1. ILM Level 5.02: Managing Improvement Rutland Building, 17 th February 2014 Dr Graham Walton, Head of Planning and Resources, Loughborough University Library Making a case: how the Library persuaded the University to invest in a major refurbishment

2. VC launches refurbished Library

3. Library refurbishment celebration cake

4. New group study room

5. Level 4 with natural lighting

6. Study spaces on Level 4

7. New staircase from Level 3 to Level 4

8. New Library Entrance

9. Proposed extent of refurbishment Rebuild/ refurbish Level 4 to create a variety of study spaces Refurbish/ remodel parts of Level 3 to improve the operation of the Library and its initial appearance Relocate IT Clinic to the Library to enhance the Student Experience and provide a ‘one-stop shop’ Refurbish existing toilets and add further toilet facilities on Level 3 Upgrading of fire safety provision Install rolling shelving to Level 1 to bring all archive material within the building COST £4,800,000

10. Challenge for Library to produce business case that persuades University to find £4,800,000 when  Recession which impacts on University income  Many other demands on University income  View that with digital information, why invest in developing the Library building

11. Business Case 1: Library users are dissatisfied with the number, range and quality of the study spaces provided.  Increase the size of the library overall for more of everything  Make the library bigger since there's only one library for the whole university  More places to study -  More Desks  More space for group/individuals i.e. like level 3,  Larger quiet areas  more social learning environment  Increase in the amount of both personal and social study areas would be great  Only 65% were very or fairly satisfied with study facilities  Source: Walton, G. (2010) Loughborough University Library general user survey: 2009, Loughborough University Library http://www.lboro.ac.uk/library/about/PDFs/usersurvey2009.pdfhttp://www.lboro.ac.uk/library/about/PDFs/usersurvey2009.pdf

12. Business Case 2: Students experience difficulties in accessing a networked PC in the Library  Only 41% people were very or fairly satisfied with Library PC provision (ranked 14th overall regarding satisfaction)  Improving access to PCs was the second highest on users’ wish lists for developing Library services  Source: Walton, G. (2010) Loughborough University Library general user survey: 2009, Loughborough University Library http://www.lboro.ac.uk/library/about/PDFs/usersurvey2009.pdfhttp://www.lboro.ac.uk/library/about/PDFs/usersurvey2009.pdf

13. Business Case 3: Library building attracts negative comments from its users  Overall I would describe the Library as excellent although I think it could do with a fresh coat of paint throughout  The building isn't a nice place to work (it feels dull and drab inside)  Very ugly building, bare concrete walls and exposed ventilation pipes in the ceiling. Stephens, D and Estall, C. (2011) Pilkington Library: a values survey of staff and users to hep develop the library brand and its marketing, Loughborough University Library.

14.  Loughborough University has 1:11 Library seats per undergraduate compared with 1:7 averages for 1994 Group Universities. 15 out of 18  Loughborough University has 1:11 Library seats per undergraduate compared with the 1:8 averages for the East Midlands.  SCONUL (2010) SCONUL Annual statistics: 2008 – 2009, SCONUL Business Case 5: In terms of study spaces per student, Loughborough University Library compares very poorly

15. Business Case 4: The Library has increased its study spaces as much as it can - no further options  Seating/study space increases:  Between 2008/09 and 2009/10 11%  Between 2009/10 and 2010/11 0.6%  Between 2010/11 and 2011/12 (so far) 0%

16.  At recent University Open Days, the Library has had more visitors coming to the Library to review services and facilities Business Case 6: When selecting a university, prospective students and their parent increasingly see the provision of a spacious, modern university library as a key quality indicator

17.  Loughborough University Library - estimated costs per additional study space - £16,000  Leicester University Library - costs per additional study space - £21,300  Durham University Library - costs per additional study space - £18,500 Business Case 7: Refurbishing the Library will be cost effective

18.  Reduction in energy consumption from the proposed refurbishment is 63,343 kWh which = 40.5% reduction and an annual reduction in carbon emissions of 12.7 tonnes Business Case 8: Refurbishing the Library will be good environmentally

19. Business Case 9: The Library building is heavily used and the level of use is increasing annually  Percentage increase in usage  Between 2008/09 and 2009/10 16%  Between 2009/10 and 2010/11 8%  Between 2010/11 and 2011/12 7%   Source: SCONUL (2011) SCONUL Annual statistics: 2009 – 2010, SCONUL

20. Business Case 10: Researchers and postgraduates have identified the need for an effective silence space Source: Walton, G. (2010) Loughborough University Library general user survey: 2009, Loughborough University Library http://www.lboro.ac.uk/library/about/PDFs/usersurvey2009.pdf http://www.lboro.ac.uk/library/about/PDFs/usersurvey2009.pdf

21. Business Case 11: The Library has a very high profile as most students use the building 97% students use the University Library Loughborough Students Union (2011) SU Annual survey, 2010- 2011, Loughborough Students Union

22. Lessons learned about data to support business cases  Lesson 1: Comparative data with competitors is very powerful  Lesson 2: Evidence from sources outside Library is influential  Lesson 3: Good to mix qualitative and quantitative data  Lesson 4:Must tie in data with needs of wider university (attract students/ provide high quality/ be cost effective)

23. Lessons learned about data to support business cases  Lesson 5: Collect and analyse data continually. You don’t know when it will be needed  Lesson 6: Digital metric data is useful but it needs to be made meaningful  Lesson 7: Data visualisation is key. Too much data is presented as tables or pie charts  Lesson 8: Know when to stop collecting data/drilling down/ cross tabulating

24. Library staff celebrating the new Library