Past, present and future…

The end of another Semester and we made it through with some success.
I always expect to feel really upbeat and giddily happy at the end of the semester / academic year whereas actually it is a mixture of relief and satisfaction for all we’ve achieved and the service we’ve provided and the students that we have helped and supported.
As we all know the days of the summer break in libraries / universities is very different to what it was and we start almost immediately thinking about what we need to plan for next September.

We started the year with the opening of the Learning Commons which has been a great success.  It has been popular with students and it has enabled us to showcase an example of the learning environment and service that we offer.


And now we are planning for our major refurbishment of the Library building.
Transforming Your Library
Transforming Your library

The enabling works have started and we have library books, journals and other stock are being relocated either offsite or to other floors of the building.  The Ground Floor of the library is closed and access to resources is by request at the Service Desk.
There has been a lot of work done this year regarding library collection management including weeding and rationalising of stock.

Our new Library Management System went live last June and the project was finished by the end of September.  We now have a Library Management Platform working group which took over from the Project Board where we discuss progress and developments to the system.  We’re also looking at what self-service circulation facility we could provide at our Orkney campus.

There have been quite a lot of changes to our IT helpdesk over the last year including a change to staffing and this will continue over the next few months.  This has given us a chance to make some changes to the operational procedures and also to look at short term and long term developments.  We have started to review our IT Helpdesk system and we hope to update this in the coming year.
Changes in staffing have also meant a change to the Service Desk Supervisors roles and much more integrated working between the IT Helpdesk and Library Service Desk – it is definitely a Service Desk now that can answer any sort of enquiry or issue.  We are continuing to work on staff training and upskilling to make sure that staff are confident to provide the help and support for students that is needed.

Communications have been a big part of the year with our blog posts and social media accounts being used on a daily basis to inform and promote a wide variety of topics.


A Week In The Life Of…. what’s changed 2010 – 2015? #altc

In the ALT Online Newsletter there is a feature ‘A Week in The Life Of…’
It is an interesting feature as it gives an insight into the daily working lives of the people involved in Learning Technologies and how diverse the roles can be. There has been a recent discussion on the ALT email list about Learning Technologist jobs and how they have changed and developed over the last 5-10 years – the ‘Week in the Life of…’ articles reflect this.  Two of the most recent posts have been by Fiona Harvey and by Sheila MacNeill who are both ALT Trustees and it is very interesting to read about their ‘day jobs’ and the work that they are involved in.
I wrote ‘A Week In The Life Of..’ in October 2010 and am now in the process of writing a 2015 version.  Much has changed in the 4.5 years – different job, different institution, FE to HE, more management, more strategic? In 2010 I was working as Head of Learning Resources at Middlesbrough College, now I’m Customer Services Manager, Information Services at Heriot Watt University.  It’s interesting to compare and reflect on the changes that have happened.  I’m glad that I still work in an area that concentrates very much on the student experience and how important that is for learning technologies and for education.

SCONUL Winter Conference 2014 #sconul2014

On Friday November 21st I attended the SCONUL Winter Conference 2014 which was held at the Royal College of Physicians, St Andrews Place, London.
It is the first time I have attended the SCONUL conference and it proved to be an interesting and informative day.
The conference was entitled ‘The Visible Library: Demonstrating our Value’ and the aim, according to the conference programme, was to  address the need ‘to define and articulate the value of the library to both internal and external stakeholders’.  The outputs from the discussions on the day will form a basis for a SCONUL advocacy toolkit.

The introduction and welcome was given by Liz Jolly, Chair of SCONUL and Director, Library & Information Services at Teesside University.

The keynote was given by Graham Henderson, Vice Chancellor of Teesside University

‘Opportunities & Challenges for the Modern Academic Library: A VC’s perspective.

