LIBRARY SPACE REORGANISATION
TASK AND FINISH GROUP
FINAL REPORT
1. Remit and membership
This Task and Finish Group was established by Senate in June 2007 with the
following remit:
 to advise the Director of Academic Services on developing a long-term plan for
the reorganisation of the University Library appropriate to a top 10 university,
based on a facility plan delivered by external library consultants
 to advise on the Collection Development Policy and its implementation
To implement this remit, the Group addressed four key areas:




Collection Development Policy & ‘Traffic Light’ System
Site Libraries
Stakeholder Groups
Research Strategy and E-Resources
The Group comprised Prof Mark Overton (Chair), Ms Michele Shoebridge (Director
of Academic Services), Dr Stewart Barr, Prof Jonathan Barry, Prof Cathie Holden, Dr
John Love, Prof Stephen Mitchell, Prof Steve Neale (ASA Nominee), Ms Ashley
Petrons (Education Officer, Guild of Students) and Prof Melanie Williams (meetings
1-2, replaced by Dr Adeline Johns-Putra for meetings 4 and 5) with Mr Paul Gibbs
(Assistant Director, Customer Services) and Mr Martin Myhill (Assistant Director,
Collections and Research Support) in attendance. Ms Lee Snook (Head of Academic
Liaison and Collection Development) convened and serviced the meetings.
The Group met five times between October 2007 and January 2008.
1
2. Collection Development & ‘Traffic Light’ System
A draft collection development policy (see Appendix 1) was submitted to the Group
and agreed after detailed consideration. The policy is based on the following
underlying principles:

The trend for users to expect resolution of their information needs from the
desktop will accelerate.

Print, electronic and multimedia collections will be required for the
foreseeable future.

Facilitating effective resource discovery and maximised exploitation is a
fundamental requirement.

Electronic resources (especially web-based) are usually preferred to print
equivalents on the grounds of accessibility and optimum space utilisation

Value for money (noting VAT on e-resources but not printed books)

No library can store all the scholarly information its own users may require
but local collections must be appropriate in support of the University’s
research and teaching requirements.

That national schemes (such as the Interlending Network and the UK
Research Reserve) and International Agreements (such as JSTOR) will
continue to impact on stock provision.

Disposal of redundant stock will be carried out in consultation with
stakeholder groups and in collaboration with the UK Research Reserve.

The national importance of some print resources held by Exeter is endorsed by
our membership of the UK Research Reserve which will provide the
infrastructure to preserve such items in situ for the benefit of the entire UK
academic community.
The purpose of the document is to define the policies guiding the development and
management of the University of Exeter’s print, digital and other library collections.
This policy forms the basis for a ‘traffic light’ system concerning potential stock
disposal, the provision of a major research collection in the Old Library and the
development of library collections in the Main Library including a much larger, selfservice ‘Ready Text’ comprising core texts.
The Traffic Light system is adopted as a means of agreeing criteria for the
management of library stock, which can be tailored to the needs of each individual
School or Department. The system is based on the following underlying principles:

Although academic departments have individual library collection
requirements there is considerable inter-activity between schools. All users
must be given the opportunity to review all stock moves or disposals, not just
those perceived to be most relevant to them.
2

Items selected for transfer or disposal using the agreed plan will be identified
for users to review prior to further action.

Disposal will be a very last resort with items regarded as surplus to stock
being offered to all university members, national collaborative schemes such
as the UK Research Reserve (UKRR) and charities (international and local)
prior to disposal. Any items which are left will be disposed of using the
university contract with Biffa Waste which will ensure that environmental
considerations are fully applied.

The timescale for activity is dependent on funding being made available. It is
anticipated that the first phase of this plan, to clear the Roborough Basement,
will take place between May and September 2008.The final phases may not
take place until 2010-11.
Using the Traffic Light System, stock is allocated to three categories:
RED
for retention in situ
AMBER
for consultation regarding retention, disposal or relegation to store
GREEN
for disposal/transfer to Tremough/transfer to personal collections
The Collections and Research Support Team discussed specific ‘traffic light’
proposals with academic and student colleagues at departmental level (24 meetings)
during November and early December 2007 and those all reached a satisfactory
conclusion.
3. Site Libraries
The group considered four libraries/collections in the context of the original
MoveCorp proposals.
3.1 Law Library
The MoveCorp report includes a proposal to transfer a slimmed-down law collection
to the Main Library. Members of the Task and Finish Group met with staff and
student representatives in order to discuss the proposal, during which a number of
arguments against the move were put forward; including the special nature of legal
materials, no demand for 24/7 facilities, the detrimental impact of a stock move on
mooting activities and concerns over the marked increase in current usage of the
Main Library. A key concern for students centred on the issue of ‘identity’ in
recruitment and the role that a separate Law Library has in reinforcing that identity.
Following this detailed consultation with stakeholders, a number of options were
considered regarding future Law Library provision and these are outlined in the Law
Library – draft proposal December 2007 paper (see Appendix 2).
3
This Group recommends that a mixed use library model, as outlined in section 4c of
the draft proposal, should be implemented with the redevelopment costs being met
from Law School rather than central funds. This model entails the Law Library
remaining in situ within the existing two floor footprint of the Amory Building, with
some relocation of stock being required in order to create flexible study space for the
use of all Amory Building users. Further detailed discussions between Academic
Services and the Amory Schools will be required, regarding the revised floor plan,
study space and funding.
It is also recommended that this issue is revisited in the future, once plans for the
Forum are further progressed and developments in other areas such as online
resources and online mooting make a move to a modern and central 24/7 study
environment a more attractive option.
3.2 Arabic Collection
The MoveCorp proposals recommend an extension of Old Library services,
incorporating the transformation of the Old Library Reading Room, in order to give
the Library an enhanced role in research support, whilst continuing to encourage
undergraduate use. Such redevelopment necessitates the relocation of the Arabic
Collection which is currently housed within the Reading Room in the Old Library.
This collection is complemented by the contents of the Arab World Documentation
Unit (AWDU) which is housed in a purpose built section of the IAIS building.
Having agreed the importance of the proposed Old Library redevelopment to the
University’s aspirations to become a top flight institution, and to the Library’s aim to
join the prestigious Consortium of Research Libraries (CURL), the Group considered
two relocation options for the Arabic Collection:


Transfer the Arabic Collection to AWDU
Move the Arabic Collection within the Old Library to a lower floor
Members of the Group met with staff and student representatives from the Institute of
Arabic and Islamic Studies (IAIS) to discuss the proposals in detail.
Further details relating to these proposals and to the feedback from the IAIS is
included in the Proposals regarding the relocation of Arabic Studies Collection in
the light of the MoveCorp report paper in Appendix 3.
Whilst it was agreed that combining the Old Library and AWDU collections would
be an ideal solution, very strong representations were made against placing both in
the existing AWDU area on the grounds of lack of future space for expansion and
inappropriate location of moderately-used lending collections into rolling stack. Staff
and students were also particularly concerned that if the collection was to move
within the Old Library, it should not be placed in rolling shelving in the Lower Stack
4
(two floors below the entrance level) of the Old Library and that a more ambient
location must be found.
In light of this stakeholder consultation this Group recommends that the Arabic
Collection should move into AWDU, within the IAIS building, should funds be made
available for a suitable extension. It is acceptable for the collections to move to
another location within the Old Library as an interim measure (pending a move to an
extended AWDU) or as a permanent measure in the event that the planned extension
fails to materialise. It is not possible to designate a space for the collections at
present as a number of outstanding space issues relating to the Old Library remain to
be resolved. However, a guarantee has been provided that the collections will not be
housed on the basement level (two floors below the entrance level) on rolling storage
due to IAIS concerns over environmental demotion.
3.3 Harrison Library
The MoveCorp report proposes that the stock of the Harrison Library is transferred to
the Main Library. The case for transfer is outlined in greater detail in the Transfer of
Site Library Collections: Harrison Library paper (see Appendix 4).
It is proposed that a slimmed-down version of the Harrison Library collections,
comprising non duplicate items, is transferred to the Main Library in the summer
vacation 2008. Under this plan, the Harrison Library space will be converted into a
multi-use flexible study space with a modest, unsupervised book collection to support
reference use by postgraduate students. Discussions with SECaM indicate approval
for this plan, but funding issues relating to the conversion of the library space to study
space remain to be resolved.
This Group recommends that the proposed transfer takes place in Summer 2008 and
that SECaM investigates funding for the redevelopment of the vacated library space.
3.4 St Luke’s Campus Library
The MoveCorp report recommends that the University consider total demolition or a
transfer to more suitable space for the St Luke’s Campus Library. It advises that
should the Library remain in situ, then a significant programme of refurbishment and
redecoration will be required.
Due to planning and financial considerations, the demolition option has been ruled
out and £1 million has been earmarked to refurbish the St Luke’s Campus Library. It
is anticipated that the work will take place during 2008 and 2009 (subject to funding),
concentrating disruptive work into the summer vacations. The issues and proposals
relating to the St Luke’s Library are outlined in the St Luke’s Campus Library
paper in Appendix 5.
5
Detailed discussions will be taking place between Academic Services and the staff
and students of all three St Luke’s Campus Schools in order to agree a final set of
proposals.
4. Stakeholder representation
In the context of revised university governance and the dual assurance arrangements,
the Library User Group and Information Services Committee have been disbanded.
There is a need to create a new structure where the views of stakeholders are readily
accessible when determining the effectiveness of existing library services and
developing future plans and policies.
The Group debated this topic at length, recognizing the importance of developing a
model which would ensure both operational and strategic issues are dealt with in the
most appropriate and efficient manner. The Group was mindful of the potential
impact of a new model for the future of communication in other areas of Academic
Services and in other Services, and of the need to develop a model which would
facilitate communication across all campuses.
The Group’s discussion led to the formulation of a new stakeholder representation
model which is outlined in full in the Stakeholder Representation paper in
Appendix 6. The Group recommends that a new tiered model will best serve the
university’s current requirements in this area;





