10 Steps for Library Transformation

Tradeline University Facilities Conference 2019
Ten Steps to Library Transformation
Elliot Felix
elliot@brightspotstrategy.com
www.brightspotstrategy.com
How to transform traditional library spaces, services, and
staffing to create 21st century learning environments.
Amanda Wirth Lorenzo
amanda@brightspotstrategy.com
University of Rochester iZone, with Holt Architects

brightspot Tradeline University Facilities 2019© 2019 brightspot. All Rights Reserved.
about brightspot
We create smart strategy that
connects people, programs,
and places to transform the
student experience.
Together we increase student
success, improve research
support, and enable staff
productivity while making
institutions more efficient and
effective.

about our clients
We partner with leading
colleges and universities to
get results.
We’ve worked on 130+
projects for 80+ institutions to
enable active learning, support
student projects, integrate
student services, and foster a
more connected community.

today’s objective and agenda
Poll &
10 Steps
Our objective: Interactively explore how to transform
traditional library spaces, services, and staffing to
create 21st century learning environments.
Georgia Tech
Case Study
UMiami
Case Study
UMich
Case Study

What’s one
word to
describe a
traditional
library?
What’s one
word to
describe alibrary in the
future?
Quick audience poll: What do you think?

Ten Steps For Library
Transformation

1. Conduct internal and external research
Understand the current state and future opportunities by looking externally to peers and
other industries and looking internally at the needs of users quantitatively and qualitatively.
University of Pittsburgh User Research

2. Establish your vision for the future
Describe the ideal future state in enough detail to provide focus and make decisions (e.g.,
Bill Gates: “A computer on every desk and in every home, running Microsoft software.”).
Georgia Tech Library Renewal

3. Forecast your space, service, and tech needs
Forecast future needs in terms of spaces, services, collections, technology, and staffing –
qualitatively and quantitatively – based on your research and vision.
Emory University Library Master Plan

4. Create a playbook of ideas
Build a wishlist of space/service/technology concepts to meet the needs, and then seek
broad input from surveys and feedback fairs to prioritize and sequence your ideas.
University of California Davis Library Research and Playbook

5. Update services and integrate partners
Clarify and communicate existing services, create new services, and structure partnerships
among academic and administrative service providers to meet user and staff needs.
University of Miami Learning Commons

6. Rationalize space/services across campus
Looking across the campus to reorganize people, programs, and places to get the right
services, staff, and spaces in the right place and in the right amount.
University of Wisconsin-Madison Library Master Plan
(with Engberg Anderson)

7. Rationalize spaces/services within building(s)
Looking within buildings to reorganize people, programs, and places to get the right
services, staff, and spaces in the right place and in the right amount.
American University Library

