Moving from Local to Global via the Integrated Library System: Cost-Savings, ILS Management, Teams, and End-Users

Moving from Local to Global via the Integrated Library System: Cost-Savings, ILS Management, Teams, and End-Users

Laura E. Kohl (Bryant University, USA), Patricia Lombardi (Bryant University, USA) and Mary Moroney (Bryant University, USA)
Copyright: © 2017 |Pages: 13
DOI: 10.4018/978-1-5225-1735-1.ch002
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Abstract

In an era of budget constraints as well as next generation technologies - moving from a consortium based and administrated shared ILS (integrated library system) to one that can be managed in-house allows for substantial cost savings, team oriented opportunities for training and growth, and service improvements for library patrons. This chapter will provide background on one university library's decision to move from a local consortium based catalog with a shared and centrally administered back-end to a global catalog with the ability to personalize administration for a single library. Background on institutional culture, key stakeholders, benefits for library staff and end-user will be discussed.
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Background

Founded in 1863 as a privately owned commercial college relocated its campus to Smithfield, RI after inventor and innovator Earl Tupper donated his 220-acre estate to the college in 1971. Since this move, Bryant University has steadily expanded its academic offerings to become a full-fledged university, complete with a separate College of Arts and Sciences, while preserving its strength in business education. Stable leadership, vision, and thoughtful strategic planning over the past twenty-two years have accelerated this growth and innovation. Today, Bryant University occupies 450 acres and has over 3,500 students (82% residential) and even boasts a campus in Zhuhai, China.

Bryant's mission statement, “Educate and inspire students to discover their passion and become innovative leaders with character around the world” has adopted various renditions over the years such as, “empower students to be their best in their chosen profession and in their personal lives,” “the character of success,” and the “character of leadership” (Bryant University, 2012). These mantras are embedded in Bryant's tightly-knitted, student centered community. Together, they have resulted in a transformational culture at all levels; thus, creating the unique Bryant experience--not only for students but for faculty and staff as well. Woven within the fabric of the institution is the constant desire to innovate while planning for the strategic future of the university. This overarching culture trickles down and creates a lasting effect on this small school. The library, in particular, has embraced this culture and has used much of it to implement its own vision and strategy.

One guiding theme of Bryant's strategic plan incorporates innovation into the way we prepare the institution and our students for success. Another emphasizes differentiation in the way we develop and deliver education and use technology to promote creative collaboration among faculty and students. These themes help many of Bryant's departments to operate in a “constant state of beta.” The culture of innovation empowers us to always consider what the next phase might be for our services, offerings and systems.

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