297

Appendix C

Summary of Resources Used across Change StoriesThe contributing authors identified resources used during the change process at their institutions. Because only major activities are included in this listing, readers may find additional activities referenced in the individual stories. One important caveat to note—resources other than those listed here and in the stories may have been used during the change process at these institutions, but the contributing authors may not have referenced them in their narratives.

Resources are grouped as follows:• Data Sources and Readings• Frameworks• Activities• Consultants• Tools and Technology• Other (used to refer to institutions’ specific resources such as strategic plans or

websites)

Strategic PlanningMiami UniversityData Sources and Readings

• Bell, Stephen P., and John Shank. “The Blended Librarian: A Blueprint for Redefining the Teaching and Learning Role of Academic Librarians.” College and Research Libraries News 65, no. 7 (July/August 2004): 372–76. https://doi.org/10.5860/crln.65.7.7297.

• Lunenberg, Fred. “Managing Change: The Role of the Change Agent.” Interna-tional Journal of Management, Business and Administration 13, no. 1 (2010): 1–6.

Appendix C298

• Wharton School of Business. “Is Your Team Too Big? Too Small? What’s the Right Number?” June 14, 2006. http://knowledge.wharton.upenn.edu/article/is-your-team-too-big-too-small-whats-the-right-number-2.

Activities

• Steering committee and consultants worked with community to form vision.• Consultants conducted listening meetings with library departments.• Formed three additional teams and developed the philosophy, guiding principles,

and service categories that became the foundation for the new organizational structure.

• Consultants produced a 260-page integrated master plan.• Middle managers implemented plan.• Recruited, hired, and onboarded seventeen new staff members.• Transitioned employees into new roles.• Merged reference and circulation desks.• Re-envisioned collection development duties for librarians.• Developed team and leadership training plans.

Consultants

• brightspot Strategy• Perkins & Will

Montana State UniversityData Sources and Readings

• See change story for a brief literature review about the Balanced Scorecard framework.

• Assessment report of an expired library strategic plan• LibQUAL survey data• ClimateQUAL data• Results from the Northwest Commission on Colleges and Universities• Data from SOAR survey• Readings for staff (see note 13 in the change story)

Frameworks

• Balanced Scorecard

Activities

• Offered Balanced Scorecard in-house workshops.• Working group created their own charge titled “Roles, Responsibilities, and

Expectations.”

Summary of Resources Used across Change Stories 299

• Consultant worked with the library staff to create value statements, mission, and vision.

• Staff read two articles before filling out SOAR (strengths, opportunities, aspira-tions, results) survey.

• Consultant held several on-site workshops with staff to develop strategy maps related to strategic objectives (see example in figure 2.2 in change story).

• Formed new UX&A team.• Created new strategic plan.• See figure 2.3 in change story for additional initiatives underway.

Consultants

• Martha Kyrillidou, QualityMetrics, LLC

Tools and Technology

• Tableau (data visualization software for strategic plan dashboard)

Other

• The Montana State University Library Strategic Plan 2018–2024. https://www.lib.montana.edu/about/strategic-plan/.

University of Tennessee, KnoxvilleActivities

• Created the Strategic Achievement Review (StAR) team to measure progress toward the strategic plan.

• Developed website with dashboard to collect progress toward achieving strategic goals.

• Planned celebrations and awards to recognize staff contributions to the strategic plan.

• StAR team experimented with different methods to get staff to make contributions.

Other

• University of Tennessee, Knoxville. University of Tennessee Libraries Strategic Plan, 2017–2022. https://www.lib.utk.edu/about/files/StrategicPlan_Aug2016.pdf.

Wesleyan UniversityData Sources and Readings

• Data from a library staff survey

Appendix C300

• Data from a faculty survey• Student survey data from institutional research• Information gathered at two open fora for faculty to share their teaching and

research needs• Benchmark comparison data from external sources• An analysis from a campus facilities planner about the state of the library facilities• Bryson, John M. Strategic Planning for Public and Nonprofit Organizations: A

Guide to Strengthening and Sustaining Organizational Achievement, 4th ed. San Francisco: Jossey-Bass, 2011.

Frameworks

• Association of College and Research Libraries. Standards for Libraries in Higher Education. Chicago: Association of College and Research Libraries, 2011.

Activities

• Conducted library self-study using Standards for Libraries in Higher Education as framework.

• Conducted library external review.• Developed library strategic planning with staff.• Hired a digital projects librarian and created a digital lab.• Staff began working on pilot projects to move library forward.• Completed LMS implementation.• Prioritized vacant positions and began promotions, reconfigurations, and hires

related to the reorganization process.• Responded to turnover in top library leadership position for the second time.

