Strategic Plan

• Public library trends overview
• System-wide comparison to recognize provincial standards and comparator libraries
• An analysis of more than 1,000 completed surveys from the residents of the community and follow up community meetings
• Compilation of information from community stakeholders
• In-depth review of governance, library operations and facilities, analysis and recommendations
• Library service model options
• Preparation of recommendations and implementation plans
• New strategic directions for the Library 2008-2018

Extensive community-wide consultation shows that residents are big supporters of their library system who praise the efforts of library staff in the provision of collections and services; however, community members consistently report that the library requires more up-to-date collections, more staff, more opening hours and improved, spacious facilities.

Current local funding levels and a large network of small, resource-challenged libraries have limited the Library's ability to meet its full potential or to meet basic ARUPLO Standards for a library serving a population of 75,000 people. At $17.58 per capita funding (municipal appropriation and provincial grant) the City of Kawartha Lakes Public Library funding level is the second lowest of per capita funding for comparator Ontario libraries (top of range is $35.25 and the average is $28.55 per capita). (Ontario Ministry of Culture Annual Survey of Public Libraries 2006)

The report provides four Library Service Delivery options:

• Create a District Library system, consolidating the current library over a ten year period to
• 9 library locations throughout the City of Kawartha Lakes
• Create a District Library system of twelve library locations
• Move the existing, multi-branch system towards the ARUPLO Standards by 2018
• Retain the Status Quo

In order to provide the best, most consistent and optimal library system at this time, the consulting team recommends the creation of a District Library system. The team also endorses the concept of the Services Centre/Library delivery model, with revisions within the existing collocated facilities that address some of the Library's current challenges.

The promise of broadband/high speed everywhere in the community presents the City and the Library with a natural partnership--the creation of Community Computing and Information Centres, using the library system service points. This opportunity, however, will require commitment and investment from the City.

The consulting team has prepared recommendations that address the key asset areas for the Library, including governance, staffing, collections, services, technology, marketing, facilities and Library Services Delivery Models.

All of the research and findings of the Study have led to 6 Strategic Themes, designed to guide the Library into the future. They are:

• Optimize the Library Board's governance role, highlighting library advocacy
• Harness, consolidate and invest in existing assets
• Strive to meet ARUPLO Standards and Accreditation (Ontario Public Library Guidelines, 4th Edition) by 2018
• Exploit, advocate and lead Community computing
• Grow community-driven and responsive library services and programs through strategic marketing
• Demonstrate the value of the Library to the City