Making Collaboration Work A Theoretical and Practical Consideration of the Requirements for Library Collaborations to be Successful and Sustained Richard Parsons (Dundee & SHEDL) Tracey Stanley (Cardiff & WHELF LMS) (https://uod.box.com/v/sconulcollaboration) Outline: Background presentation Consideration of WHELF LMS example Consideration of SHEDL journal procurement example Collaboration: ‐ Improvements? ‐ Opportunities? ‐ Implementation?
30
Embed
A Theoretical and Practical Consideration of the … and...Making Collaboration Work A Theoretical and Practical Consideration of the Requirements for Library Collaborations to be
This document is posted to help you gain knowledge. Please leave a comment to let me know what you think about it! Share it to your friends and learn new things together.
Transcript
Making Collaboration WorkA Theoretical and Practical Consideration of the Requirements for Library Collaborations to be
Successful and Sustained
Richard Parsons (Dundee & SHEDL)Tracey Stanley (Cardiff & WHELF LMS)
(https://uod.box.com/v/sconulcollaboration)Outline:Background presentationConsideration of WHELF LMS exampleConsideration of SHEDL journal procurement exampleCollaboration:
Information – Individual facts & linkages, elements, items, ideas, evidence, data, components, characteristicsRichard Parsons, University of Dundee
Learning Outcomes
Env
ironm
ent
Acc
ess
& d
isco
very
Form
ats
& p
latfo
rms
Syn
thes
ised
con
tent
(& q
ualit
y)
Info
rmat
ion
(& q
ualit
y)
A
A
A
Publication
SHEDL Observations on the Collaboration Toolkit
Strategic / Comments
1Recognise that we collaborate to
solve difficult issues
2 Goal congruence and diversity
3 Business value for all members Work hard to ensure this
4Understand the requirement for
trust and reinforcing trust We have trust, but it may be fragile
5Engage and positively utilise
institutional and individual diversity
6 Communications plan and actions
7 Source an adequate budget SCURL remains very supportive, eg the recent SHEDL administrator post
8
Design & Planning / Comments
1Establish a purpose and the timeline
2Acknowledge collaboration as an essential and sophisticated learning opportunity
Most are yet to formally recognise that collaboration enhances the skills of the staff involved in the collaboration
3Distributed leadership This is a key to SHEDL success
4Team leadership to utilise task experts –experience, knowledge, passion and emotions
SHEDL worked very well due to the different personalities involved
5Hold face to face meetings earlier in establishing a successful collaboration.
6Involve every stakeholder richly early in the project
7
Use a variety of documentation to support all participants – recognising different learning and working styles – text, diagrams, video etc.
Still experimenting in this domain. Is useful for continuing to ensure something new and engaging
8Recognise strategic and operational requirements can conflict
9Recognise complexity in the service
10Avoid - Waiting to see complete clarity before acting
11Avoid - Seeking complete resolution and certainty
12Avoid - Facing misunderstanding and misattribution This does happen, but is tolerated13
A SCONUL Collaboration Toolkit
Operational / Comments
1Regular fully inclusive meetings scheduled and communicated. Milestones.
2Accept team working, collaboration is a team sport Observed that partnerships within the team
work well (network of teams)
3Use rich virtual meeting environments to enhance engagement Continuing to experiment
4
Establish a shared, secure and accessible online environment for file exchange and record keeping Have this (Box) and continue to experiment.
Recently used Bb Collaborate
5
Ensure representation for every participant (may be one person representaing more than one institution) Yes
6Sustain trust and familiarity
7Ensure the social gains, fun where possible and genuine satisfaction A little enjoyment is permissible
8
A SCONUL Collaboration Toolkit
Sustainability / Comments
1Measure and publicise the benefits Could do more of this
2Tolerance from all members
3Tolerate moderate gains and losses Recently lost Springer to wider collab.
4Engage (not fight) changes in compliance and governance
5Do not allow the collaboration to get overly complex Is a demanding topic
6Manage the nuts and bolts – H&S, succession, security, risk, ownership Can be challenging, and may be the
biggest threat
7Include meaningful review at regular intervals
8Celebrate success and the learning opportunity Based on this work, could recognise more
9
A SCONUL Collaboration Toolkit
Closure / Comments
1Accept collaborations may have a lifecycle
2Include mechanisms to continue beyond the collaboration SHEDL is key to other Scottish collabs.
3Be open and honest about changes in the investment/return equation A little more work required here
4
Collaborative Contribution
1. Are there significant improvements we could make to the SCONUL Collaboration Toolkit? (and what are they)
2. In the Library, Research and Learning Services domain, what are potential areas for worthwhile collaboration?
3. Feedback on the implementation and evaluation mechanisms for the Collaboration Toolkit will be appreciated.
https://uod.box.com/v/sconulcollaboration
SCONUL Conference – Making Collaboration Work
Tracey StanleyDeputy University Librarian, Cardiff University
Dirprwy Llyfrgellydd y Brifysgol a'r Cyfarwyddwr Cynorthwyol, Gwasanaeth Llyfrgell y Brifysgol
The WHELF Scenario
• Is there a business case for a Shared Library Management System across all HE institutions in Wales?
• Initial feasibility study funded by MALD – 2011• Full business case funded by Jisc – 2012• WHELF Steering Group then agreed to jointly fund a Programme Manager to take the proposal forward
Strategic alignment
• Closely integrated with WHELF action plan:• Showcasing knowledge resources and services across Wales (and beyond)
• Develop a platform for sharing resources• Potential for cross‐sectoral partnership
• Alignment to Welsh Government Libraries Inspire strategy:
• Sustainable models of service delivery• Linked to Delivering a Digital Wales strategy and Simpson Report
Trust
• High levels of trust and co‐operative arrangements based on trust already prevalent within WHELF:
• Cardiff University provided LMS for NHS Wales Libraries and Royal Welsh College of Music and Drama
• Bangor University provided LMS for Glyndwr University
• Collaborative work on shared e‐resource deals• Some reciprocal borrowing arrangements already in place
• Close engagement with IT – via HEWIT at strategic level, and locally
• Openness and willingness to share with wider community
Leadership and team working
• Developed a strong ethos of team leadership:• Built up through early face‐to‐face workshops to develop vision and define requirements
• Very intensive but worthwhile• Location also played a part in developing team working and enabling team to focus on strategic rather than operational
• Used domain experts to input into their specialist areas and build functional requirements
• Functional leads and back‐ups• Built on existing experience and knowledge across the consortium
• Close involvement of Procurement departments.
Communication
• Regular and structured comms:• Project board via video conference• Steering Group met as part of WHELF regular meetings• Blog posts• Mini‐meets• Face to face for specific tasks (lessons learned)
Virtual environments
• Used various tools throughout the process:• Google Docs for collaborative authoring and document storage
• Basecamp for collaboration with Ex Libris• Currently using Yammer as a discussion environment• Extensive use of video conferencing and Skype due to geographical challenges
Sustainability and benefits
• Benefits at the heart of the initiative• Measuring the benefits using an external consultancy arrangement (funded via Jisc)
• Value of using a neutral third party to capture and measure these
• Relates back to original business case(s) and benefits outlined in those