Strategic Work Program

2007
High Level Version
April 23, 2007

OPL Mission Statement

We nurture the love of reading and the pursuit of knowledge. People use the resources of the Ottawa Public Library to read, think, learn, interpret, imagine and
connect with each other and the world.
OPL Vision Statement
The Ottawa Public Library your special place for knowledge, information and enjoyment
OPL Core Values
1.

Intellectual Freedom
Intellectual freedom is a basic right in a democratic society. The Ottawa Public Library actively defends the right of library users to freedom of thought,
belief, opinion and expression

2.

Equity of Access
As a democratic, publicly funded institution, the Ottawa Public Library is committed to providing basic services to every person in Ottawa, free of charge.

3.

Education and Lifelong Learning

The Ottawa Public Library teaches children to love reading and promotes lifelong learning by providing the full range of resources needed for responsible
citizenship and personal growth.

4.

Bilingualism
As the largest English-French bilingual library in North America, the Ottawa Public Library believes in providing a strong bilingual context for all its services
and programs.

5.

Multiculturalism
The Ottawa Public Library preserves and enhances the multicultural heritage of the people of Ottawa.

6.

Building Community
The Ottawa Public Library believes in building strong communities and preserving community memory. It affirms its place as a community gathering place
and the heart of the Citys intellectual infrastructure.

7.

Right to Privacy
The Ottawa Public Library respects and protects the privacy of its users.

2007 Strategic Work Program

High Level Version, April 23, 2007

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Goals:

A.
B.
C.
D.

Be a community driven organization

Be a dynamic, resourceful organization
Be a welcoming community resource through our physical, virtual and travelling spaces
Be an integral part of the community and a valued partner in Ottawas future

Following are the four strategic goals with priorities (e.g. A1) and strategies (e.g. A1.03) to realize each goal in 2007. Specific initiatives have been developed to
support each strategy. These are contained in the detailed work program.
Goal A

Be a community-driven organization
A1
A2

Goal B

Be a Dynamic Resourceful Organization

B1
B2
B3
B4
B5

Goal C

Continue service harmonization processes

Improve and streamline OPLs business models and processes
Maximize technology to improve service effectiveness
Develop and empower employees
Ensure and maintain effective labour-management relations

Be a welcoming community resource through our physical, virtual and travelling spaces
C1
C2

Goal D

Implement Libraries for Ottawa: Facilities Strategy

Maintain and develop accessible and welcoming public environments

Be recognized as an integral part of the community and a valued partner in Ottawas future
D1
D2
D3
D4

Note:

Promote life-long learning, literacy and reading for all

Focus service to be more convenient and responsive

Evaluate and communicate OPLs values in the City and Community

Support the Boards strategic directions
Participate fully in the City Councils 2008-2010 priority setting process
Strengthen strategic relationships

Upon completion of City Councils priority setting process (April June 2007) this document will be revised as required.

Appendix A
Appendix B
Appendix C

Acronyms
Linkages to the Department of Community and Protective Services (CPS)
Board Members and Senior Staff

2007 Strategic Work Program

High Level Version, April 23, 2007

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Goal A: Be a community driven organization

A1

Promote life-long learning, literacy and reading for all

A1.01

Promote the value of libraries and literacy in building community

A1.02

Lead the CPS strategic initiative, Building a Learning and Literate Community

A1.03

Integrate Every Child Ready to Read into early literacy programming

A2

Focus service to be more convenient and responsive

A2.01

Develop Libraries for Ottawa: Service Strategy

A2.02

Enhance virtual access and services

A2.03

Continue to implement the Library for the Future service delivery concept focussing on
circulation enhancement

A2.04

Support and ensure community outreach

A2.05

Complete Bookmobile Service Review with recommendations to Board

2007 Strategic Work Program

Core Value

Core Value

Status

Status

1-7
2
2,6
2,3,6

High Level Version, April 23, 2007

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Goal B: Be a Dynamic Resourceful Organization

B1

Continue service harmonization processes

Core Value

B1.01

Complete Borrower Services harmonization plan Phase 2

2,3

B1.02

Develop methodology to determine staffing levels and requirements for public services
(except Borrower Services) across branches and services

2,3,4

B2

Improve and streamline OPLs business models and processes

Core Value

B2.01

Expand application of project management framework processes for key projects

B2.02

Implement recommendations from the 2006 Technical Services/Collection Development

Services process review

B2.03

Complete Fees and Fines report with recommendations

B2.04

Implement new Attendance Management Program

B3

Maximize technology to improve service effectiveness

B3.01

Develop plan for integrated library system migration from Horizon to new platform

B3.02

Maximize on-line applications for efficiency and effectiveness

B3.03

Expand improvements to customer self-service

2007 Strategic Work Program

High Level Version, April 23, 2007

Core Value

Status

Status

Status

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Goal B: Be a Dynamic Resourceful Organization

B4

Develop and empower employees

B4.01

Implement approved recommendations of the staff investment team

B4.02

Plan and deliver general staff meeting

B4.03

Develop formal tracking process for existing training

B4.04

Develop strategy to facilitate optimum employee participation in system-wide training and

initiatives

B4.05

Implement programs to recruit and retain employees and support employees in librarian
classification

