Temple Libraries Summer Road Trip Review: Marywood University Learning Commons

by Steven Bell, Associate University Librarian

At approximately 7:00 a.m. on Wednesday, August 17, 2016, a group of 19 staff members from Temple Libraries left Paley Library for a visit to meet colleagues at the Marywood University Learning Commons. We were eager to see and hear about this relatively new facility and in particular, to see their Automated Storage and Retrieval System live and up close. While there are now about 20 U.S. libraries with an ASRS, the installation at Marywood is the closest to Temple University.

photo of study space in Marywood Library

photo courtesy Steven Bell

The Learning Commons has been open for just over a year. It is a 3-story, 77,000 square foot building that was a $43 million project. The old library will be torn down as its design was not hospitable to re-purposing. The primary partners in the building are the Office of Information Technology, the Teaching & Learning Center and the campus radio and television stations (on the lower level in impressive space).

While they would have wanted to include the writing and tutoring centers, there was not enough space, but they plan to invite them in to have on-site tutoring hours. Most of the funding for the building resulted from a university capital campaign. As no donor has yet come forward, the building goes unnamed for now (you can name it for a mere $7 million dollars).

After an introduction to Marywood University Learning Commons, from Library Director David Schappert, we broke into two groups. One group learned about the ASRS while the other group took a tour, learned about the transition to the new Learning Commons and discussed library services in the new facility. The groups reversed in the afternoon.

The ASRS currently holds 190,000 volumes. It stores every book that was on the overcrowded shelving in the old library, yet thanks to the high-density storage the ASRS is only 60% full. We received a demonstration of the ASRS in action. There are two robots and four sizes of bins. Users find their book in the online catalog and then choose “place hold” to have a book retrieved. The bins we observed were completely packed with books, but they continue to work on optimizing bin contents by size and call number (the math department has been called on for assistance).  The OPAC location for a book in the ASRS is “bins”.

view of the automated storage and retrieval system at marywood university

photo courtesy Steven Bell

There are several observation windows allowing for views into the ASRS and during our visit we noticed the system getting quite a bit of attention from those in the library. We were told that it is definitely an attraction.

We learned there are two possible arrangements: random and designated. As the former implies books just go into whatever bin is available based only on item size. Marywood chose to go with the designated approach, which is more orderly, because conducting inventories is much easier. They had heard that a few ASRS libraries that started with the random approach eventually transition to the designated model.

We learned much more about (when to charge the item to the user; putting books back in the bins; how to place identifiers on the books for retrieval from the bin) the ASRS than there is space here to share, so if you have questions you should seek out John Oram, who observed that an ASRS runs best with an ASRS nerd in charge of the operation (we are then well positioned for success).

They have observed that students tend to request few books from the ASRS, possibly because they may think they are not allowed to ask for as many books as they’d really like to get. So students tend to ask for 3 or 4 books and then take them all. They’d like to see students get 10 or more books and then take time to decide which of those are the best for their needs. That’s something they will be working on to change that behavior. Overall, since the facility opened circulation is up, mostly because more students are coming to the new library.

The facility has many of the features you would expect to see. Lots of glass and natural light. Thanks to the Learning Common’s location on campus there are excellent views of the surrounding mountains and greenery. The first floor features the Knowledge Bar. It has three areas: IT help desk; circulation and reserve; reference. They learned that students are not able to tell the difference between the services so it leads to confusion and passing students between services. They plan to do more cross training so any staff member can handle the majority of student needs.

The café is a big draw. They thought they might do 300 or 400 sales a day, but on average they do 1,000 sales a day. Not only do more students come in to the Learning Center but they stay longer. The Learning Center is particularly popular with commuter students who prefer the café to the campus cafeteria (fewer but cheaper food options). The café is right opposite the Knowledge Bar so it does create more noise than was expected. There are no quiet zones on the first floor, which is mostly individual seating.

The one percent of the collection that is not in the ASRS is in an area called “Marketplace”. It features a topical book display, new books and leisure reading. Selection for Marketplace is mostly based on publication date; circulation activity is not a selection factor. There are some reference books plus an additional shelving area for art books, as there is a desire for materials with visual appeal. There is also a seed library on the first floor. A re-purposed card catalog holds mostly commercial packets of seeds. They are cataloged and checked out (so to speak – no return necessary). A community garden offers small plots to students who want to grow their own vegetables. Students obtain a plot through a lottery system.

The second and third floors feature more individual and group study spaces, including study rooms. All study rooms are on an online reservation system (they share a campus-wide room reservation system). There are many outlet boxes on the floors. Lockers around the library feature outlets for charging devices. There have been some complaints about noise in study areas so they are considering more individual carrels over the many group chair and table arrangements.

One of the highlights of the building is “The Lobby”, a third floor space featuring a panoramic view of the surrounding mountains. These upper levels also include areas such as Archives and Special Collections, instruction spaces, a large classroom (controlled by the Registrar) and the Teaching & Learning Center. Some of the rooms are used for small receptions and events, but there is no dedicated event space or lecture room. When needed, larger events are held in the close-by performing arts center.

Here are a few other observations we heard about the new building:

  • It has become a de facto student center with students wanting to hold different activities in the learning center (e.g., association meetings, raffles, etc). While the attention is appreciated, they are thinking about strategies for how to keep students on using the building for its intended purpose.
  • There is a nice staff lounge on the third floor but staff rarely use it. It is possible that in the future it will become a commuter student lounge.
  • There is a green roof, but there is no access to it. The building is not yet LEED certified but they are seeking it.
  • We observed little permanent signage, not even signs pointing out restrooms (which staff remedied with homemade signs). That has led to many “Where is…” questions. It wasn’t clear why this was the case but they are looking into directory kiosks.
  • When they conducted a user survey to get student feedback about the building the comments were mostly about food, HVAC and wireless. There were few comments about library services, study spaces or the sort of things they expected to hear more about.

