommended closures are included in the proposed
2017 operating budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
Where Library Board approval is required to establish holiday closures the matter comes
before the Board in the preceding year to ensure adequate notice to the public and staff
COMMENTS
At its meeting on October 26 2015 the Library Board approved the Library closure for
New Yearrsquos Day 2017 on Monday January 2 2017
15
Holiday Closures 2017 and January 2018 2
The Library is open for regular service on Remembrance Day Saturday November 11
2017
The Library will be closed on Monday December 25 2017 for Christmas Day and
Tuesday December 26 2017 for Boxing Day
In 2018 New Yearrsquos Day falls on a Monday and the Library will be closed
All full-time employees whose scheduled day off falls on a holiday closure are
compensated with a day in lieu to be taken at another agreed upon time
It is the practice of the Library to close on the Sundays adjacent to public holidays with
the exception of Family Day
The schedule of holiday closures for 2017 and January 2018 is provided in Attachment 1
CONTACT
Dan Keon Director Human Resources Tel 416-395-5850
E-mail dkeontorontopubliclibraryca
SIGNATURE
_____________________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Holiday Closures 2017 and January 2018
Toronto Public Library Holiday Closures 2017 and January 2018
Sunday January 1 2017 New Yearrsquos Day Closed
Monday January 2 2017 For New Yearrsquos Day Closed
Monday February 20 2017 Family Day Closed
Friday April 14 2017 Good Friday Closed
Sunday April 16 2017 Easter Sunday Closed
Monday April 17 2017 Easter Monday Closed
Monday May 22 2017 Victoria Day Closed
Saturday July 1 2017 Canada Day Closed
Monday August 7 2017 Civic Holiday (Simcoe Day) Closed
Monday September 4 2017 Labour Day Closed
Monday October 9 2017 Thanksgiving Day Closed
Sunday December 24 2017 Christmas Eve Closed
Monday December 25 2017 Christmas Day Closed
Tuesday December 26 2017 Boxing Day Closed
Sunday December 31 2017 New Yearrsquos Eve Closed
Monday January 1 2018 New Yearrsquos Day Closed
New Yearrsquos Day 2017 closure approved by the Library Board on October 26 2015
Attachment 1
Audit Plan for the Year Ending December 31 2016 1
STAFF REPORT INFORMATION ONLY
Audit Plan for the Year Ending December 31 2016
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The attached report from PricewaterhouseCoopers the external auditors summarizes the
planning for their audit of the 2016 financial statements for the Toronto Public Library
Board
FINANCIAL IMPACT
The proposed audit fee of $25000 inclusive of expenses and exclusive of Harmonized
Sales Tax (2015 ndash $25000) is included in the 2016 operating budget It is important to
note that the audit fee does not include extra audit work that may be required due to
scope changes and PricewaterhouseCoopers will advise management as soon as possible
if this were to happen
This is the second year of a five-year audit contract that the City has negotiated The fee
will remain unchanged for the duration of the contract
ISSUE BACKGROUND
Under Section 139 of the City of Toronto Act 2006 the City is required to appoint an
auditor licensed under the Public Accounting Act 2004 who is responsible for annually
auditing the accounts and transactions of the City and its local boards and expressing an
opinion on the financial statements of these entities based on the audit
Council at its March 2015 meeting approved the recommendation of the Audit
Committee to appoint PricewaterhouseCoopers as the external auditor for the City and
Library The contract with PricewaterhouseCoopers is for five years ending with the
audit of the December 31 2019 financial statements
As part of the annual audit PricewaterhouseCoopers provides an Audit Plan report to the
Toronto Public Library Board The auditors will conduct their audit of the 2016 financial
statements pursuant to this plan
17
Audit Plan for the Year Ending December 31 2016 2
COMMENTS
Attached is PricewaterhouseCoopersrsquo Audit Plan for the Library which summarizes their
view on audit risks the nature extent and timing of the audit work and the terms of
engagement
On completion of the audit PricewaterhouseCoopers will issue the Audited Financial
Statements and a Year-End Report to the Board that will provide key matters for
discussion significant audit accounting and financial reporting matters summary of
unadjusted and adjusted items other required communications internal control
recommendations and a confirmation of auditor independence
Work on the interim audit was completed in October 2016 and the year-end audit is
expected to be completed by March 2016
CONTACT
Larry Hughsam Director Finance amp Treasurer Tel 416-397-5946
E-mail lhughsamtorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Board ndash Audit Plan for the year ending
December 31 2016
wwwpwccomca
Audit planfor the yearendingDecember31 2016
Toronto PublicLibrary Board
pwc
pwc
October 28 2016
Members of the BoardToronto Public Library Board
Dear Members of the Board
We are pleased to present an overview of our audit plan for the 2016 audit of the financial statementsof Toronto Public Library Board (the Library) prepared in accordance with Canadian Public SectorAccounting Standards (PSAS) (referred to as the ldquofinancial statementsrdquo from now on)
This overview includes our view on audit risks and the nature extent and timing of our audit work
We value your feedback and if you have any questions about the identified risks and our audit approachplease do not hesitate to contact the undersigned at (416) 228-1922
Yours very truly
Tern McUnnonPartnerRisk Assurance Services
cc Mr Larry Hughsam Director Finance and Treasurer
PricewatcrhouseCoopers UPnyC Tower i8 York Street Suite 2600 Toronto Ontario Canada M oB2T +1 416 8631133 F +1 416 365 8215 wwwpwccomca
lsquoPwt relera to Pdcewatethousetoopers LLP an Ontario limiled liabiLity paruiership
Toronto Public Library Board Audit plan for the year ending December 31 2016
Communications to the Board
Key mattersfor Commentsdiscussion
Client service team Tern McKinnon is your engagement leader and Julianne Cooke is your engagementmanager
Service deliverables We will audit the Libraryrsquos financial statements as of December 31 2016 and for theyear then ending prepared in accordance with PSAS
Our engagement letter which has been signed by the City of Toronto sets out theterms and conditions for our engagement as the independent auditor of the Libraryfor the above-mentioned year In addition our engagement letter outlines ourresponsibilities as the auditor and the responsibilities of management
Audit timeline We worked with management to develop this project timelinemdash Interim visit October 17-21 2016mdash Year-end visit March20 mdash March 31 2017mdash Clearance meeting with management To be confirmedmdash Deliveryfiling of financial statements To be confirmed
Audit approach Our audit approach is a mixture of tests of internal controls and substantive testingOur audit approach is designed to allow us to execute a quality and efficient auditWe do this byi gaining an understanding of the business by focusing on new developments
and key business issues affecting the Library as well as managementrsquosmonitoring of controls and business processes
ii identiring significant audit risks sharing our perspectives obtaining yourfeedback and ensuring our audit is tailored to these risks
iii using well-reasoned professional judgment especially in areas that aresubjective or require estimates and
iv leveraging reliance where possible on the Libraryrsquos internal controls andinformation technology and data systems
In the current year our planned work will include testing of key controls in thefollowing areasmdash Purchases payables and disbursementsmdash Payroll
All other areas will be subject to tests of detail
Significant risks are risks of material misstatement that we think need special auditconsideration We identified several significant audit risks and plan to address themas follows Please let us know if you agree that these are the most significant risksfrom your point of view and if you have any other areas of concern
PwC I
Toronto Public Library Board Audit plan for the year ending December 31 2016
Significant risk to Managementrsquos response and our audit approachdiscuss
Risk of management Accounting regulatory authorities require that the risk of material misstatement dueoverride of controls to management override of controls be considered a significant risk on every audit
engagement
This represents the risk that internal controls at the Library maybe circumvented toachieve desired financial results or gain inappropriate access to financial resources
In order to address this risk we will perform the followingbull All non-routine journal entries are reviewed and approved by the appropriate
level of managementbull We will review manual journal entries focusing on large and unusual entriesbull We will review accounting estimates for biases that could result in material
misstatementbull We will incorporate unpredictable procedures in the audit approach
Risk of fraud in revenue The risk of fraud in revenue recognition is a presumed significant risk underrecognition Canadian Auditing Standards We will assess this risk through the consideration of
the Libraryrsquos revenue recognition policies the incentivepressure to fraudulentlymisstate revenue and the potential opportunity
In order to address this risk we will perform the following
bull Update our understanding of managementrsquos processes and internal controlssurrounding revenue recognition
bull Obtain confirmations from the City of Toronto for subsidies received duringthe year
bull Test significant revenue streams through testing a sample of transactions tosupporting documents
Materiality Misstatements are considered to be material if they could reasonably be expected toinfluence the economic decisions of users of the financial statements We have set apreliminanrsquo materialihrsquo of S6i6oooo We will report unadjusted and adjusted itemsover S6i6ooo to the Board on completion of the audit
Fraud risk We discuss fraud risk annually with the Board Through our planning process (andprior yearsrsquo audits) we developed an understanding of your oversight processesincluding
Employee code of ethicsmdash Discussion at Board meetings and our attendance at those meetings or
reviewing minutes of meetingsmdash Presentations by management including business performance reviewsmdash Signing authorities
Are there any new processes or changes to the items above that we should be awareoP
We are not aware of any fraud Are you aware of instances of any actual suspected or
____________________________
alleged fraud affecting the Library
PwC 2
Toronto Public Ubrary Board Audit plan for the year ending December 31 2016
The matters raised In this and other reports that will flow from the audit are only those that have come to our attention arising from or relevant toour audit that we believe need to be brought to your attention They are not a comprehensive record of all the matters arising and in particularwe cannot be held responsible for reporting all risks in your business or all internal control weaknesses This report has been prepared solely foryour use It was not prepared or intended for any other purpose No other person or entity shall place any reliance upon the accuracy orcompleteness of statements made herein PwC does not assume responsibility to any third party and in no event shall PwC have any liabilityfor damages costs or losses suffered by reason of any reliance upon the contents of this report by any person or entity other than you
PwC 3
copy 2015 PricewaterhouseCoopers LLP an Ontario limited liability partnership All rights reserved
Board Resolutions ndash Status Report 1
STAFF REPORT INFORMATION ONLY
Board Resolutions ndash Status Report
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report lists the status of outstanding Toronto Public Library Board resolutions
BACKGROUND INFORMATION
At the April 2 2012 meeting the Toronto Public Library Board approved the inclusion of
Board Resolutions ndash 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 ndash Status Report ndash November 21 2016
18
1
STATUS REPORT
TORONTO PUBLIC LIBRARY BOARD RESOLUTIONS
AS AT NOVEMBER 21 2016
DATE OF
MEETING
MOTION
(Ref Minute )
STATUS
TARGET
DATE
Sep 8 2014 14-150 ndash Notice of Motion Funding and Timing of
PerthDupont Branch Relocation
5 requests that the local City Councillor consult
with the local community and make a
recommendation to the Board for a new name for
the relocated branch (which will no longer be
located at the corner of Perth and Dupont)
IN PROGRESS Staff to bring a recommendation to
the Board for a new name for the relocated branch to
the Board for approval
To be
determined
Feb 22 2016 16-040 ndash Naming Opportunity ndash Daniel Grafton
Hill III
2 requests staff to provide updates to the
Toronto Public Library Board on this
initiative at strategic intervals
IN PROGRESS This initiative is dependent on a
future branch capital project and consultation
process
To be
determined
Oct 24 2016 16-193 ndash Toronto Public Library Board ndash Self-
Evaluation
2 conducts a pilot self-evaluation during the
month of November 2016 and discusses the
results of the evaluation at the January 2017
meeting
IN PROGRESS A report is expected to be provided
at the January 2017 meeting
January 2017
meeting
Attachment 1
MINUTES Page 1
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
13b
Members Present
Mr Ron Carinci
Ms Lindsay Colley
Ms Archana Shah
Ms Sue Graham-Nutter
Regrets
Ms Dianne LeBreton (Chair)
SPPM Call to Order
16-028 Vickery Bowles called the meeting to order at 530 pm Ms Bowles advised that
Dianne LeBreton committee chair was unexpectedly unable to attend the
meeting An election of an acting chair was required
SPPM Declarations of Conflict of Interest 16-029 There were no Declarations of Conflict of Interest by members of the Strategic
Plan Performance Measures Committee
SPPM Approval of Agenda 16-030 Moved by R Carinci
That the Strategic Plan Performance Measures Committee approves the agenda
as revised to
1 elect an Acting Chair for the November 7 2016 meeting in the absence of
the Committee Chair
Carried
MINUTES Page 2
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Election of Acting Chair
16-031 Vickery Bowles called for nominations for the Acting Chair of the Strategic Plan
Performance Measures Steering Committee
Moved by R Carinci
That
1 Sue Graham-Nutter be nominated for Acting Chair
Carried
Sue Graham-Nutter agreed to stand for election
There being no further nominations it was
Moved by R Carinci
That the Strategic Plan Performance Measures Committee
1 closes nominations
Carried
Vickery Bowles declared Sue Graham-Nutter duly elected Acting Chair of the
Strategic Plan Performance Measures Committee by acclamation
Sue Graham-Nutter assumed the Chair
SPPM Confirmation of September 20 2016 Strategic Plan Performance Measures
16-032 Committee Meeting Minutes Moved by R Carinci
That the Strategic Plan Performance Measures Committee
1 confirms the Minutes of the September 20 2016 Strategic Plan
Performance Measures Committee
Carried
SPPM Business Arising from the Minutes
16-033 There were no Business Arising from the Minutes items at the November 7 2016
Strategic Plan Performance Measures Committee meeting
SPPM Communications
16-034 There were no Communications items at the November 7 2016 Strategic Plan
Performance Measures Committee meeting
MINUTES Page 3
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Presentations
16-035 There were no public presentations at the November 7 2016 Strategic Plan
Performance Measures Committee meeting
Item for Approval
SPPM Strategic Plan 2016-2019 Accountability Framework Reporting Tools and Key
16-036 Performance Indicators
Elizabeth Glass Director Policy Planning amp Performance Management
responded to questions from committee members
Moved by L Colley
That the Strategic Plan Performance Measurement Committee
1 endorses the Strategic Plan accountability framework as outlined in the
flowchart (Attachment 1)
2 endorses the logic model examples that will be used as templates for
developing a logic model for each strategic priority (Attachments 2
and 3)
3 endorses the balanced scorecard and recommended key performance
indicators for the Boardrsquos monitoring and assessment of the Strategic
Planrsquos progress (Attachment 4)
Carried
Staff were directed to provide Board members with an overview of the
accountability framework for the Strategic Plan with the tools KPIs and the
reporting timelines
SPPM Adjournment
16-037 Moved by L Colley
That the Strategic Plan Performance Measures Committee
1 adjourns the November 7 2016 Strategic Plan Performance Measures
Committee meeting
Carried
The meeting ended at 600 pm
Signed
Strategic Plan 2016-2019 Accountability Framework 1
STAFF REPORT ACTION REQUIRED
Strategic Plan 2016-2019 Accountability Framework
Date November 21 2016
To Toronto Public Library Board
From Strategic Plan Performance Measures Committee
SUMMARY
The purpose of this report is to recommend the approval of the Strategic Plan 2016-2019
Accountability Framework to the Toronto Public Library Board
A Strategic Plan Performance Measures Committee was established on April 25 2016 to
provide advice and recommendations to the Board for strengthening the Boardsrsquo
monitoring and assessment of the strategic planrsquos implementation for compliance and
progress
The Committee met four times from May to November 2016 to receive and inform the
development of the Strategic Plan 2016-2019 Accountability Framework which contains
three main tools a balanced scorecard with key performance indicators a dashboard to
visually present the results and a logic model to show the alignment between the strategic
priorities key activities over four years and the expected outcomes and impact
At its November 7 2016 meeting the Committee endorsed the Accountability Framework
and concluded its work
RECOMMENDATIONS
The Strategic Plan Performance Measures Committee recommends that the Toronto
Public Library Board
1 approves the Strategic Plan 2016-2019 Accountability Framework
FINANCIAL IMPACT
There is no financial impact beyond what has already been approved in the current yearrsquos
budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
13c
Strategic Plan 2016-2019 Accountability Framework 2
DECISION HISTORY
At its April 25 2016 meeting the Library Board received the following report Strategic
Plan Performance Measures Committee Terms of Reference and approved the Terms of
Reference for the Strategic Plan Performance Measures Committee as outlined in
Attachment 1
httpwwwtorontopubliclibrarycacontentabout-the-
librarypdfsboardmeetings2016apr2512-performance-measures-committee-terms-of-
referencepdf
httpwwwtorontopubliclibrarycacontentabout-the-
librarypdfsboardmeetings2016apr2512-performance-measures-committee-terms-of-
reference-att-1pdf
At its May 31 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Status and Performance
Management Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-may-31jsp
At its July 13 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Status and Performance
Management Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-jul-13jsp
At its September 20 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Accountability
Framework and Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-sep-20jsp
At its November 7 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Accountability
Framework Reporting Tools amp key Performance Indicators
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-nov-07jsp
ISSUE BACKGROUND
The Strategic Plan Performance Measures Committee was established on April 25 2016 to
provide advice and recommendations to the Library Board for strengthening the Boardrsquos
monitoring and assessment of the strategic planrsquos implementation for compliance and
progress
During the development of the Accountability Framework and the reporting tools the
Committee met four times from May to November 2016 to receive information and provide
advice At its November 7 2016 meeting the Committee endorsed the Framework and
concluded its work
Strategic Plan 2016-2019 Accountability Framework 3
COMMENTS
There are three broad outcomes for the Strategic Plan 2016-2019 based on input gathered
from Toronto residents during the strategic plan consultation process
Expanding Access
Increasing Opportunity
Building Connections
Six strategic priorities were established to advance the broad outcomes
Advancing TPLrsquos digital platforms
Breaking down barriers to access driving inclusion
Expanding access to technology and training
Establishing TPL as Torontorsquos centre for continuous and self-directed learning
Creating community connections through cultural experiences
Transforming for 21st century service excellence
The purpose of the Accountability Framework is to guide the development monitoring and
reporting of the annual work plan for each of the four years from 2016 to 2019 and the
overall achievements of the Strategic Plan over four years It serves as
a reporting structure for the Board to monitor the progress of the strategic plan and
provide guidance
a public facing reporting tool to demonstrate openness and accountability
an internal tool to advance shared understanding of the strategic priorities and guide the
work of staff
The Accountability Framework is composed of three main tools
1 Balanced Scorecard with key performance indicators (Attachment 1 amp Attachment 2)
The overall achievements of the strategic plan will be reported using a balanced
scorecard approach with key performance indicators established under four
perspectives Customer Operational Learning amp Growth and Financial Work plan
achievements will be reported to the Board in a semi-annual status report
2 Dashboard (Attachment 3)
A dashboard format will be used to visually present the strategic plan achievements
as measured against the key performance indicators and targets This will be reported
to the Board annually
3 Logic Models
A logic model (Attachment 4) is developed to align the six strategic priorities with
key activities the broad outcomes and the contribution to the success of City of
Torontorsquos key strategies over four years
Logic models will also be developed for each strategic priority with appropriate key
activities and outcomes to guide the development of annual work plans strategic
Strategic Plan 2016-2019 Accountability Framework 4
partnerships and funding priorities Attachment 5 shows an example of a logic model
for Strategic Priority 2 Breaking down barriers to access driving inclusion
The flowchart in Attachment 6 illustrates the relationship of the three tools The key activity
of Expanding Access to branches and community service points under Priority 2 is provided
as an example
CONTACT
Elizabeth Glass Director Policy Planning amp Performance Management
Tel 416-395-5602 E-mail eglasstorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Balanced Scorecard with Key Performance Indicators
Attachment 2 List of Strategic Plan 2016-2019 Key Performance Indicators
Attachment 3 Dashboard example
Attachment 4 Strategic Plan 2016-2019 Logic Model
Attachment 5 Strategic Plan 2016-2019 Priority 2 Logic Model
Attachment 6 Strategic Plan 2016-2019 Accountability Framework Flowchart
Strategic Plan 2016 mdash 2019 Balanced Scorecard Attachment 1
Key Performance Indicators
Total number of active members
bull Total use per capita
bull Visits per capita
bull Virtual visits per capita
bull In-branch technology utilization rate internet access workstationper 100000 population wireless connections per capita
bull Utilization rate (program capacity) learning programs(ESL + Literacy + User Ed + lifelong learning)
bull Utilization rate of technology training programs
bull Utilization rate of cultural programs
bull ft of branches providing regular after-schoolprogramming from September to June
bull User satisfaction overall
bull User satisfaction in-branch technology(computers software wifi)
Users satisfaction knowledge andhelpfulness of staff
Key Performance Indicators
bull Total Open Hours
bull ft of Sunday branches (September to June)
bull ft of NIA Sunday branches (September to June)
bull ft of Sunday branches (Year-round)
ft of NIA Sunday branches (Year-round)
Turnover rate of circulating items
of special collections that are digitized
KKey Performance Indicators
bull Logic Models and evaluation frameworksdeveloped for strategic priorities
bull Spending in staff development (Total Averageper staff)
bull staff who report they have the skills andtraining to meet service delivery outcomes
bull of staff who report high levels ofengagement
Key Performance Indicators
bull Cost per use
Operating Expenditures
Operating expenditures per capita
Operating expenditures for electronic materials
Operating expenditures for digital technology
bull Total funding
bull Total funding per capita
bull Total funding from TPL Foundation
Page 1 of 1
Strategic Plan 2016-2019 Balanced Scorecard Key Performance Indicators
Customer Perspective Operational Perspective Learning amp Growth Perspective Financial Perspective
Total number of active members
Total use per capita o Visits per capita
Virtual visits per capita
In-branch technology utilization rate internet access workstation per 100000 population wireless connections per capita
Utilization rate (program capacity) learning programs (ESL + Literacy + User Ed + lifelong learning)
Utilization rate of technology training programs
Utilization rate of cultural programs
of branches providing regular after-school programming from September to June
User satisfaction overall
User satisfaction in-branch technology (computers software wifi)
Users satisfaction knowledge and helpfulness of staff
Total Open Hours o of Sunday branches
(September to June) o of NIA Sunday branches
(September to June) o of Sunday branches
(Year-round) o of NIA Sunday branches
(Year-round)
Turnover rate of circulating items
of special collections that are digitized
Logic Models and evaluation frameworks developed for strategic priorities
Spending in staff development (Total Average per staff)
staff who report they have the skills and training to meet service delivery outcomes
of staff who report high levels of engagement
Cost per use
Operating Expenditures o Operating expenditures per
capita
Operating expenditures for electronic materials
Operating expenditures for digital technology
Total funding o Total funding per capita o Total funding from TPL
Foundation
Attachment 2
Attachment 3
Strategic Plan 2016-2019 Dashboard
Key Performance Indicators
Example Open Hours
2016 Activities that will move the dial Status
Sunday service expanded to create year-round service at 6 District and 2 R amp R branches and added to 6 neighbourhood branches to provide seasonal Sunday service
Measure Baseline (2015) Current (Dec 2016) Target (2019) change
Total open hours 269672 hours 274397 hours 281878 hours + 45
Attachment 4
Toronto Public Library Strategic Plan 2016-2019 Logic Model
Torontonians are aware of library services to
address immediate needs
Create and implement Digital Strategy to develop online services
Torontonians have access to reading and
learning materials in a wide range of formats
and levels to support the joy of reading and
lifelong learning
TPL has resources and well-trained staff to
deliver strategic outcomes
Torontonians are connected through cultural
and leisure experiences and opportunites
TPL provides exceptional services and
experience at customers every point of need
TPL increased partnership and funding
opportunities with City of Toronto community
organizations and funding partners
Torontonians have improved access to
technology and staff assistance to develop
technology skills
Torontonians have expanded access to
emerging technology innovation spaces and
programs
Torontonians have new experiential
collaborative and e-learning opporunities to
support education employment and multiple
literacies
Use technology to drive improvements in business processes and
efficiency eg cloud analytics
Torontonians have equitable
support to learning and training
and gain the knowledge multiple
literacy skills and networks to
enrich their education work life and
leisure experiences
Torontonians have access to
programs and activities to support
and enhance diverse cultural
experiences and library collections
that reflect their cultural ineterests
and needs
Support readers of all ages and interests with diverse collections
readers advisory and a wide range of literary and cultural programs
Toronto children and youth have additional safe
after school social and learning environments
and programs
Priorities Key Activities
Mission Toronto Public Library provides free and equitable access to services which meet the changing needs of Torontonians The Library preserves and promotes universal
access to a broad range of human knowledge experience information and ideas in a welcoming and supportive environment
Establishing TPL as Torontos
centre for continuous and self-
dlirected learning
Impact
Expanding access to technology
and training
Advancing TPLs digital platforms
Breaking down barriers to access
driving inclusion
Expand high quality out-of-school-time programs for children and youth
Increase awareness and engagement across library channels
Allocate additional resources to sustain current and emerging
technology
Provide access to current and emerging technology and training in
library branches and community locations
Identify and remove policy barriers to online and in-person servicesToronto Public Library is a
community asset that builds
community capacity and improves
Torontonians well-being
Toronto Public Library contributes to the success of
Toronto Strong Neighbourhood Strategy 2020
Actions for strong Neighbourhoods
under five domains
Physical surroundings
Economic opportunities
Healthy lives
Social development and
Participation in civic decision-making
Toronto Public Library is a key partner in
City of Torontos Poverty Reduction Strategy
in addressing the issues of
service access and availability
Toronto Public Library supports the positive
outcomes of City of Torontos strategies for targeted
population including
Raising the Village Measuring the Well-being
of Children and Families in Toronto
Toronto Youth Equity Strategy
Toronto Newcomer Strategy
Toronto Seniors Strategy
Expand access to branches and community service points
Develop new resources programs and partnerships to deliver eLearning
programs
Provide in-branch resources space and technology to support
experiential learning
Provide resources and programs to support civic engagement
community events and discussion of social issues
Transforming for 21st century
service excellence Dedicate staff resources and training to provide expertise in key
strategic areas eg technology and literacy
Torontonians are empowered and supported in
their partcipation in civic lifeCreating community connections
through cultural experiences
Create diverse and inclusive cultural programs and experiences in
branch and online spaces
Curate and digitize special collections to reflect Torontos diverse
history culture and heritage
Develop organizational structure and culture to support innovation and
customer service excellence
ACCESS
OPPORTUNITY
CONNECTIONS
Outcomes
Torontonians have easy convienient online
access to library collections and services
Torontonians have convenient and local access
to neighbourhood spaces and services
Attachment 5
Expand online services
Develop self-serve Library Kiosks
Increased program offerings
After hours access implemented
Increased online service options
Increased self-service options
CONNECTIONS
Understand City demographics
demands and use of a full range of
library services
Develop after-hours access at branches
2 Breaking down
barriers to access
driving inclusion
Toronto Public Library contributes to the success of
City of Torontos key strategies including
Toronto Strong Neighbourhood Strategy 2020
bull Targeting appropriate resources to
respond to neighbourhood needs
Toronto Poverty Reduction Strategy
bull Address immediate needs
bull Create pathways to prosperity
bull Increase service access and availability
ACCESS
OPPORTUNITYLibrary membership options reflect
users online and branch access
needs
Provide access to current
and emerging technology
and training in library
branches and community
locations
Increase awareness and
engagement across library
channels
Sunday service expanded in target
branches
Identify and remove policy
barriers to online and in-
person services
Expand access to branches
and community service
points
Number of blocked library cards
reduced in target populations
Toronto Public Library Strategic Plan 2016-2019 Logic Model
Priority Impact
Mission Toronto Public Library provides free and equitable access to services which meet the changing needs of Torontonians The Library preserves and promotes universal access to a broad
range of human knowledge experience information and ideas in a welcoming and supportive environment
OutcomeKey Activities
Toronto Youth Equity Strategy
bull Service gaps
bull Service relevance amp accessibility
Toronto Newcomer Strategy
bull Improving access to municipal supports
bull Supporting civic engagement and
community capacity
Develop marketing strategy and conduct
publicity campaigns
Toronto Seniors Strategy
bull Equity
bull Inclusion
bull Respect
bull Quality of life
Expand access to library service in
community locations
Toronto Public Library is a
community asset that builds
community capacity and improves
Torontonians
well-being
Torontonians have equitable
support to learning and training
and gain the knowledge multiple
literacy skills and networks to
enrich their education work life
and leisure experiences
Torontonians have access to
programs and activities to support
and enhance diverse cultural
experiences and library
collections that reflect their
cultural ineterests and needsIncreased circulation of library
materials
Identify and remove policy barriers to
online and in-person services
Raising the Village Measuring the
Well-being of Children and Families in Toronto
bull Families have equitable access to
learning and training and are active in
their childrenrsquos education
bull Families belong to communities and
have the freedom to express and
opportunities to foster their culture and
identity
Torontonians are aware of library
services to address immediate needs
Conduct outreach and customer
engagement programs
Expand branch hours with additional
programs
Torontonians have easy
convienient online access to library
collections and services
Torontonians have convenient and
local access to neighbourhood
spaces and services
Attachment 6
Accountability Framework
Example
Priority Key Activity Short Term Medium Term Impact
Breaking down barriers to access
driving inclusion
Expand access to branches and
community service points
Torontonians have convenient and
local access to neighbourhood spaces
and services
Toronto Public Library is a community
asset that builds community capacity
and improves Torontonians well-being
Toronto Poverty Reduction Strategy
Increase service access and availability
Example
Customer Perspective Operational Perspective Learning amp Growth Perspective Financial Perspective
Utilization rate Service hours added Staff training Cost per use
Example
Is a visual representation of progress towards four years targets for KPIs to achieve strategic outcomes
with a baseline benchmark and annual target
Dashboard
Monitors the progress of the strategic plan across four perspectives and indentifies KPIs to measure progress towards outcomes
Links planned activities to expected outcomes
Toronto Public Library Strategic Plan 2016-2019
Implementation Compliance and Progress
Logic Model
Balanced Scorecard
Outcomes
Strategic Plan 2016-2019
Accountability Framework
November 21 2016
Toronto Public Library Board Meeting
1
Accountability Framework
Strategic Plan Performance Measures Committee
to provide advice and recommendations to the Board for
strengthening the Boardrsquos monitoring and assessment of the
strategic planrsquos implementation for compliance and progress
2
Accountability Framework
Strategic Plan Performance Measures Committee
bull Met four times from May to November 2016
bull Endorsed Accountability Framework at November 7 2016
meeting
bull Concluded its work
3
Accountability Framework
Purpose of framework
bull To guide the development monitoring and reporting of
The Annual work plan for each year from 2016-2019
The overall achievements of the Strategic Plan over four
years
4
Accountability Framework
bull A reporting structure for the Board to monitor the
progress of the strategic plan and provide guidance
bull Public facing reporting tool to demonstrate openness
and accountability
bull An internal tool for staff
5
Accountability Framework
Strategic Plan 2016-2019
bull Three broad outcomes
Access
Opportunity
Connections
And six strategic priorities
6
Accountability Framework
Strategic Plan 2016-2019
bull Six Strategic Priorities
Advancing TPLrsquos digital Platforms
Breaking down barriers to access driving inclusion
Expanding access to technology and training
Establishing TPL as Torontorsquos centre for continuous and
self-directed learning
Creating community connections through cultural
experiences
Transforming for 21st century service excellence
7
Accountability Framework
Three main tools
bull Balanced Scorecard with Key Performance
Indicators (KPIs)
bull Dashboard for visual presentation
bull Logic Models
8
Accountability Framework
Balanced Scorecard
bull A performance measurement tool developed at the
Harvard Business School
bull Provides a framework to monitor organization
performance from four perspectives the customerrsquos
perspective an internal business perspective an
innovation and learning perspective and the
financial perspective
Balance scorecard Encyclopedia of Business Gale 2000
9
10
Strategic Plan 2016 ndash 2019 Balanced Scorecard
11
Strategic Plan 2016 ndash 2019 Balanced Scorecard
Accountability Framework
Reporting timeline
bull Annual work plan achievements will be reported
to the Board in a semi-annual status report in
June and year end
bull Overall achievements of the strategic plan will be
reported annually to the Board (eg first quarter
of 2017 for 2016) using a balanced scorecard and
presented visually using a dashboard
12
Accountability Framework
13
Accountability Framework
Logic Model
bull A logic model is a systematic and visual way to present the
relationships among the resources to operate a program the
planned activities and the changes or results you hope to
achieve
14
WK Kellogg Foundation Logic Model Development Guide 2004
Accountability Framework
Logic Models
bull A Strategic Plan 2016-2019 aligns 6 strategic priorities
with
Key activities
3 broad strategic outcomes
City of Torontorsquos key strategies
bull Plus a logic model for each of the 6 strategic priorities
15
16
Strategic Plan 2016-2019 Logic Model
17
Strategic Plan 2016-2019 Priority 2 Logic Model
18
Accountability Framework
Questions amp Discussion
19
20
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 1
STAFF REPORT ACTION REQUIRED
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report proposes revised meeting dates for the December 2016 and January 2017
meetings for Toronto Public Library Board approval
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves rescheduling the December 8 2016 Toronto Public Library Board meeting
to December 12 2016 and
2 approves rescheduling the January 23 2017 Toronto Public Library Board meeting to
January 30 2017
FINANCIAL IMPACT
There is no financial impact arising from this report
The Director Finance and Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
At the January 25 2016 meeting the Board approved the schedule for meetings in 2016
including December 8 2016
At the October 24 2016 meeting the Board was provided with the proposed schedule for
meetings in 2017 including January 23 2017 for approval at the January 2017 meeting
14
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 2
COMMENTS
Library staff have recently reviewed the Cityrsquos updated budget schedule The Library Board
meeting in December is not well aligned with the Cityrsquos schedule A later December date
would provide the Board with more opportunity to be informed and kept up-to-date on the
2017 budget as well as to participate in the process As a result the rescheduling of the
December 8 2016 meeting to Monday December 12 is being recommended Board
members were canvassed and quorum is attainable for a meeting on December 12 2016
As the same scenario is also a possibility for the proposed January 23 2017 meeting it is
recommended that the date be changed to January 30 2017
Key dates for the 2017 budget process are shown below
2017 Budget Timetable
Date Political Review TPL Board
2016
Nov 21 Board meeting
Dec 2 Budget Committee launch
Dec 12 (from 8) Board meeting
Dec 161920 (21) Budget Committee presentations
2017
Jan 5 910 Budget Committee public deputations
Jan 12 Budget Committee wrap-up
Jan 24 Budget Committee final
Jan 30 (from 23) Board meeting
Feb 7 Executive Committee
Feb 15 16 (17) Council approval
Feb 21 Board meeting
CONTACT
Nancy Marshall Library Board Officer City Librarianrsquos Office
Tel 416-393-7215 E-mail nmarshalltorontopubliclibraryca
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 3
SIGNATURE
______________________________
Vickery Bowles
City Librarian
Holiday Closures 2017 and January 2018 1
STAFF REPORT ACTION REQUIRED
Holiday Closures 2017 and January 2018
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The purpose of this report is to recommend and receive Toronto Public Library Board
approval for the schedule of holiday closures for 2017 and January 2018
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves the schedule of holiday closures for 2017 and January 2018 as provided
in Attachment 1
FINANCIAL IMPACT
There is no financial impact to the 2017 operating budget arising from the
recommendation in this report The recommended closures are included in the proposed
2017 operating budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
Where Library Board approval is required to establish holiday closures the matter comes
before the Board in the preceding year to ensure adequate notice to the public and staff
COMMENTS
At its meeting on October 26 2015 the Library Board approved the Library closure for
New Yearrsquos Day 2017 on Monday January 2 2017
15
Holiday Closures 2017 and January 2018 2
The Library is open for regular service on Remembrance Day Saturday November 11
2017
The Library will be closed on Monday December 25 2017 for Christmas Day and
Tuesday December 26 2017 for Boxing Day
In 2018 New Yearrsquos Day falls on a Monday and the Library will be closed
All full-time employees whose scheduled day off falls on a holiday closure are
compensated with a day in lieu to be taken at another agreed upon time
It is the practice of the Library to close on the Sundays adjacent to public holidays with
the exception of Family Day
The schedule of holiday closures for 2017 and January 2018 is provided in Attachment 1
CONTACT
Dan Keon Director Human Resources Tel 416-395-5850
E-mail dkeontorontopubliclibraryca
SIGNATURE
_____________________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Holiday Closures 2017 and January 2018
Toronto Public Library Holiday Closures 2017 and January 2018
Sunday January 1 2017 New Yearrsquos Day Closed
Monday January 2 2017 For New Yearrsquos Day Closed
Monday February 20 2017 Family Day Closed
Friday April 14 2017 Good Friday Closed
Sunday April 16 2017 Easter Sunday Closed
Monday April 17 2017 Easter Monday Closed
Monday May 22 2017 Victoria Day Closed
Saturday July 1 2017 Canada Day Closed
Monday August 7 2017 Civic Holiday (Simcoe Day) Closed
Monday September 4 2017 Labour Day Closed
Monday October 9 2017 Thanksgiving Day Closed
Sunday December 24 2017 Christmas Eve Closed
Monday December 25 2017 Christmas Day Closed
Tuesday December 26 2017 Boxing Day Closed
Sunday December 31 2017 New Yearrsquos Eve Closed
Monday January 1 2018 New Yearrsquos Day Closed
New Yearrsquos Day 2017 closure approved by the Library Board on October 26 2015
Attachment 1
Audit Plan for the Year Ending December 31 2016 1
STAFF REPORT INFORMATION ONLY
Audit Plan for the Year Ending December 31 2016
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The attached report from PricewaterhouseCoopers the external auditors summarizes the
planning for their audit of the 2016 financial statements for the Toronto Public Library
Board
FINANCIAL IMPACT
The proposed audit fee of $25000 inclusive of expenses and exclusive of Harmonized
Sales Tax (2015 ndash $25000) is included in the 2016 operating budget It is important to
note that the audit fee does not include extra audit work that may be required due to
scope changes and PricewaterhouseCoopers will advise management as soon as possible
if this were to happen
This is the second year of a five-year audit contract that the City has negotiated The fee
will remain unchanged for the duration of the contract
ISSUE BACKGROUND
Under Section 139 of the City of Toronto Act 2006 the City is required to appoint an
auditor licensed under the Public Accounting Act 2004 who is responsible for annually
auditing the accounts and transactions of the City and its local boards and expressing an
opinion on the financial statements of these entities based on the audit
Council at its March 2015 meeting approved the recommendation of the Audit
Committee to appoint PricewaterhouseCoopers as the external auditor for the City and
Library The contract with PricewaterhouseCoopers is for five years ending with the
audit of the December 31 2019 financial statements
As part of the annual audit PricewaterhouseCoopers provides an Audit Plan report to the
Toronto Public Library Board The auditors will conduct their audit of the 2016 financial
statements pursuant to this plan
17
Audit Plan for the Year Ending December 31 2016 2
COMMENTS
Attached is PricewaterhouseCoopersrsquo Audit Plan for the Library which summarizes their
view on audit risks the nature extent and timing of the audit work and the terms of
engagement
On completion of the audit PricewaterhouseCoopers will issue the Audited Financial
Statements and a Year-End Report to the Board that will provide key matters for
discussion significant audit accounting and financial reporting matters summary of
unadjusted and adjusted items other required communications internal control
recommendations and a confirmation of auditor independence
Work on the interim audit was completed in October 2016 and the year-end audit is
expected to be completed by March 2016
CONTACT
Larry Hughsam Director Finance amp Treasurer Tel 416-397-5946
E-mail lhughsamtorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Board ndash Audit Plan for the year ending
December 31 2016
wwwpwccomca
Audit planfor the yearendingDecember31 2016
Toronto PublicLibrary Board
pwc
pwc
October 28 2016
Members of the BoardToronto Public Library Board
Dear Members of the Board
We are pleased to present an overview of our audit plan for the 2016 audit of the financial statementsof Toronto Public Library Board (the Library) prepared in accordance with Canadian Public SectorAccounting Standards (PSAS) (referred to as the ldquofinancial statementsrdquo from now on)
This overview includes our view on audit risks and the nature extent and timing of our audit work
We value your feedback and if you have any questions about the identified risks and our audit approachplease do not hesitate to contact the undersigned at (416) 228-1922
Yours very truly
Tern McUnnonPartnerRisk Assurance Services
cc Mr Larry Hughsam Director Finance and Treasurer
PricewatcrhouseCoopers UPnyC Tower i8 York Street Suite 2600 Toronto Ontario Canada M oB2T +1 416 8631133 F +1 416 365 8215 wwwpwccomca
lsquoPwt relera to Pdcewatethousetoopers LLP an Ontario limiled liabiLity paruiership
Toronto Public Library Board Audit plan for the year ending December 31 2016
Communications to the Board
Key mattersfor Commentsdiscussion
Client service team Tern McKinnon is your engagement leader and Julianne Cooke is your engagementmanager
Service deliverables We will audit the Libraryrsquos financial statements as of December 31 2016 and for theyear then ending prepared in accordance with PSAS
Our engagement letter which has been signed by the City of Toronto sets out theterms and conditions for our engagement as the independent auditor of the Libraryfor the above-mentioned year In addition our engagement letter outlines ourresponsibilities as the auditor and the responsibilities of management
Audit timeline We worked with management to develop this project timelinemdash Interim visit October 17-21 2016mdash Year-end visit March20 mdash March 31 2017mdash Clearance meeting with management To be confirmedmdash Deliveryfiling of financial statements To be confirmed
Audit approach Our audit approach is a mixture of tests of internal controls and substantive testingOur audit approach is designed to allow us to execute a quality and efficient auditWe do this byi gaining an understanding of the business by focusing on new developments
and key business issues affecting the Library as well as managementrsquosmonitoring of controls and business processes
ii identiring significant audit risks sharing our perspectives obtaining yourfeedback and ensuring our audit is tailored to these risks
iii using well-reasoned professional judgment especially in areas that aresubjective or require estimates and
iv leveraging reliance where possible on the Libraryrsquos internal controls andinformation technology and data systems
In the current year our planned work will include testing of key controls in thefollowing areasmdash Purchases payables and disbursementsmdash Payroll
All other areas will be subject to tests of detail
Significant risks are risks of material misstatement that we think need special auditconsideration We identified several significant audit risks and plan to address themas follows Please let us know if you agree that these are the most significant risksfrom your point of view and if you have any other areas of concern
PwC I
Toronto Public Library Board Audit plan for the year ending December 31 2016
Significant risk to Managementrsquos response and our audit approachdiscuss
Risk of management Accounting regulatory authorities require that the risk of material misstatement dueoverride of controls to management override of controls be considered a significant risk on every audit
engagement
This represents the risk that internal controls at the Library maybe circumvented toachieve desired financial results or gain inappropriate access to financial resources
In order to address this risk we will perform the followingbull All non-routine journal entries are reviewed and approved by the appropriate
level of managementbull We will review manual journal entries focusing on large and unusual entriesbull We will review accounting estimates for biases that could result in material
misstatementbull We will incorporate unpredictable procedures in the audit approach
Risk of fraud in revenue The risk of fraud in revenue recognition is a presumed significant risk underrecognition Canadian Auditing Standards We will assess this risk through the consideration of
the Libraryrsquos revenue recognition policies the incentivepressure to fraudulentlymisstate revenue and the potential opportunity
In order to address this risk we will perform the following
bull Update our understanding of managementrsquos processes and internal controlssurrounding revenue recognition
bull Obtain confirmations from the City of Toronto for subsidies received duringthe year
bull Test significant revenue streams through testing a sample of transactions tosupporting documents
Materiality Misstatements are considered to be material if they could reasonably be expected toinfluence the economic decisions of users of the financial statements We have set apreliminanrsquo materialihrsquo of S6i6oooo We will report unadjusted and adjusted itemsover S6i6ooo to the Board on completion of the audit
Fraud risk We discuss fraud risk annually with the Board Through our planning process (andprior yearsrsquo audits) we developed an understanding of your oversight processesincluding
Employee code of ethicsmdash Discussion at Board meetings and our attendance at those meetings or
reviewing minutes of meetingsmdash Presentations by management including business performance reviewsmdash Signing authorities
Are there any new processes or changes to the items above that we should be awareoP
We are not aware of any fraud Are you aware of instances of any actual suspected or
____________________________
alleged fraud affecting the Library
PwC 2
Toronto Public Ubrary Board Audit plan for the year ending December 31 2016
The matters raised In this and other reports that will flow from the audit are only those that have come to our attention arising from or relevant toour audit that we believe need to be brought to your attention They are not a comprehensive record of all the matters arising and in particularwe cannot be held responsible for reporting all risks in your business or all internal control weaknesses This report has been prepared solely foryour use It was not prepared or intended for any other purpose No other person or entity shall place any reliance upon the accuracy orcompleteness of statements made herein PwC does not assume responsibility to any third party and in no event shall PwC have any liabilityfor damages costs or losses suffered by reason of any reliance upon the contents of this report by any person or entity other than you
PwC 3
copy 2015 PricewaterhouseCoopers LLP an Ontario limited liability partnership All rights reserved
Board Resolutions ndash Status Report 1
STAFF REPORT INFORMATION ONLY
Board Resolutions ndash Status Report
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report lists the status of outstanding Toronto Public Library Board resolutions
BACKGROUND INFORMATION
At the April 2 2012 meeting the Toronto Public Library Board approved the inclusion of
Board Resolutions ndash 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 ndash Status Report ndash November 21 2016
18
1
STATUS REPORT
TORONTO PUBLIC LIBRARY BOARD RESOLUTIONS
AS AT NOVEMBER 21 2016
DATE OF
MEETING
MOTION
(Ref Minute )
STATUS
TARGET
DATE
Sep 8 2014 14-150 ndash Notice of Motion Funding and Timing of
PerthDupont Branch Relocation
5 requests that the local City Councillor consult
with the local community and make a
recommendation to the Board for a new name for
the relocated branch (which will no longer be
located at the corner of Perth and Dupont)
IN PROGRESS Staff to bring a recommendation to
the Board for a new name for the relocated branch to
the Board for approval
To be
determined
Feb 22 2016 16-040 ndash Naming Opportunity ndash Daniel Grafton
Hill III
2 requests staff to provide updates to the
Toronto Public Library Board on this
initiative at strategic intervals
IN PROGRESS This initiative is dependent on a
future branch capital project and consultation
process
To be
determined
Oct 24 2016 16-193 ndash Toronto Public Library Board ndash Self-
Evaluation
2 conducts a pilot self-evaluation during the
month of November 2016 and discusses the
results of the evaluation at the January 2017
meeting
IN PROGRESS A report is expected to be provided
at the January 2017 meeting
January 2017
meeting
Attachment 1
MINUTES Page 2
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Election of Acting Chair
16-031 Vickery Bowles called for nominations for the Acting Chair of the Strategic Plan
Performance Measures Steering Committee
Moved by R Carinci
That
1 Sue Graham-Nutter be nominated for Acting Chair
Carried
Sue Graham-Nutter agreed to stand for election
There being no further nominations it was
Moved by R Carinci
That the Strategic Plan Performance Measures Committee
1 closes nominations
Carried
Vickery Bowles declared Sue Graham-Nutter duly elected Acting Chair of the
Strategic Plan Performance Measures Committee by acclamation
Sue Graham-Nutter assumed the Chair
SPPM Confirmation of September 20 2016 Strategic Plan Performance Measures
16-032 Committee Meeting Minutes Moved by R Carinci
That the Strategic Plan Performance Measures Committee
1 confirms the Minutes of the September 20 2016 Strategic Plan
Performance Measures Committee
Carried
SPPM Business Arising from the Minutes
16-033 There were no Business Arising from the Minutes items at the November 7 2016
Strategic Plan Performance Measures Committee meeting
SPPM Communications
16-034 There were no Communications items at the November 7 2016 Strategic Plan
Performance Measures Committee meeting
MINUTES Page 3
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Presentations
16-035 There were no public presentations at the November 7 2016 Strategic Plan
Performance Measures Committee meeting
Item for Approval
SPPM Strategic Plan 2016-2019 Accountability Framework Reporting Tools and Key
16-036 Performance Indicators
Elizabeth Glass Director Policy Planning amp Performance Management
responded to questions from committee members
Moved by L Colley
That the Strategic Plan Performance Measurement Committee
1 endorses the Strategic Plan accountability framework as outlined in the
flowchart (Attachment 1)
2 endorses the logic model examples that will be used as templates for
developing a logic model for each strategic priority (Attachments 2
and 3)
3 endorses the balanced scorecard and recommended key performance
indicators for the Boardrsquos monitoring and assessment of the Strategic
Planrsquos progress (Attachment 4)
Carried
Staff were directed to provide Board members with an overview of the
accountability framework for the Strategic Plan with the tools KPIs and the
reporting timelines
SPPM Adjournment
16-037 Moved by L Colley
That the Strategic Plan Performance Measures Committee
1 adjourns the November 7 2016 Strategic Plan Performance Measures
Committee meeting
Carried
The meeting ended at 600 pm
Signed
Strategic Plan 2016-2019 Accountability Framework 1
STAFF REPORT ACTION REQUIRED
Strategic Plan 2016-2019 Accountability Framework
Date November 21 2016
To Toronto Public Library Board
From Strategic Plan Performance Measures Committee
SUMMARY
The purpose of this report is to recommend the approval of the Strategic Plan 2016-2019
Accountability Framework to the Toronto Public Library Board
A Strategic Plan Performance Measures Committee was established on April 25 2016 to
provide advice and recommendations to the Board for strengthening the Boardsrsquo
monitoring and assessment of the strategic planrsquos implementation for compliance and
progress
The Committee met four times from May to November 2016 to receive and inform the
development of the Strategic Plan 2016-2019 Accountability Framework which contains
three main tools a balanced scorecard with key performance indicators a dashboard to
visually present the results and a logic model to show the alignment between the strategic
priorities key activities over four years and the expected outcomes and impact
At its November 7 2016 meeting the Committee endorsed the Accountability Framework
and concluded its work
RECOMMENDATIONS
The Strategic Plan Performance Measures Committee recommends that the Toronto
Public Library Board
1 approves the Strategic Plan 2016-2019 Accountability Framework
FINANCIAL IMPACT
There is no financial impact beyond what has already been approved in the current yearrsquos
budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
13c
Strategic Plan 2016-2019 Accountability Framework 2
DECISION HISTORY
At its April 25 2016 meeting the Library Board received the following report Strategic
Plan Performance Measures Committee Terms of Reference and approved the Terms of
Reference for the Strategic Plan Performance Measures Committee as outlined in
Attachment 1
httpwwwtorontopubliclibrarycacontentabout-the-
librarypdfsboardmeetings2016apr2512-performance-measures-committee-terms-of-
referencepdf
httpwwwtorontopubliclibrarycacontentabout-the-
librarypdfsboardmeetings2016apr2512-performance-measures-committee-terms-of-
reference-att-1pdf
At its May 31 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Status and Performance
Management Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-may-31jsp
At its July 13 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Status and Performance
Management Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-jul-13jsp
At its September 20 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Accountability
Framework and Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-sep-20jsp
At its November 7 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Accountability
Framework Reporting Tools amp key Performance Indicators
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-nov-07jsp
ISSUE BACKGROUND
The Strategic Plan Performance Measures Committee was established on April 25 2016 to
provide advice and recommendations to the Library Board for strengthening the Boardrsquos
monitoring and assessment of the strategic planrsquos implementation for compliance and
progress
During the development of the Accountability Framework and the reporting tools the
Committee met four times from May to November 2016 to receive information and provide
advice At its November 7 2016 meeting the Committee endorsed the Framework and
concluded its work
Strategic Plan 2016-2019 Accountability Framework 3
COMMENTS
There are three broad outcomes for the Strategic Plan 2016-2019 based on input gathered
from Toronto residents during the strategic plan consultation process
Expanding Access
Increasing Opportunity
Building Connections
Six strategic priorities were established to advance the broad outcomes
Advancing TPLrsquos digital platforms
Breaking down barriers to access driving inclusion
Expanding access to technology and training
Establishing TPL as Torontorsquos centre for continuous and self-directed learning
Creating community connections through cultural experiences
Transforming for 21st century service excellence
The purpose of the Accountability Framework is to guide the development monitoring and
reporting of the annual work plan for each of the four years from 2016 to 2019 and the
overall achievements of the Strategic Plan over four years It serves as
a reporting structure for the Board to monitor the progress of the strategic plan and
provide guidance
a public facing reporting tool to demonstrate openness and accountability
an internal tool to advance shared understanding of the strategic priorities and guide the
work of staff
The Accountability Framework is composed of three main tools
1 Balanced Scorecard with key performance indicators (Attachment 1 amp Attachment 2)
The overall achievements of the strategic plan will be reported using a balanced
scorecard approach with key performance indicators established under four
perspectives Customer Operational Learning amp Growth and Financial Work plan
achievements will be reported to the Board in a semi-annual status report
2 Dashboard (Attachment 3)
A dashboard format will be used to visually present the strategic plan achievements
as measured against the key performance indicators and targets This will be reported
to the Board annually
3 Logic Models
A logic model (Attachment 4) is developed to align the six strategic priorities with
key activities the broad outcomes and the contribution to the success of City of
Torontorsquos key strategies over four years
Logic models will also be developed for each strategic priority with appropriate key
activities and outcomes to guide the development of annual work plans strategic
Strategic Plan 2016-2019 Accountability Framework 4
partnerships and funding priorities Attachment 5 shows an example of a logic model
for Strategic Priority 2 Breaking down barriers to access driving inclusion
The flowchart in Attachment 6 illustrates the relationship of the three tools The key activity
of Expanding Access to branches and community service points under Priority 2 is provided
as an example
CONTACT
Elizabeth Glass Director Policy Planning amp Performance Management
Tel 416-395-5602 E-mail eglasstorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Balanced Scorecard with Key Performance Indicators
Attachment 2 List of Strategic Plan 2016-2019 Key Performance Indicators
Attachment 3 Dashboard example
Attachment 4 Strategic Plan 2016-2019 Logic Model
Attachment 5 Strategic Plan 2016-2019 Priority 2 Logic Model
Attachment 6 Strategic Plan 2016-2019 Accountability Framework Flowchart
Strategic Plan 2016 mdash 2019 Balanced Scorecard Attachment 1
Key Performance Indicators
Total number of active members
bull Total use per capita
bull Visits per capita
bull Virtual visits per capita
bull In-branch technology utilization rate internet access workstationper 100000 population wireless connections per capita
bull Utilization rate (program capacity) learning programs(ESL + Literacy + User Ed + lifelong learning)
bull Utilization rate of technology training programs
bull Utilization rate of cultural programs
bull ft of branches providing regular after-schoolprogramming from September to June
bull User satisfaction overall
bull User satisfaction in-branch technology(computers software wifi)
Users satisfaction knowledge andhelpfulness of staff
Key Performance Indicators
bull Total Open Hours
bull ft of Sunday branches (September to June)
bull ft of NIA Sunday branches (September to June)
bull ft of Sunday branches (Year-round)
ft of NIA Sunday branches (Year-round)
Turnover rate of circulating items
of special collections that are digitized
KKey Performance Indicators
bull Logic Models and evaluation frameworksdeveloped for strategic priorities
bull Spending in staff development (Total Averageper staff)
bull staff who report they have the skills andtraining to meet service delivery outcomes
bull of staff who report high levels ofengagement
Key Performance Indicators
bull Cost per use
Operating Expenditures
Operating expenditures per capita
Operating expenditures for electronic materials
Operating expenditures for digital technology
bull Total funding
bull Total funding per capita
bull Total funding from TPL Foundation
Page 1 of 1
Strategic Plan 2016-2019 Balanced Scorecard Key Performance Indicators
Customer Perspective Operational Perspective Learning amp Growth Perspective Financial Perspective
Total number of active members
Total use per capita o Visits per capita
Virtual visits per capita
In-branch technology utilization rate internet access workstation per 100000 population wireless connections per capita
Utilization rate (program capacity) learning programs (ESL + Literacy + User Ed + lifelong learning)
Utilization rate of technology training programs
Utilization rate of cultural programs
of branches providing regular after-school programming from September to June
User satisfaction overall
User satisfaction in-branch technology (computers software wifi)
Users satisfaction knowledge and helpfulness of staff
Total Open Hours o of Sunday branches
(September to June) o of NIA Sunday branches
(September to June) o of Sunday branches
(Year-round) o of NIA Sunday branches
(Year-round)
Turnover rate of circulating items
of special collections that are digitized
Logic Models and evaluation frameworks developed for strategic priorities
Spending in staff development (Total Average per staff)
staff who report they have the skills and training to meet service delivery outcomes
of staff who report high levels of engagement
Cost per use
Operating Expenditures o Operating expenditures per
capita
Operating expenditures for electronic materials
Operating expenditures for digital technology
Total funding o Total funding per capita o Total funding from TPL
Foundation
Attachment 2
Attachment 3
Strategic Plan 2016-2019 Dashboard
Key Performance Indicators
Example Open Hours
2016 Activities that will move the dial Status
Sunday service expanded to create year-round service at 6 District and 2 R amp R branches and added to 6 neighbourhood branches to provide seasonal Sunday service
Measure Baseline (2015) Current (Dec 2016) Target (2019) change
Total open hours 269672 hours 274397 hours 281878 hours + 45
Attachment 4
Toronto Public Library Strategic Plan 2016-2019 Logic Model
Torontonians are aware of library services to
address immediate needs
Create and implement Digital Strategy to develop online services
Torontonians have access to reading and
learning materials in a wide range of formats
and levels to support the joy of reading and
lifelong learning
TPL has resources and well-trained staff to
deliver strategic outcomes
Torontonians are connected through cultural
and leisure experiences and opportunites
TPL provides exceptional services and
experience at customers every point of need
TPL increased partnership and funding
opportunities with City of Toronto community
organizations and funding partners
Torontonians have improved access to
technology and staff assistance to develop
technology skills
Torontonians have expanded access to
emerging technology innovation spaces and
programs
Torontonians have new experiential
collaborative and e-learning opporunities to
support education employment and multiple
literacies
Use technology to drive improvements in business processes and
efficiency eg cloud analytics
Torontonians have equitable
support to learning and training
and gain the knowledge multiple
literacy skills and networks to
enrich their education work life and
leisure experiences
Torontonians have access to
programs and activities to support
and enhance diverse cultural
experiences and library collections
that reflect their cultural ineterests
and needs
Support readers of all ages and interests with diverse collections
readers advisory and a wide range of literary and cultural programs
Toronto children and youth have additional safe
after school social and learning environments
and programs
Priorities Key Activities
Mission Toronto Public Library provides free and equitable access to services which meet the changing needs of Torontonians The Library preserves and promotes universal
access to a broad range of human knowledge experience information and ideas in a welcoming and supportive environment
Establishing TPL as Torontos
centre for continuous and self-
dlirected learning
Impact
Expanding access to technology
and training
Advancing TPLs digital platforms
Breaking down barriers to access
driving inclusion
Expand high quality out-of-school-time programs for children and youth
Increase awareness and engagement across library channels
Allocate additional resources to sustain current and emerging
technology
Provide access to current and emerging technology and training in
library branches and community locations
Identify and remove policy barriers to online and in-person servicesToronto Public Library is a
community asset that builds
community capacity and improves
Torontonians well-being
Toronto Public Library contributes to the success of
Toronto Strong Neighbourhood Strategy 2020
Actions for strong Neighbourhoods
under five domains
Physical surroundings
Economic opportunities
Healthy lives
Social development and
Participation in civic decision-making
Toronto Public Library is a key partner in
City of Torontos Poverty Reduction Strategy
in addressing the issues of
service access and availability
Toronto Public Library supports the positive
outcomes of City of Torontos strategies for targeted
population including
Raising the Village Measuring the Well-being
of Children and Families in Toronto
Toronto Youth Equity Strategy
Toronto Newcomer Strategy
Toronto Seniors Strategy
Expand access to branches and community service points
Develop new resources programs and partnerships to deliver eLearning
programs
Provide in-branch resources space and technology to support
experiential learning
Provide resources and programs to support civic engagement
community events and discussion of social issues
Transforming for 21st century
service excellence Dedicate staff resources and training to provide expertise in key
strategic areas eg technology and literacy
Torontonians are empowered and supported in
their partcipation in civic lifeCreating community connections
through cultural experiences
Create diverse and inclusive cultural programs and experiences in
branch and online spaces
Curate and digitize special collections to reflect Torontos diverse
history culture and heritage
Develop organizational structure and culture to support innovation and
customer service excellence
ACCESS
OPPORTUNITY
CONNECTIONS
Outcomes
Torontonians have easy convienient online
access to library collections and services
Torontonians have convenient and local access
to neighbourhood spaces and services
Attachment 5
Expand online services
Develop self-serve Library Kiosks
Increased program offerings
After hours access implemented
Increased online service options
Increased self-service options
CONNECTIONS
Understand City demographics
demands and use of a full range of
library services
Develop after-hours access at branches
2 Breaking down
barriers to access
driving inclusion
Toronto Public Library contributes to the success of
City of Torontos key strategies including
Toronto Strong Neighbourhood Strategy 2020
bull Targeting appropriate resources to
respond to neighbourhood needs
Toronto Poverty Reduction Strategy
bull Address immediate needs
bull Create pathways to prosperity
bull Increase service access and availability
ACCESS
OPPORTUNITYLibrary membership options reflect
users online and branch access
needs
Provide access to current
and emerging technology
and training in library
branches and community
locations
Increase awareness and
engagement across library
channels
Sunday service expanded in target
branches
Identify and remove policy
barriers to online and in-
person services
Expand access to branches
and community service
points
Number of blocked library cards
reduced in target populations
Toronto Public Library Strategic Plan 2016-2019 Logic Model
Priority Impact
Mission Toronto Public Library provides free and equitable access to services which meet the changing needs of Torontonians The Library preserves and promotes universal access to a broad
range of human knowledge experience information and ideas in a welcoming and supportive environment
OutcomeKey Activities
Toronto Youth Equity Strategy
bull Service gaps
bull Service relevance amp accessibility
Toronto Newcomer Strategy
bull Improving access to municipal supports
bull Supporting civic engagement and
community capacity
Develop marketing strategy and conduct
publicity campaigns
Toronto Seniors Strategy
bull Equity
bull Inclusion
bull Respect
bull Quality of life
Expand access to library service in
community locations
Toronto Public Library is a
community asset that builds
community capacity and improves
Torontonians
well-being
Torontonians have equitable
support to learning and training
and gain the knowledge multiple
literacy skills and networks to
enrich their education work life
and leisure experiences
Torontonians have access to
programs and activities to support
and enhance diverse cultural
experiences and library
collections that reflect their
cultural ineterests and needsIncreased circulation of library
materials
Identify and remove policy barriers to
online and in-person services
Raising the Village Measuring the
Well-being of Children and Families in Toronto
bull Families have equitable access to
learning and training and are active in
their childrenrsquos education
bull Families belong to communities and
have the freedom to express and
opportunities to foster their culture and
identity
Torontonians are aware of library
services to address immediate needs
Conduct outreach and customer
engagement programs
Expand branch hours with additional
programs
Torontonians have easy
convienient online access to library
collections and services
Torontonians have convenient and
local access to neighbourhood
spaces and services
Attachment 6
Accountability Framework
Example
Priority Key Activity Short Term Medium Term Impact
Breaking down barriers to access
driving inclusion
Expand access to branches and
community service points
Torontonians have convenient and
local access to neighbourhood spaces
and services
Toronto Public Library is a community
asset that builds community capacity
and improves Torontonians well-being
Toronto Poverty Reduction Strategy
Increase service access and availability
Example
Customer Perspective Operational Perspective Learning amp Growth Perspective Financial Perspective
Utilization rate Service hours added Staff training Cost per use
Example
Is a visual representation of progress towards four years targets for KPIs to achieve strategic outcomes
with a baseline benchmark and annual target
Dashboard
Monitors the progress of the strategic plan across four perspectives and indentifies KPIs to measure progress towards outcomes
Links planned activities to expected outcomes
Toronto Public Library Strategic Plan 2016-2019
Implementation Compliance and Progress
Logic Model
Balanced Scorecard
Outcomes
Strategic Plan 2016-2019
Accountability Framework
November 21 2016
Toronto Public Library Board Meeting
1
Accountability Framework
Strategic Plan Performance Measures Committee
to provide advice and recommendations to the Board for
strengthening the Boardrsquos monitoring and assessment of the
strategic planrsquos implementation for compliance and progress
2
Accountability Framework
Strategic Plan Performance Measures Committee
bull Met four times from May to November 2016
bull Endorsed Accountability Framework at November 7 2016
meeting
bull Concluded its work
3
Accountability Framework
Purpose of framework
bull To guide the development monitoring and reporting of
The Annual work plan for each year from 2016-2019
The overall achievements of the Strategic Plan over four
years
4
Accountability Framework
bull A reporting structure for the Board to monitor the
progress of the strategic plan and provide guidance
bull Public facing reporting tool to demonstrate openness
and accountability
bull An internal tool for staff
5
Accountability Framework
Strategic Plan 2016-2019
bull Three broad outcomes
Access
Opportunity
Connections
And six strategic priorities
6
Accountability Framework
Strategic Plan 2016-2019
bull Six Strategic Priorities
Advancing TPLrsquos digital Platforms
Breaking down barriers to access driving inclusion
Expanding access to technology and training
Establishing TPL as Torontorsquos centre for continuous and
self-directed learning
Creating community connections through cultural
experiences
Transforming for 21st century service excellence
7
Accountability Framework
Three main tools
bull Balanced Scorecard with Key Performance
Indicators (KPIs)
bull Dashboard for visual presentation
bull Logic Models
8
Accountability Framework
Balanced Scorecard
bull A performance measurement tool developed at the
Harvard Business School
bull Provides a framework to monitor organization
performance from four perspectives the customerrsquos
perspective an internal business perspective an
innovation and learning perspective and the
financial perspective
Balance scorecard Encyclopedia of Business Gale 2000
9
10
Strategic Plan 2016 ndash 2019 Balanced Scorecard
11
Strategic Plan 2016 ndash 2019 Balanced Scorecard
Accountability Framework
Reporting timeline
bull Annual work plan achievements will be reported
to the Board in a semi-annual status report in
June and year end
bull Overall achievements of the strategic plan will be
reported annually to the Board (eg first quarter
of 2017 for 2016) using a balanced scorecard and
presented visually using a dashboard
12
Accountability Framework
13
Accountability Framework
Logic Model
bull A logic model is a systematic and visual way to present the
relationships among the resources to operate a program the
planned activities and the changes or results you hope to
achieve
14
WK Kellogg Foundation Logic Model Development Guide 2004
Accountability Framework
Logic Models
bull A Strategic Plan 2016-2019 aligns 6 strategic priorities
with
Key activities
3 broad strategic outcomes
City of Torontorsquos key strategies
bull Plus a logic model for each of the 6 strategic priorities
15
16
Strategic Plan 2016-2019 Logic Model
17
Strategic Plan 2016-2019 Priority 2 Logic Model
18
Accountability Framework
Questions amp Discussion
19
20
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 1
STAFF REPORT ACTION REQUIRED
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report proposes revised meeting dates for the December 2016 and January 2017
meetings for Toronto Public Library Board approval
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves rescheduling the December 8 2016 Toronto Public Library Board meeting
to December 12 2016 and
2 approves rescheduling the January 23 2017 Toronto Public Library Board meeting to
January 30 2017
FINANCIAL IMPACT
There is no financial impact arising from this report
The Director Finance and Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
At the January 25 2016 meeting the Board approved the schedule for meetings in 2016
including December 8 2016
At the October 24 2016 meeting the Board was provided with the proposed schedule for
meetings in 2017 including January 23 2017 for approval at the January 2017 meeting
14
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 2
COMMENTS
Library staff have recently reviewed the Cityrsquos updated budget schedule The Library Board
meeting in December is not well aligned with the Cityrsquos schedule A later December date
would provide the Board with more opportunity to be informed and kept up-to-date on the
2017 budget as well as to participate in the process As a result the rescheduling of the
December 8 2016 meeting to Monday December 12 is being recommended Board
members were canvassed and quorum is attainable for a meeting on December 12 2016
As the same scenario is also a possibility for the proposed January 23 2017 meeting it is
recommended that the date be changed to January 30 2017
Key dates for the 2017 budget process are shown below
2017 Budget Timetable
Date Political Review TPL Board
2016
Nov 21 Board meeting
Dec 2 Budget Committee launch
Dec 12 (from 8) Board meeting
Dec 161920 (21) Budget Committee presentations
2017
Jan 5 910 Budget Committee public deputations
Jan 12 Budget Committee wrap-up
Jan 24 Budget Committee final
Jan 30 (from 23) Board meeting
Feb 7 Executive Committee
Feb 15 16 (17) Council approval
Feb 21 Board meeting
CONTACT
Nancy Marshall Library Board Officer City Librarianrsquos Office
Tel 416-393-7215 E-mail nmarshalltorontopubliclibraryca
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 3
SIGNATURE
______________________________
Vickery Bowles
City Librarian
Holiday Closures 2017 and January 2018 1
STAFF REPORT ACTION REQUIRED
Holiday Closures 2017 and January 2018
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The purpose of this report is to recommend and receive Toronto Public Library Board
approval for the schedule of holiday closures for 2017 and January 2018
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves the schedule of holiday closures for 2017 and January 2018 as provided
in Attachment 1
FINANCIAL IMPACT
There is no financial impact to the 2017 operating budget arising from the
recommendation in this report The recommended closures are included in the proposed
2017 operating budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
Where Library Board approval is required to establish holiday closures the matter comes
before the Board in the preceding year to ensure adequate notice to the public and staff
COMMENTS
At its meeting on October 26 2015 the Library Board approved the Library closure for
New Yearrsquos Day 2017 on Monday January 2 2017
15
Holiday Closures 2017 and January 2018 2
The Library is open for regular service on Remembrance Day Saturday November 11
2017
The Library will be closed on Monday December 25 2017 for Christmas Day and
Tuesday December 26 2017 for Boxing Day
In 2018 New Yearrsquos Day falls on a Monday and the Library will be closed
All full-time employees whose scheduled day off falls on a holiday closure are
compensated with a day in lieu to be taken at another agreed upon time
It is the practice of the Library to close on the Sundays adjacent to public holidays with
the exception of Family Day
The schedule of holiday closures for 2017 and January 2018 is provided in Attachment 1
CONTACT
Dan Keon Director Human Resources Tel 416-395-5850
E-mail dkeontorontopubliclibraryca
SIGNATURE
_____________________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Holiday Closures 2017 and January 2018
Toronto Public Library Holiday Closures 2017 and January 2018
Sunday January 1 2017 New Yearrsquos Day Closed
Monday January 2 2017 For New Yearrsquos Day Closed
Monday February 20 2017 Family Day Closed
Friday April 14 2017 Good Friday Closed
Sunday April 16 2017 Easter Sunday Closed
Monday April 17 2017 Easter Monday Closed
Monday May 22 2017 Victoria Day Closed
Saturday July 1 2017 Canada Day Closed
Monday August 7 2017 Civic Holiday (Simcoe Day) Closed
Monday September 4 2017 Labour Day Closed
Monday October 9 2017 Thanksgiving Day Closed
Sunday December 24 2017 Christmas Eve Closed
Monday December 25 2017 Christmas Day Closed
Tuesday December 26 2017 Boxing Day Closed
Sunday December 31 2017 New Yearrsquos Eve Closed
Monday January 1 2018 New Yearrsquos Day Closed
New Yearrsquos Day 2017 closure approved by the Library Board on October 26 2015
Attachment 1
Audit Plan for the Year Ending December 31 2016 1
STAFF REPORT INFORMATION ONLY
Audit Plan for the Year Ending December 31 2016
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The attached report from PricewaterhouseCoopers the external auditors summarizes the
planning for their audit of the 2016 financial statements for the Toronto Public Library
Board
FINANCIAL IMPACT
The proposed audit fee of $25000 inclusive of expenses and exclusive of Harmonized
Sales Tax (2015 ndash $25000) is included in the 2016 operating budget It is important to
note that the audit fee does not include extra audit work that may be required due to
scope changes and PricewaterhouseCoopers will advise management as soon as possible
if this were to happen
This is the second year of a five-year audit contract that the City has negotiated The fee
will remain unchanged for the duration of the contract
ISSUE BACKGROUND
Under Section 139 of the City of Toronto Act 2006 the City is required to appoint an
auditor licensed under the Public Accounting Act 2004 who is responsible for annually
auditing the accounts and transactions of the City and its local boards and expressing an
opinion on the financial statements of these entities based on the audit
Council at its March 2015 meeting approved the recommendation of the Audit
Committee to appoint PricewaterhouseCoopers as the external auditor for the City and
Library The contract with PricewaterhouseCoopers is for five years ending with the
audit of the December 31 2019 financial statements
As part of the annual audit PricewaterhouseCoopers provides an Audit Plan report to the
Toronto Public Library Board The auditors will conduct their audit of the 2016 financial
statements pursuant to this plan
17
Audit Plan for the Year Ending December 31 2016 2
COMMENTS
Attached is PricewaterhouseCoopersrsquo Audit Plan for the Library which summarizes their
view on audit risks the nature extent and timing of the audit work and the terms of
engagement
On completion of the audit PricewaterhouseCoopers will issue the Audited Financial
Statements and a Year-End Report to the Board that will provide key matters for
discussion significant audit accounting and financial reporting matters summary of
unadjusted and adjusted items other required communications internal control
recommendations and a confirmation of auditor independence
Work on the interim audit was completed in October 2016 and the year-end audit is
expected to be completed by March 2016
CONTACT
Larry Hughsam Director Finance amp Treasurer Tel 416-397-5946
E-mail lhughsamtorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Board ndash Audit Plan for the year ending
December 31 2016
wwwpwccomca
Audit planfor the yearendingDecember31 2016
Toronto PublicLibrary Board
pwc
pwc
October 28 2016
Members of the BoardToronto Public Library Board
Dear Members of the Board
We are pleased to present an overview of our audit plan for the 2016 audit of the financial statementsof Toronto Public Library Board (the Library) prepared in accordance with Canadian Public SectorAccounting Standards (PSAS) (referred to as the ldquofinancial statementsrdquo from now on)
This overview includes our view on audit risks and the nature extent and timing of our audit work
We value your feedback and if you have any questions about the identified risks and our audit approachplease do not hesitate to contact the undersigned at (416) 228-1922
Yours very truly
Tern McUnnonPartnerRisk Assurance Services
cc Mr Larry Hughsam Director Finance and Treasurer
PricewatcrhouseCoopers UPnyC Tower i8 York Street Suite 2600 Toronto Ontario Canada M oB2T +1 416 8631133 F +1 416 365 8215 wwwpwccomca
lsquoPwt relera to Pdcewatethousetoopers LLP an Ontario limiled liabiLity paruiership
Toronto Public Library Board Audit plan for the year ending December 31 2016
Communications to the Board
Key mattersfor Commentsdiscussion
Client service team Tern McKinnon is your engagement leader and Julianne Cooke is your engagementmanager
Service deliverables We will audit the Libraryrsquos financial statements as of December 31 2016 and for theyear then ending prepared in accordance with PSAS
Our engagement letter which has been signed by the City of Toronto sets out theterms and conditions for our engagement as the independent auditor of the Libraryfor the above-mentioned year In addition our engagement letter outlines ourresponsibilities as the auditor and the responsibilities of management
Audit timeline We worked with management to develop this project timelinemdash Interim visit October 17-21 2016mdash Year-end visit March20 mdash March 31 2017mdash Clearance meeting with management To be confirmedmdash Deliveryfiling of financial statements To be confirmed
Audit approach Our audit approach is a mixture of tests of internal controls and substantive testingOur audit approach is designed to allow us to execute a quality and efficient auditWe do this byi gaining an understanding of the business by focusing on new developments
and key business issues affecting the Library as well as managementrsquosmonitoring of controls and business processes
ii identiring significant audit risks sharing our perspectives obtaining yourfeedback and ensuring our audit is tailored to these risks
iii using well-reasoned professional judgment especially in areas that aresubjective or require estimates and
iv leveraging reliance where possible on the Libraryrsquos internal controls andinformation technology and data systems
In the current year our planned work will include testing of key controls in thefollowing areasmdash Purchases payables and disbursementsmdash Payroll
All other areas will be subject to tests of detail
Significant risks are risks of material misstatement that we think need special auditconsideration We identified several significant audit risks and plan to address themas follows Please let us know if you agree that these are the most significant risksfrom your point of view and if you have any other areas of concern
PwC I
Toronto Public Library Board Audit plan for the year ending December 31 2016
Significant risk to Managementrsquos response and our audit approachdiscuss
Risk of management Accounting regulatory authorities require that the risk of material misstatement dueoverride of controls to management override of controls be considered a significant risk on every audit
engagement
This represents the risk that internal controls at the Library maybe circumvented toachieve desired financial results or gain inappropriate access to financial resources
In order to address this risk we will perform the followingbull All non-routine journal entries are reviewed and approved by the appropriate
level of managementbull We will review manual journal entries focusing on large and unusual entriesbull We will review accounting estimates for biases that could result in material
misstatementbull We will incorporate unpredictable procedures in the audit approach
Risk of fraud in revenue The risk of fraud in revenue recognition is a presumed significant risk underrecognition Canadian Auditing Standards We will assess this risk through the consideration of
the Libraryrsquos revenue recognition policies the incentivepressure to fraudulentlymisstate revenue and the potential opportunity
In order to address this risk we will perform the following
bull Update our understanding of managementrsquos processes and internal controlssurrounding revenue recognition
bull Obtain confirmations from the City of Toronto for subsidies received duringthe year
bull Test significant revenue streams through testing a sample of transactions tosupporting documents
Materiality Misstatements are considered to be material if they could reasonably be expected toinfluence the economic decisions of users of the financial statements We have set apreliminanrsquo materialihrsquo of S6i6oooo We will report unadjusted and adjusted itemsover S6i6ooo to the Board on completion of the audit
Fraud risk We discuss fraud risk annually with the Board Through our planning process (andprior yearsrsquo audits) we developed an understanding of your oversight processesincluding
Employee code of ethicsmdash Discussion at Board meetings and our attendance at those meetings or
reviewing minutes of meetingsmdash Presentations by management including business performance reviewsmdash Signing authorities
Are there any new processes or changes to the items above that we should be awareoP
We are not aware of any fraud Are you aware of instances of any actual suspected or
____________________________
alleged fraud affecting the Library
PwC 2
Toronto Public Ubrary Board Audit plan for the year ending December 31 2016
The matters raised In this and other reports that will flow from the audit are only those that have come to our attention arising from or relevant toour audit that we believe need to be brought to your attention They are not a comprehensive record of all the matters arising and in particularwe cannot be held responsible for reporting all risks in your business or all internal control weaknesses This report has been prepared solely foryour use It was not prepared or intended for any other purpose No other person or entity shall place any reliance upon the accuracy orcompleteness of statements made herein PwC does not assume responsibility to any third party and in no event shall PwC have any liabilityfor damages costs or losses suffered by reason of any reliance upon the contents of this report by any person or entity other than you
PwC 3
copy 2015 PricewaterhouseCoopers LLP an Ontario limited liability partnership All rights reserved
Board Resolutions ndash Status Report 1
STAFF REPORT INFORMATION ONLY
Board Resolutions ndash Status Report
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report lists the status of outstanding Toronto Public Library Board resolutions
BACKGROUND INFORMATION
At the April 2 2012 meeting the Toronto Public Library Board approved the inclusion of
Board Resolutions ndash 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 ndash Status Report ndash November 21 2016
18
1
STATUS REPORT
TORONTO PUBLIC LIBRARY BOARD RESOLUTIONS
AS AT NOVEMBER 21 2016
DATE OF
MEETING
MOTION
(Ref Minute )
STATUS
TARGET
DATE
Sep 8 2014 14-150 ndash Notice of Motion Funding and Timing of
PerthDupont Branch Relocation
5 requests that the local City Councillor consult
with the local community and make a
recommendation to the Board for a new name for
the relocated branch (which will no longer be
located at the corner of Perth and Dupont)
IN PROGRESS Staff to bring a recommendation to
the Board for a new name for the relocated branch to
the Board for approval
To be
determined
Feb 22 2016 16-040 ndash Naming Opportunity ndash Daniel Grafton
Hill III
2 requests staff to provide updates to the
Toronto Public Library Board on this
initiative at strategic intervals
IN PROGRESS This initiative is dependent on a
future branch capital project and consultation
process
To be
determined
Oct 24 2016 16-193 ndash Toronto Public Library Board ndash Self-
Evaluation
2 conducts a pilot self-evaluation during the
month of November 2016 and discusses the
results of the evaluation at the January 2017
meeting
IN PROGRESS A report is expected to be provided
at the January 2017 meeting
January 2017
meeting
Attachment 1
MINUTES Page 3
Toronto Public Library Board ndash Strategic Plan Performance Measures Committee
Meeting No 4 Monday November 7 2016 from 530 pm to 600 pm
Toronto Reference Library Board Room 789 Yonge Street Toronto
SPPM Presentations
16-035 There were no public presentations at the November 7 2016 Strategic Plan
Performance Measures Committee meeting
Item for Approval
SPPM Strategic Plan 2016-2019 Accountability Framework Reporting Tools and Key
16-036 Performance Indicators
Elizabeth Glass Director Policy Planning amp Performance Management
responded to questions from committee members
Moved by L Colley
That the Strategic Plan Performance Measurement Committee
1 endorses the Strategic Plan accountability framework as outlined in the
flowchart (Attachment 1)
2 endorses the logic model examples that will be used as templates for
developing a logic model for each strategic priority (Attachments 2
and 3)
3 endorses the balanced scorecard and recommended key performance
indicators for the Boardrsquos monitoring and assessment of the Strategic
Planrsquos progress (Attachment 4)
Carried
Staff were directed to provide Board members with an overview of the
accountability framework for the Strategic Plan with the tools KPIs and the
reporting timelines
SPPM Adjournment
16-037 Moved by L Colley
That the Strategic Plan Performance Measures Committee
1 adjourns the November 7 2016 Strategic Plan Performance Measures
Committee meeting
Carried
The meeting ended at 600 pm
Signed
Strategic Plan 2016-2019 Accountability Framework 1
STAFF REPORT ACTION REQUIRED
Strategic Plan 2016-2019 Accountability Framework
Date November 21 2016
To Toronto Public Library Board
From Strategic Plan Performance Measures Committee
SUMMARY
The purpose of this report is to recommend the approval of the Strategic Plan 2016-2019
Accountability Framework to the Toronto Public Library Board
A Strategic Plan Performance Measures Committee was established on April 25 2016 to
provide advice and recommendations to the Board for strengthening the Boardsrsquo
monitoring and assessment of the strategic planrsquos implementation for compliance and
progress
The Committee met four times from May to November 2016 to receive and inform the
development of the Strategic Plan 2016-2019 Accountability Framework which contains
three main tools a balanced scorecard with key performance indicators a dashboard to
visually present the results and a logic model to show the alignment between the strategic
priorities key activities over four years and the expected outcomes and impact
At its November 7 2016 meeting the Committee endorsed the Accountability Framework
and concluded its work
RECOMMENDATIONS
The Strategic Plan Performance Measures Committee recommends that the Toronto
Public Library Board
1 approves the Strategic Plan 2016-2019 Accountability Framework
FINANCIAL IMPACT
There is no financial impact beyond what has already been approved in the current yearrsquos
budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
13c
Strategic Plan 2016-2019 Accountability Framework 2
DECISION HISTORY
At its April 25 2016 meeting the Library Board received the following report Strategic
Plan Performance Measures Committee Terms of Reference and approved the Terms of
Reference for the Strategic Plan Performance Measures Committee as outlined in
Attachment 1
httpwwwtorontopubliclibrarycacontentabout-the-
librarypdfsboardmeetings2016apr2512-performance-measures-committee-terms-of-
referencepdf
httpwwwtorontopubliclibrarycacontentabout-the-
librarypdfsboardmeetings2016apr2512-performance-measures-committee-terms-of-
reference-att-1pdf
At its May 31 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Status and Performance
Management Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-may-31jsp
At its July 13 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Status and Performance
Management Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-jul-13jsp
At its September 20 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Accountability
Framework and Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-sep-20jsp
At its November 7 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Accountability
Framework Reporting Tools amp key Performance Indicators
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-nov-07jsp
ISSUE BACKGROUND
The Strategic Plan Performance Measures Committee was established on April 25 2016 to
provide advice and recommendations to the Library Board for strengthening the Boardrsquos
monitoring and assessment of the strategic planrsquos implementation for compliance and
progress
During the development of the Accountability Framework and the reporting tools the
Committee met four times from May to November 2016 to receive information and provide
advice At its November 7 2016 meeting the Committee endorsed the Framework and
concluded its work
Strategic Plan 2016-2019 Accountability Framework 3
COMMENTS
There are three broad outcomes for the Strategic Plan 2016-2019 based on input gathered
from Toronto residents during the strategic plan consultation process
Expanding Access
Increasing Opportunity
Building Connections
Six strategic priorities were established to advance the broad outcomes
Advancing TPLrsquos digital platforms
Breaking down barriers to access driving inclusion
Expanding access to technology and training
Establishing TPL as Torontorsquos centre for continuous and self-directed learning
Creating community connections through cultural experiences
Transforming for 21st century service excellence
The purpose of the Accountability Framework is to guide the development monitoring and
reporting of the annual work plan for each of the four years from 2016 to 2019 and the
overall achievements of the Strategic Plan over four years It serves as
a reporting structure for the Board to monitor the progress of the strategic plan and
provide guidance
a public facing reporting tool to demonstrate openness and accountability
an internal tool to advance shared understanding of the strategic priorities and guide the
work of staff
The Accountability Framework is composed of three main tools
1 Balanced Scorecard with key performance indicators (Attachment 1 amp Attachment 2)
The overall achievements of the strategic plan will be reported using a balanced
scorecard approach with key performance indicators established under four
perspectives Customer Operational Learning amp Growth and Financial Work plan
achievements will be reported to the Board in a semi-annual status report
2 Dashboard (Attachment 3)
A dashboard format will be used to visually present the strategic plan achievements
as measured against the key performance indicators and targets This will be reported
to the Board annually
3 Logic Models
A logic model (Attachment 4) is developed to align the six strategic priorities with
key activities the broad outcomes and the contribution to the success of City of
Torontorsquos key strategies over four years
Logic models will also be developed for each strategic priority with appropriate key
activities and outcomes to guide the development of annual work plans strategic
Strategic Plan 2016-2019 Accountability Framework 4
partnerships and funding priorities Attachment 5 shows an example of a logic model
for Strategic Priority 2 Breaking down barriers to access driving inclusion
The flowchart in Attachment 6 illustrates the relationship of the three tools The key activity
of Expanding Access to branches and community service points under Priority 2 is provided
as an example
CONTACT
Elizabeth Glass Director Policy Planning amp Performance Management
Tel 416-395-5602 E-mail eglasstorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Balanced Scorecard with Key Performance Indicators
Attachment 2 List of Strategic Plan 2016-2019 Key Performance Indicators
Attachment 3 Dashboard example
Attachment 4 Strategic Plan 2016-2019 Logic Model
Attachment 5 Strategic Plan 2016-2019 Priority 2 Logic Model
Attachment 6 Strategic Plan 2016-2019 Accountability Framework Flowchart
Strategic Plan 2016 mdash 2019 Balanced Scorecard Attachment 1
Key Performance Indicators
Total number of active members
bull Total use per capita
bull Visits per capita
bull Virtual visits per capita
bull In-branch technology utilization rate internet access workstationper 100000 population wireless connections per capita
bull Utilization rate (program capacity) learning programs(ESL + Literacy + User Ed + lifelong learning)
bull Utilization rate of technology training programs
bull Utilization rate of cultural programs
bull ft of branches providing regular after-schoolprogramming from September to June
bull User satisfaction overall
bull User satisfaction in-branch technology(computers software wifi)
Users satisfaction knowledge andhelpfulness of staff
Key Performance Indicators
bull Total Open Hours
bull ft of Sunday branches (September to June)
bull ft of NIA Sunday branches (September to June)
bull ft of Sunday branches (Year-round)
ft of NIA Sunday branches (Year-round)
Turnover rate of circulating items
of special collections that are digitized
KKey Performance Indicators
bull Logic Models and evaluation frameworksdeveloped for strategic priorities
bull Spending in staff development (Total Averageper staff)
bull staff who report they have the skills andtraining to meet service delivery outcomes
bull of staff who report high levels ofengagement
Key Performance Indicators
bull Cost per use
Operating Expenditures
Operating expenditures per capita
Operating expenditures for electronic materials
Operating expenditures for digital technology
bull Total funding
bull Total funding per capita
bull Total funding from TPL Foundation
Page 1 of 1
Strategic Plan 2016-2019 Balanced Scorecard Key Performance Indicators
Customer Perspective Operational Perspective Learning amp Growth Perspective Financial Perspective
Total number of active members
Total use per capita o Visits per capita
Virtual visits per capita
In-branch technology utilization rate internet access workstation per 100000 population wireless connections per capita
Utilization rate (program capacity) learning programs (ESL + Literacy + User Ed + lifelong learning)
Utilization rate of technology training programs
Utilization rate of cultural programs
of branches providing regular after-school programming from September to June
User satisfaction overall
User satisfaction in-branch technology (computers software wifi)
Users satisfaction knowledge and helpfulness of staff
Total Open Hours o of Sunday branches
(September to June) o of NIA Sunday branches
(September to June) o of Sunday branches
(Year-round) o of NIA Sunday branches
(Year-round)
Turnover rate of circulating items
of special collections that are digitized
Logic Models and evaluation frameworks developed for strategic priorities
Spending in staff development (Total Average per staff)
staff who report they have the skills and training to meet service delivery outcomes
of staff who report high levels of engagement
Cost per use
Operating Expenditures o Operating expenditures per
capita
Operating expenditures for electronic materials
Operating expenditures for digital technology
Total funding o Total funding per capita o Total funding from TPL
Foundation
Attachment 2
Attachment 3
Strategic Plan 2016-2019 Dashboard
Key Performance Indicators
Example Open Hours
2016 Activities that will move the dial Status
Sunday service expanded to create year-round service at 6 District and 2 R amp R branches and added to 6 neighbourhood branches to provide seasonal Sunday service
Measure Baseline (2015) Current (Dec 2016) Target (2019) change
Total open hours 269672 hours 274397 hours 281878 hours + 45
Attachment 4
Toronto Public Library Strategic Plan 2016-2019 Logic Model
Torontonians are aware of library services to
address immediate needs
Create and implement Digital Strategy to develop online services
Torontonians have access to reading and
learning materials in a wide range of formats
and levels to support the joy of reading and
lifelong learning
TPL has resources and well-trained staff to
deliver strategic outcomes
Torontonians are connected through cultural
and leisure experiences and opportunites
TPL provides exceptional services and
experience at customers every point of need
TPL increased partnership and funding
opportunities with City of Toronto community
organizations and funding partners
Torontonians have improved access to
technology and staff assistance to develop
technology skills
Torontonians have expanded access to
emerging technology innovation spaces and
programs
Torontonians have new experiential
collaborative and e-learning opporunities to
support education employment and multiple
literacies
Use technology to drive improvements in business processes and
efficiency eg cloud analytics
Torontonians have equitable
support to learning and training
and gain the knowledge multiple
literacy skills and networks to
enrich their education work life and
leisure experiences
Torontonians have access to
programs and activities to support
and enhance diverse cultural
experiences and library collections
that reflect their cultural ineterests
and needs
Support readers of all ages and interests with diverse collections
readers advisory and a wide range of literary and cultural programs
Toronto children and youth have additional safe
after school social and learning environments
and programs
Priorities Key Activities
Mission Toronto Public Library provides free and equitable access to services which meet the changing needs of Torontonians The Library preserves and promotes universal
access to a broad range of human knowledge experience information and ideas in a welcoming and supportive environment
Establishing TPL as Torontos
centre for continuous and self-
dlirected learning
Impact
Expanding access to technology
and training
Advancing TPLs digital platforms
Breaking down barriers to access
driving inclusion
Expand high quality out-of-school-time programs for children and youth
Increase awareness and engagement across library channels
Allocate additional resources to sustain current and emerging
technology
Provide access to current and emerging technology and training in
library branches and community locations
Identify and remove policy barriers to online and in-person servicesToronto Public Library is a
community asset that builds
community capacity and improves
Torontonians well-being
Toronto Public Library contributes to the success of
Toronto Strong Neighbourhood Strategy 2020
Actions for strong Neighbourhoods
under five domains
Physical surroundings
Economic opportunities
Healthy lives
Social development and
Participation in civic decision-making
Toronto Public Library is a key partner in
City of Torontos Poverty Reduction Strategy
in addressing the issues of
service access and availability
Toronto Public Library supports the positive
outcomes of City of Torontos strategies for targeted
population including
Raising the Village Measuring the Well-being
of Children and Families in Toronto
Toronto Youth Equity Strategy
Toronto Newcomer Strategy
Toronto Seniors Strategy
Expand access to branches and community service points
Develop new resources programs and partnerships to deliver eLearning
programs
Provide in-branch resources space and technology to support
experiential learning
Provide resources and programs to support civic engagement
community events and discussion of social issues
Transforming for 21st century
service excellence Dedicate staff resources and training to provide expertise in key
strategic areas eg technology and literacy
Torontonians are empowered and supported in
their partcipation in civic lifeCreating community connections
through cultural experiences
Create diverse and inclusive cultural programs and experiences in
branch and online spaces
Curate and digitize special collections to reflect Torontos diverse
history culture and heritage
Develop organizational structure and culture to support innovation and
customer service excellence
ACCESS
OPPORTUNITY
CONNECTIONS
Outcomes
Torontonians have easy convienient online
access to library collections and services
Torontonians have convenient and local access
to neighbourhood spaces and services
Attachment 5
Expand online services
Develop self-serve Library Kiosks
Increased program offerings
After hours access implemented
Increased online service options
Increased self-service options
CONNECTIONS
Understand City demographics
demands and use of a full range of
library services
Develop after-hours access at branches
2 Breaking down
barriers to access
driving inclusion
Toronto Public Library contributes to the success of
City of Torontos key strategies including
Toronto Strong Neighbourhood Strategy 2020
bull Targeting appropriate resources to
respond to neighbourhood needs
Toronto Poverty Reduction Strategy
bull Address immediate needs
bull Create pathways to prosperity
bull Increase service access and availability
ACCESS
OPPORTUNITYLibrary membership options reflect
users online and branch access
needs
Provide access to current
and emerging technology
and training in library
branches and community
locations
Increase awareness and
engagement across library
channels
Sunday service expanded in target
branches
Identify and remove policy
barriers to online and in-
person services
Expand access to branches
and community service
points
Number of blocked library cards
reduced in target populations
Toronto Public Library Strategic Plan 2016-2019 Logic Model
Priority Impact
Mission Toronto Public Library provides free and equitable access to services which meet the changing needs of Torontonians The Library preserves and promotes universal access to a broad
range of human knowledge experience information and ideas in a welcoming and supportive environment
OutcomeKey Activities
Toronto Youth Equity Strategy
bull Service gaps
bull Service relevance amp accessibility
Toronto Newcomer Strategy
bull Improving access to municipal supports
bull Supporting civic engagement and
community capacity
Develop marketing strategy and conduct
publicity campaigns
Toronto Seniors Strategy
bull Equity
bull Inclusion
bull Respect
bull Quality of life
Expand access to library service in
community locations
Toronto Public Library is a
community asset that builds
community capacity and improves
Torontonians
well-being
Torontonians have equitable
support to learning and training
and gain the knowledge multiple
literacy skills and networks to
enrich their education work life
and leisure experiences
Torontonians have access to
programs and activities to support
and enhance diverse cultural
experiences and library
collections that reflect their
cultural ineterests and needsIncreased circulation of library
materials
Identify and remove policy barriers to
online and in-person services
Raising the Village Measuring the
Well-being of Children and Families in Toronto
bull Families have equitable access to
learning and training and are active in
their childrenrsquos education
bull Families belong to communities and
have the freedom to express and
opportunities to foster their culture and
identity
Torontonians are aware of library
services to address immediate needs
Conduct outreach and customer
engagement programs
Expand branch hours with additional
programs
Torontonians have easy
convienient online access to library
collections and services
Torontonians have convenient and
local access to neighbourhood
spaces and services
Attachment 6
Accountability Framework
Example
Priority Key Activity Short Term Medium Term Impact
Breaking down barriers to access
driving inclusion
Expand access to branches and
community service points
Torontonians have convenient and
local access to neighbourhood spaces
and services
Toronto Public Library is a community
asset that builds community capacity
and improves Torontonians well-being
Toronto Poverty Reduction Strategy
Increase service access and availability
Example
Customer Perspective Operational Perspective Learning amp Growth Perspective Financial Perspective
Utilization rate Service hours added Staff training Cost per use
Example
Is a visual representation of progress towards four years targets for KPIs to achieve strategic outcomes
with a baseline benchmark and annual target
Dashboard
Monitors the progress of the strategic plan across four perspectives and indentifies KPIs to measure progress towards outcomes
Links planned activities to expected outcomes
Toronto Public Library Strategic Plan 2016-2019
Implementation Compliance and Progress
Logic Model
Balanced Scorecard
Outcomes
Strategic Plan 2016-2019
Accountability Framework
November 21 2016
Toronto Public Library Board Meeting
1
Accountability Framework
Strategic Plan Performance Measures Committee
to provide advice and recommendations to the Board for
strengthening the Boardrsquos monitoring and assessment of the
strategic planrsquos implementation for compliance and progress
2
Accountability Framework
Strategic Plan Performance Measures Committee
bull Met four times from May to November 2016
bull Endorsed Accountability Framework at November 7 2016
meeting
bull Concluded its work
3
Accountability Framework
Purpose of framework
bull To guide the development monitoring and reporting of
The Annual work plan for each year from 2016-2019
The overall achievements of the Strategic Plan over four
years
4
Accountability Framework
bull A reporting structure for the Board to monitor the
progress of the strategic plan and provide guidance
bull Public facing reporting tool to demonstrate openness
