1Convergence,de-convergence andsuper-convergence –Library Services at King’sCollege LondonGavin BeattieAssociate Director, Research &Learning Liaison
2Outline• King’s College London• Library Services at King’s• De-convergence, super-convergence• Research and Learning Liaison– Library Liaison Managers– Information Specialists– Collection development
3King’s College London• Founded in 1829, one of top 30 universities in the world• Fourth oldest University in England• Multi-disciplinary• Top seven in the UK for research funding• Over 25,000 students from 140 countries• Part of King’s Health Partners AHSC with Guy’s & StThomas’, King’s College Hospital and South London &Maudsley• Five campuses in London – the most central University inLondon
4Library Services at King’s• King’s was founded in 1829, but Library Services hasonly been in existence since 2011• Six libraries, plus Special Collections and Archivesreading rooms• 2 million printed volumes, access to over 50,000journal titles• 1.5 million visits annually• Almost 2 million books borrowed annually
5Library Services in the King’s structure• Formerly Library and IT functions were integrated asInformation Services & Systems (The L word wasbanned!)• De-converged from IT and ‘super-converged’ intoStudents and Education Support Directorate (SESD)• SESD covers the whole student lifecycle fromAdmissions to Graduation
6Library Services at King’s - 2013• Higher profile• Library budgets have more protection• Record investment in materials over the past twoyears – following a period of decline• Learning more about the wider Directorate –Admissions, Student Admin, Student Services,Governance, Quality and more• However, having to renegotiate our relationship withIT Services post-divorce• RLL still liaise on behalf of IT
8Research and Learning LiaisonAssociate Director,RLLLibrary LiaisonManager (ITTraining)Library LiaisonManager (Learning& Teaching)InformationSpecialists – Arts &Sciences (x5)Library LiaisonManager (NHS)InformationSpecialists – Health(x5)Library LiaisonManager(Research)
9Library Liaison Managers• Library Liaison Manager (IT Training)– Manages our IT training programme– Provides support for college-wide training system– Manages a Library of software• Library Liaison Manager (Learning & Teaching)– Line management for the Arts & Sciences team– Overview of L&T support– Skills and curriculum integration– E-learning
10Library Liaison Managers• Library Liaison Manager (NHS)– Line management for the Health team– Manages relationship with NHS partner trusts (King’s HealthPartners)– Keeps up-to-date with NHS developments• Library Liaison Manager (Research)– Lead for Research support– OA, CRIS, Repository– Collection development
11Information Specialists – changing roles• Subject specialists → Liaison / support / training– Traditional roles focused on developing Library collections– Now emphasis on relationships, promotion, supportingstudents and staff, training as well as ensuring collectionsmeet academic needs– Members of Education Committees, Staff-StudentCommittees etc…– Most have or are working towards PG training qualifications– Collection development is shared with academic Schools,Information Resources staff, library users
12Collection development• Reading lists and requests from academics godirectly to Information Resources• ISs still do some selection, and also liaise withdepartments to maintain wishlists for e-resources• Move towards demand driven acquisition (DDA) ofebooks• Inter-library loans are now free• However – King’s is a research University and it isstill important to spend time building researchcollections
13August September October November December January February March April May June JulyDDA E-Book Expenditure 2011 onwards2011-122012-13
14Current structure for RLL• Retains the traditional and valued named contacts• Managers have functional responsibilities so developknowledge and expertise, give advice to LibraryLeadership Team and champion new developments• Recognised leads for important areas• Information Specialists get so busy with their schoolsand departments it can be difficult for them to engagewith projects and new initiatives• Streamlined processes for collection managementsave time, but have reduced our subject knowledge
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