Techno-Evolution

The Josephine County Hypothetical Strategic Plan

What would have happened if this had been implemented? Elizabeth Edleman, Megan Foidel, Serenity Ibsen, Jodi Luce, Tiffany Renshaw SLIM LI 805 Emporia State University, Kansas October 28, 2010

Techno-Evolution LI 805 Emporia State University

Table of Contents

Executive Summary! Organizational Profile! Guiding Values! Values!

Josephine County

3 4 6 6
7

Preparations and Planning!

Library Management team Planning factors

8
8 10

Current Reality!
Environmental scan SWOT analysis organizational performance gap analysis

11
11 11 13 13

New Priorities!
strategic prole

14
14

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future vision strategic initiatives

15 17

Action Plan!
goal one goal two goal three project timeline and work-back schedule Performance Management

20
20 21 23 23 25

Contingencies! Concluding Remarks! Summary Report of Team Activities!

27 28 29

Techno-Evolution LI 805 Emporia State University

Executive Summary
The Josephine County Public Library, situated in Grant Pass, OR, serves the residents of Josephine County, which includes the areas around Grants Pass, including all of the Rogue Valley, Applegate Valley, and the surrounding rural areas. Our community has been in an economic depression, so as part of our responsibilities to the public, our library seeks to improve our services for those seeking jobs. Another area in which we wish to improve performance is our relations with the school systems in our area, including the Rogue Community College, Grants Pass High School, Hidden Valley High School, and others. To enable our library to accomplish our goals, we have applied for and received grants to improve our technology and services. Specifically, this plan seeks to create a career center and a homework center, and to successfully implement this plan, technology in the library will be upgraded, and new services implemented immediately.

Techno-Evolution LI 805 Emporia State University

Organizational Profile
Overview The Josephine County Public Library (JCPL) serves approximately 34,000 residents of Grants Pass, Oregon. JCPL also serves the residents of Josephine county, in which Grants Pass is situated. The total population of the county is just over 80,000 people. The median age of people in Grants Pass is 39, and the residents are predominantly white. 77% of residents are between the ages of 18 and 65. The median household income is $36,000. Grants Pass has been recognized as an economically depressed area due to the recent recession. In 2009, the county unemployment rate increased to 14.2%; the average for 2008 was 9.1%. Oregons rate in 2008 was 6.5% and in 2009 it increased to 11.1%. The national unemployment rate as of October 8, 2010 is 9.6%. Due to the recent increase in unemployment, the Josephine County Public Library recognized the need to better serve its community of job seekers and those seeking educational opportunities. JCPL offers public access computers with Internet access, but these resources are out of date and limited. In addition, the library would like to offer dedicated job seeking resources. Grants Pass has a community college and JCPL would like to support the curricular needs of the students, as well as students in primary and secondary schools. Opportunities The Josephine County Public Library was awarded a grant to implement a technology upgrade that includes training and resources for a dedicated career center. The technology upgrade will be begun immediately; most services and programs will be implemented within six

Techno-Evolution LI 805 Emporia State University

months. Analysis and modification of services should be completed in one year. In order to offer the best services to its community, JCPL staff will require extra training in the use and maintenance of the proposed technology. Not only will the staff need to learn the new technology, but will also need the opportunity for continued education. In order to meet these goals, JCPL will need an ongoing and extensive marketing program to build awareness of new services. Community outreach with local labor bureaus and the community college will be necessary as well as a plan for increasing visibility of the library and its resources.

Techno-Evolution LI 805 Emporia State University

Guiding Values
We Live
We Learn We Evolve

Values
Josephine County Public Library Values

We Live The members of our community are unique, and we value each individual therein. They are the reason we exist, and it is our responsibilities to them that drive us. Service provided empowers our community members. We Learn In a partnership with our community and our schools, we seek to support education, empowerment and betterment in our communities. Education and support enables our community to thrive and connect with the information they seek We Evolve Evolution of our programs to meet the constantly changing needs of our community in ways that will strengthen our community as a whole, and we remain flexible and open to positive changes. Encouragement and training within our workplace culture provides our staff with the tools needed to further our abilities to meet the needs of our community

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Awareness of our communitys needs allows us to make the necessary changes ourselves to provide the highest quality services in the most relevant manner

Mission Statement
Meeting our communitys ever-changing needs.

To better serve our communitys distinct and unique needs, we strive to create partnerships in our community. We believe in equal access for all, and wish to become a thriving resource center fully equipped to meet the needs and desires within our rapidly changing population. We aim to meet our communitys ever-changing needs and to fulfill as many of our communitys information wants and needs as we possibly can.
JOSEPHINE COUNTY

Techno-Evolution LI 805 Emporia State University

Preparations and Planning

LIBRARY MANAGEMENT TEAM

Under the supervision of the Branch Manager, the professional staff of the Josephine County Public Library are as follows: Operations Manager, Technical Services Librarian, and the Reference and Childrens Services Librarian. Paraprofessional staff include three Library Assistants, each reporting to one each of the middlemanagement staff. The Operations Manager is also responsible for coordinating and supervising three to six volunteers. There is an executive director who supervises all branches of the Josephine County library system and who, for purposes of this strategic plan, is responsible for final approval. During the implementation of this strategic plan, the Executive Director approved reorganization of staff responsibilities to include the actions necessary to begin and maintain the new technology and programs. The Branch Manager will be responsible for overseeing the progress of the plan, but will mostly work on the marketing opportunities afforded by the plan. The Branch Manager, in conjunction with the Operations Manager, come up with a marketing plan, design the direct mail, signage, and ongoing advertising. The Reference and Childrens Services Librarian will assist the Branch Manager in creating the readers advisory materials. The Branch Manager will also seek out a member of the Community College to be a liaison with the Operations Manager. The Operations Manager will liaise with a member of the Community College for the college portion of the Homework Help Center.
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Community College students may use the Homework Help Center, but may also gain college credit for volunteering to tutor primary and secondary students during the Help Centers open hours. The Operations Manager and the Reference and Childrens Services Librarian (RCSL) will interview these tutors; the RCSL will supervise. The Operations Manager will coordinate with the Technical Services Librarian to maintain usage statistics before and during the implementation of the strategic plan. The RCSL will not only supervise tutors for the Homework Help Center, but will also staff the reference desk during the hours of the Career Centers operation. The RCSL will be available to job seekers for reference and technological help during this time. Other duties of the RCSL will include general reference and assistance to tutors in the Homework Help Center. The Technical Services Librarian (TSL) will work closely with the Operations Manager to install and optimise the new computers and printers in a timely manner that does not inhibit, or impacts the least, normal library operations. In this capacity, the TSL will be in charge of IT for this project and will coordinate with vendors for best pricing and hardware and software troubleshooting. The TSL will also be responsible for training library staff on the use of new technology and will write basic training and troubleshooting manuals. The TSL will work with the Operations Manager to maintain usage statistics before and during the implementation of the plan. Library Assistants and Library Volunteers will be included in all training opportunities. In addition, they will help maintain normal library operations during the implementation of new programs, including staffing the circulation desk, stacks maintenance, and shelving. Library Assistants will help keep daily usage statistics and compile spreadsheets and charts for the Technical Services Librarian and Operations Manager. They will also be key public relations officers for grand opening and ongoing marketing efforts.
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PLANNING FACTORS

