VPL 2020 Strategic Plan Quarterly Progress Report Q4, 2017€¦ · Q4, 2017. CHIEF LIBRARIAN...

VPL 2020 Strategic Plan

Quarterly Progress Report

Q4, 2017

CHIEF LIBRARIAN REMARKS

Summary

Access & Equity: By 2020 VPL will be accessible and inviting to everyone

Sharing & Collaboration: By 2020 VPL Will Be at the Centre of a Community That Shares Information, Ideas, & Stories

Organizational Strength: By 2020 VPL Will Be Seen as a Vital Civic Service and Will be Adaptable in the Face of Change.

We are making strides towards building on VPL’s organizational strength. The Branch Staffing Model is making progress with staff training being planned for the new Library Public

Service Associate (LPSA) roles. The InterLink pilot for Project Outcome was launched with the first-time use of outcomes-based evaluation tools for three Babytime programs in

December. Marketing & Communications earned important media coverage including a Business in Vancouver Small Business Month article featuring VPL resources available to small

businesses and entrepreneurs. For annual KPIs, the % of Vancouver residents who believe VPL is important to the larger community remained steady, with an insignificant shift from 91

to 90%. However, median public awareness of VPL’s services dropped from 15 to 12%, reflecting a statistically significant drop (from 2.4 to 2.2 out of 5) in the combined mean measure

of awareness across VPL services. We saw significant declines in awareness of VPL’s free WiFi, musical instrument lending and immigrant settlement services.

In Q4 2017, VPL made important advancements on its VPL 2020 strategic plan. We completed our successful revamp of the digital literacy program, reached an important milestone on

the construction of levels 8 and 9 at Central, launched the new digital platform Story City, opened the new Library and Archives Canada service point at the Central Library, and

continued to progress the branch staffing model rollout. Our annual Key Performance Indicators (KPIs), which measure progress in the first year of our 3-year strategic plan, show that

we have remained steady on the perception and satisfaction indicators, grew modestly in number of active cardholders, but experienced statistically significant declines in the public

awareness of several services, an area which we had identified as one of concern. We will work towards improved promotion and communication of our services, particularly those that

are considered non-traditional library offerings - which in turn should help to improve perceptions of VPL and increase usage.

Learning, Creativity & Innovation: By 2020 VPL will be recognized as a go-to venue for learning, creativity and innovation in Vancouver.

We have made solid progress on initiatives that support learning, creativity and innovation in Vancouver. The successful revamp of our digital literacy program reached completion - we

shared the curriculum and offered programs at Central’s Inspiration Lab and the Bud Osborn Creation Space. The self-published local author program completed its second call for

submissions, and we are seeing positive increases in the use of this particular collection. Use of VPL’s recording studios continues to grow – the Inspiration Lab saw a 19% increase in

sessions, with steady use by the public 85% of the time. The annual KPI “% of public who agree that VPL is a go-to venue for learning, creativity and innovation” improved slightly from

65 to 67% year-over-year (a directional but not statistically significant increase).

VPL had some important achievements towards improving our sharing of information, ideas and stories. We launched Story City, a new digital platform with a collection of stories

gathered from over 300 storytellers, enabling Vancouverites to learn about peoples’ lives in the city. We also opened Library and Archives Canada’s (LAC) service point in the Central

Library, with a major launch event featuring a conversation with former Prime Minister of Canada Kim Campbell. Research questions at Central grew modestly by 2% buoyed in part by

the LAC service point generating referrals to and from VPL and increased usage of the Inspiration Lab. We saw a minor decline in the annual KPI "% of public who agree that VPL

connects them to the ideas and information they need to be inspired and thrive" – from 66% to 65%, a change that is not statistically significant.

