The revision of the Library Strategy identifies a high-level strategic plan
which will inform the Library's development over the next five years.
The Library Strategy is informed by ten key objectives. These
- Learning and Teaching Support (paras. 13-25)
- Research Support (paras. 26-64)
- Supporting the Student Experience (paras. 65-85)
- E-Strategy Development (paras. 86-94)
- Widening Access and Participation (paras. 95-99)
- Fundraising Activities (paras. 100-104)
- Partnerships (paras. 105-112)
- Developing Library Services' Profile outside UCL (paras. 113-122)
- Continuing Staff Development (paras. 123-129)
- Planning, Resourcing and Communication (paras. 130-135)
The document identifies three key priorities in terms of its
strategy - the:
- Need for a radical refurbishment of existing library estate
- Urgency in identifying a solution to the Library's role as a long-term
archive of paper-based materials for learning, teaching and research
- Identification of an E-Strategy to underpin all the Library's e-developments,
particularly in relation to E-Learning
Library Services will prepare an annual Operational Plan, which
will set out how the ten Key Objectives of the Library Strategy will be delivered.
Periodic reports on the Library's progress in implementing the
Library Strategy will be presented to Library Committee.
||PerStor Co-Operative Library Periodicals Store, an M25-led project to
look at possibilities for regional collaborative storage of low-use journals
||Online catalogue for the members of Consortium of Research Libraries (CURL)
||Continuing Professional Development
||Consortium of Research Libraries
||Education and Information Support Division
||UCL's online library catalogue
||UCL's library management system
||Higher Education joint with National Health Service
||International Coalition of Library Consortia
||Investors in People
||Catalogue of 150 member academic libraries in the London area
||Joint Information Systems Committee
||Ligue des Bibliothèques Européennes de Recherche
||National Health Service
||Website offering single entry point to a range of services
||Research Assessment Exercise
||Research Libraries Group
||Research Libraries Network
||Society of College, National and University Libraries
||London part of a project working on Securing a Hybrid Environment for Research, Preservation and Access
||Specific, Measurable, Achievable, Realistic, Time-related targets
||Science, Technology and Medicine
||Serials Union Catalogue for the UK
||Virtual Learning Environment
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1. To support UCL as a global university, committed to excellence
in research, learning, teaching and access; and to provide a clear strategic
direction which will enable Library Services to deliver this Vision.
2. To provide an information infrastructure to enable UCL's
research to be world class.
3. To offer a student experience which supports UCL's global outreach.
4. To develop library and information professionals who are innovative and
can offer leadership to UCL and to the national/international library community.
5. The new Library Strategy is being developed in the context
of important changes to the nature of UK Higher Education and must take account
of these developments.
6. The Library Strategy should, as a matter of course, be aligned with all
existing and future UCL strategies and policies. The most important of these
- President's and Provost's White Paper for the Future of UCL
- Institutional Learning and Teaching Strategy
- International Strategy
- European Strategy
- Estates Strategy
- Information Strategy
- Information Technology Strategy
- Widening Participation Strategy
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7. The development of the Research Libraries Network (RLN)
will have a major impact on the Mission of Library Services nationally and
internationally. UK research libraries will receive strategic direction from
the RLN, and the RLN will have influence over new funding streams.
8. The development of the University of London's own Information
Strategy will itself impact on UCL's provision for research (see http://www.ucl.ac.uk/library/uolstrat.shtml).
9. The changing role of the British Library (BL) will also
influence the way provision for UK researchers will develop, particularly
as it seeks to align its document delivery and archiving role with that of
10. The nature and expectations of the student body are changing
as the real costs of their education become more transparent and as they
bear an increasing proportion of these costs themselves. Part-time study,
short courses and Distance Learning are becoming more prevalent in UK Higher
11. Rapid developments in Information Technology, e-Learning
and the offerings of global Information providers provide a dynamic context
with which the whole of UCL must engage vigorously to enhance its role as
a global university.
