Running head: PROPOSAL FOR THE CREATION OF TECHNOLOGY PETTING ZOO PROGRAM

Proposal for the Creation of Technology Petting Zoo Programming at the Manhattan Public Library

Melendra Sutliff Sanders Team

Emporia State University LI859 December 6, 2013

PROPOSAL FOR CREATION OF TECHNOLOGY PETTING ZOO PROGRAM

Table of Contents
Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Inputs, Costs, and Responsibilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Logical Framework . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . How Team Will Produce Outcomes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Resources Budget . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Linear Responsibility Chart . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 3 page 3 page 3 page 5 page 6 page 7

Manhattan Public Library Organizational Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Organization Information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Organizational Chart . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Porter Competitive Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . MPL Organizational Units Involved in Project . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . SWOT Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Vision and Mission . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Goals and Measures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Core Project Strategies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Execution Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Manhattan Public Library Strategic Objectives Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Strategic Problem Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 Why Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Benefits of Solution . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Ideal Solution . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Scenarios & Objective Statements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Project Initiative: Development of Scenario 1 Project . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Required Outcomes for Project Objective . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Project Success Measures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Measure of Project Goal . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Measures of Project Purpose . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Measures of Project Outcomes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Alternative Measures of Project Success . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Leading Measure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Proxy Measure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Unobtrusive Measure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Project Assumptions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Project Team Members & Stakeholders . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Assumptions for Project Success . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Risk Analysis and Mitigation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

page 8 page 8 page 9 page 9 page 9 page 10 page 10 page 11 page 11 page 11 page 12 page 12 page 12 page 12 page 12 page 13 page 13 page 13 page 14 page 14 page 14 page 14 page 15 page 15 page 15 page 16 page 16 page 16 page 18 page 18

Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 20 References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 21

PROPOSAL FOR CREATION OF TECHNOLOGY PETTING ZOO PROGRAM

Executive Summary
Our proposal to create a Technology Petting Zoo (TPZ) program for adults supports the mission of the Manhattan Public Library (MPL) to provide an environment where the people of our community can readily share resources that are cultural, educational, and recreational expressions of our society. Although the library has strong childrens programming with high attendance, MPL has had difficulty providing relevant programming to its adult patrons and the broader Manhattan community. The addition of the TPZ program will provide adult customers with opportunities for building technology knowledge and skills. This adult technology-oriented program will help MPL increase adult participation in library programs and enforce the view of the library as a vital community resource.

I. Project Inputs, Costs, & Responsibilities

The following tables provide a succinct view of the strategy, project assumptions, action steps, budget, and team member responsibilities necessary to create the TPZ program. Following sections will present strategic analysis in greater detail of the projects objectives, metrics, and assumptions for success.

Logical Framework
The Logical Framework provides the objectives, success measures, and assumptions in the creation of new adult programming at MPL. It focuses specifically on the creation of a TPZ program that will allow patrons to gather hands-on experience with electronic devices. The TPZ program will be an ongoing monthly event.

Objectives Goal:
Customers technology knowledge and skills increase.

Success Measures
Goal Measures: 1. 75% increase in customer score on preand post- tests 2. Rating of 8 or higher on survey rating customer satisfaction and selfevaluation of skill improvement

Verification
Verification: 1.1 Pre-test of customer skills 1.2 Post-test of customer skills 2. Survey following TPZ program

Assumptions
Assumptions to reach Goal: 1. At least 65% of attendees are willing to complete one brief pre-assessment questionnaire and one survey, which also contains brief post-assessment questions, for each TPZ event. 2. An Adult Services librarian and faculty from the KSU Education Department will develop brief pre- and post-assessment evaluation tool by the middle of month 5. 3. All attendees will be able to handle and interact with the device presented at each TPZ event.

Purpose:
Customers attend TPZ program.

Purpose Measures: 1. An average of at least 10 customers will attend each TPZ program over period of six months.

Verification: 1.1 Attendance counts at TPZ program 1.2 Average attendance over 6 months

Assumptions to achieve Purpose: 1. That 65% of adult citizens of Manhattan want to attend hands-on technology training events. 2. Customers and other community members view MPL as a resource for technology knowledge, as indicated on biannual library survey.

PROPOSAL FOR CREATION OF TECHNOLOGY PETTING ZOO PROGRAM

Outcomes:
1. TPZ program created. 2. TPZ program funded. 3. Evaluation tool created. 4. TPZ program marketed.

Outcome Measures: 1. One hour TPZ program performed monthly. 2.1 Library Director allocates $9,020 in funds for TPZ program. 2.2 Additional funds, as necessary, secured through Library Services & Technology Act (LSTA) grant. 2.3 Additional funds, as necessary, secured through Extended Services Grant (ESG) funds from NCKLS. 3. User evaluations produce quantitative and qualitative data of increase in patrons familiarity with specific technologies. 4. Programs marketed in the library as well as through MPL website, Facebook, Twitter, local radio advertisement, Manhattan Chamber of Commerce calendar, and Manhattan 24/7 calendar.

