LLR STRATEGY 2016-2019:
Creating the Library of the Future
Mission
At the heart of the University, we inspire and enable independent learning, research and valuing of
ideas. We actively engage across the University and create opportunity by enhancing abilities and
potential. We have the expertise and resources to encourage depth and breadth of creative thinking
leading to the enrichment of society. We create an inspiring physical and on-line globally connected
environment for learning and research, informed by analysis of evidence-based best practice and the
empowerment of our own staff to innovate – the service to go to for help, advice and support.
Vision
Your Library
Boots (City) | Brackenhurst | Clifton | Online | Mobile
Strategic Approaches
Academic skills for students’ success in studies, work and life
Effective and dynamic research support
Student and staff relationship excellence at the heart of everything we do
New practices for the application and creation of knowledge
The best places to study
Strategic Actions
Academic skills for students’ success in studies, work and life
1. Take the University lead in co-ordinating and promoting student academic skills services, in
partnership with the Students’ Union, academic staff and other professional services
2. Develop further the academic writing, maths & statistics, information literacy and digital student
academic skills support services, contributing to “Success for All” and supporting employability
3. Provide and promote imaginative opportunities for the intellectual stimulation of students
4. Take a leading role in the development and delivery of the NTU “DoctoratePlus programme”
These actions contribute to the fulfilment of “Creating Opportunity”, “Valuing Ideas” and
“Connecting Globally” in the University Strategy 2015-2020.
Effective and dynamic research support
1. Respond flexibly and promptly to changes in the external research landscape
2. Lead University-wide services for monitoring, and actively support the enhancement, of the
scholarly impact of the University’s research activities
3. Be a major contributor to the development and sustainability of University research information
systems and services
4. Expand the expert advice service on optimising the discoverability of the University’s research
outputs, including the effective use of social media for researchers, integrated in the general
Valuing Ideas programme of promotion of research expertise
These actions contribute to the fulfilment of “Valuing Ideas”.
Student and staff relationship excellence at the heart of everything we do
1. Develop further and sustain the student co-design and co-delivery approach, working with the
Students’ Union, to provide superior student experience for all students and library services
which emphasise the personal dimension effectively
2. Develop a better understanding of the needs, aspirations and study patterns of part-time,
international and distance learning students and those on work placements and undertaking
apprenticeships, leading to a step change in library support for their success in their studies
3. Develop greater engagement by all students with library services
4. Underpin teaching excellence and pedagogic innovation by actively engaging with academic staff
in “curriculum refresh”, TILT, their digital skills development (in line with the NTU digital
strategy) and embedded library services in the delivery of the curriculum
5. Support academic staff and students in tutorial development and “Liberating the Curriculum”
initiatives and in their use of research materials and research practices in the curriculum
6. Deepen and widen engagement with those active in research and research support
7. Increase awareness by academic staff of the full range of facilities and services provided by the
library and offer them service co-design opportunities
8. Become the University exemplar for other professional services in customer service excellence
practices
These actions contribute to the fulfilment of “ Creating Opportunity” and “Connecting Globally”.
New practices for the application and creation of knowledge
1. Deliver comprehensive and consistent access to scholarly resources for directed, wider reading
and research activities
2. Aim to maximise the University benefits of Open Access journal articles, as a user and creator
3. Lead the development of a sustainable and mature research data management service
4. Increase the scope of services for the fulfilment on demand of books and journal articles
5. Retain the “digital first” policy for books
6. Enhance the convenience and effectiveness of discovery and content fulfilment from any
location for the most relevant and highest quality scholarly resources for the task in hand
7. Ensure that the University benefits, and minimises its risks, from the changes in publisher
business models and innovation in scholarly communication
These actions contribute to the fulfilment of “Creating Opportunity”, “Valuing Ideas” and
“Connecting Globally”.
The best places to study
1. Ensure library spaces meet students’ diverse needs for study and research, form an effective
learning hub, inspire creativity and are enjoyable places to be
2. Provide sufficient capacity in the libraries to meet demand
3. Take the lead in developing coherent and integrated general study spaces services across the
University, informed and directed by student and pedagogic requirements
4. Ensure that students and academic staff find all library services, including those online, easy to
use, improve their experience of using e-resources and provide the help they need, when and
where they need it
These actions contribute to the fulfilment of “Creating Opportunity”.
Strategic Enablers
These are cross cutting which enable the implementation of the LLR strategic approaches and
contribute to the fulfilment of “Empowering People” and “Enriching Society”. These are primarily for
use within LLR.
Personalised intelligent services for busy NTU learners, teachers and researchers
Doing it well
Effective delivery partnerships
Empowering library staff
Enabling Actions
Personalised intelligent services for busy NTU learners, teachers and researchers
1. Implement the LLR digital library transformation roadmap (vision in the Appendix)
2. Revise annually the LLR digital library transformation roadmap
Doing it well
1. Maximise the impact and value to the University of LLR activities
2. Ensure that all LLR service development is evidence-based
3. Demonstrate that LLR resources and facilities are used efficiently, effectively, flexibly and
provide value for money
4. Analyse, act upon and communicate in a timely fashion the outcome for all sources of feedback
and usage data systematically
5. Add to the University’s reputation for environmental responsibility and sustainability
Effective delivery partnerships
1. Develop and maintain effective, sustainable partnerships for new developments, existing service
enhancements, operations and cross-functional services with the key LLR Professional Services
delivery partners: IS, Estates, student services, Students’ Union, CPLD, Research Office, central
marketing and CADQ
2. Develop and maintain effective partnerships with key suppliers
3. Take advantage of the opportunities for shared services and collaborations with other
universities and regional, national and international organisations when this is to the advantage
of the University
Empowering library staff
1. Foster innovation and creativity by championing LLR staff service development and
enhancement suggestions and initiatives
2. Fundamentally revise the LLR staff development model and practices based on sector best
practice (such as mentoring, shadowing, secondments) so that staff roles, skills and
competencies more effectively match the needs of staff & students and are the best fit with the
changing environment of higher education and academic libraries
3. Empower LLR staff to contribute to the wider development of the University, the library
community and higher education sector
26 July 2016
Appendix: LLR digital library transformation vision visualisation