The objectives of the Library Strategy
12. The Library Strategy is informed by ten key objectives.
1. Learning and Teaching Support (paras. 13-25)
2. Research Support (paras. 26-64)
3. Supporting the Student Experience (paras. 65-85)
4. E-Strategy Development (paras. 86-94)
5. Widening Access and Participation (paras. 95-99)
6. Fundraising Activities (paras. 100-104)
7. Partnerships (paras. 105-112)
8. Developing Library Services' Profile outside UCL (paras. 113-122)
9. Continuing Staff Development (paras. 123-129)
10. Planning, Resourcing and Communication (paras. 130-135)
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Objective 1: Learning and Teaching Support
13. Library Services is, and will continue to be, the main
source of information provision for students at UCL on taught courses. As
such, UCL must strive to be (as far as possible) self-sufficient in terms
of providing for the needs of all taught course students up to taught Masters'
14. The development of a revised Collection Management policy
(see http://www.ucl.ac.uk/library/cmp.shtml) has enabled the Library to identify
current needs from colleagues in academic Departments in terms of taught
course provision. This policy will be kept under continuous review to reflect
the changing emphases of UCL's academic provision and recruitment of students.
15. The paper-based collections housed in Library Services
are one of the assets of UCL. Library Services will continue to develop these
collections to support academic Departments in delivering the curriculum
16. A major development within UCL has been the rollout of
a campus-wide Virtual Learning Environment (VLE). Library Services is already
an established user of this technology. It will continue to develop its partnership
with academic departments to utilize this technology where academic departments
use the VLE to support their delivery of the curriculum.
17. The Library will further develop the Teaching and Learning
Support Section within Library Services with new staff and services to support
UCL's emerging E-Learning strategies.
18. The expected delivery of a blanket digital licence by
the Copyright Licensing Agency in 2005 will remove a significant impediment
to the construction of digital readings and study packs for taught course
provision and enable UCL to move forward in this area with confidence.
19. With growing support from academic Departments, Library
Services will seek to digitize the Teaching Collections housed in Library
Services. The results of this work will be evaluated and plans for future
The Self-Service Library
20. Library Services will continue to expand the concept of
the ‘Self-Service' Library within the UCL family of libraries to allow
users the greatest flexibility in the way they interact with information
resources and library professionals. New services will be introduced to support
this form of outreach.
21. Conservation of paper materials is fundamental to the
ability of the Library to deliver taught course support to students.
22. In this context, Library Services will review its expenditure
on this budget head and draw up an explicit Conservation Strategy for paper
materials, to guide its spending and priorities.
23. Library Services holds rare books, manuscripts and archives
of enormous academic value, which are comparatively little used by academic
departments in their teaching.
24. Library Services will draw up an explicit Strategy for
embedding Special Collections materials in taught courses in UCL.
25. The Library will also review its own arrangements for
maximizing synergies between Special Collections and Subject/Site Librarians
within Library Services.
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Objective 2: Research Support
26. Library Services is committed to supporting UCL's research
activities as a university of global significance in terms of its research
outputs and partnerships.
27. In terms of Science, Technology and Medicine, provision
will be made by Library Services in partnership with academic Departments
and will usually be in e-formats.
28. For Arts, Humanities and many areas of Social Science,
Library Services will continue to enhance its own collecting activities in
paper, which is the overwhelming format for the delivery of research materials
in these disciplines.
29. UCL will continue to look to other libraries in London
to enhance its own provision, particularly the libraries of the University
of London Research Library Services and the British Library. In the University
of London, this will build on the strong academic links between UCL's academic
departments and the Institutes of the School of Advanced Study.
30. Library Services will continue to contribute its records
to COPAC (see http://www.copac.ac.uk), which will form the hub of a national
Union Catalogue of Books, to Union List of Serials for the University of
London (see http://www.inform25.ac.uk/ULS/) and to the new SUNCAT, the national
Union Listing of Serials. Records in UCL's local catalogue eUCLid will continue
to be available as part of the regional Inform25 (see http://www.inform25.ac.uk/)
distributed catalogue. In this way, Library Services will heighten UCL's
profile in regional, national and international contexts.
