Running head: 1ST REPORT ON THE SEMESTER PROJECT IRLS 673
1st Report on the Semester Project IRLS 673
Duane Wagner
University of Arizona
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Semester Project IRLS 673
As libraries progress through the 21st century they are faced with the continuing
challenge to provide needed content to their respective patron base. The dynamics of
accomplishing this goal change rapidly when taking into account issues surrounding electronic
book lending. Electronic books (hereafter referred to as e-books) contain the sum total of a full
length book (that could be published physically), but now exists in a medium that utilizes digital
text and images to convey its meaning. These e-books are read through computer systems or
various electronic appliances. As e-books become accepted by readers, their demand among
those readers continues to increase. Traditionally a population could look to a library as a source
of reading material, so it naturally follows suit that library patrons expect an increased presence
of e-books in their library branches. Due to the economics of e-book distribution, publishers have
been extremely hesitant in granting libraries the opportunity to readily access their e-book
collections due to a fear of significant lost revenue. This first report on my IRLS 673 semester
final project will cover many aspects of this ever prevalent e-book dilemma. This final paper
includes a management plan that reviews: SWOT Analysis, Strategic Goal, Learning
Organization Model, Knowledge Sharing, Trust Development, Program Management,
Sustainability Plan, Software Development Process, and rights management and ethics-related
issues. This plan illustrates the benefit regarding informational service organizations role in ebooks distribution, while illustrating its basis in dealing with topics we as a class have discussed
throughout the run of this IRLS 673 course.
Currently the most popular information service available to libraries in regards to e-book
availability is called “Overdrive.” Overdrive is a distributor of e-books whose largest customers
are schools and libraries. Although Overdrive is built on a successfully proven “for profit”
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business model, the commercial publishers who provide the content that Overdrive distributes
have been reticent in allowing libraries access to the amount of digital material their patrons
desire.
The solution I will explore in my final project towards library e-book difficulties will deal
with the creation of both a new information service, as well as a federation of informational
service organizations. The informational service I will introduce will be a distributor of e-books
tailored specifically to meet the demands of libraries (both public and academic). This non-forprofit service, called “WordAnvil,” will disseminate data through varied digital e-book formats
to a potential worldwide audience. The federation of informational service organizations will be
an inter-organizational network called “Arizona Public Digital Libraries Association” (hereafter
referred to as APDLA) that serves to strengthen e-book availability in public and academic
libraries. It can be argued that both of these organizations benefit their consumers through the
advancement of knowledge that comes from information accessibility. Prior to these service
organizations’ existence patrons had fewer digital options to utilize when it came to digital
reference material. It can also be argued that both of these organizations provide a direct service
to their patrons through the same delivery (acquisition) of digital items. The overall benefit that
library patrons will realize is that through these service organizations library users will have
increased access to electronic material.
Both of these organizations pioneer certain aspects of the e-book industry, and in doing
so both can be considered unique in aspects of the services they offer to their respective patrons.
WordAnvil takes e-book distribution to a new arena through its focus on a not-for-profit model
existence. Thanks to generous grant funding WordAnvil is able to focus its operation primarily
on distribution (and to a small degree advertisement) which benefits libraries as a whole. This
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vision runs contrary to traditional economic based models of book distribution. The APDLA
distinguishes itself from other e-lending consortiums in a couple of manners. First the APDLA is
the first digital public library consortium established in the state of Arizona whose service
geographically covers the entire state. Secondly, this consortium is directly involved with the
Arizona Secretary of State to enhance and continue propagation of the “Arizona Memory
Project.” This project involves careful consideration of the nuances regarding data lifecyle
management. For overview purposes let me introduce you to my e-book solution regarding an
informational service organization.
WordAnvil was an idea conceptualized in 2008 by librarian Thomas Leahy (Pima County
Virtual Library) and was born from frustration regarding the limited availability of e-book
material to library patrons. In 2010 the idea of an independent non-profit e-book publisher was
able to be turned into a reality when the majority of its funding was granted through the Andrew
W. Mellon Foundation’s “The Scholarly Communications and Information Technology
Program.” The WordAnvil project met the criteria of the Mellon Foundation by working to
enhance “communications covering a broad range of activities, including the discovery,
collection, organization, evaluation, interpretation, and preservation of primary and other sources
of information, and the publication and dissemination of…” ("Scholarly Communications and
Information Technology ," 2012, para. 2) the same. Careful strategic planning was necessary in
order to make this dream come to fruition.
The founding principle behind WordAnvil is to serve as a springboard for previously
unpublished works (both fiction and non-fiction) to be published in electronic format so as to
become available to a worldwide audience. The operating principle behind WordAnvil is to
disseminate its material free of charge. There are two reasons behind this tactic. First: previously
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unknown authors will have a venue in which to debut their works, and receive needed exposure
(promoting more material to be generated by them in the future). Second: more electronic
material will be made available (DRM free) to the general public through libraries (both public
and academic). “WordAnvil functions as an independent publishing service that supports
multiple e-book formats including (but not limited to) EPUB, PDF, IBA, KF8, and AZW. The
incorporation of these differing publishing formats allows WordAnvil to best serve its targeted
audience’s varied device requirements. An important aspect of WordAnvil is that it offers all of
its digital material free of Microsoft Digital Rights Media (DRM) protection. This enables users
of the service the ability to more freely share digital information without having to concern
themselves with individual license concerns.
WordAnvil Mission Statement
The mission statement WordAnvil embraces follows that set by the International Digital
Publishing Forum. This mission proclaims the promotion of “the development of electronic
publishing applications and products that will benefit creators of content, makers of reading
systems, and consumers.”("About us," 2012, p. 1)
Word Anvil Vision Statement
The vision of WordAnvil is dedicated to

Promoting hassle free e-book publishing for independent authors.

Supporting use of varied electronic publishing formats so as to reach a broad audience.

Striving to protect Intellectual Property and Copyright issues.

