STRATEGIC PLAN 2023 – 2027 JANUARY 2025 UPDATE EUCLID PUBLIC LIBRARY
4 OUR STATUS Since the Euclid Public Library’s Board of Trustees adopted the 2023–2027 Strategic Plan on July 18, 2023, significant progress has been made toward achieving our vision for the library’s future. This update outlines our ongoing efforts and accomplishments as we strive to meet the plan’s four strategic goals: 1. Providing accessible, functional, and current library spaces. 2. Elevating programs, resources, and services for all. 3. Cultivating staff services. 4. Fostering continuous community connections and partnerships. 2
5 OUR STATUS EUCLID PUBLIC LIBRARY STRATEGIC PLAN TABLE OF CONTENTS OUR STATUS 2 OUR MISSION 4 OUR VISION 4 OUR VALUES 4 OUR FUTURE/STRATEGIC GOALS 5 Guided by the data collected through focus groups, surveys, and the Facility Master Plan, we have prioritized enhancements that align with our mission of excellence, professionalism, and learning. Survey results show that community members highly value the library’s current location and its diverse offerings while highlighting opportunities for growth, such as expanded programming, improved technology, and updated spaces for learning and social connection. In the past two years, we’ve addressed many of these needs, from approving the Facility Master Plan, which will upgrade technology, expand interactive learning spaces, and improve services for children, teens, and seniors. We’ve also begun implementing unique ideas suggested by Euclid residents, including plans for a Business Resource Center, enhanced entryways, and a potential new library location in the Southeastern location of Euclid. As we continue to implement the objectives of the 2023–2027 Strategic Plan, we remain deeply committed to our role as a hub for learning, connection, and inspiration in this vibrant community. Together, we are building a library that reflects Euclid’s character, values, and vision for the future. 3
6 Each and every day, Euclid Public Library is committed to our mission of: Excellence – Delivering superior quality service. Professionalism – Providing a standard of ethics for patron privacy and a respect for inquiry of information. Learning – Assisting patrons through experience, exploration, and education. To be the gem of the community. LITERACY We are committed to nurturing the power of reading and lifelong learning through a rich and diverse collection. EQUITY We are committed to respecting the diversity of our community and staff and providing a safe and welcoming space for all. We will treat everyone with dignity and empathy. ACCESS We are committed to providing equal and (open access) to services, programming, and resources. ADAPTABILITY We are committed to remaining flexible and agile to meet the needs of our ever-changing community. FISCAL RESPONSIBILITY We are committed to acting as responsible stewards of community resources and providing a consistently, high-quality experience. OUR MISSION OUR VISION OUR VALUES EUCLID PUBLIC LIBRARY STRATEGIC PLAN 4 OUR MISSION / OUR VISION / OUR VALUES
7 STRATEGIC GOALS EUCLID PUBLIC LIBRARY STRATEGIC PLAN GOAL 1 : PROVIDE ACCESSIBLE, FUNCTIONAL, AND CURRENT LIBRARY SPACES. OUR FUTURE: OUR FUTURE: STRATEGIC GOALS Objectives and Action Items: 1. Create effective and ergonomic staff work spaces. Worked with Bialosky Cleveland and RFC Contracting to design a remodeled Euclid Public Library with new staff work spaces and furniture. 2. Temporary locations have been identified and moving plans have started. Staff moved into the Lakeview Enterprise location on January 31, 2025. 3. Ensure a welcoming, safe, and flexible environment. Continued to implement the Adult Chaperone Guidelines. Incidents have decreased by 76% since the start of the AC Guidelines. 4. Modernize library infrastructure. Received the Cuyahoga County Board of Developmental Disabilities Grant ($10,000) to purchase a Universal Changing Station. This unit will be installed by 2026. Received a $500,000 One-Time Strategic Investment Grant from the State of Ohio. Plans are being developed to renovate a location on the Southeastern location in the city in partnership with the City of Euclid. Main Library renovation design was completed in late 2024 with Bialosky Cleveland. The renovation will begin in early 2025 and completion is expected in early 2026. GMP 1 was received for the EPL at 185th location. Repairs have started at this location. Provide accessible, functional, and current library spaces. 1 Elevate programs, resources, and service for all. 2 Cultivate staff service. 3 Foster continuous community connections and partnerships. 4 5