It was a very interesting presentation and useful to hear a view about the purpose of academic libraries from a different perspective, from the perspective.  He talked about Teesside University and it’s role as the ‘Opportunity University’, the ‘can-do’ university driving enterprise.
He explained that the library needs to be a hub of the university and a place for all students to get work done.  It should be a triage point for all.  
So, what are the challenges:
1. To respond to the increasingly diverse support needs of a wide spectrum of users within a finite resource envelope (All users – UG, PG, graduate employability, non confident)
2. Copyright – equivalence for partner locations
3. Access to research
4. Balancing the cost of resources to support teaching and research without burden on teaching funding
5. Embracing social media as an asset not threat
6. Access to sufficient finance and resources to provide staff, space and resources (fewer books on shelves does not mean less resource but more)
There is a need to get more people to understand the changing role of academic librarians – therefore express in employability , research impact, retention.  Update the perceptions about libraries – they are about innovation in L&T and not just content.  He used the phrase ‘responsive repositioning’.
It is important to nurture the fact that the library is more than just ‘another support department’ -it has a critical role in academic processes.  I think this is an important point to note and a key message that needs to be communicated in a positive way.

The next session was crowd sourcing narratives – this was discussions in groups about the perceptions of Finance Directors, VCs, Academics of Librarians / Libraries.
I was in the Finance Directors group.  
The positive perceptions included:

Play according to the rules, evidence based, operational efficiency, good project management, corporate players, the library as student space, solution focused and pragmatic, strategic enablers.  
The negative perceptions included:
Do well in NSS so don’t need to invest, cost too much and rising (content, space, procurement practices) the view that ‘everything is free on internet’, different systems used for library as for finance.
Each of the tables in the group came up with much the same answers which is reassuring in one way but in another it means that there are common problems that haven’t been solved (if it is possible to do so?).
It was agreed that the perception is that libraries are good for engaging on open access.  Also an agreement that there is a need to put forward a business case in the right way, to align it to institutional strategies (not too parochial and don’t be too precious about library).  Finance Directors want resilience and financial robustness and a good business case.
This was a recurring theme throughout the day – the need to put forward the case for libraries in a language that can be understood by those you are communicating with, use their language and present the case in the terms that others understand and can align with their priorities.
After lunch there was a reflections session which brought together the ideas from the crowd sourcing sessions.  The SCONUL Chair and Strategy Group Chairs summarised the narratives and explained how these linked with the work that the groups were currently undertaking and future plans.
The positive perceptions were that libraries are an important part of the University’s brand and are valued as provide access to resources.  
The other points I picked up from this feedback and reflections session (and these are from my notes so not comprehensive)
Demonstrating our value – libraries are inspirational spaces from social to silent (I liked this)
Libraries have a good understanding of student behaviour 
But how do we make something visible when there is nothing wrong?
Reputational challenges
1.Cost of content 2. Copyright and licensing 3. Open access
SCONUL are having a content forum – ways to advocate the cost of content.  
Working with jisc collections etc. will produce a RDM briefing
User experience – concentrating on:
1. Graduate attributes 2. Supporting researchers 3. Supporting learning and teaching 4. Organisational skills and professionalism 5. Library space – is there a need for them these spaces to be anything other library spaces?
Shared services
1. Collaboration v competition between institutions. Need to give examples of shared services successes
Performance and quality
1. Data used appropriately for hard advocacy 2. SCONUL stats widely recognised – data is useful – how do we use that evidence base to build reputation 3. Use evidence for advocacy and to create strong business cases 4. Toolkit to help present business case 5. Link to jisc co-design
The next three sessions were based on case studies.
Margaret Weaver Head of LiSS University of Cumbria 
‘Leading for Value Added’
She explained that they had had feedback from staff that they wanted better communication so they planned and facilitated a strategic conversation between the library and the University leadership.  They prepared by producing a poster presentation to show what their team offered to university and it had to be data rich. They aimed to show their value, their corporate value as a service and to show how they deliver innovation in practice. They produced infographic style posters with performance data including research support, graduate employability, academic support, learning resources, personal development and recruitment and conversion.  
This was interesting as it was from a wider perspective i.e. as Student Services and Library and therefore may be easier to present more comprehensive evidence of the student experience.  Also the use of infographics to present data and information – sometimes you have to use different formats to present a case and a visual representation is effective.  We used infographics when I was at Middlesbrough College to demonstrate data and trends and found it engaging for students and staff. 
The next presentation was given by Andy Priestner, Information and Library Services Manager, Judge Business School, Cambridge.
He talked about using ‘Ethnography for Impact: new ways of exploring user experience in libraries’.
They decided to use ethnography in addition to surveys as surveys often have closed or leading questions and are self reporting – does this give an accurate picture of what students are doing in the library?
He explained about three ethnographic techniques that they have tried:
1. Behavioural mapping – map routes through library space, where students went, what they did.
Heat map. Desire lines. 
Most traffic going straight through – use ground floor in order to walk straight up to first floor
Users are quieter the fuller the space
 2. Show me round. Students guide us around the space.  This showed that some users are failing to access key services.  Workspaces – more desks and desk spaces.  2 tribes – upstairs and downstairs with different needs. Kiosk terminals – not popular
 3. Cognitive mapping
Students use different libraries for different purposes. Most people are regularly on the mover and use variety of research environments. Library services are complex so need to use ethnography
There is a link here to his presentation on Slideshare
And a link to the #UKAnthrolib blog
The next presentation was by Lorraine Beard, Head of Digital Technologies and Services, University of Manchester.  She talked about the Eureka student innovation challenge. 
Some of the projects that have come out of the partnership with students are a facility to reserve study spaces and click and collect book reservations.  
The things that were found difficult were: 
PC desk availability
Finding a book
Sharing reviews
Student well being. Sleep zones (yes, sleep zones in the library…)
The quick wins they have introduced 
Textbook rescue
Living plant project
Book trolleys
Ear plugs
Umbrella stands
There were some really interesting ideas and it was very much student experience focused.  It shows how difficult and different it is to see it from a student perspective when you are providing the service…
The final presentation was by Paul Farmer, Chief Executive of Mind
It was interesting to hear about how a charity such as Mind promotes itself and it’s cause and raises public awareness.  He said that it is important to concentrate and advocate the difference you’re making to people you are working with. In the case of Mind they were promoting it as much more important than just as a subset of NHS health. Should this be how we think of libraries – more important than just being a subset of the university?  There were some useful points about changing peoples perceptions and using the passions of those involved to create engagement and secure funding.
The main takeaways from the event for me were:
1. You have to use the ‘correct’ language for the situation and the audience
2. Presenting a business case is vital – it has to be robust and aligned to the institutional strategies
3. Academic libraries do lots of good things, they are valued – it’s not that they need to do anything different to the ways they are developing already – just need to engage and inform other people
4. Economy, effectiveness and efficiency are the important factors
5. Use the student experience – map developments and outcomes to it – e.g. “the library does ‘x’ and this leads to increased recruitment and retention”
6. Collect feedback – map behaviours – use data 