The organizational culture of this small library is such that its values are clearly defined and communicated with all employees so that strategic planning process is aligned with these values. Leadership in the library comes from not only the director and branch manager, but also the middle management positions(operations and tech services) where a clear vision is articulated and tactics to accomplish strategic initiatives are well understood. Managers will promote teamwork and cross-functional communication. Weekly meetings will be well planned with agendas and status reports to ensure alignment and consistent communication.

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Current Reality
ENVIRONMENTAL SCAN

Like many other counties in the United States, Josephine County Public Library has been hit hard by the recent economic downturn. With unemployment and impoverished rates rising, JCPL strives to remain an important part of the community. A strategic plan needs to be put into place in order for the library to meet these changing needs in the community. Without the technology or programs to service the unemployed in the community, the library will become irrelevant. Regaining and retaining relevancy is the major goal of this strategic plan. Also impacting the library is the growing need for educational guidance at the grade school, high school and college level. A strategic plan to provide homework help and general education guidance will make the library a relevant place for all ages in the community. If something is not done now, the librarys basic value to serve the community will not be met.
SWOT ANALYSIS

Strengths -Staff recognizes the need for change at the library in order to serve the community at large. -A grant to fund technological upgrades and implement community programs in the library. -Staff is willing to receive extra training to better serve the community.
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-Staff willing to take on many different roles to make the small library a success. Weaknesses -Lacks technology upgrades to remain a relevant source for the community. -Staff needs more technological training. -Programming is not community orientated enough (i.e. providing job seeking assistance) -There is an informational gap between the local community college and the library. Opportunities -The current economic situation of the community gives the library an opportunity to provide services that the community can benefit from. -The local community college, as well as the K-12 schools in the area, gives the library an opportunity to provide services that will help students to become successful. -With the grant the library has received, the library is at a pivotal point in implementing change. -Community is supportive of the library. Threats -Upkeep costs of implemented technology changes and future training. -Economical changes. -The threat of bigger libraries in nearby communities. -The lack of computers owned by people who reside in the community as well as Internet access.

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ORGANIZATIONAL PERFORMANCE

In order to assess the implementation of this strategic plan at JCPL, the organizational performance of the strategic initiatives put in place must be monitored. Our goals are to increase community use of the library in two ways: To better serve job-seekers by supplying them with the means to be successful and students by providing them with the tools to be successful in their education. Currently, there are no activities or programs being implemented to serve this part of our community. In order to assess the organizations success in implementing these programs, we will take a qualitative and quantitative approach to assessing organizational performance. Taking one year to implement the programs and one year to evaluate the programs, organizational performance evaluation will be done twice: Once after the year of implementation and once after the year of evaluation. Because our goal is to get the community to use these services once they are provided, our most valuable tool of evaluation will simply be numbers: How many people are using the services and programs that have been implemented? On the qualitative side of things, interviews and focus groups will be our best source of evaluating how well the programs are meeting our ultimate goals, which are to help job seekers find jobs and help students in their educational endeavors.
GAP ANALYSIS

The communitys use of Josephine County Public Library has been at a steady rate for many years now. Because there are no programs currently in place for the goals of this strategic plan, it is hard to place an actual number on the results that are desired or are expected of the implementation of this strategic plan. To give a rough estimate of our expectations, we expect at least a 4% growth
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in community members who utilize the library. We as a library know that we are not meeting the current needs of the community, and this strategic plan will hopefully change that. In a realistic view, our desired results of the implementation of this strategic plan are to fill in the gap with a major part of our community (students and the unemployed) and give them a community space with tools to reach their goals. Our desired results are that the community sees the library as a valuable resource that cares about the things that are affecting their daily lives and decides to take advantage of the opportunities that this strategic plan will provide for them. To see the action steps that will be taken as part of this strategic plan to meet the communitys goals, please see the Strategic Initiatives section of this plan.

New Priorities
STRATEGIC PROFILE

Our library is currently not relevant to its community people who need certain services cant get them here. This must change. Our library must regain relevance in our community and provide the services that community members want and need - this will be an ongoing effort and this one strategic plan will not immediately make us relevant to the community as a whole; however, this is an important first step. Our new strategic plan intends to address the needs of two groups - job seekers and students. Josephine County currently has an unemployment rate of 14.2%; Grants pass has a elementary, middle, and high school and a community college located within the city. We conducted a community analysis, which found that these two groups were under-represented within the community in regards to information resources. Furthermore,
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we have found that many homes within our community do not have Internet access, and there are very few viable Internet access points in our community besides our library, which only has a few, out of date computers. We have been given a grant of $25,000 to start initiating

programs and acquiring resources to provide for the information needs of these two groups, mainly through the creation of a career center and a homework help center. All areas of the library will have to be in alignment with the philosophy of change we have implemented with this plan; for our plan specifically the Reference Librarians will need to be in alignment for the creation of the Career Center, since they will be the ones providing the necessary reference help for those utilizing it; for the Homework Help Center the Operations Manger will need to be in alignment as they will be acting as a liaison between our library and the community college.

