5.+SWOT

After the environment is scanned and assessed, a SWOT list should be prepared. It is a current inventory of the //internal// strengths and weaknesses of the agency. Weaknesses can be those the agency can correct and those that are within its control. Opportunities and threats are identified in the //external// environment. The SWOT list is the basis for the mission and goals and objectives. Annual updating of the SWOT list and comparing it with the stated mission will keep the agency on course.


 * All these categories are seamless and interrelated…you can not ‘well develop’ one without knowledge of the other, e.g., without scanning the external environment you have no real basis for ‘opportunities and threats.’
 * Staff or key personnel can identify categories of SWOT, but your perceptions are also valuable—
 * Only list **FIVE within each of the SWOT** areas, e.g. five strengths etc.

__**Resources**__


 * //Chapter 3, pp. 73-80//
 * //Marketing Powerpoint: Introduction and Step One//

KTPL serves a township of 20,000 citizens, covering over 300 sq kms (King, 2010). It is primarily a rural community, with three larger villages and a number of small enclaves at major intersections of township and county roads. The are three high schools (two being private) and seven elementary schools.
 * External environment**

On the opportunity side, the township is populated with many who espouse the need for cultural and educational activity and events in the community. The community has also perserved a "small town" atmosphere, where many of the residents are familiar with each other through school, church, community organization, sports and local events. The community support for those things it values, and fortunately the library is amongst those things, iis strong and its response is passionate towards maintaining and future funding of these valued services. The community is also growing with new subdiviions of homes being built in all three of the major villages within the Township. There is much colloboration and support between the various commmunity organizations, and the library both contributes to and benefits from these alliances. Strengths and Opportunities in the Local and Municipal context {includes} the emergence of cross sectoral convening bodies in some communities linking arts, heritage, libraries, etc.” (Ontario Municipal    Cultural Planning Partnership, December 2005) Through renovations and removal of obstacles, KTPL has been working to enhance the libraries' functionality, amenities and welcoming public environment over the last few years. However, the public encourages the Library to continue to evolve: “The King City Public Library could and should be an important cultural centre for our community – it is near the centre of the town and near schools and is  easily accessible to most residents. Wouldn’t it be nice to have an addition built to the library – where we could meet friends for tea/coffee – with couches and music – a real “get together” place – there is no place like this in town and it would be a perfect compliment to our library.” (King Township Public Library Survey Comments 2005

There is minimal industry in the township, with a couple of moderately sized auto-parts manufacturers in the north west sector. Business in the community is mostly retail or service oriented. Consequently, the township tax base is primarily residential, which has stymied the Township's ability to increase municipal funding. There is little public transit available, with rush-hour timed service on only a few major roads. Taxi service must be called in from neighbouring towns, and must be planned in advanced else the user is subject to long waits. The Township is known for is affluence: the community ranked among the highest income per capita in all of Canada. Many residents can easily acquire computer technology and have the education to be able to self-service their information needs. Most also have the discretionary income to purchase material such as books, or access to 24/7 entertainment via cable, satellite or the internet. While the growth of the community is a welcome input to municipal funding and potential users, this growth is also changing the expectation set that the new residents bring with them. This growth has increased the number of different ethnicities in the community. A number of these new residents have experienced the services and materials associated with larger urban libraries, and may bring with them a new set of demands for KTPL. Finally, the township council and mayor elected in November 2010 have brought with them an edict towards cost reduction and service rationalize, with the motto of "if we don't have money for it, we won't be budgetting it." Given major infratstructure update given years of minimal spending on things like buildings, roads and sewers, most predict that the next decade will present major pressure on all muncipal services, including the library, to minimize increases to or reduce operating budgets.

Another threat is the aging of the community's populaton - many regular users have moved from the Township to be with their families, or have passed away. Many of the users who grew up using the library have also moved away, given the extremely high cost of housing and lack of jobs. This trend may be reversed with the new housing under development, but these new residents have no history with the library and will probably require more resources to connect with them.

[]= [] [] KING 2010 []

Wikipedia has an excellent summary of the Township and the demographics of the population, what I especially like are the reference citations!!!! According to the text, analysis of the organization's environment requires "looking inside the organization- at its goals, objectives, culture, and at the strengths and weaknesses it brings to the marketing challenges (A& K, p. 65)".
 * Internal environment -**

The library has invested in developing a strategic plan, including a mission statement, vision, goals and objectives. The mission statement positions the library not just as a book repository, but as a place to acquire knowledge that in combination with service and esthetics creates an environment that users enjoy and would consider using repeatably: The King Township Public Library Board is committed to providing an excellent centre of knowledge in a comfortable and welcoming environment (KTPL, 2007, p. 2). What follows are strategic goals and objectives that challenge the library management and staff to optimize the service provided to the community through programs and material offered, obtaining and utilizing new technology that improve the users' experience, and both improving and maintaining the experience of visiting the library's branches through safety, comfort and anticipating needs. KTPL is well funded system with an operating budget of $1.2 million, or $60 per capita annually. In the last decade, the library has been able to make good use of municipal funds, grants and donations towards maintaining well-kept, modern facilities and services.

