text:
So Much More: The Economic Impact of the Toronto Public Library on the City of Toronto
- Ann Quinn
- 3 years ago
- Views:
1 So Much More: The Economic Impact of the Toronto Public Library on the City of Toronto
2 The Martin Prosperity Institute (MPI) is the world s leading think-tank on the role of sub-national factors location, place, and city-regions in global economic prosperity. It takes an integrated view of prosperity, looking beyond traditional economic measures to include the importance of quality of place and the development of people s creative potential. There s so much more to a book than just reading. Maurice Sendak
3 So Much More: The Economic Impact of the Toronto Public Library on the City of Toronto Martin Prosperity Institute December 2013
4 EXHIBITS Exhibit 1 Toronto Public Library creates over $1 billion in total economic impact 1 Exhibit 2 Total direct benefit as much as $500 per member 2 Exhibit 3 The average open hour at a branch generates $2,515 in direct benefits 3 Exhibit 4 Total quantifiable benefits delivered significant value to Toronto, Exhibit 5 TPL s economic impact compares favourably to that in other places 22 Exhibit 6 Average annual activity varies by branch type 27 Exhibit 7 TPL operates 98 branches across the city of Toronto 28 Exhibit 8 Age profile of Malvern and Runnymede residents differs 29 Exhibit 9 The Malvern and Runnymede communities speak different languages at home 29 Exhibit A-1 Circulation provided an economic benefit of $138 million to $675 million, Exhibit A-2 In-house use of materials provided a value of $30 million to $150 million, Exhibit A-3 Materials delivery saves residents over $15 million 34 Exhibit A-4 Total collection use provided an economic benefit of $184 million to $840 million, Exhibit A-4B Over 73,000 museum family passes borrowed 35 Exhibit A-5 Programs generate $26 million in benefits 35 Exhibit A-6 Expert library staff answered 2.3 million questions 36 Exhibit A-7 Database searches worth over $43 million 36 Exhibit A-8 Nearly 4 million questions answered valued at $78 million 36 Exhibit A-9 $18 million in workstation usage 37 Exhibit A-10 $7.4 million in free Wi-Fi usage 37 Exhibit A-11 Over 7 million technology sessions worth $26 million 37 Exhibit A-12 Meeting space booked 6,900 times 38 Exhibit A-13 Over nine million visitors use work/study spaces 38 Exhibit A-14 $38 million in public use of space 39 Exhibit A-16 One open hour at one branch has an average value of $2, Exhibit A-17 Operations spending generates indirect tangible benefits 41 Exhibit A-18 Capital spending generates indirect tangible benefits 41 Exhibit A-19 Employment spending generates indirect tangible benefits 42 Exhibit A-20 Work experience creates value for pages 42 Exhibit A-21 Spending on materials generates indirect tangible benefits 43 Exhibit A-22 TPL generates a Return on Investment of 244% to 681% 43 Exhibit A-23 Multipliers for indirect tangible benefits 44 ii So Much More: The Economic Impact of the Toronto Public Library on the City of Toronto
5 CONTENTS Overview Toronto Public Library Delivers $5.63 of Economic Impact for Every $1 Spent v Toronto Public Library creates over $1 billion in total economic impact 1 Total direct benefit as much as $500 per member 2 The average open hour at a branch generates $2,515 in direct benefits 3 Return on Investment is 463% 4 Intangible benefits deliver value 4 MPI followed a thorough, comprehensive approach to calculating the economic impact of TPL services 4 Methodology and Background 7 Total economic impact is based on direct and indirect benefits 8 Return on Investment is benefits less the cost of services 8 Direct Tangible Benefits contribute to ROI 8 Direct Spending and Indirect Tangible Benefits contribute to economic impact 9 Value of an open hour 9 Intangible benefits are important 9 Data came from many sources 10 The study is a collaboration of TPL and MPI 10 Direct Tangible Benefits are Significant 12 Use of collections: circulation and in-library use 13 Sun Life Financial Museum + Arts Pass 13 Programs 14 Reference & database services 14 Technology access 14 Meeting and study space 15 Value of an open hour 16 Indirect Tangible Benefits are Significant 18 Library operational spending is mostly in the GTA 19 Library capital spending is mainly local 19 Library employees spend significantly in the city of Toronto 19 Page employment program creates benefits 19 TPL supports Toronto s book and publishing industries 20 There s so much more to a book than just the reading. Maurice Sendak iii
6 Economic Analysis 21 Total Economic Impact 22 Return on Investment 22 TPL results 22 TPL card has intrinsic value 22 TPL membership is highly valued 24 Intangible Benefits are Important 26 Neighbourhood branches provide unique Intangible Benefits for communities 27 Appendices 31 Appendix A: Data Tables and Calculations 32 Collection Use 32 In-house Use of Materials 34 Materials Delivery 34 Sun Life Financial Museum + Arts Pass 35 Programs 35 Reference & Database Services 36 Technology Access 37 Meeting & Study Space 38 Value of an Open Hour 40 Library Operations Spending 41 Library Capital Spending 41 Library Employment Spending 42 Library Pages Employment Program 42 Library Materials Spending 43 Return on Investment 43 Economic Multipliers References 44 Appendix B: Comparative Studies 45 Appendix C: Literature Review 46 Sources 47 Appendix D: Glossary of Terms 50 Appendix E: End Notes 51 Appendix F: Full Size Infographics 52 Acknowledgments 57 iv So Much More: The Economic Impact of the Toronto Public Library on the City of Toronto
7 Overview Toronto Public Library Delivers $5.63 of Economic Impact for Every $1 Spent
9 The results of Toronto Public Library s economic impact study clearly demonstrate that Toronto Public Library delivers a strong Return on Investment, through the delivery of library services that enhance Toronto s competitiveness and prosperity and contribute to a better quality of life for all. This study is the first Canadian public library study to measure in concrete economic terms the Return on Investment for library service. Toronto Public Library creates over $1 billion in total economic impact For every dollar invested in Toronto Public Library (TPL), Torontonians receive $5.63. This benefit results from the market value of services delivered, or direct tangible benefits and the stimulus to Toronto s economy from direct spending and re-spending (indirect tangible benefits). Direct tangible benefits represent a conservative measure of the market value of the services used. Direct spending represents institutional spending that directly impacts Toronto s economy and is the total funding received from the City of Toronto. Indirect tangible benefits represent the re-spending by those who are paid by the direct spending within Toronto s economy. Exhibit 1 shows the breakdown of the total economic impact from the library. Direct tangible benefits for individual library services are provided along with the total direct spending and total indirect tangible benefits. Just over half of the total impact is from providing free access to books and other items of the 11 million in the TPL collection. The remaining total impact is divided between the value of the other library services, total direct spending, and the indirect tangible benefits created by the direct spending. The centre of the exhibit shows the value of the total economic impact for each household within the City of Toronto ($955), and for each of Toronto s residents, of all ages ($358). The total economic impact and impact per dollar spent are impressive results, and are in the same range of values found in published studies of other library systems from around the world. Toronto Public Library creates over $1 billion in total economic impact Exhibit 1 Total Direct Tangible Benefits $680.8M Total Direct Spending $177.9M Total Indirect Tangible Benefits $141.9M City of Toronto Total Economic Impact $1 billion Collection Use $512.1M (including in-library use) $1 invested = $5.63 of economic impact Programs $26.4M Reference & Database Services $78.8M per Household $955 per Capita $358 Meeting & Study Space $37.7M Technology Access $25.9M There s so much more to a book than just the reading. Maurice Sendak 1
10 Total direct benefit as much as $500 per member Exhibit 2 value of a library $502 membership. Based on up to $1 billion in total direct benefits and use of the library by 72% of Torontonians. Total direct benefit as much as $500 per member For the 72% of Torontonians who use library services, the total direct benefit is as much as $500 ($502.15) per library member (Exhibit 2). 2 So Much More: The Economic Impact of the Toronto Public Library on the City of Toronto
11 The average open hour at a branch generates $2,515 in direct benefits Exhibit 3 $627 million $2,515 $653 total value of all library hours in average value of one open hour. average cost of one open hour. The average open hour at a branch generates $2,515 in direct benefits The analysis shows that on average one open hour at any of the library s 98 branches generates $2,515 in direct benefits that are only possible because that branch is open. Exhibit 3 summarizes the average benefit of a branch being open for one hour. The $626.8 million in benefits is only those direct tangible benefits that require a branch to be open in order for the specified services to be available. In 2012, TPL branches were open for nearly 250,000 hours. Given $162.8 million (minus capital and etitles) in direct spending used to fund those benefit-generating services, the average open hour costs approximately $653. Therefore, the average benefit is almost 4 times the average cost. There s so much more to a book than just the reading. Maurice Sendak 3
12 Return on Investment is 463% The return from the City of Toronto s investment in the Toronto Public Library is 463%, which is the midpoint of a range very conservatively estimated to be 244% and is comfortably shown to reach 681%. Exhibit 4 shows this range, as well as the itemization for the direct tangible benefits, direct spending, and indirect tangible benefits. Torontonians receive $680.8 million in direct tangible benefits from services used by residents across the city. Annually, Toronto Public Library spends nearly $200 million with $177.9 million provided by the City for direct spending. The difference includes monies received through provincial and other grants, the TPL Foundation, fines and fees, and other sources. The Toronto Public Library generates $142 million in indirect benefits to Toronto s economy from library spending on infrastructure to improve local branches, collections to provide access to reading, and staff to support service delivery. impact of the Toronto Public Library through a number of lenses, building on methodologies of other studies and introducing new measures to value library space. The study was written in response to a request from the Library Board and City Council to conduct an assessment of the economic impact of Toronto Public Library services and the incremental impact of one open hour. Intangible benefits deliver value The City of Toronto s strategic plan for economic growth focuses on Toronto s competitiveness and prosperity, and highlights the trends of an aging population and declining birth rate as creating a new reality for cities and regions across the world. The strategic plan emphasizes that, in order for the city to prosper in this reality, Toronto must foster collaborative strategies to develop workforce talent through education and lifelong learning, and attract workforce talent through immigration. Toronto Public Library delivers services that contribute in many ways to the City s goals for economic growth and prosperity, and generate intangible benefits which do not have an easily quantifiable value, but create significant value for residents. This value includes opportunities for residents to improve their literacy skills, enhance their educational and employment opportunities, and improve quality of life for themselves and their families through library collections, services and programs. These outcomes deliver a lifetime of value to residents and increase the economic competitiveness and prosperity of Toronto. The library s strategic alignment with the City s plans for economic growth, combined with conditions that support livability and quality of life for residents, create an attractive climate for business investment and support a sustainable cycle of prosperity. MPI followed a thorough, comprehensive approach to calculating the economic impact of TPL services The Martin Prosperity Institute (MPI) conducted the study for Toronto Public Library using accepted valuation methodologies commonly used in studies in the library and public sectors, and standard library statistics collected for international and Canadian benchmarks. The study examined the economic 4 So Much More: The Economic Impact of the Toronto Public Library on the City of Toronto
13 Total quantifiable benefits delivered significant value to Toronto, 2012 Exhibit 4 Low* ($) Estimate* ($) High* ($) Direct Tangible Benefits Collection Use Programs 26.4 Reference & Database Services 78.8 Technology Access 25.9 Meeting & Study Space 37.7 Total Direct Tangible Benefits ,009.1 Direct Spending Operations 25.3 Capital (annual average) 20.7 Employment Materials 17.9 Total Gross Spending Revenue Offsets to Costs 21.2 Total Direct Spending Operations Indirect Tangible Benefits Capital (annual average) Employment Materials Pages Employment Experience Benefits Total Indirect Tangible Benefits Total Economic Impact , ,389.1 Impact per Dollar Spent Impact per Toronto Resident Impact per Toronto Household , Total Benefits ,211.2 Return on Investment 244% 463% 681% Average Value of One Open Hour at a Branch 2,515 *Millions of dollars Direct Tangible Benefits directly measurable Direct Spending budgeted investment Indirect Tangible Benefits multiplier benefits from direct spending Total Economic Impact all tangible benefits and direct spending Total Benefits sum of tangible benefits Return on Investment benefits divided by total direct spending Average Value of One Open Hour only includes benefits that require an open library Assumes 2,791,140 Toronto residents and 1,047,880 households. Results do not include intangible benefits. There s so much more to a book than just the reading. Maurice Sendak 5