Verification: 1. Electronic calendar 2.1 Written confirmation and MPL annual budget 2.2 LSTA fund receipt 2.3 ESG fund receipt 3.1 Pre- and Post- tests 3.2 User survey 4.1 Scan of premises 4.2 Scan of website 4.3 Monitoring social media 4.4 Scan of Manhattan Chamber of Commerce calendar 4.5 Scan of Manhattan 24/7 calendar

Assumptions to produce Outcomes: 1.1 Tech Services and Adult Services work together efficiently to purchase devices 1.2 Further devices are purchased as necessary. 2.1 The Library Director allocates $9,020 by middle of month 2 for the purchase of TPZ devices. 2.2 Project receives LSTA funding approval. 2.3 Project receives ESG funding approval. 3.1 Users are willing to complete survey. 3.2 Evaluation tool accurately measures patrons skills. 4. The Marketing Department allocates $2,000 for promotions and creates the marketing materials by the end of month 4.

Source: MPL Strategic Plan and project team planning sessions. Logical Framework chart and other strategy concepts from Schmidt (2009).

PROPOSAL FOR CREATION OF TECHNOLOGY PETTING ZOO PROGRAM

How Team Will Produce Outcomes

The following table illustrates the necessary steps to create the TPZ program, as well as the timeline for completion and the estimated budget for each task. The time frame in question is that of creation of the program, and does not attempt to take into account the continuing project investments of time and resources. Assumptions for Inputs: Inputs: How team will produce Outcomes Schedule
Month Month 2 Month 3 Month 4 Month 5 Month 6

ACTIVITIES:

WHO RESPONSIBLE?

BUDGET

1. TPZ program created 1.1 Research tech equipment 1.2 Compare prices 1.3 Purchase devices (and receive devices) 1.4 Train adult services librarians on new equipment 1.5 Change schedules to accommodate TPZ program coverage 2. Evaluation Tool Created 2.1 Locate resource for help creating tool 2.2 Create tool 2.3 Test evaluation tool on staff 3. TPZ Program Marketed 3.1 Provide Marketing Department with relevant details 3.2 Create marketing materials 3.3 Preview and confirm marketing materials 3.4 Marketing materials deployed 4. TPZ program funded 4.1 $9,020 budgeted with library funds 4.2 Apply for Library Services & Technology (LSTA) grant (and receive grant) Library Director Librarian #2 $30 $100 Adult Services Manager Marketing Manager Adult Services Manager $95 Librarian #1 Librarian #1 Adult Services Manager $30 $120 $100 Tech Staff #1 Tech Staff #1 Tech Services Manager Adult Services Manager Adult Services Manager $75 $45 $6,630

1. Tech Services & Adult Services work together efficiently to evaluate/ purchase devices. 2. Adult Services Manager ensures 15 staff members are trained to teach about technology & demonstrate device usage. 3. A faculty member from the KSU Education Department will be available & willing to help develop the evaluation tool. 4. Evaluation tool accurately measures patrons skills. 5. The Marketing Department allocates $2,000 for promotions & widely advertises the new TPZ program. 6. The LSTA & ESG/NCKLS grants will be approved & received quickly.

$1,000

$20

$135 $130

4.3 Apply for Extended Librarian $100 Services Grant (ESG) funds #2 from NCKLS (and receive funding) Source: Online research and vendor comparison study; MPL staff listing, payroll, Organization Chart, Strategic Plan, and staff interview. Chart template from Schmidt (2009).

PROPOSAL FOR CREATION OF TECHNOLOGY PETTING ZOO PROGRAM

Resources Budget
The resources budget addresses the initial costs of researching and purchasing equipment, training staff, and establishing the program. Within this budget, we have planned for the initial years worth of programs based on two programs devoted to each category of device. The budget does not cover training hours beyond those needed for the first year. Ongoing expenses will be covered by Extended Services Grant (ESG) funds or a Library Services & Technology Act (LSTA) grant. Inputs A. Material/Supplies B. Cost C. Staff time D. Cost E. Total Needed needed Cost 1.1 Research tech 5 hours @ $75 $75 equipment $15/hr. 1.2 Compare prices 3 hours @ $45 $45 $15/hr. 1.3 Purchase devices 2 hours @ $30 $30 $15/hr. 5 e-readers $900 $900 5 tablets 5 smartphones 3D printer and printing supplies Projector & video projection tool for projection mapping & facade signage 1.4 Train adult services librarians on new equipment Adult Services Manager Manager of Tech Services (4) Adult Services Librarians 1.5 Change schedules to accommodate TPZ program coverage 2.1 Locate outside resource for help creating tool. 2.2 Create tool. 2.3 Test evaluative tool on staff. Adult Services Manager (4) Adult Services Librarians 3.1 Provide marketing department with relevant details Paper samples $50 $3,000 $750 $1,150 $800 $3,000 $750 $1,150 $800

10 hours @ $20/hr. 10 hours @ $20/hr. 8.5 hours each (x 4) @ $15/hr. 1 hour @$20/hr. 2 hours @ $15/hr. 8 hours @ $15/hr.

