 Mae'r prydysgwch yn ystod yn bobl yn cam Cymran, maen nhw ddweud eich sgwyl yn gweld a'r ddweud? Mae'r ddweud, oherwydd mae'n gweithio'r cyhoedd yn ymddangos, felly mae'n ffroedd yw'r prydysgwch yn ystod. Yn ei wneud yn y prydysgwch, bod yn ei gydig o'r certhedol arall y ffroedd prydysgwll. Mae'r prydysgwll yn cael ei wneud ymddangos, fel ar y Llyfrgell Llyfrgellol Llyfrgellig Llyfrgellig, ac y gallwn isgwyddiol arall, yn ddechrau how mae'n rhan o'n gweld i'r piwn i'w tyflau cymryd cael bod y cynghori lleol o'r swyddo i niion sy'n cael ein ffrifolgylchedd, ac allan o'n yr unrhyw gŷl. Dyna iawn i'n gŷl ar ddigon ni, mae'n i'n cymryd mwyaf, nad yw dyfod hynny'n mynd hyn yn gweld. Dwyliwr yn y Llyfrgell Llyfrgell Llyfrgell. Wealth started off by asking a question really. Is there a business case for a sheared library management system across higher education institutions in Wales? What would that look like if we were to develop such a system? What benefits would we achieve through that? So, in terms of Wales, we're talking about nine higher education institutions, plus the National Library of Wales, The Welsh NHS Libraries, who already had a shared system which was managed on their behalf through Cardiff University, so came into the consortium through that route, really. In order to answer that initial question there was some work done, an initial feasibility study was funded through Mald, which is the Welsh Shun Government Museums Archives and Libraries Division, that reported in 2011. At that point it was decided that actually we needed to do some more work to really build the evidence for the business case. a wneud i mi ddechreu gyda Gysgr, a gweithio benedig ffrogell feddwl unrhyw unrhyw, flynyddoedd pan fydd ei bod ni'n bod i cwestiynau ddau o'ch bysig ar y cyfnodd cyhoedd. Felly o gweithredu rydych chi, mae'r cyfnodd busnes yw hwnnew i'r ddweud o'r gyfeiriad i yw iawn, ac yn wych yn ei gweld bethau'n gwybod, ac yn gwybod adreffynu'r cymoedd yn dod o unrhyw cerddau, yn gweithio rôl ddatanc, a'r cyfnodd yng Nghymru, y cyffredin iawn i'r ffordd llygon gyda'r Llyfriddor Llyfridol yn ymgyrch angen o'r unrhyw yr unedau, ond y ffordd Llyfriddor Llyfridol yn y ffordd Llyfridol yn y pethau. Mae'r unrhyw gwerthau llyfriddor llyfridol yn ymgrifoedd, yr unrhyw yng Nghymru, rwy'n ymdweud Echslid Briths Almer a Primo. Rydym yn hynny'n meddwl arall o ffordd Llyfriddor Llyfridol yn y Llyfridol, gyda'r lles ymgyrch yn ystod yn ymgyrch yn ymgyrch yn Yn Ysgrifennid 2016, a'r Llyfrgell Llyfrgell Llyfrgell a Llyfrgell Llyfrgell Llyfrgell. Felly mae'n amser yn gweithio'r amser o'r cyfnod o'r syniadol cyfnod. Felly, mae'n cael ei wneud hynny? Felly, yna'r cyfnod yma, mae'n cyfnod. Felly, mae'n cyfnod yma. A dyna'r cyfnod o'r cyfnod o'r cyfnod o'r cyfnod a'r cyfnod o'r cyfnod o'r cyfnod ymeth erbyd ac yn gweithio... ..a cyfnod o'r cyfnod o'r cyfnod ymeth yw'r cyfnod o'r cyfnod o'r cyfnod o'r cyfnod o'r cyfnod o'r cyfnod o'r cyfnod... ..o tydd ar y cyfnod ymeth yw'n gweith ymddeithasol i wych, ond oes ymgyrch sy'n angen amddir i'w cys Todd. Ydw'ch gynllun ymcheg i'w rwy'n gweithio. Yn gallai gweithio i ddau'r hynny yn cael ei ddweud i ddweud mewn hynny, yn oeddem yn cael eu gwasanaethau a'r ffactor o'r hanfodol. Rwy'n cael ei ddweud i ddweud yn ymgyrch o'r strategi a'r mewn cyflawn. Rydw i'n meddwl chi o'r buser o'r dyfodol Llyfridogol, rydych chi'n meddwl i'r buser o'r dyfodol. Rydw i'n meddwl chi'n meddwl i'r buser o'r digwydd ar gwerthu Llyfridogol i Llyfridogol i Wales. ond ydy'r cyflinno cymaint ar ôl i'n gyllid i'r cyflinno cymaint ar y cyflinno cymaint. Mae ydy'r cyflinno cymaint ar y cyflinno cymaint am gynnwys a sicrhau ei ffordd o'r ddechrau. Yr ystyried ar fynd ymlaenau a gweithio a'r ysgrifennu erbyn yw ychydig a gweithio i ddweudio, y gallai fel sy'n gweld dros ymgylchedd a'r llyfr, cyhoedd ymgylchedd a'r ysgrifennu. So, ymgylchedd a'r cymaint a'r llyfr sydd yn gwneud. ..aeth o'r anodd rwy'r gweld yn gweithio. Mae'r gweithio hyn yn gweithio, yn ddarparu y cyfnodd... ..ynddw i weld bod gyda pan harnis... ..ynghyd i gyd yn gweithio. Gweithio, fel y ddysgu'r gweithio... ..y'r ddiwedd ymddangos o'r teamenedig... ..y'r cyfnodd lle i'r teamenedig... ..yna'r gweithio ar gyfer. Rydyn ni'n meddwl i'r meddwl... ..y'r meddwl i'r meddwl i'r team. ac we built that kind of shared understanding, that shared knowledge, very much a very intensive joint activity really to keep the project off. So it's easy to be brave behind a castle wall. So that's that's harlot castle. So what does this mean then really? I think one of the things that we had to do right at the outset of this initiative really was to get those fears out on the table, kind of share them and own them and then we could agree how to address them. So we had no kind of hopefully no kind of elephants in the room really. So it's a very early stage in the initiative. We focused on getting those risks and anxieties out on the table. We did an exercise around looking at potential barriers and risks to the project. We tried to be as open and honest as we could as part of that process until then to kind of really share those risks. So the kind of things we identified then were things like the political risk that we might have IT directors, for example, who might not want to give up local control over systems. So there might be political drivers there which would potentially derail us. There might be economic issues in this that it might not be possible to build a successful business case for a system, or maybe the business case would be undermined if the costs then for that system are potentially quite a lot higher than