2023 demonstrate a significant increase in student satisfaction levels with the Library Service at Ulster. Ulster achieved an 89 per cent satisfaction rate (83 per cent in 2022). This was above the sector average of 86 per cent and above the Northern Ireland Average of 88 per cent.
It is clear however that the post-pan- demic operating environment has accelerated and accentuated student behaviours which were evident in the pre-COVID period. There has been a sub- stantial increase in demand for access to the virtual library and electronic resourc- es to support any time any place access to information. However, library space has remained important to students and demand for space remains high. Demand for access to fixed PC provision has dropped with a considerable num- ber of students electing to use portable devices, either their own or the library laptop lending service. The balance between space to accommodate fixed provision and space to use a portable device will be reviewed in partnership with colleagues in the Digital Services Team to ensure the most appropriate balance of service provision. The most significant issue to emerge post occupancy relates to the health and wellbeing of students with an increase in reasonable adjustment requests relating to neurodiversity. There is a require- ment for practical adjustments to library learning spaces to promote a positive learning experience and address library anxiety. In the incoming year I intend to work with partnership with colleagues in the Student Wellbeing and the Students’ Union to review library space with a view to taking initiative-taking action in this respect.
Building for the future:
Workforce planning The greatest asset of any Library Service is the staff team who deliver and mediate the service to students. The merger of two campus libraries and a reprofiling of the library service to deliver against new strategic priorities necessitated a review of the current staff structure and library service delivery model.
An organisation design review process was initiated in early 2022. A library-wide consultation process commenced with a series of staff work- shops. The consultation process was values-led, based on the institutional values of integrity, inclusivity, collabo- ration and enhancing the potential for all staff to succeed in their roles. It was clear from the consultation
process that a new service paradigm was required to modernise service delivery at Ulster and build a sustainable future for the service and its staff. A new target
September 2024
The project has a two-year life span and is a prototype for future approaches to organisational redesign at Ulster. The introduction of a new staff struc- ture and new ways of working to deliver “One Library Service” has had a significant impact on staff. For example, the Faculty Support Team has been redesignated as the Academic Engagement Team with a focus on building connections and relationships through the delivery of a campus -based subject service, with responsibility for the oversight of the quality of the subject service on a specific campus. A new role of Head of Academic Engagement has been created to take the lead on develop- ing pedagogic approaches to learning and teaching and further integrate the subject service into the curriculum design process through the development of positive col- laborations and partnership with academic colleagues.
Coleraine Campus.
operating model of One Library Service was to be implemented to streamline and improve service delivery across the three Library sites. The new delivery model would typify that identified by Sheila Corrall of moving from a “transactional to a relational model of service delivery” to embed the Academic Library Service as a trusted partner to “define, design, develop and deliver interventions to enhance research and learning”.
This new approach has an intentional focus on the development of collaborative relationships both internally within and across teams and externally with academ- ics and other stakeholders.
The business case for restructuring was approved in November 2022 and was focused on providing a library infrastruc- ture to deliver operational excellence, enable the potential of a sector-leading, quality enhanced library service and provide an outstanding experience for stakeholders.
Given the scale and scope of the change that was required, a library-wide Trans- formation Project was established to incorporate workforce planning and new workstreams associated with implemen- tation of the new target operating model.
As a first step, role orientation was conducted on a team-by-team basis for all members of staff. This process provided space for team leaders to introduce new ways of working and for staff to share feedback on the proposals. A revised Delegation of Authority framework has been introduced to empower staff in their respective roles and the early introduction of a Staff Forum has given staff a voice in service improvement. The ability to take a flexible and agile approach to service delivery has become essential. The new structure was launched on 31 January 2024. To date, recruitment to professional roles has been challenging with a general lack of mobility of profes- sional staff across the HE sector. We have just completed year one of the Transformation Project and completed an end of year review. Whilst much has been achieved, there is much still to do, we are a work in progress. With many of the building blocks now in place, the new academic year will see a renewed focus on staff development and on career develop- ment pathways.
I recently re-visited an article from CILIP’s magazine in 2005, the article was an interview with the incoming CILIP President, Debby Shorley, a former Uni- versity Librarian at Ulster. I was struck by her words: “We should also remember what we are here for – information, access to knowledge, to help people lead better lives. It’s up to us to demonstrate we know what we are doing, that we have a role. We owe it to ourselves and to those we serve , to exploit this to the full”. Let us bear this in mind as we prepare ourselves for the many challenges that lie ahead. IP
l Corrall, S. (2023) Alignment, collabo- ration, and the social turn: Our agenda for the relational library. New Review of Academic Librarianship, 29 (1), 1-10.
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