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Editor's Notes

• #3: LT Priorities - gaps in support, what their needs were and priorities for the future Networking - having the same conversation with lots of staff around SLS, Marketing, IT, Estates, Secretariat and Corporate Comms to introduce new role and establish a point of contact, and getting an idea of their needs and perceptions of LIS Mapped stakeholders - influences, interest, common goals, working together, inclusion Building the team - spending time with Elsa and Hilja, understanding their roles, priorities and what took up most of their time. Building trust and starting to work together - team formation rather than isolation
• #4: The nature of our business, spending time with different managers and understanding their roles and services in more detail February - strategic planning round - pulling together the business priorities for the next three years and linking them to the Corporate Objectives, and understanding the finance implications. These were worked on for three months before mapping into the University's template and submitting to the University with financial bids Talk about this more later Shorter term plans - supporting with Access management project, Open access and Research Data management, suggesting channels and messages for promotional activities and getting finer detail from contacts across the University, web presence, more networking finding out about our induction and open day processes and how we present ourselves to prospective and new students.
• #6: Bags - feedback from information advisers, information specialists, helpdesk staff, open day and conference stand feedback - what do students want? Worked with Marketing and an external supplier. Flooded the market and student demand was unprecedented - even offered to buy when we ran out. NSS action planning - brought together all four plans for the first time rather than planning in isolation. Praised by Neil McKay, will be meeting with other reporters from Directorates to share plans and find common goals For the first time, brought together ALL student comments from hys, NSS, PTES, PRES and the Barometer into one database, so that the team can take over the analysis of trends, both positive and negative to bring these into our action planning and monitor them closely, while maintaining dialogue with students and keeping student-facing staff appraised of key messages on a monthly basis Communications - digital signage, started infographics, social media and blog monitoring, used as an exemplar by other departments and services More networking, using Nuala's connections and strengthening their relationships across different staffing levels, promoting the value of the library but at an early enough stage to be influential
• #7: Knitting together the strategic plan together with the Team plans shared this week and the NSS action plan (along with any others) Then mapping them upwards so that we have a clear picture of how this relates to the University's corporate objectives While mapping them across our service so that all our staff can see how they contribute to delivering these actions Working with managers and teams to monitor progress, make those connections and share information Identifying our performance indicators, bringing them together into a quarterly reporting cycle, identifying our KEY performance indicators and understanding the trends - drilling down into the details of our business and bringing it together, relating it back to the action plans and using it to help Leadership and Management Team make decisions on future planning Evidence base - we have some already but need to draw out the team KPIs to support that by working with managers - talked to Nuala, Ann and Alison and getting a better understanding of the data they need to manage the service and make those connections eg books, ebook usage, shelving, teaching hours, helpdesk enquiries, visitors, learner analytics from the access gates Shaping our policies - making sure they are up to date, sharing them with staff across LIS so we have a formal record of the nature of our business and the policies that underpin the work we do. Following up on successes - now that we've brought together an NSS action plan for LIS, portfolio office has taken ownership of the NSS, PTES, PRES and student barometer analysis from SW, to liaise with central information and making it part of our annual cycle but monitoring in between so that it keeps fresh and meaningful, continuing to fill those gaps in service from strategic to team level.
• #8: Some highlights