Customer Services Group UK Conference CSGUK2014 #csguk2014

The CSGUK Annual conference was held in London at the Magic Circle on Friday 14th November 2014.  The title of the conference was ‘What does excellence really look like? Tangible examples of quality in Customer Service’
The welcome and introduction was given by Erin Caseley, Chair of CSGUK.
The keynote speaker was Ian Creagh, Head of Administration and College Secretary, Kings College London. He talked about the organisational culture for award winning customer service.  
Culture is the climate and practices that exist in organisations including the subcultures.  These cultures and subcultures are fostered within teams and change over time.
Organisational cultures depend on:
1. Size of the organisation and how far it is spread worldwide
2. Technology – a new system can change how the culture operates
3. Diversity
4. Age – the age of institution and its history
It’s necessary to reflect on culture and subcultures in order to enable action in organisations and also to reflect on values.  Empowerment is vitally important – nothing gets done in organisations unless teams are empowered. 
He then talked about strategy and how it is difficult and takes time.  He gave the example of Apple in 90s where there was a need to cull manufacturing lines due to duplication and a waste of effort.  There was a need to remove barriers and obstacles and so choices were made.  
There should be a focus on market orientation rather than process orientation.  Universities tend to focus on the products that they think students want but instead should be market oriented. Market focused service delivery.  But market orientation means change – it’s necessary to change and be dynamic to respond to customers This gives us a link to our customers.
He went on to say that values really count – values, integrity and leadership behaviour. Take a value and look at what it means – to do this and not do this. 
Empowerment – this is difficult as Unis are hierarchical.  You have to think about clarity of direction and the team who are going to deliver need to be involved in creating the strategy. It is important to have a rewards system and celebrate the successes.  Also to be able to try new things without blame if they fail.  An interesting point that Ian mentioned was ‘conflict tolerance’ – permission to conflict so that improvement can take place.  
Kings College initiatives were mentioned – CSE and ‘fit for kings’.  A world class services for a world class university.  The quality of service we give to our customers begins with the quality of service we give to each other.  ‘Real Talk’ Kings Future transformation programme – facilitating conversations about strategies and change. It is necessary to talk about things that count – identify issues – go through issues in a constructive way and move through it. 

The next presentation was ‘Compliance Plus’ Culture presented by the Libraries Customer Service Team Kings College.  
There were 6 members of their team represented.  Their Customer Service Manager explained how you have to empower staff to make decisions.  There has been a shift in culture from process focused to customer focused  – to be ‘Responsive, inclusive, knowledgeable, friendly’. They have a Team Plan which provides a clear vision and roadmap (which they talk about all the time). Everyone is working towards the same aims and objectives and there is an opportunity for all staff to be involved.  
One of their Senior Library Assistants talked about ‘Freedom in a framework’ which means they have the freedom to make decisions.  Staff are responsible for decision making based on the ethos of being responsible and providing a consistent and fair service ‘What can we do to say yes?’  They, as staff, are empowered to do what they think is right, to use their initiative in a no blame culture.  There are guidelines rather than rules and they do what they think is right within the framework. The Team Plan gives objectives, expectations and opportunities.
Their Library Shelver spoke about how everyone matters and they are empowered to contribute. There is an expectation on all staff and they are trusted. 
The Library Operations Manager explained about the shared vision and the values and commitment to change.  The focus on customer service experience.  The team goals are embedded in PDRs. Their recruitment processes focuses on recruiting for personal qualities.  The advert text is self filtering and they conduct competency based interviews.  The interviews include role play to assess  for customer service skills and there is a behaviours matrix for probation.

One of their newer Library Assistants also spoke to give an insight into how he had found the recruitment and induction process and the positive approach to new members of staff.

The next presentation was by Judith Andrews from Birmingham City University and was about 
Customer Journey Mapping (CJM) for Excellence

The purpose of CJM is to map the journey and identify key processes that the customer encounters. It is important for CSE, in order to enhance services from a customer point of view and also to collect information.
They had spent a lot of time and put a lot of work into the development of CJM methodology.  They are a multi-campus University so need to apply processes consistently.  They built on business process mapping (trained by Talis) and introduced the customer element.  They used a flow chart of a process and then introduced the customer with the effect of reducing the negative flow of the process. Judith explained the way that they had introduced CJM – initial training sessions with senior staff including scenarios.  Then introduced to Senior Library Assistants. They then moved to a swim lane mapping approach followed by a public trial of the methodology with Weslink.  Then it was rolled out to frontline staff.

They mapped everything eg self service reservation, borrowing laptops.  Issues were identified and actions taken to address them. Individual appraisal objectives were given to senior staff so that they owned the process and then the training was enhanced.