$200 $200 $510 $20

$200 $200 $510 $20

$30

$30

$120

$120

1.5 hours @ $20/hr. 1.5 hours each (x 4) @ $15/hr. 2 hours @ $20/hr.

$30 $90 $40

$30 $90 $90

PROPOSAL FOR CREATION OF TECHNOLOGY PETTING ZOO PROGRAM

3.2 Create marketing materials In-house marketing Manhattan Chamber of Commerce Manhattan 24/7 Calendar Radio interviews 3.3 Preview marketing materials 3.4 Marketing materials deployed 4.1 Library Director allocates funds for TPZ program 4.2 Additional funds secured through Library Services & Technology Act (LSTA) grant 4.3 Additional funds secured through Extended Services Grant (ESG) funds from NCKLS Total Cost B + D =

Paper, cardstock, ink

$150

5 hours @ $20/hr. 2 hours @ $20/hr. 2 hours @ 20/hr. 4 hours @ $20/hr. 2 hours @ $20/hr. 1 hour @ $20/hr. 1 hour @ $30/hr. 16 hours @ $15/hr.

$100 $40 $40 $80 $40 $20 $30

$250 $40 $40 $80 $40 $20 $30

$240

$240

12 hours @ $20/hr.

$240

$240

$6,800

$2,220

= $9,020

Source: Online research and vendor comparison study; MPL staff listing and payroll. Chart template from Schmidt (2009).

Linear Responsibility Chart

The linear responsibility chart builds on the action steps required to create the TPZ program and assigns each task to a key employee. Only one employee is responsible for the completion of the task within the necessary time frame and budgeted amount, although other staff members may participate.

Code
R Responsible to do; P Participates in doing; C May be consulted; I Must be informed; A Approves

Inputs
Action Steps: Adult Services Manager R I I A R R P P Tech Services Manager Library Director A Lib #1 P

Responsibilities
Lib #2 P Lib #3 P R R P P P P P Adult Services Staff Tech Staff #1 Tech Staff #2 Marketing Manager

1. Develop TPZ program 1.1 Research tech equipment 1.2 Compare prices 1.3 Purchase devices 1.4 Train adult services librarians on new equipment 1.5 Change schedules to accommodate TPZ program coverage

PROPOSAL FOR CREATION OF TECHNOLOGY PETTING ZOO PROGRAM

2. Evaluation tool created 2.1 Locate outside resource for help creating tool 2.2 Create tool 2.3 Test evaluative tool on staff 3. TPZ program marketed 3.1 Provide marketing department with relevant details 3.2 Create marketing materials 3.3 Preview & confirm marketing materials 3.4 Marketing materials deployed 4.1 Library Director allocated funds for TPZ program 4.2 Additional funds secured through Library Services & Technology Act (LSTA) grant R I C R P P P

A R I R

R P

P P P P

R I

R R I I R A I R

4.3 Additional funds A R secured through Extended Services Grant (ESG) funds from NCKLS Source: MPL Organization Chart, Strategic Plan, and staff member interview with M. Sanders. Chart template from Schmidt (2009).

II. Manhattan Public Library Organizational Strategy

The Manhattan Public Library serves a diverse community due to the presence of Kansas State University, which attracts international students and faculty, and Fort Riley, a large military post located 10 miles outside of Manhattan. While this community makes significant use of the library for print resources and childrens programming, adult programming has failed to draw patron participation. A recent community needs analysis found that MPL could better serve the community by creating technology programs.

Organization Information
Organization: Manhattan Public Library Size: 67,847 square feet Employees: 42.27 full-time employees (FTE equivalents) Income: $2,697,100 Holdings: 162,745 items Circulation: 760,372 Purpose: The Manhattan Public Library provides an environment where the people of our community can readily share resources that are the cultural, educational and recreational expressions of our society in support of a free and democratic society. Founded: 1904 Location: Manhattan, Kansas

PROPOSAL FOR CREATION OF TECHNOLOGY PETTING ZOO PROGRAM

Demographics: The population of approximately 54,000 has a citizen median age of 23.8 years old (2010 census), with 77.3% between 18 and 64 (63.1% between 18 and 44).