and accountability
bull An internal tool for staff
5
Accountability Framework
Strategic Plan 2016-2019
bull Three broad outcomes
Access
Opportunity
Connections
And six strategic priorities
6
Accountability Framework
Strategic Plan 2016-2019
bull Six Strategic Priorities
Advancing TPLrsquos digital Platforms
Breaking down barriers to access driving inclusion
Expanding access to technology and training
Establishing TPL as Torontorsquos centre for continuous and
self-directed learning
Creating community connections through cultural
experiences
Transforming for 21st century service excellence
7
Accountability Framework
Three main tools
bull Balanced Scorecard with Key Performance
Indicators (KPIs)
bull Dashboard for visual presentation
bull Logic Models
8
Accountability Framework
Balanced Scorecard
bull A performance measurement tool developed at the
Harvard Business School
bull Provides a framework to monitor organization
performance from four perspectives the customerrsquos
perspective an internal business perspective an
innovation and learning perspective and the
financial perspective
Balance scorecard Encyclopedia of Business Gale 2000
9
10
Strategic Plan 2016 ndash 2019 Balanced Scorecard
11
Strategic Plan 2016 ndash 2019 Balanced Scorecard
Accountability Framework
Reporting timeline
bull Annual work plan achievements will be reported
to the Board in a semi-annual status report in
June and year end
bull Overall achievements of the strategic plan will be
reported annually to the Board (eg first quarter
of 2017 for 2016) using a balanced scorecard and
presented visually using a dashboard
12
Accountability Framework
13
Accountability Framework
Logic Model
bull A logic model is a systematic and visual way to present the
relationships among the resources to operate a program the
planned activities and the changes or results you hope to
achieve
14
WK Kellogg Foundation Logic Model Development Guide 2004
Accountability Framework
Logic Models
bull A Strategic Plan 2016-2019 aligns 6 strategic priorities
with
Key activities
3 broad strategic outcomes
City of Torontorsquos key strategies
bull Plus a logic model for each of the 6 strategic priorities
15
16
Strategic Plan 2016-2019 Logic Model
17
Strategic Plan 2016-2019 Priority 2 Logic Model
18
Accountability Framework
Questions amp Discussion
19
20
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 1
STAFF REPORT ACTION REQUIRED
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report proposes revised meeting dates for the December 2016 and January 2017
meetings for Toronto Public Library Board approval
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves rescheduling the December 8 2016 Toronto Public Library Board meeting
to December 12 2016 and
2 approves rescheduling the January 23 2017 Toronto Public Library Board meeting to
January 30 2017
FINANCIAL IMPACT
There is no financial impact arising from this report
The Director Finance and Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
At the January 25 2016 meeting the Board approved the schedule for meetings in 2016
including December 8 2016
At the October 24 2016 meeting the Board was provided with the proposed schedule for
meetings in 2017 including January 23 2017 for approval at the January 2017 meeting
14
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 2
COMMENTS
Library staff have recently reviewed the Cityrsquos updated budget schedule The Library Board
meeting in December is not well aligned with the Cityrsquos schedule A later December date
would provide the Board with more opportunity to be informed and kept up-to-date on the
2017 budget as well as to participate in the process As a result the rescheduling of the
December 8 2016 meeting to Monday December 12 is being recommended Board
members were canvassed and quorum is attainable for a meeting on December 12 2016
As the same scenario is also a possibility for the proposed January 23 2017 meeting it is
recommended that the date be changed to January 30 2017
Key dates for the 2017 budget process are shown below
2017 Budget Timetable
Date Political Review TPL Board
2016
Nov 21 Board meeting
Dec 2 Budget Committee launch
Dec 12 (from 8) Board meeting
Dec 161920 (21) Budget Committee presentations
2017
Jan 5 910 Budget Committee public deputations
Jan 12 Budget Committee wrap-up
Jan 24 Budget Committee final
Jan 30 (from 23) Board meeting
Feb 7 Executive Committee
Feb 15 16 (17) Council approval
Feb 21 Board meeting
CONTACT
Nancy Marshall Library Board Officer City Librarianrsquos Office
Tel 416-393-7215 E-mail nmarshalltorontopubliclibraryca
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 3
SIGNATURE
______________________________
Vickery Bowles
City Librarian
Holiday Closures 2017 and January 2018 1
STAFF REPORT ACTION REQUIRED
Holiday Closures 2017 and January 2018
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The purpose of this report is to recommend and receive Toronto Public Library Board
approval for the schedule of holiday closures for 2017 and January 2018
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves the schedule of holiday closures for 2017 and January 2018 as provided
in Attachment 1
FINANCIAL IMPACT
There is no financial impact to the 2017 operating budget arising from the
recommendation in this report The recommended closures are included in the proposed
2017 operating budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
Where Library Board approval is required to establish holiday closures the matter comes
before the Board in the preceding year to ensure adequate notice to the public and staff
COMMENTS
At its meeting on October 26 2015 the Library Board approved the Library closure for
New Yearrsquos Day 2017 on Monday January 2 2017
15
Holiday Closures 2017 and January 2018 2
The Library is open for regular service on Remembrance Day Saturday November 11
2017
The Library will be closed on Monday December 25 2017 for Christmas Day and
Tuesday December 26 2017 for Boxing Day
In 2018 New Yearrsquos Day falls on a Monday and the Library will be closed
All full-time employees whose scheduled day off falls on a holiday closure are
compensated with a day in lieu to be taken at another agreed upon time
It is the practice of the Library to close on the Sundays adjacent to public holidays with
the exception of Family Day
The schedule of holiday closures for 2017 and January 2018 is provided in Attachment 1
CONTACT
Dan Keon Director Human Resources Tel 416-395-5850
E-mail dkeontorontopubliclibraryca
SIGNATURE
_____________________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Holiday Closures 2017 and January 2018
Toronto Public Library Holiday Closures 2017 and January 2018
Sunday January 1 2017 New Yearrsquos Day Closed
Monday January 2 2017 For New Yearrsquos Day Closed
Monday February 20 2017 Family Day Closed
Friday April 14 2017 Good Friday Closed
Sunday April 16 2017 Easter Sunday Closed
Monday April 17 2017 Easter Monday Closed
Monday May 22 2017 Victoria Day Closed
Saturday July 1 2017 Canada Day Closed
Monday August 7 2017 Civic Holiday (Simcoe Day) Closed
Monday September 4 2017 Labour Day Closed
Monday October 9 2017 Thanksgiving Day Closed
Sunday December 24 2017 Christmas Eve Closed
Monday December 25 2017 Christmas Day Closed
Tuesday December 26 2017 Boxing Day Closed
Sunday December 31 2017 New Yearrsquos Eve Closed
Monday January 1 2018 New Yearrsquos Day Closed
New Yearrsquos Day 2017 closure approved by the Library Board on October 26 2015
Attachment 1
Audit Plan for the Year Ending December 31 2016 1
STAFF REPORT INFORMATION ONLY
Audit Plan for the Year Ending December 31 2016
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The attached report from PricewaterhouseCoopers the external auditors summarizes the
planning for their audit of the 2016 financial statements for the Toronto Public Library
Board
FINANCIAL IMPACT
The proposed audit fee of $25000 inclusive of expenses and exclusive of Harmonized
Sales Tax (2015 ndash $25000) is included in the 2016 operating budget It is important to
note that the audit fee does not include extra audit work that may be required due to
scope changes and PricewaterhouseCoopers will advise management as soon as possible
if this were to happen
This is the second year of a five-year audit contract that the City has negotiated The fee
will remain unchanged for the duration of the contract
ISSUE BACKGROUND
Under Section 139 of the City of Toronto Act 2006 the City is required to appoint an
auditor licensed under the Public Accounting Act 2004 who is responsible for annually
auditing the accounts and transactions of the City and its local boards and expressing an
opinion on the financial statements of these entities based on the audit
Council at its March 2015 meeting approved the recommendation of the Audit
Committee to appoint PricewaterhouseCoopers as the external auditor for the City and
Library The contract with PricewaterhouseCoopers is for five years ending with the
audit of the December 31 2019 financial statements
As part of the annual audit PricewaterhouseCoopers provides an Audit Plan report to the
Toronto Public Library Board The auditors will conduct their audit of the 2016 financial
statements pursuant to this plan
17
Audit Plan for the Year Ending December 31 2016 2
COMMENTS
Attached is PricewaterhouseCoopersrsquo Audit Plan for the Library which summarizes their
view on audit risks the nature extent and timing of the audit work and the terms of
engagement
On completion of the audit PricewaterhouseCoopers will issue the Audited Financial
Statements and a Year-End Report to the Board that will provide key matters for
discussion significant audit accounting and financial reporting matters summary of
unadjusted and adjusted items other required communications internal control
recommendations and a confirmation of auditor independence
Work on the interim audit was completed in October 2016 and the year-end audit is
expected to be completed by March 2016
CONTACT
Larry Hughsam Director Finance amp Treasurer Tel 416-397-5946
E-mail lhughsamtorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Board ndash Audit Plan for the year ending
December 31 2016
wwwpwccomca
Audit planfor the yearendingDecember31 2016
Toronto PublicLibrary Board
pwc
pwc
October 28 2016
Members of the BoardToronto Public Library Board
Dear Members of the Board
We are pleased to present an overview of our audit plan for the 2016 audit of the financial statementsof Toronto Public Library Board (the Library) prepared in accordance with Canadian Public SectorAccounting Standards (PSAS) (referred to as the ldquofinancial statementsrdquo from now on)
This overview includes our view on audit risks and the nature extent and timing of our audit work
We value your feedback and if you have any questions about the identified risks and our audit approachplease do not hesitate to contact the undersigned at (416) 228-1922
Yours very truly
Tern McUnnonPartnerRisk Assurance Services
cc Mr Larry Hughsam Director Finance and Treasurer
PricewatcrhouseCoopers UPnyC Tower i8 York Street Suite 2600 Toronto Ontario Canada M oB2T +1 416 8631133 F +1 416 365 8215 wwwpwccomca
lsquoPwt relera to Pdcewatethousetoopers LLP an Ontario limiled liabiLity paruiership
Toronto Public Library Board Audit plan for the year ending December 31 2016
Communications to the Board
Key mattersfor Commentsdiscussion
Client service team Tern McKinnon is your engagement leader and Julianne Cooke is your engagementmanager
Service deliverables We will audit the Libraryrsquos financial statements as of December 31 2016 and for theyear then ending prepared in accordance with PSAS
Our engagement letter which has been signed by the City of Toronto sets out theterms and conditions for our engagement as the independent auditor of the Libraryfor the above-mentioned year In addition our engagement letter outlines ourresponsibilities as the auditor and the responsibilities of management
Audit timeline We worked with management to develop this project timelinemdash Interim visit October 17-21 2016mdash Year-end visit March20 mdash March 31 2017mdash Clearance meeting with management To be confirmedmdash Deliveryfiling of financial statements To be confirmed
Audit approach Our audit approach is a mixture of tests of internal controls and substantive testingOur audit approach is designed to allow us to execute a quality and efficient auditWe do this byi gaining an understanding of the business by focusing on new developments
and key business issues affecting the Library as well as managementrsquosmonitoring of controls and business processes
ii identiring significant audit risks sharing our perspectives obtaining yourfeedback and ensuring our audit is tailored to these risks
iii using well-reasoned professional judgment especially in areas that aresubjective or require estimates and
iv leveraging reliance where possible on the Libraryrsquos internal controls andinformation technology and data systems
In the current year our planned work will include testing of key controls in thefollowing areasmdash Purchases payables and disbursementsmdash Payroll
All other areas will be subject to tests of detail
Significant risks are risks of material misstatement that we think need special auditconsideration We identified several significant audit risks and plan to address themas follows Please let us know if you agree that these are the most significant risksfrom your point of view and if you have any other areas of concern
PwC I
Toronto Public Library Board Audit plan for the year ending December 31 2016
Significant risk to Managementrsquos response and our audit approachdiscuss
Risk of management Accounting regulatory authorities require that the risk of material misstatement dueoverride of controls to management override of controls be considered a significant risk on every audit
engagement
This represents the risk that internal controls at the Library maybe circumvented toachieve desired financial results or gain inappropriate access to financial resources
In order to address this risk we will perform the followingbull All non-routine journal entries are reviewed and approved by the appropriate
level of managementbull We will review manual journal entries focusing on large and unusual entriesbull We will review accounting estimates for biases that could result in material
misstatementbull We will incorporate unpredictable procedures in the audit approach
Risk of fraud in revenue The risk of fraud in revenue recognition is a presumed significant risk underrecognition Canadian Auditing Standards We will assess this risk through the consideration of
the Libraryrsquos revenue recognition policies the incentivepressure to fraudulentlymisstate revenue and the potential opportunity
In order to address this risk we will perform the following
bull Update our understanding of managementrsquos processes and internal controlssurrounding revenue recognition
bull Obtain confirmations from the City of Toronto for subsidies received duringthe year
bull Test significant revenue streams through testing a sample of transactions tosupporting documents
Materiality Misstatements are considered to be material if they could reasonably be expected toinfluence the economic decisions of users of the financial statements We have set apreliminanrsquo materialihrsquo of S6i6oooo We will report unadjusted and adjusted itemsover S6i6ooo to the Board on completion of the audit
Fraud risk We discuss fraud risk annually with the Board Through our planning process (andprior yearsrsquo audits) we developed an understanding of your oversight processesincluding
Employee code of ethicsmdash Discussion at Board meetings and our attendance at those meetings or
reviewing minutes of meetingsmdash Presentations by management including business performance reviewsmdash Signing authorities
Are there any new processes or changes to the items above that we should be awareoP
We are not aware of any fraud Are you aware of instances of any actual suspected or
____________________________
alleged fraud affecting the Library
PwC 2
Toronto Public Ubrary Board Audit plan for the year ending December 31 2016
The matters raised In this and other reports that will flow from the audit are only those that have come to our attention arising from or relevant toour audit that we believe need to be brought to your attention They are not a comprehensive record of all the matters arising and in particularwe cannot be held responsible for reporting all risks in your business or all internal control weaknesses This report has been prepared solely foryour use It was not prepared or intended for any other purpose No other person or entity shall place any reliance upon the accuracy orcompleteness of statements made herein PwC does not assume responsibility to any third party and in no event shall PwC have any liabilityfor damages costs or losses suffered by reason of any reliance upon the contents of this report by any person or entity other than you
PwC 3
copy 2015 PricewaterhouseCoopers LLP an Ontario limited liability partnership All rights reserved
Board Resolutions ndash Status Report 1
STAFF REPORT INFORMATION ONLY
Board Resolutions ndash Status Report
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report lists the status of outstanding Toronto Public Library Board resolutions
BACKGROUND INFORMATION
At the April 2 2012 meeting the Toronto Public Library Board approved the inclusion of
Board Resolutions ndash 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 ndash Status Report ndash November 21 2016
18
1
STATUS REPORT
TORONTO PUBLIC LIBRARY BOARD RESOLUTIONS
AS AT NOVEMBER 21 2016
DATE OF
MEETING
MOTION
(Ref Minute )
STATUS
TARGET
DATE
Sep 8 2014 14-150 ndash Notice of Motion Funding and Timing of
PerthDupont Branch Relocation
5 requests that the local City Councillor consult
with the local community and make a
recommendation to the Board for a new name for
the relocated branch (which will no longer be
located at the corner of Perth and Dupont)
IN PROGRESS Staff to bring a recommendation to
the Board for a new name for the relocated branch to
the Board for approval
To be
determined
Feb 22 2016 16-040 ndash Naming Opportunity ndash Daniel Grafton
Hill III
2 requests staff to provide updates to the
Toronto Public Library Board on this
initiative at strategic intervals
IN PROGRESS This initiative is dependent on a
future branch capital project and consultation
process
To be
determined
Oct 24 2016 16-193 ndash Toronto Public Library Board ndash Self-
Evaluation
2 conducts a pilot self-evaluation during the
month of November 2016 and discusses the
results of the evaluation at the January 2017
meeting
IN PROGRESS A report is expected to be provided
at the January 2017 meeting
January 2017
meeting
Attachment 1
Strategic Plan 2016-2019 Accountability Framework 1
STAFF REPORT ACTION REQUIRED
Strategic Plan 2016-2019 Accountability Framework
Date November 21 2016
To Toronto Public Library Board
From Strategic Plan Performance Measures Committee
SUMMARY
The purpose of this report is to recommend the approval of the Strategic Plan 2016-2019
Accountability Framework to the Toronto Public Library Board
A Strategic Plan Performance Measures Committee was established on April 25 2016 to
provide advice and recommendations to the Board for strengthening the Boardsrsquo
monitoring and assessment of the strategic planrsquos implementation for compliance and
progress
The Committee met four times from May to November 2016 to receive and inform the
development of the Strategic Plan 2016-2019 Accountability Framework which contains
three main tools a balanced scorecard with key performance indicators a dashboard to
visually present the results and a logic model to show the alignment between the strategic
priorities key activities over four years and the expected outcomes and impact
At its November 7 2016 meeting the Committee endorsed the Accountability Framework
and concluded its work
RECOMMENDATIONS
The Strategic Plan Performance Measures Committee recommends that the Toronto
Public Library Board
1 approves the Strategic Plan 2016-2019 Accountability Framework
FINANCIAL IMPACT
There is no financial impact beyond what has already been approved in the current yearrsquos
budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
13c
Strategic Plan 2016-2019 Accountability Framework 2
DECISION HISTORY
At its April 25 2016 meeting the Library Board received the following report Strategic
Plan Performance Measures Committee Terms of Reference and approved the Terms of
Reference for the Strategic Plan Performance Measures Committee as outlined in
Attachment 1
httpwwwtorontopubliclibrarycacontentabout-the-
librarypdfsboardmeetings2016apr2512-performance-measures-committee-terms-of-
referencepdf
httpwwwtorontopubliclibrarycacontentabout-the-
librarypdfsboardmeetings2016apr2512-performance-measures-committee-terms-of-
reference-att-1pdf
At its May 31 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Status and Performance
Management Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-may-31jsp
At its July 13 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Status and Performance
Management Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-jul-13jsp
At its September 20 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Accountability
Framework and Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-sep-20jsp
At its November 7 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Accountability
Framework Reporting Tools amp key Performance Indicators
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-nov-07jsp
ISSUE BACKGROUND
The Strategic Plan Performance Measures Committee was established on April 25 2016 to
provide advice and recommendations to the Library Board for strengthening the Boardrsquos
monitoring and assessment of the strategic planrsquos implementation for compliance and
progress
During the development of the Accountability Framework and the reporting tools the
Committee met four times from May to November 2016 to receive information and provide
advice At its November 7 2016 meeting the Committee endorsed the Framework and
concluded its work
Strategic Plan 2016-2019 Accountability Framework 3
COMMENTS
There are three broad outcomes for the Strategic Plan 2016-2019 based on input gathered
from Toronto residents during the strategic plan consultation process
Expanding Access
Increasing Opportunity
Building Connections
Six strategic priorities were established to advance the broad outcomes
Advancing TPLrsquos digital platforms
Breaking down barriers to access driving inclusion
Expanding access to technology and training
Establishing TPL as Torontorsquos centre for continuous and self-directed learning
Creating community connections through cultural experiences
Transforming for 21st century service excellence
The purpose of the Accountability Framework is to guide the development monitoring and
reporting of the annual work plan for each of the four years from 2016 to 2019 and the
overall achievements of the Strategic Plan over four years It serves as
a reporting structure for the Board to monitor the progress of the strategic plan and
provide guidance
a public facing reporting tool to demonstrate openness and accountability
an internal tool to advance shared understanding of the strategic priorities and guide the
work of staff
The Accountability Framework is composed of three main tools
1 Balanced Scorecard with key performance indicators (Attachment 1 amp Attachment 2)
The overall achievements of the strategic plan will be reported using a balanced
scorecard approach with key performance indicators established under four
perspectives Customer Operational Learning amp Growth and Financial Work plan
achievements will be reported to the Board in a semi-annual status report
2 Dashboard (Attachment 3)
A dashboard format will be used to visually present the strategic plan achievements
as measured against the key performance indicators and targets This will be reported
to the Board annually
3 Logic Models
A logic model (Attachment 4) is developed to align the six strategic priorities with
key activities the broad outcomes and the contribution to the success of City of
Torontorsquos key strategies over four years
Logic models will also be developed for each strategic priority with appropriate key
activities and outcomes to guide the development of annual work plans strategic
Strategic Plan 2016-2019 Accountability Framework 4
partnerships and funding priorities Attachment 5 shows an example of a logic model
for Strategic Priority 2 Breaking down barriers to access driving inclusion
The flowchart in Attachment 6 illustrates the relationship of the three tools The key activity
of Expanding Access to branches and community service points under Priority 2 is provided
as an example
CONTACT
Elizabeth Glass Director Policy Planning amp Performance Management
Tel 416-395-5602 E-mail eglasstorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Balanced Scorecard with Key Performance Indicators
Attachment 2 List of Strategic Plan 2016-2019 Key Performance Indicators
Attachment 3 Dashboard example
Attachment 4 Strategic Plan 2016-2019 Logic Model
Attachment 5 Strategic Plan 2016-2019 Priority 2 Logic Model
Attachment 6 Strategic Plan 2016-2019 Accountability Framework Flowchart
Strategic Plan 2016 mdash 2019 Balanced Scorecard Attachment 1
Key Performance Indicators
Total number of active members
bull Total use per capita
bull Visits per capita
bull Virtual visits per capita
bull In-branch technology utilization rate internet access workstationper 100000 population wireless connections per capita
bull Utilization rate (program capacity) learning programs(ESL + Literacy + User Ed + lifelong learning)
bull Utilization rate of technology training programs
bull Utilization rate of cultural programs
bull ft of branches providing regular after-schoolprogramming from September to June
bull User satisfaction overall
bull User satisfaction in-branch technology(computers software wifi)
Users satisfaction knowledge andhelpfulness of staff
Key Performance Indicators
bull Total Open Hours
bull ft of Sunday branches (September to June)
bull ft of NIA Sunday branches (September to June)
bull ft of Sunday branches (Year-round)
ft of NIA Sunday branches (Year-round)
Turnover rate of circulating items
of special collections that are digitized
KKey Performance Indicators
bull Logic Models and evaluation frameworksdeveloped for strategic priorities
bull Spending in staff development (Total Averageper staff)
bull staff who report they have the skills andtraining to meet service delivery outcomes
bull of staff who report high levels ofengagement
Key Performance Indicators
bull Cost per use
Operating Expenditures
Operating expenditures per capita
Operating expenditures for electronic materials
Operating expenditures for digital technology
bull Total funding
bull Total funding per capita
bull Total funding from TPL Foundation
Page 1 of 1
Strategic Plan 2016-2019 Balanced Scorecard Key Performance Indicators
Customer Perspective Operational Perspective Learning amp Growth Perspective Financial Perspective
Total number of active members
Total use per capita o Visits per capita
Virtual visits per capita
In-branch technology utilization rate internet access workstation per 100000 population wireless connections per capita
Utilization rate (program capacity) learning programs (ESL + Literacy + User Ed + lifelong learning)
Utilization rate of technology training programs
Utilization rate of cultural programs
of branches providing regular after-school programming from September to June
User satisfaction overall
User satisfaction in-branch technology (computers software wifi)
Users satisfaction knowledge and helpfulness of staff
Total Open Hours o of Sunday branches
(September to June) o of NIA Sunday branches
(September to June) o of Sunday branches
(Year-round) o of NIA Sunday branches
(Year-round)
Turnover rate of circulating items
of special collections that are digitized
Logic Models and evaluation frameworks developed for strategic priorities
Spending in staff development (Total Average per staff)
staff who report they have the skills and training to meet service delivery outcomes
of staff who report high levels of engagement
Cost per use
Operating Expenditures o Operating expenditures per
capita
Operating expenditures for electronic materials
Operating expenditures for digital technology
Total funding o Total funding per capita o Total funding from TPL
Foundation
Attachment 2
Attachment 3
Strategic Plan 2016-2019 Dashboard
Key Performance Indicators
Example Open Hours
2016 Activities that will move the dial Status
Sunday service expanded to create year-round service at 6 District and 2 R amp R branches and added to 6 neighbourhood branches to provide seasonal Sunday service
Measure Baseline (2015) Current (Dec 2016) Target (2019) change
Total open hours 269672 hours 274397 hours 281878 hours + 45
Attachment 4
Toronto Public Library Strategic Plan 2016-2019 Logic Model
Torontonians are aware of library services to
address immediate needs
Create and implement Digital Strategy to develop online services
Torontonians have access to reading and
learning materials in a wide range of formats
and levels to support the joy of reading and
lifelong learning
TPL has resources and well-trained staff to
deliver strategic outcomes
Torontonians are connected through cultural
and leisure experiences and opportunites
TPL provides exceptional services and
experience at customers every point of need
TPL increased partnership and funding
opportunities with City of Toronto community
organizations and funding partners
Torontonians have improved access to
technology and staff assistance to develop
technology skills
Torontonians have expanded access to
emerging technology innovation spaces and
programs
Torontonians have new experiential
collaborative and e-learning opporunities to
support education employment and multiple
literacies
Use technology to drive improvements in business processes and
efficiency eg cloud analytics
Torontonians have equitable
support to learning and training
and gain the knowledge multiple
literacy skills and networks to
enrich their education work life and
leisure experiences
Torontonians have access to
programs and activities to support
and enhance diverse cultural
experiences and library collections
that reflect their cultural ineterests
and needs
Support readers of all ages and interests with diverse collections
readers advisory and a wide range of literary and cultural programs
Toronto children and youth have additional safe
after school social and learning environments
and programs
Priorities Key Activities
Mission Toronto Public Library provides free and equitable access to services which meet the changing needs of Torontonians The Library preserves and promotes universal
access to a broad range of human knowledge experience information and ideas in a welcoming and supportive environment
Establishing TPL as Torontos
centre for continuous and self-
dlirected learning
Impact
Expanding access to technology
and training
Advancing TPLs digital platforms
Breaking down barriers to access
driving inclusion
Expand high quality out-of-school-time programs for children and youth
Increase awareness and engagement across library channels
Allocate additional resources to sustain current and emerging
technology
Provide access to current and emerging technology and training in
library branches and community locations
Identify and remove policy barriers to online and in-person servicesToronto Public Library is a
community asset that builds
community capacity and improves
Torontonians well-being
Toronto Public Library contributes to the success of
Toronto Strong Neighbourhood Strategy 2020
Actions for strong Neighbourhoods
under five domains
Physical surroundings
Economic opportunities
Healthy lives
Social development and
Participation in civic decision-making
Toronto Public Library is a key partner in
City of Torontos Poverty Reduction Strategy
in addressing the issues of
service access and availability
Toronto Public Library supports the positive
outcomes of City of Torontos strategies for targeted
population including
Raising the Village Measuring the Well-being
of Children and Families in Toronto
Toronto Youth Equity Strategy
Toronto Newcomer Strategy
Toronto Seniors Strategy
Expand access to branches and community service points
Develop new resources programs and partnerships to deliver eLearning
programs
Provide in-branch resources space and technology to support
experiential learning
Provide resources and programs to support civic engagement
community events and discussion of social issues
Transforming for 21st century
service excellence Dedicate staff resources and training to provide expertise in key
strategic areas eg technology and literacy
Torontonians are empowered and supported in
their partcipation in civic lifeCreating community connections
through cultural experiences
Create diverse and inclusive cultural programs and experiences in
branch and online spaces
Curate and digitize special collections to reflect Torontos diverse
history culture and heritage
Develop organizational structure and culture to support innovation and
customer service excellence
ACCESS
OPPORTUNITY
CONNECTIONS
Outcomes
Torontonians have easy convienient online
access to library collections and services
Torontonians have convenient and local access
to neighbourhood spaces and services
Attachment 5
Expand online services
Develop self-serve Library Kiosks
Increased program offerings
After hours access implemented
Increased online service options
Increased self-service options
CONNECTIONS
Understand City demographics
demands and use of a full range of
library services
Develop after-hours access at branches
2 Breaking down
barriers to access
driving inclusion
Toronto Public Library contributes to the success of
City of Torontos key strategies including
Toronto Strong Neighbourhood Strategy 2020
bull Targeting appropriate resources to
respond to neighbourhood needs
Toronto Poverty Reduction Strategy
bull Address immediate needs
bull Create pathways to prosperity
bull Increase service access and availability
ACCESS
OPPORTUNITYLibrary membership options reflect
users online and branch access
needs
Provide access to current
and emerging technology
and training in library
branches and community
locations
Increase awareness and
engagement across library
channels
Sunday service expanded in target
branches
Identify and remove policy
barriers to online and in-
person services
Expand access to branches
and community service
points
Number of blocked library cards
reduced in target populations
Toronto Public Library Strategic Plan 2016-2019 Logic Model
Priority Impact
Mission Toronto Public Library provides free and equitable access to services which meet the changing needs of Torontonians The Library preserves and promotes universal access to a broad
range of human knowledge experience information and ideas in a welcoming and supportive environment
OutcomeKey Activities
Toronto Youth Equity Strategy
bull Service gaps
bull Service relevance amp accessibility
Toronto Newcomer Strategy
bull Improving access to municipal supports
bull Supporting civic engagement and
community capacity
Develop marketing strategy and conduct
publicity campaigns
Toronto Seniors Strategy
bull Equity
bull Inclusion
bull Respect
bull Quality of life
Expand access to library service in
community locations
Toronto Public Library is a
community asset that builds
community capacity and improves
Torontonians
well-being
Torontonians have equitable
support to learning and training
and gain the knowledge multiple
literacy skills and networks to
enrich their education work life
and leisure experiences
Torontonians have access to
programs and activities to support
and enhance diverse cultural
experiences and library
collections that reflect their
cultural ineterests and needsIncreased circulation of library
materials
Identify and remove policy barriers to
online and in-person services
Raising the Village Measuring the
Well-being of Children and Families in Toronto
bull Families have equitable access to
learning and training and are active in
their childrenrsquos education
bull Families belong to communities and
have the freedom to express and
opportunities to foster their culture and
identity
Torontonians are aware of library
services to address immediate needs
Conduct outreach and customer
engagement programs
Expand branch hours with additional
programs
Torontonians have easy
convienient online access to library
collections and services
Torontonians have convenient and
local access to neighbourhood
spaces and services
Attachment 6
Accountability Framework
Example
Priority Key Activity Short Term Medium Term Impact
Breaking down barriers to access
driving inclusion
Expand access to branches and
community service points
Torontonians have convenient and
local access to neighbourhood spaces
and services
Toronto Public Library is a community
asset that builds community capacity
and improves Torontonians well-being
Toronto Poverty Reduction Strategy
Increase service access and availability
Example
Customer Perspective Operational Perspective Learning amp Growth Perspective Financial Perspective
Utilization rate Service hours added Staff training Cost per use
Example
Is a visual representation of progress towards four years targets for KPIs to achieve strategic outcomes
with a baseline benchmark and annual target
Dashboard
Monitors the progress of the strategic plan across four perspectives and indentifies KPIs to measure progress towards outcomes
Links planned activities to expected outcomes
Toronto Public Library Strategic Plan 2016-2019
Implementation Compliance and Progress
Logic Model
Balanced Scorecard
Outcomes
Strategic Plan 2016-2019
Accountability Framework
November 21 2016
Toronto Public Library Board Meeting
1
Accountability Framework
Strategic Plan Performance Measures Committee
to provide advice and recommendations to the Board for
strengthening the Boardrsquos monitoring and assessment of the
strategic planrsquos implementation for compliance and progress
2
Accountability Framework
Strategic Plan Performance Measures Committee
bull Met four times from May to November 2016
bull Endorsed Accountability Framework at November 7 2016
meeting
bull Concluded its work
3
Accountability Framework
Purpose of framework
bull To guide the development monitoring and reporting of
The Annual work plan for each year from 2016-2019
The overall achievements of the Strategic Plan over four
years
4
Accountability Framework
bull A reporting structure for the Board to monitor the
progress of the strategic plan and provide guidance
bull Public facing reporting tool to demonstrate openness
and accountability
bull An internal tool for staff
5
Accountability Framework
Strategic Plan 2016-2019
bull Three broad outcomes
Access
Opportunity
Connections
And six strategic priorities
6
Accountability Framework
Strategic Plan 2016-2019
bull Six Strategic Priorities
Advancing TPLrsquos digital Platforms
Breaking down barriers to access driving inclusion
Expanding access to technology and training
Establishing TPL as Torontorsquos centre for continuous and
self-directed learning
Creating community connections through cultural
experiences
Transforming for 21st century service excellence
7
Accountability Framework
Three main tools
bull Balanced Scorecard with Key Performance
Indicators (KPIs)
bull Dashboard for visual presentation
bull Logic Models
8
Accountability Framework
Balanced Scorecard
bull A performance measurement tool developed at the
Harvard Business School
bull Provides a framework to monitor organization
performance from four perspectives the customerrsquos
perspective an internal business perspective an
innovation and learning perspective and the
financial perspective
Balance scorecard Encyclopedia of Business Gale 2000
9
10
Strategic Plan 2016 ndash 2019 Balanced Scorecard
11
Strategic Plan 2016 ndash 2019 Balanced Scorecard
Accountability Framework
Reporting timeline
bull Annual work plan achievements will be reported
to the Board in a semi-annual status report in
June and year end
bull Overall achievements of the strategic plan will be
reported annually to the Board (eg first quarter
of 2017 for 2016) using a balanced scorecard and
presented visually using a dashboard
12
Accountability Framework
13
Accountability Framework
Logic Model
bull A logic model is a systematic and visual way to present the
relationships among the resources to operate a program the
planned activities and the changes or results you hope to
achieve
14
WK Kellogg Foundation Logic Model Development Guide 2004
Accountability Framework
Logic Models
bull A Strategic Plan 2016-2019 aligns 6 strategic priorities
with
Key activities
3 broad strategic outcomes
City of Torontorsquos key strategies
bull Plus a logic model for each of the 6 strategic priorities
15
16
Strategic Plan 2016-2019 Logic Model
17
Strategic Plan 2016-2019 Priority 2 Logic Model
18
Accountability Framework
Questions amp Discussion
19
20
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 1
STAFF REPORT ACTION REQUIRED
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report proposes revised meeting dates for the December 2016 and January 2017
meetings for Toronto Public Library Board approval
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves rescheduling the December 8 2016 Toronto Public Library Board meeting
to December 12 2016 and
2 approves rescheduling the January 23 2017 Toronto Public Library Board meeting to
January 30 2017
FINANCIAL IMPACT
There is no financial impact arising from this report
The Director Finance and Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
At the January 25 2016 meeting the Board approved the schedule for meetings in 2016
including December 8 2016
At the October 24 2016 meeting the Board was provided with the proposed schedule for
meetings in 2017 including January 23 2017 for approval at the January 2017 meeting
14
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 2
COMMENTS
Library staff have recently reviewed the Cityrsquos updated budget schedule The Library Board
meeting in December is not well aligned with the Cityrsquos schedule A later December date
would provide the Board with more opportunity to be informed and kept up-to-date on the
2017 budget as well as to participate in the process As a result the rescheduling of the
December 8 2016 meeting to Monday December 12 is being recommended Board
members were canvassed and quorum is attainable for a meeting on December 12 2016
As the same scenario is also a possibility for the proposed January 23 2017 meeting it is
recommended that the date be changed to January 30 2017
Key dates for the 2017 budget process are shown below
2017 Budget Timetable
Date Political Review TPL Board
2016
Nov 21 Board meeting
Dec 2 Budget Committee launch
Dec 12 (from 8) Board meeting
Dec 161920 (21) Budget Committee presentations
2017
Jan 5 910 Budget Committee public deputations
Jan 12 Budget Committee wrap-up
Jan 24 Budget Committee final
Jan 30 (from 23) Board meeting
Feb 7 Executive Committee
Feb 15 16 (17) Council approval
Feb 21 Board meeting
CONTACT
Nancy Marshall Library Board Officer City Librarianrsquos Office
Tel 416-393-7215 E-mail nmarshalltorontopubliclibraryca
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 3
SIGNATURE
______________________________
Vickery Bowles
City Librarian
Holiday Closures 2017 and January 2018 1
STAFF REPORT ACTION REQUIRED
Holiday Closures 2017 and January 2018
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The purpose of this report is to recommend and receive Toronto Public Library Board
approval for the schedule of holiday closures for 2017 and January 2018
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves the schedule of holiday closures for 2017 and January 2018 as provided
in Attachment 1
FINANCIAL IMPACT
There is no financial impact to the 2017 operating budget arising from the
recommendation in this report The recommended closures are included in the proposed
2017 operating budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
Where Library Board approval is required to establish holiday closures the matter comes
before the Board in the preceding year to ensure adequate notice to the public and staff
COMMENTS
At its meeting on October 26 2015 the Library Board approved the Library closure for
New Yearrsquos Day 2017 on Monday January 2 2017
15
Holiday Closures 2017 and January 2018 2
The Library is open for regular service on Remembrance Day Saturday November 11
2017
The Library will be closed on Monday December 25 2017 for Christmas Day and
Tuesday December 26 2017 for Boxing Day
In 2018 New Yearrsquos Day falls on a Monday and the Library will be closed
All full-time employees whose scheduled day off falls on a holiday closure are
compensated with a day in lieu to be taken at another agreed upon time
It is the practice of the Library to close on the Sundays adjacent to public holidays with
the exception of Family Day
The schedule of holiday closures for 2017 and January 2018 is provided in Attachment 1
CONTACT
Dan Keon Director Human Resources Tel 416-395-5850
E-mail dkeontorontopubliclibraryca
SIGNATURE
_____________________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Holiday Closures 2017 and January 2018
Toronto Public Library Holiday Closures 2017 and January 2018
Sunday January 1 2017 New Yearrsquos Day Closed
Monday January 2 2017 For New Yearrsquos Day Closed
Monday February 20 2017 Family Day Closed
Friday April 14 2017 Good Friday Closed
Sunday April 16 2017 Easter Sunday Closed
Monday April 17 2017 Easter Monday Closed
Monday May 22 2017 Victoria Day Closed
Saturday July 1 2017 Canada Day Closed
Monday August 7 2017 Civic Holiday (Simcoe Day) Closed
Monday September 4 2017 Labour Day Closed
Monday October 9 2017 Thanksgiving Day Closed
Sunday December 24 2017 Christmas Eve Closed
Monday December 25 2017 Christmas Day Closed
Tuesday December 26 2017 Boxing Day Closed
Sunday December 31 2017 New Yearrsquos Eve Closed
Monday January 1 2018 New Yearrsquos Day Closed
New Yearrsquos Day 2017 closure approved by the Library Board on October 26 2015
Attachment 1
Audit Plan for the Year Ending December 31 2016 1
STAFF REPORT INFORMATION ONLY
Audit Plan for the Year Ending December 31 2016
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The attached report from PricewaterhouseCoopers the external auditors summarizes the
planning for their audit of the 2016 financial statements for the Toronto Public Library
Board
FINANCIAL IMPACT
The proposed audit fee of $25000 inclusive of expenses and exclusive of Harmonized
Sales Tax (2015 ndash $25000) is included in the 2016 operating budget It is important to
note that the audit fee does not include extra audit work that may be required due to
scope changes and PricewaterhouseCoopers will advise management as soon as possible
if this were to happen
This is the second year of a five-year audit contract that the City has negotiated The fee
will remain unchanged for the duration of the contract
ISSUE BACKGROUND
Under Section 139 of the City of Toronto Act 2006 the City is required to appoint an
auditor licensed under the Public Accounting Act 2004 who is responsible for annually
auditing the accounts and transactions of the City and its local boards and expressing an
opinion on the financial statements of these entities based on the audit
Council at its March 2015 meeting approved the recommendation of the Audit
Committee to appoint PricewaterhouseCoopers as the external auditor for the City and
Library The contract with PricewaterhouseCoopers is for five years ending with the
audit of the December 31 2019 financial statements
As part of the annual audit PricewaterhouseCoopers provides an Audit Plan report to the
Toronto Public Library Board The auditors will conduct their audit of the 2016 financial
statements pursuant to this plan
17
Audit Plan for the Year Ending December 31 2016 2
COMMENTS
Attached is PricewaterhouseCoopersrsquo Audit Plan for the Library which summarizes their
view on audit risks the nature extent and timing of the audit work and the terms of
engagement
On completion of the audit PricewaterhouseCoopers will issue the Audited Financial
Statements and a Year-End Report to the Board that will provide key matters for
discussion significant audit accounting and financial reporting matters summary of
unadjusted and adjusted items other required communications internal control
recommendations and a confirmation of auditor independence
Work on the interim audit was completed in October 2016 and the year-end audit is
expected to be completed by March 2016
CONTACT
Larry Hughsam Director Finance amp Treasurer Tel 416-397-5946
E-mail lhughsamtorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Board ndash Audit Plan for the year ending
December 31 2016
wwwpwccomca
Audit planfor the yearendingDecember31 2016
Toronto PublicLibrary Board
pwc
pwc
October 28 2016
Members of the BoardToronto Public Library Board
Dear Members of the Board
We are pleased to present an overview of our audit plan for the 2016 audit of the financial statementsof Toronto Public Library Board (the Library) prepared in accordance with Canadian Public SectorAccounting Standards (PSAS) (referred to as the ldquofinancial statementsrdquo from now on)
This overview includes our view on audit risks and the nature extent and timing of our audit work
We value your feedback and if you have any questions about the identified risks and our audit approachplease do not hesitate to contact the undersigned at (416) 228-1922
Yours very truly
Tern McUnnonPartnerRisk Assurance Services
cc Mr Larry Hughsam Director Finance and Treasurer
PricewatcrhouseCoopers UPnyC Tower i8 York Street Suite 2600 Toronto Ontario Canada M oB2T +1 416 8631133 F +1 416 365 8215 wwwpwccomca
lsquoPwt relera to Pdcewatethousetoopers LLP an Ontario limiled liabiLity paruiership
Toronto Public Library Board Audit plan for the year ending December 31 2016
Communications to the Board
Key mattersfor Commentsdiscussion
Client service team Tern McKinnon is your engagement leader and Julianne Cooke is your engagementmanager
Service deliverables We will audit the Libraryrsquos financial statements as of December 31 2016 and for theyear then ending prepared in accordance with PSAS
Our engagement letter which has been signed by the City of Toronto sets out theterms and conditions for our engagement as the independent auditor of the Libraryfor the above-mentioned year In addition our engagement letter outlines ourresponsibilities as the auditor and the responsibilities of management
Audit timeline We worked with management to develop this project timelinemdash Interim visit October 17-21 2016mdash Year-end visit March20 mdash March 31 2017mdash Clearance meeting with management To be confirmedmdash Deliveryfiling of financial statements To be confirmed
Audit approach Our audit approach is a mixture of tests of internal controls and substantive testingOur audit approach is designed to allow us to execute a quality and efficient auditWe do this byi gaining an understanding of the business by focusing on new developments
and key business issues affecting the Library as well as managementrsquosmonitoring of controls and business processes
ii identiring significant audit risks sharing our perspectives obtaining yourfeedback and ensuring our audit is tailored to these risks
iii using well-reasoned professional judgment especially in areas that aresubjective or require estimates and
iv leveraging reliance where possible on the Libraryrsquos internal controls andinformation technology and data systems
In the current year our planned work will include testing of key controls in thefollowing areasmdash Purchases payables and disbursementsmdash Payroll
All other areas will be subject to tests of detail
Significant risks are risks of material misstatement that we think need special auditconsideration We identified several significant audit risks and plan to address themas follows Please let us know if you agree that these are the most significant risksfrom your point of view and if you have any other areas of concern
PwC I
Toronto Public Library Board Audit plan for the year ending December 31 2016
Significant risk to Managementrsquos response and our audit approachdiscuss
Risk of management Accounting regulatory authorities require that the risk of material misstatement dueoverride of controls to management override of controls be considered a significant risk on every audit
engagement
This represents the risk that internal controls at the Library maybe circumvented toachieve desired financial results or gain inappropriate access to financial resources
In order to address this risk we will perform the followingbull All non-routine journal entries are reviewed and approved by the appropriate
level of managementbull We will review manual journal entries focusing on large and unusual entriesbull We will review accounting estimates for biases that could result in material
misstatementbull We will incorporate unpredictable procedures in the audit approach
Risk of fraud in revenue The risk of fraud in revenue recognition is a presumed significant risk underrecognition Canadian Auditing Standards We will assess this risk through the consideration of
the Libraryrsquos revenue recognition policies the incentivepressure to fraudulentlymisstate revenue and the potential opportunity
In order to address this risk we will perform the following
bull Update our understanding of managementrsquos processes and internal controlssurrounding revenue recognition
bull Obtain confirmations from the City of Toronto for subsidies received duringthe year
bull Test significant revenue streams through testing a sample of transactions tosupporting documents
Materiality Misstatements are considered to be material if they could reasonably be expected toinfluence the economic decisions of users of the financial statements We have set apreliminanrsquo materialihrsquo of S6i6oooo We will report unadjusted and adjusted itemsover S6i6ooo to the Board on completion of the audit
Fraud risk We discuss fraud risk annually with the Board Through our planning process (andprior yearsrsquo audits) we developed an understanding of your oversight processesincluding
Employee code of ethicsmdash Discussion at Board meetings and our attendance at those meetings or
reviewing minutes of meetingsmdash Presentations by management including business performance reviewsmdash Signing authorities
Are there any new processes or changes to the items above that we should be awareoP
We are not aware of any fraud Are you aware of instances of any actual suspected or
____________________________
alleged fraud affecting the Library
PwC 2
Toronto Public Ubrary Board Audit plan for the year ending December 31 2016
The matters raised In this and other reports that will flow from the audit are only those that have come to our attention arising from or relevant toour audit that we believe need to be brought to your attention They are not a comprehensive record of all the matters arising and in particularwe cannot be held responsible for reporting all risks in your business or all internal control weaknesses This report has been prepared solely foryour use It was not prepared or intended for any other purpose No other person or entity shall place any reliance upon the accuracy orcompleteness of statements made herein PwC does not assume responsibility to any third party and in no event shall PwC have any liabilityfor damages costs or losses suffered by reason of any reliance upon the contents of this report by any person or entity other than you
PwC 3
copy 2015 PricewaterhouseCoopers LLP an Ontario limited liability partnership All rights reserved
Board Resolutions ndash Status Report 1
STAFF REPORT INFORMATION ONLY
Board Resolutions ndash Status Report
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report lists the status of outstanding Toronto Public Library Board resolutions
BACKGROUND INFORMATION
At the April 2 2012 meeting the Toronto Public Library Board approved the inclusion of
Board Resolutions ndash 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 ndash Status Report ndash November 21 2016
18
1
STATUS REPORT
TORONTO PUBLIC LIBRARY BOARD RESOLUTIONS
AS AT NOVEMBER 21 2016
DATE OF
MEETING
MOTION
(Ref Minute )
STATUS
TARGET
DATE
Sep 8 2014 14-150 ndash Notice of Motion Funding and Timing of
PerthDupont Branch Relocation
5 requests that the local City Councillor consult
with the local community and make a
recommendation to the Board for a new name for
the relocated branch (which will no longer be
located at the corner of Perth and Dupont)
IN PROGRESS Staff to bring a recommendation to
the Board for a new name for the relocated branch to
the Board for approval
To be
determined
Feb 22 2016 16-040 ndash Naming Opportunity ndash Daniel Grafton
Hill III
2 requests staff to provide updates to the
Toronto Public Library Board on this
initiative at strategic intervals
IN PROGRESS This initiative is dependent on a
future branch capital project and consultation
process
To be
determined
Oct 24 2016 16-193 ndash Toronto Public Library Board ndash Self-
Evaluation
2 conducts a pilot self-evaluation during the
month of November 2016 and discusses the
results of the evaluation at the January 2017
meeting
IN PROGRESS A report is expected to be provided
at the January 2017 meeting
January 2017
meeting
Attachment 1
Strategic Plan 2016-2019 Accountability Framework 2
DECISION HISTORY
At its April 25 2016 meeting the Library Board received the following report Strategic
Plan Performance Measures Committee Terms of Reference and approved the Terms of
Reference for the Strategic Plan Performance Measures Committee as outlined in
Attachment 1
httpwwwtorontopubliclibrarycacontentabout-the-
librarypdfsboardmeetings2016apr2512-performance-measures-committee-terms-of-
referencepdf
httpwwwtorontopubliclibrarycacontentabout-the-
librarypdfsboardmeetings2016apr2512-performance-measures-committee-terms-of-
reference-att-1pdf
At its May 31 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Status and Performance
Management Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-may-31jsp
At its July 13 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Status and Performance
Management Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-jul-13jsp
At its September 20 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Accountability
Framework and Reporting Tools
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-sep-20jsp
At its November 7 2016 meeting the Library Board Strategic Plan Performance Measures
Committee received the following report Strategic Plan 2016-2019 Accountability
Framework Reporting Tools amp key Performance Indicators
httpwwwtorontopubliclibrarycaabout-the-libraryboardmeetings2016-nov-07jsp
ISSUE BACKGROUND
The Strategic Plan Performance Measures Committee was established on April 25 2016 to
provide advice and recommendations to the Library Board for strengthening the Boardrsquos
monitoring and assessment of the strategic planrsquos implementation for compliance and
progress
During the development of the Accountability Framework and the reporting tools the
Committee met four times from May to November 2016 to receive information and provide
advice At its November 7 2016 meeting the Committee endorsed the Framework and
concluded its work
Strategic Plan 2016-2019 Accountability Framework 3
COMMENTS
There are three broad outcomes for the Strategic Plan 2016-2019 based on input gathered
from Toronto residents during the strategic plan consultation process
Expanding Access
Increasing Opportunity
Building Connections
Six strategic priorities were established to advance the broad outcomes
Advancing TPLrsquos digital platforms
Breaking down barriers to access driving inclusion
Expanding access to technology and training
Establishing TPL as Torontorsquos centre for continuous and self-directed learning
Creating community connections through cultural experiences
Transforming for 21st century service excellence
The purpose of the Accountability Framework is to guide the development monitoring and
reporting of the annual work plan for each of the four years from 2016 to 2019 and the
overall achievements of the Strategic Plan over four years It serves as
a reporting structure for the Board to monitor the progress of the strategic plan and
provide guidance
a public facing reporting tool to demonstrate openness and accountability
an internal tool to advance shared understanding of the strategic priorities and guide the
work of staff
The Accountability Framework is composed of three main tools
1 Balanced Scorecard with key performance indicators (Attachment 1 amp Attachment 2)
The overall achievements of the strategic plan will be reported using a balanced
scorecard approach with key performance indicators established under four
perspectives Customer Operational Learning amp Growth and Financial Work plan
achievements will be reported to the Board in a semi-annual status report
2 Dashboard (Attachment 3)
A dashboard format will be used to visually present the strategic plan achievements
as measured against the key performance indicators and targets This will be reported
to the Board annually
3 Logic Models
A logic model (Attachment 4) is developed to align the six strategic priorities with
key activities the broad outcomes and the contribution to the success of City of
Torontorsquos key strategies over four years
Logic models will also be developed for each strategic priority with appropriate key
activities and outcomes to guide the development of annual work plans strategic
Strategic Plan 2016-2019 Accountability Framework 4
partnerships and funding priorities Attachment 5 shows an example of a logic model
for Strategic Priority 2 Breaking down barriers to access driving inclusion
The flowchart in Attachment 6 illustrates the relationship of the three tools The key activity
of Expanding Access to branches and community service points under Priority 2 is provided
as an example
CONTACT
Elizabeth Glass Director Policy Planning amp Performance Management
Tel 416-395-5602 E-mail eglasstorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Balanced Scorecard with Key Performance Indicators
Attachment 2 List of Strategic Plan 2016-2019 Key Performance Indicators
Attachment 3 Dashboard example
Attachment 4 Strategic Plan 2016-2019 Logic Model
Attachment 5 Strategic Plan 2016-2019 Priority 2 Logic Model
Attachment 6 Strategic Plan 2016-2019 Accountability Framework Flowchart
Strategic Plan 2016 mdash 2019 Balanced Scorecard Attachment 1
Key Performance Indicators
Total number of active members
bull Total use per capita
bull Visits per capita
bull Virtual visits per capita
bull In-branch technology utilization rate internet access workstationper 100000 population wireless connections per capita
bull Utilization rate (program capacity) learning programs(ESL + Literacy + User Ed + lifelong learning)
bull Utilization rate of technology training programs
bull Utilization rate of cultural programs
bull ft of branches providing regular after-schoolprogramming from September to June
bull User satisfaction overall
bull User satisfaction in-branch technology(computers software wifi)
Users satisfaction knowledge andhelpfulness of staff
Key Performance Indicators
bull Total Open Hours
bull ft of Sunday branches (September to June)
bull ft of NIA Sunday branches (September to June)
bull ft of Sunday branches (Year-round)
ft of NIA Sunday branches (Year-round)
Turnover rate of circulating items
of special collections that are digitized
KKey Performance Indicators
bull Logic Models and evaluation frameworksdeveloped for strategic priorities
bull Spending in staff development (Total Averageper staff)
bull staff who report they have the skills andtraining to meet service delivery outcomes
bull of staff who report high levels ofengagement
Key Performance Indicators
bull Cost per use
Operating Expenditures
Operating expenditures per capita
Operating expenditures for electronic materials
Operating expenditures for digital technology
bull Total funding
bull Total funding per capita
bull Total funding from TPL Foundation
Page 1 of 1
Strategic Plan 2016-2019 Balanced Scorecard Key Performance Indicators
Customer Perspective Operational Perspective Learning amp Growth Perspective Financial Perspective
Total number of active members
Total use per capita o Visits per capita
Virtual visits per capita
In-branch technology utilization rate internet access workstation per 100000 population wireless connections per capita
Utilization rate (program capacity) learning programs (ESL + Literacy + User Ed + lifelong learning)
Utilization rate of technology training programs
Utilization rate of cultural programs
of branches providing regular after-school programming from September to June
User satisfaction overall
User satisfaction in-branch technology (computers software wifi)
Users satisfaction knowledge and helpfulness of staff
Total Open Hours o of Sunday branches
(September to June) o of NIA Sunday branches
(September to June) o of Sunday branches
(Year-round) o of NIA Sunday branches
(Year-round)
Turnover rate of circulating items
of special collections that are digitized
Logic Models and evaluation frameworks developed for strategic priorities
Spending in staff development (Total Average per staff)
staff who report they have the skills and training to meet service delivery outcomes
of staff who report high levels of engagement
Cost per use
Operating Expenditures o Operating expenditures per
capita
Operating expenditures for electronic materials
Operating expenditures for digital technology
Total funding o Total funding per capita o Total funding from TPL
Foundation
Attachment 2
Attachment 3
Strategic Plan 2016-2019 Dashboard
Key Performance Indicators
Example Open Hours
2016 Activities that will move the dial Status
Sunday service expanded to create year-round service at 6 District and 2 R amp R branches and added to 6 neighbourhood branches to provide seasonal Sunday service
Measure Baseline (2015) Current (Dec 2016) Target (2019) change
Total open hours 269672 hours 274397 hours 281878 hours + 45
Attachment 4
Toronto Public Library Strategic Plan 2016-2019 Logic Model
Torontonians are aware of library services to
address immediate needs
Create and implement Digital Strategy to develop online services
Torontonians have access to reading and
learning materials in a wide range of formats
and levels to support the joy of reading and
lifelong learning
TPL has resources and well-trained staff to
deliver strategic outcomes
Torontonians are connected through cultural
and leisure experiences and opportunites
TPL provides exceptional services and
experience at customers every point of need
TPL increased partnership and funding
opportunities with City of Toronto community
organizations and funding partners
Torontonians have improved access to
technology and staff assistance to develop
technology skills
Torontonians have expanded access to
emerging technology innovation spaces and
programs
Torontonians have new experiential
collaborative and e-learning opporunities to
support education employment and multiple
literacies
Use technology to drive improvements in business processes and
efficiency eg cloud analytics
Torontonians have equitable
support to learning and training
and gain the knowledge multiple
literacy skills and networks to
enrich their education work life and
leisure experiences
Torontonians have access to
programs and activities to support
and enhance diverse cultural
experiences and library collections
that reflect their cultural ineterests
and needs
Support readers of all ages and interests with diverse collections
readers advisory and a wide range of literary and cultural programs
Toronto children and youth have additional safe
after school social and learning environments
and programs
Priorities Key Activities
Mission Toronto Public Library provides free and equitable access to services which meet the changing needs of Torontonians The Library preserves and promotes universal
access to a broad range of human knowledge experience information and ideas in a welcoming and supportive environment
Establishing TPL as Torontos
centre for continuous and self-
dlirected learning
Impact
Expanding access to technology
and training
Advancing TPLs digital platforms
Breaking down barriers to access
driving inclusion
Expand high quality out-of-school-time programs for children and youth
Increase awareness and engagement across library channels
Allocate additional resources to sustain current and emerging
technology
Provide access to current and emerging technology and training in
library branches and community locations
Identify and remove policy barriers to online and in-person servicesToronto Public Library is a
community asset that builds
community capacity and improves
Torontonians well-being
Toronto Public Library contributes to the success of
Toronto Strong Neighbourhood Strategy 2020
Actions for strong Neighbourhoods
under five domains
Physical surroundings
Economic opportunities
Healthy lives
Social development and
Participation in civic decision-making
Toronto Public Library is a key partner in
City of Torontos Poverty Reduction Strategy
in addressing the issues of
service access and availability
Toronto Public Library supports the positive
outcomes of City of Torontos strategies for targeted
population including
Raising the Village Measuring the Well-being
of Children and Families in Toronto
Toronto Youth Equity Strategy
Toronto Newcomer Strategy
Toronto Seniors Strategy
Expand access to branches and community service points
Develop new resources programs and partnerships to deliver eLearning
programs
Provide in-branch resources space and technology to support
experiential learning
Provide resources and programs to support civic engagement
community events and discussion of social issues
Transforming for 21st century
service excellence Dedicate staff resources and training to provide expertise in key
strategic areas eg technology and literacy
Torontonians are empowered and supported in
their partcipation in civic lifeCreating community connections
through cultural experiences
Create diverse and inclusive cultural programs and experiences in
branch and online spaces
Curate and digitize special collections to reflect Torontos diverse
history culture and heritage
Develop organizational structure and culture to support innovation and
customer service excellence
ACCESS
OPPORTUNITY
CONNECTIONS
Outcomes
Torontonians have easy convienient online
access to library collections and services
Torontonians have convenient and local access
to neighbourhood spaces and services
Attachment 5
Expand online services
Develop self-serve Library Kiosks
Increased program offerings
After hours access implemented
Increased online service options
Increased self-service options
CONNECTIONS
Understand City demographics
demands and use of a full range of
library services
Develop after-hours access at branches
2 Breaking down
barriers to access
driving inclusion
Toronto Public Library contributes to the success of
City of Torontos key strategies including
Toronto Strong Neighbourhood Strategy 2020
bull Targeting appropriate resources to
respond to neighbourhood needs
Toronto Poverty Reduction Strategy
bull Address immediate needs
bull Create pathways to prosperity
bull Increase service access and availability
ACCESS
OPPORTUNITYLibrary membership options reflect
users online and branch access
needs
Provide access to current
and emerging technology
and training in library
branches and community
locations
Increase awareness and
engagement across library
channels
Sunday service expanded in target
branches
Identify and remove policy
barriers to online and in-
person services
Expand access to branches
and community service
points
Number of blocked library cards
reduced in target populations
Toronto Public Library Strategic Plan 2016-2019 Logic Model
Priority Impact
Mission Toronto Public Library provides free and equitable access to services which meet the changing needs of Torontonians The Library preserves and promotes universal access to a broad
range of human knowledge experience information and ideas in a welcoming and supportive environment
OutcomeKey Activities
Toronto Youth Equity Strategy
bull Service gaps
bull Service relevance amp accessibility
Toronto Newcomer Strategy
bull Improving access to municipal supports
bull Supporting civic engagement and
community capacity
Develop marketing strategy and conduct
publicity campaigns
Toronto Seniors Strategy
bull Equity
bull Inclusion
bull Respect
bull Quality of life
Expand access to library service in
community locations
Toronto Public Library is a
community asset that builds
community capacity and improves
Torontonians
well-being
Torontonians have equitable
support to learning and training
and gain the knowledge multiple
literacy skills and networks to
enrich their education work life
and leisure experiences
Torontonians have access to
programs and activities to support
and enhance diverse cultural
experiences and library
collections that reflect their
cultural ineterests and needsIncreased circulation of library
materials
Identify and remove policy barriers to
online and in-person services
Raising the Village Measuring the
Well-being of Children and Families in Toronto
bull Families have equitable access to
learning and training and are active in
their childrenrsquos education
bull Families belong to communities and
have the freedom to express and
opportunities to foster their culture and
identity
Torontonians are aware of library
services to address immediate needs
Conduct outreach and customer
engagement programs
Expand branch hours with additional
programs
Torontonians have easy
convienient online access to library
collections and services
Torontonians have convenient and
local access to neighbourhood
spaces and services
Attachment 6
Accountability Framework
Example
Priority Key Activity Short Term Medium Term Impact
Breaking down barriers to access
driving inclusion
Expand access to branches and
community service points
Torontonians have convenient and
local access to neighbourhood spaces
and services
Toronto Public Library is a community
asset that builds community capacity
and improves Torontonians well-being
Toronto Poverty Reduction Strategy
Increase service access and availability
Example
Customer Perspective Operational Perspective Learning amp Growth Perspective Financial Perspective
Utilization rate Service hours added Staff training Cost per use
Example
Is a visual representation of progress towards four years targets for KPIs to achieve strategic outcomes
with a baseline benchmark and annual target
Dashboard
Monitors the progress of the strategic plan across four perspectives and indentifies KPIs to measure progress towards outcomes
Links planned activities to expected outcomes
Toronto Public Library Strategic Plan 2016-2019
Implementation Compliance and Progress
Logic Model
Balanced Scorecard
Outcomes
Strategic Plan 2016-2019
Accountability Framework
November 21 2016
Toronto Public Library Board Meeting
1
Accountability Framework
Strategic Plan Performance Measures Committee
to provide advice and recommendations to the Board for
strengthening the Boardrsquos monitoring and assessment of the
strategic planrsquos implementation for compliance and progress
2
Accountability Framework
Strategic Plan Performance Measures Committee
bull Met four times from May to November 2016
bull Endorsed Accountability Framework at November 7 2016
meeting
bull Concluded its work
3
Accountability Framework
Purpose of framework
bull To guide the development monitoring and reporting of
The Annual work plan for each year from 2016-2019
The overall achievements of the Strategic Plan over four
years
4
Accountability Framework
bull A reporting structure for the Board to monitor the
progress of the strategic plan and provide guidance
bull Public facing reporting tool to demonstrate openness
and accountability
bull An internal tool for staff
5
Accountability Framework
Strategic Plan 2016-2019
bull Three broad outcomes
Access
Opportunity
Connections
And six strategic priorities
6
Accountability Framework
Strategic Plan 2016-2019
bull Six Strategic Priorities
Advancing TPLrsquos digital Platforms
Breaking down barriers to access driving inclusion
Expanding access to technology and training
Establishing TPL as Torontorsquos centre for continuous and
self-directed learning
Creating community connections through cultural
experiences
Transforming for 21st century service excellence
7
Accountability Framework
Three main tools
bull Balanced Scorecard with Key Performance
Indicators (KPIs)
bull Dashboard for visual presentation
bull Logic Models
8
Accountability Framework
Balanced Scorecard
bull A performance measurement tool developed at the
Harvard Business School
bull Provides a framework to monitor organization
performance from four perspectives the customerrsquos
perspective an internal business perspective an
innovation and learning perspective and the
financial perspective
Balance scorecard Encyclopedia of Business Gale 2000
9
10
Strategic Plan 2016 ndash 2019 Balanced Scorecard
11
Strategic Plan 2016 ndash 2019 Balanced Scorecard
Accountability Framework
Reporting timeline
bull Annual work plan achievements will be reported
to the Board in a semi-annual status report in
June and year end
bull Overall achievements of the strategic plan will be
reported annually to the Board (eg first quarter
of 2017 for 2016) using a balanced scorecard and
presented visually using a dashboard
12
Accountability Framework
13
Accountability Framework
Logic Model
bull A logic model is a systematic and visual way to present the
relationships among the resources to operate a program the
planned activities and the changes or results you hope to
achieve
14
WK Kellogg Foundation Logic Model Development Guide 2004
Accountability Framework
Logic Models
bull A Strategic Plan 2016-2019 aligns 6 strategic priorities
with
Key activities
3 broad strategic outcomes
City of Torontorsquos key strategies
bull Plus a logic model for each of the 6 strategic priorities
15
16
Strategic Plan 2016-2019 Logic Model
17
Strategic Plan 2016-2019 Priority 2 Logic Model
18
Accountability Framework
Questions amp Discussion
19
20
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 1
STAFF REPORT ACTION REQUIRED
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report proposes revised meeting dates for the December 2016 and January 2017
meetings for Toronto Public Library Board approval
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves rescheduling the December 8 2016 Toronto Public Library Board meeting
to December 12 2016 and
2 approves rescheduling the January 23 2017 Toronto Public Library Board meeting to
January 30 2017
FINANCIAL IMPACT
There is no financial impact arising from this report
The Director Finance and Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
At the January 25 2016 meeting the Board approved the schedule for meetings in 2016
including December 8 2016
At the October 24 2016 meeting the Board was provided with the proposed schedule for
meetings in 2017 including January 23 2017 for approval at the January 2017 meeting
14
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 2
COMMENTS
Library staff have recently reviewed the Cityrsquos updated budget schedule The Library Board
meeting in December is not well aligned with the Cityrsquos schedule A later December date
would provide the Board with more opportunity to be informed and kept up-to-date on the
2017 budget as well as to participate in the process As a result the rescheduling of the
December 8 2016 meeting to Monday December 12 is being recommended Board
members were canvassed and quorum is attainable for a meeting on December 12 2016
As the same scenario is also a possibility for the proposed January 23 2017 meeting it is
recommended that the date be changed to January 30 2017
Key dates for the 2017 budget process are shown below
2017 Budget Timetable
Date Political Review TPL Board
2016
Nov 21 Board meeting
Dec 2 Budget Committee launch
Dec 12 (from 8) Board meeting
Dec 161920 (21) Budget Committee presentations
2017
Jan 5 910 Budget Committee public deputations
Jan 12 Budget Committee wrap-up
Jan 24 Budget Committee final
Jan 30 (from 23) Board meeting
Feb 7 Executive Committee
Feb 15 16 (17) Council approval
Feb 21 Board meeting
CONTACT
Nancy Marshall Library Board Officer City Librarianrsquos Office
Tel 416-393-7215 E-mail nmarshalltorontopubliclibraryca
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 3
SIGNATURE
______________________________
Vickery Bowles
City Librarian
Holiday Closures 2017 and January 2018 1
STAFF REPORT ACTION REQUIRED
Holiday Closures 2017 and January 2018
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The purpose of this report is to recommend and receive Toronto Public Library Board
approval for the schedule of holiday closures for 2017 and January 2018
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves the schedule of holiday closures for 2017 and January 2018 as provided
in Attachment 1
FINANCIAL IMPACT
There is no financial impact to the 2017 operating budget arising from the
recommendation in this report The recommended closures are included in the proposed
2017 operating budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
Where Library Board approval is required to establish holiday closures the matter comes
before the Board in the preceding year to ensure adequate notice to the public and staff
COMMENTS
At its meeting on October 26 2015 the Library Board approved the Library closure for
New Yearrsquos Day 2017 on Monday January 2 2017
15
Holiday Closures 2017 and January 2018 2
The Library is open for regular service on Remembrance Day Saturday November 11
2017
The Library will be closed on Monday December 25 2017 for Christmas Day and
Tuesday December 26 2017 for Boxing Day
In 2018 New Yearrsquos Day falls on a Monday and the Library will be closed
All full-time employees whose scheduled day off falls on a holiday closure are
compensated with a day in lieu to be taken at another agreed upon time
It is the practice of the Library to close on the Sundays adjacent to public holidays with
the exception of Family Day
The schedule of holiday closures for 2017 and January 2018 is provided in Attachment 1
CONTACT
Dan Keon Director Human Resources Tel 416-395-5850
E-mail dkeontorontopubliclibraryca
SIGNATURE
_____________________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Holiday Closures 2017 and January 2018
Toronto Public Library Holiday Closures 2017 and January 2018
Sunday January 1 2017 New Yearrsquos Day Closed
Monday January 2 2017 For New Yearrsquos Day Closed
Monday February 20 2017 Family Day Closed
Friday April 14 2017 Good Friday Closed
Sunday April 16 2017 Easter Sunday Closed
Monday April 17 2017 Easter Monday Closed
Monday May 22 2017 Victoria Day Closed
Saturday July 1 2017 Canada Day Closed
Monday August 7 2017 Civic Holiday (Simcoe Day) Closed
Monday September 4 2017 Labour Day Closed
Monday October 9 2017 Thanksgiving Day Closed
Sunday December 24 2017 Christmas Eve Closed
Monday December 25 2017 Christmas Day Closed
Tuesday December 26 2017 Boxing Day Closed
Sunday December 31 2017 New Yearrsquos Eve Closed
Monday January 1 2018 New Yearrsquos Day Closed
New Yearrsquos Day 2017 closure approved by the Library Board on October 26 2015
Attachment 1
Audit Plan for the Year Ending December 31 2016 1
STAFF REPORT INFORMATION ONLY
Audit Plan for the Year Ending December 31 2016
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The attached report from PricewaterhouseCoopers the external auditors summarizes the
planning for their audit of the 2016 financial statements for the Toronto Public Library
Board
FINANCIAL IMPACT
The proposed audit fee of $25000 inclusive of expenses and exclusive of Harmonized
Sales Tax (2015 ndash $25000) is included in the 2016 operating budget It is important to
note that the audit fee does not include extra audit work that may be required due to
scope changes and PricewaterhouseCoopers will advise management as soon as possible
if this were to happen
This is the second year of a five-year audit contract that the City has negotiated The fee
will remain unchanged for the duration of the contract
ISSUE BACKGROUND
Under Section 139 of the City of Toronto Act 2006 the City is required to appoint an
auditor licensed under the Public Accounting Act 2004 who is responsible for annually
auditing the accounts and transactions of the City and its local boards and expressing an
opinion on the financial statements of these entities based on the audit
Council at its March 2015 meeting approved the recommendation of the Audit
Committee to appoint PricewaterhouseCoopers as the external auditor for the City and
Library The contract with PricewaterhouseCoopers is for five years ending with the
audit of the December 31 2019 financial statements
As part of the annual audit PricewaterhouseCoopers provides an Audit Plan report to the
Toronto Public Library Board The auditors will conduct their audit of the 2016 financial
statements pursuant to this plan
17
Audit Plan for the Year Ending December 31 2016 2
COMMENTS
Attached is PricewaterhouseCoopersrsquo Audit Plan for the Library which summarizes their
view on audit risks the nature extent and timing of the audit work and the terms of
engagement
On completion of the audit PricewaterhouseCoopers will issue the Audited Financial
Statements and a Year-End Report to the Board that will provide key matters for
discussion significant audit accounting and financial reporting matters summary of
unadjusted and adjusted items other required communications internal control
recommendations and a confirmation of auditor independence
Work on the interim audit was completed in October 2016 and the year-end audit is
expected to be completed by March 2016
CONTACT
Larry Hughsam Director Finance amp Treasurer Tel 416-397-5946
E-mail lhughsamtorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Board ndash Audit Plan for the year ending
December 31 2016
wwwpwccomca
Audit planfor the yearendingDecember31 2016
Toronto PublicLibrary Board
pwc
pwc
October 28 2016
Members of the BoardToronto Public Library Board
Dear Members of the Board
We are pleased to present an overview of our audit plan for the 2016 audit of the financial statementsof Toronto Public Library Board (the Library) prepared in accordance with Canadian Public SectorAccounting Standards (PSAS) (referred to as the ldquofinancial statementsrdquo from now on)
This overview includes our view on audit risks and the nature extent and timing of our audit work
We value your feedback and if you have any questions about the identified risks and our audit approachplease do not hesitate to contact the undersigned at (416) 228-1922
Yours very truly
Tern McUnnonPartnerRisk Assurance Services
cc Mr Larry Hughsam Director Finance and Treasurer
PricewatcrhouseCoopers UPnyC Tower i8 York Street Suite 2600 Toronto Ontario Canada M oB2T +1 416 8631133 F +1 416 365 8215 wwwpwccomca
lsquoPwt relera to Pdcewatethousetoopers LLP an Ontario limiled liabiLity paruiership
Toronto Public Library Board Audit plan for the year ending December 31 2016
Communications to the Board
Key mattersfor Commentsdiscussion
Client service team Tern McKinnon is your engagement leader and Julianne Cooke is your engagementmanager
Service deliverables We will audit the Libraryrsquos financial statements as of December 31 2016 and for theyear then ending prepared in accordance with PSAS
Our engagement letter which has been signed by the City of Toronto sets out theterms and conditions for our engagement as the independent auditor of the Libraryfor the above-mentioned year In addition our engagement letter outlines ourresponsibilities as the auditor and the responsibilities of management
Audit timeline We worked with management to develop this project timelinemdash Interim visit October 17-21 2016mdash Year-end visit March20 mdash March 31 2017mdash Clearance meeting with management To be confirmedmdash Deliveryfiling of financial statements To be confirmed
Audit approach Our audit approach is a mixture of tests of internal controls and substantive testingOur audit approach is designed to allow us to execute a quality and efficient auditWe do this byi gaining an understanding of the business by focusing on new developments
and key business issues affecting the Library as well as managementrsquosmonitoring of controls and business processes
ii identiring significant audit risks sharing our perspectives obtaining yourfeedback and ensuring our audit is tailored to these risks
iii using well-reasoned professional judgment especially in areas that aresubjective or require estimates and
iv leveraging reliance where possible on the Libraryrsquos internal controls andinformation technology and data systems
In the current year our planned work will include testing of key controls in thefollowing areasmdash Purchases payables and disbursementsmdash Payroll
All other areas will be subject to tests of detail
Significant risks are risks of material misstatement that we think need special auditconsideration We identified several significant audit risks and plan to address themas follows Please let us know if you agree that these are the most significant risksfrom your point of view and if you have any other areas of concern
PwC I
Toronto Public Library Board Audit plan for the year ending December 31 2016
Significant risk to Managementrsquos response and our audit approachdiscuss
Risk of management Accounting regulatory authorities require that the risk of material misstatement dueoverride of controls to management override of controls be considered a significant risk on every audit
engagement
This represents the risk that internal controls at the Library maybe circumvented toachieve desired financial results or gain inappropriate access to financial resources
In order to address this risk we will perform the followingbull All non-routine journal entries are reviewed and approved by the appropriate
level of managementbull We will review manual journal entries focusing on large and unusual entriesbull We will review accounting estimates for biases that could result in material
misstatementbull We will incorporate unpredictable procedures in the audit approach
Risk of fraud in revenue The risk of fraud in revenue recognition is a presumed significant risk underrecognition Canadian Auditing Standards We will assess this risk through the consideration of
the Libraryrsquos revenue recognition policies the incentivepressure to fraudulentlymisstate revenue and the potential opportunity
In order to address this risk we will perform the following
bull Update our understanding of managementrsquos processes and internal controlssurrounding revenue recognition
bull Obtain confirmations from the City of Toronto for subsidies received duringthe year
bull Test significant revenue streams through testing a sample of transactions tosupporting documents
Materiality Misstatements are considered to be material if they could reasonably be expected toinfluence the economic decisions of users of the financial statements We have set apreliminanrsquo materialihrsquo of S6i6oooo We will report unadjusted and adjusted itemsover S6i6ooo to the Board on completion of the audit
Fraud risk We discuss fraud risk annually with the Board Through our planning process (andprior yearsrsquo audits) we developed an understanding of your oversight processesincluding
Employee code of ethicsmdash Discussion at Board meetings and our attendance at those meetings or
reviewing minutes of meetingsmdash Presentations by management including business performance reviewsmdash Signing authorities
Are there any new processes or changes to the items above that we should be awareoP
We are not aware of any fraud Are you aware of instances of any actual suspected or
____________________________
alleged fraud affecting the Library
PwC 2
Toronto Public Ubrary Board Audit plan for the year ending December 31 2016
The matters raised In this and other reports that will flow from the audit are only those that have come to our attention arising from or relevant toour audit that we believe need to be brought to your attention They are not a comprehensive record of all the matters arising and in particularwe cannot be held responsible for reporting all risks in your business or all internal control weaknesses This report has been prepared solely foryour use It was not prepared or intended for any other purpose No other person or entity shall place any reliance upon the accuracy orcompleteness of statements made herein PwC does not assume responsibility to any third party and in no event shall PwC have any liabilityfor damages costs or losses suffered by reason of any reliance upon the contents of this report by any person or entity other than you
PwC 3
copy 2015 PricewaterhouseCoopers LLP an Ontario limited liability partnership All rights reserved
Board Resolutions ndash Status Report 1
STAFF REPORT INFORMATION ONLY
Board Resolutions ndash Status Report
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report lists the status of outstanding Toronto Public Library Board resolutions
BACKGROUND INFORMATION
At the April 2 2012 meeting the Toronto Public Library Board approved the inclusion of
Board Resolutions ndash 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 ndash Status Report ndash November 21 2016
18
1
STATUS REPORT
TORONTO PUBLIC LIBRARY BOARD RESOLUTIONS
AS AT NOVEMBER 21 2016
DATE OF
MEETING
MOTION
(Ref Minute )
STATUS
TARGET
DATE
Sep 8 2014 14-150 ndash Notice of Motion Funding and Timing of
PerthDupont Branch Relocation
5 requests that the local City Councillor consult
with the local community and make a
recommendation to the Board for a new name for
the relocated branch (which will no longer be
located at the corner of Perth and Dupont)
IN PROGRESS Staff to bring a recommendation to
the Board for a new name for the relocated branch to
the Board for approval
To be
determined
Feb 22 2016 16-040 ndash Naming Opportunity ndash Daniel Grafton
Hill III
2 requests staff to provide updates to the
Toronto Public Library Board on this
initiative at strategic intervals
IN PROGRESS This initiative is dependent on a
future branch capital project and consultation
process
To be
determined
Oct 24 2016 16-193 ndash Toronto Public Library Board ndash Self-
Evaluation
2 conducts a pilot self-evaluation during the
month of November 2016 and discusses the
results of the evaluation at the January 2017
meeting
IN PROGRESS A report is expected to be provided
at the January 2017 meeting
January 2017
meeting
Attachment 1
Strategic Plan 2016-2019 Accountability Framework 3
COMMENTS
There are three broad outcomes for the Strategic Plan 2016-2019 based on input gathered
from Toronto residents during the strategic plan consultation process
Expanding Access
Increasing Opportunity
Building Connections
Six strategic priorities were established to advance the broad outcomes
Advancing TPLrsquos digital platforms
Breaking down barriers to access driving inclusion
Expanding access to technology and training
Establishing TPL as Torontorsquos centre for continuous and self-directed learning
Creating community connections through cultural experiences
Transforming for 21st century service excellence
The purpose of the Accountability Framework is to guide the development monitoring and
reporting of the annual work plan for each of the four years from 2016 to 2019 and the
overall achievements of the Strategic Plan over four years It serves as
a reporting structure for the Board to monitor the progress of the strategic plan and
provide guidance
a public facing reporting tool to demonstrate openness and accountability
an internal tool to advance shared understanding of the strategic priorities and guide the
work of staff
The Accountability Framework is composed of three main tools
1 Balanced Scorecard with key performance indicators (Attachment 1 amp Attachment 2)
The overall achievements of the strategic plan will be reported using a balanced
scorecard approach with key performance indicators established under four
perspectives Customer Operational Learning amp Growth and Financial Work plan
achievements will be reported to the Board in a semi-annual status report
2 Dashboard (Attachment 3)
A dashboard format will be used to visually present the strategic plan achievements
as measured against the key performance indicators and targets This will be reported
to the Board annually
3 Logic Models
A logic model (Attachment 4) is developed to align the six strategic priorities with
key activities the broad outcomes and the contribution to the success of City of
Torontorsquos key strategies over four years
Logic models will also be developed for each strategic priority with appropriate key
activities and outcomes to guide the development of annual work plans strategic
Strategic Plan 2016-2019 Accountability Framework 4
partnerships and funding priorities Attachment 5 shows an example of a logic model
for Strategic Priority 2 Breaking down barriers to access driving inclusion
The flowchart in Attachment 6 illustrates the relationship of the three tools The key activity
of Expanding Access to branches and community service points under Priority 2 is provided
as an example
CONTACT
Elizabeth Glass Director Policy Planning amp Performance Management
Tel 416-395-5602 E-mail eglasstorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Balanced Scorecard with Key Performance Indicators
Attachment 2 List of Strategic Plan 2016-2019 Key Performance Indicators
Attachment 3 Dashboard example
Attachment 4 Strategic Plan 2016-2019 Logic Model
Attachment 5 Strategic Plan 2016-2019 Priority 2 Logic Model
Attachment 6 Strategic Plan 2016-2019 Accountability Framework Flowchart
Strategic Plan 2016 mdash 2019 Balanced Scorecard Attachment 1
Key Performance Indicators
Total number of active members
bull Total use per capita
bull Visits per capita
bull Virtual visits per capita
bull In-branch technology utilization rate internet access workstationper 100000 population wireless connections per capita
bull Utilization rate (program capacity) learning programs(ESL + Literacy + User Ed + lifelong learning)
bull Utilization rate of technology training programs
bull Utilization rate of cultural programs
bull ft of branches providing regular after-schoolprogramming from September to June
bull User satisfaction overall
bull User satisfaction in-branch technology(computers software wifi)
Users satisfaction knowledge andhelpfulness of staff
Key Performance Indicators
bull Total Open Hours
bull ft of Sunday branches (September to June)
bull ft of NIA Sunday branches (September to June)
bull ft of Sunday branches (Year-round)
ft of NIA Sunday branches (Year-round)
Turnover rate of circulating items
of special collections that are digitized
KKey Performance Indicators
bull Logic Models and evaluation frameworksdeveloped for strategic priorities
bull Spending in staff development (Total Averageper staff)
bull staff who report they have the skills andtraining to meet service delivery outcomes
bull of staff who report high levels ofengagement
Key Performance Indicators
bull Cost per use
Operating Expenditures
Operating expenditures per capita
Operating expenditures for electronic materials
Operating expenditures for digital technology
bull Total funding
bull Total funding per capita
bull Total funding from TPL Foundation
Page 1 of 1
Strategic Plan 2016-2019 Balanced Scorecard Key Performance Indicators
Customer Perspective Operational Perspective Learning amp Growth Perspective Financial Perspective
Total number of active members
Total use per capita o Visits per capita
Virtual visits per capita
In-branch technology utilization rate internet access workstation per 100000 population wireless connections per capita
Utilization rate (program capacity) learning programs (ESL + Literacy + User Ed + lifelong learning)
Utilization rate of technology training programs
Utilization rate of cultural programs
of branches providing regular after-school programming from September to June
User satisfaction overall
User satisfaction in-branch technology (computers software wifi)
Users satisfaction knowledge and helpfulness of staff
Total Open Hours o of Sunday branches
(September to June) o of NIA Sunday branches
(September to June) o of Sunday branches
(Year-round) o of NIA Sunday branches
(Year-round)
Turnover rate of circulating items
of special collections that are digitized
Logic Models and evaluation frameworks developed for strategic priorities
Spending in staff development (Total Average per staff)
staff who report they have the skills and training to meet service delivery outcomes
of staff who report high levels of engagement
Cost per use
Operating Expenditures o Operating expenditures per
capita
Operating expenditures for electronic materials
Operating expenditures for digital technology
Total funding o Total funding per capita o Total funding from TPL
Foundation
Attachment 2
Attachment 3
Strategic Plan 2016-2019 Dashboard
Key Performance Indicators
Example Open Hours
2016 Activities that will move the dial Status
Sunday service expanded to create year-round service at 6 District and 2 R amp R branches and added to 6 neighbourhood branches to provide seasonal Sunday service
Measure Baseline (2015) Current (Dec 2016) Target (2019) change
Total open hours 269672 hours 274397 hours 281878 hours + 45
Attachment 4
Toronto Public Library Strategic Plan 2016-2019 Logic Model
Torontonians are aware of library services to
address immediate needs
Create and implement Digital Strategy to develop online services
Torontonians have access to reading and
learning materials in a wide range of formats
and levels to support the joy of reading and
lifelong learning
TPL has resources and well-trained staff to
deliver strategic outcomes
Torontonians are connected through cultural
and leisure experiences and opportunites
TPL provides exceptional services and
experience at customers every point of need
TPL increased partnership and funding
opportunities with City of Toronto community
organizations and funding partners
Torontonians have improved access to
technology and staff assistance to develop
technology skills
Torontonians have expanded access to
emerging technology innovation spaces and
programs
Torontonians have new experiential
collaborative and e-learning opporunities to
support education employment and multiple
literacies
Use technology to drive improvements in business processes and
efficiency eg cloud analytics
Torontonians have equitable
support to learning and training
and gain the knowledge multiple
literacy skills and networks to
enrich their education work life and
leisure experiences
Torontonians have access to
programs and activities to support
and enhance diverse cultural
experiences and library collections
that reflect their cultural ineterests
and needs
Support readers of all ages and interests with diverse collections
readers advisory and a wide range of literary and cultural programs
Toronto children and youth have additional safe
after school social and learning environments
and programs
Priorities Key Activities
Mission Toronto Public Library provides free and equitable access to services which meet the changing needs of Torontonians The Library preserves and promotes universal
access to a broad range of human knowledge experience information and ideas in a welcoming and supportive environment
Establishing TPL as Torontos
centre for continuous and self-
dlirected learning
Impact
Expanding access to technology
and training
Advancing TPLs digital platforms
Breaking down barriers to access
driving inclusion
Expand high quality out-of-school-time programs for children and youth
Increase awareness and engagement across library channels
Allocate additional resources to sustain current and emerging
technology
Provide access to current and emerging technology and training in
library branches and community locations
Identify and remove policy barriers to online and in-person servicesToronto Public Library is a
community asset that builds
community capacity and improves
Torontonians well-being
Toronto Public Library contributes to the success of
Toronto Strong Neighbourhood Strategy 2020
Actions for strong Neighbourhoods
under five domains
Physical surroundings
Economic opportunities
Healthy lives
Social development and
Participation in civic decision-making
Toronto Public Library is a key partner in
City of Torontos Poverty Reduction Strategy
in addressing the issues of
service access and availability
Toronto Public Library supports the positive
outcomes of City of Torontos strategies for targeted
population including
Raising the Village Measuring the Well-being
of Children and Families in Toronto
Toronto Youth Equity Strategy
Toronto Newcomer Strategy
Toronto Seniors Strategy
Expand access to branches and community service points
Develop new resources programs and partnerships to deliver eLearning
programs
Provide in-branch resources space and technology to support
experiential learning
Provide resources and programs to support civic engagement
community events and discussion of social issues
Transforming for 21st century
service excellence Dedicate staff resources and training to provide expertise in key
strategic areas eg technology and literacy
Torontonians are empowered and supported in
their partcipation in civic lifeCreating community connections
through cultural experiences
Create diverse and inclusive cultural programs and experiences in
branch and online spaces
Curate and digitize special collections to reflect Torontos diverse
history culture and heritage
Develop organizational structure and culture to support innovation and
customer service excellence
ACCESS
OPPORTUNITY
CONNECTIONS
Outcomes
Torontonians have easy convienient online
access to library collections and services
Torontonians have convenient and local access
to neighbourhood spaces and services
Attachment 5
Expand online services
Develop self-serve Library Kiosks
Increased program offerings
After hours access implemented
Increased online service options
Increased self-service options
CONNECTIONS
Understand City demographics
demands and use of a full range of
library services
Develop after-hours access at branches
2 Breaking down
barriers to access
driving inclusion
Toronto Public Library contributes to the success of
City of Torontos key strategies including
Toronto Strong Neighbourhood Strategy 2020
bull Targeting appropriate resources to
respond to neighbourhood needs
Toronto Poverty Reduction Strategy
bull Address immediate needs
bull Create pathways to prosperity
bull Increase service access and availability
ACCESS
OPPORTUNITYLibrary membership options reflect
users online and branch access
needs
Provide access to current
and emerging technology
and training in library
branches and community
locations
Increase awareness and
engagement across library
channels
Sunday service expanded in target
branches
Identify and remove policy
barriers to online and in-
person services
Expand access to branches
and community service
points
Number of blocked library cards
reduced in target populations
Toronto Public Library Strategic Plan 2016-2019 Logic Model
Priority Impact
Mission Toronto Public Library provides free and equitable access to services which meet the changing needs of Torontonians The Library preserves and promotes universal access to a broad
range of human knowledge experience information and ideas in a welcoming and supportive environment
OutcomeKey Activities
Toronto Youth Equity Strategy
bull Service gaps
bull Service relevance amp accessibility
Toronto Newcomer Strategy
bull Improving access to municipal supports
bull Supporting civic engagement and
community capacity
Develop marketing strategy and conduct
publicity campaigns
Toronto Seniors Strategy
bull Equity
bull Inclusion
bull Respect
bull Quality of life
Expand access to library service in
community locations
Toronto Public Library is a
community asset that builds
community capacity and improves
Torontonians
well-being
Torontonians have equitable
support to learning and training
and gain the knowledge multiple
literacy skills and networks to
enrich their education work life
and leisure experiences
Torontonians have access to
programs and activities to support
and enhance diverse cultural
experiences and library
collections that reflect their
cultural ineterests and needsIncreased circulation of library
materials
Identify and remove policy barriers to
online and in-person services
Raising the Village Measuring the
Well-being of Children and Families in Toronto
bull Families have equitable access to
learning and training and are active in
their childrenrsquos education
bull Families belong to communities and
have the freedom to express and
opportunities to foster their culture and
identity
Torontonians are aware of library
services to address immediate needs
Conduct outreach and customer
engagement programs
Expand branch hours with additional
programs
Torontonians have easy
convienient online access to library
collections and services
Torontonians have convenient and
local access to neighbourhood
spaces and services
Attachment 6
Accountability Framework
Example
Priority Key Activity Short Term Medium Term Impact
Breaking down barriers to access
driving inclusion
Expand access to branches and
community service points
Torontonians have convenient and
local access to neighbourhood spaces
and services
Toronto Public Library is a community
asset that builds community capacity
and improves Torontonians well-being
Toronto Poverty Reduction Strategy
Increase service access and availability
Example
Customer Perspective Operational Perspective Learning amp Growth Perspective Financial Perspective
Utilization rate Service hours added Staff training Cost per use
Example
Is a visual representation of progress towards four years targets for KPIs to achieve strategic outcomes
with a baseline benchmark and annual target
Dashboard
Monitors the progress of the strategic plan across four perspectives and indentifies KPIs to measure progress towards outcomes
Links planned activities to expected outcomes
Toronto Public Library Strategic Plan 2016-2019
Implementation Compliance and Progress
Logic Model
Balanced Scorecard
Outcomes
Strategic Plan 2016-2019
Accountability Framework
November 21 2016
Toronto Public Library Board Meeting
1
Accountability Framework
Strategic Plan Performance Measures Committee
to provide advice and recommendations to the Board for
strengthening the Boardrsquos monitoring and assessment of the
strategic planrsquos implementation for compliance and progress
2
Accountability Framework
Strategic Plan Performance Measures Committee
bull Met four times from May to November 2016
bull Endorsed Accountability Framework at November 7 2016
meeting
bull Concluded its work
3
Accountability Framework
Purpose of framework
bull To guide the development monitoring and reporting of
The Annual work plan for each year from 2016-2019
The overall achievements of the Strategic Plan over four
years
4
Accountability Framework
bull A reporting structure for the Board to monitor the
progress of the strategic plan and provide guidance
bull Public facing reporting tool to demonstrate openness
and accountability
bull An internal tool for staff
5
Accountability Framework
Strategic Plan 2016-2019
bull Three broad outcomes
Access
Opportunity
Connections
And six strategic priorities
6
Accountability Framework
Strategic Plan 2016-2019
bull Six Strategic Priorities
Advancing TPLrsquos digital Platforms
Breaking down barriers to access driving inclusion
Expanding access to technology and training
Establishing TPL as Torontorsquos centre for continuous and
self-directed learning
Creating community connections through cultural
experiences
Transforming for 21st century service excellence
7
Accountability Framework
Three main tools
bull Balanced Scorecard with Key Performance
Indicators (KPIs)
bull Dashboard for visual presentation
bull Logic Models
8
Accountability Framework
Balanced Scorecard
bull A performance measurement tool developed at the
Harvard Business School
bull Provides a framework to monitor organization
performance from four perspectives the customerrsquos
perspective an internal business perspective an
innovation and learning perspective and the
financial perspective
Balance scorecard Encyclopedia of Business Gale 2000
9
10
Strategic Plan 2016 ndash 2019 Balanced Scorecard
11
Strategic Plan 2016 ndash 2019 Balanced Scorecard
Accountability Framework
Reporting timeline
bull Annual work plan achievements will be reported
to the Board in a semi-annual status report in
June and year end
bull Overall achievements of the strategic plan will be
reported annually to the Board (eg first quarter
of 2017 for 2016) using a balanced scorecard and
presented visually using a dashboard
12
Accountability Framework
13
Accountability Framework
Logic Model
bull A logic model is a systematic and visual way to present the
relationships among the resources to operate a program the
planned activities and the changes or results you hope to
achieve
14
WK Kellogg Foundation Logic Model Development Guide 2004
Accountability Framework
Logic Models
bull A Strategic Plan 2016-2019 aligns 6 strategic priorities
with
Key activities
3 broad strategic outcomes
City of Torontorsquos key strategies
bull Plus a logic model for each of the 6 strategic priorities
15
16
Strategic Plan 2016-2019 Logic Model
17
Strategic Plan 2016-2019 Priority 2 Logic Model
18
Accountability Framework
Questions amp Discussion
19
20
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 1
STAFF REPORT ACTION REQUIRED
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report proposes revised meeting dates for the December 2016 and January 2017
meetings for Toronto Public Library Board approval
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves rescheduling the December 8 2016 Toronto Public Library Board meeting
to December 12 2016 and
2 approves rescheduling the January 23 2017 Toronto Public Library Board meeting to
January 30 2017
FINANCIAL IMPACT
There is no financial impact arising from this report
The Director Finance and Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
At the January 25 2016 meeting the Board approved the schedule for meetings in 2016
including December 8 2016
At the October 24 2016 meeting the Board was provided with the proposed schedule for
meetings in 2017 including January 23 2017 for approval at the January 2017 meeting
14
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 2
COMMENTS
Library staff have recently reviewed the Cityrsquos updated budget schedule The Library Board
meeting in December is not well aligned with the Cityrsquos schedule A later December date
would provide the Board with more opportunity to be informed and kept up-to-date on the
2017 budget as well as to participate in the process As a result the rescheduling of the
December 8 2016 meeting to Monday December 12 is being recommended Board
members were canvassed and quorum is attainable for a meeting on December 12 2016
As the same scenario is also a possibility for the proposed January 23 2017 meeting it is
recommended that the date be changed to January 30 2017
Key dates for the 2017 budget process are shown below
2017 Budget Timetable
Date Political Review TPL Board
2016
Nov 21 Board meeting
Dec 2 Budget Committee launch
Dec 12 (from 8) Board meeting
Dec 161920 (21) Budget Committee presentations
2017
Jan 5 910 Budget Committee public deputations
Jan 12 Budget Committee wrap-up
Jan 24 Budget Committee final
Jan 30 (from 23) Board meeting
Feb 7 Executive Committee
Feb 15 16 (17) Council approval
Feb 21 Board meeting
CONTACT
Nancy Marshall Library Board Officer City Librarianrsquos Office
Tel 416-393-7215 E-mail nmarshalltorontopubliclibraryca
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 3
SIGNATURE
______________________________
Vickery Bowles
City Librarian
Holiday Closures 2017 and January 2018 1
STAFF REPORT ACTION REQUIRED
Holiday Closures 2017 and January 2018
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The purpose of this report is to recommend and receive Toronto Public Library Board
approval for the schedule of holiday closures for 2017 and January 2018
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves the schedule of holiday closures for 2017 and January 2018 as provided
in Attachment 1
FINANCIAL IMPACT
There is no financial impact to the 2017 operating budget arising from the
recommendation in this report The recommended closures are included in the proposed
2017 operating budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
Where Library Board approval is required to establish holiday closures the matter comes
before the Board in the preceding year to ensure adequate notice to the public and staff
COMMENTS
At its meeting on October 26 2015 the Library Board approved the Library closure for
New Yearrsquos Day 2017 on Monday January 2 2017
15
Holiday Closures 2017 and January 2018 2
The Library is open for regular service on Remembrance Day Saturday November 11
2017
The Library will be closed on Monday December 25 2017 for Christmas Day and
Tuesday December 26 2017 for Boxing Day
In 2018 New Yearrsquos Day falls on a Monday and the Library will be closed
All full-time employees whose scheduled day off falls on a holiday closure are
compensated with a day in lieu to be taken at another agreed upon time
It is the practice of the Library to close on the Sundays adjacent to public holidays with
the exception of Family Day
The schedule of holiday closures for 2017 and January 2018 is provided in Attachment 1
CONTACT
Dan Keon Director Human Resources Tel 416-395-5850
E-mail dkeontorontopubliclibraryca
SIGNATURE
_____________________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Holiday Closures 2017 and January 2018
Toronto Public Library Holiday Closures 2017 and January 2018
Sunday January 1 2017 New Yearrsquos Day Closed
Monday January 2 2017 For New Yearrsquos Day Closed
Monday February 20 2017 Family Day Closed
Friday April 14 2017 Good Friday Closed
Sunday April 16 2017 Easter Sunday Closed
Monday April 17 2017 Easter Monday Closed
Monday May 22 2017 Victoria Day Closed
