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Appraisal information – Update from January 2022

By Jennifer L Brown, on 7 January 2022

As per previous communications Library Services commenced its appraisal window on 1st December. You may however have seen from the UCL News on 16th December that UCL has now made changes to the appraisal process. If you have started or completed any appraisals prior to this blog you do not need to adopt for these the changes that will be outlined below until the next appraisal round, January to April 2023.

Appraisal Window

Library Services will be adopting UCL’s recommendation that we move to an appraisal window of January to April. Library appraisals should therefore be completed by the end of April 2022.

Appraisal form 

One of two appraisals forms can be used depending upon the role of the appraisee:

Developmental Conversations

The Developmental conversations approach allows for two-way conversation to take place which can enhance the appraisal experience through meaningful goal setting and personal development when using the UCL Appraisal form.

Further information can be found by visiting the guidance and e-learning for Developmental Conversations.

Appraisal Targets

There are four parts to setting Goals, the content of which needs to be agreed between the appraiser and appraisee.

  • Deliver your departments/division’s priorities – UCL recommends 3 goals in this area.
  • Discover your potential – UCL recommends 1 goal for this area.
  • Defer/Discontinue activities that hinder you from achieving your role’s purpose and focus – UCL recommend 1 goal if relevant.
  • Demonstrate how you work effectively – UCL recommends 1 goal.

Further details about goal setting can be found on the UCL HR webpage.

Training

It is advisable that Appraisers familiarise themselves with the UCL Appraisal Policy and complete the following training:

How to manage the appraisal documentation 

  1. The Appraiser and Appraisee should keep a signed copy of the appraisal document, in a confidential file/location, until the subsequent appraisal, when the document should be disposed of confidentially. (If the appraisee leaves the organisation, the paperwork should be disposed of confidentially at that time.)
  2. If revisions to the job description have been agreed during the appraisal process, please send an electronic copy to Library HR at lib-hrteam@ucl.ac.uk.
  3. Managers should record the completion of the appraisal on MyHR using the instructions that can be found via the UCL Knowledge Centre, under “MyHR Manager Self Service” – “My team employment information” – “Create employee performance appraisal“.

LibNet has been updated with the relevant information.

Appraisal window December 2021 to March 2022

By Jennifer L Brown, on 24 November 2021

From 1st December we will enter our new Appraisal Window, we would like to reconfirm some communication from the last cycle.  

Appraisal form  

Due to the ongoing impact of Covid-19, colleagues in Library Services are asked to continue with the abridged version of the UCL appraisal form, which can be found at https://www.ucl.ac.uk/human-resources/sites/human-resources/files/appraisal_review_and_development_scheme_short-form.docx . 

 

Appraisals and Covid-19

The position remains that the appraisal write-up should include acknowledgement of any agreed adjustments to objectives, workload or working patterns, for individual members of staff. Where a barrier, such as the impact of COVID-19 or lockdown, may have impacted on an individual’s ability to meet agreed objectives from the previous year, it should not impact negatively on the individual in terms of demonstrating good performance over the past year. Nor should their revised working pattern/workload create a barrier to any learning and development opportunities which have been identified as part of the appraisal process. 

 

How to manage the appraisal documentation 

1. The Appraiser and Appraisee should keep a signed copy of the appraisal document, in a confidential file/location, until the subsequent appraisal, when the document should be disposed of confidentially. (If the appraisee leaves the organisation, the paperwork should be disposed of confidentially at that time.) 

2. If revisions to the job description have been agreed during the appraisal process, please send an electronic copy to Library HR at lib-hrteam@ucl.ac.uk. 

The Libnet appraisals page has been updated with information about the abridged appraisals process: https://www.ucl.ac.uk/libnet/hr/learning-and-development/appraisals.

Developmental Conversations

The Developmental conversations approach allows for two-way conversation to take place which can enhance the appraisal experience through meaningful goal setting and personal development.

Further information can be found by visiting https://www.ucl.ac.uk/human-resources/learning-development/learning-academy/developmental-conversations .

The recommended Developmental Conversations training module is available for staff to complete via https://www.ucl.ac.uk/staff-training/enroll.php?code=ODDC .

Appraisal Targets

In line with the Library Equality, Diversity and Inclusion Action plan, all staff are required to have a target of engaging or undertaking at least one Equality, Diversity and Inclusion associated activity or event in the 2021/2022 academic session. For example contributing content to the Library Equality Diversity and Inclusion (EDI) newsletter, engagement in wellbeing initiatives, attending a training session or team building exercises using the theme of EDI.