8 GOAL 2 : ELEVATE PROGRAMS, RESOURCES, AND SERVICES FOR ALL. Objectives and Action Items: 1. Develop and implement methods for ongoing assessment of the entire library organization. • ADM should seek ways to better coordinate reports and assessments for easy interpretation and use. Implemented new template for Manager and Supervisor monthly reports. • ASD should develop and implement methods to assess programs (surveys), services, and resources (Collection HQ reports and Analytic Station Reports) for adults. Adult Services completed an assessment of Hoopla through their platform. Reduced cost by decreasing number of check-outs available to the public (from 20-15 for each patron). Used Analytic Station to assess the entire collection to weed for the upcoming move and renovation. Evaluated periodicals through Analytic Station. • CIRC developed and implement methods to assess services (Passports, faxing, copying, holds, etc.) for patrons. Completed the National Acceptance Passport Audit and received a 100% score. Patron requested that faxing services be changed from fee based to free. This request was presented to the Board of Trustees in 2024. ADM researched the fee structure in neighboring libraries. The Board approved the fee structure change at the February 2025 Board meeting. • FISCAL should develop and implement methods to assess budgetary needs for the Euclid Public Library. Fiscal worked with BS & A and launched a new software that provides an updated system for budget reports and check processing. Fiscal staff completed initial planning sessions with BS & A this summer and fall of 2024. Training was completed in November and December 2024. System was fully implemented January 2025. • MNT should develop and implement method to assess the current facility and prepare for a new facility or remodel. Marketing and Communications regularly participates in Facility Design Team meetings, meetings with Bialosky Cleveland, Turner Construction, and RFC Design. Participated in Facility Master Plan process to determine building needs. • MKT should develop and implement method to assess current marketing and promotional tools, including social media platforms. Working with Bialosky Cleveland and Frozen Creative, a new look was created to keep the public informed about upcoming changes to the facility. Completed branding survey with Frozen Creative to assess needs for the visual brand identity which will be launched in 2026. 2024-2025 –EPL is using the new temporary logo and a new website design was launched in March 2025. Marketing team started using the CLEVNET product Patron Point in January 2024 for the Friends of the Library newsletter and a Renovation Town Hall Invite. CLEVNET discontinued use of this product in late 2024, replacing it with MessageBee. EPL launched the new service with the Friends of the Library 2025 newsletter. EPL switched all newsletter platforms from Constant Contact to MessageBee in February 2025. • OUT should develop and implement method to assess Outreach programs (surveys), services (book kits), and resources (Collection HQ Reports and Analytic Station Reports) for Outreach patrons. Outreach surveyed patrons about reading preferences in 2024. The survey was useful in providing more targeted and better services to Outreach patrons. Developed a form for book group members at the Euclid Senior Center to collect information on preferences EUCLID PUBLIC LIBRARY STRATEGIC PLAN 6
9 OUR FUTURE: STRATEGIC GOALS for format and delivery for discussion books. Used Analytic Station to assess the entire collection to weed for the upcoming move and renovation. • PAGE should develop and implement method to assess shelving in Adult and Youth Services sections in the library. Continued to measure the number of carts that are shelved per day, by employee. • SAFETY should develop and implement method to assess patron and staff safety at the Euclid Public Library. Safety worked with ADM to update staff training for Senior in Charge staff and Non-Senior in Charge staff. To date, all staff have completed required training and the Safety Manager continued to work with the City of Euclid, Euclid City School District, and other local schools to stay aware of issues. Safety staff completed Safety & De-Escalation Foundation for Front Line Staff with Library Journal. Euclid Public Library contracted with Case Western Reserve University and the Hope Task Force to host gun violence prevention listening sessions in November 2024. These sessions were for the public and generated ideas for the library, City, and School District to use to create a safer community for everyone. Restrictions have decreased by 76% since the start of the Adult Chaperone Guidelines. • TECHNOLOGY should develop and implement method to assess