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The Hive at Five: from design to delivery
- 1. The Hive at Five: from design to delivery Sarah Pittaway – Team Leader: Academic Services Laura Worsfold – Business Development Manager @dr_sarah_p | @TheHiveWorcs | @worcester_uni
- 2. • Integrated library – public & university • Archives & Archaeology • Business Centre • Community hub • Café What is The Hive?
- 4. “A destination in itself. The building should inspire, excite and welcome, but not intimidate through a sense of grandeur or self-importance.” WLHC Design Statement 2007 Partnership
- 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 2013-18 The University
- 6. County Council Shaping Worcestershire’s Future Worcestershire County Council Corporate Plan 2017-2022
- 7. Consultation
- 8. Design and build Archaeological Dig at the site of The Hive, prior to construction
- 9. The Atrium in The Hive, mid-construction
- 10. Environmental facts 42% reduction in electricity consumption since May13 24% reduction in heat energy consumption since Feb14 87% reduction in natural gas consumption since Feb14 Konidari, A-M. & Knight, I. 2017. Just the Ticket – Monitoring at the Hive. CIBSE Journal, pp. 28-30. Available at: https://www.cibsejournal.com/case-studies/just- the-ticket-monitoring-at-the-hive/
- 11. Key principles • Inspiration • Connection • Aspiration • Learning • Integration • Inclusivity • Enduring values • Well-being • Sustainability • Visibility
- 12. Service delivery & impact
- 13. • 4.5 million visits • 91,500 new members, 45,000 children or young people • Over 5 million issues • Over 10,000 school children • Student satisfaction risen 13% to 87.35% in 2017 • University staff satisfaction with library services 98% • 8,108 logged enquiries (2016- 17), 52% by university members Since opening 2012
- 14. “At the wonderful Hive, Worcester, I found myself hoping that like them, other universities could combine with local libraries” Michael Rosen, Oct 2017, Children’s Laureate 2007-9 “The library was a big 'selling point' of the course for me” NSS 2016 “[The] University library is literally an amazing place for studying” NSS 2017 “I simply wanted to congratulate you on providing such a fantastic facility for all and catering for so many needs. It is so fantastic, I love everything – the great staff, the sustainable build, the modern surround etc. Thank You!” Feedback card What people say
- 15. • How do we facilitate existing and new partnerships? – Business, culture, arts, FE, students… • How do we ensure the service remains sustainable with growth? • How do we survey, assess and evaluate impact? Meeting challenges
- 16. • Arts: exhibitions, theatre, poetry • Lending An Ear project • Adults, children and families • Lecture series • Archive & Archaeology events and workshops • Reading groups • Business events Events programme
- 18. • Around 200 staff • 110 volunteers in 15 different roles contributing 20,000 hours this year alone • Students on work placement /interns/volunteering/paid roles Hive people
- 20. What’s next? The Hive 5 Year Strategic Plan
- 21. • Recognition as an iconic and established venue • Monitoring & evaluating impact • Maintaining strong partnerships and values • Plans to expand the site and develop • Focus and prioritise Moving Forward
Editor's Notes
- Intro (slides 1-2) – Sarah (2-3 mins) Intro Last time we gave this presentation was around the Hive’s birthday – about reflecting on successes (and challenges) of 1st 5 years. This time round more about the next 5 years and consulting and delivering on strategic aims that are wider than making the partnership and the building work in practice – should have seen on tour on previous day
- Sarah Quick overview of what’s in the building for those who don’t know us
- Laura This bit is both about how we got to where we are now, but also consulting on & delivering the next 5 years
- Laura Taking a step back – how we got here, Authority involved at very stage alongside architects and construction. Workstreams, as a result of the Uni needing a new facility, WCC gorwn out of their space.
- Laura
- Laura Council Core Themes…. 4 priorities to remain Lifespan of Plan 2017-2022 (5 yrs) Focus on ‘People’ and ‘Place’ Plan will paint a picture of the vision for the county Council culture to embrace ‘innovation’ and new ideas – new approach to risk appetite ‘Enabling Council’ vision - supporting communities to help themselves Council to broker solutions and promote self-sufficiency and resilience in communities Work with partners and stakeholders earlier in policy forming and decision-making Ongoing focus and effective management of significant financial challenge which remains
- Laura Extensive consultation in planning for the Hive, and remains part of the project. Inclusion of staff, different stakeholders, etc, ensures ownership but gives challenges around direction. Next phase of consultation about delivery, rather than building.
- Laura – had a full archeaological report done. Roman remains, Council refuse dump.