How to map a customer journey:
1. Produce a scenario
2. Brief staff how it works
3. Then have to let the staff member or student get on and fill in a template. They walk through the process . Then results come back and use flip chart and post its to show problems or issues. Then produce ideal map and this produces the actions. They also include the emotions – how do users feel if they are using your service?
It is important to work with students because “we can’t be 18 again or unlearn what we know about libraries”. They set up two pilots with students to test the CJM methodology.  They learned how the student researchers applied the methodology.  The projects confirmed the value of mapping with customers.  
Staff were involved by carrying out the initial mapping and it raised awareness of the problems encountered by students.  Staff were involved in the development of scenarios.  The outcomes of the student projects were shared and involved in creating action plans. Staff continue to lead student CJM.
Benefits of CJM:
It helps with planning 
Looking at it from student view perspective leads to reduction in complexity. 
Remember need to validate – don’t use just a small sample of students.
Introduce concept of ‘super mappers’
Emotions – valuable as shows impact of service and changes on users.
Can use results of CJM for library Learning and Teaching Team. 

The next presentation was by Lynn Sykes from the University of Sheffield about the Thelma Award.
Some of the elements that counted towards the awards were:
Investment in Study Spaces
National Fairground archive – showzam
Digital Leadership Alma Primo
The Thelma bid was a cross service bid and involved lots of staff.  Customer Services have streamlined processes – requests, variable loan, auto renewals. Variable loans – the length of loan depends on the level of usage – it’s a week loan unless someone else has requested it then it becomes a two day loan. Books move round quickly which is essential and staff need to be flexible as they work at more than one site, more than one job, in more than one team.   
They have knowledgeable staff  who facilitate efficient referral at the Helpdesk including telephone, email and social media enquiries.  There are service desks at each site for face to face enquiries. There is efficient enquiry management and queries are logged and referred systematically. 
Lynn explained how they have standard answers for questions which are in a searchable word document based on a google site and searchable database. Everything that is requested is recalled, everything else is auto renewed.  There are no fines but if the item is not returned then the account is blocked (this is the library account not IT account)
The next presentation was by Jenny Share from Leeds Beckett University.  
Customer Service Excellence –  Making it Real.
They have achieved CSE for the whole university which is impressive.  
The University had a new strategic plan in 2010 which aimed to promote and embed a customer focused culture.  A  KPI was set to achieve CSE by 2015. The first step was to identify customer groups eg potential students, current students, alumni, staff. Then research best practice.  Followed by a gap analysis which helped  with the identification of next steps and quick wins.  A crucial step was to engage staff.  It was difficult to engage academic staff but was helped by the fact that communications about CSE came from vice chancellor.  Then they concentrated on process improvements The applicant experience, student inductions, fees, financial and student debt advice.  Then graduation and leaving the university.   Staff recruitment and CRM.   Other initiatives were  – mystery shoppers, communications guidance – what’s your view feedback scheme.
The accreditation process involved the selection of an assessment body and building a relationship with assessor.  Pre-assessment visit, then desk based review of the evidence and then the actual assessment. They used a lot of real examples of current practice and planned events to do so.
CSE makes a difference in the following ways:
Cultural – institutional pride and celebratory culture
Reputational – of the University
Practical – enhanced customer experience, better understanding of customer service, better business process work, skills development, genuine learning from assessment, support for other initiatives – helped to evidence
Strategic – keeping CSE alive, continuous improvement
The workshop that I went to was a CJM workshop and was useful as a discussion forum and to look at the practicalities of how you would take a topic and try to map the process.  I talked to some delegates from University of Hull and they gave me some useful feedback about things they have implemented in their library including the room booking system
The final presentation was by Shepway District Council – Karen Everett – Customer Services Manager.
It was useful to hear about CSE in a non-library setting.  She explained how it is important to understand the customer journey.  They used customer focus groups and mystery shoppers.  The feedback from mystery shoppers went to the focus group.  It enabled better relations between teams and services and staff were involved in all processes.  Their service is based on triage when people come into building so they are dealt with promptly and directed efficiently.  Complaints are dealt with consistently.  
All in all it was a great day – extremely useful and informative.
My main takeaways from the day were:
1. To achieve CSE you need to have staff on board and they have to be positive and engaged
2. Different institutions have different cultures and subcultures and you have to take these into account and develop them to succeed
2. You need to plan ahead – there is a lot of work involved
3. Involve your customers – become customer focused not process focused
The venue, the Magic Circle, was interesting and appealing and, as you would expect, all the delegates were friendly and happy to exchange knowledge and experiences.