Encouragement of independent authors to share their works with a worldwide audience

Promotion of diversity in both culture and language.
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Become a recognized industry leader as a voice for issues on interests regarding
electronic publishing.
Next I will discuss my federation of informational service organizations solution.
Another solution I will be discussing in face of the current issues threatening library
acquisition of e-books is an inter-organizational network called “Arizona Public Digital Libraries
Association” (hereafter referred to as APDLA). The APDLA is comprised of member public
libraries located throughout all of the 15 counties comprising the U.S. state of Arizona. The
formation of the APDLA was brought about by the increasing need of public libraries to provide
access to electronic books and reference material for their patrons. Through all manners of
shared resources this consortium works towards establishing sound relationships with e-book
distributors such as OverDrive and WordAnvil so as to increase the availability of circulating ebook (both fiction and non-fiction) copies, as well as electronic reference material. The
electronic reference collection the APDLA oversees is unique in the fact that it assists the
collection advancement of the “Arizona Memory Project” (a project formally solely managed by
the Arizona Secretary of State). The target audience of the APDLA is primarily focused towards
the residents of the state of Arizona. This resident base the APDLA services is comprised of both
public and academic libraries. This audience base is expected to increase (supporting a national
e-book lending) after the APDLA incorporates digital inter library loan opportunities into its
collection procedures. The APDLA acquires electronic material of varied formats so as to best
serve the needs of its diverse patron base (and their varied electronic devices).
APDLA Mission Statement
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The mission statement of the APDLA is “The APDLA enriches lives by reducing the
digital divide regarding opportunities to access electronic material while at the same time
protecting applicable Intellectual Property concerns.”
APDLA Vision Statement
The breakdown of the APDLA vision statement is as follows:
The APDLA serves as:

A significant resource for electronic books and electronic reference information.

An entity that provides abundant digital options and functions as a place for the
exchange of ideas among all who share an interest in the state of Arizona.
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A state asset and an active partner in local communities that supports digital
distribution and data archiving.
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An organization that promotes the important role libraries play serve in individual lives
and community growth.
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An institution that supports technological innovations regarding the use of data,
knowledge and communication.
A breakdown of the APDLA’s communication vision is as follows:
1.) Engagement: Engagement will be created when all members of APDLA will *agree to
recognize the value of discussing the issue of monetary allocation, and *recognize the
equal value of each of the member library of the ADPLA (no matter how small or large
that member might be).
2.) Communication: All communication (in as much as it is possible) between APDLA
library members (written or verbal) will be seen as an opportunity to break down barriers
(physical, system design, attitudinal, ambiguity of thoughts, physiological, presentation
of information, and individual linguistic ability) ("Communication," 2012, p. 1) in a
format that is active, incisive, conscious, involved, and all for interaction. In short
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communication will be a device to engender the transfer of thoughts (in both what is said,
and what is unspoken).
3.) Framing: The points of view of all ADPLA members will be considered equally
important. When addressing concerns of these members, problem statements and
hypothesis concerning theses statements will take into account (framed) from that
member’s point of view.
4.) Envisioning: Once an ADPLA member’s concern has been brought up, multiple
solutions to that issue will be considered. This consideration will be structured around the
questions: * what are we really aiming for, * how will it look like when we get there, and
* how will we know when we are there? It is from this vantage point that a member
branch can truly realize its own goal, and make inroads into achieving it.
5.) Commitment: When addressing member concerns, timelines and understandings
regarding the true commitment of what it will have a solution will be examined. The
benefit of this stage will be twofold. First the ADPLA member will fully realize what it
will take to solve a given issue. Secondly the ADPLA member will become increasingly
comfortable with the remaining ADPLA member’s candor as they examine the
complexity of the issue together. (Maister, Green, & Galford, 2001, p. 1)
The resourceful way trust and interpersonal skill-sets are handled throughout the ADPLA makes
its organizational hierarchy (and problem solving) a true success story.
SWOT Analysis
I have developed a analysis of the strengths, weaknesses, opportunities, and threats for
both the non-for-profit e-book service WordAnvil as well as the Arizona based interorganizational network APDLA. This SWOT breakdown includes both an internal and external
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origin analysis of these organizations structures shown in an expanded 2x2 matrix format (listed
in top down order).
WORDANVIL
STRENGTHS
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This nonprofit service fulfills a strong information dissemination need that is currently
underrepresented.
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This service has a sole focus to serve a well defined target market (eBook patrons).

Primary funding for this venture is secured through a respected charitable foundation.

This service is able to deliver its product to a worldwide consumer base.

This service disseminates literary titles from relatively obscure (unknown) authors.

The size of this operation scales with demand from its patron base.

This enterprise conducts business through a virtual format, thus reducing operational and
structural costs by a significant margin

The virtual nature of this endeavor allows for company assets and employees to be
located across a wide geographical area. This allows for the opportunity to have resources
(company assets and workforce) to be donated and utilized where they are currently
located.
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The majority of staff members donate their time to this operation, thus keeping salary
costs low. This allows for the bulk of the operational budget to be spent acquiring digital
property rights and promoting awareness (marketing) this service.

The majority of Information Technology infrastructure that supports this operation has
been donated (personnel, software, and hardware)
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The majority of staff members working with this operation have significant digital
informational management experience.
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This service offers all of its digital material free of Microsoft Digital Rights Media
(DRM) protection.

Use of this service does not require a specified time frame commitment from its patrons.
WEAKNESSES

This service does not support multiple publishing opportunities such as audio books,
movies, or music.

The majority of this service’s funding level is static and is heavily dependent upon
charitable donations (this places the service in a light of lacking competitive strength).
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This is a relatively new service compared to its commercial competition and has not had
the time necessary to establish a widespread reputation in the eBook marketplace
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Due to its nonprofit nature, this service is not in the position of being able to secure large
scale eBook lending rights.
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Working with large amounts of donated staff time and I.T. equipment, this service is not
in a position to readily upgrade or expand its capabilities.
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With the majority of this service’s staff spread across a wide geographical area, a heavy
reliance is placed upon telecommuting and teleconferencing.
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This enterprise’s initial start up placed a heavy drain upon its cash reserves (it will take
time to build up financial reserves to a point where there will be a feasible margin to
upgrade services).
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Currently this service does not have the capability to offer robust patron support services
(education or troubleshooting).
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Currently this service provides eBook distribution in EPUB format.
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Due to this service’s static funding levels it is difficult to effectively calculate timeframes
for service expansion.
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This enterprise’s reliance upon charitable fundraising.
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This enterprise’s need to continually make judicious decisions regarding cash flow.
OPPORTUNITIES
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Due to the nonprofit nature of this enterprise, its services are attractive to libraries and
academic institutions that cannot afford traditional subscription plan that commercial
services offer.

