Technology Petting Zoo Logical Framework Proposal

Running head: PROPOSAL FOR THE CREATION OF TECHNOLOGY PETTING ZOO PROGRAM 1
Proposal for the
Creation of Technology Petting Zoo Programming
at the Manhattan Public Library
Melendra Sutliff Sanders’ Team
Emporia State University LI859
December 6, 2013

PROPOSAL FOR CREATION OF TECHNOLOGY PETTING ZOO PROGRAM 2
Table of Contents
Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 3
Inputs, Costs, and Responsibilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 3
Logical Framework . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 3
How Team Will Produce Outcomes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 5
Resources Budget . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 6
Linear Responsibility Chart . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 7
Manhattan Public Library Organizational Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 8
Organization Information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 8
Organizational Chart . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 9
Porter Competitive Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 9
MPL Organizational Units Involved in Project . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 9
SWOT Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 10
Vision and Mission . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 10
Goals and Measures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 11
Core Project Strategies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 11
Execution Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 11
Manhattan Public Library Strategic Objectives Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 12
Strategic Problem Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 12
5 Why Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 12
Benefits of Solution . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 12
Ideal Solution . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 12
Scenarios & Objective Statements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 13
Project Initiative: Development of Scenario 1 Project . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 13
Required Outcomes for Project Objective . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 13
Project Success Measures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 14
Measure of Project Goal . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 14
Measures of Project Purpose . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 14
Measures of Project Outcomes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 14
Alternative Measures of Project Success . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 15
Leading Measure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 15
Proxy Measure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 15
Unobtrusive Measure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 16
Project Assumptions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 16
Project Team Members & Stakeholders . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 16
Assumptions for Project Success . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 18
Risk Analysis and Mitigation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 18
Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 20
References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 21

Executive Summary
Our proposal to create a Technology Petting Zoo (TPZ) program for adults supports the mission of the Manhattan Public
Library (MPL) to provide “an environment where the people of our community can readily share resources that are cultural,
educational, and recreational expressions of our society.” Although the library has strong 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, & Responsibilities
The following tables provide a succinct view of the strategy, project assumptions, action steps, budget, and team member
responsibilities necessary to create the TPZ program. Following sections will present strategic analysis in greater detail of
the project’s objectives, metrics, and assumptions for success.
Logical Framework
The Logical Framework provides the objectives, success measures, and assumptions in the creation of new adult
programming at MPL. It focuses specifically on the creation of a TPZ program that will allow patrons to gather hands-on
experience with electronic devices. The TPZ program will be an ongoing monthly event.
Objectives 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
skills
1.2 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 program
1.2 Average attendance
over 6 months
Assumptions to achieve Purpose:
1. That 65% of adult citizens of Manhattan
want to attend hands-on technology
training events.
2. Customers and other community
members view MPL as a resource for
technology knowledge, as indicated on 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 budget
2.2 LSTA fund receipt
2.3 ESG fund receipt
3.1 Pre- and Post- tests
3.2 User survey
4.1 Scan of premises
4.2 Scan of website
4.3 Monitoring social
media
4.4 Scan of Manhattan
Chamber of Commerce
calendar
4.5 Scan of Manhattan
24/7 calendar
Assumptions to produce Outcomes:
1.1 Tech Services and Adult Services
work together efficiently to purchase
devices
1.2 Further devices are purchased as
necessary.
2.1 The Library Director allocates $9,020
by middle of month 2 for the purchase of
TPZ devices.
2.2 Project receives LSTA funding
approval.
2.3 Project receives ESG funding
approval.
3.1 Users are willing to complete survey.
3.2 Evaluation tool accurately measures
patrons’ skills.
4. The Marketing Department allocates
$2,000 for promotions and creates the
marketing materials by the end of month
4.
Source: MPL Strategic Plan and project team planning sessions. Logical Framework chart and other strategy concepts from Schmidt
(2009).