Organizational Chart

Source: MPL Organizational Documents

Porter Competitive Strategy

Differentiation Strategy: Project strategy relies on creativity to distinguish our services from information competitors. MPL strives to accomplish this through customized assistance tailored to individual needs. Project Motivation stems from MPLs mission to provide relevant service and teach customers how to use technology to find information and access entertainment. Project Outcome will show an increase in adult customers technology knowledge and skills.

MPL Organizational Units Involved in Project

Adult Services Department Adult Services Manager Reference Librarians & Tech Concerns Manage new program Run and/or participate in new program Increase desk coverage Needs Additional staff to run program Additional training Additional hours

PROPOSAL FOR CREATION OF TECHNOLOGY PETTING ZOO PROGRAM

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Other Departments Technology Center Staff Evaluate new devices Train librarians in using devices Co-run TPZ Young Adult Librarian Increase information desk coverage Funds to purchase devices Device training Additional staff to run programs Additional staff Training Marketing Staff Library Director: Funding New program to market What will instituting new program cost? Should new staff be hired? Library Assistant Director Additional staff and program to oversee Updates on program and staffing needs Additional hours Budget information

SWOT Analysis
Strengths

Weaknesses

Free device use Free technology help Knowledgeable staff

Significant amount of staff time needed to support new programming. Limited funding to provide staff access to various devices, programs, and training. Opportunities Programs available to those who do not own computer or device. Opportunities for community education and technology skill-building. Threats Paid and free services already provided by others (i.e., Geek Squad and gcflearnfree).

Vision and Mission

The Adult Services department seeks to increase adult program attendance and electronic service usage by expanding its programming to include technology-oriented programs and support services geared toward Manhattans adult demographic. The department plans to begin with a TPZ program and add other technology programs over time. By successfully executing these programs, MPL and its staff will position themselves as an essentia l resource for customers technological needs. We propose the following projects: Develop TPZ to familiarize users with various types of electronic devices; Book a Librarian (BAL) one-on-one technology help; Build Makerspace; Market programs and increase public awareness of MPLs technology program offerings. We project a 50% increase in public involvement for adult programs.

PROPOSAL FOR CREATION OF TECHNOLOGY PETTING ZOO PROGRAM

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Goals and Measures

IF Outcome THEN Purpose: IF MPL creates a TPZ program, THEN customers will attend the program. IF Purpose THEN Goal: IF customers attend the TPZ program, THEN customers technology knowledge and skills will increase.

Core Project Strategies

Each project strategy reflects project objectives: 1. Educate customers about technology and electronic information; 2. Employees will have an increase in utilization by customers; 3. Develop and implement programs to increase customer/staff contact; 4. Marketing will create public awareness of new services and will increase growth in number of customers attending library programs; 5. Staff will be trained to work with new technologies to better serve customer inquiries.

Core Strategies
Success Measures Programs Implemented Staff Training Marketing Program Development

1. Increased community awareness of library programs 2. Programs meet customers technological needs 3. Staff are trained to succeed in new initiatives

Execution Plans
Key Success Measures Implement Program Strategy Owner Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Adult Services Devices Research Tech Services

Core Strategies
Staff Training: Technology Tech Services Market Program Marketing Program Development Adult Services Ongoing Evaluation

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III. Manhattan Public Library Strategic Objectives Analysis

MPL has tried a variety of different adult programs with limited success. The recent community needs analysis points to community support for technology related programming at the library. The addition of the TPZ Program will address consistently low attendance at adult programs and provide an important community service.

Strategic Problem Analysis

What is the strategic problem? MPL provides a variety of programs in an effort to meet its organizational mission; however, adult attendance remains low. Why is this a problem and for whom? MPL strives to be a valuable community resource, and low adult attendance threatens the success of this mission. It is a problem for library staff and for the public community as well if the library is not viewed as a useful resource. What causes the problem? The development of adult programs and services hasn't followed a strategic plan targeting the adult population of Manhattan. What are the consequences if we ignore the problem? MPL will continue to fail to provide relevant adult programming and will fail in its mission to be considered a valuable community resource. In the long term, this could affect public funding provided to MPL, which could limit the services it could provide, which could ultimately threaten its existence.

5 Why Analysis:
Why is adult attendance and participation low? Because adults in the community don't value the programs provided by MPL. Why don't adults in the community value the programs provided by MPL? Because current programming doesn't meet the needs of the adult population. Why doesn't programming meet the needs of the adult population? Because programming has focused on art and foreign films and isn't always relevant for the adult demographic in Manhattan. Why isn't programming always relevant for the adult demographic in Manhattan? Because programming isn't very technology oriented or current in areas of technology. Why isn't programming very technology oriented or current in areas of technology? Because previous strategic planning occurred prior to the most recent community needs analysis, which highlighted the need for increased technology education.

