Strat Plan Aug 5 final - Toronto Public Library · This plan outlines new initiatives to meet your...

URBAN STORIES:The Next Chapter

Toronto Public Library’s Strategic Plan 2004–2007



Table of Contents

Message from Mayor David Miller . . . . . . . . . . . . . . . . . . . . . . . . . . .3

Welcome to Urban Stories: The Next Chapter . . . . . . . . . . . . . . . . . . .4

Our Vision . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5

Our First Strategic Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6

Engaging Toronto’s Citizens . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7

Key Priorities 2004–20071. Books and Culture . . . . . . . . . . . . . . . . . . . . . . . . . .92. Low-Income Neighbourhoods . . . . . . . . . . . . . . . .113. Newcomers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .134. Youth . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .15

Our Operating Principles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .18

Our Mission . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .20

Our Values . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .21

Appendix: Achievements from the First Strategic Plan (2000–2003) . . . . . . . . . . . . . . . . . . . . . . . . . . .22

Toronto PublicLibrary BoardMembers

Gillian Mason, ChairWilliam Booth, Vice-ChairMeyer BrownstoneCouncillor Gay CowbourneCouncillor Janet DavisRick Goldsmith, CAMizan IbrahimMark NightingaleCouncillor Kyle RaeCouncillor Karen Stintz Councillor Sylvia WatsonMitchell Weisberg

Library Directors

Josephine Bryant, City LibrarianAnne Bailey, Director, BranchesSuzanna Birchwood, Director,

Marketing & CommunicationsVickery Bowles, Director, North/East

RegionNancy Chavner, Director, South/West

RegionRon Dyck, Director, Information

Technology & Bibliographic ServicesLarry Hughsam, Director, Finance &

TreasurerDan Keon, Director, Human ResourcesLinda Mackenzie, Director, Research &

Reference LibrariesJane Pyper, Director, Planning, Policy

and City-Wide ServicesHeather Rumball, President,

Toronto Public Library Foundation


Toronto Public Library’s Strategic Plan 2004–2007 3

Message from the Mayor

I’ve always felt that libraries are a civictreasure. They connect people to their

communities, inspire imagination, fosterculture and support the love of learning.

For over 120 years, Toronto Public Libraryhas served the residents of Toronto,connecting people and communities.During this time, the Library has excelledin the traditional public library role —giving residents access to high quality

information and leisure materials. 120 years ago there was noInternet, no electronic databases, no CDs and no DVDs; but theLibrary has embraced each new technology as it became availableensuring our residents can keep up-to-date in a changing world.

By providing such solid service, the Toronto Public Library hascontributed to the strength of our city. But it has done more thanthat: it has provided opportunities for citizens and communities toengage and participate in our neighbourhoods and it has fosteredparticipation and inclusiveness. In the Library’s strategic plan, UrbanStories: The Next Chapter, city-building continues to be a highpriority, for which, I personally, am grateful.

I am confident that for the next 120 years the Library will continueto support our citizens and help build the city of the future, for thefuture. Visit your local library branch and see for yourself howUrban Stories reflects our common vision.

Mayor David Miller

Spotlight on CityLivability

The Canadian Urban Institute (CUI)recently recognized the Library’senormous contribution to the socialdevelopment, cultural landscape andeconomic growth of Toronto. OnMay 26, 2004, CUI announced thatthe Library had received theinaugural Urban Leadership Award forCity Livability.

Mayor David Miller, whoparticipated in the event, noted hispleasure at the recognition for theLibrary. The award recognizesorganizations or individualsdedicated to making cities morelivable by finding new ways toenhance public places and spacesand by instilling confidence aboutpersonal safety and security.The Library was nominated for theaward by TD Bank Financial Group,a long-time Library supporter. TDsponsors the Library’s annual,citywide Summer Reading Club andthe TD Gallery in the TorontoReference Library.



Welcome to Urban Stories: The Next Chapter

It was the best of times, it was the worst of times. So begins one time-honoured story of urban life, Charles Dickens’ Tale of Two Cities.

Although Dickens referred to the time of the French Revolution, inmany ways his famous first line could apply to contemporaryToronto. We, too, are experiencing a time of great opportunity andgreat challenge.

The “urban stories” of today are made richer and yet morecomplicated by an urban landscape where over 100 languages arespoken and over half of our newcomers speak a home languageother than English.

