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London Public Library Strategic Plan Page 2

Table of Contents

SECTION PAGE NUMBER

Imagine ........................................................................................................ 2

Introduction ................................................................................................ 3

I. Our Strategic Planning Process ....................................................... 4

II. Our Strategic Context: 2006-2008 ................................................... 7

• London Public Library’s Vision .................................................... 7

• London Public Library’s Mission ................................................. 7

• Our Shared Values ........................................................................ 7

• Our Core Services ......................................................................... 8

• Our Strategic Perspectives & Goals ............................................. 9

III. Environmental Analysis – Assets of the Library ........................... 10

IV. External Analysis – Trends, Challenges & Opportunities ............ 14

V. Our Strategic Perspectives, Goals & Objectives ............................ 21

VI. The Balanced Scorecard Strategy Map – Overview ...................... 29

VII. The Balanced Scorecard Strategy Map – High Level .................... 30

VIII. The Balanced Scorecard Strategy Map – Detailed Level .............. 31

IX. Metrics & Targets – The Balanced Scorecard ............................... 32

X. Library Balanced Scorecard ............................................................ 33

Community Consultation ........................................................................ 36

Reaching Out ............................................................................................ 37

References ................................................................................................. 38

Page 3 London Public Library Strategic Plan

Imagine!Imagine a place that is open to all, from the youngest to the oldest, the weakest to the strongest.

A place that respects differences, special needs and diversity and encourages discovery, dreaming and learning.

Imagine a place that is packed with knowledge to enable and empower people.A place that is filled with books, computers, CDs and DVDs … and people can borrow them for free.

Imagine a place where the people who serve people are passionate about learning, helping and enriching the lives of others.A place where the employees truly care and want to make a difference.

Imagine a place that reaches out to children and youth and provides them with endless opportunities to experience the joy of books, reading and learning.

A place that challenges their minds, makes them laugh, teaches them new skills and dares them to dream.

Imagine a place that helps to prepare people for life, at every stage along the journey.A place that is a treasure chest of educational, employment, recreational, social and developmental resources and assistance.

Imagine a place people can enter without anyone asking them why they are there.A place where people are free to make choices that are right for them … where they can relax and

read the newspaper with a coffee, or do a school project, or play a computer game, or participate in a children’s activity or find a bestseller, or attend a workshop, or surf the worldwide web, or learn English, or uncover a family history.

Imagine a place that connects people to other people.A place that links people to the community and to services, agencies, advisors, experts and groups.

A meeting place where people can engage in open dialogue, discussion and collaboration.

Imagine a place that gives people hope.A place that people can go to find answers to life’s mysteries and life’s challenges

– through books, magazines, workshops, programs, agencies, electronic and audiovisual means, and through people.

Imagine a wondrous place that inspires people to reach their potential.A place that buoys people by giving them access to knowledge, truth, resources, and new perspectives and possibilities.

Imagine a place that engages the ‘whole’ person.A place where the spirit takes flight --- free to express, to explore, to feel, to question and to learn.

Imagine, this place exists and it belongs to the residents of London.Imagine, the London Public Library.


London Public LibraryOur Strategic Journey: Imagine!

ondon Public Library stands at an intersection of past, present and future. We can look back at the things that have made this Library strong and vibrant – our remarkable heritage.

Today, we can take pride in the huge contribution that the Public Library makes to London. In the shadow of our 110th birthday, London Public Library has come a long way and we celebrate the Library’s gifts of literacy, learning and enrichment to Londoners. Through consultation with the public over the last few months, we have learned how London Public Library has made a difference to so many and that it is truly an essential part of the fabric of this community and of the lives of its residents.

Most exciting, we can look to the future and towards the opportunities we can seize to create an even greater Library System. One that enriches the quality of our residents’ lives by giving people access to knowledge, truth, resources and new perspectives and possibilities. A Library where the spirit takes flight --- free to express, to explore, to feel, to question and to learn.

As we explored the future and the next stage of the Library’s strategic journey, we recognized that the opportunities were huge, but so too, were the challenges. Our world is highly complex, dynamic and rich with information and choices, and the Library must continue to keep pace and respond to the ever-changing needs and expectations of the people and communities of London.

Consequently, over the last few months, we have spent a lot of time listening --- listening to the views, ideas and needs of London residents, our employees, stakeholder groups, partners, business, government representatives and more. We have gained valuable insights into what is needed and expected from London Public Library and the direction we should move in over the next three years. We understand that people want the Library to be a hub in their community, providing them with a safe and inclusive environment they can access to explore, to read, to find answers, to meet others, to participate in programs and to experience the joy of learning and growth.

Through our network of 16 branches and our employees, who are passionate about making a difference, we will strive to meet the evolving needs of London’s diverse and changing population. In spite of the financial pressures on the Library, our goal is to reach out and link people to their communities, stir the imagination, foster creativity and nurture literacy and the love of learning.

Thank you to all Londoners who contributed to creating our vision and new strategic plan … you have helped to shape the future of this Library System for the immediate years to come. Together, we can continue to build on our heritage and create an even greater Library System that strengthens Londoners, families and neighbourhoods.


he Library Board adopted the balanced scorecard planning methodology to develop our 2006 – 2008 Strategic Plan. The mandate of the planning process was to address four goals:

1. Develop the vision and strategic direction of London Public Library for the next three years.

2. Align the organization and resources around a set of common strategic and operational goals and priorities.

3. Successfully execute the strategy and achieve demonstrable, measurable results.4. Distill and communicate our strategy and progress throughout the organization

and the communities we serve.

Through our strategic planning process, we sought to answer the following five key questions.

Focus And ContextAs we move forward in this complex and changing world, what should the vision and mission of the London Public Library be?

Our ‘Community’ Perspective How will London Public Library differentiate itself to attract, retain and deepen relationships with our patrons and the public we serve? How should we appear and deliver Library services to our patrons in order to achieve our vision?

Our ‘Financial’ PerspectiveHow will we optimize our funding, viability, growth and productivity in order to achieve our community goals and organizational vision?

‘Internal Processes’ PerspectiveWhat business processes and activities must we focus on and excel at in order to satisfy our key stakeholders (public, patrons, and donors) and achieve our vision?

‘Organizational Readiness’ PerspectiveHow will we sustain our ability to change and improve? How do our culture, employees and technology need to evolve in order to achieve our vision?