8. Identify phases for implementation
Translate the plan into phases of discrete projects to be flexibly implemented over time
(some dependent on others, some independent) based on funding and coordination.
Georgia Tech Library – Staffing and Service Delivery Roadmap Updated: 2/10/15 Georgia Tech Library | brightspot
A = Assessment - Continually measuring and improving the staff and user experiences PP = Policies and Practices - Implementing shared policies and practices that support the org structure, goals, and culture
LD = Learning and Development - Identifying skills + knowledge gaps and carrying out a program for closing the gaps SD = Service Design Launches - Launching and communicating new services and delivery models
OD = Organizational Design - Defining the structure, roles, and knowledge and skills needed in the organization
Bolded actions = milestones
Organizational Groundwork
A Create baseline ClimateQUAL, LibQUAL, dashboard, library survey, point of service evaluations, exit surveys, bspot research
A Conduct CIRR (change, impact, risk, readiness) assessment
LD Lead change workshops (managers)
LD Lead change workshops (organization-wide)
OD Determine HR requirements for new roles
OD Design new organizational structure Term ends 5/2
OD Form working groups (this item needs to be unpacked further)
OD Transition to final work groups
New Roles, Processes, and Norms
PP Define organizational culture and norms (e.g.: empowerment, delegation)
LD Development communications plan
OD Define service owners pilot-specific all remaining services
PP Develop new business processes + policies pilot-specific; w/ service owners w/ service owners
PP Define key meetings – times and topics (e.g.: biweekly floor mgr meetings) pilot-specific or org-wide
OD Write role descriptions pilot-specific; w/ service owners w/ service owners
PP Identify incentives for new roles (faculty and staff) pilot-specific or org-wide
LD Conduct staff competency evaluation pilot-specific
OD Match library faculty to roles pilot-specific
OD Match library staff to roles pilot-specific
Learning and Development Program
LD Lead staff forum in anticipation of pilots and to set expectations Before competency evaluation
LD Develop service delivery curriculum and set up activities Use baseline to draft curriculum Verify with competency evals
LD Develop personal learning and dev plans for faculty and staff in new roles
LD Roving and Store staff training
LD Service safaris outside the Library
LD Design thinking workshops
LD Service dry runs to build empathy, practice new roles + services Term begins 8/17
LD Coaching and mentoring (within and outside Library org; ongoing)
LD Shadow others (for staff in new + existing roles)
Initial Service / Pilot Launches
A Establish KPIs + feedback loops tie to new business processes + policies
A Design and create user feedback channels tie to new business processes + policies
SD Conduct technology research on how to track users and interactions
SD Procure + test new technologies (hardware, software)
SD Communicate / market library services and pilots to Ga Tech community Communications at end of spring semester + before fall semester
SD Reorganize space layout at service points Finalize future service point layout Reorganize space (summer session)
SD Procure furniture and technology for service point reorg. Start time dependent on procurement process
SD Launch self check-out, new svc pt, Store roles, roving, expert consults Term begins 8/17 Launch at beginning of semester
SD Launch LSC material delivery pilot "Force" set up in anticipation of shift t
A Collect user feedback (ongoing)
A Assess pilots, including user & interaction tracking tech + process
A Refine KPIs
LD Staff forum to share findings on pilots + formalize 2nd round of org design
"Big Bang" Service / Pilot Launches
SD "Big Bang" launches: open holds, self check-out, roving staff, Store, expert consults
A Repeat assessment and compare to baseline
Library Move
LD Prepare for move-out
LD Move out
May '15 June '15 July '15
This document lists the key activities / tasks to launching service pilots and transitioning staff to new roles and have been organized by content area. A roadmap was drafted with Library HR and GT
Strategic Consulting on 2/4/15. Key milestones are: May 2015, Aug 2015, Nov 2015, Mar 2016, and Moving Day. The timing of activities between these months have been estimated.
Prepare org for pilot launches – define processes, assign roles, prepare L+D, launch comms Prepare staff and space for pilot launches – L+D activities; furniture, technology, space set-up Launch pilots and condu
Aug '15 Sep '1Feb '15 Mar '15 Apr '15
Georgia Tech Library Renewal

9. Identify and implement pilot projects
Plan, execute, and evaluate pilot projects that test ideas, mitigate risk, and create
momentum so that the plan is already in motion once “complete” (vs. landing with a thud).
University of Michigan Hatcher-Shapiro Library

10. Redesign and develop the organization
Reorganize and develop library staff to provide the services and support the spaces in a
holistically way that aligns the people with the work and provides minimum viable structure.
Miami University (Ohio)

Case Study:
Georgia Tech
Library Renewal
Researching
1.  Conduct internal and
external research
2.  Establish your vision for the
future
3.  Forecast your space,
service, and technology
needs
4.  Create a playbook of ideas

turning research into action
To guide the renewal and transformation of Georgia Tech’s central library, we conducted
user research, created a playbook to address needs, and developed a new service model.
User Research
Identify opportunities to
support research,
scholarship, teaching,
and learning activities /
experiences on campus.
Library Playbook
Concepts and advice to
inform the Library
Towers renovation
project and support the
architectural team
Service Models
Co-create new service
and staffing models with
Library and Learning
Excellence teams.

combine qualitative & quantitative research tools
To look externally and internally, we combined a variety of tools and methods to create
insights, a playbook of concepts based on them, and service design taskforces.

create insights from research activities
We synthesized the findings to create insights, working with users and staff to make sense
of the information and to prioritize findings and potential next steps.
1.  Lack of service awareness
2.  Opportunity to make
connections and cross disciplines
3.  Facilitating quiet focus
4.  Enabling skills mastery
5.  Connecting physical and digital
6.  Engaging in research process
earlier and later

create the experience model
Based on the insights, we identified the key moments in the ideal user experiences and
identified where to focus future efforts; such as the “Create” and “Showcase” areas.

create the playbook to improve experiences
Based on the findings and experience model, we identified a series of space and service
concepts to address needs and opportunities. We prioritized them with a campus survey.

new exterior and entry… BNIM Architects

flexible event, study, & project spaces… BNIM Architects

quiet study and browsing collections… BNIM Architects

discussion question (7mins):
What are the unmet
learning and research
needs on your campus?

