Technology Petting Zoo Logical Framework Proposal

Running head: PROPOSAL FOR THE CREATION OF TECHNOLOGY PETTING ZOO PROGRAM 1

Proposal for theCreation 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 2

Table of Contents

Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 3

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

Manhattan Public Library Organizational Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 8Organization Information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 8Organizational Chart . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 9Porter Competitive Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 9MPL Organizational Units Involved in Project . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 9SWOT Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 10Vision and Mission . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 10Goals and Measures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 11Core Project Strategies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 11Execution Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 11

Manhattan Public Library Strategic Objectives Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 12Strategic Problem Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 125 Why Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 12Benefits of Solution . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 12Ideal Solution . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 12Scenarios & Objective Statements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 13Project Initiative: Development of Scenario 1 Project . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 13Required Outcomes for Project Objective . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 13

Project Success Measures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 14Measure of Project Goal . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 14 Measures of Project Purpose . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 14Measures of Project Outcomes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 14

Alternative Measures of Project Success . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 15Leading Measure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 15Proxy Measure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 15Unobtrusive Measure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 16

Project Assumptions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 16Project Team Members & Stakeholders . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 16Assumptions for Project Success . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 18Risk Analysis and Mitigation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 18

Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 20

References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 21


Executive SummaryOur 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 children’s 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, & ResponsibilitiesThe 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 project’s objectives, metrics, and assumptions for success.

Logical FrameworkThe 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 Success Measures Verification Assumptions

Goal:Customers’ technology knowledge and skills increase.

Goal Measures:1. 75% increase in customer score on pre- and post- tests

2. Rating of 8 or higher on survey rating customer satisfaction and self- evaluation of skill improvement

Verification:1.1 Pre-test of customer skills1.2 Post-test of customer skills

2. Survey following TPZ program

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 program1.2 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 bi-annual 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 budget2.2 LSTA fund receipt2.3 ESG fund receipt

3.1 Pre- and Post- tests3.2 User survey 4.1 Scan of premises4.2 Scan of website4.3 Monitoring social media4.4 Scan of Manhattan Chamber of Commerce calendar4.5 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).


How Team Will Produce OutcomesThe 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.

Inputs: How team will produce Outcomes Schedule Assumptions for Inputs:

ACTIVITIES:WHO RESPONSIBLE? BUDGET

Month Month Month

Month Month Month

1 2 3 4 5 6

1. TPZ program created 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.

1.1 Research tech equipment

Tech Staff #1

$75

1.2 Compare prices Tech Staff #1

$45

1.3 Purchase devices (and receive devices)

Tech Services Manager

$6,630

1.4 Train adult services librarians on new equipment

Adult Services Manager

$1,000

1.5 Change schedules to accommodate TPZ program coverage


$20

2. Evaluation Tool Created 2.1 Locate resource for help creating tool

Librarian #1

$30

2.2 Create tool Librarian #1

$120

2.3 Test evaluation tool on staff


$100

3. TPZ Program Marketed 3.1 Provide Marketing Department with relevant details


$95

3.2 Create marketing materials

Marketing Manager

$135

3.3 Preview and confirm marketing materials


$130

3.4 Marketing materials deployed

4. TPZ program funded 4.1 $9,020 budgeted with library funds

Library Director

$30

4.2 Apply for Library Services & Technology (LSTA) grant (and receive grant)

Librarian #2

$100

4.3 Apply for Extended Services Grant (ESG) funds from NCKLS (and receive funding)

Librarian #2

$100

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 year’s 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 Needed

B. Cost C. Staff time needed

D. Cost E. Total Cost

1.1 Research tech equipment

5 hours @ $15/hr.

$75 $75

1.2 Compare prices 3 hours @ $15/hr.

$45 $45

1.3 Purchase devices 2 hours @ $15/hr.

$30 $30

5 e-readers $900 $900

5 tablets $3,000 $3,000

5 smartphones $750 $750

3D printer and printing supplies

$1,150 $1,150

Projector & video projection tool for projection mapping & facade signage

$800 $800


Adult Services Manager 10 hours @ $20/hr.

$200 $200

Manager of Tech Services 10 hours @ $20/hr.

$200 $200

(4) Adult Services Librarians

8.5 hours each (x 4) @ $15/hr.

$510 $510


1 hour @$20/hr.

$20 $20

2.1 Locate outside resource for help creating tool.

2 hours @ $15/hr.

$30 $30

2.2 Create tool. 8 hours @ $15/hr.

$120 $120

2.3 Test evaluative tool on staff.

Adult Services Manager 1.5 hours @ $20/hr.