Saturday July 1 2017 Canada Day Closed
Monday August 7 2017 Civic Holiday (Simcoe Day) Closed
Monday September 4 2017 Labour Day Closed
Monday October 9 2017 Thanksgiving Day Closed
Sunday December 24 2017 Christmas Eve Closed
Monday December 25 2017 Christmas Day Closed
Tuesday December 26 2017 Boxing Day Closed
Sunday December 31 2017 New Yearrsquos Eve Closed
Monday January 1 2018 New Yearrsquos Day Closed
New Yearrsquos Day 2017 closure approved by the Library Board on October 26 2015
Attachment 1
Audit Plan for the Year Ending December 31 2016 1
STAFF REPORT INFORMATION ONLY
Audit Plan for the Year Ending December 31 2016
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The attached report from PricewaterhouseCoopers the external auditors summarizes the
planning for their audit of the 2016 financial statements for the Toronto Public Library
Board
FINANCIAL IMPACT
The proposed audit fee of $25000 inclusive of expenses and exclusive of Harmonized
Sales Tax (2015 ndash $25000) is included in the 2016 operating budget It is important to
note that the audit fee does not include extra audit work that may be required due to
scope changes and PricewaterhouseCoopers will advise management as soon as possible
if this were to happen
This is the second year of a five-year audit contract that the City has negotiated The fee
will remain unchanged for the duration of the contract
ISSUE BACKGROUND
Under Section 139 of the City of Toronto Act 2006 the City is required to appoint an
auditor licensed under the Public Accounting Act 2004 who is responsible for annually
auditing the accounts and transactions of the City and its local boards and expressing an
opinion on the financial statements of these entities based on the audit
Council at its March 2015 meeting approved the recommendation of the Audit
Committee to appoint PricewaterhouseCoopers as the external auditor for the City and
Library The contract with PricewaterhouseCoopers is for five years ending with the
audit of the December 31 2019 financial statements
As part of the annual audit PricewaterhouseCoopers provides an Audit Plan report to the
Toronto Public Library Board The auditors will conduct their audit of the 2016 financial
statements pursuant to this plan
17
Audit Plan for the Year Ending December 31 2016 2
COMMENTS
Attached is PricewaterhouseCoopersrsquo Audit Plan for the Library which summarizes their
view on audit risks the nature extent and timing of the audit work and the terms of
engagement
On completion of the audit PricewaterhouseCoopers will issue the Audited Financial
Statements and a Year-End Report to the Board that will provide key matters for
discussion significant audit accounting and financial reporting matters summary of
unadjusted and adjusted items other required communications internal control
recommendations and a confirmation of auditor independence
Work on the interim audit was completed in October 2016 and the year-end audit is
expected to be completed by March 2016
CONTACT
Larry Hughsam Director Finance amp Treasurer Tel 416-397-5946
E-mail lhughsamtorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Board ndash Audit Plan for the year ending
December 31 2016
wwwpwccomca
Audit planfor the yearendingDecember31 2016
Toronto PublicLibrary Board
pwc
pwc
October 28 2016
Members of the BoardToronto Public Library Board
Dear Members of the Board
We are pleased to present an overview of our audit plan for the 2016 audit of the financial statementsof Toronto Public Library Board (the Library) prepared in accordance with Canadian Public SectorAccounting Standards (PSAS) (referred to as the ldquofinancial statementsrdquo from now on)
This overview includes our view on audit risks and the nature extent and timing of our audit work
We value your feedback and if you have any questions about the identified risks and our audit approachplease do not hesitate to contact the undersigned at (416) 228-1922
Yours very truly
Tern McUnnonPartnerRisk Assurance Services
cc Mr Larry Hughsam Director Finance and Treasurer
PricewatcrhouseCoopers UPnyC Tower i8 York Street Suite 2600 Toronto Ontario Canada M oB2T +1 416 8631133 F +1 416 365 8215 wwwpwccomca
lsquoPwt relera to Pdcewatethousetoopers LLP an Ontario limiled liabiLity paruiership
Toronto Public Library Board Audit plan for the year ending December 31 2016
Communications to the Board
Key mattersfor Commentsdiscussion
Client service team Tern McKinnon is your engagement leader and Julianne Cooke is your engagementmanager
Service deliverables We will audit the Libraryrsquos financial statements as of December 31 2016 and for theyear then ending prepared in accordance with PSAS
Our engagement letter which has been signed by the City of Toronto sets out theterms and conditions for our engagement as the independent auditor of the Libraryfor the above-mentioned year In addition our engagement letter outlines ourresponsibilities as the auditor and the responsibilities of management
Audit timeline We worked with management to develop this project timelinemdash Interim visit October 17-21 2016mdash Year-end visit March20 mdash March 31 2017mdash Clearance meeting with management To be confirmedmdash Deliveryfiling of financial statements To be confirmed
Audit approach Our audit approach is a mixture of tests of internal controls and substantive testingOur audit approach is designed to allow us to execute a quality and efficient auditWe do this byi gaining an understanding of the business by focusing on new developments
and key business issues affecting the Library as well as managementrsquosmonitoring of controls and business processes
ii identiring significant audit risks sharing our perspectives obtaining yourfeedback and ensuring our audit is tailored to these risks
iii using well-reasoned professional judgment especially in areas that aresubjective or require estimates and
iv leveraging reliance where possible on the Libraryrsquos internal controls andinformation technology and data systems
In the current year our planned work will include testing of key controls in thefollowing areasmdash Purchases payables and disbursementsmdash Payroll
All other areas will be subject to tests of detail
Significant risks are risks of material misstatement that we think need special auditconsideration We identified several significant audit risks and plan to address themas follows Please let us know if you agree that these are the most significant risksfrom your point of view and if you have any other areas of concern
PwC I
Toronto Public Library Board Audit plan for the year ending December 31 2016
Significant risk to Managementrsquos response and our audit approachdiscuss
Risk of management Accounting regulatory authorities require that the risk of material misstatement dueoverride of controls to management override of controls be considered a significant risk on every audit
engagement
This represents the risk that internal controls at the Library maybe circumvented toachieve desired financial results or gain inappropriate access to financial resources
In order to address this risk we will perform the followingbull All non-routine journal entries are reviewed and approved by the appropriate
level of managementbull We will review manual journal entries focusing on large and unusual entriesbull We will review accounting estimates for biases that could result in material
misstatementbull We will incorporate unpredictable procedures in the audit approach
Risk of fraud in revenue The risk of fraud in revenue recognition is a presumed significant risk underrecognition Canadian Auditing Standards We will assess this risk through the consideration of
the Libraryrsquos revenue recognition policies the incentivepressure to fraudulentlymisstate revenue and the potential opportunity
In order to address this risk we will perform the following
bull Update our understanding of managementrsquos processes and internal controlssurrounding revenue recognition
bull Obtain confirmations from the City of Toronto for subsidies received duringthe year
bull Test significant revenue streams through testing a sample of transactions tosupporting documents
Materiality Misstatements are considered to be material if they could reasonably be expected toinfluence the economic decisions of users of the financial statements We have set apreliminanrsquo materialihrsquo of S6i6oooo We will report unadjusted and adjusted itemsover S6i6ooo to the Board on completion of the audit
Fraud risk We discuss fraud risk annually with the Board Through our planning process (andprior yearsrsquo audits) we developed an understanding of your oversight processesincluding
Employee code of ethicsmdash Discussion at Board meetings and our attendance at those meetings or
reviewing minutes of meetingsmdash Presentations by management including business performance reviewsmdash Signing authorities
Are there any new processes or changes to the items above that we should be awareoP
We are not aware of any fraud Are you aware of instances of any actual suspected or
____________________________
alleged fraud affecting the Library
PwC 2
Toronto Public Ubrary Board Audit plan for the year ending December 31 2016
The matters raised In this and other reports that will flow from the audit are only those that have come to our attention arising from or relevant toour audit that we believe need to be brought to your attention They are not a comprehensive record of all the matters arising and in particularwe cannot be held responsible for reporting all risks in your business or all internal control weaknesses This report has been prepared solely foryour use It was not prepared or intended for any other purpose No other person or entity shall place any reliance upon the accuracy orcompleteness of statements made herein PwC does not assume responsibility to any third party and in no event shall PwC have any liabilityfor damages costs or losses suffered by reason of any reliance upon the contents of this report by any person or entity other than you
PwC 3
copy 2015 PricewaterhouseCoopers LLP an Ontario limited liability partnership All rights reserved
Board Resolutions ndash Status Report 1
STAFF REPORT INFORMATION ONLY
Board Resolutions ndash Status Report
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report lists the status of outstanding Toronto Public Library Board resolutions
BACKGROUND INFORMATION
At the April 2 2012 meeting the Toronto Public Library Board approved the inclusion of
Board Resolutions ndash 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 ndash Status Report ndash November 21 2016
18
1
STATUS REPORT
TORONTO PUBLIC LIBRARY BOARD RESOLUTIONS
AS AT NOVEMBER 21 2016
DATE OF
MEETING
MOTION
(Ref Minute )
STATUS
TARGET
DATE
Sep 8 2014 14-150 ndash Notice of Motion Funding and Timing of
PerthDupont Branch Relocation
5 requests that the local City Councillor consult
with the local community and make a
recommendation to the Board for a new name for
the relocated branch (which will no longer be
located at the corner of Perth and Dupont)
IN PROGRESS Staff to bring a recommendation to
the Board for a new name for the relocated branch to
the Board for approval
To be
determined
Feb 22 2016 16-040 ndash Naming Opportunity ndash Daniel Grafton
Hill III
2 requests staff to provide updates to the
Toronto Public Library Board on this
initiative at strategic intervals
IN PROGRESS This initiative is dependent on a
future branch capital project and consultation
process
To be
determined
Oct 24 2016 16-193 ndash Toronto Public Library Board ndash Self-
Evaluation
2 conducts a pilot self-evaluation during the
month of November 2016 and discusses the
results of the evaluation at the January 2017
meeting
IN PROGRESS A report is expected to be provided
at the January 2017 meeting
January 2017
meeting
Attachment 1
Strategic Plan 2016-2019 Accountability Framework 4
partnerships and funding priorities Attachment 5 shows an example of a logic model
for Strategic Priority 2 Breaking down barriers to access driving inclusion
The flowchart in Attachment 6 illustrates the relationship of the three tools The key activity
of Expanding Access to branches and community service points under Priority 2 is provided
as an example
CONTACT
Elizabeth Glass Director Policy Planning amp Performance Management
Tel 416-395-5602 E-mail eglasstorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Balanced Scorecard with Key Performance Indicators
Attachment 2 List of Strategic Plan 2016-2019 Key Performance Indicators
Attachment 3 Dashboard example
Attachment 4 Strategic Plan 2016-2019 Logic Model
Attachment 5 Strategic Plan 2016-2019 Priority 2 Logic Model
Attachment 6 Strategic Plan 2016-2019 Accountability Framework Flowchart
Strategic Plan 2016 mdash 2019 Balanced Scorecard Attachment 1
Key Performance Indicators
Total number of active members
bull Total use per capita
bull Visits per capita
bull Virtual visits per capita
bull In-branch technology utilization rate internet access workstationper 100000 population wireless connections per capita
bull Utilization rate (program capacity) learning programs(ESL + Literacy + User Ed + lifelong learning)
bull Utilization rate of technology training programs
bull Utilization rate of cultural programs
bull ft of branches providing regular after-schoolprogramming from September to June
bull User satisfaction overall
bull User satisfaction in-branch technology(computers software wifi)
Users satisfaction knowledge andhelpfulness of staff
Key Performance Indicators
bull Total Open Hours
bull ft of Sunday branches (September to June)
bull ft of NIA Sunday branches (September to June)
bull ft of Sunday branches (Year-round)
ft of NIA Sunday branches (Year-round)
Turnover rate of circulating items
of special collections that are digitized
KKey Performance Indicators
bull Logic Models and evaluation frameworksdeveloped for strategic priorities
bull Spending in staff development (Total Averageper staff)
bull staff who report they have the skills andtraining to meet service delivery outcomes
bull of staff who report high levels ofengagement
Key Performance Indicators
bull Cost per use
Operating Expenditures
Operating expenditures per capita
Operating expenditures for electronic materials
Operating expenditures for digital technology
bull Total funding
bull Total funding per capita
bull Total funding from TPL Foundation
Page 1 of 1
Strategic Plan 2016-2019 Balanced Scorecard Key Performance Indicators
Customer Perspective Operational Perspective Learning amp Growth Perspective Financial Perspective
Total number of active members
Total use per capita o Visits per capita
Virtual visits per capita
In-branch technology utilization rate internet access workstation per 100000 population wireless connections per capita
Utilization rate (program capacity) learning programs (ESL + Literacy + User Ed + lifelong learning)
Utilization rate of technology training programs
Utilization rate of cultural programs
of branches providing regular after-school programming from September to June
User satisfaction overall
User satisfaction in-branch technology (computers software wifi)
Users satisfaction knowledge and helpfulness of staff
Total Open Hours o of Sunday branches
(September to June) o of NIA Sunday branches
(September to June) o of Sunday branches
(Year-round) o of NIA Sunday branches
(Year-round)
Turnover rate of circulating items
of special collections that are digitized
Logic Models and evaluation frameworks developed for strategic priorities
Spending in staff development (Total Average per staff)
staff who report they have the skills and training to meet service delivery outcomes
of staff who report high levels of engagement
Cost per use
Operating Expenditures o Operating expenditures per
capita
Operating expenditures for electronic materials
Operating expenditures for digital technology
Total funding o Total funding per capita o Total funding from TPL
Foundation
Attachment 2
Attachment 3
Strategic Plan 2016-2019 Dashboard
Key Performance Indicators
Example Open Hours
2016 Activities that will move the dial Status
Sunday service expanded to create year-round service at 6 District and 2 R amp R branches and added to 6 neighbourhood branches to provide seasonal Sunday service
Measure Baseline (2015) Current (Dec 2016) Target (2019) change
Total open hours 269672 hours 274397 hours 281878 hours + 45
Attachment 4
Toronto Public Library Strategic Plan 2016-2019 Logic Model
Torontonians are aware of library services to
address immediate needs
Create and implement Digital Strategy to develop online services
Torontonians have access to reading and
learning materials in a wide range of formats
and levels to support the joy of reading and
lifelong learning
TPL has resources and well-trained staff to
deliver strategic outcomes
Torontonians are connected through cultural
and leisure experiences and opportunites
TPL provides exceptional services and
experience at customers every point of need
TPL increased partnership and funding
opportunities with City of Toronto community
organizations and funding partners
Torontonians have improved access to
technology and staff assistance to develop
technology skills
Torontonians have expanded access to
emerging technology innovation spaces and
programs
Torontonians have new experiential
collaborative and e-learning opporunities to
support education employment and multiple
literacies
Use technology to drive improvements in business processes and
efficiency eg cloud analytics
Torontonians have equitable
support to learning and training
and gain the knowledge multiple
literacy skills and networks to
enrich their education work life and
leisure experiences
Torontonians have access to
programs and activities to support
and enhance diverse cultural
experiences and library collections
that reflect their cultural ineterests
and needs
Support readers of all ages and interests with diverse collections
readers advisory and a wide range of literary and cultural programs
Toronto children and youth have additional safe
after school social and learning environments
and programs
Priorities Key Activities
Mission Toronto Public Library provides free and equitable access to services which meet the changing needs of Torontonians The Library preserves and promotes universal
access to a broad range of human knowledge experience information and ideas in a welcoming and supportive environment
Establishing TPL as Torontos
centre for continuous and self-
dlirected learning
Impact
Expanding access to technology
and training
Advancing TPLs digital platforms
Breaking down barriers to access
driving inclusion
Expand high quality out-of-school-time programs for children and youth
Increase awareness and engagement across library channels
Allocate additional resources to sustain current and emerging
technology
Provide access to current and emerging technology and training in
library branches and community locations
Identify and remove policy barriers to online and in-person servicesToronto Public Library is a
community asset that builds
community capacity and improves
Torontonians well-being
Toronto Public Library contributes to the success of
Toronto Strong Neighbourhood Strategy 2020
Actions for strong Neighbourhoods
under five domains
Physical surroundings
Economic opportunities
Healthy lives
Social development and
Participation in civic decision-making
Toronto Public Library is a key partner in
City of Torontos Poverty Reduction Strategy
in addressing the issues of
service access and availability
Toronto Public Library supports the positive
outcomes of City of Torontos strategies for targeted
population including
Raising the Village Measuring the Well-being
of Children and Families in Toronto
Toronto Youth Equity Strategy
Toronto Newcomer Strategy
Toronto Seniors Strategy
Expand access to branches and community service points
Develop new resources programs and partnerships to deliver eLearning
programs
Provide in-branch resources space and technology to support
experiential learning
Provide resources and programs to support civic engagement
community events and discussion of social issues
Transforming for 21st century
service excellence Dedicate staff resources and training to provide expertise in key
strategic areas eg technology and literacy
Torontonians are empowered and supported in
their partcipation in civic lifeCreating community connections
through cultural experiences
Create diverse and inclusive cultural programs and experiences in
branch and online spaces
Curate and digitize special collections to reflect Torontos diverse
history culture and heritage
Develop organizational structure and culture to support innovation and
customer service excellence
ACCESS
OPPORTUNITY
CONNECTIONS
Outcomes
Torontonians have easy convienient online
access to library collections and services
Torontonians have convenient and local access
to neighbourhood spaces and services
Attachment 5
Expand online services
Develop self-serve Library Kiosks
Increased program offerings
After hours access implemented
Increased online service options
Increased self-service options
CONNECTIONS
Understand City demographics
demands and use of a full range of
library services
Develop after-hours access at branches
2 Breaking down
barriers to access
driving inclusion
Toronto Public Library contributes to the success of
City of Torontos key strategies including
Toronto Strong Neighbourhood Strategy 2020
bull Targeting appropriate resources to
respond to neighbourhood needs
Toronto Poverty Reduction Strategy
bull Address immediate needs
bull Create pathways to prosperity
bull Increase service access and availability
ACCESS
OPPORTUNITYLibrary membership options reflect
users online and branch access
needs
Provide access to current
and emerging technology
and training in library
branches and community
locations
Increase awareness and
engagement across library
channels
Sunday service expanded in target
branches
Identify and remove policy
barriers to online and in-
person services
Expand access to branches
and community service
points
Number of blocked library cards
reduced in target populations
Toronto Public Library Strategic Plan 2016-2019 Logic Model
Priority Impact
Mission Toronto Public Library provides free and equitable access to services which meet the changing needs of Torontonians The Library preserves and promotes universal access to a broad
range of human knowledge experience information and ideas in a welcoming and supportive environment
OutcomeKey Activities
Toronto Youth Equity Strategy
bull Service gaps
bull Service relevance amp accessibility
Toronto Newcomer Strategy
bull Improving access to municipal supports
bull Supporting civic engagement and
community capacity
Develop marketing strategy and conduct
publicity campaigns
Toronto Seniors Strategy
bull Equity
bull Inclusion
bull Respect
bull Quality of life
Expand access to library service in
community locations
Toronto Public Library is a
community asset that builds
community capacity and improves
Torontonians
well-being
Torontonians have equitable
support to learning and training
and gain the knowledge multiple
literacy skills and networks to
enrich their education work life
and leisure experiences
Torontonians have access to
programs and activities to support
and enhance diverse cultural
experiences and library
collections that reflect their
cultural ineterests and needsIncreased circulation of library
materials
Identify and remove policy barriers to
online and in-person services
Raising the Village Measuring the
Well-being of Children and Families in Toronto
bull Families have equitable access to
learning and training and are active in
their childrenrsquos education
bull Families belong to communities and
have the freedom to express and
opportunities to foster their culture and
identity
Torontonians are aware of library
services to address immediate needs
Conduct outreach and customer
engagement programs
Expand branch hours with additional
programs
Torontonians have easy
convienient online access to library
collections and services
Torontonians have convenient and
local access to neighbourhood
spaces and services
Attachment 6
Accountability Framework
Example
Priority Key Activity Short Term Medium Term Impact
Breaking down barriers to access
driving inclusion
Expand access to branches and
community service points
Torontonians have convenient and
local access to neighbourhood spaces
and services
Toronto Public Library is a community
asset that builds community capacity
and improves Torontonians well-being
Toronto Poverty Reduction Strategy
Increase service access and availability
Example
Customer Perspective Operational Perspective Learning amp Growth Perspective Financial Perspective
Utilization rate Service hours added Staff training Cost per use
Example
Is a visual representation of progress towards four years targets for KPIs to achieve strategic outcomes
with a baseline benchmark and annual target
Dashboard
Monitors the progress of the strategic plan across four perspectives and indentifies KPIs to measure progress towards outcomes
Links planned activities to expected outcomes
Toronto Public Library Strategic Plan 2016-2019
Implementation Compliance and Progress
Logic Model
Balanced Scorecard
Outcomes
Strategic Plan 2016-2019
Accountability Framework
November 21 2016
Toronto Public Library Board Meeting
1
Accountability Framework
Strategic Plan Performance Measures Committee
to provide advice and recommendations to the Board for
strengthening the Boardrsquos monitoring and assessment of the
strategic planrsquos implementation for compliance and progress
2
Accountability Framework
Strategic Plan Performance Measures Committee
bull Met four times from May to November 2016
bull Endorsed Accountability Framework at November 7 2016
meeting
bull Concluded its work
3
Accountability Framework
Purpose of framework
bull To guide the development monitoring and reporting of
The Annual work plan for each year from 2016-2019
The overall achievements of the Strategic Plan over four
years
4
Accountability Framework
bull A reporting structure for the Board to monitor the
progress of the strategic plan and provide guidance
bull Public facing reporting tool to demonstrate openness
and accountability
bull An internal tool for staff
5
Accountability Framework
Strategic Plan 2016-2019
bull Three broad outcomes
Access
Opportunity
Connections
And six strategic priorities
6
Accountability Framework
Strategic Plan 2016-2019
bull Six Strategic Priorities
Advancing TPLrsquos digital Platforms
Breaking down barriers to access driving inclusion
Expanding access to technology and training
Establishing TPL as Torontorsquos centre for continuous and
self-directed learning
Creating community connections through cultural
experiences
Transforming for 21st century service excellence
7
Accountability Framework
Three main tools
bull Balanced Scorecard with Key Performance
Indicators (KPIs)
bull Dashboard for visual presentation
bull Logic Models
8
Accountability Framework
Balanced Scorecard
bull A performance measurement tool developed at the
Harvard Business School
bull Provides a framework to monitor organization
performance from four perspectives the customerrsquos
perspective an internal business perspective an
innovation and learning perspective and the
financial perspective
Balance scorecard Encyclopedia of Business Gale 2000
9
10
Strategic Plan 2016 ndash 2019 Balanced Scorecard
11
Strategic Plan 2016 ndash 2019 Balanced Scorecard
Accountability Framework
Reporting timeline
bull Annual work plan achievements will be reported
to the Board in a semi-annual status report in
June and year end
bull Overall achievements of the strategic plan will be
reported annually to the Board (eg first quarter
of 2017 for 2016) using a balanced scorecard and
presented visually using a dashboard
12
Accountability Framework
13
Accountability Framework
Logic Model
bull A logic model is a systematic and visual way to present the
relationships among the resources to operate a program the
planned activities and the changes or results you hope to
achieve
14
WK Kellogg Foundation Logic Model Development Guide 2004
Accountability Framework
Logic Models
bull A Strategic Plan 2016-2019 aligns 6 strategic priorities
with
Key activities
3 broad strategic outcomes
City of Torontorsquos key strategies
bull Plus a logic model for each of the 6 strategic priorities
15
16
Strategic Plan 2016-2019 Logic Model
17
Strategic Plan 2016-2019 Priority 2 Logic Model
18
Accountability Framework
Questions amp Discussion
19
20
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 1
STAFF REPORT ACTION REQUIRED
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report proposes revised meeting dates for the December 2016 and January 2017
meetings for Toronto Public Library Board approval
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves rescheduling the December 8 2016 Toronto Public Library Board meeting
to December 12 2016 and
2 approves rescheduling the January 23 2017 Toronto Public Library Board meeting to
January 30 2017
FINANCIAL IMPACT
There is no financial impact arising from this report
The Director Finance and Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
At the January 25 2016 meeting the Board approved the schedule for meetings in 2016
including December 8 2016
At the October 24 2016 meeting the Board was provided with the proposed schedule for
meetings in 2017 including January 23 2017 for approval at the January 2017 meeting
14
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 2
COMMENTS
Library staff have recently reviewed the Cityrsquos updated budget schedule The Library Board
meeting in December is not well aligned with the Cityrsquos schedule A later December date
would provide the Board with more opportunity to be informed and kept up-to-date on the
2017 budget as well as to participate in the process As a result the rescheduling of the
December 8 2016 meeting to Monday December 12 is being recommended Board
members were canvassed and quorum is attainable for a meeting on December 12 2016
As the same scenario is also a possibility for the proposed January 23 2017 meeting it is
recommended that the date be changed to January 30 2017
Key dates for the 2017 budget process are shown below
2017 Budget Timetable
Date Political Review TPL Board
2016
Nov 21 Board meeting
Dec 2 Budget Committee launch
Dec 12 (from 8) Board meeting
Dec 161920 (21) Budget Committee presentations
2017
Jan 5 910 Budget Committee public deputations
Jan 12 Budget Committee wrap-up
Jan 24 Budget Committee final
Jan 30 (from 23) Board meeting
Feb 7 Executive Committee
Feb 15 16 (17) Council approval
Feb 21 Board meeting
CONTACT
Nancy Marshall Library Board Officer City Librarianrsquos Office
Tel 416-393-7215 E-mail nmarshalltorontopubliclibraryca
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 3
SIGNATURE
______________________________
Vickery Bowles
City Librarian
Holiday Closures 2017 and January 2018 1
STAFF REPORT ACTION REQUIRED
Holiday Closures 2017 and January 2018
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The purpose of this report is to recommend and receive Toronto Public Library Board
approval for the schedule of holiday closures for 2017 and January 2018
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves the schedule of holiday closures for 2017 and January 2018 as provided
in Attachment 1
FINANCIAL IMPACT
There is no financial impact to the 2017 operating budget arising from the
recommendation in this report The recommended closures are included in the proposed
2017 operating budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
Where Library Board approval is required to establish holiday closures the matter comes
before the Board in the preceding year to ensure adequate notice to the public and staff
COMMENTS
At its meeting on October 26 2015 the Library Board approved the Library closure for
New Yearrsquos Day 2017 on Monday January 2 2017
15
Holiday Closures 2017 and January 2018 2
The Library is open for regular service on Remembrance Day Saturday November 11
2017
The Library will be closed on Monday December 25 2017 for Christmas Day and
Tuesday December 26 2017 for Boxing Day
In 2018 New Yearrsquos Day falls on a Monday and the Library will be closed
All full-time employees whose scheduled day off falls on a holiday closure are
compensated with a day in lieu to be taken at another agreed upon time
It is the practice of the Library to close on the Sundays adjacent to public holidays with
the exception of Family Day
The schedule of holiday closures for 2017 and January 2018 is provided in Attachment 1
CONTACT
Dan Keon Director Human Resources Tel 416-395-5850
E-mail dkeontorontopubliclibraryca
SIGNATURE
_____________________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Holiday Closures 2017 and January 2018
Toronto Public Library Holiday Closures 2017 and January 2018
Sunday January 1 2017 New Yearrsquos Day Closed
Monday January 2 2017 For New Yearrsquos Day Closed
Monday February 20 2017 Family Day Closed
Friday April 14 2017 Good Friday Closed
Sunday April 16 2017 Easter Sunday Closed
Monday April 17 2017 Easter Monday Closed
Monday May 22 2017 Victoria Day Closed
Saturday July 1 2017 Canada Day Closed
Monday August 7 2017 Civic Holiday (Simcoe Day) Closed
Monday September 4 2017 Labour Day Closed
Monday October 9 2017 Thanksgiving Day Closed
Sunday December 24 2017 Christmas Eve Closed
Monday December 25 2017 Christmas Day Closed
Tuesday December 26 2017 Boxing Day Closed
Sunday December 31 2017 New Yearrsquos Eve Closed
Monday January 1 2018 New Yearrsquos Day Closed
New Yearrsquos Day 2017 closure approved by the Library Board on October 26 2015
Attachment 1
Audit Plan for the Year Ending December 31 2016 1
STAFF REPORT INFORMATION ONLY
Audit Plan for the Year Ending December 31 2016
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The attached report from PricewaterhouseCoopers the external auditors summarizes the
planning for their audit of the 2016 financial statements for the Toronto Public Library
Board
FINANCIAL IMPACT
The proposed audit fee of $25000 inclusive of expenses and exclusive of Harmonized
Sales Tax (2015 ndash $25000) is included in the 2016 operating budget It is important to
note that the audit fee does not include extra audit work that may be required due to
scope changes and PricewaterhouseCoopers will advise management as soon as possible
if this were to happen
This is the second year of a five-year audit contract that the City has negotiated The fee
will remain unchanged for the duration of the contract
ISSUE BACKGROUND
Under Section 139 of the City of Toronto Act 2006 the City is required to appoint an
auditor licensed under the Public Accounting Act 2004 who is responsible for annually
auditing the accounts and transactions of the City and its local boards and expressing an
opinion on the financial statements of these entities based on the audit
Council at its March 2015 meeting approved the recommendation of the Audit
Committee to appoint PricewaterhouseCoopers as the external auditor for the City and
Library The contract with PricewaterhouseCoopers is for five years ending with the
audit of the December 31 2019 financial statements
As part of the annual audit PricewaterhouseCoopers provides an Audit Plan report to the
Toronto Public Library Board The auditors will conduct their audit of the 2016 financial
statements pursuant to this plan
17
Audit Plan for the Year Ending December 31 2016 2
COMMENTS
Attached is PricewaterhouseCoopersrsquo Audit Plan for the Library which summarizes their
view on audit risks the nature extent and timing of the audit work and the terms of
engagement
On completion of the audit PricewaterhouseCoopers will issue the Audited Financial
Statements and a Year-End Report to the Board that will provide key matters for
discussion significant audit accounting and financial reporting matters summary of
unadjusted and adjusted items other required communications internal control
recommendations and a confirmation of auditor independence
Work on the interim audit was completed in October 2016 and the year-end audit is
expected to be completed by March 2016
CONTACT
Larry Hughsam Director Finance amp Treasurer Tel 416-397-5946
E-mail lhughsamtorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Board ndash Audit Plan for the year ending
December 31 2016
wwwpwccomca
Audit planfor the yearendingDecember31 2016
Toronto PublicLibrary Board
pwc
pwc
October 28 2016
Members of the BoardToronto Public Library Board
Dear Members of the Board
We are pleased to present an overview of our audit plan for the 2016 audit of the financial statementsof Toronto Public Library Board (the Library) prepared in accordance with Canadian Public SectorAccounting Standards (PSAS) (referred to as the ldquofinancial statementsrdquo from now on)
This overview includes our view on audit risks and the nature extent and timing of our audit work
We value your feedback and if you have any questions about the identified risks and our audit approachplease do not hesitate to contact the undersigned at (416) 228-1922
Yours very truly
Tern McUnnonPartnerRisk Assurance Services
cc Mr Larry Hughsam Director Finance and Treasurer
PricewatcrhouseCoopers UPnyC Tower i8 York Street Suite 2600 Toronto Ontario Canada M oB2T +1 416 8631133 F +1 416 365 8215 wwwpwccomca
lsquoPwt relera to Pdcewatethousetoopers LLP an Ontario limiled liabiLity paruiership
Toronto Public Library Board Audit plan for the year ending December 31 2016
Communications to the Board
Key mattersfor Commentsdiscussion
Client service team Tern McKinnon is your engagement leader and Julianne Cooke is your engagementmanager
Service deliverables We will audit the Libraryrsquos financial statements as of December 31 2016 and for theyear then ending prepared in accordance with PSAS
Our engagement letter which has been signed by the City of Toronto sets out theterms and conditions for our engagement as the independent auditor of the Libraryfor the above-mentioned year In addition our engagement letter outlines ourresponsibilities as the auditor and the responsibilities of management
Audit timeline We worked with management to develop this project timelinemdash Interim visit October 17-21 2016mdash Year-end visit March20 mdash March 31 2017mdash Clearance meeting with management To be confirmedmdash Deliveryfiling of financial statements To be confirmed
Audit approach Our audit approach is a mixture of tests of internal controls and substantive testingOur audit approach is designed to allow us to execute a quality and efficient auditWe do this byi gaining an understanding of the business by focusing on new developments
and key business issues affecting the Library as well as managementrsquosmonitoring of controls and business processes
ii identiring significant audit risks sharing our perspectives obtaining yourfeedback and ensuring our audit is tailored to these risks
iii using well-reasoned professional judgment especially in areas that aresubjective or require estimates and
iv leveraging reliance where possible on the Libraryrsquos internal controls andinformation technology and data systems
In the current year our planned work will include testing of key controls in thefollowing areasmdash Purchases payables and disbursementsmdash Payroll
All other areas will be subject to tests of detail
Significant risks are risks of material misstatement that we think need special auditconsideration We identified several significant audit risks and plan to address themas follows Please let us know if you agree that these are the most significant risksfrom your point of view and if you have any other areas of concern
PwC I
Toronto Public Library Board Audit plan for the year ending December 31 2016
Significant risk to Managementrsquos response and our audit approachdiscuss
Risk of management Accounting regulatory authorities require that the risk of material misstatement dueoverride of controls to management override of controls be considered a significant risk on every audit
engagement
This represents the risk that internal controls at the Library maybe circumvented toachieve desired financial results or gain inappropriate access to financial resources
In order to address this risk we will perform the followingbull All non-routine journal entries are reviewed and approved by the appropriate
level of managementbull We will review manual journal entries focusing on large and unusual entriesbull We will review accounting estimates for biases that could result in material
misstatementbull We will incorporate unpredictable procedures in the audit approach
Risk of fraud in revenue The risk of fraud in revenue recognition is a presumed significant risk underrecognition Canadian Auditing Standards We will assess this risk through the consideration of
the Libraryrsquos revenue recognition policies the incentivepressure to fraudulentlymisstate revenue and the potential opportunity
In order to address this risk we will perform the following
bull Update our understanding of managementrsquos processes and internal controlssurrounding revenue recognition
bull Obtain confirmations from the City of Toronto for subsidies received duringthe year
bull Test significant revenue streams through testing a sample of transactions tosupporting documents
Materiality Misstatements are considered to be material if they could reasonably be expected toinfluence the economic decisions of users of the financial statements We have set apreliminanrsquo materialihrsquo of S6i6oooo We will report unadjusted and adjusted itemsover S6i6ooo to the Board on completion of the audit
Fraud risk We discuss fraud risk annually with the Board Through our planning process (andprior yearsrsquo audits) we developed an understanding of your oversight processesincluding
Employee code of ethicsmdash Discussion at Board meetings and our attendance at those meetings or
reviewing minutes of meetingsmdash Presentations by management including business performance reviewsmdash Signing authorities
Are there any new processes or changes to the items above that we should be awareoP
We are not aware of any fraud Are you aware of instances of any actual suspected or
____________________________
alleged fraud affecting the Library
PwC 2
Toronto Public Ubrary Board Audit plan for the year ending December 31 2016
The matters raised In this and other reports that will flow from the audit are only those that have come to our attention arising from or relevant toour audit that we believe need to be brought to your attention They are not a comprehensive record of all the matters arising and in particularwe cannot be held responsible for reporting all risks in your business or all internal control weaknesses This report has been prepared solely foryour use It was not prepared or intended for any other purpose No other person or entity shall place any reliance upon the accuracy orcompleteness of statements made herein PwC does not assume responsibility to any third party and in no event shall PwC have any liabilityfor damages costs or losses suffered by reason of any reliance upon the contents of this report by any person or entity other than you
PwC 3
copy 2015 PricewaterhouseCoopers LLP an Ontario limited liability partnership All rights reserved
Board Resolutions ndash Status Report 1
STAFF REPORT INFORMATION ONLY
Board Resolutions ndash Status Report
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report lists the status of outstanding Toronto Public Library Board resolutions
BACKGROUND INFORMATION
At the April 2 2012 meeting the Toronto Public Library Board approved the inclusion of
Board Resolutions ndash 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 ndash Status Report ndash November 21 2016
18
1
STATUS REPORT
TORONTO PUBLIC LIBRARY BOARD RESOLUTIONS
AS AT NOVEMBER 21 2016
DATE OF
MEETING
MOTION
(Ref Minute )
STATUS
TARGET
DATE
Sep 8 2014 14-150 ndash Notice of Motion Funding and Timing of
PerthDupont Branch Relocation
5 requests that the local City Councillor consult
with the local community and make a
recommendation to the Board for a new name for
the relocated branch (which will no longer be
located at the corner of Perth and Dupont)
IN PROGRESS Staff to bring a recommendation to
the Board for a new name for the relocated branch to
the Board for approval
To be
determined
Feb 22 2016 16-040 ndash Naming Opportunity ndash Daniel Grafton
Hill III
2 requests staff to provide updates to the
Toronto Public Library Board on this
initiative at strategic intervals
IN PROGRESS This initiative is dependent on a
future branch capital project and consultation
process
To be
determined
Oct 24 2016 16-193 ndash Toronto Public Library Board ndash Self-
Evaluation
2 conducts a pilot self-evaluation during the
month of November 2016 and discusses the
results of the evaluation at the January 2017
meeting
IN PROGRESS A report is expected to be provided
at the January 2017 meeting
January 2017
meeting
Attachment 1
Strategic Plan 2016 mdash 2019 Balanced Scorecard Attachment 1
Key Performance Indicators
Total number of active members
bull Total use per capita
bull Visits per capita
bull Virtual visits per capita
bull In-branch technology utilization rate internet access workstationper 100000 population wireless connections per capita
bull Utilization rate (program capacity) learning programs(ESL + Literacy + User Ed + lifelong learning)
bull Utilization rate of technology training programs
bull Utilization rate of cultural programs
bull ft of branches providing regular after-schoolprogramming from September to June
bull User satisfaction overall
bull User satisfaction in-branch technology(computers software wifi)
Users satisfaction knowledge andhelpfulness of staff
Key Performance Indicators
bull Total Open Hours
bull ft of Sunday branches (September to June)
bull ft of NIA Sunday branches (September to June)
bull ft of Sunday branches (Year-round)
ft of NIA Sunday branches (Year-round)
Turnover rate of circulating items
of special collections that are digitized
KKey Performance Indicators
bull Logic Models and evaluation frameworksdeveloped for strategic priorities
bull Spending in staff development (Total Averageper staff)
bull staff who report they have the skills andtraining to meet service delivery outcomes
bull of staff who report high levels ofengagement
Key Performance Indicators
bull Cost per use
Operating Expenditures
Operating expenditures per capita
Operating expenditures for electronic materials
Operating expenditures for digital technology
bull Total funding
bull Total funding per capita
bull Total funding from TPL Foundation
Page 1 of 1
Strategic Plan 2016-2019 Balanced Scorecard Key Performance Indicators
Customer Perspective Operational Perspective Learning amp Growth Perspective Financial Perspective
Total number of active members
Total use per capita o Visits per capita
Virtual visits per capita
In-branch technology utilization rate internet access workstation per 100000 population wireless connections per capita
Utilization rate (program capacity) learning programs (ESL + Literacy + User Ed + lifelong learning)
Utilization rate of technology training programs
Utilization rate of cultural programs
of branches providing regular after-school programming from September to June
User satisfaction overall
User satisfaction in-branch technology (computers software wifi)
Users satisfaction knowledge and helpfulness of staff
Total Open Hours o of Sunday branches
(September to June) o of NIA Sunday branches
(September to June) o of Sunday branches
(Year-round) o of NIA Sunday branches
(Year-round)
Turnover rate of circulating items
of special collections that are digitized
Logic Models and evaluation frameworks developed for strategic priorities
Spending in staff development (Total Average per staff)
staff who report they have the skills and training to meet service delivery outcomes
of staff who report high levels of engagement
Cost per use
Operating Expenditures o Operating expenditures per
capita
Operating expenditures for electronic materials
Operating expenditures for digital technology
Total funding o Total funding per capita o Total funding from TPL
Foundation
Attachment 2
Attachment 3
Strategic Plan 2016-2019 Dashboard
Key Performance Indicators
Example Open Hours
2016 Activities that will move the dial Status
Sunday service expanded to create year-round service at 6 District and 2 R amp R branches and added to 6 neighbourhood branches to provide seasonal Sunday service
Measure Baseline (2015) Current (Dec 2016) Target (2019) change
Total open hours 269672 hours 274397 hours 281878 hours + 45
Attachment 4
Toronto Public Library Strategic Plan 2016-2019 Logic Model
Torontonians are aware of library services to
address immediate needs
Create and implement Digital Strategy to develop online services
Torontonians have access to reading and
learning materials in a wide range of formats
and levels to support the joy of reading and
lifelong learning
TPL has resources and well-trained staff to
deliver strategic outcomes
Torontonians are connected through cultural
and leisure experiences and opportunites
TPL provides exceptional services and
experience at customers every point of need
TPL increased partnership and funding
opportunities with City of Toronto community
organizations and funding partners
Torontonians have improved access to
technology and staff assistance to develop
technology skills
Torontonians have expanded access to
emerging technology innovation spaces and
programs
Torontonians have new experiential
collaborative and e-learning opporunities to
support education employment and multiple
literacies
Use technology to drive improvements in business processes and
efficiency eg cloud analytics
Torontonians have equitable
support to learning and training
and gain the knowledge multiple
literacy skills and networks to
enrich their education work life and
leisure experiences
Torontonians have access to
programs and activities to support
and enhance diverse cultural
experiences and library collections
that reflect their cultural ineterests
and needs
Support readers of all ages and interests with diverse collections
readers advisory and a wide range of literary and cultural programs
Toronto children and youth have additional safe
after school social and learning environments
and programs
Priorities Key Activities
Mission Toronto Public Library provides free and equitable access to services which meet the changing needs of Torontonians The Library preserves and promotes universal
access to a broad range of human knowledge experience information and ideas in a welcoming and supportive environment
Establishing TPL as Torontos
centre for continuous and self-
dlirected learning
Impact
Expanding access to technology
and training
Advancing TPLs digital platforms
Breaking down barriers to access
driving inclusion
Expand high quality out-of-school-time programs for children and youth
Increase awareness and engagement across library channels
Allocate additional resources to sustain current and emerging
technology
Provide access to current and emerging technology and training in
library branches and community locations
Identify and remove policy barriers to online and in-person servicesToronto Public Library is a
community asset that builds
community capacity and improves
Torontonians well-being
Toronto Public Library contributes to the success of
Toronto Strong Neighbourhood Strategy 2020
Actions for strong Neighbourhoods
under five domains
Physical surroundings
Economic opportunities
Healthy lives
Social development and
Participation in civic decision-making
Toronto Public Library is a key partner in
City of Torontos Poverty Reduction Strategy
in addressing the issues of
service access and availability
Toronto Public Library supports the positive
outcomes of City of Torontos strategies for targeted
population including
Raising the Village Measuring the Well-being
of Children and Families in Toronto
Toronto Youth Equity Strategy
Toronto Newcomer Strategy
Toronto Seniors Strategy
Expand access to branches and community service points
Develop new resources programs and partnerships to deliver eLearning
programs
Provide in-branch resources space and technology to support
experiential learning
Provide resources and programs to support civic engagement
community events and discussion of social issues
Transforming for 21st century
service excellence Dedicate staff resources and training to provide expertise in key
strategic areas eg technology and literacy
Torontonians are empowered and supported in
their partcipation in civic lifeCreating community connections
through cultural experiences
Create diverse and inclusive cultural programs and experiences in
branch and online spaces
Curate and digitize special collections to reflect Torontos diverse
history culture and heritage
Develop organizational structure and culture to support innovation and
customer service excellence
ACCESS
OPPORTUNITY
CONNECTIONS
Outcomes
Torontonians have easy convienient online
access to library collections and services
Torontonians have convenient and local access
to neighbourhood spaces and services
Attachment 5
Expand online services
Develop self-serve Library Kiosks
Increased program offerings
After hours access implemented
Increased online service options
Increased self-service options
CONNECTIONS
Understand City demographics
demands and use of a full range of
library services
Develop after-hours access at branches
2 Breaking down
barriers to access
driving inclusion
Toronto Public Library contributes to the success of
City of Torontos key strategies including
Toronto Strong Neighbourhood Strategy 2020
bull Targeting appropriate resources to
respond to neighbourhood needs
Toronto Poverty Reduction Strategy
bull Address immediate needs
bull Create pathways to prosperity
bull Increase service access and availability
ACCESS
OPPORTUNITYLibrary membership options reflect
users online and branch access
needs
Provide access to current
and emerging technology
and training in library
branches and community
locations
Increase awareness and
engagement across library
channels
Sunday service expanded in target
branches
Identify and remove policy
barriers to online and in-
person services
Expand access to branches
and community service
points
Number of blocked library cards
reduced in target populations
Toronto Public Library Strategic Plan 2016-2019 Logic Model
Priority Impact
Mission Toronto Public Library provides free and equitable access to services which meet the changing needs of Torontonians The Library preserves and promotes universal access to a broad
range of human knowledge experience information and ideas in a welcoming and supportive environment
OutcomeKey Activities
Toronto Youth Equity Strategy
bull Service gaps
bull Service relevance amp accessibility
Toronto Newcomer Strategy
bull Improving access to municipal supports
bull Supporting civic engagement and
community capacity
Develop marketing strategy and conduct
publicity campaigns
Toronto Seniors Strategy
bull Equity
bull Inclusion
bull Respect
bull Quality of life
Expand access to library service in
community locations
Toronto Public Library is a
community asset that builds
community capacity and improves
Torontonians
well-being
Torontonians have equitable
support to learning and training
and gain the knowledge multiple
literacy skills and networks to
enrich their education work life
and leisure experiences
Torontonians have access to
programs and activities to support
and enhance diverse cultural
experiences and library
collections that reflect their
cultural ineterests and needsIncreased circulation of library
materials
Identify and remove policy barriers to
online and in-person services
Raising the Village Measuring the
Well-being of Children and Families in Toronto
bull Families have equitable access to
learning and training and are active in
their childrenrsquos education
bull Families belong to communities and
have the freedom to express and
opportunities to foster their culture and
identity
Torontonians are aware of library
services to address immediate needs
Conduct outreach and customer
engagement programs
Expand branch hours with additional
programs
Torontonians have easy
convienient online access to library
collections and services
Torontonians have convenient and
local access to neighbourhood
spaces and services
Attachment 6
Accountability Framework
Example
Priority Key Activity Short Term Medium Term Impact
Breaking down barriers to access
driving inclusion
Expand access to branches and
community service points
Torontonians have convenient and
local access to neighbourhood spaces
and services
Toronto Public Library is a community
asset that builds community capacity
and improves Torontonians well-being
Toronto Poverty Reduction Strategy
Increase service access and availability
Example
Customer Perspective Operational Perspective Learning amp Growth Perspective Financial Perspective
Utilization rate Service hours added Staff training Cost per use
Example
Is a visual representation of progress towards four years targets for KPIs to achieve strategic outcomes
with a baseline benchmark and annual target
Dashboard
Monitors the progress of the strategic plan across four perspectives and indentifies KPIs to measure progress towards outcomes
Links planned activities to expected outcomes
Toronto Public Library Strategic Plan 2016-2019
Implementation Compliance and Progress
Logic Model
Balanced Scorecard
Outcomes
Strategic Plan 2016-2019
Accountability Framework
November 21 2016
Toronto Public Library Board Meeting
1
Accountability Framework
Strategic Plan Performance Measures Committee
to provide advice and recommendations to the Board for
strengthening the Boardrsquos monitoring and assessment of the
strategic planrsquos implementation for compliance and progress
2
Accountability Framework
Strategic Plan Performance Measures Committee
bull Met four times from May to November 2016
bull Endorsed Accountability Framework at November 7 2016
meeting
bull Concluded its work
3
Accountability Framework
Purpose of framework
bull To guide the development monitoring and reporting of
The Annual work plan for each year from 2016-2019
The overall achievements of the Strategic Plan over four
years
4
Accountability Framework
bull A reporting structure for the Board to monitor the
progress of the strategic plan and provide guidance
bull Public facing reporting tool to demonstrate openness
and accountability
bull An internal tool for staff
5
Accountability Framework
Strategic Plan 2016-2019
bull Three broad outcomes
Access
Opportunity
Connections
And six strategic priorities
6
Accountability Framework
Strategic Plan 2016-2019
bull Six Strategic Priorities
Advancing TPLrsquos digital Platforms
Breaking down barriers to access driving inclusion
Expanding access to technology and training
Establishing TPL as Torontorsquos centre for continuous and
self-directed learning
Creating community connections through cultural
experiences
Transforming for 21st century service excellence
7
Accountability Framework
Three main tools
bull Balanced Scorecard with Key Performance
Indicators (KPIs)
bull Dashboard for visual presentation
bull Logic Models
8
Accountability Framework
Balanced Scorecard
bull A performance measurement tool developed at the
Harvard Business School
bull Provides a framework to monitor organization
performance from four perspectives the customerrsquos
perspective an internal business perspective an
innovation and learning perspective and the
financial perspective
Balance scorecard Encyclopedia of Business Gale 2000
9
10
Strategic Plan 2016 ndash 2019 Balanced Scorecard
11
Strategic Plan 2016 ndash 2019 Balanced Scorecard
Accountability Framework
Reporting timeline
bull Annual work plan achievements will be reported
to the Board in a semi-annual status report in
June and year end
bull Overall achievements of the strategic plan will be
reported annually to the Board (eg first quarter
of 2017 for 2016) using a balanced scorecard and
presented visually using a dashboard
12
Accountability Framework
13
Accountability Framework
Logic Model
bull A logic model is a systematic and visual way to present the
relationships among the resources to operate a program the
planned activities and the changes or results you hope to
achieve
14
WK Kellogg Foundation Logic Model Development Guide 2004
Accountability Framework
Logic Models
bull A Strategic Plan 2016-2019 aligns 6 strategic priorities
with
Key activities
3 broad strategic outcomes
City of Torontorsquos key strategies
bull Plus a logic model for each of the 6 strategic priorities
15
16
Strategic Plan 2016-2019 Logic Model
17
Strategic Plan 2016-2019 Priority 2 Logic Model
18
Accountability Framework
Questions amp Discussion
19
20
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 1
STAFF REPORT ACTION REQUIRED
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report proposes revised meeting dates for the December 2016 and January 2017
meetings for Toronto Public Library Board approval
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves rescheduling the December 8 2016 Toronto Public Library Board meeting
to December 12 2016 and
2 approves rescheduling the January 23 2017 Toronto Public Library Board meeting to
January 30 2017
FINANCIAL IMPACT
There is no financial impact arising from this report
The Director Finance and Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
At the January 25 2016 meeting the Board approved the schedule for meetings in 2016
including December 8 2016
At the October 24 2016 meeting the Board was provided with the proposed schedule for
meetings in 2017 including January 23 2017 for approval at the January 2017 meeting
14
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 2
COMMENTS
Library staff have recently reviewed the Cityrsquos updated budget schedule The Library Board
meeting in December is not well aligned with the Cityrsquos schedule A later December date
would provide the Board with more opportunity to be informed and kept up-to-date on the
2017 budget as well as to participate in the process As a result the rescheduling of the
December 8 2016 meeting to Monday December 12 is being recommended Board
members were canvassed and quorum is attainable for a meeting on December 12 2016
As the same scenario is also a possibility for the proposed January 23 2017 meeting it is
recommended that the date be changed to January 30 2017
Key dates for the 2017 budget process are shown below
2017 Budget Timetable
Date Political Review TPL Board
2016
Nov 21 Board meeting
Dec 2 Budget Committee launch
Dec 12 (from 8) Board meeting
Dec 161920 (21) Budget Committee presentations
2017
Jan 5 910 Budget Committee public deputations
Jan 12 Budget Committee wrap-up
Jan 24 Budget Committee final
Jan 30 (from 23) Board meeting
Feb 7 Executive Committee
Feb 15 16 (17) Council approval
Feb 21 Board meeting
CONTACT
Nancy Marshall Library Board Officer City Librarianrsquos Office
Tel 416-393-7215 E-mail nmarshalltorontopubliclibraryca
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 3
SIGNATURE
______________________________
Vickery Bowles
City Librarian
Holiday Closures 2017 and January 2018 1
STAFF REPORT ACTION REQUIRED
Holiday Closures 2017 and January 2018
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The purpose of this report is to recommend and receive Toronto Public Library Board
approval for the schedule of holiday closures for 2017 and January 2018
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves the schedule of holiday closures for 2017 and January 2018 as provided
in Attachment 1
FINANCIAL IMPACT
There is no financial impact to the 2017 operating budget arising from the
recommendation in this report The recommended closures are included in the proposed
2017 operating budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
Where Library Board approval is required to establish holiday closures the matter comes
before the Board in the preceding year to ensure adequate notice to the public and staff
COMMENTS
At its meeting on October 26 2015 the Library Board approved the Library closure for
New Yearrsquos Day 2017 on Monday January 2 2017
15
Holiday Closures 2017 and January 2018 2
The Library is open for regular service on Remembrance Day Saturday November 11
2017
The Library will be closed on Monday December 25 2017 for Christmas Day and
Tuesday December 26 2017 for Boxing Day
In 2018 New Yearrsquos Day falls on a Monday and the Library will be closed
All full-time employees whose scheduled day off falls on a holiday closure are
compensated with a day in lieu to be taken at another agreed upon time
It is the practice of the Library to close on the Sundays adjacent to public holidays with
the exception of Family Day
The schedule of holiday closures for 2017 and January 2018 is provided in Attachment 1
CONTACT
Dan Keon Director Human Resources Tel 416-395-5850
E-mail dkeontorontopubliclibraryca
SIGNATURE
_____________________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Holiday Closures 2017 and January 2018
Toronto Public Library Holiday Closures 2017 and January 2018
Sunday January 1 2017 New Yearrsquos Day Closed
Monday January 2 2017 For New Yearrsquos Day Closed
Monday February 20 2017 Family Day Closed
Friday April 14 2017 Good Friday Closed
Sunday April 16 2017 Easter Sunday Closed
Monday April 17 2017 Easter Monday Closed
Monday May 22 2017 Victoria Day Closed
Saturday July 1 2017 Canada Day Closed
Monday August 7 2017 Civic Holiday (Simcoe Day) Closed
Monday September 4 2017 Labour Day Closed
Monday October 9 2017 Thanksgiving Day Closed
Sunday December 24 2017 Christmas Eve Closed
Monday December 25 2017 Christmas Day Closed
Tuesday December 26 2017 Boxing Day Closed
Sunday December 31 2017 New Yearrsquos Eve Closed
Monday January 1 2018 New Yearrsquos Day Closed
New Yearrsquos Day 2017 closure approved by the Library Board on October 26 2015
Attachment 1
Audit Plan for the Year Ending December 31 2016 1
STAFF REPORT INFORMATION ONLY
Audit Plan for the Year Ending December 31 2016
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The attached report from PricewaterhouseCoopers the external auditors summarizes the
planning for their audit of the 2016 financial statements for the Toronto Public Library
Board
FINANCIAL IMPACT
The proposed audit fee of $25000 inclusive of expenses and exclusive of Harmonized
Sales Tax (2015 ndash $25000) is included in the 2016 operating budget It is important to
note that the audit fee does not include extra audit work that may be required due to
scope changes and PricewaterhouseCoopers will advise management as soon as possible
if this were to happen
This is the second year of a five-year audit contract that the City has negotiated The fee
will remain unchanged for the duration of the contract
ISSUE BACKGROUND
Under Section 139 of the City of Toronto Act 2006 the City is required to appoint an
auditor licensed under the Public Accounting Act 2004 who is responsible for annually
auditing the accounts and transactions of the City and its local boards and expressing an
opinion on the financial statements of these entities based on the audit
Council at its March 2015 meeting approved the recommendation of the Audit
Committee to appoint PricewaterhouseCoopers as the external auditor for the City and
Library The contract with PricewaterhouseCoopers is for five years ending with the
audit of the December 31 2019 financial statements
As part of the annual audit PricewaterhouseCoopers provides an Audit Plan report to the
Toronto Public Library Board The auditors will conduct their audit of the 2016 financial
statements pursuant to this plan
17
Audit Plan for the Year Ending December 31 2016 2
COMMENTS
Attached is PricewaterhouseCoopersrsquo Audit Plan for the Library which summarizes their
view on audit risks the nature extent and timing of the audit work and the terms of
engagement
On completion of the audit PricewaterhouseCoopers will issue the Audited Financial
Statements and a Year-End Report to the Board that will provide key matters for
discussion significant audit accounting and financial reporting matters summary of
unadjusted and adjusted items other required communications internal control
recommendations and a confirmation of auditor independence
Work on the interim audit was completed in October 2016 and the year-end audit is
expected to be completed by March 2016
CONTACT
Larry Hughsam Director Finance amp Treasurer Tel 416-397-5946
E-mail lhughsamtorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Board ndash Audit Plan for the year ending
December 31 2016
wwwpwccomca
Audit planfor the yearendingDecember31 2016
Toronto PublicLibrary Board
pwc
pwc
October 28 2016
Members of the BoardToronto Public Library Board
Dear Members of the Board
We are pleased to present an overview of our audit plan for the 2016 audit of the financial statementsof Toronto Public Library Board (the Library) prepared in accordance with Canadian Public SectorAccounting Standards (PSAS) (referred to as the ldquofinancial statementsrdquo from now on)
This overview includes our view on audit risks and the nature extent and timing of our audit work
We value your feedback and if you have any questions about the identified risks and our audit approachplease do not hesitate to contact the undersigned at (416) 228-1922
Yours very truly
Tern McUnnonPartnerRisk Assurance Services
cc Mr Larry Hughsam Director Finance and Treasurer
PricewatcrhouseCoopers UPnyC Tower i8 York Street Suite 2600 Toronto Ontario Canada M oB2T +1 416 8631133 F +1 416 365 8215 wwwpwccomca
lsquoPwt relera to Pdcewatethousetoopers LLP an Ontario limiled liabiLity paruiership
Toronto Public Library Board Audit plan for the year ending December 31 2016
Communications to the Board
Key mattersfor Commentsdiscussion
Client service team Tern McKinnon is your engagement leader and Julianne Cooke is your engagementmanager
Service deliverables We will audit the Libraryrsquos financial statements as of December 31 2016 and for theyear then ending prepared in accordance with PSAS
Our engagement letter which has been signed by the City of Toronto sets out theterms and conditions for our engagement as the independent auditor of the Libraryfor the above-mentioned year In addition our engagement letter outlines ourresponsibilities as the auditor and the responsibilities of management
Audit timeline We worked with management to develop this project timelinemdash Interim visit October 17-21 2016mdash Year-end visit March20 mdash March 31 2017mdash Clearance meeting with management To be confirmedmdash Deliveryfiling of financial statements To be confirmed
Audit approach Our audit approach is a mixture of tests of internal controls and substantive testingOur audit approach is designed to allow us to execute a quality and efficient auditWe do this byi gaining an understanding of the business by focusing on new developments
and key business issues affecting the Library as well as managementrsquosmonitoring of controls and business processes
ii identiring significant audit risks sharing our perspectives obtaining yourfeedback and ensuring our audit is tailored to these risks
iii using well-reasoned professional judgment especially in areas that aresubjective or require estimates and
iv leveraging reliance where possible on the Libraryrsquos internal controls andinformation technology and data systems
In the current year our planned work will include testing of key controls in thefollowing areasmdash Purchases payables and disbursementsmdash Payroll
All other areas will be subject to tests of detail
Significant risks are risks of material misstatement that we think need special auditconsideration We identified several significant audit risks and plan to address themas follows Please let us know if you agree that these are the most significant risksfrom your point of view and if you have any other areas of concern
PwC I
Toronto Public Library Board Audit plan for the year ending December 31 2016
Significant risk to Managementrsquos response and our audit approachdiscuss
Risk of management Accounting regulatory authorities require that the risk of material misstatement dueoverride of controls to management override of controls be considered a significant risk on every audit
engagement
This represents the risk that internal controls at the Library maybe circumvented toachieve desired financial results or gain inappropriate access to financial resources
In order to address this risk we will perform the followingbull All non-routine journal entries are reviewed and approved by the appropriate
level of managementbull We will review manual journal entries focusing on large and unusual entriesbull We will review accounting estimates for biases that could result in material
misstatementbull We will incorporate unpredictable procedures in the audit approach
Risk of fraud in revenue The risk of fraud in revenue recognition is a presumed significant risk underrecognition Canadian Auditing Standards We will assess this risk through the consideration of
the Libraryrsquos revenue recognition policies the incentivepressure to fraudulentlymisstate revenue and the potential opportunity
In order to address this risk we will perform the following
bull Update our understanding of managementrsquos processes and internal controlssurrounding revenue recognition
bull Obtain confirmations from the City of Toronto for subsidies received duringthe year
bull Test significant revenue streams through testing a sample of transactions tosupporting documents
Materiality Misstatements are considered to be material if they could reasonably be expected toinfluence the economic decisions of users of the financial statements We have set apreliminanrsquo materialihrsquo of S6i6oooo We will report unadjusted and adjusted itemsover S6i6ooo to the Board on completion of the audit
Fraud risk We discuss fraud risk annually with the Board Through our planning process (andprior yearsrsquo audits) we developed an understanding of your oversight processesincluding
Employee code of ethicsmdash Discussion at Board meetings and our attendance at those meetings or
reviewing minutes of meetingsmdash Presentations by management including business performance reviewsmdash Signing authorities
Are there any new processes or changes to the items above that we should be awareoP
We are not aware of any fraud Are you aware of instances of any actual suspected or
____________________________
alleged fraud affecting the Library
PwC 2
Toronto Public Ubrary Board Audit plan for the year ending December 31 2016
The matters raised In this and other reports that will flow from the audit are only those that have come to our attention arising from or relevant toour audit that we believe need to be brought to your attention They are not a comprehensive record of all the matters arising and in particularwe cannot be held responsible for reporting all risks in your business or all internal control weaknesses This report has been prepared solely foryour use It was not prepared or intended for any other purpose No other person or entity shall place any reliance upon the accuracy orcompleteness of statements made herein PwC does not assume responsibility to any third party and in no event shall PwC have any liabilityfor damages costs or losses suffered by reason of any reliance upon the contents of this report by any person or entity other than you
PwC 3
copy 2015 PricewaterhouseCoopers LLP an Ontario limited liability partnership All rights reserved
Board Resolutions ndash Status Report 1
STAFF REPORT INFORMATION ONLY
Board Resolutions ndash Status Report
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report lists the status of outstanding Toronto Public Library Board resolutions
BACKGROUND INFORMATION
At the April 2 2012 meeting the Toronto Public Library Board approved the inclusion of
Board Resolutions ndash 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 ndash Status Report ndash November 21 2016
18
1
STATUS REPORT
TORONTO PUBLIC LIBRARY BOARD RESOLUTIONS
AS AT NOVEMBER 21 2016
DATE OF
MEETING
MOTION
(Ref Minute )
STATUS
TARGET
DATE
Sep 8 2014 14-150 ndash Notice of Motion Funding and Timing of
PerthDupont Branch Relocation
5 requests that the local City Councillor consult
with the local community and make a
recommendation to the Board for a new name for
the relocated branch (which will no longer be
located at the corner of Perth and Dupont)
IN PROGRESS Staff to bring a recommendation to
the Board for a new name for the relocated branch to
the Board for approval
To be
determined
Feb 22 2016 16-040 ndash Naming Opportunity ndash Daniel Grafton
Hill III
2 requests staff to provide updates to the
Toronto Public Library Board on this
initiative at strategic intervals
IN PROGRESS This initiative is dependent on a
future branch capital project and consultation
process
To be
determined
Oct 24 2016 16-193 ndash Toronto Public Library Board ndash Self-
Evaluation
2 conducts a pilot self-evaluation during the
month of November 2016 and discusses the
results of the evaluation at the January 2017
meeting
IN PROGRESS A report is expected to be provided
at the January 2017 meeting
January 2017
meeting
Attachment 1
Page 1 of 1
Strategic Plan 2016-2019 Balanced Scorecard Key Performance Indicators
Customer Perspective Operational Perspective Learning amp Growth Perspective Financial Perspective
Total number of active members
Total use per capita o Visits per capita
Virtual visits per capita
In-branch technology utilization rate internet access workstation per 100000 population wireless connections per capita
Utilization rate (program capacity) learning programs (ESL + Literacy + User Ed + lifelong learning)
Utilization rate of technology training programs
Utilization rate of cultural programs
of branches providing regular after-school programming from September to June
User satisfaction overall
User satisfaction in-branch technology (computers software wifi)
Users satisfaction knowledge and helpfulness of staff
Total Open Hours o of Sunday branches
(September to June) o of NIA Sunday branches
(September to June) o of Sunday branches
(Year-round) o of NIA Sunday branches
(Year-round)
Turnover rate of circulating items
of special collections that are digitized
Logic Models and evaluation frameworks developed for strategic priorities
Spending in staff development (Total Average per staff)
staff who report they have the skills and training to meet service delivery outcomes
of staff who report high levels of engagement
Cost per use
Operating Expenditures o Operating expenditures per
capita
Operating expenditures for electronic materials
Operating expenditures for digital technology
Total funding o Total funding per capita o Total funding from TPL
Foundation
Attachment 2
Attachment 3
Strategic Plan 2016-2019 Dashboard
Key Performance Indicators
Example Open Hours
2016 Activities that will move the dial Status
Sunday service expanded to create year-round service at 6 District and 2 R amp R branches and added to 6 neighbourhood branches to provide seasonal Sunday service
Measure Baseline (2015) Current (Dec 2016) Target (2019) change
Total open hours 269672 hours 274397 hours 281878 hours + 45
Attachment 4
Toronto Public Library Strategic Plan 2016-2019 Logic Model
Torontonians are aware of library services to
address immediate needs
Create and implement Digital Strategy to develop online services
Torontonians have access to reading and
learning materials in a wide range of formats
and levels to support the joy of reading and
lifelong learning
TPL has resources and well-trained staff to
deliver strategic outcomes
Torontonians are connected through cultural
and leisure experiences and opportunites
TPL provides exceptional services and
experience at customers every point of need
TPL increased partnership and funding
opportunities with City of Toronto community
organizations and funding partners
Torontonians have improved access to
technology and staff assistance to develop
technology skills
Torontonians have expanded access to
emerging technology innovation spaces and
programs
Torontonians have new experiential
collaborative and e-learning opporunities to
support education employment and multiple
literacies
Use technology to drive improvements in business processes and
efficiency eg cloud analytics
Torontonians have equitable
support to learning and training
and gain the knowledge multiple
literacy skills and networks to
enrich their education work life and
leisure experiences
Torontonians have access to
programs and activities to support
and enhance diverse cultural
experiences and library collections
that reflect their cultural ineterests
and needs
Support readers of all ages and interests with diverse collections
readers advisory and a wide range of literary and cultural programs
Toronto children and youth have additional safe
after school social and learning environments
and programs
Priorities Key Activities
Mission Toronto Public Library provides free and equitable access to services which meet the changing needs of Torontonians The Library preserves and promotes universal
access to a broad range of human knowledge experience information and ideas in a welcoming and supportive environment
Establishing TPL as Torontos
centre for continuous and self-
dlirected learning
Impact
Expanding access to technology
and training
Advancing TPLs digital platforms
Breaking down barriers to access
driving inclusion
Expand high quality out-of-school-time programs for children and youth
Increase awareness and engagement across library channels
Allocate additional resources to sustain current and emerging
technology
Provide access to current and emerging technology and training in
library branches and community locations
Identify and remove policy barriers to online and in-person servicesToronto Public Library is a
community asset that builds
community capacity and improves
Torontonians well-being
Toronto Public Library contributes to the success of
Toronto Strong Neighbourhood Strategy 2020
Actions for strong Neighbourhoods
under five domains
Physical surroundings
Economic opportunities
Healthy lives
Social development and
Participation in civic decision-making
Toronto Public Library is a key partner in
City of Torontos Poverty Reduction Strategy
in addressing the issues of
service access and availability
Toronto Public Library supports the positive
outcomes of City of Torontos strategies for targeted
population including
Raising the Village Measuring the Well-being
of Children and Families in Toronto
Toronto Youth Equity Strategy
Toronto Newcomer Strategy
Toronto Seniors Strategy
Expand access to branches and community service points
Develop new resources programs and partnerships to deliver eLearning
programs
Provide in-branch resources space and technology to support
experiential learning
Provide resources and programs to support civic engagement
community events and discussion of social issues
Transforming for 21st century
service excellence Dedicate staff resources and training to provide expertise in key
strategic areas eg technology and literacy
Torontonians are empowered and supported in
their partcipation in civic lifeCreating community connections
through cultural experiences
Create diverse and inclusive cultural programs and experiences in
branch and online spaces
Curate and digitize special collections to reflect Torontos diverse
history culture and heritage
Develop organizational structure and culture to support innovation and
customer service excellence
ACCESS
OPPORTUNITY
CONNECTIONS
Outcomes
Torontonians have easy convienient online
access to library collections and services
Torontonians have convenient and local access
to neighbourhood spaces and services
Attachment 5
Expand online services
Develop self-serve Library Kiosks
Increased program offerings
After hours access implemented
Increased online service options
Increased self-service options
CONNECTIONS
Understand City demographics
demands and use of a full range of
library services
Develop after-hours access at branches
2 Breaking down
barriers to access
driving inclusion
Toronto Public Library contributes to the success of
City of Torontos key strategies including
Toronto Strong Neighbourhood Strategy 2020
bull Targeting appropriate resources to
respond to neighbourhood needs
Toronto Poverty Reduction Strategy
bull Address immediate needs
bull Create pathways to prosperity
bull Increase service access and availability
ACCESS
OPPORTUNITYLibrary membership options reflect
users online and branch access
needs
Provide access to current
and emerging technology
and training in library
branches and community
locations
Increase awareness and
engagement across library
channels
Sunday service expanded in target
branches
Identify and remove policy
barriers to online and in-
person services
Expand access to branches
and community service
points
Number of blocked library cards
reduced in target populations
Toronto Public Library Strategic Plan 2016-2019 Logic Model
Priority Impact
Mission Toronto Public Library provides free and equitable access to services which meet the changing needs of Torontonians The Library preserves and promotes universal access to a broad
range of human knowledge experience information and ideas in a welcoming and supportive environment
OutcomeKey Activities
Toronto Youth Equity Strategy
bull Service gaps
bull Service relevance amp accessibility
Toronto Newcomer Strategy
bull Improving access to municipal supports
bull Supporting civic engagement and
community capacity
Develop marketing strategy and conduct
publicity campaigns
Toronto Seniors Strategy
bull Equity
bull Inclusion
bull Respect
bull Quality of life
Expand access to library service in
community locations
Toronto Public Library is a
community asset that builds
community capacity and improves
Torontonians
well-being
Torontonians have equitable
support to learning and training
and gain the knowledge multiple
literacy skills and networks to
enrich their education work life
and leisure experiences
Torontonians have access to
programs and activities to support
and enhance diverse cultural
experiences and library
collections that reflect their
cultural ineterests and needsIncreased circulation of library
materials
Identify and remove policy barriers to
online and in-person services
Raising the Village Measuring the
Well-being of Children and Families in Toronto
bull Families have equitable access to
learning and training and are active in
their childrenrsquos education
bull Families belong to communities and
have the freedom to express and
opportunities to foster their culture and
identity
Torontonians are aware of library
services to address immediate needs
Conduct outreach and customer
engagement programs
Expand branch hours with additional
programs
Torontonians have easy
convienient online access to library
collections and services
Torontonians have convenient and
local access to neighbourhood
spaces and services
Attachment 6
Accountability Framework
Example
Priority Key Activity Short Term Medium Term Impact
Breaking down barriers to access
driving inclusion
Expand access to branches and
community service points
Torontonians have convenient and
local access to neighbourhood spaces
and services
Toronto Public Library is a community
asset that builds community capacity
and improves Torontonians well-being
Toronto Poverty Reduction Strategy
Increase service access and availability
Example
Customer Perspective Operational Perspective Learning amp Growth Perspective Financial Perspective
Utilization rate Service hours added Staff training Cost per use
Example
Is a visual representation of progress towards four years targets for KPIs to achieve strategic outcomes
with a baseline benchmark and annual target
Dashboard
Monitors the progress of the strategic plan across four perspectives and indentifies KPIs to measure progress towards outcomes
Links planned activities to expected outcomes
Toronto Public Library Strategic Plan 2016-2019
Implementation Compliance and Progress
Logic Model
Balanced Scorecard
Outcomes
Strategic Plan 2016-2019
Accountability Framework
November 21 2016
Toronto Public Library Board Meeting
1
Accountability Framework
Strategic Plan Performance Measures Committee
to provide advice and recommendations to the Board for
strengthening the Boardrsquos monitoring and assessment of the
strategic planrsquos implementation for compliance and progress
2
Accountability Framework
Strategic Plan Performance Measures Committee
bull Met four times from May to November 2016
bull Endorsed Accountability Framework at November 7 2016
meeting
bull Concluded its work
3
Accountability Framework
Purpose of framework
bull To guide the development monitoring and reporting of
The Annual work plan for each year from 2016-2019
The overall achievements of the Strategic Plan over four
years
4
Accountability Framework
bull A reporting structure for the Board to monitor the
progress of the strategic plan and provide guidance
bull Public facing reporting tool to demonstrate openness
and accountability
bull An internal tool for staff
5
Accountability Framework
Strategic Plan 2016-2019
bull Three broad outcomes
Access
Opportunity
Connections
And six strategic priorities
6
Accountability Framework
Strategic Plan 2016-2019
bull Six Strategic Priorities
Advancing TPLrsquos digital Platforms
Breaking down barriers to access driving inclusion
Expanding access to technology and training
Establishing TPL as Torontorsquos centre for continuous and
self-directed learning
Creating community connections through cultural
experiences
Transforming for 21st century service excellence
7
Accountability Framework
Three main tools
bull Balanced Scorecard with Key Performance
Indicators (KPIs)
bull Dashboard for visual presentation
bull Logic Models
8
Accountability Framework
Balanced Scorecard
bull A performance measurement tool developed at the
Harvard Business School
bull Provides a framework to monitor organization
performance from four perspectives the customerrsquos
perspective an internal business perspective an
innovation and learning perspective and the
financial perspective
Balance scorecard Encyclopedia of Business Gale 2000
9
10
Strategic Plan 2016 ndash 2019 Balanced Scorecard
11
Strategic Plan 2016 ndash 2019 Balanced Scorecard
Accountability Framework
Reporting timeline
bull Annual work plan achievements will be reported
to the Board in a semi-annual status report in
June and year end
bull Overall achievements of the strategic plan will be
reported annually to the Board (eg first quarter
of 2017 for 2016) using a balanced scorecard and
presented visually using a dashboard
12
Accountability Framework
13
Accountability Framework
Logic Model
bull A logic model is a systematic and visual way to present the
relationships among the resources to operate a program the
planned activities and the changes or results you hope to
achieve
14
WK Kellogg Foundation Logic Model Development Guide 2004
Accountability Framework
Logic Models
bull A Strategic Plan 2016-2019 aligns 6 strategic priorities
with
Key activities
3 broad strategic outcomes
City of Torontorsquos key strategies
bull Plus a logic model for each of the 6 strategic priorities
15
16
Strategic Plan 2016-2019 Logic Model
17
Strategic Plan 2016-2019 Priority 2 Logic Model
18
Accountability Framework
Questions amp Discussion
19
20
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 1
STAFF REPORT ACTION REQUIRED
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report proposes revised meeting dates for the December 2016 and January 2017
meetings for Toronto Public Library Board approval
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves rescheduling the December 8 2016 Toronto Public Library Board meeting
to December 12 2016 and
2 approves rescheduling the January 23 2017 Toronto Public Library Board meeting to
January 30 2017
FINANCIAL IMPACT
There is no financial impact arising from this report
The Director Finance and Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
At the January 25 2016 meeting the Board approved the schedule for meetings in 2016
including December 8 2016
At the October 24 2016 meeting the Board was provided with the proposed schedule for
meetings in 2017 including January 23 2017 for approval at the January 2017 meeting
14
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 2
COMMENTS
Library staff have recently reviewed the Cityrsquos updated budget schedule The Library Board
meeting in December is not well aligned with the Cityrsquos schedule A later December date
would provide the Board with more opportunity to be informed and kept up-to-date on the
2017 budget as well as to participate in the process As a result the rescheduling of the
December 8 2016 meeting to Monday December 12 is being recommended Board
members were canvassed and quorum is attainable for a meeting on December 12 2016
As the same scenario is also a possibility for the proposed January 23 2017 meeting it is
recommended that the date be changed to January 30 2017
Key dates for the 2017 budget process are shown below
2017 Budget Timetable
Date Political Review TPL Board
2016
Nov 21 Board meeting
Dec 2 Budget Committee launch
Dec 12 (from 8) Board meeting
Dec 161920 (21) Budget Committee presentations
2017
Jan 5 910 Budget Committee public deputations
Jan 12 Budget Committee wrap-up
Jan 24 Budget Committee final
Jan 30 (from 23) Board meeting
Feb 7 Executive Committee
Feb 15 16 (17) Council approval
Feb 21 Board meeting
CONTACT
Nancy Marshall Library Board Officer City Librarianrsquos Office
Tel 416-393-7215 E-mail nmarshalltorontopubliclibraryca
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 3
SIGNATURE
______________________________
Vickery Bowles
City Librarian
Holiday Closures 2017 and January 2018 1
STAFF REPORT ACTION REQUIRED
Holiday Closures 2017 and January 2018
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The purpose of this report is to recommend and receive Toronto Public Library Board
approval for the schedule of holiday closures for 2017 and January 2018
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves the schedule of holiday closures for 2017 and January 2018 as provided
in Attachment 1
FINANCIAL IMPACT
There is no financial impact to the 2017 operating budget arising from the
recommendation in this report The recommended closures are included in the proposed
2017 operating budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
Where Library Board approval is required to establish holiday closures the matter comes
before the Board in the preceding year to ensure adequate notice to the public and staff
COMMENTS
At its meeting on October 26 2015 the Library Board approved the Library closure for
New Yearrsquos Day 2017 on Monday January 2 2017
15
Holiday Closures 2017 and January 2018 2
The Library is open for regular service on Remembrance Day Saturday November 11
2017
The Library will be closed on Monday December 25 2017 for Christmas Day and
Tuesday December 26 2017 for Boxing Day
In 2018 New Yearrsquos Day falls on a Monday and the Library will be closed
All full-time employees whose scheduled day off falls on a holiday closure are
compensated with a day in lieu to be taken at another agreed upon time
It is the practice of the Library to close on the Sundays adjacent to public holidays with
the exception of Family Day
The schedule of holiday closures for 2017 and January 2018 is provided in Attachment 1
CONTACT
Dan Keon Director Human Resources Tel 416-395-5850
E-mail dkeontorontopubliclibraryca
SIGNATURE
_____________________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Holiday Closures 2017 and January 2018
Toronto Public Library Holiday Closures 2017 and January 2018
Sunday January 1 2017 New Yearrsquos Day Closed
Monday January 2 2017 For New Yearrsquos Day Closed
Monday February 20 2017 Family Day Closed
Friday April 14 2017 Good Friday Closed
Sunday April 16 2017 Easter Sunday Closed
Monday April 17 2017 Easter Monday Closed
Monday May 22 2017 Victoria Day Closed
Saturday July 1 2017 Canada Day Closed
Monday August 7 2017 Civic Holiday (Simcoe Day) Closed
Monday September 4 2017 Labour Day Closed
Monday October 9 2017 Thanksgiving Day Closed
Sunday December 24 2017 Christmas Eve Closed
Monday December 25 2017 Christmas Day Closed
Tuesday December 26 2017 Boxing Day Closed
Sunday December 31 2017 New Yearrsquos Eve Closed
Monday January 1 2018 New Yearrsquos Day Closed
New Yearrsquos Day 2017 closure approved by the Library Board on October 26 2015
Attachment 1
Audit Plan for the Year Ending December 31 2016 1
STAFF REPORT INFORMATION ONLY
Audit Plan for the Year Ending December 31 2016
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The attached report from PricewaterhouseCoopers the external auditors summarizes the
planning for their audit of the 2016 financial statements for the Toronto Public Library
Board
FINANCIAL IMPACT
The proposed audit fee of $25000 inclusive of expenses and exclusive of Harmonized
Sales Tax (2015 ndash $25000) is included in the 2016 operating budget It is important to
note that the audit fee does not include extra audit work that may be required due to
scope changes and PricewaterhouseCoopers will advise management as soon as possible
if this were to happen
This is the second year of a five-year audit contract that the City has negotiated The fee
will remain unchanged for the duration of the contract
ISSUE BACKGROUND
Under Section 139 of the City of Toronto Act 2006 the City is required to appoint an
auditor licensed under the Public Accounting Act 2004 who is responsible for annually
auditing the accounts and transactions of the City and its local boards and expressing an
opinion on the financial statements of these entities based on the audit
Council at its March 2015 meeting approved the recommendation of the Audit
Committee to appoint PricewaterhouseCoopers as the external auditor for the City and
Library The contract with PricewaterhouseCoopers is for five years ending with the
audit of the December 31 2019 financial statements
As part of the annual audit PricewaterhouseCoopers provides an Audit Plan report to the
Toronto Public Library Board The auditors will conduct their audit of the 2016 financial
statements pursuant to this plan
17
Audit Plan for the Year Ending December 31 2016 2
COMMENTS
Attached is PricewaterhouseCoopersrsquo Audit Plan for the Library which summarizes their
view on audit risks the nature extent and timing of the audit work and the terms of
engagement
On completion of the audit PricewaterhouseCoopers will issue the Audited Financial
Statements and a Year-End Report to the Board that will provide key matters for
discussion significant audit accounting and financial reporting matters summary of
unadjusted and adjusted items other required communications internal control
recommendations and a confirmation of auditor independence
Work on the interim audit was completed in October 2016 and the year-end audit is
expected to be completed by March 2016
CONTACT
Larry Hughsam Director Finance amp Treasurer Tel 416-397-5946
E-mail lhughsamtorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Board ndash Audit Plan for the year ending
December 31 2016
wwwpwccomca
Audit planfor the yearendingDecember31 2016
Toronto PublicLibrary Board
pwc
pwc
October 28 2016
Members of the BoardToronto Public Library Board
Dear Members of the Board
We are pleased to present an overview of our audit plan for the 2016 audit of the financial statementsof Toronto Public Library Board (the Library) prepared in accordance with Canadian Public SectorAccounting Standards (PSAS) (referred to as the ldquofinancial statementsrdquo from now on)
This overview includes our view on audit risks and the nature extent and timing of our audit work
We value your feedback and if you have any questions about the identified risks and our audit approachplease do not hesitate to contact the undersigned at (416) 228-1922
Yours very truly
Tern McUnnonPartnerRisk Assurance Services
cc Mr Larry Hughsam Director Finance and Treasurer
PricewatcrhouseCoopers UPnyC Tower i8 York Street Suite 2600 Toronto Ontario Canada M oB2T +1 416 8631133 F +1 416 365 8215 wwwpwccomca
lsquoPwt relera to Pdcewatethousetoopers LLP an Ontario limiled liabiLity paruiership
Toronto Public Library Board Audit plan for the year ending December 31 2016
Communications to the Board
Key mattersfor Commentsdiscussion
Client service team Tern McKinnon is your engagement leader and Julianne Cooke is your engagementmanager
Service deliverables We will audit the Libraryrsquos financial statements as of December 31 2016 and for theyear then ending prepared in accordance with PSAS
Our engagement letter which has been signed by the City of Toronto sets out theterms and conditions for our engagement as the independent auditor of the Libraryfor the above-mentioned year In addition our engagement letter outlines ourresponsibilities as the auditor and the responsibilities of management
Audit timeline We worked with management to develop this project timelinemdash Interim visit October 17-21 2016mdash Year-end visit March20 mdash March 31 2017mdash Clearance meeting with management To be confirmedmdash Deliveryfiling of financial statements To be confirmed
Audit approach Our audit approach is a mixture of tests of internal controls and substantive testingOur audit approach is designed to allow us to execute a quality and efficient auditWe do this byi gaining an understanding of the business by focusing on new developments
and key business issues affecting the Library as well as managementrsquosmonitoring of controls and business processes
ii identiring significant audit risks sharing our perspectives obtaining yourfeedback and ensuring our audit is tailored to these risks
iii using well-reasoned professional judgment especially in areas that aresubjective or require estimates and
iv leveraging reliance where possible on the Libraryrsquos internal controls andinformation technology and data systems
In the current year our planned work will include testing of key controls in thefollowing areasmdash Purchases payables and disbursementsmdash Payroll
All other areas will be subject to tests of detail
Significant risks are risks of material misstatement that we think need special auditconsideration We identified several significant audit risks and plan to address themas follows Please let us know if you agree that these are the most significant risksfrom your point of view and if you have any other areas of concern
PwC I
Toronto Public Library Board Audit plan for the year ending December 31 2016
Significant risk to Managementrsquos response and our audit approachdiscuss
Risk of management Accounting regulatory authorities require that the risk of material misstatement dueoverride of controls to management override of controls be considered a significant risk on every audit
engagement
This represents the risk that internal controls at the Library maybe circumvented toachieve desired financial results or gain inappropriate access to financial resources
In order to address this risk we will perform the followingbull All non-routine journal entries are reviewed and approved by the appropriate
level of managementbull We will review manual journal entries focusing on large and unusual entriesbull We will review accounting estimates for biases that could result in material
misstatementbull We will incorporate unpredictable procedures in the audit approach
Risk of fraud in revenue The risk of fraud in revenue recognition is a presumed significant risk underrecognition Canadian Auditing Standards We will assess this risk through the consideration of
the Libraryrsquos revenue recognition policies the incentivepressure to fraudulentlymisstate revenue and the potential opportunity
In order to address this risk we will perform the following
bull Update our understanding of managementrsquos processes and internal controlssurrounding revenue recognition
bull Obtain confirmations from the City of Toronto for subsidies received duringthe year
bull Test significant revenue streams through testing a sample of transactions tosupporting documents
Materiality Misstatements are considered to be material if they could reasonably be expected toinfluence the economic decisions of users of the financial statements We have set apreliminanrsquo materialihrsquo of S6i6oooo We will report unadjusted and adjusted itemsover S6i6ooo to the Board on completion of the audit
Fraud risk We discuss fraud risk annually with the Board Through our planning process (andprior yearsrsquo audits) we developed an understanding of your oversight processesincluding
Employee code of ethicsmdash Discussion at Board meetings and our attendance at those meetings or
reviewing minutes of meetingsmdash Presentations by management including business performance reviewsmdash Signing authorities
Are there any new processes or changes to the items above that we should be awareoP
We are not aware of any fraud Are you aware of instances of any actual suspected or
____________________________
alleged fraud affecting the Library
PwC 2
Toronto Public Ubrary Board Audit plan for the year ending December 31 2016
The matters raised In this and other reports that will flow from the audit are only those that have come to our attention arising from or relevant toour audit that we believe need to be brought to your attention They are not a comprehensive record of all the matters arising and in particularwe cannot be held responsible for reporting all risks in your business or all internal control weaknesses This report has been prepared solely foryour use It was not prepared or intended for any other purpose No other person or entity shall place any reliance upon the accuracy orcompleteness of statements made herein PwC does not assume responsibility to any third party and in no event shall PwC have any liabilityfor damages costs or losses suffered by reason of any reliance upon the contents of this report by any person or entity other than you
PwC 3
copy 2015 PricewaterhouseCoopers LLP an Ontario limited liability partnership All rights reserved
Board Resolutions ndash Status Report 1
STAFF REPORT INFORMATION ONLY
Board Resolutions ndash Status Report
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report lists the status of outstanding Toronto Public Library Board resolutions
BACKGROUND INFORMATION
At the April 2 2012 meeting the Toronto Public Library Board approved the inclusion of
Board Resolutions ndash 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 ndash Status Report ndash November 21 2016
18
1
STATUS REPORT
TORONTO PUBLIC LIBRARY BOARD RESOLUTIONS
AS AT NOVEMBER 21 2016
DATE OF
MEETING
MOTION
(Ref Minute )
STATUS
TARGET
DATE
Sep 8 2014 14-150 ndash Notice of Motion Funding and Timing of
PerthDupont Branch Relocation
5 requests that the local City Councillor consult
with the local community and make a
recommendation to the Board for a new name for
the relocated branch (which will no longer be
located at the corner of Perth and Dupont)
IN PROGRESS Staff to bring a recommendation to
the Board for a new name for the relocated branch to
the Board for approval
To be
determined
Feb 22 2016 16-040 ndash Naming Opportunity ndash Daniel Grafton
Hill III
2 requests staff to provide updates to the
Toronto Public Library Board on this
initiative at strategic intervals
IN PROGRESS This initiative is dependent on a
future branch capital project and consultation
process
To be
determined
Oct 24 2016 16-193 ndash Toronto Public Library Board ndash Self-
Evaluation
2 conducts a pilot self-evaluation during the
month of November 2016 and discusses the
results of the evaluation at the January 2017
meeting
IN PROGRESS A report is expected to be provided
at the January 2017 meeting
January 2017
meeting
Attachment 1
Attachment 3
Strategic Plan 2016-2019 Dashboard
Key Performance Indicators
Example Open Hours
2016 Activities that will move the dial Status
Sunday service expanded to create year-round service at 6 District and 2 R amp R branches and added to 6 neighbourhood branches to provide seasonal Sunday service
Measure Baseline (2015) Current (Dec 2016) Target (2019) change
Total open hours 269672 hours 274397 hours 281878 hours + 45
Attachment 4
Toronto Public Library Strategic Plan 2016-2019 Logic Model
Torontonians are aware of library services to
address immediate needs
Create and implement Digital Strategy to develop online services
Torontonians have access to reading and
learning materials in a wide range of formats
and levels to support the joy of reading and
lifelong learning
TPL has resources and well-trained staff to
deliver strategic outcomes
Torontonians are connected through cultural
and leisure experiences and opportunites
TPL provides exceptional services and
experience at customers every point of need
TPL increased partnership and funding
opportunities with City of Toronto community
organizations and funding partners
Torontonians have improved access to
technology and staff assistance to develop
technology skills
Torontonians have expanded access to
emerging technology innovation spaces and
programs
Torontonians have new experiential
collaborative and e-learning opporunities to
support education employment and multiple
literacies
Use technology to drive improvements in business processes and
efficiency eg cloud analytics
Torontonians have equitable
support to learning and training
and gain the knowledge multiple
literacy skills and networks to
enrich their education work life and
leisure experiences
Torontonians have access to
programs and activities to support
and enhance diverse cultural
experiences and library collections
that reflect their cultural ineterests
and needs
Support readers of all ages and interests with diverse collections
readers advisory and a wide range of literary and cultural programs
Toronto children and youth have additional safe
after school social and learning environments
and programs
Priorities Key Activities
Mission Toronto Public Library provides free and equitable access to services which meet the changing needs of Torontonians The Library preserves and promotes universal
access to a broad range of human knowledge experience information and ideas in a welcoming and supportive environment
Establishing TPL as Torontos
centre for continuous and self-
dlirected learning
Impact
Expanding access to technology
and training
Advancing TPLs digital platforms
Breaking down barriers to access
driving inclusion
Expand high quality out-of-school-time programs for children and youth
Increase awareness and engagement across library channels
Allocate additional resources to sustain current and emerging
technology
Provide access to current and emerging technology and training in
library branches and community locations
Identify and remove policy barriers to online and in-person servicesToronto Public Library is a
community asset that builds
community capacity and improves
Torontonians well-being
Toronto Public Library contributes to the success of
Toronto Strong Neighbourhood Strategy 2020
Actions for strong Neighbourhoods
under five domains
Physical surroundings
Economic opportunities
Healthy lives
Social development and
Participation in civic decision-making
Toronto Public Library is a key partner in
City of Torontos Poverty Reduction Strategy
in addressing the issues of
service access and availability
Toronto Public Library supports the positive
outcomes of City of Torontos strategies for targeted
population including
Raising the Village Measuring the Well-being
of Children and Families in Toronto
Toronto Youth Equity Strategy
Toronto Newcomer Strategy
Toronto Seniors Strategy
Expand access to branches and community service points
Develop new resources programs and partnerships to deliver eLearning
programs
Provide in-branch resources space and technology to support
experiential learning
Provide resources and programs to support civic engagement
community events and discussion of social issues
Transforming for 21st century
service excellence Dedicate staff resources and training to provide expertise in key
strategic areas eg technology and literacy
Torontonians are empowered and supported in
their partcipation in civic lifeCreating community connections
through cultural experiences
Create diverse and inclusive cultural programs and experiences in
branch and online spaces
Curate and digitize special collections to reflect Torontos diverse
history culture and heritage
Develop organizational structure and culture to support innovation and
customer service excellence
ACCESS
OPPORTUNITY
CONNECTIONS
Outcomes
Torontonians have easy convienient online
access to library collections and services
Torontonians have convenient and local access
to neighbourhood spaces and services
Attachment 5
Expand online services
Develop self-serve Library Kiosks
Increased program offerings
After hours access implemented
Increased online service options
Increased self-service options
CONNECTIONS
Understand City demographics
demands and use of a full range of
library services
Develop after-hours access at branches
2 Breaking down
barriers to access
driving inclusion
Toronto Public Library contributes to the success of
City of Torontos key strategies including
Toronto Strong Neighbourhood Strategy 2020
bull Targeting appropriate resources to
respond to neighbourhood needs
Toronto Poverty Reduction Strategy
bull Address immediate needs
bull Create pathways to prosperity
bull Increase service access and availability
ACCESS
OPPORTUNITYLibrary membership options reflect
users online and branch access
needs
Provide access to current
and emerging technology
and training in library
branches and community
locations
Increase awareness and
engagement across library
channels
Sunday service expanded in target
branches
Identify and remove policy
barriers to online and in-
person services
Expand access to branches
and community service
points
Number of blocked library cards
reduced in target populations
Toronto Public Library Strategic Plan 2016-2019 Logic Model
Priority Impact
Mission Toronto Public Library provides free and equitable access to services which meet the changing needs of Torontonians The Library preserves and promotes universal access to a broad
range of human knowledge experience information and ideas in a welcoming and supportive environment
OutcomeKey Activities
Toronto Youth Equity Strategy
bull Service gaps
bull Service relevance amp accessibility
Toronto Newcomer Strategy
bull Improving access to municipal supports
bull Supporting civic engagement and
community capacity
Develop marketing strategy and conduct
publicity campaigns
Toronto Seniors Strategy
bull Equity
bull Inclusion
bull Respect
bull Quality of life
Expand access to library service in
community locations
Toronto Public Library is a
community asset that builds
community capacity and improves
Torontonians
well-being
Torontonians have equitable
support to learning and training
and gain the knowledge multiple
literacy skills and networks to
enrich their education work life
and leisure experiences
Torontonians have access to
programs and activities to support
and enhance diverse cultural
experiences and library
collections that reflect their
cultural ineterests and needsIncreased circulation of library
materials
Identify and remove policy barriers to
online and in-person services
Raising the Village Measuring the
Well-being of Children and Families in Toronto
bull Families have equitable access to
learning and training and are active in
their childrenrsquos education
bull Families belong to communities and
have the freedom to express and
opportunities to foster their culture and
identity
Torontonians are aware of library
services to address immediate needs
Conduct outreach and customer
engagement programs
Expand branch hours with additional
programs
Torontonians have easy
convienient online access to library
collections and services
Torontonians have convenient and
local access to neighbourhood
spaces and services
Attachment 6
Accountability Framework
Example
Priority Key Activity Short Term Medium Term Impact
Breaking down barriers to access
driving inclusion
Expand access to branches and
community service points
Torontonians have convenient and
local access to neighbourhood spaces
and services
Toronto Public Library is a community
asset that builds community capacity
and improves Torontonians well-being
Toronto Poverty Reduction Strategy
Increase service access and availability
Example
Customer Perspective Operational Perspective Learning amp Growth Perspective Financial Perspective
Utilization rate Service hours added Staff training Cost per use
Example
Is a visual representation of progress towards four years targets for KPIs to achieve strategic outcomes
with a baseline benchmark and annual target
Dashboard
Monitors the progress of the strategic plan across four perspectives and indentifies KPIs to measure progress towards outcomes
Links planned activities to expected outcomes
Toronto Public Library Strategic Plan 2016-2019
Implementation Compliance and Progress
Logic Model
Balanced Scorecard
Outcomes
Strategic Plan 2016-2019
Accountability Framework
November 21 2016
Toronto Public Library Board Meeting
1
Accountability Framework
Strategic Plan Performance Measures Committee
to provide advice and recommendations to the Board for
strengthening the Boardrsquos monitoring and assessment of the
strategic planrsquos implementation for compliance and progress
2
Accountability Framework
Strategic Plan Performance Measures Committee
bull Met four times from May to November 2016
bull Endorsed Accountability Framework at November 7 2016
meeting
bull Concluded its work
3
Accountability Framework
Purpose of framework
bull To guide the development monitoring and reporting of
The Annual work plan for each year from 2016-2019
The overall achievements of the Strategic Plan over four
years
4
Accountability Framework
bull A reporting structure for the Board to monitor the
progress of the strategic plan and provide guidance
bull Public facing reporting tool to demonstrate openness
and accountability
bull An internal tool for staff
5
Accountability Framework
Strategic Plan 2016-2019
bull Three broad outcomes
Access
Opportunity
Connections
And six strategic priorities
6
Accountability Framework
Strategic Plan 2016-2019
bull Six Strategic Priorities
Advancing TPLrsquos digital Platforms
Breaking down barriers to access driving inclusion
Expanding access to technology and training
Establishing TPL as Torontorsquos centre for continuous and
self-directed learning
