Strategic Plan for Topeka & Shawnee County Public Library

Final Draft
December 5, 2012

Mindy Brunkhardt Heather Healy Julie Temple

Emporia State University LI805: Management and Information Organizations

Table of Contents
Current Mission and Goals ..................................................................................................................... 4 Situational Analysis................................................................................................................................. 5 Internal Strengths ............................................................................................................................... 5 Phenomenal Website. .................................................................................................................... 5 Programming and Services. ............................................................................................................ 5 Self-Reflective Culture. ................................................................................................................... 5 Internal Weaknesses .......................................................................................................................... 5 Deficiencies in IT Support. .............................................................................................................. 5 Faulty Holds Process. ...................................................................................................................... 6 External Opportunities ....................................................................................................................... 6 Mobile Market. ............................................................................................................................... 6 E-Readers and E-Content................................................................................................................ 6 Expansion........................................................................................................................................ 6 School Partnerships. ....................................................................................................................... 7 Multicultural Programming. ........................................................................................................... 7 External Threats.................................................................................................................................. 7 State Economy. ............................................................................................................................... 7 Low Patron Penetration. ................................................................................................................ 7 Items Claimed Returned. ................................................................................................................ 8 Programming for Single Householders........................................................................................... 8 Library Card Policies. ...................................................................................................................... 8 New Mission Statement and Goals ........................................................................................................ 9 Contingencies & Organization .............................................................................................................. 10 Current Organization Structures ...................................................................................................... 10 Departmental Level. ..................................................................................................................... 10 Interdepartmental Level............................................................................................................... 10 Organizational Level. .................................................................................................................... 10 Future Organization Structures ........................................................................................................ 10 Departmental Level. ..................................................................................................................... 10 Interdepartmental Level............................................................................................................... 10 Organizational Level. .................................................................................................................... 11 Contingencies & Leadership ................................................................................................................. 12 Current State of Bookmobile Services .............................................................................................. 12 Leadership. ................................................................................................................................... 12

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Motivation. ................................................................................................................................... 12 Teams. .......................................................................................................................................... 12 Other Aspects of Leadership. ....................................................................................................... 12 Future State of Bookmobile Services ............................................................................................... 12 Leadership. ................................................................................................................................... 12 Motivation. ................................................................................................................................... 13 Teams. .......................................................................................................................................... 13 Other Aspects of Leadership. ....................................................................................................... 13 Contingency & Control ......................................................................................................................... 14 Timeline ............................................................................................................................................ 14 SMART Milestones and Goals........................................................................................................... 14 1. Create a task force to launch the change. ................................................................................ 14 2. Train BRS members. ................................................................................................................. 14 3. Publicize and promote the new service to the community. .................................................... 15 4. Begin services on the bookmobiles. ......................................................................................... 15 Figure 1. Timeline for Implementation of Bookmobile Reference Services .................................... 16 Resources ......................................................................................................................................... 17 Money........................................................................................................................................... 17 Human Resources. ........................................................................................................................ 17 Training. ........................................................................................................................................ 17 Conclusion ............................................................................................................................................ 17 References ............................................................................................................................................ 18

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Current Mission and Goals

The mission of the Topeka & Shawnee County Public Library (TSCPL) is Your place, stories you want. Information you need. Connections you seek. In its own strategic planning materials, the library has set forth the following four main goals (TSCPL Strategic Plan, 2012): Support the economic vitality of our community Monitor and respond to societal changes with information to help people manage and improve their lives Support and nourish the community spirit, imagination and culture Contribute to the growth and development of our communitys families and children The library provides many services and engages in many activities that help it achieve its mission and goals. However, as the situational analysis will show, areas exist where the library could pursue opportunities or mitigate threats by minimizing weaknesses and maximizing strengths to further accomplish the mission and goals. A number of areas already seem ripe for improvements. By focusing on its existing core competencies in providing services and programming, thus using internal and community synergies, and the existing culture that embraces self reflection, the library could expand its efforts to cover more geographical area and to reach patrons who are currently underserved. By minimizing weaknesses in policy that cause less than stellar service, the library could save money and time, and use those resources to further invest in the resources it provides to patrons.

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Situational Analysis
This situational analysis identifies the factors that currently hinder or support TSCPLs ability to meet its goals. The following SWOT analysis examines the external and internal environment for TSCPL and identifies key strengths, weaknesses, opportunities, and threats.