current and future technology needs for the patrons and staff of Euclid Public Library. Technology team regularly participated in Facility Design Team meetings, meetings with Bialosky Cleveland, Turner Construction, and RFC Design. Participated in Facility Master Plan process to determine the technology needs for the staff and public. Technology also worked with CLEVNET and OPLIN to install Spectrum lines for the temporary locations. • TECHNICAL SERVICES should develop and implement method to assess current and future collection needs for the patrons and staff of Euclid Public Library. All TSD staff trained on Analytic station – completed in April 2024 TSD started a “cutter” program to re-label spine labels and include acquisition dates to improve patron discovery. • YOUTH should develop and implement method to assess programs (surveys), services (Teacher Requests), and resources (Collection HQ Reports and Analytic Station Reports) for Youth Services patrons. Youth Services completed an assessment of Hoopla through their platform. Reduced cost by decreasing number of check-outs available to the public (from 20-15 for each patron). Used Analytic Station to assess the entire collection to weed for the upcoming move and renovation. 2. Update equipment and technology for programs and services. • ADM: Review and update policies to support equipment and technology for programs and services. The ADM team regularly participated in Facility Design Team meetings, meetings with Bialosky Cleveland, Turner Construction, and RFC Design. Participated in Facility Master Plan process to determine the equipment and technology needs for upcoming programs and services. Modified services and equipment have been planned for EPL at 185th. Initial discussions have been had to determine services and equipment at the Southeastern location. Equipment and technology needs have been identified and are properly shown in the renderings provided by Bialosky Cleveland. • ASD: Review and update equipment and technology for programs and services for adult patrons (Digitization) Adult Services updated curricula for all computer classes. Computer classes are being offered at Shore Cultural Centre. Meetings were held with the USPTO to determine if EPL can offer specialized services at the newly remodeled building. Additional meetings have continued in 2025. Digitation efforts have been included in the planning process for the Southeastern location. • CIRC & TSD: Review and update equipment and technology for programs and services for patrons (Photobooth, Faxing Equipment, etc.) EUCLID PUBLIC LIBRARY STRATEGIC PLAN 7
10 Quotes were received for Automated Materials Handling Services for the newly remodeled Main library. Photobooths were also researched and this equipment will not work for Euclid Public Library. It does not work for all passport issues. • FISCAL: Review and update equipment and technology for programs and services to support the Fiscal Services Department (Fiscal Servers, KVS -Cloud, and PayCor -online performance evaluations). New BS & A Software implemented and now allows for new reporting to the Board of Trustees and staff. • MNT: Review and update equipment and technology for programs and services to support the Maintenance Department (Remodel of Safety Manager Office, Marketing & Communications Manager Office, and Technology Staff Work Room). All Departments participated in renovation meetings and will be remodeled as part of the overall redesign of the Euclid Public Library. • MKT: Review and update equipment and technology for programs and services to support the Marketing & Communications needs of the library (VR Programming, outdoor audio equipment, indoor speaker/ microphone equipment, and Patron Point). Marketing Staff completed Patron Point and Message Bee Training for newsletters and patron communication. Message Bee will be the new platform moving forward. Marketing staff completed ASPEN Training for the new patron catalog, which launched October 28, 2024. Marketing staff attended the Library Marketing and Communications 2024 Conference. VR headsets were decreased and old headsets were replaced. Multimedia and Communications specialist created 360-degree videos of the Main library and temporary locations. • OUT: Review and update equipment and technology for programs and services to support the Outreach needs of the library (Vehicles and possible LSTA Grant to add technology on the road). Transitioned from iPad and YouTube music to the business phone and Spotify – June 2024. Purchased new table covers for community events. • PAGE: Review and update equipment and technology for programs and services to support the Page Department needs of the