I. Our Strategic Planning Process


Reaching Out!From the outset, the Strategic Planning process was investigative, consultative and collaborative. We sought to engage our employees, London residents and key stakeholder groups to develop our roadmap for the future. The process encompassed the following phases.

Phase One: Understanding London• Facilitated six town hall meetings, across London.• Conducted a cross-sectional survey questionnaire distributed through our website

and Library locations.• Conducted one-on-one interviews with Mayor, Anne Marie DiCicco, members of the

municipal government and various city hall senior managers.• Facilitated interviews and focus groups with key stakeholders from public education,

post-secondary education, healthcare, tourism, culture and recreation, protective services, business, literacy, seniors, youth, charities and non-profit organizations.

• Consulted with Friends of the Library and key partners that the Library works with on a regular basis.

• Performed widespread research on demographic, economic, competitive, technology, market and societal trends, including a best practices review.

Phase Two: Understanding the Library’s Assets and Needs• Facilitated ten employee focus groups.• Implemented a comprehensive Employee Survey that achieved a 70% participation

rate.• Conducted employee feedback sessions – system-wide and smaller group.• Undertook an internal review of human resources and leadership practices; culture

and structure; physical assets; systems; services and programs; fund and revenue development; process management and quality; financial management; and community and public relations.


Phase Three: Developing the PlanBased on Phases One and Two, a draft strategic plan was developed and reviewed by the Library Board and employees. Subsequently, the plan was updated and reviewed by the Library Board and a further draft was developed. We then posted the Draft Strategic Plan on our website for employee and public feedback and we sent it out to specific stakeholder groups, for comments and suggestions. Pursuant to this last review stage, the plan was enhanced and the final draft was taken to the Library Board in December for final review. The Library Board approved the Strategic Plan: 2006 – 2008 on December 14, 2005.

Phase Four: Rolling Out the PlanThe management and employees of London Public Library will now commence implementation of the plan ---- we will bring it to life. The implementation and monitoring process will ensure that:• All employees understand and embrace the strategy and perform their day-to-day

jobs in a way that contributes to the success of the strategy.• We develop annual priorities and action plans that integrate the management of

tactics and actions and the management of strategy into a seamless and continual process.

• We execute the action plans.• We identify key result areas to measure our results through the Library Balanced

Scorecard.• We regularly evaluate our performance, adapt the course and fine-tune our

strategies whenever necessary. In other words, strategy will be a continual process.

Reaching Out!


ur strategic plan is all about creating sustained value for the citizens of London. When Londoners spoke, we listened and more importantly, we wove the needs, expectations and hopes of residents, employees and stakeholders into the Library’s strategic plan. Our community told us they truly value our books, our services, our people and the essential role we play in community development. London Public Library is an essential part of the community’s life because it provides access to a world of resources that give enrichment, enlightenment, entertainment, education and empowerment. Accordingly, based on what we heard and understood, we developed our vision, mission and our four strategic perspectives.

II. Our Strategic Context: 2006 – 2008

• LONDON PUBLIC LIBRARY’S VISIONLondon Public Library is the Community Hub that strengthens individuals, families and neighbourhoods by connecting them to people and to relevant information, collections, programs and resources.

• LONDON PUBLIC LIBRARY’S MISSIONWe are passionate about making a difference in our community, one person at a time, by enriching lives and empowering people through relevant, accessible, high quality library services.

• OUR SHARED VALUES• Leadership & Innovation• Service Excellence• Equitable Access• Intellectual Freedom• Community Engagement• Privacy & Confidentiality• Respect


• OUR CORE SERVICESLondon Public Library provides the following core services through funding received from the City of London.

Collections & LendingLondon Public Library builds and provides quality, balanced, accessible and relevant collections that:• Reflect the diversity of interests, cultures and languages in London.• Entertain and educate by offering a full range of both fiction and non-fiction.• Provide ‘English as a Second Language’ programming; build literacy skills and

further education.• Represent a variety of formats including CDs, DVDs, electronic and audio-visual,

and large print.

Information Technology ServicesThe Library connects the community to the world of information by providing access to technologies including the Internet, e-mail, career information, word processing capacity, online database subscriptions, and literacy skills development. The Library provides orientation to new technologies.

Reference & Information ServicesThe Library provides knowledgeable staff who manage and use a variety of formats and technologies to assist in finding resources and information; answering questions; providing referrals to other community resources; supporting research activities; connecting people to alternative research resources; and providing library skills training.

Children’s ServicesThe Library provides specialized collections and delivers services which include story times and reading programs for a variety of ages, and offers early exposure to, and training for, the use of information technology; literacy-based activities for pre-readers, fostering a love of reading; support for early learning and leisure time interests; and assistance for families and other caregivers.

Community Meeting PlaceThe Library provides a welcoming, safe and neutral space that reflects the needs and diversity of the communities we serve. The Library is open and accessible and encourages all to come – individuals, family, children, students, seniors, newcomers, business people, job-searchers, etc. and offers an environment where people can come to read, learn, engage in conversations and dialogue, explore, develop, listen and collaborate.


Learning & Support ServicesThe Library promotes lifelong learning by:• Providing support for formal education at the elementary and secondary levels and

beyond.• Offering orientation activities for all students.• Building literacy collections and delivering programs that improve literacy.• Fostering independent learning and research.• Nurturing cooperative relationships with both formal and informal education

providers.

Community Information ServicesThe Library organizes, manages and provides access to community and neighbourhood-based information, as well as to government information at all levels.

• OUR STRATEGIC PERSPECTIVES & GOALS

Our ‘Community’ Perspective (What do our patrons and key stakeholders expect from the Library?)

• We strengthen London communities.• We are a leader in service, collections and programming.• We promote and nurture life-long literacy and learning for children, youth, adults and

seniors.• We build trust and support for the Library.

Our ‘Internal Processes’ Perspective (What must the Library excel at?)

• We develop and execute innovative solutions.• We deliver service excellence to the public.• We operate our library system with excellence.• We develop excellent community relations and cultivate organizational capacity.

Our ‘Organizational Readiness’ Perspective (How can we continue to improve and create value?)

• We work in a values-centred, high performance culture.• We develop and empower all employees and build leaders at all levels in the

organization.• We enable the strategy and expand our capabilities through technology.