Libraries and academic institutions are more readily able to form partnerships with this
service as this enterprise does not require a specified time frame commitment.
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Due to its nonprofit status relatively unknown authors are able to self publish their
material to a diverse audience.
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As eBooks become more accepted as an alternative to physically published books, this
service’s audience will grow.
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Due to its nonprofit nature this enterprise can make significant inroads into providing
eBook service to economically depressed regions of the world.
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As library eBook consortiums continue to emerge, this service will prove to be a valid
additional to traditional eBook publishing companies.
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Due to its nonprofit nature, this enterprise can readily form strategic partnerships with
multiple publishing sources.
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This service can receive donated marketing opportunities.
THREATS
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Due to the large majority of employees working on a volunteer basis, it is foreseeable key
staff might be unavailable or lost due to personal needs.

Author’s fear of intellectual property piracy.

Author’s fear that eBook lending will discourage the purchase of eBooks outright.
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Due to the current economic uncertainty, charitable donations to this service are not
guaranteed.
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I.T. eBook innovations may prove difficult to incorporate due to a lack of principle
funding.
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Emerging eBook delivery options could force this service into scaling back its content
delivery operation.
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Charitable donations could be curtailed during periods of economic slowdowns.
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Due to its small size and nonprofit status, proven unethical behavior on behalf of the
company could have a disastrous impact upon public perception.
APDLA
STRENGTHS
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All branches participating in the consortium have access to increased eBook resources,
eBook help opportunities, and eBook title knowledge

Smaller branches have an equal share to eBook resources, thus being able to fulfill a
larger patron demand for eBook titles.

Financial discounts are often given by eBook distributors to library consortiums, thus
allowing for greater eBook availability.

With larger numbers of titles being made available to smaller library systems, those
smaller branches are encouraged to increase their staffing. This increased staffing allows
smaller libraries to offer expanded the services they can offer to their patrons.

Vast Arizona historical special collections amassed over decades of library operations.
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The consortium provides an opportunity to decrease the digital divide between libraries
that have eBooks and those who do not.
WEAKNESSES
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With new branches being added to the existing consortium, eBook sharing policies are
not clearly defined.

Consortium financial responsibilities are currently in flux due to new branches joining the
alliance.

A consensus has not currently been reached regarding policies to hand consortium
conflict resolution.
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Due to the consortium’s shared eBook model, questions regarding patron privacy are
currently unresolved.
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OPPORTUNITIES

With additional eBook titles available to patrons, consortium libraries have witnessed
increased public interest in their services.

With increasing participation in eBook dissemination, consortium libraries have access to
titles with increasingly varied subject material (a larger selection to choose from).

After joining the consortium, smaller library systems that could not afford to subscribe to
eBook services now have the ability to do so.

Consortium libraries can share resources with one another.
THREATS

The state wide eBook consortium model may become too large to operate efficiently.

Library staff members who have not attained a proficiency in working with eBooks may
rely too heavily on other branch partners for support (rather than increase their own skill
sets).

Due to reduced library funding consortium members may find their limited resources in
use by other alliance members.

Combating patron perception that if a library collection is digital, physical books and
library support staff are unnecessary.
Strategic Goal Setting
Both the WordAnvil and APDLA strategic goals were developed by examining the answers to
following questions:
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What sets our enterprise or association apart from its competitors?
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What areas should the enterprise or association work towards in order to fulfill the needs
of their consumers?
WORDANVIL Goal
WordAnvil is an eBook publishing enterprise started in 2010 with the goal of providing:
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opportunities for previously unpublished authors to become published digitally.
APDLA Goal
APDLA is an Arizona library consortium founded in 2002 with the goal of providing:
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resources dedicated to increasing quantity and availability of electronic books and
reference information throughout the state of Arizona.
Learning Organization Model
By developing a learning organizational model both the Information Service organization
(WordAnvil) and the federation (APDLA) organizations were able to gain insights that promoted
new ideas for their services and new directions for them to follow. A By harnessing a collective
overview approach both organization types were able to visualize opportunities that fostered both
group and individual education on a broad scale. This benefit is best reflected by Rena Fowler’s
idea that “the best learning takes place in teams that accept that the whole is larger than the sum
of the parts, that there is a good that transcends the individual.” I believe that this “learning
organization” To successfully obtain this vision varied informational avenues were utilized that
included both a review of statistical trending (quantitative analysis) as well as surveys and direct
interaction with individuals impacted by the direction both ventures opted to take (qualitative
analysis). This opportunity helped to identify the organizational environment changes that
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facilitated continuous learning. These same resources were continuously employed by both
ventures after the initial development of the learning organizational model so as to better ensure
the deployment of model stayed on target. The primary outline of the learning organizational
model was adopted by strategies identified by Rena Folwer. The organizational model was
constructed upon the core precepts of continuous learning, shared vision, and team learning.
This learning organizational model was further enhanced by incorporating the 7 principles of
value leadership that have been identified by George M. Cohen.
Both enterprises have proved to be successful in navigating the sometimes difficult task of
changing key organization and federation dynamics so as to take advantage of the knowledge
obtained through observing their respective learning organizational models. This willingness to
incorporate change when necessary has allowed both enterprises the ability to proactively adjust
to external and internal dynamics that effected their operations. Both enterprises recognize the
dire impact that the ignoring of problems and new opportunities would have on the long term
success of their respective services. First I will illustrate the aspects of a learning organizational
model that both WordAnvil and the APDLA share. Secondly I will highlight selected aspects of
the learning organizational model that are unique to these respective originations.
Both WordAnvil and the APDLA recognize that in order to ultimately remain viable
ventures, they both need to embrace the ideal of continuous learning as a lifelong goal.
Continuous learning has been identified as critical to fighting complacency and stopping a
misconception that current level of service is good enough not to warrant frequent reevaluations.
Both enterprises believe it is imperative to quickly eliminate any barriers they may encounter
that would inhibit the ability to achieve the ideal of continuous learning. The active components
(both individual employees and groups) that comprise these ventures will strive to be recognized
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as industry leaders in both within their professional and individual arenas. Ongoing staff
instruction will increase the efficiency and effectiveness of the ventures. Groups and employees
that prove to excel within these ventures will be regarded as role models that can motivate
additional talent to join these organizations, as well as foster healthy internal competition. These
ventures recognize the importance of promoting an atmosphere of empowerment among staff
members, thus enabling increased organization and motivation. These ventures work to create a
strong sense of identity within their organizations that will foster a culture of continuous
learning. These ventures both strive to establish a base level of performance consistency, and
identify that as a benchmark in which to improve upon…thus enabling a means in which larger
end goals can be identified and ultimately achieved. Both WordAnvil and the APDLA
communicate regularly with staff members through face-to-face, teleconferencing, phone, and
email opportunities.
Both WordAnvil and the APDLA understand the importance establishing and
communicating a shared vision within their respective communities. It is paramount that the
understanding and beliefs that drive the communities be understood so as to facilitate productive
activity. The vision enables the enterprises the ability to continually adjust its scope, define
activities needed to reach it, enable effective discourse about the vision so it can be understood
by all, and the tenacity to stay the vision’s course when unexpected changes occur. Ethical
transparency within both enterprises is considered mission critical. It is vital that venture patrons
witness organizational commitments being realized. When an enterprises communication differs
radically from its actions a critical juncture can present itself to the enterprise as a whole. Both
enterprises recognize that in mission critical situations, there might come a time when a no-win
scenario would present itself, thus facilitating the need to suspend or cancel the enterprise’s
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operation. In hope of avoiding this no-win scenario, both enterprises work towards objectively
achieving their visions by continually examining their respective operational environments. Key
components of these examinations include:

Reexamination of the ultimate goal of the enterprise so as to determine if it is still
essential to the overall focus of the company mission.

Reexamination of the vision’s scope to determine if it continues to fulfill the mission of
the enterprise.

Determining the degree in which the respective enterprise’s vision would be negatively
impacted if the environment in which it operates were to unexpectedly change.

Determining the degree in which the respective enterprise’s vision would be negatively
impacted if the organization’s deliverable product(s) were to miss expected deadlines.
The adoption of a team vision that is concise enough for its staff to be able to understand and
communicate it effectively is essential. It is the commonly held belief that in doing so the team
vision will serve as a catalyst to empower staff to work in a unified and positive manner. This
empowerment will enable venture success through multiple means, and thus achieve and
maintain market dominance. The scope of the team vision has been appropriately scaled so as to
allow for continued growth. This is to say that the team vision is continually achievable, while at
the same time fluid enough to be continually challenging. The team vision statement is
quantifiable so as to allow it to motivate staff to feel compelled to provide their best work at all
times. The vision is an extension of the venture’s mission statement that allows for a realization
of the value staff brings to the organization. The team vision represents the enterprise to its
patrons by allowing them to see its mission and values in action (at work) on a continual basis. It
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is considered paramount that the venture’s patrons (community) realize a direct benefit from the
team vision.
Both WordAnvil and the APDLA understand that team centric learning is vital to
promote overall enterprise advancement. Cooperation is an established watchword within both
enterprises. If only selected team members advance their respective knowledge bases, the overall
team will become less effective overall. Respect is shown towards all team members so they can
achieve their personal best. All enterprise staff have committed to giving their best so as to
advance the goals of the entire team. Team based learning is a model that has been adopted by
both ventures to not only facilitate more efficient learning, but also to foster a positive
competitive spirit among members (thus benefiting the respective organization as a whole).
Team learning is facilitated through staff surveys that serve to encourage the removal of learning
barriers, and establishes a collaborative (mutually beneficial) environment that enables team
members to support each others endeavors. Team members are given ample opportunities to
learn from other staff that has diverse responsibilities and skill-sets. Both ventures acknowledge
team learning as a means to foster the potential of team discovery and deliver that potential to
their respective patron bases. Both enterprises understand that specific individual talent lack all
the tools necessary for complete operation success, but as a group teams can provide the needed
direction that will ultimately allow venture success.
WordAnvil Learning Organizational Model Core Principles
Continuous learning: WordAnvil conducts email surveys from its patrons to elicit feedback in
regards to (a) the quality of its service and (b) suggestions for how the service can be improved.
Staff members located throughout the WordAnvil organization view continuous learning as a key
job responsibility. These staff members remain up to date regarding eBook industry trends, as
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well as the actions of their direct competitors (OverDrive, Blio, Freeding, and Access 360). As
eBook publishing and competitor capabilities evolve, the shared vision of WordAnvil will be
readjusted and team learning opportunities compensated to meet new and emerging needs /
requirements.
Shared Vision: WordAnvil staff members are mindful of the strategic goals set for the company
(that being to increase digital publishing opportunities for previous unpublished authors and to
provide a reliable alternative for patrons to access eBook options).
Team Learning: Operating within the restrictions placed upon it by its geographically diverse
staff and asset locations, team learning is primarily conducted monthly through teleconferencing
opportunities. Face to face meetings are conducted whenever geographically and financially
possible. The ability to arrange group meetings and facilitate communication quickly is
recognized as a top priority within WordAnvil. This priority is acknowledged to be mission
critical in order to meet the ever changing opportunities provided by Information Technology
and to combat unknown economic uncertainty. Due to the fact that the majority of WordAnvil
staff members are volunteers, these staff members cannot be forced to attend meetings. But it is
understood that when changes occur within the industry it is a staff responsibility to keep
themselves up to date on the impact these changes can bring about.
APDLA Learning Organizational Model Core Principles
Continuous learning: APDLA representatives are in continual contact with the Arizona
Secretary of State to discover directional changes for the Arizona Memory Project. Through
team learning opportunities the APDLA reanalyzes the needs of all branch members of its
consortium. As the APDLA consortium grows and its needs evolve, communication with, State,
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City, and county staff representatives will communally adjust the consortium’s shared vision and
adjust its team learning opportunities.
Shared Vision: The APDLA is committed to increasing the availability and quantity of
reference information and eBooks to patrons throughout the state of Arizona, as well as
promoting historical archival efforts within the state).
Team Learning: The APDLA meets yearly as a whole, and regionally (determined by Arizona
county lines) quarterly to facilitate team learning. The APDLA acknowledges the need for rapid
learning opportunities to be given to its membership when aspects of librarianship change due to
outside forces. Information Technology advances and economic considerations are examples of
these potential changes.
Knowledge Sharing
Knowledge sharing is dependent upon the effective communication process that transpires
when data (fluid or static) is shared between both individuals and teams (groups). The
information sharing plan adopted by both the APDLA and WordAnvil are similar in the
approaches they take to disseminate information to their needed and interested parties. The
information sharing plans being discussed have strong ties to the 1998 writings of Thomas H.
Davenport and Larry Prusak in their book “Working Knowledge.” This being the case, I will first
illustrate the aspects of a Knowledge Sharing Plan that both WordAnvil and the APDLA share.
Secondly I will highlight selected aspects of the knowledge sharing plan that are unique to these
respective originations.
As time is a recognized valuable resource, the sharing of knowledge must be disseminated
effectively so that it can be understood clearly by all and efficiently so that it can be understood
as quickly as possible by all. Before key data is communicated to a group, the message must be
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well thought out and targeted to a specific audience. Expectations on what actions will be taken
regarding the information presented must be also clearly understood. The Knowledge Sharing
Plan is developed from core concepts of the established strategic plan so as to provide continuity
(focus of message). The choice regarding what media type (face to face, electronic conference,
blog, video, phone, email, etc.) that information is to be distributed by is determined by the
urgency of the message as well as geographical location of the people the communication is
intended to be distributed to. Knowledge sharing conducted by these enterprises will reflect
directly the objectives (goals) and activities (services) the operations these ventures are
conducting.
The knowledge that is shared between the enterprises’ varied contacts can gathered
(originated) from: understanding how others progress through similar situations, ideas from staff
members, groups or individuals involved in other teams, being open to new ideas to solve
existing problems, and by facilitating (building) stronger work relationships. The accumulated
knowledge that can be shared regarding enterprise activities has become large in scale. Both
WordAnvil and The ADPLA have setup knowledge repository that “supports such diverse type
of knowledge such as best practices, human resource management knowledge, methods-based
knowledge…” (Maister, Green, & Galford, 2001)
Knowledge is understood to be a critical business asset that has tangible and intrinsic value. The
means in which dissemination of this resource is handled considered an organizational top
priority. Knowledge will only be released in hierarchal order when it is deemed to be of the
proper time and location.
A key advantage that knowledge offers is that of working out issues that arise
unexpectedly. Knowledge is recognized by both WordAnvil and the ADPLA as a the key to
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solving a myriad of problems. Knowledge sharing allows for effective brainstorming sessions,
testing of hypothesis, breaking problems down into their root causes, abstraction (solving the
problem in a model for before applying it to a real world scenario), additional research regarding
the issue at hand, and “lateral thinking” (use of creative problem solving). ("Problem Solving,"
2012, p. 1)
The audience the enterprise’s knowledge sharing plan encompasses does have hierarchical
priorities. The type of knowledge being shared has a direct relation to which group members
receive knowledge and in what timeframe (order). If knowledge sharing facilitates required
action by a specific staff member, it is the responsibility of the staff member to conduct the task
and share the outcome with the applicable enterprise staff members. The communication of
generic (fluff) messages is discouraged as they are deemed to waste time and dilute the
importance of other messages that are communicated.
When disseminated knowledge elicits action from an individual or group, it is expectation
that message will clearly inform that individual or group of what action is expected to be taken.
This can be accomplish be ensuring messages are not verbose or overly complex in nature.
The time frame in which information is to be disseminated is critical. Knowledge that
requires prior approval or the existence of a product or service will only be disseminated when
those criteria are met.
When knowledge sharing occurs, the person selected to communicate information should
have the capability to readily compose a message that is concise, on point, and understandable.
The person selected to communicate information should have an established understanding of the
knowledge being communicated.
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A target audience needs should always be considered before attempting to disseminate
information to them. When a message’s audience is properly identified then the best tools to
share that knowledge will be better identified. Tools available for knowledge sharing include
(but are not limited to): face-to-face communication, electronic conferencing, phone,
Internet/Intranet, blog, video, email, traditional (snail) mail.
WordAnvil Knowledge Sharing Plan Core Characteristics