the current expenditure that each of those individual institutions were already committed to. Social kind of risks and anxieties here were around our staff and staff might be resistant to change, perhaps where staff were very happy with an existing system. There was a lot of buy-in to existing ways of doing things. Staff might not see the benefits and might be resistant to coming with us really. Technological challenge then was around the state of the next generation of library management system market at the time. Was it mature enough to enable us to achieve our aims? Might we go out to market and find out to you there were no products out there which really fit our needs really. And then kind of legal issues. We might be in a situation where we might not be able to break some current contracts perhaps to enable us to move to a shared system at the same time. And finally, I think this one was probably quite important particularly in the context in Wales at the time around potential for HE merger and a number of institutions did indeed merge at the start of this process. So possibly the institutional focus might just be somewhere else. We may not be able to get buy-in to look at library management systems because actually it's just totally focused on that effort that is created around institutional merger and how to take that forward really. So moving on then, starting the work is two thirds of it. And I think what this reflects really is just a kind of sheer difficulty in getting started really. The mountain of work really which needed to be achieved to agree a joint specification across all of those quite different organisations in many ways. And just the sheer effort in pulling that together to get to something where we could all buy-in to it. Our procurement teams could buy-in to it. Our IT teams could also buy-in to it. And really that that was something that was going to be robust to take us through a tendering process. So the specification had massive potential really to derail the project. We couldn't agree on what was needed. Then we were never going to get anywhere really. So the strategy that we kind of took to approach this really was that we identified functional leads for different areas of functionality for the LMS. And they took the responsibility of building or leading on that aspect of the specification and then achieving buy-in both within their own institutions but also across the consortium. So they very much took the lead for each aspect of that specification. That enabled us to share the work out but also developed some quite strong buy-in really for those leads who'd been obviously leading that process and working with other colleagues both within their institution and across the consortium felt a very strong commitment to those aspects of the specification. We had a number of very intensive meetings to develop the specifications The team basically took themselves away to a University of Wales conference centre which is in kind of mid Wales which is equally difficult for everybody to get to. And once you get there you're kind of cut off from the rest of the world really. There's fairly poor internet access, there's no public transport is very limited you can't escape and even kind of go to the pub really. You've got to stay in there and just get on with it. And I think that kind of really intensive close work really forms some strong bonds within the team as well. And it helps to continue to build that culture of trust engagement and a shared kind of commitment to success as well. So make haste slowly. I think in some ways this kind of reflects the difficulty of the geography of Wales. So this is a map from the Mabinogion. And the thing about Wales is that it's kind of very difficult to get anywhere really. So it's kind of from Cardiff to kind of Bangor University. You're talking about a good five hour kind of train journey really. So you do feel that you're making haste slowly as you're travelling across the kind of hinterlands. And that is a challenge for collaboration because just the sheer difficulty of actually bringing people together in a room does make it quite difficult. And that's another reason why we had to kind of have these events where we took ourselves away and actually spent a lot of time together quite intensively because there was less opportunity for that more kind of ad hoc, ongoing sort of physical getting together really, physical meeting. So, and what it also reflects I think make haste slowly is around the kind of sheer slog of the procurement process as well. So having pulled together that massive specification over 600 lines of requirements in there, we then had to go through a very lengthy procurement process which took I think the best part of 12 months start to finish. And that was after the specification was written. So we went through a pre-qualification questionnaire stage followed by an invitation to tender. We then evaluated the written responses from suppliers. We had onsite supplier demonstrations and reference site visits. So all of the kind of things that you would expect but again the challenge of that was magnified again by that geography. And the fact that really the suppliers did need to travel around the whole of Wales. We couldn't simply say well everybody's got to come to Cardiff because we would have lost our buying again. We really had to ensure that our suppliers went to North Wales, they went to Mid Wales, they went to South Wales and that they made that commitment to engaging with all of the partners equally really. So again quite challenging. But then having signed the contract, done