Creation Station Strategic Plan

CREATION STATION STRATEGIC PLAN PUGET SOUND PUBLIC LIBRARY

11/30/11 Puget Sound Public Library

Creation Station Strategic Plan PUGET SOUND PUBLIC LIBRARY

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P U G E T S O U N D P U B L I C L I B R A RY

TABLE OF CONTENTS

EXECUTIVE SUMMARY2

ORGANIZATIONAL PROFILE4

PREPARATION/PLANNING

Our Library Management Team5

Planning Factors7

CURRENT REALITY

Environmental Scan8

SWOT Analysis9

Gap Analysis10

NEW PRIORITIES

Strategic Profile14

Future Vision15

Strategic Initiatives16

ACTION PLAN

Strategic Plan Initiatives18

Finances 22

Performance Management23

CONTINGENCIES25

CONCLUDING REMARKS26

APPENDIX27


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EXECUTIVE SUMMARY

“TO INFORM INSPIRE AND ENRICH THE LIVES OF EVERYONE IN OUR COMMUNITY.”

In 2011, most people have Internet access in their homes, which provides the tools for both job searching and creative outlets. However, it is easy to forget that a significant portion of the population lacks these resources. Those living in close proximity to the library can easily gain Internet access onsite through the use of a library card. For those in rural areas the solution is not so simple.

Traditionally, the Puget Sound Library has been unsuccessful in providing these services. In order to provide library services to everyone, we are proposing a mobile library service, taking the library to the people of rural Washington.

This group is pleased to present our strategic plan, which, if approved, will help to provide Internet access, job searching tools and skills, as well as creative outlets for those library patrons. We plan to accomplish these goals by providing a bookmobile in the form of a double decker bus, outfitted with computers and technologies to better serve our patrons. These goals and initiatives will help to create lifetime users of the library system as well as promote information literacy and information access.


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ORGANIZATIONAL PROFILE

A B O U T O U R O R G A N I Z A T I O N :

Puget Sound Public Library believes in our mission to, "inform, inspire, and enrich the lives of everyone in our community." We believe in the continual education of our staff and in the principle value of every individual who walks through our doors. We believe in excellent patron service, and we will strive to achieve it each and every time we help someone. Our library believes it is important to monitor our community's needs through yearly assessments, and will develop appropriate programming to meet those needs.

During the Great Depression, the New Deal was struck and in 1936 the Works Progress Administration was formed. The Works Progress Administration was a program to promote public works to put Americans back to work during the Great Depression. In the 1930’s, many libraries did not provide services to their rural patrons, and in 1937, as part of the Works Progress Administration, the Puget Sound Public Library was founded.

The libraries mission at the time was to provide services to rural areas and to a population that did not have access to a public library. Washington has grown significantly since 1937 and many rural areas are now bustling cities. The library was originally just a 600 square foot room run by just one librarian. After extensive renovations and additions to the library in 1975 and again in 2009, the library has grown into a three-story building, equipped with state of the art computers and a large collection to serve its patrons.

We still continue our original mission to serve our rural patrons, and we currently serve our rural areas by rotating 16 bookmobile stops that serve approximately 150 patrons a month. With our strategic plan initiatives we would like to expand the services offered by our bookmobiles to our rural patrons so we can continue the direction that the library was created for.

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OUR LIBRARIES GUIDING VALUES

PROVIDE INFORMATION ACCESS TO ALL PEOPLE

TAKE INFORMATION ACCESS OUT TO ALL COMMUNITIES WITHIN THE

LIBRARY'S SERVICE BOUNDARIES

PROVIDE TRAINING FOR JOB SEARCHES AND COMPUTER SKILLS

PROVIDE YOUTH THE OPPORTUNITY TO EXPLORE AND CREATE

ORIGINAL CONTENT ON EMERGING TECHNOLOGY

FOSTER LIFETIME USERS OF LIBRARY SERVICES


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PLANNING FACTORS

LIMITING FACTORS

BUDGET:Money will always be an issue. Despite efforts to obtain grants, which would cover the cost of this project, anything can happen. If necessary, the strategic team will cut extraneous items in order to complete the project.

TIME:The months spent on planning for this project could be extended if unforeseen issues come up, such as: sickness, unexpected leave of absence, inclement weather, etc. It is also possible that the remodel of the vehicle could take longer than expected or that there are complications with the installation of technology.

MISCOMMUNICATION: Despite the professionalism and experience of each team member, there is the threat of miscommunication, which could halt progress; however, every attempt will be made to minimize this factor. In an effort to encourage openness and clear communication, the strategic planning team will meet once a week for an informal gathering to foster relationship building and open communication.

POSITIVE FACTORS

DEDICATED STAFF:The strategic planning team is a group of five highly skilled professionals who believe in the importance of outreach services. Each member brings a different viewpoint and a wide range of experience and strengths to the CreationStation project.

COMMUNITY SUPPORT: The rural communities of Puget Sound County have always expressed a need and desire for increased library services. As the library works to provide exceptional outreach services, the communities are committed to supporting the project in any way possible.