library. Number of carts were assessed for upcoming renovation and move. Approximately 6 carts were donated to Euclid High School’s library. • SAFETY: Review and update equipment and technology for programs and services to support the Safety Department needs of the library (Remodel Safety Manager Office and Workroom, review Exaq vision equipment, and review safety equipment). Safety Department received permission from Euclid Schools to use a communication line for Motorola walkie talkies. Purchased six devices to use to help keep staff and the public safe. Courtesy phones were updated to prevent prank calls to 911. Staff attended a safety conference to research surveillance cameras for the upcoming renovation. Separate meetings/presentations were also had to review security camera options for the library. • TECH: Review and update equipment and technology for programs and services to support the Technology needs of the library (Servers, gaming equipment, patron and staff computers, Microsoft Tenant Agreement, and preparing technology options for future remodel or rebuild). Fax line was updated to go through the CLEVNET System. Staff attended a safety conference to research surveillance cameras for the upcoming renovation. Separate meetings/presentations (Avigilon) were also had to review security camera options for the library. • YSD: Review and update equipment and technology for programs and services to support the Youth Services needs of the library (iPad/iPad Station, laptops, and other equipment used in Youth Services). Storytime Collection was assessed and weeded in preparation for the renovation and move to temporary EUCLID PUBLIC LIBRARY STRATEGIC PLAN 8
11 locations. YSD Manager assessed and provided feedback regarding the new interactive play space in the Children’s Department. YSD Manager assessed and provided feedback regarding the layout and equipment needs in the Teen Department, including new gaming equipment. 3. Boost community awareness. • ADM: Assign staff to attend City Council and School Board Meetings each month and sharing monthly or quarterly updates regarding the library with each group. Staff attended Euclid School Board Meetings and City Council Meetings. Will continue to attend meetings in the future. In addition, staff attended Euclid School PTA Meetings. • ASD: Assign staff members to participate or serve with certain organizations (Chamber of Commerce, etc.) and reporting back to library Administration. Staff attended regular Euclid Chamber of Commerce meetings and Coffee Connections. Manager is serving on the Board of the Euclid Hunger Center. • FISCAL: Assign staff members to attend certain community events (City State of the Union, Chamber of Commerce Annual Awards Dinner, etc.) Staff attended the State of Union for the City of Euclid. • MNT: Assign staff members assist with community meeting room events (set-up and take-down). Staff provided set-up and take down for various community events, including the 2024 Reading Festival, Juneteenth Concerts, Hillcrest Band Concert, Friends of the Library Booksales, and the Memorial Day Parade. • MKT: Assign staff members to showcase partnerships through print and online platforms. Staff completed Cuyahoga Reads promotional materials, including bookmarks, posters, and social media items. Completed a final report and video in 2025. Partnered with the Euclid School District and City of Euclid to promote the Community wide Eclipse Festival. Partnered with the American Library Association’s Coretta Scott King Book Award Round Table to create promotional materials for CSKBART events, including the 55th Anniversary. Partnered with East Cleveland Public Library to host author events, such as Jonathan Abrams, author of The Oral History of Hip Hop. Created promotional materials for both print and online. Partnered with the Cleveland International Film Festival. Created promotional materials for print and online. Created promotional materials in partnership with the Euclid Chamber of Commerce for the Small Business Month and Breakfast with the Mayor. Hosted the Fireside Chat with Euclid School District Superintendent Chris Papouras. Hosted a Town Hall Meeting with Ohio Senator Kent Smith. • OUT: Assign staff members to participate at community events (Memorial Day Parade, 200th Street Stroll, Holiday Lighting Event, Senior Events, and Back to School Events). Staff participated in all events listed above. Worked with the Marketing Department to promote the Winter Reading Program on the library vehicle. Participated in the Early Learning Village Carnival and the Ss. Robert’s and Williams Summer Sizzle. • PAGE: Assign staff members sections of the collection to maintain and update