Benefits of Solution:
By successfully executing new program objectives, MPL will draw higher attendance at adult events and create greater community utilization of the library to connect to technology and information. Customers who attend the technology programming will learn increase their technical skills. They will then perceive MPL and its staff as an essential resource for their technological needs, which will assist MPL in its larger mission to be a valuable community resource.

Ideal Solution:
An ideal solution includes increased technology programming. These programs would meet the needs of varied users, such as new users looking for basic information and avid users looking to expand their knowledge. Several programs could be initiated, such as: A Technology Petting Zoo (TPZ), in which users would be introduced to new technology and devices; A Book-A-Librarian (BAL) program through which one-on-one tech support could be offered; The creation of a Makerspace passive program would allow customers to utilize MPL technology at their own convenience; Additionally, all programs would need to be marketed to the public. Through these changes, adults of all ages could benefit from basic to advanced hands-on technology use, training, and assistance.

PROPOSAL FOR CREATION OF TECHNOLOGY PETTING ZOO PROGRAM

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Scenarios & Objective Statements:

Scenario 1: Because: MPL wants to become an important resource for the community by helping adults increase their technology knowledge and skills. MPL Needs to: Provide the community with opportunities to learn about and experiment with new technological devices through a TPZ program. Objective Statement 2: If MPL creates a program through which community members can be exposed to new technology and technological devices, then customers will attend the program and their technology knowledge and skills will increase. Outcome: TPZ program created that exposes community members to new technology. Purpose: Customers attend TPZ program. Goal: IF TPZ program established, THEN adult patrons will attend TPZ program. IF adult patrons attend TPZ program, THEN customers will be exposed to new technology and their technology skills will increase. Scenario 2: Because: MPL needs to increase participation in technology programming. MPL Needs to: Better market adult programs to members of the community. Objective Statement 1: If MPL better publicizes technology programs for adult customers, then MPL will increase the number of citizens utilizing MPL adult programs. Outcome: Stronger marketing created. Purpose: Citizens of Manhattan made aware of adult programs at the library. Goal: IF marketing improves, THEN customers know about adult-focused programs at MPL. IF adult patrons are aware of MPL programs, THEN adults will participate in programs. Scenario 3: Because: MPL wants to increase adult utilization of library programs. MPL Needs to: Create passive programming that appeals to members of the community. Objective Statement 1: If MPL introduces appealing passive programs for adult customers, then MPL will revitalize adult interactions with the library. Outcome: Makerspace passive program created. Purpose: Citizens of Manhattan use Makerspace. Goal: IF Makerspace introduced, THEN adult customers will utilize Makerspace. IF adult customers utilize Makerspace, THEN customers will expand their use of MPL.

Project Initiative: Development of Scenario 1 Project

Objective Statement Goal: IF MPL creates a TPZ program, THEN customers will attend the program. IF customers attend the program, THEN customers technology skills will increase. Project Purpose: Customers attend TPZ. Patron Desires: Customers will increase their technology skills. Success Measures: The TPZ will be considered a success if an average of 10 customers attend each TPZ program and increase their technology skills. Intended Impact: Customers will have better technology skills.

Required Outcomes for Project Objective:

1. TPZ program created. 2. TPZ program funded. 3. Evaluation tool created. 4. TPZ program marketed.

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IV. Project Success Measures

We suggest the following measures be used throughout the creation of the TPZ program in order to ensure that the program is accomplished both in a timely fashion and within budget. If measures are not met at any point in the project, a reassessment of project goals and timeline is recommended. Measures of Project Goal: Customers technology knowledge and skills will increase. 1. Survey results after attendance at TPZ programs Validity: Program will be proven beneficial to customers technology skills throu gh surveys that validate that program is meeting customer expectations. Satisfaction will increase attendance. Data source: Satisfaction survey Data gathering: At each program, staff member will hand out and collect surveys from customers who attend program. Survey will ask customers to rate how beneficial the program was on a scale of 1 to 5. Surveys will be created by Librarian #1. Target value: 80% response rate of 5. 2. Program attendees will demonstrate increased technical skills in using the device presented. Validity: Patrons attending each TPZ event will be more skilled in using the device at the end of the event than at the beginning of the event. Data source: Pre- and post-assessment skills evaluation Data gathering: Upon arrival, each patron will complete a short skills evaluation to determine skill level in using the device being presented. At the end of the program, each patron will complete another short skills evaluation to measure increased ability with device. The evaluation scores and percentages of change will be tabulated, documented, and reviewed after each event and quarterly, to ensure the program increases the technology skills of the attendees. Librarian #1, in conjunction with KSU Education department, will create the assessment tools. Target value: At least 70% of attendees at each event will show an improvement of 50% or higher in their ability to use the technology device presented. Measures of Project Purpose: Customers will attend TPZ program. 1. Attendance counts at TPZ programs Validity: Attendance counts demonstrate that customers are utilizing program. Data source: Door count during program Data gathering: Staff member will use manual handheld tally counter and track the number of people who enter the program room. This will be tracked at each program. Target value: At least 10 customers at each TPZ program. 2. Regular average attendance numbers throughout the first six months that the program is offered Validity: Attendance will not drop even after the pool of customers who have never attended grows smaller. Variation will be accounted for by averaging attendance throughout the first six months. Data source: Records of attendance counts throughout the year Data gathering: Staff members will record the attendance of each TPZ program, and then compare attendance to past TPZ programs. Target value: An average of 10 customers at each TPZ program throughout the first six months. Project Outcome: TPZ program created that exposes community members to new technology. 1. Staff training class taught Validity: Staff will need to be familiar with the technologies they will be teaching. Data source: Pre- and post-training session test Data gathering: Adult Services Manager will collect and compile results. Target Value: Staff will pass post test with results of 85% or better.

