FOPL Activities

Stephen Abram, MLA , FOPL Executive Director

AMPLO Report March 7, 2014

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About the Federation

A not-for-profit membership association established in 2005.

Provides a single, strong voice for public libraries in Ontario to enhance library policies and programs.

Services focus on four strategic pillars: advocacy, marketing, research and consortia purchasing.

Over 215 members representing libraries of all sizes and geographic regions, and serving 80% of Ontario’s population.

Our Board of Directors is composed of an equal number of library board trustees and library chief executives.

What is FOPL?

Simply put: Ontario’s Public Libraries. Now more than ever before, they play a critical role in the social, educational, cultural and economic success of the communities in our province. Public Libraries are an essential investment in the future of our communities and are essential drivers of success in school preparedness, reading readiness, economic and employment success, and social equity. As the development of the knowledge economy progresses, public libraries are a vital link for every resident and every community to ensure success of all Ontarians, regardless of location or background.

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FOPL Membership

Growing! Strong Collaboration ethic improving

Membership is not a membership fee but financial support for research, advocacy, and

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Fundraising

Culture Development fund $57K approved (with OLA) to create sustainable trustee training over 2 years

SOLS/OLS-N $25K approved for Phase 1 2020 branding study and campaign

$15K stats proposal in process $300K Sponsorship campaign in planning

stages

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FOPL Talking Points

The Public Library value proposition is strong and includes (but isn’t limited to):

– Excellent Return on Investment– Strong Economic Development– Great Employment Support– Welcoming New Canadians– Provable Early Literacy Development– Ongoing Support for Formal Education and Homework Help– Serve the whole community equitably– Affordable access to community resources– Access to Government Services and e-government– Questions Deserve Quality Answers – Support Cultural Vitality– Recognized and Valued Leisure Activities for majority of Ontarians

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What’s the ‘Problem”?

We have a very COMPLEX (not complicated) value proposition

We have great competencies BUT we need to up our game on influence, advocacy, and focus.

We need the tools and we need to collaborate on them nimbly and quickly.

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Advocacy Training

10 part series delivered, recorded, archived and available (over 1000 attendees)

iSchool MOOC: FOPL sponsored, supported with research and videos, and planning (5000)

Ministry to do webinar on March 19th on Data results for 2011 and 2012

Copyright webinar planned for May 27 with Wanda Noel (immediately after board and AC hearings)

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2020 Branding

Marketing Research (Richardson-Jalakas) Social Media Census

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Project to develop a brand strategy for Ontario public libraries

Richardson Jalakas & associates

#1- Census – use of websites

• 29 (i.e. 9%) did NOT have a website;• 2/3 (i.e. 19) of those libraries without a website were

identified as First Nation libraries;• 3 of the 29 without websites were FOPL members.

(n = 318)

Richardson Jalakas & Associates11

#1 - Census – Adoption of Social networking

Tool Yes % Notes

Social Networking: 

     

Facebook 144 45% Large urban (including TPL) have adopted at 100%; Small medium = 85% (55). Of the non-FOPL libraries, only 24% (29) used FB.

Twitter 106 33% Caucus members with T: 1 FN; 1 Franco; all the Lg Urban (including TPL); 10 North; 6 Rural; 43 Sm-Med.

Blogs 48 15%  

Google+ 2 0.6%  

LinkedIn 2 0.6%  

MySpace 0    

Richardson Jalakas & Associates12

#1 - Census – adoption of media sharing and other

Tool Yes % Notes

Media Sharing:     Uptake of media sharing tools was not as robust as the social networking tools. Distribution of uptake was spread across the library types as defined by the FOPL caucuses.

YouTube 39 12%  

Pinterest 25 8%  

Flickr 20 6%  

Other: 

     

Good Reads 6 2%  

Delicious 4 1%  

Reddit 0    

Tumblr 0    

Richardson Jalakas & Associates13

Wordcloud from ON Public libraries website positioning statements

Richardson Jalakas & Associates14

Status

Phase 1 – Establishing the Context: Conduct brand and channel census of public libraries across

Ontario Review best branding practices in public libraries in North

America Synthesize research conducted on the impact of public

libraries

The next phase of this project will focus on communicating some of the findings of this census and research, better understanding the possible channels and receiving feedback on the core value proposition.