14 6 So Much More: The Economic Impact of the Toronto Public Library on the City of Toronto
15 The rigorous methodology quantified the total economic impact and Return on Investment of Toronto Public Library services, based on analysis of direct tangible benefits, direct spending, and indirect tangible benefits. The analysis drew on data from many sources. The study is a collaboration of the MPI and the Toronto Public Library and is a unique pathfinding research initiative. Total economic impact is based on direct and indirect benefits Total economic impact from the Toronto Public Library is the sum of three elements. First is direct spending, which is the money allocated to the institution and then spent for operations, capital, material, wages, and other expenses. In effect, this money flows through the institution. Second are direct tangible benefits. These are benefits that accrue to an individual or organization and can be reliably estimated. The final element of total economic impact is indirect tangible benefits. These benefits are the result of multiplier effects on direct spending a dollar paid to a contractor for a branch renovation is re-spent in the community and so on. The single dollar creates additional benefits across the community. Multipliers are used to estimate the actual dollar amount (a tangible, but indirect, amount) based on the spending. Taken together, these three elements provide an estimate of the total impact on the economy. Return on Investment is benefits less the cost of services Return on Investment (ROI) is calculated by taking the total economic benefits the sum of direct tangible benefits and indirect tangible benefits to the city of Toronto, and dividing them by the cost to provide the service (direct spending). Direct Tangible Benefits contribute to ROI This study estimated the value of Toronto Public Library programs and services by estimating the direct tangible benefits. This analysis measured the monetary value of library services against the market cost of replacement for those services. For each program and service, usage data provided by Toronto Public Library were multiplied by conservative values for comparable programs and services provided by other organizations. In the case of assigning a value to circulated items, a discount rate was applied to account for the difference between borrowing and owning an item. While the total annual benefits of each quantifiable Toronto Public Library service were calculated on a service-by-service basis, the general methodology is the same. The study analysed the five main categories of Toronto Public Library programs and services: Collection Use books, etitles, CDs, DVDs, magazines, newspapers, and the Sun Life Financial Museum + Arts Pass Programs for children, teens, adults, and seniors to support literacy, culture, workforce development, and lifelong learning Reference & Database Services to support study and business development Technology access to computer technology and the Internet to support career development, personal research, and lifelong learning Space used for reading, personal study, meeting, and collaboration. 8 So Much More: The Economic Impact of the Toronto Public Library on the City of Toronto
16 Direct Spending and Indirect Tangible Benefits contribute to economic impact Determining the economic impact of an institution includes the analysis of direct and indirect benefits generated in the economy as a result of the institution s activities. Direct spending includes items such as institutional spending and wages, which directly affect the local economy. Indirect tangible benefits, also known as the multiplier effect, include the re-spending of dollars within the local economy, which increases the total value of the direct spending. Toronto Public Library stimulates Toronto s economy through direct spending on goods and services and staff wages, which then result in indirect re-spending of dollars in the local economy. Direct and indirect benefits include money spent on: Library operations Library capital Library employment Pages program for youth employment Library materials. Toronto Public Library provided the data for the capital and operating expenditures used in this analysis to calculate the direct spending. To calculate the indirect benefit, MPI applied a multiplier range of 1.4 to 2.0, which is consistent with recent economic impact studies evaluating comparable services, and also with national and provincial multipliers used by Statistics Canada. (Exhibit A-23) Value of an open hour To determine the value of library open hours, the sum of direct tangible benefits delivered while the library was open was divided by the number of hours the Toronto Public Library was open in E-titles and database searches were not included in this calculation, since those services can be accessed during and outside of open hours. Direct spending and indirect benefits are also not included in this calculation. Also, note that the figures used for circulated items assume the estimated (midpoint) value of each item circulated or used in-house. The majority of Toronto residents use the Toronto Public Library: in a survey conducted in 2012, 72% of Toronto s adult population reported using the library in the past year. Intangible benefits are important Measuring the value of programs and services in economic terms only tells part of the story. The report also includes information on some of the Toronto Public Library programs and services that make a difference in the city, going beyond the numbers. As emphasized in the Toronto Public Library s strategic plan, the library is unique in its ability to provide broadly accessible opportunities for learning beyond formal education. Toronto Public Library develops service strategies that maximize the potential of Toronto s aging population, contribute to a healthy lifestyle, and aging in place with dignity and respect, while supporting the best quality of life. Library programs enable self-directed learning and skills development to support Torontonians through all life s stages and journeys, including transitions from home to school, school to work, work to second careers, and retirement. These programs help learners of all ages to build information and digital literacy skills to access and use technology and information successfully. Toronto is a city of neighbourhoods, and residents identify themselves in terms of their community s unique diversity and culture. Toronto Public Library is a neighbourhood-based system: local library branches design programs and services to meet the needs of their local communities. For each branch, collections are carefully selected to meet local needs, custom programs are scheduled, and services are provided to ensure culture and language needs are met. With 98 branches located across the City of Toronto, most Toronto residents live within a two-kilometre radius of a Toronto Public Library branch; bookmobiles extend access to residents living outside of this radius. As Toronto grows, Toronto Public Library is keeping pace by preparing to open two new branches in 2014: one on the eastern side of the city at Scarborough Civic Centre, and a second branch in the downtown neighbourhood of Fort York. Both neighbourhoods have been rapidly growing and each represents a library desert, a need that these new branches will address. Library branches are integrated into the fabric of the city, embedded in neighbourhoods, and are a part of the streetscape. City streets are safer when more people are on them; in There s so much more to a book than just the reading. Maurice Sendak 9
17 The Death and Life of Great American Cities, Jane Jacobs described the benefits of busy streets: This is something everyone knows: A well-used city street is apt to be a safe street. A deserted city street is apt to be unsafe. 1 Library branches serving their neighbourhoods contribute to the health and vibrancy of the local community, resulting in an overall higher quality of life. Data came from many sources 44% of the adult population are frequent or heavy users of library branches as defined by 11 or more visits in the last year. MPI collaborated with the Toronto Public Library over a fivemonth period to gather and analyze data and information on budgets and spending and on the volume of programs and services provided by the Toronto Public Library to the residents of Toronto. The Toronto Public Library provided data, including performance measurements that are publicly reported annually, as well as additional information gathered specifically for this report. All data are from 2012, except for renovations that have a more uneven spending pattern. For renovations, the average spending from was used. Spending was assigned to the year the renovations work was completed. The value of a service is based on the local comparative market price for a similar service. In the case of materials circulated or used in the library, the actual cost of the item was used along with a 20% (80% discounted) value to account for differences between borrowing and owning a book or other media item. Whenever possible and appropriate, local Toronto prices were used to determine the value. All prices used were clearly identified, along with the source for that price. As much as possible, the lower or more conservative price was used. If anything, the benefits valued in this report are underestimated by design. This innovative, landmark study is the first of its kind in Canada. 2 No Canadian public library studies were available to guide the research or to provide data for comparison. However, comparable economic impact studies, both in the public library sector in other countries and in other sectors, were reviewed in depth. While other studies have focused on library systems at the county and state level, this study focused on an urban library system. Toronto Public Library is unique in that it serves a growing and diverse metropolitan area that is truly a city of neighbourhoods, each with its own unique community needs. Toronto Public Library is the only Canadian system with a large reference library. This study s strength and transparency are founded in its straightforward and clearly documented methodology applied with standard performance measures of library usage reported publicly to the Toronto Public Library Board and in benchmarking tools in the library sector, along with data gathered specifically for the study. Studies produced by public library systems in the United States and Australia were consulted and helped to inform the methodological approach to this report. These studies used various analyses to estimate the value of library services and to calculate the return on investment (ROI) of library services. From this review, methodologies most applicable to Toronto and Toronto Public Library were adopted and new valuations were introduced. A list of studies reviewed for this report is provided in Appendix B. The study is a collaboration of TPL and MPI Toronto Public Library engaged the Martin Prosperity Institute in response to a motion by the Library Board and City Council to undertake a study to understand the economic impact of library services, the incremental value of library open hours, and the role the library plays in economic development. This report is a result of a comprehensive study conducted during the summer of A growing body of research demonstrates the important role public libraries play in economic development and prosperity. Studies demonstrate that libraries are change agents and important learning environments, helping cities and their residents to adapt and prosper in a global knowledge-based economy. Public library systems in the United States, including Santa Clara, California, Philadelphia, Pennsylvania, Florida, and Texas, and library systems in Australia and England, have undertaken economic impact studies. The MPI team reviewed these studies and others, to help inform the approach to the Toronto Public Library study. Care should be taken in comparing the results of this study to other studies as analysis approach, assumptions, governmental level of control, and economic context all differ. 10 So Much More: The Economic Impact of the Toronto Public Library on the City of Toronto
18 The Toronto Public Library study is the first of its kind in Canada. While adopting and building from approaches in other studies, its unique contribution is to place economic value on a wide range of library services, including the value of public space and library open hours. The study also demonstrates how Toronto Public Library s promotion of literacy and other services are important supports for Toronto s economy, by contributing to factors that increase competitiveness and prosperity. Finally, the study demonstrates the value of library service in contributing to the livability and quality of life in Toronto s diverse communities and neighbourhoods through responsive services that are used by a high percentage of Toronto s population. TPL literacy programs grow a city of readers A 2009 study entitled The Economic Benefit of Literacy: Evidence and Implications for Public Policy asserts that higher levels of literacy skill are associated with more stable employment, higher wages, better health, increased educational achievement, and higher levels of social engagement. Furthermore, literacy influences the performance of schools, businesses and communities. 3 Toronto Public Library s promotion of literacy and reading at all stages of life is key to growing a city of readers, an important theme of the library s strategic plan. Reading is the foundation of learning, and children who are good readers are well positioned to manage life s challenges. Toronto Public Library promotes early literacy through a comprehensive set of programs and services called Ready for Reading. As part of this program, the library recently launched a unique easy-to-use and interactive guide for families to support preschool children in developing early literacy skills. In 2012, Toronto Public Library conducted 6,032 Ready for Reading early literacy story time programs with over 181,627 children/adult participants. The City of Toronto s Middle Childhood Strategy states that children aged 6 to 12 are in a critical period of development where they develop cognitive and social skills that help them transition into adolescence. 4 Local branches deliver innovative programs that celebrate the joy of reading, support literacy, and build the foundations for lifelong and self-directed learning. One of the many quality out-of-school programs the library offers is the TD Summer Reading Club. In 2012, over 50,000 Toronto children participated in readingrelated programs in-branch and online that kept them reading throughout the summer in a way that built their confidence in and excitement about reading, and helped them retain their reading skills as they headed back to school in the fall. Toronto residents view Toronto Public Library as a relevant and trusted community information resource with an important role in supporting literacy. Visitors to library branches use a wide variety of services, but browsing, borrowing, returning, or renewing library materials continue to be major reasons to visit a branch. In fact, more than half of library visitors come to TPL branches for these activities. The Toronto Public Library provides access to books and reading in a variety of formats, staff expertise that supports literacy and literary exploration, and reading and literary programs that introduce and promote the joy of reading for all Torontonians. There s so much more to a book than just the reading. Maurice Sendak 11