Do you know the impact of your service? Customer Services Practitioners Group #CSPG #Libraries

Last week I attended an event ‘Do you know the impact of your service?’ at University of West of Scotland, Ayr Campus.  It was organised by the Customer Services Practitioners Group which consists of people who work in University Libraries / Information Services.
The keynote/discussion was delivered by Gordon Hunt, Director of Planning & Management Information Services at the University of the West of Scotland and entitled Odious Comparisons? The value, use and abuse of league tables and national surveys.
It was a very interesting presentation and and highlighted many aspects of university league tables and student surveys that everyone is aware of and form an important part of the activities that we do.  In advance everyone was asked to look at their
 institution’s league table position on the following websites plus your institutions NSS results.  

The Times one seems to be the one that has most impact, that most people look at.  
Gordon made the point that different Universities have different priorities and focus on different aspects but these are not reflected in the way that the league tables are constructed.  e.g. UWS have a strong widening access programme and have a below average entry tariff.  League tables don’t recognise HNDs and there is a conflict between the entry tariff and widening access.  
Any improvements take time to manifest – it’s cumulative and it takes time but sometimes you have to convince senior management that the improvements that you’re making will impact on the position in the league table.  It is also possible that when you improve, you increase points in the table but don’t go up places.
Institutions use peer grouping to compare and benchmark with similar universities to address the problem that you’re not comparing like with like eg UWS v Edinburgh.  There is no scope to explain the background.  
It’s possible to use other statistics such as Unistats with Key Information Sets
As far as the NSS is concerned….well it’s a ‘blunt instrument’ and the library question is almost meaningless.  It’s based on what we think students value.
But it is what we’ve got and we have to make sure that we get the best results from it as possible. Participation is a challenge and each year, at each institution, various persuasive methods are used in order to encourage students to respond.  I think we tread the line between survey fatigue and putting other more useful surveys or feedback on hold so that they don’t distract from the NSS.

There is also the NSSE National Survey of Student Engagement which is focused on student engagement.
We then had a discussion in groups to talk about league tables:  
Do they reflect your reality?
What impact do they have?
Should we ignore them?
And surveys: NSS
Does it reflect your reality?
What would you change?
Some points that were raised were:
How do you know why or what makes you go up or down.
QS star ratings – how valid is a rating you pay for
International Student Barometer – unrealistic expectations by students?
The first of a series of case study presentations of the day was by Marion Kelt, Senior Librarian: Digital Development & Information Literacy, Glasgow Caledonian University
Making an impact through information skills SMILE @GCU.

This was a very good and informative presentation about SMILE@GCU an information and digital literacy training package for students.  Marion explained how it was created and the information brought together into units that the students could work through.  She talked about the need for qualitative feedback from staff and students as well as usage statistics.  I was interested to hear about her use of Google forms for feedback as this is something that I have been using for a variety of purposes.  
There is also a mobile version of smile called smirk 🙂

The next presentation was also about information skills and was by Marion Kennedy and Catherine Ure who are Subject Librarians where I work at Heriot-Watt University. 
Making an impact through information skills Power Hours @ Heriot-Watt
They explained that the Power Hours are about a variety of topics and delivered by staff across the University as well as in the Information Services.  They are advertised in a variety of ways including leaflets and handouts, the website and via social media.
The impact is measured by attendance statistics and by anecdotal evidence.  There is a feedback form at the end of each session which is analysed. 94% of participants agree /strongly agree that the Power Hours are useful to studies and research.  This evidence is used to raise the profile of the sessions.  Staff direct students to the sessions, academic staff request tailored sessions and also academics deliver some sessions.  