The hierarchical priorities are illustrated as the Andrew W. Mellon Foundation Board
Members, Chief Executive Officer and related staff (Financial Officer, Technology
Officer, etc.), employees, and service patrons.

The primary knowledge company information flow will originate with the Chief
Executive Officer Thomas Leahy and proceed to foundation board members and
executive staff. Depending on the nature of the knowledge being knowledge will then be
routed to general staff, and finally to the service’s patrons.
APDLA Knowledge Sharing Plan Core Characteristics

The hierarchical priorities are illustrated as the office of the Arizona Secretary of State
and associated staff, the Arizona Library Association, librarian directors, library staff,
and library patrons

The primary knowledge consortium information flow will originate with consortium
member librarian directors and proceed to the Arizona State Secretary’s staff and
appropriate members of AZLA. Librarian directors will make the decision on what
library staff members will be included in the information release. Library staff notified by
the library directors will be in charge of releasing information to the public.
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Trust Development
Trust can be defined as a dependence on integrity and expectations. Both the ADPLA and
WordAnvil acknowledge the critical nature of establishing this environment in business and
personal interactions. I will first illustrate the aspects of a trust development that both WordAnvil
and the APDLA share. Secondly I will highlight selected aspects of the knowledge sharing plan
that are unique to these respective originations.
Trust is seen as the foundation in which all business and social interactions are built
upon. To establish this environment takes time over personal and business interactions that
illustrate reliable behavior patterns. What takes a lengthy time to establish can be immediately
lost when a participant in the trust relationship fails to uphold their reliable behavior patterns. As
WordAnvil and the APDLA oversee the collection and dissemination of large amounts of
knowledge, both of these organizations understand the critical importance to foster trust in all
manners of social and business interactions. Both WordAnvil and members of the APDLA
utilize aspects from the authors David H. Maister, Charles H. Green, and Robert M. Galford’s
book “The Trusted Advisor” to learn techniques that will help foster trust within their enterprises
and patron base. “Trustworthiness can be obtainable by maintaining the aspects of credibility,
reliability, intimacy, and self orientation. These authors (in their viewpoint regarding the five
stages to trust development) also show how (by engaging, listening, framing, envisioning, and
committing) we can see the stages in which trust is being gained (and what we can benefit from
each of these stages). Ury highlighted the idea that principled negotiation as being achieved
through (1) separating the people from the problem, (2) focusing on interests not positions, (3)
inventing options for mutual gain, and (4) insisting on using objective criteria.” (Maister, Green,
& Galford, 2001, p. 1)
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Trust benefits business and social ties by establishing a relationship that fosters growth,
understanding, education, and mutually beneficial interaction. The representatives of both
enterprises strive to devote the energy and time necessary to work through the complexities of
their business dealings with a focus on patron and co-worker needs. This pledge is believed to
strengthen (enhance) WordAnvil and the ADPLA’s reputation in total. This pledge can be
practically illustrated by: following through as expected on commitments that have been made,
demonstrate actions that show a high degree of consistency, and honor to meet all established
deadlines. Ultimately both enterprises believe that establishing confidence can be gained through
the illustration of business similarities, likeminded goals, and a desire to help promote success in
the dealings with others. Both WordAnvil and the ADPLA agree that means to engender trust
may include:

Hire and promote people, who are capable of forming positive, trusting interpersonal
relationships with people who report to them, to supervisory positions. The supervisor's
relationship with reporting employees is the fundamental building block of trust.