Efforts to improve the accessibility and welcoming nature of our spaces are in full swing. Construction has continued at Central with significant progress being made on levels 8 and 9 - a

major milestone being the installation of two new escalators in December. The Facilities Master Plan moved forward with identifying our facility model and drafting a branch location

decision framework. The Trans* Inclusion Strategy identified allies amongst VPL staff, and we delivered training sessions and programs for staff and the public. In terms of KPIs, VPL’s

2017 active cardholder base grew 2% from 2016, and while there was directional improvement in the % of patrons satisfied with our services from 91 to 93%, there was a decline from

82% to 79% in the proportion of the public who feel VPL is accessible and inviting (neither of these changes being statistically significant).

2

Learning, Creativity & Innovation: By 2020 VPL will be recognized as a go-to venue for learning, creativity, and innovation in Vancouver

Part 1: Indicators

Dashboard Annual Progress (2017 vs.Baseline) Quarterly Progress (Current Quarter vs. Previous 4 Quarters)

TypeBaseline

Year

Baseline

Number2016 Q4 2017 Q1 2017 Q2 2017 Q3 2017 Q4

KPI 2015 13,236,785 12,829,810 -3% 3,258,669 3,295,395 3,201,043 3,242,688 3,090,684 -5%

KPI 2015 6,811,877 6,396,859 -6% 1,531,444 1,612,814 1,599,360 1,651,044 1,533,641 0% ---

KPI 2015 6,424,908 6,432,951 0% --- 1,727,225 1,682,581 1,601,683 1,591,644 1,557,043 -10%

# of internet sessions (wired & wireless) SI 2016 2,016,384 2,026,268 0% 488,804 505,780 511,639 513,640 495,209 1%

KPI 2016 65% 3% ---Program attendance (content creation) SI 1,081 4,077 2,639

Inspiration Lab & NCS Creation Space usage SI 2016 19,637 21,756 11% 5,021 5,803 5,421 5,072 5,460 9%

Collection use: local indie author (physical & digital) SI 152 255 344

Preliminary 2017 data. Final 2017 data will be presented in the 2017 Annual Operating Report.

Key Trends

Number of Visits (including physical and digital) - See Page 5

Usage of the Inspiration Lab and Bud Osborn Creation Space increased by 9% from Q4/16 to Q4/17 – in line with the desired

trend. This increase is partly due to the opening of the Bud Osborn Creation Space in April 2017.

At Central's Inspiration Lab, recording studio sessions increased significantly by 19% and the studios are in use by the public 85%

of the time. Similarly, the Bud Osborn Creation Station experienced strong recording studio usage, where number of sessions

increased by 37% over the previous quarter.

While the number of creation station sessions in the Inspiration Lab has decreased, the length of bookings per patron continues

to gradually rise, indicating that patrons are using our equipment for longer periods of time working on in-depth projects-

precisely a trend that VPL's digital labs aim to support. In addition, staff have been closely monitoring lab activity to ensure that

the equipment is used for multimedia projects rather than for casual internet use.

In the coming quarters, VPL will continue to promote usage of our digital labs through the ongoing delivery of digital creation

classes, both at Central and at nəcaʔmat ct Strathcona.

TrendTrend

(Yr/Yr)

# of visits (physical & digital)

% of public who agree that VPL is a go-to venue for LCI**

Indicator

# of physical visits

# of digital visits

2017

67%

Internet sessions on VPL’s public computers and WiFi service remained relatively stable, growing by 1% from Q4 2016. This is in

keeping with the desire trend to maintain usage levels of this combined service. While wired sessions fell by 4%, wireless sessions

grew by 9% - reflecting the long-term shift to wireless as more and more patrons obtain mobile devices.

The growth in wireless usage also reflects the continued value of VPL’s WiFi coverage in all library branches, demonstrating the

need for internet access in indoor spaces. A decrease in wired sessions at Central (-14%) is in keeping with the lower number of

physical visits likely due to noise levels caused by continued construction on the premises.

Looking ahead, as the City expands its free public WiFi network in downtown and core areas, library patrons will benefit from an

increasingly convenient, free WiFi experience throughout the city. We will monitor the effect of this expansion on the demand for

VPL’s wireless service over time.