FUTURE VISION

Our vision for the future is one where all members of the community can come to the library and find the resources they want and need. In the scope of this strategic plan, we are focusing on providing resources and assistance to community members who are seeking employment and local students. To achieve this, we intend to create two new information centers within the library a career center and a homework help center. The Career Center will be open for three hours a day, with different hours throughout the week to accommodate patrons different schedules. It will have two computers and one printer specifically to be used by job seekers during the centers open hours, and printed reference resources on job-searching such as How to Write Resumes books. It will be located near the reference desk so those seeking jobs will be able to communicate any questions they have about their job hunt to the reference librarians easily. Our librarys community has been hit hard by the recession and has relaTechno-Evolution LI 805 Emporia State University 15

tively high employment rates, and by providing this service and resources the library will not only be very relevant to this community but will also be directly helping many community members find jobs. The Homework Help Center will be open for several hours every day to provide students with assistance with their homework, as well as providing two dedicated computers and one printer to be used only by students for homework while the Homework Help Center is open. Students from the local community college will tutor elementary, middle and high school students at the homework center in exchange for a independent study credit from their school. To extend benefits back to the community college, which has a very small library with restricted hours, community college students will be able to access the community college online databases with student ID from our public library. Students in this community dont have many resources outside of school, so by providing them with more ways and opportunities to study the library will be enhancing their academic careers. Finally, we need to update our technology. Our library currently has three obsolete public computers that are slow, unreliable, and lack all but the most rudimentary software and one ancient print that jams so often it borders on useless; even so, in an area with little home Internet access, three computers and one printer and one printer are not enough to adequately fulfill the communitys need and there is often a wait to use them. Likewise, library staff use equally obsolete computers, which makes helping patrons slow and difficult. In the future, we want enough hardware and software to provide for the entire communitys technological needs; we will address this in the strategic plan by purchasing six new computers for general library use and two printers, and installing Microsoft Office on all of them. In addition, the Homework Help Center and Career Center computers will be open to all patrons outside of the centers set hours. The old computers will be kept in use as
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catalog-only computers, further freeing up the new computers for those needing to use the Internet or Office programs. None of these programs will effect our organizational vision or our mission statement to the point of necessitating a change. In fact, they reinforce and support our existing vision to live, to learn and to evolve - and our mission of striving to be a vibrant hub of information resources and to meet the information needs of as many members of the community as we can. Since the library has lost relevancy with the Josephine County community, these initiatives are an important step towards bridging the gap between where we are now and where we want to be.
STRATEGIC INITIATIVES

Our library has a decent foundation and collection and has a fairly good childrens section. The basics dont need to be changed. However, it has lost relevancy with the community and is not being utilized due to not offering what the community wants and needs. We need to start paying attention to our community and offering programs and resources that they need, and we need to stop being content with mediocrity. We will close the gaps between where we are now and where we want to be by going out in our community and conducting community analysis on a regular basis, and then acting on the information we get back to keep the library vital and relevant. In the terms of this plan, we will accomplish this by initiating programs that will help two groups whose needs are under-represented within our community: job seekers and local students. We will also provide for all library patrons in this plan by purchasing six new computers and two new printers for general library use, and update library staffs computers so they are better equipped to help patrons. To implement these goals and updates, we have a budget of $25,000, given to us in a grant. We have six months to implement these programs, and a further six months to monitor their progress and outcomes.
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Strategic Initiatives: Goal #1: To provide more opportunities for job-seekers in our community. Objective: Promote the computer resource center and library as a dynamic information space through key computer technology and software exclusively to aid job-seekers in their search. Measured Outcome: Increase in NEW patrons by 4% by measuring new library card sign ups. Measured Outcome: Increase in computer usage by 4% or increase of 3,800 users to 4,000 users. Objective: Provide research and key knowledge in the form of a readers advisory on best books, web sites, and blogs on topic. Measured Outcome: Distribute 750 copies of a job seekers readers advisory Goal #2: Create increase collaboration between library and local community college

Objective: Create a homework center for primary/ secondary students by implementing new computers and space for homework . Measured Outcome: Increase in students usage statistics by 3% Objective: Enable cooperation with, and support of, the local community college by implementing a Tutor for Credits program. Measured Outcome: Increase in collaboration with college (measured by # of students working at the Homework Center for credit-user feedback survey). Minimum of 3 new student workers per semester.
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Objective: Set up library computers to be able to access the local community colleges databases with student ID. Measured Outcome: Increase in community college student usage statistics by 2%. Goal #3: Update library technology for patrons and staff Objective: Acquire new technologies for library patrons and staff through the upgrade of current computer systems. Measured Outcome: all staff and local patron computers are upgraded to current computer technology specifications. Strategy: Re-purpose existing library computers as catalogonly

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Action Plan
GOAL ONE

Goal #1
Provide more opportunities for job-seekers in our community Objective: Promote the computer resource center and the library as a dynamic learning space through key computer technology and software exclusively to aid job-seekers in their search. Strategy: Purchase 2 computers and 1 printers to be used solely by job-seekers Action Steps: 1. Identify Project Manager/Coordinator for this strategic initiative to manage timeline, coordinate tasks with others and budgets.(Tech Services Librarian) 2. Identify computer model, software and printer model to be purchased. (tech services librarian) 3. Using educational discounts, purchase all equipment identified. (2 computers, 1 printers, Microsoft Office on computers) 4. Develop plan for installation of equipment and identify and assign specific personnel to install after library hours.(tech services librarian) 5. Tech Services librarian to test equipment before library opening hours. 6. Develop signage that identifies which computers are specifically for job searching and resumes, during certain hours of the day, as well as signage that identifies the Career Center. Signage can be made in house minimal cost (Supplies $100)(Branch Manager)
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7. Tech Services librarian to be trainer for library staff on new computers and equipment. 8. Identify key point person to do Marketing/PR to the public before and after the Career Center opens.(Branch Manager)

Objective: Provide research and key knowledge in the form of a readers advisory on best web sites, resume information and blogs Strategy: In addition to the computers from the previous objective, identify and obtain resources related to job searching, such as howto books, resume writing etc. Action Steps: 1. Identify and purchase key resources related to job searching, books, websites, blogs, and local institutions, and create a readers advisory for job searchers.(Reference Librarian) 2. Identify key Librarian personnel for this task.(Reference Librarian) Print 750 copies this readers advisory take-away piece. (Cost $500) 3. Specify (1) Librarian to be in charge of watching sites on local economy to develop knowledge of local job market.(Reference Librarian)

GOAL TWO

Create increase collaboration between library and local community college Objective: Create a homework center for primary/secondary students Strategy: Create a Homework Help center to be open during certain hours of the day, which is only to be used for school work.
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 Action Steps: 1. Identify computer model, software and printer model to be purchased. (Tech Services Librarian) 2. Using educational discounts, purchase all equipment identified. (2 computers, 1 printers, MS Word on computers) to be used exclusively in the Homework Center. 3. Identify overall Project Manager/coordinator for this strategic initiative to manage timeline, coordinate with college and budgets.(Operations manager) 4. Identify quantity of tables, shelves, chairs and other furniture needed for this space. 5. Identify costs for the furniture as listed above. 6. Identify space to be used for Homework center

Objective: Enable cooperation and start supporting the local community college Strategy: Arrange for community college students to earn credit by tutoring at the Homework Help Center. Action Steps: 1. Identify key personnel at the college and key personnel at the library(Operations Manager) to work with to create and run this cooperative. 2. Operations Manager will work through the college to develop program and get it approved so college students get credit for working in the homework center at the library. 3. Identify key point person(Operations Manager) to get the word out on the community college campus about tutoring opportunities.