31. In terms of eUCLid, Library Services will introduce Authority
Control into its public catalogue, to enable researchers to locate materials
32. The Library will also undertake a study on introducing
script-based cataloguing into eUCLid for non-Roman scripts, thus supporting
UCL's international outreach to researchers across the globe.
33. The Library will build on the revision of its Strategy
for The Catalogue of the Future (see http://www.ucl.ac.uk/library/retro.shtml)
and identify funding to retrospectively convert card catalogue records outside
eUCLid into machine-readable form.
34. A Cataloguing Policy Committee will be formed to establish
and agree common standards and procedures for cataloguing and metadata UCL-wide.
35. In terms of its collecting activities, the research strengths
of UCL Library Services are laid down in the Collection Management policy
36. In the context of the Research Libraries Network, Library
Services will continue to develop agreements in Collaborative Collection
Management with libraries who hold cognate collections in identified subject
areas, or with the British Library as the UK's national library.
37. UCL's custodianship of such collections is a significant
attraction for overseas researchers and academics to use Library Services
and to initiate a longer-term relationship with the institution.
38. Such collaborative agreements will only be made where
the interests of UCL's researchers are served in this way.
39. Much of this development work will be through collaborative
projects, on a regional, national and international basis.
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40. In the context of both the RLN, the developing role of
the British Library in the legal deposit of e-materials under copyright,
and commercial providers, Library Services must examine its role as a paper
and electronic archive and identify the correct role for itself which will
support research, learning and teaching at UCL.
41. In terms of digital curation, this work will be led by
the Library's Preservation Officer who, building on international good practice,
will identify the role for UCL Library Services in this area.
42. The Library's Store at Wickford has expansion space for
6 more years' growth of paper materials, after which it will be full.
43. The problem of lack of storage space is not unique to
UCL. Indeed, it is common to all research libraries in the United Kingdom.
44. As an urgent priority, research libraries and the British
Library are working together to identify future responsibilities for archiving
e- and paper products. In the former case, this work is being undertaken
in collaboration with the JISC's Journals Working Group.
45. Two projects are studying the potential for collaborative
storage solutions - one led by Consortium of Research Libraries (CURL), including the British Library, and a
regional project led by the M25 Consortium called COOLPerStor. These studies
are looking at options for collaborative storage of low-use journals and
the results will have a major influence on UCL's future development.
46. Once the results of the studies are known, Library Services
will identify whether to seek additional storage space at Wickford, or whether
to collaborate on storage solutions with other research libraries.
47. It is imperative that UCL identifies a longer-term solution
to its storage problems in the next three years, to allow time for plans
to be implemented before the Wickford Store is full.
48. Such solutions as are identified will not come without
costs, which must be factored into the Library's future budget round each
49. Library Services will digitize discrete collections of
its materials to support research and will bid to external funders to achieve
50. Library Services will note international work being undertaken
to identify standards for digitization activity and ensure that its own work
is aligned with this body of knowledge.
51. Given the growing offerings from commercial providers,
digitization of rare or unique materials held locally will be the priority
for such work in UCL - especially if they are of importance to research or
to the university's public image.
52. The collections of rare books, manuscripts and archives
are under-used as a research resource in UCL.
53. Library Services will seek to embed use of the materials
in research provision through the compilation of a Strategy to address this
54. The Library will also review its own arrangements for
maximizing synergies between Special Collections and Subject/Site Librarians
within Library Services.
55. A Preservation Policy has been compiled by Library Services
which outlines the context
in which preservation activities are undertaken by the Library.
56. The Preservation Policy will be reviewed, to address more
explicitly issues around the digital curation of the Library's e-resources.
57. The Library will develop and publish an explicit Strategy
for Preservation, showing how the aims and objectives of the policy will
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E-Prints and E-Theses
58. Library Services is leading pan-London developments through
its leadership of the SHERPA-LEAP consortium (London E-Prints Access Project),
testing alternative forms of dissemination for research output.
59. The E-Print repository at http://discovery.ucl.ac.uk is
a showcase for UCL's research, both nationally and internationally.
