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CILIP have recently completed an AI survey - not sure when we will see the results

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AI Survey for the information, knowledge management and library profession

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’The deadline to complete the survey is 15 December 2024. In early spring 2025, we will publish the results in an open access paper to provide insights and analysis into the state of play of AI in our sector.

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Providing a home for digital development

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Providing a home for digital development

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We house and run big digital transformation initiatives from our spaces. Our Adobe and Apple events happen in our spaces, we distribute iPads to all our students from our space and new tech opportunities are introduced through them. We often also get the best kit and digital transformation as our hours of access remain the longest on campus. All of this makes us a critical stakeholder who is seen as an enabler to the transformation.

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Digital transformation for me is about having a whole institution who are ready and excited about what's next. A workforce who are capable and engaged with experimenting and able to quickly adopt and respond to changing technology.

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While I am relatively new to the institution my initial perception is that we are involved in areas where there are gaps we have pushed our way into.

Our Study Skills and Subject Support teams made excellent headway in producing advice, guidance and training for students on AI. They acted quickly and were, for a long time, the only central university guidance available. This really showcased the high quality of the resources produced as other depts were signposting to us. This has established us as having expertise and enabled us to continue playing a role in this area.

Our customer service team provides support for users with disabilities. This does involve assistive software and as an under-resourced area, library involvement is welcomed by our Wellbeing and IT teams.

Our library digital humanities program, acquires research funding to showcase digital collections in innovative ways. This demonstrates expertise. Combined with loaning and training in use of digital scholarship hardware, it enables the team to use our cross faculty position to support digital transformation in this area.

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How this might be used in very small institutions? - e.g. with solo librarians or small library teams. These may be either be very involved because there is no-one else, or completely excluded because of their capacity.

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Involved in AI support resources with wider university teams to support student academic development.

Part of a wider university group to develop use of technology to engage and support student academic experience

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We have a new interim CIO who is open to this and an emerging digital strategy

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Adoption and implementation of digital technologies to benefit staff and students. It is however, much more complex than this. Cultural shifts- staff and student support, being dynamic with change but as mentioned in other posts, putting people at the centre of digital transformation not just the systems

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I'm expecting move to CIO Directorate will help with this

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The challenges for IT depts are increasing as digital services are used widely and specifically, the methods of procurement, implementation, support and maintenance need to change to enable the capacity for transformation. The work has to be shared rather than controlled.

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re-imagining (library) processes to ensure they’re inclusive, accessible, and future-ready, supporting staff and students in a digital-first environment

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Examples of impact. Differences this made to institutional success.

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Having the underlying infrastructure and technologies to deliver services and functions in an optimal way.  Supported by cultural adoption and digital skills required to utilise these.

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Quick list - early days as I said:

Got Library a seat in University Management Group which helps highlight our expertise and ensures we usually know what is happening!

Library staff now involved in the AI Working Group

Library staff now sit on the Digital Experience Working Group and are working at ensuring the group considers more than infrastructure etc

Started to have input into assorted strategic plans

Started to shift perceptions of what the library and librarians do and can do which is helped us get involved in wider projects and discussions around digital

Really successful implementation of our new LMS and our work on data analysis to inform decisions has ensured we gain the confidence of DTS and other teams

Complained a LOT to the right people that we are not involved and our expertise is not being used to support the institution in the way it could be

I'm fully expecting big changes when the new VC officially starts in Feb.

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The role of the librarians in the AI space

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The role of the librarians in the AI space

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Showing that librarians have a role in the AI 'space', not just from a resource discovery perspective but also ethics, copyright, environmental aspects.

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Socialise this at UUK so VCs are interested.

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As opposed to organisations. Should be person centred rather than done for its own sake. Inclusive and accessible - some students struggle to use digital technologies for a variety of reasons e.g. digital poverty so a strategy needs to take that into account.

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It's really important we don't forget sector bodies and groups that are already in this space and use their expertise e.g The Information Literacy group

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First thoughts would be to de-chunk and have separate lens for the different areas, so we have different ways in to different areas

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Use of technology to enable and enhance organisational objectives, and ensuring the organisation is in a strong position to utilise the opportunities and benefits it can offer

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It needs to have the understanding and buy-in of the whole institution.