19 Direct Tangible Benefits are Significant
20 Toronto Public Library provides services and programs that benefit Toronto residents and communities in five major areas: collection use, programs, reference & database services, technology, and space. Toronto Public Library offers Torontonians safe and welcoming places to read, study, borrow materials, and access the Internet. Toronto Public Library branches are also community hubs for every resident, and especially children and youth. Each of the five major categories contributes value to the city. The total contribution from programs and services is $680.8 million (Exhibit 4). Toronto Public Library programs and services are: Collection Use books, etitles, CDs, DVDs, magazines and newspapers Programs for children, teens, adults and seniors to support literacy, culture, workforce development and lifelong education Reference & Database Services to support study and business development Technology access to computer technology and the Internet to support career development, personal research and lifelong learning Space used for reading, personal study, meeting and collaboration. The details of the direct tangible benefit estimation for each category follow. Use of collections: circulation and in-library use Toronto Public Library supports readers of all ages by offering broad and easy access to collections in a range of formats, languages, and reading levels. Use of library collections in a variety of formats supports literacy and literary engagement, lifelong learning, employment, and entrepreneurship. Collections include current and popular materials and research and archival materials including information about Toronto s economy, history and culture. Toronto Public Library collections include 8.5 million items, which are available to be borrowed, and an additional 2.5 million items available for use only in library branches. To calculate the economic benefit of the library s annual circulation and collection use, the total number of items borrowed or accessed in the library was broken out into categories by format and reading level as these factors affect price. A retail value was assigned to each category of material using typical prices from a Canadian bookseller for specialized research items and the online retailer, Indigo Books & Music, for popular and current material. Previous library valuation studies have used a range of approaches; this study includes high and lower range scenarios for comparative purposes. The economic value of annual collection use including borrowing and in-house use was calculated using two scenarios: the retail value discounted by 80% to factor that library materials are used not owned the full retail value of the book, with the assumption that the user would read the book once, and therefore experience its full value. In 2012, Toronto Public Library circulated 32,032,036 items, including books, audio books, etitles, CDs, DVDs, periodicals and other materials. This number was multiplied by a retail value, which differs according to the items format and audience. Some studies have applied a discount of 80% to account for the difference between borrowing and owning an item, while other studies assume 100% of the value. To demonstrate this range and provide a more conservative estimate of the tangible benefit, both approaches are included in the calculation (Exhibits A-1, A-2, A-3 and A-4). In 2012, Toronto Public Library circulated 32 million items, provided in-library access to 7.1 million items and over 5 million items in materials delivery, resulting in an economic benefit of $512 million to the city of Toronto. Sun Life Financial Museum + Arts Pass The Sun Life Financial Museum + Arts Pass (MAP) provides Toronto families (2 adults and up to 5 children) with access to over ten of Toronto s museums and galleries for free. These passes are available at any Toronto Public Library branch, and provide access to the following institutions: Art Gallery of Ontario Bata Shoe Museum Black Creek Pioneer Village Casa Loma City of Toronto Historic Museums (8 across the city) Gardiner Museum Museum of Inuit Art Ontario Science Centre Royal Ontario Museum Textile Museum of Canada Toronto Zoo The value of the Museum + Arts Pass was determined by averaging the cost of the value of all the daily admission fees for the Toronto-area museums and galleries, for two adults and There s so much more to a book than just the reading. Maurice Sendak 13
21 45% of those who report taking a child to the library do so at least two or three times per month. three children. This figure was then multiplied by the number of times the pass was used in In 2012, Toronto residents borrowed the Sun Life Financial Museum + Arts Pass 73,033 times, resulting in an average economic benefit of $5.1 million to the city of Toronto (Exhibit A-4B). Programs Lifelong learning is essential to making people successful, especially through life s transitions, and is a foundation for economic prosperity, social cohesion, and quality of life. The lifelong learning model emphasizes that people, throughout their lives, learn from experience, from non-formal instruction, and through self-directed and recreational learning. To calculate the economic benefit of programs, program volume was broken down by type and the number of attendees per program type. A conservative value was assigned to each program type, derived from comparable programs and services provided by other organizations. Toronto Public Library provides programs for children, teens, adults and seniors to support literacy, lifelong learning, skill development, use of technology and access to culture. Programs engage members of the community with the library and its collections and services, and provide alternative ways of learning and accessing information. To support access and broad participation, programs are delivered in branches and at outreach locations. Programs delivered in partnership with community-based agencies address mutual goals; for example, reaching children and youth at risk. In 2012, Toronto residents children, teens, adults, and seniors attended 28,075 programs, including early literacy programs and reading clubs, career and workforce development sessions, cultural, health and wellness programs, author talks, and computer training. This number was multiplied by a conservative retail value, which differs according to the program s type (Exhibit A-5). In 2012, 769,534 Toronto residents attended programs, resulting in an economic benefit of $26.4 million to the city of Toronto. Reference & database services Toronto Public Library users have access to expert staff who support residents in finding and using authoritative information from the library s collections, or community or online resources. Reference service is provided in person, by appointment, online through the Virtual Reference Desk, or via phone through the Answerline service, depending on the user s needs. Questions asked typically go beyond those that can be answered via a simple Google or library catalog search. Directional ( where is? ) questions were excluded. In 2012, Toronto residents made 4,091,805 information requests and 1,746,241 database searches. This number was multiplied by a conservative retail value, based on comparable fee-for-service reference services available to residents of Toronto (Exhibits A-6, A-7 and A-8). In 2012, Toronto residents information requests resulted in an economic benefit of $78.8 million to the city of Toronto. Technology access The Internet has become a major source of information and connects people and communities worldwide. Technology also provides new opportunities to deliver services in more efficient and personalized ways. Access to technology enables Torontonians to achieve goals related to education and employment and to access government information and services, locally improving their quality of life. Access to technology and digital information is essential to full participation in Canada s social, economic and community life, and the Toronto Public Library has an important role in providing that access freely, universally and equitably. Computers and wireless Internet service in all branches provide access to collections, e-resources, and e-services. Technology education helps build information literacy skills, and ensures access for all. Toronto Public Library provides free access to computers with office applications including Microsoft Word, Excel, and PowerPoint and accessibility software as well as wireless access for users bringing their own computers or devices. For some, the library is their only access to computers and the Internet; for others, the library provides an alternate 14 So Much More: The Economic Impact of the Toronto Public Library on the City of Toronto
22 technology-enabled work and study space beyond school or work. To calculate the economic benefit of these technology services, access to computer workstations and Wi-Fi Internet access were measured. The number of computer workstation sessions was calculated in hours, assuming each session is one hour in length. The number of hours was then multiplied by a conservative value derived from comparable costs of using a workstation in a Torontoarea Internet café. The number of Wi-Fi sessions was calculated using hours, assuming each session is one hour in length. The number of hours was then multiplied by a conservative value derived from the cost of a single hour of Wi-Fi access from Toronto-area provider OneZone. In 2012, Toronto residents used 6,138,170 hours of workstation access, and 1,493,299 hours of Wi-Fi access. These numbers were each multiplied by a conservative retail value for workstation access and Wi-Fi access, respectively (Exhibits A-9, A-10 and A-11). In 2012, Toronto residents used 7,631,469 hours of technology access, resulting in an economic benefit of $25.9 million to the city of Toronto. Meeting and study space Toronto Public Library branches are vibrant community hubs, welcoming residents and community groups for individual study and collaboration. Zoned spaces respond to the needs of users of different ages and include reading lounges, teen areas, quiet study space, and KidsStop early literacy centres. These spaces fulfill the diverse needs of users of all ages and backgrounds. Two types of public space are available for rental by residents, community groups, and businesses. Space includes meeting rooms at most branches, three theatres, and the Bram & Bluma Appel Salon, a premium event space located at the Toronto Reference Library. To calculate the economic benefit of meeting space, the standard meeting rooms were valued based on a comparable Toronto District School TPL workforce development initiatives support job seekers Toronto Public Library enables self-directed learning and skills development to support Torontonians through all life s stages and journeys, including transitions from home to school, school to work, work to second careers, and retirement supporting a better quality of life. The City of Toronto s Collaborating for Competitiveness: A Strategic Plan for Accelerating Economic Growth and Job Creation in Toronto includes objectives to increase employment and improve job quality in Toronto. 17 Toronto Public Library assists unemployed or under-employed Torontonians who are looking to increase their marketability and earn a higher wage by providing support in the form of skills improvement programs, collections and services, free of charge. All 98 library branches across the city provide support at all stages in the process of finding a job, understanding the job market, starting a small business, and networking, mentoring, and volunteering opportunities. Digital and technology literacy are key to succeeding in today s workforce. Toronto Public Library provides programming both inperson and online to support and strengthen technology skills. The City s strategic plan also cites a need for an integrated system to better connect and support job seekers and employers. Toronto Public Library has designed programs and built effective partnerships with City of Toronto departments, community agencies, and local businesses. Library branches host job and career fairs to help bring employers and job seekers together in a neutral environment. Work placements and mentoring opportunities are created in district and neighbourhood branches across the city, and volunteer skills and knowledge are developed through volunteer development conferences. Toronto Public Library has established partnerships with Toronto s post-secondary educational institutions to offer community-based learning opportunities to address the needs of youth, those transitioning to new work arrangements, retirees, and seniors. Local needs are addressed through collections and information programs, programs in series, and programs for certificates or credits.