library displays and promotional racks. • SAFETY: Partner with the Marketing Department and Youth Services Department to create a student of the month recognition program. This program can include updating PBIS information, Board acknowledgment, certificates, posters of students, or special articles in the Euclid Observer. Safety and Youth Services have recognized students in the Euclid Observer. In addition, the Marketing and Administration Department hosted student artist Karsyn Sharp with a special art show. PBIS videos were updated for high school and middle school. Student of the Month internal kiosk slides were created to highlight these students inside the library. OUR FUTURE: STRATEGIC GOALS EUCLID PUBLIC LIBRARY STRATEGIC PLAN 9
12 • TECH: Partner with ASD to host staff technology workshops (in-house) to better help patrons with library technology. • YSD: Assign staff members to participate or serve with certain organizations (Kiwanis, etc.) and reporting back to library Administration. Articles were written and shared in the Euclid Observer regarding library programs. Staff completed the Dustin Brady author visits with three schools and saw well over 300 students. YSD completed Village of Healing kits, providing free books to new parents and babies. Books were donated to the Book Vending Machines at Euclid Prep., Our Lady of the Lake, and Ss. Robert’s and William’s. Youth Services is scheduled to participate in Kiwanis in 2025. GOAL 3 : CULTIVATE STAFF SERVICE. Objectives and Action Items: 1. Encourage growth and development. All Departments Should: Encourage growth and development by assigning staff members to EPL, OLC, ALA, PLA, or other professional organizations committees. Ensure that members of the ADM team complete required Diversity, Health & Safety, and Technology Trainings. Paid for staff memberships for the Ohio Library Council and Public Library Association in 2024. Continued membership payment for the Ohio Library Council in 2025. All staff are members of the North East Ohio Regional Library System and have access to online and in-person training. Staff attended the Public Library Association Conference in April 2024. Staff will be registered to attend the Ohio Library Convention in Cleveland, Ohio in November 2025. Staff from various departments have been assigned to the EPL Health Care Committee, Health & Safety Committee, Technology Committee, Personnel Policy Manual Committee, and Programming and Circulation Committee. In addition, the Diversity Committee has been expanded by two members and renamed to the Diversity, Equity, and Inclusion Committee. Staff participated in professional discussion lists, including the State Library of Ohio’s Youth Service discussion list, NEO-RLS lists, and ABOS group. YSD: Staff are serving in the following capacities: Program Manual Committee for the Collaborative Summer Library Program (CSLP), Ohio Library Council Professional Development Committee (Past Coordinator and Teen Services Division), SEIU Executive Board Member, and the Negotiating Team. EUCLID PUBLIC LIBRARY STRATEGIC PLAN 10
13 ADM: Encourage growth and development by updating the new employee orientation and training program. Seek to recruit and hire a more diverse staff that is reflective of our community. Schedule Library Leaders for Succession Planning Training & Leadership Training. Updated orientation list of staff training for new employees - Spring 2024 All Departments: After Succession Planning Training, develop a written plan for each department to prepare for future retirements or staff changes. This will be completed by 2027. Health & Safety: Review, update and complete Safety procedures for staff. Assign training as appropriate for each year. The Health & Safety Emergency procedures were updated for all temporary locations. Staff were trained on updated procedures prior to moving to the temporary locations. Procedures were updated for the Main Library in 2025 in preparation for the move back to the Main building in 2026. Staff completed Health & Safety training as assigned. 2. Maximize employee satisfaction. All Departments Should: Maximize employee satisfaction by completing performance evaluations timely and communicating with staff members regularly. Performance evaluations continued to be completed yearly with staff. Review Holy Cow Staff Satisfaction Report with staff at least once a year. Focus on improving scores in the following areas: Facility Equipment, Flexibility, Morale, Teaming, Conflict Management, General Management, Professional Development, and Customer Challenge). Holy Cow report reviewed at Managers & Supervisors Meeting and Public Services Department Meetings in 2024. ADM scheduled a new survey for staff to complete in summer or fall of 2025. Labor Management Committee offered fun activities and refreshments for staff to engage in during their work days. This included meals and fun contests. 