Strategic Planning Process
In January of 2024, the East Hampton Public Library began the process of developing a new strategic plan to set prioritized goals for the Library for the five-year period from August 1, 2024 through July 31, 2029. The Library contracted with the Connecticut Library Consortium to develop the plan with the assistant of facilitator Maureen Sullivan. The first phase of the process involved collecting feedback from the community via five methods- a community survey, private workshops with Library staff and the Library Advisory Board, guided roundtable discussions open to the public, focus groups with select populations, and one-on-one interviews with select stakeholders.
The results of that community survey and the collective conversations can be found here.
The 2024-2029 Strategic Plan
The strategic planning team used those results to set new goals for the Library that reflect the wants and needs the community outlined for our collections, our services, and our spaces. These goals include initiatives like expanding accessible programming, exploring new ways to market our services, better supporting access to digital resources, and creating a clean and bright environment where our patrons want to spend time. The purpose of this Strategic Plan is to create a roadmap that will be used to guide our efforts over the next five years as we continue to carry East Hampton into the future.
This plan was approved by the Library Advisory Board on June 3, 2024.
The 2024-2029 Strategic Plan can be found digitally here, and is available as a tri-fold brochure at the Library.
How will we know we’ve succeeded?
With the implementation of the strategic plan, the East Hampton Public Library will strive for increases in the following measurable key results:
- Number of active cardholders increases
- Program attendance increases
- Circulation of physical and digital materials increases
- Community reports a higher awareness of Library resources
- Engagement with the Library increases through both visits to the facility and outreach with community partners
- Higher percentage of staff engaged in professional development
- Patrons report a higher level of satisfaction with the Library environment
- Building spaces are better able to accommodate the demand for large events, meeting spaces, and private study
- Patrons note an increase in nontraditional service initiatives designed to meet their needs
- Identifiable steps have been taken to increase the Library’s environmental sustainability