Our ‘Financial’ Perspective (How can we optimize our financial management?)

• We are fiscally responsible.• We diversify and grow our financial resources.• We optimize resource allocation and efficiency.


III. Environmental Analysis: Assets Of London Public Library

he London Public Library is critical to the development of a vibrant, caring, creative and compassionate community. The Library and its staff make a meaningful difference in the lives of Londoners every day and provide a service that is an integral part of the fabric of this community. Following is a summary of the assets of London Public Library that enable the organization to be a place that every Londoner can go to learn, grow and enrich their lives.

Human ResourcesWe are 300+ employees strong at the London Public Library. Our staff is the heart of this organization and is the Library’s greatest asset. Staff enable our vision. Our employees are passionate about the service they provide to Londoners and over 85% of employees think that London Public Library is a great place to work. Our team of employees is the single most important touchpoint with Londoners, providing them with support, expertise, assistance, reference, counsel and more.

Our InfrastructureLondon Public Library offers Londoners 16 inviting and well-designed locations to choose from to access the rich resources of the Library. We have over 300,000 square feet of physical space, most of which has been recently renovated or newly constructed, and our branches are located in communities throughout London, easy and convenient to access. We now have a network of 368 computers available for public use through these locations.

The LPL website continues to experience explosive growth in both usage and content offered. Our website has tripled in usage in almost every category over the past three years. With more enhancements and features planned for the future, the website will continue to be even more successful as a desired customer access point for Library services.

High Public Credibility, Participation and SatisfactionLondon Public Library responded to 1,022,190 reference questions and lent 3,598,943 items in 2004. Our total annual number of Library uses in 2004 was 9,634,231, equal to 27.67 uses per Londoner per year, significantly better than the Canadian average. We have 163,684 cardholders equal to 48% of Londoners and our recent consultation with the public indicates a positive level of satisfaction with the Library service.


Fiscal AccountabilityLondon Public Library is fiscally accountable. The Library consistently demonstrates cost-effective use of the public funds and delivers a balanced budget. Our operating cost per library use in 2004 was $1.67 versus the Canadian average of $1.88.

Demonstrated Economic and Social ReachOne of our core goals is to support the development and economic well-being of the London economy. In October 2005, we completed a huge infrastructure renewal project which revitalized eleven Library locations, including the construction of the Central Library in 2002. In 2004, the Central Library received more than 1.2 million visitors and is now viewed as a flagship presence in downtown London.

London Public Library partners with and supports more than fifty different community and city agencies and organizations, facilitating or co-sponsoring programs and events that meet the needs of Londoners and serve to enrich our communities. Supporting business and the development of commerce and communities, we are also a channel for the various levels of government and other partner organizations to reach target groups within London.

NeutralityLondon Public Library is fair and impartial and we are open to ALL Londoners. The Library prides itself on being an organization that demonstrates integrity and respect for all who we reach and serve.

Understanding of Information Technology & Information Seeking BehaviourThe London Public Library is now a preferred venue for public Internet access and access to digitalized information. We have been an enabler of computer and media literacy for many people within London, for such groups as seniors, youth, students, economically disadvantaged, and newcomers. We have a detailed familiarity of the acquisition, development, maintenance and dissemination of electronic information. We have built a strong foundation in this area and must continue to develop our staff expertise in order to provide an integrated resource – digital and non-digital – to each individual, regardless of the person’s literacy level.

Understanding of DiversityLondon Public Library consistently serves the full expanse of citizens and newcomers, from “birth to old age.” We welcome and attract current and new Canadians into our environment and serve people of every cultural group and background, of a range of levels of literacy, of varying physical capability and of all socio-economic means. We have solid knowledge of the needs of vulnerable groups and neighbourhoods as well as the majority. Furthermore, we appear to have earned the trust of these groups.


Experience in PartnershipLondon Public Library has credible and substantial experience in establishing and building value-added partnerships with both public and private organizations; with community-based entities or larger organizations, like IBM, Telus and CHUM, and also with government at the municipal, provincial and federal levels. These partnerships have diverse and multiple goals but all are designed to produce outcomes that benefit the Library and Londoners.

Valuable NetworksThough rooted in our own community of London, we are part of a multi-sector fabric of Canadian libraries, 22,000 strong. Close to home, we are connected to the University of Western Ontario and Fanshawe College library systems. We also have access to Library best practices through our relationship with Innovative Interfaces, the provider of our automated Library System. All of these relationships enrich our knowledge and provide greater access to the world of information for Londoners.

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IV. External Analysis: Trends, Challenges & Opportunities

comprehensive scan and analysis was completed of the external environment in which London Public Library operates. The following chart provides a summary of the key trends that were identified and the challenges and opportunities associated with the trends.

Trend Challenges & Limitations Opportunities

Slow growing, aging community with major growth projected for population aged 55 and over.

Growth gap in the high value 25-54 year old age group.

• There will be a bubble of experienced workers retiring over the next number of years.

• Wealth creation and community contribution capability is threatened with loss of young adults to other cities.

• Seniors are more active than ever and demand more opportunities in recreation, arts and culture.

• Aging of population increases demand for specialized programming and formats, such as described videos, visiting library service, audio books and large print.

Position Library as hub to serve people at all life stages, including seniors’ years. Position Library to respond to emerging needs of seniors’ segments, such as technological literacy, education, volunteerism, and information access.

Develop programming, including active living and wellness and arts and culture programs for aging population.

Actively participate in and support Creative City Initiative and contribute to other community development opportunities.

Establish the Library as a hub that supports and enables the London knowledge-economy.

Work in greater partnership with local businesses and associations, such as Tech Alliance to help to facilitate the ‘new’ London economy.

London growth is primarily driven by newcomers and by 2011, all net new labour market growth will rely 100% on immigration.

• Skills and education of newcomers are not consistently recognized or utilized.

• There is a shift in source countries of immigration, such as China, India, the Philippines, Sri Lanka, Pakistan and Taiwan. The diversity of new cultures, lifestyles and perspectives brings with it new challenges. New needs and expectations must be responded to differently by the Library.

• Collections and programs will have to reflect the changing diversity of the communities we serve.

Diversify our workforce to ensure we are in tune with the marketplace and evolving needs.

Play a proactive role to help immigrants to integrate into London and into the labour market and catch up to average wage.