COLLABORATION: Not only does the library have strong rural community support, but our partnership with Bates Technical College and the Paul G. Allen Foundation will increase our exposure with the public in a positive way. Also, these collaborations will strengthen and ensure the success of the CreationStation project, which will serve rural communities for many years to come.

ORGANIZATIONAL CULTURE

OUTREACH IS NECESSARY:The rural community has expressed a need and desire for increased library services, and it is the belief of the library that where service is needed, service will be provided. Increased outreach has been on the library’s ‘to do’ list for several years, but now is the time for action.

RESOURCES ARE AVAILABLE:Resources are now available to fulfill the library’s goal for outreach. The library has an exceptional team of employees that have the experience and skills to lead and complete a project of this magnitude. Also, the collaboration with Bates Technical College is an invaluable resource to the completion of this project.


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ENVIRONMENTAL SCAN

DEMOGRAPHIC OF PUGET SOUND COUNTY:

• Land area is approximately 750 square miles • Average population of rural areas is 400 people • Primary occupation in rural areas is agricultural • 7% of individuals are living in poverty • Median household income is estimated at $45,000.

SERVICES TO RURAL AREAS OF PUGET SOUND COUNTY:

• Low cost Internet access to families who have at least one child eligible for free school lunches. • Free transportation service provided by Puget Sound County Community Services. • Access to basic telecommunications services. • Semi-annual health clinics for low-income individuals.

ISSUES AND TRENDS:

• Funding for schools is down 40% from last year, so teachers are contending with larger classroom sizes, lack of new technology, and shorter school days.

• Job searching and application are predominately online. • Washington is the second largest meth producing state in the region, particularly in the rural

areas. • In rural areas, 48% of households lack Internet access in their homes. • All 7 rural areas of Puget Sound County lack easy access to a library.

COST OF INACTION:

The rural areas of Puget Sound County need library services. The most pressing need is for Internet access and job help, but it is also crucial to educate young adults in the areas of technology so they can be prepared for the future. The cost of inaction is two-fold:

Without the library providing outreach services the community will suffer and remain in ignorance regarding searching for jobs online, applying for jobs online, and basic technology use.

The library could also see a decrease in funds from tax payers, which would limit our services even further. The rural community should not have to pay for services that are insufficient or non-existent.

As a public library, we believe that we are more than just a building, and it is our goal to provide access to information and access to a better life to anyone who needs or wants it. Our mission is to inform, inspire, and enrich the lives of everyone in our community, and by taking technology into the rural areas, we are valuing this commitment.


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SWOT ANALYSIS

STRENGTHS • Widespread community support • Well trained and supported staff • Community presence through volunteers • Active attendance in story times • Strong bi-lingual classes and events • Deep commitment to community outreach • Focus on emerging technology • Attentive to evolving community needs • Excellent in staff training and patron

service

WEAKNESSES • Large geographical areas under-served • Budget funding base weakening • Staff is stretched beyond comfortable

levels • Technology equipment at peak usage • Increasing patron usage testing branch

limits • Classes and events filled beyond limits • Some community needs not met • Social web presence needs improvement

OPPORTUNITIES • Greater possibilities through job and

business classes • Enhanced integrated business partnership • Creative partnership with Bates Technical • Good chance of grant award from Paul G.

Allen Family Foundation • Stronger grant writing opportunities • Emerging technology has far reaching

social implications • Creation of original content through

community involvement

THREATS • Continuing downward economic support • General anti-tax environment • Challenging communities in some areas • Aging workforce increasing health costs • Increasingly outmoded technology • Shift in materials budgeting increasing costs • Rising costs of fuels and infrastructure

upkeep • Buildings need upgrades and expansions • Failure to procure grant awards


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GAP ANALYSIS

WHERE WE ARE CURRENTLY WHERE WE WANT TO BE Majority of services and programs take place at the main branch

Extend our services, by adding CreationStation, to people in the rural areas of the county

Small outreach budget Increase outreach budget through grant monies, partnerships, and board approval

Current bookmobileis filled with books and audio-visual materials

Add CreationStation to our outreach services to better serve teens and adults looking to improve their technology/job hunting skills.

Limited bookmobile stops and operating hours Increase both the bookmobile and the Creation Station hours of operation

Limited staff Hire two (2) new, full-time staff members to work on CreationStation


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ORGANIZATIONAL PERFORMANCE

A C T I V I T Y M E A S U R E O F P E R F O R M A N C E

C U R R E N T P E R F O R M A N C E

Technology Class

Attendance per month

Comment cards from patrons

4 classes per month (avg. 20 patrons per month)

Bi-lingual Technology Class

Attendance per month

Comment cards from patrons

4 classes per month (avg. 18 patrons per month)

Storytimes

Attendance per month 3 storytimes a week/ 12 per month (avg. 70 total participants a month)

Literacy Learning Labs

Attendance per month 1 monthly meeting (avg. 12 a month)

Current Bookmobile

Attendance per month (patrons visiting the bookmobile)

3 rotating stops a week/12 a month (avg. 150 patrons per month)


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ORGANIZATIONAL PERFORMANCE BREAKDOWN

The technology class teaches basic Microsoft Office, typing skills, Internet searching tips, and how to set up an email account. This class has maintained a steady attendance, with several people retaking the class.