Creating community connections through cultural
experiences
Transforming for 21st century service excellence
7
Accountability Framework
Three main tools
bull Balanced Scorecard with Key Performance
Indicators (KPIs)
bull Dashboard for visual presentation
bull Logic Models
8
Accountability Framework
Balanced Scorecard
bull A performance measurement tool developed at the
Harvard Business School
bull Provides a framework to monitor organization
performance from four perspectives the customerrsquos
perspective an internal business perspective an
innovation and learning perspective and the
financial perspective
Balance scorecard Encyclopedia of Business Gale 2000
9
10
Strategic Plan 2016 ndash 2019 Balanced Scorecard
11
Strategic Plan 2016 ndash 2019 Balanced Scorecard
Accountability Framework
Reporting timeline
bull Annual work plan achievements will be reported
to the Board in a semi-annual status report in
June and year end
bull Overall achievements of the strategic plan will be
reported annually to the Board (eg first quarter
of 2017 for 2016) using a balanced scorecard and
presented visually using a dashboard
12
Accountability Framework
13
Accountability Framework
Logic Model
bull A logic model is a systematic and visual way to present the
relationships among the resources to operate a program the
planned activities and the changes or results you hope to
achieve
14
WK Kellogg Foundation Logic Model Development Guide 2004
Accountability Framework
Logic Models
bull A Strategic Plan 2016-2019 aligns 6 strategic priorities
with
Key activities
3 broad strategic outcomes
City of Torontorsquos key strategies
bull Plus a logic model for each of the 6 strategic priorities
15
16
Strategic Plan 2016-2019 Logic Model
17
Strategic Plan 2016-2019 Priority 2 Logic Model
18
Accountability Framework
Questions amp Discussion
19
20
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 1
STAFF REPORT ACTION REQUIRED
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report proposes revised meeting dates for the December 2016 and January 2017
meetings for Toronto Public Library Board approval
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves rescheduling the December 8 2016 Toronto Public Library Board meeting
to December 12 2016 and
2 approves rescheduling the January 23 2017 Toronto Public Library Board meeting to
January 30 2017
FINANCIAL IMPACT
There is no financial impact arising from this report
The Director Finance and Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
At the January 25 2016 meeting the Board approved the schedule for meetings in 2016
including December 8 2016
At the October 24 2016 meeting the Board was provided with the proposed schedule for
meetings in 2017 including January 23 2017 for approval at the January 2017 meeting
14
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 2
COMMENTS
Library staff have recently reviewed the Cityrsquos updated budget schedule The Library Board
meeting in December is not well aligned with the Cityrsquos schedule A later December date
would provide the Board with more opportunity to be informed and kept up-to-date on the
2017 budget as well as to participate in the process As a result the rescheduling of the
December 8 2016 meeting to Monday December 12 is being recommended Board
members were canvassed and quorum is attainable for a meeting on December 12 2016
As the same scenario is also a possibility for the proposed January 23 2017 meeting it is
recommended that the date be changed to January 30 2017
Key dates for the 2017 budget process are shown below
2017 Budget Timetable
Date Political Review TPL Board
2016
Nov 21 Board meeting
Dec 2 Budget Committee launch
Dec 12 (from 8) Board meeting
Dec 161920 (21) Budget Committee presentations
2017
Jan 5 910 Budget Committee public deputations
Jan 12 Budget Committee wrap-up
Jan 24 Budget Committee final
Jan 30 (from 23) Board meeting
Feb 7 Executive Committee
Feb 15 16 (17) Council approval
Feb 21 Board meeting
CONTACT
Nancy Marshall Library Board Officer City Librarianrsquos Office
Tel 416-393-7215 E-mail nmarshalltorontopubliclibraryca
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 3
SIGNATURE
______________________________
Vickery Bowles
City Librarian
Holiday Closures 2017 and January 2018 1
STAFF REPORT ACTION REQUIRED
Holiday Closures 2017 and January 2018
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The purpose of this report is to recommend and receive Toronto Public Library Board
approval for the schedule of holiday closures for 2017 and January 2018
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves the schedule of holiday closures for 2017 and January 2018 as provided
in Attachment 1
FINANCIAL IMPACT
There is no financial impact to the 2017 operating budget arising from the
recommendation in this report The recommended closures are included in the proposed
2017 operating budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
Where Library Board approval is required to establish holiday closures the matter comes
before the Board in the preceding year to ensure adequate notice to the public and staff
COMMENTS
At its meeting on October 26 2015 the Library Board approved the Library closure for
New Yearrsquos Day 2017 on Monday January 2 2017
15
Holiday Closures 2017 and January 2018 2
The Library is open for regular service on Remembrance Day Saturday November 11
2017
The Library will be closed on Monday December 25 2017 for Christmas Day and
Tuesday December 26 2017 for Boxing Day
In 2018 New Yearrsquos Day falls on a Monday and the Library will be closed
All full-time employees whose scheduled day off falls on a holiday closure are
compensated with a day in lieu to be taken at another agreed upon time
It is the practice of the Library to close on the Sundays adjacent to public holidays with
the exception of Family Day
The schedule of holiday closures for 2017 and January 2018 is provided in Attachment 1
CONTACT
Dan Keon Director Human Resources Tel 416-395-5850
E-mail dkeontorontopubliclibraryca
SIGNATURE
_____________________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Holiday Closures 2017 and January 2018
Toronto Public Library Holiday Closures 2017 and January 2018
Sunday January 1 2017 New Yearrsquos Day Closed
Monday January 2 2017 For New Yearrsquos Day Closed
Monday February 20 2017 Family Day Closed
Friday April 14 2017 Good Friday Closed
Sunday April 16 2017 Easter Sunday Closed
Monday April 17 2017 Easter Monday Closed
Monday May 22 2017 Victoria Day Closed
Saturday July 1 2017 Canada Day Closed
Monday August 7 2017 Civic Holiday (Simcoe Day) Closed
Monday September 4 2017 Labour Day Closed
Monday October 9 2017 Thanksgiving Day Closed
Sunday December 24 2017 Christmas Eve Closed
Monday December 25 2017 Christmas Day Closed
Tuesday December 26 2017 Boxing Day Closed
Sunday December 31 2017 New Yearrsquos Eve Closed
Monday January 1 2018 New Yearrsquos Day Closed
New Yearrsquos Day 2017 closure approved by the Library Board on October 26 2015
Attachment 1
Audit Plan for the Year Ending December 31 2016 1
STAFF REPORT INFORMATION ONLY
Audit Plan for the Year Ending December 31 2016
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The attached report from PricewaterhouseCoopers the external auditors summarizes the
planning for their audit of the 2016 financial statements for the Toronto Public Library
Board
FINANCIAL IMPACT
The proposed audit fee of $25000 inclusive of expenses and exclusive of Harmonized
Sales Tax (2015 ndash $25000) is included in the 2016 operating budget It is important to
note that the audit fee does not include extra audit work that may be required due to
scope changes and PricewaterhouseCoopers will advise management as soon as possible
if this were to happen
This is the second year of a five-year audit contract that the City has negotiated The fee
will remain unchanged for the duration of the contract
ISSUE BACKGROUND
Under Section 139 of the City of Toronto Act 2006 the City is required to appoint an
auditor licensed under the Public Accounting Act 2004 who is responsible for annually
auditing the accounts and transactions of the City and its local boards and expressing an
opinion on the financial statements of these entities based on the audit
Council at its March 2015 meeting approved the recommendation of the Audit
Committee to appoint PricewaterhouseCoopers as the external auditor for the City and
Library The contract with PricewaterhouseCoopers is for five years ending with the
audit of the December 31 2019 financial statements
As part of the annual audit PricewaterhouseCoopers provides an Audit Plan report to the
Toronto Public Library Board The auditors will conduct their audit of the 2016 financial
statements pursuant to this plan
17
Audit Plan for the Year Ending December 31 2016 2
COMMENTS
Attached is PricewaterhouseCoopersrsquo Audit Plan for the Library which summarizes their
view on audit risks the nature extent and timing of the audit work and the terms of
engagement
On completion of the audit PricewaterhouseCoopers will issue the Audited Financial
Statements and a Year-End Report to the Board that will provide key matters for
discussion significant audit accounting and financial reporting matters summary of
unadjusted and adjusted items other required communications internal control
recommendations and a confirmation of auditor independence
Work on the interim audit was completed in October 2016 and the year-end audit is
expected to be completed by March 2016
CONTACT
Larry Hughsam Director Finance amp Treasurer Tel 416-397-5946
E-mail lhughsamtorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Board ndash Audit Plan for the year ending
December 31 2016
wwwpwccomca
Audit planfor the yearendingDecember31 2016
Toronto PublicLibrary Board
pwc
pwc
October 28 2016
Members of the BoardToronto Public Library Board
Dear Members of the Board
We are pleased to present an overview of our audit plan for the 2016 audit of the financial statementsof Toronto Public Library Board (the Library) prepared in accordance with Canadian Public SectorAccounting Standards (PSAS) (referred to as the ldquofinancial statementsrdquo from now on)
This overview includes our view on audit risks and the nature extent and timing of our audit work
We value your feedback and if you have any questions about the identified risks and our audit approachplease do not hesitate to contact the undersigned at (416) 228-1922
Yours very truly
Tern McUnnonPartnerRisk Assurance Services
cc Mr Larry Hughsam Director Finance and Treasurer
PricewatcrhouseCoopers UPnyC Tower i8 York Street Suite 2600 Toronto Ontario Canada M oB2T +1 416 8631133 F +1 416 365 8215 wwwpwccomca
lsquoPwt relera to Pdcewatethousetoopers LLP an Ontario limiled liabiLity paruiership
Toronto Public Library Board Audit plan for the year ending December 31 2016
Communications to the Board
Key mattersfor Commentsdiscussion
Client service team Tern McKinnon is your engagement leader and Julianne Cooke is your engagementmanager
Service deliverables We will audit the Libraryrsquos financial statements as of December 31 2016 and for theyear then ending prepared in accordance with PSAS
Our engagement letter which has been signed by the City of Toronto sets out theterms and conditions for our engagement as the independent auditor of the Libraryfor the above-mentioned year In addition our engagement letter outlines ourresponsibilities as the auditor and the responsibilities of management
Audit timeline We worked with management to develop this project timelinemdash Interim visit October 17-21 2016mdash Year-end visit March20 mdash March 31 2017mdash Clearance meeting with management To be confirmedmdash Deliveryfiling of financial statements To be confirmed
Audit approach Our audit approach is a mixture of tests of internal controls and substantive testingOur audit approach is designed to allow us to execute a quality and efficient auditWe do this byi gaining an understanding of the business by focusing on new developments
and key business issues affecting the Library as well as managementrsquosmonitoring of controls and business processes
ii identiring significant audit risks sharing our perspectives obtaining yourfeedback and ensuring our audit is tailored to these risks
iii using well-reasoned professional judgment especially in areas that aresubjective or require estimates and
iv leveraging reliance where possible on the Libraryrsquos internal controls andinformation technology and data systems
In the current year our planned work will include testing of key controls in thefollowing areasmdash Purchases payables and disbursementsmdash Payroll
All other areas will be subject to tests of detail
Significant risks are risks of material misstatement that we think need special auditconsideration We identified several significant audit risks and plan to address themas follows Please let us know if you agree that these are the most significant risksfrom your point of view and if you have any other areas of concern
PwC I
Toronto Public Library Board Audit plan for the year ending December 31 2016
Significant risk to Managementrsquos response and our audit approachdiscuss
Risk of management Accounting regulatory authorities require that the risk of material misstatement dueoverride of controls to management override of controls be considered a significant risk on every audit
engagement
This represents the risk that internal controls at the Library maybe circumvented toachieve desired financial results or gain inappropriate access to financial resources
In order to address this risk we will perform the followingbull All non-routine journal entries are reviewed and approved by the appropriate
level of managementbull We will review manual journal entries focusing on large and unusual entriesbull We will review accounting estimates for biases that could result in material
misstatementbull We will incorporate unpredictable procedures in the audit approach
Risk of fraud in revenue The risk of fraud in revenue recognition is a presumed significant risk underrecognition Canadian Auditing Standards We will assess this risk through the consideration of
the Libraryrsquos revenue recognition policies the incentivepressure to fraudulentlymisstate revenue and the potential opportunity
In order to address this risk we will perform the following
bull Update our understanding of managementrsquos processes and internal controlssurrounding revenue recognition
bull Obtain confirmations from the City of Toronto for subsidies received duringthe year
bull Test significant revenue streams through testing a sample of transactions tosupporting documents
Materiality Misstatements are considered to be material if they could reasonably be expected toinfluence the economic decisions of users of the financial statements We have set apreliminanrsquo materialihrsquo of S6i6oooo We will report unadjusted and adjusted itemsover S6i6ooo to the Board on completion of the audit
Fraud risk We discuss fraud risk annually with the Board Through our planning process (andprior yearsrsquo audits) we developed an understanding of your oversight processesincluding
Employee code of ethicsmdash Discussion at Board meetings and our attendance at those meetings or
reviewing minutes of meetingsmdash Presentations by management including business performance reviewsmdash Signing authorities
Are there any new processes or changes to the items above that we should be awareoP
We are not aware of any fraud Are you aware of instances of any actual suspected or
____________________________
alleged fraud affecting the Library
PwC 2
Toronto Public Ubrary Board Audit plan for the year ending December 31 2016
The matters raised In this and other reports that will flow from the audit are only those that have come to our attention arising from or relevant toour audit that we believe need to be brought to your attention They are not a comprehensive record of all the matters arising and in particularwe cannot be held responsible for reporting all risks in your business or all internal control weaknesses This report has been prepared solely foryour use It was not prepared or intended for any other purpose No other person or entity shall place any reliance upon the accuracy orcompleteness of statements made herein PwC does not assume responsibility to any third party and in no event shall PwC have any liabilityfor damages costs or losses suffered by reason of any reliance upon the contents of this report by any person or entity other than you
PwC 3
copy 2015 PricewaterhouseCoopers LLP an Ontario limited liability partnership All rights reserved
Board Resolutions ndash Status Report 1
STAFF REPORT INFORMATION ONLY
Board Resolutions ndash Status Report
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report lists the status of outstanding Toronto Public Library Board resolutions
BACKGROUND INFORMATION
At the April 2 2012 meeting the Toronto Public Library Board approved the inclusion of
Board Resolutions ndash 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 ndash Status Report ndash November 21 2016
18
1
STATUS REPORT
TORONTO PUBLIC LIBRARY BOARD RESOLUTIONS
AS AT NOVEMBER 21 2016
DATE OF
MEETING
MOTION
(Ref Minute )
STATUS
TARGET
DATE
Sep 8 2014 14-150 ndash Notice of Motion Funding and Timing of
PerthDupont Branch Relocation
5 requests that the local City Councillor consult
with the local community and make a
recommendation to the Board for a new name for
the relocated branch (which will no longer be
located at the corner of Perth and Dupont)
IN PROGRESS Staff to bring a recommendation to
the Board for a new name for the relocated branch to
the Board for approval
To be
determined
Feb 22 2016 16-040 ndash Naming Opportunity ndash Daniel Grafton
Hill III
2 requests staff to provide updates to the
Toronto Public Library Board on this
initiative at strategic intervals
IN PROGRESS This initiative is dependent on a
future branch capital project and consultation
process
To be
determined
Oct 24 2016 16-193 ndash Toronto Public Library Board ndash Self-
Evaluation
2 conducts a pilot self-evaluation during the
month of November 2016 and discusses the
results of the evaluation at the January 2017
meeting
IN PROGRESS A report is expected to be provided
at the January 2017 meeting
January 2017
meeting
Attachment 1
Attachment 4
Toronto Public Library Strategic Plan 2016-2019 Logic Model
Torontonians are aware of library services to
address immediate needs
Create and implement Digital Strategy to develop online services
Torontonians have access to reading and
learning materials in a wide range of formats
and levels to support the joy of reading and
lifelong learning
TPL has resources and well-trained staff to
deliver strategic outcomes
Torontonians are connected through cultural
and leisure experiences and opportunites
TPL provides exceptional services and
experience at customers every point of need
TPL increased partnership and funding
opportunities with City of Toronto community
organizations and funding partners
Torontonians have improved access to
technology and staff assistance to develop
technology skills
Torontonians have expanded access to
emerging technology innovation spaces and
programs
Torontonians have new experiential
collaborative and e-learning opporunities to
support education employment and multiple
literacies
Use technology to drive improvements in business processes and
efficiency eg cloud analytics
Torontonians have equitable
support to learning and training
and gain the knowledge multiple
literacy skills and networks to
enrich their education work life and
leisure experiences
Torontonians have access to
programs and activities to support
and enhance diverse cultural
experiences and library collections
that reflect their cultural ineterests
and needs
Support readers of all ages and interests with diverse collections
readers advisory and a wide range of literary and cultural programs
Toronto children and youth have additional safe
after school social and learning environments
and programs
Priorities Key Activities
Mission Toronto Public Library provides free and equitable access to services which meet the changing needs of Torontonians The Library preserves and promotes universal
access to a broad range of human knowledge experience information and ideas in a welcoming and supportive environment
Establishing TPL as Torontos
centre for continuous and self-
dlirected learning
Impact
Expanding access to technology
and training
Advancing TPLs digital platforms
Breaking down barriers to access
driving inclusion
Expand high quality out-of-school-time programs for children and youth
Increase awareness and engagement across library channels
Allocate additional resources to sustain current and emerging
technology
Provide access to current and emerging technology and training in
library branches and community locations
Identify and remove policy barriers to online and in-person servicesToronto Public Library is a
community asset that builds
community capacity and improves
Torontonians well-being
Toronto Public Library contributes to the success of
Toronto Strong Neighbourhood Strategy 2020
Actions for strong Neighbourhoods
under five domains
Physical surroundings
Economic opportunities
Healthy lives
Social development and
Participation in civic decision-making
Toronto Public Library is a key partner in
City of Torontos Poverty Reduction Strategy
in addressing the issues of
service access and availability
Toronto Public Library supports the positive
outcomes of City of Torontos strategies for targeted
population including
Raising the Village Measuring the Well-being
of Children and Families in Toronto
Toronto Youth Equity Strategy
Toronto Newcomer Strategy
Toronto Seniors Strategy
Expand access to branches and community service points
Develop new resources programs and partnerships to deliver eLearning
programs
Provide in-branch resources space and technology to support
experiential learning
Provide resources and programs to support civic engagement
community events and discussion of social issues
Transforming for 21st century
service excellence Dedicate staff resources and training to provide expertise in key
strategic areas eg technology and literacy
Torontonians are empowered and supported in
their partcipation in civic lifeCreating community connections
through cultural experiences
Create diverse and inclusive cultural programs and experiences in
branch and online spaces
Curate and digitize special collections to reflect Torontos diverse
history culture and heritage
Develop organizational structure and culture to support innovation and
customer service excellence
ACCESS
OPPORTUNITY
CONNECTIONS
Outcomes
Torontonians have easy convienient online
access to library collections and services
Torontonians have convenient and local access
to neighbourhood spaces and services
Attachment 5
Expand online services
Develop self-serve Library Kiosks
Increased program offerings
After hours access implemented
Increased online service options
Increased self-service options
CONNECTIONS
Understand City demographics
demands and use of a full range of
library services
Develop after-hours access at branches
2 Breaking down
barriers to access
driving inclusion
Toronto Public Library contributes to the success of
City of Torontos key strategies including
Toronto Strong Neighbourhood Strategy 2020
bull Targeting appropriate resources to
respond to neighbourhood needs
Toronto Poverty Reduction Strategy
bull Address immediate needs
bull Create pathways to prosperity
bull Increase service access and availability
ACCESS
OPPORTUNITYLibrary membership options reflect
users online and branch access
needs
Provide access to current
and emerging technology
and training in library
branches and community
locations
Increase awareness and
engagement across library
channels
Sunday service expanded in target
branches
Identify and remove policy
barriers to online and in-
person services
Expand access to branches
and community service
points
Number of blocked library cards
reduced in target populations
Toronto Public Library Strategic Plan 2016-2019 Logic Model
Priority Impact
Mission Toronto Public Library provides free and equitable access to services which meet the changing needs of Torontonians The Library preserves and promotes universal access to a broad
range of human knowledge experience information and ideas in a welcoming and supportive environment
OutcomeKey Activities
Toronto Youth Equity Strategy
bull Service gaps
bull Service relevance amp accessibility
Toronto Newcomer Strategy
bull Improving access to municipal supports
bull Supporting civic engagement and
community capacity
Develop marketing strategy and conduct
publicity campaigns
Toronto Seniors Strategy
bull Equity
bull Inclusion
bull Respect
bull Quality of life
Expand access to library service in
community locations
Toronto Public Library is a
community asset that builds
community capacity and improves
Torontonians
well-being
Torontonians have equitable
support to learning and training
and gain the knowledge multiple
literacy skills and networks to
enrich their education work life
and leisure experiences
Torontonians have access to
programs and activities to support
and enhance diverse cultural
experiences and library
collections that reflect their
cultural ineterests and needsIncreased circulation of library
materials
Identify and remove policy barriers to
online and in-person services
Raising the Village Measuring the
Well-being of Children and Families in Toronto
bull Families have equitable access to
learning and training and are active in
their childrenrsquos education
bull Families belong to communities and
have the freedom to express and
opportunities to foster their culture and
identity
Torontonians are aware of library
services to address immediate needs
Conduct outreach and customer
engagement programs
Expand branch hours with additional
programs
Torontonians have easy
convienient online access to library
collections and services
Torontonians have convenient and
local access to neighbourhood
spaces and services
Attachment 6
Accountability Framework
Example
Priority Key Activity Short Term Medium Term Impact
Breaking down barriers to access
driving inclusion
Expand access to branches and
community service points
Torontonians have convenient and
local access to neighbourhood spaces
and services
Toronto Public Library is a community
asset that builds community capacity
and improves Torontonians well-being
Toronto Poverty Reduction Strategy
Increase service access and availability
Example
Customer Perspective Operational Perspective Learning amp Growth Perspective Financial Perspective
Utilization rate Service hours added Staff training Cost per use
Example
Is a visual representation of progress towards four years targets for KPIs to achieve strategic outcomes
with a baseline benchmark and annual target
Dashboard
Monitors the progress of the strategic plan across four perspectives and indentifies KPIs to measure progress towards outcomes
Links planned activities to expected outcomes
Toronto Public Library Strategic Plan 2016-2019
Implementation Compliance and Progress
Logic Model
Balanced Scorecard
Outcomes
Strategic Plan 2016-2019
Accountability Framework
November 21 2016
Toronto Public Library Board Meeting
1
Accountability Framework
Strategic Plan Performance Measures Committee
to provide advice and recommendations to the Board for
strengthening the Boardrsquos monitoring and assessment of the
strategic planrsquos implementation for compliance and progress
2
Accountability Framework
Strategic Plan Performance Measures Committee
bull Met four times from May to November 2016
bull Endorsed Accountability Framework at November 7 2016
meeting
bull Concluded its work
3
Accountability Framework
Purpose of framework
bull To guide the development monitoring and reporting of
The Annual work plan for each year from 2016-2019
The overall achievements of the Strategic Plan over four
years
4
Accountability Framework
bull A reporting structure for the Board to monitor the
progress of the strategic plan and provide guidance
bull Public facing reporting tool to demonstrate openness
and accountability
bull An internal tool for staff
5
Accountability Framework
Strategic Plan 2016-2019
bull Three broad outcomes
Access
Opportunity
Connections
And six strategic priorities
6
Accountability Framework
Strategic Plan 2016-2019
bull Six Strategic Priorities
Advancing TPLrsquos digital Platforms
Breaking down barriers to access driving inclusion
Expanding access to technology and training
Establishing TPL as Torontorsquos centre for continuous and
self-directed learning
Creating community connections through cultural
experiences
Transforming for 21st century service excellence
7
Accountability Framework
Three main tools
bull Balanced Scorecard with Key Performance
Indicators (KPIs)
bull Dashboard for visual presentation
bull Logic Models
8
Accountability Framework
Balanced Scorecard
bull A performance measurement tool developed at the
Harvard Business School
bull Provides a framework to monitor organization
performance from four perspectives the customerrsquos
perspective an internal business perspective an
innovation and learning perspective and the
financial perspective
Balance scorecard Encyclopedia of Business Gale 2000
9
10
Strategic Plan 2016 ndash 2019 Balanced Scorecard
11
Strategic Plan 2016 ndash 2019 Balanced Scorecard
Accountability Framework
Reporting timeline
bull Annual work plan achievements will be reported
to the Board in a semi-annual status report in
June and year end
bull Overall achievements of the strategic plan will be
reported annually to the Board (eg first quarter
of 2017 for 2016) using a balanced scorecard and
presented visually using a dashboard
12
Accountability Framework
13
Accountability Framework
Logic Model
bull A logic model is a systematic and visual way to present the
relationships among the resources to operate a program the
planned activities and the changes or results you hope to
achieve
14
WK Kellogg Foundation Logic Model Development Guide 2004
Accountability Framework
Logic Models
bull A Strategic Plan 2016-2019 aligns 6 strategic priorities
with
Key activities
3 broad strategic outcomes
City of Torontorsquos key strategies
bull Plus a logic model for each of the 6 strategic priorities
15
16
Strategic Plan 2016-2019 Logic Model
17
Strategic Plan 2016-2019 Priority 2 Logic Model
18
Accountability Framework
Questions amp Discussion
19
20
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 1
STAFF REPORT ACTION REQUIRED
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report proposes revised meeting dates for the December 2016 and January 2017
meetings for Toronto Public Library Board approval
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves rescheduling the December 8 2016 Toronto Public Library Board meeting
to December 12 2016 and
2 approves rescheduling the January 23 2017 Toronto Public Library Board meeting to
January 30 2017
FINANCIAL IMPACT
There is no financial impact arising from this report
The Director Finance and Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
At the January 25 2016 meeting the Board approved the schedule for meetings in 2016
including December 8 2016
At the October 24 2016 meeting the Board was provided with the proposed schedule for
meetings in 2017 including January 23 2017 for approval at the January 2017 meeting
14
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 2
COMMENTS
Library staff have recently reviewed the Cityrsquos updated budget schedule The Library Board
meeting in December is not well aligned with the Cityrsquos schedule A later December date
would provide the Board with more opportunity to be informed and kept up-to-date on the
2017 budget as well as to participate in the process As a result the rescheduling of the
December 8 2016 meeting to Monday December 12 is being recommended Board
members were canvassed and quorum is attainable for a meeting on December 12 2016
As the same scenario is also a possibility for the proposed January 23 2017 meeting it is
recommended that the date be changed to January 30 2017
Key dates for the 2017 budget process are shown below
2017 Budget Timetable
Date Political Review TPL Board
2016
Nov 21 Board meeting
Dec 2 Budget Committee launch
Dec 12 (from 8) Board meeting
Dec 161920 (21) Budget Committee presentations
2017
Jan 5 910 Budget Committee public deputations
Jan 12 Budget Committee wrap-up
Jan 24 Budget Committee final
Jan 30 (from 23) Board meeting
Feb 7 Executive Committee
Feb 15 16 (17) Council approval
Feb 21 Board meeting
CONTACT
Nancy Marshall Library Board Officer City Librarianrsquos Office
Tel 416-393-7215 E-mail nmarshalltorontopubliclibraryca
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 3
SIGNATURE
______________________________
Vickery Bowles
City Librarian
Holiday Closures 2017 and January 2018 1
STAFF REPORT ACTION REQUIRED
Holiday Closures 2017 and January 2018
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The purpose of this report is to recommend and receive Toronto Public Library Board
approval for the schedule of holiday closures for 2017 and January 2018
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves the schedule of holiday closures for 2017 and January 2018 as provided
in Attachment 1
FINANCIAL IMPACT
There is no financial impact to the 2017 operating budget arising from the
recommendation in this report The recommended closures are included in the proposed
2017 operating budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
Where Library Board approval is required to establish holiday closures the matter comes
before the Board in the preceding year to ensure adequate notice to the public and staff
COMMENTS
At its meeting on October 26 2015 the Library Board approved the Library closure for
New Yearrsquos Day 2017 on Monday January 2 2017
15
Holiday Closures 2017 and January 2018 2
The Library is open for regular service on Remembrance Day Saturday November 11
2017
The Library will be closed on Monday December 25 2017 for Christmas Day and
Tuesday December 26 2017 for Boxing Day
In 2018 New Yearrsquos Day falls on a Monday and the Library will be closed
All full-time employees whose scheduled day off falls on a holiday closure are
compensated with a day in lieu to be taken at another agreed upon time
It is the practice of the Library to close on the Sundays adjacent to public holidays with
the exception of Family Day
The schedule of holiday closures for 2017 and January 2018 is provided in Attachment 1
CONTACT
Dan Keon Director Human Resources Tel 416-395-5850
E-mail dkeontorontopubliclibraryca
SIGNATURE
_____________________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Holiday Closures 2017 and January 2018
Toronto Public Library Holiday Closures 2017 and January 2018
Sunday January 1 2017 New Yearrsquos Day Closed
Monday January 2 2017 For New Yearrsquos Day Closed
Monday February 20 2017 Family Day Closed
Friday April 14 2017 Good Friday Closed
Sunday April 16 2017 Easter Sunday Closed
Monday April 17 2017 Easter Monday Closed
Monday May 22 2017 Victoria Day Closed
Saturday July 1 2017 Canada Day Closed
Monday August 7 2017 Civic Holiday (Simcoe Day) Closed
Monday September 4 2017 Labour Day Closed
Monday October 9 2017 Thanksgiving Day Closed
Sunday December 24 2017 Christmas Eve Closed
Monday December 25 2017 Christmas Day Closed
Tuesday December 26 2017 Boxing Day Closed
Sunday December 31 2017 New Yearrsquos Eve Closed
Monday January 1 2018 New Yearrsquos Day Closed
New Yearrsquos Day 2017 closure approved by the Library Board on October 26 2015
Attachment 1
Audit Plan for the Year Ending December 31 2016 1
STAFF REPORT INFORMATION ONLY
Audit Plan for the Year Ending December 31 2016
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The attached report from PricewaterhouseCoopers the external auditors summarizes the
planning for their audit of the 2016 financial statements for the Toronto Public Library
Board
FINANCIAL IMPACT
The proposed audit fee of $25000 inclusive of expenses and exclusive of Harmonized
Sales Tax (2015 ndash $25000) is included in the 2016 operating budget It is important to
note that the audit fee does not include extra audit work that may be required due to
scope changes and PricewaterhouseCoopers will advise management as soon as possible
if this were to happen
This is the second year of a five-year audit contract that the City has negotiated The fee
will remain unchanged for the duration of the contract
ISSUE BACKGROUND
Under Section 139 of the City of Toronto Act 2006 the City is required to appoint an
auditor licensed under the Public Accounting Act 2004 who is responsible for annually
auditing the accounts and transactions of the City and its local boards and expressing an
opinion on the financial statements of these entities based on the audit
Council at its March 2015 meeting approved the recommendation of the Audit
Committee to appoint PricewaterhouseCoopers as the external auditor for the City and
Library The contract with PricewaterhouseCoopers is for five years ending with the
audit of the December 31 2019 financial statements
As part of the annual audit PricewaterhouseCoopers provides an Audit Plan report to the
Toronto Public Library Board The auditors will conduct their audit of the 2016 financial
statements pursuant to this plan
17
Audit Plan for the Year Ending December 31 2016 2
COMMENTS
Attached is PricewaterhouseCoopersrsquo Audit Plan for the Library which summarizes their
view on audit risks the nature extent and timing of the audit work and the terms of
engagement
On completion of the audit PricewaterhouseCoopers will issue the Audited Financial
Statements and a Year-End Report to the Board that will provide key matters for
discussion significant audit accounting and financial reporting matters summary of
unadjusted and adjusted items other required communications internal control
recommendations and a confirmation of auditor independence
Work on the interim audit was completed in October 2016 and the year-end audit is
expected to be completed by March 2016
CONTACT
Larry Hughsam Director Finance amp Treasurer Tel 416-397-5946
E-mail lhughsamtorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Board ndash Audit Plan for the year ending
December 31 2016
wwwpwccomca
Audit planfor the yearendingDecember31 2016
Toronto PublicLibrary Board
pwc
pwc
October 28 2016
Members of the BoardToronto Public Library Board
Dear Members of the Board
We are pleased to present an overview of our audit plan for the 2016 audit of the financial statementsof Toronto Public Library Board (the Library) prepared in accordance with Canadian Public SectorAccounting Standards (PSAS) (referred to as the ldquofinancial statementsrdquo from now on)
This overview includes our view on audit risks and the nature extent and timing of our audit work
We value your feedback and if you have any questions about the identified risks and our audit approachplease do not hesitate to contact the undersigned at (416) 228-1922
Yours very truly
Tern McUnnonPartnerRisk Assurance Services
cc Mr Larry Hughsam Director Finance and Treasurer
PricewatcrhouseCoopers UPnyC Tower i8 York Street Suite 2600 Toronto Ontario Canada M oB2T +1 416 8631133 F +1 416 365 8215 wwwpwccomca
lsquoPwt relera to Pdcewatethousetoopers LLP an Ontario limiled liabiLity paruiership
Toronto Public Library Board Audit plan for the year ending December 31 2016
Communications to the Board
Key mattersfor Commentsdiscussion
Client service team Tern McKinnon is your engagement leader and Julianne Cooke is your engagementmanager
Service deliverables We will audit the Libraryrsquos financial statements as of December 31 2016 and for theyear then ending prepared in accordance with PSAS
Our engagement letter which has been signed by the City of Toronto sets out theterms and conditions for our engagement as the independent auditor of the Libraryfor the above-mentioned year In addition our engagement letter outlines ourresponsibilities as the auditor and the responsibilities of management
Audit timeline We worked with management to develop this project timelinemdash Interim visit October 17-21 2016mdash Year-end visit March20 mdash March 31 2017mdash Clearance meeting with management To be confirmedmdash Deliveryfiling of financial statements To be confirmed
Audit approach Our audit approach is a mixture of tests of internal controls and substantive testingOur audit approach is designed to allow us to execute a quality and efficient auditWe do this byi gaining an understanding of the business by focusing on new developments
and key business issues affecting the Library as well as managementrsquosmonitoring of controls and business processes
ii identiring significant audit risks sharing our perspectives obtaining yourfeedback and ensuring our audit is tailored to these risks
iii using well-reasoned professional judgment especially in areas that aresubjective or require estimates and
iv leveraging reliance where possible on the Libraryrsquos internal controls andinformation technology and data systems
In the current year our planned work will include testing of key controls in thefollowing areasmdash Purchases payables and disbursementsmdash Payroll
All other areas will be subject to tests of detail
Significant risks are risks of material misstatement that we think need special auditconsideration We identified several significant audit risks and plan to address themas follows Please let us know if you agree that these are the most significant risksfrom your point of view and if you have any other areas of concern
PwC I
Toronto Public Library Board Audit plan for the year ending December 31 2016
Significant risk to Managementrsquos response and our audit approachdiscuss
Risk of management Accounting regulatory authorities require that the risk of material misstatement dueoverride of controls to management override of controls be considered a significant risk on every audit
engagement
This represents the risk that internal controls at the Library maybe circumvented toachieve desired financial results or gain inappropriate access to financial resources
In order to address this risk we will perform the followingbull All non-routine journal entries are reviewed and approved by the appropriate
level of managementbull We will review manual journal entries focusing on large and unusual entriesbull We will review accounting estimates for biases that could result in material
misstatementbull We will incorporate unpredictable procedures in the audit approach
Risk of fraud in revenue The risk of fraud in revenue recognition is a presumed significant risk underrecognition Canadian Auditing Standards We will assess this risk through the consideration of
the Libraryrsquos revenue recognition policies the incentivepressure to fraudulentlymisstate revenue and the potential opportunity
In order to address this risk we will perform the following
bull Update our understanding of managementrsquos processes and internal controlssurrounding revenue recognition
bull Obtain confirmations from the City of Toronto for subsidies received duringthe year
bull Test significant revenue streams through testing a sample of transactions tosupporting documents
Materiality Misstatements are considered to be material if they could reasonably be expected toinfluence the economic decisions of users of the financial statements We have set apreliminanrsquo materialihrsquo of S6i6oooo We will report unadjusted and adjusted itemsover S6i6ooo to the Board on completion of the audit
Fraud risk We discuss fraud risk annually with the Board Through our planning process (andprior yearsrsquo audits) we developed an understanding of your oversight processesincluding
Employee code of ethicsmdash Discussion at Board meetings and our attendance at those meetings or
reviewing minutes of meetingsmdash Presentations by management including business performance reviewsmdash Signing authorities
Are there any new processes or changes to the items above that we should be awareoP
We are not aware of any fraud Are you aware of instances of any actual suspected or
____________________________
alleged fraud affecting the Library
PwC 2
Toronto Public Ubrary Board Audit plan for the year ending December 31 2016
The matters raised In this and other reports that will flow from the audit are only those that have come to our attention arising from or relevant toour audit that we believe need to be brought to your attention They are not a comprehensive record of all the matters arising and in particularwe cannot be held responsible for reporting all risks in your business or all internal control weaknesses This report has been prepared solely foryour use It was not prepared or intended for any other purpose No other person or entity shall place any reliance upon the accuracy orcompleteness of statements made herein PwC does not assume responsibility to any third party and in no event shall PwC have any liabilityfor damages costs or losses suffered by reason of any reliance upon the contents of this report by any person or entity other than you
PwC 3
copy 2015 PricewaterhouseCoopers LLP an Ontario limited liability partnership All rights reserved
Board Resolutions ndash Status Report 1
STAFF REPORT INFORMATION ONLY
Board Resolutions ndash Status Report
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report lists the status of outstanding Toronto Public Library Board resolutions
BACKGROUND INFORMATION
At the April 2 2012 meeting the Toronto Public Library Board approved the inclusion of
Board Resolutions ndash 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 ndash Status Report ndash November 21 2016
18
1
STATUS REPORT
TORONTO PUBLIC LIBRARY BOARD RESOLUTIONS
AS AT NOVEMBER 21 2016
DATE OF
MEETING
MOTION
(Ref Minute )
STATUS
TARGET
DATE
Sep 8 2014 14-150 ndash Notice of Motion Funding and Timing of
PerthDupont Branch Relocation
5 requests that the local City Councillor consult
with the local community and make a
recommendation to the Board for a new name for
the relocated branch (which will no longer be
located at the corner of Perth and Dupont)
IN PROGRESS Staff to bring a recommendation to
the Board for a new name for the relocated branch to
the Board for approval
To be
determined
Feb 22 2016 16-040 ndash Naming Opportunity ndash Daniel Grafton
Hill III
2 requests staff to provide updates to the
Toronto Public Library Board on this
initiative at strategic intervals
IN PROGRESS This initiative is dependent on a
future branch capital project and consultation
process
To be
determined
Oct 24 2016 16-193 ndash Toronto Public Library Board ndash Self-
Evaluation
2 conducts a pilot self-evaluation during the
month of November 2016 and discusses the
results of the evaluation at the January 2017
meeting
IN PROGRESS A report is expected to be provided
at the January 2017 meeting
January 2017
meeting
Attachment 1
Attachment 5
Expand online services
Develop self-serve Library Kiosks
Increased program offerings
After hours access implemented
Increased online service options
Increased self-service options
CONNECTIONS
Understand City demographics
demands and use of a full range of
library services
Develop after-hours access at branches
2 Breaking down
barriers to access
driving inclusion
Toronto Public Library contributes to the success of
City of Torontos key strategies including
Toronto Strong Neighbourhood Strategy 2020
bull Targeting appropriate resources to
respond to neighbourhood needs
Toronto Poverty Reduction Strategy
bull Address immediate needs
bull Create pathways to prosperity
bull Increase service access and availability
ACCESS
OPPORTUNITYLibrary membership options reflect
users online and branch access
needs
Provide access to current
and emerging technology
and training in library
branches and community
locations
Increase awareness and
engagement across library
channels
Sunday service expanded in target
branches
Identify and remove policy
barriers to online and in-
person services
Expand access to branches
and community service
points
Number of blocked library cards
reduced in target populations
Toronto Public Library Strategic Plan 2016-2019 Logic Model
Priority Impact
Mission Toronto Public Library provides free and equitable access to services which meet the changing needs of Torontonians The Library preserves and promotes universal access to a broad
range of human knowledge experience information and ideas in a welcoming and supportive environment
OutcomeKey Activities
Toronto Youth Equity Strategy
bull Service gaps
bull Service relevance amp accessibility
Toronto Newcomer Strategy
bull Improving access to municipal supports
bull Supporting civic engagement and
community capacity
Develop marketing strategy and conduct
publicity campaigns
Toronto Seniors Strategy
bull Equity
bull Inclusion
bull Respect
bull Quality of life
Expand access to library service in
community locations
Toronto Public Library is a
community asset that builds
community capacity and improves
Torontonians
well-being
Torontonians have equitable
support to learning and training
and gain the knowledge multiple
literacy skills and networks to
enrich their education work life
and leisure experiences
Torontonians have access to
programs and activities to support
and enhance diverse cultural
experiences and library
collections that reflect their
cultural ineterests and needsIncreased circulation of library
materials
Identify and remove policy barriers to
online and in-person services
Raising the Village Measuring the
Well-being of Children and Families in Toronto
bull Families have equitable access to
learning and training and are active in
their childrenrsquos education
bull Families belong to communities and
have the freedom to express and
opportunities to foster their culture and
identity
Torontonians are aware of library
services to address immediate needs
Conduct outreach and customer
engagement programs
Expand branch hours with additional
programs
Torontonians have easy
convienient online access to library
collections and services
Torontonians have convenient and
local access to neighbourhood
spaces and services
Attachment 6
Accountability Framework
Example
Priority Key Activity Short Term Medium Term Impact
Breaking down barriers to access
driving inclusion
Expand access to branches and
community service points
Torontonians have convenient and
local access to neighbourhood spaces
and services
Toronto Public Library is a community
asset that builds community capacity
and improves Torontonians well-being
Toronto Poverty Reduction Strategy
Increase service access and availability
Example
Customer Perspective Operational Perspective Learning amp Growth Perspective Financial Perspective
Utilization rate Service hours added Staff training Cost per use
Example
Is a visual representation of progress towards four years targets for KPIs to achieve strategic outcomes
with a baseline benchmark and annual target
Dashboard
Monitors the progress of the strategic plan across four perspectives and indentifies KPIs to measure progress towards outcomes
Links planned activities to expected outcomes
Toronto Public Library Strategic Plan 2016-2019
Implementation Compliance and Progress
Logic Model
Balanced Scorecard
Outcomes
Strategic Plan 2016-2019
Accountability Framework
November 21 2016
Toronto Public Library Board Meeting
1
Accountability Framework
Strategic Plan Performance Measures Committee
to provide advice and recommendations to the Board for
strengthening the Boardrsquos monitoring and assessment of the
strategic planrsquos implementation for compliance and progress
2
Accountability Framework
Strategic Plan Performance Measures Committee
bull Met four times from May to November 2016
bull Endorsed Accountability Framework at November 7 2016
meeting
bull Concluded its work
3
Accountability Framework
Purpose of framework
bull To guide the development monitoring and reporting of
The Annual work plan for each year from 2016-2019
The overall achievements of the Strategic Plan over four
years
4
Accountability Framework
bull A reporting structure for the Board to monitor the
progress of the strategic plan and provide guidance
bull Public facing reporting tool to demonstrate openness
and accountability
bull An internal tool for staff
5
Accountability Framework
Strategic Plan 2016-2019
bull Three broad outcomes
Access
Opportunity
Connections
And six strategic priorities
6
Accountability Framework
Strategic Plan 2016-2019
bull Six Strategic Priorities
Advancing TPLrsquos digital Platforms
Breaking down barriers to access driving inclusion
Expanding access to technology and training
Establishing TPL as Torontorsquos centre for continuous and
self-directed learning
Creating community connections through cultural
experiences
Transforming for 21st century service excellence
7
Accountability Framework
Three main tools
bull Balanced Scorecard with Key Performance
Indicators (KPIs)
bull Dashboard for visual presentation
bull Logic Models
8
Accountability Framework
Balanced Scorecard
bull A performance measurement tool developed at the
Harvard Business School
bull Provides a framework to monitor organization
performance from four perspectives the customerrsquos
perspective an internal business perspective an
innovation and learning perspective and the
financial perspective
Balance scorecard Encyclopedia of Business Gale 2000
9
10
Strategic Plan 2016 ndash 2019 Balanced Scorecard
11
Strategic Plan 2016 ndash 2019 Balanced Scorecard
Accountability Framework
Reporting timeline
bull Annual work plan achievements will be reported
to the Board in a semi-annual status report in
June and year end
bull Overall achievements of the strategic plan will be
reported annually to the Board (eg first quarter
of 2017 for 2016) using a balanced scorecard and
presented visually using a dashboard
12
Accountability Framework
13
Accountability Framework
Logic Model
bull A logic model is a systematic and visual way to present the
relationships among the resources to operate a program the
planned activities and the changes or results you hope to
achieve
14
WK Kellogg Foundation Logic Model Development Guide 2004
Accountability Framework
Logic Models
bull A Strategic Plan 2016-2019 aligns 6 strategic priorities
with
Key activities
3 broad strategic outcomes
City of Torontorsquos key strategies
bull Plus a logic model for each of the 6 strategic priorities
15
16
Strategic Plan 2016-2019 Logic Model
17
Strategic Plan 2016-2019 Priority 2 Logic Model
18
Accountability Framework
Questions amp Discussion
19
20
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 1
STAFF REPORT ACTION REQUIRED
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report proposes revised meeting dates for the December 2016 and January 2017
meetings for Toronto Public Library Board approval
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves rescheduling the December 8 2016 Toronto Public Library Board meeting
to December 12 2016 and
2 approves rescheduling the January 23 2017 Toronto Public Library Board meeting to
January 30 2017
FINANCIAL IMPACT
There is no financial impact arising from this report
The Director Finance and Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
At the January 25 2016 meeting the Board approved the schedule for meetings in 2016
including December 8 2016
At the October 24 2016 meeting the Board was provided with the proposed schedule for
meetings in 2017 including January 23 2017 for approval at the January 2017 meeting
14
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 2
COMMENTS
Library staff have recently reviewed the Cityrsquos updated budget schedule The Library Board
meeting in December is not well aligned with the Cityrsquos schedule A later December date
would provide the Board with more opportunity to be informed and kept up-to-date on the
2017 budget as well as to participate in the process As a result the rescheduling of the
December 8 2016 meeting to Monday December 12 is being recommended Board
members were canvassed and quorum is attainable for a meeting on December 12 2016
As the same scenario is also a possibility for the proposed January 23 2017 meeting it is
recommended that the date be changed to January 30 2017
Key dates for the 2017 budget process are shown below
2017 Budget Timetable
Date Political Review TPL Board
2016
Nov 21 Board meeting
Dec 2 Budget Committee launch
Dec 12 (from 8) Board meeting
Dec 161920 (21) Budget Committee presentations
2017
Jan 5 910 Budget Committee public deputations
Jan 12 Budget Committee wrap-up
Jan 24 Budget Committee final
Jan 30 (from 23) Board meeting
Feb 7 Executive Committee
Feb 15 16 (17) Council approval
Feb 21 Board meeting
CONTACT
Nancy Marshall Library Board Officer City Librarianrsquos Office
Tel 416-393-7215 E-mail nmarshalltorontopubliclibraryca
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 3
SIGNATURE
______________________________
Vickery Bowles
City Librarian
Holiday Closures 2017 and January 2018 1
STAFF REPORT ACTION REQUIRED
Holiday Closures 2017 and January 2018
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The purpose of this report is to recommend and receive Toronto Public Library Board
approval for the schedule of holiday closures for 2017 and January 2018
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves the schedule of holiday closures for 2017 and January 2018 as provided
in Attachment 1
FINANCIAL IMPACT
There is no financial impact to the 2017 operating budget arising from the
recommendation in this report The recommended closures are included in the proposed
2017 operating budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
Where Library Board approval is required to establish holiday closures the matter comes
before the Board in the preceding year to ensure adequate notice to the public and staff
COMMENTS
At its meeting on October 26 2015 the Library Board approved the Library closure for
New Yearrsquos Day 2017 on Monday January 2 2017
15
Holiday Closures 2017 and January 2018 2
The Library is open for regular service on Remembrance Day Saturday November 11
2017
The Library will be closed on Monday December 25 2017 for Christmas Day and
Tuesday December 26 2017 for Boxing Day
In 2018 New Yearrsquos Day falls on a Monday and the Library will be closed
All full-time employees whose scheduled day off falls on a holiday closure are
compensated with a day in lieu to be taken at another agreed upon time
It is the practice of the Library to close on the Sundays adjacent to public holidays with
the exception of Family Day
The schedule of holiday closures for 2017 and January 2018 is provided in Attachment 1
CONTACT
Dan Keon Director Human Resources Tel 416-395-5850
E-mail dkeontorontopubliclibraryca
SIGNATURE
_____________________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Holiday Closures 2017 and January 2018
Toronto Public Library Holiday Closures 2017 and January 2018
Sunday January 1 2017 New Yearrsquos Day Closed
Monday January 2 2017 For New Yearrsquos Day Closed
Monday February 20 2017 Family Day Closed
Friday April 14 2017 Good Friday Closed
Sunday April 16 2017 Easter Sunday Closed
Monday April 17 2017 Easter Monday Closed
Monday May 22 2017 Victoria Day Closed
Saturday July 1 2017 Canada Day Closed
Monday August 7 2017 Civic Holiday (Simcoe Day) Closed
Monday September 4 2017 Labour Day Closed
Monday October 9 2017 Thanksgiving Day Closed
Sunday December 24 2017 Christmas Eve Closed
Monday December 25 2017 Christmas Day Closed
Tuesday December 26 2017 Boxing Day Closed
Sunday December 31 2017 New Yearrsquos Eve Closed
Monday January 1 2018 New Yearrsquos Day Closed
New Yearrsquos Day 2017 closure approved by the Library Board on October 26 2015
Attachment 1
Audit Plan for the Year Ending December 31 2016 1
STAFF REPORT INFORMATION ONLY
Audit Plan for the Year Ending December 31 2016
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The attached report from PricewaterhouseCoopers the external auditors summarizes the
planning for their audit of the 2016 financial statements for the Toronto Public Library
Board
FINANCIAL IMPACT
The proposed audit fee of $25000 inclusive of expenses and exclusive of Harmonized
Sales Tax (2015 ndash $25000) is included in the 2016 operating budget It is important to
note that the audit fee does not include extra audit work that may be required due to
scope changes and PricewaterhouseCoopers will advise management as soon as possible
if this were to happen
This is the second year of a five-year audit contract that the City has negotiated The fee
will remain unchanged for the duration of the contract
ISSUE BACKGROUND
Under Section 139 of the City of Toronto Act 2006 the City is required to appoint an
auditor licensed under the Public Accounting Act 2004 who is responsible for annually
auditing the accounts and transactions of the City and its local boards and expressing an
opinion on the financial statements of these entities based on the audit
Council at its March 2015 meeting approved the recommendation of the Audit
Committee to appoint PricewaterhouseCoopers as the external auditor for the City and
Library The contract with PricewaterhouseCoopers is for five years ending with the
audit of the December 31 2019 financial statements
As part of the annual audit PricewaterhouseCoopers provides an Audit Plan report to the
Toronto Public Library Board The auditors will conduct their audit of the 2016 financial
statements pursuant to this plan
17
Audit Plan for the Year Ending December 31 2016 2
COMMENTS
Attached is PricewaterhouseCoopersrsquo Audit Plan for the Library which summarizes their
view on audit risks the nature extent and timing of the audit work and the terms of
engagement
On completion of the audit PricewaterhouseCoopers will issue the Audited Financial
Statements and a Year-End Report to the Board that will provide key matters for
discussion significant audit accounting and financial reporting matters summary of
unadjusted and adjusted items other required communications internal control
recommendations and a confirmation of auditor independence
Work on the interim audit was completed in October 2016 and the year-end audit is
expected to be completed by March 2016
CONTACT
Larry Hughsam Director Finance amp Treasurer Tel 416-397-5946
E-mail lhughsamtorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Board ndash Audit Plan for the year ending
December 31 2016
wwwpwccomca
Audit planfor the yearendingDecember31 2016
Toronto PublicLibrary Board
pwc
pwc
October 28 2016
Members of the BoardToronto Public Library Board
Dear Members of the Board
We are pleased to present an overview of our audit plan for the 2016 audit of the financial statementsof Toronto Public Library Board (the Library) prepared in accordance with Canadian Public SectorAccounting Standards (PSAS) (referred to as the ldquofinancial statementsrdquo from now on)
This overview includes our view on audit risks and the nature extent and timing of our audit work
We value your feedback and if you have any questions about the identified risks and our audit approachplease do not hesitate to contact the undersigned at (416) 228-1922
Yours very truly
Tern McUnnonPartnerRisk Assurance Services
cc Mr Larry Hughsam Director Finance and Treasurer
PricewatcrhouseCoopers UPnyC Tower i8 York Street Suite 2600 Toronto Ontario Canada M oB2T +1 416 8631133 F +1 416 365 8215 wwwpwccomca
lsquoPwt relera to Pdcewatethousetoopers LLP an Ontario limiled liabiLity paruiership
Toronto Public Library Board Audit plan for the year ending December 31 2016
Communications to the Board
Key mattersfor Commentsdiscussion
Client service team Tern McKinnon is your engagement leader and Julianne Cooke is your engagementmanager
Service deliverables We will audit the Libraryrsquos financial statements as of December 31 2016 and for theyear then ending prepared in accordance with PSAS
Our engagement letter which has been signed by the City of Toronto sets out theterms and conditions for our engagement as the independent auditor of the Libraryfor the above-mentioned year In addition our engagement letter outlines ourresponsibilities as the auditor and the responsibilities of management
Audit timeline We worked with management to develop this project timelinemdash Interim visit October 17-21 2016mdash Year-end visit March20 mdash March 31 2017mdash Clearance meeting with management To be confirmedmdash Deliveryfiling of financial statements To be confirmed
Audit approach Our audit approach is a mixture of tests of internal controls and substantive testingOur audit approach is designed to allow us to execute a quality and efficient auditWe do this byi gaining an understanding of the business by focusing on new developments
and key business issues affecting the Library as well as managementrsquosmonitoring of controls and business processes
ii identiring significant audit risks sharing our perspectives obtaining yourfeedback and ensuring our audit is tailored to these risks
iii using well-reasoned professional judgment especially in areas that aresubjective or require estimates and
iv leveraging reliance where possible on the Libraryrsquos internal controls andinformation technology and data systems
In the current year our planned work will include testing of key controls in thefollowing areasmdash Purchases payables and disbursementsmdash Payroll
All other areas will be subject to tests of detail
Significant risks are risks of material misstatement that we think need special auditconsideration We identified several significant audit risks and plan to address themas follows Please let us know if you agree that these are the most significant risksfrom your point of view and if you have any other areas of concern
PwC I
Toronto Public Library Board Audit plan for the year ending December 31 2016
Significant risk to Managementrsquos response and our audit approachdiscuss
Risk of management Accounting regulatory authorities require that the risk of material misstatement dueoverride of controls to management override of controls be considered a significant risk on every audit
engagement
This represents the risk that internal controls at the Library maybe circumvented toachieve desired financial results or gain inappropriate access to financial resources
In order to address this risk we will perform the followingbull All non-routine journal entries are reviewed and approved by the appropriate
level of managementbull We will review manual journal entries focusing on large and unusual entriesbull We will review accounting estimates for biases that could result in material
misstatementbull We will incorporate unpredictable procedures in the audit approach
Risk of fraud in revenue The risk of fraud in revenue recognition is a presumed significant risk underrecognition Canadian Auditing Standards We will assess this risk through the consideration of
the Libraryrsquos revenue recognition policies the incentivepressure to fraudulentlymisstate revenue and the potential opportunity
In order to address this risk we will perform the following
bull Update our understanding of managementrsquos processes and internal controlssurrounding revenue recognition
bull Obtain confirmations from the City of Toronto for subsidies received duringthe year
bull Test significant revenue streams through testing a sample of transactions tosupporting documents
Materiality Misstatements are considered to be material if they could reasonably be expected toinfluence the economic decisions of users of the financial statements We have set apreliminanrsquo materialihrsquo of S6i6oooo We will report unadjusted and adjusted itemsover S6i6ooo to the Board on completion of the audit
Fraud risk We discuss fraud risk annually with the Board Through our planning process (andprior yearsrsquo audits) we developed an understanding of your oversight processesincluding
Employee code of ethicsmdash Discussion at Board meetings and our attendance at those meetings or
reviewing minutes of meetingsmdash Presentations by management including business performance reviewsmdash Signing authorities
Are there any new processes or changes to the items above that we should be awareoP
We are not aware of any fraud Are you aware of instances of any actual suspected or
____________________________
alleged fraud affecting the Library
PwC 2
Toronto Public Ubrary Board Audit plan for the year ending December 31 2016
The matters raised In this and other reports that will flow from the audit are only those that have come to our attention arising from or relevant toour audit that we believe need to be brought to your attention They are not a comprehensive record of all the matters arising and in particularwe cannot be held responsible for reporting all risks in your business or all internal control weaknesses This report has been prepared solely foryour use It was not prepared or intended for any other purpose No other person or entity shall place any reliance upon the accuracy orcompleteness of statements made herein PwC does not assume responsibility to any third party and in no event shall PwC have any liabilityfor damages costs or losses suffered by reason of any reliance upon the contents of this report by any person or entity other than you
PwC 3
copy 2015 PricewaterhouseCoopers LLP an Ontario limited liability partnership All rights reserved
Board Resolutions ndash Status Report 1
STAFF REPORT INFORMATION ONLY
Board Resolutions ndash Status Report
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report lists the status of outstanding Toronto Public Library Board resolutions
BACKGROUND INFORMATION
At the April 2 2012 meeting the Toronto Public Library Board approved the inclusion of
Board Resolutions ndash 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 ndash Status Report ndash November 21 2016
18
1
STATUS REPORT
TORONTO PUBLIC LIBRARY BOARD RESOLUTIONS
AS AT NOVEMBER 21 2016
DATE OF
MEETING
MOTION
(Ref Minute )
STATUS
TARGET
DATE
Sep 8 2014 14-150 ndash Notice of Motion Funding and Timing of
PerthDupont Branch Relocation
5 requests that the local City Councillor consult
with the local community and make a
recommendation to the Board for a new name for
the relocated branch (which will no longer be
located at the corner of Perth and Dupont)
IN PROGRESS Staff to bring a recommendation to
the Board for a new name for the relocated branch to
the Board for approval
To be
determined
Feb 22 2016 16-040 ndash Naming Opportunity ndash Daniel Grafton
Hill III
2 requests staff to provide updates to the
Toronto Public Library Board on this
initiative at strategic intervals
IN PROGRESS This initiative is dependent on a
future branch capital project and consultation
process
To be
determined
Oct 24 2016 16-193 ndash Toronto Public Library Board ndash Self-
Evaluation
2 conducts a pilot self-evaluation during the
month of November 2016 and discusses the
results of the evaluation at the January 2017
meeting
IN PROGRESS A report is expected to be provided
at the January 2017 meeting
January 2017
meeting
Attachment 1
Attachment 6
Accountability Framework
Example
Priority Key Activity Short Term Medium Term Impact
Breaking down barriers to access
driving inclusion
Expand access to branches and
community service points
Torontonians have convenient and
local access to neighbourhood spaces
and services
Toronto Public Library is a community
asset that builds community capacity
and improves Torontonians well-being
Toronto Poverty Reduction Strategy
Increase service access and availability
Example
Customer Perspective Operational Perspective Learning amp Growth Perspective Financial Perspective
Utilization rate Service hours added Staff training Cost per use
Example
Is a visual representation of progress towards four years targets for KPIs to achieve strategic outcomes
with a baseline benchmark and annual target
Dashboard
Monitors the progress of the strategic plan across four perspectives and indentifies KPIs to measure progress towards outcomes
Links planned activities to expected outcomes
Toronto Public Library Strategic Plan 2016-2019
Implementation Compliance and Progress
Logic Model
Balanced Scorecard
Outcomes
Strategic Plan 2016-2019
Accountability Framework
November 21 2016
Toronto Public Library Board Meeting
1
Accountability Framework
Strategic Plan Performance Measures Committee
to provide advice and recommendations to the Board for
strengthening the Boardrsquos monitoring and assessment of the
strategic planrsquos implementation for compliance and progress
2
Accountability Framework
Strategic Plan Performance Measures Committee
bull Met four times from May to November 2016
bull Endorsed Accountability Framework at November 7 2016
meeting
bull Concluded its work
3
Accountability Framework
Purpose of framework
bull To guide the development monitoring and reporting of
The Annual work plan for each year from 2016-2019
The overall achievements of the Strategic Plan over four
years
4
Accountability Framework
bull A reporting structure for the Board to monitor the
progress of the strategic plan and provide guidance
bull Public facing reporting tool to demonstrate openness
and accountability
bull An internal tool for staff
5
Accountability Framework
Strategic Plan 2016-2019
bull Three broad outcomes
Access
Opportunity
Connections
And six strategic priorities
6
Accountability Framework
Strategic Plan 2016-2019
bull Six Strategic Priorities
Advancing TPLrsquos digital Platforms
Breaking down barriers to access driving inclusion
Expanding access to technology and training
Establishing TPL as Torontorsquos centre for continuous and
self-directed learning
Creating community connections through cultural
experiences
Transforming for 21st century service excellence
7
Accountability Framework
Three main tools
bull Balanced Scorecard with Key Performance
Indicators (KPIs)
bull Dashboard for visual presentation
bull Logic Models
8
Accountability Framework
Balanced Scorecard
bull A performance measurement tool developed at the
Harvard Business School
bull Provides a framework to monitor organization
performance from four perspectives the customerrsquos
perspective an internal business perspective an
innovation and learning perspective and the
financial perspective
Balance scorecard Encyclopedia of Business Gale 2000
9
10
Strategic Plan 2016 ndash 2019 Balanced Scorecard
11
Strategic Plan 2016 ndash 2019 Balanced Scorecard
Accountability Framework
Reporting timeline
bull Annual work plan achievements will be reported
to the Board in a semi-annual status report in
June and year end
bull Overall achievements of the strategic plan will be
reported annually to the Board (eg first quarter
of 2017 for 2016) using a balanced scorecard and
presented visually using a dashboard
12
Accountability Framework
13
Accountability Framework
Logic Model
bull A logic model is a systematic and visual way to present the
relationships among the resources to operate a program the
planned activities and the changes or results you hope to
achieve
14
WK Kellogg Foundation Logic Model Development Guide 2004
Accountability Framework
Logic Models
bull A Strategic Plan 2016-2019 aligns 6 strategic priorities
with
Key activities
3 broad strategic outcomes
City of Torontorsquos key strategies
bull Plus a logic model for each of the 6 strategic priorities
15
16
Strategic Plan 2016-2019 Logic Model
17
Strategic Plan 2016-2019 Priority 2 Logic Model
18
Accountability Framework
Questions amp Discussion
19
20
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 1
STAFF REPORT ACTION REQUIRED
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report proposes revised meeting dates for the December 2016 and January 2017
meetings for Toronto Public Library Board approval
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves rescheduling the December 8 2016 Toronto Public Library Board meeting
to December 12 2016 and
2 approves rescheduling the January 23 2017 Toronto Public Library Board meeting to
January 30 2017
FINANCIAL IMPACT
There is no financial impact arising from this report
The Director Finance and Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
At the January 25 2016 meeting the Board approved the schedule for meetings in 2016
including December 8 2016
At the October 24 2016 meeting the Board was provided with the proposed schedule for
meetings in 2017 including January 23 2017 for approval at the January 2017 meeting
14
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 2
COMMENTS
Library staff have recently reviewed the Cityrsquos updated budget schedule The Library Board
meeting in December is not well aligned with the Cityrsquos schedule A later December date
would provide the Board with more opportunity to be informed and kept up-to-date on the
2017 budget as well as to participate in the process As a result the rescheduling of the
December 8 2016 meeting to Monday December 12 is being recommended Board
members were canvassed and quorum is attainable for a meeting on December 12 2016
As the same scenario is also a possibility for the proposed January 23 2017 meeting it is
recommended that the date be changed to January 30 2017
Key dates for the 2017 budget process are shown below
2017 Budget Timetable
Date Political Review TPL Board
2016
Nov 21 Board meeting
Dec 2 Budget Committee launch
Dec 12 (from 8) Board meeting
Dec 161920 (21) Budget Committee presentations
2017
Jan 5 910 Budget Committee public deputations
Jan 12 Budget Committee wrap-up
Jan 24 Budget Committee final
Jan 30 (from 23) Board meeting
Feb 7 Executive Committee
Feb 15 16 (17) Council approval
Feb 21 Board meeting
CONTACT
Nancy Marshall Library Board Officer City Librarianrsquos Office
Tel 416-393-7215 E-mail nmarshalltorontopubliclibraryca
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 3
SIGNATURE
______________________________
Vickery Bowles
City Librarian
Holiday Closures 2017 and January 2018 1
STAFF REPORT ACTION REQUIRED
Holiday Closures 2017 and January 2018
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The purpose of this report is to recommend and receive Toronto Public Library Board
approval for the schedule of holiday closures for 2017 and January 2018
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves the schedule of holiday closures for 2017 and January 2018 as provided
in Attachment 1
FINANCIAL IMPACT
There is no financial impact to the 2017 operating budget arising from the
recommendation in this report The recommended closures are included in the proposed
2017 operating budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
Where Library Board approval is required to establish holiday closures the matter comes
before the Board in the preceding year to ensure adequate notice to the public and staff
COMMENTS
At its meeting on October 26 2015 the Library Board approved the Library closure for
New Yearrsquos Day 2017 on Monday January 2 2017
15
Holiday Closures 2017 and January 2018 2
The Library is open for regular service on Remembrance Day Saturday November 11
2017
The Library will be closed on Monday December 25 2017 for Christmas Day and
Tuesday December 26 2017 for Boxing Day
In 2018 New Yearrsquos Day falls on a Monday and the Library will be closed
All full-time employees whose scheduled day off falls on a holiday closure are
compensated with a day in lieu to be taken at another agreed upon time
It is the practice of the Library to close on the Sundays adjacent to public holidays with
the exception of Family Day
The schedule of holiday closures for 2017 and January 2018 is provided in Attachment 1
CONTACT
Dan Keon Director Human Resources Tel 416-395-5850
E-mail dkeontorontopubliclibraryca
SIGNATURE
_____________________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Holiday Closures 2017 and January 2018
Toronto Public Library Holiday Closures 2017 and January 2018
Sunday January 1 2017 New Yearrsquos Day Closed
Monday January 2 2017 For New Yearrsquos Day Closed
Monday February 20 2017 Family Day Closed
Friday April 14 2017 Good Friday Closed
Sunday April 16 2017 Easter Sunday Closed
Monday April 17 2017 Easter Monday Closed
Monday May 22 2017 Victoria Day Closed
Saturday July 1 2017 Canada Day Closed
Monday August 7 2017 Civic Holiday (Simcoe Day) Closed
Monday September 4 2017 Labour Day Closed
Monday October 9 2017 Thanksgiving Day Closed
Sunday December 24 2017 Christmas Eve Closed
Monday December 25 2017 Christmas Day Closed
Tuesday December 26 2017 Boxing Day Closed
Sunday December 31 2017 New Yearrsquos Eve Closed
Monday January 1 2018 New Yearrsquos Day Closed
New Yearrsquos Day 2017 closure approved by the Library Board on October 26 2015
Attachment 1
Audit Plan for the Year Ending December 31 2016 1
STAFF REPORT INFORMATION ONLY
Audit Plan for the Year Ending December 31 2016
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The attached report from PricewaterhouseCoopers the external auditors summarizes the
planning for their audit of the 2016 financial statements for the Toronto Public Library
Board
FINANCIAL IMPACT
The proposed audit fee of $25000 inclusive of expenses and exclusive of Harmonized
Sales Tax (2015 ndash $25000) is included in the 2016 operating budget It is important to
note that the audit fee does not include extra audit work that may be required due to
scope changes and PricewaterhouseCoopers will advise management as soon as possible
if this were to happen
This is the second year of a five-year audit contract that the City has negotiated The fee
will remain unchanged for the duration of the contract
ISSUE BACKGROUND
Under Section 139 of the City of Toronto Act 2006 the City is required to appoint an
auditor licensed under the Public Accounting Act 2004 who is responsible for annually
auditing the accounts and transactions of the City and its local boards and expressing an
opinion on the financial statements of these entities based on the audit
Council at its March 2015 meeting approved the recommendation of the Audit
Committee to appoint PricewaterhouseCoopers as the external auditor for the City and
Library The contract with PricewaterhouseCoopers is for five years ending with the
audit of the December 31 2019 financial statements
As part of the annual audit PricewaterhouseCoopers provides an Audit Plan report to the
Toronto Public Library Board The auditors will conduct their audit of the 2016 financial
statements pursuant to this plan
17
Audit Plan for the Year Ending December 31 2016 2
COMMENTS
Attached is PricewaterhouseCoopersrsquo Audit Plan for the Library which summarizes their
view on audit risks the nature extent and timing of the audit work and the terms of
engagement
On completion of the audit PricewaterhouseCoopers will issue the Audited Financial
Statements and a Year-End Report to the Board that will provide key matters for
discussion significant audit accounting and financial reporting matters summary of
unadjusted and adjusted items other required communications internal control
recommendations and a confirmation of auditor independence
Work on the interim audit was completed in October 2016 and the year-end audit is
expected to be completed by March 2016
CONTACT
Larry Hughsam Director Finance amp Treasurer Tel 416-397-5946
E-mail lhughsamtorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Board ndash Audit Plan for the year ending
December 31 2016
wwwpwccomca
Audit planfor the yearendingDecember31 2016
Toronto PublicLibrary Board
pwc
pwc
October 28 2016
Members of the BoardToronto Public Library Board
Dear Members of the Board
We are pleased to present an overview of our audit plan for the 2016 audit of the financial statementsof Toronto Public Library Board (the Library) prepared in accordance with Canadian Public SectorAccounting Standards (PSAS) (referred to as the ldquofinancial statementsrdquo from now on)
This overview includes our view on audit risks and the nature extent and timing of our audit work
We value your feedback and if you have any questions about the identified risks and our audit approachplease do not hesitate to contact the undersigned at (416) 228-1922
Yours very truly
Tern McUnnonPartnerRisk Assurance Services
cc Mr Larry Hughsam Director Finance and Treasurer
PricewatcrhouseCoopers UPnyC Tower i8 York Street Suite 2600 Toronto Ontario Canada M oB2T +1 416 8631133 F +1 416 365 8215 wwwpwccomca
lsquoPwt relera to Pdcewatethousetoopers LLP an Ontario limiled liabiLity paruiership
Toronto Public Library Board Audit plan for the year ending December 31 2016
Communications to the Board
Key mattersfor Commentsdiscussion
Client service team Tern McKinnon is your engagement leader and Julianne Cooke is your engagementmanager
Service deliverables We will audit the Libraryrsquos financial statements as of December 31 2016 and for theyear then ending prepared in accordance with PSAS
Our engagement letter which has been signed by the City of Toronto sets out theterms and conditions for our engagement as the independent auditor of the Libraryfor the above-mentioned year In addition our engagement letter outlines ourresponsibilities as the auditor and the responsibilities of management
Audit timeline We worked with management to develop this project timelinemdash Interim visit October 17-21 2016mdash Year-end visit March20 mdash March 31 2017mdash Clearance meeting with management To be confirmedmdash Deliveryfiling of financial statements To be confirmed
Audit approach Our audit approach is a mixture of tests of internal controls and substantive testingOur audit approach is designed to allow us to execute a quality and efficient auditWe do this byi gaining an understanding of the business by focusing on new developments
and key business issues affecting the Library as well as managementrsquosmonitoring of controls and business processes
ii identiring significant audit risks sharing our perspectives obtaining yourfeedback and ensuring our audit is tailored to these risks
iii using well-reasoned professional judgment especially in areas that aresubjective or require estimates and
iv leveraging reliance where possible on the Libraryrsquos internal controls andinformation technology and data systems
In the current year our planned work will include testing of key controls in thefollowing areasmdash Purchases payables and disbursementsmdash Payroll
All other areas will be subject to tests of detail
Significant risks are risks of material misstatement that we think need special auditconsideration We identified several significant audit risks and plan to address themas follows Please let us know if you agree that these are the most significant risksfrom your point of view and if you have any other areas of concern
PwC I
Toronto Public Library Board Audit plan for the year ending December 31 2016
Significant risk to Managementrsquos response and our audit approachdiscuss
Risk of management Accounting regulatory authorities require that the risk of material misstatement dueoverride of controls to management override of controls be considered a significant risk on every audit
engagement
This represents the risk that internal controls at the Library maybe circumvented toachieve desired financial results or gain inappropriate access to financial resources
In order to address this risk we will perform the followingbull All non-routine journal entries are reviewed and approved by the appropriate
level of managementbull We will review manual journal entries focusing on large and unusual entriesbull We will review accounting estimates for biases that could result in material
misstatementbull We will incorporate unpredictable procedures in the audit approach
Risk of fraud in revenue The risk of fraud in revenue recognition is a presumed significant risk underrecognition Canadian Auditing Standards We will assess this risk through the consideration of
the Libraryrsquos revenue recognition policies the incentivepressure to fraudulentlymisstate revenue and the potential opportunity
In order to address this risk we will perform the following
bull Update our understanding of managementrsquos processes and internal controlssurrounding revenue recognition
bull Obtain confirmations from the City of Toronto for subsidies received duringthe year
bull Test significant revenue streams through testing a sample of transactions tosupporting documents
Materiality Misstatements are considered to be material if they could reasonably be expected toinfluence the economic decisions of users of the financial statements We have set apreliminanrsquo materialihrsquo of S6i6oooo We will report unadjusted and adjusted itemsover S6i6ooo to the Board on completion of the audit
Fraud risk We discuss fraud risk annually with the Board Through our planning process (andprior yearsrsquo audits) we developed an understanding of your oversight processesincluding
Employee code of ethicsmdash Discussion at Board meetings and our attendance at those meetings or
reviewing minutes of meetingsmdash Presentations by management including business performance reviewsmdash Signing authorities
Are there any new processes or changes to the items above that we should be awareoP
We are not aware of any fraud Are you aware of instances of any actual suspected or
____________________________
alleged fraud affecting the Library
PwC 2
Toronto Public Ubrary Board Audit plan for the year ending December 31 2016
The matters raised In this and other reports that will flow from the audit are only those that have come to our attention arising from or relevant toour audit that we believe need to be brought to your attention They are not a comprehensive record of all the matters arising and in particularwe cannot be held responsible for reporting all risks in your business or all internal control weaknesses This report has been prepared solely foryour use It was not prepared or intended for any other purpose No other person or entity shall place any reliance upon the accuracy orcompleteness of statements made herein PwC does not assume responsibility to any third party and in no event shall PwC have any liabilityfor damages costs or losses suffered by reason of any reliance upon the contents of this report by any person or entity other than you
PwC 3
copy 2015 PricewaterhouseCoopers LLP an Ontario limited liability partnership All rights reserved
Board Resolutions ndash Status Report 1
STAFF REPORT INFORMATION ONLY
Board Resolutions ndash Status Report
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report lists the status of outstanding Toronto Public Library Board resolutions
BACKGROUND INFORMATION
At the April 2 2012 meeting the Toronto Public Library Board approved the inclusion of
Board Resolutions ndash 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 ndash Status Report ndash November 21 2016
18
1
STATUS REPORT
TORONTO PUBLIC LIBRARY BOARD RESOLUTIONS
AS AT NOVEMBER 21 2016
DATE OF
MEETING
MOTION
(Ref Minute )
STATUS
TARGET
DATE
Sep 8 2014 14-150 ndash Notice of Motion Funding and Timing of
PerthDupont Branch Relocation
5 requests that the local City Councillor consult
with the local community and make a
recommendation to the Board for a new name for
the relocated branch (which will no longer be
located at the corner of Perth and Dupont)
IN PROGRESS Staff to bring a recommendation to
the Board for a new name for the relocated branch to
the Board for approval
To be
determined
Feb 22 2016 16-040 ndash Naming Opportunity ndash Daniel Grafton
Hill III
2 requests staff to provide updates to the
Toronto Public Library Board on this
initiative at strategic intervals
IN PROGRESS This initiative is dependent on a
future branch capital project and consultation
process
To be
determined
Oct 24 2016 16-193 ndash Toronto Public Library Board ndash Self-
Evaluation
2 conducts a pilot self-evaluation during the
month of November 2016 and discusses the
results of the evaluation at the January 2017
meeting
IN PROGRESS A report is expected to be provided
at the January 2017 meeting
January 2017
meeting
Attachment 1
Strategic Plan 2016-2019
Accountability Framework
November 21 2016
Toronto Public Library Board Meeting
1
Accountability Framework
Strategic Plan Performance Measures Committee
to provide advice and recommendations to the Board for
strengthening the Boardrsquos monitoring and assessment of the
strategic planrsquos implementation for compliance and progress
2
Accountability Framework
Strategic Plan Performance Measures Committee
bull Met four times from May to November 2016
bull Endorsed Accountability Framework at November 7 2016
meeting
bull Concluded its work
3
Accountability Framework
Purpose of framework
bull To guide the development monitoring and reporting of
The Annual work plan for each year from 2016-2019
The overall achievements of the Strategic Plan over four
years
4
Accountability Framework
bull A reporting structure for the Board to monitor the
progress of the strategic plan and provide guidance
bull Public facing reporting tool to demonstrate openness
and accountability
bull An internal tool for staff
5
Accountability Framework
Strategic Plan 2016-2019
bull Three broad outcomes
Access
Opportunity
Connections
And six strategic priorities
6
Accountability Framework
Strategic Plan 2016-2019
bull Six Strategic Priorities
Advancing TPLrsquos digital Platforms
Breaking down barriers to access driving inclusion
Expanding access to technology and training
Establishing TPL as Torontorsquos centre for continuous and
self-directed learning
Creating community connections through cultural
experiences
Transforming for 21st century service excellence
7
Accountability Framework
Three main tools
bull Balanced Scorecard with Key Performance
Indicators (KPIs)
bull Dashboard for visual presentation
bull Logic Models
8
Accountability Framework
Balanced Scorecard
bull A performance measurement tool developed at the
Harvard Business School
bull Provides a framework to monitor organization
performance from four perspectives the customerrsquos
perspective an internal business perspective an
innovation and learning perspective and the
financial perspective
Balance scorecard Encyclopedia of Business Gale 2000
9
10
Strategic Plan 2016 ndash 2019 Balanced Scorecard
11
Strategic Plan 2016 ndash 2019 Balanced Scorecard
Accountability Framework
Reporting timeline
bull Annual work plan achievements will be reported
to the Board in a semi-annual status report in
June and year end
bull Overall achievements of the strategic plan will be
reported annually to the Board (eg first quarter
of 2017 for 2016) using a balanced scorecard and
presented visually using a dashboard
12
Accountability Framework
13
Accountability Framework
Logic Model
bull A logic model is a systematic and visual way to present the
relationships among the resources to operate a program the
planned activities and the changes or results you hope to
achieve
14
WK Kellogg Foundation Logic Model Development Guide 2004
Accountability Framework
Logic Models
bull A Strategic Plan 2016-2019 aligns 6 strategic priorities
with
Key activities
3 broad strategic outcomes
City of Torontorsquos key strategies
bull Plus a logic model for each of the 6 strategic priorities
15
16
Strategic Plan 2016-2019 Logic Model
17
Strategic Plan 2016-2019 Priority 2 Logic Model
18
Accountability Framework
Questions amp Discussion
19
20
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 1
STAFF REPORT ACTION REQUIRED
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report proposes revised meeting dates for the December 2016 and January 2017
meetings for Toronto Public Library Board approval
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves rescheduling the December 8 2016 Toronto Public Library Board meeting
to December 12 2016 and
2 approves rescheduling the January 23 2017 Toronto Public Library Board meeting to
January 30 2017
FINANCIAL IMPACT
There is no financial impact arising from this report
The Director Finance and Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
At the January 25 2016 meeting the Board approved the schedule for meetings in 2016
including December 8 2016
At the October 24 2016 meeting the Board was provided with the proposed schedule for
meetings in 2017 including January 23 2017 for approval at the January 2017 meeting
14
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 2
COMMENTS
Library staff have recently reviewed the Cityrsquos updated budget schedule The Library Board
meeting in December is not well aligned with the Cityrsquos schedule A later December date
would provide the Board with more opportunity to be informed and kept up-to-date on the
2017 budget as well as to participate in the process As a result the rescheduling of the
December 8 2016 meeting to Monday December 12 is being recommended Board
members were canvassed and quorum is attainable for a meeting on December 12 2016
As the same scenario is also a possibility for the proposed January 23 2017 meeting it is
recommended that the date be changed to January 30 2017
Key dates for the 2017 budget process are shown below
2017 Budget Timetable
Date Political Review TPL Board
2016
Nov 21 Board meeting
Dec 2 Budget Committee launch
Dec 12 (from 8) Board meeting
Dec 161920 (21) Budget Committee presentations
2017
Jan 5 910 Budget Committee public deputations
Jan 12 Budget Committee wrap-up
Jan 24 Budget Committee final
Jan 30 (from 23) Board meeting
Feb 7 Executive Committee
Feb 15 16 (17) Council approval
Feb 21 Board meeting
CONTACT
Nancy Marshall Library Board Officer City Librarianrsquos Office
Tel 416-393-7215 E-mail nmarshalltorontopubliclibraryca
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 3
SIGNATURE
______________________________
Vickery Bowles
City Librarian
Holiday Closures 2017 and January 2018 1
STAFF REPORT ACTION REQUIRED
Holiday Closures 2017 and January 2018
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The purpose of this report is to recommend and receive Toronto Public Library Board
approval for the schedule of holiday closures for 2017 and January 2018
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves the schedule of holiday closures for 2017 and January 2018 as provided
in Attachment 1
FINANCIAL IMPACT
There is no financial impact to the 2017 operating budget arising from the
recommendation in this report The recommended closures are included in the proposed
2017 operating budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
Where Library Board approval is required to establish holiday closures the matter comes
before the Board in the preceding year to ensure adequate notice to the public and staff
COMMENTS
At its meeting on October 26 2015 the Library Board approved the Library closure for
New Yearrsquos Day 2017 on Monday January 2 2017
15
Holiday Closures 2017 and January 2018 2
The Library is open for regular service on Remembrance Day Saturday November 11
2017
The Library will be closed on Monday December 25 2017 for Christmas Day and
Tuesday December 26 2017 for Boxing Day
In 2018 New Yearrsquos Day falls on a Monday and the Library will be closed
All full-time employees whose scheduled day off falls on a holiday closure are
compensated with a day in lieu to be taken at another agreed upon time
It is the practice of the Library to close on the Sundays adjacent to public holidays with
the exception of Family Day
The schedule of holiday closures for 2017 and January 2018 is provided in Attachment 1
CONTACT
Dan Keon Director Human Resources Tel 416-395-5850
E-mail dkeontorontopubliclibraryca
SIGNATURE
_____________________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Holiday Closures 2017 and January 2018
Toronto Public Library Holiday Closures 2017 and January 2018
Sunday January 1 2017 New Yearrsquos Day Closed
Monday January 2 2017 For New Yearrsquos Day Closed
Monday February 20 2017 Family Day Closed
Friday April 14 2017 Good Friday Closed
Sunday April 16 2017 Easter Sunday Closed
Monday April 17 2017 Easter Monday Closed
Monday May 22 2017 Victoria Day Closed
Saturday July 1 2017 Canada Day Closed
Monday August 7 2017 Civic Holiday (Simcoe Day) Closed
Monday September 4 2017 Labour Day Closed
Monday October 9 2017 Thanksgiving Day Closed
Sunday December 24 2017 Christmas Eve Closed
Monday December 25 2017 Christmas Day Closed
Tuesday December 26 2017 Boxing Day Closed
Sunday December 31 2017 New Yearrsquos Eve Closed
Monday January 1 2018 New Yearrsquos Day Closed
New Yearrsquos Day 2017 closure approved by the Library Board on October 26 2015
Attachment 1
Audit Plan for the Year Ending December 31 2016 1
STAFF REPORT INFORMATION ONLY
Audit Plan for the Year Ending December 31 2016
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The attached report from PricewaterhouseCoopers the external auditors summarizes the
planning for their audit of the 2016 financial statements for the Toronto Public Library
Board
FINANCIAL IMPACT
The proposed audit fee of $25000 inclusive of expenses and exclusive of Harmonized
Sales Tax (2015 ndash $25000) is included in the 2016 operating budget It is important to
note that the audit fee does not include extra audit work that may be required due to
scope changes and PricewaterhouseCoopers will advise management as soon as possible
if this were to happen
This is the second year of a five-year audit contract that the City has negotiated The fee
will remain unchanged for the duration of the contract
ISSUE BACKGROUND
Under Section 139 of the City of Toronto Act 2006 the City is required to appoint an
auditor licensed under the Public Accounting Act 2004 who is responsible for annually
auditing the accounts and transactions of the City and its local boards and expressing an
opinion on the financial statements of these entities based on the audit
Council at its March 2015 meeting approved the recommendation of the Audit
Committee to appoint PricewaterhouseCoopers as the external auditor for the City and
Library The contract with PricewaterhouseCoopers is for five years ending with the
audit of the December 31 2019 financial statements
As part of the annual audit PricewaterhouseCoopers provides an Audit Plan report to the
Toronto Public Library Board The auditors will conduct their audit of the 2016 financial
statements pursuant to this plan
17
Audit Plan for the Year Ending December 31 2016 2
COMMENTS
Attached is PricewaterhouseCoopersrsquo Audit Plan for the Library which summarizes their
view on audit risks the nature extent and timing of the audit work and the terms of
engagement
On completion of the audit PricewaterhouseCoopers will issue the Audited Financial
Statements and a Year-End Report to the Board that will provide key matters for
discussion significant audit accounting and financial reporting matters summary of
unadjusted and adjusted items other required communications internal control
recommendations and a confirmation of auditor independence
Work on the interim audit was completed in October 2016 and the year-end audit is
expected to be completed by March 2016
CONTACT
Larry Hughsam Director Finance amp Treasurer Tel 416-397-5946
E-mail lhughsamtorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Board ndash Audit Plan for the year ending
December 31 2016
wwwpwccomca
Audit planfor the yearendingDecember31 2016
Toronto PublicLibrary Board
pwc
pwc
October 28 2016
Members of the BoardToronto Public Library Board
Dear Members of the Board
We are pleased to present an overview of our audit plan for the 2016 audit of the financial statementsof Toronto Public Library Board (the Library) prepared in accordance with Canadian Public SectorAccounting Standards (PSAS) (referred to as the ldquofinancial statementsrdquo from now on)
This overview includes our view on audit risks and the nature extent and timing of our audit work
We value your feedback and if you have any questions about the identified risks and our audit approachplease do not hesitate to contact the undersigned at (416) 228-1922
Yours very truly
Tern McUnnonPartnerRisk Assurance Services
cc Mr Larry Hughsam Director Finance and Treasurer
PricewatcrhouseCoopers UPnyC Tower i8 York Street Suite 2600 Toronto Ontario Canada M oB2T +1 416 8631133 F +1 416 365 8215 wwwpwccomca
lsquoPwt relera to Pdcewatethousetoopers LLP an Ontario limiled liabiLity paruiership
Toronto Public Library Board Audit plan for the year ending December 31 2016
Communications to the Board
Key mattersfor Commentsdiscussion
Client service team Tern McKinnon is your engagement leader and Julianne Cooke is your engagementmanager
Service deliverables We will audit the Libraryrsquos financial statements as of December 31 2016 and for theyear then ending prepared in accordance with PSAS
Our engagement letter which has been signed by the City of Toronto sets out theterms and conditions for our engagement as the independent auditor of the Libraryfor the above-mentioned year In addition our engagement letter outlines ourresponsibilities as the auditor and the responsibilities of management
Audit timeline We worked with management to develop this project timelinemdash Interim visit October 17-21 2016mdash Year-end visit March20 mdash March 31 2017mdash Clearance meeting with management To be confirmedmdash Deliveryfiling of financial statements To be confirmed
Audit approach Our audit approach is a mixture of tests of internal controls and substantive testingOur audit approach is designed to allow us to execute a quality and efficient auditWe do this byi gaining an understanding of the business by focusing on new developments
and key business issues affecting the Library as well as managementrsquosmonitoring of controls and business processes
ii identiring significant audit risks sharing our perspectives obtaining yourfeedback and ensuring our audit is tailored to these risks
iii using well-reasoned professional judgment especially in areas that aresubjective or require estimates and
iv leveraging reliance where possible on the Libraryrsquos internal controls andinformation technology and data systems
In the current year our planned work will include testing of key controls in thefollowing areasmdash Purchases payables and disbursementsmdash Payroll
All other areas will be subject to tests of detail
Significant risks are risks of material misstatement that we think need special auditconsideration We identified several significant audit risks and plan to address themas follows Please let us know if you agree that these are the most significant risksfrom your point of view and if you have any other areas of concern
PwC I
Toronto Public Library Board Audit plan for the year ending December 31 2016
Significant risk to Managementrsquos response and our audit approachdiscuss
Risk of management Accounting regulatory authorities require that the risk of material misstatement dueoverride of controls to management override of controls be considered a significant risk on every audit
engagement
This represents the risk that internal controls at the Library maybe circumvented toachieve desired financial results or gain inappropriate access to financial resources
In order to address this risk we will perform the followingbull All non-routine journal entries are reviewed and approved by the appropriate
level of managementbull We will review manual journal entries focusing on large and unusual entriesbull We will review accounting estimates for biases that could result in material
misstatementbull We will incorporate unpredictable procedures in the audit approach
Risk of fraud in revenue The risk of fraud in revenue recognition is a presumed significant risk underrecognition Canadian Auditing Standards We will assess this risk through the consideration of
the Libraryrsquos revenue recognition policies the incentivepressure to fraudulentlymisstate revenue and the potential opportunity
In order to address this risk we will perform the following
bull Update our understanding of managementrsquos processes and internal controlssurrounding revenue recognition
bull Obtain confirmations from the City of Toronto for subsidies received duringthe year
bull Test significant revenue streams through testing a sample of transactions tosupporting documents
Materiality Misstatements are considered to be material if they could reasonably be expected toinfluence the economic decisions of users of the financial statements We have set apreliminanrsquo materialihrsquo of S6i6oooo We will report unadjusted and adjusted itemsover S6i6ooo to the Board on completion of the audit
Fraud risk We discuss fraud risk annually with the Board Through our planning process (andprior yearsrsquo audits) we developed an understanding of your oversight processesincluding
Employee code of ethicsmdash Discussion at Board meetings and our attendance at those meetings or
reviewing minutes of meetingsmdash Presentations by management including business performance reviewsmdash Signing authorities
Are there any new processes or changes to the items above that we should be awareoP
We are not aware of any fraud Are you aware of instances of any actual suspected or
____________________________
alleged fraud affecting the Library
PwC 2
Toronto Public Ubrary Board Audit plan for the year ending December 31 2016
The matters raised In this and other reports that will flow from the audit are only those that have come to our attention arising from or relevant toour audit that we believe need to be brought to your attention They are not a comprehensive record of all the matters arising and in particularwe cannot be held responsible for reporting all risks in your business or all internal control weaknesses This report has been prepared solely foryour use It was not prepared or intended for any other purpose No other person or entity shall place any reliance upon the accuracy orcompleteness of statements made herein PwC does not assume responsibility to any third party and in no event shall PwC have any liabilityfor damages costs or losses suffered by reason of any reliance upon the contents of this report by any person or entity other than you
PwC 3
copy 2015 PricewaterhouseCoopers LLP an Ontario limited liability partnership All rights reserved
Board Resolutions ndash Status Report 1
STAFF REPORT INFORMATION ONLY
Board Resolutions ndash Status Report
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report lists the status of outstanding Toronto Public Library Board resolutions
BACKGROUND INFORMATION
At the April 2 2012 meeting the Toronto Public Library Board approved the inclusion of
Board Resolutions ndash 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 ndash Status Report ndash November 21 2016
18
1
STATUS REPORT
TORONTO PUBLIC LIBRARY BOARD RESOLUTIONS
AS AT NOVEMBER 21 2016
DATE OF
MEETING
MOTION
(Ref Minute )
STATUS
TARGET
DATE
Sep 8 2014 14-150 ndash Notice of Motion Funding and Timing of
PerthDupont Branch Relocation
5 requests that the local City Councillor consult
with the local community and make a
recommendation to the Board for a new name for
the relocated branch (which will no longer be
located at the corner of Perth and Dupont)
IN PROGRESS Staff to bring a recommendation to
the Board for a new name for the relocated branch to
the Board for approval
To be
determined
Feb 22 2016 16-040 ndash Naming Opportunity ndash Daniel Grafton
Hill III
2 requests staff to provide updates to the
Toronto Public Library Board on this
initiative at strategic intervals
IN PROGRESS This initiative is dependent on a
future branch capital project and consultation
process
To be
determined
Oct 24 2016 16-193 ndash Toronto Public Library Board ndash Self-
Evaluation
2 conducts a pilot self-evaluation during the
month of November 2016 and discusses the
results of the evaluation at the January 2017
meeting
IN PROGRESS A report is expected to be provided
at the January 2017 meeting
January 2017
meeting
Attachment 1
Accountability Framework
Strategic Plan Performance Measures Committee
to provide advice and recommendations to the Board for
strengthening the Boardrsquos monitoring and assessment of the
strategic planrsquos implementation for compliance and progress
2
Accountability Framework
Strategic Plan Performance Measures Committee
bull Met four times from May to November 2016
bull Endorsed Accountability Framework at November 7 2016
meeting
bull Concluded its work
3
Accountability Framework
Purpose of framework
bull To guide the development monitoring and reporting of
The Annual work plan for each year from 2016-2019
The overall achievements of the Strategic Plan over four
years
4
Accountability Framework
bull A reporting structure for the Board to monitor the
progress of the strategic plan and provide guidance
bull Public facing reporting tool to demonstrate openness
and accountability
bull An internal tool for staff
5
Accountability Framework
Strategic Plan 2016-2019
bull Three broad outcomes
Access
Opportunity
Connections
And six strategic priorities
6
Accountability Framework
Strategic Plan 2016-2019
bull Six Strategic Priorities
Advancing TPLrsquos digital Platforms
Breaking down barriers to access driving inclusion
Expanding access to technology and training
Establishing TPL as Torontorsquos centre for continuous and
self-directed learning
Creating community connections through cultural
experiences
Transforming for 21st century service excellence
7
Accountability Framework
Three main tools
bull Balanced Scorecard with Key Performance
Indicators (KPIs)
bull Dashboard for visual presentation
bull Logic Models
8
Accountability Framework
Balanced Scorecard
bull A performance measurement tool developed at the
Harvard Business School
bull Provides a framework to monitor organization
performance from four perspectives the customerrsquos
perspective an internal business perspective an
innovation and learning perspective and the
financial perspective
Balance scorecard Encyclopedia of Business Gale 2000
9
10
Strategic Plan 2016 ndash 2019 Balanced Scorecard
11
Strategic Plan 2016 ndash 2019 Balanced Scorecard
Accountability Framework
Reporting timeline
bull Annual work plan achievements will be reported
to the Board in a semi-annual status report in
June and year end
bull Overall achievements of the strategic plan will be
reported annually to the Board (eg first quarter
of 2017 for 2016) using a balanced scorecard and
presented visually using a dashboard
12
Accountability Framework
13
Accountability Framework
Logic Model
bull A logic model is a systematic and visual way to present the
relationships among the resources to operate a program the
planned activities and the changes or results you hope to
achieve
14
WK Kellogg Foundation Logic Model Development Guide 2004
Accountability Framework
Logic Models
bull A Strategic Plan 2016-2019 aligns 6 strategic priorities
with
Key activities
3 broad strategic outcomes
City of Torontorsquos key strategies
bull Plus a logic model for each of the 6 strategic priorities
15
16
Strategic Plan 2016-2019 Logic Model
17
Strategic Plan 2016-2019 Priority 2 Logic Model
18
Accountability Framework
Questions amp Discussion
19
20
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 1
STAFF REPORT ACTION REQUIRED
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report proposes revised meeting dates for the December 2016 and January 2017
meetings for Toronto Public Library Board approval
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves rescheduling the December 8 2016 Toronto Public Library Board meeting
to December 12 2016 and
2 approves rescheduling the January 23 2017 Toronto Public Library Board meeting to
January 30 2017
FINANCIAL IMPACT
There is no financial impact arising from this report
The Director Finance and Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
At the January 25 2016 meeting the Board approved the schedule for meetings in 2016
including December 8 2016
At the October 24 2016 meeting the Board was provided with the proposed schedule for
meetings in 2017 including January 23 2017 for approval at the January 2017 meeting
14
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 2
COMMENTS
Library staff have recently reviewed the Cityrsquos updated budget schedule The Library Board
meeting in December is not well aligned with the Cityrsquos schedule A later December date
would provide the Board with more opportunity to be informed and kept up-to-date on the
2017 budget as well as to participate in the process As a result the rescheduling of the
December 8 2016 meeting to Monday December 12 is being recommended Board
members were canvassed and quorum is attainable for a meeting on December 12 2016
As the same scenario is also a possibility for the proposed January 23 2017 meeting it is
recommended that the date be changed to January 30 2017
Key dates for the 2017 budget process are shown below
2017 Budget Timetable
Date Political Review TPL Board
2016
Nov 21 Board meeting
Dec 2 Budget Committee launch
Dec 12 (from 8) Board meeting
Dec 161920 (21) Budget Committee presentations
2017
Jan 5 910 Budget Committee public deputations
Jan 12 Budget Committee wrap-up
Jan 24 Budget Committee final
Jan 30 (from 23) Board meeting
Feb 7 Executive Committee
Feb 15 16 (17) Council approval
Feb 21 Board meeting
CONTACT
Nancy Marshall Library Board Officer City Librarianrsquos Office
Tel 416-393-7215 E-mail nmarshalltorontopubliclibraryca
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 3
SIGNATURE
______________________________
Vickery Bowles
City Librarian
Holiday Closures 2017 and January 2018 1
STAFF REPORT ACTION REQUIRED
Holiday Closures 2017 and January 2018
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The purpose of this report is to recommend and receive Toronto Public Library Board
approval for the schedule of holiday closures for 2017 and January 2018
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves the schedule of holiday closures for 2017 and January 2018 as provided
in Attachment 1
FINANCIAL IMPACT
There is no financial impact to the 2017 operating budget arising from the
recommendation in this report The recommended closures are included in the proposed
2017 operating budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
Where Library Board approval is required to establish holiday closures the matter comes
before the Board in the preceding year to ensure adequate notice to the public and staff
COMMENTS
At its meeting on October 26 2015 the Library Board approved the Library closure for
New Yearrsquos Day 2017 on Monday January 2 2017
15
Holiday Closures 2017 and January 2018 2
The Library is open for regular service on Remembrance Day Saturday November 11
2017
The Library will be closed on Monday December 25 2017 for Christmas Day and
Tuesday December 26 2017 for Boxing Day
In 2018 New Yearrsquos Day falls on a Monday and the Library will be closed
All full-time employees whose scheduled day off falls on a holiday closure are