How Team Will Produce Outcomes
The following table illustrates the necessary steps to create the TPZ program, as well as the timeline for completion and the
estimated budget for each task. The time frame in question is that of creation of the program, and does not attempt to take
into account the continuing project investments of time and resources.
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
Adult
Services
Manager
$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
Adult
Services
Manager
$100
3. TPZ Program Marketed
3.1 Provide Marketing
Department with relevant
details
Adult
Services
Manager
$95
3.2 Create marketing
materials
Marketing
Manager
$135
3.3 Preview and confirm
marketing materials
Adult
Services
Manager
$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
librarians on new
equipment
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
accommodate TPZ
program coverage
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

materials
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
deployed
1 hour @
$20/hr.
$20 $20
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
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 Chart
The linear responsibility chart builds on the action steps required to create the TPZ program and assigns each task to a key
employee. Only one employee is responsible for the completion of the task within the necessary time frame and budgeted
amount, although other staff members may participate.
Code
R – Responsible to do; P – Participates in doing; C – May be consulted; I – Must be informed; A – Approves
Inputs Responsibilities
Action Steps: Adult
Services
Manager
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
librarians on new
equipment
R P P P P P
accommodate TPZ
program coverage
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
materials
R
3.3 Preview & confirm
marketing materials
R A I
deployed
I R
allocated funds for TPZ
program
I R
secured through Library
Services & Technology
Act (LSTA) grant
A R
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 Strategy
The Manhattan Public Library serves a diverse community due to the presence of Kansas State University, which attracts
international students and faculty, and Fort Riley, a large military post located 10 miles outside of Manhattan. While this
community makes significant use of the library for print resources and 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 Information
Organization: Manhattan Public Library
Size: 67,847 square feet
Employees: 42.27 full-time employees (FTE equivalents)
Income: $2,697,100
Holdings: 162,745 items
Circulation: 760,372
Purpose: “The Manhattan Public Library provides an environment where the people of our community can readily share
resources that are the cultural, educational and recreational expressions of our society in support of a free and democratic
society.”
Founded: 1904
Location: Manhattan, Kansas

Demographics: The population of approximately 54,000 has a citizen median age of 23.8 years old (2010 census), with
77.3% between 18 and 64 (63.1% between 18 and 44).
Organizational Chart
Source: MPL Organizational Documents
Porter Competitive Strategy
Differentiation Strategy: Project strategy relies on creativity to distinguish our services from information competitors. MPL
strives to accomplish this through customized assistance tailored to individual needs.
Project Motivation stems from 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 Analysis
Strengths
● 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 Mission
The Adult Services department seeks to increase adult program attendance and electronic service usage by expanding its
programming to include technology-oriented programs and support services geared toward 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 Measures
IF Outcome – THEN Purpose:
IF MPL creates a TPZ program, THEN customers will attend the program.
IF Purpose – THEN Goal:
IF customers attend the TPZ program, THEN customers’ technology knowledge and skills will increase.
Core Project Strategies
Each project strategy reflects project objectives:
1. Educate customers about technology and electronic information;
2. Employees will have an increase in utilization by customers;
3. Develop and implement programs to increase customer/staff contact;
4. Marketing will create public awareness of new services and will increase growth in number of customers
attending library programs;
5. Staff will be trained to work with new technologies to better serve customer inquiries.
Core Strategies
Success Measures Programs
Implemented
Staff
Training
Marketing Program
Development
1. Increased community awareness of library
programs
✔ ✔ ✔
2. Programs meet customers’ technological
needs
✔ ✔ ✔ ✔
3. Staff are trained to succeed in new initiatives ✔ ✔
Execution Plans
Key Success
Measures
Core Strategies
Implement
Program
Devices
Research
Staff Training:
Technology
Market
Program
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 Analysis
MPL has tried a variety of different adult programs with limited success. The recent community needs analysis points to
community support for technology related programming at the library. The addition of the TPZ Program will address
consistently low attendance at adult programs and provide an important community service.
Strategic Problem Analysis
What is the strategic problem?
MPL provides a variety of programs in an effort to meet its organizational mission; however, adult attendance
remains low.
Why is this a problem and for whom?
MPL strives to be a valuable community resource, and low adult attendance threatens the success of this mission.
It is a problem for library staff and for the public community as well if the library is not viewed as a useful resource.
What causes the problem?
The development of adult programs and services hasn't followed a strategic plan targeting the adult population of
Manhattan.
What are the consequences if we ignore the problem?
MPL will continue to fail to provide relevant adult programming and will fail in its mission to be considered a
valuable community resource. In the long term, this could affect public funding provided to MPL, which could limit
the services it could provide, which could ultimately threaten its existence.
5 Why Analysis:
Why is adult attendance and participation low?
Because adults in the community don't value the programs provided by MPL.
Why don't adults in the community value the programs provided by MPL?
Because current programming doesn't meet the needs of the adult population.
Why doesn't programming meet the needs of the adult population?
Because programming has focused on art and foreign films and isn't always relevant for the adult demographic in
Manhattan.
Why isn't programming always relevant for the adult demographic in Manhattan?
Because programming isn't very technology oriented or current in areas of technology.
Why isn't programming very technology oriented or current in areas of technology?
Because previous strategic planning occurred prior to the most recent community needs analysis, which highlighted
the need for increased technology education.
Benefits of Solution:
By successfully executing new program objectives, MPL will draw higher attendance at adult events and create greater
community utilization of the library to connect to technology and information. Customers who attend the technology
programming will learn increase their technical skills. They will then perceive MPL and its staff as an essential resource for
their technological needs, which will assist MPL in its larger mission to be a valuable community resource.
Ideal Solution:
An ideal solution includes increased technology programming. These programs would meet the needs of varied users, such
as new users looking for basic information and avid users looking to expand their knowledge. Several programs could be
initiated, such as:
A Technology Petting Zoo (TPZ), in which users would be introduced to new technology and devices;
A Book-A-Librarian (BAL) program through which one-on-one tech support could be offered;
The creation of a Makerspace passive program would allow customers to utilize MPL technology at their own
convenience;
Additionally, all programs would need to be marketed to the public.
Through these changes, adults of all ages could benefit from basic to advanced hands-on technology use, training, and
assistance.