Other

• Wesleyan University Library Strategic Plan 2016. https://www.wesleyan.edu/libr/about/2016librarystrategicplan.pdf.

ReorganizationMiami UniversityData Sources and Readings

• LibQUAL• ClimateQUAL

Frameworks

• Design Thinking• Kristen Hadeed and the “Start with Why” program. https://startwithwhy.com/

igniter/kristenhadeed/.

Summary of Resources Used across Change Stories 301

Activities• Consultants led visioning process with steering committee, and then the library

formed two additional working groups.• Used activities borrowed from improvisational acting class (such as “yes, and…”)

to build community among working groups.• Consultant and steering committee developed service philosophy, guiding prin-

ciples to direct service strategy and vision for new organizational structure.• Looked at structure at peer institutions.• Developed new service categories, which became the structure for the

departments.• Hired a new communication and marketing staff member.• Conducted process mapping activity with one of the working teams to help them

visualize complex work processes.• Completed an integrated master plan that included a space plan, vision, and

framework for a next-generation library.• Created a new hiring plan and began the hiring process.• Provided professional development training to build teamwork and trust.

Consultants

• brightspot Strategy• Perkins & Will• Tom Heuer, a Forsythe Chair in Entrepreneurship and Clinical Faculty from the

Miami University Farmer School of Business, and an expert in the Five Practices of Exemplary Leaders Model and its Leadership Practices Inventory.

• Kristen Hadeed, a “Start with Why” facilitator to help build trust. https://startwithwhy.com/igniter/kristenhadeed/.

UCLAFrameworks

• Görög, Mihály, and Nigel J. Smith. Project Management for Managers. Newton Square, PA: Project Management Institute, 1999.

Activities

• Created a user engagement reorganization timeline (see figure 7.1 in change story).

• Analyzed three proposed organizational structures.• Created and implemented the User Engagement matrix organizational chart (see

figure 7.2 in change story.• Teams and divisions followed the strategic plan guidelines to establish norms,

responsibilities, and roles.• Created opportunities for staff to share ideas such as open mic events and divi-

sion shout-outs.

Appendix C302

• Filled positions.

Other

• UCLA Library Strategic Plan 2016–19. http://www.library.ucla.edu/about/administration-organization/strategic-plan-2016-19.

University of Texas ArlingtonData Sources and Readings

• Data from staff surveys• Data from ethnographic observations of facility and observed user activity

outside the library• ACRL Research Planning and Review Committee. “2012 Top Ten Trends in

Academic Libraries: A Review of the Trends and Issues Affecting Academic Libraries in Higher Education.” College and Research Libraries News 73, no. 6 (June 2012): 311–20.

• National Survey of Student Engagement (NSSE)• Student experience survey• National Association of Colleges and Employers Annual Survey

Frameworks

• Collins, James C. Good to Great: Why Some Companies Make the Leap—and Others Don’t. New York: Harper Business, 2001.

Activities

• Nine task forces formed and asked to review best practices in several areas at peer and aspirational institutions and to conduct observations of facility usage and user activities outside the library.

• Held a week-long retreat with guiding coalition to review all data and to develop the CXI vision.

• Staff completed two surveys, one to determine staff knowledge, skills, abilities, and preferences, and one to prioritize their top seven job preferences, their bottom five positions, and up to four areas of leadership interest.

• Dean had individual meetings with staff, announced the new organizational chart, and reassigned 94 percent of staff in the organization.

• New leadership team developed a list of forty-nine new initiatives.• Merged departments and service points; switched to demand-driven acquisi-

tions; eliminated subject-specific collection development practices: and arranged librarian responsibilities by discipline rather than function.

• Created many new programs (see Stages 6 and 7 for complete list).

Summary of Resources Used across Change Stories 303

Consultants• An outside consultant was retained to help build trust among leadership team.

Western MichiganData Sources and Readings

• Staff surveyed at the end of the change process.• Babrow, Sarah, and Megan Hartline. “Process Mapping as Organizational Assess-

ment in Academic Libraries.” Performance Measurement and Metrics 16, no. 1 (2015): 34–47. https://doi.org/10.1108/PMM-11-2014-0040.

• Bell, Steven, Lorcan Dempsey, and Barbara Fister. New Roles for the Road Ahead: Essays Commissioned for ACRL’s 75th Anniversary. Edited by Nancy Allen. Chicago: Association of College and Research Libraries, 2015. http://www.ala.org/acrl/sites/ala.org.acrl/files/content/publications/whitepapers/new_roles_75th.pdf.