compensated with a day in lieu to be taken at another agreed upon time
It is the practice of the Library to close on the Sundays adjacent to public holidays with
the exception of Family Day
The schedule of holiday closures for 2017 and January 2018 is provided in Attachment 1
CONTACT
Dan Keon Director Human Resources Tel 416-395-5850
E-mail dkeontorontopubliclibraryca
SIGNATURE
_____________________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Holiday Closures 2017 and January 2018
Toronto Public Library Holiday Closures 2017 and January 2018
Sunday January 1 2017 New Yearrsquos Day Closed
Monday January 2 2017 For New Yearrsquos Day Closed
Monday February 20 2017 Family Day Closed
Friday April 14 2017 Good Friday Closed
Sunday April 16 2017 Easter Sunday Closed
Monday April 17 2017 Easter Monday Closed
Monday May 22 2017 Victoria Day Closed
Saturday July 1 2017 Canada Day Closed
Monday August 7 2017 Civic Holiday (Simcoe Day) Closed
Monday September 4 2017 Labour Day Closed
Monday October 9 2017 Thanksgiving Day Closed
Sunday December 24 2017 Christmas Eve Closed
Monday December 25 2017 Christmas Day Closed
Tuesday December 26 2017 Boxing Day Closed
Sunday December 31 2017 New Yearrsquos Eve Closed
Monday January 1 2018 New Yearrsquos Day Closed
New Yearrsquos Day 2017 closure approved by the Library Board on October 26 2015
Attachment 1
Audit Plan for the Year Ending December 31 2016 1
STAFF REPORT INFORMATION ONLY
Audit Plan for the Year Ending December 31 2016
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The attached report from PricewaterhouseCoopers the external auditors summarizes the
planning for their audit of the 2016 financial statements for the Toronto Public Library
Board
FINANCIAL IMPACT
The proposed audit fee of $25000 inclusive of expenses and exclusive of Harmonized
Sales Tax (2015 ndash $25000) is included in the 2016 operating budget It is important to
note that the audit fee does not include extra audit work that may be required due to
scope changes and PricewaterhouseCoopers will advise management as soon as possible
if this were to happen
This is the second year of a five-year audit contract that the City has negotiated The fee
will remain unchanged for the duration of the contract
ISSUE BACKGROUND
Under Section 139 of the City of Toronto Act 2006 the City is required to appoint an
auditor licensed under the Public Accounting Act 2004 who is responsible for annually
auditing the accounts and transactions of the City and its local boards and expressing an
opinion on the financial statements of these entities based on the audit
Council at its March 2015 meeting approved the recommendation of the Audit
Committee to appoint PricewaterhouseCoopers as the external auditor for the City and
Library The contract with PricewaterhouseCoopers is for five years ending with the
audit of the December 31 2019 financial statements
As part of the annual audit PricewaterhouseCoopers provides an Audit Plan report to the
Toronto Public Library Board The auditors will conduct their audit of the 2016 financial
statements pursuant to this plan
17
Audit Plan for the Year Ending December 31 2016 2
COMMENTS
Attached is PricewaterhouseCoopersrsquo Audit Plan for the Library which summarizes their
view on audit risks the nature extent and timing of the audit work and the terms of
engagement
On completion of the audit PricewaterhouseCoopers will issue the Audited Financial
Statements and a Year-End Report to the Board that will provide key matters for
discussion significant audit accounting and financial reporting matters summary of
unadjusted and adjusted items other required communications internal control
recommendations and a confirmation of auditor independence
Work on the interim audit was completed in October 2016 and the year-end audit is
expected to be completed by March 2016
CONTACT
Larry Hughsam Director Finance amp Treasurer Tel 416-397-5946
E-mail lhughsamtorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Board ndash Audit Plan for the year ending
December 31 2016
wwwpwccomca
Audit planfor the yearendingDecember31 2016
Toronto PublicLibrary Board
pwc
pwc
October 28 2016
Members of the BoardToronto Public Library Board
Dear Members of the Board
We are pleased to present an overview of our audit plan for the 2016 audit of the financial statementsof Toronto Public Library Board (the Library) prepared in accordance with Canadian Public SectorAccounting Standards (PSAS) (referred to as the ldquofinancial statementsrdquo from now on)
This overview includes our view on audit risks and the nature extent and timing of our audit work
We value your feedback and if you have any questions about the identified risks and our audit approachplease do not hesitate to contact the undersigned at (416) 228-1922
Yours very truly
Tern McUnnonPartnerRisk Assurance Services
cc Mr Larry Hughsam Director Finance and Treasurer
PricewatcrhouseCoopers UPnyC Tower i8 York Street Suite 2600 Toronto Ontario Canada M oB2T +1 416 8631133 F +1 416 365 8215 wwwpwccomca
lsquoPwt relera to Pdcewatethousetoopers LLP an Ontario limiled liabiLity paruiership
Toronto Public Library Board Audit plan for the year ending December 31 2016
Communications to the Board
Key mattersfor Commentsdiscussion
Client service team Tern McKinnon is your engagement leader and Julianne Cooke is your engagementmanager
Service deliverables We will audit the Libraryrsquos financial statements as of December 31 2016 and for theyear then ending prepared in accordance with PSAS
Our engagement letter which has been signed by the City of Toronto sets out theterms and conditions for our engagement as the independent auditor of the Libraryfor the above-mentioned year In addition our engagement letter outlines ourresponsibilities as the auditor and the responsibilities of management
Audit timeline We worked with management to develop this project timelinemdash Interim visit October 17-21 2016mdash Year-end visit March20 mdash March 31 2017mdash Clearance meeting with management To be confirmedmdash Deliveryfiling of financial statements To be confirmed
Audit approach Our audit approach is a mixture of tests of internal controls and substantive testingOur audit approach is designed to allow us to execute a quality and efficient auditWe do this byi gaining an understanding of the business by focusing on new developments
and key business issues affecting the Library as well as managementrsquosmonitoring of controls and business processes
ii identiring significant audit risks sharing our perspectives obtaining yourfeedback and ensuring our audit is tailored to these risks
iii using well-reasoned professional judgment especially in areas that aresubjective or require estimates and
iv leveraging reliance where possible on the Libraryrsquos internal controls andinformation technology and data systems
In the current year our planned work will include testing of key controls in thefollowing areasmdash Purchases payables and disbursementsmdash Payroll
All other areas will be subject to tests of detail
Significant risks are risks of material misstatement that we think need special auditconsideration We identified several significant audit risks and plan to address themas follows Please let us know if you agree that these are the most significant risksfrom your point of view and if you have any other areas of concern
PwC I
Toronto Public Library Board Audit plan for the year ending December 31 2016
Significant risk to Managementrsquos response and our audit approachdiscuss
Risk of management Accounting regulatory authorities require that the risk of material misstatement dueoverride of controls to management override of controls be considered a significant risk on every audit
engagement
This represents the risk that internal controls at the Library maybe circumvented toachieve desired financial results or gain inappropriate access to financial resources
In order to address this risk we will perform the followingbull All non-routine journal entries are reviewed and approved by the appropriate
level of managementbull We will review manual journal entries focusing on large and unusual entriesbull We will review accounting estimates for biases that could result in material
misstatementbull We will incorporate unpredictable procedures in the audit approach
Risk of fraud in revenue The risk of fraud in revenue recognition is a presumed significant risk underrecognition Canadian Auditing Standards We will assess this risk through the consideration of
the Libraryrsquos revenue recognition policies the incentivepressure to fraudulentlymisstate revenue and the potential opportunity
In order to address this risk we will perform the following
bull Update our understanding of managementrsquos processes and internal controlssurrounding revenue recognition
bull Obtain confirmations from the City of Toronto for subsidies received duringthe year
bull Test significant revenue streams through testing a sample of transactions tosupporting documents
Materiality Misstatements are considered to be material if they could reasonably be expected toinfluence the economic decisions of users of the financial statements We have set apreliminanrsquo materialihrsquo of S6i6oooo We will report unadjusted and adjusted itemsover S6i6ooo to the Board on completion of the audit
Fraud risk We discuss fraud risk annually with the Board Through our planning process (andprior yearsrsquo audits) we developed an understanding of your oversight processesincluding
Employee code of ethicsmdash Discussion at Board meetings and our attendance at those meetings or
reviewing minutes of meetingsmdash Presentations by management including business performance reviewsmdash Signing authorities
Are there any new processes or changes to the items above that we should be awareoP
We are not aware of any fraud Are you aware of instances of any actual suspected or
____________________________
alleged fraud affecting the Library
PwC 2
Toronto Public Ubrary Board Audit plan for the year ending December 31 2016
The matters raised In this and other reports that will flow from the audit are only those that have come to our attention arising from or relevant toour audit that we believe need to be brought to your attention They are not a comprehensive record of all the matters arising and in particularwe cannot be held responsible for reporting all risks in your business or all internal control weaknesses This report has been prepared solely foryour use It was not prepared or intended for any other purpose No other person or entity shall place any reliance upon the accuracy orcompleteness of statements made herein PwC does not assume responsibility to any third party and in no event shall PwC have any liabilityfor damages costs or losses suffered by reason of any reliance upon the contents of this report by any person or entity other than you
PwC 3
copy 2015 PricewaterhouseCoopers LLP an Ontario limited liability partnership All rights reserved
Board Resolutions ndash Status Report 1
STAFF REPORT INFORMATION ONLY
Board Resolutions ndash Status Report
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report lists the status of outstanding Toronto Public Library Board resolutions
BACKGROUND INFORMATION
At the April 2 2012 meeting the Toronto Public Library Board approved the inclusion of
Board Resolutions ndash 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 ndash Status Report ndash November 21 2016
18
1
STATUS REPORT
TORONTO PUBLIC LIBRARY BOARD RESOLUTIONS
AS AT NOVEMBER 21 2016
DATE OF
MEETING
MOTION
(Ref Minute )
STATUS
TARGET
DATE
Sep 8 2014 14-150 ndash Notice of Motion Funding and Timing of
PerthDupont Branch Relocation
5 requests that the local City Councillor consult
with the local community and make a
recommendation to the Board for a new name for
the relocated branch (which will no longer be
located at the corner of Perth and Dupont)
IN PROGRESS Staff to bring a recommendation to
the Board for a new name for the relocated branch to
the Board for approval
To be
determined
Feb 22 2016 16-040 ndash Naming Opportunity ndash Daniel Grafton
Hill III
2 requests staff to provide updates to the
Toronto Public Library Board on this
initiative at strategic intervals
IN PROGRESS This initiative is dependent on a
future branch capital project and consultation
process
To be
determined
Oct 24 2016 16-193 ndash Toronto Public Library Board ndash Self-
Evaluation
2 conducts a pilot self-evaluation during the
month of November 2016 and discusses the
results of the evaluation at the January 2017
meeting
IN PROGRESS A report is expected to be provided
at the January 2017 meeting
January 2017
meeting
Attachment 1
Accountability Framework
Strategic Plan Performance Measures Committee
bull Met four times from May to November 2016
bull Endorsed Accountability Framework at November 7 2016
meeting
bull Concluded its work
3
Accountability Framework
Purpose of framework
bull To guide the development monitoring and reporting of
The Annual work plan for each year from 2016-2019
The overall achievements of the Strategic Plan over four
years
4
Accountability Framework
bull A reporting structure for the Board to monitor the
progress of the strategic plan and provide guidance
bull Public facing reporting tool to demonstrate openness
and accountability
bull An internal tool for staff
5
Accountability Framework
Strategic Plan 2016-2019
bull Three broad outcomes
Access
Opportunity
Connections
And six strategic priorities
6
Accountability Framework
Strategic Plan 2016-2019
bull Six Strategic Priorities
Advancing TPLrsquos digital Platforms
Breaking down barriers to access driving inclusion
Expanding access to technology and training
Establishing TPL as Torontorsquos centre for continuous and
self-directed learning
Creating community connections through cultural
experiences
Transforming for 21st century service excellence
7
Accountability Framework
Three main tools
bull Balanced Scorecard with Key Performance
Indicators (KPIs)
bull Dashboard for visual presentation
bull Logic Models
8
Accountability Framework
Balanced Scorecard
bull A performance measurement tool developed at the
Harvard Business School
bull Provides a framework to monitor organization
performance from four perspectives the customerrsquos
perspective an internal business perspective an
innovation and learning perspective and the
financial perspective
Balance scorecard Encyclopedia of Business Gale 2000
9
10
Strategic Plan 2016 ndash 2019 Balanced Scorecard
11
Strategic Plan 2016 ndash 2019 Balanced Scorecard
Accountability Framework
Reporting timeline
bull Annual work plan achievements will be reported
to the Board in a semi-annual status report in
June and year end
bull Overall achievements of the strategic plan will be
reported annually to the Board (eg first quarter
of 2017 for 2016) using a balanced scorecard and
presented visually using a dashboard
12
Accountability Framework
13
Accountability Framework
Logic Model
bull A logic model is a systematic and visual way to present the
relationships among the resources to operate a program the
planned activities and the changes or results you hope to
achieve
14
WK Kellogg Foundation Logic Model Development Guide 2004
Accountability Framework
Logic Models
bull A Strategic Plan 2016-2019 aligns 6 strategic priorities
with
Key activities
3 broad strategic outcomes
City of Torontorsquos key strategies
bull Plus a logic model for each of the 6 strategic priorities
15
16
Strategic Plan 2016-2019 Logic Model
17
Strategic Plan 2016-2019 Priority 2 Logic Model
18
Accountability Framework
Questions amp Discussion
19
20
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 1
STAFF REPORT ACTION REQUIRED
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report proposes revised meeting dates for the December 2016 and January 2017
meetings for Toronto Public Library Board approval
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves rescheduling the December 8 2016 Toronto Public Library Board meeting
to December 12 2016 and
2 approves rescheduling the January 23 2017 Toronto Public Library Board meeting to
January 30 2017
FINANCIAL IMPACT
There is no financial impact arising from this report
The Director Finance and Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
At the January 25 2016 meeting the Board approved the schedule for meetings in 2016
including December 8 2016
At the October 24 2016 meeting the Board was provided with the proposed schedule for
meetings in 2017 including January 23 2017 for approval at the January 2017 meeting
14
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 2
COMMENTS
Library staff have recently reviewed the Cityrsquos updated budget schedule The Library Board
meeting in December is not well aligned with the Cityrsquos schedule A later December date
would provide the Board with more opportunity to be informed and kept up-to-date on the
2017 budget as well as to participate in the process As a result the rescheduling of the
December 8 2016 meeting to Monday December 12 is being recommended Board
members were canvassed and quorum is attainable for a meeting on December 12 2016
As the same scenario is also a possibility for the proposed January 23 2017 meeting it is
recommended that the date be changed to January 30 2017
Key dates for the 2017 budget process are shown below
2017 Budget Timetable
Date Political Review TPL Board
2016
Nov 21 Board meeting
Dec 2 Budget Committee launch
Dec 12 (from 8) Board meeting
Dec 161920 (21) Budget Committee presentations
2017
Jan 5 910 Budget Committee public deputations
Jan 12 Budget Committee wrap-up
Jan 24 Budget Committee final
Jan 30 (from 23) Board meeting
Feb 7 Executive Committee
Feb 15 16 (17) Council approval
Feb 21 Board meeting
CONTACT
Nancy Marshall Library Board Officer City Librarianrsquos Office
Tel 416-393-7215 E-mail nmarshalltorontopubliclibraryca
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 3
SIGNATURE
______________________________
Vickery Bowles
City Librarian
Holiday Closures 2017 and January 2018 1
STAFF REPORT ACTION REQUIRED
Holiday Closures 2017 and January 2018
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The purpose of this report is to recommend and receive Toronto Public Library Board
approval for the schedule of holiday closures for 2017 and January 2018
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves the schedule of holiday closures for 2017 and January 2018 as provided
in Attachment 1
FINANCIAL IMPACT
There is no financial impact to the 2017 operating budget arising from the
recommendation in this report The recommended closures are included in the proposed
2017 operating budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
Where Library Board approval is required to establish holiday closures the matter comes
before the Board in the preceding year to ensure adequate notice to the public and staff
COMMENTS
At its meeting on October 26 2015 the Library Board approved the Library closure for
New Yearrsquos Day 2017 on Monday January 2 2017
15
Holiday Closures 2017 and January 2018 2
The Library is open for regular service on Remembrance Day Saturday November 11
2017
The Library will be closed on Monday December 25 2017 for Christmas Day and
Tuesday December 26 2017 for Boxing Day
In 2018 New Yearrsquos Day falls on a Monday and the Library will be closed
All full-time employees whose scheduled day off falls on a holiday closure are
compensated with a day in lieu to be taken at another agreed upon time
It is the practice of the Library to close on the Sundays adjacent to public holidays with
the exception of Family Day
The schedule of holiday closures for 2017 and January 2018 is provided in Attachment 1
CONTACT
Dan Keon Director Human Resources Tel 416-395-5850
E-mail dkeontorontopubliclibraryca
SIGNATURE
_____________________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Holiday Closures 2017 and January 2018
Toronto Public Library Holiday Closures 2017 and January 2018
Sunday January 1 2017 New Yearrsquos Day Closed
Monday January 2 2017 For New Yearrsquos Day Closed
Monday February 20 2017 Family Day Closed
Friday April 14 2017 Good Friday Closed
Sunday April 16 2017 Easter Sunday Closed
Monday April 17 2017 Easter Monday Closed
Monday May 22 2017 Victoria Day Closed
Saturday July 1 2017 Canada Day Closed
Monday August 7 2017 Civic Holiday (Simcoe Day) Closed
Monday September 4 2017 Labour Day Closed
Monday October 9 2017 Thanksgiving Day Closed
Sunday December 24 2017 Christmas Eve Closed
Monday December 25 2017 Christmas Day Closed
Tuesday December 26 2017 Boxing Day Closed
Sunday December 31 2017 New Yearrsquos Eve Closed
Monday January 1 2018 New Yearrsquos Day Closed
New Yearrsquos Day 2017 closure approved by the Library Board on October 26 2015
Attachment 1
Audit Plan for the Year Ending December 31 2016 1
STAFF REPORT INFORMATION ONLY
Audit Plan for the Year Ending December 31 2016
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The attached report from PricewaterhouseCoopers the external auditors summarizes the
planning for their audit of the 2016 financial statements for the Toronto Public Library
Board
FINANCIAL IMPACT
The proposed audit fee of $25000 inclusive of expenses and exclusive of Harmonized
Sales Tax (2015 ndash $25000) is included in the 2016 operating budget It is important to
note that the audit fee does not include extra audit work that may be required due to
scope changes and PricewaterhouseCoopers will advise management as soon as possible
if this were to happen
This is the second year of a five-year audit contract that the City has negotiated The fee
will remain unchanged for the duration of the contract
ISSUE BACKGROUND
Under Section 139 of the City of Toronto Act 2006 the City is required to appoint an
auditor licensed under the Public Accounting Act 2004 who is responsible for annually
auditing the accounts and transactions of the City and its local boards and expressing an
opinion on the financial statements of these entities based on the audit
Council at its March 2015 meeting approved the recommendation of the Audit
Committee to appoint PricewaterhouseCoopers as the external auditor for the City and
Library The contract with PricewaterhouseCoopers is for five years ending with the
audit of the December 31 2019 financial statements
As part of the annual audit PricewaterhouseCoopers provides an Audit Plan report to the
Toronto Public Library Board The auditors will conduct their audit of the 2016 financial
statements pursuant to this plan
17
Audit Plan for the Year Ending December 31 2016 2
COMMENTS
Attached is PricewaterhouseCoopersrsquo Audit Plan for the Library which summarizes their
view on audit risks the nature extent and timing of the audit work and the terms of
engagement
On completion of the audit PricewaterhouseCoopers will issue the Audited Financial
Statements and a Year-End Report to the Board that will provide key matters for
discussion significant audit accounting and financial reporting matters summary of
unadjusted and adjusted items other required communications internal control
recommendations and a confirmation of auditor independence
Work on the interim audit was completed in October 2016 and the year-end audit is
expected to be completed by March 2016
CONTACT
Larry Hughsam Director Finance amp Treasurer Tel 416-397-5946
E-mail lhughsamtorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Board ndash Audit Plan for the year ending
December 31 2016
wwwpwccomca
Audit planfor the yearendingDecember31 2016
Toronto PublicLibrary Board
pwc
pwc
October 28 2016
Members of the BoardToronto Public Library Board
Dear Members of the Board
We are pleased to present an overview of our audit plan for the 2016 audit of the financial statementsof Toronto Public Library Board (the Library) prepared in accordance with Canadian Public SectorAccounting Standards (PSAS) (referred to as the ldquofinancial statementsrdquo from now on)
This overview includes our view on audit risks and the nature extent and timing of our audit work
We value your feedback and if you have any questions about the identified risks and our audit approachplease do not hesitate to contact the undersigned at (416) 228-1922
Yours very truly
Tern McUnnonPartnerRisk Assurance Services
cc Mr Larry Hughsam Director Finance and Treasurer
PricewatcrhouseCoopers UPnyC Tower i8 York Street Suite 2600 Toronto Ontario Canada M oB2T +1 416 8631133 F +1 416 365 8215 wwwpwccomca
lsquoPwt relera to Pdcewatethousetoopers LLP an Ontario limiled liabiLity paruiership
Toronto Public Library Board Audit plan for the year ending December 31 2016
Communications to the Board
Key mattersfor Commentsdiscussion
Client service team Tern McKinnon is your engagement leader and Julianne Cooke is your engagementmanager
Service deliverables We will audit the Libraryrsquos financial statements as of December 31 2016 and for theyear then ending prepared in accordance with PSAS
Our engagement letter which has been signed by the City of Toronto sets out theterms and conditions for our engagement as the independent auditor of the Libraryfor the above-mentioned year In addition our engagement letter outlines ourresponsibilities as the auditor and the responsibilities of management
Audit timeline We worked with management to develop this project timelinemdash Interim visit October 17-21 2016mdash Year-end visit March20 mdash March 31 2017mdash Clearance meeting with management To be confirmedmdash Deliveryfiling of financial statements To be confirmed
Audit approach Our audit approach is a mixture of tests of internal controls and substantive testingOur audit approach is designed to allow us to execute a quality and efficient auditWe do this byi gaining an understanding of the business by focusing on new developments
and key business issues affecting the Library as well as managementrsquosmonitoring of controls and business processes
ii identiring significant audit risks sharing our perspectives obtaining yourfeedback and ensuring our audit is tailored to these risks
iii using well-reasoned professional judgment especially in areas that aresubjective or require estimates and
iv leveraging reliance where possible on the Libraryrsquos internal controls andinformation technology and data systems
In the current year our planned work will include testing of key controls in thefollowing areasmdash Purchases payables and disbursementsmdash Payroll
All other areas will be subject to tests of detail
Significant risks are risks of material misstatement that we think need special auditconsideration We identified several significant audit risks and plan to address themas follows Please let us know if you agree that these are the most significant risksfrom your point of view and if you have any other areas of concern
PwC I
Toronto Public Library Board Audit plan for the year ending December 31 2016
Significant risk to Managementrsquos response and our audit approachdiscuss
Risk of management Accounting regulatory authorities require that the risk of material misstatement dueoverride of controls to management override of controls be considered a significant risk on every audit
engagement
This represents the risk that internal controls at the Library maybe circumvented toachieve desired financial results or gain inappropriate access to financial resources
In order to address this risk we will perform the followingbull All non-routine journal entries are reviewed and approved by the appropriate
level of managementbull We will review manual journal entries focusing on large and unusual entriesbull We will review accounting estimates for biases that could result in material
misstatementbull We will incorporate unpredictable procedures in the audit approach
Risk of fraud in revenue The risk of fraud in revenue recognition is a presumed significant risk underrecognition Canadian Auditing Standards We will assess this risk through the consideration of
the Libraryrsquos revenue recognition policies the incentivepressure to fraudulentlymisstate revenue and the potential opportunity
In order to address this risk we will perform the following
bull Update our understanding of managementrsquos processes and internal controlssurrounding revenue recognition
bull Obtain confirmations from the City of Toronto for subsidies received duringthe year
bull Test significant revenue streams through testing a sample of transactions tosupporting documents
Materiality Misstatements are considered to be material if they could reasonably be expected toinfluence the economic decisions of users of the financial statements We have set apreliminanrsquo materialihrsquo of S6i6oooo We will report unadjusted and adjusted itemsover S6i6ooo to the Board on completion of the audit
Fraud risk We discuss fraud risk annually with the Board Through our planning process (andprior yearsrsquo audits) we developed an understanding of your oversight processesincluding
Employee code of ethicsmdash Discussion at Board meetings and our attendance at those meetings or
reviewing minutes of meetingsmdash Presentations by management including business performance reviewsmdash Signing authorities
Are there any new processes or changes to the items above that we should be awareoP
We are not aware of any fraud Are you aware of instances of any actual suspected or
____________________________
alleged fraud affecting the Library
PwC 2
Toronto Public Ubrary Board Audit plan for the year ending December 31 2016
The matters raised In this and other reports that will flow from the audit are only those that have come to our attention arising from or relevant toour audit that we believe need to be brought to your attention They are not a comprehensive record of all the matters arising and in particularwe cannot be held responsible for reporting all risks in your business or all internal control weaknesses This report has been prepared solely foryour use It was not prepared or intended for any other purpose No other person or entity shall place any reliance upon the accuracy orcompleteness of statements made herein PwC does not assume responsibility to any third party and in no event shall PwC have any liabilityfor damages costs or losses suffered by reason of any reliance upon the contents of this report by any person or entity other than you
PwC 3
copy 2015 PricewaterhouseCoopers LLP an Ontario limited liability partnership All rights reserved
Board Resolutions ndash Status Report 1
STAFF REPORT INFORMATION ONLY
Board Resolutions ndash Status Report
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report lists the status of outstanding Toronto Public Library Board resolutions
BACKGROUND INFORMATION
At the April 2 2012 meeting the Toronto Public Library Board approved the inclusion of
Board Resolutions ndash 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 ndash Status Report ndash November 21 2016
18
1
STATUS REPORT
TORONTO PUBLIC LIBRARY BOARD RESOLUTIONS
AS AT NOVEMBER 21 2016
DATE OF
MEETING
MOTION
(Ref Minute )
STATUS
TARGET
DATE
Sep 8 2014 14-150 ndash Notice of Motion Funding and Timing of
PerthDupont Branch Relocation
5 requests that the local City Councillor consult
with the local community and make a
recommendation to the Board for a new name for
the relocated branch (which will no longer be
located at the corner of Perth and Dupont)
IN PROGRESS Staff to bring a recommendation to
the Board for a new name for the relocated branch to
the Board for approval
To be
determined
Feb 22 2016 16-040 ndash Naming Opportunity ndash Daniel Grafton
Hill III
2 requests staff to provide updates to the
Toronto Public Library Board on this
initiative at strategic intervals
IN PROGRESS This initiative is dependent on a
future branch capital project and consultation
process
To be
determined
Oct 24 2016 16-193 ndash Toronto Public Library Board ndash Self-
Evaluation
2 conducts a pilot self-evaluation during the
month of November 2016 and discusses the
results of the evaluation at the January 2017
meeting
IN PROGRESS A report is expected to be provided
at the January 2017 meeting
January 2017
meeting
Attachment 1
Accountability Framework
Purpose of framework
bull To guide the development monitoring and reporting of
The Annual work plan for each year from 2016-2019
The overall achievements of the Strategic Plan over four
years
4
Accountability Framework
bull A reporting structure for the Board to monitor the
progress of the strategic plan and provide guidance
bull Public facing reporting tool to demonstrate openness
and accountability
bull An internal tool for staff
5
Accountability Framework
Strategic Plan 2016-2019
bull Three broad outcomes
Access
Opportunity
Connections
And six strategic priorities
6
Accountability Framework
Strategic Plan 2016-2019
bull Six Strategic Priorities
Advancing TPLrsquos digital Platforms
Breaking down barriers to access driving inclusion
Expanding access to technology and training
Establishing TPL as Torontorsquos centre for continuous and
self-directed learning
Creating community connections through cultural
experiences
Transforming for 21st century service excellence
7
Accountability Framework
Three main tools
bull Balanced Scorecard with Key Performance
Indicators (KPIs)
bull Dashboard for visual presentation
bull Logic Models
8
Accountability Framework
Balanced Scorecard
bull A performance measurement tool developed at the
Harvard Business School
bull Provides a framework to monitor organization
performance from four perspectives the customerrsquos
perspective an internal business perspective an
innovation and learning perspective and the
financial perspective
Balance scorecard Encyclopedia of Business Gale 2000
9
10
Strategic Plan 2016 ndash 2019 Balanced Scorecard
11
Strategic Plan 2016 ndash 2019 Balanced Scorecard
Accountability Framework
Reporting timeline
bull Annual work plan achievements will be reported
to the Board in a semi-annual status report in
June and year end
bull Overall achievements of the strategic plan will be
reported annually to the Board (eg first quarter
of 2017 for 2016) using a balanced scorecard and
presented visually using a dashboard
12
Accountability Framework
13
Accountability Framework
Logic Model
bull A logic model is a systematic and visual way to present the
relationships among the resources to operate a program the
planned activities and the changes or results you hope to
achieve
14
WK Kellogg Foundation Logic Model Development Guide 2004
Accountability Framework
Logic Models
bull A Strategic Plan 2016-2019 aligns 6 strategic priorities
with
Key activities
3 broad strategic outcomes
City of Torontorsquos key strategies
bull Plus a logic model for each of the 6 strategic priorities
15
16
Strategic Plan 2016-2019 Logic Model
17
Strategic Plan 2016-2019 Priority 2 Logic Model
18
Accountability Framework
Questions amp Discussion
19
20
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 1
STAFF REPORT ACTION REQUIRED
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report proposes revised meeting dates for the December 2016 and January 2017
meetings for Toronto Public Library Board approval
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves rescheduling the December 8 2016 Toronto Public Library Board meeting
to December 12 2016 and
2 approves rescheduling the January 23 2017 Toronto Public Library Board meeting to
January 30 2017
FINANCIAL IMPACT
There is no financial impact arising from this report
The Director Finance and Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
At the January 25 2016 meeting the Board approved the schedule for meetings in 2016
including December 8 2016
At the October 24 2016 meeting the Board was provided with the proposed schedule for
meetings in 2017 including January 23 2017 for approval at the January 2017 meeting
14
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 2
COMMENTS
Library staff have recently reviewed the Cityrsquos updated budget schedule The Library Board
meeting in December is not well aligned with the Cityrsquos schedule A later December date
would provide the Board with more opportunity to be informed and kept up-to-date on the
2017 budget as well as to participate in the process As a result the rescheduling of the
December 8 2016 meeting to Monday December 12 is being recommended Board
members were canvassed and quorum is attainable for a meeting on December 12 2016
As the same scenario is also a possibility for the proposed January 23 2017 meeting it is
recommended that the date be changed to January 30 2017
Key dates for the 2017 budget process are shown below
2017 Budget Timetable
Date Political Review TPL Board
2016
Nov 21 Board meeting
Dec 2 Budget Committee launch
Dec 12 (from 8) Board meeting
Dec 161920 (21) Budget Committee presentations
2017
Jan 5 910 Budget Committee public deputations
Jan 12 Budget Committee wrap-up
Jan 24 Budget Committee final
Jan 30 (from 23) Board meeting
Feb 7 Executive Committee
Feb 15 16 (17) Council approval
Feb 21 Board meeting
CONTACT
Nancy Marshall Library Board Officer City Librarianrsquos Office
Tel 416-393-7215 E-mail nmarshalltorontopubliclibraryca
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 3
SIGNATURE
______________________________
Vickery Bowles
City Librarian
Holiday Closures 2017 and January 2018 1
STAFF REPORT ACTION REQUIRED
Holiday Closures 2017 and January 2018
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The purpose of this report is to recommend and receive Toronto Public Library Board
approval for the schedule of holiday closures for 2017 and January 2018
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves the schedule of holiday closures for 2017 and January 2018 as provided
in Attachment 1
FINANCIAL IMPACT
There is no financial impact to the 2017 operating budget arising from the
recommendation in this report The recommended closures are included in the proposed
2017 operating budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
Where Library Board approval is required to establish holiday closures the matter comes
before the Board in the preceding year to ensure adequate notice to the public and staff
COMMENTS
At its meeting on October 26 2015 the Library Board approved the Library closure for
New Yearrsquos Day 2017 on Monday January 2 2017
15
Holiday Closures 2017 and January 2018 2
The Library is open for regular service on Remembrance Day Saturday November 11
2017
The Library will be closed on Monday December 25 2017 for Christmas Day and
Tuesday December 26 2017 for Boxing Day
In 2018 New Yearrsquos Day falls on a Monday and the Library will be closed
All full-time employees whose scheduled day off falls on a holiday closure are
compensated with a day in lieu to be taken at another agreed upon time
It is the practice of the Library to close on the Sundays adjacent to public holidays with
the exception of Family Day
The schedule of holiday closures for 2017 and January 2018 is provided in Attachment 1
CONTACT
Dan Keon Director Human Resources Tel 416-395-5850
E-mail dkeontorontopubliclibraryca
SIGNATURE
_____________________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Holiday Closures 2017 and January 2018
Toronto Public Library Holiday Closures 2017 and January 2018
Sunday January 1 2017 New Yearrsquos Day Closed
Monday January 2 2017 For New Yearrsquos Day Closed
Monday February 20 2017 Family Day Closed
Friday April 14 2017 Good Friday Closed
Sunday April 16 2017 Easter Sunday Closed
Monday April 17 2017 Easter Monday Closed
Monday May 22 2017 Victoria Day Closed
Saturday July 1 2017 Canada Day Closed
Monday August 7 2017 Civic Holiday (Simcoe Day) Closed
Monday September 4 2017 Labour Day Closed
Monday October 9 2017 Thanksgiving Day Closed
Sunday December 24 2017 Christmas Eve Closed
Monday December 25 2017 Christmas Day Closed
Tuesday December 26 2017 Boxing Day Closed
Sunday December 31 2017 New Yearrsquos Eve Closed
Monday January 1 2018 New Yearrsquos Day Closed
New Yearrsquos Day 2017 closure approved by the Library Board on October 26 2015
Attachment 1
Audit Plan for the Year Ending December 31 2016 1
STAFF REPORT INFORMATION ONLY
Audit Plan for the Year Ending December 31 2016
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The attached report from PricewaterhouseCoopers the external auditors summarizes the
planning for their audit of the 2016 financial statements for the Toronto Public Library
Board
FINANCIAL IMPACT
The proposed audit fee of $25000 inclusive of expenses and exclusive of Harmonized
Sales Tax (2015 ndash $25000) is included in the 2016 operating budget It is important to
note that the audit fee does not include extra audit work that may be required due to
scope changes and PricewaterhouseCoopers will advise management as soon as possible
if this were to happen
This is the second year of a five-year audit contract that the City has negotiated The fee
will remain unchanged for the duration of the contract
ISSUE BACKGROUND
Under Section 139 of the City of Toronto Act 2006 the City is required to appoint an
auditor licensed under the Public Accounting Act 2004 who is responsible for annually
auditing the accounts and transactions of the City and its local boards and expressing an
opinion on the financial statements of these entities based on the audit
Council at its March 2015 meeting approved the recommendation of the Audit
Committee to appoint PricewaterhouseCoopers as the external auditor for the City and
Library The contract with PricewaterhouseCoopers is for five years ending with the
audit of the December 31 2019 financial statements
As part of the annual audit PricewaterhouseCoopers provides an Audit Plan report to the
Toronto Public Library Board The auditors will conduct their audit of the 2016 financial
statements pursuant to this plan
17
Audit Plan for the Year Ending December 31 2016 2
COMMENTS
Attached is PricewaterhouseCoopersrsquo Audit Plan for the Library which summarizes their
view on audit risks the nature extent and timing of the audit work and the terms of
engagement
On completion of the audit PricewaterhouseCoopers will issue the Audited Financial
Statements and a Year-End Report to the Board that will provide key matters for
discussion significant audit accounting and financial reporting matters summary of
unadjusted and adjusted items other required communications internal control
recommendations and a confirmation of auditor independence
Work on the interim audit was completed in October 2016 and the year-end audit is
expected to be completed by March 2016
CONTACT
Larry Hughsam Director Finance amp Treasurer Tel 416-397-5946
E-mail lhughsamtorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Board ndash Audit Plan for the year ending
December 31 2016
wwwpwccomca
Audit planfor the yearendingDecember31 2016
Toronto PublicLibrary Board
pwc
pwc
October 28 2016
Members of the BoardToronto Public Library Board
Dear Members of the Board
We are pleased to present an overview of our audit plan for the 2016 audit of the financial statementsof Toronto Public Library Board (the Library) prepared in accordance with Canadian Public SectorAccounting Standards (PSAS) (referred to as the ldquofinancial statementsrdquo from now on)
This overview includes our view on audit risks and the nature extent and timing of our audit work
We value your feedback and if you have any questions about the identified risks and our audit approachplease do not hesitate to contact the undersigned at (416) 228-1922
Yours very truly
Tern McUnnonPartnerRisk Assurance Services
cc Mr Larry Hughsam Director Finance and Treasurer
PricewatcrhouseCoopers UPnyC Tower i8 York Street Suite 2600 Toronto Ontario Canada M oB2T +1 416 8631133 F +1 416 365 8215 wwwpwccomca
lsquoPwt relera to Pdcewatethousetoopers LLP an Ontario limiled liabiLity paruiership
Toronto Public Library Board Audit plan for the year ending December 31 2016
Communications to the Board
Key mattersfor Commentsdiscussion
Client service team Tern McKinnon is your engagement leader and Julianne Cooke is your engagementmanager
Service deliverables We will audit the Libraryrsquos financial statements as of December 31 2016 and for theyear then ending prepared in accordance with PSAS
Our engagement letter which has been signed by the City of Toronto sets out theterms and conditions for our engagement as the independent auditor of the Libraryfor the above-mentioned year In addition our engagement letter outlines ourresponsibilities as the auditor and the responsibilities of management
Audit timeline We worked with management to develop this project timelinemdash Interim visit October 17-21 2016mdash Year-end visit March20 mdash March 31 2017mdash Clearance meeting with management To be confirmedmdash Deliveryfiling of financial statements To be confirmed
Audit approach Our audit approach is a mixture of tests of internal controls and substantive testingOur audit approach is designed to allow us to execute a quality and efficient auditWe do this byi gaining an understanding of the business by focusing on new developments
and key business issues affecting the Library as well as managementrsquosmonitoring of controls and business processes
ii identiring significant audit risks sharing our perspectives obtaining yourfeedback and ensuring our audit is tailored to these risks
iii using well-reasoned professional judgment especially in areas that aresubjective or require estimates and
iv leveraging reliance where possible on the Libraryrsquos internal controls andinformation technology and data systems
In the current year our planned work will include testing of key controls in thefollowing areasmdash Purchases payables and disbursementsmdash Payroll
All other areas will be subject to tests of detail
Significant risks are risks of material misstatement that we think need special auditconsideration We identified several significant audit risks and plan to address themas follows Please let us know if you agree that these are the most significant risksfrom your point of view and if you have any other areas of concern
PwC I
Toronto Public Library Board Audit plan for the year ending December 31 2016
Significant risk to Managementrsquos response and our audit approachdiscuss
Risk of management Accounting regulatory authorities require that the risk of material misstatement dueoverride of controls to management override of controls be considered a significant risk on every audit
engagement
This represents the risk that internal controls at the Library maybe circumvented toachieve desired financial results or gain inappropriate access to financial resources
In order to address this risk we will perform the followingbull All non-routine journal entries are reviewed and approved by the appropriate
level of managementbull We will review manual journal entries focusing on large and unusual entriesbull We will review accounting estimates for biases that could result in material
misstatementbull We will incorporate unpredictable procedures in the audit approach
Risk of fraud in revenue The risk of fraud in revenue recognition is a presumed significant risk underrecognition Canadian Auditing Standards We will assess this risk through the consideration of
the Libraryrsquos revenue recognition policies the incentivepressure to fraudulentlymisstate revenue and the potential opportunity
In order to address this risk we will perform the following
bull Update our understanding of managementrsquos processes and internal controlssurrounding revenue recognition
bull Obtain confirmations from the City of Toronto for subsidies received duringthe year
bull Test significant revenue streams through testing a sample of transactions tosupporting documents
Materiality Misstatements are considered to be material if they could reasonably be expected toinfluence the economic decisions of users of the financial statements We have set apreliminanrsquo materialihrsquo of S6i6oooo We will report unadjusted and adjusted itemsover S6i6ooo to the Board on completion of the audit
Fraud risk We discuss fraud risk annually with the Board Through our planning process (andprior yearsrsquo audits) we developed an understanding of your oversight processesincluding
Employee code of ethicsmdash Discussion at Board meetings and our attendance at those meetings or
reviewing minutes of meetingsmdash Presentations by management including business performance reviewsmdash Signing authorities
Are there any new processes or changes to the items above that we should be awareoP
We are not aware of any fraud Are you aware of instances of any actual suspected or
____________________________
alleged fraud affecting the Library
PwC 2
Toronto Public Ubrary Board Audit plan for the year ending December 31 2016
The matters raised In this and other reports that will flow from the audit are only those that have come to our attention arising from or relevant toour audit that we believe need to be brought to your attention They are not a comprehensive record of all the matters arising and in particularwe cannot be held responsible for reporting all risks in your business or all internal control weaknesses This report has been prepared solely foryour use It was not prepared or intended for any other purpose No other person or entity shall place any reliance upon the accuracy orcompleteness of statements made herein PwC does not assume responsibility to any third party and in no event shall PwC have any liabilityfor damages costs or losses suffered by reason of any reliance upon the contents of this report by any person or entity other than you
PwC 3
copy 2015 PricewaterhouseCoopers LLP an Ontario limited liability partnership All rights reserved
Board Resolutions ndash Status Report 1
STAFF REPORT INFORMATION ONLY
Board Resolutions ndash Status Report
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report lists the status of outstanding Toronto Public Library Board resolutions
BACKGROUND INFORMATION
At the April 2 2012 meeting the Toronto Public Library Board approved the inclusion of
Board Resolutions ndash 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 ndash Status Report ndash November 21 2016
18
1
STATUS REPORT
TORONTO PUBLIC LIBRARY BOARD RESOLUTIONS
AS AT NOVEMBER 21 2016
DATE OF
MEETING
MOTION
(Ref Minute )
STATUS
TARGET
DATE
Sep 8 2014 14-150 ndash Notice of Motion Funding and Timing of
PerthDupont Branch Relocation
5 requests that the local City Councillor consult
with the local community and make a
recommendation to the Board for a new name for
the relocated branch (which will no longer be
located at the corner of Perth and Dupont)
IN PROGRESS Staff to bring a recommendation to
the Board for a new name for the relocated branch to
the Board for approval
To be
determined
Feb 22 2016 16-040 ndash Naming Opportunity ndash Daniel Grafton
Hill III
2 requests staff to provide updates to the
Toronto Public Library Board on this
initiative at strategic intervals
IN PROGRESS This initiative is dependent on a
future branch capital project and consultation
process
To be
determined
Oct 24 2016 16-193 ndash Toronto Public Library Board ndash Self-
Evaluation
2 conducts a pilot self-evaluation during the
month of November 2016 and discusses the
results of the evaluation at the January 2017
meeting
IN PROGRESS A report is expected to be provided
at the January 2017 meeting
January 2017
meeting
Attachment 1
Accountability Framework
bull A reporting structure for the Board to monitor the
progress of the strategic plan and provide guidance
bull Public facing reporting tool to demonstrate openness
and accountability
bull An internal tool for staff
5
Accountability Framework
Strategic Plan 2016-2019
bull Three broad outcomes
Access
Opportunity
Connections
And six strategic priorities
6
Accountability Framework
Strategic Plan 2016-2019
bull Six Strategic Priorities
Advancing TPLrsquos digital Platforms
Breaking down barriers to access driving inclusion
Expanding access to technology and training
Establishing TPL as Torontorsquos centre for continuous and
self-directed learning
Creating community connections through cultural
experiences
Transforming for 21st century service excellence
7
Accountability Framework
Three main tools
bull Balanced Scorecard with Key Performance
Indicators (KPIs)
bull Dashboard for visual presentation
bull Logic Models
8
Accountability Framework
Balanced Scorecard
bull A performance measurement tool developed at the
Harvard Business School
bull Provides a framework to monitor organization
performance from four perspectives the customerrsquos
perspective an internal business perspective an
innovation and learning perspective and the
financial perspective
Balance scorecard Encyclopedia of Business Gale 2000
9
10
Strategic Plan 2016 ndash 2019 Balanced Scorecard
11
Strategic Plan 2016 ndash 2019 Balanced Scorecard
Accountability Framework
Reporting timeline
bull Annual work plan achievements will be reported
to the Board in a semi-annual status report in
June and year end
bull Overall achievements of the strategic plan will be
reported annually to the Board (eg first quarter
of 2017 for 2016) using a balanced scorecard and
presented visually using a dashboard
12
Accountability Framework
13
Accountability Framework
Logic Model
bull A logic model is a systematic and visual way to present the
relationships among the resources to operate a program the
planned activities and the changes or results you hope to
achieve
14
WK Kellogg Foundation Logic Model Development Guide 2004
Accountability Framework
Logic Models
bull A Strategic Plan 2016-2019 aligns 6 strategic priorities
with
Key activities
3 broad strategic outcomes
City of Torontorsquos key strategies
bull Plus a logic model for each of the 6 strategic priorities
15
16
Strategic Plan 2016-2019 Logic Model
17
Strategic Plan 2016-2019 Priority 2 Logic Model
18
Accountability Framework
Questions amp Discussion
19
20
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 1
STAFF REPORT ACTION REQUIRED
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report proposes revised meeting dates for the December 2016 and January 2017
meetings for Toronto Public Library Board approval
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves rescheduling the December 8 2016 Toronto Public Library Board meeting
to December 12 2016 and
2 approves rescheduling the January 23 2017 Toronto Public Library Board meeting to
January 30 2017
FINANCIAL IMPACT
There is no financial impact arising from this report
The Director Finance and Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
At the January 25 2016 meeting the Board approved the schedule for meetings in 2016
including December 8 2016
At the October 24 2016 meeting the Board was provided with the proposed schedule for
meetings in 2017 including January 23 2017 for approval at the January 2017 meeting
14
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 2
COMMENTS
Library staff have recently reviewed the Cityrsquos updated budget schedule The Library Board
meeting in December is not well aligned with the Cityrsquos schedule A later December date
would provide the Board with more opportunity to be informed and kept up-to-date on the
2017 budget as well as to participate in the process As a result the rescheduling of the
December 8 2016 meeting to Monday December 12 is being recommended Board
members were canvassed and quorum is attainable for a meeting on December 12 2016
As the same scenario is also a possibility for the proposed January 23 2017 meeting it is
recommended that the date be changed to January 30 2017
Key dates for the 2017 budget process are shown below
2017 Budget Timetable
Date Political Review TPL Board
2016
Nov 21 Board meeting
Dec 2 Budget Committee launch
Dec 12 (from 8) Board meeting
Dec 161920 (21) Budget Committee presentations
2017
Jan 5 910 Budget Committee public deputations
Jan 12 Budget Committee wrap-up
Jan 24 Budget Committee final
Jan 30 (from 23) Board meeting
Feb 7 Executive Committee
Feb 15 16 (17) Council approval
Feb 21 Board meeting
CONTACT
Nancy Marshall Library Board Officer City Librarianrsquos Office
Tel 416-393-7215 E-mail nmarshalltorontopubliclibraryca
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 3
SIGNATURE
______________________________
Vickery Bowles
City Librarian
Holiday Closures 2017 and January 2018 1
STAFF REPORT ACTION REQUIRED
Holiday Closures 2017 and January 2018
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The purpose of this report is to recommend and receive Toronto Public Library Board
approval for the schedule of holiday closures for 2017 and January 2018
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves the schedule of holiday closures for 2017 and January 2018 as provided
in Attachment 1
FINANCIAL IMPACT
There is no financial impact to the 2017 operating budget arising from the
recommendation in this report The recommended closures are included in the proposed
2017 operating budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
Where Library Board approval is required to establish holiday closures the matter comes
before the Board in the preceding year to ensure adequate notice to the public and staff
COMMENTS
At its meeting on October 26 2015 the Library Board approved the Library closure for
New Yearrsquos Day 2017 on Monday January 2 2017
15
Holiday Closures 2017 and January 2018 2
The Library is open for regular service on Remembrance Day Saturday November 11
2017
The Library will be closed on Monday December 25 2017 for Christmas Day and
Tuesday December 26 2017 for Boxing Day
In 2018 New Yearrsquos Day falls on a Monday and the Library will be closed
All full-time employees whose scheduled day off falls on a holiday closure are
compensated with a day in lieu to be taken at another agreed upon time
It is the practice of the Library to close on the Sundays adjacent to public holidays with
the exception of Family Day
The schedule of holiday closures for 2017 and January 2018 is provided in Attachment 1
CONTACT
Dan Keon Director Human Resources Tel 416-395-5850
E-mail dkeontorontopubliclibraryca
SIGNATURE
_____________________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Holiday Closures 2017 and January 2018
Toronto Public Library Holiday Closures 2017 and January 2018
Sunday January 1 2017 New Yearrsquos Day Closed
Monday January 2 2017 For New Yearrsquos Day Closed
Monday February 20 2017 Family Day Closed
Friday April 14 2017 Good Friday Closed
Sunday April 16 2017 Easter Sunday Closed
Monday April 17 2017 Easter Monday Closed
Monday May 22 2017 Victoria Day Closed
Saturday July 1 2017 Canada Day Closed
Monday August 7 2017 Civic Holiday (Simcoe Day) Closed
Monday September 4 2017 Labour Day Closed
Monday October 9 2017 Thanksgiving Day Closed
Sunday December 24 2017 Christmas Eve Closed
Monday December 25 2017 Christmas Day Closed
Tuesday December 26 2017 Boxing Day Closed
Sunday December 31 2017 New Yearrsquos Eve Closed
Monday January 1 2018 New Yearrsquos Day Closed
New Yearrsquos Day 2017 closure approved by the Library Board on October 26 2015
Attachment 1
Audit Plan for the Year Ending December 31 2016 1
STAFF REPORT INFORMATION ONLY
Audit Plan for the Year Ending December 31 2016
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The attached report from PricewaterhouseCoopers the external auditors summarizes the
planning for their audit of the 2016 financial statements for the Toronto Public Library
Board
FINANCIAL IMPACT
The proposed audit fee of $25000 inclusive of expenses and exclusive of Harmonized
Sales Tax (2015 ndash $25000) is included in the 2016 operating budget It is important to
note that the audit fee does not include extra audit work that may be required due to
scope changes and PricewaterhouseCoopers will advise management as soon as possible
if this were to happen
This is the second year of a five-year audit contract that the City has negotiated The fee
will remain unchanged for the duration of the contract
ISSUE BACKGROUND
Under Section 139 of the City of Toronto Act 2006 the City is required to appoint an
auditor licensed under the Public Accounting Act 2004 who is responsible for annually
auditing the accounts and transactions of the City and its local boards and expressing an
opinion on the financial statements of these entities based on the audit
Council at its March 2015 meeting approved the recommendation of the Audit
Committee to appoint PricewaterhouseCoopers as the external auditor for the City and
Library The contract with PricewaterhouseCoopers is for five years ending with the
audit of the December 31 2019 financial statements
As part of the annual audit PricewaterhouseCoopers provides an Audit Plan report to the
Toronto Public Library Board The auditors will conduct their audit of the 2016 financial
statements pursuant to this plan
17
Audit Plan for the Year Ending December 31 2016 2
COMMENTS
Attached is PricewaterhouseCoopersrsquo Audit Plan for the Library which summarizes their
view on audit risks the nature extent and timing of the audit work and the terms of
engagement
On completion of the audit PricewaterhouseCoopers will issue the Audited Financial
Statements and a Year-End Report to the Board that will provide key matters for
discussion significant audit accounting and financial reporting matters summary of
unadjusted and adjusted items other required communications internal control
recommendations and a confirmation of auditor independence
Work on the interim audit was completed in October 2016 and the year-end audit is
expected to be completed by March 2016
CONTACT
Larry Hughsam Director Finance amp Treasurer Tel 416-397-5946
E-mail lhughsamtorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Board ndash Audit Plan for the year ending
December 31 2016
wwwpwccomca
Audit planfor the yearendingDecember31 2016
Toronto PublicLibrary Board
pwc
pwc
October 28 2016
Members of the BoardToronto Public Library Board
Dear Members of the Board
We are pleased to present an overview of our audit plan for the 2016 audit of the financial statementsof Toronto Public Library Board (the Library) prepared in accordance with Canadian Public SectorAccounting Standards (PSAS) (referred to as the ldquofinancial statementsrdquo from now on)
This overview includes our view on audit risks and the nature extent and timing of our audit work
We value your feedback and if you have any questions about the identified risks and our audit approachplease do not hesitate to contact the undersigned at (416) 228-1922
Yours very truly
Tern McUnnonPartnerRisk Assurance Services
cc Mr Larry Hughsam Director Finance and Treasurer
PricewatcrhouseCoopers UPnyC Tower i8 York Street Suite 2600 Toronto Ontario Canada M oB2T +1 416 8631133 F +1 416 365 8215 wwwpwccomca
lsquoPwt relera to Pdcewatethousetoopers LLP an Ontario limiled liabiLity paruiership
Toronto Public Library Board Audit plan for the year ending December 31 2016
Communications to the Board
Key mattersfor Commentsdiscussion
Client service team Tern McKinnon is your engagement leader and Julianne Cooke is your engagementmanager
Service deliverables We will audit the Libraryrsquos financial statements as of December 31 2016 and for theyear then ending prepared in accordance with PSAS
Our engagement letter which has been signed by the City of Toronto sets out theterms and conditions for our engagement as the independent auditor of the Libraryfor the above-mentioned year In addition our engagement letter outlines ourresponsibilities as the auditor and the responsibilities of management
Audit timeline We worked with management to develop this project timelinemdash Interim visit October 17-21 2016mdash Year-end visit March20 mdash March 31 2017mdash Clearance meeting with management To be confirmedmdash Deliveryfiling of financial statements To be confirmed
Audit approach Our audit approach is a mixture of tests of internal controls and substantive testingOur audit approach is designed to allow us to execute a quality and efficient auditWe do this byi gaining an understanding of the business by focusing on new developments
and key business issues affecting the Library as well as managementrsquosmonitoring of controls and business processes
ii identiring significant audit risks sharing our perspectives obtaining yourfeedback and ensuring our audit is tailored to these risks
iii using well-reasoned professional judgment especially in areas that aresubjective or require estimates and
iv leveraging reliance where possible on the Libraryrsquos internal controls andinformation technology and data systems
In the current year our planned work will include testing of key controls in thefollowing areasmdash Purchases payables and disbursementsmdash Payroll
All other areas will be subject to tests of detail
Significant risks are risks of material misstatement that we think need special auditconsideration We identified several significant audit risks and plan to address themas follows Please let us know if you agree that these are the most significant risksfrom your point of view and if you have any other areas of concern
PwC I
Toronto Public Library Board Audit plan for the year ending December 31 2016
Significant risk to Managementrsquos response and our audit approachdiscuss
Risk of management Accounting regulatory authorities require that the risk of material misstatement dueoverride of controls to management override of controls be considered a significant risk on every audit
engagement
This represents the risk that internal controls at the Library maybe circumvented toachieve desired financial results or gain inappropriate access to financial resources
In order to address this risk we will perform the followingbull All non-routine journal entries are reviewed and approved by the appropriate
level of managementbull We will review manual journal entries focusing on large and unusual entriesbull We will review accounting estimates for biases that could result in material
misstatementbull We will incorporate unpredictable procedures in the audit approach
Risk of fraud in revenue The risk of fraud in revenue recognition is a presumed significant risk underrecognition Canadian Auditing Standards We will assess this risk through the consideration of
the Libraryrsquos revenue recognition policies the incentivepressure to fraudulentlymisstate revenue and the potential opportunity
In order to address this risk we will perform the following
bull Update our understanding of managementrsquos processes and internal controlssurrounding revenue recognition
bull Obtain confirmations from the City of Toronto for subsidies received duringthe year
bull Test significant revenue streams through testing a sample of transactions tosupporting documents
Materiality Misstatements are considered to be material if they could reasonably be expected toinfluence the economic decisions of users of the financial statements We have set apreliminanrsquo materialihrsquo of S6i6oooo We will report unadjusted and adjusted itemsover S6i6ooo to the Board on completion of the audit
Fraud risk We discuss fraud risk annually with the Board Through our planning process (andprior yearsrsquo audits) we developed an understanding of your oversight processesincluding
Employee code of ethicsmdash Discussion at Board meetings and our attendance at those meetings or
reviewing minutes of meetingsmdash Presentations by management including business performance reviewsmdash Signing authorities
Are there any new processes or changes to the items above that we should be awareoP
We are not aware of any fraud Are you aware of instances of any actual suspected or
____________________________
alleged fraud affecting the Library
PwC 2
Toronto Public Ubrary Board Audit plan for the year ending December 31 2016
The matters raised In this and other reports that will flow from the audit are only those that have come to our attention arising from or relevant toour audit that we believe need to be brought to your attention They are not a comprehensive record of all the matters arising and in particularwe cannot be held responsible for reporting all risks in your business or all internal control weaknesses This report has been prepared solely foryour use It was not prepared or intended for any other purpose No other person or entity shall place any reliance upon the accuracy orcompleteness of statements made herein PwC does not assume responsibility to any third party and in no event shall PwC have any liabilityfor damages costs or losses suffered by reason of any reliance upon the contents of this report by any person or entity other than you
PwC 3
copy 2015 PricewaterhouseCoopers LLP an Ontario limited liability partnership All rights reserved
Board Resolutions ndash Status Report 1
STAFF REPORT INFORMATION ONLY
Board Resolutions ndash Status Report
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report lists the status of outstanding Toronto Public Library Board resolutions
BACKGROUND INFORMATION
At the April 2 2012 meeting the Toronto Public Library Board approved the inclusion of
Board Resolutions ndash 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 ndash Status Report ndash November 21 2016
18
1
STATUS REPORT
TORONTO PUBLIC LIBRARY BOARD RESOLUTIONS
AS AT NOVEMBER 21 2016
DATE OF
MEETING
MOTION
(Ref Minute )
STATUS
TARGET
DATE
Sep 8 2014 14-150 ndash Notice of Motion Funding and Timing of
PerthDupont Branch Relocation
5 requests that the local City Councillor consult
with the local community and make a
recommendation to the Board for a new name for
the relocated branch (which will no longer be
located at the corner of Perth and Dupont)
IN PROGRESS Staff to bring a recommendation to
the Board for a new name for the relocated branch to
the Board for approval
To be
determined
Feb 22 2016 16-040 ndash Naming Opportunity ndash Daniel Grafton
Hill III
2 requests staff to provide updates to the
Toronto Public Library Board on this
initiative at strategic intervals
IN PROGRESS This initiative is dependent on a
future branch capital project and consultation
process
To be
determined
Oct 24 2016 16-193 ndash Toronto Public Library Board ndash Self-
Evaluation
2 conducts a pilot self-evaluation during the
month of November 2016 and discusses the
results of the evaluation at the January 2017
meeting
IN PROGRESS A report is expected to be provided
at the January 2017 meeting
January 2017
meeting
Attachment 1
Accountability Framework
Strategic Plan 2016-2019
bull Three broad outcomes
Access
Opportunity
Connections
And six strategic priorities
6
Accountability Framework
Strategic Plan 2016-2019
bull Six Strategic Priorities
Advancing TPLrsquos digital Platforms
Breaking down barriers to access driving inclusion
Expanding access to technology and training
Establishing TPL as Torontorsquos centre for continuous and
self-directed learning
Creating community connections through cultural
experiences
Transforming for 21st century service excellence
7
Accountability Framework
Three main tools
bull Balanced Scorecard with Key Performance
Indicators (KPIs)
bull Dashboard for visual presentation
bull Logic Models
8
Accountability Framework
Balanced Scorecard
bull A performance measurement tool developed at the
Harvard Business School
bull Provides a framework to monitor organization
performance from four perspectives the customerrsquos
perspective an internal business perspective an
innovation and learning perspective and the
financial perspective
Balance scorecard Encyclopedia of Business Gale 2000
9
10
Strategic Plan 2016 ndash 2019 Balanced Scorecard
11
Strategic Plan 2016 ndash 2019 Balanced Scorecard
Accountability Framework
Reporting timeline
bull Annual work plan achievements will be reported
to the Board in a semi-annual status report in
June and year end
bull Overall achievements of the strategic plan will be
reported annually to the Board (eg first quarter
of 2017 for 2016) using a balanced scorecard and
presented visually using a dashboard
12
Accountability Framework
13
Accountability Framework
Logic Model
bull A logic model is a systematic and visual way to present the
relationships among the resources to operate a program the
planned activities and the changes or results you hope to
achieve
14
WK Kellogg Foundation Logic Model Development Guide 2004
Accountability Framework
Logic Models
bull A Strategic Plan 2016-2019 aligns 6 strategic priorities
with
Key activities
3 broad strategic outcomes
City of Torontorsquos key strategies
bull Plus a logic model for each of the 6 strategic priorities
15
16
Strategic Plan 2016-2019 Logic Model
17
Strategic Plan 2016-2019 Priority 2 Logic Model
18
Accountability Framework
Questions amp Discussion
19
20
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 1
STAFF REPORT ACTION REQUIRED
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report proposes revised meeting dates for the December 2016 and January 2017
meetings for Toronto Public Library Board approval
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves rescheduling the December 8 2016 Toronto Public Library Board meeting
to December 12 2016 and
2 approves rescheduling the January 23 2017 Toronto Public Library Board meeting to
January 30 2017
FINANCIAL IMPACT
There is no financial impact arising from this report
The Director Finance and Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
At the January 25 2016 meeting the Board approved the schedule for meetings in 2016
including December 8 2016
At the October 24 2016 meeting the Board was provided with the proposed schedule for
meetings in 2017 including January 23 2017 for approval at the January 2017 meeting
14
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 2
COMMENTS
Library staff have recently reviewed the Cityrsquos updated budget schedule The Library Board
meeting in December is not well aligned with the Cityrsquos schedule A later December date
would provide the Board with more opportunity to be informed and kept up-to-date on the
2017 budget as well as to participate in the process As a result the rescheduling of the
December 8 2016 meeting to Monday December 12 is being recommended Board
members were canvassed and quorum is attainable for a meeting on December 12 2016
As the same scenario is also a possibility for the proposed January 23 2017 meeting it is
recommended that the date be changed to January 30 2017
Key dates for the 2017 budget process are shown below
2017 Budget Timetable
Date Political Review TPL Board
2016
Nov 21 Board meeting
Dec 2 Budget Committee launch
Dec 12 (from 8) Board meeting
Dec 161920 (21) Budget Committee presentations
2017
Jan 5 910 Budget Committee public deputations
Jan 12 Budget Committee wrap-up
Jan 24 Budget Committee final
Jan 30 (from 23) Board meeting
Feb 7 Executive Committee
Feb 15 16 (17) Council approval
Feb 21 Board meeting
CONTACT
Nancy Marshall Library Board Officer City Librarianrsquos Office
Tel 416-393-7215 E-mail nmarshalltorontopubliclibraryca
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 3
SIGNATURE
______________________________
Vickery Bowles
City Librarian
Holiday Closures 2017 and January 2018 1
STAFF REPORT ACTION REQUIRED
Holiday Closures 2017 and January 2018
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The purpose of this report is to recommend and receive Toronto Public Library Board
approval for the schedule of holiday closures for 2017 and January 2018
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves the schedule of holiday closures for 2017 and January 2018 as provided
in Attachment 1
FINANCIAL IMPACT
There is no financial impact to the 2017 operating budget arising from the
recommendation in this report The recommended closures are included in the proposed
2017 operating budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
Where Library Board approval is required to establish holiday closures the matter comes
before the Board in the preceding year to ensure adequate notice to the public and staff
COMMENTS
At its meeting on October 26 2015 the Library Board approved the Library closure for
New Yearrsquos Day 2017 on Monday January 2 2017
15
Holiday Closures 2017 and January 2018 2
The Library is open for regular service on Remembrance Day Saturday November 11
2017
The Library will be closed on Monday December 25 2017 for Christmas Day and
Tuesday December 26 2017 for Boxing Day
In 2018 New Yearrsquos Day falls on a Monday and the Library will be closed
All full-time employees whose scheduled day off falls on a holiday closure are
compensated with a day in lieu to be taken at another agreed upon time
It is the practice of the Library to close on the Sundays adjacent to public holidays with
the exception of Family Day
The schedule of holiday closures for 2017 and January 2018 is provided in Attachment 1
CONTACT
Dan Keon Director Human Resources Tel 416-395-5850
E-mail dkeontorontopubliclibraryca
SIGNATURE
_____________________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Holiday Closures 2017 and January 2018
Toronto Public Library Holiday Closures 2017 and January 2018
Sunday January 1 2017 New Yearrsquos Day Closed
Monday January 2 2017 For New Yearrsquos Day Closed
Monday February 20 2017 Family Day Closed
Friday April 14 2017 Good Friday Closed
Sunday April 16 2017 Easter Sunday Closed
Monday April 17 2017 Easter Monday Closed
Monday May 22 2017 Victoria Day Closed
Saturday July 1 2017 Canada Day Closed
Monday August 7 2017 Civic Holiday (Simcoe Day) Closed
Monday September 4 2017 Labour Day Closed
Monday October 9 2017 Thanksgiving Day Closed
Sunday December 24 2017 Christmas Eve Closed
Monday December 25 2017 Christmas Day Closed
Tuesday December 26 2017 Boxing Day Closed
Sunday December 31 2017 New Yearrsquos Eve Closed
Monday January 1 2018 New Yearrsquos Day Closed
New Yearrsquos Day 2017 closure approved by the Library Board on October 26 2015
Attachment 1
Audit Plan for the Year Ending December 31 2016 1
STAFF REPORT INFORMATION ONLY
Audit Plan for the Year Ending December 31 2016
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The attached report from PricewaterhouseCoopers the external auditors summarizes the
planning for their audit of the 2016 financial statements for the Toronto Public Library
Board
FINANCIAL IMPACT
The proposed audit fee of $25000 inclusive of expenses and exclusive of Harmonized
Sales Tax (2015 ndash $25000) is included in the 2016 operating budget It is important to
note that the audit fee does not include extra audit work that may be required due to
scope changes and PricewaterhouseCoopers will advise management as soon as possible
if this were to happen
This is the second year of a five-year audit contract that the City has negotiated The fee
will remain unchanged for the duration of the contract
ISSUE BACKGROUND
Under Section 139 of the City of Toronto Act 2006 the City is required to appoint an
auditor licensed under the Public Accounting Act 2004 who is responsible for annually
auditing the accounts and transactions of the City and its local boards and expressing an
opinion on the financial statements of these entities based on the audit
Council at its March 2015 meeting approved the recommendation of the Audit
Committee to appoint PricewaterhouseCoopers as the external auditor for the City and
Library The contract with PricewaterhouseCoopers is for five years ending with the
audit of the December 31 2019 financial statements
As part of the annual audit PricewaterhouseCoopers provides an Audit Plan report to the
Toronto Public Library Board The auditors will conduct their audit of the 2016 financial
statements pursuant to this plan
17
Audit Plan for the Year Ending December 31 2016 2
COMMENTS
Attached is PricewaterhouseCoopersrsquo Audit Plan for the Library which summarizes their
view on audit risks the nature extent and timing of the audit work and the terms of
engagement
On completion of the audit PricewaterhouseCoopers will issue the Audited Financial
Statements and a Year-End Report to the Board that will provide key matters for
discussion significant audit accounting and financial reporting matters summary of
unadjusted and adjusted items other required communications internal control
recommendations and a confirmation of auditor independence
Work on the interim audit was completed in October 2016 and the year-end audit is
expected to be completed by March 2016
CONTACT
Larry Hughsam Director Finance amp Treasurer Tel 416-397-5946
E-mail lhughsamtorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Board ndash Audit Plan for the year ending
December 31 2016
wwwpwccomca
Audit planfor the yearendingDecember31 2016
Toronto PublicLibrary Board
pwc
pwc
October 28 2016
Members of the BoardToronto Public Library Board
Dear Members of the Board
We are pleased to present an overview of our audit plan for the 2016 audit of the financial statementsof Toronto Public Library Board (the Library) prepared in accordance with Canadian Public SectorAccounting Standards (PSAS) (referred to as the ldquofinancial statementsrdquo from now on)
This overview includes our view on audit risks and the nature extent and timing of our audit work
We value your feedback and if you have any questions about the identified risks and our audit approachplease do not hesitate to contact the undersigned at (416) 228-1922
Yours very truly
Tern McUnnonPartnerRisk Assurance Services
cc Mr Larry Hughsam Director Finance and Treasurer
PricewatcrhouseCoopers UPnyC Tower i8 York Street Suite 2600 Toronto Ontario Canada M oB2T +1 416 8631133 F +1 416 365 8215 wwwpwccomca
lsquoPwt relera to Pdcewatethousetoopers LLP an Ontario limiled liabiLity paruiership
Toronto Public Library Board Audit plan for the year ending December 31 2016
Communications to the Board
Key mattersfor Commentsdiscussion
Client service team Tern McKinnon is your engagement leader and Julianne Cooke is your engagementmanager
Service deliverables We will audit the Libraryrsquos financial statements as of December 31 2016 and for theyear then ending prepared in accordance with PSAS
Our engagement letter which has been signed by the City of Toronto sets out theterms and conditions for our engagement as the independent auditor of the Libraryfor the above-mentioned year In addition our engagement letter outlines ourresponsibilities as the auditor and the responsibilities of management
Audit timeline We worked with management to develop this project timelinemdash Interim visit October 17-21 2016mdash Year-end visit March20 mdash March 31 2017mdash Clearance meeting with management To be confirmedmdash Deliveryfiling of financial statements To be confirmed
Audit approach Our audit approach is a mixture of tests of internal controls and substantive testingOur audit approach is designed to allow us to execute a quality and efficient auditWe do this byi gaining an understanding of the business by focusing on new developments
and key business issues affecting the Library as well as managementrsquosmonitoring of controls and business processes
ii identiring significant audit risks sharing our perspectives obtaining yourfeedback and ensuring our audit is tailored to these risks
iii using well-reasoned professional judgment especially in areas that aresubjective or require estimates and
iv leveraging reliance where possible on the Libraryrsquos internal controls andinformation technology and data systems
In the current year our planned work will include testing of key controls in thefollowing areasmdash Purchases payables and disbursementsmdash Payroll
All other areas will be subject to tests of detail
Significant risks are risks of material misstatement that we think need special auditconsideration We identified several significant audit risks and plan to address themas follows Please let us know if you agree that these are the most significant risksfrom your point of view and if you have any other areas of concern
PwC I
Toronto Public Library Board Audit plan for the year ending December 31 2016
Significant risk to Managementrsquos response and our audit approachdiscuss
Risk of management Accounting regulatory authorities require that the risk of material misstatement dueoverride of controls to management override of controls be considered a significant risk on every audit
engagement
This represents the risk that internal controls at the Library maybe circumvented toachieve desired financial results or gain inappropriate access to financial resources
In order to address this risk we will perform the followingbull All non-routine journal entries are reviewed and approved by the appropriate
level of managementbull We will review manual journal entries focusing on large and unusual entriesbull We will review accounting estimates for biases that could result in material
misstatementbull We will incorporate unpredictable procedures in the audit approach
Risk of fraud in revenue The risk of fraud in revenue recognition is a presumed significant risk underrecognition Canadian Auditing Standards We will assess this risk through the consideration of
the Libraryrsquos revenue recognition policies the incentivepressure to fraudulentlymisstate revenue and the potential opportunity
In order to address this risk we will perform the following
bull Update our understanding of managementrsquos processes and internal controlssurrounding revenue recognition
bull Obtain confirmations from the City of Toronto for subsidies received duringthe year
bull Test significant revenue streams through testing a sample of transactions tosupporting documents
Materiality Misstatements are considered to be material if they could reasonably be expected toinfluence the economic decisions of users of the financial statements We have set apreliminanrsquo materialihrsquo of S6i6oooo We will report unadjusted and adjusted itemsover S6i6ooo to the Board on completion of the audit
Fraud risk We discuss fraud risk annually with the Board Through our planning process (andprior yearsrsquo audits) we developed an understanding of your oversight processesincluding
Employee code of ethicsmdash Discussion at Board meetings and our attendance at those meetings or
reviewing minutes of meetingsmdash Presentations by management including business performance reviewsmdash Signing authorities
Are there any new processes or changes to the items above that we should be awareoP
We are not aware of any fraud Are you aware of instances of any actual suspected or
____________________________
alleged fraud affecting the Library
PwC 2
Toronto Public Ubrary Board Audit plan for the year ending December 31 2016
The matters raised In this and other reports that will flow from the audit are only those that have come to our attention arising from or relevant toour audit that we believe need to be brought to your attention They are not a comprehensive record of all the matters arising and in particularwe cannot be held responsible for reporting all risks in your business or all internal control weaknesses This report has been prepared solely foryour use It was not prepared or intended for any other purpose No other person or entity shall place any reliance upon the accuracy orcompleteness of statements made herein PwC does not assume responsibility to any third party and in no event shall PwC have any liabilityfor damages costs or losses suffered by reason of any reliance upon the contents of this report by any person or entity other than you
PwC 3
copy 2015 PricewaterhouseCoopers LLP an Ontario limited liability partnership All rights reserved
Board Resolutions ndash Status Report 1
STAFF REPORT INFORMATION ONLY
Board Resolutions ndash Status Report
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report lists the status of outstanding Toronto Public Library Board resolutions
BACKGROUND INFORMATION
At the April 2 2012 meeting the Toronto Public Library Board approved the inclusion of
Board Resolutions ndash 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 ndash Status Report ndash November 21 2016
18
1
STATUS REPORT
TORONTO PUBLIC LIBRARY BOARD RESOLUTIONS
AS AT NOVEMBER 21 2016
DATE OF
MEETING
MOTION
(Ref Minute )
STATUS
TARGET
DATE
Sep 8 2014 14-150 ndash Notice of Motion Funding and Timing of
PerthDupont Branch Relocation
5 requests that the local City Councillor consult
with the local community and make a
recommendation to the Board for a new name for
the relocated branch (which will no longer be
located at the corner of Perth and Dupont)
IN PROGRESS Staff to bring a recommendation to
the Board for a new name for the relocated branch to
the Board for approval
To be
determined
Feb 22 2016 16-040 ndash Naming Opportunity ndash Daniel Grafton
Hill III
2 requests staff to provide updates to the
Toronto Public Library Board on this
initiative at strategic intervals
IN PROGRESS This initiative is dependent on a
future branch capital project and consultation
process
To be
determined
Oct 24 2016 16-193 ndash Toronto Public Library Board ndash Self-
Evaluation
2 conducts a pilot self-evaluation during the
month of November 2016 and discusses the
results of the evaluation at the January 2017
meeting
IN PROGRESS A report is expected to be provided
at the January 2017 meeting
January 2017
meeting
Attachment 1
Accountability Framework
Strategic Plan 2016-2019
bull Six Strategic Priorities
Advancing TPLrsquos digital Platforms
Breaking down barriers to access driving inclusion
Expanding access to technology and training
Establishing TPL as Torontorsquos centre for continuous and
self-directed learning
Creating community connections through cultural
experiences
Transforming for 21st century service excellence
7
Accountability Framework
Three main tools
bull Balanced Scorecard with Key Performance
Indicators (KPIs)
bull Dashboard for visual presentation
bull Logic Models
8
Accountability Framework
Balanced Scorecard
bull A performance measurement tool developed at the
Harvard Business School
bull Provides a framework to monitor organization
performance from four perspectives the customerrsquos
perspective an internal business perspective an
innovation and learning perspective and the
financial perspective
Balance scorecard Encyclopedia of Business Gale 2000
9
10
Strategic Plan 2016 ndash 2019 Balanced Scorecard
11
Strategic Plan 2016 ndash 2019 Balanced Scorecard
Accountability Framework
Reporting timeline
bull Annual work plan achievements will be reported
to the Board in a semi-annual status report in
June and year end
bull Overall achievements of the strategic plan will be
reported annually to the Board (eg first quarter
of 2017 for 2016) using a balanced scorecard and
presented visually using a dashboard
12
Accountability Framework
13
Accountability Framework
Logic Model
bull A logic model is a systematic and visual way to present the
relationships among the resources to operate a program the
planned activities and the changes or results you hope to
achieve
14
WK Kellogg Foundation Logic Model Development Guide 2004
Accountability Framework
Logic Models
bull A Strategic Plan 2016-2019 aligns 6 strategic priorities
with
Key activities
3 broad strategic outcomes
City of Torontorsquos key strategies
bull Plus a logic model for each of the 6 strategic priorities
15
16
Strategic Plan 2016-2019 Logic Model
17
Strategic Plan 2016-2019 Priority 2 Logic Model
18
Accountability Framework
Questions amp Discussion
19
20
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 1
STAFF REPORT ACTION REQUIRED
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report proposes revised meeting dates for the December 2016 and January 2017
meetings for Toronto Public Library Board approval
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves rescheduling the December 8 2016 Toronto Public Library Board meeting
to December 12 2016 and
2 approves rescheduling the January 23 2017 Toronto Public Library Board meeting to
January 30 2017
FINANCIAL IMPACT
There is no financial impact arising from this report
The Director Finance and Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
At the January 25 2016 meeting the Board approved the schedule for meetings in 2016
including December 8 2016
At the October 24 2016 meeting the Board was provided with the proposed schedule for
meetings in 2017 including January 23 2017 for approval at the January 2017 meeting
14
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 2
COMMENTS
Library staff have recently reviewed the Cityrsquos updated budget schedule The Library Board
meeting in December is not well aligned with the Cityrsquos schedule A later December date
would provide the Board with more opportunity to be informed and kept up-to-date on the
2017 budget as well as to participate in the process As a result the rescheduling of the
December 8 2016 meeting to Monday December 12 is being recommended Board
members were canvassed and quorum is attainable for a meeting on December 12 2016
As the same scenario is also a possibility for the proposed January 23 2017 meeting it is
recommended that the date be changed to January 30 2017
Key dates for the 2017 budget process are shown below
2017 Budget Timetable
Date Political Review TPL Board
2016
Nov 21 Board meeting
Dec 2 Budget Committee launch
Dec 12 (from 8) Board meeting
Dec 161920 (21) Budget Committee presentations
2017
Jan 5 910 Budget Committee public deputations
Jan 12 Budget Committee wrap-up
Jan 24 Budget Committee final
Jan 30 (from 23) Board meeting
Feb 7 Executive Committee
Feb 15 16 (17) Council approval
Feb 21 Board meeting
CONTACT
Nancy Marshall Library Board Officer City Librarianrsquos Office
Tel 416-393-7215 E-mail nmarshalltorontopubliclibraryca
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 3
SIGNATURE
______________________________
Vickery Bowles
City Librarian
Holiday Closures 2017 and January 2018 1
STAFF REPORT ACTION REQUIRED
Holiday Closures 2017 and January 2018
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The purpose of this report is to recommend and receive Toronto Public Library Board
approval for the schedule of holiday closures for 2017 and January 2018
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves the schedule of holiday closures for 2017 and January 2018 as provided
in Attachment 1
FINANCIAL IMPACT
There is no financial impact to the 2017 operating budget arising from the
recommendation in this report The recommended closures are included in the proposed
2017 operating budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
Where Library Board approval is required to establish holiday closures the matter comes
before the Board in the preceding year to ensure adequate notice to the public and staff
COMMENTS
At its meeting on October 26 2015 the Library Board approved the Library closure for
New Yearrsquos Day 2017 on Monday January 2 2017
15
Holiday Closures 2017 and January 2018 2
The Library is open for regular service on Remembrance Day Saturday November 11
2017
The Library will be closed on Monday December 25 2017 for Christmas Day and
Tuesday December 26 2017 for Boxing Day
In 2018 New Yearrsquos Day falls on a Monday and the Library will be closed
All full-time employees whose scheduled day off falls on a holiday closure are
compensated with a day in lieu to be taken at another agreed upon time
It is the practice of the Library to close on the Sundays adjacent to public holidays with
the exception of Family Day
The schedule of holiday closures for 2017 and January 2018 is provided in Attachment 1
CONTACT
Dan Keon Director Human Resources Tel 416-395-5850
E-mail dkeontorontopubliclibraryca
SIGNATURE
_____________________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Holiday Closures 2017 and January 2018
Toronto Public Library Holiday Closures 2017 and January 2018
Sunday January 1 2017 New Yearrsquos Day Closed
Monday January 2 2017 For New Yearrsquos Day Closed
Monday February 20 2017 Family Day Closed
Friday April 14 2017 Good Friday Closed
Sunday April 16 2017 Easter Sunday Closed
Monday April 17 2017 Easter Monday Closed
Monday May 22 2017 Victoria Day Closed
Saturday July 1 2017 Canada Day Closed
Monday August 7 2017 Civic Holiday (Simcoe Day) Closed
Monday September 4 2017 Labour Day Closed
Monday October 9 2017 Thanksgiving Day Closed
Sunday December 24 2017 Christmas Eve Closed
Monday December 25 2017 Christmas Day Closed
Tuesday December 26 2017 Boxing Day Closed
Sunday December 31 2017 New Yearrsquos Eve Closed
Monday January 1 2018 New Yearrsquos Day Closed
New Yearrsquos Day 2017 closure approved by the Library Board on October 26 2015
Attachment 1
Audit Plan for the Year Ending December 31 2016 1
STAFF REPORT INFORMATION ONLY
Audit Plan for the Year Ending December 31 2016
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The attached report from PricewaterhouseCoopers the external auditors summarizes the
planning for their audit of the 2016 financial statements for the Toronto Public Library
Board
FINANCIAL IMPACT
The proposed audit fee of $25000 inclusive of expenses and exclusive of Harmonized
Sales Tax (2015 ndash $25000) is included in the 2016 operating budget It is important to
note that the audit fee does not include extra audit work that may be required due to
scope changes and PricewaterhouseCoopers will advise management as soon as possible
if this were to happen
This is the second year of a five-year audit contract that the City has negotiated The fee
will remain unchanged for the duration of the contract
ISSUE BACKGROUND
Under Section 139 of the City of Toronto Act 2006 the City is required to appoint an
auditor licensed under the Public Accounting Act 2004 who is responsible for annually
auditing the accounts and transactions of the City and its local boards and expressing an
opinion on the financial statements of these entities based on the audit
Council at its March 2015 meeting approved the recommendation of the Audit
Committee to appoint PricewaterhouseCoopers as the external auditor for the City and
Library The contract with PricewaterhouseCoopers is for five years ending with the
audit of the December 31 2019 financial statements
As part of the annual audit PricewaterhouseCoopers provides an Audit Plan report to the
Toronto Public Library Board The auditors will conduct their audit of the 2016 financial
statements pursuant to this plan
17
Audit Plan for the Year Ending December 31 2016 2
COMMENTS
Attached is PricewaterhouseCoopersrsquo Audit Plan for the Library which summarizes their
view on audit risks the nature extent and timing of the audit work and the terms of
engagement
On completion of the audit PricewaterhouseCoopers will issue the Audited Financial
Statements and a Year-End Report to the Board that will provide key matters for
discussion significant audit accounting and financial reporting matters summary of
unadjusted and adjusted items other required communications internal control
recommendations and a confirmation of auditor independence
Work on the interim audit was completed in October 2016 and the year-end audit is
expected to be completed by March 2016
CONTACT
Larry Hughsam Director Finance amp Treasurer Tel 416-397-5946
E-mail lhughsamtorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Board ndash Audit Plan for the year ending
December 31 2016
wwwpwccomca
Audit planfor the yearendingDecember31 2016
Toronto PublicLibrary Board
pwc
pwc
October 28 2016
Members of the BoardToronto Public Library Board
Dear Members of the Board
We are pleased to present an overview of our audit plan for the 2016 audit of the financial statementsof Toronto Public Library Board (the Library) prepared in accordance with Canadian Public SectorAccounting Standards (PSAS) (referred to as the ldquofinancial statementsrdquo from now on)
This overview includes our view on audit risks and the nature extent and timing of our audit work
We value your feedback and if you have any questions about the identified risks and our audit approachplease do not hesitate to contact the undersigned at (416) 228-1922
Yours very truly
Tern McUnnonPartnerRisk Assurance Services
cc Mr Larry Hughsam Director Finance and Treasurer
PricewatcrhouseCoopers UPnyC Tower i8 York Street Suite 2600 Toronto Ontario Canada M oB2T +1 416 8631133 F +1 416 365 8215 wwwpwccomca
lsquoPwt relera to Pdcewatethousetoopers LLP an Ontario limiled liabiLity paruiership
Toronto Public Library Board Audit plan for the year ending December 31 2016
Communications to the Board
Key mattersfor Commentsdiscussion
Client service team Tern McKinnon is your engagement leader and Julianne Cooke is your engagementmanager
Service deliverables We will audit the Libraryrsquos financial statements as of December 31 2016 and for theyear then ending prepared in accordance with PSAS
Our engagement letter which has been signed by the City of Toronto sets out theterms and conditions for our engagement as the independent auditor of the Libraryfor the above-mentioned year In addition our engagement letter outlines ourresponsibilities as the auditor and the responsibilities of management
Audit timeline We worked with management to develop this project timelinemdash Interim visit October 17-21 2016mdash Year-end visit March20 mdash March 31 2017mdash Clearance meeting with management To be confirmedmdash Deliveryfiling of financial statements To be confirmed
Audit approach Our audit approach is a mixture of tests of internal controls and substantive testingOur audit approach is designed to allow us to execute a quality and efficient auditWe do this byi gaining an understanding of the business by focusing on new developments
and key business issues affecting the Library as well as managementrsquosmonitoring of controls and business processes
ii identiring significant audit risks sharing our perspectives obtaining yourfeedback and ensuring our audit is tailored to these risks
iii using well-reasoned professional judgment especially in areas that aresubjective or require estimates and
iv leveraging reliance where possible on the Libraryrsquos internal controls andinformation technology and data systems
In the current year our planned work will include testing of key controls in thefollowing areasmdash Purchases payables and disbursementsmdash Payroll
All other areas will be subject to tests of detail
Significant risks are risks of material misstatement that we think need special auditconsideration We identified several significant audit risks and plan to address themas follows Please let us know if you agree that these are the most significant risksfrom your point of view and if you have any other areas of concern
PwC I
Toronto Public Library Board Audit plan for the year ending December 31 2016
Significant risk to Managementrsquos response and our audit approachdiscuss
Risk of management Accounting regulatory authorities require that the risk of material misstatement dueoverride of controls to management override of controls be considered a significant risk on every audit
engagement
This represents the risk that internal controls at the Library maybe circumvented toachieve desired financial results or gain inappropriate access to financial resources
In order to address this risk we will perform the followingbull All non-routine journal entries are reviewed and approved by the appropriate
level of managementbull We will review manual journal entries focusing on large and unusual entriesbull We will review accounting estimates for biases that could result in material
misstatementbull We will incorporate unpredictable procedures in the audit approach
Risk of fraud in revenue The risk of fraud in revenue recognition is a presumed significant risk underrecognition Canadian Auditing Standards We will assess this risk through the consideration of
the Libraryrsquos revenue recognition policies the incentivepressure to fraudulentlymisstate revenue and the potential opportunity
In order to address this risk we will perform the following
bull Update our understanding of managementrsquos processes and internal controlssurrounding revenue recognition
bull Obtain confirmations from the City of Toronto for subsidies received duringthe year
bull Test significant revenue streams through testing a sample of transactions tosupporting documents
Materiality Misstatements are considered to be material if they could reasonably be expected toinfluence the economic decisions of users of the financial statements We have set apreliminanrsquo materialihrsquo of S6i6oooo We will report unadjusted and adjusted itemsover S6i6ooo to the Board on completion of the audit
Fraud risk We discuss fraud risk annually with the Board Through our planning process (andprior yearsrsquo audits) we developed an understanding of your oversight processesincluding
Employee code of ethicsmdash Discussion at Board meetings and our attendance at those meetings or
reviewing minutes of meetingsmdash Presentations by management including business performance reviewsmdash Signing authorities
Are there any new processes or changes to the items above that we should be awareoP
We are not aware of any fraud Are you aware of instances of any actual suspected or
____________________________
alleged fraud affecting the Library
PwC 2
Toronto Public Ubrary Board Audit plan for the year ending December 31 2016
The matters raised In this and other reports that will flow from the audit are only those that have come to our attention arising from or relevant toour audit that we believe need to be brought to your attention They are not a comprehensive record of all the matters arising and in particularwe cannot be held responsible for reporting all risks in your business or all internal control weaknesses This report has been prepared solely foryour use It was not prepared or intended for any other purpose No other person or entity shall place any reliance upon the accuracy orcompleteness of statements made herein PwC does not assume responsibility to any third party and in no event shall PwC have any liabilityfor damages costs or losses suffered by reason of any reliance upon the contents of this report by any person or entity other than you
PwC 3
copy 2015 PricewaterhouseCoopers LLP an Ontario limited liability partnership All rights reserved
Board Resolutions ndash Status Report 1
STAFF REPORT INFORMATION ONLY
Board Resolutions ndash Status Report
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report lists the status of outstanding Toronto Public Library Board resolutions
BACKGROUND INFORMATION
At the April 2 2012 meeting the Toronto Public Library Board approved the inclusion of
Board Resolutions ndash 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 ndash Status Report ndash November 21 2016
18
1
STATUS REPORT
TORONTO PUBLIC LIBRARY BOARD RESOLUTIONS
AS AT NOVEMBER 21 2016
DATE OF
MEETING
MOTION
(Ref Minute )
STATUS
TARGET
DATE
Sep 8 2014 14-150 ndash Notice of Motion Funding and Timing of
PerthDupont Branch Relocation
5 requests that the local City Councillor consult
with the local community and make a
recommendation to the Board for a new name for
the relocated branch (which will no longer be
located at the corner of Perth and Dupont)
IN PROGRESS Staff to bring a recommendation to
the Board for a new name for the relocated branch to
the Board for approval
To be
determined
Feb 22 2016 16-040 ndash Naming Opportunity ndash Daniel Grafton
Hill III
2 requests staff to provide updates to the
Toronto Public Library Board on this
initiative at strategic intervals
IN PROGRESS This initiative is dependent on a
future branch capital project and consultation
process
To be
determined
Oct 24 2016 16-193 ndash Toronto Public Library Board ndash Self-
Evaluation
2 conducts a pilot self-evaluation during the
month of November 2016 and discusses the
results of the evaluation at the January 2017
meeting
IN PROGRESS A report is expected to be provided
at the January 2017 meeting
January 2017
meeting
Attachment 1
Accountability Framework
Three main tools
bull Balanced Scorecard with Key Performance
Indicators (KPIs)
bull Dashboard for visual presentation
bull Logic Models
8
Accountability Framework
Balanced Scorecard
bull A performance measurement tool developed at the
Harvard Business School
bull Provides a framework to monitor organization
performance from four perspectives the customerrsquos
perspective an internal business perspective an
innovation and learning perspective and the
financial perspective
Balance scorecard Encyclopedia of Business Gale 2000
9
10
Strategic Plan 2016 ndash 2019 Balanced Scorecard
11
Strategic Plan 2016 ndash 2019 Balanced Scorecard
Accountability Framework
Reporting timeline
bull Annual work plan achievements will be reported
to the Board in a semi-annual status report in
June and year end
bull Overall achievements of the strategic plan will be
reported annually to the Board (eg first quarter
of 2017 for 2016) using a balanced scorecard and
presented visually using a dashboard
12
Accountability Framework
13
Accountability Framework
Logic Model
bull A logic model is a systematic and visual way to present the
relationships among the resources to operate a program the
planned activities and the changes or results you hope to
achieve
14
WK Kellogg Foundation Logic Model Development Guide 2004
Accountability Framework
Logic Models
bull A Strategic Plan 2016-2019 aligns 6 strategic priorities
with
Key activities
3 broad strategic outcomes
City of Torontorsquos key strategies
bull Plus a logic model for each of the 6 strategic priorities
15
16
Strategic Plan 2016-2019 Logic Model
17
Strategic Plan 2016-2019 Priority 2 Logic Model
18
Accountability Framework
Questions amp Discussion
19
20
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 1
STAFF REPORT ACTION REQUIRED
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report proposes revised meeting dates for the December 2016 and January 2017
meetings for Toronto Public Library Board approval
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves rescheduling the December 8 2016 Toronto Public Library Board meeting
to December 12 2016 and
2 approves rescheduling the January 23 2017 Toronto Public Library Board meeting to
January 30 2017
FINANCIAL IMPACT
There is no financial impact arising from this report
The Director Finance and Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
At the January 25 2016 meeting the Board approved the schedule for meetings in 2016
including December 8 2016
At the October 24 2016 meeting the Board was provided with the proposed schedule for
meetings in 2017 including January 23 2017 for approval at the January 2017 meeting
14
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 2
COMMENTS
Library staff have recently reviewed the Cityrsquos updated budget schedule The Library Board
meeting in December is not well aligned with the Cityrsquos schedule A later December date
would provide the Board with more opportunity to be informed and kept up-to-date on the
2017 budget as well as to participate in the process As a result the rescheduling of the
December 8 2016 meeting to Monday December 12 is being recommended Board
members were canvassed and quorum is attainable for a meeting on December 12 2016
As the same scenario is also a possibility for the proposed January 23 2017 meeting it is
recommended that the date be changed to January 30 2017
Key dates for the 2017 budget process are shown below
2017 Budget Timetable
Date Political Review TPL Board
2016
Nov 21 Board meeting
Dec 2 Budget Committee launch
Dec 12 (from 8) Board meeting
Dec 161920 (21) Budget Committee presentations
2017
Jan 5 910 Budget Committee public deputations
Jan 12 Budget Committee wrap-up
Jan 24 Budget Committee final
Jan 30 (from 23) Board meeting
Feb 7 Executive Committee
Feb 15 16 (17) Council approval
Feb 21 Board meeting
CONTACT
Nancy Marshall Library Board Officer City Librarianrsquos Office
Tel 416-393-7215 E-mail nmarshalltorontopubliclibraryca
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 3
SIGNATURE
______________________________
Vickery Bowles
City Librarian
Holiday Closures 2017 and January 2018 1
STAFF REPORT ACTION REQUIRED
Holiday Closures 2017 and January 2018
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The purpose of this report is to recommend and receive Toronto Public Library Board
approval for the schedule of holiday closures for 2017 and January 2018
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves the schedule of holiday closures for 2017 and January 2018 as provided
in Attachment 1
FINANCIAL IMPACT
There is no financial impact to the 2017 operating budget arising from the
recommendation in this report The recommended closures are included in the proposed
2017 operating budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
Where Library Board approval is required to establish holiday closures the matter comes
before the Board in the preceding year to ensure adequate notice to the public and staff
COMMENTS
At its meeting on October 26 2015 the Library Board approved the Library closure for
New Yearrsquos Day 2017 on Monday January 2 2017
15
Holiday Closures 2017 and January 2018 2
The Library is open for regular service on Remembrance Day Saturday November 11
2017
The Library will be closed on Monday December 25 2017 for Christmas Day and
Tuesday December 26 2017 for Boxing Day
In 2018 New Yearrsquos Day falls on a Monday and the Library will be closed
All full-time employees whose scheduled day off falls on a holiday closure are
compensated with a day in lieu to be taken at another agreed upon time
It is the practice of the Library to close on the Sundays adjacent to public holidays with
the exception of Family Day
The schedule of holiday closures for 2017 and January 2018 is provided in Attachment 1
CONTACT
Dan Keon Director Human Resources Tel 416-395-5850
E-mail dkeontorontopubliclibraryca
SIGNATURE
_____________________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Holiday Closures 2017 and January 2018
Toronto Public Library Holiday Closures 2017 and January 2018
Sunday January 1 2017 New Yearrsquos Day Closed
Monday January 2 2017 For New Yearrsquos Day Closed
Monday February 20 2017 Family Day Closed
Friday April 14 2017 Good Friday Closed
Sunday April 16 2017 Easter Sunday Closed
Monday April 17 2017 Easter Monday Closed
Monday May 22 2017 Victoria Day Closed
Saturday July 1 2017 Canada Day Closed
Monday August 7 2017 Civic Holiday (Simcoe Day) Closed
Monday September 4 2017 Labour Day Closed
Monday October 9 2017 Thanksgiving Day Closed
Sunday December 24 2017 Christmas Eve Closed
Monday December 25 2017 Christmas Day Closed
Tuesday December 26 2017 Boxing Day Closed
Sunday December 31 2017 New Yearrsquos Eve Closed
Monday January 1 2018 New Yearrsquos Day Closed
New Yearrsquos Day 2017 closure approved by the Library Board on October 26 2015
Attachment 1
Audit Plan for the Year Ending December 31 2016 1
STAFF REPORT INFORMATION ONLY
Audit Plan for the Year Ending December 31 2016
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The attached report from PricewaterhouseCoopers the external auditors summarizes the
planning for their audit of the 2016 financial statements for the Toronto Public Library
Board
FINANCIAL IMPACT
The proposed audit fee of $25000 inclusive of expenses and exclusive of Harmonized
Sales Tax (2015 ndash $25000) is included in the 2016 operating budget It is important to
note that the audit fee does not include extra audit work that may be required due to
scope changes and PricewaterhouseCoopers will advise management as soon as possible
if this were to happen
This is the second year of a five-year audit contract that the City has negotiated The fee
will remain unchanged for the duration of the contract
ISSUE BACKGROUND
Under Section 139 of the City of Toronto Act 2006 the City is required to appoint an
auditor licensed under the Public Accounting Act 2004 who is responsible for annually
auditing the accounts and transactions of the City and its local boards and expressing an
opinion on the financial statements of these entities based on the audit
Council at its March 2015 meeting approved the recommendation of the Audit
Committee to appoint PricewaterhouseCoopers as the external auditor for the City and
Library The contract with PricewaterhouseCoopers is for five years ending with the
audit of the December 31 2019 financial statements
As part of the annual audit PricewaterhouseCoopers provides an Audit Plan report to the
Toronto Public Library Board The auditors will conduct their audit of the 2016 financial
statements pursuant to this plan
17
Audit Plan for the Year Ending December 31 2016 2
COMMENTS
Attached is PricewaterhouseCoopersrsquo Audit Plan for the Library which summarizes their
view on audit risks the nature extent and timing of the audit work and the terms of
engagement
On completion of the audit PricewaterhouseCoopers will issue the Audited Financial
Statements and a Year-End Report to the Board that will provide key matters for
discussion significant audit accounting and financial reporting matters summary of
unadjusted and adjusted items other required communications internal control
recommendations and a confirmation of auditor independence
Work on the interim audit was completed in October 2016 and the year-end audit is
expected to be completed by March 2016
CONTACT
Larry Hughsam Director Finance amp Treasurer Tel 416-397-5946
E-mail lhughsamtorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Board ndash Audit Plan for the year ending
December 31 2016
wwwpwccomca
Audit planfor the yearendingDecember31 2016
Toronto PublicLibrary Board
pwc
pwc
October 28 2016
Members of the BoardToronto Public Library Board
Dear Members of the Board
We are pleased to present an overview of our audit plan for the 2016 audit of the financial statementsof Toronto Public Library Board (the Library) prepared in accordance with Canadian Public SectorAccounting Standards (PSAS) (referred to as the ldquofinancial statementsrdquo from now on)
This overview includes our view on audit risks and the nature extent and timing of our audit work
We value your feedback and if you have any questions about the identified risks and our audit approachplease do not hesitate to contact the undersigned at (416) 228-1922
Yours very truly
Tern McUnnonPartnerRisk Assurance Services
cc Mr Larry Hughsam Director Finance and Treasurer
PricewatcrhouseCoopers UPnyC Tower i8 York Street Suite 2600 Toronto Ontario Canada M oB2T +1 416 8631133 F +1 416 365 8215 wwwpwccomca
lsquoPwt relera to Pdcewatethousetoopers LLP an Ontario limiled liabiLity paruiership
Toronto Public Library Board Audit plan for the year ending December 31 2016
Communications to the Board
Key mattersfor Commentsdiscussion
Client service team Tern McKinnon is your engagement leader and Julianne Cooke is your engagementmanager
Service deliverables We will audit the Libraryrsquos financial statements as of December 31 2016 and for theyear then ending prepared in accordance with PSAS