When developing the targets, consideration should also be given to the UCL Ways of Working and the indicators relating to the grade of the post that the employee holds.

 

4 dimensional (4D) goal setting:

UCL has introduced a goal setting framework based upon the following principles:

  • Discover my potential – 1 goal required

  • Deliver my role and alignment to UCL’s strategy – 3 goals required

  • Defer/Discontinue activities that hinder me from achieving my role’s purpose and focus

  • Demonstrate UCL’s way of working – 1 goal required

Further details about UCL’s 4 dimensional approach to goal setting can be found here.

Training

Please ensure you review training completed in the past year and that any mandatory refresher training is set as a training objective. https://www.ucl.ac.uk/human-resources/learning-development/mandatory-learning

There are 9 core mandatory courses:

GDPR refresher course  completion required every two years.

Mandatory training for Managers

Managers should complete UCL recruitment essentials  before participating upon recruitment panels.

UCL has a vast amount of training available for staff which can be found by visiting the Learning Academy.

 

UCL Press Textbook webinar- Oct 27th, 2-3pm

By Alison Fox, on 14 October 2021

Join UCL Press during open access week to find out more about their new open access textbook programme and how UCL academics can get involved.

Date: Wednesday October 27th
Time: 2pm
Sign up: https://ucl.zoom.us/webinar/register/WN_SvPKEH_JTv2ziahZTCMmEA

The debate over access and affordability of eTextbooks is high on the agenda for many institutional libraries and publishers and many are calling for an open access solution.
In response, UCL Press is currently developing a new programme of open access textbooks, for undergraduate and postgraduate courses and modules, across disciplines. The new textbook programme will be the first OA textbook list in the UK and builds on the success of the Press’s publishing output and the significant increase in requirements for digital resources, in a changing teaching and learning environment. The programme offers the Press an opportunity to showcase and promote teaching excellence across a broad range of fields and contribute to the open culture UCL is continuing to build.
In this webinar we will discuss in more depth, why and how UCL Press are creating their open access programme and the opportunities, practicalities, and benefits of committing to, publishing and disseminating home-grown textbooks.

We will also focus on other initiatives and projects from UCL and from around the world to provide a forum for lively discussion about open access textbooks and education resources more broadly.

We encourage you to join us to hearing more about this programme and other OA initiatives.

Sign up: https://ucl.zoom.us/webinar/register/WN_SvPKEH_JTv2ziahZTCMmEA

The Pro-Vice-Provost’s View

By Paul Ayris, on 30 March 2021

Strategic Operating Plan 2021-24

Every year, all academic support and Professional Service Departments are required to submit Strategic Operating Plans to deliver on their Strategy commitments. They also identify new developments which they would like to introduce. Academic Departments do the same.

The planning cycle is for 3 years and the Library has just submitted its strategic plan for 2021-4, which you can read here as Library Services SOP 2021-24.

What we have tried to do is to identify the many positive new services which we have introduced over the last 12 months and to build them into the Library’s daily work going forward. We have also looked at the Library’s traditional service offering and attempted to strengthen it. Inevitably, UCL will receive more bids for funding than there is money available. However, as the 10th best university in the world (according to the 2021 QS rankings), UCL is committed to further improve the Student Experience going forward. We hope for successful funding outcomes in the coming months.

Paul Ayris

(Pro-Vice-Provost, UCL Library Services & UCL Office for Open Science and Scholarship)

 

Appraisal Window December 2020 to March 2021

By Jennifer L Brown, on 16 December 2020

Decorative image

As we have entered our new Appraisal Window, we would like to bring to your attention some changes for the upcoming cycle.

Appraisal form

During the current Covid-19 pandemic, colleagues in Library Services are asked to complete the abridged version of the UCL appraisal form.

The new format dispenses with Parts A-C in favour of a single document.

Appraisals and Covid-19

This has not been a ‘normal’ year. UCL’s position is that the appraisal write-up should include acknowledgement of any agreed adjustments to objectives, workload or working patterns, for individual members of staff. Where a barrier, such as the impact of COVID-19 or lockdown, may have impacted on an individual’s ability to meet agreed objectives from the previous year, it should not impact negatively on the individual in terms of demonstrating good performance over the past year. Nor should their revised working pattern/workload create a barrier to any learning and development opportunities which have been identified as part of the appraisal process.

See more information about holding appraisals this year.