60. Future development work on E-prints will seek to align
this work with UCL's Research Publications database and its institutional
61. In collaboration with the Registry, Library Services will
establish an E-Theses service alongside its E-Prints work, where the digital
version of approved research theses will be made available in an Open Access
62. This work will be aligned with national work on E-Theses
in the UK and with developments in Europe.
63. Library Services will also assess the role of its repository
as a long-term digital store to house, and curate, UCL's research, learning
and teaching objects.
64. The Library will compile a Strategy for the future development
of its e-repositories.
Objective 3: Supporting the Student Experience
65. Changes in the UK Higher Education environment have led
to an increased emphasis on the quality of the student experience. This is
important as it is a major driver in students developing a lifelong relationship
with UCL. Library Services must seek to enhance and add value to such an
66. Library Services will identify service standards for all
its core services to users and measure its performance against these targets.
67. There is an urgent need to refurbish significant parts
of the Library's estate and the Library will revise its Estates Strategy
(see http://www.ucl.ac.uk/library/estates_strat.shtml) to accomplish this.
68. The creation of the Panopticon, a new building for SSEES
and enlarged buildings/spaces for library collections at the Faculty of the
Built Environment, the Department of Human Communications Science, the creation
of a joint HE/NHS Library at Stanmore, the creation of new library spaces
for the libraries of the Institute of Laryngology and the Royal National
Institute for the Deaf, and the fusion of the stock of the Boldero into the
Cruciform Library represent important opportunities to improve the physical
environment for learning and teaching in UCL.
69. The complete refurbishment of the Main Library in the
Wilkins Building and the Science Library in the DMS Watson Building are urgent
priorities, since neither was purpose-built as a Library.
70. The Library will seek to build on improvements to the
ground floor of the Science Library by looking for extra space once the Petrie
Museum has moved to the Panopticon, and for adding extra floors on top of,
and around, the existing Science Library building.
71. Phase 1 of the refurbishment of the library spaces in
the Wilkins Building is already underway.
72. Library Services will work with academic departments to
ensure that library estate is developed with the needs of the curriculum
in mind, e.g. whether to provide group study spaces, the introduction of
increased connectivity to individual work spaces in Library Services, and
the provision of quiet study space for users.
73. The Library must gain further open-access space for its
collections and services in the main quadrangle as this is a service highly
prized by users.
74. The complete refurbishment of the Main Library is a major
plank of The Campaign for UCL and is a priority in terms of fundraising with
the Development and Corporate Communications Office.
75. The Provost, the Library Committee and Director of Library
Services will keep under review the need for a new, single-site Library for
UCL. Such a review will consider specifically the possibilities of suitable
Information Skills training
76. Library Services has taken a lead in UCL in using the
VLE to deliver Information Skills training to UCL students.
77. In the Medical School, for example, such training by the
Library is embedded as part of the curriculum.
78. The Library's outreach in this area will continue and
the Library will produce a costed Strategy for extending such programmes
to all academic Departments in UCL.
79. Through the excellence of its research collections and
public services, Library Services can help attract overseas students to UCL
as a place to study.
80. Library Services will continue to advertise its strengths
in these areas through its own publicity materials and through UCL's recruitment
The changing profile of student recruitment
81. As UCL extends its recruitment of students at postgraduate
level, Library Services should be represented in fora where such decisions
82. An increase in the number of taught postgraduates, or
in students undertaking part-time study, will have a dramatic effect on the
nature of library provision, from the numbers and range of core texts purchased
to the services which the Library must offer to support such students. Library
Services will work in partnership with academic Departments to align its
provision with the changing profile of student recruitment.
83. Library Services has amongst its staff library professionals
with an impressive range of language skills. Such skills can be utilised
by UCL as it recruits home and international students and should increasingly
be utilised once students are in UCL for their course of study.
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84. To enhance the student experience, Library Services will
work with the Students Union to understand the needs of all students for
extended opening hours.
85. Bids will be made to UCL for funding to extend library
opening hours, noting developments in other London universities where such
extended hours are already available.