23 Board space, which can be rented at $12.20 to $50 per hour. The Bram & Bluma Appel Salon is a premier event space that is comparable to similar event venues such as the Bata Shoe Museum, Hockey Hall of Fame, and Ontario Science Centre. These venues are rented out at approximately $2,500 per booking. To calculate the economic benefit of branch meeting space, the number of meeting rooms booked was multiplied by Toronto Public Library s commercial rental rate. To calculate the economic benefit of study space, the number of visitors using the library for work or quiet study was multiplied by a conservative value for workspace in the city of Toronto (Exhibits A-12, A-13 and A-14). In 2012, meeting spaces were booked 6,900 times, resulting in an economic benefit of $1.4 million to the city of Toronto. In 2012, 9,058,842 visitors used library space for work or quiet study, resulting in an economic benefit of $36.2 million to the city of Toronto. In total, meeting and study space created $37.6 million in tangible benefits. One in five Torontonians report using a library to validate information they found on the Internet. Value of an open hour For each hour the library is open, residents have access to a range of services in their local community. In 2012, Toronto Public Library branches were open for a total of 249,239 hours. When library branches are open, Toronto residents can borrow books and materials, attend programs, ask reference questions, use meeting and study spaces, and access the Internet via a workstation or Wi-Fi. To benefit from these programs and services, the library must be open. For branches that have had an increase in open hours either with or without a corresponding renovation, library usage increases in relation to the additional hours. If a branch is open more, its collection use, program attendance, workstation usage, and number of visits all increase. If a branch is open fewer hours, those decrease. However, this is an aggregate relationship and specific changes at specific branches may have varying results. For every hour Toronto Public Library branches are open, residents have access to library services worth $2,515 in tangible benefits (Exhibit 3 and Exhibit A-16). 16 So Much More: The Economic Impact of the Toronto Public Library on the City of Toronto
24 TD Summer Reading Club, developed by Toronto Public Library in partnership with Library and Archives Canada, encourages children ages 6 to 12 to continue leisure reading over the summer months. There s so much more to a book than just the reading. Maurice Sendak 17
25 Indirect Tangible Benefits are Significant
26 The Toronto Public Library spends the majority of its budget through vendors located in the Greater Toronto Area: 93% of capital spending, 85% of operational spending, and 68% of library materials spending. Also, 84% of Toronto Public Library employees live in the city of Toronto. This local spending in the form of salaries, library material purchases, capital, and operating expenses directly and indirectly benefits Toronto s economy. Library branch renovations refresh and update local branches to continue to meet the evolving needs of their neighbourhoods. In addition to the value of the renovation itself, the majority of the renovation dollars are spent at GTA businesses that provide the products and services which benefits Toronto s economy. Capital spending also includes a significant technology component which helps to maintain the underlying infrastructure and hardware that allow for the continued efficient operations of the library system and the technology access whose benefits were discussed earlier. From 2007 to 2012, the average annual direct economic benefit realized from capital spending was $20.7 million; when using multipliers to include the indirect benefits, capital spending contributed $29.0 to $41.5 million to the Toronto economy (Exhibit A-18). Library employees spend significantly in the city of Toronto Toronto Public Library employs many individuals in diverse capacities, including librarians, clerical workers and students, in full-time, part-time, temporary and permanent roles. In 2012, Toronto Public Library employed 2,300 people, and 83.5% of these employees live in the City of Toronto. This means that employees are spending a significant proportion of their salary locally, supporting Toronto s economy. In 2012, the direct economic benefit realized from local employee spending was $135.2 million; when using multipliers to estimate the indirect effects, the additional indirect benefit was between $54.1 and $135.2 million. Combining the direct and indirect effects results in a total economic impact of between $189.2 and $270.3 million to Toronto s economy (Exhibit A-19). Library operational spending is mostly in the GTA Toronto Public Library spends most of its operational budget within the Greater Toronto Area. This figure excludes salaries. Using multipliers to include the indirect benefits, library operations contributed between $32.5 and $46 million to the economy (Exhibit A-17). Library capital spending is mainly local Library capital spending includes building renovations and investment in new technology. Page employment program creates benefits The youngest employees at the Toronto Public Library are library pages. A page is primarily responsible for shelving and retrieving books, minor repairs, and other duties. Pages must be at least 14 years of age, work part-time, and earn approximately $11.33 per hour. Based on a study 5 that calculates a valuation of the experience gained through first employment in the library s Pages Employment Program, two years of job experience is worth $1,123 in Canada. That effect does wear off over time, and is assumed to have a diminishing value over five years (Exhibit A-20). In 2012, the direct economic benefit of page employment was $1.49 million; applying an economic impact multiplier of 1.4 to 2.0, the total economic impact of page employment was between $2.1 million and $2.9 million. There s so much more to a book than just the reading. Maurice Sendak 19
27 TPL supports Toronto s book and publishing industries Toronto s publishing industry is a major contributor to Ontario s economy. According to Statistics Canada, Ontario s book publishing industry generated $1.3 billion in sales in 2008, accounting for 63.2 % of all national revenue for this industry. The majority (67.9 %) of Toronto Public Library s materials budget is spent with book vendors located within the city of Toronto and Greater Toronto Area. The direct economic benefit realized from library materials spending was $17.9 million in 2012; when using multipliers to estimate the indirect effects, library materials spending contributed between $25.1 and $35.8 million to the economy (Exhibit A-21). In 2012, over 220,000 preschoolers and more than 216,000 other children attended literacy programs delivered by Toronto Public Library branches across the city. TPL responds to Toronto s diversity Cities that promote diversity and tolerance also tend to become places that are open to new ideas and different perspectives, promoting creativity. This in turn builds cities that are attractive to individuals and businesses involved in the creation of new ideas, products and services. The Importance of Diversity to the Economic and Social Prosperity of Toronto, Martin Prosperity Institute, 2010 Toronto Public Library provides welcoming and accessible spaces with opportunities for participation, regardless of socio-economic background, in communities across the city, and supports social cohesion and tolerance; the success of its residents and enhancing Toronto s livability, which is a variable used in studies that benchmark city competitiveness. Library collections include materials in forty languages, reflective of cultural experiences and diverse interests and needs. Focused collections include the Native Peoples and LGBT collections, collections available through the CNIB Partners program for patrons with print disabilities, and a new collection of over 360 circulating books and DVDs for adults with developmental disabilities. Specialized equipment and services are available through the Adaptive Technology Centre at the Toronto Reference Library. At the branch level, the Library Settlement Program is a partnership between the library and 16 community based newcomer agencies, offering one-to-one assistance to almost 9,500 Toronto newcomer residents, and helping them gain access to the services and resources they need to settle in their new city. In addition, 25,787 newcomers have attended LSP programs. English as a second language collections and classes are available as well as extensive online resources including newspapers from around the globe, accreditation information and citizenship resources. Each year Toronto Public Library celebrates the city s diverse communities by partnering in citywide events, including Asian Heritage Month, Black History Month and Aboriginal Celebrations. In addition, the library continues to attract and engage Torontonians of all ages, stages, and abilities with creative and innovative programs and services. By working with community partners the library provides access to a wide array of cultural experiences and artistic expression. 20 So Much More: The Economic Impact of the Toronto Public Library on the City of Toronto
28 Economic Analysis
29 Total Economic Impact The total economic impact of the Toronto Public Library ranges from $612 million to $1,389 million. This estimate includes direct spending, direct tangible benefits, and indirect tangible benefits. The range results from applying the 80% discount rate to collection use and the lower range of estimated regional multipliers on direct spending. The midpoint of the total economic impact is $1,000.6 million. So, for every dollar invested in TPL, Torontonians receive $5.63. The total value of the library to city of Toronto residents is as much as $1.2 billion, representing a Return on Investment of up to 681% Return on Investment Return on Investment (ROI) is calculated by taking the total tangible benefits the sum of direct tangible benefits from all products and services and indirect tangible benefits to the city of Toronto, and dividing by the cost to provide the service the direct spending. When the value of tangible benefits (collection use, programs, reference & database services, technology access, meeting and study space and the MAP pass) was added to the value of indirect benefits (multiplier effect), the total quantifiable value in 2012 ranged from at least $434 million and up to $1.2 billion. By taking the total benefit and then dividing by the total direct spending of $177.9 million, the Return on Investment ranged from 244% to 681%. The midpoint of this range is 463%. In other words, for every $1 spent on the Toronto Public Library, Toronto taxpayers receive additional benefits ranging in value from $2.44 to $6.81 (Exhibit A-22). TPL results This study is the first of its kind in Canada, as no other economic impact studies have been done for any Canadian public library systems. Consequently, these results cannot be compared in the context of other Canadian systems. However, economic impact studies measuring public library systems in the United States and Australia can provide general benchmarks to help understand how Toronto Public Library compares in terms of economic value delivered. Care should be taken in comparing the results of this study to other studies as analysis approach, assumptions, governmental level of control, and economic context all differ. The studies in Exhibit 5 provide some comparison to help understand the context of the Toronto Public Library economic impact study. TPL card has intrinsic value Many approaches have been used to determine the value of a library card. The typical approach is to do a contingent valuation. Essentially, people are asked the value that they would assign to their library card. Sometimes experts opinions are used for the valuation; other times individuals provide their own value. Of course, when individuals are asked, it is TPL s economic impact compares favourably Exhibit 5 Library System Annual Operating Budget* Total Economic Impact* Economic Impact per Dollar Spent State Library of Victoria, Australia (2011) 6 $191 $681 $3.56 Florida Public Libraries (2010) 7 $668 $4,290 $8.32 Santa Clara County Library District (2013) 8 $33.2 $172 $5.17 Texas Public Libraries (2011) 9 $451 $2,400 $4.42 Toronto Public Library (2012) $178** $1,000.6 $5.63 * Millions of dollars ** Figure include capital spending 22 So Much More: The Economic Impact of the Toronto Public Library on the City of Toronto
