1. sports
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STARTED!
2014 – 2018 EPL Strategic Goals
2014 – 2016 EPL Business Plan
STARTED!
2014 – 2018 EPL Strategic Goals
2014 – 2016 EPL Business Plan
INTRODUCTION
The Edmonton Public Library’s 2014-18 Strategic
Goals and 2014-16 Business Plan, Just Getting
Started, lays out an exciting and challenging path
for EPL as we celebrate our Centennial birthday
and set our sights on the future. Knowing success
starts with our people, EPL enlisted the ideas of our
trustees, staff and customers to grow this plan into
the ambitious road map it is today.
EPL’s Strategic Goals were created by the Board
of Trustees and will guide us through the next five
years. EPL’s Business Plan team then developed the
2014-16 Business Plan which outlines the plans for
the upcoming three years. Our direction has shifted
from our last business plan by tightening our focus to
excel at four strategic goals: Transform communities;
Evolve our digital environment; Act as a catalyst for
learning, discovery and creating; and Transition the
way we do business. Although our focus is refined,
our impact and reach will be wider. EPL’s reputation
has long been as an innovator and leader in Canadian
libraries, and we will continue to be defined as
trendsetters as we grow our community-led service
philosophy.
At EPL’s core, we provide excellent customer service
to help Edmontonians grow and learn. We deliver an
essential service that’s focused on the betterment
of people, our communities and our future. We
celebrated many successes in our first 100 years,
and we’re committed to filling our next century with
interesting and inventive programs and services for
Edmontonians.
ACKNOWLEDGEMENTS
The Strategic Business Plan Team offers its sincere
gratitude to EPL’s Board of Trustees for their
leadership and support in developing the Just
Getting Started Strategic Goals. Guidance through
the board’s strategic plan helped to align our
priorities and set a path for the next five years.
The staff at EPL were also instrumental in setting
the direction of this plan. Our people on the front
lines know our business best and interact daily with
our customers. The Strategic Business Plan Team
sends a heartfelt thanks to all staff who participated
in sharing sessions. Your courage and confidence in
having your voices and opinions heard helped build
our blueprint for success.
The Strategic Business Plan Team was comprised
of Xenia de Graaf, Linda Garvin, Erik Kormarnicki,
Mike Lewis, Lisa Old, Pam Ryan, Peter Schoenberg,
Soleil Surette, Richard Thornley and chair Pilar
Martinez who worked diligently over the past year.
This team’s dedication and commitment was everpresent while building Just Getting Started, which
will serve as a compass for all our actions and
efforts in the coming years.
LONG TERM PLAN
SHARED VALUES
WHO WE ARE AND WHAT WE DO
SHARED VALUES
OUR MISSION
LONG
TERM
WHO WE ARE AND WHAT WE VALUE
FUN & FRESH
IDEAS CHAMPION
E
TIV
VA
OUR BUSINESS PLAN
SHORT
TERM
HOW WE WILL GET THERE
NO
OUR STRATEGIC GOALS
IN
MEDIUM
TERM
OUR VISION
WHERE WE ARE GOING
CO
C
AC MoM
mm
TAIcV U
N
u
tA
ivTa nITitY
O
toR y
r
WHY WE EXIST
OPEN
PASSIONATE
ABOUT SHARING
HUMAN
What we believe and why we exist, as outlined
in our values and mission, are the foundation.
Our vision sets the direction. Our strategies,
objectives and actions clarify how we will reach
our goals.
RT
PE OR
EX IGAT
V
NA
Together with our values, mission, vision and
strategic goals, EPL’s business plan strategies
and actions provide the framework for our
long-term planning.
UNRIVALED
VALUE
IN
C
CO RED
NT IBL
EN E
T
WHAT WE WILL DO
KNOWLEDGE
SEEKER
EPL’s values wheel is a reflection of who we
are and what we value as an organization. It is
an expression of our passionate commitment
to share with everyone. It describes, defines
and inspires us.
MISSION
WE SHARE.
EPL shares expertise, information, technologies and
spaces with Edmontonians for learning, connecting,
creating, discovering, enjoying and enriching our
communities.
STRATEGIC GOALS
TO REALIZE OUR VISION BY 2018 WE WILL:
TRANSFORM COMMUNITIES:
Our goal is to grow literacies and life skills for an active, engaged
community to enhance their health and success. The input and
ideas of our diverse communities will drive our services.