We’ve heard your urban stories and this strategic plan is ourresponse and our blueprint for constructive action. We willcontinue to make the best of the world’s literature available to you— along with the best research and non-fiction materials, free high-speed Internet and a variety of programming for people of all ages.This plan outlines new initiatives to meet your evolving needs.

The Toronto Public Library operates close to 100 branches acrossthe city, serving residents in at least that many languages. Students,newcomers, job-seekers, children, leisure readers, seniors and babiesall use the library to meet their information and leisure needs.

And what a challenge to do everything you have asked within thecurrent tight fiscal environment. The Library has felt increasingpressure to provide the same level of service — and more — in spiteof the rising cost of books, technology and infrastructure, andlimited funds.

To all those Toronto residents who shared with us their vision ofthe Library, a heart-felt thanks. In addition to confirming theimportance of the Library in your lives, you gave us most of theideas for this multi-year strategic plan. A special thanks also to theBoard members who worked so hard with us on making this

What You Told Us

“Public libraries are the one publicforum in which all members of societyhave equal opportunity to learn, togrow, and to contribute to society.”

“The library is of vital importance tothe community. It must bemaintained if we are to remain aliterate society.”

“The public library is one of thecentral pillars of a great city. It is away for citizens to keep growing andlearning; a means through which anyindividual can gain access toinformation, literature and newworlds, no matter what theireconomic status.”

“What the city spends on its publiclibrary system is an investment in itscitizens and its future.”

“Those of us who don't have themoney for expensive languageclasses, for expensive textbooks, forexpensive educational services, makeuse of the library not only forenjoyment, but for learning andactivities crucial to our self-improvement and employability.”



strategic plan a reality: Toronto Public Library Board membersWilliam Booth (Vice-Chair), Meyer Brownstone and Mizan Ibrahim;and Toronto Public Library Foundation Board Chair Janet McKelvey.

We can’t eliminate the challenges of contemporary urban living,but we can help you access the information and resources youneed. With your help, we can continue to build our great Librarysystem, and with it, strengthen our city, our residents and ourcollective future.

Josephine Bryant Gillian MasonCity Librarian Chair, Toronto Public Library Board

Our Vision

Toronto Public Library inspires thespirit of exploration, the joy ofreading and the pursuit ofknowledge for people of all agesand backgrounds, beginning withthe very young.

As cornerstones of ourneighbourhoods, our librariesconnect people to each other, totheir community and to their hopesand dreams.

Our rich resources provide theopportunity for everyone totreasure the past and to create afuture that is full of possibility.

The Library promotes and enrichesthe democratic, cultural,educational and economic life ofour diverse and evolving city.



Our First Strategic Plan

The Library’s first strategic plan focused on four broad pillars:supporting children and youth; developing our collections and

services; enhancing our branches in recognition of their vital role ascommunity cornerstones; and building the virtual library to reflectthe growing emphasis on new information technologies. We workedclosely with the City, the Toronto Public Library Foundation andcommunity partners to achieve shared goals.

Going into our second strategic plan, we remain fully committed todefending universal access to high quality library service. We willmaintain services for residents of all ages and backgrounds,beginning with the very young. And we will continue to provideour core service — our excellent collection of books and materials— and many of the successful initiatives from our first plan,including the expansion of reading support programs for children,the enhancement to the Library’s website and Virtual ReferenceLibrary and the improvement of our large branch network. (SeeAppendix for more about the Library’s achievements.)

Spotlight on Children

Research shows that literacy,learning and success start in theearliest years of life.

That’s why the Library putstremendous resources into deliveringthousands of high-quality programsfor kids. Programs featuringengaging rhymes, stories and somuch more attract youngsters to theLibrary — and introduce them earlyto the magic of reading.

Programs, including English Can BeFun, Kids@Computers, Leading toReading and Homework Clubs, helpkids across the city.

From home,youngsters enjoyDial-A-Story,416-395-5400,which nowfeatures storiesin English,French, Italian,Spanish,Portuguese, Cantonese andMandarin — with Polish in theworks.

Starting in 2003, a remarkablecooperative effort has involvedKiwanis service club volunteers instorytime sessions conducted byLibrary staff at local agencies inunder-served communities.

Storytime introduces the magic of reading to children across the city.



Engaging Toronto’s Citizens

As is most fitting for a public library, this strategic plan was acollective effort of Toronto residents, library stakeholders and

staff. In the spring of 2003, the Toronto Public Library Boardapproved a public consultation plan. It outlined a number ofactivities to invite and encourage all Toronto residents to participatein planning the future of their library.