The bi-lingual technology class teaches the same skills but in Spanish. This class has been offered for just the last three months but already enjoys steady attendance.

Story times have always been one of the most popular programs for the library. There are three programs a week, each one targeted to a specific age range (lap-sit, toddler, and preschool) and are highly attended. Since 46% of the library’s patrons are children the library is committed to providing high quality and frequent programming.

Literacy Learning Labs are still gaining momentum. Once a month two staff members are available in one of the library’s meeting rooms for two hours to help adults, or children and teens, with reading and writing.

There are 7 bookmobile stops for the rural areas of Puget Sound County, but the current budget and state of the vehicle only allow 3 rotating stops a week, which means that on average each rural areas only has library service every two to three weeks. The library is passionate about increasing the number of stops and the types of services offered.


2010 DATA FOR PUGET SOUND LIBRARY

TOTAL CHECKOUTS FOR LIBRARY/BOOKMOBILE

2, 883,820

MATERIALS/ITEMS IN THE SYSTEM

390,107

LIBRARY VISITS 915,173

WEBSITE VISITS 945,993

EVENT ATTENDANCE 18,992

BOOKMOBILE STOPS 144

EMPLOYEES 83

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NEW PRIORITIES STRATEGIC PROFILE

The Puget Sound Public Library’s mission is to "inform, inspire, and enrich the lives of everyone in our community." Currently, everyone is not able to take advantage of all of the programs and services we offer. It is therefore our first and foremost goal to fix the inequity of service. The most logical way to do so is to add mobile technology to our bookmobile fleet.

Libraries need to stay up to date with current technology, and to also help assist library users learn how to use those new technologies. Historically, public libraries have assumed the role of educator for the greater good of the greater population. This is even truer today, because of the state of the current economy. Having access to computers and the Internet has become a priority. It also falls to library staff to teach basic computer skills to those individuals who need help. The public library has been changing; we are not just a place to check out books to read, but almost more importantly, we've become a place to re-educate and re-train the workforce.

While the library is a wonderful place for adults to learn much needed workplace skills to help them in their futures, it has also become a place for teens to win their future. We understand the importance of teens to be engaged in life. It is an assumption of every adult that every child knows and understands current technology. It has increasingly become the role of the library to make sure that is a fact. We understand how important technology is to teens, but also know that many teens live without it. We are in a position to help foster a love of technology through creative programming and state-of-the-art training tools.

Puget Sound Public Library will continue its outstanding patron services and programming. We will strive to make sure everyone in our community has the ability to enjoy and take advantage of all aspects of the library.

The department most affected by this new strategy of extending our programs and services is Outreach Services, Human Resources and Finance. The library will try to secure a three-year grant funding through the Paul G. Allen Family Foundation and continue to develop a new partnership with Bates Technical College. Through these relationships, we intend to launch CreationStation. We will continue to promote and develop a working plan for the most logical distribution of these technology tools.


FUTURE VISION

The Vision Statement states that the Puget Sound Public Library "fosters the spirit of exploration, the joy of reading, and the pursuit of knowledge for all ages and cultures." We will strive every day to carry that vision out in serving our patron needs, offer diverse programming, continue to provide outstanding outreach services, and offer exceptional quality of our reference. While our community struggles in these new economic times, the library has become the place for reinvention, redevelopment, and rejuvenation of our patrons. We accept this new role openly, and embrace the chance to fill the needs of our community.

With our new partnerships, we strive to strengthen the role of the library as a place of opportunity to all its community members. We envision the future library as a place that lends a helping hand to anyone wishing to better him or herself. Puget Sound Public Library will continue to embrace new technologies, as we position ourselves to help re-train and re-invent the people in our community.

The future of our library depends on a strong and educated populace. We will support the re-training and re-invention of the citizenry by offering unique opportunities like CreationStation. The launch, implementation, and subsequent success of CreationStation will depend, not only on the partnerships we've formed and the communities we serve, but the energy, enthusiasm, and ability of our staff and support teams.

We will continue to hold an unconditional commitment to our mission of "inform, inspire, and enrich the lives of everyone in our community." And that, and will remain, the number one goal of the Puget Sound Public Library.

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STRATEGIC INIATIVES Our staff continues to do an excellent job with patron service. A recent survey shows that while the people who use the library, and love it and the programming we offer, we must keep vigilant in assessing our community's changing needs. Our community has been hard hit by the economic recession; therefore, the library has seen an increase in daytime computer activity. We will continue to support job seekers in any way possible.

We have done a poor job in reaching out to the rural community in a sustained way. Creation Station plans to fix that need. There are certain gaps in the services we currently provide to our community members. If you happen to live close to the library building, you are able to take advantage of all the programs and services the library has to offer. However, we have been unable to take the services to our rural patrons. We hope that the roll out of Creation Station help minimize those service gaps.

GOAL 1: Create and sustain an outreach vehicle — Creation Station — that will provide access to new technologies to our rural patrons.

OBJECTIVE 1.1: Partner with Bates Technical College and work to obtain grant funding from the Paul G. Allen Family Foundation.