Develop the skills of all employees and especially those of current supervisors and people
desiring promotion, in interpersonal relationship building and effective interpersonal
skills.

Confront hard issues in a timely fashion.

Listen with respect and full attention. Exhibit empathy and sensitivity to the needs of
staff members. Trust grows out of a belief that you understand and relate.
http://humanresources.about.com/od/workrelationships/qt/build_trust.htm
It is understood by both ventures that issue will arise that will be seen by others as a violation
(failure) of trust. It is at those times it is viewed as a high priority to repair all damage that has
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been done to the trust relationship. To rebuild trust after it has been violated is difficult process,
but one that is necessary in order to protect and enhance all future business relationships. When a
trust has been broken, all parties involved will be invited to participate in a mediation session
conducted by an independent agency. This contingency is activated when members are unable to
meet previously agreed upon expectations. The mediation will involve a varying degree of
emotional involvement. Primarily (if one party admits to fault) the mediation will start with an
apology from the person who violated trust. If parties are able to reach an agreement regarding
loss of trust, both parties will take steps to reaffirm their commitments to each other brainstorm
strategies that will assist in avoiding additional trust issues. Strategies to consider include (but
are not limited to): recognizing the issue(s) that broke trust, determine way in which needs can
be realized, having affected parties determine ethical expectations for one another. If parties
under mediation are unable to amicably resolve their differences then legal teams representing
both parties will be consulted regarding the prospect of moving forward with their respective
relationships.
WordAnvil Trust Development Core Characteristics

WordAnvil will accomplish its mission statement of embracing the principles set by the
International Digital Publishing Forum in an ethical manner. This mission proclaims the
promotion of “the development of electronic publishing applications and products that
will benefit creators of content, makers of reading systems, and consumers.”("About us,"
2012, p. 1)

A patron trust review will be on the agenda of all company meetings

All issues that involve the dissolution of trust will be immediately brought to the attention
of the WordAnvil Chief Executive Officer. From this initial notification the hierarchy of
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communication will be followed so that all resources can be made available to repair the
trust deficiency.

The Andrew W. Mellon foundation board members act will act as final arbiters in cases
involving alleged mismanagement of key WordAnvil executive members.
ADPLA Trust Development Core Characteristics

All consortium members of the ADPLA will adhere to ethical codes of conduct in all
business dealings.

The state of Arizona ethics panel will be notified and investigate any improprieties
involving ADPLA business dealings.

ADPLA members will voice trust issues (originating with library patrons or consortium
members) to their hierarchal superiors.

An independent review of ADPLA financial and service issues will be conducted
biyearly. The results of that review will be made available to all consortium members.

The ADPLA has adopted the use of the American Library Association’s code of ethics.
Program Management Plan
WORDANVIL
WordAnvil is an eBook publishing enterprise started in 2010 with the primary goal of providing:
1. opportunities for unpublished authors to become published digitally.
APDLA
APDLA is an Arizona library consortium founded in 2002 with the primary goal of providing:
1. a resource dedicated to increasing quantity and availability of electronic books and
reference information throughout the state of Arizona.
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Program management is the system by which management is defined for an operation’s goals
and services. The focus of program management is to organize and prioritize project assets so as
to better facilitate their use and costs effectively. Ultimately the benefit to creating a sound
management plan (structure) is that it facilitates increased business performance. I will first
define the aspects of a program management plan that both WordAnvil and the APDLA agree
upon. Secondly I will highlight selected aspects of the program management plan that are unique
to these respective originations.
Both the WordAnvil and the ADPLA acknowledge multiple management authorities that
provide governorship to their respective organizations and affiliations. Both enterprises elicit a
management team that is directly responsible for the creation and updating of the overall
management plan. The responsibility of the management plan is articulate the parameters of the
management of business opportunities and their associated resources. The enterprise’s
management staff is responsible for oversee the management plan is continually updated and
implemented when and where it is necessary. All management team members are responsible for
clearly understanding all aspects of the management plan and its potential implications.
Management team members report the continual progress of the management plan to the defined
hierarchal governing authorities of the enterprise. The management team is responsible for all
liaison responsibilities between the organization and their respective board or governmental
agencies.
Both WordAnvil and the ADPLA recognize the important role secondary staff members
play within their respective organizations. These staff members have a clear understanding of the
services that are utilized throughout the business environment. These staff members have a clear
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understanding of the services that are utilized throughout the business environment. These staff
members (wherever they are located within the business organizational structure) are empowered
with the ability to submit recommendations regarding business operations and services.
Both WordAnvil and the ADPLA have built their program management plan around the
concepts established from the creation and usage of a needs assessment that includes:

Identifying the customer or customer group

Ascertaining what the customer wants (planning for data collection)

Collecting the data

Analyzing the data

Implementing or acting on the findings
The purpose of the needs assessments conducted throughout both enterprises was to determine
services are necessary to promote patron objective(s). Both enterprises determined their customer
group by receiving answers to the following questions:

Who are the people we serve?

Which customers benefit most from the services we offer?

Should we break down the customer base?

What about prospective customers (i.e., those who currently are not using our services)

Who are they

How do we find them?
In planning for representative data collections, both enterprises determined their customer desires
by the answers to the following questions:

Who are our customers?

Which services do our customers use?
1ST REPORT ON THE SEMESTER PROJECT IRLS 673

How do our customers use our services?

How do our customers define success?

How can we make our customers more successful?

What do our customers value?

What changes do our customers see coming in their environment?

What do our customers see as our distinctive value to their success?
31
Both WordAnvil and the ADPLA follow similar management styles in regards to supervision of
the stated objectives of both enterprises.

Supervision of enterprise goals will be conducted through the use of SMART goal setting
(setting measurable objectives). Through the use of the SMART system foundational,
intermediate, and goal conclusion can be monitored. This will ensure team members
understand expectations, meet required performance objectives, and illustrate quantifiable
measures for success.