Expand partnerships with agencies, such as the Cross Cultural Learner Centre, that serve newcomer populations.

Provide greater programming to assist newcomers: ESL; literacy; societal integration; employment search and entrepreneur resources; volunteer opportunities at the library, networking, etc. Promote the Library as a welcoming, safe, nurturing and empowering centre for immigrants to learn and develop.

Expand multi-language and culture collections and materials.



Library audience is nothomogeneous. We serve a number of disparate groups with diverse needs and requirements.

• Participation of special groups requires specialized facilities, staff assistance, library materials or services, all which can increase operating costs.

• Library does not have an accurate understanding of the population that does not use the Library and how to better attract and meet their needs.

Segment our population and define needs of each group. Align service plans to address those needs.

Expand adaptive technologies and solutions and promote accessibility options.

Provide greater access to government information, partnerships with government

Youth and Young Adults have unique needs that require different responses in order to achieve ‘meaningful connections’.

• Many young people are leaving London which poses a significant risk to the future vitality of the city.

• The Y-Generation (people under 25) is changing how society operates, shops, works and is having an acute impact on mass marketing.

• Segment wants instant gratification and ‘buzz’ and London or the Library do not consistently fulfill this need.

• The City and Library do not fully understand the Y-Generation. We have not been successful at fully connecting with our young adults and youth.

Renew focus on youth and young adult library collections and programming.

Create an environment which attracts and retains the interest of this group.

In consultation with youth, design LPL youth website section to build online LPL youth community.

Increase linkages with youth and student bodies through youth / young adult advisory group, new programming, collections and special events, such as job fairs or writing contests, etc.

Increase promotion of the Library to this group and expand opportunities for volunteerism, part-time jobs, co-op placements, summer jobs and mentorships.

Increase collaborative partnerships with school boards, post-secondary institutions, Parks & Recreation, YMCA and other community agencies to reach out to youth.

The importance of Literacy continues to increase in this rapidly changing society.

• Literacy is necessary for full participation in this complex and changing world.

• Society expects workers, parents and citizens to deal with more and more information, often in many different forms of media.

• 4 in 10 working age adults do not have the literacy skills they need to meet the ever-increasing demands of modern life.

• 16.2% of Ontarians struggle with serious literacy challenges and another 26% can work with print information but not very well.

• Recent and established immigrants do not score as well as Canadian-born population on literacy tests – 60% score below the minimum prose literacy level.

Increase the Library’s focus on creating a literate society in London, thus improving the health and economic vitality of our city.

Position the Library as a hub to improve literacy across a variety of abilities: communication, reading, technology and other medias, thinking critically, understanding / comprehending specific topics, etc.

Create greater linkages with school boards, community agencies, government and resource centres to address underlying problems that contribute to literacy issues.

Build a Literacy Strategy, which encompasses collections, service, access and programming. Benchmark innovative programming options.



The low income – high income gap is increasing.

• Almost 24% of children under age six in London live in low-income households.

• More than half of recent immigrants to London live in poverty.

• Women abuse, poverty and mental health issues are just some of the factors contributing to a 70% increase in the number of children in care at the Children’s Aid Society.

• Almost 5,000 London seniors live below the low-income cut-off line.

• All of these groups are at greater risk for health problems, crime, esteem issues, violence, literacy gaps and employment barriers.

Provide customized library service (accessibility, collections and programs) that meets the needs of low income neighbourhoods in identified areas.

Align / extend innovative literacy and other reading or supportive programs (i.e. homework clubs) to the needs of these groups.

Provide access to employment-related information, and improved access to computers, online information, software and training.

Actively participate and play a leadership role in these neighbourhoods.

Public expectations are rising rapidly.

• People are busy and have many choices. They expect speed, convenience, accuracy and accessibility, excellent and relevant collections in multiple formats, technology and high quality.

• The public is looking for solutions that simplify their lives – Internet is easy and one-stop-shop.

• People want power and knowledge.• Increased expectations = increased

operating costs (but no new budget dollars): training, collections, technology, infrastructure, programs, and access.

• New AV and digital formats of material are increasing in popularity.

Position Library as an enabler and as hub within the community that can empower people through linking them to collections, programs, knowledge, a network of partners, and the expertise of the Library’s employees.

Leverage technology to provide improved access, speed and convenience, such as self-serve options; e-books; e-databases.

Improve functionality of LPL website and create on-line loyal Library community.

Enhance service experience and collections.

Develop branch sustainability plan to ensure they are safe, clean, highly functional and inviting.



Funding & budget restraints are tighter than ever and continue to act as a limiting factor.

• Cost of books and other materials is rising. Core collection item cost has increased by around 23%.

• Budget need for electronic resources continues to increase.

• Significant competition in the community for ‘same’ fundraising dollars.

Create alliances with other libraries and government agencies: joint purchases, resource sharing and best practices.

Identify and implement process and efficiency improvements, such as self-serve options and streamlined purchasing.

Nurture the Friends of the Library partnership and expand internal volunteer program.

Lobby for funding at provincial / federal level.

Aggressively manage finances with focus on reporting, financial processes and evaluation.

Barriers keep segments of the population away from the Library: lack of public awareness of Library value proposition; misunderstood relevance of Library in this new technology world.

• Information can be perceived as a ‘commodity’.

• Barriers exist that prevent full utilization of the Library: personal & social; perceptions & awareness; environmental.

• Image of Library is not current across the public domain.

• Risk of reduced public support for Library and potential funding issues

• Usage of Library could decline due to relevancy issues which could negatively impact funding.

• If collections do not keep pace, could erode relevancy further.

• To be relevant, patrons apply increased pressure for Library to have their ‘choices’ when they need / want it.

Develop public / media relations plan to increase awareness of value proposition and to increase market penetration and service utilization.

Conduct study to identify, understand and reduce the barriers that keep people away from Library. Develop plan to reduce relevancy / awareness gaps.

Develop and maintain Social Inclusion Policy.

Promote collections and facilitate access to electronic databases, e-books, etc.

Provide service excellence and create totally satisfied customers.

Build and sustain relevant and rich collections that meet the needs of our customers and that are integrated with our programming.

Develop, promote and implement innovative programs (branch & system-wide), targeted to community and customer needs, such as youth, children and families.