** Percentage increase/decrease for this indicator is not statistically significant.

1,000

2,000

3,000

4,000

5,000

6,000

7,000

2016 Q4 2017 Q1 2017 Q2 2017 Q3 2017 Q4

Inspiration Lab & NCS Creation Space Usage

100,000

200,000

300,000

400,000

500,000

600,000

2016 Q4 2017 Q1 2017 Q2 2017 Q3 2017 Q4

Number of Internet Sessions (wired & wireless)

3

Learning, Creativity & Innovation: By 2020 VPL will be recognized as a go-to venue for learning, creativity, and innovation in Vancouver.

Part 2: Initiatives

Sponsor Lead Start Date End Date % Complete On Time On Budget

21st Century Learning

1.1 Renew Digital Divide Strategy SS CdC 2019 Q1 2019 Q4 #DIV/0! 0 0

1.2 Revamped Digital Literacy Program DI AOS 2017 Q1 2017 Q3 100% Yes Yes

1.3 Enhanced Early Literacy Branch Spaces JI CM 2018 Q1 2019 Q4 #DIV/0! 0 0

1.4 English as an Additional Language DG DE 2018 Q1 2019 Q3 #DIV/0! 0 0

1.5 Fast Access to Most Desirable Materials CdC IC 2017 Q2 2019 Q1 17% Yes Yes

1.6 Mulitilingual Collections Strategy CdC IC 2017 Q2 2019 Q2 33% Yes Yes

Made@VPL

2.1 Creation Space at NCS DG SK 2017 Q1 2019 Q1 75% yes yes

2.2 Mobile Creation Lab & Programming CdC PH 2018 Q1 2019 Q4 #DIV/0! 0 0

2.3 Self-Published Local Author Program CdC JD 2017 Q1 2018 Q4 56% Yes Yes

2.4 Create Local Music Service and Platform DI AG 2019 Q1 2019 Q4 #DIV/0! 0 0 0

Part 3: Impact

21st Century Learning

Made@ VPL VPL's Teen Services collaborated with Britannia Secondary to offer a workshop titled “Intro to Podcasting”,

which aimed to teach teens how to plan, develop, edit, and produce their own podcasts using library

software and equipment. The nəcaʔmat ct Strathcona branch welcomed 21 students to the Bud Osborn

Creation Space, where they gathered in small groups to record and edit podcasts for their Mass Media and

Politics class. Only one of the 21 students had previously visited the nəcaʔmat ct Strathcona branch. Students

displayed great enthusiasm for the project, often stopping to take pictures of their progress to share with

friends. Several teens remained well over an hour after the class ended to further explore the Bud Osborn

Creation Space.

This activity supported the Made@VPL goal by fostering creativity and innovation and supporting young

patrons in creating user-generated digital content. Moving forward, staff will explore further ways to support

students in projects involving digital content creation.

The Skilled Immigrant InfoCentre (SIIC) partnered with ISSofBC to host a Cleantech networking

conference for newcomers seeking meaningful employment. A total of 150 people attended this

conference, which featured presentations by Cleantech CEOs and expert companies such as Ecotagious,

Acuva Technologies, Awesense Wireless, and more.

Participants gained valuable insights into industry trends, such as leveraging of renewable materials and

energy, decreasing use of natural resources, and reducing emissions and waste. Attendees engaged in

roundtable discussions as well as a Q & A on topics such as interviews, resumes and employment

expectations. This program supported our 21st Century Learning goal by promoting employment literacy

and skill building in a leading-edge industry. SIIC will continue to host employment and industry-specific

literacy events in 2018.