How to manage the appraisal documentation

 

  1. The Appraiser and Appraisee should keep a signed copy of the appraisal document, in a confidential file/location, until the subsequent appraisal, when the document should be disposed of confidentially. (If the appraisee leaves the organisation, the paperwork should be disposed of confidentially at that time.)
  2. If revisions to the job description have been agreed during the appraisal process, please send an electronic copy to Library HR at lib-hrteam@ucl.ac.uk.

The LibNet appraisals page has been updated with information about the abridged appraisals process.

Developmental Conversations

The Developmental conversations approach allows for two-way conversation to take place which can enhance the appraisal experience through meaningful goal setting and personal development.

Further information on developmental conversations is available.

The recommended Developmental Conversations training module is available for staff to complete.

Appraisal Targets

In line with the Library Equality, Diversity and Inclusion Action plan, all staff are required to have a target of engaging or undertaking at least one Equality, Diversity and Inclusion associated activity or event in the 2020/2021 academic session. For example contributing content to the Library Equality Diversity and Inclusion (EDI) newsletter, engagement in wellbeing initiatives, attending a training session or team building exercises using the theme of EDI.

A discussion should take place regarding the Library Strategy and targets that link to the Strategic Key Performance Action objectives.

When developing the targets, consideration should also be given to the UCL Ways of Working and the indicators relating to the grade of the post that the employee holds.

Diagram: Ways of Working

4 dimensional (4D) goal setting:

UCL has introduced a goal setting framework based upon the following principles:

  • Discover my potential – 1 goal required
  • Deliver my role and alignment to UCL’s strategy – 3 goals required
  • Defer/Discontinue activities that hinder me from achieving my role’s purpose and focus
  • Demonstrate UCL’s way of working – 1 goal required

Further details about UCL’s 4 dimensional approach to goal setting are online.

Training

Please ensure you review training completed in the past year and that any mandatory refresher training is set as a training objective.

There are 9 core mandatory courses:

GDPR refresher course completion required every two years.

Mandatory training for Managers

Managers should complete UCL recruitment essentials before participating upon recruitment panels.

UCL has a vast amount of training available for staff which can be found by visiting the Learning Academy.

The Pro-Vice-Provost’s View

By Paul Ayris, on 20 March 2020

An extraordinary week

Main Library stairs

I wanted to write at the end of what has been the most extraordinary and challenging week I can remember in my professional life. I am enormously proud of the way all colleagues have worked together to support our researchers, teaching staff and students. The Library’s covid-19 Working Group, chaired by Ben Meunier, has worked tirelessly to identify how the Library should best respond to the crisis which confronts us. They have been absolutely brilliant in giving their time and energy, beyond all reasonable expectations. And that goes for all members of staff in the Library, who have worked as part of the team, to deliver the best possible continuing support for the UCL community. I read and hear so many stories of contributions and effort beyond the call of duty – it makes me proud to be a member of this library community.

Now, we are beginning to settle into new patterns of working remotely and digitally. All our libraries, with the exception of the Student Centre, are closed for the foreseeable future. I have today been holding meetings and having chats with colleagues both via Microsoft Teams and via Skype. It’s a new way of working, and one that we will all get used to in the coming weeks. But I would stress the importance of physical and mental well being. The regular covid-19 updates, both from the Provost and from the Library, will give guidance and advice on this crucial matter. It is important that we still feel that we belong to a community which works and celebrates together. The crisis in our midst will pass and, together, we will emerge strong at the other end.

As we move to our new ways of working, I wanted to share one very positive piece of news which bodes well for the future.

From January this year, the Library has been undergoing an Internal Audit, performed by KPMG. The subject of the Audit is the way the Library has implemented and monitored the new Library Strategy. The UCL Library Services Report is due to go to UCL’s Audit Committee at the end of the month. I am proud and delighted to say that it gives the Library top marks for its work in Strategy development, implementation and monitoring. Its conclusion is ‘We have reviewed the processes around Library Services Strategy at University College London (“UCL”) and have reached an overall assessment of ‘significant assurance’ (green), which exceeds management’s expectation of ‘significant assurance with minor improvement opportunities’ (ambergreen)’. This is a fantastic result. The ‘management expectation’ was not mine, but senior managers’ in UCL. To have achieved full marks in this Audit is outstanding.

I take the result of the Audit as a sign of great things to come. The current covid-19 crisis is challenging, but we can and will come through it united as a team. The Audit result for the Library shows what a tremendous team we have and what great achievements we can make in the future in one of the greatest universities in the world.

Stay healthy and safe.