Internal Strengths
TSCPL has multiple internal strengths to its credit. These strengths are based on core competencies that provide competitive advantages and synergies that create more value than particular departments or the library itself could create on their own.

Phenomenal Website. The website, which is a core competence of disseminating information in a

user-centered manner, has dynamic visuals and an exceptional graphic design. TSCPL.org also has great calendar features that show that the library is a very busy place. One reason for the strength of TSCPLs website is the synergy between the IT department and other library departments. Another example of this synergy is TSCPLs online presence through social media, including Facebook, Twitter, YouTube, Pinterest, blogs, and RSS subscriptions. TSCPLs strong online presence, both through its website and social media, gives the library a competitive advantage by making itself visible and easy to find, particularly to millennials and other technologically savvy patrons.

Programming and Services. Another strength of TSCPL is the amount of programming and services
for a number of its patron groups. Programs unique to TSCPL include the Red Carpet and Bookmobile services, which deliver books directly to the elderly or homebound and to local communities in Topeka, respectively. Just a few of the other services available are obituary writing, recipe assistants, and a Notary Public. Two other interesting programs are personalized reading lists and book group in a bag, the latter of which allows book groups to checkout 10 copies of the same edition book and a discussion guide. TSCPL also partners with other businesses to bring residents Mondays Market and Movie on the Lawn. Through these programs, TSCPL exhibits synergy between the library and its service community by offering services that are unavailable or less convenient elsewhere.

Self-Reflective Culture. Lastly, it is apparent that the staff and administration of TSCPL are willing to
reflect critically on their own performance by creating clear-cut goals and action plans for improving library services and staff efficiency. This shows a strength of the TSCPLs culture that contributes to the organizations core competencies and the synergy between departments by regularly evaluating the quality and efficiency of services and giving various departments the opportunity to improve sequential and reciprocal workflow technology, respectively. The strategic plan, last updated on September 11, 2012, and posted to the website, lists a succinct and concrete action plan with a timeline and is a blend of tactical and operational goals (TSCPL Next Decade Plans, 2012).

Internal Weaknesses
The TSCPL circulates more than 2.5 million materials per year and supports the information needs of over 3,000 patrons per day. Despite these impressive statistics, TSCPL is not without internal weaknesses. This portion of the SWOT identifies two weaknesses that inhibit or restrict the overall performance of the library.

Deficiencies in IT Support. The first weakness relates to an insufficient number of technical support
staff, resulting in a lack of synergy between the IT and other library departments. Although there is a

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documented synergy between IT and other departments as noted in the strengths section above, it does not apply to all tasks. The IT department supports all the computers, software applications, equipment, and the Internet connection that the library depends upon for its day-to-day operations. In spite of this, the IT support team is understaffed. On any given shift, two to three members of the department are responsible for troubleshooting, repair, maintenance, and replacement of all the technology components that are essential to the daily operation of the library, but this number is not sufficient to meet all the technology demands that occur during hours of operation. This department is critical and should be well staffed any time the library is open. Although the threat of budget constraints influences this weakness, there are internal solutions, such as staff training, that can increase synergy between the IT department and other staff.

Faulty Holds Process. The second internal weakness is the requested holds procedure. Patrons are
encouraged to place holds on items that are in high demand or currently checked out by other patrons. They can do this easily by accessing their account online, locating the item in the catalog, and placing a request on the desired item. TSCPL uses an automated check-in system for all materials that are returned to the library by patrons themselves and from remote book drops. At the point of computerized check-in, a patron-requested hold item is immediately recognized by the check-in machine and the patron is automatically sent an email from the computer notifying them that their hold is ready for pick up. In reality, the item is far from ready for pickup since check-in is but one step of a lengthy process. Eager patrons are often disappointed when they arrive to pick up their items but the items are not ready. This procedure needs to be revised to increase efficiency in the preparation of hold items and to create more value in the services provided to patrons.

External Opportunities
As Topeka is the state capital of Kansas, technological, expansion, and cultural opportunities abound. A variety of opportunities exist in the areas of technology and expansion.

Mobile Market. As already mentioned, TSCPL has a superb website. They could improve it further,
however, by expanding to the mobile market, by creating a smart phone app, and by advertising the new accessibility on their website and in the library itself. Technological enhancements such as these place the organization on firm ground as the sociocultural environment fluctuates around it.