OBJECTIVE 1.2: Refurbish and retrofit our double-decker bus with emerging technologies, learning labs, the latest in digital equipment, and software.

OBJECTIVE 1.3: Market and launch Creation Station to rural service areas.

GOAL 2: Increase outreach services to our rural communities, including educational, business technology, job training skills, and creative learning tools.

OBJECTIVE 2.1: Create new business and technology classes for re-emerging, job seeking, or entrepreneurial patrons.

OBJECTIVE 2.2: Develop technology classes and personal instruction methods to educate teens on the latest creative tools and software and annually present or archive their creations.

OBJECTIVE 2:3: Using grant monies, hire librarians to help with technology programming and instruction for both adults and teens onboard Creation Station.


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SMART GOALS APPROACH

Our goals and objective are following the SMART guidelines. We will have Specific ideas, maintain Measurable outcomes, work Aggressively to see that each ideas happens, while striving to maintain Realistic objectives and Timely milestones.

SPECIFIC CreationStation will be designed and developed in partnership with the students at Bates Technical College, who offers certification in mechanical engineering, computer networking, auto body rebuilding and refurbishing, automotive mechanic, electrical engineering, and welding. Bates will offer students practicum credit hours to renovate/refurbish the library's double-decker bus. Materials — desks, chairs, carpet, computers, other hardware, shades, automotive parts, etc. — will be provided by the library. Obtaining a three-year grant from the Paul G. Allen Family Foundation will allow Creation Station to hire qualified staff, launch a marketing campaign, and help pay for the initial costs of computer equipment and technology.

MEASURABLE All students (adults and teens) using CreationStation will be asked to take a brief survey each time they use the programs and/or services on the bus. The number of stops and number of patrons served will also be recorded. Other research methods, such as follow up questionnaires, focus group interviews, and staff observations, will be triangulated to provide a more accurate picture of how CreationStation is succeeding or failing to meet expectations.

AGGRESSIVE We are currently in the process of obtaining the double-decker bus and have already agreed to partner with Bates Technical College. Our grant writer is working to secure the monies from the Paul G. Allen Foundation, and she believes the funding is in hand. Our staff is excited about this new outreach program, and prior surveys have concluded that our patrons are excited about the launch of CreationStation as well.

REALISTIC Our goals are obtainable, sustainable, and appropriate for our community. We believe outreach is a necessary tool in reaching everyone in our service area; and we believe CreationStation is a fundamentally sound was to implement these programs.

TIMELY Our timetable shows how obtainable our current goals are for CreationStation. We expect to hit or exceed expectations on all major points along the line of our three-year plan.


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ACTION PLAN

STRATEGIC PLAN INITIATIVES:

GOAL 1 – Create and sustain an outreach vehicle — CreationStation — that will provide access to new technologies to our rural patrons.

OBJECTIVE 1.1 – Create a partnership with Bates Technical College and work to obtain a grant from the Paul Allen Foundation.

ACTIONS: Outreach department manager to determine operating costs for three-year launch, marketing, operation maintenance, and staffing of the double-decker bus — CreationStation.

Outreach department manager to determine with IT department cost of equipment needs for both outreach initiative programs.

Outreach department manager and grant writer will meet to review costs and determine grant parameter.

Grant writer will finalize Allen grant by due date and present copy to library director and outreach department manager.

Outreach department manager will work with the IT department to hire tech savvy librarians and review schedules for staff and drivers with CDL licenses to determine staffing needs for new bus.

Outreach department manager oversee work directly with Bates Technical College.

RESOURCES NEEDED:

Grant writer to procure funds, form relationships with Foundation.

Reference staff hours to develop committee.

Planning time for Outreach department manager

OBJECTIVE 1.2 – Procure, refurbish, and retrofit our double-decker bus with emerging technologies, learning labs, the latest in digital equipment, and software.

ACTIONS:

Outreach department manager to work with facilities manager to obtain a double decker bus.

Outreach department manager to work with reference committee and IT department on equipment needs for initiative programs.


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Outreach department manager to work with IT to purchase needed computers to stock the upper portion of the bus — for teens to digitally create works — and the lower portion of the bus — for computer training, job searching, and re-education of technology skills.

Facilities and outreach department manager works directly with Bates Technical College students in refurbishing and retrofitting our double-decker bus.

RESOURCES NEEDED:

Outreach department manager and facilities manager shop around and purchase double decker bus.

A supply list created for equipment needs

Purchase equipment

Regular communication with Bates Technical College students regarding the refurbishing.

OBJECTIVE 1.3 – Market and launch Creation Station to rural service areas.

ACTIONS:

Outreach department manager to work with Human Resources to develop and implement an advertising campaign explaining what Creation Station is and does.

Outreach department manager works directly with schools located in the rural areas to schedule stops.

Outreach department to determine Creation Station availability, scheduling, and appearances at community events.

Outreach department to determine the donation cost for Creation Station to participate in some events outside our service area.

RESOURCES NEEDED:

Staff time for scheduling and coordinating the marketing campaign and bus stop schedule.