Paul Ayris

Pro-Vice-Provost (UCL Library Services)

 

The Pro-Vice-Provost’s View

By Paul Ayris, on 29 July 2019

Library Strategy update

2019 saw the adoption of a new Library Strategy by UCL Library Services. How is the Library faring in delivering on the 6 Key Performance Areas the Strategy contains? As Pro-Vice-Provost, I have compiled an analysis which I share with the many visitors who visit UCL Library Services, as well as with UCL committees such as UCL Library Committee. On Thursday 25 July, I had the honour to share the strategy with Mohammed Jassim, who was until recently Director of Mosul University Libraries in Iraq. His library system was desecrated by ISIS and his colleagues are facing building a new library structure and organisation from scratch. It was very humbling to hear about the current state of library services in Mosul.

Of the 6 Key Performance Areas (KPAs) in the Library Strategy, the most successful to date is undoubtedly the one on Sustainable Estate, where the opening of the Student Centre has already revolutionized the way students study in UCL. With 1104 learning spaces, managed by the Library, it is a major addition to the suite of library and learning spaces which UCL can offer. Under the User Experience KPA, the Library has also seen an increase in its 2019 NSS (National Student Survey) score to 86%, up 1% on the previous year. This is another step towards the target of 90% satisfaction that the Library aims to achieve amongst all third-year undergraduates surveyed.

Main Library stairs

The Library is also the first Division/Department in UCL to achieve Customer Service Excellence accreditation, passing in all 57 criteria at the first attempt – a very notable achievement and a fantastic confirmation of our wish to put the User at the centre of the library experience. The CSE Accreditation Report made particular mention of the contribution made by Library staff: “The staff appeared ‘passionate’ in meeting and exceeding customer expectations and clearly understand what was meant by customer service excellence. All staff appeared keen to deliver an excellent service to ensure Library Services was both ‘leading the way’ and exemplar for other library services. The assessor was also very impressed by the overall staff commitment such as their attention to detail, the desire to continually improve things and the professionalism displayed by them.” This statement is a great confirmation of the Library’s commitment to developing the skills of its staff in KPA2 – Staff, Equality, Diversity and Inclusion.

Every member of Library staff, through their professionalism and commitment, plays a really important role in delivering the Library Strategy and in making UCL one of the best universities anywhere in the world in which to study and do research.

Paul Ayris

Pro-Vice-Provost (UCL Library Services)

Library Customer Service Excellence (CSE) Champions shortlisted for Professional Services Awards 2019

By Benjamin Meunier, on 25 June 2019

The UCL Professional Services Conference took place yesterday (24 June) to celebrate the contribution staff make to UCL, showcasing the work we do,  working across multiple departments and carrying out various roles. As part of the Office of the Vice-Provost (Research), Library Services makes a strong contribution to the work of professional services across UCL. Library Services was invited to participate in the conference and a number of colleagues attended the event.

A highlight of the conference was the ceremony for the UCL Ways of Working Awards. Over 200 nominations were submitted from across UCL central professional services, Vice-Provost Offices and Faculties. Library Customer Service Excellence (CSE) Champions were shortlisted for an award: ‘Ways of Working – Team Contribution to Achieving our Mission’. In this category, staff nominated colleagues who “are striving towards UCL’s future, demonstrating vision, a sense of ownership and innovation in their work”. The nomination was shortlisted in recognition of the team’s work on Customer Services Excellence workshops, as detailed below. In a very competitive field, the award ultimately went to Student Support and Wellbeing.  Although there were 5 Library Services entries submitted, this was the only shortlisted nomination. Congratulations to the Library CSE Champions: Noreen Beecher, Breege Whiten, Gillian Mackenzie, Vicky Robertson!

CSE Champions: Noreen Beecher, Breege Whiten, Gillian Mackenzie, Vicky Robertson

This team demonstrated excellent collaboration, communication and shared learning in the way that they work together.

In line with the Library Services Strategy 2019-22 and CSE accreditation bid, the Champions initiated, researched, devised, and carried out customer service excellence workshops for fifteen teams, seventy staff, and resulting in sixty-two hours of training. This work was voluntary and included running workshops in evenings and Saturdays to make training inclusive.

About the Customer Service Excellence workshops

Breege, Noreen, Vicky and Gillian volunteered to become Customer Service Excellence (CSE) Champions to change the culture of Library Services, and to help work towards the CSE accreditation as outlined in the Library Services strategy. They created a series of workshops for frontline teams, working collaboratively to research and devise workshops which were initially rolled out to a number of day time teams. After these proved successful they evaluated and re-wrote the workshop to deliver to Evening/Weekend (E/W) frontline teams.