0

Goal & Initiative Next Milestone

0

Project Complete

0

Expedited processing completed

Draft report for Board

Studios bookable online

0

Complete evaluation

4


Part 1: Indicators


TypeBaseline

Year

Baseline

Number2017 2016 Q4 2017 Q1 2017 Q2 2017 Q3 2017 Q4

Number of active cardholders

Active in the last 12 months KPI 2015 257,832 263,698 2%

Active in the last 3 years (CULC comparable) KPI 2015 432,355 442,682 2%

Number of active borrowers (physical materials) SI 175,105 175,480 175,337

Number of active Overdrive users SI 28,060 29,164 30,062

% of patrons who are satisfied with VPL's services** KPI 2016 91% 2% ---Number of lapsed borrowers (physical materials)¹ SI 66,187 66,315 Number of lapsed Overdrive users² SI 10,064 14,144

% of public who agree that VPL is accessible and inviting ** KPI 2016 82% -4% ---

Number of visits (physical & digital) SI 2015 13,236,785 12,829,810 -3% 3,258,669 3,295,395 3,201,043 3,242,688 3,090,684 -5%


¹ Lapsed borrowers (physical materials) refers to the number of cardholders who did not borrow physical materials in the last 12 months but did in the prior 12 months.

² Lapsed Overdrive users refers to the number of cardholders who did not use Overdrive in the last 12 months but did in the prior 12 months.

Key Trends

Indicator

The overall number of visits fell by 5% from Q4/16 to Q4/17, contrary to our desire for continued growth. The 10% decline in

digital visits is primarily attributed to Overdrive’s new method of counting app visits, implemented in early 2017. Applying

the previous app measurement, this quarter’s digital visits actually grew by 1%. Additionally, VPL did not run the #GetBooked

campaign in Q4. This campaign, run through Q4 of the previous two years, used external advertising to drive cardholders and

the public to vpl.ca to browse e-reads and learn about the library.

Physical visits remained steady, reflecting a 4% drop in Central visits and a 2% increase in branch visits. The drop in physical

visits at Central was expected with the ongoing impact of the construction on levels 8 and 9. We anticipate physical traffic to

normalize once the expansion project is completed. The increase in branch visits can be attributed in part to the opening of

the nəcaʔmat ct Strathcona branch in April 2017.

In the coming quarters, the measurement of digital visits will normalize and physical visits will be supported by several

strategic initiatives, including the opening of levels 8 and 9, creative approaches to extend branch opening hours, and VPL’s

branch refurbishment plan.

TrendTrend

(Yr/Yr)

93%

79%


1,000,000

1,500,000

2,000,000

2,500,000

3,000,000

3,500,000

2016 Q4 2017 Q1 2017 Q2 2017 Q3 2017 Q4

Number of Visits (Physical & Digital)