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Evaluation tool created Validity: Evaluation of customers initial and subsequent knowledge and skills will measure whether customers are learning from TPZ program. Data Source: Completed evaluation tool Data Gathering: Librarian #1 will partner with KSU Education department to create an accurate and reliable evaluation tool. Target Value: Evaluation tool created which provides reliable quantitative data that demonstrates an increase in customers technology skills after attending TPZ program. TPZ marketing created Validity: Marketing should be prepared and created to inform customers of the new program. Data Source: Marketing Manager Data Gathering: Marketing Manager will set up radio interviews, create signage, and post details to MPLs current Internet outlets. Target Value: Successful marketing venues to inform customers of TPZ program dates and details. LSTA and ESG grants applied for and funding secured. Validity: TPZ staff cannot proceed with program development without knowledge of fund amounts. Data Source: Library Accountant Data Gathering: Adult Services Manager will estimate program costs and deliver them to Library Director for approval. Target Value: At least $9,020 by the middle of month 2 for the creation of the TPZ program.

3.

4.

Alternative Measures of Project Success

In the event that one of the previously listed measures proves difficult to obtain or unreliable, the following measures could provide verification of project success. Leading Measure 1. An increase in the number of patrons who attend TPZ. Validity: If more people attend the program, then more people will have the opportunity to increase their technology skills and knowledge. Data source: Door count during program Data gathering: Staff member will use manual handheld tally counter and track the number of people who enter the program room. This will be tracked at each program. Target Value: Average of 10 customers will attend each monthly program. 2. High numbers of patrons give TPZ positive ratings Validity: Satisfaction shown through surveys will validate that program is meeting customer expectations. Satisfaction will increase attendance and the number of customers requesting aid. Data source: Survey Data gathering: Staff member will hand out and collect surveys from customers who attend the program. This will be done at each program. Survey will ask customers to rate their satisfaction with the program on a scale of 1-5. Target value: 80% response rate of 5.

Proxy Measure 1. An increase in the number of customers accessing e-books and audio books available through MPLs website Validity: If customers technology skills increase, then they will utilize more electronic resources. Data Source: Circulation records for downloadable e-book and audio books Data Gathering: Collection Development manager will run a monthly report on number of e-book and audio book downloads. Target Value: Increase of e-book and audio book downloads by 20%.

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High numbers of patrons give TPZ positive ratings Validity: Satisfaction shown through surveys will validate that program is meeting customer expectations. Customers will be satisfied with the program if they are increasing their technology skills. Data source: Survey Data gathering: Customer surveys will be handed out and collected at each program. Survey will ask customers to rate their satisfaction with the program on a scale of 1-5. Target value: 80% response rate of 5.

Unobtrusive Measure 1. Technology tasks, such as downloading an e-book, integrated into TPZ program Validity: If customers can complete the task using a device introduced at the TPZ, then they have expanded their technology skills. Data Source: Memory on electronic device Data Gathering: Adult Services Librarian checks memory of each device to find saved item. Target Value: 85% of devices contain saved item. 2. Increase in the number of check-outs of MPL tablet devices Validity: If customers technology skills have increased, then customers will utilize more of MPLs electronic resources. Data Source: Circulation statistics for tablet devices Data Gathering: Circulation manager will run a monthly report on the number of tablet devices checked out. Target Value: 15% increase in checkout of tablet devices.

V. Project Assumptions
The following tables address the assumptions relating to the creation of the TPZ program, including assumptions related to individuals and groups involved with the library. These assumptions are analyzed in terms of their potential impact on project success, as well as the risk management style required to mitigate the potential effects of the assumption.