The next two sessions were case studies based around Making an impact through space.
Firstly Margaret Buchan, Associate Director of Library Services, Robert Gordon University spoke about the new library at RGU.  She explained what they used to do and how they had planned in advance to do things differently when they moved to ‘The Tower’.  There was no room for a traditional service / issue desk so they have a welcome desk instead which is staffed by reception staff.  The reception staff were recruited for customer service skills not library skills experience.  There are library staff on each of the other floors to help students on that floor and they communicate with staff in different areas via wireless headsets.  There is no space for group study areas but they do have some provision for groups in another building.
An interesting aspect was that the staff area is ‘hot desking’ and this seemed to work well for them.

The next speaker was Laurence Bebbington, Acting University Librarian & Director, University of Aberdeen.  He explained the concept of the Aberdeen Library with flexible spaces that are technology rich.  It is a building of architectural merit with public spaces and a very impressive atrium.  There is one dewey sequence throughout the library and plenty of study spaces with power and data on desks.  There is a strong emphasis on self service including self collection of reservations.  

The impact is that there has been a great increase in visits by UGs,  PGs,  staff,  academics and researchers as well as visitors and the wider community.

During lunchtime there was an opportunity to look round the library.  It is a very nice building and some great group study rooms.

The first session of the afternoon was a presentation by Graham Stone, Information Resources Manager/Senior Research Fellow, University of Huddersfield Library analytics: understanding impact and value.  
It was a very interesting talk and I have read about the work that has been done on these projects.  (My notes don’t reflect how useful and informative the talk was).
Graham talked about how library data has been used at Huddersfield to improve existing services and how library data is ‘linked’ to student attainment.  They found that there is a statistical significance between the final grade achieved, number of books borrowed and number of times e-resources were accessed.
In phase 2 of the project they are looking at library data and student demographics, discipline, retention, on/off campus and the breadth and depth of e resource usage.  They are also looking at library usage by age and by country of domicile and how this affects retention.  Does the depth and breadth of the library collection have impact on attainment?  Non usage of library resources could indicate disengagement with workload and lack of performance.
Analytics are becoming a strategic priority within libraries / information services / universities.
Their current project is Jisc LAMP
They are looking for benefits of scale with future work and a shared library analytics service.  Analytics dashboards and engines are the way forward with compelling visualisations.

The final two presentations were about Making an impact through resources.   Robbie Ireland, University of Glasgow talked about Reading lists @Glasgow. 

The reading list system is based on Talis Aspire and he used an evidence based case for adoption.  ‘Reading list as teaching tool’.  The background to the change was that they had a  paper system for print books but a move to eresources needed an online system.  The aim was to improve the relationship with academics, and not make the idea / implementation too library oriented.  There was a focus on academics meeting the needs of students.  

Then Lisa Haddow, Team Manager, Library Liaison & Development and Valerie Wells, Senior Subject Librarian, University of Stirling talked about Resource Lists @Stirling.  Again they use Talis Aspire but the lists, and all the work, is done by the library staff.  Students have dynamic up to date accurate lists.  The list appears in the Blackboard course (as a resources list ).  Academic staff don’t have to manage the resource list but get statistics to show usage. The librarians use the list as a means of showing library resource usage and effectiveness. Their information strategy expects more than 80% of modules to have resources lists.  

Should it be compulsory for items to be on reading lists? 

The whole day was great and I very much enjoyed it.  It is organised by Dilys Young (Librarian and Assistant Director, University of Strathclyde) and Sonya Campbell (Customer Service Development Manager, GCU) who ensure that there are interesting speakers and well facilitated discussions.  The pace of the event was quite fast, as there was lots to talk about and do, which suits me well. The last event in Edinburgh was also a very useful day and the attendees are all interesting and easy to talk to – great networking opportunities.  If you are a library / information services person in Scotland, interested in customer services, i would recommend joining the group and attending an event.