Case Study:
U of Miami
Learning
Commons
Organizing
5.  Update services and
integrate partners
6.  Rationalize space/
services across campus
services within
building(s)

understanding where services are
The services we wanted to bring together were separated organizationally, culturally,
digitally, and physically.

develop the service model
We worked collaboratively and iteratively to categorize services to create a shared service
model using terminology that students and faculty understand and use.

define how to partner
We worked together to determine how different groups would work in the Commons in
terms of the space, organizational relationships, and service delivery model.
HEADQUARTERS SATELLITE VISITING SUPPORTING
Full-service, based in
the Commons
Selected services, based
elsewhere, full-time
Selected services, based
elsewhere, part-time
Behind the scenes support
to operate the Commons
Student Tech Support Learning Innovation Student Tech Support Systems
Access Services Tutoring Distinctive Collections Facilities
Digital Media Lab Digital Strategies Subject Specialty Libraries Communications
GIS Services Learning & Research Services Web & App Development
Math Lab
Writing Center

reimagine how staff work
With the service model, service points, and partnership approach defined, we then
defined which roles to add, enhance, or retain as is.

linking the physical and digital
The services in the Learning Commons are reflected online and in the space. In the last
year there were 898,586 physical visits and 959,509 website views.

getting help…

consulting with peers…

showcasing collections…

working with data…

creating in the studio…

discussion question (7mins):
How might your
libraries better organize
services and spaces?

Implementing
8.  Identify phases for
implementation
9.  Identify and implement
pilot projects
10. Redesign and develop
the organization
Case Study:
University
of Michigan
Library

articulate principles for the service and space
We created space and service design principles to align the organization and guide
future service and space improvements.

define the visitor experience
Taking a user-centered approach, we created an experience model that combined the
foundational roles of the library and key activities of the user.

create service principles
We created service delivery principles to align all service departments on the type of
interactions to create with users.
DESIGN THINKUNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
service philosophy
collect and curate
In order to provide the desired experience, a service philosophy provides a
foundation for library staff to share and deliver services:
We provide our community of scholars
with a platform for exploration and
serve as their valued partner through
knowledge creation, application, and
communication.
The philosophy is supplemented by four principles for good service:
1. Make the experience seamless
2. Create community
3. Aim to delight
4. Empower staff
entice
discover
expl
ore c
reate
share

execute the service innovation roadmap
The service innovation roadmap captures the project approach while providing a
handbook with a repeatable process for teams to follow.

apply the toolkits to pilot new services
A dynamic toolkit was created to walk teams through each phase with a handbook, cheat
sheet, activity templates, and instructional slide decks.
University of Michigan / brightspot | North Campus Libraries Services Bootcamp 21
Pathway to Piloting
User
Research
Prototyping
Pilot
Visioning
Pilot
Development
Pilot
Assessment

the Hatchery

pilot teams
Digital
Scholarship
Citation
Management
Library
Lifecycle
Consultation
Service

replicate / share approach (North Campus)

Researching Organizing Implementing
1.  Conduct internal and
external research
2.  Establish your vision for
the future
3.  Forecast your space,
service, and technology
needs
4.  Create a playbook of
ideas
5.  Update services and
integrate partners
services across campus
services within
8.  Identify phases for
implementation
9.  Identify and implement
pilot projects
10.  Redesign and develop
the organization
Georgia Tech University of Miami University of Michigan

want more insights?
sign up here:
https://www.brightspotstrategy.com/insights/

thank you!
Elliot Felix
elliot@brightspotstrategy.com
Amanda Wirth Lorenzo
amanda@brightspotstrategy.com

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