1. MANAGING THE WAVES OF CHANGE: What it took to unify a library’s operations with its new mission
Lexington Theological Seminary
Dolores Yilibuw, Library Director
OCLC
Chelsea Dalgord, WMS Implementation Manager

2. Agenda Reducing collection, space and budget
Expanding online presence with electronic resources
Managing change
In the past LTS Library followed a collection development policy that was both broad and deep in collection levels. This presentation is an effort to show how the Library underwent major changes, not only with its physical space and collection, but with its online presence and services. 

3. What is the new mission of LTS?
To prepare men and women for ministry in congregations
By offering an innovative, flexible, congregation-center, competency-based online program (2/3 online and 1/3 face to face)
The seminary also serves the church as a theological resource and as a center of continuing education for clergy and lay leaders
The new mission of LTS is one that is congregationally based thus practically based rather than theoretically focused. For example, course are taught from the perspective of interpreting the scripture for the church (bible), interpreting behavior for the church (ethics), leading the church in worship (liturgy). Courses are designed for the students to begin with an apprenticeship level then on to a journeying level and finally to a mastership level by the time they graduate.

4. Timeline October 2013: Signed OCLC WMS contract
November 2013: Bib load
January 2014: Patron load
March 2014: Went public with new catalog
May 2014: Move to new building complete
August 2014: Old catalog taken down

5. Reducing collection, space and budget

6. Library Task Force Committee (October 2011- October 2014)
Established a guideline for culling the collection and for future collection development
Defining audience (i.e., student and faculty)
Audience information need
Faculty Survey result
Template created for weeding and future collection development guideline
The first step toward redesigning the library was for the Board to appoint members to a committee that would provide guidelines in downsizing the collection and for future collection development. The committee was called the Library Task Force Committee which was formed in October 2011 and disbursed in October 2014 because it had completed its task.
The committee defined the audience of the library, their information need by taking a faculty survey and creating a template for weeding and for future collection development guidelines.

7. Reduction of space Old space: Bosworth Memorial Library
4 floors of stacks (plus reference area, reading room, computer room, study and office spaces)
New space: The campus library
1/3 of a floor
The dovetailing of the library operation to fit the new mission entail both a reduction in collection as well as a reduction in library space. The old library existed in a four story building and the new library is a third of a floor in a 6 level office building.

8. Logistics of reduction
Collection Reduction
Triaging process
Cull Digitize
Keep
The triaging process consisted of three categories (i.e. cull, keep and digitize). Material candidates for digitization were archival. The print collection alone was estimated to be at 198,000 volumes monograph and 2,780 serials titles, after weeding we had 98 titles in serials, and 89,00 in print volumes, ebooks were not weeded.
As mentioned the collection had become not only broad but also deep over the years. Triaging the collection is very much like peeling an onion of collection, it is done layer by layer. The first layer was the duplicates, the second layer was those available online, and the out of program scope materials, these are the theoretical and the highly specialized titles that are not classics. A few faculty weeded their section immediately, some needed additional prodding, also library staff generated subjects spreadsheets and awaited their completion and return in order to pull books from the shelves.

9. Process of moving the core collection
The move to the new campus was completed in 3 days
An estimated 30,000 books were moved
Book shelves were measured and marked
Storage
Some of the items triaged to keep were to be moved to the new campus and some were to be packed and moved to storage.
In order to conserve funds, the move was accomplished in 3 days. The moving company brought book carts, and we moved an estimated total of 30,000 books to the new location, that is 10,000 books moved and reshelved per day… The trucks were filled 96 times in order to transport them all.

10. Expanding online presence with electronic resources

11. This is how our old library homepage and online catalog looked like
This is how our old library homepage and online catalog looked like. The ILS was a silo of locally hosted records with links to remote vendor databases.
Old Catalog

12. New ILS and library website
New ILS half the cost
New website (use Springshare LibGuides)
WMS streamlines workflows
The library expense got reduced as a consequence of the dovetailing of the operation. We migrated to OCLC WMS during the physical downsizing of our collection which has save us some fund. We also created a new website with the use of Springshare libguides software which is so much cheaper than anything else in the market. WMS has streamlined a lot of our acquisitions and cataloging processes. Consequently, operational costs has been lowered, however, ebooks and databases, which we are continually increasing the acquisitions of, are expensive.
Given that students are online remotely, a web 2.0 on the cloud system made the most sense for an ILS. It helped that the Dean was in agreement with the plan to migrate to a more web interoperable system from the beginning. Especially one that is more cost effective than the previous ILS.