Richardson Jalakas & Associates15

OLA’s VIP

Value Impact / Influence Positioning

Member Personas (D&J)

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The Public Library Value Proposition

1. Excellent Return on Investment

2. Strong Economic Development

3. Great Employment Support

4. Welcoming New Canadians

5. Provable Early Literacy Development

6. Ongoing Support for Formal Education and Homework Help

7. Serve the whole community equitably

8. Affordable access to community resources

9. Access to Government Services and e-government

10. Questions Deserve Quality Answers

11. Support Cultural Vitality

12. Recognized and Valued Leisure Activities for majority of Ontarians

13. Infrastructure Support (AODA and Buildings)

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Activities

Research on Value (i.e. School Readiness Study from OISE, Market Probe 2010 report)

Royal Society Testimony and Recommendations

Webinar on Ontario Data Collection 2011-12 iSchool Symposium: Defining New Metrics

for Library Success (April 22-23, 2014) http://www.metricsandlibraries.org/

Consulting with Dr. Robert Molyneux18

Why Measurements?

With nicely crafted visuals libraries could do the following:

1.  Communicate effectively with their trustees to get their advice on strategy as well as support.2.  Communicate budget 'asks' effectively that place the library in the community value delivery context.3.  Position budget growth (or at least lessen cuts) for community goal alignment and strategic impact.4.  Explain why technology and community room spaces are as valuable (maybe more) than books.5.  Position hybrid collection use properly in ‘circulation’.6.  Justify restoration or extension of library hours.7.  Show that your library either performs as well as or better than others or justify investments to perform to provincial, national or sectoral norms.

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Core Statistics (CLA Draft)

1. Service points and visits

2. Reference questions

3. Circulation (of particular item types)

4. Population served

5. E-resource holdings

6. Children’s membership and services

7. Staffing

8. Internet/PAC/WiFi

9. Programming

10. Total operating expenditures

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Core Measurements (FOPL Draft)

1. Overall value of a library membership (usage not cardholders)2. Value of an 'open hour' (new metric unique to MPI TPL study that aggregates cost + value)3. Economic impact (vs. ROI) (Households and Population)4. Per Capita 'Usage" comparison across systems, groups (like small, medium. large, urban, suburban, rural, remote, FN, etc.), and jurisdictions (province/state)5. A 'new' usage algorithm to modernize the old circulation stat and combine digital and print usage into a standard, comparable metric6. A metric for technology access tied to the digital/economic divide(s)7. A standard operational effectiveness metric (Value for Tax Dollars)8. Average cost per household (taxes are based on household rather than population and better reflects funding models)9. A metric for Use of Space (meetings, study, rooms) which was new for the MPI study and hadn't been done before21

I have a dream . . .

Standard our sector on impact metrics that lend themselves to the communication, influence, and financial challenges faced by public libraries to communicate their value in the 21st Century context.

Build a set of standardized core statistics that build up to these measurements so we could lead most libraries to start working with a new program to communicate value (and build on their strengths in communicating pure 'usage').

Ultimately create a tool such as a specially designed spreadsheet or dynamic website where you input the numbers based on the standards and advice from some group (us?!) that spits out decent data, information and visuals easily on the other side.

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Other

Election (Doh! It’s happening too fast!) Day at Queen’s Park (planning stages) AMPLO Inter-ministerial Summit at OLA

Super Conference (Thank you!) Follow Up Future of Libraries Summit at the Royal York

May 1-2. http://www.thefutureoflibraries.org

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Thank You

www.fopl.ca

Stephen Abram, Executive Director416-395-0746sabram@fopl.ca

Kim Silk and MPI TPL Study

TPL provided all data for the MPI study:

1. Service points and visits – we looked at branch level and system-wide

2. Reference questions- we had in-person (real questions and directional), online and phone reference.

3. Circulation (of particular item types) – we had circulation of e-books and print broken down by age group

4. Population served – we used city of Toronto population for 2012; we also used a study done by Strategic Council that found that 72% of Torontonians had used TPL in the past year (2012) which is how we estimated membership. I was mistaken in my earlier email about gate count; many TPL branches don’t have a gate to count entries.

5. E-resource holdings – we had database usage across various products

6. Children’s membership and services – we didn’t use child cardholders; we did count children’s materials and programs

7. Staffing – we had staffing by home location, which indicated that TPL employees spend their salaries locally

8. Internet/PAC/WiFi – we has PAC # of sessions and wifi # of sessions. We estimated that an average session was 1 hour.

9. Programming – at branch level by program type, # of programs offered. We did not have attendance which would have been better. Data hole here.

10. Total operating expenditures – provided by TPL.

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