 Y ADN—so many acronyms for this afternoon— is the longest standing is the way I would describe it, the originator of the RLUK Networks, and by the time I finish speaking, you'll realise that it's the model on which the others have been developed. So, clearly, it worked, whoever's brainchild it was, got it right... when they set it up. Although it's very similar to the other networks, it's also a bit different. The ADN doesn't relate specifically to the delivery of a specific strand of the current strategy or indeed previous strategies, seeing as it's old. It addresses the themes which run throughout all of our UK strategies in terms of focusing on the leadership skills that we need to deliver. a bod yn fawr i gyd, a fawr i deallwch yn dobiol. Mae'n teimlo iawn rhaid i'r ffordd maen nhw i'r wylltau sydd iawn i'r cyfrifiadau ar y stedlaeth bryd, ar y dychydig i'r cyfrifiadau. Mae ffiriw interfiadol ar y ddechrau i gyn dysgu'r newydd, mae'n ddigwydd o wneud i fynd o'rfachoedd perthesion gweld o'r dda, o datblygu o gyrwch y ddefnod i'r gweithasol, a'r dod yn tyfu o'r cyfrifiadau, mae'r heddiw ac yn ddweithrwng sydd yn cael ei ddweud ei achosol i gweithio. Mae'r cymhwysau o'r cyfnodd yn dod i'r busnes yng Nghymru, yn gyfnodd y strategi, a'r angen i fflaenio o'r angen i'r cwmfrens, a'r angen i panhwg ar amser i'u cwmwys â'r angen i'r angen i'r cael eu cyfnodd. Mae'r angen i'r angen i'r angen i'r cwmwys, Not just to the members. A couple of examples to illustrate this point. So accession planning is working. In the past year a lot of people have left the group. One way or the other, we'll come back to that later as well. Or that sounded really sinister. That statement will become clear later. So we've had lots of members progress to director roles. And in terms of returning on the investment in the group, another example of us paying back I guess, is a group of ADN members planned last night's reception up in the reading room which I hope lots of you enjoyed as much as I did. So I won't go through the practicalities. Two conveners who served two years meet blah blah blah lots of support from the y Dechreu, yw'r Cyngor a'r Cyngor. Felly, yn y ddweud o'r CSN, Ystyried Sreibhau Cyngor, mae'r unrhyw o'r ddyliadau amddangos. Gwyl, dyna'r ddechrau o'r tîm yn ystwyffio ffyrdd yma. Felly, mae'n meddwl ddim ar y cyfraddol y dychwyn i'r ddechrau o'r ddegtyl Llyfrerae, ond ydych chi'n adon nhw, ydych chi'n gweithio'r ysgol yng Nghymru? Yn rhaid, mae'r fawr yn ffrifio'r sgol yng Nghymru, a phobl yng Nghymru, a'r llwyfodau arall, ac mae'n ddweud o'r gweithio'r gweithio'r cyhoedd y prif er gwrthwydol o'i fod yn y dynnu newydd o'r gweithio'r gweithio. Mae hyn yn ymgyrch gweithio'r gweithio'r gweithio'r ddiddordebol I think something that hasn't necessarily emerged yet which is worth flagging is that there's some membership in overlapping membership between the three networks. And we've seen some examples of the benefits of this already, and this is something that we want to build on and do more with. O fy enw'r adion, mae nhw'n gwrs honna un stanig ar gyfer y bwysigol chi'n gweithio, yn gwaith ar y cwymul gwneud yn y craswnol yng Nghymru, gwahanol i'r olfodol ond rhai arfer y cwymul gyda yn hynny rhagosol erbyn yn argyrchu gyda reisio. Rydyn ni'n bwysig i'r brosodydd cyfaint o lineis o'r ogymell hynny a gweld eu yournig sy'n ei wneud. Mae'r gwrthau sydd roi bod ni'n gwybod i'r reu'r cyfnod y tro, mae'n cyfrigeonol yn cyfrigio'r cyfrigio, a'r byw o'r teimlo i'r gôl i'r cyfrigio'r ganddill wedi'u cyfrigio'n gweithio'n gweithio'r ganddill, ond yn gyfrigio'r cyfrigio'r cyfrigio, ond mae'n gydag yn y context ffarnio'r strategi. Rydyn ni'n credu cyfrigio'r ganddill yn ei gwybod i'r ddwynghau. Mae'r gweithio'n hyn yn gallu gwlad i'r format a'r stylu. Gweithio'n gweithio'n cyfnogaeth arall o'r teimlo yn y sektor, o'r cyffesiwn. Fy fyddo'r cwmhysgwch, mae'n gwneud yna'r notiau. Yn ystod y Cymru, mae'n gweithio'n gweithio'n gweithio'n gweithio. Yn y cyffesiw, mae'n gweithio'n gweithio eich scarede, Brexit yn y gydag. ifs oes, maen nhw'n gweld yn gwneud dweud o'r ysgol yr eich ystod ymchwil yna'n ffordd. Felly mae'n cael ei ffasilatau i gyd. Mae'r ffasilatau i gael ei wneud, mae'n gwneud o'r ysgol, fel y cynharuon, mae'n gwneud o'r ysgol. Mae'n gwneud o'r cyfan yn cyfnodol oed. Mae'r cyfan yn colegol o'i ddweudol o'r ffordd, oed o'i ddweud o'i ddweud o'r ysgol, ydych chi i ddweud yw'r cyfnod o'r newid yma? Ydyn ni'n ddweud o ddweud o'r cyfnod cyfnod ac mae'n rhan o'r cyfnod o'r cyfnod i'r pwg ar gyfer. Yn ymddangos ei ddweud, y ddweud y gwell â'r oedgau a'r drws yn digwydd, mae'n oedd cyfnod gyfoeddfa, yn ysgolig sy'n cyfnod ac yn ysgolig yn ei ddweud. Ac mae'n ddweud o'r cyfnod o'r cyfnod ac mae'n ddweud o'r cyfrifio'r adion o'r ffordd iawn. Mae'r ffordd yma yn ei wneud o'r ffordd iawn, mae'n gwybod hynny, brydion gwirio'r ffordd iawn, mae'n gwybod hynny o'r ffordd iawn i ysgrifennu iawn i gael i gael, i gael gweithio'r ffordd iawn, a'i gweithio'r cwestiynau ar y gweithio'r llunio, i'r anolod yng Nghymru o'r ex o'r ysgrifennu iawn, edrych yn ddechrau. Mae'n fawr i gyd i'n ddod o'r ddod o'r gwybodaeth yr oedd yn ymdill. Mae'n meddwl gydigol yn ddod o'r gweithio'r bwysigol, oherwydd y dyfodol ar gyfer ymdill yn ddod o'r gweithio'r gweithio. Yn ymdill, mae'n ddod o'r adion a'r newid ar gyfer y newid a'r adion i'n ddod o'r adion i'r adion i gael'r gweithio. Yn y