$30 $30

(4) Adult Services Librarians

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

$90 $90


3.1 Provide marketing department with relevant details

Paper samples $50 2 hours @ $20/hr.

$40 $90


In-house marketing Paper, cardstock, ink $150 5 hours @ $20/hr.

$100 $250

Manhattan Chamber of Commerce

2 hours @ $20/hr.

$40 $40

Manhattan 24/7 Calendar 2 hours @ 20/hr.

$40 $40

Radio interviews 4 hours @ $20/hr.

$80 $80

3.3 Preview marketing materials

2 hours @ $20/hr.

$40 $40


1 hour @ $20/hr.

$20 $20

4.1 Library Director allocates funds for TPZ program

1 hour @ $30/hr.

$30 $30

4.2 Additional funds secured through Library Services & Technology Act (LSTA) grant

16 hours @ $15/hr.

$240 $240

4.3 Additional funds secured through Extended Services Grant (ESG) funds from NCKLS

12 hours @ $20/hr.

$240 $240

Total Cost B + D = $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 ChartThe 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.

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

Inputs ResponsibilitiesAction Steps: Adult

ServicesManager

Tech Services Manager

Library Director

Lib #1

Lib #2

Lib #3

Adult Services

Staff

Tech Staff #1

Tech Staff #2

Marketing Manager

1. Develop TPZ program R A P P P 1.1 Research tech equipment

I R P

1.2 Compare prices I R P 1.3 Purchase devices A R



R P P P P P


R I

2. Evaluation tool created

R P P P

2.1 Locate outside resource for help creating tool

I C R

2.2 Create tool A R P P P 2.3 Test evaluative tool on staff

R P P P P

3. TPZ program marketed

I R

3.1 Provide marketing department with relevant details

R I


R

3.3 Preview & confirm marketing materials

R A I


I R

4.1 Library Director allocated funds for TPZ program

I R

4.2 Additional funds secured through Library Services & Technology Act (LSTA) grant

A R

4.3 Additional funds secured through Extended Services Grant (ESG) funds from NCKLS

A R

Source: MPL Organization Chart, Strategic Plan, and staff member interview with M. Sanders. Chart template from Schmidt (2009).

II. Manhattan Public Library Organizational StrategyThe 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 children’s 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 InformationOrganization: Manhattan Public LibrarySize: 67,847 square feetEmployees: 42.27 full-time employees (FTE equivalents)Income: $2,697,100Holdings: 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: 1904Location: Manhattan, KansasDemographics: 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 StrategyDifferentiation 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 MPL’s 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 Concerns Needs

Adult Services Manager Manage new program Additional staff to run program


Reference Librarians & Tech Run and/or participate in new program

Increase desk coverage

Additional training

Additional hours


Other Departments

Technology Center Staff Evaluate new devices

Train librarians in using devices

Co-run TPZ

Funds to purchase devices

Device training

Additional staff to run programs

Young Adult Librarian Increase information desk coverage Additional staff

Training

Marketing Staff New program to market Additional hours

Library Director: Funding What will instituting new program cost?

Should new staff be hired?

Budget information

Library Assistant Director Additional staff and program to oversee Updates on program and staffing needs

SWOT AnalysisStrengths

● Free device use● Free technology help● Knowledgeable staff

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).

Vision and MissionThe 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 Manhattan’s 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 essential 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 MPL’s technology program offerings.

We project a 50% increase in public involvement for adult programs.


Goals and MeasuresIF 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

Core Strategies

ImplementProgram

Devices Research

Staff Training: Technology

MarketProgram

Program Development

Ongoing Evaluation

Strategy Owner Adult Services Tech Services Tech Services Marketing Adult Services

Month 1 ✔ ✔

Month 2 ✔

Month 3 ✔

Month 4 ✔

Month 5 ✔ ✔

Month 6 ✔ ✔


III. Manhattan Public Library Strategic Objectives AnalysisMPL 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 AnalysisWhat 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.


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 ProjectObjective 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.


IV. Project Success MeasuresWe 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 customer’s technology skills through surveys that validate that program is meeting customer expectations. Satisfaction will increase attendance.Data source: Satisfaction surveyData 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 evaluationData 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 programData 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 yearData 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 testData gathering: Adult Services Manager will collect and compile results.Target Value: Staff will pass post test with results of 85% or better.


2. Evaluation tool createdValidity: Evaluation of customers’ initial and subsequent knowledge and skills will measure whether customers are learning from TPZ program.Data Source: Completed evaluation toolData 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.

