Library Planning Research,  work in progress

Academic Libraries and “Creative Disruption”

In response to changing times, colleges and universities will need to update classrooms and spaces on campus. We believe improvement requires a clear understanding of the current situation and the plan for a result that is both different and better. As noted in the Economist article Crucible of Creative Disruption, the pandemic is enabling businesses to experiment. According to CSU Chancellor Timothy P. White’s Statement on Fall 2020 University Operational Plans, “CSU’s virtual planning approach preserves as many options for as many students as possible.” Courses will be primarily delivered virtually for the fall 2020 term, with limited exceptions for in-person teaching, learning and research activities that cannot be delivered virtually.


Our programming fundamentals for library master planning will encourage expansive thinking. It is a framework that will improve the digital library organization: collection development, acquisitions, technical services, marketing and outreach, web site and user interfaces, library space and layout, job positions, workflows and automation.

Libraries all over the world are beginning to experiment with virtual planning and they are making great strides. Thus, it is important to encourage libraries to provide more than just space and continue the #librariestransform trend.

We can update the academic library to reflect new standards and needs. The primary focus will be the development of an institutional repository and the development of intellectual capital: all categorized and organized in a library content management systems. This will also include more “learning commons” related activities, and staff to support physical and virtual research.

library master plan methods
library consultant

We have been programming and planning the learning commons for many years, including IT and Library staff development, technology integration and academic resources. The following are steps to consider:

  • Develop a learning commons strategy for campus
  • Program classroom buildings with flexible/adaptable environments
  • Develop digital collection strategies for campus departments
  • Build a new touchless public service plan that includes academic support
  • Provide adaptive space that supports research, teaching and learning

Libraries are limited by staff, budget and collection resources in what they can do for the students and faculty, but they can take advantage of this period of “creative disruption” by providing leadership with a communication plan and program for the future. CONTACT ACADEMIC CONSULTANT