30 not uncommon to hear things like priceless or beyond value. Recently, a vibrant discussion was started at an education conference when someone suggested that his library card was more valuable than my bachelor s degree. Often, people are given some direction for their contingent valuation by being asked to value individual library services and estimate their annual usage of those services. 10 The library card is then assigned the calculated value. Typically, this results in a value of hundreds, if not thousands, of dollars for a single library card. A second approach, based around the analysis used in this report, is to assign the total benefit from a tangible benefit analysis to library cardholders only. In the case of Toronto, a library card for the Toronto Public Library system would have a value of $762. This results in a value higher than the reported per capita value of $347. To be fair (and more conservative), the estimates were converted based on the number of residents in Toronto and not just those holding library cards. The Toronto Public Library only requires a library card for checking out many materials. However, library members use the library and library services without needing a library card. A third approach to valuing a library card is to use revealed preferences. Contingent valuation, as discussed above, is based on stated preferences you ask people for a value and essentially take their word for it. However, occasionally, it is possible to determine the actual value that someone puts on something by looking at their actions what they actually do instead of what they say. In the case of valuing a library card, an interesting and previously unexplored opportunity presents itself. Customers of the Toronto Public Library pay overdue fines. Although collection TPL provides pathways to culture Toronto Public Library promotes and provides pathways to Toronto s culture through resources, services, and programing. The Sun Life Financial Museum + Arts Pass program is an excellent example of the library facilitating access to culture. The livability of a city is enhanced by the vibrancy of its cultural life. Library-initiated programs such as Keep Toronto Reading Festival and the One Book community read bring literary culture and the joy of reading to the entire city. Programs at Toronto Public Library s premiere event space in the heart of the city, the Bram & Bluma Appel Salon, attract internationally renowned authors, thought leaders, and newsmakers. The Thought Exchange, History Matters, and the Human Library initiatives attract Toronto s intellectually curious, and promote lifelong learning. In 2011, local and community cultural initiatives and partnerships took centre stage, bringing arts and cultural opportunities into neighbourhoods from Malvern to Rexdale. In the 2011 report, Creative Capital Gains: An Action Plan for Toronto, recommendations for the city include providing more affordable spaces for cultural industries and community arts. For community arts, taking a fresh look through a cultural lens at parks, schools, libraries, community centres, and other real estate portfolios, to determine if and how these spaces could be used for culture, would have a major impact. 18 Toronto Public Library addresses this need through providing meeting and collaborative spaces at local branches. The S.P.O.T. (Success Power Opportunity Teamwork), a community initiative supported by the Malvern library, is a media centre for young people. Located next to the library in the Malvern Community Centre, the S.P.O.T. is a safe place for young people ages to create, whether through the use of the recording studio, dance space, media lab, or performance space. Through partnerships, transformations of physical and virtual spaces, and the use of new and emerging technologies, Toronto Public Library creates cultural and creative destinations that stimulate and support creativity, encourage collaboration, and spark experimentation and innovation for creators and entrepreneurs of all ages. The library offers programs in partnership with internationally renowned cultural institutions such as Canadian Opera Company, Toronto Symphony Orchestra, Orchestra Toronto, Roy Thomson Hall, Tafelmusik, Royal Ontario Museum, Stratford Festival, and the Canadian Stage Company. There s so much more to a book than just the reading. Maurice Sendak 23
31 agencies are used in some cases, most individuals are paying their fines solely to be able to use their library cards. Effectively, the fines paid reveal the minimum value that individuals place on their library cards. In 2012, 279,296 cardholders paid $3.15 million in overdue fines. The average was $ In 2012, one individual paid nearly $150 in fines in a single instance. At a minimum, library patrons have shown that they value their library card at just over $11. Given the 1,327,364 total cardholders, the library cards issued by the Toronto Public Library have a total value of $14.9 million. While the value of services provided has already been estimated in this report, this valuation can be considered as generally independent from the previously valued services and would reflect an additional, specific value for all issued library cards. TPL membership is highly valued Other than borrowing materials and accessing online databases, most of the services that the library provides do not require a library card to take advantage of the service, which makes those services available to the public. Based on a survey conducted by the Strategic Counsel in 2012, where 72% of respondents used the library in the past year, just over 2 million Toronto residents are members of the Toronto Public Library community. Given the $1 billion in direct tangible benefits provided by the Toronto Public Library, each member receives as much as $502 in total direct benefits. The Toronto Public Library website is the easiest way to find the books Toronto reads; in 2012, residents placed over 5.1 million books on hold, to be picked up at the branch of their choice. 24 So Much More: The Economic Impact of the Toronto Public Library on the City of Toronto
32 The biggest user of library Internet access are Canadians aged 16 to 24, where 21.5% used Internet library access in Michael Geist Statscan Data Points to Canada s Growing Digital Divide November 2013 There s so much more to a book than just the reading. Maurice Sendak 25
33 Intangible Benefits are Important
34 Beyond the tangible benefits outlined in this report, Toronto Public library delivers value to Toronto s communities and residents in ways that are not easily quantifiable. Through services, collections and programs, TPL plays an important role in supporting literacy, a love of reading and learning, workforce development, support for small business, and providing access to cultural experiences. Partnerships with community agencies, educational and cultural institutions and City of Toronto agencies and departments reduce duplication of services and meet common goals, including locating services where and when people need them. Delivering services through branches embedded in neighbourhoods across the city provides easy access while building a sense of community and providing an anchor for local business development. Toronto Public Library consists of four tiers of service: Research and Reference libraries (2), District branches (17), Neighbourhood branches (79) and city-wide services, which include bookmobile, home library and virtual branch services. The Research and Reference libraries provide comprehensive, specialized collections and services and preservation of resources for current customers and future generations. The neighbourhood branches are smaller and focused on providing services in the community. The seventeen district branches are larger, have larger collections, may offer special collections and services not available at the neighbourhood level, and provide more study space and technology. Exhibit 6 summarizes the average annual activity for the 79 neighbourhood branches, 17 district branches, and 2 Research and Reference libraries. Neighbourhood branches provide unique Intangible Benefits for communities Toronto Public Library branches deliver services and programs that are responsive to their local neighbourhoods and communities and the city as a whole. Each branch offers a unique blend of programs and services that reflect the demographic mix of the neighbourhood, while providing a gateway to the services of the library system. The Runnymede branch is a neighbourhood branch serving 11,000 residents. This 12,000-square-foot, stand-alone facility was first established in 1904 and relocated to its current location in It is a Heritage Toronto Property and an architectural landmark. The community includes a relatively high percentage of residents who speak English at home (87.4%) 11 and representative language collections in Polish, Russian and Ukrainian reflect the local demographics. Runnymede has a strong focus on informational and literary programs for adult audiences to reflect the growing population of seniors (16%). 12 With an engaged reading population, book clubs and literary programs are of high interest and include the eh List programs of Canadian author readings and a Polish book club. The branch also hosts programs with partners such as German storytelling for children with the Goethe Institute. Branch staff participate in Average annual activity varies by branch type Exhibit 6 Branch Type Neighbourhood District Research & Reference Count Visits 135, ,912 1,315,406 Collection Use 231, ,922 1,029,357 In-Library Use 46, , ,569 Average Activity Information Requests 46, , ,695 Holds Placed 46,478 89, ,831 Holds Available for Pick Up 43,160 77, ,050 Workstation Users 33, , ,306 Programs & Attendance 5,600 13,650 59,815 There s so much more to a book than just the reading. Maurice Sendak 27
