Paving the Road for a Learning Commons Elaine Allard, Systems Librarian & Dwight Fischer, CIO Student-centered integration of information, technology and learning.

The Lamson Learning Commons In fall 2006, PSU will have Integrated library & IT ‘front line’ services in a central information desk General Campus and Library information Computer support (walk-up, online and telephone) Reference services Book checkout and reserves Multimedia equipment checkout Laptop checkout Access to high-end computer workstations for multimedia presentation development Academic support services Café

Plymouth State University Public university in the White Mountains of New Hampshire 5000 students Member institution of the University System of New Hampshire

Lamson Library Lamson Picture

PSU Library Trends Door Counts Circulation Electronic Access to Resources Libraries with good infusion of technology and support

Changing Customers Students characteristics today… Adaptable on the fly They work together They’re multi-taskers who thrive on multi, multi-medias They are interactive learners They wear headphones and use cell phones…everywhere They’re Google’rs and they search for the first, fastest full text Many know PowerPoint from middle school, they’ve used digital cameras for years, and they spend less time reading hard copy than online.

Setting the Stage*** Library Director had been floating the idea with Provost CIO and Library director had informal discussions Topic raised at Cabinet retreat Library Director’s untimely death  * * * * * * * * *  *

Setting the Stage*** Provost proposed moving Help Desk to Library Conducted feasibility study Early findings discussed with Library and IT Presented recommendation to Cabinet Approved  * *  * * * *

Project Methodology Initiative was a strategic direction established by the President Sponsorship by President’s Cabinet Project Charter Decision Making Structure

Project Charter Called it a ‘Guiding Text’ Developed charter over one month Spelled out Goals & objectives Major assumptions Resource requirements Deliverables Milestones Challenges Budget

Decision Making Previous model: faculty consensus required for library decisions New model: A decision hierarchy President’s Cabinet Project Team Input from Library Input from Campus Input from Students Input from ITS

Project Components Team Formation & Leadership Emphasis on communication plan Project team meetings ITS & Library information sessions Campus project kick-off President’s cabinet Project Schedule

Project Barriers Philosophical differences among some Overall direction Project schedule (18 months was too fast) Integration with IT Decision making process ‘Business-like’ approach to the project Managing Change

Project Momentum Work with architects Development of a customer service model Infusion of academic & tutoring support services Campus communications and open information sessions Interviews with project managers Continued support from president’s cabinet

Additional Services Academic support services (TRIO Program) WebCT training & support Writing & Reading Center Café Issue of food in library challenged many notions of tradition and rules

Integrated Service Desk IT and library staff cross-trained Integrated organizational structure reporting to both Library Director and CIO IT support evolves from 5 to 7 days a week

Lessons Learned Executive sponsorship is key Decision-making structure is essential Needs to be inclusive yet adhering to project schedule Needs clear articulation Consensus is not appropriate for all decisions Project charter should be guidepost Campus support is critical Don’t be afraid to challenge assumptions

What’s Next? Great customer service Integrated staff and faculty Vibrant, academic hub for campus Great coffee

Q & A Elaine Allard Dwight Fischer