Phase One: Understanding Our CityThe first step in the strategic planning process was to understand thechanges in our city that affect the demand for library service. Weconducted extensive research on demographic trends and libraryusage patterns and interviewed library staff about the changingneeds of our users. This research was presented at a planning daywith Library Board members. Three major public forums featuringpanel discussions were held to generate further discussion on theLibrary’s future direction.

Fast Facts

Toronto Public Library circulatesmore items and handles morepublic visits than any other publiclibrary system in North America.We are the second busiest librarysystem in the world (second only toHong Kong!). Consider these fastfacts from 2003:

• Walk-in visits: 16.6 million • Virtual visits: 17.3 million • Items borrowed: 28.6 million • Holds filled: 3.7 million• Number of registered borrowers:

1.55 million

Fast Facts aboutStrategic Plan Consultations

• 8 public meetings

• 8 staff forums

• 3 stakeholder roundtables

• 92 comments via the Web

• 441 written comments

• 1,384 total participants Almost 1,400 Toronto residents attended forums (such as this one at the TorontoReference Library), participated in focus groups or faxed and emailed us theirfeedback.



Phase Two: Responding to the ChangingNeeds of Our CityIn January, the Library Board approved the Strategic Plan PublicConsultation: Big Idea Workbook as a framework for the second stageof public consultation. The Workbook identified four areas ofstrategic focus:

1. Promoting books and culture2. Addressing the needs of youth3. Supporting newcomers4. Meeting the needs of low-income neighbourhoods.

We posted the Workbook on the Library website and made availablematerials in English, French, Chinese, Tamil, Hindi and Spanish.Because the Library works collaboratively with a wide variety of cityand community agencies, we invited stakeholders to attend one ofthree roundtables to comment on our priority areas and to suggestservice strategies where we could work together. Focus groups wereheld for library staff to review public input and to develop goalsand strategies.

Phase Three: Communicating Our DraftStrategic PlanOur third phase of public consultation involved communicatingour draft strategic plan via the website and through five publicmeetings. Public meetings included an overview of the planningprocess and the priority areas, followed by discussion.

Through the consultation process for the strategic plan, we heardfrom almost 1,400 people.

Spotlight on Seniors

In its first strategic plan, the Libraryfocused on targeted user groups,including seniors. We currentlymaintain collections at hospitals,seniors homes and otherinstitutions for the aged. We deliverlibrary materials to people who areunable to leave their homes. Weare always expanding our collectionincluding books on tape and largeprint material. We offer enlargeablefonts on our public computers,one-on-one Web training sessionsand large screen computermonitors at all our branches.

Toronto Public Library’s efforts wererecognized recently by theCanadian Library Association. The2004 W. Kaye Lamb Award forService to Seniors recognizes alibrary that has developed anongoing service, program orprocedure of benefit to seniors.

What You Told Us

“The library helps seniors stay activelyinvolved socially and intellectually…this can be a cruel, lonely City but forthe convergence that TPL provides.”

“As a senior, I enjoy the library tolearn new things that I didn't havetime for when I was younger or totravel to places where I would neverbe able to go.”



Key Priorities 2004–2007

We heard what you had to say about the essential role oflibraries, and we developed our four key priorities based on

your input. These are:

1. Books and culture2. Youth3. Newcomers4. Low-income neighbourhoods.

Clearly, Toronto residents value our books and branches but alsorecognize that the Library must respond to the demands of ourchanging city. Listed below are our goals and the strategies we willimplement to meet those goals.

1. Books and Culture

Not surprisingly, books and culture are Toronto residents’ firstpriority for the Library.

GOAL: Increase spending to build collections and improveaccess

The Library will: build collections that reflect the diversity ofinterests, cultures and languages in the city; entertain and educate byoffering a full range of both fiction and non-fiction; help peoplelearn English, build literacy skills and further education; and offer avariety of formats including CDs, DVDs and large print. Access to allour collections is obviously key; the Library will improve the onlinecatalogue and look for new and creative ways to help users find thematerials they need.

With French as one of Canada’s official languages, the Library willcontinue to build our collection of French books, videos and othermaterial, increase the number of French programs and expandoutreach to schools. Summer Reading Club materials are alreadyavailable in both official languages and the Library will activelypromote this children’s reading initiative to both French and Frenchimmersion schools.