Processes for progressing complaints, suggestions and other feedback will continue to
be channelled through the Customer Services Division. However, means of feedback
will become more visible through a response website where each issue will be publicly
logged and a response provided within seven days.
Academic Support Consultants will be the main means of contact between academic
schools and senior library management. As well as attending key school meetings (such
as Staff Student Liaison Committees) they will arrange regular 1:1 meetings with
designated library reps within their portfolio. Such meetings will form the basis for
feedback to issues raised at earlier meetings.
The Director of Academic Services and her senior colleagues are responsible for
innovation and development of collections and services as well as monitoring service
provision to agreed standards. A balanced-scorecard system will be adopted using key
performance indicators to highlight progress and any concerns.
Where significant policy issues arise, especially those relating to major service changes,
space developments or funding mechanisms, the Director of Academic Services may
convene a university-wide Task and Finish Group to consider issues and proposals.
Under the dual-assurance governance mechanism, the Director of Academic Services is
responsible to SPaRC but also reports interim issues to the Vice-Chancellor’s Executive
Group which meets on a weekly basis. Library-related matters may also be considered
by Senate.
6
5. Research Strategy and E-resources
The Group recognised the Library’s importance in supporting the institutional
research agenda and working towards top flight research provision. The Group
compared Exeter’s performance against the performance of the ‘Top 10’ research
libraries and discussed strategies which would enable Academic Services to forecast
and plan library research provision which is fit for current purposes and agile enough
to meet tomorrow’s increasing demands.
The Group agreed that in order to deliver on the University’s top flight aspirations, a
new research strategy is required. The proposed strategy is outlined in detail in the
Research Strategy and E-Resources paper (see Appendix 7). This strategy
constitutes a major shift of energy by Academic Services staff into research support
under the following headings:

Personalised research support

Strategic development of e-resources

Realignment of print research collections

Development and digitisation of Special. Collections

Provision of a Virtual Research Portal

Appropriate financial provision to support resource acquisition

Refurbished research environment

Aspiring to meet all the criteria necessary to become a member of the top-flight
Consortium of Research Libraries
6. Summary of recommendations
The Library Space Reorganisation Task and Finish Group advise the Director of
Academic Service to implement the:

Collection Development Policy

Traffic Light System for stock management.

Creation of a mixed use model for the Law Library in the Amory Building

Transfer of the Arabic Collections to an extended AWDU, or relocation within
the Old Library if an extension is not forthcoming.

Transfer of a slimmed down Harrison Library to the Main Library

£1 million refurbishment programme for St Luke’s Library

Tiered model for stakeholder representation

New Library Research Strategy
Library Space ReorganisationTask and Finish Group – February 2008
7
LIBRARY SPACE REORGANISATION
TASK AND FINISH GROUP
FINAL REPORT
Appendices
Page
Appendix 1
Collection Development Policy
1
Appendix 2
Law Library – draft proposal December 2007
11
Appendix 3
Proposals regarding the relocation of Arabic Studies
Collection in the light of the MoveCorp report
13
Appendix 4
Transfer of Site Library Collections: Harrison Library
19
Appendix 5
St Luke’s Campus Library
21
Appendix 6
Stakeholder Representation
25
Appendix 7
Research Strategy and E-Resources
28
Appendix 1 – Collection Development Policy
ACADEMIC SERVICES
COLLECTION DEVELOPMENT POLICY
1. Executive Summary
The purpose of this document is to define the policies guiding the development and
management of the University of Exeter’s print, digital and other library collections. The
policy applies to all collections managed by Academic Services regardless of location
although additional policies apply to Special Collections and Arabic and Middle Eastern
materials.
2. Underlying principles
2.1 The trend for users to expect resolution of their information needs from the
desktop will accelerate.
2.2 Print, electronic and multimedia collections will be required for the
foreseeable future.
2.3 Facilitating effective resource discovery and maximised exploitation
is a fundamental requirement.
2.4 Electronic resources (especially web-based) are preferred to print
equivalents on the grounds of accessibility and optimum space utilisation
2.5 Value for money (noting VAT on e-resources but not printed books)
2.6 No library can store all the scholarly information its own users may require
but local collections must be appropriate in support of the University’s
research and teaching requirements.
2.7 That national schemes (such as the Interlending Network and the UK
Research Reserve) and International Agreements (such as JSTOR) will
continue to impact on stock provision.
2.8 Disposal of redundant stock will be carried out in consultation with
stakeholder groups and in collaboration with the UK Research Reserve.
2.9 The national importance of some print resources held by Exeter is endorsed
by our membership of the UK Research Reserve which will provide the
infrastructure to preserve such items in situ for the benefit of the entire UK
academic community.
3. Implementation
This policy will be subject to consultation with stakeholders and approval by the
Vice-Chancellor’s Executive Group.
1
Appendix 1 – Collection Development Policy
4. Mission and strategic context
This policy has been developed to support the wider university aims and
requirements of the Corporate Plan.
5. Collection Development
5.1
Collection Development principles:
5.1.1 Academic Services provides access to information resources that meet the
learning, teaching and research needs of the university community; on a
cost-effective basis, within available budgets, irrespective of media type
and subject, as appropriate, to legal requirements (licences, copyright etc.).
5.1.2 All information resources purchased by Schools from their own budgets
are selected by the Schools and channelled to the Acquisitions and
Metadata Support Section via authorised, School-based Library Liaison
officers.
5.1.3 All information resources purchased from Academic Services’ funds will
be selected by Academic Services’ staff.
5.1.4 School information resources budgets should be responsive to changes in
course content and research profiles and sufficient to support user
demands. They should be reactive to reading list requirements As a
minimum, they are required to keep pace with retail price increases on an
annual basis.
5.1.5 School information resources budgets earmarked for central provision
must only be used to purchase materials for Academic Services
collections.
5.1.6 Resource purchasing will increasingly move to support a ‘steady state’
growth policy and reflect the e-learning agenda.
5.1.7 Web-based resources, when available, are the preferred option as they
maximise access and endorse the principle of ‘steady-sate’ growth.
5.1.8 Unnecessary duplication of resources (e.g. between sites) will be avoided
through judicious use of inter-site transfers.
5.1.9 Collection evaluation, stock-taking and weeding exercises are carried out
on a regular basis. These endorse the general principles outlined above and
may result in stock disposals or transfers.
5.1.10 Academic Services works in close consultation with other partners and
agencies including the British Library, national and international
interlending networks, University College Falmouth (University of Exeter,
Cornwall campus), the University of Plymouth (PCMD, PAHC, Social
Work); it also is a member of the South West Regional Library Service
(SWRLS), South West Higher Education Libraries Group (SWHELS) and
SCONUL.
5.1.11 Academic Services is committed to intellectual freedom principles and
will not exclude or withdraw from availability any material provided it is
legal.
2
Appendix 1 – Collection Development Policy
5.1.12 Purchasing will follow accepted university procurement guidelines
including use of deals brokered through the Southern Universities’
Purchasing Consortium (SUPC) including any necessary tendering
requirements under EU regulations.
5.2. Collections and formats
5.2.1 Physical collections include:
 Main Library – Streatham Campus, which houses the major
university collections relating to Arts, Humanities, Science and Social
Science and also provides the central management and administration.
 Old Library – Streatham Campus, which houses the Arabic and
Special collections and also acts as the Library’s open access store.
 Law Library – Streatham Campus, which houses the university’s Law
collections and the European Documentation Centre
 Roborough Basement – Streatham Campus, which acts as a closed
store
 St Luke’s Campus Library – St Luke’s Campus which houses the
university’s Education, Sport Science and Social Work Collections
and is the main focus for the PCMD.
 Arab World Documentation Unit – Institute for Arabic and Islamic
Studies, Streatham Campus
The University of Exeter, Cornwall Campus Library includes those
items formerly from Exeter’s Camborne School of Mines collections and
is managed by University College Falmouth with significant input from
the University of Exeter.
These collections include Mining,
Environmental Geography, Biological Sciences, History, Law, Politics
and English.
5.2.2 The collections include both primary and secondary sources of different
types and formats.
5.2.3 Digital resources include:
 Purchased items (including e-books) and subscription-based or
licensed resources
 Locally-created digital assets including those held in the
Institutional Repository
 Material freely accessible on the internet and selected for use in the
University’s ‘Electronic Library’.
These will be accessible on campus, or (as far as possible subject to
licence or technical constraints) remotely.
5.3
Funding and budgeting priorities
5.3.1
Funding is derived from two sources:
 School budgets dedicated to information resource purchases
Under the University’s Income Distribution model, schools set their
own budgets based on available resources in order to meet their
3
Appendix 1 – Collection Development Policy
agreed, strategic targets. As a key ‘top 2010’ metric, Library and
Information expenditure is expected to have a top priority and Strategy
Performance and Resources Committee (SPaRC) also requires Schools
not to spend any less (in real terms) on library budgets than in previous
years. Unspent allocations are clawed-back in entirety from Schools at
the end of each academic year and are used to bolster multidisciplinary
resource purchases and subscriptions.Responsibility for expenditure
from School budgets rests with the School and is administered through
the school-appointed library liaison officer.