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Perhaps unusually, Information Services at the University of Glasgow is a good example of productive collaboration between Library Services, IT Services, infrastructure, etc. This is different to my previous HEI experiences!

Careful thought clearly went into re-organising Information Services (before my arrival); but team structures have imposed a lot of cross-functional arrangements, thereby avoiding the emergence of silos. This means that collaboration in digital transformation is more likely to occur and be successful. I have observed a number of excellent examples since my arrival.

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Working with teams in other areas to understand which digital skills they need to do their job. That helps influence the courses available to them. Ditto for students.

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Library involved with the development of the AI policies and GenAI discussions. I'm leading on data fluency for the institution which has a digital literacy strand. Library also involved in the development of the University strategy which helps as we are at the table in all discussions for this

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Up to a point I see this as having significant buy-in to ensuring digital infrastructure is up to the job - we can upskill, support, utilise all sorts of solutions if we're able to purchase and implement them.

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Registration Open – Change Agents’ Network Conference 2024 – Change Agents’ Network

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The registration online store is now open for CAN 2024, where the below link includes both in person and online registration options, and the opportunity to book accommodation at the University of Portsmouth. We are also offering a pre conference social BBQ the night before the In Person event on 22nd May.

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There is an element of needing to prove competence and success in order to then be included in conversations and ongoing work - and maintaining that profile

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guidance on acknowledging use of GenAI, appropriate and less appropriate uses etc

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Holistic and multi-dimensional. To date have separate departments lead on different areas - eg a digital enterprise strategy, PCs/hardware, a grp looking at AI, a different group looking at automation etc

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Digital Humanities support is firmly rooted in the Library. We have successfully seconded a liaison librarian to a digital capabilities project officer role (looking at Uni ability to support staff and students and seated within DTS). Post will end next year and we will see where anything longer term ends up - with us or DTS. Study Advisors created GenAI guides for staff and students and they are Liaison Librarians are on a community of practice. We are known for having a lot of data and people are realising we know what to do with it! We're working with DTS colleageus on a proof of concept pilot to join our data with other sources to explore engagement with us and possibly lean towards learning analytics.

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Library member co-leads the GenAI working group

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Library member co-leads the GenAI working group

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I see it as the wider organisational or cultural shift needed to take full advantage of the opportunities of digital technology. We have a digital strategy at our university which is quite focused on infrastructure - the cultural/human elements seem a lot broader and harder to work out where this should be led from. Agree with others that this should be embedded within the institutional strategy.

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Jisc have really helped me to make my voice louder in this institution - they helped with my credibility which whilst being listened to probably wasn't necessarily influencing direction until Jisc came in to work with our IT department.

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holistic approach to engaging with technology accross the institution

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holistic approach to engaging with technology accross the institution

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Crucially it considers the wider cultural changes required to make best use of digital tools and puts experience at the centre ensuring we can deliver technological skills and knowledge needed in society.

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Often libraries and other services are doing the same work, or similar. It's just the terminology is different. Having a 'glossary of terms' showing each side of the terminology would be useful.

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Helped to remind people of the skills of our TEL team, training focused not just on 'which button to press' and more on how to use the system to deliver excellent, interactive teaching

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Student and staff centred approach as opposed to thinking about systems alone. Experience in employing peer learners/students.

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1) Culture change rather than tool adoption - stopping old processes and practices and adopting new ones to suit evolving needs.

2) Agile thinking allows work and procedures to adapt and adopt new approaches.

3) Mature risk-aware approach to data and cyber.

4) Digital adoption and adaption are ubiquitous across the institution and ownership and responsibilityare not siloed into any role or team.

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Lou mentioned the digital capacity side of transformation. This resonates with me -- digital transformation can only occur if staff / teams have the confidence to enact digital transformation.

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Library asked to lead digital capability as perceived as student-focused, collaborator across the University and reputation for getting things done

Now asked to lead on recruitment and management of student digital ambassadors and host digital hangout space for peer-to-peer support in the library

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Whole institution culture - how digital can support, advance all aspects of the university's work and what is needed for that to happen

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Can be a catch all for anything digital but for me there is a strategic wider institutional aspect that is required. And including link to university strategy of course.