Our engagement letter which has been signed by the City of Toronto sets out theterms and conditions for our engagement as the independent auditor of the Libraryfor the above-mentioned year In addition our engagement letter outlines ourresponsibilities as the auditor and the responsibilities of management
Audit timeline We worked with management to develop this project timelinemdash Interim visit October 17-21 2016mdash Year-end visit March20 mdash March 31 2017mdash Clearance meeting with management To be confirmedmdash Deliveryfiling of financial statements To be confirmed
Audit approach Our audit approach is a mixture of tests of internal controls and substantive testingOur audit approach is designed to allow us to execute a quality and efficient auditWe do this byi gaining an understanding of the business by focusing on new developments
and key business issues affecting the Library as well as managementrsquosmonitoring of controls and business processes
ii identiring significant audit risks sharing our perspectives obtaining yourfeedback and ensuring our audit is tailored to these risks
iii using well-reasoned professional judgment especially in areas that aresubjective or require estimates and
iv leveraging reliance where possible on the Libraryrsquos internal controls andinformation technology and data systems
In the current year our planned work will include testing of key controls in thefollowing areasmdash Purchases payables and disbursementsmdash Payroll
All other areas will be subject to tests of detail
Significant risks are risks of material misstatement that we think need special auditconsideration We identified several significant audit risks and plan to address themas follows Please let us know if you agree that these are the most significant risksfrom your point of view and if you have any other areas of concern
PwC I
Toronto Public Library Board Audit plan for the year ending December 31 2016
Significant risk to Managementrsquos response and our audit approachdiscuss
Risk of management Accounting regulatory authorities require that the risk of material misstatement dueoverride of controls to management override of controls be considered a significant risk on every audit
engagement
This represents the risk that internal controls at the Library maybe circumvented toachieve desired financial results or gain inappropriate access to financial resources
In order to address this risk we will perform the followingbull All non-routine journal entries are reviewed and approved by the appropriate
level of managementbull We will review manual journal entries focusing on large and unusual entriesbull We will review accounting estimates for biases that could result in material
misstatementbull We will incorporate unpredictable procedures in the audit approach
Risk of fraud in revenue The risk of fraud in revenue recognition is a presumed significant risk underrecognition Canadian Auditing Standards We will assess this risk through the consideration of
the Libraryrsquos revenue recognition policies the incentivepressure to fraudulentlymisstate revenue and the potential opportunity
In order to address this risk we will perform the following
bull Update our understanding of managementrsquos processes and internal controlssurrounding revenue recognition
bull Obtain confirmations from the City of Toronto for subsidies received duringthe year
bull Test significant revenue streams through testing a sample of transactions tosupporting documents
Materiality Misstatements are considered to be material if they could reasonably be expected toinfluence the economic decisions of users of the financial statements We have set apreliminanrsquo materialihrsquo of S6i6oooo We will report unadjusted and adjusted itemsover S6i6ooo to the Board on completion of the audit
Fraud risk We discuss fraud risk annually with the Board Through our planning process (andprior yearsrsquo audits) we developed an understanding of your oversight processesincluding
Employee code of ethicsmdash Discussion at Board meetings and our attendance at those meetings or
reviewing minutes of meetingsmdash Presentations by management including business performance reviewsmdash Signing authorities
Are there any new processes or changes to the items above that we should be awareoP
We are not aware of any fraud Are you aware of instances of any actual suspected or
____________________________
alleged fraud affecting the Library
PwC 2
Toronto Public Ubrary Board Audit plan for the year ending December 31 2016
The matters raised In this and other reports that will flow from the audit are only those that have come to our attention arising from or relevant toour audit that we believe need to be brought to your attention They are not a comprehensive record of all the matters arising and in particularwe cannot be held responsible for reporting all risks in your business or all internal control weaknesses This report has been prepared solely foryour use It was not prepared or intended for any other purpose No other person or entity shall place any reliance upon the accuracy orcompleteness of statements made herein PwC does not assume responsibility to any third party and in no event shall PwC have any liabilityfor damages costs or losses suffered by reason of any reliance upon the contents of this report by any person or entity other than you
PwC 3
copy 2015 PricewaterhouseCoopers LLP an Ontario limited liability partnership All rights reserved
Board Resolutions ndash Status Report 1
STAFF REPORT INFORMATION ONLY
Board Resolutions ndash Status Report
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report lists the status of outstanding Toronto Public Library Board resolutions
BACKGROUND INFORMATION
At the April 2 2012 meeting the Toronto Public Library Board approved the inclusion of
Board Resolutions ndash 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 ndash Status Report ndash November 21 2016
18
1
STATUS REPORT
TORONTO PUBLIC LIBRARY BOARD RESOLUTIONS
AS AT NOVEMBER 21 2016
DATE OF
MEETING
MOTION
(Ref Minute )
STATUS
TARGET
DATE
Sep 8 2014 14-150 ndash Notice of Motion Funding and Timing of
PerthDupont Branch Relocation
5 requests that the local City Councillor consult
with the local community and make a
recommendation to the Board for a new name for
the relocated branch (which will no longer be
located at the corner of Perth and Dupont)
IN PROGRESS Staff to bring a recommendation to
the Board for a new name for the relocated branch to
the Board for approval
To be
determined
Feb 22 2016 16-040 ndash Naming Opportunity ndash Daniel Grafton
Hill III
2 requests staff to provide updates to the
Toronto Public Library Board on this
initiative at strategic intervals
IN PROGRESS This initiative is dependent on a
future branch capital project and consultation
process
To be
determined
Oct 24 2016 16-193 ndash Toronto Public Library Board ndash Self-
Evaluation
2 conducts a pilot self-evaluation during the
month of November 2016 and discusses the
results of the evaluation at the January 2017
meeting
IN PROGRESS A report is expected to be provided
at the January 2017 meeting
January 2017
meeting
Attachment 1
Accountability Framework
Balanced Scorecard
bull A performance measurement tool developed at the
Harvard Business School
bull Provides a framework to monitor organization
performance from four perspectives the customerrsquos
perspective an internal business perspective an
innovation and learning perspective and the
financial perspective
Balance scorecard Encyclopedia of Business Gale 2000
9
10
Strategic Plan 2016 ndash 2019 Balanced Scorecard
11
Strategic Plan 2016 ndash 2019 Balanced Scorecard
Accountability Framework
Reporting timeline
bull Annual work plan achievements will be reported
to the Board in a semi-annual status report in
June and year end
bull Overall achievements of the strategic plan will be
reported annually to the Board (eg first quarter
of 2017 for 2016) using a balanced scorecard and
presented visually using a dashboard
12
Accountability Framework
13
Accountability Framework
Logic Model
bull A logic model is a systematic and visual way to present the
relationships among the resources to operate a program the
planned activities and the changes or results you hope to
achieve
14
WK Kellogg Foundation Logic Model Development Guide 2004
Accountability Framework
Logic Models
bull A Strategic Plan 2016-2019 aligns 6 strategic priorities
with
Key activities
3 broad strategic outcomes
City of Torontorsquos key strategies
bull Plus a logic model for each of the 6 strategic priorities
15
16
Strategic Plan 2016-2019 Logic Model
17
Strategic Plan 2016-2019 Priority 2 Logic Model
18
Accountability Framework
Questions amp Discussion
19
20
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 1
STAFF REPORT ACTION REQUIRED
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report proposes revised meeting dates for the December 2016 and January 2017
meetings for Toronto Public Library Board approval
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves rescheduling the December 8 2016 Toronto Public Library Board meeting
to December 12 2016 and
2 approves rescheduling the January 23 2017 Toronto Public Library Board meeting to
January 30 2017
FINANCIAL IMPACT
There is no financial impact arising from this report
The Director Finance and Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
At the January 25 2016 meeting the Board approved the schedule for meetings in 2016
including December 8 2016
At the October 24 2016 meeting the Board was provided with the proposed schedule for
meetings in 2017 including January 23 2017 for approval at the January 2017 meeting
14
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 2
COMMENTS
Library staff have recently reviewed the Cityrsquos updated budget schedule The Library Board
meeting in December is not well aligned with the Cityrsquos schedule A later December date
would provide the Board with more opportunity to be informed and kept up-to-date on the
2017 budget as well as to participate in the process As a result the rescheduling of the
December 8 2016 meeting to Monday December 12 is being recommended Board
members were canvassed and quorum is attainable for a meeting on December 12 2016
As the same scenario is also a possibility for the proposed January 23 2017 meeting it is
recommended that the date be changed to January 30 2017
Key dates for the 2017 budget process are shown below
2017 Budget Timetable
Date Political Review TPL Board
2016
Nov 21 Board meeting
Dec 2 Budget Committee launch
Dec 12 (from 8) Board meeting
Dec 161920 (21) Budget Committee presentations
2017
Jan 5 910 Budget Committee public deputations
Jan 12 Budget Committee wrap-up
Jan 24 Budget Committee final
Jan 30 (from 23) Board meeting
Feb 7 Executive Committee
Feb 15 16 (17) Council approval
Feb 21 Board meeting
CONTACT
Nancy Marshall Library Board Officer City Librarianrsquos Office
Tel 416-393-7215 E-mail nmarshalltorontopubliclibraryca
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 3
SIGNATURE
______________________________
Vickery Bowles
City Librarian
Holiday Closures 2017 and January 2018 1
STAFF REPORT ACTION REQUIRED
Holiday Closures 2017 and January 2018
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The purpose of this report is to recommend and receive Toronto Public Library Board
approval for the schedule of holiday closures for 2017 and January 2018
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves the schedule of holiday closures for 2017 and January 2018 as provided
in Attachment 1
FINANCIAL IMPACT
There is no financial impact to the 2017 operating budget arising from the
recommendation in this report The recommended closures are included in the proposed
2017 operating budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
Where Library Board approval is required to establish holiday closures the matter comes
before the Board in the preceding year to ensure adequate notice to the public and staff
COMMENTS
At its meeting on October 26 2015 the Library Board approved the Library closure for
New Yearrsquos Day 2017 on Monday January 2 2017
15
Holiday Closures 2017 and January 2018 2
The Library is open for regular service on Remembrance Day Saturday November 11
2017
The Library will be closed on Monday December 25 2017 for Christmas Day and
Tuesday December 26 2017 for Boxing Day
In 2018 New Yearrsquos Day falls on a Monday and the Library will be closed
All full-time employees whose scheduled day off falls on a holiday closure are
compensated with a day in lieu to be taken at another agreed upon time
It is the practice of the Library to close on the Sundays adjacent to public holidays with
the exception of Family Day
The schedule of holiday closures for 2017 and January 2018 is provided in Attachment 1
CONTACT
Dan Keon Director Human Resources Tel 416-395-5850
E-mail dkeontorontopubliclibraryca
SIGNATURE
_____________________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Holiday Closures 2017 and January 2018
Toronto Public Library Holiday Closures 2017 and January 2018
Sunday January 1 2017 New Yearrsquos Day Closed
Monday January 2 2017 For New Yearrsquos Day Closed
Monday February 20 2017 Family Day Closed
Friday April 14 2017 Good Friday Closed
Sunday April 16 2017 Easter Sunday Closed
Monday April 17 2017 Easter Monday Closed
Monday May 22 2017 Victoria Day Closed
Saturday July 1 2017 Canada Day Closed
Monday August 7 2017 Civic Holiday (Simcoe Day) Closed
Monday September 4 2017 Labour Day Closed
Monday October 9 2017 Thanksgiving Day Closed
Sunday December 24 2017 Christmas Eve Closed
Monday December 25 2017 Christmas Day Closed
Tuesday December 26 2017 Boxing Day Closed
Sunday December 31 2017 New Yearrsquos Eve Closed
Monday January 1 2018 New Yearrsquos Day Closed
New Yearrsquos Day 2017 closure approved by the Library Board on October 26 2015
Attachment 1
Audit Plan for the Year Ending December 31 2016 1
STAFF REPORT INFORMATION ONLY
Audit Plan for the Year Ending December 31 2016
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The attached report from PricewaterhouseCoopers the external auditors summarizes the
planning for their audit of the 2016 financial statements for the Toronto Public Library
Board
FINANCIAL IMPACT
The proposed audit fee of $25000 inclusive of expenses and exclusive of Harmonized
Sales Tax (2015 ndash $25000) is included in the 2016 operating budget It is important to
note that the audit fee does not include extra audit work that may be required due to
scope changes and PricewaterhouseCoopers will advise management as soon as possible
if this were to happen
This is the second year of a five-year audit contract that the City has negotiated The fee
will remain unchanged for the duration of the contract
ISSUE BACKGROUND
Under Section 139 of the City of Toronto Act 2006 the City is required to appoint an
auditor licensed under the Public Accounting Act 2004 who is responsible for annually
auditing the accounts and transactions of the City and its local boards and expressing an
opinion on the financial statements of these entities based on the audit
Council at its March 2015 meeting approved the recommendation of the Audit
Committee to appoint PricewaterhouseCoopers as the external auditor for the City and
Library The contract with PricewaterhouseCoopers is for five years ending with the
audit of the December 31 2019 financial statements
As part of the annual audit PricewaterhouseCoopers provides an Audit Plan report to the
Toronto Public Library Board The auditors will conduct their audit of the 2016 financial
statements pursuant to this plan
17
Audit Plan for the Year Ending December 31 2016 2
COMMENTS
Attached is PricewaterhouseCoopersrsquo Audit Plan for the Library which summarizes their
view on audit risks the nature extent and timing of the audit work and the terms of
engagement
On completion of the audit PricewaterhouseCoopers will issue the Audited Financial
Statements and a Year-End Report to the Board that will provide key matters for
discussion significant audit accounting and financial reporting matters summary of
unadjusted and adjusted items other required communications internal control
recommendations and a confirmation of auditor independence
Work on the interim audit was completed in October 2016 and the year-end audit is
expected to be completed by March 2016
CONTACT
Larry Hughsam Director Finance amp Treasurer Tel 416-397-5946
E-mail lhughsamtorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Board ndash Audit Plan for the year ending
December 31 2016
wwwpwccomca
Audit planfor the yearendingDecember31 2016
Toronto PublicLibrary Board
pwc
pwc
October 28 2016
Members of the BoardToronto Public Library Board
Dear Members of the Board
We are pleased to present an overview of our audit plan for the 2016 audit of the financial statementsof Toronto Public Library Board (the Library) prepared in accordance with Canadian Public SectorAccounting Standards (PSAS) (referred to as the ldquofinancial statementsrdquo from now on)
This overview includes our view on audit risks and the nature extent and timing of our audit work
We value your feedback and if you have any questions about the identified risks and our audit approachplease do not hesitate to contact the undersigned at (416) 228-1922
Yours very truly
Tern McUnnonPartnerRisk Assurance Services
cc Mr Larry Hughsam Director Finance and Treasurer
PricewatcrhouseCoopers UPnyC Tower i8 York Street Suite 2600 Toronto Ontario Canada M oB2T +1 416 8631133 F +1 416 365 8215 wwwpwccomca
lsquoPwt relera to Pdcewatethousetoopers LLP an Ontario limiled liabiLity paruiership
Toronto Public Library Board Audit plan for the year ending December 31 2016
Communications to the Board
Key mattersfor Commentsdiscussion
Client service team Tern McKinnon is your engagement leader and Julianne Cooke is your engagementmanager
Service deliverables We will audit the Libraryrsquos financial statements as of December 31 2016 and for theyear then ending prepared in accordance with PSAS
Our engagement letter which has been signed by the City of Toronto sets out theterms and conditions for our engagement as the independent auditor of the Libraryfor the above-mentioned year In addition our engagement letter outlines ourresponsibilities as the auditor and the responsibilities of management
Audit timeline We worked with management to develop this project timelinemdash Interim visit October 17-21 2016mdash Year-end visit March20 mdash March 31 2017mdash Clearance meeting with management To be confirmedmdash Deliveryfiling of financial statements To be confirmed
Audit approach Our audit approach is a mixture of tests of internal controls and substantive testingOur audit approach is designed to allow us to execute a quality and efficient auditWe do this byi gaining an understanding of the business by focusing on new developments
and key business issues affecting the Library as well as managementrsquosmonitoring of controls and business processes
ii identiring significant audit risks sharing our perspectives obtaining yourfeedback and ensuring our audit is tailored to these risks
iii using well-reasoned professional judgment especially in areas that aresubjective or require estimates and
iv leveraging reliance where possible on the Libraryrsquos internal controls andinformation technology and data systems
In the current year our planned work will include testing of key controls in thefollowing areasmdash Purchases payables and disbursementsmdash Payroll
All other areas will be subject to tests of detail
Significant risks are risks of material misstatement that we think need special auditconsideration We identified several significant audit risks and plan to address themas follows Please let us know if you agree that these are the most significant risksfrom your point of view and if you have any other areas of concern
PwC I
Toronto Public Library Board Audit plan for the year ending December 31 2016
Significant risk to Managementrsquos response and our audit approachdiscuss
Risk of management Accounting regulatory authorities require that the risk of material misstatement dueoverride of controls to management override of controls be considered a significant risk on every audit
engagement
This represents the risk that internal controls at the Library maybe circumvented toachieve desired financial results or gain inappropriate access to financial resources
In order to address this risk we will perform the followingbull All non-routine journal entries are reviewed and approved by the appropriate
level of managementbull We will review manual journal entries focusing on large and unusual entriesbull We will review accounting estimates for biases that could result in material
misstatementbull We will incorporate unpredictable procedures in the audit approach
Risk of fraud in revenue The risk of fraud in revenue recognition is a presumed significant risk underrecognition Canadian Auditing Standards We will assess this risk through the consideration of
the Libraryrsquos revenue recognition policies the incentivepressure to fraudulentlymisstate revenue and the potential opportunity
In order to address this risk we will perform the following
bull Update our understanding of managementrsquos processes and internal controlssurrounding revenue recognition
bull Obtain confirmations from the City of Toronto for subsidies received duringthe year
bull Test significant revenue streams through testing a sample of transactions tosupporting documents
Materiality Misstatements are considered to be material if they could reasonably be expected toinfluence the economic decisions of users of the financial statements We have set apreliminanrsquo materialihrsquo of S6i6oooo We will report unadjusted and adjusted itemsover S6i6ooo to the Board on completion of the audit
Fraud risk We discuss fraud risk annually with the Board Through our planning process (andprior yearsrsquo audits) we developed an understanding of your oversight processesincluding
Employee code of ethicsmdash Discussion at Board meetings and our attendance at those meetings or
reviewing minutes of meetingsmdash Presentations by management including business performance reviewsmdash Signing authorities
Are there any new processes or changes to the items above that we should be awareoP
We are not aware of any fraud Are you aware of instances of any actual suspected or
____________________________
alleged fraud affecting the Library
PwC 2
Toronto Public Ubrary Board Audit plan for the year ending December 31 2016
The matters raised In this and other reports that will flow from the audit are only those that have come to our attention arising from or relevant toour audit that we believe need to be brought to your attention They are not a comprehensive record of all the matters arising and in particularwe cannot be held responsible for reporting all risks in your business or all internal control weaknesses This report has been prepared solely foryour use It was not prepared or intended for any other purpose No other person or entity shall place any reliance upon the accuracy orcompleteness of statements made herein PwC does not assume responsibility to any third party and in no event shall PwC have any liabilityfor damages costs or losses suffered by reason of any reliance upon the contents of this report by any person or entity other than you
PwC 3
copy 2015 PricewaterhouseCoopers LLP an Ontario limited liability partnership All rights reserved
Board Resolutions ndash Status Report 1
STAFF REPORT INFORMATION ONLY
Board Resolutions ndash Status Report
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report lists the status of outstanding Toronto Public Library Board resolutions
BACKGROUND INFORMATION
At the April 2 2012 meeting the Toronto Public Library Board approved the inclusion of
Board Resolutions ndash 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 ndash Status Report ndash November 21 2016
18
1
STATUS REPORT
TORONTO PUBLIC LIBRARY BOARD RESOLUTIONS
AS AT NOVEMBER 21 2016
DATE OF
MEETING
MOTION
(Ref Minute )
STATUS
TARGET
DATE
Sep 8 2014 14-150 ndash Notice of Motion Funding and Timing of
PerthDupont Branch Relocation
5 requests that the local City Councillor consult
with the local community and make a
recommendation to the Board for a new name for
the relocated branch (which will no longer be
located at the corner of Perth and Dupont)
IN PROGRESS Staff to bring a recommendation to
the Board for a new name for the relocated branch to
the Board for approval
To be
determined
Feb 22 2016 16-040 ndash Naming Opportunity ndash Daniel Grafton
Hill III
2 requests staff to provide updates to the
Toronto Public Library Board on this
initiative at strategic intervals
IN PROGRESS This initiative is dependent on a
future branch capital project and consultation
process
To be
determined
Oct 24 2016 16-193 ndash Toronto Public Library Board ndash Self-
Evaluation
2 conducts a pilot self-evaluation during the
month of November 2016 and discusses the
results of the evaluation at the January 2017
meeting
IN PROGRESS A report is expected to be provided
at the January 2017 meeting
January 2017
meeting
Attachment 1
10
Strategic Plan 2016 ndash 2019 Balanced Scorecard
11
Strategic Plan 2016 ndash 2019 Balanced Scorecard
Accountability Framework
Reporting timeline
bull Annual work plan achievements will be reported
to the Board in a semi-annual status report in
June and year end
bull Overall achievements of the strategic plan will be
reported annually to the Board (eg first quarter
of 2017 for 2016) using a balanced scorecard and
presented visually using a dashboard
12
Accountability Framework
13
Accountability Framework
Logic Model
bull A logic model is a systematic and visual way to present the
relationships among the resources to operate a program the
planned activities and the changes or results you hope to
achieve
14
WK Kellogg Foundation Logic Model Development Guide 2004
Accountability Framework
Logic Models
bull A Strategic Plan 2016-2019 aligns 6 strategic priorities
with
Key activities
3 broad strategic outcomes
City of Torontorsquos key strategies
bull Plus a logic model for each of the 6 strategic priorities
15
16
Strategic Plan 2016-2019 Logic Model
17
Strategic Plan 2016-2019 Priority 2 Logic Model
18
Accountability Framework
Questions amp Discussion
19
20
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 1
STAFF REPORT ACTION REQUIRED
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report proposes revised meeting dates for the December 2016 and January 2017
meetings for Toronto Public Library Board approval
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves rescheduling the December 8 2016 Toronto Public Library Board meeting
to December 12 2016 and
2 approves rescheduling the January 23 2017 Toronto Public Library Board meeting to
January 30 2017
FINANCIAL IMPACT
There is no financial impact arising from this report
The Director Finance and Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
At the January 25 2016 meeting the Board approved the schedule for meetings in 2016
including December 8 2016
At the October 24 2016 meeting the Board was provided with the proposed schedule for
meetings in 2017 including January 23 2017 for approval at the January 2017 meeting
14
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 2
COMMENTS
Library staff have recently reviewed the Cityrsquos updated budget schedule The Library Board
meeting in December is not well aligned with the Cityrsquos schedule A later December date
would provide the Board with more opportunity to be informed and kept up-to-date on the
2017 budget as well as to participate in the process As a result the rescheduling of the
December 8 2016 meeting to Monday December 12 is being recommended Board
members were canvassed and quorum is attainable for a meeting on December 12 2016
As the same scenario is also a possibility for the proposed January 23 2017 meeting it is
recommended that the date be changed to January 30 2017
Key dates for the 2017 budget process are shown below
2017 Budget Timetable
Date Political Review TPL Board
2016
Nov 21 Board meeting
Dec 2 Budget Committee launch
Dec 12 (from 8) Board meeting
Dec 161920 (21) Budget Committee presentations
2017
Jan 5 910 Budget Committee public deputations
Jan 12 Budget Committee wrap-up
Jan 24 Budget Committee final
Jan 30 (from 23) Board meeting
Feb 7 Executive Committee
Feb 15 16 (17) Council approval
Feb 21 Board meeting
CONTACT
Nancy Marshall Library Board Officer City Librarianrsquos Office
Tel 416-393-7215 E-mail nmarshalltorontopubliclibraryca
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 3
SIGNATURE
______________________________
Vickery Bowles
City Librarian
Holiday Closures 2017 and January 2018 1
STAFF REPORT ACTION REQUIRED
Holiday Closures 2017 and January 2018
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The purpose of this report is to recommend and receive Toronto Public Library Board
approval for the schedule of holiday closures for 2017 and January 2018
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves the schedule of holiday closures for 2017 and January 2018 as provided
in Attachment 1
FINANCIAL IMPACT
There is no financial impact to the 2017 operating budget arising from the
recommendation in this report The recommended closures are included in the proposed
2017 operating budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
Where Library Board approval is required to establish holiday closures the matter comes
before the Board in the preceding year to ensure adequate notice to the public and staff
COMMENTS
At its meeting on October 26 2015 the Library Board approved the Library closure for
New Yearrsquos Day 2017 on Monday January 2 2017
15
Holiday Closures 2017 and January 2018 2
The Library is open for regular service on Remembrance Day Saturday November 11
2017
The Library will be closed on Monday December 25 2017 for Christmas Day and
Tuesday December 26 2017 for Boxing Day
In 2018 New Yearrsquos Day falls on a Monday and the Library will be closed
All full-time employees whose scheduled day off falls on a holiday closure are
compensated with a day in lieu to be taken at another agreed upon time
It is the practice of the Library to close on the Sundays adjacent to public holidays with
the exception of Family Day
The schedule of holiday closures for 2017 and January 2018 is provided in Attachment 1
CONTACT
Dan Keon Director Human Resources Tel 416-395-5850
E-mail dkeontorontopubliclibraryca
SIGNATURE
_____________________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Holiday Closures 2017 and January 2018
Toronto Public Library Holiday Closures 2017 and January 2018
Sunday January 1 2017 New Yearrsquos Day Closed
Monday January 2 2017 For New Yearrsquos Day Closed
Monday February 20 2017 Family Day Closed
Friday April 14 2017 Good Friday Closed
Sunday April 16 2017 Easter Sunday Closed
Monday April 17 2017 Easter Monday Closed
Monday May 22 2017 Victoria Day Closed
Saturday July 1 2017 Canada Day Closed
Monday August 7 2017 Civic Holiday (Simcoe Day) Closed
Monday September 4 2017 Labour Day Closed
Monday October 9 2017 Thanksgiving Day Closed
Sunday December 24 2017 Christmas Eve Closed
Monday December 25 2017 Christmas Day Closed
Tuesday December 26 2017 Boxing Day Closed
Sunday December 31 2017 New Yearrsquos Eve Closed
Monday January 1 2018 New Yearrsquos Day Closed
New Yearrsquos Day 2017 closure approved by the Library Board on October 26 2015
Attachment 1
Audit Plan for the Year Ending December 31 2016 1
STAFF REPORT INFORMATION ONLY
Audit Plan for the Year Ending December 31 2016
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The attached report from PricewaterhouseCoopers the external auditors summarizes the
planning for their audit of the 2016 financial statements for the Toronto Public Library
Board
FINANCIAL IMPACT
The proposed audit fee of $25000 inclusive of expenses and exclusive of Harmonized
Sales Tax (2015 ndash $25000) is included in the 2016 operating budget It is important to
note that the audit fee does not include extra audit work that may be required due to
scope changes and PricewaterhouseCoopers will advise management as soon as possible
if this were to happen
This is the second year of a five-year audit contract that the City has negotiated The fee
will remain unchanged for the duration of the contract
ISSUE BACKGROUND
Under Section 139 of the City of Toronto Act 2006 the City is required to appoint an
auditor licensed under the Public Accounting Act 2004 who is responsible for annually
auditing the accounts and transactions of the City and its local boards and expressing an
opinion on the financial statements of these entities based on the audit
Council at its March 2015 meeting approved the recommendation of the Audit
Committee to appoint PricewaterhouseCoopers as the external auditor for the City and
Library The contract with PricewaterhouseCoopers is for five years ending with the
audit of the December 31 2019 financial statements
As part of the annual audit PricewaterhouseCoopers provides an Audit Plan report to the
Toronto Public Library Board The auditors will conduct their audit of the 2016 financial
statements pursuant to this plan
17
Audit Plan for the Year Ending December 31 2016 2
COMMENTS
Attached is PricewaterhouseCoopersrsquo Audit Plan for the Library which summarizes their
view on audit risks the nature extent and timing of the audit work and the terms of
engagement
On completion of the audit PricewaterhouseCoopers will issue the Audited Financial
Statements and a Year-End Report to the Board that will provide key matters for
discussion significant audit accounting and financial reporting matters summary of
unadjusted and adjusted items other required communications internal control
recommendations and a confirmation of auditor independence
Work on the interim audit was completed in October 2016 and the year-end audit is
expected to be completed by March 2016
CONTACT
Larry Hughsam Director Finance amp Treasurer Tel 416-397-5946
E-mail lhughsamtorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Board ndash Audit Plan for the year ending
December 31 2016
wwwpwccomca
Audit planfor the yearendingDecember31 2016
Toronto PublicLibrary Board
pwc
pwc
October 28 2016
Members of the BoardToronto Public Library Board
Dear Members of the Board
We are pleased to present an overview of our audit plan for the 2016 audit of the financial statementsof Toronto Public Library Board (the Library) prepared in accordance with Canadian Public SectorAccounting Standards (PSAS) (referred to as the ldquofinancial statementsrdquo from now on)
This overview includes our view on audit risks and the nature extent and timing of our audit work
We value your feedback and if you have any questions about the identified risks and our audit approachplease do not hesitate to contact the undersigned at (416) 228-1922
Yours very truly
Tern McUnnonPartnerRisk Assurance Services
cc Mr Larry Hughsam Director Finance and Treasurer
PricewatcrhouseCoopers UPnyC Tower i8 York Street Suite 2600 Toronto Ontario Canada M oB2T +1 416 8631133 F +1 416 365 8215 wwwpwccomca
lsquoPwt relera to Pdcewatethousetoopers LLP an Ontario limiled liabiLity paruiership
Toronto Public Library Board Audit plan for the year ending December 31 2016
Communications to the Board
Key mattersfor Commentsdiscussion
Client service team Tern McKinnon is your engagement leader and Julianne Cooke is your engagementmanager
Service deliverables We will audit the Libraryrsquos financial statements as of December 31 2016 and for theyear then ending prepared in accordance with PSAS
Our engagement letter which has been signed by the City of Toronto sets out theterms and conditions for our engagement as the independent auditor of the Libraryfor the above-mentioned year In addition our engagement letter outlines ourresponsibilities as the auditor and the responsibilities of management
Audit timeline We worked with management to develop this project timelinemdash Interim visit October 17-21 2016mdash Year-end visit March20 mdash March 31 2017mdash Clearance meeting with management To be confirmedmdash Deliveryfiling of financial statements To be confirmed
Audit approach Our audit approach is a mixture of tests of internal controls and substantive testingOur audit approach is designed to allow us to execute a quality and efficient auditWe do this byi gaining an understanding of the business by focusing on new developments
and key business issues affecting the Library as well as managementrsquosmonitoring of controls and business processes
ii identiring significant audit risks sharing our perspectives obtaining yourfeedback and ensuring our audit is tailored to these risks
iii using well-reasoned professional judgment especially in areas that aresubjective or require estimates and
iv leveraging reliance where possible on the Libraryrsquos internal controls andinformation technology and data systems
In the current year our planned work will include testing of key controls in thefollowing areasmdash Purchases payables and disbursementsmdash Payroll
All other areas will be subject to tests of detail
Significant risks are risks of material misstatement that we think need special auditconsideration We identified several significant audit risks and plan to address themas follows Please let us know if you agree that these are the most significant risksfrom your point of view and if you have any other areas of concern
PwC I
Toronto Public Library Board Audit plan for the year ending December 31 2016
Significant risk to Managementrsquos response and our audit approachdiscuss
Risk of management Accounting regulatory authorities require that the risk of material misstatement dueoverride of controls to management override of controls be considered a significant risk on every audit
engagement
This represents the risk that internal controls at the Library maybe circumvented toachieve desired financial results or gain inappropriate access to financial resources
In order to address this risk we will perform the followingbull All non-routine journal entries are reviewed and approved by the appropriate
level of managementbull We will review manual journal entries focusing on large and unusual entriesbull We will review accounting estimates for biases that could result in material
misstatementbull We will incorporate unpredictable procedures in the audit approach
Risk of fraud in revenue The risk of fraud in revenue recognition is a presumed significant risk underrecognition Canadian Auditing Standards We will assess this risk through the consideration of
the Libraryrsquos revenue recognition policies the incentivepressure to fraudulentlymisstate revenue and the potential opportunity
In order to address this risk we will perform the following
bull Update our understanding of managementrsquos processes and internal controlssurrounding revenue recognition
bull Obtain confirmations from the City of Toronto for subsidies received duringthe year
bull Test significant revenue streams through testing a sample of transactions tosupporting documents
Materiality Misstatements are considered to be material if they could reasonably be expected toinfluence the economic decisions of users of the financial statements We have set apreliminanrsquo materialihrsquo of S6i6oooo We will report unadjusted and adjusted itemsover S6i6ooo to the Board on completion of the audit
Fraud risk We discuss fraud risk annually with the Board Through our planning process (andprior yearsrsquo audits) we developed an understanding of your oversight processesincluding
Employee code of ethicsmdash Discussion at Board meetings and our attendance at those meetings or
reviewing minutes of meetingsmdash Presentations by management including business performance reviewsmdash Signing authorities
Are there any new processes or changes to the items above that we should be awareoP
We are not aware of any fraud Are you aware of instances of any actual suspected or
____________________________
alleged fraud affecting the Library
PwC 2
Toronto Public Ubrary Board Audit plan for the year ending December 31 2016
The matters raised In this and other reports that will flow from the audit are only those that have come to our attention arising from or relevant toour audit that we believe need to be brought to your attention They are not a comprehensive record of all the matters arising and in particularwe cannot be held responsible for reporting all risks in your business or all internal control weaknesses This report has been prepared solely foryour use It was not prepared or intended for any other purpose No other person or entity shall place any reliance upon the accuracy orcompleteness of statements made herein PwC does not assume responsibility to any third party and in no event shall PwC have any liabilityfor damages costs or losses suffered by reason of any reliance upon the contents of this report by any person or entity other than you
PwC 3
copy 2015 PricewaterhouseCoopers LLP an Ontario limited liability partnership All rights reserved
Board Resolutions ndash Status Report 1
STAFF REPORT INFORMATION ONLY
Board Resolutions ndash Status Report
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report lists the status of outstanding Toronto Public Library Board resolutions
BACKGROUND INFORMATION
At the April 2 2012 meeting the Toronto Public Library Board approved the inclusion of
Board Resolutions ndash 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 ndash Status Report ndash November 21 2016
18
1
STATUS REPORT
TORONTO PUBLIC LIBRARY BOARD RESOLUTIONS
AS AT NOVEMBER 21 2016
DATE OF
MEETING
MOTION
(Ref Minute )
STATUS
TARGET
DATE
Sep 8 2014 14-150 ndash Notice of Motion Funding and Timing of
PerthDupont Branch Relocation
5 requests that the local City Councillor consult
with the local community and make a
recommendation to the Board for a new name for
the relocated branch (which will no longer be
located at the corner of Perth and Dupont)
IN PROGRESS Staff to bring a recommendation to
the Board for a new name for the relocated branch to
the Board for approval
To be
determined
Feb 22 2016 16-040 ndash Naming Opportunity ndash Daniel Grafton
Hill III
2 requests staff to provide updates to the
Toronto Public Library Board on this
initiative at strategic intervals
IN PROGRESS This initiative is dependent on a
future branch capital project and consultation
process
To be
determined
Oct 24 2016 16-193 ndash Toronto Public Library Board ndash Self-
Evaluation
2 conducts a pilot self-evaluation during the
month of November 2016 and discusses the
results of the evaluation at the January 2017
meeting
IN PROGRESS A report is expected to be provided
at the January 2017 meeting
January 2017
meeting
Attachment 1
11
Strategic Plan 2016 ndash 2019 Balanced Scorecard
Accountability Framework
Reporting timeline
bull Annual work plan achievements will be reported
to the Board in a semi-annual status report in
June and year end
bull Overall achievements of the strategic plan will be
reported annually to the Board (eg first quarter
of 2017 for 2016) using a balanced scorecard and
presented visually using a dashboard
12
Accountability Framework
13
Accountability Framework
Logic Model
bull A logic model is a systematic and visual way to present the
relationships among the resources to operate a program the
planned activities and the changes or results you hope to
achieve
14
WK Kellogg Foundation Logic Model Development Guide 2004
Accountability Framework
Logic Models
bull A Strategic Plan 2016-2019 aligns 6 strategic priorities
with
Key activities
3 broad strategic outcomes
City of Torontorsquos key strategies
bull Plus a logic model for each of the 6 strategic priorities
15
16
Strategic Plan 2016-2019 Logic Model
17
Strategic Plan 2016-2019 Priority 2 Logic Model
18
Accountability Framework
Questions amp Discussion
19
20
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 1
STAFF REPORT ACTION REQUIRED
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report proposes revised meeting dates for the December 2016 and January 2017
meetings for Toronto Public Library Board approval
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves rescheduling the December 8 2016 Toronto Public Library Board meeting
to December 12 2016 and
2 approves rescheduling the January 23 2017 Toronto Public Library Board meeting to
January 30 2017
FINANCIAL IMPACT
There is no financial impact arising from this report
The Director Finance and Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
At the January 25 2016 meeting the Board approved the schedule for meetings in 2016
including December 8 2016
At the October 24 2016 meeting the Board was provided with the proposed schedule for
meetings in 2017 including January 23 2017 for approval at the January 2017 meeting
14
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 2
COMMENTS
Library staff have recently reviewed the Cityrsquos updated budget schedule The Library Board
meeting in December is not well aligned with the Cityrsquos schedule A later December date
would provide the Board with more opportunity to be informed and kept up-to-date on the
2017 budget as well as to participate in the process As a result the rescheduling of the
December 8 2016 meeting to Monday December 12 is being recommended Board
members were canvassed and quorum is attainable for a meeting on December 12 2016
As the same scenario is also a possibility for the proposed January 23 2017 meeting it is
recommended that the date be changed to January 30 2017
Key dates for the 2017 budget process are shown below
2017 Budget Timetable
Date Political Review TPL Board
2016
Nov 21 Board meeting
Dec 2 Budget Committee launch
Dec 12 (from 8) Board meeting
Dec 161920 (21) Budget Committee presentations
2017
Jan 5 910 Budget Committee public deputations
Jan 12 Budget Committee wrap-up
Jan 24 Budget Committee final
Jan 30 (from 23) Board meeting
Feb 7 Executive Committee
Feb 15 16 (17) Council approval
Feb 21 Board meeting
CONTACT
Nancy Marshall Library Board Officer City Librarianrsquos Office
Tel 416-393-7215 E-mail nmarshalltorontopubliclibraryca
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 3
SIGNATURE
______________________________
Vickery Bowles
City Librarian
Holiday Closures 2017 and January 2018 1
STAFF REPORT ACTION REQUIRED
Holiday Closures 2017 and January 2018
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The purpose of this report is to recommend and receive Toronto Public Library Board
approval for the schedule of holiday closures for 2017 and January 2018
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves the schedule of holiday closures for 2017 and January 2018 as provided
in Attachment 1
FINANCIAL IMPACT
There is no financial impact to the 2017 operating budget arising from the
recommendation in this report The recommended closures are included in the proposed
2017 operating budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
Where Library Board approval is required to establish holiday closures the matter comes
before the Board in the preceding year to ensure adequate notice to the public and staff
COMMENTS
At its meeting on October 26 2015 the Library Board approved the Library closure for
New Yearrsquos Day 2017 on Monday January 2 2017
15
Holiday Closures 2017 and January 2018 2
The Library is open for regular service on Remembrance Day Saturday November 11
2017
The Library will be closed on Monday December 25 2017 for Christmas Day and
Tuesday December 26 2017 for Boxing Day
In 2018 New Yearrsquos Day falls on a Monday and the Library will be closed
All full-time employees whose scheduled day off falls on a holiday closure are
compensated with a day in lieu to be taken at another agreed upon time
It is the practice of the Library to close on the Sundays adjacent to public holidays with
the exception of Family Day
The schedule of holiday closures for 2017 and January 2018 is provided in Attachment 1
CONTACT
Dan Keon Director Human Resources Tel 416-395-5850
E-mail dkeontorontopubliclibraryca
SIGNATURE
_____________________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Holiday Closures 2017 and January 2018
Toronto Public Library Holiday Closures 2017 and January 2018
Sunday January 1 2017 New Yearrsquos Day Closed
Monday January 2 2017 For New Yearrsquos Day Closed
Monday February 20 2017 Family Day Closed
Friday April 14 2017 Good Friday Closed
Sunday April 16 2017 Easter Sunday Closed
Monday April 17 2017 Easter Monday Closed
Monday May 22 2017 Victoria Day Closed
Saturday July 1 2017 Canada Day Closed
Monday August 7 2017 Civic Holiday (Simcoe Day) Closed
Monday September 4 2017 Labour Day Closed
Monday October 9 2017 Thanksgiving Day Closed
Sunday December 24 2017 Christmas Eve Closed
Monday December 25 2017 Christmas Day Closed
Tuesday December 26 2017 Boxing Day Closed
Sunday December 31 2017 New Yearrsquos Eve Closed
Monday January 1 2018 New Yearrsquos Day Closed
New Yearrsquos Day 2017 closure approved by the Library Board on October 26 2015
Attachment 1
Audit Plan for the Year Ending December 31 2016 1
STAFF REPORT INFORMATION ONLY
Audit Plan for the Year Ending December 31 2016
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The attached report from PricewaterhouseCoopers the external auditors summarizes the
planning for their audit of the 2016 financial statements for the Toronto Public Library
Board
FINANCIAL IMPACT
The proposed audit fee of $25000 inclusive of expenses and exclusive of Harmonized
Sales Tax (2015 ndash $25000) is included in the 2016 operating budget It is important to
note that the audit fee does not include extra audit work that may be required due to
scope changes and PricewaterhouseCoopers will advise management as soon as possible
if this were to happen
This is the second year of a five-year audit contract that the City has negotiated The fee
will remain unchanged for the duration of the contract
ISSUE BACKGROUND
Under Section 139 of the City of Toronto Act 2006 the City is required to appoint an
auditor licensed under the Public Accounting Act 2004 who is responsible for annually
auditing the accounts and transactions of the City and its local boards and expressing an
opinion on the financial statements of these entities based on the audit
Council at its March 2015 meeting approved the recommendation of the Audit
Committee to appoint PricewaterhouseCoopers as the external auditor for the City and
Library The contract with PricewaterhouseCoopers is for five years ending with the
audit of the December 31 2019 financial statements
As part of the annual audit PricewaterhouseCoopers provides an Audit Plan report to the
Toronto Public Library Board The auditors will conduct their audit of the 2016 financial
statements pursuant to this plan
17
Audit Plan for the Year Ending December 31 2016 2
COMMENTS
Attached is PricewaterhouseCoopersrsquo Audit Plan for the Library which summarizes their
view on audit risks the nature extent and timing of the audit work and the terms of
engagement
On completion of the audit PricewaterhouseCoopers will issue the Audited Financial
Statements and a Year-End Report to the Board that will provide key matters for
discussion significant audit accounting and financial reporting matters summary of
unadjusted and adjusted items other required communications internal control
recommendations and a confirmation of auditor independence
Work on the interim audit was completed in October 2016 and the year-end audit is
expected to be completed by March 2016
CONTACT
Larry Hughsam Director Finance amp Treasurer Tel 416-397-5946
E-mail lhughsamtorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Board ndash Audit Plan for the year ending
December 31 2016
wwwpwccomca
Audit planfor the yearendingDecember31 2016
Toronto PublicLibrary Board
pwc
pwc
October 28 2016
Members of the BoardToronto Public Library Board
Dear Members of the Board
We are pleased to present an overview of our audit plan for the 2016 audit of the financial statementsof Toronto Public Library Board (the Library) prepared in accordance with Canadian Public SectorAccounting Standards (PSAS) (referred to as the ldquofinancial statementsrdquo from now on)
This overview includes our view on audit risks and the nature extent and timing of our audit work
We value your feedback and if you have any questions about the identified risks and our audit approachplease do not hesitate to contact the undersigned at (416) 228-1922
Yours very truly
Tern McUnnonPartnerRisk Assurance Services
cc Mr Larry Hughsam Director Finance and Treasurer
PricewatcrhouseCoopers UPnyC Tower i8 York Street Suite 2600 Toronto Ontario Canada M oB2T +1 416 8631133 F +1 416 365 8215 wwwpwccomca
lsquoPwt relera to Pdcewatethousetoopers LLP an Ontario limiled liabiLity paruiership
Toronto Public Library Board Audit plan for the year ending December 31 2016
Communications to the Board
Key mattersfor Commentsdiscussion
Client service team Tern McKinnon is your engagement leader and Julianne Cooke is your engagementmanager
Service deliverables We will audit the Libraryrsquos financial statements as of December 31 2016 and for theyear then ending prepared in accordance with PSAS
Our engagement letter which has been signed by the City of Toronto sets out theterms and conditions for our engagement as the independent auditor of the Libraryfor the above-mentioned year In addition our engagement letter outlines ourresponsibilities as the auditor and the responsibilities of management
Audit timeline We worked with management to develop this project timelinemdash Interim visit October 17-21 2016mdash Year-end visit March20 mdash March 31 2017mdash Clearance meeting with management To be confirmedmdash Deliveryfiling of financial statements To be confirmed
Audit approach Our audit approach is a mixture of tests of internal controls and substantive testingOur audit approach is designed to allow us to execute a quality and efficient auditWe do this byi gaining an understanding of the business by focusing on new developments
and key business issues affecting the Library as well as managementrsquosmonitoring of controls and business processes
ii identiring significant audit risks sharing our perspectives obtaining yourfeedback and ensuring our audit is tailored to these risks
iii using well-reasoned professional judgment especially in areas that aresubjective or require estimates and
iv leveraging reliance where possible on the Libraryrsquos internal controls andinformation technology and data systems
In the current year our planned work will include testing of key controls in thefollowing areasmdash Purchases payables and disbursementsmdash Payroll
All other areas will be subject to tests of detail
Significant risks are risks of material misstatement that we think need special auditconsideration We identified several significant audit risks and plan to address themas follows Please let us know if you agree that these are the most significant risksfrom your point of view and if you have any other areas of concern
PwC I
Toronto Public Library Board Audit plan for the year ending December 31 2016
Significant risk to Managementrsquos response and our audit approachdiscuss
Risk of management Accounting regulatory authorities require that the risk of material misstatement dueoverride of controls to management override of controls be considered a significant risk on every audit
engagement
This represents the risk that internal controls at the Library maybe circumvented toachieve desired financial results or gain inappropriate access to financial resources
In order to address this risk we will perform the followingbull All non-routine journal entries are reviewed and approved by the appropriate
level of managementbull We will review manual journal entries focusing on large and unusual entriesbull We will review accounting estimates for biases that could result in material
misstatementbull We will incorporate unpredictable procedures in the audit approach
Risk of fraud in revenue The risk of fraud in revenue recognition is a presumed significant risk underrecognition Canadian Auditing Standards We will assess this risk through the consideration of
the Libraryrsquos revenue recognition policies the incentivepressure to fraudulentlymisstate revenue and the potential opportunity
In order to address this risk we will perform the following
bull Update our understanding of managementrsquos processes and internal controlssurrounding revenue recognition
bull Obtain confirmations from the City of Toronto for subsidies received duringthe year
bull Test significant revenue streams through testing a sample of transactions tosupporting documents
Materiality Misstatements are considered to be material if they could reasonably be expected toinfluence the economic decisions of users of the financial statements We have set apreliminanrsquo materialihrsquo of S6i6oooo We will report unadjusted and adjusted itemsover S6i6ooo to the Board on completion of the audit
Fraud risk We discuss fraud risk annually with the Board Through our planning process (andprior yearsrsquo audits) we developed an understanding of your oversight processesincluding
Employee code of ethicsmdash Discussion at Board meetings and our attendance at those meetings or
reviewing minutes of meetingsmdash Presentations by management including business performance reviewsmdash Signing authorities
Are there any new processes or changes to the items above that we should be awareoP
We are not aware of any fraud Are you aware of instances of any actual suspected or
____________________________
alleged fraud affecting the Library
PwC 2
Toronto Public Ubrary Board Audit plan for the year ending December 31 2016
The matters raised In this and other reports that will flow from the audit are only those that have come to our attention arising from or relevant toour audit that we believe need to be brought to your attention They are not a comprehensive record of all the matters arising and in particularwe cannot be held responsible for reporting all risks in your business or all internal control weaknesses This report has been prepared solely foryour use It was not prepared or intended for any other purpose No other person or entity shall place any reliance upon the accuracy orcompleteness of statements made herein PwC does not assume responsibility to any third party and in no event shall PwC have any liabilityfor damages costs or losses suffered by reason of any reliance upon the contents of this report by any person or entity other than you
PwC 3
copy 2015 PricewaterhouseCoopers LLP an Ontario limited liability partnership All rights reserved
Board Resolutions ndash Status Report 1
STAFF REPORT INFORMATION ONLY
Board Resolutions ndash Status Report
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report lists the status of outstanding Toronto Public Library Board resolutions
BACKGROUND INFORMATION
At the April 2 2012 meeting the Toronto Public Library Board approved the inclusion of
Board Resolutions ndash 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 ndash Status Report ndash November 21 2016
18
1
STATUS REPORT
TORONTO PUBLIC LIBRARY BOARD RESOLUTIONS
AS AT NOVEMBER 21 2016
DATE OF
MEETING
MOTION
(Ref Minute )
STATUS
TARGET
DATE
Sep 8 2014 14-150 ndash Notice of Motion Funding and Timing of
PerthDupont Branch Relocation
5 requests that the local City Councillor consult
with the local community and make a
recommendation to the Board for a new name for
the relocated branch (which will no longer be
located at the corner of Perth and Dupont)
IN PROGRESS Staff to bring a recommendation to
the Board for a new name for the relocated branch to
the Board for approval
To be
determined
Feb 22 2016 16-040 ndash Naming Opportunity ndash Daniel Grafton
Hill III
2 requests staff to provide updates to the
Toronto Public Library Board on this
initiative at strategic intervals
IN PROGRESS This initiative is dependent on a
future branch capital project and consultation
process
To be
determined
Oct 24 2016 16-193 ndash Toronto Public Library Board ndash Self-
Evaluation
2 conducts a pilot self-evaluation during the
month of November 2016 and discusses the
results of the evaluation at the January 2017
meeting
IN PROGRESS A report is expected to be provided
at the January 2017 meeting
January 2017
meeting
Attachment 1
Accountability Framework
Reporting timeline
bull Annual work plan achievements will be reported
to the Board in a semi-annual status report in
June and year end
bull Overall achievements of the strategic plan will be
reported annually to the Board (eg first quarter
of 2017 for 2016) using a balanced scorecard and
presented visually using a dashboard
12
Accountability Framework
13
Accountability Framework
Logic Model
bull A logic model is a systematic and visual way to present the
relationships among the resources to operate a program the
planned activities and the changes or results you hope to
achieve
14
WK Kellogg Foundation Logic Model Development Guide 2004
Accountability Framework
Logic Models
bull A Strategic Plan 2016-2019 aligns 6 strategic priorities
with
Key activities
3 broad strategic outcomes
City of Torontorsquos key strategies
bull Plus a logic model for each of the 6 strategic priorities
15
16
Strategic Plan 2016-2019 Logic Model
17
Strategic Plan 2016-2019 Priority 2 Logic Model
18
Accountability Framework
Questions amp Discussion
19
20
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 1
STAFF REPORT ACTION REQUIRED
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report proposes revised meeting dates for the December 2016 and January 2017
meetings for Toronto Public Library Board approval
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves rescheduling the December 8 2016 Toronto Public Library Board meeting
to December 12 2016 and
2 approves rescheduling the January 23 2017 Toronto Public Library Board meeting to
January 30 2017
FINANCIAL IMPACT
There is no financial impact arising from this report
The Director Finance and Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
At the January 25 2016 meeting the Board approved the schedule for meetings in 2016
including December 8 2016
At the October 24 2016 meeting the Board was provided with the proposed schedule for
meetings in 2017 including January 23 2017 for approval at the January 2017 meeting
14
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 2
COMMENTS
Library staff have recently reviewed the Cityrsquos updated budget schedule The Library Board
meeting in December is not well aligned with the Cityrsquos schedule A later December date
would provide the Board with more opportunity to be informed and kept up-to-date on the
2017 budget as well as to participate in the process As a result the rescheduling of the
December 8 2016 meeting to Monday December 12 is being recommended Board
members were canvassed and quorum is attainable for a meeting on December 12 2016
As the same scenario is also a possibility for the proposed January 23 2017 meeting it is
recommended that the date be changed to January 30 2017
Key dates for the 2017 budget process are shown below
2017 Budget Timetable
Date Political Review TPL Board
2016
Nov 21 Board meeting
Dec 2 Budget Committee launch
Dec 12 (from 8) Board meeting
Dec 161920 (21) Budget Committee presentations
2017
Jan 5 910 Budget Committee public deputations
Jan 12 Budget Committee wrap-up
Jan 24 Budget Committee final
Jan 30 (from 23) Board meeting
Feb 7 Executive Committee
Feb 15 16 (17) Council approval
Feb 21 Board meeting
CONTACT
Nancy Marshall Library Board Officer City Librarianrsquos Office
Tel 416-393-7215 E-mail nmarshalltorontopubliclibraryca
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 3
SIGNATURE
______________________________
Vickery Bowles
City Librarian
Holiday Closures 2017 and January 2018 1
STAFF REPORT ACTION REQUIRED
Holiday Closures 2017 and January 2018
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The purpose of this report is to recommend and receive Toronto Public Library Board
approval for the schedule of holiday closures for 2017 and January 2018
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves the schedule of holiday closures for 2017 and January 2018 as provided
in Attachment 1
FINANCIAL IMPACT
There is no financial impact to the 2017 operating budget arising from the
recommendation in this report The recommended closures are included in the proposed
2017 operating budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
Where Library Board approval is required to establish holiday closures the matter comes
before the Board in the preceding year to ensure adequate notice to the public and staff
COMMENTS
At its meeting on October 26 2015 the Library Board approved the Library closure for
New Yearrsquos Day 2017 on Monday January 2 2017
15
Holiday Closures 2017 and January 2018 2
The Library is open for regular service on Remembrance Day Saturday November 11
2017
The Library will be closed on Monday December 25 2017 for Christmas Day and
Tuesday December 26 2017 for Boxing Day
In 2018 New Yearrsquos Day falls on a Monday and the Library will be closed
All full-time employees whose scheduled day off falls on a holiday closure are
compensated with a day in lieu to be taken at another agreed upon time
It is the practice of the Library to close on the Sundays adjacent to public holidays with
the exception of Family Day
The schedule of holiday closures for 2017 and January 2018 is provided in Attachment 1
CONTACT
Dan Keon Director Human Resources Tel 416-395-5850
E-mail dkeontorontopubliclibraryca
SIGNATURE
_____________________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Holiday Closures 2017 and January 2018
Toronto Public Library Holiday Closures 2017 and January 2018
Sunday January 1 2017 New Yearrsquos Day Closed
Monday January 2 2017 For New Yearrsquos Day Closed
Monday February 20 2017 Family Day Closed
Friday April 14 2017 Good Friday Closed
Sunday April 16 2017 Easter Sunday Closed
Monday April 17 2017 Easter Monday Closed
Monday May 22 2017 Victoria Day Closed
Saturday July 1 2017 Canada Day Closed
Monday August 7 2017 Civic Holiday (Simcoe Day) Closed
Monday September 4 2017 Labour Day Closed
Monday October 9 2017 Thanksgiving Day Closed
Sunday December 24 2017 Christmas Eve Closed
Monday December 25 2017 Christmas Day Closed
Tuesday December 26 2017 Boxing Day Closed
Sunday December 31 2017 New Yearrsquos Eve Closed
Monday January 1 2018 New Yearrsquos Day Closed
New Yearrsquos Day 2017 closure approved by the Library Board on October 26 2015
Attachment 1
Audit Plan for the Year Ending December 31 2016 1
STAFF REPORT INFORMATION ONLY
Audit Plan for the Year Ending December 31 2016
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The attached report from PricewaterhouseCoopers the external auditors summarizes the
planning for their audit of the 2016 financial statements for the Toronto Public Library
Board
FINANCIAL IMPACT
The proposed audit fee of $25000 inclusive of expenses and exclusive of Harmonized
Sales Tax (2015 ndash $25000) is included in the 2016 operating budget It is important to
note that the audit fee does not include extra audit work that may be required due to
scope changes and PricewaterhouseCoopers will advise management as soon as possible
if this were to happen
This is the second year of a five-year audit contract that the City has negotiated The fee
will remain unchanged for the duration of the contract
ISSUE BACKGROUND
Under Section 139 of the City of Toronto Act 2006 the City is required to appoint an
auditor licensed under the Public Accounting Act 2004 who is responsible for annually
auditing the accounts and transactions of the City and its local boards and expressing an
opinion on the financial statements of these entities based on the audit
Council at its March 2015 meeting approved the recommendation of the Audit
Committee to appoint PricewaterhouseCoopers as the external auditor for the City and
Library The contract with PricewaterhouseCoopers is for five years ending with the
audit of the December 31 2019 financial statements
As part of the annual audit PricewaterhouseCoopers provides an Audit Plan report to the
Toronto Public Library Board The auditors will conduct their audit of the 2016 financial
statements pursuant to this plan
17
Audit Plan for the Year Ending December 31 2016 2
COMMENTS
Attached is PricewaterhouseCoopersrsquo Audit Plan for the Library which summarizes their
view on audit risks the nature extent and timing of the audit work and the terms of
engagement
On completion of the audit PricewaterhouseCoopers will issue the Audited Financial
Statements and a Year-End Report to the Board that will provide key matters for
discussion significant audit accounting and financial reporting matters summary of
unadjusted and adjusted items other required communications internal control
recommendations and a confirmation of auditor independence
Work on the interim audit was completed in October 2016 and the year-end audit is
expected to be completed by March 2016
CONTACT
Larry Hughsam Director Finance amp Treasurer Tel 416-397-5946
E-mail lhughsamtorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Board ndash Audit Plan for the year ending
December 31 2016
wwwpwccomca
Audit planfor the yearendingDecember31 2016
Toronto PublicLibrary Board
pwc
pwc
October 28 2016
Members of the BoardToronto Public Library Board
Dear Members of the Board
We are pleased to present an overview of our audit plan for the 2016 audit of the financial statementsof Toronto Public Library Board (the Library) prepared in accordance with Canadian Public SectorAccounting Standards (PSAS) (referred to as the ldquofinancial statementsrdquo from now on)
This overview includes our view on audit risks and the nature extent and timing of our audit work
We value your feedback and if you have any questions about the identified risks and our audit approachplease do not hesitate to contact the undersigned at (416) 228-1922
Yours very truly
Tern McUnnonPartnerRisk Assurance Services
cc Mr Larry Hughsam Director Finance and Treasurer
PricewatcrhouseCoopers UPnyC Tower i8 York Street Suite 2600 Toronto Ontario Canada M oB2T +1 416 8631133 F +1 416 365 8215 wwwpwccomca
lsquoPwt relera to Pdcewatethousetoopers LLP an Ontario limiled liabiLity paruiership
Toronto Public Library Board Audit plan for the year ending December 31 2016
Communications to the Board
Key mattersfor Commentsdiscussion
Client service team Tern McKinnon is your engagement leader and Julianne Cooke is your engagementmanager
Service deliverables We will audit the Libraryrsquos financial statements as of December 31 2016 and for theyear then ending prepared in accordance with PSAS
Our engagement letter which has been signed by the City of Toronto sets out theterms and conditions for our engagement as the independent auditor of the Libraryfor the above-mentioned year In addition our engagement letter outlines ourresponsibilities as the auditor and the responsibilities of management
Audit timeline We worked with management to develop this project timelinemdash Interim visit October 17-21 2016mdash Year-end visit March20 mdash March 31 2017mdash Clearance meeting with management To be confirmedmdash Deliveryfiling of financial statements To be confirmed
Audit approach Our audit approach is a mixture of tests of internal controls and substantive testingOur audit approach is designed to allow us to execute a quality and efficient auditWe do this byi gaining an understanding of the business by focusing on new developments
and key business issues affecting the Library as well as managementrsquosmonitoring of controls and business processes
ii identiring significant audit risks sharing our perspectives obtaining yourfeedback and ensuring our audit is tailored to these risks
iii using well-reasoned professional judgment especially in areas that aresubjective or require estimates and
iv leveraging reliance where possible on the Libraryrsquos internal controls andinformation technology and data systems
In the current year our planned work will include testing of key controls in thefollowing areasmdash Purchases payables and disbursementsmdash Payroll
All other areas will be subject to tests of detail
Significant risks are risks of material misstatement that we think need special auditconsideration We identified several significant audit risks and plan to address themas follows Please let us know if you agree that these are the most significant risksfrom your point of view and if you have any other areas of concern
PwC I
Toronto Public Library Board Audit plan for the year ending December 31 2016
Significant risk to Managementrsquos response and our audit approachdiscuss
Risk of management Accounting regulatory authorities require that the risk of material misstatement dueoverride of controls to management override of controls be considered a significant risk on every audit
engagement
This represents the risk that internal controls at the Library maybe circumvented toachieve desired financial results or gain inappropriate access to financial resources
In order to address this risk we will perform the followingbull All non-routine journal entries are reviewed and approved by the appropriate
level of managementbull We will review manual journal entries focusing on large and unusual entriesbull We will review accounting estimates for biases that could result in material
misstatementbull We will incorporate unpredictable procedures in the audit approach
Risk of fraud in revenue The risk of fraud in revenue recognition is a presumed significant risk underrecognition Canadian Auditing Standards We will assess this risk through the consideration of
the Libraryrsquos revenue recognition policies the incentivepressure to fraudulentlymisstate revenue and the potential opportunity
In order to address this risk we will perform the following
bull Update our understanding of managementrsquos processes and internal controlssurrounding revenue recognition
bull Obtain confirmations from the City of Toronto for subsidies received duringthe year
bull Test significant revenue streams through testing a sample of transactions tosupporting documents
Materiality Misstatements are considered to be material if they could reasonably be expected toinfluence the economic decisions of users of the financial statements We have set apreliminanrsquo materialihrsquo of S6i6oooo We will report unadjusted and adjusted itemsover S6i6ooo to the Board on completion of the audit
Fraud risk We discuss fraud risk annually with the Board Through our planning process (andprior yearsrsquo audits) we developed an understanding of your oversight processesincluding
Employee code of ethicsmdash Discussion at Board meetings and our attendance at those meetings or
reviewing minutes of meetingsmdash Presentations by management including business performance reviewsmdash Signing authorities
Are there any new processes or changes to the items above that we should be awareoP
We are not aware of any fraud Are you aware of instances of any actual suspected or
____________________________
alleged fraud affecting the Library
PwC 2
Toronto Public Ubrary Board Audit plan for the year ending December 31 2016
The matters raised In this and other reports that will flow from the audit are only those that have come to our attention arising from or relevant toour audit that we believe need to be brought to your attention They are not a comprehensive record of all the matters arising and in particularwe cannot be held responsible for reporting all risks in your business or all internal control weaknesses This report has been prepared solely foryour use It was not prepared or intended for any other purpose No other person or entity shall place any reliance upon the accuracy orcompleteness of statements made herein PwC does not assume responsibility to any third party and in no event shall PwC have any liabilityfor damages costs or losses suffered by reason of any reliance upon the contents of this report by any person or entity other than you
PwC 3
copy 2015 PricewaterhouseCoopers LLP an Ontario limited liability partnership All rights reserved
Board Resolutions ndash Status Report 1
STAFF REPORT INFORMATION ONLY
Board Resolutions ndash Status Report
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report lists the status of outstanding Toronto Public Library Board resolutions
BACKGROUND INFORMATION
At the April 2 2012 meeting the Toronto Public Library Board approved the inclusion of
Board Resolutions ndash 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 ndash Status Report ndash November 21 2016
18
1
STATUS REPORT
TORONTO PUBLIC LIBRARY BOARD RESOLUTIONS
AS AT NOVEMBER 21 2016
DATE OF
MEETING
MOTION
(Ref Minute )
STATUS
TARGET
DATE
Sep 8 2014 14-150 ndash Notice of Motion Funding and Timing of
PerthDupont Branch Relocation
5 requests that the local City Councillor consult
with the local community and make a
recommendation to the Board for a new name for
the relocated branch (which will no longer be
located at the corner of Perth and Dupont)
IN PROGRESS Staff to bring a recommendation to
the Board for a new name for the relocated branch to
the Board for approval
To be
determined
Feb 22 2016 16-040 ndash Naming Opportunity ndash Daniel Grafton
Hill III
2 requests staff to provide updates to the
Toronto Public Library Board on this
initiative at strategic intervals
IN PROGRESS This initiative is dependent on a
future branch capital project and consultation
process
To be
determined
Oct 24 2016 16-193 ndash Toronto Public Library Board ndash Self-
Evaluation
2 conducts a pilot self-evaluation during the
month of November 2016 and discusses the
results of the evaluation at the January 2017
meeting
IN PROGRESS A report is expected to be provided
at the January 2017 meeting
January 2017
meeting
Attachment 1
Accountability Framework
13
Accountability Framework
Logic Model
bull A logic model is a systematic and visual way to present the
relationships among the resources to operate a program the
planned activities and the changes or results you hope to
achieve
14
WK Kellogg Foundation Logic Model Development Guide 2004
Accountability Framework
Logic Models
bull A Strategic Plan 2016-2019 aligns 6 strategic priorities
with
Key activities
3 broad strategic outcomes
City of Torontorsquos key strategies
bull Plus a logic model for each of the 6 strategic priorities
15
16
Strategic Plan 2016-2019 Logic Model
17
Strategic Plan 2016-2019 Priority 2 Logic Model
18
Accountability Framework
Questions amp Discussion
19
20
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 1
STAFF REPORT ACTION REQUIRED
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report proposes revised meeting dates for the December 2016 and January 2017
meetings for Toronto Public Library Board approval
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves rescheduling the December 8 2016 Toronto Public Library Board meeting
to December 12 2016 and
2 approves rescheduling the January 23 2017 Toronto Public Library Board meeting to
January 30 2017
FINANCIAL IMPACT
There is no financial impact arising from this report
The Director Finance and Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
At the January 25 2016 meeting the Board approved the schedule for meetings in 2016
including December 8 2016
At the October 24 2016 meeting the Board was provided with the proposed schedule for
meetings in 2017 including January 23 2017 for approval at the January 2017 meeting
14
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 2
COMMENTS
Library staff have recently reviewed the Cityrsquos updated budget schedule The Library Board
meeting in December is not well aligned with the Cityrsquos schedule A later December date
would provide the Board with more opportunity to be informed and kept up-to-date on the
2017 budget as well as to participate in the process As a result the rescheduling of the
December 8 2016 meeting to Monday December 12 is being recommended Board
members were canvassed and quorum is attainable for a meeting on December 12 2016
As the same scenario is also a possibility for the proposed January 23 2017 meeting it is
recommended that the date be changed to January 30 2017
Key dates for the 2017 budget process are shown below
2017 Budget Timetable
Date Political Review TPL Board
2016
Nov 21 Board meeting
Dec 2 Budget Committee launch
Dec 12 (from 8) Board meeting
Dec 161920 (21) Budget Committee presentations
2017
Jan 5 910 Budget Committee public deputations
Jan 12 Budget Committee wrap-up
Jan 24 Budget Committee final
Jan 30 (from 23) Board meeting
Feb 7 Executive Committee
Feb 15 16 (17) Council approval
Feb 21 Board meeting
CONTACT
Nancy Marshall Library Board Officer City Librarianrsquos Office
Tel 416-393-7215 E-mail nmarshalltorontopubliclibraryca
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 3
SIGNATURE
______________________________
Vickery Bowles
City Librarian
Holiday Closures 2017 and January 2018 1
STAFF REPORT ACTION REQUIRED
Holiday Closures 2017 and January 2018
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The purpose of this report is to recommend and receive Toronto Public Library Board
approval for the schedule of holiday closures for 2017 and January 2018
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves the schedule of holiday closures for 2017 and January 2018 as provided
in Attachment 1
FINANCIAL IMPACT
There is no financial impact to the 2017 operating budget arising from the
recommendation in this report The recommended closures are included in the proposed
2017 operating budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
Where Library Board approval is required to establish holiday closures the matter comes
before the Board in the preceding year to ensure adequate notice to the public and staff
COMMENTS
At its meeting on October 26 2015 the Library Board approved the Library closure for
New Yearrsquos Day 2017 on Monday January 2 2017
15
Holiday Closures 2017 and January 2018 2
The Library is open for regular service on Remembrance Day Saturday November 11
2017
The Library will be closed on Monday December 25 2017 for Christmas Day and
Tuesday December 26 2017 for Boxing Day
In 2018 New Yearrsquos Day falls on a Monday and the Library will be closed
All full-time employees whose scheduled day off falls on a holiday closure are
compensated with a day in lieu to be taken at another agreed upon time
It is the practice of the Library to close on the Sundays adjacent to public holidays with
the exception of Family Day
The schedule of holiday closures for 2017 and January 2018 is provided in Attachment 1
CONTACT
Dan Keon Director Human Resources Tel 416-395-5850
E-mail dkeontorontopubliclibraryca
SIGNATURE
_____________________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Holiday Closures 2017 and January 2018
Toronto Public Library Holiday Closures 2017 and January 2018
Sunday January 1 2017 New Yearrsquos Day Closed
Monday January 2 2017 For New Yearrsquos Day Closed
Monday February 20 2017 Family Day Closed
Friday April 14 2017 Good Friday Closed
Sunday April 16 2017 Easter Sunday Closed
Monday April 17 2017 Easter Monday Closed
Monday May 22 2017 Victoria Day Closed
Saturday July 1 2017 Canada Day Closed
Monday August 7 2017 Civic Holiday (Simcoe Day) Closed
Monday September 4 2017 Labour Day Closed
Monday October 9 2017 Thanksgiving Day Closed
Sunday December 24 2017 Christmas Eve Closed
Monday December 25 2017 Christmas Day Closed
Tuesday December 26 2017 Boxing Day Closed
Sunday December 31 2017 New Yearrsquos Eve Closed
Monday January 1 2018 New Yearrsquos Day Closed
New Yearrsquos Day 2017 closure approved by the Library Board on October 26 2015
Attachment 1
Audit Plan for the Year Ending December 31 2016 1
STAFF REPORT INFORMATION ONLY
Audit Plan for the Year Ending December 31 2016
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The attached report from PricewaterhouseCoopers the external auditors summarizes the
planning for their audit of the 2016 financial statements for the Toronto Public Library
Board
FINANCIAL IMPACT
The proposed audit fee of $25000 inclusive of expenses and exclusive of Harmonized
Sales Tax (2015 ndash $25000) is included in the 2016 operating budget It is important to
note that the audit fee does not include extra audit work that may be required due to
scope changes and PricewaterhouseCoopers will advise management as soon as possible
if this were to happen
This is the second year of a five-year audit contract that the City has negotiated The fee
will remain unchanged for the duration of the contract
ISSUE BACKGROUND
Under Section 139 of the City of Toronto Act 2006 the City is required to appoint an
auditor licensed under the Public Accounting Act 2004 who is responsible for annually
auditing the accounts and transactions of the City and its local boards and expressing an
opinion on the financial statements of these entities based on the audit
Council at its March 2015 meeting approved the recommendation of the Audit
Committee to appoint PricewaterhouseCoopers as the external auditor for the City and
Library The contract with PricewaterhouseCoopers is for five years ending with the
audit of the December 31 2019 financial statements
As part of the annual audit PricewaterhouseCoopers provides an Audit Plan report to the
Toronto Public Library Board The auditors will conduct their audit of the 2016 financial
statements pursuant to this plan
17
Audit Plan for the Year Ending December 31 2016 2
COMMENTS
Attached is PricewaterhouseCoopersrsquo Audit Plan for the Library which summarizes their
view on audit risks the nature extent and timing of the audit work and the terms of
engagement
On completion of the audit PricewaterhouseCoopers will issue the Audited Financial
Statements and a Year-End Report to the Board that will provide key matters for
discussion significant audit accounting and financial reporting matters summary of
unadjusted and adjusted items other required communications internal control
recommendations and a confirmation of auditor independence
Work on the interim audit was completed in October 2016 and the year-end audit is
expected to be completed by March 2016
CONTACT
Larry Hughsam Director Finance amp Treasurer Tel 416-397-5946
E-mail lhughsamtorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Board ndash Audit Plan for the year ending
December 31 2016
wwwpwccomca
Audit planfor the yearendingDecember31 2016
Toronto PublicLibrary Board
pwc
pwc
October 28 2016
Members of the BoardToronto Public Library Board
Dear Members of the Board
We are pleased to present an overview of our audit plan for the 2016 audit of the financial statementsof Toronto Public Library Board (the Library) prepared in accordance with Canadian Public SectorAccounting Standards (PSAS) (referred to as the ldquofinancial statementsrdquo from now on)
This overview includes our view on audit risks and the nature extent and timing of our audit work
We value your feedback and if you have any questions about the identified risks and our audit approachplease do not hesitate to contact the undersigned at (416) 228-1922
Yours very truly
Tern McUnnonPartnerRisk Assurance Services
cc Mr Larry Hughsam Director Finance and Treasurer
PricewatcrhouseCoopers UPnyC Tower i8 York Street Suite 2600 Toronto Ontario Canada M oB2T +1 416 8631133 F +1 416 365 8215 wwwpwccomca
lsquoPwt relera to Pdcewatethousetoopers LLP an Ontario limiled liabiLity paruiership
Toronto Public Library Board Audit plan for the year ending December 31 2016
Communications to the Board
Key mattersfor Commentsdiscussion
Client service team Tern McKinnon is your engagement leader and Julianne Cooke is your engagementmanager
Service deliverables We will audit the Libraryrsquos financial statements as of December 31 2016 and for theyear then ending prepared in accordance with PSAS
Our engagement letter which has been signed by the City of Toronto sets out theterms and conditions for our engagement as the independent auditor of the Libraryfor the above-mentioned year In addition our engagement letter outlines ourresponsibilities as the auditor and the responsibilities of management
Audit timeline We worked with management to develop this project timelinemdash Interim visit October 17-21 2016mdash Year-end visit March20 mdash March 31 2017mdash Clearance meeting with management To be confirmedmdash Deliveryfiling of financial statements To be confirmed
Audit approach Our audit approach is a mixture of tests of internal controls and substantive testingOur audit approach is designed to allow us to execute a quality and efficient auditWe do this byi gaining an understanding of the business by focusing on new developments
and key business issues affecting the Library as well as managementrsquosmonitoring of controls and business processes
ii identiring significant audit risks sharing our perspectives obtaining yourfeedback and ensuring our audit is tailored to these risks
iii using well-reasoned professional judgment especially in areas that aresubjective or require estimates and
iv leveraging reliance where possible on the Libraryrsquos internal controls andinformation technology and data systems
In the current year our planned work will include testing of key controls in thefollowing areasmdash Purchases payables and disbursementsmdash Payroll
All other areas will be subject to tests of detail
Significant risks are risks of material misstatement that we think need special auditconsideration We identified several significant audit risks and plan to address themas follows Please let us know if you agree that these are the most significant risksfrom your point of view and if you have any other areas of concern
PwC I
Toronto Public Library Board Audit plan for the year ending December 31 2016
Significant risk to Managementrsquos response and our audit approachdiscuss
Risk of management Accounting regulatory authorities require that the risk of material misstatement dueoverride of controls to management override of controls be considered a significant risk on every audit
engagement
This represents the risk that internal controls at the Library maybe circumvented toachieve desired financial results or gain inappropriate access to financial resources
In order to address this risk we will perform the followingbull All non-routine journal entries are reviewed and approved by the appropriate
level of managementbull We will review manual journal entries focusing on large and unusual entriesbull We will review accounting estimates for biases that could result in material
misstatementbull We will incorporate unpredictable procedures in the audit approach
Risk of fraud in revenue The risk of fraud in revenue recognition is a presumed significant risk underrecognition Canadian Auditing Standards We will assess this risk through the consideration of
the Libraryrsquos revenue recognition policies the incentivepressure to fraudulentlymisstate revenue and the potential opportunity
In order to address this risk we will perform the following
bull Update our understanding of managementrsquos processes and internal controlssurrounding revenue recognition
bull Obtain confirmations from the City of Toronto for subsidies received duringthe year
bull Test significant revenue streams through testing a sample of transactions tosupporting documents
Materiality Misstatements are considered to be material if they could reasonably be expected toinfluence the economic decisions of users of the financial statements We have set apreliminanrsquo materialihrsquo of S6i6oooo We will report unadjusted and adjusted itemsover S6i6ooo to the Board on completion of the audit
Fraud risk We discuss fraud risk annually with the Board Through our planning process (andprior yearsrsquo audits) we developed an understanding of your oversight processesincluding
Employee code of ethicsmdash Discussion at Board meetings and our attendance at those meetings or
reviewing minutes of meetingsmdash Presentations by management including business performance reviewsmdash Signing authorities
Are there any new processes or changes to the items above that we should be awareoP
We are not aware of any fraud Are you aware of instances of any actual suspected or
____________________________
alleged fraud affecting the Library
PwC 2
Toronto Public Ubrary Board Audit plan for the year ending December 31 2016
The matters raised In this and other reports that will flow from the audit are only those that have come to our attention arising from or relevant toour audit that we believe need to be brought to your attention They are not a comprehensive record of all the matters arising and in particularwe cannot be held responsible for reporting all risks in your business or all internal control weaknesses This report has been prepared solely foryour use It was not prepared or intended for any other purpose No other person or entity shall place any reliance upon the accuracy orcompleteness of statements made herein PwC does not assume responsibility to any third party and in no event shall PwC have any liabilityfor damages costs or losses suffered by reason of any reliance upon the contents of this report by any person or entity other than you
PwC 3
copy 2015 PricewaterhouseCoopers LLP an Ontario limited liability partnership All rights reserved
Board Resolutions ndash Status Report 1
STAFF REPORT INFORMATION ONLY
Board Resolutions ndash Status Report
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report lists the status of outstanding Toronto Public Library Board resolutions
BACKGROUND INFORMATION
At the April 2 2012 meeting the Toronto Public Library Board approved the inclusion of
Board Resolutions ndash 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 ndash Status Report ndash November 21 2016
18
1
STATUS REPORT
TORONTO PUBLIC LIBRARY BOARD RESOLUTIONS
AS AT NOVEMBER 21 2016
DATE OF
MEETING
MOTION
(Ref Minute )
STATUS
TARGET
DATE
Sep 8 2014 14-150 ndash Notice of Motion Funding and Timing of
PerthDupont Branch Relocation
5 requests that the local City Councillor consult
with the local community and make a
recommendation to the Board for a new name for
the relocated branch (which will no longer be
located at the corner of Perth and Dupont)
IN PROGRESS Staff to bring a recommendation to
the Board for a new name for the relocated branch to
the Board for approval
To be
determined
Feb 22 2016 16-040 ndash Naming Opportunity ndash Daniel Grafton
Hill III
2 requests staff to provide updates to the
Toronto Public Library Board on this
initiative at strategic intervals
IN PROGRESS This initiative is dependent on a
future branch capital project and consultation
process
To be
determined
Oct 24 2016 16-193 ndash Toronto Public Library Board ndash Self-
Evaluation
2 conducts a pilot self-evaluation during the
month of November 2016 and discusses the
results of the evaluation at the January 2017
meeting
IN PROGRESS A report is expected to be provided
at the January 2017 meeting
January 2017
meeting
Attachment 1
Accountability Framework
Logic Model
bull A logic model is a systematic and visual way to present the
relationships among the resources to operate a program the
planned activities and the changes or results you hope to
achieve
14
WK Kellogg Foundation Logic Model Development Guide 2004
Accountability Framework
Logic Models
bull A Strategic Plan 2016-2019 aligns 6 strategic priorities
with
Key activities
3 broad strategic outcomes
City of Torontorsquos key strategies
bull Plus a logic model for each of the 6 strategic priorities
15
16
Strategic Plan 2016-2019 Logic Model
17
Strategic Plan 2016-2019 Priority 2 Logic Model
18
Accountability Framework
Questions amp Discussion
19
20
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 1
STAFF REPORT ACTION REQUIRED
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report proposes revised meeting dates for the December 2016 and January 2017
meetings for Toronto Public Library Board approval
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves rescheduling the December 8 2016 Toronto Public Library Board meeting
to December 12 2016 and
2 approves rescheduling the January 23 2017 Toronto Public Library Board meeting to
January 30 2017
FINANCIAL IMPACT
There is no financial impact arising from this report
The Director Finance and Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
At the January 25 2016 meeting the Board approved the schedule for meetings in 2016
including December 8 2016
At the October 24 2016 meeting the Board was provided with the proposed schedule for
meetings in 2017 including January 23 2017 for approval at the January 2017 meeting
14
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 2
COMMENTS
Library staff have recently reviewed the Cityrsquos updated budget schedule The Library Board
meeting in December is not well aligned with the Cityrsquos schedule A later December date
would provide the Board with more opportunity to be informed and kept up-to-date on the
2017 budget as well as to participate in the process As a result the rescheduling of the
December 8 2016 meeting to Monday December 12 is being recommended Board
members were canvassed and quorum is attainable for a meeting on December 12 2016
As the same scenario is also a possibility for the proposed January 23 2017 meeting it is
recommended that the date be changed to January 30 2017
Key dates for the 2017 budget process are shown below
2017 Budget Timetable
Date Political Review TPL Board
2016
Nov 21 Board meeting
Dec 2 Budget Committee launch
Dec 12 (from 8) Board meeting
Dec 161920 (21) Budget Committee presentations
2017
Jan 5 910 Budget Committee public deputations
Jan 12 Budget Committee wrap-up
Jan 24 Budget Committee final
Jan 30 (from 23) Board meeting
Feb 7 Executive Committee
Feb 15 16 (17) Council approval
Feb 21 Board meeting
CONTACT
Nancy Marshall Library Board Officer City Librarianrsquos Office
Tel 416-393-7215 E-mail nmarshalltorontopubliclibraryca
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 3
SIGNATURE
______________________________
Vickery Bowles
City Librarian
Holiday Closures 2017 and January 2018 1
STAFF REPORT ACTION REQUIRED
Holiday Closures 2017 and January 2018
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The purpose of this report is to recommend and receive Toronto Public Library Board
approval for the schedule of holiday closures for 2017 and January 2018
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves the schedule of holiday closures for 2017 and January 2018 as provided
in Attachment 1
FINANCIAL IMPACT
There is no financial impact to the 2017 operating budget arising from the
recommendation in this report The recommended closures are included in the proposed
2017 operating budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
Where Library Board approval is required to establish holiday closures the matter comes
before the Board in the preceding year to ensure adequate notice to the public and staff
COMMENTS
At its meeting on October 26 2015 the Library Board approved the Library closure for
New Yearrsquos Day 2017 on Monday January 2 2017
15
Holiday Closures 2017 and January 2018 2
The Library is open for regular service on Remembrance Day Saturday November 11
2017
The Library will be closed on Monday December 25 2017 for Christmas Day and
Tuesday December 26 2017 for Boxing Day
In 2018 New Yearrsquos Day falls on a Monday and the Library will be closed
All full-time employees whose scheduled day off falls on a holiday closure are
compensated with a day in lieu to be taken at another agreed upon time
It is the practice of the Library to close on the Sundays adjacent to public holidays with
the exception of Family Day
The schedule of holiday closures for 2017 and January 2018 is provided in Attachment 1
CONTACT
Dan Keon Director Human Resources Tel 416-395-5850
E-mail dkeontorontopubliclibraryca
SIGNATURE
_____________________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Holiday Closures 2017 and January 2018
Toronto Public Library Holiday Closures 2017 and January 2018
Sunday January 1 2017 New Yearrsquos Day Closed
Monday January 2 2017 For New Yearrsquos Day Closed
Monday February 20 2017 Family Day Closed
Friday April 14 2017 Good Friday Closed
Sunday April 16 2017 Easter Sunday Closed
Monday April 17 2017 Easter Monday Closed
Monday May 22 2017 Victoria Day Closed
Saturday July 1 2017 Canada Day Closed
Monday August 7 2017 Civic Holiday (Simcoe Day) Closed
Monday September 4 2017 Labour Day Closed
Monday October 9 2017 Thanksgiving Day Closed
Sunday December 24 2017 Christmas Eve Closed
Monday December 25 2017 Christmas Day Closed
Tuesday December 26 2017 Boxing Day Closed
Sunday December 31 2017 New Yearrsquos Eve Closed
Monday January 1 2018 New Yearrsquos Day Closed
New Yearrsquos Day 2017 closure approved by the Library Board on October 26 2015
Attachment 1
Audit Plan for the Year Ending December 31 2016 1
STAFF REPORT INFORMATION ONLY
Audit Plan for the Year Ending December 31 2016
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The attached report from PricewaterhouseCoopers the external auditors summarizes the
planning for their audit of the 2016 financial statements for the Toronto Public Library
Board
FINANCIAL IMPACT
The proposed audit fee of $25000 inclusive of expenses and exclusive of Harmonized
Sales Tax (2015 ndash $25000) is included in the 2016 operating budget It is important to
note that the audit fee does not include extra audit work that may be required due to
scope changes and PricewaterhouseCoopers will advise management as soon as possible
if this were to happen
This is the second year of a five-year audit contract that the City has negotiated The fee
will remain unchanged for the duration of the contract
ISSUE BACKGROUND
Under Section 139 of the City of Toronto Act 2006 the City is required to appoint an
auditor licensed under the Public Accounting Act 2004 who is responsible for annually
auditing the accounts and transactions of the City and its local boards and expressing an
opinion on the financial statements of these entities based on the audit
Council at its March 2015 meeting approved the recommendation of the Audit
Committee to appoint PricewaterhouseCoopers as the external auditor for the City and
Library The contract with PricewaterhouseCoopers is for five years ending with the
audit of the December 31 2019 financial statements
As part of the annual audit PricewaterhouseCoopers provides an Audit Plan report to the
Toronto Public Library Board The auditors will conduct their audit of the 2016 financial
statements pursuant to this plan
17
Audit Plan for the Year Ending December 31 2016 2
COMMENTS
Attached is PricewaterhouseCoopersrsquo Audit Plan for the Library which summarizes their
view on audit risks the nature extent and timing of the audit work and the terms of
engagement
On completion of the audit PricewaterhouseCoopers will issue the Audited Financial
Statements and a Year-End Report to the Board that will provide key matters for
discussion significant audit accounting and financial reporting matters summary of
unadjusted and adjusted items other required communications internal control
recommendations and a confirmation of auditor independence
Work on the interim audit was completed in October 2016 and the year-end audit is
expected to be completed by March 2016
CONTACT
Larry Hughsam Director Finance amp Treasurer Tel 416-397-5946
E-mail lhughsamtorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Board ndash Audit Plan for the year ending
December 31 2016
wwwpwccomca
Audit planfor the yearendingDecember31 2016
Toronto PublicLibrary Board
pwc
pwc
October 28 2016
Members of the BoardToronto Public Library Board
Dear Members of the Board
We are pleased to present an overview of our audit plan for the 2016 audit of the financial statementsof Toronto Public Library Board (the Library) prepared in accordance with Canadian Public SectorAccounting Standards (PSAS) (referred to as the ldquofinancial statementsrdquo from now on)
This overview includes our view on audit risks and the nature extent and timing of our audit work
We value your feedback and if you have any questions about the identified risks and our audit approachplease do not hesitate to contact the undersigned at (416) 228-1922
Yours very truly
Tern McUnnonPartnerRisk Assurance Services
cc Mr Larry Hughsam Director Finance and Treasurer
PricewatcrhouseCoopers UPnyC Tower i8 York Street Suite 2600 Toronto Ontario Canada M oB2T +1 416 8631133 F +1 416 365 8215 wwwpwccomca
lsquoPwt relera to Pdcewatethousetoopers LLP an Ontario limiled liabiLity paruiership
Toronto Public Library Board Audit plan for the year ending December 31 2016
Communications to the Board
Key mattersfor Commentsdiscussion
Client service team Tern McKinnon is your engagement leader and Julianne Cooke is your engagementmanager
Service deliverables We will audit the Libraryrsquos financial statements as of December 31 2016 and for theyear then ending prepared in accordance with PSAS
Our engagement letter which has been signed by the City of Toronto sets out theterms and conditions for our engagement as the independent auditor of the Libraryfor the above-mentioned year In addition our engagement letter outlines ourresponsibilities as the auditor and the responsibilities of management
Audit timeline We worked with management to develop this project timelinemdash Interim visit October 17-21 2016mdash Year-end visit March20 mdash March 31 2017mdash Clearance meeting with management To be confirmedmdash Deliveryfiling of financial statements To be confirmed
Audit approach Our audit approach is a mixture of tests of internal controls and substantive testingOur audit approach is designed to allow us to execute a quality and efficient auditWe do this byi gaining an understanding of the business by focusing on new developments
and key business issues affecting the Library as well as managementrsquosmonitoring of controls and business processes
ii identiring significant audit risks sharing our perspectives obtaining yourfeedback and ensuring our audit is tailored to these risks
iii using well-reasoned professional judgment especially in areas that aresubjective or require estimates and
iv leveraging reliance where possible on the Libraryrsquos internal controls andinformation technology and data systems
In the current year our planned work will include testing of key controls in thefollowing areasmdash Purchases payables and disbursementsmdash Payroll
All other areas will be subject to tests of detail
Significant risks are risks of material misstatement that we think need special auditconsideration We identified several significant audit risks and plan to address themas follows Please let us know if you agree that these are the most significant risksfrom your point of view and if you have any other areas of concern
PwC I
Toronto Public Library Board Audit plan for the year ending December 31 2016
Significant risk to Managementrsquos response and our audit approachdiscuss
Risk of management Accounting regulatory authorities require that the risk of material misstatement dueoverride of controls to management override of controls be considered a significant risk on every audit
engagement
This represents the risk that internal controls at the Library maybe circumvented toachieve desired financial results or gain inappropriate access to financial resources
In order to address this risk we will perform the followingbull All non-routine journal entries are reviewed and approved by the appropriate
level of managementbull We will review manual journal entries focusing on large and unusual entriesbull We will review accounting estimates for biases that could result in material
misstatementbull We will incorporate unpredictable procedures in the audit approach
Risk of fraud in revenue The risk of fraud in revenue recognition is a presumed significant risk underrecognition Canadian Auditing Standards We will assess this risk through the consideration of
the Libraryrsquos revenue recognition policies the incentivepressure to fraudulentlymisstate revenue and the potential opportunity
In order to address this risk we will perform the following
bull Update our understanding of managementrsquos processes and internal controlssurrounding revenue recognition
bull Obtain confirmations from the City of Toronto for subsidies received duringthe year
bull Test significant revenue streams through testing a sample of transactions tosupporting documents
Materiality Misstatements are considered to be material if they could reasonably be expected toinfluence the economic decisions of users of the financial statements We have set apreliminanrsquo materialihrsquo of S6i6oooo We will report unadjusted and adjusted itemsover S6i6ooo to the Board on completion of the audit
Fraud risk We discuss fraud risk annually with the Board Through our planning process (andprior yearsrsquo audits) we developed an understanding of your oversight processesincluding
Employee code of ethicsmdash Discussion at Board meetings and our attendance at those meetings or
reviewing minutes of meetingsmdash Presentations by management including business performance reviewsmdash Signing authorities
Are there any new processes or changes to the items above that we should be awareoP
We are not aware of any fraud Are you aware of instances of any actual suspected or
____________________________
alleged fraud affecting the Library
PwC 2
Toronto Public Ubrary Board Audit plan for the year ending December 31 2016
The matters raised In this and other reports that will flow from the audit are only those that have come to our attention arising from or relevant toour audit that we believe need to be brought to your attention They are not a comprehensive record of all the matters arising and in particularwe cannot be held responsible for reporting all risks in your business or all internal control weaknesses This report has been prepared solely foryour use It was not prepared or intended for any other purpose No other person or entity shall place any reliance upon the accuracy orcompleteness of statements made herein PwC does not assume responsibility to any third party and in no event shall PwC have any liabilityfor damages costs or losses suffered by reason of any reliance upon the contents of this report by any person or entity other than you
PwC 3
copy 2015 PricewaterhouseCoopers LLP an Ontario limited liability partnership All rights reserved
Board Resolutions ndash Status Report 1
STAFF REPORT INFORMATION ONLY
Board Resolutions ndash Status Report
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report lists the status of outstanding Toronto Public Library Board resolutions
BACKGROUND INFORMATION
At the April 2 2012 meeting the Toronto Public Library Board approved the inclusion of
Board Resolutions ndash 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 ndash Status Report ndash November 21 2016
18
1
STATUS REPORT
TORONTO PUBLIC LIBRARY BOARD RESOLUTIONS
AS AT NOVEMBER 21 2016
DATE OF
MEETING
MOTION
(Ref Minute )
STATUS
TARGET
DATE
Sep 8 2014 14-150 ndash Notice of Motion Funding and Timing of
PerthDupont Branch Relocation
5 requests that the local City Councillor consult
with the local community and make a
recommendation to the Board for a new name for
the relocated branch (which will no longer be
located at the corner of Perth and Dupont)
IN PROGRESS Staff to bring a recommendation to
the Board for a new name for the relocated branch to
the Board for approval
To be
determined
Feb 22 2016 16-040 ndash Naming Opportunity ndash Daniel Grafton
Hill III
2 requests staff to provide updates to the
Toronto Public Library Board on this
initiative at strategic intervals
IN PROGRESS This initiative is dependent on a
future branch capital project and consultation
process
To be
determined
Oct 24 2016 16-193 ndash Toronto Public Library Board ndash Self-
Evaluation
2 conducts a pilot self-evaluation during the
month of November 2016 and discusses the
results of the evaluation at the January 2017
meeting
IN PROGRESS A report is expected to be provided
at the January 2017 meeting
January 2017
meeting
Attachment 1
Accountability Framework
Logic Models
bull A Strategic Plan 2016-2019 aligns 6 strategic priorities
with
Key activities
3 broad strategic outcomes
City of Torontorsquos key strategies
bull Plus a logic model for each of the 6 strategic priorities
15
16
Strategic Plan 2016-2019 Logic Model
17
Strategic Plan 2016-2019 Priority 2 Logic Model
18
Accountability Framework
Questions amp Discussion
19
20
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 1
STAFF REPORT ACTION REQUIRED
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report proposes revised meeting dates for the December 2016 and January 2017
meetings for Toronto Public Library Board approval
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves rescheduling the December 8 2016 Toronto Public Library Board meeting
to December 12 2016 and
2 approves rescheduling the January 23 2017 Toronto Public Library Board meeting to
January 30 2017
FINANCIAL IMPACT
There is no financial impact arising from this report
The Director Finance and Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
At the January 25 2016 meeting the Board approved the schedule for meetings in 2016
including December 8 2016
At the October 24 2016 meeting the Board was provided with the proposed schedule for
meetings in 2017 including January 23 2017 for approval at the January 2017 meeting
14
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 2
COMMENTS
Library staff have recently reviewed the Cityrsquos updated budget schedule The Library Board
meeting in December is not well aligned with the Cityrsquos schedule A later December date
would provide the Board with more opportunity to be informed and kept up-to-date on the
2017 budget as well as to participate in the process As a result the rescheduling of the
December 8 2016 meeting to Monday December 12 is being recommended Board
members were canvassed and quorum is attainable for a meeting on December 12 2016
As the same scenario is also a possibility for the proposed January 23 2017 meeting it is
recommended that the date be changed to January 30 2017
Key dates for the 2017 budget process are shown below
2017 Budget Timetable
Date Political Review TPL Board
2016
Nov 21 Board meeting
Dec 2 Budget Committee launch
Dec 12 (from 8) Board meeting
Dec 161920 (21) Budget Committee presentations
2017
Jan 5 910 Budget Committee public deputations
Jan 12 Budget Committee wrap-up
Jan 24 Budget Committee final
Jan 30 (from 23) Board meeting
Feb 7 Executive Committee
Feb 15 16 (17) Council approval
Feb 21 Board meeting
CONTACT
Nancy Marshall Library Board Officer City Librarianrsquos Office
Tel 416-393-7215 E-mail nmarshalltorontopubliclibraryca
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 3
SIGNATURE
______________________________
Vickery Bowles
City Librarian
Holiday Closures 2017 and January 2018 1
STAFF REPORT ACTION REQUIRED
Holiday Closures 2017 and January 2018
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The purpose of this report is to recommend and receive Toronto Public Library Board
approval for the schedule of holiday closures for 2017 and January 2018
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves the schedule of holiday closures for 2017 and January 2018 as provided
in Attachment 1
FINANCIAL IMPACT
There is no financial impact to the 2017 operating budget arising from the
recommendation in this report The recommended closures are included in the proposed
2017 operating budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
Where Library Board approval is required to establish holiday closures the matter comes
before the Board in the preceding year to ensure adequate notice to the public and staff
COMMENTS
At its meeting on October 26 2015 the Library Board approved the Library closure for
New Yearrsquos Day 2017 on Monday January 2 2017
15
Holiday Closures 2017 and January 2018 2
The Library is open for regular service on Remembrance Day Saturday November 11
2017
The Library will be closed on Monday December 25 2017 for Christmas Day and
Tuesday December 26 2017 for Boxing Day
In 2018 New Yearrsquos Day falls on a Monday and the Library will be closed
All full-time employees whose scheduled day off falls on a holiday closure are
compensated with a day in lieu to be taken at another agreed upon time
It is the practice of the Library to close on the Sundays adjacent to public holidays with
the exception of Family Day
The schedule of holiday closures for 2017 and January 2018 is provided in Attachment 1
CONTACT
Dan Keon Director Human Resources Tel 416-395-5850
E-mail dkeontorontopubliclibraryca
SIGNATURE
_____________________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Holiday Closures 2017 and January 2018
Toronto Public Library Holiday Closures 2017 and January 2018
Sunday January 1 2017 New Yearrsquos Day Closed
Monday January 2 2017 For New Yearrsquos Day Closed
Monday February 20 2017 Family Day Closed
Friday April 14 2017 Good Friday Closed
Sunday April 16 2017 Easter Sunday Closed
Monday April 17 2017 Easter Monday Closed
Monday May 22 2017 Victoria Day Closed
Saturday July 1 2017 Canada Day Closed
Monday August 7 2017 Civic Holiday (Simcoe Day) Closed
Monday September 4 2017 Labour Day Closed
Monday October 9 2017 Thanksgiving Day Closed
Sunday December 24 2017 Christmas Eve Closed
Monday December 25 2017 Christmas Day Closed
Tuesday December 26 2017 Boxing Day Closed
Sunday December 31 2017 New Yearrsquos Eve Closed
Monday January 1 2018 New Yearrsquos Day Closed
New Yearrsquos Day 2017 closure approved by the Library Board on October 26 2015
Attachment 1
Audit Plan for the Year Ending December 31 2016 1
STAFF REPORT INFORMATION ONLY
Audit Plan for the Year Ending December 31 2016
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The attached report from PricewaterhouseCoopers the external auditors summarizes the
planning for their audit of the 2016 financial statements for the Toronto Public Library
Board
FINANCIAL IMPACT
The proposed audit fee of $25000 inclusive of expenses and exclusive of Harmonized
Sales Tax (2015 ndash $25000) is included in the 2016 operating budget It is important to
note that the audit fee does not include extra audit work that may be required due to
scope changes and PricewaterhouseCoopers will advise management as soon as possible
if this were to happen
This is the second year of a five-year audit contract that the City has negotiated The fee