EVOLVE OUR DIGITAL ENVIRONMENT:
Our goal is to create a digital environment that fuels
Edmontonians’ experimentation, discovery and wonder. We will
delight and engage our customers with incredible content, and
rich, collaboratively-created and nurtured digital public spaces.
ACT AS A CATALYST FOR LEARNING,
DISCOVERY AND CREATING:
VISION
EPL is the gathering place for people and ideas,
enabling a lifetime of learning, engagement and
possibility for every Edmontonian.
Our goal is to be an integral part of the daily lives of
Edmontonians. We will enable personal discovery through
informal and formal learning, and inspire life-long learning through
connections, resources and expertise.
TRANSITION THE WAY WE DO BUSINESS:
Our goal is to change the way we do business, enabling us to
lead in our changing environment. Our advocacy, partnerships,
service delivery, funding models and budget allocation will reflect
our progressiveness and passion.
Transition the
way we do
business
Transform
communities
Just Getting
Started
Evolve our digital
environment
Act as a catalyst
for learning,
discovering and
creating
TRANSFORM
COMMUNITIES:
OBJECTIVE 1:
WE CONTRIBUTE TO INCREASED LITERACIES
OF ALL TYPES, GROWTH OF LIFE SKILLS AND
AN INCREASE IN HIGH SCHOOL COMPLETION
RATES.
ACTIONS:
• Contribute to the provision of tutoring, homework help,
digital literacy skill development, employment and other life
skills programs. Promote the value of public library services
in supporting various literacies, emphasizing staff expertise
(2014-16)
•Expand literacy programs to better meet demand and seek
opportunities to partner with other organizations (2014-16)
•Implement Welcome Baby in the Community in health units
across Edmonton (2014)
•Engage with partners to undertake longitudinal studies
to investigate the value of select EPL literacy programs
(2014-16)
•In collaboration with educational providers, explore ways to
support students in completing high school courses (2014-16)
MEASURE OF SUCCESS:
•Customer self-rate skills as improved
•Library literacy services promoted through new messaging
•Demand met for most popular literacy programs
•Increase in the number of babies with library cards
by 25%
Our goal is to grow literacies and life skills for an active, engaged
community to enhance their health and success. The input and
ideas of our diverse communities will drive our services.
DESIRED IMPACTS:
1. Socially excluded communities confidently engage with the library to
contribute their views to service development.
2. EPL and its services are considered to be an essential part of eliminating
homelessness and poverty.
3. Literacies and life skills of Edmontonians are improved.
4. Increase in organizations partnering with EPL on literacy initiatives.
OBJECTIVE 2:
WE ARE AN ESSENTIAL PARTNER IN
COMMUNITY SAFETY INITIATIVES AND EFFORTS
TO ELIMINATE HOMELESSNESS AND POVERTY.
OBJECTIVE 3:
WE IDENTIFY AND MEET COMMUNITY NEEDS.
ACTIONS:
ACTIONS:
•Further engage with communities to identify strengths, gaps,
needs and priorities around EPL services (2014-15)
•Collaborate with EPS on their community development
initiatives (2014-16)
•Undertake an in-depth evaluation of EPL’s community-led
service philosophy framework (2014-15)
•Place social workers in branches with the greatest need
(2014)
•Help staff enhance abilities to engage Edmontonians
experiencing homelessness (2014-16)
•Join the Committee to End Homelessness, Edmonton’s
Poverty Elimination Committee and work with agencies
to strategically increase the library’s role in eliminating
homelessness (2014)
•Develop a community consultation process for building design
(2015)
•Review public computing needs and develop strategies to
meet those needs (2015)
MEASURE OF SUCCESS:
•Organizational reviews will inform our annual community
consultation
MEASURE OF SUCCESS:
•Upcoming building projects include enhanced community
consultation
•Collaborative initiatives with EPS
•Achieve a 90% satisfaction rating with public computer usage
•Decrease in security incidents year over year
•Testimonials of referrals and services that made a difference
OBJECTIVE 4:
•85% of staff surveyed are comfortable and confident
in engaging the customers (In branches identified as
serving significant populations of customers experiencing
homelessness)
Together, with our community, we
provide successful, meaningful services
that are highly rated and heavily used.
ACTIONS:
•Evaluate our foundational programs to ensure they are
successful, meaningful, highly rated and heavily used (2015)
•Promote new program pilots to ensure continual innovation
(2014)
•Hold annual customer appreciation events (2014-16)
•Participate in the initiatives of the National Reading Campaign
(2014-16)
MEASURE OF SUCCESS:
•Achieve a 90% satisfaction rating within foundational
programs
•Conduct new pilot programs
•Increase adult and teen program attendance by 50%
OBJECTIVE 5:
OBJECTIVE 6:
Our libraries reflect the diversity
of our communities through staffing,
services and resources.