What You Told Us

“Remember, one of the wonders ofthe world was the great library atAlexandria! (I learned that in alibrary!)”

“If we can’t go to books andreference materials, how can welearn?”

“In this new information society, thelibraries are the playgrounds for themind.”

“With easy access to the Internet,people are getting away from readingbooks. Library services to promoteliteracy are essential.”

“Entertain and educate — peoplewant the library to build both fictionand non-fiction collections to keeppeople informed and to supportformal education (high school andpost secondary) and informaleducation.”



Spotlight onCollections

With almost 11 million items in ourcollection, it’s hard to believe thatthe most common request from ourpublic consultation is "more books."As a public library we are facedwith the challenge of satisfyingcompeting interests — meeting theneeds of the very young, theelderly, speakers of Canada’s officiallanguages, speakers of over ahundred other languages anddialects, leisure readers, job seekersand newcomers to Toronto.

Even within our multilingualaudience, there exists a multitudeof appetites to whet and to please.Some borrow items in languagesother than English because Englishis not their mother tongue. Othersborrow multilingual materialshoping to maintain fluency in asecond language.

And buying more books is only partof the solution — you told us youalso wanted more in other formats— DVDs, CDs, books on tape. Wewill continue to monitor changingtechnologies to best meet yourneeds.

GOAL: Champion and promote reading; contribute toToronto’s literary culture

More than just a repository of books, Toronto Public Library aims tobecome a centre for literary events in the City. The Library willencourage reading through innovative activities and events in thebranches and beyond. The Library will also offer and support bookclubs and book discussion groups.

GOAL: Broaden Torontonians’ access to the City’s civic andcultural life

Engaging citizens in the civic and cultural life of the City, by holdingpublic forums on topics of interest, has become an increasinglyimportant role played by the Library. Free of any partisan agenda,the Library empowers the City’s residents by providing free access toideas and debates through high profile speakers, authors and culturalevents. The Library will forge strong partnerships and participate incultural events in the City and its neighbourhoods. But we won’tabandon the past — the Library will continue to preserve andpromote our cultural heritage through the development, digitizationand display of our rare and historical Special Collections.

Toronto residents browse the shelves in search of a “great read.”



2. Low-Income Neighbourhoods

The gap between high-income and low-income neighbourhoods isincreasing; Toronto’s poor are getting poorer. A Toronto Public

Library card is a passport to career and education information andleisure materials well beyond many household budgets. The Libraryis one of our society’s great equalizers, allowing all Toronto residentsaccess to almost 11 million items, free high-speed Internet and ahuge range of electronic resources.

• Over 20 percent of Toronto households have incomes below thepoverty line.

• Almost 70 percent of the GTA’s low-income families live inToronto.

• The median income in Toronto’s 12 poorest neighbourhoods fellfrom $43,600 annually in 1990 to $36,800 in 1999. The medianincome in Toronto’s 12 wealthiest neighbourhoods rose from$114,200 to $125,600 over the same period.

GOAL: Provide library service that meets the needs of low-income neighbourhoods in identified areas (high prioritybranches)

Experience shows that each neighbourhood has a distinct characterand distinct needs. Outreach and consultation with the communityis a priority to ensure that library services — including hours ofoperation, collections and programs — meet community needs. Weheard that access to quiet study space was important and the Librarywill make every effort to increase access to public space.

We will extend innovative literacy and reading support programs andcollections and enhance our Leading to Reading and HomeworkClubs. Providing access to employment-related information, as wellas improved access to computers, online information, software andtraining, will be a priority.

What You Told Us

“With the growing poverty level inthe city of Toronto and also thegrowing cost of books, Toronto PublicLibrary provides an excellent sourceof reference material.”

“I have been going through a reallytough period. I have had to do vastamounts of research to upgrade myskills; I cannot afford to "go out," orbuy books/magazines/CDs/videosrelated to achieving my goals. Iliterally do not know what I would dowithout the library’s resources andcomfort.”

“No cuts to human services are easyto make, but what a tragedy tomake cuts in the one program thattargets all members of ourcommunity. In the face of all theother challenges so many membersof our community face, let's not takeaway their right to learn.”