gallwn ni yn ei wneud yn celf, ond nid yn cael ei amser i'r gweithio'n gweithio'r RLU. So, Christopher a I were both on the committee to plan this conference, which we take full credit for. Christopher is the RLU. Rep on the GISC horizons group, which has just published a report on emerging technologies and the mental health challenge on campus. Just a couple of examples to flesh out some of the recent themes. So, in preparing ourselves for moving into direct level roles, we've done lots of different things. So, at our last meeting we were really lucky to have Liz Jolly, Chief Librarian of the British Library, come and share a really motivating account of her leadership journey and advice to members on preparing for a library directorship. We've also had a really successful event where we focused on recent and current experience of members taking on interim director roles through a series of very candid presentations from colleagues who were currently acting up or done so recently with a really lively Q&A and discussion session. At an event last year members responded to an invitation to share a current leadership challenge, how they tackled it, what they'd learnt and to get supportive questions and feedback from the group. A really wide range of topics was raised, taking an inclusive approach to developing strategy, reporting lines of libraries within our universities, mainstreaming open access and overcoming staff resistance to change. A very different approach that we took was a theme relating to strategic and operational effectiveness and we had a programme of three linked events on demonstrating and measuring the influence, value and impact of our library services to our institution. This was led by Sharon Markless, Senior Lecturer in Education at Kings and a Consultant on Library Effectiveness. These were different, they were really practical sessions with tangible outputs in the form of impact measures for us all to take home. They also included the usual reflection on what we'd learnt and a discussion about how to present these concepts to our senior leaders and stakeholders beyond our libraries. This was an example of an event which was broadened out to include an additional representative for each member library. For most of us, that was the person who leads on planning and having said that one of the strengths of the network is that it's small and trusted, some topics do lend themselves to a wider audience and so members are regularly invited to register more than one delegate. So to continue with the theme of impact and just to go back to the question of value, we just wanted to share a couple of testimonials that show the value and the benefits of the ADN. This one is from a member who's recently been appointed as director following a period as interim. What strikes me about this is that they'd always really valued being in the ADN, but when the chips were down and they were facing new challenges, the openness and trust and mutual support that I talked about earlier really came into their own and made a significant difference to this person. And similar thoughts are echoed here. The first bullet's interesting to me. It really doesn't matter what our remits are. These don't come up in conversations much and in all honesty, I couldn't tell you always who in the group leads on research data management or collections or pedagogy. Our conversations are strategic and about leadership. What I would say though is that the RLUK context is vital. We all do lots of other leadership development. The key value of the ADN is considering these leadership challenges in the context of libraries and higher education. So relevance really matters. And there's more here about a safe place, support and being brave. I'm not sure we're always brave enough. It's struck me as we've gone through the last couple of days that we might need to be a bit braver about what our development needs are in the future if we're going to deal with what's coming our way. I'm talking of the future. I'll hand over to Christopher so he can tell you about what's coming up next for the ADN. Thank you, Rachel. Good afternoon. So as Rachel said, the ADN is very much, its programme is very much informed by our membership and we are really as conveners, co-conveners there to listen to what the needs of the group are. At the last meeting which was held in Sussex last year, we had a discussion just to start to flesh out the forthcoming programme over the next 12 to 18 months. Partly based on the case studies that we discussed, the thing that started to emerge was as an ADN, we'd invested a lot of our time in thinking about ourselves, aspiring to become library directors, our own leadership development. But it was also important that we started to think about the pipeline and about the teams that we head up and the development of those teams and the leadership capacity and capability within them. So, and that also was combined to some degree with discussion around culture and changing culture in these uncertain times. So we are planning our next event to be around a theme of empowerment, empowerment particularly of our direct reports and our teams in the hope that this will stimulate thinking about broader cultural change. So the event is going to be held in Manchester next week and we've been working very closely with Jan Wilkinson who will facilitate that event, as many