Operational monitoring will be conducted: WordAnvil on a continual six month cycle by
executive staff members / ADPLA on a biannual review process by membership librarian
directors.

Metrics will be determined through the use of the strategic planning tool entitled
Balanced Scorecard. This tool was chosen as its parameters meet the needs of both
governmental and nonprofit organizations. Through this tool enterprise vision be focused
to attain desired business objectives, internal/external communications will witness
improvements, and business performance can be tracked against established strategic
goal parameters.
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
32
The Lee G. Bolman’s Four Frame Approach to Leadership enables both WordAnvil and
the ADPLA the opportunity to direct staff to assigned objectives while at the same time
directing them away from issue that would prevent them from reaching their desired
goals. This style was chosen as it offers great flexibility in regards to the approach
supervisory staff can utilize (depending on their individual personalities and or training
situations). The Four Frame Approach will be implemented as situations arise through the
frames of structural, human resource, political, and symbolic parameters. Supervisors
who feel most comfortable in leading through analysis of environments can use the
structural framework (as it focuses primarily on environment, structure, experimentation,
and strategy). Supervisors who feel most comfortable in leading through support find the
human resource frame to be the most effective tool (as it allows them to empower and
support staff, readily illicit staff participation, and share information). Supervisors who
feel most comfortable in leading through team building will find the political frame to be
the most use supervisory tact (due to the fact it uses the tools of negotiation, coercion and
persuasion). Supervisors who feel most comfortable in leading through inspiration will
find the symbolic framework to be the most beneficial leadership tool to utilize (as it
focuses on the use of symbols to maintain needed direction while at the same time
interpret experiences to meet business goals)
WordAnvil Program Management Plan
WordAnvil is an eBook publishing enterprise started in 2010 with the primary goal of providing:

opportunities for previously unpublished authors to become published digitally.
Two objectives that have been established to support this goal are:
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
Advertise the WordAnvil eBook publishing model to previously unpublished authors

Advertise the WordAnvil eBook publishing model to nonprofit libraries and educational
institutions.
The WordAnvil needs assessment was conducted utilizing distributed surveys to the
identified customer base of unpublished authors, nonprofit libraries, and educational institutions.
These target groups determined to receive the most direct benefit from the services WordAnvil
offers. WordAnvil marketing remains observant for potential customers of its services. The
parameters of the WordAnvil customer base were identified by the current CEO Thomas Leahy.
Word Anvil customers were targeted as individuals and institutions that needed additional
representation in eBook publishing market. WordAnvil customers agree to service agreements
and related copyright protection policies before being accepted as clients of WordAnvil.
Survey responses from customers stated they define success as either having previously
unpublished material published, or witnessing the increase available of eBook material. A
primary customer value has been identified as the cost of the WordAnvil service (which
currently represents a zero cost requirement). Customers believe Information Technology will be
the greatest influence to the eBook industry in the next 5-10 years. Customers have stated they
believe the most distinctive value relating to their success is the current zero cost requirement of
the WordAnvil service.
Through analysis of customer survey data, the two stated objectives of Word Anvil were
found to be inline with current customer needs.

Advertise the WordAnvil eBook publishing model to previously unpublished authors:
One of the primary customers of WordAnvil is previously unpublished authors. By
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marketing to this segment, more authors will be able to realize the benefits of the
WordAnvil service.

Advertise the WordAnvil eBook publishing model to nonprofit libraries and educational
institutions: One of the primary customers of WordAnvil is nonprofit libraries and
educational institutions. By marketing to this segment, more nonprofit libraries and
educational institutions will be able to realize the benefits of the WordAnvil service.
WordAnvil Program Management Plan Core Characteristics

The governing authorities that primarily impact WordAnvil are the Andrew J. Mellon
Foundation and the WordAnvil Executive Team (comprised of the Chief Executive
Officer, Chief Financial Officer, and Chief Technology Officer).

The management team is comprised of the WordAnvil executive officer cadre.

The management team is responsible for all liaison responsibilities between WordAnvil
operations and the Andrew J. Mellon Foundation board members.
ADPLA Program Management Plan
APDLA is an Arizona library consortium founded in 2002 with the primary goal of providing:

resources dedicated to increasing quantity and availability of electronic books and
reference information throughout the state of Arizona.
Two objectives that have been established to support this goal are:

Recruit Arizona library branches and educational institutions to the ADPLA

Increase consortium library collection of Arizona specific reference information and
increase eBook collection opportunities.
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The ADPLA needs assessment was conducted utilizing interviews of the identified customer
base of Arizona Public Libraries and Arizona funded educational institutions These target groups
determined to receive the most direct benefit from the services ADPLA offers is underrepresented Arizona public library branches and nonprofit Arizona educational intuitions.
ADPLA marketing remains observant for potential customers for its consortium. The parameters
of the ADPLA customer base were identified by the current ADPLA consortium membership
directors and the Arizona Library Association. ADPLA customers were targeted as underrepresented library and educational institutions located in the state of Arizona, that would benefit
from increased eBook availability and access to digital reference information regarding the state
of Arizona. ADPLA customers agree to consortium membership requirements, and agree to all
necessary copyright protection policies and distribution limitations before joining the ADPLA.
Interview responses from potential members of the ADPLA stated they define success as having
increased access to eBook material and reference information. A primary customer value has
been identified the strength joining the library consortium would provide. Customers believe
Information Technology will be the greatest influence to the eBook industry in the next 5-10
years. Customers have stated they believe the most distinctive value relating to their success is
the strength in membership numbers of the ADPLA consortium.
Through analysis of interview data, the two stated objectives of the ADPLA consortium were
found to be inline with current customer needs.

Recruit Arizona library branches and educational institutions to the ADPLA: The primary
customer base of the ADPLA is Arizona public library branches and educational
initiations. By marketing to this segment, more Arizona library branches and educational
institutions will be able to realize the benefits of the ADPLA consortium.
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
36
Increase consortium library collection of Arizona specific reference information.
Interviews of potential ADPLA members showed one of their primary interests in joining
the ADPLA was to gain additional access to Arizona reference information and increase
their eBook collection opportunties.
ADPLA Program Management Plan Core Characteristics

The governing authorities that primarily impact the ADPLA consortium include the
office of the secretary of the State of Arizona, the Arizona Library Association, and the
directorships of the member branches of the ADPLA consortium. It should be noted that
the directorships of the library branch membership in turn are directly managed by their
respective county and city governments. At library branch level, individual branch
management immediately control the availability eBook resources made available to
them and their respective patrons.