Objective 4: E-Strategy
86. Library Services has one of the best-developed electronic
libraries in any UK university. Given the dispersed nature of UCL's academic
provision, e-delivery to the desktop is often the best way to support learning,
teaching and research.
87. Building on this success, the Library will develop an
E-Strategy to underpin the whole of its operations in the digital environment.
88. The Library's ability to deliver electronic services depends
on the provision of a robust computing infrastructure. Working with the Information
Strategy Committee, Information Systems and Media Resources, the Library
will lobby UCL to devote more resource to the development of a modern, sustainable
infrastructure for all UCL staff and students.
89. The Library will work with the Information Strategy Committee
(see http://www.ucl.ac.uk/eisd/strategy/ for UCL's Information Strategy)
to align the development of portals with existing tools to support learning,
teaching and research across UCL.
90. A major part of the Library's new E-Strategy will be to
identify to what extent Library Services can dispense with paper and rely
on electronic delivery only to support staff and students. In a large measure,
this is bound up with discussion on the future role of UCL Library Services
as an archive (see paras. 36-43).
91. The E-Strategy will explicitly address the feasibility
of the digital archiving of publications and the costs of doing so. It will
also seek to identify responsibilities for such archiving, which will often
be on a national or international basis.
92. The production of management information to support service
delivery is an area which Library Services needs to develop. Library Services
will review its internal business processes to ensure that it is recording
electronically the correct information in the most effective way.
93. Management information software, the Aleph Reporting Centre,
will be purchased from Ex Libris, the supplier of the Library's library management
system, to support this development.
94. A robust framework will be developed for identifying management
information needs in the Library to support the Library Strategy and the
Library's Operational Plan.
Objective 5: Widening Participation
95. Library Services has an important role to play in supporting
UCL's Strategy for Widening Participation.
96. The location of Special Collections in the Panopticon
will provide a prominent place for this library department to engage with
visitors to the building, and to engage in outreach activities to schools.
97. Reader Services will also continue to develop outreach
activity to visitors to UCL Library Services.
98. Library Services will seek full membership of all UCL
committees which deal with Widening Participation.
99. The Library will produce a costed Strategy for its Widening
Participation activities, which will be aligned with UCL's institutional
work in this area.
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Objective 6: Fundraising activities
100. The Library's work on fundraising activities will be
channelled through its new Fundraising Committee, which represents a partnership
between the Library and the Development and Corporate Communications Office.
101. A Strategy to set the aims and objectives of its fundraising
activities will be prepared and signed off by the Fundraising and Library
102. Fundraising is not an end in itself, and the objectives of the Library's
fundraising work should be dictated by its overall strategic aims and objectives
identified in the Library Strategy.
103. The same is true of project bids which the Library regularly
makes to external funding rounds.
104. The Library's principal activity in this area will be
to support an enhanced student experience through the complete refurbishment
of library spaces in UCL.
Objective 7: Partnerships
105. In the changing Higher Education environment in the UK,
it is impossible for Library Services to deliver its Mission alone. A key
factor in the Library being able to deliver its Library Strategy and Operational
Plan will be its ability to develop partnerships with libraries and library
organisations around the world.
106. The Library's key external partnerships are identified
at http://www.ucl.ac.uk/library/partners.shtml. These partnerships will be
reviewed by Library Services to ensure that they are linked to the objectives
of the Library Strategy.
107. Within UCL, Library Services will continue to develop
its partnerships with academic Departments, principally through its subject
librarianship structure, which UCL pioneered in introducing into the UK in
108. Library Services will continue to develop its major strategic
partnership with the National Health Service. All UCL's medical/health science
libraries are joint HE/NHS libraries and support the Mission of the National
Health Service in clinical practice, clinical governance, research and patient
109. Library Services has encapsulated its partnership working
with the NHS through the signing of a Service Level Agreement between UCL
and the NHS bodies with which UCL Library Services is associated.
110. Through the mechanism of the Service Level Agreement,
a Workplan will be identified to improve yet further levels of service, underpinned
by appropriate funding from the NHS.
