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city.kawarthalakes.on.ca
Slide 1 Core Service Review
Public Library Service
Delivery Review
Kawartha Lakes Public Library
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city.kawarthalakes.on.ca
Slide 2
• Library Strategic Plan (2008-2018)
• Comparison with Other Public Libraries
• Branch Performance Indicators
• Other Criteria & Considerations
• Library Board Action Plan
• Next Steps
• Questions
Presentation Outline
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city.kawarthalakes.on.ca
Slide 3
Post-Amalgamation Branch
Locations
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city.kawarthalakes.on.ca
Slide 4
Library Strategic Plan (2008-2018)
● Prepared by Library Consultants A.F. Church &
Associates.
● Careful analysis of individual branches and of
system as a whole, comparison with other
libraries and with provincial standards.
● Included a community needs assessment.
● Sets of recommendations on governance and
all areas of operation (staffing, collections,
programs and services, technology, marketing,
and facilities).
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city.kawarthalakes.on.ca
Slide 5
Library Strategic Plan (2008-2018)
3 Service Delivery Models Options
• 9 Branch District Library Model System
• 12 Branch District Library Model System
• Status Quo (18 Branch System)
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city.kawarthalakes.on.ca
Slide 6
Service Delivery Model Selected
Status Quo Option
• continue to weigh shortcomings of status
quo.
• continue to collect data and document
changes.
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city.kawarthalakes.on.ca
Slide 7
Service Delivery Model Selected
Status Quo Option
The Strategic Plan included the following
recommendation:
“that if the decision is made to retain the status
quo, the Downeyville branch be closed and that
the Manilla branch not be reopened.”
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city.kawarthalakes.on.ca
Slide 8
Our Review Process
Library Services Review
Process
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city.kawarthalakes.on.ca
Slide 9
Comparisons With Other
Ontario Public Libraries
Serving Similar Sized
Populations
(50,000 – 100,000)
Library Services Review Process
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city.kawarthalakes.on.ca
Slide 10
Comparison With Other Similar Sized
Public Libraries
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city.kawarthalakes.on.ca
Slide 11
Comparison With Other Similar Sized
Public Libraries
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city.kawarthalakes.on.ca
Slide 12
Comparison With Other Similar Sized
Public Libraries
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city.kawarthalakes.on.ca
Slide 13
Comparison With Other Similar Sized
Public Libraries
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city.kawarthalakes.on.ca
Slide 14
Library Services Review Process
Branch Performance
Indicators
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city.kawarthalakes.on.ca
Slide 15
Criteria Considered
• Circulations Per Hour Open by Branch (2014) • Visits Per Hour Open by Branch (2014)
• Current Active Patrons Membership by Branch
• Circulation Trends by Branch 2009-2014
• Visit Trends by Branch 2009-2014
•Cost per Circulation by Branch (2014)
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city.kawarthalakes.on.ca
Slide 16
Branch Performance Indicators
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city.kawarthalakes.on.ca
Slide 17
Branch Performance Indicators
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city.kawarthalakes.on.ca
Slide 18
Branch Performance Indicators
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city.kawarthalakes.on.ca
Slide 19
Branch Performance Indicators
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city.kawarthalakes.on.ca
Slide 20
Other Criteria Considered
• Geographic Location / Catchment Area
• Urbanization Density
• Proximity to Other Branches
• Expected Population Growth
• Share Facility (Service Centre, Arena, Community Hall).
• Building Condition & Accessibility
• Building and Site Expansion Opportunities
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city.kawarthalakes.on.ca
Slide 21
Library Board’s Action Plan
Objectives of Review Process
Provide improved library services by:
• Identifying under-performing branches.
• Promoting better efficiencies and cost
savings in library operations.
• Consolidating and redistributing staffing
resources to provide extended hours and
more programming.
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city.kawarthalakes.on.ca
Slide 22
Library Board’s Action Plan
Consolidate Branches (Short Term)
Expand Library Services
(Short / Medium Term)
Build Library Infrastructure (Long Term)
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city.kawarthalakes.on.ca
Slide 23
Library Board’s Action Plan
• Bobcaygeon
• Burnt River
• Cambray
• Carden
• Dalton
• Omemee
• Norland
• Oakwood
• Little Britain
The following branches were
identified under the review process:
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city.kawarthalakes.on.ca
Slide 24
Strategic Plan Recommendation: “Expansion that retains
architectural character and charm but provides at least
1,784 sq. ft. of additional space to bring up to standard and
provide optimal services and arrangement.”