Strategy: Set up library computers to be able to access the local community colleges databases with student ID. Action Steps:

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1. Develop plan for installation of equipment and identify and assign personnel to install after library hours.(tech services librarian) 2. Tech Services librarian to test equipment before library opening hours. 3. Identify trainer for library staff on new computers and equipment.(volunteer with techy knowledge and tech services librarian)

GOAL THREE

Goal #3: Update library technology for patrons and staff Objective: Acquire new computer technologies for library patrons and staff Action Steps: 1. Purchase six new computers for general patron use and four for staff 2. Purchase and install Microsoft Office on all new computers 3. Purchase two printers for general patron use 4. Re-purpose existing library computers as catalog-only

PROJECT TIMELINE AND WORK-BACK SCHEDULE

September 15: Document Outcomes for the public and grant providers. April 1 Sept 1: Measure computer usages and outcome - six months. April 1: Grand Opening career and homework computer centers in the library
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March 15: Marketing announcements go out to public and college (Marketing point person) ($1000 direct mail piece to citizens living within 60 miles of library)($600 Outdoor announcement signage) Other announcements on library website etc at no cost.(Operations Manager) March 8 April 1: any bugs worked out of plans or systems(Tech Services and Operations) March 1- 7: additional training in career center area for staff(Tech Services Librarian) February 18-20: Test equipment in career center(Tech Services Librarian) February 16-17: Install Career Center computers and equipment(Tech Services Librarian) February 15: College Students Tutor for Credits program begins January 17 February 1: Training staff on new computers (Tech Services Librarian) January 9 16: Test computers, software, printers etc. (Tech Services Librarian) January 5 - 8: Install homework center computers and equipment(Tech Services) January 2: new computer equipment for both centers received Holiday Break: (Staff on limited schedules for holidays) December 15: Complete purchase all computer related equipment (Tech Services) December 7: Tutor for Credits program approved by college in cooperation with library.(Library Director and Operations Manager) November 15: Receive approval on computer equipment purchase plan. (Library Director) November 1: Begin working on equipment and furniture purchase plans for both career center and homework center (Operations manager and Tech Services Librarian). Begin meeting with college personnel on program development for Tutor for Credits. (Operations Manager and Library Director)
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Item 21.5 iMac HP Laserjet Printer P2030 Microsoft Office: MAC Direct mail for grand opening Exterior Signage Readers advisory pamphlet Ongoing Marketing Startup Supplies:paper Startup Supplies: toner Printed reference materials for job center Total

Cost per Item $1,199 $179 14 4

Quantity

Total Cost $16,786 $716

$149

14

$2,086

$1,000

$1,ooo

$600 $500

$600 $500

$1,000 $50 5

$1,000 $250

$89

$712

$1,ooo

$24,650

PERFORMANCE MANAGEMENT

In order to manage resource conflicts, we have chosen to divide up our launch of the Homework center and the launch of the Career center into different launch dates so that we do not overtax our finite resources. By managing each of these goals in a 2-step timeline approach, we will allow our appointed staff to focus on each
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of our goals, one at a time. The operations manager and tech services librarian will take on most of the project management work while the reference librarian, assistants and volunteers will continue to manage the day to day library operations and help with the readers advisory for job seekers. The tech services librarian will enlist the help of a techy volunteer to help with computer software training and other assistance as needed. This volunteer will be identified and recruited for the project ahead of time. The operations manager will enlist the help of a library assistant to manage the homework center. Synergies between the operations manager and tech services librarian will occur by having a weekly meetings together to ensure that each action step is taking place within the timeline outlined. All accountabilities and timeliness will be clear. The Library Director will attend these weekly meeting as well to get a report on progress and also help with any collaboration with the community college initiative. Once initiatives are implemented and measured for outcomes, corrective actions may be taken to increase marketing and outreach efforts if usage statistics goals are not being met. An additional community survey will be created to gain feedback on the new strategic initiatives for further insights into what other changes or adjustments should be made. Finally, project managers will be rewarded for implementing strategic initiatives on time and within budget by the library director. This might be in the form of extra paid day/s off or other rewards.

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Contingencies
Our library has been given a grant to help implement our plans, so in general budget cuts are not a huge concern in getting them off the ground. However, severe budget cuts would of course be harmful to the entire library, including these programs. Most harmful, however, would be if nobody used these programs once they are implemented. The grant only covers creating and starting up the programs, so once created they need to earn their keep, so to speak, in the library budget. If the programs are being under-utilized, they will be in danger of being reduced or cancelled. There has been strong interest in the community for both of these programs and the increase in both quality and quantity of public technology , and both are topical to the community at this point in time, so it isn't highly likely that they would fail immediately - however, as time goes on and things change the library will have to work to maintain this interest and keep the programs relevant and up-to-date. To help ensure the programs long-term success, we have a thoughtful public relations plan included in this strategic plan, designed to make the public aware of the new services and resources the library will be able to offer them. We will put out announcements in the local paper about both new programs, and have fliers available in the library in the months prior to the centers openings. We we will notify the local rotary club of the new Career Center and notify the local schools and Parent Teacher Associations of the new Homework Help Center. We will advertise on the community college campus about tutoring opportunities a the library. However, attracting attention to the new programs and resources will not be enough. We will also need to sustain and nurture community support and involvement to make these programs a success. We will treat the Career Center with sensitivity and discretion, and be aware that the people utilizing it might be in a position where they
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would prefer not need to there in the first place. We will institute a methodological way to oversee and evaluate the jobs the tutors from the community college do, so the Homework Help Center will be most meaningful and useful for the students utilizing it; we will also initiate communication with the local schools so well have an idea what students coming to the Center will need help with. We will seek feedback from the community about what they think about our new programs and how to improve them, and then we will act on them when possible. We will do our utmost to make these programs a valued, vital part the community, and in doing so we will be protecting its future in this community.

Concluding Remarks
To achieve the vision of evolving with our community and to support our community, the upgrades proposed within are critical, as are the planned supports within the community through our schools. Our career center will serve to enable our community members to survive in our economically challenged times, as well as the students moving from the education realm into the workplace. Throughout this process, planning for educational support within our work environment will ensure our success, as well as the technical support needed with any new technology. Our library is dedicated to supporting our community in every way possible, and through this plan, will become even more relevant to our members as well as enabling our community to meeting their own needs.

