 So I'm the Whippersnapper University from Scotland coming after St Andrews clearly So we're talking a little bit about Big Bang or marginal gains driving innovation and change So I'm going to sort of talk about three particular things I'm going to talk about our campus master plan, which is a huge sort of Big Bang investments Some of the actual physical space refurbishment work. We've just completed in last year at the University Library But also a little bit about our repository in lighting as well Because I can't talk to anyone without talking about in lighting and our repository. I think it's in my contract But actually I want to pitch in lighting not just as a repository But as an innovation engine and I'll come back to I'll come back to that So this is an exciting time to be working in a research library by exciting. I mean challenging Research libraries were in perpetual beta You know whether it's carpentry or otherwise and I think we look at the sort of shifting stat the shifting sands of all the the technical the research the political landscape That we're really sort of working against and we have to sort of look at how we can make that headspace to innovate and actually Make sure that we try and stay ahead of the curve and continue to look at how we add that value And I think as well in the climate declining budgets and increasing costs What are some of the tools and the approaches you know that we can take to help us? Continue to create that headspace and deliver that and I think it's really important as well This is a further disclaimer. This is not a sort of a management theory talk Although I'll talk a little bit about Big Bang and so on. It was really stuck as well The conference opened when Caroline Brazier was talking about having space to think and I think putting together this presentation Being able to come down to work with colleagues to actually, you know engage with all these You know this RL UK 17 conference has been a fantastic opportunity to think about that It gives us an idea to sort of you know, are there any you know for us? Are there any silver bullets? Which we can use to sort of look at Big Bang or big buck changes You know that we're looking at you know things that can deliver our new services or some of the sort of Marginal gain approaches where we can aggregate, you know, even at a small level, you know, how we can start to deliver that So this is my spoiler alert. So the answers I think it's a blend So I don't think there is no there is no black and white I think depending on the funding depending on our situations and so on It's but that blend itself is a challenge. So you look a little bit at what's worked At Glasgow and you know how we've sort of taken things Taken things forward. So, you know, we're in the Brace Library. I'm looking forward to going to see this This exhibition and I think it would contend innovation is about creating and shaping our collective future Okay, now that can range from, you know getting staff to engage with us with simple Suggestion boxes incremental changes to the much bigger seismic Big Bang I think you know, it's been said that certainly for industry Big Bang innovation is something akin to Political revolution. So I'm not here to ferment political revolution But I think it's something that we really need to keep in mind I think when we're looking at Managing change managing those innovations We need to think about not only what we're going to change But actually what we want to keep because we do a lot of really good things that really really work So, you know, let's not throw the baby out with the bathwater We'll also look at how best we can align with our institutional strategy I am a librarian. I think I just need to get that out there However, you know looking at the top trends in the ACRL last year It was fascinating to look at research data services data management plans Altmetrics scholarship Looking at the the needs of emerging new positions and I was particularly struck by this this quote at the bottom Collaboration teamwork and communication are most common across all the position descriptions There are things that librarians are really good at the things that librarians in concert, you know with other colleagues I think are really good at and can help us provide some value add. So we go from there to Big bang, okay. So the 1960s That was one of the sort of last times on the university campus where we had a sort of University, you know a big bang in terms of you know change And we're really preparing now for our next innovative shift our campus master plan has been approved by the city council You know, we're looking at a billion pounds worth of investment over the coming years a whole slew of new buildings new opportunities For us and I think it's probably going to be the biggest change in 150 years since the campus moved to the leafy west end So you can see we had lots of buildings built in the 1960s Including the library itself in 1968 So as we look ahead to next year that will be 50 years that we'll have been in that building and a building itself Which is in sort of perpetual beta. I think for the university It's about kind of modern ambition. These aren't our buildings and I'm not going to quiz you on you know Can you identify these but it's good to aspire? It's good to actually look at that so we can see those major changes We can look at new centers of gravity with new buildings And so and it's as I say, it's going to be, you know, one of the biggest educational infrastructure projects in Scotland's history So I think we have a lot of investment in this and the library has a key role kind of to play in this These are the university strategic and priorities for it, you know looking at activities students enhancing student experience income growth Efficiencies and improving the condition of our estate And a key part of that is going to be learning and teaching hub which will be established In the first phase of that Our university librarian Susan Ashworth is leading the staff and student experience Workstop for this learning and teaching hub and that's about creating capacity for future growth again enhancing that student experience We will have more space. I will predict at the moment. It will open. It will be full Um, and we'll need to look at the next thing because you can never have a bit like PCs in the library It seems you can never have enough space However, I think it's an important commitment to that student experience and a really important commitment to that and also I think it's not going to be owned by any particular service But the opportunity for the library to sort of inform and engage with that So again, we have some sort of, you know, nice artist impressions of how that will look It's really important for us to work in partnership With the the local You know the local area, you know with you know with the campus itself out in the West End You know looking at ways in which, you know, we can contribute to that Again here. We have it here many happy students many happy future students here in our learning and teaching hub Don't see any of them on the escalators yet mind you but nonetheless happy students in our learning and teaching hub So I think this is sort of an indicator. We