5


Part 2: Initiatives


Patron Centred ExperienceNew VPL.ca Website CdC KC 2017 Q1 2017 Q2 100% Yes Yes

NCS Branch SS DG 2017 Q1 2017 Q2 100% Yes Yes

Creative Approaches-Extend Service Hours DG SM 2017 Q2 2019 Q2 38% Yes Yes

Facilities Master Plan CdC PC 2017 Q3 2018 Q2 67% Yes Yes

Patron Segmentation to Inform Offerings TBD PC 2018 Q3 2019 Q4 #DIV/0! 0 0

Trans* Inclusion Strategy DI AF 2017 Q1 2018 Q4 50% Yes Yes

Accessible Adaptive Equipment DG DE 2018 Q1 2019 Q4 #DIV/0! 0 0

Serving Multilingual Community DI AG 2017 Q4 2018 Q3 #DIV/0! 0 0

Welcoming Spaces

Strategic Branch Refurbishment Plan SS ES 2017 Q2 2018 Q1 100% Yes Yes

Public Space Standards & Guidelines TBD SB 2018 Q3 2019 Q3 #DIV/0! 0 0 0

Central Library Revitalization SS DI 2017 Q1 2018 Q2 27% Yes Yes

Archives Relocation SS DI 2017 Q1 2019 Q4 14% No Yes

Children's Library Renovation DG JI 2019 Q3 2019 Q4 #DIV/0! 0 0

Functional Planning for Levels 2 & 3 SS DI 2018 Q1 2018 Q3 #DIV/0! 0 0

Oakridge Branch Redevelopment DG KE 2017 Q2 2019 Q4 9% No Yes

Marpole Redevelopment DG TBD 2017 Q2 2019 Q4 #DIV/0! 0 0

Britannia Renewal DG ML 2017 Q1 2018 Q1 20% Yes Yes

Customer Service Training Refresh DI SM 2018 Q2 2018 Q4 #DIV/0! 0 0

System-Wide Signage & Wayfinding ES TBD 2017 Q1 2019 Q4 50% Yes Yes

Part 3: Impact

Patron-Centred Experience

Welcoming Spaces

Project Complete

Goal & Initiative Next Milestone/Note

Cancelled

Project Complete

Develop plan

Facility Investment Priorities Defined

0

All staff training

0

VPL hosted the inaugural Paul & Eileen Lin Commemorative Lecture, part of an annual series recognizing the Lins’

contribution to Chinese-Canadian history. Historian Tim Stanley spoke on the importance of building histories of

inclusion at a provincial and national level. This event reached 57 attendees, who learned about and discussed the

profound contributions by Paul Lin, his legacy to Canadian history, and the ways in which anti-racist and

decolonized histories can be developed and included in a historical canon.

By providing a free, inclusive space where Chinese-Canadian history can be discussed, disseminated, and ultimately

demarginalized, this event supported VPL’s Welcoming Spaces goal. VPL will continue this partnership with the

Chinese Canadian Historical Society of BC and further lectures are expected to take place through 2018.

Project Complete

Service strategies developed

0

0

Functional Program Review has been delayed

0

Delayed due to the governance decision work

0

Replace collection signage

Master Plan Options & Functional Program

A teen librarian and Out in Schools collaborated with Britannia Secondary’s Sexuality and Gender Acceptance

Alliance Group (SAGAA) to host an event for teens titled “All Our Stories” at our nəcaʔmat ct Strathcona branch.

The teen librarian organized a book speed-dating session featuring VPL material, and Out in Schools selected and

screened short and popular queer short films. 21 teens were in attendance. VPL also ensured that participants'

library cards reflected their chosen names, and secured American Sign Language (ASL) interpretation for the event

so that all interested teens could participate.

This event allowed participants to learn about the library’s resources for LGBTQ2 teens and to meet with other

queer youth. Teens expressed enthusiasm for future events that would introduce them to queer youth from other

schools. This collaboration supported our Patron-Centered Experience goal by reducing access barriers to the

library’s services and resources to communities who may experience them. Next steps include collaborating with

SAGAA to host an assembly on Rainbow Day and other LGBTQ2 events.

6

Sharing & Collaboration: By 2020 VPL will be at the centre of a community that shares information, ideas & stories.

Part 1: Indicators


TypeBaseline

Year

Baseline

Number2016 Q4 2017 Q1 2017 Q2 2017 Q3 2017 Q4

KPI 2016 66% -2% ---

Collection use (physical & digital) ¹ SI 2015 9,366,085 9,500,414 1% 2,310,675 2,383,810 2,333,637 2,419,339 2,363,628 2%

Program attendance SI 2015 276,624 249,644 -10% 68,867 59,407 79,605 53,812 56,820 -17%

Research questions² SI 2015 776,748 768,590 -1% 180,035 191,451 193,752 201,499 181,888 1%

Program attendance: dialogue-based programs SI 889 2,139 3,826

Key Trends

Overall program attendance fell by 17% between Q4/16 and Q4/17, contrary to the desired trend of maintaining

stable attendance levels. Attendance at adult programs dropped by 27% over Q4 2016, while attendance at

children's programs declined by 16%. These decreases were anticipated as they reflect the change in program

statistics recording procedures implemented in early 2017, whereby large community events and community

organization visits are no longer counted as part of regular programming. The new recording method captures

programs and attendance more accurately, providing more meaningful insights on our programs' reach.