will remain unchanged for the duration of the contract
ISSUE BACKGROUND
Under Section 139 of the City of Toronto Act 2006 the City is required to appoint an
auditor licensed under the Public Accounting Act 2004 who is responsible for annually
auditing the accounts and transactions of the City and its local boards and expressing an
opinion on the financial statements of these entities based on the audit
Council at its March 2015 meeting approved the recommendation of the Audit
Committee to appoint PricewaterhouseCoopers as the external auditor for the City and
Library The contract with PricewaterhouseCoopers is for five years ending with the
audit of the December 31 2019 financial statements
As part of the annual audit PricewaterhouseCoopers provides an Audit Plan report to the
Toronto Public Library Board The auditors will conduct their audit of the 2016 financial
statements pursuant to this plan
17
Audit Plan for the Year Ending December 31 2016 2
COMMENTS
Attached is PricewaterhouseCoopersrsquo Audit Plan for the Library which summarizes their
view on audit risks the nature extent and timing of the audit work and the terms of
engagement
On completion of the audit PricewaterhouseCoopers will issue the Audited Financial
Statements and a Year-End Report to the Board that will provide key matters for
discussion significant audit accounting and financial reporting matters summary of
unadjusted and adjusted items other required communications internal control
recommendations and a confirmation of auditor independence
Work on the interim audit was completed in October 2016 and the year-end audit is
expected to be completed by March 2016
CONTACT
Larry Hughsam Director Finance amp Treasurer Tel 416-397-5946
E-mail lhughsamtorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Board ndash Audit Plan for the year ending
December 31 2016
wwwpwccomca
Audit planfor the yearendingDecember31 2016
Toronto PublicLibrary Board
pwc
pwc
October 28 2016
Members of the BoardToronto Public Library Board
Dear Members of the Board
We are pleased to present an overview of our audit plan for the 2016 audit of the financial statementsof Toronto Public Library Board (the Library) prepared in accordance with Canadian Public SectorAccounting Standards (PSAS) (referred to as the ldquofinancial statementsrdquo from now on)
This overview includes our view on audit risks and the nature extent and timing of our audit work
We value your feedback and if you have any questions about the identified risks and our audit approachplease do not hesitate to contact the undersigned at (416) 228-1922
Yours very truly
Tern McUnnonPartnerRisk Assurance Services
cc Mr Larry Hughsam Director Finance and Treasurer
PricewatcrhouseCoopers UPnyC Tower i8 York Street Suite 2600 Toronto Ontario Canada M oB2T +1 416 8631133 F +1 416 365 8215 wwwpwccomca
lsquoPwt relera to Pdcewatethousetoopers LLP an Ontario limiled liabiLity paruiership
Toronto Public Library Board Audit plan for the year ending December 31 2016
Communications to the Board
Key mattersfor Commentsdiscussion
Client service team Tern McKinnon is your engagement leader and Julianne Cooke is your engagementmanager
Service deliverables We will audit the Libraryrsquos financial statements as of December 31 2016 and for theyear then ending prepared in accordance with PSAS
Our engagement letter which has been signed by the City of Toronto sets out theterms and conditions for our engagement as the independent auditor of the Libraryfor the above-mentioned year In addition our engagement letter outlines ourresponsibilities as the auditor and the responsibilities of management
Audit timeline We worked with management to develop this project timelinemdash Interim visit October 17-21 2016mdash Year-end visit March20 mdash March 31 2017mdash Clearance meeting with management To be confirmedmdash Deliveryfiling of financial statements To be confirmed
Audit approach Our audit approach is a mixture of tests of internal controls and substantive testingOur audit approach is designed to allow us to execute a quality and efficient auditWe do this byi gaining an understanding of the business by focusing on new developments
and key business issues affecting the Library as well as managementrsquosmonitoring of controls and business processes
ii identiring significant audit risks sharing our perspectives obtaining yourfeedback and ensuring our audit is tailored to these risks
iii using well-reasoned professional judgment especially in areas that aresubjective or require estimates and
iv leveraging reliance where possible on the Libraryrsquos internal controls andinformation technology and data systems
In the current year our planned work will include testing of key controls in thefollowing areasmdash Purchases payables and disbursementsmdash Payroll
All other areas will be subject to tests of detail
Significant risks are risks of material misstatement that we think need special auditconsideration We identified several significant audit risks and plan to address themas follows Please let us know if you agree that these are the most significant risksfrom your point of view and if you have any other areas of concern
PwC I
Toronto Public Library Board Audit plan for the year ending December 31 2016
Significant risk to Managementrsquos response and our audit approachdiscuss
Risk of management Accounting regulatory authorities require that the risk of material misstatement dueoverride of controls to management override of controls be considered a significant risk on every audit
engagement
This represents the risk that internal controls at the Library maybe circumvented toachieve desired financial results or gain inappropriate access to financial resources
In order to address this risk we will perform the followingbull All non-routine journal entries are reviewed and approved by the appropriate
level of managementbull We will review manual journal entries focusing on large and unusual entriesbull We will review accounting estimates for biases that could result in material
misstatementbull We will incorporate unpredictable procedures in the audit approach
Risk of fraud in revenue The risk of fraud in revenue recognition is a presumed significant risk underrecognition Canadian Auditing Standards We will assess this risk through the consideration of
the Libraryrsquos revenue recognition policies the incentivepressure to fraudulentlymisstate revenue and the potential opportunity
In order to address this risk we will perform the following
bull Update our understanding of managementrsquos processes and internal controlssurrounding revenue recognition
bull Obtain confirmations from the City of Toronto for subsidies received duringthe year
bull Test significant revenue streams through testing a sample of transactions tosupporting documents
Materiality Misstatements are considered to be material if they could reasonably be expected toinfluence the economic decisions of users of the financial statements We have set apreliminanrsquo materialihrsquo of S6i6oooo We will report unadjusted and adjusted itemsover S6i6ooo to the Board on completion of the audit
Fraud risk We discuss fraud risk annually with the Board Through our planning process (andprior yearsrsquo audits) we developed an understanding of your oversight processesincluding
Employee code of ethicsmdash Discussion at Board meetings and our attendance at those meetings or
reviewing minutes of meetingsmdash Presentations by management including business performance reviewsmdash Signing authorities
Are there any new processes or changes to the items above that we should be awareoP
We are not aware of any fraud Are you aware of instances of any actual suspected or
____________________________
alleged fraud affecting the Library
PwC 2
Toronto Public Ubrary Board Audit plan for the year ending December 31 2016
The matters raised In this and other reports that will flow from the audit are only those that have come to our attention arising from or relevant toour audit that we believe need to be brought to your attention They are not a comprehensive record of all the matters arising and in particularwe cannot be held responsible for reporting all risks in your business or all internal control weaknesses This report has been prepared solely foryour use It was not prepared or intended for any other purpose No other person or entity shall place any reliance upon the accuracy orcompleteness of statements made herein PwC does not assume responsibility to any third party and in no event shall PwC have any liabilityfor damages costs or losses suffered by reason of any reliance upon the contents of this report by any person or entity other than you
PwC 3
copy 2015 PricewaterhouseCoopers LLP an Ontario limited liability partnership All rights reserved
Board Resolutions ndash Status Report 1
STAFF REPORT INFORMATION ONLY
Board Resolutions ndash Status Report
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report lists the status of outstanding Toronto Public Library Board resolutions
BACKGROUND INFORMATION
At the April 2 2012 meeting the Toronto Public Library Board approved the inclusion of
Board Resolutions ndash 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 ndash Status Report ndash November 21 2016
18
1
STATUS REPORT
TORONTO PUBLIC LIBRARY BOARD RESOLUTIONS
AS AT NOVEMBER 21 2016
DATE OF
MEETING
MOTION
(Ref Minute )
STATUS
TARGET
DATE
Sep 8 2014 14-150 ndash Notice of Motion Funding and Timing of
PerthDupont Branch Relocation
5 requests that the local City Councillor consult
with the local community and make a
recommendation to the Board for a new name for
the relocated branch (which will no longer be
located at the corner of Perth and Dupont)
IN PROGRESS Staff to bring a recommendation to
the Board for a new name for the relocated branch to
the Board for approval
To be
determined
Feb 22 2016 16-040 ndash Naming Opportunity ndash Daniel Grafton
Hill III
2 requests staff to provide updates to the
Toronto Public Library Board on this
initiative at strategic intervals
IN PROGRESS This initiative is dependent on a
future branch capital project and consultation
process
To be
determined
Oct 24 2016 16-193 ndash Toronto Public Library Board ndash Self-
Evaluation
2 conducts a pilot self-evaluation during the
month of November 2016 and discusses the
results of the evaluation at the January 2017
meeting
IN PROGRESS A report is expected to be provided
at the January 2017 meeting
January 2017
meeting
Attachment 1
16
Strategic Plan 2016-2019 Logic Model
17
Strategic Plan 2016-2019 Priority 2 Logic Model
18
Accountability Framework
Questions amp Discussion
19
20
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 1
STAFF REPORT ACTION REQUIRED
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report proposes revised meeting dates for the December 2016 and January 2017
meetings for Toronto Public Library Board approval
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves rescheduling the December 8 2016 Toronto Public Library Board meeting
to December 12 2016 and
2 approves rescheduling the January 23 2017 Toronto Public Library Board meeting to
January 30 2017
FINANCIAL IMPACT
There is no financial impact arising from this report
The Director Finance and Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
At the January 25 2016 meeting the Board approved the schedule for meetings in 2016
including December 8 2016
At the October 24 2016 meeting the Board was provided with the proposed schedule for
meetings in 2017 including January 23 2017 for approval at the January 2017 meeting
14
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 2
COMMENTS
Library staff have recently reviewed the Cityrsquos updated budget schedule The Library Board
meeting in December is not well aligned with the Cityrsquos schedule A later December date
would provide the Board with more opportunity to be informed and kept up-to-date on the
2017 budget as well as to participate in the process As a result the rescheduling of the
December 8 2016 meeting to Monday December 12 is being recommended Board
members were canvassed and quorum is attainable for a meeting on December 12 2016
As the same scenario is also a possibility for the proposed January 23 2017 meeting it is
recommended that the date be changed to January 30 2017
Key dates for the 2017 budget process are shown below
2017 Budget Timetable
Date Political Review TPL Board
2016
Nov 21 Board meeting
Dec 2 Budget Committee launch
Dec 12 (from 8) Board meeting
Dec 161920 (21) Budget Committee presentations
2017
Jan 5 910 Budget Committee public deputations
Jan 12 Budget Committee wrap-up
Jan 24 Budget Committee final
Jan 30 (from 23) Board meeting
Feb 7 Executive Committee
Feb 15 16 (17) Council approval
Feb 21 Board meeting
CONTACT
Nancy Marshall Library Board Officer City Librarianrsquos Office
Tel 416-393-7215 E-mail nmarshalltorontopubliclibraryca
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 3
SIGNATURE
______________________________
Vickery Bowles
City Librarian
Holiday Closures 2017 and January 2018 1
STAFF REPORT ACTION REQUIRED
Holiday Closures 2017 and January 2018
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The purpose of this report is to recommend and receive Toronto Public Library Board
approval for the schedule of holiday closures for 2017 and January 2018
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves the schedule of holiday closures for 2017 and January 2018 as provided
in Attachment 1
FINANCIAL IMPACT
There is no financial impact to the 2017 operating budget arising from the
recommendation in this report The recommended closures are included in the proposed
2017 operating budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
Where Library Board approval is required to establish holiday closures the matter comes
before the Board in the preceding year to ensure adequate notice to the public and staff
COMMENTS
At its meeting on October 26 2015 the Library Board approved the Library closure for
New Yearrsquos Day 2017 on Monday January 2 2017
15
Holiday Closures 2017 and January 2018 2
The Library is open for regular service on Remembrance Day Saturday November 11
2017
The Library will be closed on Monday December 25 2017 for Christmas Day and
Tuesday December 26 2017 for Boxing Day
In 2018 New Yearrsquos Day falls on a Monday and the Library will be closed
All full-time employees whose scheduled day off falls on a holiday closure are
compensated with a day in lieu to be taken at another agreed upon time
It is the practice of the Library to close on the Sundays adjacent to public holidays with
the exception of Family Day
The schedule of holiday closures for 2017 and January 2018 is provided in Attachment 1
CONTACT
Dan Keon Director Human Resources Tel 416-395-5850
E-mail dkeontorontopubliclibraryca
SIGNATURE
_____________________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Holiday Closures 2017 and January 2018
Toronto Public Library Holiday Closures 2017 and January 2018
Sunday January 1 2017 New Yearrsquos Day Closed
Monday January 2 2017 For New Yearrsquos Day Closed
Monday February 20 2017 Family Day Closed
Friday April 14 2017 Good Friday Closed
Sunday April 16 2017 Easter Sunday Closed
Monday April 17 2017 Easter Monday Closed
Monday May 22 2017 Victoria Day Closed
Saturday July 1 2017 Canada Day Closed
Monday August 7 2017 Civic Holiday (Simcoe Day) Closed
Monday September 4 2017 Labour Day Closed
Monday October 9 2017 Thanksgiving Day Closed
Sunday December 24 2017 Christmas Eve Closed
Monday December 25 2017 Christmas Day Closed
Tuesday December 26 2017 Boxing Day Closed
Sunday December 31 2017 New Yearrsquos Eve Closed
Monday January 1 2018 New Yearrsquos Day Closed
New Yearrsquos Day 2017 closure approved by the Library Board on October 26 2015
Attachment 1
Audit Plan for the Year Ending December 31 2016 1
STAFF REPORT INFORMATION ONLY
Audit Plan for the Year Ending December 31 2016
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The attached report from PricewaterhouseCoopers the external auditors summarizes the
planning for their audit of the 2016 financial statements for the Toronto Public Library
Board
FINANCIAL IMPACT
The proposed audit fee of $25000 inclusive of expenses and exclusive of Harmonized
Sales Tax (2015 ndash $25000) is included in the 2016 operating budget It is important to
note that the audit fee does not include extra audit work that may be required due to
scope changes and PricewaterhouseCoopers will advise management as soon as possible
if this were to happen
This is the second year of a five-year audit contract that the City has negotiated The fee
will remain unchanged for the duration of the contract
ISSUE BACKGROUND
Under Section 139 of the City of Toronto Act 2006 the City is required to appoint an
auditor licensed under the Public Accounting Act 2004 who is responsible for annually
auditing the accounts and transactions of the City and its local boards and expressing an
opinion on the financial statements of these entities based on the audit
Council at its March 2015 meeting approved the recommendation of the Audit
Committee to appoint PricewaterhouseCoopers as the external auditor for the City and
Library The contract with PricewaterhouseCoopers is for five years ending with the
audit of the December 31 2019 financial statements
As part of the annual audit PricewaterhouseCoopers provides an Audit Plan report to the
Toronto Public Library Board The auditors will conduct their audit of the 2016 financial
statements pursuant to this plan
17
Audit Plan for the Year Ending December 31 2016 2
COMMENTS
Attached is PricewaterhouseCoopersrsquo Audit Plan for the Library which summarizes their
view on audit risks the nature extent and timing of the audit work and the terms of
engagement
On completion of the audit PricewaterhouseCoopers will issue the Audited Financial
Statements and a Year-End Report to the Board that will provide key matters for
discussion significant audit accounting and financial reporting matters summary of
unadjusted and adjusted items other required communications internal control
recommendations and a confirmation of auditor independence
Work on the interim audit was completed in October 2016 and the year-end audit is
expected to be completed by March 2016
CONTACT
Larry Hughsam Director Finance amp Treasurer Tel 416-397-5946
E-mail lhughsamtorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Board ndash Audit Plan for the year ending
December 31 2016
wwwpwccomca
Audit planfor the yearendingDecember31 2016
Toronto PublicLibrary Board
pwc
pwc
October 28 2016
Members of the BoardToronto Public Library Board
Dear Members of the Board
We are pleased to present an overview of our audit plan for the 2016 audit of the financial statementsof Toronto Public Library Board (the Library) prepared in accordance with Canadian Public SectorAccounting Standards (PSAS) (referred to as the ldquofinancial statementsrdquo from now on)
This overview includes our view on audit risks and the nature extent and timing of our audit work
We value your feedback and if you have any questions about the identified risks and our audit approachplease do not hesitate to contact the undersigned at (416) 228-1922
Yours very truly
Tern McUnnonPartnerRisk Assurance Services
cc Mr Larry Hughsam Director Finance and Treasurer
PricewatcrhouseCoopers UPnyC Tower i8 York Street Suite 2600 Toronto Ontario Canada M oB2T +1 416 8631133 F +1 416 365 8215 wwwpwccomca
lsquoPwt relera to Pdcewatethousetoopers LLP an Ontario limiled liabiLity paruiership
Toronto Public Library Board Audit plan for the year ending December 31 2016
Communications to the Board
Key mattersfor Commentsdiscussion
Client service team Tern McKinnon is your engagement leader and Julianne Cooke is your engagementmanager
Service deliverables We will audit the Libraryrsquos financial statements as of December 31 2016 and for theyear then ending prepared in accordance with PSAS
Our engagement letter which has been signed by the City of Toronto sets out theterms and conditions for our engagement as the independent auditor of the Libraryfor the above-mentioned year In addition our engagement letter outlines ourresponsibilities as the auditor and the responsibilities of management
Audit timeline We worked with management to develop this project timelinemdash Interim visit October 17-21 2016mdash Year-end visit March20 mdash March 31 2017mdash Clearance meeting with management To be confirmedmdash Deliveryfiling of financial statements To be confirmed
Audit approach Our audit approach is a mixture of tests of internal controls and substantive testingOur audit approach is designed to allow us to execute a quality and efficient auditWe do this byi gaining an understanding of the business by focusing on new developments
and key business issues affecting the Library as well as managementrsquosmonitoring of controls and business processes
ii identiring significant audit risks sharing our perspectives obtaining yourfeedback and ensuring our audit is tailored to these risks
iii using well-reasoned professional judgment especially in areas that aresubjective or require estimates and
iv leveraging reliance where possible on the Libraryrsquos internal controls andinformation technology and data systems
In the current year our planned work will include testing of key controls in thefollowing areasmdash Purchases payables and disbursementsmdash Payroll
All other areas will be subject to tests of detail
Significant risks are risks of material misstatement that we think need special auditconsideration We identified several significant audit risks and plan to address themas follows Please let us know if you agree that these are the most significant risksfrom your point of view and if you have any other areas of concern
PwC I
Toronto Public Library Board Audit plan for the year ending December 31 2016
Significant risk to Managementrsquos response and our audit approachdiscuss
Risk of management Accounting regulatory authorities require that the risk of material misstatement dueoverride of controls to management override of controls be considered a significant risk on every audit
engagement
This represents the risk that internal controls at the Library maybe circumvented toachieve desired financial results or gain inappropriate access to financial resources
In order to address this risk we will perform the followingbull All non-routine journal entries are reviewed and approved by the appropriate
level of managementbull We will review manual journal entries focusing on large and unusual entriesbull We will review accounting estimates for biases that could result in material
misstatementbull We will incorporate unpredictable procedures in the audit approach
Risk of fraud in revenue The risk of fraud in revenue recognition is a presumed significant risk underrecognition Canadian Auditing Standards We will assess this risk through the consideration of
the Libraryrsquos revenue recognition policies the incentivepressure to fraudulentlymisstate revenue and the potential opportunity
In order to address this risk we will perform the following
bull Update our understanding of managementrsquos processes and internal controlssurrounding revenue recognition
bull Obtain confirmations from the City of Toronto for subsidies received duringthe year
bull Test significant revenue streams through testing a sample of transactions tosupporting documents
Materiality Misstatements are considered to be material if they could reasonably be expected toinfluence the economic decisions of users of the financial statements We have set apreliminanrsquo materialihrsquo of S6i6oooo We will report unadjusted and adjusted itemsover S6i6ooo to the Board on completion of the audit
Fraud risk We discuss fraud risk annually with the Board Through our planning process (andprior yearsrsquo audits) we developed an understanding of your oversight processesincluding
Employee code of ethicsmdash Discussion at Board meetings and our attendance at those meetings or
reviewing minutes of meetingsmdash Presentations by management including business performance reviewsmdash Signing authorities
Are there any new processes or changes to the items above that we should be awareoP
We are not aware of any fraud Are you aware of instances of any actual suspected or
____________________________
alleged fraud affecting the Library
PwC 2
Toronto Public Ubrary Board Audit plan for the year ending December 31 2016
The matters raised In this and other reports that will flow from the audit are only those that have come to our attention arising from or relevant toour audit that we believe need to be brought to your attention They are not a comprehensive record of all the matters arising and in particularwe cannot be held responsible for reporting all risks in your business or all internal control weaknesses This report has been prepared solely foryour use It was not prepared or intended for any other purpose No other person or entity shall place any reliance upon the accuracy orcompleteness of statements made herein PwC does not assume responsibility to any third party and in no event shall PwC have any liabilityfor damages costs or losses suffered by reason of any reliance upon the contents of this report by any person or entity other than you
PwC 3
copy 2015 PricewaterhouseCoopers LLP an Ontario limited liability partnership All rights reserved
Board Resolutions ndash Status Report 1
STAFF REPORT INFORMATION ONLY
Board Resolutions ndash Status Report
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report lists the status of outstanding Toronto Public Library Board resolutions
BACKGROUND INFORMATION
At the April 2 2012 meeting the Toronto Public Library Board approved the inclusion of
Board Resolutions ndash 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 ndash Status Report ndash November 21 2016
18
1
STATUS REPORT
TORONTO PUBLIC LIBRARY BOARD RESOLUTIONS
AS AT NOVEMBER 21 2016
DATE OF
MEETING
MOTION
(Ref Minute )
STATUS
TARGET
DATE
Sep 8 2014 14-150 ndash Notice of Motion Funding and Timing of
PerthDupont Branch Relocation
5 requests that the local City Councillor consult
with the local community and make a
recommendation to the Board for a new name for
the relocated branch (which will no longer be
located at the corner of Perth and Dupont)
IN PROGRESS Staff to bring a recommendation to
the Board for a new name for the relocated branch to
the Board for approval
To be
determined
Feb 22 2016 16-040 ndash Naming Opportunity ndash Daniel Grafton
Hill III
2 requests staff to provide updates to the
Toronto Public Library Board on this
initiative at strategic intervals
IN PROGRESS This initiative is dependent on a
future branch capital project and consultation
process
To be
determined
Oct 24 2016 16-193 ndash Toronto Public Library Board ndash Self-
Evaluation
2 conducts a pilot self-evaluation during the
month of November 2016 and discusses the
results of the evaluation at the January 2017
meeting
IN PROGRESS A report is expected to be provided
at the January 2017 meeting
January 2017
meeting
Attachment 1
17
Strategic Plan 2016-2019 Priority 2 Logic Model
18
Accountability Framework
Questions amp Discussion
19
20
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 1
STAFF REPORT ACTION REQUIRED
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report proposes revised meeting dates for the December 2016 and January 2017
meetings for Toronto Public Library Board approval
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves rescheduling the December 8 2016 Toronto Public Library Board meeting
to December 12 2016 and
2 approves rescheduling the January 23 2017 Toronto Public Library Board meeting to
January 30 2017
FINANCIAL IMPACT
There is no financial impact arising from this report
The Director Finance and Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
At the January 25 2016 meeting the Board approved the schedule for meetings in 2016
including December 8 2016
At the October 24 2016 meeting the Board was provided with the proposed schedule for
meetings in 2017 including January 23 2017 for approval at the January 2017 meeting
14
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 2
COMMENTS
Library staff have recently reviewed the Cityrsquos updated budget schedule The Library Board
meeting in December is not well aligned with the Cityrsquos schedule A later December date
would provide the Board with more opportunity to be informed and kept up-to-date on the
2017 budget as well as to participate in the process As a result the rescheduling of the
December 8 2016 meeting to Monday December 12 is being recommended Board
members were canvassed and quorum is attainable for a meeting on December 12 2016
As the same scenario is also a possibility for the proposed January 23 2017 meeting it is
recommended that the date be changed to January 30 2017
Key dates for the 2017 budget process are shown below
2017 Budget Timetable
Date Political Review TPL Board
2016
Nov 21 Board meeting
Dec 2 Budget Committee launch
Dec 12 (from 8) Board meeting
Dec 161920 (21) Budget Committee presentations
2017
Jan 5 910 Budget Committee public deputations
Jan 12 Budget Committee wrap-up
Jan 24 Budget Committee final
Jan 30 (from 23) Board meeting
Feb 7 Executive Committee
Feb 15 16 (17) Council approval
Feb 21 Board meeting
CONTACT
Nancy Marshall Library Board Officer City Librarianrsquos Office
Tel 416-393-7215 E-mail nmarshalltorontopubliclibraryca
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 3
SIGNATURE
______________________________
Vickery Bowles
City Librarian
Holiday Closures 2017 and January 2018 1
STAFF REPORT ACTION REQUIRED
Holiday Closures 2017 and January 2018
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The purpose of this report is to recommend and receive Toronto Public Library Board
approval for the schedule of holiday closures for 2017 and January 2018
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves the schedule of holiday closures for 2017 and January 2018 as provided
in Attachment 1
FINANCIAL IMPACT
There is no financial impact to the 2017 operating budget arising from the
recommendation in this report The recommended closures are included in the proposed
2017 operating budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
Where Library Board approval is required to establish holiday closures the matter comes
before the Board in the preceding year to ensure adequate notice to the public and staff
COMMENTS
At its meeting on October 26 2015 the Library Board approved the Library closure for
New Yearrsquos Day 2017 on Monday January 2 2017
15
Holiday Closures 2017 and January 2018 2
The Library is open for regular service on Remembrance Day Saturday November 11
2017
The Library will be closed on Monday December 25 2017 for Christmas Day and
Tuesday December 26 2017 for Boxing Day
In 2018 New Yearrsquos Day falls on a Monday and the Library will be closed
All full-time employees whose scheduled day off falls on a holiday closure are
compensated with a day in lieu to be taken at another agreed upon time
It is the practice of the Library to close on the Sundays adjacent to public holidays with
the exception of Family Day
The schedule of holiday closures for 2017 and January 2018 is provided in Attachment 1
CONTACT
Dan Keon Director Human Resources Tel 416-395-5850
E-mail dkeontorontopubliclibraryca
SIGNATURE
_____________________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Holiday Closures 2017 and January 2018
Toronto Public Library Holiday Closures 2017 and January 2018
Sunday January 1 2017 New Yearrsquos Day Closed
Monday January 2 2017 For New Yearrsquos Day Closed
Monday February 20 2017 Family Day Closed
Friday April 14 2017 Good Friday Closed
Sunday April 16 2017 Easter Sunday Closed
Monday April 17 2017 Easter Monday Closed
Monday May 22 2017 Victoria Day Closed
Saturday July 1 2017 Canada Day Closed
Monday August 7 2017 Civic Holiday (Simcoe Day) Closed
Monday September 4 2017 Labour Day Closed
Monday October 9 2017 Thanksgiving Day Closed
Sunday December 24 2017 Christmas Eve Closed
Monday December 25 2017 Christmas Day Closed
Tuesday December 26 2017 Boxing Day Closed
Sunday December 31 2017 New Yearrsquos Eve Closed
Monday January 1 2018 New Yearrsquos Day Closed
New Yearrsquos Day 2017 closure approved by the Library Board on October 26 2015
Attachment 1
Audit Plan for the Year Ending December 31 2016 1
STAFF REPORT INFORMATION ONLY
Audit Plan for the Year Ending December 31 2016
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The attached report from PricewaterhouseCoopers the external auditors summarizes the
planning for their audit of the 2016 financial statements for the Toronto Public Library
Board
FINANCIAL IMPACT
The proposed audit fee of $25000 inclusive of expenses and exclusive of Harmonized
Sales Tax (2015 ndash $25000) is included in the 2016 operating budget It is important to
note that the audit fee does not include extra audit work that may be required due to
scope changes and PricewaterhouseCoopers will advise management as soon as possible
if this were to happen
This is the second year of a five-year audit contract that the City has negotiated The fee
will remain unchanged for the duration of the contract
ISSUE BACKGROUND
Under Section 139 of the City of Toronto Act 2006 the City is required to appoint an
auditor licensed under the Public Accounting Act 2004 who is responsible for annually
auditing the accounts and transactions of the City and its local boards and expressing an
opinion on the financial statements of these entities based on the audit
Council at its March 2015 meeting approved the recommendation of the Audit
Committee to appoint PricewaterhouseCoopers as the external auditor for the City and
Library The contract with PricewaterhouseCoopers is for five years ending with the
audit of the December 31 2019 financial statements
As part of the annual audit PricewaterhouseCoopers provides an Audit Plan report to the
Toronto Public Library Board The auditors will conduct their audit of the 2016 financial
statements pursuant to this plan
17
Audit Plan for the Year Ending December 31 2016 2
COMMENTS
Attached is PricewaterhouseCoopersrsquo Audit Plan for the Library which summarizes their
view on audit risks the nature extent and timing of the audit work and the terms of
engagement
On completion of the audit PricewaterhouseCoopers will issue the Audited Financial
Statements and a Year-End Report to the Board that will provide key matters for
discussion significant audit accounting and financial reporting matters summary of
unadjusted and adjusted items other required communications internal control
recommendations and a confirmation of auditor independence
Work on the interim audit was completed in October 2016 and the year-end audit is
expected to be completed by March 2016
CONTACT
Larry Hughsam Director Finance amp Treasurer Tel 416-397-5946
E-mail lhughsamtorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Board ndash Audit Plan for the year ending
December 31 2016
wwwpwccomca
Audit planfor the yearendingDecember31 2016
Toronto PublicLibrary Board
pwc
pwc
October 28 2016
Members of the BoardToronto Public Library Board
Dear Members of the Board
We are pleased to present an overview of our audit plan for the 2016 audit of the financial statementsof Toronto Public Library Board (the Library) prepared in accordance with Canadian Public SectorAccounting Standards (PSAS) (referred to as the ldquofinancial statementsrdquo from now on)
This overview includes our view on audit risks and the nature extent and timing of our audit work
We value your feedback and if you have any questions about the identified risks and our audit approachplease do not hesitate to contact the undersigned at (416) 228-1922
Yours very truly
Tern McUnnonPartnerRisk Assurance Services
cc Mr Larry Hughsam Director Finance and Treasurer
PricewatcrhouseCoopers UPnyC Tower i8 York Street Suite 2600 Toronto Ontario Canada M oB2T +1 416 8631133 F +1 416 365 8215 wwwpwccomca
lsquoPwt relera to Pdcewatethousetoopers LLP an Ontario limiled liabiLity paruiership
Toronto Public Library Board Audit plan for the year ending December 31 2016
Communications to the Board
Key mattersfor Commentsdiscussion
Client service team Tern McKinnon is your engagement leader and Julianne Cooke is your engagementmanager
Service deliverables We will audit the Libraryrsquos financial statements as of December 31 2016 and for theyear then ending prepared in accordance with PSAS
Our engagement letter which has been signed by the City of Toronto sets out theterms and conditions for our engagement as the independent auditor of the Libraryfor the above-mentioned year In addition our engagement letter outlines ourresponsibilities as the auditor and the responsibilities of management
Audit timeline We worked with management to develop this project timelinemdash Interim visit October 17-21 2016mdash Year-end visit March20 mdash March 31 2017mdash Clearance meeting with management To be confirmedmdash Deliveryfiling of financial statements To be confirmed
Audit approach Our audit approach is a mixture of tests of internal controls and substantive testingOur audit approach is designed to allow us to execute a quality and efficient auditWe do this byi gaining an understanding of the business by focusing on new developments
and key business issues affecting the Library as well as managementrsquosmonitoring of controls and business processes
ii identiring significant audit risks sharing our perspectives obtaining yourfeedback and ensuring our audit is tailored to these risks
iii using well-reasoned professional judgment especially in areas that aresubjective or require estimates and
iv leveraging reliance where possible on the Libraryrsquos internal controls andinformation technology and data systems
In the current year our planned work will include testing of key controls in thefollowing areasmdash Purchases payables and disbursementsmdash Payroll
All other areas will be subject to tests of detail
Significant risks are risks of material misstatement that we think need special auditconsideration We identified several significant audit risks and plan to address themas follows Please let us know if you agree that these are the most significant risksfrom your point of view and if you have any other areas of concern
PwC I
Toronto Public Library Board Audit plan for the year ending December 31 2016
Significant risk to Managementrsquos response and our audit approachdiscuss
Risk of management Accounting regulatory authorities require that the risk of material misstatement dueoverride of controls to management override of controls be considered a significant risk on every audit
engagement
This represents the risk that internal controls at the Library maybe circumvented toachieve desired financial results or gain inappropriate access to financial resources
In order to address this risk we will perform the followingbull All non-routine journal entries are reviewed and approved by the appropriate
level of managementbull We will review manual journal entries focusing on large and unusual entriesbull We will review accounting estimates for biases that could result in material
misstatementbull We will incorporate unpredictable procedures in the audit approach
Risk of fraud in revenue The risk of fraud in revenue recognition is a presumed significant risk underrecognition Canadian Auditing Standards We will assess this risk through the consideration of
the Libraryrsquos revenue recognition policies the incentivepressure to fraudulentlymisstate revenue and the potential opportunity
In order to address this risk we will perform the following
bull Update our understanding of managementrsquos processes and internal controlssurrounding revenue recognition
bull Obtain confirmations from the City of Toronto for subsidies received duringthe year
bull Test significant revenue streams through testing a sample of transactions tosupporting documents
Materiality Misstatements are considered to be material if they could reasonably be expected toinfluence the economic decisions of users of the financial statements We have set apreliminanrsquo materialihrsquo of S6i6oooo We will report unadjusted and adjusted itemsover S6i6ooo to the Board on completion of the audit
Fraud risk We discuss fraud risk annually with the Board Through our planning process (andprior yearsrsquo audits) we developed an understanding of your oversight processesincluding
Employee code of ethicsmdash Discussion at Board meetings and our attendance at those meetings or
reviewing minutes of meetingsmdash Presentations by management including business performance reviewsmdash Signing authorities
Are there any new processes or changes to the items above that we should be awareoP
We are not aware of any fraud Are you aware of instances of any actual suspected or
____________________________
alleged fraud affecting the Library
PwC 2
Toronto Public Ubrary Board Audit plan for the year ending December 31 2016
The matters raised In this and other reports that will flow from the audit are only those that have come to our attention arising from or relevant toour audit that we believe need to be brought to your attention They are not a comprehensive record of all the matters arising and in particularwe cannot be held responsible for reporting all risks in your business or all internal control weaknesses This report has been prepared solely foryour use It was not prepared or intended for any other purpose No other person or entity shall place any reliance upon the accuracy orcompleteness of statements made herein PwC does not assume responsibility to any third party and in no event shall PwC have any liabilityfor damages costs or losses suffered by reason of any reliance upon the contents of this report by any person or entity other than you
PwC 3
copy 2015 PricewaterhouseCoopers LLP an Ontario limited liability partnership All rights reserved
Board Resolutions ndash Status Report 1
STAFF REPORT INFORMATION ONLY
Board Resolutions ndash Status Report
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report lists the status of outstanding Toronto Public Library Board resolutions
BACKGROUND INFORMATION
At the April 2 2012 meeting the Toronto Public Library Board approved the inclusion of
Board Resolutions ndash 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 ndash Status Report ndash November 21 2016
18
1
STATUS REPORT
TORONTO PUBLIC LIBRARY BOARD RESOLUTIONS
AS AT NOVEMBER 21 2016
DATE OF
MEETING
MOTION
(Ref Minute )
STATUS
TARGET
DATE
Sep 8 2014 14-150 ndash Notice of Motion Funding and Timing of
PerthDupont Branch Relocation
5 requests that the local City Councillor consult
with the local community and make a
recommendation to the Board for a new name for
the relocated branch (which will no longer be
located at the corner of Perth and Dupont)
IN PROGRESS Staff to bring a recommendation to
the Board for a new name for the relocated branch to
the Board for approval
To be
determined
Feb 22 2016 16-040 ndash Naming Opportunity ndash Daniel Grafton
Hill III
2 requests staff to provide updates to the
Toronto Public Library Board on this
initiative at strategic intervals
IN PROGRESS This initiative is dependent on a
future branch capital project and consultation
process
To be
determined
Oct 24 2016 16-193 ndash Toronto Public Library Board ndash Self-
Evaluation
2 conducts a pilot self-evaluation during the
month of November 2016 and discusses the
results of the evaluation at the January 2017
meeting
IN PROGRESS A report is expected to be provided
at the January 2017 meeting
January 2017
meeting
Attachment 1
18
Accountability Framework
Questions amp Discussion
19
20
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 1
STAFF REPORT ACTION REQUIRED
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report proposes revised meeting dates for the December 2016 and January 2017
meetings for Toronto Public Library Board approval
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves rescheduling the December 8 2016 Toronto Public Library Board meeting
to December 12 2016 and
2 approves rescheduling the January 23 2017 Toronto Public Library Board meeting to
January 30 2017
FINANCIAL IMPACT
There is no financial impact arising from this report
The Director Finance and Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
At the January 25 2016 meeting the Board approved the schedule for meetings in 2016
including December 8 2016
At the October 24 2016 meeting the Board was provided with the proposed schedule for
meetings in 2017 including January 23 2017 for approval at the January 2017 meeting
14
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 2
COMMENTS
Library staff have recently reviewed the Cityrsquos updated budget schedule The Library Board
meeting in December is not well aligned with the Cityrsquos schedule A later December date
would provide the Board with more opportunity to be informed and kept up-to-date on the
2017 budget as well as to participate in the process As a result the rescheduling of the
December 8 2016 meeting to Monday December 12 is being recommended Board
members were canvassed and quorum is attainable for a meeting on December 12 2016
As the same scenario is also a possibility for the proposed January 23 2017 meeting it is
recommended that the date be changed to January 30 2017
Key dates for the 2017 budget process are shown below
2017 Budget Timetable
Date Political Review TPL Board
2016
Nov 21 Board meeting
Dec 2 Budget Committee launch
Dec 12 (from 8) Board meeting
Dec 161920 (21) Budget Committee presentations
2017
Jan 5 910 Budget Committee public deputations
Jan 12 Budget Committee wrap-up
Jan 24 Budget Committee final
Jan 30 (from 23) Board meeting
Feb 7 Executive Committee
Feb 15 16 (17) Council approval
Feb 21 Board meeting
CONTACT
Nancy Marshall Library Board Officer City Librarianrsquos Office
Tel 416-393-7215 E-mail nmarshalltorontopubliclibraryca
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 3
SIGNATURE
______________________________
Vickery Bowles
City Librarian
Holiday Closures 2017 and January 2018 1
STAFF REPORT ACTION REQUIRED
Holiday Closures 2017 and January 2018
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The purpose of this report is to recommend and receive Toronto Public Library Board
approval for the schedule of holiday closures for 2017 and January 2018
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves the schedule of holiday closures for 2017 and January 2018 as provided
in Attachment 1
FINANCIAL IMPACT
There is no financial impact to the 2017 operating budget arising from the
recommendation in this report The recommended closures are included in the proposed
2017 operating budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
Where Library Board approval is required to establish holiday closures the matter comes
before the Board in the preceding year to ensure adequate notice to the public and staff
COMMENTS
At its meeting on October 26 2015 the Library Board approved the Library closure for
New Yearrsquos Day 2017 on Monday January 2 2017
15
Holiday Closures 2017 and January 2018 2
The Library is open for regular service on Remembrance Day Saturday November 11
2017
The Library will be closed on Monday December 25 2017 for Christmas Day and
Tuesday December 26 2017 for Boxing Day
In 2018 New Yearrsquos Day falls on a Monday and the Library will be closed
All full-time employees whose scheduled day off falls on a holiday closure are
compensated with a day in lieu to be taken at another agreed upon time
It is the practice of the Library to close on the Sundays adjacent to public holidays with
the exception of Family Day
The schedule of holiday closures for 2017 and January 2018 is provided in Attachment 1
CONTACT
Dan Keon Director Human Resources Tel 416-395-5850
E-mail dkeontorontopubliclibraryca
SIGNATURE
_____________________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Holiday Closures 2017 and January 2018
Toronto Public Library Holiday Closures 2017 and January 2018
Sunday January 1 2017 New Yearrsquos Day Closed
Monday January 2 2017 For New Yearrsquos Day Closed
Monday February 20 2017 Family Day Closed
Friday April 14 2017 Good Friday Closed
Sunday April 16 2017 Easter Sunday Closed
Monday April 17 2017 Easter Monday Closed
Monday May 22 2017 Victoria Day Closed
Saturday July 1 2017 Canada Day Closed
Monday August 7 2017 Civic Holiday (Simcoe Day) Closed
Monday September 4 2017 Labour Day Closed
Monday October 9 2017 Thanksgiving Day Closed
Sunday December 24 2017 Christmas Eve Closed
Monday December 25 2017 Christmas Day Closed
Tuesday December 26 2017 Boxing Day Closed
Sunday December 31 2017 New Yearrsquos Eve Closed
Monday January 1 2018 New Yearrsquos Day Closed
New Yearrsquos Day 2017 closure approved by the Library Board on October 26 2015
Attachment 1
Audit Plan for the Year Ending December 31 2016 1
STAFF REPORT INFORMATION ONLY
Audit Plan for the Year Ending December 31 2016
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The attached report from PricewaterhouseCoopers the external auditors summarizes the
planning for their audit of the 2016 financial statements for the Toronto Public Library
Board
FINANCIAL IMPACT
The proposed audit fee of $25000 inclusive of expenses and exclusive of Harmonized
Sales Tax (2015 ndash $25000) is included in the 2016 operating budget It is important to
note that the audit fee does not include extra audit work that may be required due to
scope changes and PricewaterhouseCoopers will advise management as soon as possible
if this were to happen
This is the second year of a five-year audit contract that the City has negotiated The fee
will remain unchanged for the duration of the contract
ISSUE BACKGROUND
Under Section 139 of the City of Toronto Act 2006 the City is required to appoint an
auditor licensed under the Public Accounting Act 2004 who is responsible for annually
auditing the accounts and transactions of the City and its local boards and expressing an
opinion on the financial statements of these entities based on the audit
Council at its March 2015 meeting approved the recommendation of the Audit
Committee to appoint PricewaterhouseCoopers as the external auditor for the City and
Library The contract with PricewaterhouseCoopers is for five years ending with the
audit of the December 31 2019 financial statements
As part of the annual audit PricewaterhouseCoopers provides an Audit Plan report to the
Toronto Public Library Board The auditors will conduct their audit of the 2016 financial
statements pursuant to this plan
17
Audit Plan for the Year Ending December 31 2016 2
COMMENTS
Attached is PricewaterhouseCoopersrsquo Audit Plan for the Library which summarizes their
view on audit risks the nature extent and timing of the audit work and the terms of
engagement
On completion of the audit PricewaterhouseCoopers will issue the Audited Financial
Statements and a Year-End Report to the Board that will provide key matters for
discussion significant audit accounting and financial reporting matters summary of
unadjusted and adjusted items other required communications internal control
recommendations and a confirmation of auditor independence
Work on the interim audit was completed in October 2016 and the year-end audit is
expected to be completed by March 2016
CONTACT
Larry Hughsam Director Finance amp Treasurer Tel 416-397-5946
E-mail lhughsamtorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Board ndash Audit Plan for the year ending
December 31 2016
wwwpwccomca
Audit planfor the yearendingDecember31 2016
Toronto PublicLibrary Board
pwc
pwc
October 28 2016
Members of the BoardToronto Public Library Board
Dear Members of the Board
We are pleased to present an overview of our audit plan for the 2016 audit of the financial statementsof Toronto Public Library Board (the Library) prepared in accordance with Canadian Public SectorAccounting Standards (PSAS) (referred to as the ldquofinancial statementsrdquo from now on)
This overview includes our view on audit risks and the nature extent and timing of our audit work
We value your feedback and if you have any questions about the identified risks and our audit approachplease do not hesitate to contact the undersigned at (416) 228-1922
Yours very truly
Tern McUnnonPartnerRisk Assurance Services
cc Mr Larry Hughsam Director Finance and Treasurer
PricewatcrhouseCoopers UPnyC Tower i8 York Street Suite 2600 Toronto Ontario Canada M oB2T +1 416 8631133 F +1 416 365 8215 wwwpwccomca
lsquoPwt relera to Pdcewatethousetoopers LLP an Ontario limiled liabiLity paruiership
Toronto Public Library Board Audit plan for the year ending December 31 2016
Communications to the Board
Key mattersfor Commentsdiscussion
Client service team Tern McKinnon is your engagement leader and Julianne Cooke is your engagementmanager
Service deliverables We will audit the Libraryrsquos financial statements as of December 31 2016 and for theyear then ending prepared in accordance with PSAS
Our engagement letter which has been signed by the City of Toronto sets out theterms and conditions for our engagement as the independent auditor of the Libraryfor the above-mentioned year In addition our engagement letter outlines ourresponsibilities as the auditor and the responsibilities of management
Audit timeline We worked with management to develop this project timelinemdash Interim visit October 17-21 2016mdash Year-end visit March20 mdash March 31 2017mdash Clearance meeting with management To be confirmedmdash Deliveryfiling of financial statements To be confirmed
Audit approach Our audit approach is a mixture of tests of internal controls and substantive testingOur audit approach is designed to allow us to execute a quality and efficient auditWe do this byi gaining an understanding of the business by focusing on new developments
and key business issues affecting the Library as well as managementrsquosmonitoring of controls and business processes
ii identiring significant audit risks sharing our perspectives obtaining yourfeedback and ensuring our audit is tailored to these risks
iii using well-reasoned professional judgment especially in areas that aresubjective or require estimates and
iv leveraging reliance where possible on the Libraryrsquos internal controls andinformation technology and data systems
In the current year our planned work will include testing of key controls in thefollowing areasmdash Purchases payables and disbursementsmdash Payroll
All other areas will be subject to tests of detail
Significant risks are risks of material misstatement that we think need special auditconsideration We identified several significant audit risks and plan to address themas follows Please let us know if you agree that these are the most significant risksfrom your point of view and if you have any other areas of concern
PwC I
Toronto Public Library Board Audit plan for the year ending December 31 2016
Significant risk to Managementrsquos response and our audit approachdiscuss
Risk of management Accounting regulatory authorities require that the risk of material misstatement dueoverride of controls to management override of controls be considered a significant risk on every audit
engagement
This represents the risk that internal controls at the Library maybe circumvented toachieve desired financial results or gain inappropriate access to financial resources
In order to address this risk we will perform the followingbull All non-routine journal entries are reviewed and approved by the appropriate
level of managementbull We will review manual journal entries focusing on large and unusual entriesbull We will review accounting estimates for biases that could result in material
misstatementbull We will incorporate unpredictable procedures in the audit approach
Risk of fraud in revenue The risk of fraud in revenue recognition is a presumed significant risk underrecognition Canadian Auditing Standards We will assess this risk through the consideration of
the Libraryrsquos revenue recognition policies the incentivepressure to fraudulentlymisstate revenue and the potential opportunity
In order to address this risk we will perform the following
bull Update our understanding of managementrsquos processes and internal controlssurrounding revenue recognition
bull Obtain confirmations from the City of Toronto for subsidies received duringthe year
bull Test significant revenue streams through testing a sample of transactions tosupporting documents
Materiality Misstatements are considered to be material if they could reasonably be expected toinfluence the economic decisions of users of the financial statements We have set apreliminanrsquo materialihrsquo of S6i6oooo We will report unadjusted and adjusted itemsover S6i6ooo to the Board on completion of the audit
Fraud risk We discuss fraud risk annually with the Board Through our planning process (andprior yearsrsquo audits) we developed an understanding of your oversight processesincluding
Employee code of ethicsmdash Discussion at Board meetings and our attendance at those meetings or
reviewing minutes of meetingsmdash Presentations by management including business performance reviewsmdash Signing authorities
Are there any new processes or changes to the items above that we should be awareoP
We are not aware of any fraud Are you aware of instances of any actual suspected or
____________________________
alleged fraud affecting the Library
PwC 2
Toronto Public Ubrary Board Audit plan for the year ending December 31 2016
The matters raised In this and other reports that will flow from the audit are only those that have come to our attention arising from or relevant toour audit that we believe need to be brought to your attention They are not a comprehensive record of all the matters arising and in particularwe cannot be held responsible for reporting all risks in your business or all internal control weaknesses This report has been prepared solely foryour use It was not prepared or intended for any other purpose No other person or entity shall place any reliance upon the accuracy orcompleteness of statements made herein PwC does not assume responsibility to any third party and in no event shall PwC have any liabilityfor damages costs or losses suffered by reason of any reliance upon the contents of this report by any person or entity other than you
PwC 3
copy 2015 PricewaterhouseCoopers LLP an Ontario limited liability partnership All rights reserved
Board Resolutions ndash Status Report 1
STAFF REPORT INFORMATION ONLY
Board Resolutions ndash Status Report
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report lists the status of outstanding Toronto Public Library Board resolutions
BACKGROUND INFORMATION
At the April 2 2012 meeting the Toronto Public Library Board approved the inclusion of
Board Resolutions ndash 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 ndash Status Report ndash November 21 2016
18
1
STATUS REPORT
TORONTO PUBLIC LIBRARY BOARD RESOLUTIONS
AS AT NOVEMBER 21 2016
DATE OF
MEETING
MOTION
(Ref Minute )
STATUS
TARGET
DATE
Sep 8 2014 14-150 ndash Notice of Motion Funding and Timing of
PerthDupont Branch Relocation
5 requests that the local City Councillor consult
with the local community and make a
recommendation to the Board for a new name for
the relocated branch (which will no longer be
located at the corner of Perth and Dupont)
IN PROGRESS Staff to bring a recommendation to
the Board for a new name for the relocated branch to
the Board for approval
To be
determined
Feb 22 2016 16-040 ndash Naming Opportunity ndash Daniel Grafton
Hill III
2 requests staff to provide updates to the
Toronto Public Library Board on this
initiative at strategic intervals
IN PROGRESS This initiative is dependent on a
future branch capital project and consultation
process
To be
determined
Oct 24 2016 16-193 ndash Toronto Public Library Board ndash Self-
Evaluation
2 conducts a pilot self-evaluation during the
month of November 2016 and discusses the
results of the evaluation at the January 2017
meeting
IN PROGRESS A report is expected to be provided
at the January 2017 meeting
January 2017
meeting
Attachment 1
Accountability Framework
Questions amp Discussion
19
20
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 1
STAFF REPORT ACTION REQUIRED
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report proposes revised meeting dates for the December 2016 and January 2017
meetings for Toronto Public Library Board approval
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves rescheduling the December 8 2016 Toronto Public Library Board meeting
to December 12 2016 and
2 approves rescheduling the January 23 2017 Toronto Public Library Board meeting to
January 30 2017
FINANCIAL IMPACT
There is no financial impact arising from this report
The Director Finance and Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
At the January 25 2016 meeting the Board approved the schedule for meetings in 2016
including December 8 2016
At the October 24 2016 meeting the Board was provided with the proposed schedule for
meetings in 2017 including January 23 2017 for approval at the January 2017 meeting
14
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 2
COMMENTS
Library staff have recently reviewed the Cityrsquos updated budget schedule The Library Board
meeting in December is not well aligned with the Cityrsquos schedule A later December date
would provide the Board with more opportunity to be informed and kept up-to-date on the
2017 budget as well as to participate in the process As a result the rescheduling of the
December 8 2016 meeting to Monday December 12 is being recommended Board
members were canvassed and quorum is attainable for a meeting on December 12 2016
As the same scenario is also a possibility for the proposed January 23 2017 meeting it is
recommended that the date be changed to January 30 2017
Key dates for the 2017 budget process are shown below
2017 Budget Timetable
Date Political Review TPL Board
2016
Nov 21 Board meeting
Dec 2 Budget Committee launch
Dec 12 (from 8) Board meeting
Dec 161920 (21) Budget Committee presentations
2017
Jan 5 910 Budget Committee public deputations
Jan 12 Budget Committee wrap-up
Jan 24 Budget Committee final
Jan 30 (from 23) Board meeting
Feb 7 Executive Committee
Feb 15 16 (17) Council approval
Feb 21 Board meeting
CONTACT
Nancy Marshall Library Board Officer City Librarianrsquos Office
Tel 416-393-7215 E-mail nmarshalltorontopubliclibraryca
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 3
SIGNATURE
______________________________
Vickery Bowles
City Librarian
Holiday Closures 2017 and January 2018 1
STAFF REPORT ACTION REQUIRED
Holiday Closures 2017 and January 2018
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The purpose of this report is to recommend and receive Toronto Public Library Board
approval for the schedule of holiday closures for 2017 and January 2018
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves the schedule of holiday closures for 2017 and January 2018 as provided
in Attachment 1
FINANCIAL IMPACT
There is no financial impact to the 2017 operating budget arising from the
recommendation in this report The recommended closures are included in the proposed
2017 operating budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
Where Library Board approval is required to establish holiday closures the matter comes
before the Board in the preceding year to ensure adequate notice to the public and staff
COMMENTS
At its meeting on October 26 2015 the Library Board approved the Library closure for
New Yearrsquos Day 2017 on Monday January 2 2017
15
Holiday Closures 2017 and January 2018 2
The Library is open for regular service on Remembrance Day Saturday November 11
2017
The Library will be closed on Monday December 25 2017 for Christmas Day and
Tuesday December 26 2017 for Boxing Day
In 2018 New Yearrsquos Day falls on a Monday and the Library will be closed
All full-time employees whose scheduled day off falls on a holiday closure are
compensated with a day in lieu to be taken at another agreed upon time
It is the practice of the Library to close on the Sundays adjacent to public holidays with
the exception of Family Day
The schedule of holiday closures for 2017 and January 2018 is provided in Attachment 1
CONTACT
Dan Keon Director Human Resources Tel 416-395-5850
E-mail dkeontorontopubliclibraryca
SIGNATURE
_____________________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Holiday Closures 2017 and January 2018
Toronto Public Library Holiday Closures 2017 and January 2018
Sunday January 1 2017 New Yearrsquos Day Closed
Monday January 2 2017 For New Yearrsquos Day Closed
Monday February 20 2017 Family Day Closed
Friday April 14 2017 Good Friday Closed
Sunday April 16 2017 Easter Sunday Closed
Monday April 17 2017 Easter Monday Closed
Monday May 22 2017 Victoria Day Closed
Saturday July 1 2017 Canada Day Closed
Monday August 7 2017 Civic Holiday (Simcoe Day) Closed
Monday September 4 2017 Labour Day Closed
Monday October 9 2017 Thanksgiving Day Closed
Sunday December 24 2017 Christmas Eve Closed
Monday December 25 2017 Christmas Day Closed
Tuesday December 26 2017 Boxing Day Closed
Sunday December 31 2017 New Yearrsquos Eve Closed
Monday January 1 2018 New Yearrsquos Day Closed
New Yearrsquos Day 2017 closure approved by the Library Board on October 26 2015
Attachment 1
Audit Plan for the Year Ending December 31 2016 1
STAFF REPORT INFORMATION ONLY
Audit Plan for the Year Ending December 31 2016
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The attached report from PricewaterhouseCoopers the external auditors summarizes the
planning for their audit of the 2016 financial statements for the Toronto Public Library
Board
FINANCIAL IMPACT
The proposed audit fee of $25000 inclusive of expenses and exclusive of Harmonized
Sales Tax (2015 ndash $25000) is included in the 2016 operating budget It is important to
note that the audit fee does not include extra audit work that may be required due to
scope changes and PricewaterhouseCoopers will advise management as soon as possible
if this were to happen
This is the second year of a five-year audit contract that the City has negotiated The fee
will remain unchanged for the duration of the contract
ISSUE BACKGROUND
Under Section 139 of the City of Toronto Act 2006 the City is required to appoint an
auditor licensed under the Public Accounting Act 2004 who is responsible for annually
auditing the accounts and transactions of the City and its local boards and expressing an
opinion on the financial statements of these entities based on the audit
Council at its March 2015 meeting approved the recommendation of the Audit
Committee to appoint PricewaterhouseCoopers as the external auditor for the City and
Library The contract with PricewaterhouseCoopers is for five years ending with the
audit of the December 31 2019 financial statements
As part of the annual audit PricewaterhouseCoopers provides an Audit Plan report to the
Toronto Public Library Board The auditors will conduct their audit of the 2016 financial
statements pursuant to this plan
17
Audit Plan for the Year Ending December 31 2016 2
COMMENTS
Attached is PricewaterhouseCoopersrsquo Audit Plan for the Library which summarizes their
view on audit risks the nature extent and timing of the audit work and the terms of
engagement
On completion of the audit PricewaterhouseCoopers will issue the Audited Financial
Statements and a Year-End Report to the Board that will provide key matters for
discussion significant audit accounting and financial reporting matters summary of
unadjusted and adjusted items other required communications internal control
recommendations and a confirmation of auditor independence
Work on the interim audit was completed in October 2016 and the year-end audit is
expected to be completed by March 2016
CONTACT
Larry Hughsam Director Finance amp Treasurer Tel 416-397-5946
E-mail lhughsamtorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Board ndash Audit Plan for the year ending
December 31 2016
wwwpwccomca
Audit planfor the yearendingDecember31 2016
Toronto PublicLibrary Board
pwc
pwc
October 28 2016
Members of the BoardToronto Public Library Board
Dear Members of the Board
We are pleased to present an overview of our audit plan for the 2016 audit of the financial statementsof Toronto Public Library Board (the Library) prepared in accordance with Canadian Public SectorAccounting Standards (PSAS) (referred to as the ldquofinancial statementsrdquo from now on)
This overview includes our view on audit risks and the nature extent and timing of our audit work
We value your feedback and if you have any questions about the identified risks and our audit approachplease do not hesitate to contact the undersigned at (416) 228-1922
Yours very truly
Tern McUnnonPartnerRisk Assurance Services
cc Mr Larry Hughsam Director Finance and Treasurer
PricewatcrhouseCoopers UPnyC Tower i8 York Street Suite 2600 Toronto Ontario Canada M oB2T +1 416 8631133 F +1 416 365 8215 wwwpwccomca
lsquoPwt relera to Pdcewatethousetoopers LLP an Ontario limiled liabiLity paruiership
Toronto Public Library Board Audit plan for the year ending December 31 2016
Communications to the Board
Key mattersfor Commentsdiscussion
Client service team Tern McKinnon is your engagement leader and Julianne Cooke is your engagementmanager
Service deliverables We will audit the Libraryrsquos financial statements as of December 31 2016 and for theyear then ending prepared in accordance with PSAS
Our engagement letter which has been signed by the City of Toronto sets out theterms and conditions for our engagement as the independent auditor of the Libraryfor the above-mentioned year In addition our engagement letter outlines ourresponsibilities as the auditor and the responsibilities of management
Audit timeline We worked with management to develop this project timelinemdash Interim visit October 17-21 2016mdash Year-end visit March20 mdash March 31 2017mdash Clearance meeting with management To be confirmedmdash Deliveryfiling of financial statements To be confirmed
Audit approach Our audit approach is a mixture of tests of internal controls and substantive testingOur audit approach is designed to allow us to execute a quality and efficient auditWe do this byi gaining an understanding of the business by focusing on new developments
and key business issues affecting the Library as well as managementrsquosmonitoring of controls and business processes
ii identiring significant audit risks sharing our perspectives obtaining yourfeedback and ensuring our audit is tailored to these risks
iii using well-reasoned professional judgment especially in areas that aresubjective or require estimates and
iv leveraging reliance where possible on the Libraryrsquos internal controls andinformation technology and data systems
In the current year our planned work will include testing of key controls in thefollowing areasmdash Purchases payables and disbursementsmdash Payroll
All other areas will be subject to tests of detail
Significant risks are risks of material misstatement that we think need special auditconsideration We identified several significant audit risks and plan to address themas follows Please let us know if you agree that these are the most significant risksfrom your point of view and if you have any other areas of concern
PwC I
Toronto Public Library Board Audit plan for the year ending December 31 2016
Significant risk to Managementrsquos response and our audit approachdiscuss
Risk of management Accounting regulatory authorities require that the risk of material misstatement dueoverride of controls to management override of controls be considered a significant risk on every audit
engagement
This represents the risk that internal controls at the Library maybe circumvented toachieve desired financial results or gain inappropriate access to financial resources
In order to address this risk we will perform the followingbull All non-routine journal entries are reviewed and approved by the appropriate
level of managementbull We will review manual journal entries focusing on large and unusual entriesbull We will review accounting estimates for biases that could result in material
misstatementbull We will incorporate unpredictable procedures in the audit approach
Risk of fraud in revenue The risk of fraud in revenue recognition is a presumed significant risk underrecognition Canadian Auditing Standards We will assess this risk through the consideration of
the Libraryrsquos revenue recognition policies the incentivepressure to fraudulentlymisstate revenue and the potential opportunity
In order to address this risk we will perform the following
bull Update our understanding of managementrsquos processes and internal controlssurrounding revenue recognition
bull Obtain confirmations from the City of Toronto for subsidies received duringthe year
bull Test significant revenue streams through testing a sample of transactions tosupporting documents
Materiality Misstatements are considered to be material if they could reasonably be expected toinfluence the economic decisions of users of the financial statements We have set apreliminanrsquo materialihrsquo of S6i6oooo We will report unadjusted and adjusted itemsover S6i6ooo to the Board on completion of the audit
Fraud risk We discuss fraud risk annually with the Board Through our planning process (andprior yearsrsquo audits) we developed an understanding of your oversight processesincluding
Employee code of ethicsmdash Discussion at Board meetings and our attendance at those meetings or
reviewing minutes of meetingsmdash Presentations by management including business performance reviewsmdash Signing authorities
Are there any new processes or changes to the items above that we should be awareoP
We are not aware of any fraud Are you aware of instances of any actual suspected or
____________________________
alleged fraud affecting the Library
PwC 2
Toronto Public Ubrary Board Audit plan for the year ending December 31 2016
The matters raised In this and other reports that will flow from the audit are only those that have come to our attention arising from or relevant toour audit that we believe need to be brought to your attention They are not a comprehensive record of all the matters arising and in particularwe cannot be held responsible for reporting all risks in your business or all internal control weaknesses This report has been prepared solely foryour use It was not prepared or intended for any other purpose No other person or entity shall place any reliance upon the accuracy orcompleteness of statements made herein PwC does not assume responsibility to any third party and in no event shall PwC have any liabilityfor damages costs or losses suffered by reason of any reliance upon the contents of this report by any person or entity other than you
PwC 3
copy 2015 PricewaterhouseCoopers LLP an Ontario limited liability partnership All rights reserved
Board Resolutions ndash Status Report 1
STAFF REPORT INFORMATION ONLY
Board Resolutions ndash Status Report
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report lists the status of outstanding Toronto Public Library Board resolutions
BACKGROUND INFORMATION
At the April 2 2012 meeting the Toronto Public Library Board approved the inclusion of
Board Resolutions ndash 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 ndash Status Report ndash November 21 2016
18
1
STATUS REPORT
TORONTO PUBLIC LIBRARY BOARD RESOLUTIONS
AS AT NOVEMBER 21 2016
DATE OF
MEETING
MOTION
(Ref Minute )
STATUS
TARGET
DATE
Sep 8 2014 14-150 ndash Notice of Motion Funding and Timing of
PerthDupont Branch Relocation
5 requests that the local City Councillor consult
with the local community and make a
recommendation to the Board for a new name for
the relocated branch (which will no longer be
located at the corner of Perth and Dupont)
IN PROGRESS Staff to bring a recommendation to
the Board for a new name for the relocated branch to
the Board for approval
To be
determined
Feb 22 2016 16-040 ndash Naming Opportunity ndash Daniel Grafton
Hill III
2 requests staff to provide updates to the
Toronto Public Library Board on this
initiative at strategic intervals
IN PROGRESS This initiative is dependent on a
future branch capital project and consultation
process
To be
determined
Oct 24 2016 16-193 ndash Toronto Public Library Board ndash Self-
Evaluation
2 conducts a pilot self-evaluation during the
month of November 2016 and discusses the
results of the evaluation at the January 2017
meeting
IN PROGRESS A report is expected to be provided
at the January 2017 meeting
January 2017
meeting
Attachment 1
20
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 1
STAFF REPORT ACTION REQUIRED
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report proposes revised meeting dates for the December 2016 and January 2017
meetings for Toronto Public Library Board approval
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves rescheduling the December 8 2016 Toronto Public Library Board meeting
to December 12 2016 and
2 approves rescheduling the January 23 2017 Toronto Public Library Board meeting to
January 30 2017
FINANCIAL IMPACT
There is no financial impact arising from this report
The Director Finance and Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
At the January 25 2016 meeting the Board approved the schedule for meetings in 2016
including December 8 2016
At the October 24 2016 meeting the Board was provided with the proposed schedule for
meetings in 2017 including January 23 2017 for approval at the January 2017 meeting
14
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 2
COMMENTS
Library staff have recently reviewed the Cityrsquos updated budget schedule The Library Board
meeting in December is not well aligned with the Cityrsquos schedule A later December date
would provide the Board with more opportunity to be informed and kept up-to-date on the
2017 budget as well as to participate in the process As a result the rescheduling of the
December 8 2016 meeting to Monday December 12 is being recommended Board
members were canvassed and quorum is attainable for a meeting on December 12 2016
As the same scenario is also a possibility for the proposed January 23 2017 meeting it is
recommended that the date be changed to January 30 2017
Key dates for the 2017 budget process are shown below
2017 Budget Timetable
Date Political Review TPL Board
2016
Nov 21 Board meeting
Dec 2 Budget Committee launch
Dec 12 (from 8) Board meeting
Dec 161920 (21) Budget Committee presentations
2017
Jan 5 910 Budget Committee public deputations
Jan 12 Budget Committee wrap-up
Jan 24 Budget Committee final
Jan 30 (from 23) Board meeting
Feb 7 Executive Committee
Feb 15 16 (17) Council approval
Feb 21 Board meeting
CONTACT
Nancy Marshall Library Board Officer City Librarianrsquos Office
Tel 416-393-7215 E-mail nmarshalltorontopubliclibraryca
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 3
SIGNATURE
______________________________
Vickery Bowles
City Librarian
Holiday Closures 2017 and January 2018 1
STAFF REPORT ACTION REQUIRED
Holiday Closures 2017 and January 2018
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The purpose of this report is to recommend and receive Toronto Public Library Board
approval for the schedule of holiday closures for 2017 and January 2018
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves the schedule of holiday closures for 2017 and January 2018 as provided
in Attachment 1
FINANCIAL IMPACT
There is no financial impact to the 2017 operating budget arising from the
recommendation in this report The recommended closures are included in the proposed
2017 operating budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
Where Library Board approval is required to establish holiday closures the matter comes
before the Board in the preceding year to ensure adequate notice to the public and staff
COMMENTS
At its meeting on October 26 2015 the Library Board approved the Library closure for
New Yearrsquos Day 2017 on Monday January 2 2017
15
Holiday Closures 2017 and January 2018 2
The Library is open for regular service on Remembrance Day Saturday November 11
2017
The Library will be closed on Monday December 25 2017 for Christmas Day and
Tuesday December 26 2017 for Boxing Day
In 2018 New Yearrsquos Day falls on a Monday and the Library will be closed
All full-time employees whose scheduled day off falls on a holiday closure are
compensated with a day in lieu to be taken at another agreed upon time
It is the practice of the Library to close on the Sundays adjacent to public holidays with
the exception of Family Day
The schedule of holiday closures for 2017 and January 2018 is provided in Attachment 1
CONTACT
Dan Keon Director Human Resources Tel 416-395-5850
E-mail dkeontorontopubliclibraryca
SIGNATURE
_____________________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Holiday Closures 2017 and January 2018
Toronto Public Library Holiday Closures 2017 and January 2018
Sunday January 1 2017 New Yearrsquos Day Closed
Monday January 2 2017 For New Yearrsquos Day Closed
Monday February 20 2017 Family Day Closed
Friday April 14 2017 Good Friday Closed
Sunday April 16 2017 Easter Sunday Closed
Monday April 17 2017 Easter Monday Closed
Monday May 22 2017 Victoria Day Closed
Saturday July 1 2017 Canada Day Closed
Monday August 7 2017 Civic Holiday (Simcoe Day) Closed
Monday September 4 2017 Labour Day Closed
Monday October 9 2017 Thanksgiving Day Closed
Sunday December 24 2017 Christmas Eve Closed
Monday December 25 2017 Christmas Day Closed
Tuesday December 26 2017 Boxing Day Closed
Sunday December 31 2017 New Yearrsquos Eve Closed
Monday January 1 2018 New Yearrsquos Day Closed
New Yearrsquos Day 2017 closure approved by the Library Board on October 26 2015
Attachment 1
Audit Plan for the Year Ending December 31 2016 1
STAFF REPORT INFORMATION ONLY
Audit Plan for the Year Ending December 31 2016
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The attached report from PricewaterhouseCoopers the external auditors summarizes the
planning for their audit of the 2016 financial statements for the Toronto Public Library
Board
FINANCIAL IMPACT
The proposed audit fee of $25000 inclusive of expenses and exclusive of Harmonized
Sales Tax (2015 ndash $25000) is included in the 2016 operating budget It is important to
note that the audit fee does not include extra audit work that may be required due to
scope changes and PricewaterhouseCoopers will advise management as soon as possible
if this were to happen
This is the second year of a five-year audit contract that the City has negotiated The fee
will remain unchanged for the duration of the contract
ISSUE BACKGROUND
Under Section 139 of the City of Toronto Act 2006 the City is required to appoint an
auditor licensed under the Public Accounting Act 2004 who is responsible for annually
auditing the accounts and transactions of the City and its local boards and expressing an
opinion on the financial statements of these entities based on the audit
Council at its March 2015 meeting approved the recommendation of the Audit
Committee to appoint PricewaterhouseCoopers as the external auditor for the City and
Library The contract with PricewaterhouseCoopers is for five years ending with the
audit of the December 31 2019 financial statements
As part of the annual audit PricewaterhouseCoopers provides an Audit Plan report to the
Toronto Public Library Board The auditors will conduct their audit of the 2016 financial
statements pursuant to this plan
17
Audit Plan for the Year Ending December 31 2016 2
COMMENTS
Attached is PricewaterhouseCoopersrsquo Audit Plan for the Library which summarizes their
view on audit risks the nature extent and timing of the audit work and the terms of
engagement
On completion of the audit PricewaterhouseCoopers will issue the Audited Financial
Statements and a Year-End Report to the Board that will provide key matters for
discussion significant audit accounting and financial reporting matters summary of
unadjusted and adjusted items other required communications internal control
recommendations and a confirmation of auditor independence
Work on the interim audit was completed in October 2016 and the year-end audit is
expected to be completed by March 2016
CONTACT
Larry Hughsam Director Finance amp Treasurer Tel 416-397-5946
E-mail lhughsamtorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Board ndash Audit Plan for the year ending
December 31 2016
wwwpwccomca
Audit planfor the yearendingDecember31 2016
Toronto PublicLibrary Board
pwc
pwc
October 28 2016
Members of the BoardToronto Public Library Board
Dear Members of the Board
We are pleased to present an overview of our audit plan for the 2016 audit of the financial statementsof Toronto Public Library Board (the Library) prepared in accordance with Canadian Public SectorAccounting Standards (PSAS) (referred to as the ldquofinancial statementsrdquo from now on)
This overview includes our view on audit risks and the nature extent and timing of our audit work
We value your feedback and if you have any questions about the identified risks and our audit approachplease do not hesitate to contact the undersigned at (416) 228-1922
Yours very truly
Tern McUnnonPartnerRisk Assurance Services
cc Mr Larry Hughsam Director Finance and Treasurer
PricewatcrhouseCoopers UPnyC Tower i8 York Street Suite 2600 Toronto Ontario Canada M oB2T +1 416 8631133 F +1 416 365 8215 wwwpwccomca
lsquoPwt relera to Pdcewatethousetoopers LLP an Ontario limiled liabiLity paruiership
Toronto Public Library Board Audit plan for the year ending December 31 2016
Communications to the Board
Key mattersfor Commentsdiscussion
Client service team Tern McKinnon is your engagement leader and Julianne Cooke is your engagementmanager
Service deliverables We will audit the Libraryrsquos financial statements as of December 31 2016 and for theyear then ending prepared in accordance with PSAS
Our engagement letter which has been signed by the City of Toronto sets out theterms and conditions for our engagement as the independent auditor of the Libraryfor the above-mentioned year In addition our engagement letter outlines ourresponsibilities as the auditor and the responsibilities of management
Audit timeline We worked with management to develop this project timelinemdash Interim visit October 17-21 2016mdash Year-end visit March20 mdash March 31 2017mdash Clearance meeting with management To be confirmedmdash Deliveryfiling of financial statements To be confirmed
Audit approach Our audit approach is a mixture of tests of internal controls and substantive testingOur audit approach is designed to allow us to execute a quality and efficient auditWe do this byi gaining an understanding of the business by focusing on new developments
and key business issues affecting the Library as well as managementrsquosmonitoring of controls and business processes
ii identiring significant audit risks sharing our perspectives obtaining yourfeedback and ensuring our audit is tailored to these risks
iii using well-reasoned professional judgment especially in areas that aresubjective or require estimates and
iv leveraging reliance where possible on the Libraryrsquos internal controls andinformation technology and data systems
In the current year our planned work will include testing of key controls in thefollowing areasmdash Purchases payables and disbursementsmdash Payroll
All other areas will be subject to tests of detail
Significant risks are risks of material misstatement that we think need special auditconsideration We identified several significant audit risks and plan to address themas follows Please let us know if you agree that these are the most significant risksfrom your point of view and if you have any other areas of concern
PwC I
Toronto Public Library Board Audit plan for the year ending December 31 2016
Significant risk to Managementrsquos response and our audit approachdiscuss
Risk of management Accounting regulatory authorities require that the risk of material misstatement dueoverride of controls to management override of controls be considered a significant risk on every audit
engagement
This represents the risk that internal controls at the Library maybe circumvented toachieve desired financial results or gain inappropriate access to financial resources
In order to address this risk we will perform the followingbull All non-routine journal entries are reviewed and approved by the appropriate
level of managementbull We will review manual journal entries focusing on large and unusual entriesbull We will review accounting estimates for biases that could result in material
misstatementbull We will incorporate unpredictable procedures in the audit approach
Risk of fraud in revenue The risk of fraud in revenue recognition is a presumed significant risk underrecognition Canadian Auditing Standards We will assess this risk through the consideration of
the Libraryrsquos revenue recognition policies the incentivepressure to fraudulentlymisstate revenue and the potential opportunity
In order to address this risk we will perform the following
bull Update our understanding of managementrsquos processes and internal controlssurrounding revenue recognition
bull Obtain confirmations from the City of Toronto for subsidies received duringthe year
bull Test significant revenue streams through testing a sample of transactions tosupporting documents
Materiality Misstatements are considered to be material if they could reasonably be expected toinfluence the economic decisions of users of the financial statements We have set apreliminanrsquo materialihrsquo of S6i6oooo We will report unadjusted and adjusted itemsover S6i6ooo to the Board on completion of the audit
Fraud risk We discuss fraud risk annually with the Board Through our planning process (andprior yearsrsquo audits) we developed an understanding of your oversight processesincluding
Employee code of ethicsmdash Discussion at Board meetings and our attendance at those meetings or
reviewing minutes of meetingsmdash Presentations by management including business performance reviewsmdash Signing authorities
Are there any new processes or changes to the items above that we should be awareoP
We are not aware of any fraud Are you aware of instances of any actual suspected or
____________________________
alleged fraud affecting the Library
PwC 2
Toronto Public Ubrary Board Audit plan for the year ending December 31 2016
The matters raised In this and other reports that will flow from the audit are only those that have come to our attention arising from or relevant toour audit that we believe need to be brought to your attention They are not a comprehensive record of all the matters arising and in particularwe cannot be held responsible for reporting all risks in your business or all internal control weaknesses This report has been prepared solely foryour use It was not prepared or intended for any other purpose No other person or entity shall place any reliance upon the accuracy orcompleteness of statements made herein PwC does not assume responsibility to any third party and in no event shall PwC have any liabilityfor damages costs or losses suffered by reason of any reliance upon the contents of this report by any person or entity other than you
PwC 3
copy 2015 PricewaterhouseCoopers LLP an Ontario limited liability partnership All rights reserved
Board Resolutions ndash Status Report 1
STAFF REPORT INFORMATION ONLY
Board Resolutions ndash Status Report
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report lists the status of outstanding Toronto Public Library Board resolutions
BACKGROUND INFORMATION
At the April 2 2012 meeting the Toronto Public Library Board approved the inclusion of
Board Resolutions ndash 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 ndash Status Report ndash November 21 2016
18
1
STATUS REPORT
TORONTO PUBLIC LIBRARY BOARD RESOLUTIONS
AS AT NOVEMBER 21 2016
DATE OF
MEETING
MOTION
(Ref Minute )
STATUS
TARGET
DATE
Sep 8 2014 14-150 ndash Notice of Motion Funding and Timing of
PerthDupont Branch Relocation
5 requests that the local City Councillor consult
with the local community and make a
recommendation to the Board for a new name for
the relocated branch (which will no longer be
located at the corner of Perth and Dupont)
IN PROGRESS Staff to bring a recommendation to
the Board for a new name for the relocated branch to
the Board for approval
To be
determined
Feb 22 2016 16-040 ndash Naming Opportunity ndash Daniel Grafton
Hill III
2 requests staff to provide updates to the
Toronto Public Library Board on this
initiative at strategic intervals
IN PROGRESS This initiative is dependent on a
future branch capital project and consultation
process
To be
determined
Oct 24 2016 16-193 ndash Toronto Public Library Board ndash Self-
Evaluation
2 conducts a pilot self-evaluation during the
month of November 2016 and discusses the
results of the evaluation at the January 2017
meeting
IN PROGRESS A report is expected to be provided
at the January 2017 meeting
January 2017
meeting
Attachment 1
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 1
STAFF REPORT ACTION REQUIRED
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report proposes revised meeting dates for the December 2016 and January 2017
meetings for Toronto Public Library Board approval
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves rescheduling the December 8 2016 Toronto Public Library Board meeting
to December 12 2016 and
2 approves rescheduling the January 23 2017 Toronto Public Library Board meeting to
January 30 2017
FINANCIAL IMPACT
There is no financial impact arising from this report
The Director Finance and Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
At the January 25 2016 meeting the Board approved the schedule for meetings in 2016
including December 8 2016
At the October 24 2016 meeting the Board was provided with the proposed schedule for
meetings in 2017 including January 23 2017 for approval at the January 2017 meeting
14
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 2
COMMENTS
Library staff have recently reviewed the Cityrsquos updated budget schedule The Library Board
meeting in December is not well aligned with the Cityrsquos schedule A later December date
would provide the Board with more opportunity to be informed and kept up-to-date on the
2017 budget as well as to participate in the process As a result the rescheduling of the
December 8 2016 meeting to Monday December 12 is being recommended Board
members were canvassed and quorum is attainable for a meeting on December 12 2016
As the same scenario is also a possibility for the proposed January 23 2017 meeting it is
recommended that the date be changed to January 30 2017
Key dates for the 2017 budget process are shown below
2017 Budget Timetable
Date Political Review TPL Board
2016
Nov 21 Board meeting
Dec 2 Budget Committee launch
Dec 12 (from 8) Board meeting
Dec 161920 (21) Budget Committee presentations
2017
Jan 5 910 Budget Committee public deputations
Jan 12 Budget Committee wrap-up
Jan 24 Budget Committee final
Jan 30 (from 23) Board meeting
Feb 7 Executive Committee
Feb 15 16 (17) Council approval
Feb 21 Board meeting
CONTACT
Nancy Marshall Library Board Officer City Librarianrsquos Office
Tel 416-393-7215 E-mail nmarshalltorontopubliclibraryca
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 3
SIGNATURE
______________________________
Vickery Bowles
City Librarian
Holiday Closures 2017 and January 2018 1
STAFF REPORT ACTION REQUIRED
Holiday Closures 2017 and January 2018
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The purpose of this report is to recommend and receive Toronto Public Library Board
approval for the schedule of holiday closures for 2017 and January 2018
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves the schedule of holiday closures for 2017 and January 2018 as provided
in Attachment 1
FINANCIAL IMPACT
There is no financial impact to the 2017 operating budget arising from the
recommendation in this report The recommended closures are included in the proposed
2017 operating budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
Where Library Board approval is required to establish holiday closures the matter comes
before the Board in the preceding year to ensure adequate notice to the public and staff
COMMENTS
At its meeting on October 26 2015 the Library Board approved the Library closure for
New Yearrsquos Day 2017 on Monday January 2 2017
15
Holiday Closures 2017 and January 2018 2
The Library is open for regular service on Remembrance Day Saturday November 11
2017
The Library will be closed on Monday December 25 2017 for Christmas Day and
Tuesday December 26 2017 for Boxing Day
In 2018 New Yearrsquos Day falls on a Monday and the Library will be closed
All full-time employees whose scheduled day off falls on a holiday closure are
compensated with a day in lieu to be taken at another agreed upon time
It is the practice of the Library to close on the Sundays adjacent to public holidays with
the exception of Family Day
The schedule of holiday closures for 2017 and January 2018 is provided in Attachment 1
CONTACT
Dan Keon Director Human Resources Tel 416-395-5850
E-mail dkeontorontopubliclibraryca
SIGNATURE
_____________________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Holiday Closures 2017 and January 2018
Toronto Public Library Holiday Closures 2017 and January 2018
Sunday January 1 2017 New Yearrsquos Day Closed
Monday January 2 2017 For New Yearrsquos Day Closed
Monday February 20 2017 Family Day Closed
Friday April 14 2017 Good Friday Closed
Sunday April 16 2017 Easter Sunday Closed
Monday April 17 2017 Easter Monday Closed
Monday May 22 2017 Victoria Day Closed
Saturday July 1 2017 Canada Day Closed
Monday August 7 2017 Civic Holiday (Simcoe Day) Closed
Monday September 4 2017 Labour Day Closed
Monday October 9 2017 Thanksgiving Day Closed
Sunday December 24 2017 Christmas Eve Closed
Monday December 25 2017 Christmas Day Closed
Tuesday December 26 2017 Boxing Day Closed
Sunday December 31 2017 New Yearrsquos Eve Closed
Monday January 1 2018 New Yearrsquos Day Closed
New Yearrsquos Day 2017 closure approved by the Library Board on October 26 2015
Attachment 1
Audit Plan for the Year Ending December 31 2016 1
STAFF REPORT INFORMATION ONLY
Audit Plan for the Year Ending December 31 2016
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The attached report from PricewaterhouseCoopers the external auditors summarizes the
planning for their audit of the 2016 financial statements for the Toronto Public Library
Board
FINANCIAL IMPACT
The proposed audit fee of $25000 inclusive of expenses and exclusive of Harmonized
Sales Tax (2015 ndash $25000) is included in the 2016 operating budget It is important to
note that the audit fee does not include extra audit work that may be required due to
scope changes and PricewaterhouseCoopers will advise management as soon as possible
if this were to happen
This is the second year of a five-year audit contract that the City has negotiated The fee
will remain unchanged for the duration of the contract
ISSUE BACKGROUND
Under Section 139 of the City of Toronto Act 2006 the City is required to appoint an
auditor licensed under the Public Accounting Act 2004 who is responsible for annually
auditing the accounts and transactions of the City and its local boards and expressing an
opinion on the financial statements of these entities based on the audit
Council at its March 2015 meeting approved the recommendation of the Audit
Committee to appoint PricewaterhouseCoopers as the external auditor for the City and
Library The contract with PricewaterhouseCoopers is for five years ending with the
audit of the December 31 2019 financial statements
As part of the annual audit PricewaterhouseCoopers provides an Audit Plan report to the
Toronto Public Library Board The auditors will conduct their audit of the 2016 financial
statements pursuant to this plan
17
Audit Plan for the Year Ending December 31 2016 2
COMMENTS
Attached is PricewaterhouseCoopersrsquo Audit Plan for the Library which summarizes their
view on audit risks the nature extent and timing of the audit work and the terms of
engagement
On completion of the audit PricewaterhouseCoopers will issue the Audited Financial
Statements and a Year-End Report to the Board that will provide key matters for
discussion significant audit accounting and financial reporting matters summary of
unadjusted and adjusted items other required communications internal control
recommendations and a confirmation of auditor independence
Work on the interim audit was completed in October 2016 and the year-end audit is
expected to be completed by March 2016
CONTACT
Larry Hughsam Director Finance amp Treasurer Tel 416-397-5946
E-mail lhughsamtorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Board ndash Audit Plan for the year ending
December 31 2016
wwwpwccomca
Audit planfor the yearendingDecember31 2016
Toronto PublicLibrary Board
pwc
pwc
October 28 2016
Members of the BoardToronto Public Library Board
Dear Members of the Board
We are pleased to present an overview of our audit plan for the 2016 audit of the financial statementsof Toronto Public Library Board (the Library) prepared in accordance with Canadian Public SectorAccounting Standards (PSAS) (referred to as the ldquofinancial statementsrdquo from now on)
This overview includes our view on audit risks and the nature extent and timing of our audit work
We value your feedback and if you have any questions about the identified risks and our audit approachplease do not hesitate to contact the undersigned at (416) 228-1922
Yours very truly
Tern McUnnonPartnerRisk Assurance Services
cc Mr Larry Hughsam Director Finance and Treasurer
PricewatcrhouseCoopers UPnyC Tower i8 York Street Suite 2600 Toronto Ontario Canada M oB2T +1 416 8631133 F +1 416 365 8215 wwwpwccomca
lsquoPwt relera to Pdcewatethousetoopers LLP an Ontario limiled liabiLity paruiership
Toronto Public Library Board Audit plan for the year ending December 31 2016
Communications to the Board
Key mattersfor Commentsdiscussion
Client service team Tern McKinnon is your engagement leader and Julianne Cooke is your engagementmanager
Service deliverables We will audit the Libraryrsquos financial statements as of December 31 2016 and for theyear then ending prepared in accordance with PSAS
Our engagement letter which has been signed by the City of Toronto sets out theterms and conditions for our engagement as the independent auditor of the Libraryfor the above-mentioned year In addition our engagement letter outlines ourresponsibilities as the auditor and the responsibilities of management
Audit timeline We worked with management to develop this project timelinemdash Interim visit October 17-21 2016mdash Year-end visit March20 mdash March 31 2017mdash Clearance meeting with management To be confirmedmdash Deliveryfiling of financial statements To be confirmed
Audit approach Our audit approach is a mixture of tests of internal controls and substantive testingOur audit approach is designed to allow us to execute a quality and efficient auditWe do this byi gaining an understanding of the business by focusing on new developments
and key business issues affecting the Library as well as managementrsquosmonitoring of controls and business processes
ii identiring significant audit risks sharing our perspectives obtaining yourfeedback and ensuring our audit is tailored to these risks
iii using well-reasoned professional judgment especially in areas that aresubjective or require estimates and
iv leveraging reliance where possible on the Libraryrsquos internal controls andinformation technology and data systems
In the current year our planned work will include testing of key controls in thefollowing areasmdash Purchases payables and disbursementsmdash Payroll
All other areas will be subject to tests of detail
Significant risks are risks of material misstatement that we think need special auditconsideration We identified several significant audit risks and plan to address themas follows Please let us know if you agree that these are the most significant risksfrom your point of view and if you have any other areas of concern
PwC I
Toronto Public Library Board Audit plan for the year ending December 31 2016
Significant risk to Managementrsquos response and our audit approachdiscuss
Risk of management Accounting regulatory authorities require that the risk of material misstatement dueoverride of controls to management override of controls be considered a significant risk on every audit
engagement
This represents the risk that internal controls at the Library maybe circumvented toachieve desired financial results or gain inappropriate access to financial resources
In order to address this risk we will perform the followingbull All non-routine journal entries are reviewed and approved by the appropriate
level of managementbull We will review manual journal entries focusing on large and unusual entriesbull We will review accounting estimates for biases that could result in material
misstatementbull We will incorporate unpredictable procedures in the audit approach
Risk of fraud in revenue The risk of fraud in revenue recognition is a presumed significant risk underrecognition Canadian Auditing Standards We will assess this risk through the consideration of
the Libraryrsquos revenue recognition policies the incentivepressure to fraudulentlymisstate revenue and the potential opportunity
In order to address this risk we will perform the following
bull Update our understanding of managementrsquos processes and internal controlssurrounding revenue recognition
bull Obtain confirmations from the City of Toronto for subsidies received duringthe year
bull Test significant revenue streams through testing a sample of transactions tosupporting documents
Materiality Misstatements are considered to be material if they could reasonably be expected toinfluence the economic decisions of users of the financial statements We have set apreliminanrsquo materialihrsquo of S6i6oooo We will report unadjusted and adjusted itemsover S6i6ooo to the Board on completion of the audit
Fraud risk We discuss fraud risk annually with the Board Through our planning process (andprior yearsrsquo audits) we developed an understanding of your oversight processesincluding
Employee code of ethicsmdash Discussion at Board meetings and our attendance at those meetings or
reviewing minutes of meetingsmdash Presentations by management including business performance reviewsmdash Signing authorities
Are there any new processes or changes to the items above that we should be awareoP
We are not aware of any fraud Are you aware of instances of any actual suspected or
____________________________
alleged fraud affecting the Library
PwC 2
Toronto Public Ubrary Board Audit plan for the year ending December 31 2016
The matters raised In this and other reports that will flow from the audit are only those that have come to our attention arising from or relevant toour audit that we believe need to be brought to your attention They are not a comprehensive record of all the matters arising and in particularwe cannot be held responsible for reporting all risks in your business or all internal control weaknesses This report has been prepared solely foryour use It was not prepared or intended for any other purpose No other person or entity shall place any reliance upon the accuracy orcompleteness of statements made herein PwC does not assume responsibility to any third party and in no event shall PwC have any liabilityfor damages costs or losses suffered by reason of any reliance upon the contents of this report by any person or entity other than you
PwC 3
copy 2015 PricewaterhouseCoopers LLP an Ontario limited liability partnership All rights reserved
Board Resolutions ndash Status Report 1
STAFF REPORT INFORMATION ONLY
Board Resolutions ndash Status Report
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report lists the status of outstanding Toronto Public Library Board resolutions
BACKGROUND INFORMATION
At the April 2 2012 meeting the Toronto Public Library Board approved the inclusion of
Board Resolutions ndash 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 ndash Status Report ndash November 21 2016
18
1
STATUS REPORT
TORONTO PUBLIC LIBRARY BOARD RESOLUTIONS
AS AT NOVEMBER 21 2016
DATE OF
MEETING
MOTION
(Ref Minute )
STATUS
TARGET
DATE
Sep 8 2014 14-150 ndash Notice of Motion Funding and Timing of
PerthDupont Branch Relocation
5 requests that the local City Councillor consult
with the local community and make a
recommendation to the Board for a new name for
the relocated branch (which will no longer be
located at the corner of Perth and Dupont)
IN PROGRESS Staff to bring a recommendation to
the Board for a new name for the relocated branch to
the Board for approval
To be
determined
Feb 22 2016 16-040 ndash Naming Opportunity ndash Daniel Grafton
Hill III
2 requests staff to provide updates to the
Toronto Public Library Board on this
initiative at strategic intervals
IN PROGRESS This initiative is dependent on a
future branch capital project and consultation
process
To be
determined
Oct 24 2016 16-193 ndash Toronto Public Library Board ndash Self-
Evaluation
2 conducts a pilot self-evaluation during the
month of November 2016 and discusses the
results of the evaluation at the January 2017
meeting
IN PROGRESS A report is expected to be provided
at the January 2017 meeting
January 2017
meeting
Attachment 1
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 2
COMMENTS
Library staff have recently reviewed the Cityrsquos updated budget schedule The Library Board
meeting in December is not well aligned with the Cityrsquos schedule A later December date
would provide the Board with more opportunity to be informed and kept up-to-date on the
2017 budget as well as to participate in the process As a result the rescheduling of the
December 8 2016 meeting to Monday December 12 is being recommended Board
members were canvassed and quorum is attainable for a meeting on December 12 2016
As the same scenario is also a possibility for the proposed January 23 2017 meeting it is
recommended that the date be changed to January 30 2017
Key dates for the 2017 budget process are shown below
2017 Budget Timetable
Date Political Review TPL Board
2016
Nov 21 Board meeting
Dec 2 Budget Committee launch
Dec 12 (from 8) Board meeting
Dec 161920 (21) Budget Committee presentations
2017
Jan 5 910 Budget Committee public deputations
Jan 12 Budget Committee wrap-up
Jan 24 Budget Committee final
Jan 30 (from 23) Board meeting
Feb 7 Executive Committee
Feb 15 16 (17) Council approval
Feb 21 Board meeting
CONTACT
Nancy Marshall Library Board Officer City Librarianrsquos Office
Tel 416-393-7215 E-mail nmarshalltorontopubliclibraryca
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 3
SIGNATURE
______________________________
Vickery Bowles
City Librarian
Holiday Closures 2017 and January 2018 1
STAFF REPORT ACTION REQUIRED
Holiday Closures 2017 and January 2018
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The purpose of this report is to recommend and receive Toronto Public Library Board
approval for the schedule of holiday closures for 2017 and January 2018
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves the schedule of holiday closures for 2017 and January 2018 as provided
in Attachment 1
FINANCIAL IMPACT
There is no financial impact to the 2017 operating budget arising from the
recommendation in this report The recommended closures are included in the proposed
2017 operating budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
Where Library Board approval is required to establish holiday closures the matter comes
before the Board in the preceding year to ensure adequate notice to the public and staff
COMMENTS
At its meeting on October 26 2015 the Library Board approved the Library closure for
New Yearrsquos Day 2017 on Monday January 2 2017
15
Holiday Closures 2017 and January 2018 2
The Library is open for regular service on Remembrance Day Saturday November 11
2017
The Library will be closed on Monday December 25 2017 for Christmas Day and
Tuesday December 26 2017 for Boxing Day
In 2018 New Yearrsquos Day falls on a Monday and the Library will be closed
All full-time employees whose scheduled day off falls on a holiday closure are
compensated with a day in lieu to be taken at another agreed upon time
It is the practice of the Library to close on the Sundays adjacent to public holidays with
the exception of Family Day
The schedule of holiday closures for 2017 and January 2018 is provided in Attachment 1
CONTACT
Dan Keon Director Human Resources Tel 416-395-5850
E-mail dkeontorontopubliclibraryca
SIGNATURE
_____________________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Holiday Closures 2017 and January 2018
Toronto Public Library Holiday Closures 2017 and January 2018
Sunday January 1 2017 New Yearrsquos Day Closed
Monday January 2 2017 For New Yearrsquos Day Closed
Monday February 20 2017 Family Day Closed
Friday April 14 2017 Good Friday Closed
Sunday April 16 2017 Easter Sunday Closed
Monday April 17 2017 Easter Monday Closed
Monday May 22 2017 Victoria Day Closed
Saturday July 1 2017 Canada Day Closed
Monday August 7 2017 Civic Holiday (Simcoe Day) Closed
Monday September 4 2017 Labour Day Closed
Monday October 9 2017 Thanksgiving Day Closed
Sunday December 24 2017 Christmas Eve Closed
Monday December 25 2017 Christmas Day Closed
Tuesday December 26 2017 Boxing Day Closed
Sunday December 31 2017 New Yearrsquos Eve Closed
Monday January 1 2018 New Yearrsquos Day Closed
New Yearrsquos Day 2017 closure approved by the Library Board on October 26 2015
Attachment 1
Audit Plan for the Year Ending December 31 2016 1
STAFF REPORT INFORMATION ONLY
Audit Plan for the Year Ending December 31 2016
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The attached report from PricewaterhouseCoopers the external auditors summarizes the
planning for their audit of the 2016 financial statements for the Toronto Public Library
Board
FINANCIAL IMPACT
The proposed audit fee of $25000 inclusive of expenses and exclusive of Harmonized
Sales Tax (2015 ndash $25000) is included in the 2016 operating budget It is important to
note that the audit fee does not include extra audit work that may be required due to
scope changes and PricewaterhouseCoopers will advise management as soon as possible
if this were to happen
This is the second year of a five-year audit contract that the City has negotiated The fee
will remain unchanged for the duration of the contract
ISSUE BACKGROUND
Under Section 139 of the City of Toronto Act 2006 the City is required to appoint an
auditor licensed under the Public Accounting Act 2004 who is responsible for annually
auditing the accounts and transactions of the City and its local boards and expressing an
opinion on the financial statements of these entities based on the audit
Council at its March 2015 meeting approved the recommendation of the Audit
Committee to appoint PricewaterhouseCoopers as the external auditor for the City and
Library The contract with PricewaterhouseCoopers is for five years ending with the
audit of the December 31 2019 financial statements
As part of the annual audit PricewaterhouseCoopers provides an Audit Plan report to the
Toronto Public Library Board The auditors will conduct their audit of the 2016 financial
statements pursuant to this plan
17
Audit Plan for the Year Ending December 31 2016 2
COMMENTS
Attached is PricewaterhouseCoopersrsquo Audit Plan for the Library which summarizes their
view on audit risks the nature extent and timing of the audit work and the terms of
engagement
On completion of the audit PricewaterhouseCoopers will issue the Audited Financial
Statements and a Year-End Report to the Board that will provide key matters for
discussion significant audit accounting and financial reporting matters summary of
unadjusted and adjusted items other required communications internal control
recommendations and a confirmation of auditor independence
Work on the interim audit was completed in October 2016 and the year-end audit is
expected to be completed by March 2016
CONTACT
Larry Hughsam Director Finance amp Treasurer Tel 416-397-5946
E-mail lhughsamtorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Board ndash Audit Plan for the year ending
December 31 2016
wwwpwccomca
Audit planfor the yearendingDecember31 2016
Toronto PublicLibrary Board
pwc
pwc
October 28 2016
Members of the BoardToronto Public Library Board
Dear Members of the Board
We are pleased to present an overview of our audit plan for the 2016 audit of the financial statementsof Toronto Public Library Board (the Library) prepared in accordance with Canadian Public SectorAccounting Standards (PSAS) (referred to as the ldquofinancial statementsrdquo from now on)
This overview includes our view on audit risks and the nature extent and timing of our audit work
We value your feedback and if you have any questions about the identified risks and our audit approachplease do not hesitate to contact the undersigned at (416) 228-1922
Yours very truly
Tern McUnnonPartnerRisk Assurance Services
cc Mr Larry Hughsam Director Finance and Treasurer
PricewatcrhouseCoopers UPnyC Tower i8 York Street Suite 2600 Toronto Ontario Canada M oB2T +1 416 8631133 F +1 416 365 8215 wwwpwccomca
lsquoPwt relera to Pdcewatethousetoopers LLP an Ontario limiled liabiLity paruiership
Toronto Public Library Board Audit plan for the year ending December 31 2016
Communications to the Board
Key mattersfor Commentsdiscussion
Client service team Tern McKinnon is your engagement leader and Julianne Cooke is your engagementmanager
Service deliverables We will audit the Libraryrsquos financial statements as of December 31 2016 and for theyear then ending prepared in accordance with PSAS
Our engagement letter which has been signed by the City of Toronto sets out theterms and conditions for our engagement as the independent auditor of the Libraryfor the above-mentioned year In addition our engagement letter outlines ourresponsibilities as the auditor and the responsibilities of management
Audit timeline We worked with management to develop this project timelinemdash Interim visit October 17-21 2016mdash Year-end visit March20 mdash March 31 2017mdash Clearance meeting with management To be confirmedmdash Deliveryfiling of financial statements To be confirmed