We reduce barriers to accessing
library services.
ACTIONS:
ACTIONS:
• Eliminate membership fee (2014)
•Explore additional opportunities to work with Edmonton’s
Aboriginal communities (2014-16)
•Explore simplification of fines (2014)
•Analyze services and resources to ensure EPL meets the needs
of our growing newcomer populations and English language
learners (2015)
•Enhance and promote our work experience program to assist
in the development of Edmonton’s Aboriginal, developmentally
disabled, newcomer and youth communities (2014)
•Evaluate the library settlement practitioner program and expand
or redirect where necessary (2015)
MEASURE OF SUCCESS:
•Achieve a 90% satisfaction rating with library services among
Aboriginal organizations
•Increase services delivered in other languages
•Align world language collection more closely with usage and
census data
•Work experience program is fully utilized
•Achieve a 90% satisfaction rating with the work experience
program by staff and participants
•Establish a fine-free day to take place every second year (2014)
•Extend literacy van services to underserved communities in
Edmonton and surrounding areas (2014-15)
•Implement lending machines in underserved areas of Edmonton
(2015-16)
•Explore alternate library service delivery models for the Enoch
Cree Nation #440 and other Aboriginal communities in the
immediate Edmonton area (2015)
•Design new eplGO spaces with a greater focus on digital
literacy services and with media spaces for underserved communities (2015-16)
•Expand the book borrowing project and other library services
beyond the Edmonton Institution For Women to other correctional institutions (2015)
•Expand homebound service beyond those already served by
our existing Library Access Service (2015)
•Take action to reduce customer barriers in accessing library
services by implementing the approved recommendations of
the 2013 “Top Five Barriers” Study (2014)
•Reach out to customers whose membership has lapsed (2014)
•Participate in initiatives with Canadian Urban Libraries Council,
Canadian National Institute for the Blind and NNELS for services to the print disabled (2014-16)
MEASURE OF SUCCESS:
•Increase membership renewals by 25%
•Increase library use by underserved communities
•Increase knowledge by underserved communities of EPL
services
•Achieve a 90% satisfaction rating for new and expanded
services
•Increase computer usage by 20%
•Increase in-person visits to the library by 5% each year
EVOLVE OUR DIGITAL
ENVIRONMENT:
OBJECTIVE 1:
EPL has defined and created a digital
public space in collaboration with
community and partners. Digital online
spaces are intended to provide a venue
for sharing the best of what Edmonton
has to offer.
ACTIONS:
•Develop a plan to curate online community-created content
and determine the infrastructure needed (2014)
•Host a major event to engage Edmontonians in developing
digital public spaces and to inspire demonstration projects
(2014)
•Seek out, crowdsource and host open, local, digital content
online (2014-16)
•Investigate options for providing online space and services
that promote local community events and information (2014)
•Work collaboratively with Alberta partners to support a local
eBook platform that provides access to content sourced
directly from authors, small publishers and independent
distributors (2014-15)
•Develop an Open Data policy that includes how we will use
and share our own data; participate in Edmonton’s Open Data
community and support data literacy initiatives (2014-16)
MEASURE OF SUCCESS:
• Digital space populated and used by the community
•Achieve a 90% satisfaction rating by digital space users
Our goal is to create a digital environment that fuels
Edmontonians’ experimentation, discovery and wonder. We will
delight and engage our customers with incredible content, and
rich, collaboratively-created and nurtured digital public spaces.*
DESIRED IMPACTS:
1. EPL public digital spaces are welcoming and accessible to all.
2. Edmontonians use EPL’s digital public space and tools for creation and
experimentation.
3. EPL is recognized as a leader for its online content and spaces.
* Online spaces created for sharing and collaboration.
OBJECTIVE 2:
OBJECTIVE 3:
We are reaching, engaging and
connecting to new communities.
The ease of use and integration of
content is praised by customers.