3. TPZ marketing createdValidity: Marketing should be prepared and created to inform customers of the new program.Data Source: Marketing ManagerData Gathering: Marketing Manager will set up radio interviews, create signage, and post details to MPL’s current Internet outlets.Target Value: Successful marketing venues to inform customers of TPZ program dates and details.

4. 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 AccountantData 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.

Alternative Measures of Project SuccessIn 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 programData 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: SurveyData 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 MPL’s website

Validity: If customers’ technology skills increase, then they will utilize more electronic resources.Data Source: Circulation records for downloadable e-book and audio booksData 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%.


2. High numbers of patrons give TPZ positive ratingsValidity: 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: SurveyData 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 deviceData 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 MPL’s electronic resources.Data Source: Circulation statistics for tablet devicesData 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 AssumptionsThe 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 Individuals Assumptions

Project Team Members Adult Services Manager 1. Schedule employees appropriately for both planning and performing TPZ.

Adult Services Staff (5 FT, 1 PT) 1. Want to learn more technology skills 2. Want to teach technology skills

Stakeholders’ Interests Young Adult Services Librarian (1FT) 1. Help cover Information desk as needed for TPZ program

Technology Center Staff (3 FT, 4 PT) 1. Help in research & education on technological equipment

Marketing Department (1 FT) 1. Markets TPZ program through in-house marketing tools2. Markets TPZ program externally

Current Adult Patrons 1. Hear about TPZ program through internal or external marketing2. Attend TPZ program3. See TPZ as an opportunity to expand their technology skills & knowledge


Broader Community 1. Attend TPZ program2. See TPZ as an opportunity to expand their technology skills & knowledge

Management Support MPL Assistant Director 1. Advocates for increased adult programming with Director2. Able to shift staff from other departments to cover Information Desk and Reference Desk as necessary for programs

MPL Director 1. Supports increased Adult programming2. Funds purchase of new tech devices

Technical Issues Tech Center Professionals (3 FT, 4 PT) 1. Aid in research of tech devices 2. Aid in performing TPZ program

Resource Availability MPL Budget 1. Enough money in budget to fund purchase of technological devices2. Continuing funding available

Grant Money 1. LSTA grant money received2. ESG funding received

Supplier Issues Third-party Retailers 1. Devices arrive 2 months prior to the program2. Devices are in working order

Customer Expectations Current Adult Customers 1. Want to experiment with new tech devices2. Use librarian assistance in technological matters3. Utilize programming provided by library4) Learn at program

Broader Community 1. Want to experiment with new tech devices2. Discover librarians as source of help in technological matters3. Realize programming offered at the library is both available and useful

Organization’s Political Climate

Manhattan City Government 1. Values library assistance in technology matters2. Supports new technology programs

External Factors KSU Programming 1. University and Hale Library programs do not interfere with customer attendance

Local Businesses 1. Willing to donate time to demonstrate cutting-edge technology


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

Objectives Assumptions

Goal:Customers’ technology knowledge and skills increase.

1. At least 65% of attendees are willing to complete one brief pre-assessment questionnaire and one evaluative survey which also contains brief post-assessment questions for each TPZ event.

2. The KSU Education department is willing to assist in developing a brief pre- and 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 MitigationThe 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

Risk Management

1. 65% of attendees are willing to complete one brief pre-assessment questionnaire and one survey, containing post-assessment 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.

Medium – If kept brief and importance emphasized by staff for measuring project success, a majority of attendees are likely to complete the surveys.

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


2. An Adult Services librarian and faculty from the KSU Education department will develop brief pre- and post-assessment questions by the end of middle of month 5.

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 KSU’s 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.

3. The majority of citizens of Manhattan want to attend hands-on technology training events, based on community needs analysis.

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.

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.

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.

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.

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.

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.

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.

Influence – The ultimate decision is left to the Director, but the TPZ staff should try to influence the Director’s decision by presenting a well-thought-out and convincing strategic plan.


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.

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 – This assumption is easily scheduled into project training and development.

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).

High – The most important aspect to the success of TPZ is attendance; therefore, marketing needs to be highly emphasized to reach a broad audience.

Medium – This condition rests on whether the library director backs the project or not. The Director’s 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 Director’s decision by presenting a well-thought-out 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 programs—beginning specifically with a Technology Petting Zoo program—will provide adult customers with opportunities to discover new technology and increase their technology skills. This programming will also support MPL’s objective for higher attendance at adult events and support the community perception of the MPL as a relevant and essential resource.


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

Technology Petting Zoo Logical Framework Proposal

Education

Transcript of Technology Petting Zoo Logical Framework Proposal