Central funds
The Academic Services budget includes central provision for core, generic
purchases including multidisciplinary electronic resources. This fund is
underpinned by income streams such as fines and photocopying
supplemented by annual clawbacks from unspent school funds and grants
from the University Foundation. Additionally, a modest, ring-fenced
budget enables Academic Services to make acquisitions for Special
Collections augmented by external funds and following agreed collecting
policies.
Academic Services is responsible for the expenditure of these funds.
5.3.2
Spending patterns must reflect the University’s commitment to ensuring
high-quality information provision for learning, teaching and research at
all levels. The balance of expenditure between material types, books and
journals, and teaching and research will vary from and even within
Schools.
5.3.3
Criteria to inform the sustained purchase of core texts (made available
in Short Loan or Ready text areas) is based on the following:
 Number of students on the course
 Period over time over which the item is required to be read
 Prominence of the item in relation to others recommended
 The possibility of using shorter loan periods to accelerate circulation
The following formula is strongly recommended to ensure sufficient copies of Temporary
Reserve (‘Ready Text’) and Short Loan (One week loan) copies. For example, if there are
100 students undertaking a module and they have six weeks to complete the required
piece of reading, the recommended number of copies is 3 for Temporary Reserve and
four for Short Loan.
5.3.4
A daily review of reservation queues allows Academic Services staff to
identify items in heavy demand. Such items may be transferred to a
shorter loan period (bearing in mind the lack of suitability of the TR
4
Appendix 1 – Collection Development Policy
Collection to distance-based or part-time students), as well as being
notified to relevant academic colleagues.
Weeks
20
1+2
1+1
1+1
1+1
4
6
8
10

5.3.5
5.3.6
5.3.7
Students on module
40
60
80
2+2 3+3 3+4
1+2 2+2 2+3
1+1 1+3 2+2
1+1 1+2 2+2
100
3+5
3+4
2+3
2+2
120
4+5
3+5
2+4
2+3
140
4+6
3+6
3+4
2+3
160
4+7
3+7
3+5
2+4
180
5+7
4+7
3+5
2+5
It is recommended that no more than twenty copies of a particular item
are purchased unless there are special circumstances.
Academic Services will recommend the purchase of E-Book equivalents
as appropriate.
The University has signed up to the CLA digitisation licence and
Academic Services staff will recommend and facilitate the digitisation of
core elements of print texts for use in the university Virtual Learning
Environment in accordance with copyright stipulations.
Spending on research materials is governed by the following
principles:





Generally, only one copy of an item is bought (unless required for
teaching as in 5.3.4). Resources should be relevant to research needs.
Journal subscriptions and the move from print to electronic formats are
reviewed annually
Where items are only required for one-off consultation, consideration
should be given to alternative delivery methods (e.g. Inter Library
Loan)
Resources relevant to more than one school may be shared between
relevant school budgets.
Schools should carefully cost new information provision requirements
in collaboration with Academic Services.
5.4 Selection responsibilities and criteria
5.4.1 Final decisions on purchase and cancellation of information materials
rests with the Director of Academic Services. However, material selection
relies on a close and dynamic partnership between schools and Academic
Services. Each school has a designated Support Consultant from
Academic Services who acts as the main liaison.
5.4.2 School or Departmental Library Liason Officers are responsible for
selecting resources purchased from School budgets.
5.4.3 Responsibility for purchases from central funds lies with designated staff
within Academic Services. Suggestions from academic colleagues and
students are welcome.
5
Appendix 1 – Collection Development Policy
5.4.5
Electronic resources will be preferred when there are significant gains in
terms of accessibility and ease of use in relation to the costs involved. In
addition, decisions will include additional considerations:
 Electronic versions should be as complete as the print counterpart
and/or include enhancements such as hyperlinks
 Long-term e-archiving potential including whether back-files will be
removed if the subscription is cancelled.
 Whether long-term archiving formats are future-proofed
 Assessment of staff and technical implications including long-term
support.
Where possible, e-resources will be evaluated during a trial period prior to
purchase/subscription.
5.5
Deposits
5.5.1
University regulations stipulate that a copy of all Postgraduate-level theses
presented in full requirement of a higher degree should be deposited with
Academic Services. It is expected that an increasing number of theses (and
dissertations) will be made available electronically via the University’s
digital, Institutional Repository.
It is expected that an increasing number of home-grown digital resources
including electronic copies of research material, academic papers and grey
literature produced locally will also populate the repository in due course.
5.5.2
5.6
Donations, gifts and free materials
5.6.1 Gifts and bequests are accepted on the understanding that:
 All print donations will be carefully considered. In many cases, Schools
may prefer to filter potential donations as appropriate before they are
passed to Academic Services.
 Items that do not fit the collection development criteria described in this
document will be returned to the donor. When appropriate, such items will
be disposed of without further reference to the donor, by gift, sale or
discard.
 Academic Services retains the right to organise and locate donations
according to its own judgement
 A separate Collection Development policy covers Special Collections
including the deposit of material which remains the property of the donor.
Major donations are acknowledged by letter and notified to the University
Foundation.
5.6.2
Benefactors may also wish to donate, covenant or bequeath funds to be
spent on the collections. This process is organised through the
University’s Development Office. In particular, there is an annual parental
6
Appendix 1 – Collection Development Policy
5.6.3
bookfund system which enhances collections in areas of special interest to
parents of those graduating.
Freely available and appropriate internet information resources that meet
the teaching or research needs of the university community are selected
and made available via the Academic Services Electronic Library website.
6. Collection Management
6.1 Acquisitions, procurement and licence agreements
6.1.1 The purchase of all information resources in all formats, including access
to electronic resources, is managed centrally by Academic Services
whether the resources are purchased from School budgets or central funds.
6.1.2 All acquisition procedures are automated and carried out on a costeffective and value for money basis within the resources available. The
cost of outsourcing labelling and cataloguing will be met from central
funds. The cost of other processing work (including strengthening etc.)
will be met as part of the purchase cost.
6.1.3 Academic Services is committed to utilising e-commerce procedures in
order to optimise the efficiency of procurement procedures already in
place such as the use of EDI (Electronic data Interchange) for acquisitions
processes. Academic Services also works closely with the Finance
Division to make invoicing and reporting procedures as efficient as
possible.
6.1.4 The selection of suppliers of information resources is carried out using
university-wide procurement guidelines including those established by the
Southern Universities’ Purchasing Consortium and following EC tendering
requirements.
6.1.5 Academic Services seeks to take advantage of publishers’ deals and
national site licence agreements where they are in the best interests of the
University.
6.1.6 Academic Services will seek to obtain out-of-print items by searching the
second-hand market or by consulting with the copyright holder.
6.1.7 To ensure value for money, acquisitions will be purchased ‘shelf-ready’
wherever possible.
6.2 Resource Discovery and Access
6.2.1 The cataloguing of all Academic Services acquisitions is managed
centrally regardless of purchase fund.
6.2.2 The online catalogue (http://lib.ex.ac.uk) will be available 24/7/365 and
also linked via the University student portal and Academic Services’
website.
6.2.3 Academic Services will also provide links to other significant resources,
hosted
elsewhere,
via
its
Electronic
Library
website
(http://www.ex.ac.uk/library) . This will include national resources such as
COPAC.
7
Appendix 1 – Collection Development Policy
6.2.4
6.2.5
6.2.6
Remote access to licensed electronic resources is free for all members of
the University and is obtained through a system of electronic
authentication that is centrally operated by Academic Services
Access to the physical collections by undergraduates, postgraduates and
academic staff who are not members of the University of Exeter is
facilitated through reciprocal schemes such as UK Libraries Plus and
SCONUL Research Extra (shortly to merge).
Academic Services welcomes members of the general public and others
using the collections for reference purposes during opening hours. Free,
‘walk-in’ access is provided to permitted electronic resources in the Main
Library.
6.3 Retention and disposal
6.3.1 Academic Services library storage is almost full. There is a delicate
balance between providing increasingly expensive space for print
resources and maintaining appropriate collections for teaching and
research which befit a ‘top 20’ university. Through Academic Services,
the University will:
 Purchase materials in electronic rather than physical formats wherever
appropriate
 Discard (rather than relegate to store) all print and other physical
materials which have been replaced by reliably archived electronic
resources (such as JSTOR) and all print and other physical materials
which, following consultation, no longer meet the teaching and
research needs of the University.
 Develop the criteria for retention, relegation and withdrawal into a set
of traffic lights (red, amber, green) in agreement with schools on an
individual discipline basis.
6.3.2 Criteria for selecting items for withdrawal (disposal):
 Books, print journals and other physical items that are no longer
relevant to the current and future teaching and research needs of the
university (e.g. in subjects that have been dropped) unless it can be
demonstrated that they are rare or unique items not available via the
national inter-lending networks.
 Print versions of high-use electronic journals where access to archives
is secure – wither via archiving services such as JSTOR or as a result
of adequate archiving arrangements with publishers (e.g. those
available via LOCKSS).
 Print versions of low-use journals where access to archives may not be
secure but which are available through the British Library (or UK
Research Reserve).
 Abstracts and indexing print runs available electronically
 All duplicates unless required as additional copies to support current
reading list requirements
 Single and duplicate copies of superseded texts unless they have an
obvious historical value.
8
Appendix 1 – Collection Development Policy