Project Team Members & Stakeholders Group

Project Team Members

Individuals
Adult Services Manager

Assumptions
1. Schedule employees appropriately for both planning and performing TPZ. 1. Want to learn more technology skills 2. Want to teach technology skills 1. Help cover Information desk as needed for TPZ program 1. Help in research & education on technological equipment 1. Markets TPZ program through in-house marketing tools 2. Markets TPZ program externally 1. Hear about TPZ program through internal or external marketing 2. Attend TPZ program 3. See TPZ as an opportunity to expand their technology skills & knowledge

Adult Services Staff (5 FT, 1 PT)

Stakeholders Interests

Young Adult Services Librarian (1FT)

Technology Center Staff (3 FT, 4 PT)

Marketing Department (1 FT)

Current Adult Patrons

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Broader Community

1. Attend TPZ program 2. See TPZ as an opportunity to expand their technology skills & knowledge 1. Advocates for increased adult programming with Director 2. Able to shift staff from other departments to cover Information Desk and Reference Desk as necessary for programs 1. Supports increased Adult programming 2. Funds purchase of new tech devices 1. Aid in research of tech devices 2. Aid in performing TPZ program 1. Enough money in budget to fund purchase of technological devices 2. Continuing funding available 1. LSTA grant money received 2. ESG funding received 1. Devices arrive 2 months prior to the program 2. Devices are in working order 1. Want to experiment with new tech devices 2. Use librarian assistance in technological matters 3. Utilize programming provided by library 4) Learn at program 1. Want to experiment with new tech devices 2. Discover librarians as source of help in technological matters 3. Realize programming offered at the library is both available and useful 1. Values library assistance in technology matters 2. Supports new technology programs 1. University and Hale Library programs do not interfere with customer attendance 1. Willing to donate time to demonstrate cutting-edge technology

Management Support

MPL Assistant Director

MPL Director

Technical Issues

Tech Center Professionals (3 FT, 4 PT)

Resource Availability

MPL Budget

Grant Money

Supplier Issues

Third-party Retailers

Customer Expectations

Current Adult Customers

Broader Community

Organizations Political Climate

Manhattan City Government

External Factors

KSU Programming

Local Businesses

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Assumptions for Project Success

The following assumptions must hold true in order for the current plan to produce established goals.

Objectives
Goal: Customers technology knowledge and skills increase.

Assumptions
1. At least 65% of attendees are willing to complete one brief pre-assessment questionnaire and one evaluative survey which also contains brief postassessment questions for each TPZ event. 2. The KSU Education department is willing to assist in developing a brief preand post-assessment survey by the middle of month 5. 3. All attendees will be able to handle and interact with the device presented at each TPZ event.

Purpose: Customers attend TPZ programming.

1. The majority of citizens of Manhattan want to attend hands-on technology training events, based on community needs analysis. 2. Customers and other community members view MPL as a resource for technology knowledge, as indicated on bi-annual library survey. 3. An average of 10 customers will attend each TPZ event.

Outcome: TPZ program created.

1. The Library Director allocates $9,020 by the middle of month 2 for the creation of TPZ program. 2. Tech Services and Adult Services work together efficiently to evaluate and purchase devices by the end of the first week of month 5. 3. The Tech Services and Adult Services managers ensure 15 staff members are trained to teach about technology and demonstrate device usage by the end of month 6. 4. The Marketing Department allocates $2,000 for promotions and creates marketing materials by the end of month 4.

Risk Analysis and Mitigation

The following table analyzes the conditions that must exist in order for the project to be successfully accomplished, as well as providing strategies for managing the risks that threaten each assumption.

Analyzing Risk
Assumptions Import of Assumption Probability that the Condition Will Hold True Medium If kept brief and importance emphasized by staff for measuring project success, a majority of attendees are likely to complete the surveys. Risk Management

1. 65% of attendees are willing to complete one brief pre-assessment questionnaire and one survey, containing postassessment questions, for each event.

Low Even if 65% of attendees do not complete survey and tests, attendance and interest in TPZ program could still be high, indicating program success due to interest.

Influence Keeping assessments brief and simple will increase likelihood that attendees will complete tests.

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2. An Adult Services librarian and faculty from the KSU Education department will develop brief pre- and postassessment questions by the end of middle of month 5. 3. The majority of citizens of Manhattan want to attend hands-on technology training events, based on community needs analysis.

High Creation of a reliable tool of assessment is essential to measuring the success of the program.

Medium Only the MPL staff portion of this condition can be managed internally. Input from KSUs Education Department can only be requested, or another resource must be found.

Control Utilize assistance from an external source, either at KSU or an education consultant, to ensure a reliable tool is created.

High this assumption is critical because program success hinges on interest of Manhattan residents.

Medium This is one of the most important and most difficult assumptions to predict. This is where other assumptions (9) play a role in determining if the condition holds true. Good marketing will be critical in hooking participants from wanting to attend and actually attending. Medium Although MPL has a solid reputation as a source for technology knowledge; this condition is subject to variability. User and community surveys would also be helpful to ascertain how MPL is perceived. Medium While attendance will vary depending on the focus of individual TPZ programs, this assumption rests on the success of assumptions 3, 4, and 9.