have a new research hub coming on stream as well We're looking at moving You know other parts of our colleges. So these are exciting times. However, back at base In our 1968 perpetual beta building This was a couple of years ago. This was a really big step change for us. This is a commonly referred to as our glass box so this is Our high-demand collection you can see sort of peeping off to the one side some really nice Nice red boots and what's been really important for us is looking at how we can Dry some of that change and really bring the library up into the 21st century and look at matching those expectations Students today have very different expectations when I went to university many many many years ago and I think an element about that is Evidence is incredibly important whether we're looking at marginal gains whether we're looking at that big bang Being able to actually you know take the time to invest in things like ethnographic studies have been utterly invaluable for us It's great opportunity to follow students around the building with our permission You know to do those focus groups to get all that sort of engagement and it's qualitative data, okay? It's more than just You know the kind of things that you know just get through perhaps emails or You know tick boxes or so and it is really important qualitative data and it was incredibly invaluable And it really sort of shone a light on how the students feel about the library space how the students feel You know at home. There's that sense of ownership for them and so on which was very very exciting so our big bang in the last year was a 3.5 million brackets on budget Level one and two refurbishments. Okay. This was three interlocking pieces of work So I was looking at opening up completely new student space developing some existing space and also doing some work with Staff areas so we have a new bespoke conservation suite new areas for digitization and new opportunities for Seating and so on and just down at the bottom there gender neutral toilets very controversial We have apparently the largest set of gender neutral toilets on campus at the moment students very happy so it was one of the things that and I Big flipping but actually it's really important because one of the drivers for the refurbishment is to look at what will work You know in terms of all the various elements that will inform the learning and teaching hub as well So you can see that connective tissue with the library around sort of helping to shape these sort of environments again more happy students we have a range of Flex one of the things that we had the opportunity to do in this space was really look at different types of furniture different areas We have a sort of seating space where student societies and so on can actually now use some of that space We've put in lots of flexible furniture. We've tried to sort of zone the area in lots of sort of interesting ways I particularly like this. I would have this table in my house. This is a really nice table So we've you know, we've zoned some of it It's good of some of it has this really really sort of nice Clubby feel we've gone for a little single-seater, you know booths, you know library opens at 7 a.m You know by 7 to 8 p.m 8 a.m Rather those little single booth booths are really, you know, they're full students absolutely love them And just sort of juxtaposed next to that is you know the the stairway down to level one refurbished space That was storage area That has and there's the stairs going back up again So again, this is probably slightly less sexy less exciting but incredibly busy We've only got So that was an additional hundred and fifty Spaces that we added we weren't going to put PCs in there because you can never have enough PCs Although we now have about 30 PCs. So there's about a fifth a fifth of that space Has some PCs and as I say, it's it's very busy. It's self-policing. It's been interesting to see we didn't we zone different parts of the library building and I think for us during this first year in particular It was a sort of, you know, let's see how the students use, you know use this space and for them There has been a degree of self-regulating and really they are sort of policing themselves. That is a much quieter zone upstairs is probably a bit more active. It is the entrance level, but I think what's interesting about upstairs as well is we probably need to come in come in the middle of the night sometimes and move some of our flexible Furniture around but lots of furniture with wheels and students don't seem to be quite comfortable with moving that around yet We've talked to other colleagues around around that and I think that's just you know for them part of that transition about You know the ownership and around that space Big empty room. It's now full So this is part of our conservation suite and one of the most favorite things that we got to order for the For the project, which is the pantograph luminaires Which are the lights which are on the on the tracks here So they go up and down and left and right so that our conservation staff can really focus on the work the work that they're doing and We've also sort of creatively found ways of you never have enough power You can never have enough power either for students power and Wi-Fi. It's like that magical hierarchy of needs So also in level two we have creatively put in a lot of power Through the through the ceiling so they can sort of pull that down They've creatively pulled them in directions. We didn't expect but that's kind of what happens Well, you put the space in and then this you know, and then you add people You know, so however, it isn't just about the sort of physical space. This is our old desk It's about a new service model. It's about bringing the staff along with us So that it's you know bringing that culture. We had this old, you know You know very old sort of desk. It's a fantastic magnet for cues So we sort of moved away from that now to you know, we've got a really great sort of welcome desk here Look at look how happy that number of staff is Okay, the one above not so happy, but that's clearly, you know getting there So above that is a sort of pop-up information point. It's quite mobile. We now have, you know co-located a lot more of our The self-issue machines and so on and here on the left in the welcome desk We brought our library services and our library security kind of staff together. So we're looking at sort of different ways of You know of working of engaging with the students And I think it was really important because actually library services and the leadership role there worked very hard to bring You know the staff along with us and that they were fully consulted and they were fully engaged in kind of how we do that So I'm going to say a little bit as contractually obligated in lighting So innovation So this is think is our innovation engine You know, we can look at this. We now have you know, we started as we all did with publications We've moved into research data and dreadfully envious of st. Andrews and the work that you're now doing moving into You know software and so on around that, but I think this is incredibly You know important opportunity for us to have a look at all the different