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Judith keene a new model of library at the hive

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Presentation delivered at the ARLIS UK and Ireland Conference 2013 in Bristol

Presentation delivered at the ARLIS UK and Ireland Conference 2013 in Bristol

Published in: Education, Business
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  • Changed expectations of library services?At point of beginning to realise potential?
  • Lot of synergies
  • ILL
  • http://www.wallaceandgromit.com/download/wallpapers/index.html?scene=02&size=1024
  • Transcript

    • 1. A new model of library at The Hive, Worcester and the challenges of partnership working Judith Keene, University of Worcester
    • 2. Introduction to the Hive The partners and the challenges The journey so far Conclusions
    • 3. What is the Hive? • Partnership project between the University of Worcester and Worcestershire County Council • Joint Library, WCC Archives and Archaeology Service, plus Worcestershire Hub • Jointly managed by UW and WCC • PFI Funded • Facilities management provided as part of PFI
    • 4. Objectives include: • Social inclusion, based on Dept for Culture, Media and Sport’s Libraries for All. Factors include low income, unemployment, poor skills, health, ethnicity etc. • Access to information and training • Access to technology (particularly online services) • Business links • Adult learning in the Community • Children and Young People The Organisations - WCC
    • 5. “We aim to make a truly transformative contribution to the lives of our students, staff and the people of our region, and to make a very positive impact in society more broadly.” (UW Strategic Plan 2013-2018) • Strategy to develop culture of participation and active citizenship • Renewed strategy for partnerships…to fulfil the University’s role as a key engine for opportunity, creativity, wealth creation and improved public services The Organisations – UW
    • 6. Planning: Vision • Inspiration • Connection • Aspiration • Learning • Integration • Inclusivity • Enduring Values • Well-being • Sustainability • Visibility
    • 7. Library services • “One team” ethos thoughout building • Integrated customer services team – led by Library Services Manager supported by WCC and UW team leaders • Floor walking and referral (to UW enquiries service) – staff “pods” rather than desks • “Back of house” services still mainly separate • Merged catalogue and circulation modules • Fines, loan periods etc. aligned as much as possible • IT services depend on who you are – recognised at point of login
    • 8. Challenges – for staff “Joint use libraries are one of the most demanding, and potentially stressful, areas of professional employment” Bundy and Amey 2006
    • 9. GENERAL  Working cultures  Management structures & practices  Amount of information to be assimilated  Unique – so no previous case studies to draw on PERSONAL  New users  Loss of identity or specialism  Change to working hours
    • 10. Team Building  Values workshops  Reciprocal visits and job shadowing  “Skills share” workshops  Joint training sessions  Reciprocal involvement in staff selection and induction  Joint communications
    • 11. Training • In depth programme over 2 years to cover identified needs plus staff concerns • Coordinated via Moodle and online registration using Eventbrite • Some aspects mandatory e.g. disability and equality training • Variety of delivery incl. online, face to face, shadowing All workshop sessions include time to get to know each other
    • 12. Structures • Strategic Board • Library Services Group • Service Managers Group • Facilities User Group (Plus individual organisational structures)
    • 13. The first year • Open on time and on budget with all the technology working! • 882,805 visitors by end of May 2013 • 1 millionth issue this month • Huge rise in public library and Archives use • Pattern of use by UW and WCC customers as expected: busy times are complementary • Events – Beeline (children’s literature) Festival, Kay’s arts project, Bedroom Tax drop-in, Heart Walk, plays and poetry readings • Michael Rosen, Jacqueline Wilson • Guardian University award, RIBA West Midlands Special Award, THE Leadership and Management Outstanding Library Team …….. And many more
    • 14. The First Year for staff • Staffing at opening • Staff communications/information – Daily briefings, centralised information – Line management / supervision clarification • Behaviour, behaviour, behaviour – Constant review of what’s acceptable, close working with security etc., training • How to feel part of the University – Senior staff present in the Hive – Involvement with tours, induction, enquiries rota – Back on the University network • Lots of ongoing ‘bite-size’ training
    • 15. Benefits of partnership working • Increase the range of services, resources and facilities available to users • Value added services • Sharing of costs and resources e.g. shared LMS • Wider pool of staff, expertise etc. to draw on • Development opportunities for staff • Services benefit from fresh ideas and new approaches
    • 16. Partnerships – final thoughts • Look for opportunities • Identify the mutual benefits • Have a clear vision • Engage with as many people as you can • Recognise it can be hard • Keep an open mind – their way may be better! • Accept you won’t win everyone over and others will take time to come round

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