After a 15-minute wrap-up question-and-answer session, in which Temple staff shared their reactions to the facility, we said our farewell and boarded the bus for the trip home at 3:30 pm. As is the case with our past bus trips to other academic libraries, it was a great learning experience and opportunity to meet some new library colleagues.

Check out more photos from our visit.


Just Passing Through

You may be unfamiliar with Seth Godin.

Most people might refer to him as a marketing guru, but he has a lot more to share beyond marketing. For example, this insight about how easy it is to fail to deliver a high quality user experience.

He called this post, “Just Passing Through”:

Older guy walks into the service area on the parkway and asks one of the staff, “do you have a pay phone? My car broke down and I need to call my daughter.”


The staff person, killing time by checking his cell phone, is confused. He’s not sure what a pay phone is, then he figures it out, and says, “no,” before going back to his phone.

It never occurs to him to hand the phone to the man so he can make a call.


Every one of his customers is just passing through, no need to care.


Of course, at one level, all of us are just passing through.

From a more practical, business level, the ease of digital connection means that it’s more and more unlikely that you can be uncaring or mistreat people and not be noticed.

But most of all, life is better when we act like we might see someone again soon, isn’t it?

That phrase “passing through” caught my attention because we have many people passing through Paley Library and Tuttleman. Many of them are just passing through on the way to another destination. On any given day any student may stop at a service desk. Do we think of them as just passing through or is it an opportunity to build a relationship through a high quality user experience?

Many people pass through the library. Not all are Temple affiliates. A non-temple guest stopped at the desk and I could see she was somewhat exasperated. She had a child with her. She wanted to know how she could scan a job application and send it to an employer. Our scanners require an account to access the computers. All the computers were in use. I didn’t want to just say “sorry, but I can’t help you”. She was trying to cope with an impending deadline.

All I could think of was to guide her in using her phone camera to capture the document image, and then email the image to her own account where she could then forward it on to the employer. She felt relieved to have a way to accomplish her task.

Before she left, still holding the child, she put out one hand for me to shake, and as we did she thanked me. I was glad I didn’t just let her pass through even though she was a guest rather than a student. Perhaps she will enroll at Temple in future. Perhaps we will have an opportunity to build a relationship.

Even though we have many people just passing through it strikes me as a good idea, when working with those who do stop for help, to believe they will be back soon – and they will do so because their library experience was worth repeating.

(Almost) Wordless Wednesday: Wayfinding we could use

Princeton Public Library.jpg

Princeton Public Library

Photo by: James D’Addio, Hillier

Society for Environmental Graphic Design2006 SEGD Design Awards



sjasis - Seattle Public Library - Welcome and Check out.JPG

Seattle Public Library – 5th Avenue Welcome Desk

Photo by:
Susan Asis Kalman @ The Way I See It . . . 


Brown University Friedman Study Center Signage.jpg

Brown University Friedman Study Center

Photo by: Chris Mueller

Society for Environmental Graphic Design2009 SEGD Design Awards



Children's Museum of Pittsburgh - Bathroom.jpg

Children’s Museum of Pittsburgh

Photo by: Peter Mauss/Esto

Society for Environmental Graphic Design2005 SEGD Design Awards



Hand to Hand.jpg

Hand to Hand – Wayfinding/art installation in Madrid and Barcelona

Photo by: AZAphoto (Madrid);

Hassel & Gretel, Xavier Pascual (Barcelona)

Society for Environmental Graphic Design2010 SEGD Design Awards

A Great Customer Experience Story

Sometimes we receive extraordinary service – when we least expect it – and that’s what makes it so memorable.

Here is a story of just such an experience.

Pull quote:

Customer service is no longer about telling people how great you are. It’s about producing amazing moments in time, and letting those moments become the focal point of how amazing you are, told not by you, but by the customer who you thrilled. They tell their friends, and the trust level goes up at a factor of a thousand. Think about it: Who do you trust more? An advertisement, or a friend telling you how awesome something is?

One Mission: Provide the Best Customer Service Possible

I came across this quote that comes from a leading organization in the field of customer experience excellence:

At Zappos they state that, “Customer service isn’t just a department. We’ve been asked by a lot of people how we’ve grown so quickly, and the answer is actually really simple… We’ve aligned the entire organization around one mission: to provide the best customer service possible.”

To me this speaks to the importance of having the entire organization, regardless of where one works or what one’s specific responsibilities are, focused on the design of and delivery of a great customer experience.

From: “The Changing Role of Marketing

NY Times Article on Pret A Manger

Passing along this article about promotion, motivation and customer service systems at a UK/US fast food shop.  I wish I had bonus money or iPods to hand out to the folks who support me everyday.  
But, does anyone see a downside?  Could this foster resentment in staff that are never rewarded?  

Inside The Apple Store: The Rules That Govern The Retail Chain


I saw this article online today, some highlights:

— In-store technicians are asked to deal with emotional customers by using “simple reassurances” that they are listening, like, “Uh-huh” and “I understand.”

— Employees at the Genius Bar are asked to say “as it turns out” instead of “unfortunately,” for a more positive spin on their bad news.

— Employees are forbidden from correcting customer mispronunciations, because it would make them feel “patronized.”

— New employees are made to shadow more experienced co-workers and are forbidden to talk to customers until they’re ready–which takes a few weeks, or more.