- Laura
- Laura – building facts and figures, brief mention of the following Environmental assessment - BREEAM “Outstanding” (Building Research Establishment Environmental Assessment Methodology) Heating - 700kw biomass boiler, local fuel supply Ventilation - Primarily naturally ventilated Cooling - River water cooling Emissions - 50% reduction on Part L2 Building Regulations, 15.8kg CO2/m2/yr Water management - rainwater harvesting reduces mains water consumption by 75% Materials - recycled content of the construction (by value) will be at least 22% Climate impact – design for predicted weather conditions years 2020 and 2050 Structure - thermal mass assists heating and cooling. Concrete has reduced cement content for a lower environmental impact Cardiff University did a Post Occupancy Evaluation of The Hive, and this was presented to the Energy Institute as an example of exemplary best practice. Report published in CIBSE.
- Laura
- Sarah What does all this mean in practice for service delivery?
- Sarah Impressive stats, in terms of visits, borrowing and satisfaction. Other stats: Open 13½ hours every day, 95 hours a week 300,000 visits to Explore the Past 112,000 different people have used the People's Network computers, of which (according to the latest MyPC report) there are 220. 8th most-visited location in CIPFA's 2016/2017 Public Library Statistics with 725,630 visits Third-highest issues total (800,547) in CIPFA's 2016/2017 Public Library Statistics 20,642 school visits (includes outreach activities off-site)
- Sarah Now 8th most visited library, see stats slide. Loads of positive feedback from surveys, feedback cards, visitors, etc. Public satisfaction remains really high; uni satisfaction has gone up steadily since opening (still some niggles) Painting a success story BUT it’s not without challenges. Broader context. Seeing a trend in which visits are falling, which is something we want to address. Important for both partners. National importance of public libraries, cuts to funding, staff, etc – want to be a beacon of what a library can be as a community hub. Similarly for unis, libraries can be seen as very expensive real estate. Our VC is champion of the Hive but still need to continue to demonstrate its impact and value Uni growing – course profile is changing (law, biomedicine, medical school in the pipeline) (full uni since 2005 and full research degree awarding powers since 2010) and student numbers constantly rising; increasing researcher community; students as consumers, increasing expectations, etc Context sets challenge for next 5 years
- Sarah How do we meet these challenges? About staying true to our vision and values whilst ensuring we’re able to meet these challenges Premise of the Hive is that it’s a partnership. Within that, developing more partnerships, thru our events programme – talk about in a moment. Get people in and interacting with wider range of services Growth. Lots to take into account here, from stock to study space, balancing and assessing needs of courses, new students, and wider public audience. For example, ensuring stock roughly 50/50, monitoring cross-borrowing (e.g. History). Looking at study spaces – how many PCs and how many study spaces? Students BYOD, but some public members need library for computer access, esp as more services move online; where can we add study spaces and what kind do they need? (booking meeting rooms exclusively for students during key periods of the year; bringing in Nooks; experimenting with space booking by students/for study which previously not possible – how does this work for all users? Revenue streams, etc A tricky one – we do loads of surveys/have many feedback avenues. Uni surveys (NSS/CES/PRES/PTES, CMCs etc), customer feedback cards, customer voice (WCC wide). Reviewing what we do, looking at what we are evaluating, where are we just replicating work, what are we counting – WHY? What are our success criteria? How do we show impact? We haven’t cracked this one yet!
- Sarah Coming back to events/partnerships, events are various and eclectic – means to draw people into the Hive and from there use our other services. Thinking about how we make this more strategic, maximise success, ensure strands of activity – help to address declining visits Shop window for the uni within the community – very community focused institution, and very valuable given current backlash against the sector and “experts”. For example, images of research, exhibitions of student illustration work. Study Happy programme – student focused but also outreach tool and means of students delivering skills
- Sarah Examples of partnership working in events delivery – parliament day in particular. Schools, IOE, etc
- Sarah Relying on input, much more than just librarians, employ very special people. Picky about our volunteers as well as our staff Staff = best asset we have. Ask them to undertake a huge amount, e.g. from Bounce & Rhyme, to supporting first time computer users, to students finding reading list materials for assignment. All with same customer service focus that we pride ourselves on
- Sarah
- Laura – key priorities established; Health & Well-Being, Schools & Education, Business, Culture & Heritage. Building on success, defining future success criteria, awareness of the political environment, changes. New partners, new delivery models, library outcomes.
- Laura Value for money, changing shape of politics, libraries at forefront, library as social hub, new people to come in, changing service delivery, customer focus, establishing what the future will look like.