• Davis, Jeehyun Yun. “Transforming Technical Services: Evolving Functions in Large Research University Libraries.” Library Resources and Technical Services 60, no. 1 (2016): 52–65. https://doi.org/10.5860/lrts.60n1.52.

• Ellis, Erin L., Brian Rosenblum, John Stratton, and Kathleen Ames-Stratton, “Positioning Academic Libraries for the Future: A Process and Strategy for Reorganizational Transformation.” Proceedings of the IATUL Conferences, 4th plenary session, 2014. Paper 13 (2014), http://docs.lib.purdue.edu/iatul/2014/plenaries/13.

• Garrison, Scott, and Jennifer Nutefall. “Start by Interviewing Every Librarian and Staff Member: The First Step for the New Director.” College and Research Libraries News 75, no. 5 (2014): 246–53. https://doi.org/10.5860/crln.75.5.9122.

Activities

• New dean interviewed each staff member in the organization using the questions in the Garrison and Nutefall reading.

• Held library-wide strategic planning retreat and identified five major themes.• Formed two teams, one to create the strategic plan and one to reorganize.• Conducted process maps.• Stopped outdated services such as copy center.• Adopted and implemented new organizational structure.• Dean met with individuals and gave new departments four months to define

work and identify needed talents and skills.• Adjusted positions descriptions and hired new staff.• Formed new libraries council.• Hosted a Library Management Skills Institute for new leaders.• Surveyed staff to see how the changes were going for them.

Appendix C304

Other• Western Michigan University Libraries. Strategic Plan 2017–2020. https://wmich.

edu/library/about/strategicplan.

Culture ChangeFlorida State UniversityData Sources and Readings

• Conducted a SWOT (strengths, weaknesses, opportunities, and threats) analysis

Frameworks

• Balanced Scorecard• Open Science Framework

Activities

• Developed six strategies to address research and learning needs of STEM scholars.• Merged building, circulation, and access management of two of the libraries

with another.• Created new service model.• Changed organizational structure.• Changed position descriptions.• Filled vacant positions.

Other

• Besara, Rachel, Renaine Julian, Julia Cater, Ginny Fouts, Kelly Grove, Devin Soper, Elizabeth Uchimura, and Trip Wycoff. “STEM II Balanced Scorecard Initiative: Final Report,” September 18, 2017. STEM II BSCI (FSU), Open Science Framework. https://osf.io/5npxh.

Northern Arizona UniversityData Sources and Readings

• Used demographic data to develop personas.• Data through conducting usability studies.• Data from users through feedback loops such as whiteboard feedback.

Frameworks

• Luchs, Michael G., K. Scott Swan, and Abbie Griffin. Design Thinking: New Prod-uct Development Essentials from the PDMA. Hoboken, NJ: Wiley, 2015.

Summary of Resources Used across Change Stories 305

• Mootee, Idris. Design Thinking for Strategic Innovation What They Can’t Teach You at Business or Design School. Hoboken, NJ: Wiley, 2013

Activities

• Created personas to get a better understanding of primary user groups and their needs.

• Conducted usability studies.• Redesigned website.• Gathered feedback with whiteboards.• Did library mapping exercises of library spaces with users.• Conducted focus groups.• Subdivided working group into two: UX-Spaces and UX-Web.

Tools and Technology

• Microsoft SharePoint• A ticketing system for staff to report problems

Rice UniversityData Sources and Readings

• Data from secret shopper activity

Frameworks

• Kotter, John P. Accelerate: Building Strategic Agility for a Faster-Moving World. Boston: Harvard Business Review Press, 2014.

Activities

• Organizational and Development Manager visited the library and conducted a “secret shopper” activity.

• Explored existing programs, reviewed literature, created user personas, reviewed customer service videos.

• Used a document titled “Strategy for Service Training Development and Imple-mentation” that borrowed on Seraphim Consulting’s “The Road to There” program outlining actions, outcomes, and impacts identified for each action-able item. Seraphim Consulting and Training Solutions. “The Road to “THERE”.” Products page. Accessed July 2, 2019. http://www.seraphimconsulting.net/id70.html.

• Used “Dealing with Angry Patrons,” an OCLC WebJunction webinar (WebJunc-tion. “Updated Course: Dealing with Angry Patrons.” WebJunction. May 18, 2016. https://www.webjunction.org/news/webjunction/updated-course-dealing-with-angry-patrons.html).

Appendix C306

• Piloted customer training program with library administration first before conducting it with staff.

• Used ExpressPack cards by Trainers Warehouse as icebreaker to explore good and bad customer service (Trainers Warehouse. “ExpressPack.” Accessed May 10, 2019. http://www.trainerswarehouse.com/expresspack.html).