This quarter, VPL hosted several large, well-attended events at Central including Media Democracy Days, a concert

series including the Vertical Orchestra and VCC Jazz Orchestra, and two large book fairs - the Wayzgoose

Letterpress Festival and the Spanish Book Fair. Branches hosted several well-attended literacy education programs

and Kerrisdale held a seniors’ resource fair. Throughout December, storytime programs were offered at Bright

Nights in Stanley Park, where staff had the opportunity to interact with hundreds of families who had come to

enjoy the holiday lights.

Looking ahead to 2018, attendance figures will normalize and we expect program attendance to remain fairly

steady over time.

Research questions saw a minor increase of 1% over Q4 2016 – in line with the desired trend. Branch staff have

reported a shift away from questions where information is now readily available online (e.g. travel, hobbies)

towards technology support questions as patrons increasingly adopt mobile devices and gadgets.

Research questions grew by a modest 2% at Central, partly due to an increased number of referrals from the new

Library and Archives Canada (LAC) service point which launched in October 2017. Another contributor may be the

increased usage of the Inspiration Lab as users rely on staff expertise to make full use of the equipment.

Future growth in research questions will be supported by the completion of the shared service desk and expanded

roles in branches, which should minimize staff handoffs and improve the patron experience overall. Upcoming

training sessions for staff transitioning into expanded roles will also emphasize a refresh on reference service

delivery, customer service and roving.

Indicator

% of public agree VPL connects to ideas & info needed to

be inspired & thrive**

¹ Figures for previous quarters have been re-stated to reflect finalized figures.


TrendTrend

(Yr/Yr)2017

65%

² Figures for 2017 Q1 and Q2 are re-stated from previous quarters' reports due to inaccuracies caused by

data consolidation issues.** Percentage increase/decrease for this indicator is not statistically significant.

0

15,000

30,000

45,000

60,000

75,000

90,000

2016 Q4 2017 Q1 2017 Q2 2017 Q3 2017 Q4

Program Attendance

165,000

170,000

175,000

180,000

185,000

190,000

195,000

200,000

205,000

2016 Q4 2017 Q1 2017 Q2 2017 Q3 2017 Q4

Research Questions

7

Sharing & Collaboration: By 2020 VPL will be at the centre of a community that shares information, ideas & stories.

Part 2: Initiatives

Sponsor Lead Start DateEnd Date % CompleteOn

Time

On

BudgetCommunity Connections

5 SS DI 2017 Q3 2018 Q4 #DIV/0! 0 0

5 DI AOS 2017 Q4 2019 Q1 0% No Yes

5 DI AOS 2017 Q4 2019 Q1 #DIV/0! 0 0

5 CDC ML 2017 Q1 2019 Q4 75% Yes Yes

Platforms for Sharing

6 CdC KC 2017 Q1 2018 Q2 100% Yes Yes

6 SS TBD 2019 Q1 2019 Q4 #DIV/0! 0 0

6 DI GD 2017 Q2 2018 Q4 17% Yes Yes

6 DG KE 2019 Q1 2019 Q4 #DIV/0! 0 0 07 DG ML 2017 Q3 2019 Q4 #DIV/0! 0 0

Part 3: Impact

Community Connections

Platforms for SharingVPL’s Digital Services launched Story City, a website that allows people to listen to Vancouverites

speak about their lives in the city. Throughout the project, staff connected with over 300 people to

document their experiences as Vancouver residents. Story City allows people from anywhere in the

world to watch or listen to over 700 stories in the context of Vancouver's local histories. To raise

awareness of this new platform and to commemorate the people who contributed, VPL held a

launch event where storytellers interacted with the public, sharing their knowledge of Vancouver’s

changes through the last several decades.

This initiative supported our Platforms for Sharing goal by providing a digital platform for the

exchange of local stories and unique Vancouver experiences. In 2018, Digital Services will seek

opportunities to use Story City to generate dialogue and build connections among community

members.

