What is the University’s vision for Learning Resources?

We want to transform UC into a world class learning environment. UC must be able to compete in a global academic market. We have to respond quickly to student expectations and make the most of all digital development opportunities that can enhance learning. UC needs to support students by investing widely in the techniques and skills and infrastructure required to access information across many media. This means investing in on-line, all-the-time and ‘anywhere’ access.

The vision is for a ‘wall-less’ Library where the whole University becomes ‘the library’ as the means to access knowledge and information. This is about making UC the university of choice because of the flexibility in the learning environment, and the provision of high-quality support for learning complemented by an excellent curriculum.

Integral to this is ensuring the Library, Facilities and ICTS work more closely together in the development of learning spaces, IT and learning resources.

What are other Universities doing with their Library services?

Academic libraries are increasingly reconfiguring their services as they make the most of new technology to support teaching and research. Typically this involves professional librarians working more closely with academics to support their use of new information resources, new technologies, and to facilitate the easy access to quality information by students. They’re also helping academics and institutions gain profile for their research outputs.

UC is competing in a global academic environment where library and IT functions are commonly aligned, excellent customer service is a priority, and there are functional splits between public services (including academic liaison and support including collection development) and increased access - especially digital.

Examples in the top 100 Times Higher Education Rankings List include:

• The University of Birmingham (http://www.library.bham.ac.uk/about.shtml) where library services is delivered through a customer support group and an academic liaison and collection development group.
• At Kings College London (http://www.kcl.ac.uk/iss/) the IT and library front-of-house functions have been combined into a customer services unit and their information specialists are based in the Research and Learning Support unit.
• Similarly the University of Nottingham information services comprise three divisions – customer services; IT systems and research; and learning resources. Information Services Consultancies are now part of the User Services Division at the University of Edinburgh (http://www.ed.ac.uk/schools-departments/information-services/about/organisation) with collections and digital library combined to form one service line.

Why is the University making these changes?

The decision has already been made to create an integrated Learning Resources portfolio (see function chart). This is seen as the best way to manage the University’s finite resources. In times when there are constrained resources the decisions about priorities are critical and need to be made from a holistic perspective. For this to happen a group is needed to think across the traditional silos and part of this is the role of the proposed new Strategy, Planning and Support group within the Learning Resources portfolio. The analysis of work flows is important as UC moves away from old ways of working and increased capability is needed at UC to make better business cases and decisions.

Will Library operating hours be reduced as a result of this change proposal?

No.

Will the University spend less on buying information resources for the Library?

This is not what this proposal is about. Please see the questions above about the University’s vision for Learning Resources and why the University is proposing changes in the Library.

Is this an attempt to save money?

No. This new proposed design is to implement a more flexible and effective use of limited resources. The combined budget can be better used when all three components of the proposed new structure work together and where trade-offs and choices can be prioritised.

Will Library users still have access to an interloans service?

The University is not proposing to stop interloans. It is an important service for the support of research and teaching. Interloans is one form of information resource acquisition alongside purchase, donation, licensed access and digitization. But we believe it would better fit as part of the proposed Resource Acquisition function in the Support Services team where it will be supported alongside other collection development activities.

What responsibilities do the 36 roles proposed for disestablishment undertake?

One role is in the Bindery
Eight roles are in Administration
One role is in the Law Library
One role is in the Engineering and Physical Sciences Library
Two roles in the Education Library
Eight roles in the Central Library
Ten roles in Collection Services
Four roles are in the Library IT function
One role is in the Macmillan Brown Library -please note that due to a change in the process the University is following, decisions in the change proposal directly affecting the structure of the Macmillan Brown Library will be deferred pending the outcome of the review of the Macmillan Brown Research Centre and Library currently underway, and which is expected to be concluded by the end of September 2010.

How many of these roles require a formal library qualification?

Twenty-seven of the 36 roles proposed for disestablishment in the Library currently require a library qualification. This includes four roles in the Library IT team who have responsibility for participating in IT projects and, manage and support the Library’s IT systems.