3. Determine and maintain adequate staffing levels. All Departments Should: Determine and maintain adequate staffing levels by utilizing scheduling tools, such as Teams and PayCor. Staffing levels were discussed during the fall 2024 negotiations. Managers and Supervisors continued to assess and maintain appropriate staffing levels by using Teams and PayCor. Reviewed position descriptions and schedule for Outreach Associate position in 2024 Hired new Outreach Associate to fill vacancy due to retirement in February 2024 Hired new Circulation Manager to fill vacancy due to retirement in Fall 2024 Hired new Technical Services Manager to fill vacancy due to retirement in March 2025. Safety: Work with Administration to offer independent contract agreements to Euclid Off-Duty Police officers. This will be completed by 2027. OUR FUTURE: STRATEGIC GOALS EUCLID PUBLIC LIBRARY STRATEGIC PLAN 11
14 4. Establish a culture of continuous open communication. All Departments Should: Host either a quarterly or monthly department meeting to review policies, procedures, and to address any problem areas or challenges. ADM hosted monthly meetings for all Managers and Supervisors each year. Policies, procedures, and challenges are part of each meeting agenda. ADM – Deputy Director hosted monthly Public Services Department during the year. Outreach Supervisor met with staff monthly to update and share relevant library information. In addition, held one-on-one meetings with Outreach Associate to prepare for retirement and transition. GOAL 4 : FOSTER CONTINUOUS COMMUNITY CONNECTIONS AND PARTNERSHIPS. Objectives and Action Items: 1. Implement a comprehensive Marketing and Communications strategy. ADM: Host meetings with Library leaders to develop a marketing strategy that includes both internal and external stakeholders. ADM has participated in several community meetings, not only to improve communications, but overall safety in the community. This includes the Hope Task Force to Reduce Violence and the Euclid Collaborative in Action Meetings. Hope Task Force hosted three community listening sessions to gather feedback and a report will be issued in 2025. All Departments Should: Assign staff to marketing and communications training, so that we all better understand how to convey messages to internal and external stakeholders. Marketing Team attended the Library Marketing and Communications Conference in 2024. Assigned all staff training in 2025. 2. Expand staff involvement in community relations. All Departments Should: ADM & Union: During contract negotiations, determine if there are options for more staff to be involved in community relations events. Update language as needed to support this opportunity. Negotiations for a three-year contract were completed in late 2024. Language was updated in the entire contract, which included expanding the Diversity, Equity, and Inclusion Committee. Review committee and partnership assignments. Make sure that staff are aware of opportunities for involvement through. This will be completed by 2027. EUCLID PUBLIC LIBRARY STRATEGIC PLAN 12
15 OUR FUTURE: STRATEGIC GOALS 3. Capitalize on current partnerships to enhance collaboration. Euclid Public Library will host a new initiative called the Euclid Community Alliance. This monthly/ quarterly meeting will allow groups to convene on a regular basis to share ideas, partner, and better support residents in Euclid. This will be completed by 2027. Thank you for your continued support! EUCLID PUBLIC LIBRARY STRATEGIC PLAN 13
All Departments Should: Assign staff to marketing and communications training, so that we all better understand how to convey messages to internal and external stakeholders. (2024) 2. Expand staff involvement in community relations. All Departments Should: ADM & Union: During contract negotiations, determine if there are options for more staff to be involved in community relations events. Update language as needed to support this opportunity. Review committee and partnership assignments. Make sure that staff are aware of opportunities for involvement through Between the Lines newsletter and other communication tools. 3. Capitalize on current partnerships to enhance collaboration. Euclid Public Library will host a new initiative called the Euclid Community Alliance. This monthly/quarterly meeting will allow groups to convene on a regular basis to share ideas, partner, and better support residents in Euclid.
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