E-Readers and E-Content. Furthermore, the library website could also contain links to the computer
downloads required for the Amazon Kindle, Barnes and Noble Nook, and other e-readers, as well as links to the mobile versions. Doing so will remind patrons that they do not need to use a stand-alone e-reader to read the e-content material available through TSCPL or the State Library. By aggregating the various digital and technological possibilities for their patrons, the organization increases the formalization and centralization, but reduces the uncertainty involved with the tasks. This could also reduce the cost of purchasing the ever-changing e-readers and leave more funds available for the e-content, which allows the organization to deal with the tough economic environment.

Expansion. Currently, Shawnee County has three libraries that are part of the Northeast Kansas Library
System (NEKLS). Silver Lake and Rossville, the two other libraries, are both northwest of the city of Topeka. The city of Topeka has over 127,000 residents, but an additional 178,000 county residents must travel into the city to use the public library, which greatly hinders the library by requiring patrons to expend their personal financial resources (Greater Topeka Chamber of Commerce / Go Topeka, 2012). The name of the libraryTopeka and Shawnee County Public Librarysays it all: this library should

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serve both the city and county residents, and it should serve them in their area. TSCPL should consider expanding their services to branch libraries or distant bookmobiles, not only in the city of Topeka, but also in the outlying county areas. By expanding their reach, TSCPL is able to meet the sociocultural and economic needs of their patrons where they live, which will increase satisfaction with the library organization in the community.

School Partnerships. To further expand the service area of TSCPL, the library should partner with the
elementary, middle or junior high, and high schools, both public and private, in the city and county. It could be as simple as traveling to the schools and issuing students a TSCPL library card or giving presentations about the childrens and teens programs as well as interests geared specifically to high school students (e.g. school work, research assistance, graduation, college prep, voting, driving and licensing, and military service). Additionally, the library could distribute information to the parents about the opportunities available for them and their children at TSCPL. Again, this type of expansion meets the needs of the collective on a more intimate level.

Multicultural Programming. Lastly, while TSCPL already has many excellent programs, what seems
to be lacking is multicultural programming. Opportunities exist for programs targeted to diverse groups of patrons as well as programs about cultural issues, diversity, and cultural literacy. In all three means of expansionbranch libraries and distant bookmobiles, school outreach, multicultural programmingthe organization is creating a positive sociocultural environment for the public service; expansion also benefits the library by making citizens in the smaller communities aware of all the economic and cultural benefits created by library services.

External Threats
Although the external environment provides many opportunities for TSCPL, some elements of the external environment also pose threats. This section of the SWOT analysis identifies five significant threats to TSCPL.

State Economy. The first external threat is related to the economic situation of the state government.
TSCPL faces cuts in funding in State Aid from the Kansas State Library (which is a declining source of funding). NEKLS predicts a 5 percent decrease (or $3,700) in State Aid to libraries in 2013 (TSCPL 2013 Budget Summary, 2012). TSCPL uses the State Aid for purchasing library materials, and due to earlier cuts in the library materials funding, TSCPL is at risk of falling below the standards of percentage of overall budget spent on library materials that is required by NEKLS. Additionally, with the ongoing changes in the e-book and e-reader market as well as electronic periodicals, the library will likely need to increase spending in this area further to keep its collection current and in formats patrons want.

Low Patron Penetration. The second external threat is economic and sociocultural in nature. The
library has low patron penetration in some areas of the county. People who use the library are more likely to support the library in the community and support funding for the library. In large areas of the county outside of the city limits of Topeka, fewer than half of the population in those areas is made up of library patrons (meaning they possess a library card). The northwest section of the county shows the lowest patron penetration with rates around 7 to 32 percent of the total population (Civic Technologies, 2007). The extremely low rates of penetration in this specific area are likely due to the presence of community libraries in Rossville and Silver Lake. However, in the majority of other areas outside the city limits patron penetration rates are 46 percent or below, with a few areas dipping down to the 7 to 32 percent range. The lack of penetration in these areas may be due to norms and values of the people

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living in those areas and their lack of patronage is likely to affect their attitudes about library funding. However, by offering different services (discussed in more detail in section 2) the library could increase the number of patrons from all areas of the county.