What new roles are being proposed for establishment?

University Library Manager
Support Services Library Manager
Academic Liaison Manager
Academic Liaison Manager
Library Centre Manager (Central)
Library Centre Manager (Law)
Library Centre Manager (Macmillan Brown)
Library Centre Manager (Engineering and Physical Sciences)
Library Centre Manager (Education)
Resource Acquisition Team Leader
Resource Acquisition Librarian
Resource Discovery Team Leader
eResource Co-ordinator
eResource Co-ordinator
Resource Discovery Librarian
Resource Discovery Librarian
Resource Discovery Librarian
Resource Discovery Librarian

How many of these new proposed roles require a library qualification?

Ten of the 18 new proposed roles require a library qualification.
The remaining eight roles (which are the proposed Support Services Library Manager, the two eResource Co-ordinators and the five Library Centre Manager roles) require tertiary qualifications. It is proposed that these roles do not require a Library specific qualification since the activities undertaken are not that of a Librarian.
For example, the proposed Library Centre Manager roles focus on managing staff and the centre facilities so they require a different skill set to that of a professional librarian.

Of the 36 Library roles being proposed for disestablishment, 27 require a library qualification. Eighteen new roles are being proposed, and 11 of these require a library qualification. Does this mean we are losing 16 qualified librarians?

No. It is proposed that there are 16 fewer roles that require a library qualification. Staff who might be in a redeployment situation and who have a library qualification, may choose to apply for those roles, in addition to other roles proposed.

What opportunities will there be in the new structure for staff whose roles are disestablished?

Should the proposed changes proceed, those staff whose roles are disestablished are encouraged to apply for the new roles in the new structure. Affected staff can use transition support tailored to meet individual requirements. Assistance is available in the following areas: CV preparation, interview skills and financial planning. For more information, affected staff should contact their HR Advisor.

Why has the University not undertaken an external review of the Library?

We believe it is appropriate to review the Library as part of Project STAR. The appointment of the new Pro-Vice-Chancellor (PVC) Learning Resources, who has over 25 years experience in the leadership and development of academic libraries, is a significant benefit for UC. The proposed changes to the library structure will allow greater flexibility to respond quickly and skillfully to the ever-changing opportunities provided by digital technologies and student expectations.
For more information on the new PVC’s background in libraries, read:
"An interview with Sue McKnight" and
"A leader who lets customers show the way" (pdf)

How will services currently provided in the branch libraries be affected by the changes?

If the proposed changes proceed, the University’s five Library Centres will be the primary contact for users who have reference inquiries and who want to access library services. These library centres will provide excellent customer service, providing easy access to information resources, and will ensure that the physical facilities at each centre meet the needs of users.

The new Academic Liaison Teams, which are proposed to comprise the existing Information Librarians currently based in each of the branches, will focus more fully on supporting academics. This will be particularly in the selection and use of information resources, for embedding information literacy into the curriculum and for integrating library resources into Moodle. Although these Librarians will be based in the Library Centres to provide back up support with more complex enquiries, it is intended that they work closely with academics “beyond the physical library” to strengthen teaching and learning for students, and by better supporting academics and postgraduate students.

How will the specialist service provided by the 21 Information Librarians be affected by the proposed changes?

The University’s proposal involves the transfer of the current pool of Information Librarians from the line management of the current Branch Library Manager roles into two new proposed Academic Liaison teams. Two librarians will lead this Academic Liaison function. One will be primarily responsible for developing research support and the other for information literacy. This proposed change also involves a change in reporting line for the Information Librarians.

The new Academic Liaison Teams which are proposed to consist of the existing Information Librarians currently based in each of the branches will focus more fully on supporting academics particularly in the selection and use of information resources, for embedding information literacy into the curriculum and for integrating library resources into Moodle. Although these Librarians will continue to be based in the Library Centres to provide back up support with more complex enquiries coming in through the service desks, it is intended that they work closely with academics “beyond the physical library” to strengthen the teaching and learning environments for students, and by supporting academics and postgraduate students more actively.