B5

Ensure and maintain effective labour-management relations

B5.01

Negotiate new collective agreement

B5.02

Develop plan to identify language requirements for all OPL positions

2007 Strategic Work Program

Core Value

Core Value

Status

Status

High Level Version, April 23, 2007

4,5

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Goal C: Be a welcoming community resource through our physical, virtual and

travelling spaces
C1

Implement Libraries for Ottawa: Facilities Strategy

C1.01

Complete New Central Library Functional Building Program

1-6

C1.02

Develop and implement a strategy to improve capital funding by Council

1-6

C1.03

Implement upgrades and improvements in branches

1-6

C2

Maintain and develop accessible and welcoming public

environments

C2.01

Identify and evaluate requirements of provincial accessibility legislation

C2.02

Improve public access for persons with disabilities

2007 Strategic Work Program

High Level Version, April 23, 2007

Core Value

Core Value

Status

Status

2
2

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Goal D: Be recognized as an integral part of the community and a valued partner

in Ottawas future

D1

Evaluate and communicate OPLs value in the City and

community

D1.01

Identify and implement measurements that more effectively reflect use of OPL facilities
and services

D1.02

Develop and implement communications plan for 2007

D1.03

Develop and implement a customer satisfaction measurement framework

D1.04

Develop plan to extend targeted community campaigns to additional locations in 2007

including North Gloucester, Cumberland and Centennial Branches

D2

Support the Boards strategic directions

D2.01

Complete 2008-2011 strategic plan

D2.02

Ensure orientation and ongoing education program for OPL Board members

Core Value
2,6

Core Value

Status

1-7
2

Core Value

D3

Participate fully in the Citys 2008-2010 priority setting process

D3.01

Ensure the OPL Board and Staff provide input into the City Councils spring priority setting
exercises

1-7

D3.02

Ensure the Ottawa Public Library has an opportunity to participate in the National Quality
Institute/ Progressive Excellence Program (NQI/PEP) if City Council approves proceeding
with initiative

1-7

2007 Strategic Work Program

Status

High Level Version, April 23, 2007

Status

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Goal D: Be recognized as an integral part of the community and a valued partner

in Ottawas future
D4

Strengthen strategic relationships

D4.01

Support and maintain key strategic partnerships including:

System Wide

Friends of the Ottawa Public Library

OPL Foundation

International Federation of Library Associations and Institutions (IFLA): 2008 World

Library and Information Conference Quebec City
Access Related:

Sm@rtLibrary

Bibliothque de rfrence virtuelle

Community Access Program (Industry Canada)

Ottawa Independent Writers

Community Development and Action

Diefenbooker Classic Race Committee (West Carleton)

Friends of Sunnyside Branch

Action Vanier

Rockcliffe Park Residents Association Library Committee

Neighbourhood Watch (Alta Vista)

FOPLA-North Gloucester Chapter

CPS Neighbourhood Planning Initiative

Literacy and Reading Related

TD Summer Reading Club

Agencies supporting Early Years development

CPS Childrens and Youth Agenda

Ottawa Community Coalition for Literacy, and related agencies

Ottawa Citizen Literacy Foundation

Special Services

Settlement agencies

Agencies supporting persons with disabilities

2007 Strategic Work Program

High Level Version, April 23, 2007

Core Value

Status

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Goal D: Be recognized as an integral part of the community and a valued partner

in Ottawas future
D4

Strengthen strategic relationships

D4.02

Maintain and/or strengthen relationships with City advisory committees and groups

French language services

Arts, Heritage and Culture

Business

Archives Relocation Committee

Aboriginal services

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Core Value

Status

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APPENDIX A: Acronyms
CPS
FOPLA
TD

Community and Protective Services

Friends of the Ottawa Public Library Association
Toronto Dominion

APPENDIX B: Linkages to the Department of Community and Protective Services (CPS)

The Ottawa Public Library is an agency of the City of Ottawa with a governing board of trustees by City Council under the authority of the Public Libraries Act of the
provincial statutes of Ontario. The governing board is known as the Ottawa Public Library Board or the Library Board. The City Librarian reports to this Board.
The OPL is organizationally linked to the City through the Department of Community and Protective Services (CPS) headed by Deputy City Manager, Steve Kanellakos.
The department includes the following:
CPS Branches
Bylaws
Cultural Services and Community Funding
Employment and Financial Assistance
Fire Services
Housing
Long Term Care
Ottawa Paramedic Services
Parks and Recreation Services
Public Health
The CPS

Unit

Agency

Office of Emergency Management

Ottawa Public Library

with its overall focus How Can We Help? has the following vision:
A caring and inclusive community
A creative City rich in heritage and unique in identity
A green and environmentally sensitive City
A City of distinct live-able communities
An innovative City where prosperity is shared by all
A responsible and responsive City
A healthy and active City

To achieve this vision CPS has identified 3 key directions:

Focus on prevention

Build collaborative communities

Focus on continuous improvement

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High Level Version, April 23, 2007

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APPENDIX C: Board Members and Senior Staff

Members of the Ottawa Public Library Board 2007-2010
Jan Harder* Chair
Paula Agulnik
Michel Bellemare*
Jim Bennett
Andr Bergeron
Bernard Clavel
Peggy Feltmate*
Diane Holmes*
Murray MacLean
Tony Manera
Vicki Metcalfe
Pamela Sweet Vice Chair
Shad Qadri*
Marianne Wilkinson*
*

= Member of Ottawa City Council

Senior Staff
Barbara Clubb, City Librarian/CEO and Secretary Treasurer to the Board
Elaine Condos, Division Manager, Centralized and Information Services
Monique Dsormeaux, Division Manager, Planning and Governance
Barbara Herd, Division Manager, Public and Support Services
George Skarzynski, Division Manager, Library Operations and Facilities

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