The team moved away from traditional training to engage staff, and so chose to devise practical, discussion based workshops, which included a team presentation on customer service. The workshops included discussions of CSE experiences, and feedback for the Library handbook and Service Charter.

This process has resulted in fifteen teams, seventy staff, and sixty hours of training. The workshops have been inclusive for E/W teams, making training available within their shift patterns. The feedback and enthusiasm has been excellent, and we have started to see a culture change in how we carry out CSE within Library Services. The CSE Champions have also collated a significant amount of feedback, data and evidence for Library Services to use in the CSE accreditation process.

Creating a supportive Customer Service environment 

The work is linked to the Library strategy of achieving CSE accreditation. The CSE Champions have been committed to engaging staff with CSE, across multiple teams, sites and working patterns. The workshops have created a culture change within Library services, and also included transferable skills for staff, from presenting to collaborative project work. Teams have found the presentations enjoyable, as they have been encouraged to use their creativity.

The workshops have brought together the E/W team who wouldn’t usually get the opportunity to work together, enabling them to work collaboratively and build relationships. It has also inspired other Library Staff to provide training for teams which don’t usually work in day time roles. The team have been supportive to other CSE Champions and colleagues, helping others to facilitate, so that those less confident can take part. This training has not only benefitted Library Services, by providing trained staff and evidence for the CSE accreditation, it has also benefitted library users.

Achieving our mission

As voluntary CSE Champions, Vicky, Gillian, Breege and Noreen are clear about why this work is important. The Library Strategy focuses on “ensuring an excellent customer experience”, and the department as a whole has set the goal of achieving CSE accreditation. On an individual level CSE is imperative for the library user. Our CSE affects how our customers use the library, and also the feedback we get through student surveys. This project was immensely ambitious as the work was carried out on top of usual roles, and outside of the team’s own working hours. It involved communication and liaison, to help staff engage with the process. Logistically it was ambitious as it took work organising cover so staff could attend sessions. Throughout the process the four CSE Champions have remained united in their own vision of what they wanted to achieve, and continue to work on CSE with other managers. The team also understand that gaining the accreditation means that they will need to carry on updating their training, to keep staff skills current, to train new staff, and to help with re-validation.

The innovative practice of devising workshops in CSE has enabled us to review our practices for frontline teams. The CSE Champions recognised that there was a need to re-evaluate and open up the discussion, and by rolling out this training they have started teams and individuals on this process of self-reflection, in relation to service provision. Our long term aim is to help achieve CSE accreditation, and to make sure that customer service is consistently excellent. These workshops have ‘kick-started’ this process through staff engagement, discussion and feedback. The workshops have also created evidence which Library Services can use for the accreditation process. While the goal is to achieve accreditation, the long term success will be measured by student feedback.

As Champions, the team took responsibility for delivering CSE engagement and culture change, within the accreditation time frame. They have worked towards this by having a clear remit and framework for the workshops. Communication between the four Champions has been essential, and running workshops in the evenings and weekends has helped to make team members feel included.

The effectiveness has been achieved through dedication, integrity, commitment, support, and by going above and beyond, to ensure all have equal access and a voice in how we shape our customer service.

Peter Dennison, Head of Customer Service, said:

“Well done to Gillian, Vicky, Breege and Noreen! This work illustrates our Library Services values and will make a difference in the Library’s work towards formally securing CSE accreditation.”

Find out more about the UCL Ways of Working: https://www.ucl.ac.uk/human-resources/policies-advice/ways-working.

Wellbeing Champions update: UCL LaSS Library

By Sharon A James, on 16 May 2019

Welcome to the first in a series of blogs that UCL Library Wellbeing Champions will be writing about the work, ideas and events that they have been involved in or created. This update highlights some of the initiatives Jon Siah and I have taken at the UCL Language and Speech Science Library since attending training in early 2018. This involved completing the one day Mental Health First Aid for HE course followed a few weeks later by a day of Health & Wellbeing Champion training. Since then, along with other Library Wellbeing Champions, we have also attended the UCL Wellbeing course Suicide: Spotting the Signs.

Therapy dog Indiana Bones qualifying as a Wellbeing Champion

As Wellbeing Champions we help UCL staff and students by using our listening skills and signposting relevant services or resources. We also regularly take part in Wellbeing meetings and events. For example, Jon and I helped facilitate two ‘Life, Work, Balance’ sessions at the Library Staff Conference in 2018 and I also created posters and distributed resources at the Marketplace Stall during the lunch period.

