STRATEGIC PLAN

A Massachusetts Board of Library Commissioners (MBLC)-approved Strategic Plan is a valuable tool for developing an organization’s vision, determining community needs, and setting strategic priorities. While not required by the MBLC as a condition of their State Aid to Public Libraries Program, it is a requirement for libraries that wish to apply for state funding from the Massachusetts Public Library Construction Program or for federal Library Service and Technology Act (LSTA) grant funding administered by the MBLC.

DOWNLOAD THE FY28-32 STRATEGIC PLAN

The staff and Trustees of the Ayer Library completed this FY28-32 strategic plan between January and September 2026 with support from Massachusetts Library System Consultants Martha Meacham & Katherine Adelberg. The Trustees approved it on September 17, 2026. Research consisted of one-on-one interviews with 29 community leaders; in-person and online surveys with 149 respondants; 8 stakeholder focus groups and workshops with 73 participants; and additional analysis of library use, demographics, and global, national, and regional trends.

We are always at a crossroads…

Despite a modest population of approximately 9,000 residents and a compact footprint of 9.8 square miles, Ayer is one of the most dynamic growing communities in the state. Established in 1871 as a hub where five major railroad lines converged, Ayer developed into a socioeconomically and culturally diverse “micro-city” as it supported the needs of neighboring Fort Devens from its founding in 1917 through its closure in 1996¹.

Today, Ayer continues to embrace its early nickname—“The Great Junction”— as Greater Boston’s freight rail hub and an MBTA Commuter Rail stop at the intersection of Route 2 and 495, just a short drive from nearby Fitchburg Municipal Airport; as a home to more than 350 businesses in the heart of Nashoba Valley’s innovative Route 2 corridor; as the beneficiary of a charming, walkable downtown named one of USA Today’s “Best Places to Eat”²; and as a residential community recognized as a Boston Globe “Best Place to Live”³ for its high quality of life.

MISSION

Whereas the well-being of this community relies on cooperative use of resources, our purpose is to facilitate sharing—what we can’t afford, can’t store, or don’t always use; what we experience, know, think, believe, create; what we want to preserve.

To Grow Connection

Through Sharing

“Ayer Library is the most welcoming library space I've ever encountered.”

VALUES

In 2025 we introduced the first ever Ayer Library logo, modeled after a rose motif found throughout the historic wing. That rose consists of a ring of five outer petals surrounding a ring of five inner petals. We think of these petals as external and internal dimensions of the same five values. For our public, they frame the circumstances of the ideal library experience. For our staff and Trustees, they outline how we intend to work in order to create that experience for each of our patrons.

  • FOR OUR PUBLIC

    We believe everyone has a right to dignity, information, and connection, regardless of age, background, views, or circumstances.

    AS AN ORGANIZATION

    We make every effort to remove obstacles to library use and enhance opportunities to explore library resources and services.

  • FOR OUR PUBLIC

    We believe the pursuit of well-being requires questioning habits, and we support the agency of our patrons in exploration, experimentation, and self-expression.

    AS AN ORGANIZATION

    We nurture a culture of continual improvement and creative problem solving in order to meet our community’s constantly evolving needs.

  • FOR OUR PUBLIC

    We believe the science of neuroplasticity should underpin our support of lifelong learning, and that memorable experiences build enthusiastic library users.

    AS AN ORGANIZATION

    We provide enhanced environments, playful landscapes, personalized service, and meaningful connections to ensure visitors leave excited to return.

  • FOR OUR PUBLIC

    We believe each member of the community is a resource themself, and that sharing our lives and experiences with each other strengthens the fabric of civil society.

    AS AN ORGANIZATION

    We design spaces, organize events, and conduct outreach in order to bring patrons into intentional gatherings and chance encounters with people who are like and unlike them.

  • FOR OUR PUBLIC

    We believe taxpayer investment in libraries should provide a transformative impact that is not only an equalizer but a multiplier.

    AS AN ORGANIZATION

    We use disciplined thought to inform disciplined action, and maintain a high standard of conduct worthy of the public trust.

CHALLENGES

GROWTH

Ayer is one of the most desirable places to live in Massachusetts³. With known projects on their way to adding almost 250 new units, Ayer’s population stands to exceed 10,000 people during the life of this plan, swelling demand for library services and triggering a new set of state standards. Nearby development—like the 234 apartments proposed in North Harvard⁴ and as many as 400 units in Devens⁵ —should boost library use by non-residents as well. How can the Library anticipate the facilities and resources required to meet future needs?

