A new model of library at The Hive, Worcester

and the challenges of partnership workingJudith Keene, University of Worcester

Introduction to the Hive

The partners and the challenges

The journey so far

Conclusions

What is the Hive?

• Partnership project between the University of Worcester and Worcestershire County Council

• Joint Library, WCC Archives and Archaeology Service, plus Worcestershire Hub

• Jointly managed by UW and WCC• PFI Funded• Facilities management provided as

part of PFI

Objectives include:

• Social inclusion, based on Dept for Culture, Media and Sport’s Libraries for All. Factors include low income, unemployment, poor skills, health, ethnicity etc.

• Access to information and training• Access to technology (particularly online services)• Business links• Adult learning in the Community• Children and Young People

The Organisations - WCC

“We aim to make a truly transformative contribution to the lives of our students, staff and the people of our region, and to make a very positive impact in society more broadly.”(UW Strategic Plan 2013-2018)• Strategy to develop culture of participation and active

citizenship• Renewed strategy for partnerships…to fulfil the

University’s role as a key engine for opportunity, creativity, wealth creation and improved public services

The Organisations – UW

Planning: Vision• Inspiration • Connection • Aspiration • Learning • Integration • Inclusivity • Enduring Values • Well-being • Sustainability • Visibility

Library services• “One team” ethos thoughout building• Integrated customer services team – led by Library Services

Manager supported by WCC and UW team leaders• Floor walking and referral (to UW enquiries service) – staff

“pods” rather than desks• “Back of house” services still mainly separate • Merged catalogue and circulation modules• Fines, loan periods etc. aligned as much as possible• IT services depend on who you are – recognised at point of

login

Challenges – for staff

“Joint use libraries are one of the most demanding, and potentially stressful, areas of professional employment”

Bundy and Amey 2006

GENERAL Working cultures Management structures & practices Amount of information to be assimilated Unique – so no previous case studies to draw on

PERSONAL New users Loss of identity or specialism Change to working hours

Team Building

Values workshops Reciprocal visits and job shadowing “Skills share” workshops Joint training sessions Reciprocal involvement in staff selection and

induction Joint communications

Training• In depth programme over 2 years to cover identified

needs plus staff concerns• Coordinated via Moodle and online registration using

Eventbrite• Some aspects mandatory e.g. disability and equality

training• Variety of delivery incl. online, face to face, shadowing

All workshop sessions include time to get to know each other

Structures

• Strategic Board • Library Services Group• Service Managers Group• Facilities User Group

(Plus individual organisational structures)

The first year• Open on time and on budget with all the technology working!• 882,805 visitors by end of May 2013• 1 millionth issue this month• Huge rise in public library and Archives use• Pattern of use by UW and WCC customers as expected: busy

times are complementary• Events – Beeline (children’s literature) Festival, Kay’s arts project,

Bedroom Tax drop-in, Heart Walk, plays and poetry readings• Michael Rosen, Jacqueline Wilson• Guardian University award, RIBA West Midlands Special Award,

THE Leadership and Management Outstanding Library Team …….. And many more

The First Year for staff• Staffing at opening• Staff communications/information

– Daily briefings, centralised information– Line management / supervision clarification

• Behaviour, behaviour, behaviour– Constant review of what’s acceptable, close working with security

etc., training• How to feel part of the University

– Senior staff present in the Hive– Involvement with tours, induction, enquiries rota – Back on the University network

• Lots of ongoing ‘bite-size’ training

Benefits of partnership working

• Increase the range of services, resources and facilities available to users

• Value added services• Sharing of costs and resources e.g. shared LMS• Wider pool of staff, expertise etc. to draw on• Development opportunities for staff• Services benefit from fresh ideas and new

approaches

Partnerships – final thoughts

• Look for opportunities• Identify the mutual benefits• Have a clear vision• Engage with as many people as you can• Recognise it can be hard• Keep an open mind – their way may be better!• Accept you won’t win everyone over and

others will take time to come round