of you will know, she's director of the Liba Emerging Leaders programme and that proves to be a very exciting and an interesting programme that we've got. I think more generally that the members of the network are interested in culture and culture change and there's been a lot of discussion about the culture of research libraries and what this should look like as digital scholarship becomes more pervasive and I think that's a theme that we're probably going to be picking up in the next sessions this afternoon. Perhaps where we, and actually there were some parallels with what Judy was saying earlier around teaching and engagement with students, we're very aware that RLU case focus is around research but increasingly particularly those members who come from a university background, the theme is very much about research led teaching and research led education and that's the focus of many of our institutional strategy. So that has been quite a bit of discussion about that among members. So not just thinking about students as consumers of the outputs of research but actually as students as active researchers themselves and ultimately of course they're part of the pipeline of future digital scholars. So we are considering how we might shape an event around negotiating that interface between education and research strategy. But as Rachel said really what we want to do is to consider all this within the framework of the RLU case strategy alongside other themes and other topics that members might bring to the table and I think the question is how we bring the two together and then the next one. So Matt Greenhall as our exec contact came to speak to the last meeting really just to introduce the implementation plan for the RLU case strategy which has four key pillars which you'll see here, engage, deliver, collaborate and advocate and much of what RLU case is seeking to achieve is really about influence and advocacy as well as the tangible projects and actions that you've been hearing about. So soft skills we feel are perhaps one area where the ADN could have a particular value and role to play. How do we develop ourselves as leaders in changing environment but also those skills of our teams and achieve wider influence within our organisations? I think one of the strengths of the ADN is that the broad range of roles, Rachel referred to this earlier, the broad range of roles represented within the network representing the totality of what research libraries do. So just to explore that in a bit more detail this is another slide from Matt's presentation which you may not be able to read towards the back but it gives us an opportunity during the year with and through the associate director network and with other networks to consider tangible actions that we can contribute to in order to help implement the strategy. And here are some themes that we could start to explore collaboratively. One, for example diversity and inclusion, we heard a lot about that yesterday. Diversity of our workforce, of the communities that we serve and also of our collections. The second is workforce development, so the diversification of skills and backgrounds. And then the third is leadership at all levels to meet future challenges. And so there was an invitation from Matt for us to work as an ADN throughout the year to start to think about how we might contribute to this strategy. So I'm just going to close by offering some potential ideas for collaboration between the different networks. Some straw person suggestions if you like of where we might become involved. The first is around content and this could broadly include scholarly communications, research outputs, publications, intellectual property, unique and distinctive collections both and analog and digital content. And particularly advocacy around developing institutionally inclusive collection policies. So moving perhaps beyond UDCs. The second is the community of researchers who create use and share content. How do we collaborate as RLUK to really understand what researchers need? We heard about that from Tom Hickerson yesterday and of course we had the great presentations from the British Library earlier today. Are there things that we could do as networks to continue that work? The environment within which we work as Rachel mentioned a lot of us are involved in sort of the planning and resource allocations within our services. So the organisational issues, technical, financial and so on. And how can this be used to enable development and transformation of services? We get that workforce development and diversity demonstrating value for money which we've already looked at within our own network and impact including across interdependent research and teaching agendas. And finally the skills we need to be more effective. So particularly leadership skills, advocacy, an example of that might be around open monographs. Culture, change of open scholarship within and without our services. What's the level of leadership confidence for example? And how do we work together to ensure this? A thought that we were having just before presentation reflecting on Gwenda's talk this morning is something around crises, dealing with calamity, dealing with those really serious situations, other experiences we can share across networks. How do we support and develop the next generation of leaders ability to shape scholarship?