Items Claimed Returned. A third external threat is also economic and sociocultural in nature and
involves items that patrons claim to have returned but are never found. Sometimes, patrons return materials, and those materials are accidently shelved without being checked in through the ILS. Nearly 20 percent of all items patrons claimed to have returned to TSCPL are actually on the shelf. However, the remaining 80 percent of items are never found. The economic situation in the general environment likely contributes to the theft of library materials. This problem is also sociocultural in nature given that only some patrons would consider stealing an acceptable practice. Furthermore, if the patrons claim items have been returned (even after the shelves have been checked), they are not held accountable.

Programming for Single Householders. The fourth threat is sociocultural in that the demographics
of Topeka and Shawnee County show a large portion of the population is single-person households. In fact, 29.8 percent of the households in the community consist of a single person living alone compared to 32.8 percent for families with related children (Civic Technologies, 2007). The highest rates of the population by percentages consists of people aged 25 through 64, so it is unlikely that all of the single householders are retirees. Public library programming often targets children, youth, and their parents and while families are the majority of the population, and the single householder segment of the population would likely not be drawn into the library by its childrens or youth services. The significant number of single householders would indicate that library programming should also focus on adults without children, and all of the programming for adults without children should not be targeted at senior citizens.

Library Card Policies. A legal and political threat also exists in the external environment due to
requirements of making services of TSCPL available for those who live within the county. The policy for issuing library cards to new applicants requires that applicants over the age of 18 present photo identification with a current address. If the applicants identification lacks a current address, then a piece of posted mail is needed to supplement as proof of address. TSCPL staff use the address to verify that the applicant lives within the service area of the library and the resources of the library are being used to serve those in the TSCPL service area. This policy ensures that only eligible applicants are allowed to obtain a library card. The policy, though well meaning, unintentionally denies those who are without a permanent address, such as homeless and transient people, access to library services.

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New Mission Statement and Goals

As noted, the current mission statement of the TSCPL is Your place, stories you want. Information you need. Connections you seek. Though this statement may give community members some sense of what they will find at the library, it does not adequately fulfill the role of a mission statement of an organization. The librarys website describes its commitment for the next decade as Enhance our citizens lives through convenient services when, where, and how they need them. This statement would serve as a more useful mission statement because it clearly states the value that library stakeholders can expect to derive from the library. Additionally, it is clear and concise and will serve to justify and support the lower-level strategic, tactical, and operational goals in the library. This statement is clear and specific enough to be used in making choices regarding the allocation of resources. Given this new mission statement and the situational analysis, TSCPL can capitalize on its internal strengths and take advantage of external opportunities by implementing the following strategic goal:

Enhance outreach by providing reference services through the bookmobile program.

This new service will capitalize on and expand the existing synergy between the library, its departments, and its service community, which is evidenced by the current programs and services available. The first strength noted in the SWOT analysis was TSCPLs strong online presence, which includes its website and active participation in various social media. Capitalizing upon this strength, the existing synergy between the IT and community services departments will assist in the marketing campaign for the new bookmobile reference service through the existing online presence, and potentially even expand that presence to ensure patrons are aware of the services.

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Contingencies & Organization

One area in which TSCPL should aim to enhance its services is to add reference services to the bookmobiles by providing cross-training for bookmobile staff. This area of expansion is geographical in nature. TSCPL already has an excellent network for its bookmobiles throughout Topeka, but by expanding bookmobile services by cross-training the bookmobile staff to provide reference services, the library would be reaching the demographic of individuals who are unable to travel to the library itself and provide upgraded services to those who already use the bookmobile.

Current Organization Structures Departmental Level. The bookmobile staff forms the community services department. The current
structure of the community services department ranks at a 4 on a scale of 1 to 5, in which 5 serves as a mechanistic organization and 1 serves as an organic organization. Although being outside the main library increases the variety of the task technology and decreases the analyzability somewhat, the tasks currently performed by the bookmobile staff are largely mechanistic. While out on the route, bookmobile staff are busy checking out materials, placing requests, and performing other circulation duties, which are mechanistic in nature (L. Staley, personal communication, November 21, 2012). The current rating for task variety and analyzability are 3 and 5 out of 7, respectively.