ACTIONS:
ACTIONS:
•Promote and cultivate EPL’s emerging role as a digital public
space provider and active member of Edmonton’s tech/digital
community (2014-16)
•Increase our e-collections, taking risks with new initiatives
and partnering to develop new collections and access models
•Seek out innovative partners for online content and services and
get EPL’s online content into new spaces (2014-16)
•EPL online content is in new spaces
•Improve EPL’s website by implementing the approved
recommendations of the 2013 Web Services Librarian (2014)
•Pilot and evaluate online programming (2015)
•Implement a single point of discovery for EPL content (2015)
•Implement an integrated and more efficient customer feedback
service (2014)
•Investigate possibilities for expanding the Metro ME initiative
to include access to online collections and services to
cardholders (2014-15)
•Customers are aware of EPL’s role as digital public space
provider
MEASURE OF SUCCESS:
MEASURE OF SUCCESS:
•EPL’s new digital initiatives form the basis of a new media
campaign
•New collaborative partners are identified
(2014-16)
•Achieve a 90% satisfaction rating with a single point of
discovery for EPL content
•New partnerships to deliver and access e-collections
OBJECTIVE 4:
Online services are highly used and
valued.
ACTIONS:
•Assess and leverage opportunities to integrate online and
in-branch services to offer a rich customer experience and
attract new customers (2014-16)
•Provide online Makerspace services that offer user-friendly
creative software options and instruction (2014)
MEASURE OF SUCCESS:
•Increase online traffic
•Staff contribute to online services
•Achieve a 90% satisfaction rate with Makerspace services
•Increase e-usage by 200%
ACT AS A CATALYST FOR
LEARNING, DISCOVERY
AND CREATING:
OBJECTIVE 1:
We have flexible, multimedia, study,
meeting and creation spaces.
ACTIONS:
•Develop community gallery spaces outside of Milner (2015)
•Expand creation technology and services to other service
points (2014-16)
•Meet needs for quiet and collaborative spaces (2014-16)
MEASURE OF SUCCESS:
•Achieve a 90% satisfaction rating with creation technology
services
•Achieve a 90% satisfaction rating with collaborative and quiet
space opportunities
OBJECTIVE 2:
We have sustainable partnerships
and services with schools, higher
education, continuing education and
others.
ACTIONS:
• Partner with schools to embed EPL services into kindergarten
to Grade 12 learning (2014-16)
MEASURE OF SUCCESS:
•Expanded EPL services in kindergarten to Grade 12
Our goal is to be an integral part of the daily lives of Edmontonians. We will enable personal discovery through informal and
formal learning, and inspire life-long learning through connections,
resources and expertise.
DESIRED IMPACTS:
1. Edmontonians use library services.
2. EPL is recognized by Edmontonians as a leader in lifelong learning.
3. Staff are confident in their technology and customer service skills.
4. Staff are enthusiastic about their lifelong learning.
OBJECTIVE 3:
Customers are in both the physical and
virtual library – learning, discovering
and creating.
OBJECTIVE 5:
Edmontonians view EPL as integral to
their lifelong formal and informal
learning.
ACTIONS:
ACTIONS:
• Create sustainable, flexible, virtual and physical learning
environments at EPL, for online and in-person courses delivered
by EPL experts and/or partners. (2014-16)
•Increase adult programs that are fun, intellectually stimulating
and provocative (2014-16)
•Implement additional “in-residence” programs to feature
community experts who promote EPL’s business plan priorities
(2014)
•Provide self-publishing services including new programs for
aspiring creators (2014)
•Promote open courses in areas that complement EPL’s
programs and services (2015)
MEASURE OF SUCCESS:
•Edmontonians identify EPL as a life-long learning organization
•Adult program attendance increases by 50%
MEASURE OF SUCCESS:
•Customers and staff are using online learning opportunities
•Achieve a 90% satisfaction rating with EPL learning environment
•Creation of a Milner classroom
OBJECTIVE 4:
EPL is a staff of learners confident in
their abilities to assist customers.
ACTIONS:
• Focus staff training on customer, discovery and digital literacy
services (2014)
•Attract, develop and retain staff who embrace co-learning and
are passionate about discovering, creating and delivering great
customer service (2014-16)
•Develop new ways to implement and evaluate employee learning
and development (2014-16)
•Review technology needs to provide services and implement
strategies to meet them (2015)
MEASURE OF SUCCESS:
•85% of staff feel confident and knowledgeable around digital
literacy, customer and discovery service
•Achieve a 90% staff satisfaction rate with learning opportunities
•Evaluation is skills based (e.g. through a rubric model)
•Achieve a 90% satisfaction rating with adult programs
OBJECTIVE 6:
EPL is the home for Edmonton’s City of
Learners.