things Now we're sort of looking looking at that and again almost with marginal gains You can see there were little things that we've done over the years Which now as you take a step back have really sort of aggregated into this incredibly embedded system Which is sort of core to all manner of things and it isn't just about compliance and I know there You know some comments about that that yesterday, but I think you know ideal idealistically it is for us It is still about open access. It's about showcasing our research It's being able to curate that research and it's about being able to push things forward, you know looking at how we can embed Orchids and deal with that pesky problem of other disambiguation Although having said that with with compliance, you know, here's our ref compliance tool We like to buck the trend at Glasgow. So we don't actually have a commercial Chris system We sort of continue to focus very much on our our e-print service focus on Some of our kind of local developments and this is given as lots of opportunities to be fairly nimble Around this. This has been developed by Will Fison at At Southampton so we use this as the basis here We have a lovely little sort of you know tick box here when you're adding that congratulations This item complies with the ref policy. So there's lots of Elements within the workflow around that But we're now working in partnership with the research office around our ref exercise So we're using the repository again for staff to start making those selections giving us an idea about What we're actually selecting and one of the things that we wanted to do about that is we've got a re I've got we Implemented a traffic light system so that they could immediately see how compliant any of the selections that they actually made We weren't going to tell them that's not what you could make But it continues to open that dialogue and I think it just sort of keeps that keeps that momentum going around Compliance and so on so you can see here These are totally randomly selected, but they turned out a green variant. We're being very very eligible just like I found it quite hard to find ones that were So these have all got very happy green sort of traffic lights And it's it's a very very small change But it's actually made a phenomenal difference in terms of engaging with staff around, you know around this process And here we stripped down what we actually wanted from them really We're only asking for some rationale in terms all of that So we've stripped right back many of the hundreds of fields that we know and love from the ref So we don't want to make it kind of difficult And for the enlightened team, there's lots of opportunities to flag, you know what panel this could be returned to the exceptions and so on as well, so I think That innovation engine for us has been incredibly important in engaging staff and also Elabilling us to build lots of reports that makes our life Pardon me much much easier in terms of that engagement with staff So we get these sent out to the colleges every month I think they are very sort of appreciative of it. They can sort of be that canary in a coal mine So it is really important to have that sort of dialogue And I think with our branding enlightened isn't synonymous with just big stick and compliance You know enlightened is a service for our academic colleagues working in partnership with them to showcase and highlight our material So I want to say and just in the last couple slides So how have we got there or how are we getting there and how are we still sort of moving forward? I think key component of that is if I do say so ourselves our kind of leadership team So here we have our university librarian in the center And I think having round that we have a sort of very flat collegiate senior management Structure we have academic engagement. We have digital strategy sort of an infrastructure We have collections. We have student engagement and those portfolios have really given us a lot more scope to look at How we sort of further develop and take take our work forward Talking about changing staff profiles as well with my hashtag. I am a librarian You know we have introduced, you know, we have an RD. We have a research data management team None of whom are librarians. We have a learning technologist At the moment on return to leave our new assistant director for student engagement has actually come to us from the Student Services Department and is really helping us to deepen and broaden relationships with student services But I think in amongst all of that in recent, you know over the last, you know six months We have also pointed to new college librarians. So we're not all about the new sexy ads, you know, not librarians We've appointed new college librarians new college librarians who can work with us to upscale into spaces, you know Around the bibliometrics around, you know, the altmetrics and so on, but they're also working in partnership around a new Sort of committee structure that we're looking at which will help us deliver, you know, the library's research strategy So they these all feed into the senior management team particularly like library futures So, you know, we will be looking at, you know, successions to our LMS, you know Looking at, you know, other challenges around discovery and so on. So there's a range of kind of elements here This reminded me of one of those Stephen Colby fire within sort of type diagrams, but actually I think that's true You know, it's about that that sort of motivation and that innovation and again, you can't do that without library strategy Here's our pillars of our library strategy And I think the only thing we're to flag about that is we brought the library staff with us This was actually co-created with library staff. We had an open invitation All staff were encouraged to actually come and attend, you know, with that and really work with us so that it is sort of a collective You know collective strategy So I think our experience Innovation and change it's not clear-cut. It's challenging But you know, it's worth it because we can't stand still Don't be afraid to make mistakes, you know, we're going to make mistakes The trick is actually what we learned from those mistakes. So we make different mistakes next time, you know One size won't fit all but actually having different approaches being open to whether it's big bang or marginal gains Given those having those in our tool set or toolbox is really important. We need to bring staff with us Okay, we cannot deliver this without staff. We need to nurture and further our key partnerships Okay, that's absolutely critical whether it's IT services whether it is You know the students themselves and so on we need to make opportunities for consultation and when we do that consultation We need to act on it. That can't just be a tick box exercise and at the end of the day as well Don't underestimate the importance of just having a suggestion box, you know and by suggestion box I mean having an open door, you know people, you know having a culture where you know staff can say You know if we tweak this or change this could we make a difference? Yes, I believe we can So I think thank you very much for your attention and Thank you