GOAL 2 - Increase outreach services to our rural community, including educational, business technologies, job training skills, and creative enterprises.

OBJECTIVE 2.1 – Create new business and technology classes for re-emerging, job seeking, and/or entrepreneurial patrons.

ACTIONS:

Adult Reference staff to review existing classes, and the newly acquired technologies to determine adjustments for on bus presentations.


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Review existing technology learning and business development classes and determine upgrades to presentations system wide.

Reference staff to write new pathfinders for the web page; IT to implement links to new programs and services.

Reference staff and Youth Services to develop new class ideas for Creation Station programs, both for adults and teens.

Outreach Department and IT will take those ideas and implement them for Creation Station.

RESOURCES NEEDED:

Staff time for class development and pathfinder development.

OBJECTIVE 2.2 – Develop technology classes and personal instruction methods to educate teens on the latest creative tools and software and annually present or archive their creations.

ACTIONS:

Teen Librarian, Youth Services, and Outreach Department to develop new instruction and programs for delivery on Creation Station.

Outreach and Youth Services to learn the new tools acquired through the grant for teen creative program.

Youth Services work directly with Outreach Department to develop pathfinder for archived projects.

Youth Services to develop annual celebration for completed projects.

Outreach and Youth Services develop social media tie-in for creative projects.

Teen librarians to explore emerging technologies and how they can enhance in-house technology programs.

RESOURCES NEEDED:

Staff time to develop programs.

Staff time to learn new technology tools.

Staff time to form and develop committee for annual celebration party and develop community awareness.

Dedicated staff time for social media outreach.


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OBJECTIVE 2.3 – Using grant monies, hire two librarians, to help with technology programming and instruction — one for adults and one for teens — onboard Creation Station.

ACTIONS:

Outreach Department will hire librarians for Creation Station.

One librarian will have experience working with teens and current Mac technologies, software, and digital equipment for manning the upper section of Creation Station.

One librarian will have experience working with adults and will be familiar with current business strategies, technologies, and work force skills needed in today's workplace.

Outreach, Youth Services, IT, and Human Resources will help with the interview and decision process.

RESOURCES NEEDED:

Staff hours needed for sifting through applications.

Staff hours and resources needed to conduct interviews.

IT and Outreach Services will help train the new hires.


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FINANCES

Our project creates an interlocking partnership that benefits businesses, schools and

the library. By building a synergistic relationship with Bates Technical College, we will be saving money on the retrofitting of our new bus. We will also be proper stewards of public funds by utilizing added staff to optimized effect and using existing support and reference staff wherever possible.

Initiatives will be paid for with the help of the Paul Allan Family Foundation Grant. The grant will provide $100,000.00 to cover staff costs and upkeep of equipment:

Used double decker bus - $50,000.00; subsequently retrofitted by Bates Technical College.

The purchase of new technology including laptop learning stations for adult and teen programs and support software for each, including but not limited to, Optimal Resume.com and JobNow! for adults and Final Cut Express, digital cameras and Dreamweaver for the teens - $10,000.00.

Two reference staff at $40,000.00 a year.

The costs of running and upkeep of the double decker bus: mostly fuel costs – 10,000.00.

Continuous costs will be covered by other Library foundation money and by reassigning staffing when needed.

YEAR ONE YEAR TWO YEAR THREE

DOUBLE-DECKER BUS $50,000

TECHNOLOGY/EQUIPMENT

$10,000 $500 $1,000

MAINTENANCE $2,500 $10,000 $10,000

STAFF $40,000 $80,000 $80,000

STAFF FRINGE $12,960 $25,920 $25,920

YEARLY TOTALS $115,460 $116,420 $116,420


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PERFORMANCE MANAGEMENT IMPLEMENTATIONS:

This project implements several new exciting partnerships for the Puget Sound Regional Library. During the funding process with the Allen Foundation, Facilities and Finance departments will be putting into motion communication and planning with Bates Technical College. The Marketing Department will begin initial planning for marketing, including an emphasis on new community partnerships.

After the grant is approved, the bus will be bought and partnership between PSRL and Bates will begin.

At that point, the Human Resources Department will begin to create a pool of applicants and interviewing. Included in this is the re-examining of existing staff and looking at optimization of future scenarios. IT, Adult and Children’s Services will begin to plan and implement strategies for new tools and programs. On site visits to other libraries with these new tools might be possible at this time.

After new staff is hired, training will start with them on new tools and programs, and the schedule of routes and staff will be finalized.

POSSIBLE CONFLICTS:

While the project rests on the acceptance of the grant, other departments must begin the process during the grant’s application. If the grant does not come through, departments may have created unusable work.

MONITORING PROGRESS:

The Library Director will have scheduled meetings with department heads involved with the project along with the usually scheduled department head meetings. This will insure that progress is regularly measured, and that other departments will be kept informed of issues that may pertain to them. Timelines will be set that will guide department heads. If departments fall behind, how can other departments help out to fulfill completion? Departments will remain flexible to unforeseen events and adjust according with schedules.

A final review meeting with all departments at the end of the year will re-examine progress and make adjustments to plans programs for the future.