The staff of 40, which includes 5 full time managers and librarians, is passionate about the library. Most staff go beyond in their service, contributing personal time and resources towards the library's presence in the community. The management team is both innovative and productive - KTPL has twice been on the top three shortlists for major provinical library awards with the past two years for projects that have highly contributed to both the township and beyond. The library has also maintained currency in the technology offered to patrons - one of the first libraries in Ontario to offer wireless access to the internet to the community, the library keeps up to date on advancements in technology.

The trustees appointed to the library's Board has proven to be strong advocates for the library in terms of acquiring muncipal funding, as well as donations from community organizaitons such as the Lions and Kinsmen, as well as local businesses. The library's trustees have also shown their support and trust of the library's senior management team, allowing for investment in the growth, presence and services offered to the community.

Serving this rural community over such a wide area has seen the opening of four branches over the past fifty years. The cost of staffing and operating four buildings is a challenge in both funding the system and in the number of resources (both staff and money) to allocate to projects. The five salaried staff all have multiple responsibilities for the day-to-day operation of the system, leading to minimal time to implement new projects. Through the persistent and often successful application to provinicial and federal grant programs, the library has enabled contract staffing to move critical projects ahead, but the use of contract employees also presents the danger of such projects degenerating due to lack of resources post-contract.

ie., 40 employees, 5 FT managers, rest PT, 4 branches, $1.2 mil budget, had strategic plan

- the culture of the organization

The culture of the organization can be described as being known for friendly, personal customer service. The branches are vibrant, often noisy with children and adults socializing. The programs are well attended, and Internet stations well used. Most staff knows most patrons, if not as neighbors, at least as a familiar face and name. None of the branches have a specific reference desk: all information service is provided at the circulation desk or out in the stacks. Only one branch consistently has MLIS or Library Technician trained staff on duty. Most reference is handled by paraprofessional staff. There is a family atmosphere amongst staff, with very low turnover. Staff is quick to promote programs and new material to patrons directly, and provides good reader’s advisory service. The organization has also been aggressive with technological advancement in terms of internet availability, web-based services and new forms of material media. Members of the management team are all comfortable and knowledgeable in most current web and hardware applications such as databases, smart-phones and e-readers. Front-line staff tends to be less comfortable with new technology, so are less inclined to make use of databases and promote new material such as downloadable e-books and Playaway devices. In terms of communication, the organization continues to rely on self-published in-library posters, flyers and LCD monitor “slide-shows”. External communication is limited to outreach to local schools and community events, inserts in school flyers and promotional banners on the website. Newspaper advertising is expensive and limited to an average of three or four placements per year, typically when grant money enables such activity. While within the past decade, one could describe the culture as solely one of social service, with the hiring of more professional managers, elements of corporate culture have driven strategic planning, cost analysis and personnel performance activity. One of the key strengths of this library is its staff. Staff is dedicated and passionate about the library, with most contributing personal time and resources towards furthering library activities. Typically content with their non-unionized working environment, staff is quick to promote the library and its activities. Consequent to the service provided by this staff, the current patrons are loyal and generous. Many are willing to approach their respective politicians to support the library, and many attend programs on a repeat basis. Former child patrons are now bringing their own children to the literacy events. Most library promotion is resultant of staff creativity and talent in publishing software. With good municipal funding in comparison to other communities of this size, as well as through proactively pursuing grants, KTPL has been able to source professional consultants in the development and maintenance of a proficient and productive website. Managers and librarians are also offered many opportunities for professional development to keep current in advancements in management, resources for and promotion of public libraries. On the other hand, KTPL’s staffing also constitutes a weakness in terms of the few people available to deal with the multiple priorities, and even more importantly to continue or follow-up on past projects. The Homebound program is one example where a grant-funded contract librarian developed, promoted, and administered the delivery of library material to homebound patrons. After the termination of the contract, the program has deteriorated and currently has no users. Staff continually develops new ideas for programs, outreach, and promotion, but most do not reach maturity given multiple responsibilities. While well funded, the cost of traditional external communication formats such as newspaper and radio is prohibitive. Finally, an important weakness has been in the measurement of the performance of some initiatives. Part of this is associated with the need for the capture and analysis of typical library statistics such as circulation and program use. But it is also associated to the real or perceived need to move on to the next priority. Again, referring back to the Homebound program: without the staffing to assign to this project, the program is all but unused now despite a good start in 2007.