GOAL: Increase our contribution to community capacitybuilding

As a municipal institution and community partner, the Library seescity-building as a priority. The Library will contribute to buildingstrong neighbourhoods and help foster a sense of communitybelonging and identity by expanding outreach to, and partneringwith, community agencies. We will be an active player incommunity networks, resource groups and neighbourhood events.Empowered residents with equal access to resources can break downbarriers, ensuring that Toronto is a healthier city.

This 1882 campaign cardfor the free public library inToronto shows that theLibrary has a long traditionof community support andfree access to information.

The Library’s Leading to Reading Program is available to Toronto childrenexperiencing difficulties with reading including this group of kids from homelessfamilies.

Spotlight onCommunityPartnerships

Toronto Public Library recognizesthe power of collaboration andworks cooperatively withgovernment, not-for-profit andprivate sector organizations.

As an example, in 2004, with financial support from Human Resources and Skills Development Canada, the Library has undertaken a new project in the Flemingdon Park and Thorncliffe communities. Working Together: Community Library Connections, a three-year project involving libraries in Vancouver, Regina and Halifax, will develop and test models for working with marginalized or economically disadvantaged communities.



3. Newcomers

Half of Torontonians were born abroad, and eight in 10 newimmigrants have neither English nor French as their mother

tongue. Successful settlement in this country depends, absolutely, onlanguage skills, finding a job and continuing educationalopportunities.

• Forty-three percent of Toronto’s population identify themselves asbelonging to a visible minority (2001).

• Almost 19 percent of Toronto residents speak a language otherthan English or French at home. The most common homelanguages include Chinese (Mandarin and Cantonese), Italian,Tamil, Portuguese, Spanish, Russian, Persian (Farsi), Punjabi andVietnamese.

• Newcomers face barriers to finding employment as a result ofaccreditation demands and language.

GOAL: Contribute to the successful adaptation of newcomersto Toronto

Many newcomers tell us that a trip to the public library is first ontheir list of things to do after they find housing. The Library willcontinue to contribute to the successful adaptation of immigrants toToronto through enhanced outreach to newcomers. We will enhanceand expand access to settlement information to meet the needs ofnewcomers. As well, staff will expand access to services and programsin languages other than English.

What You Told Us

“For a newcomer like me, the librarynot only provides me with books toread and videos to watch, it is also aplace that displays social equality inthe sense that people, no matterwhat social or economic class, aregiven equal access to information.This…distinguishes a democracy froman autocracy.”

“It has been a year away from myhome but Toronto Library has keptme close to the music, culture andethnicity of my country.”

“As a recent arrival to Toronto, I amstruck by this city’s cosmopolitannature, and by the fact that itslibraries serve so many populations. I often visit the Toronto ReferenceLibrary, and I see people from everywalk of life… including so manypeople who are obviously learningEnglish as a second language.”

“I cannot speak good English. But letme tell you one thing — TorontoPublic Library means A LOT to us. I am a new immigrant and I cannotlive here easily if we do not have thelibrary service like this.”

By partnering with settlement agencies, including CultureLink, the Libraryprovides a safe space for newcomers at this English Conversation Circle program.

GOAL: Help to address barriers to employment forimmigrants

The Library will provide support to newcomers in gaining proficiencyin English through our English as a Second Language collections anda variety of co-sponsored programs. The Library will improve accessto Canadian accreditation information and other job-relatedmaterials so that newcomers can contribute their skills andexperiences to Canadian society as soon as possible. We will continueto promote volunteer opportunities at the Library to help newcomersgain Canadian experience and break down barriers to employment.



More Fast Facts

In 2003:

• 400,000 children and teensattended library programs

• 11 million items, including 7.5million books

• 1,800 public access computers(1,300 provide free, high-speedInternet access)

• more than 60,000 volunteerhours per year

• 32 Bookmobile stops acrossToronto

• 40 active multilingual collections• 67 percent of children in Toronto

have library cards

Toronto Public Library provides Internet training in other languages (e.g.Cantonese and Mandarin), in addition to English, in order to help meet theneeds of newcomers.



4. Youth

Not only have the numbers of young people in Toronto increased,but youth also face new challenges in education, in the

workplace and on the streets. The urban stories of youth in our citydepict both challenges and successes but one thing is clear — theLibrary must work harder to encourage youth to use our resources.Our challenge is to make young people feel welcome.

• The number of Toronto youth aged 15–19 grew by 7.1 percentbetween 1996 and 2001.

• This group is projected to continue growing — by a whopping17.4 percent by 2006.