13. Online resources PRODUCT SESSION SEARCHES TOTAL FULL TEXT ABSTRACT
EBSCO platform-all products
6,203
17,161
52,140
55,2504
Ebooks
664
470
473
ATLA (Theology Content)
2,585
4,662
2,027
278,881
Given that our FTE is 56 (students and faculty), electronic resources that are most relevant to our curriculum have increased in usage since we switched out our ILS.
Being an online institution, to date, we have acquired the electronic resources listed in this screen shot (and more). For our current online subscriptions we are going direct to publishers in order to avoid the moving walls on online subscription.

14. Managing change

15. Path to change
I have had the opportunity in my role as an Implementation Manager, to see many libraries manage change initiatives and have I also experienced change in a library when working at Bay College fro five years prior to working at OCLC.
While the path to change is a daunting one, with hills and valleys, I have seen how successful each library has been at managing change and have done my best to categorize some techniques that contributed to their success.

16. Building a culture of change
Question everything
If it’s not broken, improve it
Change initiatives are opportunities
Catalyst to reinvent your org, and yourself
Change keeps things interesting
Change is constant
First, it is very important to build a culture of change in the library. You want to question everything and break traditions. Just because you have been doing something for 30 years doesn’t mean it cannot change. Change initiatives are opportunities to enhance your library and better serve your patrons. Changes can help reinvent your library, your organization and even yourself. Change will always keep things interesting in the library and should always be constant. Who still has the first iPhone? Exactly, change is constant and if you do not keep up think of all of the new things you are missing out on.

17. Why do organizational changes fail?
72% of change efforts fail due to a combination of resistance and ineffective communication
Why do organizations fail with implementing changes?
This is a study that has been done from the Mckinsey Quarterly about why organizational changes sometimes fail.
The main reasons are employee resistance to change and management behavior not supportive of change which means 72% of change efforts fail due because of a combination of resistance and ineffective communication.
Keller, Scott and Aiken, Carolyyn, “The inconvenient truth about change management”, “The McKinsey Quarterly, 2009
Isern, Joseph and Pung, Caroline, “Organizing for successful change management: A McKinsey global survey”, “The McKinsey Quarterly, June 2006

18. Successful change initiatives
Tactic:
Increase in success rate of a change initiative
Well-defined, inspiring goals
166%
Senior-Leadership involvement & support
104%
Ownership by implementers
71%
Clear structure for change
65%
Large-scale, collaborative planning
61%
Equal mix of positive and negative messages
36%
What are some successful change initiatives?
Creating well-defined and inspiring goals for the change and also having senior-leadership involvement and support will dramatically increase your chances of success.
Source: McKinsey Quarterly

19. Effective change behaviors
Robust communication
Clear articulation of benefits
Balance between respecting past and embracing future
Admit mistakes/miscalculations
Celebrate often
Helpful change behaviors that I have seen libraries use in the past include communication. Communication is very important, at all levels.
You also need a clear articulation of benefits of the change so staff can know great things are coming on the horizon and have something to look forward to.
You will need a balance between respecting past & embracing future, being a change agent, we have dual, seemingly opposing roles.
Admit mistakes/miscalculations – No one likes to be wrong, but counterintuitive-ly, nothing builds credibility faster than owning up to your mistakes.
Celebrate often – Permission to party…GRANTED! Don’t wait for the end of the project to celebrate.

20. Lasting impacts A template for the next change
A staff with skills to adopt and adapt
A staff energized by prospect of change:
“We survived!”
“It was actually fun.”
“It made things better.”
A competitive advantage over peer organizations
A recruiting point
So you have made it thru the change, what have you gained?
You have a template for the next change opportunity. You will not need to reinvent the wheel and can apply what you have learned, both the positives and the negatives.
You will have staff with skills to tackle new projects and be excited for new opportunities.
You will have a competitive advantage over your peers and also a recruiting point when you need to hire new staff in the library.