Isolated issues or incomplete runs of journals that have ceased
publication or which were cancelled more than five years ago or lowuse titles that are available via the British Library/UK Research
Reserve.
Low use items in poor physical condition that are available elsewhere
in the UK e.g. via Inter-Library loan
Stock may be disposed of by transfer to another (non University of
Exeter) library, donated to the UK Research Reserve, sale, gift or
discard. Ultimate approval rests with the Director of Academic
Services.
6.3.3
Criteria for selecting items for relegation to store include:
 Print versions of high-use electronic journals where access to archives
is not secure – especially where access is not guaranteed to archived
material if subscriptions are not maintained.
 Low/nil use books published more recently than the 40 year ‘moving
wall’ nil use print items unless included in 7.3.2 above.
 Material that needs to be kept in closed access for security of
preservation purposes (e.g. past copies of local theses)
 Single copies of superseded texts where there is an obvious historical
value.
 Physical items which are no longer obviously relevant to the current or
future teaching or research needs of the university but where it can be
demonstrated they are rare or unique in the UK context. where
appropriate these items will be transferred to Special Collections
6.3.4
Academic Services endeavours to comply with recognised professional
conservation standards for all its collections regardless of format. These
will be continuously reviewed in the light of best international practice.
Binding will only take place for specified items where access
considerations make that an essential requirement. Currently this includes
certain legal materials and parliamentary publications
Digitisation will be used, under the direction of the Digital Assets
Manager, to enhance access to identified materials and collections in
direct response to the university’s teaching and research requirements.
This is not a cost-free solution
High-use items missing from stock or physically unsuitable for further use
will be replaced from Academic Services’ funds.
Academic Services maintains a separate Disaster Recovery Policy and has
a subscription to the Harwell response team if required. This is intended to
protect the stock from major physical emergencies such as fire or flood.
Academic Services maintains a stock security system in each library
building to protect stock from theft. Functionality will be regularly
reviewed to ensure maximum use of technology in this area to provide a
more efficient and less intrusive service.
6.3.5
6.3.6
6.3.7
6.3.8
6.3.9
9
Appendix 1 – Collection Development Policy
7. Access to remote collections
7.1 Document supply and Inter-Library loans
Funding for interlending is either via a voucher purchased by Schools
from Academic Services or privately by individuals. Authorisation
(effectively provision of a voucher) and criteria for allocation is the
responsibility of each School (or Department) for its own staff and
students. Inter-Library lending increases the availability of resources using
the ‘just in time’ principle and includes increasing options for desktop
delivery (e.g. using the British Library’s Selective Electronic Delivery
(SED) service)
7.2 Locally-created electronic texts
Under the terms of the CLA digitisation licence, members of the
University may make a single extract (loosely defined as 5% of a work,
one chapter or one journal article per issue) of a work held publicly within
the Academic Services collections for use on a password-protected
website (or VLE). Full details of copies made should be notified to the
Digital assets Manager. Costs of digitisation will normally be met by the
School concerned.
7.3 EThOS
The university has signed up to membership of the national EThOS
project which will promote the provision of online theses in a national
setting.
7.3 Physical Access to other libraries
The University of Exeter has signed up to reciprocal national schemes
such as UK Libraries Plus and SCONUL Research Extra (see
http://www.library.ex.ac.uk/access/index.html
)
and
INSPIRE
(http://www.inspire.gov.uk/) . The University of Exeter is also part of the
Exeter Elip group of local libraries (see http://www.devon.gov.uk/elip ). It
enjoys a close relationship with the Exeter Health Library
(http://www.services.ex.ac.uk/eml/), Exeter Cathedral Library and the
Devon and Exeter Institution.
Martin Myhill
Assistant Director, Collections and Research Support
October 2007
10
Appendix 2 – Law Library – draft proposal December 2007
ACADEMIC SERVICES
LIBRARY TASK AND FINISH GROUP
Law Library – draft proposal December 2007
Following detailed consultation with stakeholders a number of options have been
explored regarding future Law Library provision. This paper provides a brief background
to stock, seating and usage patterns together with a draft proposal drawn from a list of
options.
1. a)Stock Capacity
First floor: (textbooks, statutes, law reports) 50 bays (c. 1900m)
Ground floor: (Reference, journals, EU) 16 bays (c. 900m)
Total: 2800m of shelving.
b)Current stock occupancy
First Floor: 1600m
Ground Floor: 600m
Total: 2200m of shelving
c)Requirement: 2350m shelving plus expansion space
Possible relegation/disposal according to agreed traffic light criteria: 150m
Total: 2200m of shelving
2. Provision for research and private study
First floor: 93 carrel seats; 14 ethernet connections; 28 power points
Ground floor: 84 carrel seats; 14 ethernet connections; 26 power points
Additional seating: 203 seats
Total number of seats (all types): 380
Current student FTE (Law): 560
It should be noted that Law has permission to expand its student numbers by 35 which
will add to seating requirements (The Law Society suggests a maximum of 6 students to
1 seat).
In December 1998, following a successful bid to the City Solicitors Educational Trust, 12
PCs were installed in the Library for the use of Law students, giving access to word
processing facilities, internet and e-mail. These are in addition to 4 Library OPACs and
one stand-alone CD-ROM server. These are managed by Academic Services.
11
Appendix 2 – Law Library – draft proposal December 2007
During the Easter vacation 2007, all material from the European Documentation Centre
was moved to other parts of the Library, relegated to store in the Law Library or Old
Library or disposed of. In the summer vacation 2007, the two EDC rooms were refitted as
a public computer cluster room (card access) for all students. This room is now in very
heavy demand and reflects a growing demand for mixed-use areas. Both this and the Law
Library are fully wireless-network enabled.
3. Usage
a)Number of visits Oct-Dec 2006: 26,357
b)Number of visits Oct-Dec 2007: 35,933
c)Number of loans Oct-Dec 2006: 4,143
d)Number of loans Oct-Dec 2007: 4,502
Activity levels are rising with visits having increased by 36% in the past year.
4. Possible changes of use within the Amory Building.
Option a)Ground floor only: without unacceptable levels of relegation it would
be impossible to accommodate textbooks, statutes and law reports from the first floor, let
alone provide required levels of seating.
Option b)First floor only: The Library office could be relocated to the current
group work room on the first floor; a very reduced collection of journals would still be
hard to fit in upstairs; a security system would be needed at first floor entrance if the
ground floor were still accessible from first floor. Additional shelving to meet the
minimum shelving requirements would eat into current seating provision.
Option c)Mixed use Library: a model of group work areas which are
increasingly popular and necessary for Law students (especially since growth of Legal
Practice courses) would fit well with existing collection of law reports and statutes, as
they are reference material needed for group discussions. This option would involve
some relocation of existing shelving to create such study spaces. The existing library
footprint (i.e. occupancy on both floors) would remain largely unchanged although
detailed discussions would be required regarding the provenance of spaces re-designated
to group, social and silent study. From recent discussions with stakeholders it is noted
that many non-lawyers also make use of the Law Library for study purposes and it may
be appropriate, following further detailed discussion with stakeholders, to make some
mixed-use study provision either within or outside of the library envelope on a 24/7 basis.
The recommendation from Academic Services is the mixed-use model (Option 4c). The
financing of Law Library refurbishment and provision of other spaces will also require
detailed discussion between Academic Services and the School of Law, HuSS and
SoGAER (as Amory Building occupants).
Martin Myhill
Assistant Director, Collections and Research Support
December 2007
12
Appendix 3 – Proposals regarding the relocation of Arabic Studies Collection in the
light of the MoveCorp report
ACADEMIC SERVICES
Proposals regarding the relocation of Arabic Studies Collection in the light of the
MoveCorp report
1. BACKGROUND
 Our main Arabic Collections consist of just under 50,000 books and journals
and have been one of Exeter’s major library strengths for the past thirty years.
Content covers all aspects of Arabic and Gulf literature and life and has been
complemented by additions of collections built up by eminent Arabists
including Ayubi and Awaisi. The collections occupy 1650 metres of shelving
in the Main Reading Room of the Old Library although there is no specific
reason for them to reside in that building. They are supported by a dedicated
academic support consultant who also functions as the Collection
Development Officer for Academic Services
 The collection is complemented by the contents of the Arab World
Documentation Unit (AWDU), a successor to the Gulf Studies Centre, and
also of international significance. AWDU has been supported by additional,
internationally-recognised, specialist staffing since its transfer to library
management in 2001. The AWDU collections (some 20,000 individual
resources comprising over 100,000 separate items) are located in a purposebuilt section of the new IAIS building.
 While the collections support teaching (Middle East Studies and IAIS courses
offered through HuSS), they have an international research reputation.
 Alongside the university’s Special Collections, the Arabic Collection and
AWDU holdings are registered by the Consortium of Research Libraries
(CURL) – a major indicator of their international significance.
 Visits to the AWDU collections in 2006-7 were approximately 1350 while
Annual loans from the Arabic Collection are far more significant (currently in
excess of 12,000 per year).
 With recent major research grant successes and staffing appointments,
together with continuing interest from the Gulf in the activity of the IAIS,
there is a clearly defined path of on-going growth for both Arabic and AWDU
collections.
2. MOVECORP
 In February 2007, the university commissioned an international firm of space
logistic consultants with major library experience to review Exeter’s library
provision in the context of a ‘top 20’, research-led, university. The MoveCorp
proposals recommend that the Old Library becomes a major research centre
13
Appendix 3 – Proposals regarding the relocation of Arabic Studies Collection in the
light of the MoveCorp report

which will involve fundamental redevelopment of the Main Reading Room of
that building. A plan of the proposed changes is appended (Appendix 1).
This plan requires the relocation of the Arabic Collection (and other content of
the Reading Room) to permit the creation of dedicated research space and an
enhanced presence for Special Collections. There would not be room for both
to co-exist in the same reading room.
3. TRANSFER OPTIONS
We suggest two options below. The first, transfer of the Arabic Collections to
AWDU, is preferred because of the synergies created by stock consolidation.
4. TRANSFER TO AWDU
 Transferring the Arabic Collection to AWDU would involve construction of
open-access, rolling stack shelving in one seating area of the existing AWDU
collection. A plan (which preserves the central lighting feature) is appended
(Appendix 2). This could be installed within an acceptable budget (paid by
Academic Services) and in a suitable time frame to allow stock transfer from the
Old Library in the summer of 2008.
 Advantages:
1. Cohesion of Arabic and AWDU collections
2. Concentration of expertise
3. Obvious point for relocation
4. Confirms AWDU’s role as a viable library site (at present usage averages
just 5 users per day but AWDU requires 2.5 FTE staff as a minimum to
operate). The materials obtained are specialist, requiring special handling
and original cataloguing. The collection suffered a 20% fall in visitors in
2006-7. The staffing cost of the current arrangement in AWDU exceeds
£60,000 per year.
5. Consolidation of both collections will permit extended opening hours and
security tagging of the AWDU collection.
6. Figures show that there is a potential student cohort of around 200 who
may have some interest in the AWDU and/or Arabic collections. On our
current seating ration (1 seat for 10 students) we would need 20 seats
maximum to accommodate demand. Our revised plans allow for up to 35
seats in AWDU.
 Disadvantages:
1. Will require some minor relegation of stock (e.g. Davis Collection)
elsewhere to permit expansion space and the move of 350m of existing
‘static’ AWDU stock into the proposed rolling stack within AWDU.
2. Will limit potential expansion of both collections as the transfer will not
leave large amounts of room for longer-term expansion. However, it will
always be possible to relegate low-use stock to other, on-site locations and
retrieve them as necessary.
 Consideration
 This plan protects the two collections from becoming fragmented.
Usage figures for either collection are not high and we anticipate that
14
Appendix 3 – Proposals regarding the relocation of Arabic Studies Collection in the
light of the MoveCorp report


the remaining seating area in AWDU would be sufficient for the
foreseeable future. In terms of stock, it may become necessary to
relegate lesser used/unused material elsewhere to create continued
expansion space. In many senses, these collections, although specialist,
are not unlike others which already have a similar pattern of collection
development.
We are aware, and prepared, to extend opening hours, lending and
security services should the transfer to AWDU take place. This will be
an obvious benefit.
There is a longer-term possibility of an extension for the IAIS building
which could incorporate additional library space.
5. TRANSFER TO OLD LIBRARY MAIN STACK
 This plan would keep the AWDU and Arabic Collections separate (as at present).
The AWDU collection would remain in situ in the IAIS building and ‘as is’. The
Arabic Collections would move to new, but open-access, rolling stack in the
lower stack of the Old Library. Seating space is available nearby.
 Advantages
o Permits longer-term expansion of both collections
o Service points and opening hours in the Old Library are already servicing
the Arabic Collection and no changes would be required.
o The MoveCorp proposals are not endangered by this plan
o Assuming provision of rolling stack in the Old Library (lower stack) is
part of the wider MoveCorp plan, the cost of this move is considerably
less (by up to £100,000) than the transfer to AWDU.
 Disadvantages
o Moves the Arabic Collection into a less desirable and less visible space
o Would require relocation of the Arabic support specialist and no potential
synergies with the AWDU role.
o Misses an opportunity to provide a cohesive collection and the benefits
afforded by such a move
o Uses up some additional shelf space in the Old Library lower stack which
could otherwise be used for stock relegation from the Main Library
o Does not resolve current AWDU usage issues nor security problems
o The current AWDU collection development plan makes no allowance for
subject expansion of its holdings. If the Arabic Collections are not
relocated to AWDU, considerable thought will have to be given to future
AWDU development as well as those of the separately-housed Arabic
Collections.
6. RECOMMENDATIONS
 The Old Library Arabic Collection must be kept as a cohesive entity and not split
into different locations dependent on language of text
 Relocation should not lead to diminished availability or a worsened working
environment
 Our preferred location is a transfer of the Arabic Collections to AWDU.
15
Appendix 3 – Proposals regarding the relocation of Arabic Studies Collection in the
light of the MoveCorp report