111. In terms of support services, Library Services will further
develop partnership working with the departments in the Education and Information
Support Division. Regular termly meetings with EISD and the Directors of
each department will be held. A principal purpose of such meetings will be
to identify opportunities for joint research and development to help UCL
deliver on its key institutional objectives.
112. New partnerships will be developed between Library Services and publishers/library
suppliers. The aim of such partnerships will be to identify opportunities
for research and development which will help Library Services deliver its
Library Strategy and Operational Plan.
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Objective 8: The Library's national and international profile
113. The development of the Library's national and international
profile must be securely linked to the Library Strategy and its Operational
114. The Library has an important role to play in supporting UCL's International
Strategy through helping to raise the profile of UCL as a global university.
115. Library Services will also identify its role in supporting
UCL as it embraces the Bologna process for undergraduate and postgraduate
degrees in Europe.
116. Library Services will also support international students
in UCL through developing guidance and support services, rooted where possible
in the linguistic expertise which the staff in Library Services can provide.
117. The Library will also seek to support UCL's students
who are studying abroad by identifying key library partnerships, which will
benefit UCL's students.
118. In terms of partnerships, CURL (the Consortium of Research
Libraries; see http://www.curl.ac.uk/) the global Research Libraries Group
(RLG; see http://www.rlg.org/) and LIBER (Ligue des Bibliothèques
Européennes de Recherche; see http://www.kb.dk/guests/intl/liber/)
are of importance in this respect.
119. The Library participates actively in the annual Fiesole
meetings of librarians and publishers, which seek to identify partnerships
to meet the needs of learners and researchers.
120. The ICOLC meetings (International Consortia Of Library
Consortia; see http://www.library.yale.edu/consortia/) are increasingly important
as a means whereby UCL Library Services can actively engage with publishers
over the escalating cost of book and journal provision, and the growing number
of alternative means of publication and dissemination.
121. Special Collections within the Library will seek Designation
status for the collections which it houses. Designation requires a strategic
vision which will enable the Library to reach the highest standards of care
and promotion for its holdings, underlining the national importance of UCL's
collections for research, learning and teaching.
122. Library Services will benchmark itself against key global
universities, in line with UCL's International Strategy, in order to develop
its stock and services.
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Objective 9: Continuing Professional Development
123. The staff in Library Services are a great asset, whose
dedication and loyalty to the service are without question.
124. Through past work, Library Services considers itself
to be a training-led organization by virtue of the emphasis it places of
Continuing Professional Development (CPD).
125. In the electronic environment, UCL Library Services must
continue to skill and re-skill its staff to enable library colleagues to
act with confidence in the new digital world.
126. The Library's CPD Strategy (https://www.ucl.ac.uk/libnet/structure/policies/staff/
on the Library's Intranet) will be revised and regular Training Needs Analyses
on behalf of library staff will be performed.
127. The present structures for supporting CPD, through the Library Services
Staff Development Group, will be reviewed.
128. UCL's annual Staff Review process will continue to be
used by the Library as a means to identify skills and competencies within
the Library and to articulate individuals' training needs.
129. The Library will investigate Investors In People (IIP)
as a charter mark for the excellence of its staff training activities.
Objective 10: Planning, Resourcing and Communication
130. It is important that Library Services has input into
the development of all major UCL strategies and policies. The Library has
a presence on every UCL site where there is academic activity.
131. All planning in Library Services will henceforth be ‘joined
up'. There will be three distinct, but interlinked, levels of strategy and
- the Library Strategy, which will be reviewed every five years
- the Library's Operational Plan, which will develop annually to deliver the
objectives of the Library Strategy
- Library Group Work Plans, which will develop annually to deliver the Library's
annual Operational Plan
132. It is important that all library staff and Departmental
and Faculty Library Committees have an opportunity to have input into this
tripartite strategic and planning process.
133. Henceforth, all developments need to be costed and resources
assessed before change can be implemented.
134. At each level of the tripartite planning structure, there
need to be SMART targets against which progress can be measured.