Influence Marketing and publicity of program will peak interest of customers.

4. Customers and other community members view MPL as a resource for technology knowledge, as indicated on bi-annual library survey.

High If Manhattan residents do not see MPL as a resource, they will use other avenues to interact with new technologies, resulting in low to zero attendance at TPZ.

Monitor and Respond Staff should monitor the situation and respond accordingly with marketing and additional staff training.

5. An average of at least 10 customers will attend each TPZ event.

Medium Attendance measurements can be reevaluated should a smaller, but consistent number of customers attend each TPZ event, and do not necessarily rest on an unchangeable number.

Monitor and Respond Staff should monitor the situation and respond accordingly with marketing and adjustments to the programming based on the requested devices customers would like to interact with. Such information will be solicited in closing surveys. Influence The ultimate decision is left to the Director, but the TPZ staff should try to influence the Directors decision by presenting a well-thoughtout and convincing strategic plan.

6. The Library Director allocates $9,020by the middle of month 2 for the creation of TPZ program.

Medium The $9,020 budget is negotiable. Program success could potentially be achieved with a lower dollar amount, but enough money must be put in to purchasing the devices to allow for a variety of new technologies.

Medium This condition depends on whether the Director finds the project worthwhile and is willing to fund the project. She may be willing to contribute a lower monetary value to start the program and evaluate its success before committing greater funds.

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7. Tech Services and Adult Services work together efficiently to evaluate/ purchase devices by the middle of month 5.

Medium Efficient planning and new devices are crucial to keeping the event running smoothly. However, after the initial purchase of devices, having the newest models available is not critical to program success. An every other years product update should be sufficient to maintain product relevance and maximize cost per use.

High The efficiency of teams will depend on motivation of staff to be involved in TPZ program. However, as at least one department is already invested in the project, it is likely that interest may spread to other involved departments. A rough estimate of how the teams will work together can be based on success of past collaborative efforts. High This assumption is easily scheduled into project training and development.

Monitor and Respond Since there is already a history of successful collaborative efforts, then the team should monitor the planning and evaluation process and respond accordingly if it is unsuccessful.

8. The Tech Services and Adult Services Manager ensure 15 staff members are trained to teach about technology and demonstrate device usage by the end of month 6.

Medium Though helpful to have 15 staff trained for TPZ demonstrations, a smaller core number could still be effective. More important is ensuring that the staff who run the TPZ are well trained. High The most important aspect to the success of TPZ is attendance; therefore, marketing needs to be highly emphasized to reach a broad audience.

Control Scheduling training for all 15 staff members will ensure that TPZ events are run by staff well trained in use of technology.

9. The Marketing Department allocates $2,000 for promotions and creates marketing materials by the end of month 4 (ensuring enough time to widely advertise the new program).

Medium This condition rests on whether the library director backs the project or not. The Directors support depends on the efficacy and persuasiveness of the strategic project document.

Influence The ultimate decision is left to the Director, but the TPZ staff should try to influence the Directors decision by presenting a well-thoughtout and convincing strategic plan.

VI. Conclusion
While the Manhattan Public Library provides resources and programming to support and encourage community involvement, adult attendance remains low. Community needs analysis reveals that the adult population desires additional technology programs. The creation, implementation, and successful marketing of said technology programsbeginning specifically with a Technology Petting Zoo programwill provide adult customers with opportunities to discover new technology and increase their technology skills. This programming will also support MPLs objective for higher attendance at adult events and support the community perception of the MPL as a relevant and essential resource.

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References:
City of Manhattan, Kansas, website (n.d.). Retrieved from: http://www.ci.manhattan.ks.us/ Daft, R. L. (2010). Management (9th ed.). Mason, OH: South-Western Cengage Learning. Manhattan, Kansas (n.d.). In Wikipedia. Retrieved September 7, 2013, from http://en.wikipedia.org/wiki/Manhattan,_Kansas Manhattan Public Library website (n.d.). Retrieved from: http://www.manhattan.lib.ks.us/ Sanders, M. S. (2013). Interview by K.E. Brooks. Manhattan Public Library. Sanders, M. S. (2012). Manhattan Public Library Strategic Plan. Unpublished manuscript, School of Library and Information Management, Emporia State University, Emporia, Kansas. Schmidt, T. (2009). Strategic Project Management Made Simple: Practical Tools for Leaders and Teams. Hoboken, NJ: Wiley. U.S. Department of Commerce, U.S. Census Bureau. (2013). State and County Quickfacts: Manhattan (city), Kansas. Retrieved from http://quickfacts.census.gov/qfd/states/20/2044250.html