Consultants

• Rice University. Human Resources. Organizational and Development Manager.

University of ManitobaData Sources and Readings

• Association of Research Libraries. “Graph 1: Service Trends in ARL Libraries, 1991–2015.” From ARL Statistics 2014–15. Washington, DC: Association of Research Libraries, 2015. http://www.arl.org/storage/documents/service-trends.pdf.

• Canadian Association of Research Libraries. CARL Statistics | Statistiques de l’ABRC: 2015–2016, Salaries | Salaires 2016–2017. Ottawa, ON: Canadian Asso-ciation of Research Libraries, September 2017, rev. October 24, 2017. http://www.carl-abrc.ca/wp-content/uploads/2017/10/CARL-ABRC_Stats_Pub_2015-16-v2.pdf.

• Creary, Stephanie J., and Lara Rosner. “Mission Accomplished? What Every Leader Should Know about Survivor Syndrome.” Conference Board of Canada, executive action report, June 11, 2009 http://www.conferenceboard.ca/e-library/abstract.aspx?did=3084.

• Kotter, John P., and Holger Rathgeber. Our Iceberg Is Melting: Changing and Succeeding under Any Conditions. New York: St. Martin’s Press, 2006.

Activities

• Reviewed staffing and service models across U15 libraries in Canada and wrote a staffing proposal.

• Implemented a tiered service model that resulted in longer hours of operation but fewer hours of staffed time at service points. Piloted with three libraries and then implemented with remaining eight units.

• Developed a communication plan.• Developed a “Working Alone Statement” policy.• Successfully reclassed positions.• Offered a two-day immersive retreat to refocus librarian model.

Summary of Resources Used across Change Stories 307

New RolesEarlham CollegeData Sources and Readings

• Association of College and Research Libraries. The Value of Academic Libraries: A Comprehensive Research Review and Report. Researched by Megan Oakleaf. Chicago: American Library Association, 2010.

• Earlham College. “Diversity Aspiration Vision Statement.” Accessed July 28, 2018. http://www.earlham.edu/policies-and-handbooks/general/diversity-aspiration-vision-statement/.

• Earlham College student retention data, 2006–2012.

Frameworks

• Association of American Colleges and Universities. “Information Literacy VALUE Rubric.” Accessed July 28, 2018. https://www.aacu.org/value/rubrics/information-literacy.

Activities

• Worked with campus marketing and communications to promote the LIFT program.

• Collaborated with alumni mentors to work with LIFT students.• Adjusted curriculum each semester.• Planned an experience abroad.

Other

• Earlham College. “LIFT: Library Immersion Fellows Teams.” Accessed May 24, 2019. http://www.earlham.edu/lift.

• Read more about the LIFT program in Baker, Neal, and Jane Marie Pinzino. “A Reserved Table for First-Generation Students.” In The First-Year Experience Cookbook. Edited by Raymond Pun and Meggan Houlihan, 59–60. Chicago: Association of College and Research Libraries, 2017.

University of FloridaData Sources and Readings

• Association of Research Libraries (ARL) Position Description Bank.• George A. Smathers Libraries. Strategic Directions. Gainesville: University of

Florida, October 2014. http://ufdc.ufl.edu/IR00004144/00004.• See references to related research published by these authors within their story.

Appendix C308

Activities• Conducted orientations for interns.• Implemented curriculum vitae and résumé workshops for graduate interns.

Other

• University of Florida, George A. Smathers Libraries. “Smathers Graduate Student Internship Program Guidelines.” January 2018. http://cms.uflib.ufl.edu/interns/Index.aspx.

University of MarylandData Sources and Readings

• See a brief review of the literature that informed the change initiative located in Stage 1 of the change story.

• The Library Liaison Task Force examined national trends, emerging literature, and models in place at peer institutions in addition to internal documents and data related to liaison activities.

• The Research Commons Task Force examined national trends, emerging liter-ature, and models in place at peer institutions. They also conducted interviews with stakeholders and other institutions and administered an internal survey to UMD faculty and students.

Activities

• The task forces communicated with standing committees, other task forces, public forums, and email lists. They also held numerous one-on-one conversa-tions, visits to units, and open-door policies.

Other

• Corlett-Rivera, Kelsey, Barbara Dickey Davis, Zaida Diaz, Cynthia Ippoliti, Lara Otis, Karen Patterson, and Nedelina Tchangalova. Final Report, Task Force on McKeldin Library Research Commons. College Park: University of Maryland Libraries, July 2013. https://drum.lib.umd.edu/handle/1903/20733.

