This document provides a blueprint for developing a library research support strategy. It outlines key steps including finding out about your research community's needs, auditing current services, looking at best practices of other institutions, identifying gaps, upskilling staff, discovering the library's unique value proposition, promoting services, horizon scanning for changes, and responding agilely. The goal is to create a strategy that delivers the best research experience and fills needs not met elsewhere for a university's highly motivated but time-poor researchers across 70+ disciplines.
HMCS Max Bernays Pre-Deployment Brief (May 2024).pptx
Blueprint for Success: Building a Research Support Strategy
1. BLUEPRINT FOR SUCCESS
Claire Sewell
Research Support Skills Coordinator
Office of Scholarly Communication
Cambridge University Library
ces43@cam.ac.uk
@ces43
Developing a Library Research Support
Strategy
3. WHO IS THE CAMBRIDGE
RESEARCHER?
▪ Cover a vast range of subjects
▪ Highly motivated
▪ Expect the best experience
▪ Extremely time poor
4. CAMBRIDGE EXPERIENCE
OSC est. 2015
University Library &
Research Office
Growing team
Large Open Access team and
several specialist roles
Diverse user base
Researchers, librarians,
academics, support staff
6. FIND OUT ABOUT YOUR RESEARCH
COMMUNITY
▪ Who are they?
▪ What do they need from you?
▪ What do they want from you?
REMEMBER THAT THESE MAY
NOT BE THE SAME THING
7. AUDIT YOUR CURRENT SERVICES
▪ Assess how you are currently
supporting your researchers
▪ Which services are you offering?
▪ Create a map of current research
support
▪ Be very broad in your scope
8. LOOK AT WHAT OTHERS ARE
DOING
▪ Utilise your network
▪ Are there opportunities for
collaboration?
▪ Are there areas you can adapt?
▪ Align with your wider institutional
strategy
9. IDENTIFY THE GAPS
▪ What are the gaps between what
researchers want and what you are
offering?
▪ What are comparable institutions
doing that you are not doing?
▪ How can you fill these gaps?
10. UPSKILL YOUR STAFF
▪ Your staff are your most important
resource
▪ Look at local expertise
▫ Both within the library and outside
▪ Right people in the right roles
▫ Aptitude and skill
11. DISCOVER YOUR USP
▪ What can the library bring to
research support that no one else
can?
▪ How can you solve the problems of
your research community?
▪ How can you help your library
stand out?
12. SHOUT ABOUT IT!
▪ Tell your research community
▪ Tell your colleagues around the
institution
▪ Tell those at other libraries
▪ Tell everyone!
13. HORIZON SCAN
▪ Keep up to date with the latest
changes
▪ What are the likely factors
influencing your services and your
users?
▪ How can you address these?
14. RESPOND TO CHANGE
Research support is a fast
moving area
= can be hard to plan
Many external influences
Adapt your strategy over
time
BE AGILE!
Presentation will look at some of the steps to take when building a research support strategy – something which is still quite new for a lot of academic libraries
Will include case study of the Cambridge experience and some of the lessons we have learnt along the way over the last three years
Background for those who don’t know about Cambridge libraries – it’s very complicated!
We have over 100 libraries in Cambridge ranging from the large legal deposit University Library (> 9 million items) to small, niche subject libraries
Each faculty/department has its own library, as does each college
Several institutions which are connected in some way with the university (e.g. Cambridge Assessment)
Each library has a role in supporting researchers (whether they realise it or not!) but this is a very diverse user base – each one with slightly different needs. What works for one will not work for another
Result is a very complex environment to try and tie together under one strategy
When building a research support strategy it’s obviously important to know who it is that you’re supporting
This was one of the first things we did in the OSC – looked at who the Cambridge researcher actually is
Did a lot of in-depth work on this but it doesn’t have to be this extensive
Researchers at Cambridge are covering a vast range of subjects – anything from astronomy to zoology. This means we need to provide the full range of research support to people studying vastly different things – this can impact things like the terminology we use
Can’t pretend that the reputation of the university isn’t a factor
They are very highly motivated – they WANT that research degree from Cambridge
Because it’s Cambridge they expect the very best of everything, including support for their research. Puts a lot of pressure on us when we are still finding our feet in this area
Like every other researcher they are extremely time poor. As well as the demands of their degree they now have all these extras to comply with (OA, data sharing, REF) and all they hear are multiple voices telling them different things
As research support we get a limited number of chances to give them our message(s) before they switch off so we need to make the most of it
Background to the OSC
Established in January 2015 as a joint initiative between the University Library and the University Research Strategy Office
Aims to support researchers in undertaking projects and sharing the results
Recognised that researchers are (becoming) the primary audience for an academic library
Team started small but has grown to a large department with most of the team dedicated to OA
Serve a diverse user base including researchers, academics, support staff and the 400+ librarians at Cambridge
Many ways to talk about how to build a strategy
Perhaps the best way is to share some of the steps we have taken at Cambridge to develop a strategy from the ground up (still a work in progress)
Will look at how to make the most of what you do have and how to develop what you don’t
Already touched on the first step – get to know the community you are supporting
Something we did as an important first step at Cambridge
Even if you think you know them – look again
Who are your researchers? What are they like? How do they work? What are their lives like? All of these factors can influence which services you offer and how you do this
Think about what the community needs from you – what are the fundamental things the library can help them with? How can the library contribute to their experience?