Scenarios & Objective Statements:
Scenario 1:
Because: MPL wants to become an important resource for the community by helping adults increase their technology
knowledge and skills.
MPL Needs to: Provide the community with opportunities to learn about and experiment with new technological devices
through a TPZ program.
Objective Statement 2: If MPL creates a program through which community members can be exposed to new
technology and technological devices, then customers will attend the program and their technology knowledge and
skills will increase.
Outcome: TPZ program created that exposes community members to new technology.
Purpose: Customers attend TPZ program.
Goal: IF TPZ program established, THEN adult patrons will attend TPZ program. IF adult patrons attend TPZ program,
THEN customers will be exposed to new technology and their technology skills will increase.
Scenario 2:
Because: MPL needs to increase participation in technology programming.
MPL Needs to: Better market adult programs to members of the community.
Objective Statement 1: If MPL better publicizes technology programs for adult customers, then MPL will increase the
number of citizens utilizing MPL adult programs.
Outcome: Stronger marketing created.
Purpose: Citizens of Manhattan made aware of adult programs at the library.
Goal: IF marketing improves, THEN customers know about adult-focused programs at MPL. IF adult patrons are aware
of MPL programs, THEN adults will participate in programs.
Scenario 3:
Because: MPL wants to increase adult utilization of library programs.
MPL Needs to: Create passive programming that appeals to members of the community.
Objective Statement 1: If MPL introduces appealing passive programs for adult customers, then MPL will revitalize
adult interactions with the library.
Outcome: Makerspace passive program created.
Purpose: Citizens of Manhattan use Makerspace.
Goal: IF Makerspace introduced, THEN adult customers will utilize Makerspace. IF adult customers utilize Makerspace,
THEN customers will expand their use of MPL.
Project Initiative: Development of Scenario 1 Project
Objective Statement Goal: IF MPL creates a TPZ program, THEN customers will attend the program. IF customers attend
the program, THEN customers’ technology skills will increase.
Project Purpose: Customers attend TPZ.
Patron Desires: Customers will increase their technology skills.
Success Measures: The TPZ will be considered a success if an average of 10 customers attend each TPZ program and
increase their technology skills.
Intended Impact: Customers will have better technology skills.
Required Outcomes for Project Objective:
1. TPZ program created.
2. TPZ program funded.
3. Evaluation tool created.
4. TPZ program marketed.