• Luckert, Yelena, Daniel C. Mack, Svetla Baykoucheva, and Patricia C. Cossard. Liaison Librarian Task Force 2012–2013, The University of Maryland Libraries, Final Report. College Park: University of Maryland Libraries, May 31, 2013. http://drum.lib.umd.edu/handle/1903/17456.

• University of Maryland. “Integrated Research Resources on Campus.” https://irroc.umd.edu/.

• The UMD Libraries created a “Meet Your Subject Specialist” webpage, with a link to a Google Scholar Profile for each librarian. This webpage also includes anonymous kudos for librarians. Available at https://www.lib.umd.edu/rc/meet-your-librarian.

Summary of Resources Used across Change Stories 309

West Virginia UniversityData Sources and Readings

• LeMire, Sarah. “Beyond Service: New Outreach Strategies to Reach Student Veterans.” In Creating Sustainable Community: ACRL 2015, March 25–28, 2015, Portland, Oregon: Conference Proceedings. Edited by Dawn M. Mueller, 66–71. Chicago: Association of College and Research Libraries, 2015.

• LeMire, Sarah, and Kristen T. Mulvihill. Serving Those Who Served: Librarians’ Guide to Working with Veteran and Military Communities. Santa Barbara, CA: Libraries Unlimited, 2017.

• Survey data of WVU student veterans’ needs and interests and an analysis of its results.

Frameworks

• Ohio State University Libraries. A Framework for the Engaged Librarian: Building on Our Strengths. Columbus: Ohio State University Libraries, 2016.

• Association of College and Research Libraries. Framework for Information Liter-acy for Higher Education. Chicago: Association of College and Research Libraries, 2016.

Activities

• Created the Veteran Study Room in the library, which involved remodeling and updates.

• Applied for and was awarded an IMLS SPARKS! grant.• Identified and enlisted three student veterans (one fellow and two employees)

to work on promotion.• Created a dedicated webpage for program.• Hired outside firm to produce orientation videos.• Hosted open houses.• Hosted a campus visit from Sarah LeMire, a scholar-librarian from Texas A&M

University. She delivered one program for the Campus Veterans Advocates group and another program for the WVU Library Leadership Team.

Tools and Technology

• Atlassian’s Confluence

Other

• West Virginia University Libraries. Services for Student Veterans website. https://lib.wvu.edu/services/veterans/.

• West Virginia University Libraries. “Resource Guide for Student Veterans.” Last updated March 21, 2019. http://libguides.wvu.edu/studentvet.

Appendix C310

Technological ChangeStephen F. Austin State UniversityActivities

• Customized presentations to individual departments with consistent messaging.

Tools and Technology

• Bepress Digital Commons (IR platform)

Other

• Stephen F. Austin State University. ScholarWorks website. https://scholarworks.sfasu.edu/.

University of Alabama at Birmingham

Data Sources and Readings• University of Alabama at Birmingham Libraries strategic plan• Fitcher, Darlene, and Jeff Wisniewski. “Beyond Responsive Design.” Online

Searcher 40, no. 6 (November/December 2016): 66–68. ProQuest.• Data from SWOT analysis with staff and other data gathered through environ-

mental scan.

Activities

• Conducted a SWOT Analysis.• Held town hall–style all-staff meetings.• Administered Library Services Survey—needs and wants of each library

department.• Reviewed peer and aspirational websites.• Used data from previous usability studies.

Consultants

• University of Alabama at Birmingham Digital Media, the university’s web design unit. Library administration outsourced development and maintenance.

Other

• The UAB Libraries website was launched on 28 September 28, 2017, at https://www.library.uab.edu.

Summary of Resources Used across Change Stories 311

University of VirginiaData Sources and Readings

• Conducted an environmental scan of program characteristics at other institutions.

Frameworks

• Society of American Archivists (SAA). “Implementing ‘More Product, Less Process.’”

Activities

• Piloted new workflow with two digitization projects.

Tools and Technology

• Atlassian Confluence (team collaboration software)• Atlassian.Jira (a ticketing system; issue- and project-tracking system)

Vanderbilt UniversityData Sources and Readings

• Conducted an internal survey with staff.• Analyzed data from Google Analytics on usage of past communication tool.

Tools and Technology

• WordPress platform and customizations – Suri theme for the main site with a custom child theme for sub pages – Single Sign-On (SSO) – User Submitted Posts (post submission plug-in) – Mail Poet (email plug-in)

• Tools the team investigated but did not adopt – Shared Outlook calendar – Microsoft Office 365 Planner/Microsoft Teams – Basecamp – Goodbits – Emma – Mailchimp – Springshare Calendar – Slack – Bedework – VU Campus Calendar – Microsoft SharePoint