35 TPL operates 98 branches across the city of Toronto Exhibit 7 the local Business Improvement Association and take an active part in local events including the annual Ukrainian street festival. On the other side of the city, the Malvern district branch is a large 26,000-square-foot branch co-located with the community recreation centre, creating a vibrant community hub. First established in 1958 as a deposit collection in a post office, the branch has grown with the Scarborough community and was reopened, after an extensive renovation in 2005, with a computer learning centre and enhanced community space, to serve a population of 77,000. Collections offered at Malvern respond to the languages and cultures of the local community. Malvern has a relatively high number of residents who speak a language other than English or French at home (35.1%) 13 (Exhibit 9). The branch collections reflect languages spoken in the community including Tamil, Gujarati, Urdu, Tagalog, Punjabi and Chinese. The Rita Cox Black and Caribbean Heritage Collection, which is housed at four branches across the city, including Malvern, celebrates the literary culture and history of the local community. Malvern is a community with 35% 14 of the population being children and youth. In response, the branch puts a particular focus on programming for youth (Exhibit 8). As examples, the branch has a youth advisory group and gaming nights and also offers youth employment workshops with local partners. Malvern branch staff connect with groups and agencies to develop local initiatives that respond directly to community priorities. The Pro Tech Media Lab, S.P.O.T. (Success, Power, Opportunity and Teamwork), adjacent and connected to the library, are strong examples of the power of local partnerships. This youth-led initiative provides a safe space for youth to meet, discover, create and connect, and also provides free access to technology which supports digital arts, animation, web design, photography, audio and video editing all developing new skills and broadening career choices. Community partners, including East Metro Youth Services, the Malvern Family Resources Centre, Action for Neighbourhood Change, the United Way and On Track Career and Employment Services, support the space. In 2012, Toronto Public Library circulated 1,073,340 etitles, including ebooks, eaudio, and evideo, an increase of 105% over So Much More: The Economic Impact of the Toronto Public Library on the City of Toronto
36 Age profile of Malvern and Runnymede residents differs 15 Exhibit 8 Resident Age 10% 54% 16% 61% 15% 20% Malvern 15% Runnymede *Columns do not add up to 100% due to rounding The Malvern and Runnymede communities speak different languages at home Exhibit 9 Language Spoken at Home 11% 32% 13% 83% 57% Malvern Runnymede *Columns do not add up to 100% due to rounding There s so much more to a book than just the reading. Maurice Sendak 29
37 The Malvern branch also offers ESL classes and employment resources in association with the Toronto East Quadrant Local Immigration Partnership. The University of Toronto Scarborough campus delivers courses at the branch providing a bridge to university for local residents. The intent of these two branch profiles is to demonstrate the closely integrated relationship between Toronto Public Library branches and their neighbourhoods. Programs and services offered in local library branches meet community needs. For each of the 98 branches located across the city, collections are built and programs delivered that provide customized value at the community level. TPL supports small business development and entrepreneurship Toronto s innovators, entrepreneurs and creators of today and tomorrow are participants in a global creative and knowledge economy. To succeed, they need information resources and strong technology support, as well as creative and collaborative spaces that encourage conversations, support co-working and co-creation, and stimulate and spark ideas. Also critical to fostering a creative economy are culture and cultural-related industries, which contribute to this city s economic success and enhance its residents quality of life. The City of Toronto s Collaborating for Competitiveness: A Strategic Plan for Accelerating Economic Growth and Job Creation in Toronto includes objectives to help small and medium-sized enterprises form and prosper and support individuals with good ideas and the requisite entrepreneurial spirit, drive and perseverance to grow their business. 19 Mentorship and guidance are needs that Toronto Public Library can fulfill through partnership-driven programs such as Business Inc. The Business Inc. Series, featuring an eight-week program in six branches, is a partnership between the library, the Toronto Public Library Foundation, the Toronto Business Development Centre, and the City of Toronto s Economic Development & Culture Division. Successfully initiated in the spring of 2011, the partnership enables Toronto Public Library to offer access to professional business planning expertise at an affordable, subsidized cost. During the series, participants network with other entrepreneurs, learn how to prepare a business plan, and have access to a business advisor along with other valuable business resources. At the conclusion of the program, candidates obtain a Business Seminar Series Certificate of Completion from the Toronto Business Development Centre and have an opportunity to apply for a small business loan. The program is also an excellent way for the library to increase awareness of business and financial services, which include a wide variety of books, etitles, online databases, programs, and in-branch resources. Toronto Public Library branches also provide flexible workspace that is in demand by many entrepreneurs and sole proprietors who need a space outside their home to get their businesses off the ground. These spaces facilitate collaboration as well as quiet study, and offer wired and Wi-Fi Internet access, a necessity for knowledge workers. 30 So Much More: The Economic Impact of the Toronto Public Library on the City of Toronto
38 Appendices
39 APPENDIX A: DATA TABLES & CALCULATIONS Collection Use Market values for circulated items are derived from retail prices sourced from Indigo Books & Music. Since items range in price depending on format and audience, conservative values are used. Some studies have applied a discount of 80% to account for the difference between borrowing and owning an item, while other studies assume 100% of the value; to demonstrate this range, both approaches are included in the calculation on the following page. It is important to recognize that Toronto Public Library has access to a much wider scope and diversity of items for purchase in comparison to retailers like Indigo. Many items in the Toronto Public Library collection are not available commercially, and many cannot be replaced, which represents a value that is not measured here. 32 So Much More: The Economic Impact of the Toronto Public Library on the City of Toronto
Strategic Plan 2012-2015: 2014 Work Plan
STAFF REPORT ACTION REQUIRED 10. Strategic Plan 2012-2015: 2014 Work Plan Date: March 24, 2014 To: From: Toronto Public Library Board City Librarian SUMMARY The purpose of this report is to present theMore information
Toronto Public Library 2015 OPERATING BUDGET OVERVIEW
OPERATING ANALYST NOTE Contents Overview & Recommendations I: 2015 2017 Service Overview and Plan 5 II: 2015 Recommended Budget by Service 15 III: Items for Discussion 29 Toronto Public Library 2015 OPERATINGMore information
LIBRARY ORGANIZATIONAL CHART City Librarian Graphics Technician Secretary Principal Librarian Clerk Librarian II Reference Librarian II Circulation Librarian III Children's Technician Librarian I ClerkMore information
Read. Learn. Create. Deliver
Attachment 2 Read. Learn. Create. Deliver VISION Toronto Public Library will be recognized as the world s leading library by informing and inspiring Toronto and its communities, making us all more resilient,More information
Strategic Plan 2016-2019 Library Board Consultation. Novella Room, Bram & Bluma Appel Salon June 9, 2015
Strategic Plan 2016-2019 Library Board Consultation Novella Room, Bram & Bluma Appel Salon June 9, 2015 Tonight s Session 1. Welcome Vickery and Anil 2. Plenary Remarks CISCO Questions/Discussion 3. PrinciplesMore information
MUEHL PUBLIC LIBRARY STRATEGIC PLAN 2014-2019. An addendum is attached with Service Responses. SR and numbers indicate which ones are applicable.
MUEHL PUBLIC LIBRARY STRATEGIC PLAN 2014-2019 An addendum is attached with Service Responses. SR and numbers indicate which ones are applicable. MISSION STATEMENT (SR 4, 7, 10, 11, and 12) The Muehl PublicMore information
Library Department Jill Bourne, City Librarian
Jill Bourne, City Librarian M I S S I O N The San José Public Library enriches lives by fostering lifelong learning and by ensuring that every member of the community has access to a vast array of ideasMore information
Target Audiences: Adults, teens, new voters
Library Service Responses From Strategic Planning for Results (2008) Be an Informed Citizen: Local, National and World Affairs Description: Residents will have the information they need to support andMore information
Canadians and Their Money Building a brighter financial future
Report of Recommendations on Financial Literacy EXECUTIVE SUMMARY AND RECOMMENDATIONS Canadians and Their Money Building a brighter financial future December 2010 Executive Summary Financial literacy isMore information
The City Librarian recommends that the Toronto Public Library Board:
STAFF REPORT ACTION REQUIRED 10. 2013 Audited Financial Statements Date: May 26, 2014 To: From: Toronto Public Library Board City Librarian SUMMARY The purpose of this report is to present the AuditedMore information
$ 5 $1 Invested Yields $5 Return $ 1 recently participated in a Return on Investment study conducted by the Library Research Service at the Colorado State Library. This study found a substantial returnMore information
The Corporation of the City of Greater Sudbury. Library Services. Strategic Plan
The Corporation of the City of Greater Sudbury Library Services Strategic Plan 2011-2015 Library Services Strategic Plan Table of Contents Executive Summary... 2 Introduction... 3 Community DevelopmentMore information
Submission to the Government of Canada's Standing Committee of Finance 2012 Federal Budget
Submission to the Government of Canada's Standing Committee of Finance 2012 Federal Budget Creative Spaces and Community Based Arts Programming for Children and Youth Prepared by: Linda Albright ExecutiveMore information
Arts Build Communities April 13, 2010
Written Testimony in Support of FY11 Appropriations for the National Endowment for the Arts Submitted by the Honorable Michael A. Nutter Mayor of Philadelphia, Pennsylvania House Appropriations SubcommitteeMore information
Immigrant Settlement Support Funding Guidelines
Immigrant Settlement Support Funding Guidelines Department of Post-Secondary Education, Training and Labour 2015-2016 This document is available online at www.gnb.ca/population For further informationMore information
2014/15 Annual Plan for British Columbia. Labour Market Development Agreement (LMDA)
2014/15 Annual Plan for British Columbia Labour Market Development Agreement (LMDA) Labour Market Development Agreement It is my pleasure to present the 2014/15 Annual Plan for the Labour Market DevelopmentMore information
2015/2016 Cycle 2 OTF Granting Investments