The relocated collection should be supported by specialist staff located in its
proximity
The timescale for consultation and relocation should be reasonable and compliant
with teaching, examination and conference requirements.
It is hoped that the consultation period can be completed by mid-October 2007
It is anticipated that any building works and stock transfers will take place from
mid-July 2008 subject to agreement and funding.
Martin Myhill
Paul Auchterlonie
Ahmed Abu-Zayed
September 2007
RESPONSE FROM THE INSTITUTE OF ARAB AND ISLAMIC STUDIES
REGARDING THE PROPOSAL TO TRANSFER THE ARABIC COLLECTIONS
TO AWDU
Martin Myhill, Paul Auchterlonie and Ahmed Abu-Zayed met with representatives of
IAIS staff and student groups on 23rd October 2007 to discuss these proposals.
Prof El-Enany explained the Institute’s response which can be summarised as accepting
the proposal to transfer the Arabic Collections from the Old Library into AWDU ONLY
if a suitable extension is provided to do so. The alternative option would be to leave the
collections where they are and that the option to relegate the Arabic Collections to the
lower stack levels of the Old Library was untenable as it would be an environmental
demotion.
There were two guiding principles. First, that the library was requesting the proposed
changes, the Institute is content with present arrangements. Second, that the library is
seeking to modernise and therefore improve facilities across the board. Neither proposal
to relocate the Arabic Collections could be regarded as an improvement although the
synergies in uniting the collections were recognised.
A number of points were made by attendees:
 The Institute holds these views very strongly and has the right of veto over use of
their building (this was a condition made by the Sheikh when funding it).
 AWDU was not built for the proposed purpose and its showpiece ambience would
be destroyed by this amount of rolling stack. It regularly attracts high-level
visitors. Worse provision cannot be an option.
 AWDU and Arabic collections are expanding all the time, with Kurdish studies
the most recent area of development. The proposal will make the planned
expansion more difficult through lack of space for new resources.
16
Appendix 3 – Proposals regarding the relocation of Arabic Studies Collection in the
light of the MoveCorp report






Rolling stack makes browsing very difficult and is not a helpful means of storage
for large collections of this type. If an extension is provided, fixed shelving will
be necessary.
A merged collection would require considerable additional seating, group space
and quiet study areas – not squeezing twenty seats between rolling stacks.
AWDU lacks the lending and security infrastructure at the moment. Provision of
that (e.g. lending desk) will further reduce the amount of space available
Perceived under-use of AWDU does not reflect the nature of its purpose as a
documentation unit rather than a lending enterprise. It has international
significance and helps to attract new staff and students. Its value to the Institute is
considerable and the usage levels are not insignificant.
The Arabic collections are part of a four-way National Collection Development
Plan (with the British Library, SOAS and Durham). They are also included
amongst CURL holdings. Their optimum location is hugely significant.
Management of collections needs to match competitor resources such as SOAS
and there are negative implications for research capacity if the facility is not fit for
purpose.
Regarding an extension for AWDU
 Merging the collections was seen as a benefit of the proposal although the
staff of the Politics Department teaching Middle East Politics should also be
consulted.
 The Institute had funded its own building and noted developments elsewhere
around the university (Queen’s, Xfi, Amory, Harrison etc.) presumably from
central funds. It wonders where the central commitment is, given its role in
attracting donations for the Main Library and the proposed Forum project.
 This is a golden opportunity to improve and modernize the
AWDU/IAIS/Arabic collections and their use. There is physical room for an
extension.
 An extension would provide the necessary expansion space for both
collections and services to grow to meet the aspirations of the Institute (and
university).
 Should the collection be improperly housed, negative publicity would have
very severe consequences e.g. relating to future gift potential from the Middle
East and also on student recruitment in the Gulf region.
There was a very strong endorsement of the high value of the current level of specialist
staffing for both collections. Given the language and type of material involved, sustaining
this was held to be of absolute necessity in the longer term.
Response from the IAIS students 3 Dec 2007


The preferred option to have the collections moved into an extended AWDU with
fixed (not mobile) shelving; service hours would also need to be extended but
24/7 was not required.
AWDU should not be turned into a warehouse
17
Appendix 3 – Proposals regarding the relocation of Arabic Studies Collection in the
light of the MoveCorp report



The collections were moderately used (not low use) making the use of rolling
shelving inappropriate
Browsing is required and mobile shelving precludes that over an extended area
Moving to other Old Library space was not out-of-the-question if an extension to
AWDU was not likely in the current timescale. However, while we could not
offer any definite location at this stage, the Lower Stack was strongly felt to be
inappropriate. The INTO ‘reading room’ space on the top floor or a space in a
naturally-lit part of the upper stack would be preferred options, in that order of
priority.
18
Appendix 4 – Transfer of Site Library Collections: Harrison Library
ACADEMIC SERVICES
LIBRARY TASK AND FINISH GROUP
TRANSFER OF SITE LIBRARY COLLECTIONS: HARRISON LIBRARY
1. Context
The libraries which currently comprise the Harrison Library (mainly derived from
earlier, separate Maths, Maths Stats (MSOR) and Engineering libraries) have a long
history. They were developed at a time when the university was young and the library
system reflected a departmental model, especially in the sciences. With various
Departmental and School mergers, the three libraries have eventually formed into one
unit comprising 19,000 items (compared to a total of 600,000 items in the Main
Library). The MoveCorp report makes an explicit recommendation that the stock of
the Harrison Library be transferred to the Main Library.
2. The case for transfer
 The volume of lending traffic extremely modest but requires significant
infrastructure to support it. In 2006-7 there were 3554 loans, reflecting just
0.8% of all library circulation activity across the university.
 The library requires staffing and this is currently provided by two staff
(collectively 1.1 FTE) who have both recently transferred into the
management and baseline of Academic Services. On a best-effort basis, it is
not always possible to fully service the Harrison Library during times of
holiday or sickness leading to an erratic service at times, especially during
vacations.
 The Harrison Library is only available during office hours (at best) with some
cover problems for breaks.
 Access to the full spectrum of library facilities available in the Main Library
(e.g. 24/7 opening) is not applicable to the Harrison Library.
 A significant proportion of the Harrison Library stock is duplicated in the
Main Library or elsewhere (just under 7,000 books). Moving the collection to
the Main Library would provide a cohesive whole. As a converse argument,
there is insufficient space in the Harrison Library to incorporate the necessary
Main Library collections (over 28,000 items) to house a cohesive collection
there.
 The majority of Harrison Library users make considerable use of other
libraries. The Harrison Library is not a one-stop shop. The following figures
relate to the current lending activity by members of SECaM:
19
Appendix 4 – Transfer of Site Library Collections: Harrison Library
% of current loans
Harrison Library
55%
Staff Loans
Research Postgrads
Taught Postgrads
Undergrads




46%
14%
17%
23%
Main Library/Old Library
40%, of which:
32%
12%
20%
36%
It would be possible to absorb the unique part of the Harrison Library
collection into the Main Library offering broader services and greater staffed
support especially through a dedicated academic support consultant (0.5 FTE)
whose portfolio covers SECaM and Physics.
There is an increasing trend towards use of online journals and other
resources. Although not obsolete, physical book collections can now be
regarded as another form of resource and no longer the only type of resource.
Online desktop delivery makes access to a physical library less important and
provides an opportunity to better utilize existing spaces.
Use of WebCT in conjunction with online resources, better information
literacy and resource discovery supported by academic support consultants
offers further alternatives to physical collections.
The Harrison Library space can be converted into a more generic ‘Learning
Space’. We would not preclude leaving a modest book collection based on
unwanted duplicate copies on an un-staffed basis very much in the style of the
Warwick ‘Learning Grid’.
Martin Myhill
Assistant Director, Collections and Research Support
December 2007
20
Appendix 5 – St Luke’s Campus Library
ACADEMIC SERVICES
LIBRARY TASK AND FINISH GROUP
ST LUKE’S CAMPUS LIBRARY
1. Introduction
St Luke’s Campus Library has a long history – dating back well into the
nineteenth century as part of the original St Luke’s Teacher-Training college. It
has occupied its current location since the 1930’s and has expanded alongside the
the College and also following the merger with the University of Exeter’s Institute
of Education in 1978. Logistically, the existing building comprises a number of
areas including a former gymnasium (the Main Reading Room), a Hall of
Residence (the first and second floor), a pre-fabricated extension (the journals
reading room) as well as original library space. The entrance was relocated in
1989 as part of major site development which also included re-location of staff
space as well as upgrading of the various reading room areas. The library
expanded into the second floor in 2002 with the transfer of the Main Library
Social Work Collections and a disability lift was installed in 2005.
2. Key issues
 Reflecting the history of expansion, the library is a ‘rabbit-warren’ of
spaces which can be difficult to navigate with the added complication of a
concealed entrance.
 There are some very attractive spaces such as the first floor Reading Room
(with views to the Cathedral) but also some dark corners including the
gallery and stage areas in the Ground floor Reading room.
 The first and second floor rooms have load-bearing problems and can only
accept half-height shelving.
 The ground floor Reading Room is cluttered (largely due to the move of
stock to make way for the Haighton PC cluster room in 1992).
 The building is only partially DDA-compliant. The first floor ‘annexe’,
second floor and ground floor stage and gallery cannot be reached by
those with major mobility issues. Mobility access to the first floor Reading
room requires use of an additional ‘stair lift’.
 Maximum occupancy has never been more than 90 (and is rarely more
than 70). This reflects the intensive nature of teaching on site, the
provision of alternative facilities within each of the three schools
represented on site (SELL, PCMD and SSHS) – especially for research
21
Appendix 5 – St Luke’s Campus Library