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Summary Report of Team Activities

Team Techno-Evolution Elizabeth Edleman, Tiffany Renshaw, Megan Foidel, Serenity Ibsen & Jodi Luce LI805XO Leadership and Organization of Information Organizations October 28, 2010 In working on our strategic plan assignment for LI805, Team Techno-Evolution passed through Robbins, Coulter and Langtons (2008) Stages of Team Development. Signs that the team was in, or passing from one stage to the next, can be seen by looking at the minutes taken during team meetings. These minutes act as a snapshot into the stage of team development Techno-Evolution was in at the time, and provide a running commentary on the process the team went through from their first time meeting as a group to their final days working on this project.

Forming It took Techno-Evolution a while to really find its stride, and as such we spent quite a bit of time in the forming stage. While we had our formal team structure largely figured out by the end of Meeting #1, with Jodi as the Team Leader and Elizabeth as Secretary, informally we were still in the forming stage for quite a while longer. While the two official positions in the group stayed the same from meeting #1, in meeting #2 the team redefined its structure for the time being by assigning different roles and responsibilities in regards to the research that needed to be done at the time, and repeated this again in meeting #4 by deciding on the division of work between group members. Furthermore, when the team leader, Jodi, wasnt able to make it to meetings with an official agenda, present members redefined the group structure to accommodate that and still hold productive meetings. Storming Techno-Evolution didnt have a team member with a dominant or autocratic personality who really tried to control the teams activities decisions were largely made after group discussion and agreement, and concerns were addressed and compromises made. As such, Techno-Evolution didnt go through a Storming stage insomuch as it is defined by intragroup conflict true conflict simply wasnt present in this teams development, and
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without a dominant personality all group members were equal and there was no one person or entity to resist. You can see examples in the minutes where there could have been disagreements over the projects direction or leadership, which were instead solved peacefully, such as the divisions of work in Meetings #2 and #4 or the discussion on our hypothetical library in Meeting #2. Without a period of internal conflict or struggle, Techno-Evolution seemed to generally pass over the Storming stage and went straight to Norming. Norming Techno-Evolution entered the Norming stage around Meeting #2, when we started working out ideas for our hypothetical strategic plan as a team. During that meeting, we clarified the vague ideas we had from Meeting #1 and really started forming as a group, since we now had a more concrete idea of who we were and what we were trying to accomplish. The Norming stage was continued into Meeting #3, which lacked a strict agenda and allowed group members to meet more informally. Performing You can first see Techno-Evolution entering the Performing stage in Meeting #4, when we really started hitting our stride and focus not on the more nebulous theoretical issues of the strategic plan such as library background, but focusing on what hard tasks were needed to complete the project. From this point on Techno-Evolution would be all about finishing the project at hand. During that meeting we broke down the division of work needed to complete the final paper, finalize our goals and objectives which would be central to writing the individual sections of the plan, and come up with a timeline for completing the various steps our group would go through on the way to a finalized document. This focus on completing the assignment can also be seen in Meeting #5, when group members compared the rough drafts of their individual sections and provided feedback on how to improve them; as well as in Meeting #6, when group members discussed how and when the rough draft would be compiled and specifics on the budget were worked, allowing the completion of several sections of the plan; Meeting #7, when Techno-Evolution met with Rajesh Singh, 805s professor, to get feedback on the compiled rough draft and find out what further we need to do; and meeting #8, when we came up with a way to edit the draft of our plan concurrently using Google Docs, allowing us to see what the other team members think about the paper and make comments. Furthermore and not visible in the meeting minutes, team members had been emailing one another with questions, concerns and ideas daily since Meeting #7, which has proved to be a very effective way of further completing the task at hand on a real-time basis than simply discussing it during meetings.

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Adjourning Team Techno-Evolution will not be in the Adjourning stage until the project is over, after our presentation on October 30th. We as a group did not have enough time to enter the adjourning stage until after the project is completed and we have turned it in for evaluation; we were in the performing stage until it will be turned in and our presentation is complete.

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Team Minutes
Meeting #1
Team Techno-Evolution September 11th, 2010 Present: Elizabeth Edleman, Megan Foidel, Serenity Ibsen, Jodi Luce, Tiffany Renshaw First Meeting: This was a very informal meeting. We didnt have an agenda, but instead just talked about how we wanted to get our strategic plan started. All members were present, and we met in person. Agenda: We did not have a formal agenda at this point, we are still trying to figure out what we need to do to get started with our plan. We did discuss some very broad ideas about what we wanted to do, named our team, and assigned team roles. Item #1: Type of library Some members of our group had been hearing about the financial woes of Josephine County in Oregon, where the situation is so bad the librarys mission is actually just to open and operate public libraries in the county. We thought we would like to address some of the needs that a struggling, rural library would face, which the Josephine County Library system as our inspiration. We specifically wanted to help the unemployed in such an economically-troubled area. However, we left this open-ended, to be conclusively discussed in a later meeting. Item #2: Team Roles Jodi was nominated as our Group Leader, and Elizabeth volunteered to be the Secretary. Item #3: Team Name We decided to name our team Techno-Evolution, due to the role technology will necessarily have to play in our library regaining relevancy in its community. Item # 3: Next Meeting Because this meeting was so short and informal, we felt it was important to have a follow up meeting soon. The next meeting was agreed to be via Adobe Connect on September 20th, and members would do individual research until then.

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Meeting #2
Team Techno-Evolution September 20, 2010 Present: Elizabeth Edleman, Jodi Luce, Megan Foidel, Serenity Ibsen, Tiffany Renshaw Second Meeting: In this meeting we started by looking at Jodis meeting agenda and discussed in general what we want our hypothetical library and strategic plan to be. We briefly touched on our mission/vision statement and our strategic plans goals and objectives, which will be revisited in future meetings. We discussed in general what topics people wanted to research for the next meeting. This meeting mainly served as a brainstorming session to prepare for future meetings. This meeting was held online using Adobe Connect, and all members were present. Agenda: presented by Jodi. Organizational Profile: Overview: Why does our library need a strategic plan? i.e. why this, why now? Timeframe 1. Our theoretical library background 2. Guiding values 3. Mission statement How do we want to break down our work? What are our strengths and weaknesses individually? Item #1 Library and Community We discussed our hypothetical library and its setting/community. Serenity started us on this topic by sharing a link about economically distressed areas in Oregon. Other members had articles to share as well, and it was agreed theyd be shared in TechnoEvolutions BlackBoard file exchange after the meeting. We wanted to get a firm grasp on who we as a library and community were before continuing on with our strategic plan. We also discussed the angle we want to approach our library from and what our position was within the hypothetical library. As we were discussing our library we gravitated towards several ideas: We wanted our hypothetical community to be in a relatively economically distressed area with a high percentage of job seekers