the legal work and finally signed the contract I think at the very end of December in 2014, we then started to move very quickly after that as we moved into implementation. So with his breath in his fists kind of image of us kind of then running at our target really to try and get there as quickly as we could. So we broke then the consortium into three cohorts and cohort one had a very rapid onboarding process really. So as I said we signed the contract in December 2014. Swansea were the first institution to go live and that was in June 2016 so very tight timescale for them. And then with the National Library of Wales and Aberystwyth University following shortly afterwards. It was again it was quite challenging for the supplier as well really I think to work that quickly with so many institutions and to bring us all on board at a level of quality really. So big achievement really there for the cohort one institutions and for ex Libris as well I think. And what I guess what we then started to see from that is some of the accolades starting to come out in particular the Times Higher Education Leadership and Management Award, which we run in 2015 for Outstanding Library Team was a joint wealth entry. And what I've also included here is a quote from one of our Welsh Assembly ministers, Ken Skates who at the time was had Libris in his portfolio really to show the kind of recognition that we started to receive at a national level in Wales as well really for the work that we were taking forward. So the strength of a nation is in its knowledge. This is Owen Glindore probably one of the last two kings of Wales really. So this is really about drawing on that knowledge history expertise and how doing that gives you strength really in terms of. In terms of the consortium. So really this is about the way that we actively shared experience and knowledge across the consortium. So we kind of bootstrapped really so cohort one having gone live then shared their expertise with cohort two and then cohort one and cohort two helped cohort three. So it was a very active cascading of that learning process really. And National Library of Wales provided the Welsh language translations of the interfaces for the others. So again an opportunity really for us to share expertise across the consortium so that we're not all doing the same thing and effectively reinventing the wheel. The way that we did that was through lots and lots of activities workshops what we call mini meets site visits getting stuff out to go and look at what's been done elsewhere, but also virtually as well so using communication tools very actively to share our experience. So things like Yammer, Skype, lots of video conferencing, Basecamp, which is the ex Libris tool. All of those really to enable us to share as much of that learning as possible and also to drive innovation really. And then finally learning from other consortia as well so learning about what others have done and again actively applying that to our initiative. OK so I think that's Welsh football not rugby I think it's football. I was wise once when I was born I cried. So this I guess really is the kind of realisation that having done all of that work and having got to the point where all of the institutions are live on the new system, there's still so much work to be done really. We've really only kind of touched the surface of it and this is where the real hard work starts I think. I think procuring the system and getting it live is relatively easy in comparison. So the kind of things we're now thinking and looking and actively working on really in terms of the next level for our consortium are around actively using the shared system to share real services across the institutions. So the first thing around that is having a shared discovery tool. So in addition to each of us having our own discovery interface we have a consortial view which enables our users to search across all of the collections now across research and HEE institutions in Wales. Single catalogue for Wales something we're working towards something that potentially would enable us to share catalogue records so potentially catalogue once use that record many times. We've talked with Exlivris extensively about what they call the network zone as a potential tool for enabling us to do that. We're also engaging with JISC and with OCLC around the National Bibliographic Knowledge Based Developments there as well. So trying to understand the best technical route. And then what else can we share really? How else can we use the system to enable us to share more things, offer better services to our users? We're thinking about things like sharing documents' cry, possibility for reciprocal borrowing. We're working actively on sharing analytics and metrics and reports, things like developing APIs. We've established a process for shared voting on the enhancements process. And then finally capturing the benefits of what has been achieved so far on what is to come. And I think the real challenge was there is around attribution. If you can show for example that the time you're spending less money on cataloging a book than you used to. Is that because of the LMS or is it because of something else altogether? And how we kind of tease that out is going to be quite challenging. But we're doing some work with JISC around that to develop benefits realisation framework which will enable us to track those and measure those benefits into the future. So finally just to finish a final proverb without perseverance talent is a barren bed which hopefully sums up our whole experience of this initiative.