Interdepartmental Level. Community services currently works reciprocally with circulation, which is
part of the collections department. Part of this reciprocal workflow includes cross-training between collections and community services. There is currently little sequential or reciprocal workflow between community services and reference, which is part of the public services department (L. Staley, personal communication, November 21, 2012). For interdepartmental workflow technology between community services and other departments rates a 6 for pooled work, a 3 for sequential work, and a 3 for reciprocal work on a scale of 1 to 7 where 7 indicates a high presence and 1 indicates a low presence of the specified type of workflow.

Organizational Level. On the whole, TSCPL leans toward an innovative, as opposed to efficiency,
strategy; however, the community services department has more of a focus on efficiency and thus is more mechanistic in nature than the whole of TSCPL.

Future Organization Structures Departmental Level. After cross-training bookmobile staff to add reference services to the
bookmobiles, the structure will become more organic (2.5 out of 5). Although the chain of command would remain the same for the bookmobile staff, the increased responsibility on behalf of the bookmobile staff would show a move toward a more organic structure. Depending on the policies and procedures, the bookmobile reference staff (BRS) would have a high task variety and analyzability would be minimal (6 of 7 and 3 of 7, respectively). The types of reference questions the BRS would face would greatly depend on the area in which they are traveling that day. For example, each area of Topeka has multiple schools, and one of the main clienteles of the new reference services could be students working on research projects.

Interdepartmental Level. The workflow between departments would change between the planning
and implementation phases of this strategic change. During the planning phase, reciprocal workflow rate very high, at a 6 out of 7, between the community services and public services departments. After

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cross-training completes and implementation of the BRS in the bookmobiles, workflow would become more sequential, rating a 4 out of 7.

Organizational Level. By adding reference services on the bookmobile, the existing mechanistic
structure of community services will no longer fit. So a move toward a more organic structure will be a better fit for the contingency. Additionally, this shift will put the community services department more in line with the innovation strategy of the organization as a whole.

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Contingencies & Leadership Current State of Bookmobile Services Leadership. The current leadership of TSCPL leans toward a managerial focus due to the relatively
mechanistic nature of the community services department. Current services in the bookmobile are fairly mechanistic so leadership must focus on tasks and problem solving. When out at a site, the employees are busy with circulation duties (e.g. getting people materials, placing request, etc.) and so the focus is on efficiency. In the Hersey and Blanchard model, the current style of leadership would lean toward the telling style because of the focus on tasks and less focus on relationships. In the Fielder model, the current style of leadership would be more task-oriented because the leadermember relations are good, the task structure is mechanistic (variety is not too high and tasks are generally analyzable), and the leadership position power is strong.

Motivation. A mix of intrinsic and extrinsic factors currently motivate bookmobile employees. The
extrinsic reward of an income no doubt factors into the motivation of the employees; however, the job requires direct interaction with the public and a diverse group of patrons. So, people who choose to do this job probably derive some intrinsic reward from the work itself. Bookmobiler Jayme Lyons says I enjoy helping people find the perfect book or movie to make their day (2012). This level of satisfaction likely brings community services employees up to the level of belongingness needs on Maslows hierarchy. The bookmobile positions may cover the areas of Herzbergs hygiene factors but may provide opportunity for attaining only a few of the motivators, such as the work itself and responsibility.

Teams. Currently, the bookmobile staff goes out in pairs to each stop, and the people who go to each
stop generally remains the same so that they build relationships with the patrons who come to that stop. Beyond these working pairs, some cross training occurs between circulation and bookmobile staff so book mobile staffers can learn the circulation aspects of bookmobile services.

Other Aspects of Leadership. As described by a staff member at TSCPL, the current culture is very
good about breaking down silos and working together and not being stuck in our own departments (L. Staley, personal communication, November 21, 2012). This cultural strength of synergy between departments as well as the core competency of being willing to evaluate their own performance contribute to the libraries current success and provide fertile ground for implementing changes and, in particular, changes that introduce more uncertainty.

Future State of Bookmobile Services Leadership. To implement the addition of reference services to the bookmobile, the community
services department will need to shift to adopt more of a leadership (and less of a manager) approach because levels of uncertainty in the bookmobile roles will increase. Thus, the leadership will need to be more creative, flexible, and innovative. The style of leadership will need to use more personal power and less position power. Additionally, leadership for the implementation may need to come from multiple departments. For example, leadership from the public services department is likely to stem from the personal power of expertise and leadership and the head of community services may need to demonstrate some referent power to help motivate employees to take on the new challenges. Using the Hersey and Blanchard model, the leadership will need to shift to a more participatory style because the focus on relationships will increase because staff members will need support in sharing ideas and making decisions as they learn new skills and learn how to implement the new reference Page | 12

services on the bookmobile. Using Fiedlers model, the leadership will need to take a more relationshiporiented approach because the leadermember relationships will likely remain good and the position power will still be present (but maybe shifting to more personal power), but the task structure will become more unstructured than previously.