• Toronto youth perform poorly in Grade 10 literacy tests.• Toronto is faced with increasing youth alienation and violence.

What You Told Us

“The Toronto Public Library is alifesaver for me. As a student, Idepend tremendously on its resources.And its exhaustive collection is sohelpful in everything from research totravel to academics.”

“My friends and I stop by the libraryafter school and check out all the newbooks and magazines. I usually endup taking home a big stack of novels.I lose myself in the stories. It also gaveme the opportunity to try somethingnew. I could just pick up a book andlearn how to knit or learn aboutIndia's history.”

One public consultation on our strategic plan focused on the needs of youth —and featured young people in a panel discussion.



GOAL: Create library services that address the needs of youth

The Library aims to increase the number of youth who are regularusers of the library and who have library cards. Part of reaching thisobjective is ensuring that the Library is welcoming and relevant toyouth — involving youth directly in the planning, delivery andevaluation of library services is critical. Many Toronto Public Librarybranches have established YAGs — Youth Advisory Groups — for justthis purpose. Such groups have the added advantage that they enableteen YAG members to become advocates and promoters of the Libraryto their peers. The Library will also increase outreach to agenciesserving youth, especially youth at risk.

Providing library spaces, designed in consultation with youth, as safeplaces to read, use a computer or study will contribute to makingyoung people feel that the public library is sensitive to their needs.Finally, the Library will continue to build online services for teens andan online community in recognition of the fact that youth, morethan any other group, rely heavily on the Internet for theirinformation and leisure needs.

GOAL: Encourage youth to read

Research shows that adults tend to return to many of the leisureactivities of their youth. Getting young people to include reading ontheir agendas now may well establish a lifelong habit. To encourageteen readers we will enhance our collections, especially those of high

What You Told Us

“I think it is ridiculous that (some)libraries are closed Sundays. Sunday isan obvious day for school kids andpeople who work during the week.”

“As a retired teacher who knowsfirsthand of the devastation of schoollibraries, I definitely support booksand other media for youth of all ages.”

“Young people need a place to go toresearch their studies and feel safe.”

ramp, the Library’swebsite for youth,offers access to awide range of topicsof interest to teens.



interest to younger people including graphicnovels, magazines, comics and electronicformats.

Teen literature will also be promoted throughthe use of readers’ advisory and literary eventsgeared to youth. Strategies to assist youth inincreasing their literacy skills will be explored.

GOAL: Support youth in school, careerdevelopment and employment

Working with the local school boards, the Toronto Public Library willreach out to junior and high school students, teachers and parents topromote the Library’s online services. Helping students developstrong research skills is key to success in later life. The Library willexpand access to homework clubs, user education, online librarianassistance and tutoring. Youth have also indicated a need forexpanded access to quiet study space in the library and to wordprocessing and the Internet.

By expanding our reference materials on market trends and careerinformation, we will ensure that our supporting role in youngpeople’s lives does not stop at graduation — wherever possible, theLibrary will assist youth in making the transition to adulthood. TheLibrary will also provide direct employment for youth in both part-time and summer programs.

GOAL: Expand access to high quality volunteer experiencesfor youth throughout the city

Creating and expanding placement opportunities for youth providesyoung people with employment experience of benefit both to theirlong-term career development and, potentially, to the Library.Involving youth in branch reading programs including Leading toReading and Homework Clubs additionally benefits the participatingchildren. The Library will develop programs and outreach eventsgeared to youth in order to ensure that youth volunteer experiencesare of maximum benefit to all.

Spotlight on Children

Getting library cards into the handsof children got a boost during thepast three years with the launch ofan innovative, annual awareness andlibrary card sign-up campaigntargeting junior and seniorkindergarten children.

Supported, in 2003, by the TD BankFinancial Group, the Start Smartpackage of information encouragesparents to bring their children intothe library to register for their ownlibrary card.



Our Operating Principles

Achieving our goals and ensuring that the Toronto Public Librarycontinues to meet the needs of all Toronto residents depends on

more than good intentions and effective public consultation. Bothbudgetary and staffing considerations impact on theimplementation of all Library programs and services. Providing up-to-date and well-rounded collections costs money — more everyyear because of inflation. Knowledgeable and well-trained staff areessential to the effective delivery of programs and services —information is only valuable if one can access the right materials ina timely fashion.