Audit approach Our audit approach is a mixture of tests of internal controls and substantive testingOur audit approach is designed to allow us to execute a quality and efficient auditWe do this byi gaining an understanding of the business by focusing on new developments
and key business issues affecting the Library as well as managementrsquosmonitoring of controls and business processes
ii identiring significant audit risks sharing our perspectives obtaining yourfeedback and ensuring our audit is tailored to these risks
iii using well-reasoned professional judgment especially in areas that aresubjective or require estimates and
iv leveraging reliance where possible on the Libraryrsquos internal controls andinformation technology and data systems
In the current year our planned work will include testing of key controls in thefollowing areasmdash Purchases payables and disbursementsmdash Payroll
All other areas will be subject to tests of detail
Significant risks are risks of material misstatement that we think need special auditconsideration We identified several significant audit risks and plan to address themas follows Please let us know if you agree that these are the most significant risksfrom your point of view and if you have any other areas of concern
PwC I
Toronto Public Library Board Audit plan for the year ending December 31 2016
Significant risk to Managementrsquos response and our audit approachdiscuss
Risk of management Accounting regulatory authorities require that the risk of material misstatement dueoverride of controls to management override of controls be considered a significant risk on every audit
engagement
This represents the risk that internal controls at the Library maybe circumvented toachieve desired financial results or gain inappropriate access to financial resources
In order to address this risk we will perform the followingbull All non-routine journal entries are reviewed and approved by the appropriate
level of managementbull We will review manual journal entries focusing on large and unusual entriesbull We will review accounting estimates for biases that could result in material
misstatementbull We will incorporate unpredictable procedures in the audit approach
Risk of fraud in revenue The risk of fraud in revenue recognition is a presumed significant risk underrecognition Canadian Auditing Standards We will assess this risk through the consideration of
the Libraryrsquos revenue recognition policies the incentivepressure to fraudulentlymisstate revenue and the potential opportunity
In order to address this risk we will perform the following
bull Update our understanding of managementrsquos processes and internal controlssurrounding revenue recognition
bull Obtain confirmations from the City of Toronto for subsidies received duringthe year
bull Test significant revenue streams through testing a sample of transactions tosupporting documents
Materiality Misstatements are considered to be material if they could reasonably be expected toinfluence the economic decisions of users of the financial statements We have set apreliminanrsquo materialihrsquo of S6i6oooo We will report unadjusted and adjusted itemsover S6i6ooo to the Board on completion of the audit
Fraud risk We discuss fraud risk annually with the Board Through our planning process (andprior yearsrsquo audits) we developed an understanding of your oversight processesincluding
Employee code of ethicsmdash Discussion at Board meetings and our attendance at those meetings or
reviewing minutes of meetingsmdash Presentations by management including business performance reviewsmdash Signing authorities
Are there any new processes or changes to the items above that we should be awareoP
We are not aware of any fraud Are you aware of instances of any actual suspected or
____________________________
alleged fraud affecting the Library
PwC 2
Toronto Public Ubrary Board Audit plan for the year ending December 31 2016
The matters raised In this and other reports that will flow from the audit are only those that have come to our attention arising from or relevant toour audit that we believe need to be brought to your attention They are not a comprehensive record of all the matters arising and in particularwe cannot be held responsible for reporting all risks in your business or all internal control weaknesses This report has been prepared solely foryour use It was not prepared or intended for any other purpose No other person or entity shall place any reliance upon the accuracy orcompleteness of statements made herein PwC does not assume responsibility to any third party and in no event shall PwC have any liabilityfor damages costs or losses suffered by reason of any reliance upon the contents of this report by any person or entity other than you
PwC 3
copy 2015 PricewaterhouseCoopers LLP an Ontario limited liability partnership All rights reserved
Board Resolutions ndash Status Report 1
STAFF REPORT INFORMATION ONLY
Board Resolutions ndash Status Report
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report lists the status of outstanding Toronto Public Library Board resolutions
BACKGROUND INFORMATION
At the April 2 2012 meeting the Toronto Public Library Board approved the inclusion of
Board Resolutions ndash 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 ndash Status Report ndash November 21 2016
18
1
STATUS REPORT
TORONTO PUBLIC LIBRARY BOARD RESOLUTIONS
AS AT NOVEMBER 21 2016
DATE OF
MEETING
MOTION
(Ref Minute )
STATUS
TARGET
DATE
Sep 8 2014 14-150 ndash Notice of Motion Funding and Timing of
PerthDupont Branch Relocation
5 requests that the local City Councillor consult
with the local community and make a
recommendation to the Board for a new name for
the relocated branch (which will no longer be
located at the corner of Perth and Dupont)
IN PROGRESS Staff to bring a recommendation to
the Board for a new name for the relocated branch to
the Board for approval
To be
determined
Feb 22 2016 16-040 ndash Naming Opportunity ndash Daniel Grafton
Hill III
2 requests staff to provide updates to the
Toronto Public Library Board on this
initiative at strategic intervals
IN PROGRESS This initiative is dependent on a
future branch capital project and consultation
process
To be
determined
Oct 24 2016 16-193 ndash Toronto Public Library Board ndash Self-
Evaluation
2 conducts a pilot self-evaluation during the
month of November 2016 and discusses the
results of the evaluation at the January 2017
meeting
IN PROGRESS A report is expected to be provided
at the January 2017 meeting
January 2017
meeting
Attachment 1
Toronto Public Library Board ndash December 2016 and January 2017 Meeting Dates 3
SIGNATURE
______________________________
Vickery Bowles
City Librarian
Holiday Closures 2017 and January 2018 1
STAFF REPORT ACTION REQUIRED
Holiday Closures 2017 and January 2018
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The purpose of this report is to recommend and receive Toronto Public Library Board
approval for the schedule of holiday closures for 2017 and January 2018
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves the schedule of holiday closures for 2017 and January 2018 as provided
in Attachment 1
FINANCIAL IMPACT
There is no financial impact to the 2017 operating budget arising from the
recommendation in this report The recommended closures are included in the proposed
2017 operating budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
Where Library Board approval is required to establish holiday closures the matter comes
before the Board in the preceding year to ensure adequate notice to the public and staff
COMMENTS
At its meeting on October 26 2015 the Library Board approved the Library closure for
New Yearrsquos Day 2017 on Monday January 2 2017
15
Holiday Closures 2017 and January 2018 2
The Library is open for regular service on Remembrance Day Saturday November 11
2017
The Library will be closed on Monday December 25 2017 for Christmas Day and
Tuesday December 26 2017 for Boxing Day
In 2018 New Yearrsquos Day falls on a Monday and the Library will be closed
All full-time employees whose scheduled day off falls on a holiday closure are
compensated with a day in lieu to be taken at another agreed upon time
It is the practice of the Library to close on the Sundays adjacent to public holidays with
the exception of Family Day
The schedule of holiday closures for 2017 and January 2018 is provided in Attachment 1
CONTACT
Dan Keon Director Human Resources Tel 416-395-5850
E-mail dkeontorontopubliclibraryca
SIGNATURE
_____________________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Holiday Closures 2017 and January 2018
Toronto Public Library Holiday Closures 2017 and January 2018
Sunday January 1 2017 New Yearrsquos Day Closed
Monday January 2 2017 For New Yearrsquos Day Closed
Monday February 20 2017 Family Day Closed
Friday April 14 2017 Good Friday Closed
Sunday April 16 2017 Easter Sunday Closed
Monday April 17 2017 Easter Monday Closed
Monday May 22 2017 Victoria Day Closed
Saturday July 1 2017 Canada Day Closed
Monday August 7 2017 Civic Holiday (Simcoe Day) Closed
Monday September 4 2017 Labour Day Closed
Monday October 9 2017 Thanksgiving Day Closed
Sunday December 24 2017 Christmas Eve Closed
Monday December 25 2017 Christmas Day Closed
Tuesday December 26 2017 Boxing Day Closed
Sunday December 31 2017 New Yearrsquos Eve Closed
Monday January 1 2018 New Yearrsquos Day Closed
New Yearrsquos Day 2017 closure approved by the Library Board on October 26 2015
Attachment 1
Audit Plan for the Year Ending December 31 2016 1
STAFF REPORT INFORMATION ONLY
Audit Plan for the Year Ending December 31 2016
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The attached report from PricewaterhouseCoopers the external auditors summarizes the
planning for their audit of the 2016 financial statements for the Toronto Public Library
Board
FINANCIAL IMPACT
The proposed audit fee of $25000 inclusive of expenses and exclusive of Harmonized
Sales Tax (2015 ndash $25000) is included in the 2016 operating budget It is important to
note that the audit fee does not include extra audit work that may be required due to
scope changes and PricewaterhouseCoopers will advise management as soon as possible
if this were to happen
This is the second year of a five-year audit contract that the City has negotiated The fee
will remain unchanged for the duration of the contract
ISSUE BACKGROUND
Under Section 139 of the City of Toronto Act 2006 the City is required to appoint an
auditor licensed under the Public Accounting Act 2004 who is responsible for annually
auditing the accounts and transactions of the City and its local boards and expressing an
opinion on the financial statements of these entities based on the audit
Council at its March 2015 meeting approved the recommendation of the Audit
Committee to appoint PricewaterhouseCoopers as the external auditor for the City and
Library The contract with PricewaterhouseCoopers is for five years ending with the
audit of the December 31 2019 financial statements
As part of the annual audit PricewaterhouseCoopers provides an Audit Plan report to the
Toronto Public Library Board The auditors will conduct their audit of the 2016 financial
statements pursuant to this plan
17
Audit Plan for the Year Ending December 31 2016 2
COMMENTS
Attached is PricewaterhouseCoopersrsquo Audit Plan for the Library which summarizes their
view on audit risks the nature extent and timing of the audit work and the terms of
engagement
On completion of the audit PricewaterhouseCoopers will issue the Audited Financial
Statements and a Year-End Report to the Board that will provide key matters for
discussion significant audit accounting and financial reporting matters summary of
unadjusted and adjusted items other required communications internal control
recommendations and a confirmation of auditor independence
Work on the interim audit was completed in October 2016 and the year-end audit is
expected to be completed by March 2016
CONTACT
Larry Hughsam Director Finance amp Treasurer Tel 416-397-5946
E-mail lhughsamtorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Board ndash Audit Plan for the year ending
December 31 2016
wwwpwccomca
Audit planfor the yearendingDecember31 2016
Toronto PublicLibrary Board
pwc
pwc
October 28 2016
Members of the BoardToronto Public Library Board
Dear Members of the Board
We are pleased to present an overview of our audit plan for the 2016 audit of the financial statementsof Toronto Public Library Board (the Library) prepared in accordance with Canadian Public SectorAccounting Standards (PSAS) (referred to as the ldquofinancial statementsrdquo from now on)
This overview includes our view on audit risks and the nature extent and timing of our audit work
We value your feedback and if you have any questions about the identified risks and our audit approachplease do not hesitate to contact the undersigned at (416) 228-1922
Yours very truly
Tern McUnnonPartnerRisk Assurance Services
cc Mr Larry Hughsam Director Finance and Treasurer
PricewatcrhouseCoopers UPnyC Tower i8 York Street Suite 2600 Toronto Ontario Canada M oB2T +1 416 8631133 F +1 416 365 8215 wwwpwccomca
lsquoPwt relera to Pdcewatethousetoopers LLP an Ontario limiled liabiLity paruiership
Toronto Public Library Board Audit plan for the year ending December 31 2016
Communications to the Board
Key mattersfor Commentsdiscussion
Client service team Tern McKinnon is your engagement leader and Julianne Cooke is your engagementmanager
Service deliverables We will audit the Libraryrsquos financial statements as of December 31 2016 and for theyear then ending prepared in accordance with PSAS
Our engagement letter which has been signed by the City of Toronto sets out theterms and conditions for our engagement as the independent auditor of the Libraryfor the above-mentioned year In addition our engagement letter outlines ourresponsibilities as the auditor and the responsibilities of management
Audit timeline We worked with management to develop this project timelinemdash Interim visit October 17-21 2016mdash Year-end visit March20 mdash March 31 2017mdash Clearance meeting with management To be confirmedmdash Deliveryfiling of financial statements To be confirmed
Audit approach Our audit approach is a mixture of tests of internal controls and substantive testingOur audit approach is designed to allow us to execute a quality and efficient auditWe do this byi gaining an understanding of the business by focusing on new developments
and key business issues affecting the Library as well as managementrsquosmonitoring of controls and business processes
ii identiring significant audit risks sharing our perspectives obtaining yourfeedback and ensuring our audit is tailored to these risks
iii using well-reasoned professional judgment especially in areas that aresubjective or require estimates and
iv leveraging reliance where possible on the Libraryrsquos internal controls andinformation technology and data systems
In the current year our planned work will include testing of key controls in thefollowing areasmdash Purchases payables and disbursementsmdash Payroll
All other areas will be subject to tests of detail
Significant risks are risks of material misstatement that we think need special auditconsideration We identified several significant audit risks and plan to address themas follows Please let us know if you agree that these are the most significant risksfrom your point of view and if you have any other areas of concern
PwC I
Toronto Public Library Board Audit plan for the year ending December 31 2016
Significant risk to Managementrsquos response and our audit approachdiscuss
Risk of management Accounting regulatory authorities require that the risk of material misstatement dueoverride of controls to management override of controls be considered a significant risk on every audit
engagement
This represents the risk that internal controls at the Library maybe circumvented toachieve desired financial results or gain inappropriate access to financial resources
In order to address this risk we will perform the followingbull All non-routine journal entries are reviewed and approved by the appropriate
level of managementbull We will review manual journal entries focusing on large and unusual entriesbull We will review accounting estimates for biases that could result in material
misstatementbull We will incorporate unpredictable procedures in the audit approach
Risk of fraud in revenue The risk of fraud in revenue recognition is a presumed significant risk underrecognition Canadian Auditing Standards We will assess this risk through the consideration of
the Libraryrsquos revenue recognition policies the incentivepressure to fraudulentlymisstate revenue and the potential opportunity
In order to address this risk we will perform the following
bull Update our understanding of managementrsquos processes and internal controlssurrounding revenue recognition
bull Obtain confirmations from the City of Toronto for subsidies received duringthe year
bull Test significant revenue streams through testing a sample of transactions tosupporting documents
Materiality Misstatements are considered to be material if they could reasonably be expected toinfluence the economic decisions of users of the financial statements We have set apreliminanrsquo materialihrsquo of S6i6oooo We will report unadjusted and adjusted itemsover S6i6ooo to the Board on completion of the audit
Fraud risk We discuss fraud risk annually with the Board Through our planning process (andprior yearsrsquo audits) we developed an understanding of your oversight processesincluding
Employee code of ethicsmdash Discussion at Board meetings and our attendance at those meetings or
reviewing minutes of meetingsmdash Presentations by management including business performance reviewsmdash Signing authorities
Are there any new processes or changes to the items above that we should be awareoP
We are not aware of any fraud Are you aware of instances of any actual suspected or
____________________________
alleged fraud affecting the Library
PwC 2
Toronto Public Ubrary Board Audit plan for the year ending December 31 2016
The matters raised In this and other reports that will flow from the audit are only those that have come to our attention arising from or relevant toour audit that we believe need to be brought to your attention They are not a comprehensive record of all the matters arising and in particularwe cannot be held responsible for reporting all risks in your business or all internal control weaknesses This report has been prepared solely foryour use It was not prepared or intended for any other purpose No other person or entity shall place any reliance upon the accuracy orcompleteness of statements made herein PwC does not assume responsibility to any third party and in no event shall PwC have any liabilityfor damages costs or losses suffered by reason of any reliance upon the contents of this report by any person or entity other than you
PwC 3
copy 2015 PricewaterhouseCoopers LLP an Ontario limited liability partnership All rights reserved
Board Resolutions ndash Status Report 1
STAFF REPORT INFORMATION ONLY
Board Resolutions ndash Status Report
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report lists the status of outstanding Toronto Public Library Board resolutions
BACKGROUND INFORMATION
At the April 2 2012 meeting the Toronto Public Library Board approved the inclusion of
Board Resolutions ndash 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 ndash Status Report ndash November 21 2016
18
1
STATUS REPORT
TORONTO PUBLIC LIBRARY BOARD RESOLUTIONS
AS AT NOVEMBER 21 2016
DATE OF
MEETING
MOTION
(Ref Minute )
STATUS
TARGET
DATE
Sep 8 2014 14-150 ndash Notice of Motion Funding and Timing of
PerthDupont Branch Relocation
5 requests that the local City Councillor consult
with the local community and make a
recommendation to the Board for a new name for
the relocated branch (which will no longer be
located at the corner of Perth and Dupont)
IN PROGRESS Staff to bring a recommendation to
the Board for a new name for the relocated branch to
the Board for approval
To be
determined
Feb 22 2016 16-040 ndash Naming Opportunity ndash Daniel Grafton
Hill III
2 requests staff to provide updates to the
Toronto Public Library Board on this
initiative at strategic intervals
IN PROGRESS This initiative is dependent on a
future branch capital project and consultation
process
To be
determined
Oct 24 2016 16-193 ndash Toronto Public Library Board ndash Self-
Evaluation
2 conducts a pilot self-evaluation during the
month of November 2016 and discusses the
results of the evaluation at the January 2017
meeting
IN PROGRESS A report is expected to be provided
at the January 2017 meeting
January 2017
meeting
Attachment 1
Holiday Closures 2017 and January 2018 1
STAFF REPORT ACTION REQUIRED
Holiday Closures 2017 and January 2018
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The purpose of this report is to recommend and receive Toronto Public Library Board
approval for the schedule of holiday closures for 2017 and January 2018
RECOMMENDATIONS
The City Librarian recommends that the Toronto Public Library Board
1 approves the schedule of holiday closures for 2017 and January 2018 as provided
in Attachment 1
FINANCIAL IMPACT
There is no financial impact to the 2017 operating budget arising from the
recommendation in this report The recommended closures are included in the proposed
2017 operating budget
The Director Finance amp Treasurer has reviewed this financial impact statement and is in
agreement with it
DECISION HISTORY
Where Library Board approval is required to establish holiday closures the matter comes
before the Board in the preceding year to ensure adequate notice to the public and staff
COMMENTS
At its meeting on October 26 2015 the Library Board approved the Library closure for
New Yearrsquos Day 2017 on Monday January 2 2017
15
Holiday Closures 2017 and January 2018 2
The Library is open for regular service on Remembrance Day Saturday November 11
2017
The Library will be closed on Monday December 25 2017 for Christmas Day and
Tuesday December 26 2017 for Boxing Day
In 2018 New Yearrsquos Day falls on a Monday and the Library will be closed
All full-time employees whose scheduled day off falls on a holiday closure are
compensated with a day in lieu to be taken at another agreed upon time
It is the practice of the Library to close on the Sundays adjacent to public holidays with
the exception of Family Day
The schedule of holiday closures for 2017 and January 2018 is provided in Attachment 1
CONTACT
Dan Keon Director Human Resources Tel 416-395-5850
E-mail dkeontorontopubliclibraryca
SIGNATURE
_____________________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Holiday Closures 2017 and January 2018
Toronto Public Library Holiday Closures 2017 and January 2018
Sunday January 1 2017 New Yearrsquos Day Closed
Monday January 2 2017 For New Yearrsquos Day Closed
Monday February 20 2017 Family Day Closed
Friday April 14 2017 Good Friday Closed
Sunday April 16 2017 Easter Sunday Closed
Monday April 17 2017 Easter Monday Closed
Monday May 22 2017 Victoria Day Closed
Saturday July 1 2017 Canada Day Closed
Monday August 7 2017 Civic Holiday (Simcoe Day) Closed
Monday September 4 2017 Labour Day Closed
Monday October 9 2017 Thanksgiving Day Closed
Sunday December 24 2017 Christmas Eve Closed
Monday December 25 2017 Christmas Day Closed
Tuesday December 26 2017 Boxing Day Closed
Sunday December 31 2017 New Yearrsquos Eve Closed
Monday January 1 2018 New Yearrsquos Day Closed
New Yearrsquos Day 2017 closure approved by the Library Board on October 26 2015
Attachment 1
Audit Plan for the Year Ending December 31 2016 1
STAFF REPORT INFORMATION ONLY
Audit Plan for the Year Ending December 31 2016
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The attached report from PricewaterhouseCoopers the external auditors summarizes the
planning for their audit of the 2016 financial statements for the Toronto Public Library
Board
FINANCIAL IMPACT
The proposed audit fee of $25000 inclusive of expenses and exclusive of Harmonized
Sales Tax (2015 ndash $25000) is included in the 2016 operating budget It is important to
note that the audit fee does not include extra audit work that may be required due to
scope changes and PricewaterhouseCoopers will advise management as soon as possible
if this were to happen
This is the second year of a five-year audit contract that the City has negotiated The fee
will remain unchanged for the duration of the contract
ISSUE BACKGROUND
Under Section 139 of the City of Toronto Act 2006 the City is required to appoint an
auditor licensed under the Public Accounting Act 2004 who is responsible for annually
auditing the accounts and transactions of the City and its local boards and expressing an
opinion on the financial statements of these entities based on the audit
Council at its March 2015 meeting approved the recommendation of the Audit
Committee to appoint PricewaterhouseCoopers as the external auditor for the City and
Library The contract with PricewaterhouseCoopers is for five years ending with the
audit of the December 31 2019 financial statements
As part of the annual audit PricewaterhouseCoopers provides an Audit Plan report to the
Toronto Public Library Board The auditors will conduct their audit of the 2016 financial
statements pursuant to this plan
17
Audit Plan for the Year Ending December 31 2016 2
COMMENTS
Attached is PricewaterhouseCoopersrsquo Audit Plan for the Library which summarizes their
view on audit risks the nature extent and timing of the audit work and the terms of
engagement
On completion of the audit PricewaterhouseCoopers will issue the Audited Financial
Statements and a Year-End Report to the Board that will provide key matters for
discussion significant audit accounting and financial reporting matters summary of
unadjusted and adjusted items other required communications internal control
recommendations and a confirmation of auditor independence
Work on the interim audit was completed in October 2016 and the year-end audit is
expected to be completed by March 2016
CONTACT
Larry Hughsam Director Finance amp Treasurer Tel 416-397-5946
E-mail lhughsamtorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Board ndash Audit Plan for the year ending
December 31 2016
wwwpwccomca
Audit planfor the yearendingDecember31 2016
Toronto PublicLibrary Board
pwc
pwc
October 28 2016
Members of the BoardToronto Public Library Board
Dear Members of the Board
We are pleased to present an overview of our audit plan for the 2016 audit of the financial statementsof Toronto Public Library Board (the Library) prepared in accordance with Canadian Public SectorAccounting Standards (PSAS) (referred to as the ldquofinancial statementsrdquo from now on)
This overview includes our view on audit risks and the nature extent and timing of our audit work
We value your feedback and if you have any questions about the identified risks and our audit approachplease do not hesitate to contact the undersigned at (416) 228-1922
Yours very truly
Tern McUnnonPartnerRisk Assurance Services
cc Mr Larry Hughsam Director Finance and Treasurer
PricewatcrhouseCoopers UPnyC Tower i8 York Street Suite 2600 Toronto Ontario Canada M oB2T +1 416 8631133 F +1 416 365 8215 wwwpwccomca
lsquoPwt relera to Pdcewatethousetoopers LLP an Ontario limiled liabiLity paruiership
Toronto Public Library Board Audit plan for the year ending December 31 2016
Communications to the Board
Key mattersfor Commentsdiscussion
Client service team Tern McKinnon is your engagement leader and Julianne Cooke is your engagementmanager
Service deliverables We will audit the Libraryrsquos financial statements as of December 31 2016 and for theyear then ending prepared in accordance with PSAS
Our engagement letter which has been signed by the City of Toronto sets out theterms and conditions for our engagement as the independent auditor of the Libraryfor the above-mentioned year In addition our engagement letter outlines ourresponsibilities as the auditor and the responsibilities of management
Audit timeline We worked with management to develop this project timelinemdash Interim visit October 17-21 2016mdash Year-end visit March20 mdash March 31 2017mdash Clearance meeting with management To be confirmedmdash Deliveryfiling of financial statements To be confirmed
Audit approach Our audit approach is a mixture of tests of internal controls and substantive testingOur audit approach is designed to allow us to execute a quality and efficient auditWe do this byi gaining an understanding of the business by focusing on new developments
and key business issues affecting the Library as well as managementrsquosmonitoring of controls and business processes
ii identiring significant audit risks sharing our perspectives obtaining yourfeedback and ensuring our audit is tailored to these risks
iii using well-reasoned professional judgment especially in areas that aresubjective or require estimates and
iv leveraging reliance where possible on the Libraryrsquos internal controls andinformation technology and data systems
In the current year our planned work will include testing of key controls in thefollowing areasmdash Purchases payables and disbursementsmdash Payroll
All other areas will be subject to tests of detail
Significant risks are risks of material misstatement that we think need special auditconsideration We identified several significant audit risks and plan to address themas follows Please let us know if you agree that these are the most significant risksfrom your point of view and if you have any other areas of concern
PwC I
Toronto Public Library Board Audit plan for the year ending December 31 2016
Significant risk to Managementrsquos response and our audit approachdiscuss
Risk of management Accounting regulatory authorities require that the risk of material misstatement dueoverride of controls to management override of controls be considered a significant risk on every audit
engagement
This represents the risk that internal controls at the Library maybe circumvented toachieve desired financial results or gain inappropriate access to financial resources
In order to address this risk we will perform the followingbull All non-routine journal entries are reviewed and approved by the appropriate
level of managementbull We will review manual journal entries focusing on large and unusual entriesbull We will review accounting estimates for biases that could result in material
misstatementbull We will incorporate unpredictable procedures in the audit approach
Risk of fraud in revenue The risk of fraud in revenue recognition is a presumed significant risk underrecognition Canadian Auditing Standards We will assess this risk through the consideration of
the Libraryrsquos revenue recognition policies the incentivepressure to fraudulentlymisstate revenue and the potential opportunity
In order to address this risk we will perform the following
bull Update our understanding of managementrsquos processes and internal controlssurrounding revenue recognition
bull Obtain confirmations from the City of Toronto for subsidies received duringthe year
bull Test significant revenue streams through testing a sample of transactions tosupporting documents
Materiality Misstatements are considered to be material if they could reasonably be expected toinfluence the economic decisions of users of the financial statements We have set apreliminanrsquo materialihrsquo of S6i6oooo We will report unadjusted and adjusted itemsover S6i6ooo to the Board on completion of the audit
Fraud risk We discuss fraud risk annually with the Board Through our planning process (andprior yearsrsquo audits) we developed an understanding of your oversight processesincluding
Employee code of ethicsmdash Discussion at Board meetings and our attendance at those meetings or
reviewing minutes of meetingsmdash Presentations by management including business performance reviewsmdash Signing authorities
Are there any new processes or changes to the items above that we should be awareoP
We are not aware of any fraud Are you aware of instances of any actual suspected or
____________________________
alleged fraud affecting the Library
PwC 2
Toronto Public Ubrary Board Audit plan for the year ending December 31 2016
The matters raised In this and other reports that will flow from the audit are only those that have come to our attention arising from or relevant toour audit that we believe need to be brought to your attention They are not a comprehensive record of all the matters arising and in particularwe cannot be held responsible for reporting all risks in your business or all internal control weaknesses This report has been prepared solely foryour use It was not prepared or intended for any other purpose No other person or entity shall place any reliance upon the accuracy orcompleteness of statements made herein PwC does not assume responsibility to any third party and in no event shall PwC have any liabilityfor damages costs or losses suffered by reason of any reliance upon the contents of this report by any person or entity other than you
PwC 3
copy 2015 PricewaterhouseCoopers LLP an Ontario limited liability partnership All rights reserved
Board Resolutions ndash Status Report 1
STAFF REPORT INFORMATION ONLY
Board Resolutions ndash Status Report
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report lists the status of outstanding Toronto Public Library Board resolutions
BACKGROUND INFORMATION
At the April 2 2012 meeting the Toronto Public Library Board approved the inclusion of
Board Resolutions ndash 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 ndash Status Report ndash November 21 2016
18
1
STATUS REPORT
TORONTO PUBLIC LIBRARY BOARD RESOLUTIONS
AS AT NOVEMBER 21 2016
DATE OF
MEETING
MOTION
(Ref Minute )
STATUS
TARGET
DATE
Sep 8 2014 14-150 ndash Notice of Motion Funding and Timing of
PerthDupont Branch Relocation
5 requests that the local City Councillor consult
with the local community and make a
recommendation to the Board for a new name for
the relocated branch (which will no longer be
located at the corner of Perth and Dupont)
IN PROGRESS Staff to bring a recommendation to
the Board for a new name for the relocated branch to
the Board for approval
To be
determined
Feb 22 2016 16-040 ndash Naming Opportunity ndash Daniel Grafton
Hill III
2 requests staff to provide updates to the
Toronto Public Library Board on this
initiative at strategic intervals
IN PROGRESS This initiative is dependent on a
future branch capital project and consultation
process
To be
determined
Oct 24 2016 16-193 ndash Toronto Public Library Board ndash Self-
Evaluation
2 conducts a pilot self-evaluation during the
month of November 2016 and discusses the
results of the evaluation at the January 2017
meeting
IN PROGRESS A report is expected to be provided
at the January 2017 meeting
January 2017
meeting
Attachment 1
Holiday Closures 2017 and January 2018 2
The Library is open for regular service on Remembrance Day Saturday November 11
2017
The Library will be closed on Monday December 25 2017 for Christmas Day and
Tuesday December 26 2017 for Boxing Day
In 2018 New Yearrsquos Day falls on a Monday and the Library will be closed
All full-time employees whose scheduled day off falls on a holiday closure are
compensated with a day in lieu to be taken at another agreed upon time
It is the practice of the Library to close on the Sundays adjacent to public holidays with
the exception of Family Day
The schedule of holiday closures for 2017 and January 2018 is provided in Attachment 1
CONTACT
Dan Keon Director Human Resources Tel 416-395-5850
E-mail dkeontorontopubliclibraryca
SIGNATURE
_____________________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Holiday Closures 2017 and January 2018
Toronto Public Library Holiday Closures 2017 and January 2018
Sunday January 1 2017 New Yearrsquos Day Closed
Monday January 2 2017 For New Yearrsquos Day Closed
Monday February 20 2017 Family Day Closed
Friday April 14 2017 Good Friday Closed
Sunday April 16 2017 Easter Sunday Closed
Monday April 17 2017 Easter Monday Closed
Monday May 22 2017 Victoria Day Closed
Saturday July 1 2017 Canada Day Closed
Monday August 7 2017 Civic Holiday (Simcoe Day) Closed
Monday September 4 2017 Labour Day Closed
Monday October 9 2017 Thanksgiving Day Closed
Sunday December 24 2017 Christmas Eve Closed
Monday December 25 2017 Christmas Day Closed
Tuesday December 26 2017 Boxing Day Closed
Sunday December 31 2017 New Yearrsquos Eve Closed
Monday January 1 2018 New Yearrsquos Day Closed
New Yearrsquos Day 2017 closure approved by the Library Board on October 26 2015
Attachment 1
Audit Plan for the Year Ending December 31 2016 1
STAFF REPORT INFORMATION ONLY
Audit Plan for the Year Ending December 31 2016
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The attached report from PricewaterhouseCoopers the external auditors summarizes the
planning for their audit of the 2016 financial statements for the Toronto Public Library
Board
FINANCIAL IMPACT
The proposed audit fee of $25000 inclusive of expenses and exclusive of Harmonized
Sales Tax (2015 ndash $25000) is included in the 2016 operating budget It is important to
note that the audit fee does not include extra audit work that may be required due to
scope changes and PricewaterhouseCoopers will advise management as soon as possible
if this were to happen
This is the second year of a five-year audit contract that the City has negotiated The fee
will remain unchanged for the duration of the contract
ISSUE BACKGROUND
Under Section 139 of the City of Toronto Act 2006 the City is required to appoint an
auditor licensed under the Public Accounting Act 2004 who is responsible for annually
auditing the accounts and transactions of the City and its local boards and expressing an
opinion on the financial statements of these entities based on the audit
Council at its March 2015 meeting approved the recommendation of the Audit
Committee to appoint PricewaterhouseCoopers as the external auditor for the City and
Library The contract with PricewaterhouseCoopers is for five years ending with the
audit of the December 31 2019 financial statements
As part of the annual audit PricewaterhouseCoopers provides an Audit Plan report to the
Toronto Public Library Board The auditors will conduct their audit of the 2016 financial
statements pursuant to this plan
17
Audit Plan for the Year Ending December 31 2016 2
COMMENTS
Attached is PricewaterhouseCoopersrsquo Audit Plan for the Library which summarizes their
view on audit risks the nature extent and timing of the audit work and the terms of
engagement
On completion of the audit PricewaterhouseCoopers will issue the Audited Financial
Statements and a Year-End Report to the Board that will provide key matters for
discussion significant audit accounting and financial reporting matters summary of
unadjusted and adjusted items other required communications internal control
recommendations and a confirmation of auditor independence
Work on the interim audit was completed in October 2016 and the year-end audit is
expected to be completed by March 2016
CONTACT
Larry Hughsam Director Finance amp Treasurer Tel 416-397-5946
E-mail lhughsamtorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Board ndash Audit Plan for the year ending
December 31 2016
wwwpwccomca
Audit planfor the yearendingDecember31 2016
Toronto PublicLibrary Board
pwc
pwc
October 28 2016
Members of the BoardToronto Public Library Board
Dear Members of the Board
We are pleased to present an overview of our audit plan for the 2016 audit of the financial statementsof Toronto Public Library Board (the Library) prepared in accordance with Canadian Public SectorAccounting Standards (PSAS) (referred to as the ldquofinancial statementsrdquo from now on)
This overview includes our view on audit risks and the nature extent and timing of our audit work
We value your feedback and if you have any questions about the identified risks and our audit approachplease do not hesitate to contact the undersigned at (416) 228-1922
Yours very truly
Tern McUnnonPartnerRisk Assurance Services
cc Mr Larry Hughsam Director Finance and Treasurer
PricewatcrhouseCoopers UPnyC Tower i8 York Street Suite 2600 Toronto Ontario Canada M oB2T +1 416 8631133 F +1 416 365 8215 wwwpwccomca
lsquoPwt relera to Pdcewatethousetoopers LLP an Ontario limiled liabiLity paruiership
Toronto Public Library Board Audit plan for the year ending December 31 2016
Communications to the Board
Key mattersfor Commentsdiscussion
Client service team Tern McKinnon is your engagement leader and Julianne Cooke is your engagementmanager
Service deliverables We will audit the Libraryrsquos financial statements as of December 31 2016 and for theyear then ending prepared in accordance with PSAS
Our engagement letter which has been signed by the City of Toronto sets out theterms and conditions for our engagement as the independent auditor of the Libraryfor the above-mentioned year In addition our engagement letter outlines ourresponsibilities as the auditor and the responsibilities of management
Audit timeline We worked with management to develop this project timelinemdash Interim visit October 17-21 2016mdash Year-end visit March20 mdash March 31 2017mdash Clearance meeting with management To be confirmedmdash Deliveryfiling of financial statements To be confirmed
Audit approach Our audit approach is a mixture of tests of internal controls and substantive testingOur audit approach is designed to allow us to execute a quality and efficient auditWe do this byi gaining an understanding of the business by focusing on new developments
and key business issues affecting the Library as well as managementrsquosmonitoring of controls and business processes
ii identiring significant audit risks sharing our perspectives obtaining yourfeedback and ensuring our audit is tailored to these risks
iii using well-reasoned professional judgment especially in areas that aresubjective or require estimates and
iv leveraging reliance where possible on the Libraryrsquos internal controls andinformation technology and data systems
In the current year our planned work will include testing of key controls in thefollowing areasmdash Purchases payables and disbursementsmdash Payroll
All other areas will be subject to tests of detail
Significant risks are risks of material misstatement that we think need special auditconsideration We identified several significant audit risks and plan to address themas follows Please let us know if you agree that these are the most significant risksfrom your point of view and if you have any other areas of concern
PwC I
Toronto Public Library Board Audit plan for the year ending December 31 2016
Significant risk to Managementrsquos response and our audit approachdiscuss
Risk of management Accounting regulatory authorities require that the risk of material misstatement dueoverride of controls to management override of controls be considered a significant risk on every audit
engagement
This represents the risk that internal controls at the Library maybe circumvented toachieve desired financial results or gain inappropriate access to financial resources
In order to address this risk we will perform the followingbull All non-routine journal entries are reviewed and approved by the appropriate
level of managementbull We will review manual journal entries focusing on large and unusual entriesbull We will review accounting estimates for biases that could result in material
misstatementbull We will incorporate unpredictable procedures in the audit approach
Risk of fraud in revenue The risk of fraud in revenue recognition is a presumed significant risk underrecognition Canadian Auditing Standards We will assess this risk through the consideration of
the Libraryrsquos revenue recognition policies the incentivepressure to fraudulentlymisstate revenue and the potential opportunity
In order to address this risk we will perform the following
bull Update our understanding of managementrsquos processes and internal controlssurrounding revenue recognition
bull Obtain confirmations from the City of Toronto for subsidies received duringthe year
bull Test significant revenue streams through testing a sample of transactions tosupporting documents
Materiality Misstatements are considered to be material if they could reasonably be expected toinfluence the economic decisions of users of the financial statements We have set apreliminanrsquo materialihrsquo of S6i6oooo We will report unadjusted and adjusted itemsover S6i6ooo to the Board on completion of the audit
Fraud risk We discuss fraud risk annually with the Board Through our planning process (andprior yearsrsquo audits) we developed an understanding of your oversight processesincluding
Employee code of ethicsmdash Discussion at Board meetings and our attendance at those meetings or
reviewing minutes of meetingsmdash Presentations by management including business performance reviewsmdash Signing authorities
Are there any new processes or changes to the items above that we should be awareoP
We are not aware of any fraud Are you aware of instances of any actual suspected or
____________________________
alleged fraud affecting the Library
PwC 2
Toronto Public Ubrary Board Audit plan for the year ending December 31 2016
The matters raised In this and other reports that will flow from the audit are only those that have come to our attention arising from or relevant toour audit that we believe need to be brought to your attention They are not a comprehensive record of all the matters arising and in particularwe cannot be held responsible for reporting all risks in your business or all internal control weaknesses This report has been prepared solely foryour use It was not prepared or intended for any other purpose No other person or entity shall place any reliance upon the accuracy orcompleteness of statements made herein PwC does not assume responsibility to any third party and in no event shall PwC have any liabilityfor damages costs or losses suffered by reason of any reliance upon the contents of this report by any person or entity other than you
PwC 3
copy 2015 PricewaterhouseCoopers LLP an Ontario limited liability partnership All rights reserved
Board Resolutions ndash Status Report 1
STAFF REPORT INFORMATION ONLY
Board Resolutions ndash Status Report
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report lists the status of outstanding Toronto Public Library Board resolutions
BACKGROUND INFORMATION
At the April 2 2012 meeting the Toronto Public Library Board approved the inclusion of
Board Resolutions ndash 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 ndash Status Report ndash November 21 2016
18
1
STATUS REPORT
TORONTO PUBLIC LIBRARY BOARD RESOLUTIONS
AS AT NOVEMBER 21 2016
DATE OF
MEETING
MOTION
(Ref Minute )
STATUS
TARGET
DATE
Sep 8 2014 14-150 ndash Notice of Motion Funding and Timing of
PerthDupont Branch Relocation
5 requests that the local City Councillor consult
with the local community and make a
recommendation to the Board for a new name for
the relocated branch (which will no longer be
located at the corner of Perth and Dupont)
IN PROGRESS Staff to bring a recommendation to
the Board for a new name for the relocated branch to
the Board for approval
To be
determined
Feb 22 2016 16-040 ndash Naming Opportunity ndash Daniel Grafton
Hill III
2 requests staff to provide updates to the
Toronto Public Library Board on this
initiative at strategic intervals
IN PROGRESS This initiative is dependent on a
future branch capital project and consultation
process
To be
determined
Oct 24 2016 16-193 ndash Toronto Public Library Board ndash Self-
Evaluation
2 conducts a pilot self-evaluation during the
month of November 2016 and discusses the
results of the evaluation at the January 2017
meeting
IN PROGRESS A report is expected to be provided
at the January 2017 meeting
January 2017
meeting
Attachment 1
Toronto Public Library Holiday Closures 2017 and January 2018
Sunday January 1 2017 New Yearrsquos Day Closed
Monday January 2 2017 For New Yearrsquos Day Closed
Monday February 20 2017 Family Day Closed
Friday April 14 2017 Good Friday Closed
Sunday April 16 2017 Easter Sunday Closed
Monday April 17 2017 Easter Monday Closed
Monday May 22 2017 Victoria Day Closed
Saturday July 1 2017 Canada Day Closed
Monday August 7 2017 Civic Holiday (Simcoe Day) Closed
Monday September 4 2017 Labour Day Closed
Monday October 9 2017 Thanksgiving Day Closed
Sunday December 24 2017 Christmas Eve Closed
Monday December 25 2017 Christmas Day Closed
Tuesday December 26 2017 Boxing Day Closed
Sunday December 31 2017 New Yearrsquos Eve Closed
Monday January 1 2018 New Yearrsquos Day Closed
New Yearrsquos Day 2017 closure approved by the Library Board on October 26 2015
Attachment 1
Audit Plan for the Year Ending December 31 2016 1
STAFF REPORT INFORMATION ONLY
Audit Plan for the Year Ending December 31 2016
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The attached report from PricewaterhouseCoopers the external auditors summarizes the
planning for their audit of the 2016 financial statements for the Toronto Public Library
Board
FINANCIAL IMPACT
The proposed audit fee of $25000 inclusive of expenses and exclusive of Harmonized
Sales Tax (2015 ndash $25000) is included in the 2016 operating budget It is important to
note that the audit fee does not include extra audit work that may be required due to
scope changes and PricewaterhouseCoopers will advise management as soon as possible
if this were to happen
This is the second year of a five-year audit contract that the City has negotiated The fee
will remain unchanged for the duration of the contract
ISSUE BACKGROUND
Under Section 139 of the City of Toronto Act 2006 the City is required to appoint an
auditor licensed under the Public Accounting Act 2004 who is responsible for annually
auditing the accounts and transactions of the City and its local boards and expressing an
opinion on the financial statements of these entities based on the audit
Council at its March 2015 meeting approved the recommendation of the Audit
Committee to appoint PricewaterhouseCoopers as the external auditor for the City and
Library The contract with PricewaterhouseCoopers is for five years ending with the
audit of the December 31 2019 financial statements
As part of the annual audit PricewaterhouseCoopers provides an Audit Plan report to the
Toronto Public Library Board The auditors will conduct their audit of the 2016 financial
statements pursuant to this plan
17
Audit Plan for the Year Ending December 31 2016 2
COMMENTS
Attached is PricewaterhouseCoopersrsquo Audit Plan for the Library which summarizes their
view on audit risks the nature extent and timing of the audit work and the terms of
engagement
On completion of the audit PricewaterhouseCoopers will issue the Audited Financial
Statements and a Year-End Report to the Board that will provide key matters for
discussion significant audit accounting and financial reporting matters summary of
unadjusted and adjusted items other required communications internal control
recommendations and a confirmation of auditor independence
Work on the interim audit was completed in October 2016 and the year-end audit is
expected to be completed by March 2016
CONTACT
Larry Hughsam Director Finance amp Treasurer Tel 416-397-5946
E-mail lhughsamtorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Board ndash Audit Plan for the year ending
December 31 2016
wwwpwccomca
Audit planfor the yearendingDecember31 2016
Toronto PublicLibrary Board
pwc
pwc
October 28 2016
Members of the BoardToronto Public Library Board
Dear Members of the Board
We are pleased to present an overview of our audit plan for the 2016 audit of the financial statementsof Toronto Public Library Board (the Library) prepared in accordance with Canadian Public SectorAccounting Standards (PSAS) (referred to as the ldquofinancial statementsrdquo from now on)
This overview includes our view on audit risks and the nature extent and timing of our audit work
We value your feedback and if you have any questions about the identified risks and our audit approachplease do not hesitate to contact the undersigned at (416) 228-1922
Yours very truly
Tern McUnnonPartnerRisk Assurance Services
cc Mr Larry Hughsam Director Finance and Treasurer
PricewatcrhouseCoopers UPnyC Tower i8 York Street Suite 2600 Toronto Ontario Canada M oB2T +1 416 8631133 F +1 416 365 8215 wwwpwccomca
lsquoPwt relera to Pdcewatethousetoopers LLP an Ontario limiled liabiLity paruiership
Toronto Public Library Board Audit plan for the year ending December 31 2016
Communications to the Board
Key mattersfor Commentsdiscussion
Client service team Tern McKinnon is your engagement leader and Julianne Cooke is your engagementmanager
Service deliverables We will audit the Libraryrsquos financial statements as of December 31 2016 and for theyear then ending prepared in accordance with PSAS
Our engagement letter which has been signed by the City of Toronto sets out theterms and conditions for our engagement as the independent auditor of the Libraryfor the above-mentioned year In addition our engagement letter outlines ourresponsibilities as the auditor and the responsibilities of management
Audit timeline We worked with management to develop this project timelinemdash Interim visit October 17-21 2016mdash Year-end visit March20 mdash March 31 2017mdash Clearance meeting with management To be confirmedmdash Deliveryfiling of financial statements To be confirmed
Audit approach Our audit approach is a mixture of tests of internal controls and substantive testingOur audit approach is designed to allow us to execute a quality and efficient auditWe do this byi gaining an understanding of the business by focusing on new developments
and key business issues affecting the Library as well as managementrsquosmonitoring of controls and business processes
ii identiring significant audit risks sharing our perspectives obtaining yourfeedback and ensuring our audit is tailored to these risks
iii using well-reasoned professional judgment especially in areas that aresubjective or require estimates and
iv leveraging reliance where possible on the Libraryrsquos internal controls andinformation technology and data systems
In the current year our planned work will include testing of key controls in thefollowing areasmdash Purchases payables and disbursementsmdash Payroll
All other areas will be subject to tests of detail
Significant risks are risks of material misstatement that we think need special auditconsideration We identified several significant audit risks and plan to address themas follows Please let us know if you agree that these are the most significant risksfrom your point of view and if you have any other areas of concern
PwC I
Toronto Public Library Board Audit plan for the year ending December 31 2016
Significant risk to Managementrsquos response and our audit approachdiscuss
Risk of management Accounting regulatory authorities require that the risk of material misstatement dueoverride of controls to management override of controls be considered a significant risk on every audit
engagement
This represents the risk that internal controls at the Library maybe circumvented toachieve desired financial results or gain inappropriate access to financial resources
In order to address this risk we will perform the followingbull All non-routine journal entries are reviewed and approved by the appropriate
level of managementbull We will review manual journal entries focusing on large and unusual entriesbull We will review accounting estimates for biases that could result in material
misstatementbull We will incorporate unpredictable procedures in the audit approach
Risk of fraud in revenue The risk of fraud in revenue recognition is a presumed significant risk underrecognition Canadian Auditing Standards We will assess this risk through the consideration of
the Libraryrsquos revenue recognition policies the incentivepressure to fraudulentlymisstate revenue and the potential opportunity
In order to address this risk we will perform the following
bull Update our understanding of managementrsquos processes and internal controlssurrounding revenue recognition
bull Obtain confirmations from the City of Toronto for subsidies received duringthe year
bull Test significant revenue streams through testing a sample of transactions tosupporting documents
Materiality Misstatements are considered to be material if they could reasonably be expected toinfluence the economic decisions of users of the financial statements We have set apreliminanrsquo materialihrsquo of S6i6oooo We will report unadjusted and adjusted itemsover S6i6ooo to the Board on completion of the audit
Fraud risk We discuss fraud risk annually with the Board Through our planning process (andprior yearsrsquo audits) we developed an understanding of your oversight processesincluding
Employee code of ethicsmdash Discussion at Board meetings and our attendance at those meetings or
reviewing minutes of meetingsmdash Presentations by management including business performance reviewsmdash Signing authorities
Are there any new processes or changes to the items above that we should be awareoP
We are not aware of any fraud Are you aware of instances of any actual suspected or
____________________________
alleged fraud affecting the Library
PwC 2
Toronto Public Ubrary Board Audit plan for the year ending December 31 2016
The matters raised In this and other reports that will flow from the audit are only those that have come to our attention arising from or relevant toour audit that we believe need to be brought to your attention They are not a comprehensive record of all the matters arising and in particularwe cannot be held responsible for reporting all risks in your business or all internal control weaknesses This report has been prepared solely foryour use It was not prepared or intended for any other purpose No other person or entity shall place any reliance upon the accuracy orcompleteness of statements made herein PwC does not assume responsibility to any third party and in no event shall PwC have any liabilityfor damages costs or losses suffered by reason of any reliance upon the contents of this report by any person or entity other than you
PwC 3
copy 2015 PricewaterhouseCoopers LLP an Ontario limited liability partnership All rights reserved
Board Resolutions ndash Status Report 1
STAFF REPORT INFORMATION ONLY
Board Resolutions ndash Status Report
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report lists the status of outstanding Toronto Public Library Board resolutions
BACKGROUND INFORMATION
At the April 2 2012 meeting the Toronto Public Library Board approved the inclusion of
Board Resolutions ndash 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 ndash Status Report ndash November 21 2016
18
1
STATUS REPORT
TORONTO PUBLIC LIBRARY BOARD RESOLUTIONS
AS AT NOVEMBER 21 2016
DATE OF
MEETING
MOTION
(Ref Minute )
STATUS
TARGET
DATE
Sep 8 2014 14-150 ndash Notice of Motion Funding and Timing of
PerthDupont Branch Relocation
5 requests that the local City Councillor consult
with the local community and make a
recommendation to the Board for a new name for
the relocated branch (which will no longer be
located at the corner of Perth and Dupont)
IN PROGRESS Staff to bring a recommendation to
the Board for a new name for the relocated branch to
the Board for approval
To be
determined
Feb 22 2016 16-040 ndash Naming Opportunity ndash Daniel Grafton
Hill III
2 requests staff to provide updates to the
Toronto Public Library Board on this
initiative at strategic intervals
IN PROGRESS This initiative is dependent on a
future branch capital project and consultation
process
To be
determined
Oct 24 2016 16-193 ndash Toronto Public Library Board ndash Self-
Evaluation
2 conducts a pilot self-evaluation during the
month of November 2016 and discusses the
results of the evaluation at the January 2017
meeting
IN PROGRESS A report is expected to be provided
at the January 2017 meeting
January 2017
meeting
Attachment 1
Audit Plan for the Year Ending December 31 2016 1
STAFF REPORT INFORMATION ONLY
Audit Plan for the Year Ending December 31 2016
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
The attached report from PricewaterhouseCoopers the external auditors summarizes the
planning for their audit of the 2016 financial statements for the Toronto Public Library
Board
FINANCIAL IMPACT
The proposed audit fee of $25000 inclusive of expenses and exclusive of Harmonized
Sales Tax (2015 ndash $25000) is included in the 2016 operating budget It is important to
note that the audit fee does not include extra audit work that may be required due to
scope changes and PricewaterhouseCoopers will advise management as soon as possible
if this were to happen
This is the second year of a five-year audit contract that the City has negotiated The fee
will remain unchanged for the duration of the contract
ISSUE BACKGROUND
Under Section 139 of the City of Toronto Act 2006 the City is required to appoint an
auditor licensed under the Public Accounting Act 2004 who is responsible for annually
auditing the accounts and transactions of the City and its local boards and expressing an
opinion on the financial statements of these entities based on the audit
Council at its March 2015 meeting approved the recommendation of the Audit
Committee to appoint PricewaterhouseCoopers as the external auditor for the City and
Library The contract with PricewaterhouseCoopers is for five years ending with the
audit of the December 31 2019 financial statements
As part of the annual audit PricewaterhouseCoopers provides an Audit Plan report to the
Toronto Public Library Board The auditors will conduct their audit of the 2016 financial
statements pursuant to this plan
17
Audit Plan for the Year Ending December 31 2016 2
COMMENTS
Attached is PricewaterhouseCoopersrsquo Audit Plan for the Library which summarizes their
view on audit risks the nature extent and timing of the audit work and the terms of
engagement
On completion of the audit PricewaterhouseCoopers will issue the Audited Financial
Statements and a Year-End Report to the Board that will provide key matters for
discussion significant audit accounting and financial reporting matters summary of
unadjusted and adjusted items other required communications internal control
recommendations and a confirmation of auditor independence
Work on the interim audit was completed in October 2016 and the year-end audit is
expected to be completed by March 2016
CONTACT
Larry Hughsam Director Finance amp Treasurer Tel 416-397-5946
E-mail lhughsamtorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Board ndash Audit Plan for the year ending
December 31 2016
wwwpwccomca
Audit planfor the yearendingDecember31 2016
Toronto PublicLibrary Board
pwc
pwc
October 28 2016
Members of the BoardToronto Public Library Board
Dear Members of the Board
We are pleased to present an overview of our audit plan for the 2016 audit of the financial statementsof Toronto Public Library Board (the Library) prepared in accordance with Canadian Public SectorAccounting Standards (PSAS) (referred to as the ldquofinancial statementsrdquo from now on)
This overview includes our view on audit risks and the nature extent and timing of our audit work
We value your feedback and if you have any questions about the identified risks and our audit approachplease do not hesitate to contact the undersigned at (416) 228-1922
Yours very truly
Tern McUnnonPartnerRisk Assurance Services
cc Mr Larry Hughsam Director Finance and Treasurer
PricewatcrhouseCoopers UPnyC Tower i8 York Street Suite 2600 Toronto Ontario Canada M oB2T +1 416 8631133 F +1 416 365 8215 wwwpwccomca
lsquoPwt relera to Pdcewatethousetoopers LLP an Ontario limiled liabiLity paruiership
Toronto Public Library Board Audit plan for the year ending December 31 2016
Communications to the Board
Key mattersfor Commentsdiscussion
Client service team Tern McKinnon is your engagement leader and Julianne Cooke is your engagementmanager
Service deliverables We will audit the Libraryrsquos financial statements as of December 31 2016 and for theyear then ending prepared in accordance with PSAS
Our engagement letter which has been signed by the City of Toronto sets out theterms and conditions for our engagement as the independent auditor of the Libraryfor the above-mentioned year In addition our engagement letter outlines ourresponsibilities as the auditor and the responsibilities of management
Audit timeline We worked with management to develop this project timelinemdash Interim visit October 17-21 2016mdash Year-end visit March20 mdash March 31 2017mdash Clearance meeting with management To be confirmedmdash Deliveryfiling of financial statements To be confirmed
Audit approach Our audit approach is a mixture of tests of internal controls and substantive testingOur audit approach is designed to allow us to execute a quality and efficient auditWe do this byi gaining an understanding of the business by focusing on new developments
and key business issues affecting the Library as well as managementrsquosmonitoring of controls and business processes
ii identiring significant audit risks sharing our perspectives obtaining yourfeedback and ensuring our audit is tailored to these risks
iii using well-reasoned professional judgment especially in areas that aresubjective or require estimates and
iv leveraging reliance where possible on the Libraryrsquos internal controls andinformation technology and data systems
In the current year our planned work will include testing of key controls in thefollowing areasmdash Purchases payables and disbursementsmdash Payroll
All other areas will be subject to tests of detail
Significant risks are risks of material misstatement that we think need special auditconsideration We identified several significant audit risks and plan to address themas follows Please let us know if you agree that these are the most significant risksfrom your point of view and if you have any other areas of concern
PwC I
Toronto Public Library Board Audit plan for the year ending December 31 2016
Significant risk to Managementrsquos response and our audit approachdiscuss
Risk of management Accounting regulatory authorities require that the risk of material misstatement dueoverride of controls to management override of controls be considered a significant risk on every audit
engagement
This represents the risk that internal controls at the Library maybe circumvented toachieve desired financial results or gain inappropriate access to financial resources
In order to address this risk we will perform the followingbull All non-routine journal entries are reviewed and approved by the appropriate
level of managementbull We will review manual journal entries focusing on large and unusual entriesbull We will review accounting estimates for biases that could result in material
misstatementbull We will incorporate unpredictable procedures in the audit approach
Risk of fraud in revenue The risk of fraud in revenue recognition is a presumed significant risk underrecognition Canadian Auditing Standards We will assess this risk through the consideration of
the Libraryrsquos revenue recognition policies the incentivepressure to fraudulentlymisstate revenue and the potential opportunity
In order to address this risk we will perform the following
bull Update our understanding of managementrsquos processes and internal controlssurrounding revenue recognition
bull Obtain confirmations from the City of Toronto for subsidies received duringthe year
bull Test significant revenue streams through testing a sample of transactions tosupporting documents
Materiality Misstatements are considered to be material if they could reasonably be expected toinfluence the economic decisions of users of the financial statements We have set apreliminanrsquo materialihrsquo of S6i6oooo We will report unadjusted and adjusted itemsover S6i6ooo to the Board on completion of the audit
Fraud risk We discuss fraud risk annually with the Board Through our planning process (andprior yearsrsquo audits) we developed an understanding of your oversight processesincluding
Employee code of ethicsmdash Discussion at Board meetings and our attendance at those meetings or
reviewing minutes of meetingsmdash Presentations by management including business performance reviewsmdash Signing authorities
Are there any new processes or changes to the items above that we should be awareoP
We are not aware of any fraud Are you aware of instances of any actual suspected or
____________________________
alleged fraud affecting the Library
PwC 2
Toronto Public Ubrary Board Audit plan for the year ending December 31 2016
The matters raised In this and other reports that will flow from the audit are only those that have come to our attention arising from or relevant toour audit that we believe need to be brought to your attention They are not a comprehensive record of all the matters arising and in particularwe cannot be held responsible for reporting all risks in your business or all internal control weaknesses This report has been prepared solely foryour use It was not prepared or intended for any other purpose No other person or entity shall place any reliance upon the accuracy orcompleteness of statements made herein PwC does not assume responsibility to any third party and in no event shall PwC have any liabilityfor damages costs or losses suffered by reason of any reliance upon the contents of this report by any person or entity other than you
PwC 3
copy 2015 PricewaterhouseCoopers LLP an Ontario limited liability partnership All rights reserved
Board Resolutions ndash Status Report 1
STAFF REPORT INFORMATION ONLY
Board Resolutions ndash Status Report
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report lists the status of outstanding Toronto Public Library Board resolutions
BACKGROUND INFORMATION
At the April 2 2012 meeting the Toronto Public Library Board approved the inclusion of
Board Resolutions ndash 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 ndash Status Report ndash November 21 2016
18
1
STATUS REPORT
TORONTO PUBLIC LIBRARY BOARD RESOLUTIONS
AS AT NOVEMBER 21 2016
DATE OF
MEETING
MOTION
(Ref Minute )
STATUS
TARGET
DATE
Sep 8 2014 14-150 ndash Notice of Motion Funding and Timing of
PerthDupont Branch Relocation
5 requests that the local City Councillor consult
with the local community and make a
recommendation to the Board for a new name for
the relocated branch (which will no longer be
located at the corner of Perth and Dupont)
IN PROGRESS Staff to bring a recommendation to
the Board for a new name for the relocated branch to
the Board for approval
To be
determined
Feb 22 2016 16-040 ndash Naming Opportunity ndash Daniel Grafton
Hill III
2 requests staff to provide updates to the
Toronto Public Library Board on this
initiative at strategic intervals
IN PROGRESS This initiative is dependent on a
future branch capital project and consultation
process
To be
determined
Oct 24 2016 16-193 ndash Toronto Public Library Board ndash Self-
Evaluation
2 conducts a pilot self-evaluation during the
month of November 2016 and discusses the
results of the evaluation at the January 2017
meeting
IN PROGRESS A report is expected to be provided
at the January 2017 meeting
January 2017
meeting
Attachment 1
Audit Plan for the Year Ending December 31 2016 2
COMMENTS
Attached is PricewaterhouseCoopersrsquo Audit Plan for the Library which summarizes their
view on audit risks the nature extent and timing of the audit work and the terms of
engagement
On completion of the audit PricewaterhouseCoopers will issue the Audited Financial
Statements and a Year-End Report to the Board that will provide key matters for
discussion significant audit accounting and financial reporting matters summary of
unadjusted and adjusted items other required communications internal control
recommendations and a confirmation of auditor independence
Work on the interim audit was completed in October 2016 and the year-end audit is
expected to be completed by March 2016
CONTACT
Larry Hughsam Director Finance amp Treasurer Tel 416-397-5946
E-mail lhughsamtorontopubliclibraryca
SIGNATURE
_______________________________
Vickery Bowles
City Librarian
ATTACHMENTS
Attachment 1 Toronto Public Library Board ndash Audit Plan for the year ending
December 31 2016
wwwpwccomca
Audit planfor the yearendingDecember31 2016
Toronto PublicLibrary Board
pwc
pwc
October 28 2016
Members of the BoardToronto Public Library Board
Dear Members of the Board
We are pleased to present an overview of our audit plan for the 2016 audit of the financial statementsof Toronto Public Library Board (the Library) prepared in accordance with Canadian Public SectorAccounting Standards (PSAS) (referred to as the ldquofinancial statementsrdquo from now on)
This overview includes our view on audit risks and the nature extent and timing of our audit work
We value your feedback and if you have any questions about the identified risks and our audit approachplease do not hesitate to contact the undersigned at (416) 228-1922
Yours very truly
Tern McUnnonPartnerRisk Assurance Services
cc Mr Larry Hughsam Director Finance and Treasurer
PricewatcrhouseCoopers UPnyC Tower i8 York Street Suite 2600 Toronto Ontario Canada M oB2T +1 416 8631133 F +1 416 365 8215 wwwpwccomca
lsquoPwt relera to Pdcewatethousetoopers LLP an Ontario limiled liabiLity paruiership
Toronto Public Library Board Audit plan for the year ending December 31 2016
Communications to the Board
Key mattersfor Commentsdiscussion
Client service team Tern McKinnon is your engagement leader and Julianne Cooke is your engagementmanager
Service deliverables We will audit the Libraryrsquos financial statements as of December 31 2016 and for theyear then ending prepared in accordance with PSAS
Our engagement letter which has been signed by the City of Toronto sets out theterms and conditions for our engagement as the independent auditor of the Libraryfor the above-mentioned year In addition our engagement letter outlines ourresponsibilities as the auditor and the responsibilities of management
Audit timeline We worked with management to develop this project timelinemdash Interim visit October 17-21 2016mdash Year-end visit March20 mdash March 31 2017mdash Clearance meeting with management To be confirmedmdash Deliveryfiling of financial statements To be confirmed
Audit approach Our audit approach is a mixture of tests of internal controls and substantive testingOur audit approach is designed to allow us to execute a quality and efficient auditWe do this byi gaining an understanding of the business by focusing on new developments
and key business issues affecting the Library as well as managementrsquosmonitoring of controls and business processes
ii identiring significant audit risks sharing our perspectives obtaining yourfeedback and ensuring our audit is tailored to these risks
iii using well-reasoned professional judgment especially in areas that aresubjective or require estimates and
iv leveraging reliance where possible on the Libraryrsquos internal controls andinformation technology and data systems
In the current year our planned work will include testing of key controls in thefollowing areasmdash Purchases payables and disbursementsmdash Payroll
All other areas will be subject to tests of detail
Significant risks are risks of material misstatement that we think need special auditconsideration We identified several significant audit risks and plan to address themas follows Please let us know if you agree that these are the most significant risksfrom your point of view and if you have any other areas of concern
PwC I
Toronto Public Library Board Audit plan for the year ending December 31 2016
Significant risk to Managementrsquos response and our audit approachdiscuss
Risk of management Accounting regulatory authorities require that the risk of material misstatement dueoverride of controls to management override of controls be considered a significant risk on every audit
engagement
This represents the risk that internal controls at the Library maybe circumvented toachieve desired financial results or gain inappropriate access to financial resources
In order to address this risk we will perform the followingbull All non-routine journal entries are reviewed and approved by the appropriate
level of managementbull We will review manual journal entries focusing on large and unusual entriesbull We will review accounting estimates for biases that could result in material
misstatementbull We will incorporate unpredictable procedures in the audit approach
Risk of fraud in revenue The risk of fraud in revenue recognition is a presumed significant risk underrecognition Canadian Auditing Standards We will assess this risk through the consideration of
the Libraryrsquos revenue recognition policies the incentivepressure to fraudulentlymisstate revenue and the potential opportunity
In order to address this risk we will perform the following
bull Update our understanding of managementrsquos processes and internal controlssurrounding revenue recognition
bull Obtain confirmations from the City of Toronto for subsidies received duringthe year
bull Test significant revenue streams through testing a sample of transactions tosupporting documents
Materiality Misstatements are considered to be material if they could reasonably be expected toinfluence the economic decisions of users of the financial statements We have set apreliminanrsquo materialihrsquo of S6i6oooo We will report unadjusted and adjusted itemsover S6i6ooo to the Board on completion of the audit
Fraud risk We discuss fraud risk annually with the Board Through our planning process (andprior yearsrsquo audits) we developed an understanding of your oversight processesincluding
Employee code of ethicsmdash Discussion at Board meetings and our attendance at those meetings or
reviewing minutes of meetingsmdash Presentations by management including business performance reviewsmdash Signing authorities
Are there any new processes or changes to the items above that we should be awareoP
We are not aware of any fraud Are you aware of instances of any actual suspected or
____________________________
alleged fraud affecting the Library
PwC 2
Toronto Public Ubrary Board Audit plan for the year ending December 31 2016
The matters raised In this and other reports that will flow from the audit are only those that have come to our attention arising from or relevant toour audit that we believe need to be brought to your attention They are not a comprehensive record of all the matters arising and in particularwe cannot be held responsible for reporting all risks in your business or all internal control weaknesses This report has been prepared solely foryour use It was not prepared or intended for any other purpose No other person or entity shall place any reliance upon the accuracy orcompleteness of statements made herein PwC does not assume responsibility to any third party and in no event shall PwC have any liabilityfor damages costs or losses suffered by reason of any reliance upon the contents of this report by any person or entity other than you
PwC 3
copy 2015 PricewaterhouseCoopers LLP an Ontario limited liability partnership All rights reserved
Board Resolutions ndash Status Report 1
STAFF REPORT INFORMATION ONLY
Board Resolutions ndash Status Report
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report lists the status of outstanding Toronto Public Library Board resolutions
BACKGROUND INFORMATION
At the April 2 2012 meeting the Toronto Public Library Board approved the inclusion of
Board Resolutions ndash 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 ndash Status Report ndash November 21 2016
18
1
STATUS REPORT
TORONTO PUBLIC LIBRARY BOARD RESOLUTIONS
AS AT NOVEMBER 21 2016
DATE OF
MEETING
MOTION
(Ref Minute )
STATUS
TARGET
DATE
Sep 8 2014 14-150 ndash Notice of Motion Funding and Timing of
PerthDupont Branch Relocation
5 requests that the local City Councillor consult
with the local community and make a
recommendation to the Board for a new name for
the relocated branch (which will no longer be
located at the corner of Perth and Dupont)
IN PROGRESS Staff to bring a recommendation to
the Board for a new name for the relocated branch to
the Board for approval
To be
determined
Feb 22 2016 16-040 ndash Naming Opportunity ndash Daniel Grafton
Hill III
2 requests staff to provide updates to the
Toronto Public Library Board on this
initiative at strategic intervals
IN PROGRESS This initiative is dependent on a
future branch capital project and consultation
process
To be
determined
Oct 24 2016 16-193 ndash Toronto Public Library Board ndash Self-
Evaluation
2 conducts a pilot self-evaluation during the
month of November 2016 and discusses the
results of the evaluation at the January 2017
meeting
IN PROGRESS A report is expected to be provided
at the January 2017 meeting
January 2017
meeting
Attachment 1
wwwpwccomca
Audit planfor the yearendingDecember31 2016
Toronto PublicLibrary Board
pwc
pwc
October 28 2016
Members of the BoardToronto Public Library Board
Dear Members of the Board
We are pleased to present an overview of our audit plan for the 2016 audit of the financial statementsof Toronto Public Library Board (the Library) prepared in accordance with Canadian Public SectorAccounting Standards (PSAS) (referred to as the ldquofinancial statementsrdquo from now on)
This overview includes our view on audit risks and the nature extent and timing of our audit work
We value your feedback and if you have any questions about the identified risks and our audit approachplease do not hesitate to contact the undersigned at (416) 228-1922
Yours very truly
Tern McUnnonPartnerRisk Assurance Services
cc Mr Larry Hughsam Director Finance and Treasurer
PricewatcrhouseCoopers UPnyC Tower i8 York Street Suite 2600 Toronto Ontario Canada M oB2T +1 416 8631133 F +1 416 365 8215 wwwpwccomca
lsquoPwt relera to Pdcewatethousetoopers LLP an Ontario limiled liabiLity paruiership
Toronto Public Library Board Audit plan for the year ending December 31 2016
Communications to the Board
Key mattersfor Commentsdiscussion
Client service team Tern McKinnon is your engagement leader and Julianne Cooke is your engagementmanager
Service deliverables We will audit the Libraryrsquos financial statements as of December 31 2016 and for theyear then ending prepared in accordance with PSAS
Our engagement letter which has been signed by the City of Toronto sets out theterms and conditions for our engagement as the independent auditor of the Libraryfor the above-mentioned year In addition our engagement letter outlines ourresponsibilities as the auditor and the responsibilities of management
Audit timeline We worked with management to develop this project timelinemdash Interim visit October 17-21 2016mdash Year-end visit March20 mdash March 31 2017mdash Clearance meeting with management To be confirmedmdash Deliveryfiling of financial statements To be confirmed
Audit approach Our audit approach is a mixture of tests of internal controls and substantive testingOur audit approach is designed to allow us to execute a quality and efficient auditWe do this byi gaining an understanding of the business by focusing on new developments
and key business issues affecting the Library as well as managementrsquosmonitoring of controls and business processes
ii identiring significant audit risks sharing our perspectives obtaining yourfeedback and ensuring our audit is tailored to these risks
iii using well-reasoned professional judgment especially in areas that aresubjective or require estimates and
iv leveraging reliance where possible on the Libraryrsquos internal controls andinformation technology and data systems
In the current year our planned work will include testing of key controls in thefollowing areasmdash Purchases payables and disbursementsmdash Payroll
All other areas will be subject to tests of detail
Significant risks are risks of material misstatement that we think need special auditconsideration We identified several significant audit risks and plan to address themas follows Please let us know if you agree that these are the most significant risksfrom your point of view and if you have any other areas of concern
PwC I
Toronto Public Library Board Audit plan for the year ending December 31 2016
Significant risk to Managementrsquos response and our audit approachdiscuss
Risk of management Accounting regulatory authorities require that the risk of material misstatement dueoverride of controls to management override of controls be considered a significant risk on every audit
engagement
This represents the risk that internal controls at the Library maybe circumvented toachieve desired financial results or gain inappropriate access to financial resources
In order to address this risk we will perform the followingbull All non-routine journal entries are reviewed and approved by the appropriate
level of managementbull We will review manual journal entries focusing on large and unusual entriesbull We will review accounting estimates for biases that could result in material
misstatementbull We will incorporate unpredictable procedures in the audit approach
Risk of fraud in revenue The risk of fraud in revenue recognition is a presumed significant risk underrecognition Canadian Auditing Standards We will assess this risk through the consideration of
the Libraryrsquos revenue recognition policies the incentivepressure to fraudulentlymisstate revenue and the potential opportunity
In order to address this risk we will perform the following
bull Update our understanding of managementrsquos processes and internal controlssurrounding revenue recognition
bull Obtain confirmations from the City of Toronto for subsidies received duringthe year
bull Test significant revenue streams through testing a sample of transactions tosupporting documents
Materiality Misstatements are considered to be material if they could reasonably be expected toinfluence the economic decisions of users of the financial statements We have set apreliminanrsquo materialihrsquo of S6i6oooo We will report unadjusted and adjusted itemsover S6i6ooo to the Board on completion of the audit
Fraud risk We discuss fraud risk annually with the Board Through our planning process (andprior yearsrsquo audits) we developed an understanding of your oversight processesincluding
Employee code of ethicsmdash Discussion at Board meetings and our attendance at those meetings or
reviewing minutes of meetingsmdash Presentations by management including business performance reviewsmdash Signing authorities
Are there any new processes or changes to the items above that we should be awareoP
We are not aware of any fraud Are you aware of instances of any actual suspected or
____________________________
alleged fraud affecting the Library
PwC 2
Toronto Public Ubrary Board Audit plan for the year ending December 31 2016
The matters raised In this and other reports that will flow from the audit are only those that have come to our attention arising from or relevant toour audit that we believe need to be brought to your attention They are not a comprehensive record of all the matters arising and in particularwe cannot be held responsible for reporting all risks in your business or all internal control weaknesses This report has been prepared solely foryour use It was not prepared or intended for any other purpose No other person or entity shall place any reliance upon the accuracy orcompleteness of statements made herein PwC does not assume responsibility to any third party and in no event shall PwC have any liabilityfor damages costs or losses suffered by reason of any reliance upon the contents of this report by any person or entity other than you
PwC 3
copy 2015 PricewaterhouseCoopers LLP an Ontario limited liability partnership All rights reserved
Board Resolutions ndash Status Report 1
STAFF REPORT INFORMATION ONLY
Board Resolutions ndash Status Report
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report lists the status of outstanding Toronto Public Library Board resolutions
BACKGROUND INFORMATION
At the April 2 2012 meeting the Toronto Public Library Board approved the inclusion of
Board Resolutions ndash 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 ndash Status Report ndash November 21 2016
18
1
STATUS REPORT
TORONTO PUBLIC LIBRARY BOARD RESOLUTIONS
AS AT NOVEMBER 21 2016
DATE OF
MEETING
MOTION
(Ref Minute )
STATUS
TARGET
DATE
Sep 8 2014 14-150 ndash Notice of Motion Funding and Timing of
PerthDupont Branch Relocation
5 requests that the local City Councillor consult
with the local community and make a
recommendation to the Board for a new name for
the relocated branch (which will no longer be
located at the corner of Perth and Dupont)
IN PROGRESS Staff to bring a recommendation to
the Board for a new name for the relocated branch to
the Board for approval
To be
determined
Feb 22 2016 16-040 ndash Naming Opportunity ndash Daniel Grafton
Hill III
2 requests staff to provide updates to the
Toronto Public Library Board on this
initiative at strategic intervals
IN PROGRESS This initiative is dependent on a
future branch capital project and consultation
process
To be
determined
Oct 24 2016 16-193 ndash Toronto Public Library Board ndash Self-
Evaluation
2 conducts a pilot self-evaluation during the
month of November 2016 and discusses the
results of the evaluation at the January 2017
meeting
IN PROGRESS A report is expected to be provided
at the January 2017 meeting
January 2017
meeting
Attachment 1
pwc
October 28 2016
Members of the BoardToronto Public Library Board
Dear Members of the Board
We are pleased to present an overview of our audit plan for the 2016 audit of the financial statementsof Toronto Public Library Board (the Library) prepared in accordance with Canadian Public SectorAccounting Standards (PSAS) (referred to as the ldquofinancial statementsrdquo from now on)
This overview includes our view on audit risks and the nature extent and timing of our audit work
We value your feedback and if you have any questions about the identified risks and our audit approachplease do not hesitate to contact the undersigned at (416) 228-1922
Yours very truly
Tern McUnnonPartnerRisk Assurance Services
cc Mr Larry Hughsam Director Finance and Treasurer
PricewatcrhouseCoopers UPnyC Tower i8 York Street Suite 2600 Toronto Ontario Canada M oB2T +1 416 8631133 F +1 416 365 8215 wwwpwccomca
lsquoPwt relera to Pdcewatethousetoopers LLP an Ontario limiled liabiLity paruiership
Toronto Public Library Board Audit plan for the year ending December 31 2016
Communications to the Board
Key mattersfor Commentsdiscussion
Client service team Tern McKinnon is your engagement leader and Julianne Cooke is your engagementmanager
Service deliverables We will audit the Libraryrsquos financial statements as of December 31 2016 and for theyear then ending prepared in accordance with PSAS
Our engagement letter which has been signed by the City of Toronto sets out theterms and conditions for our engagement as the independent auditor of the Libraryfor the above-mentioned year In addition our engagement letter outlines ourresponsibilities as the auditor and the responsibilities of management
Audit timeline We worked with management to develop this project timelinemdash Interim visit October 17-21 2016mdash Year-end visit March20 mdash March 31 2017mdash Clearance meeting with management To be confirmedmdash Deliveryfiling of financial statements To be confirmed
Audit approach Our audit approach is a mixture of tests of internal controls and substantive testingOur audit approach is designed to allow us to execute a quality and efficient auditWe do this byi gaining an understanding of the business by focusing on new developments
and key business issues affecting the Library as well as managementrsquosmonitoring of controls and business processes
ii identiring significant audit risks sharing our perspectives obtaining yourfeedback and ensuring our audit is tailored to these risks
iii using well-reasoned professional judgment especially in areas that aresubjective or require estimates and
iv leveraging reliance where possible on the Libraryrsquos internal controls andinformation technology and data systems
In the current year our planned work will include testing of key controls in thefollowing areasmdash Purchases payables and disbursementsmdash Payroll
All other areas will be subject to tests of detail
Significant risks are risks of material misstatement that we think need special auditconsideration We identified several significant audit risks and plan to address themas follows Please let us know if you agree that these are the most significant risksfrom your point of view and if you have any other areas of concern
PwC I
Toronto Public Library Board Audit plan for the year ending December 31 2016
Significant risk to Managementrsquos response and our audit approachdiscuss
Risk of management Accounting regulatory authorities require that the risk of material misstatement dueoverride of controls to management override of controls be considered a significant risk on every audit
engagement
This represents the risk that internal controls at the Library maybe circumvented toachieve desired financial results or gain inappropriate access to financial resources
In order to address this risk we will perform the followingbull All non-routine journal entries are reviewed and approved by the appropriate
level of managementbull We will review manual journal entries focusing on large and unusual entriesbull We will review accounting estimates for biases that could result in material
misstatementbull We will incorporate unpredictable procedures in the audit approach
Risk of fraud in revenue The risk of fraud in revenue recognition is a presumed significant risk underrecognition Canadian Auditing Standards We will assess this risk through the consideration of
the Libraryrsquos revenue recognition policies the incentivepressure to fraudulentlymisstate revenue and the potential opportunity
In order to address this risk we will perform the following
bull Update our understanding of managementrsquos processes and internal controlssurrounding revenue recognition
bull Obtain confirmations from the City of Toronto for subsidies received duringthe year
bull Test significant revenue streams through testing a sample of transactions tosupporting documents
Materiality Misstatements are considered to be material if they could reasonably be expected toinfluence the economic decisions of users of the financial statements We have set apreliminanrsquo materialihrsquo of S6i6oooo We will report unadjusted and adjusted itemsover S6i6ooo to the Board on completion of the audit
Fraud risk We discuss fraud risk annually with the Board Through our planning process (andprior yearsrsquo audits) we developed an understanding of your oversight processesincluding
Employee code of ethicsmdash Discussion at Board meetings and our attendance at those meetings or
reviewing minutes of meetingsmdash Presentations by management including business performance reviewsmdash Signing authorities
Are there any new processes or changes to the items above that we should be awareoP
We are not aware of any fraud Are you aware of instances of any actual suspected or
____________________________
alleged fraud affecting the Library
PwC 2
Toronto Public Ubrary Board Audit plan for the year ending December 31 2016
The matters raised In this and other reports that will flow from the audit are only those that have come to our attention arising from or relevant toour audit that we believe need to be brought to your attention They are not a comprehensive record of all the matters arising and in particularwe cannot be held responsible for reporting all risks in your business or all internal control weaknesses This report has been prepared solely foryour use It was not prepared or intended for any other purpose No other person or entity shall place any reliance upon the accuracy orcompleteness of statements made herein PwC does not assume responsibility to any third party and in no event shall PwC have any liabilityfor damages costs or losses suffered by reason of any reliance upon the contents of this report by any person or entity other than you
PwC 3
copy 2015 PricewaterhouseCoopers LLP an Ontario limited liability partnership All rights reserved
Board Resolutions ndash Status Report 1
STAFF REPORT INFORMATION ONLY
Board Resolutions ndash Status Report
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report lists the status of outstanding Toronto Public Library Board resolutions
BACKGROUND INFORMATION
At the April 2 2012 meeting the Toronto Public Library Board approved the inclusion of
Board Resolutions ndash 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 ndash Status Report ndash November 21 2016
18
1
STATUS REPORT
TORONTO PUBLIC LIBRARY BOARD RESOLUTIONS
AS AT NOVEMBER 21 2016
DATE OF
MEETING
MOTION
(Ref Minute )
STATUS
TARGET
DATE
Sep 8 2014 14-150 ndash Notice of Motion Funding and Timing of
PerthDupont Branch Relocation
5 requests that the local City Councillor consult
with the local community and make a
recommendation to the Board for a new name for
the relocated branch (which will no longer be
located at the corner of Perth and Dupont)
IN PROGRESS Staff to bring a recommendation to
the Board for a new name for the relocated branch to
the Board for approval
To be
determined
Feb 22 2016 16-040 ndash Naming Opportunity ndash Daniel Grafton
Hill III
2 requests staff to provide updates to the
Toronto Public Library Board on this
initiative at strategic intervals
IN PROGRESS This initiative is dependent on a
future branch capital project and consultation
process
To be
determined
Oct 24 2016 16-193 ndash Toronto Public Library Board ndash Self-
Evaluation
2 conducts a pilot self-evaluation during the
month of November 2016 and discusses the
results of the evaluation at the January 2017
meeting
IN PROGRESS A report is expected to be provided
at the January 2017 meeting
January 2017
meeting
Attachment 1
Toronto Public Library Board Audit plan for the year ending December 31 2016
Communications to the Board
Key mattersfor Commentsdiscussion
Client service team Tern McKinnon is your engagement leader and Julianne Cooke is your engagementmanager
Service deliverables We will audit the Libraryrsquos financial statements as of December 31 2016 and for theyear then ending prepared in accordance with PSAS
Our engagement letter which has been signed by the City of Toronto sets out theterms and conditions for our engagement as the independent auditor of the Libraryfor the above-mentioned year In addition our engagement letter outlines ourresponsibilities as the auditor and the responsibilities of management
Audit timeline We worked with management to develop this project timelinemdash Interim visit October 17-21 2016mdash Year-end visit March20 mdash March 31 2017mdash Clearance meeting with management To be confirmedmdash Deliveryfiling of financial statements To be confirmed
Audit approach Our audit approach is a mixture of tests of internal controls and substantive testingOur audit approach is designed to allow us to execute a quality and efficient auditWe do this byi gaining an understanding of the business by focusing on new developments
and key business issues affecting the Library as well as managementrsquosmonitoring of controls and business processes
ii identiring significant audit risks sharing our perspectives obtaining yourfeedback and ensuring our audit is tailored to these risks
iii using well-reasoned professional judgment especially in areas that aresubjective or require estimates and
iv leveraging reliance where possible on the Libraryrsquos internal controls andinformation technology and data systems
In the current year our planned work will include testing of key controls in thefollowing areasmdash Purchases payables and disbursementsmdash Payroll
All other areas will be subject to tests of detail
Significant risks are risks of material misstatement that we think need special auditconsideration We identified several significant audit risks and plan to address themas follows Please let us know if you agree that these are the most significant risksfrom your point of view and if you have any other areas of concern
PwC I
Toronto Public Library Board Audit plan for the year ending December 31 2016
Significant risk to Managementrsquos response and our audit approachdiscuss
Risk of management Accounting regulatory authorities require that the risk of material misstatement dueoverride of controls to management override of controls be considered a significant risk on every audit
engagement
This represents the risk that internal controls at the Library maybe circumvented toachieve desired financial results or gain inappropriate access to financial resources
In order to address this risk we will perform the followingbull All non-routine journal entries are reviewed and approved by the appropriate
level of managementbull We will review manual journal entries focusing on large and unusual entriesbull We will review accounting estimates for biases that could result in material
misstatementbull We will incorporate unpredictable procedures in the audit approach
Risk of fraud in revenue The risk of fraud in revenue recognition is a presumed significant risk underrecognition Canadian Auditing Standards We will assess this risk through the consideration of
the Libraryrsquos revenue recognition policies the incentivepressure to fraudulentlymisstate revenue and the potential opportunity
In order to address this risk we will perform the following
bull Update our understanding of managementrsquos processes and internal controlssurrounding revenue recognition
bull Obtain confirmations from the City of Toronto for subsidies received duringthe year
bull Test significant revenue streams through testing a sample of transactions tosupporting documents
Materiality Misstatements are considered to be material if they could reasonably be expected toinfluence the economic decisions of users of the financial statements We have set apreliminanrsquo materialihrsquo of S6i6oooo We will report unadjusted and adjusted itemsover S6i6ooo to the Board on completion of the audit
Fraud risk We discuss fraud risk annually with the Board Through our planning process (andprior yearsrsquo audits) we developed an understanding of your oversight processesincluding
Employee code of ethicsmdash Discussion at Board meetings and our attendance at those meetings or
reviewing minutes of meetingsmdash Presentations by management including business performance reviewsmdash Signing authorities
Are there any new processes or changes to the items above that we should be awareoP
We are not aware of any fraud Are you aware of instances of any actual suspected or
____________________________
alleged fraud affecting the Library
PwC 2
Toronto Public Ubrary Board Audit plan for the year ending December 31 2016
The matters raised In this and other reports that will flow from the audit are only those that have come to our attention arising from or relevant toour audit that we believe need to be brought to your attention They are not a comprehensive record of all the matters arising and in particularwe cannot be held responsible for reporting all risks in your business or all internal control weaknesses This report has been prepared solely foryour use It was not prepared or intended for any other purpose No other person or entity shall place any reliance upon the accuracy orcompleteness of statements made herein PwC does not assume responsibility to any third party and in no event shall PwC have any liabilityfor damages costs or losses suffered by reason of any reliance upon the contents of this report by any person or entity other than you
PwC 3
copy 2015 PricewaterhouseCoopers LLP an Ontario limited liability partnership All rights reserved
Board Resolutions ndash Status Report 1
STAFF REPORT INFORMATION ONLY
Board Resolutions ndash Status Report
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report lists the status of outstanding Toronto Public Library Board resolutions
BACKGROUND INFORMATION
At the April 2 2012 meeting the Toronto Public Library Board approved the inclusion of
Board Resolutions ndash 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 ndash Status Report ndash November 21 2016
18
1
STATUS REPORT
TORONTO PUBLIC LIBRARY BOARD RESOLUTIONS
AS AT NOVEMBER 21 2016
DATE OF
MEETING
MOTION
(Ref Minute )
STATUS
TARGET
DATE
Sep 8 2014 14-150 ndash Notice of Motion Funding and Timing of
PerthDupont Branch Relocation
5 requests that the local City Councillor consult
with the local community and make a
recommendation to the Board for a new name for
the relocated branch (which will no longer be
located at the corner of Perth and Dupont)
IN PROGRESS Staff to bring a recommendation to
the Board for a new name for the relocated branch to
the Board for approval
To be
determined
Feb 22 2016 16-040 ndash Naming Opportunity ndash Daniel Grafton
Hill III
2 requests staff to provide updates to the
Toronto Public Library Board on this
initiative at strategic intervals
IN PROGRESS This initiative is dependent on a
future branch capital project and consultation
process
To be
determined
Oct 24 2016 16-193 ndash Toronto Public Library Board ndash Self-
Evaluation
2 conducts a pilot self-evaluation during the
month of November 2016 and discusses the
results of the evaluation at the January 2017
meeting
IN PROGRESS A report is expected to be provided
at the January 2017 meeting
January 2017
meeting
Attachment 1
Toronto Public Library Board Audit plan for the year ending December 31 2016
Significant risk to Managementrsquos response and our audit approachdiscuss
Risk of management Accounting regulatory authorities require that the risk of material misstatement dueoverride of controls to management override of controls be considered a significant risk on every audit
engagement
This represents the risk that internal controls at the Library maybe circumvented toachieve desired financial results or gain inappropriate access to financial resources
In order to address this risk we will perform the followingbull All non-routine journal entries are reviewed and approved by the appropriate
level of managementbull We will review manual journal entries focusing on large and unusual entriesbull We will review accounting estimates for biases that could result in material
misstatementbull We will incorporate unpredictable procedures in the audit approach
Risk of fraud in revenue The risk of fraud in revenue recognition is a presumed significant risk underrecognition Canadian Auditing Standards We will assess this risk through the consideration of
the Libraryrsquos revenue recognition policies the incentivepressure to fraudulentlymisstate revenue and the potential opportunity
In order to address this risk we will perform the following
bull Update our understanding of managementrsquos processes and internal controlssurrounding revenue recognition
bull Obtain confirmations from the City of Toronto for subsidies received duringthe year
bull Test significant revenue streams through testing a sample of transactions tosupporting documents
Materiality Misstatements are considered to be material if they could reasonably be expected toinfluence the economic decisions of users of the financial statements We have set apreliminanrsquo materialihrsquo of S6i6oooo We will report unadjusted and adjusted itemsover S6i6ooo to the Board on completion of the audit
Fraud risk We discuss fraud risk annually with the Board Through our planning process (andprior yearsrsquo audits) we developed an understanding of your oversight processesincluding
Employee code of ethicsmdash Discussion at Board meetings and our attendance at those meetings or
reviewing minutes of meetingsmdash Presentations by management including business performance reviewsmdash Signing authorities
Are there any new processes or changes to the items above that we should be awareoP
We are not aware of any fraud Are you aware of instances of any actual suspected or
____________________________
alleged fraud affecting the Library
PwC 2
Toronto Public Ubrary Board Audit plan for the year ending December 31 2016
The matters raised In this and other reports that will flow from the audit are only those that have come to our attention arising from or relevant toour audit that we believe need to be brought to your attention They are not a comprehensive record of all the matters arising and in particularwe cannot be held responsible for reporting all risks in your business or all internal control weaknesses This report has been prepared solely foryour use It was not prepared or intended for any other purpose No other person or entity shall place any reliance upon the accuracy orcompleteness of statements made herein PwC does not assume responsibility to any third party and in no event shall PwC have any liabilityfor damages costs or losses suffered by reason of any reliance upon the contents of this report by any person or entity other than you
PwC 3
copy 2015 PricewaterhouseCoopers LLP an Ontario limited liability partnership All rights reserved
Board Resolutions ndash Status Report 1
STAFF REPORT INFORMATION ONLY
Board Resolutions ndash Status Report
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report lists the status of outstanding Toronto Public Library Board resolutions
BACKGROUND INFORMATION
At the April 2 2012 meeting the Toronto Public Library Board approved the inclusion of
Board Resolutions ndash 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 ndash Status Report ndash November 21 2016
18
1
STATUS REPORT
TORONTO PUBLIC LIBRARY BOARD RESOLUTIONS
AS AT NOVEMBER 21 2016
DATE OF
MEETING
MOTION
(Ref Minute )
STATUS
TARGET
DATE
Sep 8 2014 14-150 ndash Notice of Motion Funding and Timing of
PerthDupont Branch Relocation
5 requests that the local City Councillor consult
with the local community and make a
recommendation to the Board for a new name for
the relocated branch (which will no longer be
located at the corner of Perth and Dupont)
IN PROGRESS Staff to bring a recommendation to
the Board for a new name for the relocated branch to
the Board for approval
To be
determined
Feb 22 2016 16-040 ndash Naming Opportunity ndash Daniel Grafton
Hill III
2 requests staff to provide updates to the
Toronto Public Library Board on this
initiative at strategic intervals
IN PROGRESS This initiative is dependent on a
future branch capital project and consultation
process
To be
determined
Oct 24 2016 16-193 ndash Toronto Public Library Board ndash Self-
Evaluation
2 conducts a pilot self-evaluation during the
month of November 2016 and discusses the
results of the evaluation at the January 2017
meeting
IN PROGRESS A report is expected to be provided
at the January 2017 meeting
January 2017
meeting
Attachment 1
Toronto Public Ubrary Board Audit plan for the year ending December 31 2016
The matters raised In this and other reports that will flow from the audit are only those that have come to our attention arising from or relevant toour audit that we believe need to be brought to your attention They are not a comprehensive record of all the matters arising and in particularwe cannot be held responsible for reporting all risks in your business or all internal control weaknesses This report has been prepared solely foryour use It was not prepared or intended for any other purpose No other person or entity shall place any reliance upon the accuracy orcompleteness of statements made herein PwC does not assume responsibility to any third party and in no event shall PwC have any liabilityfor damages costs or losses suffered by reason of any reliance upon the contents of this report by any person or entity other than you
PwC 3
copy 2015 PricewaterhouseCoopers LLP an Ontario limited liability partnership All rights reserved
Board Resolutions ndash Status Report 1
STAFF REPORT INFORMATION ONLY
Board Resolutions ndash Status Report
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report lists the status of outstanding Toronto Public Library Board resolutions
BACKGROUND INFORMATION
At the April 2 2012 meeting the Toronto Public Library Board approved the inclusion of
Board Resolutions ndash 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 ndash Status Report ndash November 21 2016
18
1
STATUS REPORT
TORONTO PUBLIC LIBRARY BOARD RESOLUTIONS
AS AT NOVEMBER 21 2016
DATE OF
MEETING
MOTION
(Ref Minute )
STATUS
TARGET
DATE
Sep 8 2014 14-150 ndash Notice of Motion Funding and Timing of
PerthDupont Branch Relocation
5 requests that the local City Councillor consult
with the local community and make a
recommendation to the Board for a new name for
the relocated branch (which will no longer be
located at the corner of Perth and Dupont)
IN PROGRESS Staff to bring a recommendation to
the Board for a new name for the relocated branch to
the Board for approval
To be
determined
Feb 22 2016 16-040 ndash Naming Opportunity ndash Daniel Grafton
Hill III
2 requests staff to provide updates to the
Toronto Public Library Board on this
initiative at strategic intervals
IN PROGRESS This initiative is dependent on a
future branch capital project and consultation
process
To be
determined
Oct 24 2016 16-193 ndash Toronto Public Library Board ndash Self-
Evaluation
2 conducts a pilot self-evaluation during the
month of November 2016 and discusses the
results of the evaluation at the January 2017
meeting
IN PROGRESS A report is expected to be provided
at the January 2017 meeting
January 2017
meeting
Attachment 1
copy 2015 PricewaterhouseCoopers LLP an Ontario limited liability partnership All rights reserved
Board Resolutions ndash Status Report 1
STAFF REPORT INFORMATION ONLY
Board Resolutions ndash Status Report
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report lists the status of outstanding Toronto Public Library Board resolutions
BACKGROUND INFORMATION
At the April 2 2012 meeting the Toronto Public Library Board approved the inclusion of
Board Resolutions ndash 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 ndash Status Report ndash November 21 2016
18
1
STATUS REPORT
TORONTO PUBLIC LIBRARY BOARD RESOLUTIONS
AS AT NOVEMBER 21 2016
DATE OF
MEETING
MOTION
(Ref Minute )
STATUS
TARGET
DATE
Sep 8 2014 14-150 ndash Notice of Motion Funding and Timing of
PerthDupont Branch Relocation
5 requests that the local City Councillor consult
with the local community and make a
recommendation to the Board for a new name for
the relocated branch (which will no longer be
located at the corner of Perth and Dupont)
IN PROGRESS Staff to bring a recommendation to
the Board for a new name for the relocated branch to
the Board for approval
To be
determined
Feb 22 2016 16-040 ndash Naming Opportunity ndash Daniel Grafton
Hill III
2 requests staff to provide updates to the
Toronto Public Library Board on this
initiative at strategic intervals
IN PROGRESS This initiative is dependent on a
future branch capital project and consultation
process
To be
determined
Oct 24 2016 16-193 ndash Toronto Public Library Board ndash Self-
Evaluation
2 conducts a pilot self-evaluation during the
month of November 2016 and discusses the
results of the evaluation at the January 2017
meeting
IN PROGRESS A report is expected to be provided
at the January 2017 meeting
January 2017
meeting
Attachment 1
Board Resolutions ndash Status Report 1
STAFF REPORT INFORMATION ONLY
Board Resolutions ndash Status Report
Date November 21 2016
To Toronto Public Library Board
From City Librarian
SUMMARY
This report lists the status of outstanding Toronto Public Library Board resolutions
BACKGROUND INFORMATION
At the April 2 2012 meeting the Toronto Public Library Board approved the inclusion of
Board Resolutions ndash 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 ndash Status Report ndash November 21 2016
18
1
STATUS REPORT
TORONTO PUBLIC LIBRARY BOARD RESOLUTIONS
AS AT NOVEMBER 21 2016
DATE OF
MEETING
MOTION
(Ref Minute )
STATUS
TARGET
DATE
Sep 8 2014 14-150 ndash Notice of Motion Funding and Timing of
PerthDupont Branch Relocation
5 requests that the local City Councillor consult
with the local community and make a
recommendation to the Board for a new name for
the relocated branch (which will no longer be
located at the corner of Perth and Dupont)
IN PROGRESS Staff to bring a recommendation to
the Board for a new name for the relocated branch to
the Board for approval
To be
determined
Feb 22 2016 16-040 ndash Naming Opportunity ndash Daniel Grafton
Hill III
2 requests staff to provide updates to the
Toronto Public Library Board on this
initiative at strategic intervals
IN PROGRESS This initiative is dependent on a
future branch capital project and consultation
process
To be
determined
Oct 24 2016 16-193 ndash Toronto Public Library Board ndash Self-
Evaluation
2 conducts a pilot self-evaluation during the
month of November 2016 and discusses the
results of the evaluation at the January 2017
meeting
IN PROGRESS A report is expected to be provided
at the January 2017 meeting
January 2017
meeting
Attachment 1
1
STATUS REPORT
TORONTO PUBLIC LIBRARY BOARD RESOLUTIONS
AS AT NOVEMBER 21 2016
DATE OF
MEETING
MOTION
(Ref Minute )
STATUS
TARGET
DATE
Sep 8 2014 14-150 ndash Notice of Motion Funding and Timing of
PerthDupont Branch Relocation
5 requests that the local City Councillor consult
with the local community and make a
recommendation to the Board for a new name for
the relocated branch (which will no longer be
located at the corner of Perth and Dupont)
IN PROGRESS Staff to bring a recommendation to
the Board for a new name for the relocated branch to
the Board for approval
To be
determined
Feb 22 2016 16-040 ndash Naming Opportunity ndash Daniel Grafton
Hill III
2 requests staff to provide updates to the
Toronto Public Library Board on this
initiative at strategic intervals
IN PROGRESS This initiative is dependent on a
future branch capital project and consultation
process
To be
determined
Oct 24 2016 16-193 ndash Toronto Public Library Board ndash Self-
Evaluation
2 conducts a pilot self-evaluation during the
month of November 2016 and discusses the
results of the evaluation at the January 2017
meeting
IN PROGRESS A report is expected to be provided
at the January 2017 meeting
January 2017
meeting
Attachment 1