The UK’s European university BREAKING THE MOULD/ STAKEHOLDER ENGAGEMENT TO BUILD A CASE FOR, AND THEN DELIVER THE TRANSFORMATION OF A 1960s LIBRARY INTO A 21 ST CENTURY LIBRARY AND LEARNING SPACE John Sotillo & Suzi Winstanley IFLA WORLD LIBRARY AND INFORMATION CONGRESS SATELITE MEETING 10 August 2016
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Sotillo Winstanley Breaking the Mould IFLA LBES 2016
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The UK’s European university
BREAKING THE MOULD/STAKEHOLDER ENGAGEMENT TO BUILD A CASE FOR, AND THEN DELIVER THE TRANSFORMATION OF A 1960s LIBRARY INTO A 21ST CENTURY LIBRARY AND LEARNING SPACE John Sotillo & Suzi Winstanley IFLA WORLD LIBRARY AND INFORMATION CONGRESS SATELITE MEETING 10 August 2016
University origins Established in 1965 at Canterbury The library at the heart of the University Architect’s vision for a 30,000m2 facility developed in four stages
Breaking the mould - the transformation of a 1960s library
University origins Two blocks built by 1996 by which time the student body had grown to c. 8,000 In 2005 the student body had increased to 13,000 with no further growth in library facilities By 2005 the needs of our undergraduate and research communities had changed Despite much innovation over the intervening decades, the 1960s library could not fully satisfy these needs Breaking the mould - the transformation of a 1960s library
Our response – the first transformation
Breaking the mould - the transformation of a 1960s library
Kent’s problems mirrored similar challenges across the sector Newly converged Library and IT service in 2004/5 A programme of service review and development Many changes introduced leading to a first significant transformation of the library New spaces, new services, much excitement and increased use followed
Our response – the first transformation
Breaking the mould - the transformation of a 1960s library
The growth of digital services generally Further changes to library services resulting in considerable increase in book circulation and library footfall By 2008 the successful initiative was starting to present new challenges
Breaking the mould - the transformation of a 1960s library
Information Services has good existing engagement with the university academic and professional service community External environment changing relationship with students University focus on increased investment New Library vision developed Detailed options developed for an expanded library providing a range of library and IT services alongside services from other student service departments
Breaking the mould
Breaking the mould - the transformation of a 1960s library
Co-locating services that operate in the same space and at the same time is challenging and expensive. Expanding the range of services still further might help us gain increased benefit from the investment. Stakeholders needed to share the vision. We needed to be mindful of 40 years of existing practice.
Collaboration and co-design
Breaking the mould - the transformation of a 1960s library
An immersive process involving all stakeholders Working with stakeholders to develop the vision and agree how issues should be addressed Using many different techniques and tools to help explore elements of the design
Collaboration and co-design
Breaking the mould - the transformation of a 1960s library
Engaging with all the short-listed design teams during the competition phase
Collaboration and co-design
Breaking the mould - the transformation of a 1960s library
Use of the digital model as a collaborative tool
Collaboration and co-design
Breaking the mould - the transformation of a 1960s library
Game-playing as an engagement tool
Collaboration and co-design
Breaking the mould - the transformation of a 1960s library
Observation as a tool for better understanding user activity
MAKING DO LOLLING
SPATIALISING SPACE HOPPING
Collaboration and co-design
Breaking the mould - the transformation of a 1960s library
Prototyping spaces and elements to affordably test thinking
Collaboration and survival
Breaking the mould - the transformation of a 1960s library
Keeping things going and maintaining satisfaction levels Ensuring regular communication Being honest about anticipated disruption as well as the hoped-for transformation Resourcing the existing service and its continued improvement Helping Information Services staff deliver the service they would like to