AFFORDABILITY

Between 2019 and 2025 Ayer home prices increased 60%³. Over the same period, food pantry use increased nearly as much (57%)⁶. This parallel illustrates the top concern of survey respondents and interviewees: as inflation and global economic volatility continue to drive the cost of living to outpace the growth of average earnings, residents are increasingly relying on the Ayer Library and other support services to help them make ends meet. How can the Library help patrons navigate their financial challenges in the years to come?

FUNDING

Since FY19, 35% of MA municipalities have voted on at least one override⁷. Thanks to its strong tax base and fiscal policies, Ayer is not one of them. With residents’ affordability concerns in mind, the Town of Ayer has nonetheless made it a priority to keep budget growth below 5%. But as development increases demand for services—and as residents invest in critical infrastructure, a new Senior Center, and an inevitable elementary school building project— how can we better collaborate with other Town departments to meet collective needs efficiently?

DEVENS

Since the decommissioning of Fort Devens, the Devens Regional Enterprise Zone has become an international success, supporting over 16,000 jobs, producing $7.9B in economic activity annually, and staking the Route 2 corridor as the next frontier for economic development⁸. By 2033 stakeholders must recommend a permanent structure for the future governance of Devens. As Ayer, Shirley, and Harvard consider whether to resume jurisdiction over their historic lands, how could possible outcomes impact the evolving character of our community?

LITERACY

Only 40% of MA fourth-graders read proficiently, down 12% since 2011 and 6% short of pre-pandemic levels⁹. The state has dedicated over $100M in response¹⁰; literacy reform legislation should go into effect by the fall of 2027¹¹; and Ayer Shirley Regional School District has already adopted a “science of reading” curriculum that should meet the new standards. But these interventions occur in schools. How can the Library apply complementary evidence- based strategies to better support school readiness, summer learning, and out-of-school engagement?

HEALTHCARE

The 2024 closure of Nashoba Valley Medical Center was a tragedy for a community already experiencing some of the largest health inequities in the state¹². Local officials, area EMS, state agencies, healthcare providers, and partner organizations continue to pursue solutions to address increased distances to doctors, longer ER travel times, and other acute and systemic obstacles. But a state healthcare spending crisis—worsened by $1T in Medicaid cuts through 2034—looms large¹³. How can the Library aid regional coalitions to improve healthcare access?

SOCIAL DISCONNECTION

Social isolation is more widespread than smoking, diabetes, and obesity, with similar levels of health risk and rates of premature death¹⁴. And across the Nashoba Valley, Ayer shows the highest rate of loneliness¹⁵, the greatest percentage of seniors living alone, some of the lowest voter participation, and one of the highest rates of disconnected youth¹⁶. Yet residents repeatedly expressed in surveys a desire for more large gatherings, more civic activities, and more opportunities to meet new people. How can the Library better connect residents to each other?

PUBLIC TRUST

For two decades, disinformation, polarization, and incivility have eroded a sense of common humanity and understanding vital to democracy. As a result, trust in government¹⁷ and other institutions¹⁸ is in a sustained period of historic lows. Even libraries— which have historically enjoyed high rates of trust from caregivers¹⁹ and information seekers²⁰—have in recent years endured unprecedented assaults on intellectual freedom²¹. As Ayer pursues solutions to a host of evolving challenges, how can the Library help build trust and participation in local government?

ARTIFICIAL INTELLIGENCE

The rapid advancement of artificial intelligence marks one of the most consequential turning points in human history. By 2028 systems may be able to improve themselves with no human involvement²². By 2030 AI leaders expect to approach superintelligent models that surpass human cognitive abilities²³.  As interest in the technology pits unprecedented investment²⁴ against a suite of concerns—job loss, misinformation, environmental impact, even AI-caused catastrophes—what can the Library do to help staff and patrons navigate this uncharted moment?

CLIMATE CHANGE

Ayer’s well-being depends significantly on the progress of climate change over the life of this plan. Limiting global temperature rise to 1.5°C could prevent catastrophic impacts, but would require cutting emissions in half globally by 2030²⁵. Failure to do so will increase the frequency and severity of storms, droughts, flooding, fires, and heatwaves. Residents are active around many environmental issues, and Ayer DPW’s watershed work and well development anticipate critical concerns. But how can the Library provide aid as we adapt to our changing environment?