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We wanted our library to update itself, especially technologically, and regain relevance among its community Modeling our library in part off of Josephine County, it was important for our library keep the library to be viable and needed in an economically distressed area, so there would be motivation for the community to invest in it, keep it open and continue to fund with taxes We specifically wanted our strategic plan to include ways of helping job-seekers We specifically wanted our strategic plan to include ways of helping students, especially students of a small, local community college that doesnt have its own library. We touched on the idea of our library facing imminent closure, like Josephine County Library, but instead decided to having it being out of touch with the communitys needs and no longer relevant to its patrons, but not struggling to stay open. Furthermore, we decided we wanted our community to be economically distressed but not in an extreme way. We touched on the area of including the elderly into our strategic plan, but decided to stick with job-seekers and students as the groups we would most focus on. To summarize: We decided we wanted our library to be striving to regain relevance and create an important place for itself in an economically distressed community, specifically by focusing on helping job-seekers and students. Item #2 Mission/Vision Statement We discussed our librarys mission and vision statements and how our goals and objectives would fit into them. We gave ideas like to remain relevant to our community in an ever-changing environment, We are dedicated to providing the most relevant, upto-date service and materials to our patrons and To enable our community to XXX through providing the latest technologies. Our mission/vision statement was unresolved, and we all agreed to fill out the worksheet and compile using all of our ideas during our next meeting. Item #3 Goals and Objectives We discussed our strategic plans goals and objectives. Ideas for goals include technology improvement, training, and adopting programs/ technologies to help job-seekers and students. Ideas for measurable objectives included providing a set number of computers set aside for students and job-seekers, measuring the increase in people attending job information classes/using computers to look for jobs.
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Our librarys goals and objectives remained unresolved and will be discussed further in future meetings. Item #4 Breakup of Work We discussed how we wanted to break the work up between us until the next meeting. Jodi: Compile links into a group reference page; synthesize all the information into something resembling what will be required; create checklist for work progress. Elizabeth: Type up meeting minutes; research library job seeking information; compile information into a presentation PowerPoint later on. Serenity: Create our hypothetical community with statistics and demographics. Megan: Research student needs. All: Fill out mission/vision statement worksheet. While discussing Item #4, we had some technical trouble with Adobe Connect that interrupted the meeting and which forced Tiffany out early. We did not visit the individual strengths and weaknesses item of the agenda and will discuss that in a future meeting. Item #5 Future Meetings We set a date for our next meeting a slightly less formal one to catch up during that Serenity wasnt sure she could attend on September 28th, and our next full meeting on October 5th. We would keep in touch as needed through BlackBoard and email in between meetings, and post our research findings on our team Wiki. Next Meetings September 28th and October 5th

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Meeting #3
Team Techno-Evolution September 28th, 2010 Present: Elizabeth Edleman, Tiffany Renshaw, Megan Foidel Absent: Jodi Luce, Serinty Ibsen Third Meeting: This was a very informal meeting, conducted on Adobe Connect, with only three of five members present. This meeting served mainly to touch bases with other group members. No important decisions were made during this meeting. Agenda: Because our group leader, Jodi, was unexpectedly unable to attend this meeting, we did not have an agenda for this meeting. Because this was not intended to be a formal group meeting this was not a problem. Instead, present members discussed how they were proceeding on this project and what we would need to address in the next formal meeting. Because only three members were present, no decisions were made regarding assignments or anything of that nature. Discussion - Strategic Plan We discussed the research we had done for our strategic plan and how we put together our mission and vision statements. We decided that no formal decisions would be made at this meeting, but instead at the next formal meeting scheduled for the next week. We looked at the sample strategic plan provided on Blackboard by The Possiblitarians and discussed what we would need to accomplish to create a successful strategic plan like that one. We agreed to get our mission/vision statements nailed down during the next meeting so wed have a firm jumping off point for our work. Elizabeth was not sure about the minutes she had taken for the first meeting and would email Professor Singh about them. We discussed possible ways of breaking up work on the PowerPoint presentation for our project presentation during the next class weekend, but no decision was made regarding that. We agreed to meet again during the next meeting and keep the momentum rolling to really start getting this project finished. Next meeting: October 5th

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Meeting #4
Team Techno-Evolution October 5th, 2010 Present: Elizabeth Edleman, Megan Foidel, Serenity Ibsen, Jodi Luce, Tiffany Renshaw Fourth Meeting: During this meeting we accomplished things that needed to be set for us to proceed, namely divide the work for the project, solidify our goals and objectives and set a timeline for completing our strategic plan and presentation. Because of this, our meeting was very productive. All members were present for this meeting; however, Tiffany, Megan and Serena had to leave before the final item on the agenda (Item #4) was discussed. This meeting was held online using Adobe Connect. Agenda: Presented by Elizabeth and added on to throughout the meeting by team members. Division of Work Hypothetical funding Goals/Objectives Timeline Item #1: Division of Work We first discussed how to divide up the work for our strategic plan. We did this by taking the assignment and going through it point by point to divide up the work among our group members. Broken down, the assignment will be distributed like this: Executive summary - Jodi Organizational profile - Serenity Preparation/planning - Tiffany Current realities - Megan New priorities - Elizabeth Action plan Serenity (budget), Tiffany (strategic initiatives) Contingencies - Elizabeth