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TIMELINE FOR THE PROJECT

JANUARY-Application deadline with the Paul G. Allen Family Foundation. Awards to be given by July. Order technology and parts for the makeover of the bus. Puget Sound Public Library and Bates Technical College start communications about how a partnership might work/look.

FEBRUARY‐Our grant writer to keep in touch with staff at Paul G. Allen. Double-decker bus and technology and parts are delivered to Bates students. Outreach Services and the IT Department sit down with Bates students to conceptualize what CreationStation will look like.

MARCH-Marketing Department and Outreach Services brainstorm on how to launch community wide campaign. Retooling and retrofitting of double-decker bus is in full swing; stay in constant contact with Bates students.

APRIL‐Meeting with City officials to inform them of CreationStation, our launch plans, ask for input and ideas on how to incorporate the bus into community events, parades, etc.

JUNE‐Grant monies are awarded to the Puget Sound Public Library. HR posts new staff positions and Outreach Services, along with IT begin to interview.

JULY– New hires on brought onto the staff; Librarians and IT staffs configure new tools and programs. Put together a survey for use by patrons using CreationStation. CreationStation is delivered from Bates students; a party for Bates students at the library.

AUGUST– New hires are trained on outreach; routes and schedules finalized. Launch marketing campaign through the City, website, Facebook pages, and tweet at CreationStation. Begin finalizing stops by making sure partners are supportive.

SEPTEMBER–The school year begins; launch service of CreationStation. Keep City officials informed about launch and successful responses.

OCTOBER‐Teams get back together to review our launch and initial month; make real-time changes or modifications based on the field experience of staff.

NOVEMBER‐Continue monthly meetings with Outreach Services, Youth Services, Adult Services, IT Department, and CreationStation staff; adjust programming and stops as needed.

DECEMBER – Review meeting and provide a showcase presentation to the Board; take presentation out to City Board meeting. Make report for Foundation.


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CONTINGENCIES

BATES TECHNICAL COLLEGE BACK OUT OF THEIR PARTNERSHIP

The collaboration with Bates Technical College would be invaluable to the success of this project; however, there is the possibility that the college will rescind their offer of student volunteers. If that happens, the planning team will need to find an alternative to getting the bus remodeled and completed on time. While the library could hire professionals to get the job done, this would deplete the budget. The best option would be for the strategic team to recruit volunteers who are willing to donate their time and experience.

GRANT IS DENIED FROM THE PAUL G. ALLEN FOUNDATION

If the Paul G. Allen Foundation grant is denied, the proposed strategic plan will be significantly delayed. The planning team will need to explore other options and find funds elsewhere, as quickly as possible. The team will research and apply for a different grant, reevaluate and reallocate money from the library budget, and initiate fundraisers. Any ideas from staff and the public will also be considered for raising funds.

RENOVATION AND INSTALLATION OF TECHNOLOGY IS SLOWER THAN EXPECTED

Any renovation or construction project always has unforeseen problems. The planning team has tried to plan for those issues; however, if and when the renovation takes longer than planned the team will need to adjust the timeline and public expectation. It would be a good idea to have a twitter feed that is specifically for this project to keep anyone interested informed about the progress.

BUDGET RESTRICTIONS

Even if the library receives the Paul G. Allen grant there is a possibility that the project will cost more than initially planned. If that happens, the team will need to readjust the budget. This means that the team will need to carefully examine where the money is going and prioritize items so that the project can still be completed. Whatever falls in the ‘extra’ category can be added at a later time when funds are available.

UNABLE TO FIND QUALIFIED STAFF

The library plans to hire two tech-savvy professionals to operate Creation Station; however, it is possible that finding experienced applicants will be difficult. The planning team realizes that this project requires finding employees who will be the perfect fit, combining technology know-how with a personable attitude. Recruitment will start with in-house employees and then extend to local and national recruitment. If necessary, qualified employees will rotate Creation Station shifts until the right applicant is found.


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CONCLUDING REMARKS

We hope that you are as excited about this project as we are and will give us your support. Our entire group is committed to this project as well as committed to the ideals behind it. We believe that this plan will help strengthen the libraries mission to enrich the lives of our community, and we will accomplish this by providing access to information technology.

Creating a strategic plan for this large endeavor is no small task. All of the planning, research and effort could not have been done without the tireless effort of team Hot Wheels as well as the support from the Puget Sound Library. Each member of this team was able to use their unique talents to strategize, collaborate and create this plan. As part of this strategic plan, we have presented a detailed profile of our organization, our goals and initiatives, a SWOT analysis as well as a contingency plan if we are not able to meet all of our goals.

This small bus will be able to provide a large array of services to a wide range of people. This small investment will pay off in the long run as we not only provide necessary services, but promote information literacy to a population that is traditionally underserved by the library.