GOAL: Support the essential role of staff in achieving theLibrary’s strategic objectives

The Library will evaluate its capacity to deliver expanded servicesand programs and work towards implementing changes asnecessary. The need for diversity in the workplace as a reflection ofthe public we serve is a priority already supported; the introductionof a formal employment equity program will further thiscommitment.

Developing a comprehensive strategy for staff development iscritical in enabling staff to reach their full potential and in ensuringthat other goals of this plan are achieved. Training and mentoringprograms, secondments and career path development are part of theLibrary’s comprehensive staff development strategy.

GOAL: Preserve and maintain the legacy of public buildingsand public space

Through consultation, we heard how much residents value theirlocal library and heritage buildings. We will preserve and maintainour buildings in a state of good repair so that they can be enjoyedby residents today and in the future.

What You Told Us

“I am continually amazed andappreciative of the good attitude ofthe librarians, despite the lack ofresources. They do a great job andare true professionals.”

“Librarians perform an essentialservice of helping members of thecommunity access information.”

“The buildings and staff represent awarm place, literally and figuratively,a meeting place, an enriched schoolday, an opportunity to read in alanguage other than English, ESLresources and a source of simplehuman contact with a dignity deniedin many other places.”

“Support library staff in their efforts topursue professional developmentopportunities, extra specialist training,etc. This benefits all of us who useToronto Public Library services.”



GOAL: Ensure that the priorities of the Strategic Plan arereflected and integrated with the budget-planning process

The Library will re-allocate existing resources to advance strategicpriorities where the opportunity arises. The Library will also takeadvantage of alternative funding opportunities including grants,corporate and community sponsorships and public donations. TheLibrary will ensure that funding for capital projects matches ourstrategic priorities by providing appropriate physical space incommunities.

GOAL: Ensure governance structures and relationshipssupport the direction and democratic quality of theStrategic Plan

The Toronto Public Library Board recognizes that good governanceincludes a commitment to the principles of participation,responsiveness, transparency, equity, inclusiveness and accountability.We will develop policies and practices that encourage and facilitatecivic engagement and public participation.

Next Steps

Develop action plans for eachof our priority areas.

Use the action plans as thebasis for our annual budgetplanning.

Provide an annual report tothe public on achievements.



Our Mission

Toronto Public Library provides free and equitable access tolibrary services that meet the changing needs of the people of

Toronto.

Toronto Public Library preserves and promotes universal access to abroad range of human knowledge, experience, information andideas in a welcoming and supportive environment. Newtechnologies extend access to global information beyond librarywalls. Toronto Public Library upholds the principle of intellectualfreedom.

Effective partnerships enhance library service throughout the City.Toronto Public Library is accountable for the effective managementof library resources and for the quality of library service offered tothe people of Toronto.



Our ValuesAccountabilityResponsible for our actions

CreativityEncouraging innovation in how we undertake our work

EquityAccessibility, diversity and fairness in the treatment of all individuals

IntegrityOpen and honest in all our dealings

ParticipatoryInclusive and involving in decision-making

RespectValuing individual needs, experiences and differences

VisionLooking beyond where we are today

Service OrientationProviding quality customer-driven services

Intellectual FreedomEncouraging the free exchange of information and ideas in ademocratic society



Appendix

Achievements from the FirstStrategic Plan (2000–2003)

Begin with Children and Youth

In response to the growing number of children in the city, to therate of child poverty and to public input, the initial pillar of the

Library’s first strategic plan focused on building and promotingservices to children. A primary goal was the promotion of readingamong children. 185,000 TD Summer Reading Club packages weremade available to Toronto’s children and more than 30,000kindergarten children were encouraged to register for a Library card.As a result, the number of children registering for a Library cardincreased by 13 percent and circulation of children’s materialsincreased 11 percent.

A second goal was to support and encourage children in learning toread. The number of locations offering reading support programs,including Leading to Reading and Homework Clubs, doubled. Morethan 8,500 children received intensive one-on-one support inenhancing their reading skills. Another benefit was the considerableexpansion in volunteer and summer employment opportunities foryouth offered by the Library.

A third goal was to extend outreach to targeted groups of children.English Can Be Fun, a program offering support to newcomerchildren in learning English, was expanded from 12 to 23 locations,reaching 1,974 children. Children in families receiving socialassistance were reached through the Toronto Social ServicesKids@Computers Scholarship Program. In addition to theintroduction to the electronic services offered by the Library, thisinitiative provides children with new computers in their home.Over 4,000 children benefited from the program over three years.