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Concluding remarks Not yet assigned, will be looked into further after other sections are finished Jodi will compile everybodys mission/vision statements into a finalized mission and vision statement for our library. We agreed to post all of our stuff to our team wiki so we can review each others work and make sure it fits in with the whole. Item #2 Hypothetical Funding We discussed how our library will be getting funding to complete our strategic plan, so well know where the money is coming from while working on it. We agreed that our library has been given a grant to complete our goals and objectives, and our strategic plan will be a way to show that we are working to accomplish the criteria set forth by the grant. Tiffany has written a grant for another class and will post that for us to look at so we have an idea as to what grants are and how they work. Item #3 Finalize goals and objectives We needed to finalize our goals and objectives so we all approach our sections of the assignment from the same angle. In our previous meetings we had discussed possible goals and objectives. We had a general idea of what we wanted to do, but hadnt come to a final agreement yet. We decided that we wanted one goal to be to provide more services for job seekers and the other goal to be to provide more services to students. We then discussed measurable objectives for each goal, such as opening a homework help center in the library for students. Elizabeth had previously contacted the job search department of the Seattle Public Library, asking what they felt were the most important aspects of their job-seeking services. The information from them went into deciding on our first goals objectives. For our strategic goals and objectives we decided on: Goal: Provide more opportunities for job-seekers in our community Objective: Obtain more resources for job-seekers Strategy: Purchase two computers to be used solely as internet access points for job- seekers Strategy: Situate computers near the reference desk so job-seekers have access to librarians for help if needed Objective: Create a Career Center in the library Strategy: In addition to the computers from the previous objective, obtain resources related to job searching, such as how-to books. Goal: Support students outside of school/college Objective: Create a homework center for primary/secondary students Strategy: Create a Homework Help center to be open during certain hours of the day, that is only to be used for school work.
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Objective: Enable cooperation and start supporting the local community college Strategy: Set up interlibrary loan with the local community college. Strategy: Set up library computers to be able to access the local community colleges databases with student ID Jodi is going to compare the goals and objectives to our mission/vision statements to make sure that they fit in and then post them to the team wiki. Item 4: Project Timeline Elizabeth and Jodi discussed the timeline for this project. Because three members were absent it cant be considered official at this point in time, but gave us a jumping off point and an idea of how to proceed with the project in a timely manner. Team Techno-Evolution Timeline October 12th Get rough drafts (ideally) or outlines (worst case) for sections posted on the team wiki October 15th Rough drafts of sections posted on BlackBoard at the latest October 18th Entire document put together rough draft October 22nd Rough draft of PowerPoint put together October 25th PowerPoint and final draft done; plan out presentation October 28th Strategic Plan due At some point after the 25th we also wanted to practice our presentation, but did not assign a date for that at this point. We will discuss it during the next meeting. Jodi put out an announcement on the team wiki about upcoming due dates, and during the next meeting these dates will be solidified. Next meeting: We agreed to meet again on Monday, October 11th at 7:00 pm.

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Meeting #5
Team Techno-Evolution October 11th, 2010 Present: Elizabeth Edleman, Megan Foidel, Serenity Ibsen Absent: Jodi Luce, Tiffany Renshaw Fifth Meeting: There had been some uncertainty and confusion about the time of this meeting, and only three members made it. Because of this, there was no formal agenda, but those who had rough drafts of their sections ready shared them with the present members and got feedback. We especially brainstormed the best organizational structure for our library. This meeting was held online using Adobe Connect. Agenda: Because the team leader, Jodi, was not present at this meeting, we did not have a formal agenda. We came up with items to discuss as we talked, though. Item 1: Library Organization Serenity shared the rough draft of her organizational chart for our library, for feedback and comments. On the whole it was highly approved of by all present team members, with a few suggestions made on possible ways to improve it for this project. Serenity had purposefully created the organization of our library very small, in keeping with our agreed-on library setting (small out-of-touch public library). Concerns were mainly with the organization as it was presented there wouldnt be enough employees at the library to reasonably handle the increased workload proposed by our goals without increasing the staff to a size beyond what you would expect from a small, economically-challenged public library. We brainstormed different ways to get around this potential dilemma, while still remaining true to our librarys set-up. Resulting ideas were: Add a library assistant for the reference librarian to help manage the reference desk/ career center, and/or having assistants in charge of the homework center Increase the number of library volunteers to help with shelving and circulation This was pointed out as possibly being problematic in Megan and Serenitys experience with Multnomah County Library, volunteers are able to do a lot with helping run the library; in Elizabeths experience with Seattle Public Library theyre very limited by union policies in what they can do. Add a children/teen librarians to help with the homework center Expecting library employees fill in roles that traditionally might be outside
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of their job description, such as having the tech service librarian pinch hit for reference. While that would be less than the ideal of having a full staff, since this is supposed to be a very small library, we didnt think it was unreasonable for employees to take on many different roles, as long as we were careful about writing job descriptions and preventing employee burnout.

Recruit students from the local community college to volunteer as tutors in the homework center with the operations manager overseeing it possibly creating a program with the community college for students to get a point of credit as an independent study option for doing so.

This would be nice since the other objective for the goal of helping local students was provide more services to the community college students through the public library this could make that relationship more mutually beneficial for both parties.

It should be noted at this point we dont know if such a program between a public library and a community college would be feasible. Item 2 New Priorities and Contingencies Elizabeth shared her rough drafts of the New Priorities and Contingencies sections, which had been posted in the team wiki. Because to address some of the requirements for the sections she had to go beyond what had previously been discussed, she wanted to get feedback on what shed written before really including it. As such, both sections were still rough drafts. New Priorities, specifically, was not complete Elizabeth needed to read more about SMART goal approach to properly address that and what specifically would make initiatives strategic. While both needed further refining, the consensus was they were both good starts and captured what were looking to accomplish with our strategic plan. Item 3 Library Grant Elizabeth was concerned that a hypothetical grant to fund our goals would not be allowed within the context of the assignment. Both Megan and Serenity felt it would be, but the point came up that it would be a good idea to check with the professor to see if we should include how and why we received said grant. Elizabeth said she would email the professor with that question. Serenity said she would start working on the breakdown cost per item once we figure out how much the grant is. This wasnt further addressed in this meeting, but will be at the next one.

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Item 4 Next Meeting Our next meeting was set for October 15th, 2010 at 4:30. Since two team members were missing, Serenity volunteered to send a group email about the plans for the next meeting. We agreed to stick to the schedule created during the previous meeting and posted to the team wiki by Jodi.

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Meeting #6
Team Techno-Evolution October 15th, 2010 Present: Elizabeth Edleman, Tiffany Renshaw, Megan Foidel, Serenity Ibsen (in person); Jodi Luce (via Adobe Connect) Sixth Meeting: During this meeting, we mainly discussed the completion of our plan and how we were going to accomplish that, and clarified details of our plan for people working on individual sections. All members were present, with Jodi attending the meeting using Adobe Connect and the rest of the group in person. Agenda: Presented by Elizabeth and added onto as group discussed. Compiled rough draft Budget Goals

