Library Reshaping Project (2019 – 2021)

Alignment to PS vision and ambitions:

Background: The University of Manchester Library began the Library Reshaping Project (LRP) under the newly appointed John Rylands University Librarian in February 2019. The LRP was the most significant change programme in the long history of the University’s Library and has achieved a far-reaching transformation that has confirmed our position as one of the most notable Russell Group research libraries. The context and strategic rationale underpinning the project are all explored in the Library’s Imagine2030 vision.

Vision

The Library’s Imagine2030 vision sets out the overarching vision for the Library Reshaping Project.

Professor Christopher Pressler, our University Librarian:

“As The University of Manchester moves into its third century during the course of Imagine2030, the University will reimagine and confirm its status as the home of one of the world’s great libraries.”

The Project’s Planned Outcomes

Strengthen The University of Manchester Library’s sector-leading reputation
Strategically reset the Library’s digital capacity and print collection management
Realign its activities under a smaller and more focused Library Executive Team
Deliver the multi-layered services and collections through five new distinct but interdependent directorates
Allow for wider operational decision-making and career development through a representative Library Leadership Team
Improve staff professional development opportunities in all parts of the Library
Enrich the Library’s immense contribution to Research and Discovery, Teaching and Learning and Social Responsibility
Provide clarity of purpose for the Library’s recognised local, regional, national and international roles

The Project’s Planned Objectives vs Delivery

Objectives	Outcomes realised
To ensure the Library is in a strong position to deliver the vision and priorities set out in Imagine 2030.	Senior roles created to focus on strategic areas of work in ‘Imagine 2030’ Operating model revised to remove duplicated services e.g. comms & marketing, Estates, Finance HR & admin functions
To deliver a new operating model for UoM Libraries which will focus on our core business strengths of collections, staff and sites & services.
To create a sense of positive engagement with the Library’s modernisation programme.	A shift in the Library’s impact on the University’s strategic ambitions around open research and its digital agenda Position the Library at the leading edge of digital developments in support of research, teaching and learning, and public engagement
To enable a shift in focus towards our collections to support teaching and research in line with strategic need, the publishing environment and a stronger emphasis on digital collection development.	Rebalanced team to focus on core services in research and digital, faculty and student partnerships to focus on Enabling Themes Research Innovation, Engaged Students, and Manchester Collections outlined in Imagine 2030
To build an even more agile and flexible front line customer services team with the ability to shift between physical and digital service delivery based on demand and service needs.	Elevated skills and expertise to service stakeholders Increase in flexibility and value-added activity An empowered front line Customer Service team Enhanced focus on Enabling Themes – Engaged Students, Valued Services and Creative People outlined in Imagine 2030
To address succession planning challenges arising from an absence of Grade 8 roles in the Library structure.	A more balanced organisational structure across each Directorate with clear development pathways for all Library staff and management
To improve efficiency in Click and Collect Services and improving the turnaround time and accessibility of the service.	Increased expert service provided to colleagues working on teaching and research collections An increased focus on digital collections
To reposition Special Collections services to realise its full potential and support research and teaching, alongside a shift in the emphasis from visitor engagement to public engagement.	Rebalancing of Library digital and print collections, services and study facilities Decisive shift to effective support for research with a strong emphasis on public engagement with research

Planned Benefits

The Project’s espoused benefits delivered through the project span across our colleague and student satisfaction, engagement and experience, service excellence and partnership, increased focus on digital and agile working, leadership capability, public engagement and strategic alignment.

More detailed project benefits are listed below:

Increased staff satisfaction, and staff retention, increased capacity for succession-planning
Increased diversity of our people
Increased staff experience, and maintenance of succession planning principles
Increased engagement and alignment to Imagine 2030, eliminating focus on operational issues and elevating to strategy
Increased customer service performance and productivity, enabling increased customer satisfaction
Increased clarity of Library service offer for users and improved balance of space for students and faculties
Increased reputation and awareness of the Library’s value and increased opportunities to work in partnership
Increased focus on the Library’s Digital agenda, and maintenance of reputation across the University
Create the capability to develop systems and infrastructure to aid discovery, use and impact of our research and teaching collections
Create a responsive leadership team, increasing agility on strategic decision-making
Increased expert service provided to colleagues working on teaching and research collections
Increased ability to deliver the Library’s Imagine2030 vision and Our future
Increased ability to engage the public in research and special collections
Increased levels of partnership with the teaching & learning academic community

Feedback

Feedback captured from impacted colleagues is shown below:

“The Project created many new opportunities and has reinvigorated what we do. It’s still bedding in but I predict great things”

“I feel that the information was great, delivered online during meetings and on the Staff Intranet. All staff were kept well informed at all stages”

“More could have been done [in some areas] to ensure managers were prepared to undertake recruitment once this was possible again”

For more information on the Library, resources or their current work on John Ryland’s Next Chapter, please click here.