Action Plan - Bobcaygeon Branch
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city.kawarthalakes.on.ca
Slide 25
Action Plan - Bobcaygeon
• The current branch is 50% undersized for
its catchment area.
• Layout and design pose challenges for
optimal modern library services,
programming, accessibility and growth of
the collection.
• This heritage building is need of
restoration & preservation.
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city.kawarthalakes.on.ca
Slide 26
Project Status
• Pending review and approval under the
City’s Core Service Review Process and
2016 Budget Discussions.
• The Boyd Museum Board will apply for
Trillium Grants once project $ per sq. ft. is
known.
Action Plan - Bobcaygeon
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city.kawarthalakes.on.ca
Slide 27
Recommendations
• Proceed with the project by hiring
architects to develop drawings, firm
estimates and tender documents.
• Position the project as “shovel ready” for
any Federal Infrastructure grant
programs.
Action Plan - Bobcaygeon
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city.kawarthalakes.on.ca
Slide 28
Action Plan - Burnt River
• Poor branch performance (5.77 circ per hr)
• Expensive to operate ($7.59 per circ)
• Close proximity to Norland, Bobcaygeon &
Kinmount branches.
Plan: Close - Redistribute services, hours and
staff to neighboring branches.
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city.kawarthalakes.on.ca
Slide 29
Action Plan - Cambray
• Moderate branch performance (9 circs per hr).
• Expensive to operate ($6.55 per circ).
• Close proximity to Lindsay, Oakwood &
Woodville branches.
• History of moisture problems in building.
Plan: Close - Redistribute services, hours
and staff to neighboring branches.
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city.kawarthalakes.on.ca
Slide 30
Action Plan - Dalton & Carden
• Both are strategically located in northwest
corner of municipality.
• Both are in close proximity to each other.
• Both are poor performing branch locations.
• Both are expensive to operate ($8-$12 per circ)
• Both are poor buildings (moisture problem at
Carden).
Plan: Close Carden and consolidate
services, hours and staff at Dalton branch.
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city.kawarthalakes.on.ca
Slide 31
Action Plan - Omemee
• Extremely cramped
• Poor accessibility
• Poor circulation (5 circ per hour)
• Expensive to operate ($12 per circ)
• Medium size urban centre with expected
growth.
Plan: Look for opportunities to relocate
within the community to provide better
services and programming.
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city.kawarthalakes.on.ca
Slide 32
Action Plan - Norland
• A well used branch (13.88 circ per hr)
• Undersized and small.
• Poor accessibility.
• Poor building condition.
• Lack of programming space.
Plan: Examine possibility with City to move
branch to the Norland Community Centre.
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city.kawarthalakes.on.ca
Slide 33
Action Plan – Oakwood & Little
Britain
• Both moderate used (9.6 & 10 circ per hr)
• Both moderate cost to operate ($6.72 &
$5.97 per circ)
• Oakwood building in good repair.
• Little Britain branch located in Arena.
Plan: Look for building opportunities with
other City facilities or integrate Little Britain
into Oakwood branch location.
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city.kawarthalakes.on.ca
Slide 34
Benefits of Action Plan Changes
• Extended Branch Hours
• Enhanced and increased programs and
services:
– More Programs for Seniors & Children
• Home Bound Library Service
– More Digital Literacy Programs
• Increased outreach and promotion.
• Cost savings due to better efficiencies.
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city.kawarthalakes.on.ca
Slide 35
Cost Savings of Branch Closures
• Building and Operations Savings
• Carden: ~ $22,550
• Cambray: ~ $19,700
• Burnt River: ~ $10,800
Estimated Potential Operating Cost Savings:
~ $53,000 per annum
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city.kawarthalakes.on.ca
Slide 36
Long Range Plan
• Continue to build patron base.
• Continue to assess branch performance.
• Look for opportunities to expand or build
new facilities with other City departments. –Expansion of Lindsay and Fenelon Falls
branches.
• Take advantage of Infrastructure grants.
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city.kawarthalakes.on.ca
Slide 37
Next Steps
• Further dialogue with partner City
departments in regards to branches.
• Develop operational plans for
incremental implementation.
• Schedule information sessions to
communicate rationale of action plan
to public.
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city.kawarthalakes.on.ca
Slide 38
Questions?
Jamie Morris
Library Board Chair
David I. Harvie
CEO/Chief Librarian