Expand outreach focus and network and partner with other agencies and organizations.

Increase website functionality and e-business / e-communications applications.

Develop and implement facilities management plan.

Improve signage in branches to enhance navigation and awareness.



Changes in public education.

• New curriculum has placed increased demands on teachers, students and families.

• Limited in-school library resources due to funding constraints.

• Increase in private school education and home schooling has increased demand for Public Library support.

• Duplication of effort and resource allocation between public library and school and post-secondary education library systems.

Strengthen relationships with school boards, teacher-librarians, librarians and teachers.

Nurture greater synergies between LPL and Fanshawe and UWO.

Investigate potential for joint ventures or partnerships with school boards.

Promote the Library as a supporter and enabler of resources for the new school curriculum.

Investigate potential for development of home school program if market size adequate.

Actively participate in education and literacy and numeracy initiatives. Position Library as a learning centre.

New retail models, such as big-box concepts, have changed the landscape in which libraries operate.

• New retailing models have elevated consumer expectations - service, environment, hours of operation, accessibility, online options.

• To contend in this new world, need sustainability of ongoing investment for renovations and increased annual operating costs.

• Big box stores targeting our audience and key user groups (i.e. families, youth, and young adults). They have ‘deep pockets’ for advertising.

• Libraries are popular but often ‘misunderstood’.

Follow retailers in being ‘customer led’ with focus on matching service and Library environment to needs / expectations.

Segment service to meet diverse audience needs, with focus on special service features to meet convenience / access expectations.

Develop and implement communication plan to promote benefits of coming to Library or using the virtual library, available 24/7.

Build and sustain relevant and accessible collections and position Library as expert / single source for information needs.

Analyze accessibility needs versus demand (i.e. open hours aligned to demand).

Improve the flexibility of lending policies and create more adaptable business models and processes.

Investigate innovative service delivery models, such as mobile libraries, or kiosks, buy-back programs for popular titles, etc.

Investigate adding new boutique products, merchandising, loyalty programs / offers.



The digital age and the rapid acceptance of the Internet and Google.com (and other search engines) have transformed the world we operate in and the expectations / needs of our users.

• Pockets of reduced perceived need for Library services by public, partners and stakeholders.

• A persistent and significant “digital divide” exists.

• Google is aggressive and positioning itself as the single-source resource gateway.

• Google has very deep pockets with gigantic influence on the future of knowledge sharing and gateways.

• Internet exacerbates literacy issues – deepens the problem to information / technology illiteracy.

• Google, Microsoft and Amazon.com have launched massive digitization projects of library collections.

Enhance web-catalogue and website functionality.

Provide new or improved service offerings, inclusive of technology training and enhance media / technology literacy services.

Leverage technology improvements such as wireless Internet, POD casting, mobile technology, self-serve functionality to provide service.

Investigate partnership opportunities with search engines or other websites.

Promote Library value and brand as an information gateway. Position Library as digital enabler.

Resource program development and positioning.

Technologicalchange is rapid and unrelenting.

• Technological change is accelerating. For some, such as at-risk communities, the pace of change is daunting.

• Expectations for technology continue to grow: speed, convenience, weight (i.e. new iPOD Shuffle is smaller than a pack of gum), up-time, user-friendliness, access anywhere / anytime, etc.

• Computer interfaces are rapidly evolving to adapt to the way that humans interact, think, and organize information. Accordingly, it is highly challenging to stay current with technology trends.

• Number of wireless networks is growing explosively – access to information anywhere, anytime!

• Trend toward self-service and empowerment.

• Access to information and knowledge, without the Library’s involvement, can happen in an instant with a ‘click’.

• Technology investments are costly: obsolescence, formats, training, support, etc.

• Increasing technology privacy, copyright and security issues.

Develop and implement Technology Strategy and Plan.

Conduct regular reviews of technology trends and ensure Library is responding proactively with innovative solutions.

Leverage the automated library system.

Establish the Library as a technology / media literacy training hub in the communities we serve. Promote connectedness within neighbourhoods.

Add self-serve functionality and improve website functionality.

Fully develop and provide technological training and support – a staff development priority.

Advance the potential of e-communication and e-learning strategies.



Human Resources

• Tighter labour market than in past due to increasing number of retirements.

• Libraries have significant percentage of staff as long-tenure employees which creates risk of retirement bubble.

• Trend toward increasing volunteer program to offset funding shortage.

• Compensation costs are greatest contributor to budget.

• Funding challenges prohibit necessary training investments for employees of the Library.

Develop recruitment and retention plan to ensure we continually retain high-performance, flexible, diverse and skilled employees.

Foster positive and collaborative employee relations.

Manage benefits costs.

Allocate employee resources to value-added activities to maximize productivity and outcomes.

Fully implement performance management system.

Enhance the job design and evaluation process.

Develop succession planning process.

Address training gaps and barriers.

OrganizationCulture

• Library culture has undergone change recently, however has been relatively stable in today’s dynamic world.

• Library has not been faced with such huge challenges / issues as there are today: technology, relevancy, demographic & consumer trends, funding restrictions, etc.

• Need for a cultural shift within the Library to respond to changing environmental dynamics.

Define and build high-performance culture: service, learning, continuous improvement, innovation, collaboration & teamwork, empowerment and accountability, executional excellence, and integrity.

Develop and implement change management strategy – evolve culture to one that embraces innovation and creative thinking, service excellence and executional excellence.

Develop and implement communication plan, with Employee Intranet as core.

Align culture, structure, processes / system and people to strategy.

Implement project and risk management systems.


ased on the analysis of our internal and external environment and the identifi-cation of key challenges and opportunities, the following strategic perspectives, goals and objectives were developed for London Public Library. These are the ‘high-level’ strategic priorities that will guide the organization over the next three years. The annual tactical priorities and action plans will be confirmed at the commencement of each fiscal year.

OUR ‘COMMUNITY’ PERSPECTIVE

We strengthen London Communities.Objectives• Our Library locations are safe, inviting, inclusive, neutral and accessible for all

Londoners.

• We understand the diversity of the communities we serve and provide responsive Library services and outreach to meet unique needs and expectations.

• We promote the Library’s reputation as a centre of learning, information sharing, exploration and culture and play a leadership role in the London ‘Creative City’ strategy.

• The Library is a builder of economic well-being for London.

