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Page 9 of 21 <br />B. Project Coordination and Engagement across all phases <br />1. Lead an in-person kickoff meeting with EPLS leadership and the Board of Trustees. <br />2. Collect, analyze, and report community demographic information. <br />3. Coordinate with the EPLS Strategic Planning Committee to ensure the process is comprehensive, <br />inclusive, and relevant. <br />4. Design and implement an engagement plan, including components for patrons and non-users <br />who speak languages other than English, including focus groups, surveys, and other information- <br />gathering techniques with Library leadership, staff, patrons, non-users, and other stakeholders to <br />determine the direction of EPLS. <br />5. Coordinate with EPLS on engagement with prioritized communities. <br />6. Organize, plan, and lead all project meetings and review deliverables with the Strategic Planning <br />Committee. The Strategic Planning Committee will be led by the Library Director and will meet at <br />least five (5) times throughout the project. Some of those meetings may be virtual, but at least <br />two (2) project meetings will be in person. <br />7. Create a Strategic Direction that will have measurable, annual goals. <br />8. Clear and compelling integration of community representation as a foundational element of the <br />Strategic Direction. <br />C. Develop a draft Strategic Direction <br />1. An ideal plan would include the following <br />a. An up-to-date community profile. <br />b. Recommendations on revisions to the mission and vision based on the engagement <br />process. <br />c. Clear, ambitious, attainable goals to advance EPLS’s mission. <br />d. An assessment of EPLS’s environments, including evaluation of strengths and weaknesses, <br />quality of services, management, budget and resources, etc. <br />e. A process for regular review, evaluation, and adjustment to the plan resulting from <br />changes in the economic, demographic, budgetary, or political climate. <br />f. Recommendations for baseline data needs for measurement and evaluation. <br />g. An assessment of organizational readiness that discusses the current capacity for <br />implementing the Strategic Direction as described and makes recommendations for <br />changes that would better position EPLS to accomplish stated goals. <br />2. Review the draft with the Strategic Planning Committee and Board of Trustees. <br />D. Final Report <br />1. Create a final Strategic Direction in a publishable format, including a final written report, written <br />executive summary, and a PowerPoint Presentation summarizing the final written report. <br />2. Present a summary of the final Strategic Direction to the Board of Trustees at a monthly board <br />meeting upon completion. <br />2.4 PROPOSED TIMELINE <br />The selected firm will complete all work and deliverables of this project by the end of the 2025 calendar <br />year. This will include: <br />A. June 2025 - Initial project planning and coordination with the Strategic Planning Committee, June <br />2025. <br />Exhibit C to Professional Services Agreement