ACTIONS:
• Facilitate the implementation of the City of Learners strategic
plan (2014)
MEASURE OF SUCCESS:
•Member organizations are satisfied with EPL’s facilitation of
the plan
TRANSITION THE WAY
WE DO BUSINESS:
OBJECTIVE 1:
We have transformed our approach to
service delivery and use of physical
spaces.
ACTIONS:
•Develop a strategic assessment plan that ensures EPL
services are regularly reviewed (2014)
•Identify new opportunities to seek out employee feedback and
suggestions (2014)
•Share EPL-developed successes, solutions and research
(2014-16)
•Review EPL services for usability and accessibility (2015)
•Simplify online payment options for EPL fees, merchandise
and fundraising (2014)
•Complete reviews to ensure ongoing improvement of
interlibrary loans, custodial, service point operations and
other areas determined to be a priority (2014-16)
•Continue to promote and implement environmental
stewardship strategies (2014-16)
MEASURE OF SUCCESS:
• Staff and teams have objectives around sharing their success,
solutions and research
•Meet usability and accessibility standards where relevant
•Increase in online payments year over year
•Achieve a 90% satisfaction rating with interlibrary loans and
other areas as they are defined
Our goal is to change the way we do business, enabling us to lead
in our changing environment. Our advocacy, partnerships, service
delivery, funding models and budget allocation will reflect our
progressiveness and passion.
DESIRED IMPACTS:
1. Edmontonians build life skills through EPL’s volunteer program.
2. Socially vulnerable communities have unique opportunities to engage with
their community through EPL services.
3. EPL expands its services through successful fundraising.
4. EPL is available where and when customers need.
5. EPL continues to receive strong support by the new city council.
OBJECTIVE 2:
OBJECTIVE 4:
There is an increase in services
delivered collaboratively.
There are established partnerships to
support programs and services.
ACTIONS:
ACTIONS:
• Establish relationships with governmental and educational
organizations to promote and support services
•Identify opportunities for growth within existing partnerships
and create new partnerships, celebrating and communicating
outcomes (2014-16)
•Investigate ways to share access to arts, sports and
recreational events and facilities
•Establish partnerships with local historical, archival and cultural
organizations to showcase Edmonton’s past, present and
future
MEASURE OF SUCCESS:
•Growth in new and existing partnerships
•Share partnership annual reports to communicate outcomes
MEASURE OF SUCCESS:
•Growth in new and existing partnerships to support
community needs
OBJECTIVE 3:
An increase in meaningful volunteer
numbers and contributions.
ACTIONS:
• Identify and engage adult and youth volunteers in meaningful
opportunities. Promote EPL volunteer opportunities internally
and externally (2014-16)
MEASURE OF SUCCESS:
•Achieve a 100% increase in volunteers and opportunities
•Achieve a 90% satisfaction rate among volunteers
•All volunteer opportunities at EPL are filled
OBJECTIVE 5:
We have a vibrant fund development
program with increased donor
diversity, and increased value of
grants, donations and sponsorships.
ACTIONS:
•Establish a volunteer fundraising committee comprised of
high-profile and well-connected Edmontonians (2014)
•Establish a major giving program, identifying ways to
recognize significant donors (2015)
•Explore the opportunity for a capital campaign focused on a
renewed downtown library
MEASURE OF SUCCESS:
•Increase revenues from fundraising by 350%
•Staff have a positive perception around their fundraising role
•Approved recommendations from the fund development
consultant report are implemented
OBJECTIVE 6:
We have a fully developed and
implemented advocacy plan.
ACTIONS:
• Under the Board’s leadership, develop and implement an
advocacy plan for EPL (2015)
•Develop a planned approach to raise awareness and knowledge
of EPL through our media partners (2014)
MEASURE OF SUCCESS:
•Monthly positive presence in a variety of Edmonton media
•City council continues to provide funding to meet operational
needs and support new initiatives
•Councillors attend library events
Thank you to the EPL Board of Trustees for their
leadership and guidance in developing the 2014-18
Strategic Goals.
Ellen Calabrese-Amrhein, Chair
John J. McDonald III, Vice-Chair
Jay Ball
Kate Freeman
Councillor Don Iveson
Michael Janz
Miranda Jimmy
Dr. Sherrill Johnson
Nazir Mulji
Jeff Reynolds
Each and every staff member has the ability to
move our business plan forward through their
contributions and dedication. It will take our
entire team to achieve these goals. We have an
incredibly talented and agile team at EPL and
we know we can count on each other’s hard
work and dedication to get us there.
The next three years represent a pivotal
opportunity for EPL to build on the tremendous
successes of our first 100 years. After all, we’re
just getting started!