Felix "Transforming Libraries: How to Transform Library Spaces, Services, and Staffing to Create 21st Century Learning Environments"

NISO Library Assessment for the 21st Century
Transforming Libraries
Elliot Felix
elliot@brightspotstrategy.com
www.brightspotstrategy.com
How to transform library spaces, services, and staffing to
create 21st century learning environments.
Temple University Charles Library, Architects: Snøhetta and Stantec

brightspot NISO Library Assessment 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
library spaces, services, and staffing to create 21st century
learning environments.
SPACES
Temple Univ
Case Study
SERVICES
Georgia Tech
Case Study
STAFFING
UMiami
Case Study

Audience poll
What is your library's biggest planning challenge?
1. Shifting collections off-site
2. Forecasting user seating needs
3. Provide spaces for users to create
4. Working with student services partners
5. Providing new services
6. Rethinking service desks
7. Changing staff roles and workflow
8. Updating organizational structure
9. Other (please specify in chat)

Ten Steps For Library
Transformation

experience-driven library planning
To assess and plan libraries, you need a holistic approach considering spaces, collections,
technology, services, partners, and staffing using participatory process to enable change.

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
6. Rationalize space/services
across campus
7. Rationalize space/services
within
8. Identify phases for
implementation
9. Identify and implement
pilot projects
10. Redesign and develop
the organization
10 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
with 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:
Temple University
Charles Library
Architects: Snøhetta and Stantec | Photography by Michael Grimm

establishing a vision
Building on the internal and external research findings, we created a vision to define the
future state and make decisions about spaces, services, staffing, tech, and collections.
A catalyst for learning and intellectual engagement, the new
Temple University Library cultivates and supports scholars and the
scholarly enterprise, connecting people and ideas in a compelling
resource- and service-driven environment.
Calling its diverse communities together for inquiry and
exploration, interaction and study, this evocative building inspires
the discovery, creation, preservation, and sharing of knowledge.

creating user personas
Based on the research, we defined a diverse set of future user personas for the building
so that we could understand their needs and test how they’d be met in the future design.

imagining user journeys
To identify needs for spaces, services, and technology as well as adjacencies and
affinities, we imagined future user journeys for different user personas.

developing the space program, by category
Using the research, personas, benchmarks, and site and budget constraints, we created the
overall program to balance public, user, staff, collections, and support space.
Current
Paley
Collections Quantity
Open stacks:
general collection
250,000
volumes
ASRS: general and
special collections
1.8 M volumes
+ 22,000 LF
Compact shelving:
special collections
31,000 volumes
+ 15,000 LF
Kardon high-
density off-site:
general and special
collections
490,000
volumes +
71,000 LF
Space Type Net SF
Public 6,975
User 52,125
Collections 31,025
Special Collections 9,450
Staff 21,100
Partners/Complementary 8,175
Building Support 3,700
Total Net SF 132,550
Total Gross SF ~225,000
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
New
Library
Space program summary, New Library Collections Summary

building a space wishlist
Based on the research and journey mapping, we created a wishlist of spaces (and their
services, collections, and technology) to be organized and prioritized.
DARTMOUTH COLLEGE, BAKER-BERRY LIBRARY VSBA
smart booths
presentation practice
exhibition spaces
semi-enclosed nooks group study &
projects
multipurpose
teaching
maker space
reading room
immersive
visualization
innovation &
creativity
gathering & event
media production graduate studio
one-stop service
zone
café

creating the service strategy
We develop just enough of the portfolio of services, the identification of service points,
and the concepts for service delivery to inform the planning of spaces (and then develop
in detail later).
Service Zone
Tech. / Collections
Processing
Equip / Device
Storage
Holding Area
Reserves, ILL, E-Z Borrow
Service Stations
Self-Checkout
Drop-In Staff
Workstations
Triage Station
Consultation Room
Media, Reference
Collections
Self-Serve ASRS
Reserve
Vs.
Generalist Specialist
Partner Services
Digital Scholar Studio,
Faculty Support Center
Special Collections
Research Center

Space
NSF /
seat
# seats NSF / space # spaces total NSF % NSF
# user
seats
# staff
seats
Notes / Questions
2 User Space 52,385 40% 1,688 11
2.1 24/7 Study Space 3,475 7% 115 Designated quiet when other Library spaces are closed.
Small Group Study & Collaboration Rooms (6 seats) 25 6 150 3 450 1% 18
Large Group Study & Collaboration Room (12 seats) 25 12 300 1 300 1% 12
Quiet Open Table Seating 25 40 1,000 1 1,000 2% 40
Quiet Individual Workstations 35 35 1,225 1 1,225 2% 35
Quiet Reader Soft Seating 35 1 35 10 350 1% 10
Print / Copy / Vending - - 100 1 100 0% -
Staff / Service Point - - 50 1 50 0% -
2.2 Open Study 13,400 26% 455
Smart Booths 20 4 80 15 1,200 60
Touchdown Space 25 25 625 1 625 25 grouped together near entry
General Computing Workstations 30 35 1,050 1 1,050 35 accessible to visitors and community guests
Collaborative Workstations 45 2 90 25 2,250 50
for side-by-side work, with second monitor; some with desktop
computers
Individual Workstations 30 80 2,400 1 2,400 80 grouped into neighborhoods
Open Table Seating 25 130 3,250 1 3,250 130
Distributed Reader Soft Seating 35 1 35 50 1,750 50
Current Periodical & New Titles Seating 35 15 525 1 525 15 shelving accounted for in collections; adjacent to collection
Media Viewing Stations 35 1 35 10 350 10
2.3 Quiet Study 8,895 17% 247
Quiet Reading Room (Tables) 30 100 3,000 1 3,000 6% 100
Distributed Quiet Carrels 35 12 420 6 2,520 5% 72 grouped into neighborhoods
Distributed Quiet Soft Seating 45 1 45 75 3,375 6% 75
2.4 Enclosed Study & Collaboration 68 10,100 19% 404
Semi-Enclosed Nooks (2 person) 25 2 50 10 500 20
refining the space program, by room
Once there is alignment and agreement at the space category-level, we then develop the
quantities and qualities of each individual space (e.g., an open or enclosed room).

Charles Library from the exterior…

welcoming, orienting, and connecting…

integrating student success partners…

combining collections and study…

studying in the reading room…

discussion question (~7mins):
How might you assess,
plan, and transform
spaces in your libraries?

Case Study:
Georgia Tech
Library Renewal
Architects: BNIM and Praxis 3

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.

combining qualitative & quantitative research
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.

synthesizing 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

creating 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.

developing 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.

designing the service model – why, what, where
The top plays, together with existing core library services, we then developed in to a
portfolio of services and a list of service points (using the LSTK Service Location Planner).
Operating Hours
24/7
Library hours
Prescheduled
On-Demand

identifying and relating the service points
The service points, their requirements, and their adjacencies / affinities were then
identified in order to optimize for the flow of people, information, and materials.

new exterior and entry/store… BNIM Architects with Praxis 3

event, study, & project spaces… BNIM Architects with Praxis 3

quiet study & browsing collections…BNIM Architects with Praxis 3

plan, and transform
services in your libraries?

Case Study: Staff & Partner Transformation
University of Miami
Learning Commons
Architect: G. Alvarez Studio

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

developing 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.

defining 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

reimagining 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…

plan, and transform
staffing in your libraries?

closing questions and answers
(10mins)

want more insights?
signup for ~monthly insights: http://bit.ly/bspot_signup

thank you!
Elliot Felix
elliot@brightspotstrategy.com
www.brightspotstrategy.com

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