LIBRARY SERVICES

For years Ayer Library lagged in key metrics despite being in the top 20 in population and budget among MA libraries serving 5-10K residents. With concerted effort from FY23 to FY26, we saw almost 3X the visits, almost 4X the reference interactions, more than 13X the study room use, over 8X the programs, and almost 7X the program attendance. FY25 data now has us in the top 20 in book and e-audio circulation, reference interactions, and program attendance for ages 0-5 and 12-18. But how can we continue to improve our performance in other key metrics?

PRIORITIES

“This library is invaluable to both me and the community.”

Deliver a Maximum

Return on Investment

  1. Operationalize new mission and values to guide performance and decision making

  2. Refine offerings to improve access and increase value to patrons

  3. Identify untapped audiences and develop outreach strategies to better serve them

  4. Strengthen collaborations with other Town departments to save costs and extend reach

“Everyone who works there is incredibly kind and helpful.”

Grow Capacity to

Meet Future Needs

  1. Anticipate resources required to achieve Class D service levels

  2. Initiate a building expansion project to satisfy long-range library services demands

  3. Invest in technology to keep pace with emerging tools and trends

  4. Plan short-term facilities modifications needed to become a Climate Resilience Hub

“When I go in they know what I need and how to interact with my child.”

Hone Our Expertise
in Literacy

  1. Translate established research into informed early literacy strategies

  2. Evolve out-of-school initiatives to empower youth and combat summer learning loss

  3. Diversify informational, professional, social, and creative experiences for adults

  4. Foster an engaged learning culture through enriching staff development

“I'd like to see the Library drive a sense of togetherness in Ayer.”

Become the Great Junction

for “The Great Junction”

  1. Cultivate our position as Ayer’s concierge—the first point of contact for our community

  2. Stimulate connectivity by expanding opportunities for residents to interact

  3. Deepen civic engagement by supporting public dialogue and volunteerism

  4. Leverage regional assets to differentiate ourselves from other libraries

“We hope the Library can just keep getting better—it is so important!”

REFERENCES

1 Town of Ayer. (2026). https://tinyurl.com/uc47vtdx

2 USA Today. (2025). https://tinyurl.com/3fykar8r

3 Boston Globe. (2025). https://tinyurl.com/ysps2brm

4 Harvard Press. (2026). https://tinyurl.com/yj9xefrk

5 Devens Enterprise Commission. (2024). https://tinyurl.com/4chmzrxz

6 Loaves & Fishes (2026). https://tinyurl.com/u24kfzyu

7 Department of Local Services. (2026). https://tinyurl.com/2temahp3

8 MassDevelopment. (2025). https://tinyurl.com/2e4tdzae

9 National Center for Education Statistics. (2024). https://tinyurl.com/2r6n368h

10 Office of Governor Maura Healey and Lt. Governor Kim Driscoll. (2026). https://tinyurl.com/5awnuhxs

11 Boston Globe. (2026). https://tinyurl.com/2xt7vhbm

12 Massachusetts Executive Office of Health and Human Services. (2024). https://tinyurl.com/mkx969hk

13 Boston Globe. (2026). https://tinyurl.com/bde7bfm4

14 Office of the U.S. Surgeon General. (2023). https://tinyurl.com/5dhaa4zt

15 Centers for Disease Control and Prevention. (2025). https://tinyurl.com/2s3z8h7y

16 Nashoba Associated Boards of Health. (2025). https://tinyurl.com/2kphkuyp

17 Pew Research Center. (2025). https://tinyurl.com/28fw2d9z

18 Pew Research Center. (2024). https://tinyurl.com/3v288fb2

19 EveryLibrary Institute. (2023). https://tinyurl.com/mpcvypjx

20 Pew Research Center. (2017). https://tinyurl.com/2bhvxk6m

21 American Library Association. (2025). https://tinyurl.com/5dw28dar

22 Economist. (2026).https://tinyurl.com/jykujfa8

23 Politico. (2026). https://tinyurl.com/3fyvwr7h

24 Reuters. (2025). https://tinyurl.com/7244xz38

25 United Nations. (2026). https://tinyurl.com/47k8byu3