postgrads. There are, however, 150 reader seats (although not all in
suitable locations).
The existing book detection system is antiquated (‘permanently on’) and
requires staff intervention to check all books. Together with security
concerns (there is no building porter and site portering does not cover all
opening hours) requires a minimum of two staff on duty at all times.
Lending from St Luke’s Library currently accounts for around 20% of all
circulation activity across the university library system.
Opening Hours are more restricted that the Main and Law Libraries (MonThur 9am to 9pm, Fri 9am to 5.30pm, Saturday 10am to 6pm, Sunday
2pm to 6pm.
Evening usage after 7pm is in single figures and weekend activity 20% of
normal weekday activity.
SELL operates its own ‘Media Resource Centre’ (MARC) Library. This is
intended to promote use of School-Based resources but there is very
considerable duplication with the contents of the St Luke’s Library
‘School-Based Work’ section (formerly known as the ‘Teaching Practice’
Collection.
50,000 items from the Teaching Practice Collection were relegated to the
Roborough Basement between 1996 and 2001. These were later deselected
in 2004 following consultation.
PCMD originally indicated that the school did not require physical shelf
space. However, there is recent demand for modest location of book
collections (it is expected that the main collections will continue to reside
in Exeter Health Library) within St Luke’s Library.
On current expectations, SSHS will not move out until at least 2011. This
will require a transfer of their book and journal stock to the Streatham
Campus libraries.
The library area is fully wireless-network enabled.
3. The MoveCorp Proposals
These can be summarized as follows:
 The library use of the Haighton building requires a major structural survey
to determine radical alternatives
 The university should consider total demolition or a transfer to more
suitable space?
 If remaining in situ, the St Luke’s Campus Library requires significant
refurbishment and redecoration.
 Should provide multimedia, self-service ‘Ready Text’, Group, Social and
Silent study areas along similar lines to the Main Library
 30% cull or relegation of stock
 Introduce self-service using RFID
4. Available resource.
On current expectations £1million may be available for these works. The majority of
this money would be available for 2008-9.
22
Appendix 5 – St Luke’s Campus Library
5. Some proposals for further consideration
 Implement agreed stock deselection/transfer policy following discussions
with relevant schools regarding traffic lights.
 The resulting relegation of print-journal equivalents will permit the
Journals room to be turned into social study space with sofas etc. and
incorporate a self-service ‘Ready Text’ collection. The multimedia
facilities could also be housed here together with extended (low
footprint/maximum occupancy) PC provision
 Turn the first floor annexe into additional group-study space with larger
tables and easy seating (the first floor reading room is effectively group
space already but with maximum table occupation set at four people)
 The Social Work Collection (approx 100m) is due to transfer to Plymouth
in July 2008.
 Withdraw from second floor space which can be allocated for other, nonlibrary purposes (subject to security considerations)
 Implement RFID self-service issue system as soon as possible (first
tranche of money for 2008-9) to provide a faster and improved lending
and return operation.
 Reduce/remove stock held in the gallery/main Reading Room stage areas
to improve access.
 Reduce the amount of stock held on metal shelving in the main Reading
Room to reduce the cluttered feel of that section.
 Preserve the School-based work room for silent study.
 Relocate a culled version of the MARC library into the culled SchoolBased work collection.
6. Proposals following consultation with SELL and SSHS (paper also referred
to PCMD).
 Repaint and refurbish décor and carpets throughout. Re-building work is
not required. Consultation is requested regarding colour schemes.
 Introduce RFID self-issue/self return facilities to the whole stock asap and
relocate a self-service ‘TR/Ready Text’ into the main collections (which
are already in one numerical sequence).
 Implement agreed stock deselection/transfer policy following discussions
with relevant schools regarding traffic lights.
 Re-locate reduced journal shelving in the existing journals room to
provide maximum space for individual multimedia stations, a minimum of
ten ‘low footprint’ cluster PC stations and a general group study area
(circular tables). Maintain display of current periodical issues (possibly in
display stands rather than flat shelves).
 Clear the existing journal store (as per ‘traffic lights’) and convert into a
larger group viewing room with interactive whiteboard and DVD
projection facilities (capacity approx 25).
23
Appendix 5 – St Luke’s Campus Library









Convert the former ‘set store’ into a small group study room with large
LCD provision
Convert the ground floor ‘stage area’ and ‘spiral staircase’ end into social
seating
Replace as much metal shelving in the ground floor reading room with
tables suitable for group consultation.
Relocate stock from the ground floor gallery but preserve seating areas as
single study locations.
Swop the first floor ‘main collection’ with that of the ‘School-Based
Work’ section and incorporate the contents of the SELL Media Resources
Library into the School-Based Work section. Preserve ‘small group’ tables
in the first floor reading room.
Use the first floor annexe as a ‘childrens’ literature’ reading area with
bean bags, sofas and appropriate shelving.
Retain the second floor space as a silent study area; relocate the stock into
the North Wing (first floor) to consolidate collections onto two floors.
It is anticipated that the SSHS collections will move in 2011 but their
place could be taken by PCMD print resources. Social Work collections
will transfer to Plymouth in July 2008.
It is hoped that suitable professional expertise will be available to assist
with user enquiries on demand as much of the clientele is located offcampus for significant parts of the year.
Martin Myhill
Assistant Director, Collections and Research Support
December 2007
24
Appendix 6 – Stakeholder Representation
ACADEMIC SERVICES
LIBRARY TASK AND FINISH GROUP
STAKEHOLDER REPRESENTATION
In the context of revised university governance, the Library User Group and
Information Services Committee have been disbanded. The new aim is to create a
structure where the views of stakeholders are readily accessible when determining the
effectiveness of existing library services and developing future plans and policies.
GOVERNANCE
The Director of Academic Services (Michele Shoebridge) is responsible for provision
of library services as part of her remit. Michele Shoebridge is also a member of
VCEG and Senate and attends Council. Reporting to SPaRC is now the formal path
for the governance of library matters under the dual-assurance system, and the lay
Council lead in this area is provided by Sally Wilcox (BT Regional Director for the
South West)
MEANS OF USER FEEDBACK
 There is a dedicated ‘comments and feedback’ link from the Academic
Services website at http://www.as.ex.ac.uk/feedback/ . Paper-based comments
and suggestions forms are also available at the library service desks. The
contents are forwarded by the Communications and Marketing Officer to the
Assistant Director (Customer Services) and other colleagues as appropriate.
This will be supported by a prominent suggestions board to display queries
and responses. Some users also e-mail or write directly to the Director.
 Library-related matters appearing in the press (e.g. Expose, Express and Echo,
Times Higher Education Supplement) are also monitored by the
Communications and Marketing Officer and passed to other colleagues where
relevant. These will include motions passed by the Guild Council.
 Academic Support consultants routinely attend Staff-Student liaison
committees and other school-based meetings and report issues back via line
management.
Issues arising are considered by the Director and her Senior Management Team.
All feedback is acted upon and responded to.
25
Appendix 6 – Stakeholder Representation
STAKEHOLDERS
All library users are stakeholders. However, as usage extends to external members
(staff and students of other institutions, members of the public etc.), for representation
purposes we should particularly consider:
 Staff members of the university (academic and support)
 Current students of the university (undergraduate and postgraduate)
 Senior University Management
 Support staff providing library services
STAKEHOLDER REMIT
In theory, any library activity could give rise to stakeholder comment. In practice, the
areas for on-going consideration will include:
i.. Quality of service provision – customer services and environment
ii. Rules and regulations – lending periods and allowances
iii. Specialist services – distance users, disabled users
iv. Access – physical and electronic
v. Collections of all types and formats – quality and relevance, development and
investment, location
vi. Innovation and development especially in comparison with sector trends
STAKEHOLDER GROUPS: NEW MODELS
Traditional library fora have brought stakeholder groups together into a single
gathering and this is reflected in the current yet divergent practices of other ‘top 20’
competitors. In general these types of group tend to be reactive rather than
progressive. Newer models support the idea of focussed groups where the library
senior management puts out ideas for advice and comment and provide an on-going,
public response to user complaints or concerns. Complaints and concerns are then
used, in part, to initiate the on-going consultation process.
A NEW MODEL FOR EXETER?
 Processes for progressing complaints, suggestions and other feedback will continue to
be channelled through the Customer Services Division. However, means of feedback
will become more visible through a response website and physical suggestions board
where each issue will be publicly logged and a response provided within seven days.
 Academic Support Consultants will be the main means of contact between academic
schools and senior library management. As well as attending key school meetings (such
as Staff Student Liaison Committees) they will arrange regular 1:1 meetings with
designated library reps within their portfolio. Such meetings will form the basis for
feedback to issues raised at earlier meetings.
 The Director of Academic Services and her senior colleagues are responsible for
innovation and development of collections and services as well as monitoring service
provision to agreed standards. A balanced-scorecard system covering key performance
indicators will be adopted to highlight progress and any concerns.
 Where significant policy issues arise, especially those relating to major service changes,
space developments or funding mechanisms, the Director of Academic Services may
convene a university-wide Task and Finish Group to consider issues and proposals.
26
Appendix 6 – Stakeholder Representation

