Beruflich Dokumente
Kultur Dokumente
Proposal for the Creation of Technology Petting Zoo Programming at the Manhattan Public Library
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 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
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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.
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.
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).
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).
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.
$30
$30
$120
$120
$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.
$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).
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
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).
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
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
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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
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).
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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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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.
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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.
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.
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
Stakeholders Interests
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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 Director
Technical Issues
Resource Availability
MPL Budget
Grant Money
Supplier Issues
Third-party Retailers
Customer Expectations
Broader Community
External Factors
KSU Programming
Local Businesses
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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.
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.
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.
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.
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.
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