In collaboration with Migrante BC and the Migrant Workers Dignity Association, the Kensington

branch hosted “Invisibles and Disposables." This event commemorated International Migrants Day,

officially declared by the Mayor to be December 18th. The program featured the screening of two

short films made by the collaborating associations, and a lively discussion among migrant workers,

migrant association members, and the public. This event was attended by over 50 people and

delivered in English, Spanish, and Tagalog. It helped to raise awareness of the challenges faced by

migrant workers, and enabled relationship-building amongst the branch, attendees, and the

collaborating migrant associations.

This event supported our Community Connections goal by enabling community discussions on civic

issues, such as precarious work and housing conditions of migrant workers. Moving forward, we

hope to continue to foster our relationships with Migrante BC and the Migrant Workers Dignity

Association and to celebrate Migrants Day annually, perhaps at a larger scale.

Cancelled

0

Morph resource plan

Project Complete


Civic Dialogue Partnership w/SFU CancelledCommunity Voices Film Festival Plan to be developed in Q1 2018City-Wide Book Club CancelledTruth and Reconciliation Calls to Action Update TRC Actions 2019

Connect with Community to ID Needs

Community Services @ VPL

Vancouver Stories

Define VPL's Role in Sharing Economy

Story City (Canada 150+)

8

Organizational Strength: By 2020 VPL Will Be Seen as a Vital Civic Service and Will be Adaptable in the Face of Change

Part 1: Indicators


TypeBaseline

Year

Baseline

Number2016 Q4 2017 Q1 2017 Q2 2017 Q3 2017 Q4

Employee engagement KPI 2016 66%

Staff training SI 68.9% 69.6% 79.6% 83.0% 64.0% -7%

Absence rate (days equivalent) SI 11 9.5 9.5 9.5 9.5 -14%

Median public awareness of VPL services KPI 2016 15% 12% -20%

Earned media impressions SI 3,879,401 3,736,923 3,408,047

Newsletter subscriptions SI 10,198 11,201 11,322

% Vancouver residents believe VPL is important ** KPI 2016 91% 90% -1% ---

# of visits (physical & digital) SI 2015 13,236,785 12,829,810 -3% 3,258,669 3,295,395 3,201,043 3,242,688 3,090,684 -5%


Key Trends

Staff Training (defined as % of staff who completed at least one training program or conference in the past 12 months)

saw a decline of 7% relative to Q4 2016 – contrary to the desired growth trend in this indicator.

A review of training statistics shows that only 15 core training sessions took place in 2017 compared to 25 in 2016. In

particular, significantly fewer Customer Service Training sessions were offered in 2017 - in total, there were only 58 staff

bookings for Customer Service Training in 2017 vs. 210 in the previous year. Two other core training sessions -

Awareness of Workplace Mental Health and Repetitive Strain Injury Prevention - did not take place in 2017; however,

Building Resilience was presented at the May Leadership Team meeting, and RSI training was incorporated into employee

orientation sessions. The decline in core training session offerings reflects a focus shift that took place in 2017, where VPL

prioritized training for branch staff who would be undertaking expanded roles. We completed the training for the new

Senior Library Public Library Associate (SLPSA) roles and will move on to training staff within the Library Public Service

Associate (LPSA) classification.

The Customer Service Training programs will be refreshed in 2018, and we expect enrollment figures to improve with

enhanced content and new approaches to this essential topic. The Support to Advance strategic initiative includes

training opportunities for leadership development in 2018.

The absence rate improved from 11.0 to 9.5 days equivalent from Q4 2016 to Q4 2017. This progress is consistent with

previous quarters and is aligned with the desired trend.

The improvement in employee attendance can be attributed to two main factors: the hiring of a new HR consultant in

2017 to focus specifically on disability management, WorkSafe claims, and assisting staff returning to work after illness or

injury through careful planning and support, as well as HR’s ongoing training and support to supervisors and managers

through the program “Attendance Management: A Relationship-Based and Conversation-Led Approach,” which has

resulted in supervisors being better equipped to engage their staff in supportive conversations, resulting in more regular

attendance.