• We ensure a unified and sustainable plan for program, facility, technology and infrastructure investments.

• We facilitate accessibility through the recognition, removal and prevention of obstacles for individuals with disabilities.

V. Our Strategic Perspectives, Goals & Objectives


We are a leader in service, collections and programming.Objectives• We harness technology and implement innovative program and service

enhancements to expand our relevancy and reach.

• We adhere to high standards of customer service and deliver a memorable Library experience with which London residents are very satisfied.

• We build and provide a quality, relevant and accessible balanced collection which satisfies the needs of our diverse public.

• We listen, plan, design and deliver quality programs that are responsive to community needs.

We promote and nurture life-long literacy and learning for children, youth, adults and seniors.Objectives• The Library’s comprehensive literacy strategy encompasses solutions targeted at

children, youth and newcomers and at low-literacy levels in and adults.

• We take a leadership role to collaborate and coordinate services with multiple community agencies to promote and provide access to literacy resources and experiences.

• The Library provides multiple programs and services for children, youth and adults to develop and improve informational and media literacy skills.

• We provide access to a wide variety of reading and relevant language opportunities through high-quality collections of various formats, topics, genres and perspectives that reflect the diverse and multicultural nature of our society.


We build trust and support for the Library.Objectives• We raise awareness and participation, and promote equal access to services provided

by the Library.

• Londoners and City Council / staff understand and appreciate the depth, breadth and relevancy of the services offered by the Library.

• We foster coordination and partnership formation with other agencies, businesses, and government departments and boards.

• Londoners are confident in the governance and management of London Public Library.

• London Public Library is a preferred place of employment for candidates in London and the surrounding areas.

• We engage in collaborative relationships and advocacy efforts with academic and public library systems, locally and nation-wide, and participate in relevant library associations.

OUR ‘INTERNAL PROCESSES’ PERSPECTIVE

We develop and execute innovative solutions.Objectives• We successfully leverage new ideas – incorporating new technologies, design and

best practice – to deliver better services and value and improve process efficiency and our business models.

• We invest in service and program innovations that position the Library as a leader.

• We build complimentary partnerships and alliances with community agencies, businesses, library systems, and education and government entities.

• We pursue and cultivate opportunities and prospects to grow our revenue and expand our non-traditional funding sources to support value-added initiatives, distinct from our core services.


We deliver service excellence to the public.Objectives• We build superior service teams and facilities that serve as community hubs.

• We develop a technology and telephone infrastructure that positions the Library as the information gateway for all Londoners.

• We build relevant collections, in multiple formats, that mirror the diversity of needs, cultures and languages of London; entertain and teach; nourish literacy and foster learning.

• We identify and deliver tailored Library services for newcomers, children and youth, seniors and at-risk segments of the community.

• We conduct regular research and best practice studies to understand the needs of our community, the patrons we serve and non-library users, and to identify environmental trends.

• We improve and expand the LPL website with a focus on enhanced functionality, content, resources and navigation.

We operate our Library System with excellence.Objectives• We utilize disciplined resource, project and quality management systems.

• We analyze and seek opportunities to improve, streamline or automate business models, processes and policies.

• We fully develop the volunteerism program and expand opportunities for participation in volunteer experiences.


We develop excellent community relations and cultivate organizational capacity.Objectives• We build our brand reputation by consistently delivering on our mission and

vision.

• We employ an integrated marketing and communications plan that reaches out to the public and key stakeholder groups and educates them on the role and value of the Library.

• We promote the Library’s civic and cultural role and expand the Library’s outreach and leadership activities.

• We foster cooperative relationships with the public, media and government agencies and communicate information in a transparent and timely manner.

OUR ‘ORGANIZATIONAL READINESS’ PERSPECTIVE

We work in a values-centred, high performance culture.Objectives• We nurture a culture that reflects teamwork, innovation, service, trust and respect,

empowerment, accountability and executional excellence.

• We ensure our strategic direction and goals are understood and embraced by all employees.

• We foster employee relations that are trusting, respectful and professional.

• We optimize communication through consistent two-way information sharing and dialogue.

• We ensure our employees take accountability for personal and team goals that impact achievement of organizational strategy.

• We proactively and openly address internal obstacles to change or advancement.

• We practice sound and ethical governance.


We develop and empower all employees and build leaders at all levels in the organization.Objectives• We nurture leaders at all levels to mobilize the organization towards its goals.

• We embed our core competency model in the organization.

• We attract and retain highly competent and motivated employees and leaders.

• We equip our employees with the skills, knowledge and resources needed to be successful.

• We deploy the right number of competent employees to the right jobs working on the right tasks and provide them with opportunities to develop.

• We align our performance management and recognition and rewards systems to our strategic plan.

• We provide quality training and professional development opportunities to build the skills and confidence of our employees.

• We promote and recognize innovation, change and learning.

• We employ a succession planning process that ensures employees are nurtured for advancement.


We enable the strategy and expand our capabilities through technology.Objectives• We leverage our automated library system and other technologies to enable and

enrich our business models and processes to evolve.

• We develop library systems and networks that promote analysis, interpretation and sharing of data, information and knowledge across the organization.

• We use technology to innovate, automate and improve repetitive or manual transactions / activities.

• We ensure that the shared technology, tools, applications and managerial expertise required to enable effective delivery of service are reliable and functional.

OUR ‘FINANCIAL’ PERSPECTIVE

We are fiscally responsible.Objectives• We practice sound financial management and deliver core Library services within

our annual operating and capital budgets.

• We measure Key Result Areas on a regular basis, via our Library Balanced Scorecard, and use this information to improve effectiveness and efficiency.

• We monitor and evaluate investment decisions to validate that initiatives meet the projected goals and demonstrate a positive impact.


We diversify and grow our financial resources to support value-added initiatives, distinct from our core library services.Objectives• We investigate and pursue a broad array of alternatives for new revenue to fund

and, ideally sustain, value-added initiatives.

• We examine and seek opportunities for grants, sponsorships and funds from non-traditional sources.

• We partner with entities to share resources in the design and delivery of programs or other services that achieve our goals.

We optimize resource allocation and efficiency.Objectives• We align the annual budgeting and planning process with the goals and objectives

of the Strategic Plan.

• We develop sustainability and preventative strategies to maximize the productivity and life of the Library’s physical plant and assets.