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APPENDIX

SUMMARY REPORT OF TEAM PROJECT ACTIVITIES

PUGET SOUND LIBRARY STRATEGIC PLAN

JENNIFER FURUYAMA, ELIZABETH JOHNSON, BETSY SUMMERS, JOHN SCHOPPERT, ERIN WELLS

11/30/2011

EMPORIA STATE UNIVERSITY SLIM

LI805 LEADERSHIP AND ADMINISTRATION OF INFORMATION ORGANIZATIONS


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NATURE OF TEAM DEVELOPMENT

NARRATIVE OF TEAM DEVELOPMENT

According to Tuckman (1965), Developmental Sequence is the theory that small organizational groups go through stages during their initial formation and subsequent meetings. The Developmental Sequence happens in a series of stages called Forming, Storming, Norming, and Performing.

FORMING

Our group assembled online prior to meeting in person. With very little information on the project at hand, we chose one another based on our interest in working with likeminded personalities. It is safe to say that each person on our team had a previously existing friendship with at least one other member of the team. At our first face to face meeting we elected a project manager and secretary. We did not look to that leader for any type of guidance in the first meeting, although we did come to the agreement that they would be responsible for sending out the agenda and keeping us on track in the future. According to Tuckman’s theory Developmental sequence in small groups, the first stage is called norming. During norming team members test the waters, to see what behavior is acceptable and what is not. This occurred during our first meeting as we each attempted to assert our vision of what the project should be. Very quickly however, we assimilated to a concept that everyone could get on board with.

STORMING

Tuckman’s second phase, storming involves group members being hostile toward one another and resisting group structure and unity(Tuckman, 1965). Our group was consistently demonstrating this phase. Though no single member behaved in a hostile manner tension occurred as we adjusted to working in a team with a designated leader. The challenge seemed to be how can each member embody leadership in a productive way, with or without the specific title of project manager. We struggled to choose a team name, we struggled to plan workable meeting times and we had difficulty communicating in a way that productively addressed each individuals concerns.

NORMING

The third phase norming occurs when group members begin to accept the group and the individual contributions of each member (Tuckman, 1965). It was around meeting six that our group transitioned from primarily storming to primarily norming. As we divided the document in to sections and assigned each group member a specific section we began to work more cohesively. In this group it became apparent that control over your work was important to each member. Once we moved from openly discussing each section as a group to working on each section individually and then offering feedback as a group we began to see the unity that had been absent before. At this time we developed a greater understanding of one another’s availability and performance standards


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because of this we were able to schedule regular weekly meetings, and achieve a great deal more in those meetings.

PERFORMING

After months of questioning the validity of our goals and initiatives the HotWheelsteam was finally seeing results. Tuckman describes phase four as the time when the group becomes a problem- solving instrument (Tuckman, 1965). This held true for our group. Once we had divided our tasks in an efficient manner we became a well oiled machine with each week bringing about the revision of a new section. We offered one another feedback in a respectful manner and as a result our final document is something we can each be proud to include in our capstones.


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MEETING MINUTES FOR TEAM HOTWHEELS 09/05/11

Call to order

Project Manager Wellscalled to order the meeting at 9:00pm on September 5th,2011 held via Skype.

Roll call

Erin Wells Elizabeth Johnson Betsy Winteregg Summers John Schoppert Jennifer Furuyama

Goals

To get to know one another Selection of a Project Manager and Secretary Brainstorming project ideas

New Business

1. Nomination of Project Manager and Secretary • Project Manager: Erin Wells • Secretary: Jennifer Furuyama

2. Distribution of tasks • ErinWells: Executive Summary, Organizational Profile and Conclusion,

Contingencies • Elizabeth Johnson: Preparation/Planning, Current Reality • Betsy Winteregg-Summers: New Priorities • John Schoppert: Action Plan • Jennifer Furuyama: Appendix

3. Decision regarding type of library

• Unanimous decision for public 4. Discussion of possible initiatives

• Primary initiative: Outreach • Secondary initiative: Computer skills courses

5. Discussion of leadership strengths

6. Determine time of next meeting • Friday, September 16th, 2011-1:00pm

7. Adjournment

Project Manager Wells adjourned the meeting at9:52.Minutes submitted by: Secretary Furuyama


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Meeting Minutes 09/16/11

1. Call to order • Project Manager Wellscalled to order the regular meeting at 1:00pm on September

16th,2011 at PSU.

2. Roll call Erin Wells Elizabeth Johnson Betsy Winteregg Summers John Schoppert Jennifer Furuyama

3. Goals

Determine the type of library Brainstorm project ideas Schedule next meeting

4. New Business

a) Determine goals

• To provide internet access to the rural community via the techmobile • To teach new technologies to youth via the techmobile

b) Decision on team name

• Tabled until September 26th

c) Decision on whether or not to create a library from scratch or model and existing library.

• The project will be loosely modeled after Pierce County Libraries

d) Determine time of next meeting • Monday, September 26th, 2011-8:00pm

5. Adjournment

Project Manager Wells adjourned the meeting at 2:00pm.

Minutes submitted by: Secretary Furuyama


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1. Call to order

Project Manager Wellscalled to order the meeting at 9:00pm on October 4th,2011 held via Skype.