Approval of Community Investments and Ontario Fund Prepared for the Board of Directors March 24, 2016 OTF Granting Investments Introduction This is a summary of the OTF investments for its second and lastMore information
THE LIBRARY RENOVATION PROJECT: TO BETTER SERVE OUR COMMUNITY A PUBLIC/PRIVATE PARTNERSHIP TO REORGANIZE AND ENHANCE THE SERVICES OF THE WILBRAHAM PUBLIC LIBRARY Wilbraham Public Library 25 Crane ParkMore information
NCICU EXECUTIVE SUMMARY DEMONSTRATING THE ECONOMIC VALUE OF NORTH CAROLINA S INDEPENDENT COLLEGES AND UNIVERSITIES FEBRUARY 2015 FEBRUARY 2015 EXECUTIVE SUMMARY 1 EXECUTIVE SUMMARY North Carolina IndependentMore information
BEVERLY PUBLIC LIBRARY LONG RANGE PLAN FY 2013 2018 Mission Statement The Beverly Public Library provides services, programs and materials that enrich people's lives, foster a love of reading and provideMore information
Cultural Services FY 2014-16 Performance Plan
Contents I. Mission Statement... 1 II. Department Overview... 1 III. Program Description and Responsibilities... 1... 1 IV. Accomplishments for FY 2013-14... 2 V. Key Challenges and Outstanding Issues...More information
Economic Impact of the University of Gloucestershire
Economic Impact of the University of Gloucestershire A report to BiGGAR Economics Midlothian Innovation Centre Pentlandfield Roslin, Midlothian EH25 9RE 0131 440 9032 email@example.com www.biggareconomics.co.ukMore information
Top reasons Brampton has everything you need for your business to succeed
business services CHICAGO BRAMPTON DETROIT TORONTO BUFFALO NEW YORK MONTREAL BOSTON Top reasons Brampton has everything you need for your business to succeed Easy access to major markets and more thanMore information
Fort St John Public Library Strategic Plan: 2012-2015
Strategic Plan 2012-2015 1 Message from the Chair I am proud of the work done by our staff and Board to develop this Strategic Plan and we are looking forward to realizing the goals we ve set forth! WithMore information
Texas State University University Library Strategic Plan 2012 2017
Texas State University University Library Strategic Plan 2012 2017 Mission The University Library advances the teaching and research mission of the University and supports students, faculty, and otherMore information
AAppendix A: Details on Adult Education Programs and Related Services in Ontario. 54 Ontario Learns: Strengthening Our Adult Education System
AAppendix A: Details on Adult Education Programs and Related Services in Ontario 54 Ontario Learns: Strengthening Our Adult Education System In June 2004, information was gathered from Ontario governmentMore information
2015 Federal Pre-Budget Submission. The Honourable Joe Oliver Minister of Finance
2015 Federal Pre-Budget Submission The Honourable Joe Oliver Minister of Finance 2015 Introduction As one of Canada s largest and most diverse communities, the Region of Peel is an important hub of economicMore information
The Chesapeake Public Library Strategic Plan
The Chesapeake Public Library Strategic Plan 2015 2020 The Chesapeake Public Library is a significant and valuable asset to the City of Chesapeake. It is more than just a building. It is an inclusive andMore information
Ministry of Advanced Education 2015/16 2017/18 SERVICE PLAN February 2015 For more information on the British Columbia Ministry of Advanced Education, see Ministry Contact Information on Page 19 or contact:More information
Economic Impact of Trade & Consumer Shows
Economic Impact of Trade & Consumer Shows R ESEARCH C ONDUCTED BY M ARION J OPPE, P H.D. HS CHRIS C HOI, P H.D. D ONGKOO YUN, P H.D. ON BEHALF OF TOURISM TORONTO IN PARTNERSHIP WITH INTERNATIONAL CENTRE,More information
A PROFILE OF OTTAWA S MUSIC INDUSTRIES TABLE OF CONTENTS ACKNOWLEDGEMENTS...3 EXECUTIVE SUMMARY...4 1.0 INTRODUCTION...9 2.0 BACKGROUND...12 Team... 13 Goals... 13 Methodology... 14 City Profile... 15More information
Vancouver Art Gallery Pre-Budget Submission. Submission to the: House of Commons Standing Committee on Finance
Vancouver Art Gallery Pre-Budget Submission Submission to the: House of Commons Standing Committee on Finance August 6, 2014 About the Vancouver Art Gallery Founded in 1931, the Vancouver Art Gallery isMore information
FEBRUARY 2015 DEMONSTRATING THE COLLECTIVE ECONOMIC COLLECTIVE VALUE OF DEMONSTRATING ECONOMIC VALUE OF NORTH CAROLINA COMMUNITY COLLEGES NORTH CAROLINA COMMUNITY COLLEGES FEBRUARY 2015 MAIN REPORT 1 CONTENTSMore information
Cultural Development Fund Recommended One-Year Projects
Cultural Development Fund Recommended One-Year Projects Organization Belleville Public Library Bruce County Museum and Cultural Centre Canadian Art Foundation Canadian Arts Presenters Association Children'sMore information
Cultural Development Fund Recommended Two-Year Projects
Fund Recommended Two-Year Projects Organization Archives Association of Ontario Art Gallery of Hamilton Artists' Health Alliance $16,220 ArtsBuild Ontario $150,000 National Ballet School Centre3 for PrintMore information
BC s Colleges: Putting British Columbians First in Line
BC s Colleges: Putting British Columbians First in Line The Situation There are 985,100 job openings forecast by 2022; the largest percentage, 44 per cent, require a college education. Between 2019 andMore information
Budget Paper D UPDATE ON FISCAL ARRANGEMENTS Available in alternate formats upon request. Update on Fiscal Arrangements CONTENTS INTRODUCTION... 1 CURRENT TRANSFER ARRANGEMENTS... 1 Major Transfers toMore information
Director Search OMAHA PUBLIC LIBRARY 1 Our Great Community Known for its midwestern hospitality and welcoming residents, Omaha, a vibrant, progressive and diverse community of 419,000 people, is a greatMore information
Enabling Strategy. April 2013
Charting our Course Enabling Strategy Long INFORMATION Term Financial TECHNOLOGY Planning Strategy April 2013 Long Term Financial Planning Strategy The Long Term Financial Planning Strategy applies a disciplinedMore information
Page 1 of 9. Strategic Plan Draft: Updated September 14, 2012
Oregon Arts Commission Strategic Plan 2011 2016 Values, goals, philosophy approved at Oregon Arts Commission teleconference, February 1, 2011 Plan elements confirmed September 30, 2011 Commission meetingMore information
Document 1 CITY OF OTTAWA MUNICIPAL IMMIGRATION STRATEGY Attraction Retention Integration Figure 1 Immigration Strategy Pillars: Attraction, Retention and Integration Strategic Community Initiatives BranchMore information
You made record profits in 2012. How are you giving back to communities? 9,000+ donated to. United Way
COMMUNITY In this section Priorities, 2012 Performance highlights and 2013 Plans 95 Our approach: Donations and sponsorships 97 Donations at glance 98 Employee contributions 99 Impact 100 How we give 101More information
Library SWOT Analysis: Strengths
Library SWOT Analysis: Strengths Interiors are visually more appealing Successful reallocation of space Dedicated staff that wants to improve library services Good customer service Initiated successionMore information
Swindon Borough Council Diversity Impact Assessment for reduction of funding for Culture Education Service
Swindon Borough Council Diversity Impact Assessment for reduction of funding for Culture Education Service 1 What s it about? Refer to equality duties What s it there for? What s it set up to deliver?More information
6. Social & Community Facilities
6.1. Objectives The built environment, with appropriate housing, public spaces and community facilities provides a basic platform to ensure residents have the best opportunity to build their own community.More information
Boston Public Library Action Plan FY11
Boston Public Library Action Plan FY11 Adopted by the Board of Trustees of the Public Library of the City of Boston November 17, 2009 The Boston Public Library Developing a Strategic Framework for theMore information
The Impacts of the Montgomery County Public Schools Proposed 2016 Budget on Montgomery County and the State of Maryland Economies
The Impacts of the Montgomery County Public Schools Proposed 2016 Budget on Montgomery County and the State of Maryland Economies By Stephen S. Fuller, Ph.D. Dwight Schar Faculty Chair and University professorMore information
NEWCOMER SKILLS AT WORK: A PROPOSAL FOR PAID INTERNSHIPS The Mennonite New Life Centre works to support the settlement and integration of newcomers through holistic services and community engagement. InMore information
City of St. Petersburg Arts Advisory Committee
I City of St. Petersburg Arts Advisory Committee t I I t I Vi 1s,1ons... fi.. _,:or a M Mi. 11.. 1 /ew, 1.,/1: ienn1um Executive Summary of the Community Cultural Plan . ~.... Plan s and Weave the artsMore information
Florida Statewide Digital Initiative: Digital Action Plan 2015-18
Florida Statewide Digital Initiative: Digital Action Plan 2015-18 By Liz Bishoff, Tom Clareson and the Florida Statewide Digital Initiative Steering Committee, May 2014 Florida Statewide Digital InitiativeMore information
Economic Impacts of MLS Home Sales and Purchases in Canada and the Provinces
Economic Impacts of MLS Home Sales and Purchases in Canada and the Provinces Economic Impacts of MLS Home Sales and Purchases in Canada and the Provinces Prepared for: The Canadian Real Estate AssociationMore information
Staffing Analysis and Planning Clinic
Staffing Analysis and Planning Clinic Staffing Analysis and Planning Clinic Southern Ontario Library Service 111, rue Peter Street Suite/bureau 902 Toronto, ON M5V 2H1 416-961-1669 1-800-387-5765 416-961-5122More information
2015 Economic Impact Study of the Museum of Fine Arts, Boston
2015 Economic Impact Study of the Museum of Fine Arts, Boston Table of Contents Chapter 1. Summary... 3 Classification of Impacts... 3 Streams of Impacts... 5 Major Sources Used in This Study... 10 ChapterMore information
YALSA s Competencies for Librarians Serving Youth: Young Adults Deserve the Best
Updated January 2010 Introduction The Young Adult Library Services Association (YALSA), a division of the American Library Association (ALA) that supports library services to teens, developed these competenciesMore information
The Funding Guide A FUNDING RESOURCE FOR BUSINESSES & NON-PROFIT ORGANIZATIONS. Sponsored by:
The Funding Guide A FUNDING RESOURCE FOR BUSINESSES & NON-PROFIT ORGANIZATIONS Sponsored by: Table of Contents About This Guide 1 Top 10 Tips when preparing Funding Applications 1 Programs & Services NECOMore information
Franklin Public Library Strategic Plan 2014-2019
Franklin Public Library Strategic Plan 2014-2019 Approved January 27th, 2014 Introduction In 2013, the Library Board of Directors initiated a strategic planning process to assess community needs. FromMore information
LOUISVILLE FREE PUBLIC LIBRARY Louisville, Kentucky, a city rich both in tradition and innovation, is the largest city in the bluegrass state. High on the top ten lists of most livable cities, best familyMore information
Building on the Past. A Proud History Dating Back to 1864
STRATEGIC PLAN 2012-2016 1 Introduction The Oshawa Public Libraries is committed to providing innovative and responsive library service to the people of Oshawa. We have created this strategic plan to guideMore information
Cultural Facility Planning & Development Self-Assessment Checklist
Cultural Facility Planning & Development Self-Assessment Checklist This self-assessment checklist was created in collaboration with the Vancouver arts and cultural community as part of the developmentMore information