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

2. Evaluation tool created
Validity: Evaluation of customers’ initial and subsequent knowledge and skills will measure whether customers are
learning from TPZ program.
Data Source: Completed evaluation tool
Data Gathering: Librarian #1 will partner with KSU Education department to create an accurate and reliable evaluation
tool.
Target Value: Evaluation tool created which provides reliable quantitative data that demonstrates an increase in
customers’ technology skills after attending TPZ program.
3. TPZ marketing created
Validity: Marketing should be prepared and created to inform customers of the new program.
Data Source: Marketing Manager
Data Gathering: Marketing Manager will set up radio interviews, create signage, and post details to 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 Accountant
Data Gathering: Adult Services Manager will estimate program costs and deliver them to Library Director for approval.
Target Value: At least $9,020 by the middle of month 2 for the creation of the TPZ program.
Alternative Measures of Project Success
In the event that one of the previously listed measures proves difficult to obtain or unreliable, the following measures could
provide verification of project success.
Leading Measure
1. An increase in the number of patrons who attend TPZ.
Validity: If more people attend the program, then more people will have the opportunity to increase their technology
skills and knowledge.
Data source: Door count during program
Data gathering: Staff member will use manual handheld tally counter and track the number of people who enter the
program room. This will be tracked at each program.
Target Value: Average of 10 customers will attend each monthly program.
2. High numbers of patrons give TPZ positive ratings
Validity: Satisfaction shown through surveys will validate that program is meeting customer expectations. Satisfaction
will increase attendance and the number of customers requesting aid.
Data source: Survey
Data gathering: Staff member will hand out and collect surveys from customers who attend the program. This will be
done at each program. Survey will ask customers to rate their satisfaction with the program on a scale of 1-5.
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 books
Data Gathering: Collection Development manager will run a monthly report on number of e-book and audio book
downloads.
Target Value: Increase of e-book and audio book downloads by 20%.

2. High numbers of patrons give TPZ positive ratings
Validity: Satisfaction shown through surveys will validate that program is meeting customer expectations. Customers
will be satisfied with the program if they are increasing their technology skills.
Data source: Survey
Data gathering: Customer surveys will be handed out and collected at each program. Survey will ask customers to rate
their satisfaction with the program on a scale of 1-5.
Unobtrusive Measure
1. Technology tasks, such as downloading an e-book, integrated into TPZ program
Validity: If customers can complete the task using a device introduced at the TPZ, then they have expanded their
technology skills.
Data Source: Memory on electronic device
Data Gathering: Adult Services Librarian checks memory of each device to find saved item.
Target Value: 85% of devices contain saved item.
2. Increase in the number of check-outs of MPL tablet devices
Validity: If customers’ technology skills have increased, then customers will utilize more of MPL’s electronic resources.
Data Source: Circulation statistics for tablet devices
Data Gathering: Circulation manager will run a monthly report on the number of tablet devices checked out.
Target Value: 15% increase in checkout of tablet devices.
V. Project Assumptions
The following tables address the assumptions relating to the creation of the TPZ program, including assumptions related to
individuals and groups involved with the library. These assumptions are analyzed in terms of their potential impact on
project success, as well as the risk management style required to mitigate the potential effects of the assumption.
Project Team Members & Stakeholders
Group 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 tools
2. Markets TPZ program externally
Current Adult Patrons 1. Hear about TPZ program through internal
or external marketing
2. Attend TPZ program
3. See TPZ as an opportunity to expand their
technology skills & knowledge

Broader Community 1. Attend TPZ program
2. See TPZ as an opportunity to expand their
technology skills & knowledge
Management Support MPL Assistant Director 1. Advocates for increased adult
programming with Director
2. Able to shift staff from other departments
to cover Information Desk and Reference
Desk as necessary for programs
MPL Director 1. Supports increased Adult programming
2. 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 devices
2. Continuing funding available
Grant Money 1. LSTA grant money received
2. ESG funding received
Supplier Issues Third-party Retailers 1. Devices arrive 2 months prior to the
program
2. Devices are in working order
Customer Expectations Current Adult Customers 1. Want to experiment with new tech
devices
2. Use librarian assistance in technological
matters
3. Utilize programming provided by library
4) Learn at program
Broader Community 1. Want to experiment with new tech
devices
2. Discover librarians as source of help in
technological matters
3. Realize programming offered at the library
is both available and useful
Organization’s Political
Climate
Manhattan City Government 1. Values library assistance in technology
matters
2. 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 Success
The 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 Mitigation
The following table analyzes the conditions that must exist in order for the project to be successfully accomplished, as well
as providing strategies for managing the risks that threaten each assumption.
Analyzing Risk
Assumptions Import of Assumption Probability that the
Condition Will Hold True
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.
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.
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

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