Looking ahead, we will be adding an Occupational Health and Safety Officer to the Human Resources team to lead

ergonomic assessments and take a proactive, preventative approach to worksite injuries. As a result, we may benefit

from further reductions in sick leave usage in the future.

IndicatorTrend

(Yr/Yr)Trend2017


0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%

80.0%

90.0%

2016 Q4 2017 Q1 2017 Q2 2017 Q3 2017 Q4

Staff Training

0

2

4

6

8

10

12

2016 Q4 2017 Q1 2017 Q2 2017 Q3 2017 Q4

Absence Rate

9

Organizational Strength: By 2020 VPL will be seen as a vital civic service and will be adaptable in the face of change

Part 2: Initiatives


People & Culture

7 DG JI 2018 Q1 2018 Q4 #DIV/0! 0 0

7 DI AF 2019 Q1 2019 Q4 0% 0 0

7 BR IC 2017 Q4 2018 Q3 22% Yes Yes

7 BR WM 2017 Q2 2019 Q4 27% No Yes

8 DG JI 2017 Q1 2019 Q4 36% Yes Yes

8 SS DI 2018 Q2 2019 Q4 #DIV/0! 0 0

Value & Impact

8 SS TBD 2017 Q1 2019 Q4 25% Yes Yes

8.2 TBD PC 2017 Q3 2019 Q3 10% Yes Yes

8 TBD TBD 2019 Q1 2019 Q4 #DIV/0! 0 0

8 TBD SB 2017 Q1 2019 Q4 43% Yes Yes

Part 3: Impact

People & Culture

Value & Impact

Create a new member experience strategy 0

Expand Activities to Promote Services Roll out plan (phase 1)

The October launch of Library and Archives Canada’s (LAC) service point in the Central Library created a

meaningful opportunity for employee training and enablement. Approximately 30 VPL staff members

from Information Services (ISV) participated with LAC employees in a knowledge exchange. LAC

provided ISV staff with a thorough overview of their services, and shared the breadth of resources now

available to the public at the LAC service point, while ISV provided LAC staff with a tour and overview of

VPL’s collections, services, and resources.

This opportunity enabled VPL and LAC staff to identify and navigate each other's resources and to be

better equipped to make referrals based on patrons’ research needs. This training supported our People

& Culture goal by building staff capacity to better meet Vancouverites’ information and research needs.

Marketing + Communications earned important coverage for VPL in several popular media venues

including the Georgia Straight, Vancouver Is Awesome, Scout Magazine, Sing Tao, and CBC’s Early

Edition, generating over 3.4 million media impressions. Of note is a half page article in Business in

Vancouver in its Small Business Month coverage, which featured highlights of VPL's resources and

support for small businesses and entrepreneurs. In addition, Vancouver is Awesome and Daily Hive

showcased ‘things you didn’t know you could do with a Vancouver Public Library card’ and promoted

our free resources and collections, both physical and digital.

This media coverage supports our Value & Impact goal by reaching thousands of consumers daily and

increasing awareness of VPL's services to patrons and non-patrons alike. Moving forward, M&C will

continue to identify ways to promote the library in popular media outlets, including further promotion

of VPL's business resources.

Project Outcome for Evaluation Interlink pilot completed

New Staff Orientation Training Review Survey new hires

Support to Advance Project milestones need rescoping

Branch Staffing Model New staff schedules in placeCentral Public Service Model 0

Reporting and Data Management New data structure defined


Refresh Community-Led Training 0

Innovation Program 0

10

VPL 2020 Strategic Plan Quarterly Progress Report Q4, 2017€¦ · Q4, 2017. CHIEF LIBRARIAN...

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Transcript of VPL 2020 Strategic Plan Quarterly Progress Report Q4, 2017€¦ · Q4, 2017. CHIEF LIBRARIAN...