• We define and distinguish core services and identify opportunities for efficiency improvements or alternative service delivery models.

• We participate in purchasing consortiums that yield savings and service enhancements.


ollowing on the next two pages are the Balanced Scorecard Strategy Maps that reflect our goals and objectives as outlined above under the four perspectives. We present both a high level strategy map and a more detailed strategy map.

The Balanced Scorecard Strategy Map is a management system that MAPS our organization’s strategic objectives into performance metrics in the four key perspectives: community, internal processes, organizational readiness and financial. The perspectives provide relevant feedback as to how well the strategic plan is executed so that adjustments can be made as necessary.

A well-designed Balanced Scorecard Strategy Map is different from traditional strategic plans because the four perspectives form a chain of cause-and-effect relationships, as depicted in the attached pictures for London Public Library.

For example, the financial perspective provides the financial resources needed to accomplish our goals and vision. From there, the organizational readiness perspective is the foundation of the map. In other words, if our culture, technology and people are set up for success, the organization is then better prepared to execute our business processes with excellence. Ultimately, this should result in higher public satisfaction and loyalty.

Effectively, the cause-and-effect relationships illustrate the hypothesis behind our organization’s strategy and everything is executed to achieve our overarching Vision and Mission. The measures reflect a chain of performance drivers that determine the effectiveness of our strategy implementation.

VI. The Balanced ScorecardStrategy Map


VII. Balanced Scorecard Strategy Map – High Level


VIII. The Balanced Scorecard Strategy Map – Detailed Level


ne of the key elements of the Balanced Scorecard approach is that it guides the creation of metrics (key result areas) and targets. Ultimately, the attainment of metrics and targets are measurements of progress, accomplishment and the need for improvement.

When creating the metrics and targets used in a Balanced Scorecard approach they will meet the following conditions:

• Be clear and easy to understand

• Be straightforward to measure

• Be challenging, yet attainable

• Be aligned to the four strategic perspectives

London Public Library has selected measures and targets that meet the above criteria and incorporated them into the Library Balanced Scorecard (next page). As measurement data is collected and the scorecard evolves and improves over time, even further refinement is anticipated.

The measures and targets will be tracked on a regular basis, via our Library Balanced Scorecard, and will provide us with information on how we are doing against the plan, where we need to improve or change our approach, and when we should recognize and celebrate milestones of accomplishment. The Balanced Scorecard will be shared with our employees, the Library Board and any other relevant stakeholders, on a regular basis.

IX. Metrics & Targets: The Balanced Scorecard


X. Library Balanced Scorecard

Performance Metric

FIN

AN

CIA

LP

ER

SP

EC

TIV

E Traditional Funding per Capita

Total Funds – Fundraising

Total Funds – Revenue Development

Total Operating Cost per Capita and per Cardholder

Total Operating Cost per Visit

Energy Management Costs as % of Operating Costs

CO

MM

UN

ITY

P

ER

SP

EC

TIV

E

Library Attendance Index

Number of Cardholders & Cardholders per Capita

Collections Holdings per Capita and per Cardholder

Circulation per Capita and per Cardholder

Electronic Database Uses per Cardholder

Reference Questions per Cardholder

Program Attendence Index

Website Usage Index

Top-Box Customer Satisfaction Score

Customer Awareness Score

Donors per Capita & Donor Growth Rate

INT

ER

NA

L

PR

OC

ES

SE

S

PE

RS

PE

CT

IVE

Total Operating Cost per Employee

Annual acquisitions (titles & volumes) per Cardholder

Speed in Collection Distribution

Holds/Title

Program Development Index

IT Support Index

Partnership Development Index

External Communications Index

Number of Projects Successfully Completed

OR

GAN

IZAT

ION

AL

REA

DIN

ESS

PE

RS

PE

CT

IVE

Top Box Employee Satisfaction Index

Intranet Utilization Index

Patrons Served per Employee

Employee Development Index

Employee Turnover Rate

Recognition or Celebration Initiatives / Year

New Innovations or Ideas per Employee


XI. Balanced Scorecard Priorities - 2006

Service Innovations• Develop a comprehensive and sustainable literacy strategy and service plan focused

on the skills and competencies (basic literacy, scientific, technological, media, informational, multi-cultural and economic) people require to be literate in the 21st century.

• Develop and implement youth services strategy and plan.

• Re-engineer service / business models.

• Develop and implement technology strategy to drive service improvements and innovation.

• Position London Public Library as a champion and leader in the Creative City initiative underway in London.

Service Excellence• Develop and implement a system-wide collections management strategy & plan

that addresses the diverse needs of the multiple populations the library serves.

• Re-engineer the service model and processes for our library facilities.

• Develop and implement a service excellence strategy and plan for London Public Library.

Operating Excellence• Develop and implement a quality management program.

• Develop and implement a system-wide room rental and program booking strategy.

• Develop and implement an energy management plan.

• Develop and implement an asset management plan.


Community Development• Develop and implement a community development and outreach strategy and

plan.

• Develop and implement a fund and revenue development strategy and plan, including a grant proposal process.

• Develop and implement an integrated library program strategy and plan that addresses the diverse needs of the multiple groups and populations the library serves.

• Develop and implement a marketing and public awareness strategy and plan.

High Performance Culture• Develop and implement a plan to transform our organizational culture, in alignment

with our vision and strategic plan.

• Roll-out / embed strategic plan and balanced scorecard in organization and align priorities to plan.

• Fully implement and integrate hiring and performance management system.

• Develop and implement an internal communication strategy and plan.

Developed & Empowered Employees• Develop role analysis and job evaluation system and processes.

• Develop and implement annual training and development plan and curriculum.

• Develop and implement Phase I and II of the intranet strategy.

Optimal Technology• Execute the Integrated Library System module upgrades.

• Implement Microsoft Office suite of software products.

“ A l l o r g a n i z a t i o n s a r e p e r f e c t l y

a l i g n e d t o g e t t h e

results

t h e y g e t . ” Ar thur W. Jones


ondon Public Library would like to thank its employees for their invaluable input into the creation of our Strategic Plan. Their relevant, creative and significant input was very revealing and helpful. Furthermore, London Public Library would like to acknowledge the input and contribution of the following organizations and groups in the research and development of this document. Aside from those listed, we would also like to recognize the significant participation of many members of the public who provided their thoughts and shared their ideas on the Library’s future direction through a series of public meetings and surveys through our website and branches. We have done our best to acknowledge everyone who provided input. If you have been omitted, please accept our apologies. This Plan is the result of listening to all members of the community. Like the public library itself, it reflects the hopes and desires of the citizenry of London.