2006-2007 SCHOOL AUTHORITIES FUNDING MANUAL FOR SCHOOL AUTHORITIES RENEWED FRAMEWORK FOR FUNDING SCHOOL JURISDICTIONS PRINCIPLES AND PILLARS OF THE RENEWED FUNDING FRAMEWORK Public education is a commitmentMore information
READY KIDS DENVER Ready Kids, Ready Families, Ready Communities Initiative A Proposal for Educational Achievement and Workforce Excellence
READY KIDS DENVER Ready Kids, Ready Families, Ready Communities Initiative A Proposal for Educational Achievement and Workforce Excellence With elections in May for a new Mayor and all thirteen City CouncilMore information
Library Services/Resources Summary Criminal Justice Program
352-395-5409 firstname.lastname@example.com Library Services/Resources Summary Criminal Justice Program Mission The mission of the L. W. Tyree Library, located on the Northwest campus, is to serve all Santa FeMore information
December 1, 2014. Dear Premier Prentice:
December 1, 2014 Dear Premier Prentice: Alberta s capital city is facing unprecedented population growth pressures. We are Canada s fastest-growing city in Canada s fastestgrowing province an economicMore information
Strategic Plan Lincoln City Libraries Lincoln, Nebraska
Strategic Plan 2014 2017 Lincoln City Libraries Lincoln, Nebraska Community Needs, Library Goals, Objectives SUCCESS, ACCESS, ACHIEVEMENT, OPPORTUNITY GOAL 1 SUCCESS The resources of Lincoln City LibrariesMore information
COMMUNITY COLLABORATION CONVERSATIONS. Building COMMUNITY through COLLABORATION and CONVERSATIONS
BERKELEY PUBLIC LIBRARY: FY2016-18 STRATEGIC PLAN In January 2014, the Library commenced a year-long, community-driven information gathering and strategic planning process by engaging and conversing withMore information
Toronto Arts Facts #TOArts 1
Toronto Arts Facts #TOArts 1 2 DID YOU KNOW... Toronto Arts Facts gathers together key information about the arts in Toronto, compiled from a wide variety of research studies and statistical resources.More information
Massachusetts Community Colleges
Massachusetts Community Colleges CONTENTS Executive Summary... 1 The Massachusetts Community Colleges - Benefits to Students and the Commonwealth... 3 The Massachusetts Community Colleges - Benefits toMore information
Presentation of the Results of the Public and Visitor Surveys to the Toronto Public Library Board. February, 2013
Presentation of the Results of the Public and Visitor Surveys to the Toronto Public Library Board February, 2013 Objectives and Methodology The purpose of the surveys reported in this presentation wasMore information
Living Within Our Means: Affordable Solutions for Canada s Co-operative Housing
Brief to the Standing Committee on Finance 2014 Pre-Budget Consultations Living Within Our Means: Affordable Solutions for Canada s Co-operative Housing Nicholas Gazzard, Executive Director Co-operativeMore information
City of Toronto STRATEGIC ACTIONS 2013-2018
City of Toronto STRATEGIC ACTIONS 2013-2018 Contents Message from the City Manager 2 Council s Strategic Plan 3 Developing Strategic Actions 6 Strategic Actions 2013-2018 7 City Building 8 Economic VitalityMore information
Value DEMONSTRATING THE ECONOMIC NORTH CAROLINA A&T STATE UNIVERSITY TO THE PIEDMONT TRIAD AND THE STATE OF NORTH CAROLINA
Value DEMONSTRATING THE ECONOMIC OF NORTH CAROLINA A&T STATE UNIVERSITY TO THE PIEDMONT TRIAD AND THE STATE OF NORTH CAROLINA JANUARY 2015 NORTH CAROLINA AGRICULTURAL AND TECHNICAL STATE UNIVERSITY (N.C.More information
DRAFT FOR PUBLIC REVIEW Portland Plan Phase III: Education Strategy www.pdxplan.com What are the goals of this strategy? Improve student success through community-wide collaborative efforts, address theMore information
Building the Creative Economy on Prince Edward Island
Building the Creative Economy on Prince Edward Island A Presentation by Andrew David Terris Principal, ARTS NOVA Cultural Research and Consulting Chair, Research Committee, Nova Scotia Cultural ActionMore information
Total uses every year 33 M
Slide 1 The Ottawa Public Library has gone through many evolutions since the days of the card catalogue. You ll see that it is both relevant and busier today than ever. Slide 2 Total uses every year 33More information
Supporting our teachers
Recognise. Respect. Value. Policy direction overview Discussion paper two Better schools Better future Supporting our teachers We can all recall a teacher who made a difference a teacher who inspired us,More information
Canada Student Loans Program Review: Seneca College Recommendations
Canada Student Loans Program Review: Seneca College Recommendations Seneca College s submission to the Canada Student Loan Program (CSLP) Review has been developed based upon a number of distinctive characteristicsMore information
Department of Parks and Recreation
www.dpr.dc.gov Telephone: 202-673-7647 (HA0) % FY 2014 FY 2015 FY 2016 from Description Actual Approved Proposed FY 2015 Operating Budget $39,035,118 $45,561,683 $44,252,694-2.9 FTEs 501.5 601.0 602.0More information
Ontario Association of Certified Engineering Technicians & Technologists (OACETT) Suite 404, 10 Four Seasons Place Toronto ON M9B 6H7
To assist our internationally educated members, OACETT has compiled the following list that highlights some of the many resources available to help with employment and skills development. OACETT ResourcesMore information
The economic impact of Inver Hills Community College
The economic impact of Inver Hills Community College M A Y 2 0 1 3 The economic impact of May 2013 Prepared by: Jose Y. Diaz and Gabriel Pina Wilder Research 451 Lexington Parkway North Saint Paul, MinnesotaMore information
WHITE PAPER. Measuring the Impact of High School Completion for Adult Learners. Career Online High School
WHITE PAPER Measuring the Impact of High School Completion for Adult Learners Career Online High School Student Graduate Employee Measuring the Impact of High School Completion for Adult Learners ChangingMore information
Public Consultation on the Library s 2015 Budget. Presentation to the Toronto Public Library Board Tuesday February 17, 2015
Public Consultation on the Library s 2015 Budget Presentation to the Toronto Public Library Board Tuesday February 17, 2015 Public Consultations Overview of tonight s presentation Public Engagement ProcessMore information
Ministry of the Economy. Plan for saskatchewan.ca
Ministry of the Economy Plan for 2015-16 saskatchewan.ca Statement from the Ministers It is our pleasure to present the Ministry of the Economy s Operational Plan for 2015-16. This plan is the blueprintMore information
USE OF LIBRARY SPACE FOR ART EXHIBITS POLICY. Section II General Policies - Miscellaneous
General Policies-Miscellaneous Section: II: Use of Library Space for Page 1 POLICY: SECTION: USE OF LIBRARY SPACE FOR ART EXHIBITS POLICY Section II General Policies - Miscellaneous MOTION#/DATE: 07-095More information
2014 Mandate letter: Health and Long-Term Care
ontario.ca/bxuw 2014 Mandate letter: Health and Long-Term Care Premier's instructions to the Minister on priorities for the year 2014 September 25, 2014 The Honourable Dr. Eric Hoskins Minister of HealthMore information
Appendix 1: E-survey questionnaire Income generation by public libraries and public library ethos in the UK
Supplementary file to: Pautz, H. and Poulter, A. (2014) Public libraries in the age of austerity : income generation and public library ethos, Library and Information Research, 38(117), 20-36. AppendixMore information
Clark College. Strategic Plan {2015-2020}
Clark College Strategic Plan {2015-2020} 2 3 Purpose A strategic plan is a story one told by many authors, and for many audiences. Taken as a whole, the Clark College 2015-2020 Strategic Plan tells theMore information
DRAFT May 29, A Human Capital Renewal Strategy for Ontario s Nonprofit Sector A Discussion Paper
DRAFT May 29, 2012 A Human Capital Renewal Strategy for Ontario s Nonprofit Sector A Discussion Paper May 2012 There are two components to potential growth the labour force and productivity. [...] DataMore information
FREQUENTLY ASKED QUESTIONS The SMART FAQS are provided to answer questions regarding the SMART Initiative and will be updated on an ongoing basis. 1. Q: What is a General Obligation Bond referendum andMore information
Business Plan: Community Centres
Business Plan: Community Centres How does this service contribute to the results identified in the City of London Strategic Plan? We invest in our network of Community Centres as the places where residentsMore information
Criteria & Guidelines
NATIONAL ASSOCIATION OF FRIENDSHIP CENTRES & ABORIGINAL FRIENDSHIP CENTRES OF SASKATCHEWAN Community Capacity Support (CCS) Program Criteria & Guidelines Table of Contents Community Capacity Support ProgramMore information
University of Bradford N/A N/A N/A
UNIVERSITY OF BRADFORD Faculty of Social Sciences Bradford Centre for International Development Programme title: MSc in Development and Project Planning Awarding and teaching institution: Final award andMore information
BLUEWATER DISTRICT SCHOOL BOARD BUDGET 101 Revised: April 2010 BUDGET QUICK FACTS The mill rate for education is a standard rate across the province of Ontario. The amount of money Bluewater District SchoolMore information
Yukon Annual Report to PTPLC May 2010
Yukon Annual Report to PTPLC May 2010 Mission and Mandate To support the growth and development of Yukon people, associations, and communities through a public libraries network by providing communityMore information
INTERNATIONAL GRADUATE SCHOOL OF BUSINESS MBA IS AN MBA RIGHT FOR YOU? THE MBA THAT S S AHEAD OF OF THE THE REST REST Is an MBA right for me? Over the years we ve helped thousands answer this question.More information
Evaluating the Social Impact of the OCLF/Alterna Community Micro Loan Program
Carleton Centre for Community Innovation Evaluating the Social Impact of the OCLF/Alterna Community Micro Loan Program 2009-2010 Survey: findings, comparison and analysis Arjun Langford Evaluator CarletonMore information
White Plains Public Library Strategic Plan: 2012-2015
White Plains Public Library Strategic Plan: 2012-2015 Executive Summary The White Plains Public Library engaged in a strategic planning process in spring 2012 to produce goals that would guide the libraryMore information
Dallas Cowboys Training Camp
UCSB Economic Forecast Project Dallas Cowboys Training Camp Economic Impact Study: City of Oxnard and Ventura County UCSB Economic Forecast Project December 4, 2012 Executive Summary 52,141 people attendedMore information
Attachment 1. Principles, Priorities, and Actions for Economic Renewal and Development for the City of Seattle
Attachment 1 Principles, Priorities, and Actions for Economic Renewal and Development for the City of Seattle Quality of Life A livable city requires that we retain and improve the character of Seattle,More information
Living and Working in the Clutha District
Living and Working in the Clutha District Adopted 18 June 2015 CONTENTS Introduction... 2 Demographic Profile Of The Clutha District... 4 Guiding Principles... 7 Employment... 9 Demographics/People...More information
The Economic Value of the Northport-East Northport Public Library In Suffolk County, New York
The Economic Value of the Northport-East Northport Public Library In Suffolk County, New York Executive Summary By Dr. Pearl M. Kamer, Chief Economist Long Island Association, Inc. At the request of theMore information