Next meeting Item #1: Compiled Rough Draft During the third meeting, we agreed as a group on what sections of the strategic plan we were going to work on individually. During this meeting, we discussed how we were going to compile our individual drafts, which were due on BlackBoard the day of the meeting, into one cohesive strategic plan. Jodi had been working on this already, having created a template on her computer for the compiled plan and adding sections to it as they were posted. She aimed to have this done by the end of the weekend (10/17) and posted so we can all see it and further refine it as a group. We aim to have a completed, almost final and only necessitating in a few possible tweaks, finished by October 25th, and have the final draft turned in on October 28th. Item #2: Budget We discussed how to break up our hypothetical grant between our different goals and objectives. This conversation mostly took place between Tiffany and Serenity. Different things we thought we would need to include in the budget are: Software
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Computers Reference materials Marketing Training for employees Etc. A rough draft of the budget will be included in our compiled draft, where it can be further discussed if needed. Item #3: Goals Prior to the meeting, Tiffany and Elizabeth discussed our plans goals and objectives. They had the idea that conducting continuous community analysis would make a good goal for our group to have in light of our hypothetical librarys irrelevancy. They brought this up duringvthe meeting, but it was decided that continuous community analysis was not needed as a goal, as we would have had to do a community analysis prior to the formation of our plan therefore, it had already been done. As a compromise, Elizabeth will update the New Priorities section to include continual community analysis as being something the library has recommitted to as a way of maintaining relevancy in the community. Item #4: Next meeting We all agreed that it was important for us to meet with Professor Singh using Adobe Connect as soon as possible, once we had a compiled rough draft, so we could go over our strategic plan with him and be sure we were on the right track and ask him any questions we may have about the final plan and/or our individual sections. Megan emailed the professor asking what day would work for him, and in the meantime we set our next meeting date to be Thursday October 21st, with the caveat that this could change depending on the professors schedule.

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Meeting #7
Team Techno-Evolution October 21, 2010 Present: Elizabeth Edleman, Jodi Luce, Megan Foidel, Serenity Ibsen, Tiffany Renshaw Seventh Meeting: This meeting started with a question-and-answer session with our professor, Rajesh Singh. We held this meeting via Adobe Connect, but were interrupted halfway through the meeting by technical difficulties which made Adobe Connect unusable. After reconvening via conference call, we discussed what we needed to do to proceed with our project. Note: Following the suggestions Rajesh made during this meeting, minutes will be relayed in a much briefer style. Agenda: Presented by Elizabeth, but since we didnt get past Item #1 before Adobe Connect crashed, the agenda was largely unused. Item #1 - Discuss rough draft of strategic plan with the professor and ask questions as needed Item #2 - Discuss rough draft amongst ourselves - How to make it better? How to fill in the gaps? Everything match up? Group edit? Etc. Item #3 - Discuss presentation - How will we present? Who will do PowerPoint? Etc Item #4 - Set next meeting Item #1: Question and Answer with Rajesh (Megan was not present for this part of the meeting) Q: Tiffany wanted to know if our timeline needed to be in Microsoft Project or just a work back schedule. A: Either, as we see fit. Q: Elizabeth wanted to know how the minutes and narrative is supposed to fit with the rest of the plan. A: Strategic plan, followed by the narrative and then the minutes. Q. Elizabeth wanted to know if the storming/norming/forming/etc should be in the minutes or just the narrative. A: Just the narrative, where we analyze our process the minutes are just a straightforward account of the meeting.
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 Furthermore, Rajesh mentioned the minutes being taken were rather long - minutes should rarely, if ever, be longer than two pages. Q: Is the gap analysis supposed to be about a current gap or one that could exist in the future? A: One that exists currently. Q: Elizabeth wanted to know more about what makes the objectives strategic and if we need to mention SMART goals specifically, or if those should just be evident through the descriptions A: Again, specificity is key. Being really specific in objectives should take care of these aspects. A reoccurring theme to the question and answer session was our draft needed more specifics. We need to be more specific in the objectives, measured outcomes, and overall general plan, and write the plan for others to read, not just ourselves. Serenity will post the document to Google Documents so we can all concurrently edit it. At this point Adobe Connect crashed, effectively ending our meeting with Rajesh. He sent us an email instructing us to email any further questions that were not addressed to him. Jodi, Serenity, Elizabeth and Megan reconvened via conference call to finish the meeting however, the agenda was not followed. Further discussion between team members via conference call was informal and lacking in structure. Topics touched upon were the gap analysis, the name of our library/ community (fictional vs. a real community/library) and the details in the mission statement. Next meeting: A meeting date was set for Wednesday, October 25th, 2010.

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Meeting #8
Team Techno-Evolution October 25th, 2010 Present: Elizabeth Edleman, Jodi Luce, Megan Foidel, Serenity Ibsen Absent: Tiffany Renshaw Eighth Meeting: This was a very general meeting, without a set agenda. Our discussions centered around what we will need to do to complete our project. Acting on Rajeshs advice from the previous meeting about the length of our minutes, they have been written in a more brief style. This meeting took place online via Adobe Connect. Agenda: No set agenda, but all conversations focused on the completion of our strategic plan. Item #1: Finishing the Plan We first discussed our use of Google Documents for editing the final draft. Elizabeth was having trouble seeing comments shed made earlier in the day, but that was resolved as the document continued to open. We agreed to label sections as final when we feel they are complete and ready to turn in. We discussed our presentation. Serenity volunteered to create the PowerPoint, and asked that everybody get their information in to her for that by Wednesday. Jodi was going to print out the plan and check it for overlap between the sections. We had a discussion about the fourteen computers we were purchasing in the strategic plan Elizabeth had been under the impression we were buying computers only for the plan, but Serenity wanted the computers to be for the whole library. We agreed to reserve four of the computers (two each) for the Career Center and Homework Help Center during the Centers open hours and then have them be available to everybody for the rest of the day. The remaining six public computers would be open to all patrons throughout the day. Elizabeth volunteered to edit the paper, but asked that everybody else do so as well beyond their own sections. This was agreed on. Although we did not set a time, we agreed to meet again on Wednesday, October 27th to do a final group evaluation of the paper prior to it being turned in. Elizabeth will email the rest of the group so we can all set a time. Next Meeting: October 27th, 2010

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Meeting #9
Team Techno-Evolution October 27th, 2010

Present: Elizabeth Edleman, Jodi Luce, Megan Foidel, Serenity Ibsen, Tiffany Renshaw Ninth Meeting: This meeting was a closing meeting of sorts. Our discussions centered around house keeping items for completing and turning in the plan as well as discussing our presentation. This meeting took place online via Adobe Connect. Agenda: No set agenda, but all conversations focused on the completion and turning in of our strategic plan, as well as the presentation of the Strategic Plan to take place on October 30th, 2010. Item #1: Finishing and Turning in the Plan The group discussed how we were going to turn in the plan and who was going to turn in the plan. It was decided that Jodi would move our collaborative google document from the website into a formatted Apple Pages document and this would then be posted under the assignment on Blackboard. The document is to be posted on Blackboard by Midnight central time. Item #2: The Presentation For our presentation it was decided that Serenity would create a template for the PowerPoint part of the presentation, and that each individual group member would e-mail their part of the presentation to her to fit into the template. As decided in a previous meeting, the group will meet before class on Friday to do a run through of the presentation for times sake and to make sure the presentation flows.

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