The management team is comprised of consortium directorships of the member branches
of the ADPLA.

The management team is responsible for all liaison responsibilities between the ADPLA
and the secretary of the State of Arizona, the Arizona Library Association.

Secondary staff members who represent union membership are recommended to submit
any management recommendations they fell necessary (that will have a direct impact
upon existing and future union agreements).
Sustainability Plan: Arizona Public Digital Library Association
Drafted January 02, 2002
Program Summary:
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This consortium offers an alliance of Arizona based public libraries and nonprofit academic
institutions the opportunity to strengthen their presence to eBook publishers. The APDLA offers
member branches the opportunity to share eBook collection resources and digital reference
information throughout the state of Arizona. Community partners for this opportunity include the
Arizona Library Association and the Secretary of the State of Arizona. This opportunity is
funded through city and county tax revenues that are reserved for public libraries and state
funded academic institutions.
Program Vision:
[Referring to your work on Table 1, provide a few sentences about
what your program’s vision is, the results it aims to achieve, the
activities that will lead to those results and who it benefits.]
The APDLA vision statement states the APDLA is:

A significant resource for electronic books and electronic reference information.

An entity that provides abundant digital options and functions as a place for the
exchange of ideas among all who share an interest in the state of Arizona.

A state asset and an active partner in local communities that supports digital
distribution and data archiving.

An organization that promotes the important role libraries play serve in individual lives
and community growth.

An institution that supports technological innovations regarding the use of data,
knowledge and communication.
The APDLA strives to achieve a fair balance when it comes to sharing dissemination information
to its membership. This goal of balance is achieved through routine reviews by oversight
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committee members (that are comprised of Arizona Library Association members and the
Secretary of the State of Arizona staff representatives.
Program Collaborators and their Roles for Sustainability:
Community partners are the * Arizona Library Association (association dedicated to promote
library service and librarianship in libraries of all types in the state of Arizona. * Secretary of the
State of Arizona: an office that records and files documents from Arizona agencies, businesses
and public officers. These community partners provide oversight into the operations of the
APDLA membership. These partners increase sustainability of the APDLA by providing dispute
mediation and ethical oversight. Membership Libraries provide the Information Technology
support (hardware, software, and staff) to ensure ADPLA success.
Program Advocates and their Roles for Sustainability:
[Referring to your work on Table 3, provide a few sentences about
your program’s supporters, their goals, their target decision makers
and their tactics.] The primary program advocates for the APDLA are its membership base.
These members provide the base resources that allow the APDLA the opportunity to fulfill its
vision statement to its patrons.
Current Funding Sources:
Current funding for the APDLA results solely from the tax monies collected from member
library branches and academic institutions.
Potential Funding Sources and Steps Towards Securing Them:
A possible additional revenue source for the APDLA is the federal government. Funding from
the government could be gained through the annual Labor, Health, Human Services and
Education Bill.
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Program Offerings:
The APDLA makes available eBook material secured through member libraries to all member
libraries. Another opportunity the APDLA provides is the dissemination of digitized Arizona
Historical information in conjunction with the Arizona Memory Project.
Software Development Process
Out of the 2 business being illustrated in this report, only one has created software to enable its
business model to come to fruition. This business is the WordAnvil eBook Publishing Service.
WordAnvil developed its software platform utilizing the Perl programming language. This
decision was reached after evaluating the capabilities of this particular language. It offers
dynamic text processing (and easy manipulation of that text) which is a perfect fit for eBook
distribution needs. This software was also chosen due to its capability to also to handle network
programming which is a perfect fit for the Internet based dissemination of eBook data packets.
The software development process for the WordAnvil software (codenamed “Quantum”) was
conducted with several key factors in mind. These factors include (but are not limited to)

The ability to handle (scale to fit) varied amounts of user requests.

Ensure that copyright protection of eBook material is maintained through redundant
security data packet and IP checks.
To ensure these factors could be realized, the software development process that was utilized in
the creation and maintenance of Quantum was the Waterfall model. The Waterfall model
allowed for the ability to work working sequentially through the aspects of requirements, design,
implementation, verification, and maintenance of the final code.
Brief Business Plan: Digital Rights Management and Ethical Concerns
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Both the APDLA and WordAnvil have incorporated digital rights management and ethics
based issues into their respective business plans. Digital Rights is a term that governs publishers,
copyright owners, and members of society so as to define and enforce the use of digital content
after its initial purchase. Ethics based issues involve acknowledging and making decisions
regarding the concepts of correct and incorrect behavior. Both enterprises face similar issues in
regards to these two topics.
Digital Rights Management: Both the APDLA and WordAnvil face issues of copyright
infringement, intellectual property concerns, and fair use limitations on a daily basis. Both
enterprises look to guidelines established by the American Library Association and the Online
Publishers Association to utilize as models to pattern their business behavior off of. In cases of
digital rights abuse, both enterprises are committed to thoroughly investigating any alleged
offense, pressing charges against offenders.
Ethics Based Issues: Both WordAnvil and the APDLA face opportunities that require
decisions to made regarding moral courses of action, as well as how specific situations can be
linked to morality. The ethical situations both enterprises encounter center from the previously
mentioned digital right management arena, as well as questions of ethical business behavior.
Both enterprises have fail-safes in place (oversight committees such as the Andrew J. Mellon
Foundation and Arizona Library Association) to ensure that a high degree of ethical standards
are maintained at all times.
As it has been previously stated, libraries of today are continually presented with
challenges towards the ways and means they provide needed content to their respective patron
base. One such arena that libraries are finding creative solutions towards is the issue of e-books.
My management repot has included a: SWOT Analysis, Strategic Goal, Learning Organization
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Model, Knowledge Sharing, Trust Development, Program Management, Sustainability Plan,
Software Development Process, and an overview regarding rights management and ethics-related
issues.I thank you for your time.
1ST REPORT ON THE SEMESTER PROJECT IRLS 673
References
Problem Solving. (2012). Retrieved from http://en.wikipedia.org/wiki/Problem_solving
Scholarly Communications and Information Technology . (2012). Retrieved from
http://www.mellon.org/internet/grant_programs/programs/scit
The International Digital Publishing Forum . (2012). Retrieved from http://idpf.org/about-us
42