1 / 33

Senior Administrators’ Forum: University Information Services.

Senior Administrators’ Forum: University Information Services. Summer AGM and Forum, June 2011. Welcome to the University of Sheffield Library. Keith Dean, Assistant Director and Head of Corporate Services. K.dean@sheffield.ac.uk 0114 2227223. Workforce Development Planning at Sheffield

tovi
Download Presentation

Senior Administrators’ Forum: University Information Services.

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript


  1. Senior Administrators’ Forum: University Information Services. Summer AGM and Forum, June 2011. Welcome to the University of Sheffield Library. Keith Dean, Assistant Director and Head of Corporate Services. K.dean@sheffield.ac.uk 0114 2227223.

  2. Workforce Development Planning at Sheffield Keith Dean, Assistant Director and Head of Corporate Services, University of Sheffield Library.

  3. Workforce Development Planning • What are the issues, why do we need to do it? • What will it achieve? • What is it? • How do we do it?

  4. What are the issues? • We don’t have the ideal workforce • Size • Costs • Skill sets

  5. What will it achieve? • A workforce fit for purpose for 2015; to meet our key objectives and allow further development into the next planning period • More appropriate balance of expenditure • A more flexible and dynamic workforce to match the service we want to provide. • It could be VERY different to what we have now

  6. What is it? • ‘having the right people with the right skills in the right place’

  7. How did we start? • Recognition of the problem; first WDP 2011 • Mainly a financial exercise with an ambitious target. VSS ‘resolved’ a big proportion of it. • Phase 2; Workforce 2015; re-focusing (the Library in 2015), and crucial consultation • Alignment with Strategic Planning • There will be some easy solutions!

  8. And then........ • A presentation to all Library staff with: • The right context • Clear aims, examples and outcomes. Followed by; • Continuous rounds of consultation • Retaining a tight grip on reinvestment • Resolving the more difficult issues

  9. Workforce The University Library 2015

  10. The planning context New services, new roles, new skills The financial context

  11. The planning context • HE White paper delayed • Uncertainty around fees and funding of teaching after 2012 • Competition for students and for research income • University mission, vision, identity • Professional Services values and vision • University Strategic Plan 2010-2015 • Project 2012 • Space planning

  12. New services, new roles, new skills

  13. New services, new roles, new skills • Extending self-service • New customer service roles • Learning & teaching • Research support skills • New systems and digital architecture • Working smarter

  14. Self service • We will have a much richer self service offer to customers on campus and remotely, and through mobile devices • Making new areas of services available on a self-service basis • We will have better systems to support self service

  15. Customer services • Fewer staff handling face to face transactions • CS roles will be different • Logistics • Welcome • Customer account help • Learner support

  16. Learning & teaching • Closer engagement with students and other L&T colleagues • More staff have educational qualifications • A better offer for our postgraduates • Better use of our learning spaces (inc IC) to support new approaches to L&T • Information skills remain a key area • Resource lists: more academic input, less in-Library processing

  17. Supporting research • Better understanding of research • Content still central to our offer • Better skills to support researchers with research planning and management • Open access: continued development • New skills for data management and digital preservation • Digitising our distinctive (special) collections

  18. Better systems • Open • Integrated • Interoperable • Resilient • Less bespoke • Shared/remote (“cloud”) not local

  19. Working smarter • Better at academic policy engagement • Winning respect at Faculty level • More agile and responsive • Collaboration to share services • Encouraging professionalism • Work across boundaries • Faster, better, cheaper

  20. The financial context

  21. The financial context • Reduction in state funding of teaching • Undergraduate fees • Increasing Govt pressure not to charge maximum £9000 fee • Uncertainty about teaching funding from 2012 • reduction of up to 80% • Mechanism for controlling student numbers unclear • Rising energy costs • Loss of capital funding

  22. Library factors • Continuing inflation in journals costs • Increasing demand for open access publication • Sector library data (benchmarking) show that we spend a low proportion of our budget on collections and information services

  23. Information & staffing spend SCONUL 2008/09data Key staffing information/content excludes operating costs University of Aaaaa

  24. Information & staffing spend SCONUL 2008/09data University of Bbbbbb

  25. Information & staffing spend SCONUL 2008/09data University of Ccccccc

  26. Information & staffing spend SCONUL 2008/09data University of Ddddddd

  27. Information & staffing spend SCONUL 2008/09data University of Eeeeeee

  28. Information & staffing spend SCONUL 2008/09data University of Fffffff

  29. Information & staffing spend SCONUL 2008/09data University of Sheffield

  30. Library factors contd • We need to balance our staffing and information/content spend • Recurrent IT spend will increase to support more advanced systems and services • Increasing need to demonstrate our value

  31. What this means for us • We need to try and avoid the uncertainty of annual savings targets • Our recurrent staffing spend in real terms will be about 15% lower by July 2015 • Greater investment in information/content by 2015 • We will all experience further change in our jobs through to 2015

  32. Looking forward • libraries will remain central to the academic endeavour for a long time • Our University Library and its people are among the best in the UK • The Library is very well regarded by the University • The University of Sheffield is a highly successful university (top 100 in this month’s THE survey of global university reputation)

  33. Questions • How will we manage with a 15% reduction in staff by 2015? • Advanced systems • Investment in self service • Streamlining procedures & processes • Eliminating duplicated effort • Support for staff in new roles • Will there be another VSS scheme? • If the University can charge £9000/year in fees won’t it be better off? • Will there be a recruitment freeze?

More Related