The Pro-Vice-Provost’s View
By Paul Ayris, on 14 August 2018
Library Strategy 2015-18: how did we do?
The Library Strategy 2015-18 formally ends in August 2018. In it, we set ourselves 94 goals to be delivered by the end of the Strategy period. How did we perform against our objectives? Our aim was to complete 90% of the Actions during the Strategy period. Here is an analysis of what we actually achieved.
There were 6 Key Performance Areas (KPA):
- User experience
- Staff, equality and diversity
- Finance, management information & value for money
- Systems and processes
- Sustainable estate
- Communication, Open Access & outreach
The results were as follows:
Done = Action performed
Green = Action not completed in Strategy period, but fully expected to be completed in the coming months
Amber = Difficulties meant that the desired Action could not be fully completed
Red = Difficulties meant that Action was impossible to complete
Taking the Done and Green Actions together, this means that 95% of the Action lines in the Implementation Plans for the 6 KPAs have been delivered.
There are many, many fine achievements to record. Speaking personally, let me highlight just one which has been particularly successful.
Sustainable Estate Action 5:
We will continue to seek opportunities to develop new learning spaces. Library will benchmark provision against international competition.
£1.4M additional funding agreed for learning space projects in summer 2018. In total, an additional 534 study spaces were opened during 2016-17 across UCL Library Services, mostly completed in summer 2017. Ratio of students:seat will be better than the Russell Group average after the New Student Centre opens in early 2019.
This is a tremendous outcome. The 2018 NSS results for UCL were recently published. Q19 is: The library resources (e.g. books, online services and learning spaces) have supported my learning well. The level of satisfaction expressed by UCL students was 85%, up 2% on last year’s score. One of the reasons for this is undoubtedly the increase in learning space provision which the Library can offer. And we hope that this improvement will continue into 2019, when the New Student Centre opens in February with 1,000 new digitally-enabled learning spaces.
There are many narratives like this that can be constructed to illustrate the tremendous work that all members of Library staff have done to deliver the 2015-18 Strategy. I have enjoyed attending departmental and team meetings, along with colleagues, to discuss strategic directions. The feedback and suggestions we have received are excellent and we will take note of them as the new Strategy is developed in detail. I thank you for your contribution and look forward to working with you all in the new Strategy period, once the new Library Strategy is signed off by Library Committee in the autumn term.
Pro-Vice-Provost (UCL Library Services)
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