Under the dual-assurance governance mechanism, the Director of Academic Services is
responsible to SPaRC but also reports interim issues to the Vice-Chancellor’s Executive
Group which meets on a weekly basis. Library-related matters may also be considered
by Senate.
Martin Myhill
Assistant Director, Collections and Research Support
December 2007
27
Appendix 7 – Research Strategy and E-Resources
ACADEMIC SERVICES
LIBRARY TASK AND FINISH GROUP – RESEARCH STRATEGY AND ERESOURCES
There has been a sharp fall over the past five years in the number of researchers who visit
their institution’s library regularly. This is most pronounced in the sciences, but in all
disciplines there is clear evidence of declining attendance. Researchers are choosing to
access digital information from their desktops, primarily from their office but also from
their homes. Only in the arts and humanities do a significant majority of researchers put
a high value on the services provided in library buildings. And while just over a third of
arts and humanities researchers visit libraries other than their own on a regular basis, a much
smaller number of social science and science researchers do so. More must be done to
facilitate the use of other libraries’ offerings and to promote the use of reciprocal access
schemes for both printed and digital content. (RIN, 2007)
Introduction
Supporting the institutional research agenda is at the heart of the University of
Exeter’s library culture. As we plan together to move towards ‘top-10’ provision,
we have to balance support for teaching and research (and understand how they
interrelate) and agree a development plan for research support that is informed by
changing patterns of library use.
‘Top 10’ Library research provision
In the research context, Academic Services has to forecast and plan library
research provision fit for current purposes and agile enough to meet tomorrow’s
increasing demands. Our definition of a research user base includes academics
and research postgraduates and other student groups who undertake different
levels of research as part of their studies (e.g. for dissertations or extended
essays). As a result, a number of components will conjoin to form a new research
strategy relating to library provision at Exeter:
WHAT DOES A TOP-10 RESEARCH LIBRARY LOOK LIKE?
The following metrics are derived from SCONUL statistics for 2005-6 (the most
recent available) and the THES top 10 (2007)
28
Appendix 7 – Research Strategy and E-Resources
Info spend/FTE £
Bookstock/FTE
current journal subs
Sp Coll consultations
Oxford
303
228
49000
-
Cambridge
405
316
88646
89407
Imperial
303
18
18538
50
UCL
225
46
20977
2278
Edinburgh
195
109
15878
20538
King’s College London
144
43
7043
1990
Manchester
135
85
18000
118477
Bristol
174
68
9325
2560
Warwick
179
49
12903
43638
LSE
241
270
24278
5557
CURL average
194
98
-
-
Exeter
161
(8)
77
(5)
19628
(6)
3961
(6)
Although Exeter’s rankings are competitive in these areas (shown in parentheses) it is clear that significant library investment
is required to make a top-10 position sustainable.
29
Appendix 7 – Research Strategy and E-Resources
STRATEGIC SUMMARY
Strategy
Target
Delivered by
Timescale
1. Personalised research support
All staff and research students
Acad Suppt Cons.
Ongoing
2. Strategic development of e-resources
‘Top-10’ provision
CRS team
Ongoing
3. Realignment of print research collections Build-up into Old Lib
CRS team
By 2012
4. Development and digitisation of Sp. Colls. Develop a digital strategy
Sp Coll & Digital Assets
By 2008
5. Provision of a Virtual Research Portal
Live portal
CRS team & BISS team
By 2010
6. Appropriate financial provision
improved ability to purchase core resources Task & Finish Group By 2009
7. Refurbished research environment
‘top class’ research facilities
CRS team & B&E
By 2010
8. Aspire to CURL membership
Join CURL
CRS team
By 2012
30
Appendix 7 – Research Strategy and E-Resources
1. ACADEMIC SUPPORT CONSULTANTS
An OCLC study (2005) shows that 76% of all library-based research will
require a discussion with a librarian at some stage. Research-orientated
information services are currently offered via a team of academic support
consultants but these can be extended further. As part of library reorganisation
and incorporation into Academic Services the role has developed into a closer
engagement with schools and especially regarding deeper integration of
information resources into e-learning tools. Under the modernisation
proposals it is envisaged that the roles of academic support consultants will
extend further to include the following research-orientated services:
Advocacy and Advice
 Enquiry support and immediate point of contact
 Personal library induction for new academic staff
 Timely delivery of integrated training (i.e. when relevant)
 Update sessions on recent developments
 Advice on developing a personal ‘alert’ profile on core systems (Library
catalogue, Zetoc, Repository etc.)
 Advice on non-Exeter resources (specialist internet sites, other libraries
etc.)
 Identifying researchers elsewhere with similar interests (including relevant
virtual research networks)
Training and research skills
 Embedded into the academic psyche e.g. via the Learning and Teaching in
Higher Education Programme
 Book a librarian for one:one consultation on research skills
 Staff training programme
o Locate research material using catalogues and ILL
o Search online databases for dissertations, theses etc
o Identify high impact titles (Journal Citation Reports)
o International databases
o Referencing and bibliographic creation
o Advanced file import/export techniques
 Development of Smartskills online tutorials
o E.g. (www.web-ezy.com/csuweb-ezy)
Dedicated Services
 Supporting subject-based collections of appropriate quality
 Special Collections
 Repository provision
o Advocacy and content management
o Preservation and curation of print and non-print resources
 Advice on information-related aspects of research bids (e.g. collection
scope)
31
Appendix 7 – Research Strategy and E-Resources
2. E-COLLECTIONS
Despite the rise of the ‘net’ generation, our studies show that only half of Exeter
users currently make regular use of our online, full-text resources. In the past
year, downloads from our ‘top 20’ full-text information sources (mainly online
journal services) reached nearly 4 million – a rise of 133% on 2005-6 and the
number of online journal subscriptions stands at nearly 22,000. In terms of our
‘top-20’ comparators, e-resource use is a very good second (using 2005-6 figures
from SCONUL) although five of these universities were unable to provide data:
Top 20 comparator Group
Lancaster
Exeter
Birmingham
RHBNC
Leicester
UEA
Southampton
Bath
Durham
Newcastle
Loughborough
Bristol
Cardiff
Essex
Nottingham
York
E-resource
downloads/FTE 2005-6
155.25
144.12
106.41
104.85
96.94
80.73
76.24
75.39
72.24
64.82
45.31
Electronic resources are to be encouraged because they are easy to access from
any location and more effective than traditional counterparts. There is no doubt
that remote e-resource provision has had a national impact on researchers with a
recent Research Information Network study (RIN, 2007) showing that 40% of
researchers personally visited their main institutional library at least once a week
in 2001, but that fell to only 22.5% in 2006 and predicts that just 18.5% will visit
in 2011. Academic visits to university libraries account for just 3% of all visits
according to the same survey. Our own collection development policy, as well as
the MoveCorp plan, endorses the use of e-resources: ‘Electronic resources
(especially web-based) are preferred to print equivalents on the grounds of
accessibility and optimum space utilisation’ (section 2.4).
The biggest single issue is affordability - where central library funds already
contribute over £280,000 annually to this provision. However, under the
university’s income distribution model the library is not centrally funded to cover
subject-specific resource expenditure. Given the unrelenting and dramatic rise in
32
Appendix 7 – Research Strategy and E-Resources
e-resource availability many top resources (such as the Wiley EAL licence) are
out of reach. Price hikes and complex ‘bundle’ deals mean that permanent access
to our existing e-resources cannot be guaranteed. The influx of ‘top 10’ academic
staff invariably brings additional requests for supporting resources, often in areas
of previously scant coverage.
Although the greatest impact of e-books falls within the teaching domain, there
are significant collections to support research. National deals have greatly helped
provision in this area including Early English Books Online (EEBO) and
Eighteenth Century Collections Online (ECCO). Our subscriptions to these
services, together with online parliamentary papers back to 1800, vitally support
many areas of considerable research strength at Exeter. However, development of
e-book services within the sciences is far more limited despite some investment
by the Peninsula College of Medicine and Dentistry. As the Science Strategy
gathers pace we need to offer additional resource support through greater
provision of appropriate e-book collections.
3. PRINT COLLECTIONS
Print-based research collections remain highly significant to our academic
community and will continue to do so into the foreseeable future.
It is clear, however, that existing collections need to be refined and developed. At
the present time our Arabic and Special Collections are amongst the best in the
country and our holdings are submitted on a monthly basis to the prestigious
CURL database to support researchers around the world. We aspire to join CURL
but it is clear that our collections are not yet up to the required standard to
compete against not just the large civic universities but others such as Durham
and York.
The MoveCorp plan is to create a research library culture on campus that will not
only balance the increasing dedication of the Main Library building to taught
students but which will also stand as a physical embodiment of the quality of
research collections and related library activity on campus. There is no intention
to designate the Main Library ‘teaching only’ and the Old Library ‘research only’
as such distinctions negate research-led teaching and can only result from
unwelcome, arbitrary decisions about the purpose of some sections of the library
collections. Instead, the Old Library environment and services will be overhauled
to support a research culture.
A major strand of this plan is to seek to build-up research-orientated print
collections of continuing value, identified between the library and Schools
through the ‘traffic light’ process, into the Old Library. To an extent this model
has been in operation for some time, but the MoveCorp plan gives a coherent
identity to the Old Library building / new ‘research centre’. In doing so it will
33
Appendix 7 – Research Strategy and E-Resources
seek to draw together synergies between the continuing development of openaccess research collections and rare and unique research holdings already based at
the Old Library, in the form of Special Collections (including Bill Douglas Centre
collections). Under these plans, the Old Library will have capacity for around
200,000 research-orientated books and around 100,000 journal volumes (in
addition to Special Collections and the research collections increasingly available
in electronic format).
Exeter’s membership of the UK Research Reserve provides the infrastructure to
ensure items of national importance are retained in situ in Exeter, and across other
HE institutions and the British Library, for the benefit of the entire UK academic
community, alongside a programme of collaborative withdrawal of duplicate
material.
4. SPECIAL COLLECTIONS
‘Within a generation […] ‘comprehensive’ research collection building will be done by a
very small number of institutions while special collections of the special or unique
materials of research will be maintained and featured at many institutions. Within ten
years museums and archives will expand their primary missions to emphasize widelydisseminated disclosure of their collections and the routine provision of digital surrogates
of those collections.’ (OCLC, 2007).
Continued development of special collections of unique and rare materials forms
an intrinsic strand of Exeter’s research library plans. The aim is to further increase
the visibility of these collections, locally, nationally and internationally, as a
dedicated and high profile component of the university’s research and (researchled) teaching profile. Our modernisation plans recommend a stronger and more
visible campus presence for Special Collections within the plans for the Old
Library, including more accessible reading room space, exhibition space to
showcase research potential and outputs and further improvements to stores to
match institutional collecting ambitions. This will require creating an ever closer
merger between different parts of the heritage collections (print, archive, Bill
Douglas Centre, fine art) in order to make efficiencies in service delivery, staffing
and space.
Core to these plans will also be an increased emphasis on providing access to
digital surrogates of these collections to enhance research and teaching across all
Exeter’s campuses. The extension in provision of locally-created library eresources for research is an essential area for further development – and extending
to meet real demand from the Cornwall Campus. These aspirations will be
converted into a digital assets’ strategy.
34
Appendix 7 – Research Strategy and E-Resources
5. A VIRTUAL RESEARCH ENVIRONMENT
At the current time the concept of a ‘virtual research environment’ is embryonic
in academia. However, there are already some live examples (e.g. see
http://vre.upei.ca/ or http://www.silchester.reading.ac.uk/vre/ . JISC has
established two projects at Nottingham University (ELVI
http://www.nottingham.ac.uk/research-systems) and Leeds University (EVIE
http://leeds.ac.uk/evie ). These are particularly exploring the concept of a virtual
research portal at both institutions. The emerging common elements of the Virtual
Research Portal are:













MyResearch profile
Data warehouses to provide information on forthcoming awards, research
income and business intelligence on research applications
Costing tools
Research publication databases (such as our own repository – ERIC)
Peer review tools
Bibliographic sources – library catalogues, online indexes etc.
Access to relevant, shared virtual research environments
Government and Research Council portals including online application
systems
Project management tools
Desktop video conferencing
Calendaring and meeting management tools
RSS feeds
Web 2.0 tools especially relevant blogs and wikis
In addition to the development of such a portal at Exeter we would expect to
become increasingly involved with the curation of digital research inputs as much
as research outputs. Some Research Councils (e.g. the ESRC) are beginning to
mandate that research data must be archived while the imminent demise of the
Arts and Humanities Data Service (AHDS) makes this even more imperative. The
Institutional Repository (Exeter ‘ERIC’) is already able to store files in a very
wide range of formats although there are consequent concerns about the
permanence of certain file types.
6. FINANCIAL POSITION
It is important to note the financial issues facing Exeter in this area. Exeter is in
seventh place in its ‘top 20’ competitor group regarding expenditure on
Information Provision per FTE student. We would need to spend 50% more per
year (i.e. another £80 per FTE student) to reach a place in the UK top-10 (LSE is
in tenth place with an expenditure of £241 per FTE student). Notably, research
has found ‘statistically significant correlation between library spending and RAE
ratings at an institutional level, for… Russell Group and 94 Group, because the
best research institutions have both the best RAE scores and the best libraries’
(Oppenheim and Stuart, 2006).
35
Appendix 7 – Research Strategy and E-Resources
2005-6
Top 20 comparator Group
York
Newcastle
Bristol
Birmingham
Cardiff
Bath
Exeter
Leicester
Southampton
UEA
Durham
Nottingham
Lancaster
Essex
Loughborough
RHBNC
Per FTE spend on
Information
202.74
178.84
174.65
164.63
162.66
161.67
160.96
156.49
156.22
153.25
152.56
147.38
145.15
143.88
126.01
34.79
The historical pattern of information expenditure per FTE student at Exeter compared
to the top-flight CURL group of libraries is shown below. While the trend is largely
similar (upward), expenditure levels at Exeter are nearly 30% lower than the CURL
group average. The CURL group information expenditure in recent times has also
increased more sharply. This has considerable significance in view of our top-20/top10 aspirations.
36
Appendix 7 – Research Strategy and E-Resources
7. PHYSICAL ENVIRONMENT
The impact of ongoing under-resource for libraries at Exeter is felt not only in its
print and electronic collections, but also in its environment. In particular, capital
investment is needed in the Old Library building if it is to assume standing and
attract use as a ‘research centre’ and assist the wider university in attracting more
Postgraduate-level research students.
Under the MoveCorp proposals, the entrance level facilities and layout in the
Old Library will be upgraded and rationalised as a research-orientated space to
deliver:
 Refurbished entrance and general entry-level environment
 Refurbished Main Reading Room (on the Entrance level)
 Laptop lockers and wifi network, docking stations and printing
facilities
 Microform reading, printing and output facilities
 Refreshment facilities
 Dedicated, network-access PCs to facilitate access to e-resources
 More visible Special Collections (print, archive and artefact research
collections)
 Upgraded study areas, improved lighting and space provision
37
Appendix 7 – Research Strategy and E-Resources



Flexible group-learning and multimedia resources including enclosed,
small-group study/presentation spaces
Development of an access grid facility for researchers (see
http://en.wikipedia.org/wiki/Access_Grid )
Access to dedicated subject support from academic support consultants
To enable this development, in sequence with stock moves of research materials
from the Main Library to the Old Library, the lower floors of the building will be
refurbished with significant additional shelving capacity. 1730 bays of mobile
shelving (giving approximately 10,000m of shelf space) will be provided on the
lower stack floor to replace the existing fixed shelving (approximately 5,000m of
shelf space). This will be publicly accessible and provides the bed-rock of plans to
manage future development of, and access to, research-orientated print
collections. It is intended that the collections will remain accessible throughout
the various moves which have been phased.
8. CURL
Exeter takes a very active role in 1994 Group library meetings and also in
SCONUL, but the top ‘club’ for UK academic libraries is undoubtedly CURL
(Consortium of Research Libraries). Exeter has applied to join on three occasions
in the last five years but has been rejected because CURL has no plans to expand
its membership. CURL provides a number of benefits including kudos, access to
certain funding streams (such as the Wolfson Foundation) as well as the
opportunity to participate in internationally-significant initiatives ahead of nonCURL members. There is no doubt that Exeter’s membership of CURL would be
fully commensurate with the University’s own ‘top 10’ aspirations. In the past
few months, Exeter’s Arabic and Special Collections holdings have both been
selected for inclusion into the combined CURL library catalogue (‘COPAC’) and
this is promising recognition. We expect to make a further bid to take up full
membership of CURL once the outcomes of the 2007 RAE are known.
CURRENT CURL MEMBERSHIP: (29) University of Aberdeen Directorate of
Information Systems & Services, University of Birmingham Information
Services, University of Bristol Information Services, British Library, Cambridge
University Library, Cardiff University Information Services, Durham University
Library, Edinburgh University Library, Glasgow University Library, Imperial
College London Library, John Rylands University Library, University of
Manchester, King's College London Information Services & Systems, Leeds
University Library, University of Liverpool Library, University of London
Research Library Services, Library of The London School of Economics and
Political Science (LSE), National Library of Scotland, National Library of Wales,
Newcastle University Library, University of Nottingham Information Services,
University of Oxford Libraries, School of Oriental and African Studies (SOAS),
The University of Sheffield Library, University of Southampton Libraries, Trinity
College Library Dublin, UCL Library Services, V&A Museum, University of
38
Appendix 7 – Research Strategy and E-Resources
Warwick Library, Wellcome Library for the History and Understanding of
Medicine
COMPARATIVE CURL METRICS
Although all the universities included in the current THES ‘top 10’ are CURL
members and we find ourselves well-placed amongst them in terms of recognized
league table metrics, Exeter has some way to go to fit into this top flight ‘club’.
Exeter fares well in expenditure on books (but not total information expenditure),
the total number of current journal subscriptions (but not journals expenditure)
and expenditure on bibliographic databases. The number of visits is close to the
CURL average but we face challenges in terms of increasing other (including
internally-sourced) library income and grants, the low level of inter-library loans
and also raising expenditure on library staff. Seven of the university libraries in
CURL have legal deposit status and are entitled to request a free copy of items
published in the UK and this inevitably increases their stock holdings, annual
acquisitions etc. Most of these institutions are also older and larger than Exeter
with very established collections and greater economies of scale.
39
Appendix 7 – Research Strategy and E-Resources
CURL AVERAGE /FTE STUDENT
EXETER /FTE STUDENT
CATCH-UP REQUIREMENT
Total bookstock
155.47
99.09
57 books per FTE (58% increase)
Acquisitions per year
2.88
1.98
0.9 books per FTE (50%increase)
Periodical subscriptions
1.05
1.66
Book expenditure
£44.73
£53.80
Periodicals exp p.a.
£108.91
£78.89
£30 per FTE (30% increase)
Expenditure on bib databases p.a. £21
£24.14
Expenditure on information
£194.33
£160.96
£33.38 per FTE (21% increase)
Library staff exp p.a.
£272.81
£132.36
£140 per FTE (106 % increase)
Library income and grants
£110.49
£22.32
£88.17 per FTE (450% increase)
Gross Library expenditure
£546.87
£407.86
£139.02 per FTE (34% increase)
ILL requests p.a.
0.48
0.23
0.25 requests per FTE (100% incr)
Visits p.a.
71.34
70.49
0.85 visits per FTE (1% increase)
40
Appendix 7 – Research Strategy and E-Resources
9.CONCLUSION
The plan for research services at Exeter have been developed with reference to
evidence of external trends in the UK and US academic library sector and with the
assistance of an external consultancy experienced in designing twenty-first
century library spaces.
We believe changes to research library services at Exeter are desirable and – due
to changing patterns of use and demand by researchers – inevitable. We further
believe this draft plan offers the best-value and best-fit future for Exeter.
References
OCLC (2005) http://www.oclc.org/reports/pdfs/Percept_pt2.pdf
OCLC (2007) http://www.oclc.org/programs/ourwork/documents/infocontext_v10.pdf
Oppenheim, Charles and Stuart, David, ‘Is there a correlation between investment
in an academic library and a higher education institution’s ratings in the Research
Assessment Exercise’, Aslib Proceedings: New Information Perspectives, 56:3,
2006, pp. 156-165.
RIN (2007) http://www.rin.ac.uk/researchers-use-libraries
Martin Myhill
Assistant Director, Collections and Research Support
December 2007
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