Think about what the community want from you – this may not be the same as what they need. We need to frame our messages carefully to avoid alienating researchers. You might know they need to hear a certain message but they may not be receptive at this point
Find out if these differences exist and what they are = solid basis for the rest of your plan
Once you know who you’re supporting you need to think about how you are already doing this
Look at the services currently available – what are you already doing?
Create a map of your current offering – how does this fit together, is there any overlap in services, how are things connected?
Be broad in what you include in this analysis – you may find that you are already doing more than you think
When we started assessing the landscape at Cambridge we found lots of little pockets of research support already happening. We never would have known if we hadn’t looked
Avoided treading on toes
Were able to incorporate this and build a more cohesive service – still a work a progress!
Once you have a better idea of what you’re offering look around and see what others are doing
Use your networks – talk to people and you will be surprised what you can find out
Talking to others can provide opportunities to collaborate on projects/services or adapt ideas from those working in similar places
Cambridge has a lot of interaction with our counterparts at Oxford – similar complex library system, similar burden of expectation
Look at other departments within your institution – you don’t want to reinvent the wheel if things are happening already
Important to align with the wider institutional strategy
If you’re lucky research support is already on there but if not then you may have to use powers of persuasion
If research support strategy is linked to achieving wider institutional goals this is key to achieving your objectives
When you know who you are supporting, what you’re doing and what others are doing you can start to identify gaps
Look at the gaps between what researchers want and what you currently can or are offering
WANT is used specifically here – this is where knowing what they want from you comes in handy
Look at the gap between what you are doing and what comparable institutions are doing
Important to focus on institutions like yours to avoid over/under reaching
Who has a similar user base/service level to you
When you have a list of gaps you can start planning how you could fill them = forms the basis of your strategy
Prioritise according to factors such as importance and resource level
The most important step = to make your strategy work you need to make sure you have the right staff with the right skills
Staff are your most important resource and they need to be factored into any strategy
Look at the local expertise you have available to you
You may be surprised
Do people within your department have skills/knowledge in this area?
Don’t restrict yourself to the library – there are others in your wider institution you could partner with to deliver or teach skills = good collaboration opportunity
Make sure you have the right people in the right roles
Working in research support is as much about attitude and aptitude as skills (which can be taught)
Hire people with the right attitude for this work e.g. comfortable with change
Don’t forget about so-called legacy staff – they may not realise they can do this work as there are barriers such as terminology but they need to be encouraged
Staff need to be on board with any strategy to make it a success
Research support can be scary and intimidating if you are not used to it but library staff at all levels have a lot of knowledge and experience – it may just need to be drawn out
One thing that can help you to ensure the success of your strategy is to find out your unique selling point – what can the library bring to research support that no one else can? Is it the staff, their knowledge base or connections (to publishers, wider institution, academic networks)
How can the library solve the problems of your research community?
You know your users and how best to meet your needs
Leverage this knowledge
This is where the previous steps start to pay off
How can you make the library stand out? Research support is a complex area with lots of people competing for attention – how can you ensure that your support stands out?
With this in mind it’s a good idea to tell people what you’re doing!
Tell your target audience
It’s good to provide research support but your research community need to know that you’re doing it
Library is not always the place they automatically look for help with this
Need to reach out to colleagues within the institution
They may be able to pass on the message/reinforce through their contact with researchers
Also helps to ensure a consistent message. Something we have struggled with is mixed messages coming from multiple sources. Reaching out with a consistent message has helped this
Talk to other libraries about what you’re doing
Still an emerging area and sharing best practice is both useful and a good way to get feedback. We try to make everything open – including our strategy. Helps us to practice openness, demonstrate how we support the university, stick to it and acts as advertising
Basically – tell everyone!
Work out how you can address these changes as a library and help your research community to stay informed – can really help to build your research support brand
Important to look forward when developing strategy
Can be proactive instead of reactive
Often isn’t time to be reactive
Fast paced environment = can be hard to keep up
Horizon scanning can help you to anticipate the services your research community are likely to need and then you can be there offering these at the point of need
Will there be a change in the REF requirements or funder policies?
Is there a local change which could influence practice?
Working out how to address these changes helps to build your research support brand
Brings us to the final point = make sure that you and your strategy are responsive to change
Strategy should be a living document – not just put in a drawer and forgotten about. Will need to be adapted
This is a fast moving area which can make it hard to plan but that doesn’t mean you get away with not doing it
Have struggled with this at Cambridge. Everything changes so fast it can be hard to know where you are. You have just finished implementing a change and something changes again. Keeping the strategy open helps us to respond as we know people are looking – we try and respond even if it’s just a blog post outlining our position
Many internal and external influences over your service – you will need to learn to adapt your service accordingly
We have regular away days and other conversations to make sure we’re staying up to date – team effort to collaborate and talk about strategy – helps the team to stay informed
IMPORTANT TO BE AGILE IN RESEARCH SUPPORT – BE THE RESEARCH SUPPORT CHAMELEON!
This is not a sector where you can stand still for long but that’s what makes it exciting, challenging and fun!