21. What did Lexington Theological Seminary find successful for managing change?
Promote Team Effort
Human Value
Show Appreciation
Transparency
Flexibility
Vulnerability
Reasonable Compromise
Share Food Often
Promote Team Effort – Genuine team work, not my project but ours, discourage territorialism;
Human Value – Every staff is worth more than his/her tasks;
Show Appreciation – Staff are merely doing their jobs but they still need to be made appreciated and given credits for their work;
Transparency-Discussion, brain storming, solicit and share ideas;
Flexibility -- Be willing to redo things over in the event that error occurs;
Vulnerability – Admit and own team errors, no one can accomplish it all single handedly;
Reasonable Compromise – Resolve disagreements or agree to disagree but still work together to accomplish a goal. Invite higher ups to discussions if necessary;
Share Food Often – Donuts, pizza lunch together, candy, cookies, celebrate birthdays, etc.

22. Library staff responses
Ease of cataloging
Acquisitions not yet implemented but will soon
Ease of journal check-ins and renewals
Ease of adding eBooks and databases
Report to dedup against databases is available
Cataloging is a matter of putting holds on records in WMS, the Acquisitions module is on the way to being implemented by creating orders and receiving them in WMS for the sake of streamlined statistical data if not for anything else. Adding ebooks from the KB is as easy as one, two, three…. Collection development reports are helpful, especially when it comes to deduping items within various databases.

23. Evelyn McGill, ILL Staff
“The ILL module in WMS facilitates an efficient workflow for each request. Being able to search for holding libraries and entering them into the lender string with a click of the mouse helps me process requests easily. I especially like the article exchange module as I can download articles seamlessly into s and send them directly to my patron.”
Evelyn McGill, ILL Staff
A direct quote from our ILL processor staff.

24. Supports the Administration
Goal 1 “Design and Implement high quality degree and non-degree programs,” the Library was favorably mentioned.
In the 2014 Strategic Plan Imperatives, “Academic Excellence and Relevance,”
Last year in the Seminary’s ‘Measuring Our Progress’ publication, the library is said to be nicely supporting Goal #1 of the Strategic Imperatives of the Seminary, under the larger umbrella of Academic Excellence and Relevance.

25. Graduates survey questionnaire
Level of satisfaction with library resources & services
LTS Score for 2015
(1-5 very satisfied)
LTS Score for 2014 (1-5 very satisfied)
ATS Score for 2015
Access to Collection
4.8
4.3
Adequacy of Collection
The Seminary administers a survey for graduating students every year. It is important to note that access to the collection has increased in 2015 or since we migrated to WMS. And despite of the collection being severely weeded, students have not lacked the information that they need for their studies. We now have a real solid core collection that supports our curriculum.

26. An opportunity for change
Not everyone simultaneously and gleefully embraced the new system. My assessment of the unhappiness here is due to the fact that this faculty member in particular continued to search in the same method as he used to do in the old system which of course did not yield the same results. Our ILS is now on the cloud and it is a system of linked data, it is no longer a local silo of locally hosted data with various links to vendor sites, thus one could easily get overwhelmed with search results if not aware of search strategies and filtering. When faced with the opportunity for change, some roll with it quicker than others, but we all do eventually ‘roll’ with the changes in one fashion or another.

27. YOU HAVE MANAGED THIS WAVE OF CHANGE…
SMILE
YOU HAVE MANAGED THIS WAVE OF CHANGE…
Finally this phase of change has ended! I believe the best achievement is that there was no interruption to student and faculty information need service at any time during the double simultaneous move and the creation of a new website. The reason for that achievement is due to all individual hands on deck, individuals working in a true team spirit. The common feeling was that we were in this together hence we succeed or we fail together.

28. Questions?

29. Thank you! Dolores Yilibuw
Library Director, Lexington Theological Seminary
Chelsea Dalgord
OCLC Implementation Program Manager, WorldShare Management Services