Although services to primary school children were emphasized,youth were reached through the high school outreach campaign



promoting use of the Library’s online services to students in Grade11. More than 33,000 students and 3,500 teachers participated inthe program contributing to a 210 percent boost in virtual visits inthe years the program ran. A second focus was increasing youthinvolvement in planning Library services. Youth Advisory Groupswere expanded across the city.

The Best in Collections and Services

Expanding collections was a key message generated by publicconsultation on the strategic plan. The Library Board was successfulin increasing the Library’s collections budget by 12 percent from$13.5 million in 2000 to $15 million in 2003. To provide betteraccess to new and popular materials, browsing collections ofmaterials, known as Best Bets, were introduced. Large Best Betscollections are available at five locations and smaller ones at 25locations. Material in these collections is available at the owningbranch only and cannot be reserved.

Services for newcomers were established citywide with theextension of ESL classes in partnership with the Toronto DistrictSchool Board and the Toronto Catholic District School Board. TheLibrary entered into a key partnership with SEPT (Settlement andEducation Partnership in Toronto). With funding from Citizenshipand Immigration Canada, the program places settlement workersfrom a variety of agencies in schools during the school year and inlibraries and community centres during the summer. The number ofbranches participating almost doubled from 15 to 29 with 5,143newcomers receiving settlement information in many languagesand an introduction to Toronto Public Library.

Your Local Library: The CommunityCornerstone

A key theme emerging from the consultation on the first strategicplan was the vital importance of local branches to neighbourhoods.During the life of the plan, the Library Board was successful inincreasing its capital budget from $6.4 million in 2000 to $9.6million in 2003, with recognition from the City of Toronto that a



$10 million annual capital budget is required to address theLibrary’s ongoing state of good repair requirements.

As a result of the improved capital budget, 68 branches receivedupgrades including flooring, painting, shelving, roofing andheating and lighting improvements. In addition, three brancheswere reconstructed: Maria A. Shchuka, Eatonville and Leaside; andtwo were relocated: Bayview and Black Creek. Local communitieswere consulted on all changes through meetings and open houses.A customer feedback form was introduced in Library branches andon the website.

The first two floors of the Toronto Reference Library were renovatedto include the Toronto Star Newspaper Room, the Digital DesignStudio and two Le@rning Centres.

Bookmobile service was expanded in the east and west regions ofthe City, with an increase in stops from 24 to 32.

The Virtual Library

The number of computers available for public use was increasedsubstantially at all branches. With the Y2K rollout, a grant from theBill and Melinda Gates Foundation and funding from IndustryCanada’s Urban Community Access Program, standardizedcomputer equipment was introduced. The Toronto ReferenceLibrary introduced the Digital Design Studio and the InformationCommons. Five computer classrooms were added as part of branchrenovations to extend access citywide. Overall the number of publicaccess computers increased from 1,117 in 2000 to 1,824 in 2003, a63 percent increase; of those, 1,325 offered Internet access in 2003.

The Virtual Reference Library offers access to subject portals, whichguide users to the best sites on the Internet. Several gateways wereadded including Ontario History Quest, Canadian Theatre Record,SmallbizXpress, Historicity: Toronto Then and Now and NewsConnect.Usage of these gateways has grown significantly and the Library hasreceived numerous awards for them.



The number of licensed databases increased from 40 to 78 withstandard offerings at the research and reference, district andneighbourhood branches.

Supporting the Library’s Strategic Directions

Over the past four years, the Toronto Public Library Foundation andFriends groups have raised $6.6 million through donations,sponsorships and grants. Much of this funding directly supportedinitiatives in the first strategic plan including: programs and servicestargeted toward children and seniors; expansion of specialcollections; and enhanced electronic services. The number ofvolunteer hours contributed by residents of Toronto directed towardthese initiatives has increased substantially. The newly amalgamatedLibrary system has built its profile in the city through media,marketing campaigns and participation in literary events.

In 2003, Toronto Public Library helped the SARS recovery effort bylobbying to rescue the ALA/CLA Conference when it was in dangerof being cancelled. The conference attracted 17,500 attendees andinjected $30 million into Toronto’s economy.

Performance measures and key achievements from the Strategic Planin 2003 illustrate that Toronto Public Library continues to be one ofthe largest and busiest public library systems in the world and it isanticipated that this trend will continue.

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