Jean and Yinka keeping cool at the 2018 Library Conference on Wellbeing

In the weeks beforehand I liaised with Library Finance to acquire funding for fans and then sourced and ordered them for the Marketplace Stall. These were distributed to conference attendees to help with their wellbeing over the course of a long and very hot day.

We also regularly update the LaSS Facebook and Twitter accounts with wellbeing information and have emailed Liblist with resources such as the Sleepio and Silvercloud apps. For LaSS staff, we held a fun Wellbeing Crafternoon at the end of last year using a craft pack ordered from Mind. At this Christmas-themed event, the team were able to relax and catch up with one another while creating handmade decorations for the library.

Photo from the Halloween Wellbeing walk

Another successful event was the Halloween Wellbeing walk arranged by Jon which started at Brunswick Square and ended at Gray’s Inn Walks with a large attendance of nearly 40 people from all over UCL.

Wellbeing Corner at LaSS 

Most recently we have developed a Wellbeing Corner in the LaSS reading room for library users. This features a noticeboard covered in information such as how to manage stress and exams and the contact details of the UCL Student Psychological and Counselling Services and Student Support and Wellbeing. In holders underneath we have placed helpful leaflets, a laminate with advice on how to cope with panic attacks, copies of a local walking map, and coloured pencils and home-made colouring books.

Wellbeing Corner also has a selection of newly purchased self-help books that include guidance on how to deal with anxiety, low self-esteem, OCD, eating disorders, depression and insomnia. We sourced these from a reading list originally created by Teaching & Learning Services for the School of Pharmacy’s Wellbeing section: http://readinglists.ucl.ac.uk/lists/B89CADDC-EEF1-9C7C-2991-E1BEA2F44BC0.html  As well as these books some additional ones were bought and we are hoping this new collection will be helpful for students and staff. Please feel free to come over and have a look at Wellbeing Corner and borrow the books.

At the moment LaSS Library is involved in the Wellbeing Steps Challenge despite our team being called (accurately in my case!) ‘On Our LaSS Legs’. If you’re taking part I hope you’re enjoying it and a big thank you to Laurie McNamee for doing the organising.

For those interested in reading more about the UCL Wellbeing Champion role please go to: https://www.ucl.ac.uk/human-resources/health-wellbeing/wellbeingucl/get-involved/become-wellbeing-champion

Pro-Vice-Provost’s View

By Paul Ayris, on 21 November 2018

UCL Library Services Strategic Operating Plan 2019-21

Every year, the Library is expected to issue a Strategic Operating Plan (SOP), drawing on the Library Strategy, which details what we will commit to deliver in the coming 3 years. The Strategic Operating Plan 2019-22 was duly submitted on Friday 16 November. Click on the link to read the whole document (43pp).

Every professional service, and every academic Faculty, has to submit a SOP each year. In this way, UCL can ensure that all the major activities undertaken across UCL are aligned with UCL 2034.  The Library SOP does not only acknowledge the importance of this institutional strategy. The new Library Strategy has also been very important in creating the framework for this strategic planning document. The new Library Strategy was approved by Library Committee earlier this term, following extensive consultation in the Library and across UCL, and will shortly be made available on the Library’s website.

There are 6 Key Performance Areas in the new Library Strategy and the SOP, and these are:

  • User Experience
  • Staffing, Equality, Diversity, and Inclusion
  • Finance and Management Information
  • Systems, Collections, and Processes
  • Sustainable Estate
  • Communication, Outreach, and Open Science

There are 73 Actions identified in the Implementation Plans for the Library Strategy and these will be delivered and monitored by KPA leaders through the new Library Strategy Committee. So 2019 will be an exciting time as we implement a fresh wave of activity. But perhaps the most significant action identified in the SOP is the opening of the Student Centre in February 2019. Here is the picture that I took today (21 November). 1,000 digitally-enabled learning spaces will transform the learning experience of UCL students based in Bloomsbury. It will also enable us to re-think some of our existing learning spaces after the new Student Centre comes online. The new SOP rightly highlights the impact that this major new building will make on the Library and on the 3,000,000+ visits to library spaces that already happen each year, making UCL one of the most heavily used academic libraries in the UK.

Please feel free to share any comments on the SOP and the new Library Strategy, once published, so that these can be shared with the Library Strategy Committee and elsewhere.

Paul Ayris

Pro-Vice-Provost (UCL Library Services)