• Canadian Hearing Society• Chamber of Commerce• Children’s Aid Society• City of London• Community Programs and Services - City of London• Council for London Seniors• Crouch Neighbourhood Resource Centre• East London Community Centre• Fanshawe College Blueprints for Success• Fanshawe College Essential Skills Resource Centre • Fanshawe College• Friends of the London Public Library• Glen Cairn Community Resource Centre• Human Resources and Skills Development Canada• Investing in Children• Junior Achievement• Learning Disabilities Association of Ontario - London Region• Literacy Link South Central• London Arts Council• London District Catholic School Board• London Downtown Business Association• London Economic Development Corporation

• London Free Press• London InterCommunity Health Centre• London Police Service• Mainstreet London• Middlesex London Health Unit• NokeeKwe Occupational Skill Development Inc.• Northwest London Resource Centre• Ontario Early Years Centres• Pillar NonProfit Network• Recreation and Neighbourhood Services, City of London• Rotary Club of London• South London Community Centre• St. Joseph’s Health Care - Specialized Geriatric Services• TD Canada Trust• Thames Valley Children’s Centre• Thames Valley District School Board• Tourism London• United Way of London and Middlesex• University of Western Ontario and Weldon Library • UWO Centre for Inclusive Education• VON Community Support Programs, London• YMCA of London• Youth Insight Centre• Youth Opportunities Unlimited

London Public Library Board

Chair

Jeff Schlemmer

Vice-Chair

Svetlana MacDonald

Fred Tranquilli

Roger Caranci

Patricia Coderre

Peter Grifffth

George Kerhoulas

Wendy Thorpe

David Winninger

COMMUNITY CONSULTATION


Reaching Out … What You Told Us!• “ I like the community feeling of the London Public

Library. I feel welcome and safe there and there is so much to do, see and read.” • “I appreciate your selection of books, videos and

DVD’s.” • “The library website is easy to navigate and user-

friendly. I can search the catalogues and place holds on what I want.”

• “The LPL staff is very friendly, courteous and

helpful. They go out of their way to help me find what I need.”

• “The library is the primary value I receive from my

tax bill. I use our library system so much. I love the librarians, the books, the videos, the computers and the programs. I love everything about the London Public Library — it has enhanced my life.”

• “Since I love to read but cannot afford to purchase

books, I like to borrow them from the library.” • “The collection of non-fiction reference materials is

wonderful (both circulating and non-circulating)! I moved to London over a year ago, and, for a community of our size, I have never experienced a library with such breadth and depth of material.”

• “I enjoy listening to audio books (unabridged), as I

have a learning disability that impairs my reading speed. I also listen to music, watch movies and come to read magazines.”

• “I love the fact that I can find almost anything I can think of and it is all right there for me------books, movies, music, periodicals, it is great.”

• “The library is an extension of my personal library at home and I appreciate that. I have also made use of the music collection for children’s music and discovered some great artists.”

• “The library is a great place for research, and

taking my young daughter to read and share books together.”

• “The connections with school and the curriculum

are excellent. Your website helps a lot and the electronic databases plus your librarians are most helpful during crunch times. Thanks!”

• “I like the events the library puts on and the author

readings and musical events. So much culture to enjoy at the library.”

• “I am new to Canada and to the city of London

and the library has been a haven for me. I have found so much help through the library in the form of books, programs and computer resources. I even volunteer at the library now and have made many new friends.”

• “The librarian in our local branch has made a big difference in my son’s life. She has taught him to love books and about the magic of imagination. He loves his weekly visits to our branch.”

• “ I appreciate the many branches across the city.

They are very accessible and quite beautiful and comfortable for all people.”

• “Without the library, job search would be tough.

Your job search services plus the ability to use your computers for internet and email access is so helpful.”


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Ross, Val, Not-so-quiet revolution at the library: would you like a book with your coffee? There’s a lot of noise in the world of libraries these days, Globe & Mail (Toronto, Canada), March 20, 1999

Slattery, Anne, In a Class of their own: as more families turn to home schooling, public libraries can be an invaluable resource, School Library Journal, August 2005

Southern Ontario Library Association: 22 Recent and Enduring Design Trends in Ontario Libraries. June 2004

Southern Ontario Library Association: Service Plan 2004-2007,

Statistics Canada, www.statcan.ca

Thames Valley District School Board, www.tvdsb.on.ca

The Economist, Keeping Libraries Alive; modems should not completely replace shoe leather on the road to knowledge (Editorial), August 27, 1994

The School of Library and Information Science, University of South Carolina: The Economic Impact of Public Libraries on South Carolina, January 2005

Toller, Carol Dummies Month a Hit at Guelph Public Library, Quill and Quire, June 2000

Toronto Public Library: Toronto Public Library’s Strategic Plan 2004-2007, www.torontopubliclibrary.ca

Trillium Foundation, www.trilliumfoundation.org

University of Western Ontario, www.uwo.ca

Urban Libraries Council: Successful Cities - Public Libraries Contributions to Urban Economic Development, December 2000

Urban Libraries Council: Partnerships for Free Choice Learning, January 2003

Urban Libraries Council: The Impacts of the Internet on Public Library Use, October 2000

Urban Libraries Council: The Impacts of Youth’s Use of the Internet on Youth’s Use of the Public Library, 2003

Urban Libraries Council: Learning in Libraries Joint Ventures in the Wallace Foundation Initiatives, 2005

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U.S. Mayor Newspaper: “Power Card Challenge” Draws Houston Students to Libraries, February 21, 2000

Waterloo Public Library: Business Plan 2005-2007, www.wpl.ca

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Zwarenstein, Carolyn, Public libraries threatened by GATS? (Under the Radar) (General Agreement on Trade in Services), Canadian Dimension, July-August 2003

Documents

every person.” c r e a tt place. - discover.lpl.london.on.cadiscover.lpl.london.on.ca/other/File/your_library/strategic_plan... · or ﬁnd a bestseller, or attend a workshop, or