Motivation. After the change, the motivation used with bookmobile employees will need to fit a more
organic structure with less certainty. Adding reference services provides additional opportunity for intrinsic rewards for staff. The change in services will allow them to climb higher on Maslows hierarchy of needs, including esteem needs, such as recognition, status, increased responsibility, and credit for contribution to the organization. The change is also likely to increase areas of satisfaction (motivators) according to Herzbergs Two-Factor Theory by giving employees opportunities for personal growth, achievement, and more responsibility. Expectancy theory is important for the implementation of the new reference services. Bookmobile staffers will need to view the efforts of training for the reference role as likely to lead to better performance of their role on the bookmobile (E P expectancy), they will need to believe that their performance will lead to the desired outcome (P O expectancy), and employees will need to value the outcomes (valence) of that improved performance. The major anticipated outcome is of course that adding reference to the bookmobile services will provide more and better service to patrons. However, after the initial program implementation, other motivational outcomes may need to be considered. Plans may be needed to create opportunities for recognition of the new contributions bookmobile staff are making to the library and the community. Possible options might include an award for Bookmobile Reference excellence. Patron satisfaction could also be a motivating outcome. Once the service is up and running, patrons could be given the opportunity to provide feedback about the reference services (by means of a hardcopy or online form), and positive feedback from patrons could be documented and shared in the library to provide recognition for the increased effort of these staffers.

Teams. To implement the change, a special-purpose team of bookmobile staff (and circulations staff, if
needed) and reference staff to implement the program and get it off the ground. Once the program is running, only occasional meetings would be needed between heads of the departments to exchange information or make minor adjustments to the program if the need arises.

Other Aspects of Leadership. As noted previously, the current culture of TSCPL provides a great
starting point for implanting change. The library will be able to build on the existing synergies and core competencies to accomplish a goal of implementing reference services on the bookmobile.

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Contingency & Control

Adding reference services to the bookmobile service greatly benefits the community. As previously discussed, this change will require cooperation between the existing community services, reference services, and circulation departments.

Timeline
The new service will be announced in-house beginning after the New Year, 2013. Applications, selection, and training will take approximately three months, and BRSs will be on the bookmobiles by the first week of March, 2013. The timeline in Figure 1 on page 16 provides a daily breakdown.

SMART Milestones and Goals

Four goals are required to take this change from conception to completion, which will take approximately three months. 1. Create a task force to launch the change. To ultimately reach the goal of providing reference services to the librarys bookmobile patrons, departments will initially create a task force to plan and implement the change. Initially, select staff members from the reference, bookmobile, and circulation departments will create a task force to ensure the stages of implementation and the quality of training is maintained. This task force will write the job description and coordinate with the human resources department as needed to select candidates from the existing bookmobile staff, approve training materials, and coordinate with the marketing and IT department for necessary promotional items. Specific timelines for these tasks are provided in the timeline chart. The goal can be determined as accomplished when four candidates have been selected for the four pilot stops (see goal number 4). After the reverse shadowing has been completed, the task force will disperse. The BRS members are still part of the community services department, but they liaise with reference services concerning reference questions online or via phone. Departments heads can meet as needed as the service continues. 2. Train BRS members. The goal of putting a BRS on each bookmobile starts with training the current staff members who have been selected to begin the pilot program. BRS members, who already know circulation requirements, will train in reference services, including an understanding of the reference interview, online reference material, and reference material specific to TSCPL. These selected staff members will receive training from qualified and experienced library reference librarians (LRL). There are four parts to the BRS training program and the dates for these parts are in the timeline chart: Complete ORE on the Web, a series of six reference training modules created by the Ohio Library Council Understand the reference resources unique to TSCPL Shadow LRLs at TSCPL while they provide reference services Provide services to the bookmobile patrons with LRLs shadowing them (reverse shadowing)