2. Roll call


3 Goals

Assign duties Assign deadlines

4. New business a) Overview of assigned completion schedule b) Redistribution of Sections

• Erin Wells: Executive Summary, Concluding Remarks, Organizational Profile • Elizabeth Johnson: Planning Factors, Current Realities, Contingencies • Jennifer Furuyama: Appendix • John Schoppert: SWOT, Action Plan • Betsy Summers: New Priorities

c) Determine time of next meeting

• Tuesday, October 4th, 2011-8:00pm

5. Adjournment




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Meeting Minutes

10/4/11

1. Call to order Project Manager Wellscalled to order the meeting at 8:00pm on October 4th,2011 held via Skype.

2. Roll call

Erin Wells

Elizabeth Johnson

Betsy Winteregg Summers

John Schoppert

Jennifer Furuyama

3. Goals Discuss altering timeline Look at Current Realities rough drafts

4. New business

a. Rearrangement of completion timeline

• Timeline for completion now based on sequence of the document b. Review of rough draft for Environmental Scan c. Review of rough draft for Organizational Profile d. Review of example Strategic Plans sent out by Rajesh e. Set date to view movie Tuesday, October 25th, 2011-8:00pm f. Determine time of next meeting

• Tuesday, October 11th, 2011-8:30pm 5. Adjournment




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1. Call to order


2. Roll call


3. Goals

Review SWOT Rough Draft

Determine team name

Discuss organization techniques

4. New Business

a) Review of SWOT rough draft

Decision to have SWOT encompass entire library as opposed to just initiatives

b) Decision to conduct a silent vote for team name

c) Organization strategies

Team decision to contribute to the editing process via the track changes feature

John will create dropbox folders for rough drafts, minutes and sample documents.

d) Questions on Organizational Profile

Reduce area span

Alter numbers to match reduced area span

e) Questions on Executive Summary

Add mission and vision statements from dropbox

f) Determine time of next meeting

Tuesday, November 1st , 2011-8:00pm


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5. Adjournment Project Manager Wells adjourned the meeting at 8:30pm. Minutes submitted by Secretary Furuyama


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1. Call to order

Project Manager Wellscalled to order the meeting at 8:00pm on November 1st,2011 held via Skype.

2. Roll call

Erin Wells

Elizabeth Johnson


Jennifer Furuyama

3. Goals

Review and discuss Contingencies

Review and discuss Organizational Performance

Review and discuss Gap Analysis

4. New business

a) All team members are to email headshots to Elizabeth for Team Members section

b) Review and feedback of contingencies section

c) Overview of organizational performance

d) Review and feedback of Gap Analysis

e) With Current Reality section completed Betsy is now able to begin the New Priorities section

f) Determine time of next meeting

Tuesday, November 8th 2011-8:00pm

5. Adjournment

Project Manager Wells adjourned the meeting at8:23pm.



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Meeting Minutes

11/08/11 1. Call to order


2. Roll call


3. Goals

Discuss presentation format

Review planning factors rough draft

4. New Business

a) Initial presentation discussion

Betsy will assemble Prezi

Pictures for Prezi must be sent to Betsy by 8:00pm, November 28th

b) Action Plan to begin rough draft process at the end of the week

c) Review and feedback on Planning Factors

d) Final draft discussion

e) Determine time of next meeting

All final drafts will be in the dropbox by November 22nd

The final pdf of the document will be assembled on November 25th

Each team member will receive an email version of the document for reviewThursday, November 17th, 2011

5. Adjournment

Project Manager Wells adjourned the meeting at 8:30 pm. Minutes submitted by Secretary Furuyama


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I. Call to order


II. Roll call

Erin Wells

Elizabeth Johnson


John Schoppert

Jennifer Furuyama

3. Goals

Review and discuss Action Plan

Review and discuss Performance Management

4. New Business

a) Discussion of Action Plan

b) Discussion of Performance Management

c. Jenn and Erin will convert the text in to timeline format

d. Review of New Priorities Rough Draft

e. Double decker bus will be outfitted via a partnership with Bates Technical college and Paul G Allen Family Foundation

f. Determine time of next meeting

g. No further meetings will be held

5. Adjournment

Project Manager Wells adjourned the meeting at 8:30 pm

Minutes submitted by Secretary Furuyama


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References

By M.O. Stevens (Own work) [GFDL (www.gnu.org/copyleft/fdl.html) or CC-BY-SA-3.0-2.5-2

By Nyttend (Own work) [Public domain], via Wikimedia Commons

By Portable Antiquities Scheme from London, England [CC-BY-2.0

(www.creativecommons.org/licenses/by/2.0)], via Wikimedia Commons

Bates Technical College (2011). Degrees and certificates. http://www.bates.ctc.edu/ (accessed

November 3, 2011).

Foundation Center (2011). Paul G. Allen Family Foundation. http://foundationcenter.org/ (accessed

November 3, 2011).

Puget Sound Olympic Mountains. 2008. Photograph. Wallpapers.org, Puget Sound.

Royalty Free Photos (2010).Double-decker bus. http://www.123rf.com/ (accessed on October 25, 2011). Tacoma Public Library (2011).StoryLab. http://storylabtacoma.org/ (accessed on November 13, 2011). Tuckman, B. (1965). Developmental sequence in small groups. Psychological Bulletin, 63(6), 384-99.

Documents

Creation Station Strategic Plan