135. The Library will re-institute an annual Report to Library
Committee, and so to UCL, where its progress against the objectives of the
Library Strategy and its Operational Plan will be measured.
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||Critical success factor
|Library Services represents Value for Money for UCL
||% of library budget spent on materials and staff monitored each year
||Benchmark Library's budget against SCONUL and Consortium of Research Libraries (CURL) figures
|Robustness of services
||Users are happy with services provided
||User attitudes assessed each year in web-based Library survey
|Quality of service
||Standards of service continue to rise
||Outputs/outcomes measured against Service Standards agreed by Library
|Library estate enlarged to meet expressed needs
||Amount of open access shelving has increased
||Monitor amount of open access shelving in terms of linear metres
|Library estate refurbished to a high standard
||Accommodation which meets the needs of researchers, taught-course students
and NHS users provided
||Compare library accommodation with European universities of similar standing
|Innovative nature of e-services
||E-Strategy developed which plots developments in UCL over the next 5
||Benchmark UCL's e-provision with global competitor universities
|Tensions over long-term role of Library as archive resolved
||Agreement reached nationally/regionally on archive responsibilities
||De-duplication of low-use STM paper journals becomes embedded
|Ever more highly skilled staff employed
||All staff are skilled to perform their roles with confidence
||Annual appraisal identifies opportunities for development
(P x S)
|Action to prevent/manage Risk
|Lack of leadership in Library Services
||Key members have a designated back up
|Lack of finance to support developments
||UCL eliminates budget deficits
|UCL technical infrastructure inadequate to support new developments
||UCL must invest in technical infrastructure as a priority
|Library estate cannot be enlarged/refurbished
||UCL must give highest priority to library developments
|External suppliers cease to trade
||Monitor scholarly communications developments to predict outcomes
|New raft of underpinning Library Policies and Strategies fail to materialize
||Library's senior management oversees production
|Library fails to recruit or retain skilled staff
||Library restructures posts to create opportunities
1 = Low
5 = High
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|Area of impact
||Nature of impact
|Provost, Library Committee and Director/Deputy Director of Library Services
||Assess need for new, single-site Library
||Time, space, money
|Director of Library Services
||Monitor implementation of Library Strategy and annual Operational Plan
|Library's Senior Management Team
||Oversee writing of new Policies and Strategies; and success of annual
|Library's Team Leaders and heads of sections/units
||Implement annual Operational Plan
||Time, space, money
|Vice-Provost (Academic and International)
||Oversee and advise on Library Services' delivery of new 5-year
|Other Vice-Provosts and Pro-Provosts
||Give advice to Library Services in their areas of expertise and responsibility
|Director of EISD and constituent Departments
||Advise Library Services on technical and pedagogic developments; and
provision of technical infrastructure which underpins Strategy
|Estates and Facilities
||Work as a partner with Library Services on estate developments
||Time, space, money
||Advise Library Services in their areas of expertise and responsibility
|Dean of Students
||Advise Library Services in his areas of responsibility and expertise
||Advise Library Services in his area of expertise
|Deans and Heads of Department
||Consultation with academic units will be constant over strategic issues
|Members of academic Departments
||Continuing advice over development of UCL's curriculum and research
||A partner with UCL Library Services over fundraising initiatives
||Increased workload in response to Library's emphasis on costed
planning in a UCL context
|UCL Students Union
||Consultation over library developments
|NHS Trusts and Strategic Health Authorities
||Increased workload as Library consults over SLA Workplan and bids for
||Time, space, money
Appendix 1: Library Services' Operational Plan
The Library's Annual Operational Plan
To be inserted.
This Plan will change annually as the Library moves to meet
the objectives set down in the Library Strategy. Groups' annual Work Plans
will be aligned with the Library's annual Operational Plan and the Library
The Operational Plan will be inserted following ratification
of the Library Strategy by Library Committee in 3rd Term 2005. It will contain
SMART targets and performance will be measured against targets. The Operational
Plan will be presented to the first meeting of Library Committee in the 2005/06
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Last modified 8 June 2005