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The success of the training will be measured using the quiz at the end of each module of ORE on the Web and assessments designed by the reference staff about TSCPL-specific resources. BRSs will shadow LRLs for 10 hours per week for two weeks and then the LRLs will shadow the BRSs for one hour at each of the stops during the week for a total of two weeks. 3. Publicize and promote the new service to the community. The marketing and IT departments, per the task force, will create promotional materials for the bookmobile patrons, design, and implement changes to the TSCPL website and make announcements via the various social media TSCPL utilizes. The dates for these promotional efforts are specified in the timeline. All deliverables will be completed by dates specified on the timeline. 4. Begin services on the bookmobiles. Bookmobile reference services will start at the four following locations: Berryton on Thursday from 9:30 to 11:30 am Tecumseh on Tuesday from 2:15 to 7:30 pm Auburn on Saturday from 9:30 am to 12:15 pm Hunters Ridge on Saturday from 12:45 to 3 pm The act of providing reference services at these four locations signifies the end of the pilot study. After evaluation of the success of the service, BRS members may be deployed to other bookmobile locations.

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Figure 1. Timeline for Implementation of Bookmobile Reference Services

Announce BRS Post job description Accept applications Begin interviews Promote BRS BRS Training Online training TSCPL-specific resources BRS shadow LRL LRL shadow BRS Publicity and promotion Announce on website Flyers for bookmobiles Social media BRS services begin

Berryton
Tecumseh Auburn Hunter's Ridge 6-Jan 13-Jan 20-Jan 27-Jan 3-Feb 10-Feb 17-Feb 24-Feb 3-Mar 10-Mar 17-Mar

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Resources Money. Minimal money will be required for this new service. The following will be required:
Training Selected staff will be pulled off the bookmobiles while they shadow the LRL Other bookmobile staff may have the opportunity for overtime Publicity and promotion Create flyers for the bookmobiles for patrons use Update the webpage to include information about the new service

Human Resources. The task force will coordinate with all departments in TSCPL to ensure the time
table is adhered to and to also ensure all questions are accurately answered. Current bookmobile circulation staff will be cross-trained in reference services After training, these BRS will continue with both circulation duties and reference services Other bookmobile staff may be required to step in to assist with circulation duties if the BRS is busy with other patrons LRL will train the BRS. BRS will then shadow the LRL and then the shadowing will reverse, with the LRL shadowing the BRS on the bookmobiles

Training. As previously discussed, there are four steps to training the new BRS members. The task
force will coordinate between departments to ensure the materials are thorough and accurate. ORE on the Web is a set of free reference training modules created by the Ohio Library Council available on the internet at http://www.olc.org/ore. Reference department will create modules for local TSCPL reference materials Shadowing and reverse shadowing will complete the training

Conclusion
The bookmobiles at TSCPL are the organizations form of branch libraries. TSCPL helps to fulfill its patrons information needs through the bookmobiles, and the library has come to realize that this need has been only partially filled until now. By providing reference services on the bookmobiles, the library can fulfill patrons information needs more completely and provide a higher level of service.

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References
Civic Technologies. (2007). Library decision: Snapshot and patron study: Topeka and Shawnee County library. Retrieved from http://tscpl.org/wp-content/uploads/2011/01/civictechreport.pdf Greater Topeka Chamber of Commerce / Go Topeka. (2012). Topeka/Shawnee County, Kansas community profile. Retrieved from http://www.gotopeka.com/userfiles/file/communityprofilegtep2012.pdf Lyons, J. (2012, August 7). Head on over to the new bookmobile webpage [Web log post]. Retrieved from http://tscpl.org/library-stories/head-over-new-bookmobile-webpage/Topeka & Shawnee County Public Library (TSCPL). (2012). 2013 budget summary. Retrieved from http://tscpl.org/wpcontent/uploads/2012/07/Narrative_2013_budget_public_hearing_080912.pdf Topeka & Shawnee County Public Library (TSCPL). (2012). Next decade work plan for external goals. Retrieved from http://tscpl.org/wp-content/uploads/2012/09/ex.pdf Topeka & Shawnee County Public Library (TSCPL). (2012). Next decade work plan for internal processes. Retrieved from http://tscpl.org/wp-content/uploads/2012/09/in.pdf Topeka & Shawnee County Public Library (TSCPL). (2012). Strategic plan: The next decade. Retrieved from http://tscpl.org/about/strategic-plan/

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