Abstract:

Shrinking funds, the development of new technologies and the upcoming customer demands, make urgent the need for change and innovation in libraries especially in higher education. Because of this challenging situation, libraries should find alternative ways to deliver their services. One of the options is the use of the Library 2.0 model. This model is a revolutionary concept that encourages a constant change due, among other things, to the use of technological tools. This includes online services such as SDI (Selective Dissemination of Information), forums, social networks, electronic newsletters, enhanced OPAC (Online Public Access Catalog), virtual reference, etc. In Ecuador, the University of Cuenca is currently executing the project “Institutional change to strengthen research and education” (2007-2012). This project is being developed in the collaboration of the Institutional University Cooperation Program of the Flemish Inter-university Council. One of the main goals of this project is to have the Regional Documentation Centre “Juan Bautista Vazquez” - CDRJBV leaning towards a Library 2.0 system.

Based on an analysis related to the CDRJBV's situation, several changes were planned. In the technological area, the focus was on: 1) the strengthening and modernization of the technological infrastructure, 2) the development of a new Web Site, 3) the improvement and expansion of digital databases, 4) the implementation of new services through the Library 2.0 philosophy, and 5) the training of library staff and users. In the organizational and policy area, the proposed changes were: 1) the adequacy of organizational structure, 2) the optimization of internal processes, 3) the improvement of interpersonal relationships, 4) the positioning of the Centre both internally and externally, and 5) the update of regulations.

After 3 years of project implementation, CDRJBV has obtained new physical and digital services that follow the Library 2.0 philosophy: the new Web Site has implemented all the new services planned and a modern technological infrastructure has enabled quick, direct and friendly access. Regarding the organizational part, the results are reflected in the adaptation and adoption of new library policies and procedures, the formation of the "Library Council" that supports and legitimizes the change process within the University. It is also important to note that the library staff has become aware of the "need to change", resulting in the emergence of new organizational and technological practices.

However, up to now this process has taken too much time and the results have been only partially achieved. Despite of the many troubles, important lessons should be learned out of this process, such as: 1) an evolution process towards a Library 2.0 system should be seen as an integral process, where technological and organizational components are managed simultaneously; 2) the stakeholders of the process must be involved from the earliest stages of planning to increase their overall cooperation; 3) the library staff needs to acquire and master new skills and knowledge in order to provide these new services. In addition, the technological tools that have been implemented have been one of the biggest supports during the deployment and execution stage; although their optimal and comprehensive development is limited by the policies and processes and not by the technological constraints.

Keywords:

Change management, higher education, library 2.0, academic libraries.