1. Federation Of Ontario Public Libraries Business Plan Prepared for the Strategic Directions Council  By Janus Global Consulting Inc. In Collaboration With ASM Consultants January 2004 Highlights

2. Outline of Presentation • Responding to the Action Calls - The Long and Winding Road • Contributions to Date • Designing the Federation • Crafting the Federation’s Mandate  • Funding Requirements and Source of Funds • Potential Fee Structure • Relationship Building - Avoiding the Layering Effect • Assuring Good Governance, Membership/Caucuses/Board/Advisory Committee & Task Force • Implementation Plan 1

3. The Long And Winding Road …..From “Once Place to Look” to Our Business Plan “One Place to Look,”1990 The public library community must establish “ an office that will (sic) co-ordinate and develop an integrated province-wide public library information net work, and that will support activities and programmes to improve the provision of province-wide public library services.” “Building Value Together,”2002 The public library community must “create a viable organization with responsibilities and the authority to act in the collective interest of Ontario public libraries.” In May 2003the Strategic Directions Council approved Terms of Reference and appointed a Federation Implementation Task Force. 2

4. The Long And Winding Road …..From Once Place to Look to the Business Plan In July 2003 a Request For Proposal was issued to procure the services of consultants to develop a business plan for the proposed Federation. In October 2003 we engaged Janus Global Consulting/ASM Consultants. • Since October 2003 the consultants have: • Provided analytical support, trend analysis, • Met four times with the task force, • Conducted an on-line survey • Interviewed over twenty stakeholders • Met with the Strategic Directions Council • There were several iterations of the business plan. • Our business plan is the result of our combined efforts. 3

5. Contributions to Date As of January 16th, 97 libraries have contributed $28,626.00 towards the development of the Business Plan and 4 other have contributed $2,950 contingent on grant funding from the Ministry Of Culture totaling $31,576 We are awaiting approval from the Ministry for matching funds so we can take the business plan development to the next stage 4

6. Designing The Federation • Affordable and Equitable • Sustainable • Scaleable • Effective and Efficient   • Value for Membership • Inclusive • Collaborative • Voluntary • Membership-Driven 5

7. Crafting The Federation’s Mandate • Four Pillars • Research • Marketing • Advocacy • Consortia Purchasing 6

8. Funding Requirements 7

9. Source of Funds 8

10. . Relationship Building: Avoiding The Layering Effect An important question the federation will have to address early in its existence is the relationship it should assume with the Ontario Library Service units – the Southern Ontario Library Service (SOLS) and the Ontario Library Service-North (OLS-N). Anatural division of services is apparent, however, whereby the federation would advocate and undertake strategic initiatives and the OLSs would continue to provide an array of operating assistance to those libraries who need it. A range of formal organizational alternatives should be seriously explored including at a minimum co-location and in-kind support leading to a joint venture or a full merger 9

11. Potential Fee Structure 10

12. Assuring Good Governance • Inclusive • Transparent and accountable • Responsive – Decision-making • Recognizes local independence 11

13. Suggested Governance Organization Member Representatives From Each Board 6 Caucuses 23 Member Governing Board 12

14. Six Caucuses • Small/Medium Urban Caucus – 4 members • Large Urban Caucus – 6 members • Rural Caucus – 2 members • Northern Caucus – 2 members • Toronto (no caucus required) – 4 members • Francophone Public Libraries Caucus –2 members • First Nations Public Libraries Caucus - 2 members 13

15. Suggested Governance Organization Board Appointed/Directed Task Forces and Working Groups Advisory Council President and Staff 14

16. Implementation Plan – Next Steps • The SDC is the obvious unit to serve as a steering committee during this transition process. Following the SuperConference, it could take responsibility for the following: • Chartering the federation as a corporation without share capital • Finalizing a membership fee schedule and arranging to solicit members • Initiating a search for the federation’s founding President • Arranging for suitable office space and other support & A milestone review at the end of Year Two 15