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Engagement librarians have been involved in how to talk to students about GenAI and developed training in conjunction with the Learning Technologists.

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Engagement librarians have been involved in how to talk to students about GenAI and developed training in conjunction with the Learning Technologists.

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Please complete the introductory survey if you have not done so already

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Please complete the introductory survey if you have not done so already

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Easily create surveys and polls to collect customer feedback, measure employee satisfaction, and organize team events.

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JISCMail - JISCDTLL List at WWW.JISCMAIL.AC.UK

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Introductions - please add an introduction of yourself to the Padlet linked below

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Introductions - please add an introduction of yourself to the Padlet linked below

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Framework for digital transformation in higher education

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A comprehensive perspective on how the digital environment can support positive work, research and learning experiences, and promote a sense of belonging and wellbeing.

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Digital transformation in higher education toolkit

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Digital transformation in higher education toolkit

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Digital transformation in higher education - Jisc

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A toolkit to support the development of digital strategies, assessment of digital maturity across the organisation and the creation of actionable roadmaps and plans for implementation.

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Digital Transformation in academic libraries blog post

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Digital Transformation in academic libraries blog post

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Jisc has been at the forefront of supporting digital transformation in UK higher education through our digital transformation framework and toolkit. We are starting a new phase of this work to design library pathways into the framework so that libraries can use it to amplify and enhance their role and impact in digital transformation within their institution.
Why are we doing this?

Following a call for participation, we had a great response with over 40 UK higher education institutions expressing an interest. This level of interest evidences a desire for libraries to accelerate their digital development work.

For many years they have been responding to a volatile information environment, increasing student demand and considerable university funding shortfalls and they are in a strong position to share the extensive knowledge of digital solutions accumulated as providers of support for students, researchers and faculty.

What are the challenges libraries are facing?

Libraries today face multifaceted challenges in an evolving information landscape. They must:

Manage escalating IT infrastructure costs

Procure advanced library systems

Transform from traditional book repositories to comprehensive service providers

These transformations encompass:

Reimagining physical spaces

Providing new digital tools

Deploying advanced search mechanisms

Procuring and curating diverse resources

Offering seamless access to a vast, varied digital information ecosystem

Additionally, libraries have evolved expertise in:

Strategic resource management

Timely procurement of relevant materials

Anticipating and meeting the transformative needs of their institutions

Managing complex data in a multiplicity of forms including metadata, catalogues, databases, library management systems, controlled vocabularies, images, repositories, websites and so forth

This evolution has already required libraries to balance cost constraints with the imperative to deliver high-quality, diverse services that cater to the modern user's expectations and the institution's academic or research goals. It also requires careful consideration of the human infrastructure needs in terms of skills and effective deployment of staff resources.

Libraries still have a long journey ahead of them to enhance their digital transformation and we are looking forward to working with colleagues to jointly design library-focused approaches to our existing framework in support of their endeavours.

Expected outcomes

This is a piece of innovation work to extend the existing framework for use in a library context. We will work together with our partners and members using Jisc's co-design methods.

More information

To find out more about the initiative, please visit the Jisc website: Digital transformation library lens: supporting digital practice in academic libraries.

You can find out more about the challenges in higher education, and the opportunities for shared solutions to them, in our recent report produced in partnership with KPMG: Collaboration for a Sustainable Future.

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Digital Transformation in academic libraries - Digital collections

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Jisc has been at the forefront of supporting digital transformation in UK higher education through our digital transformation framework and toolkit. We are starting a new phase of this work to design library pathways into the framework so that libraries can use it to amplify and enhance their role and impact in digital transformation within their [...]

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Digital transformation library lens: supporting digital practice in academic libraries - project page

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Digital transformation library lens: supporting digital practice in academic libraries - project page

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Digital transformation library lens: supporting digital practice in academic libraries - Jisc

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Co-designing a new tool with the community based on our digital transformation framework to enhance libraries’ role in digital transformation.

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How we present a lens – format, extra guidance, templates, checklists?​

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One big lens or several smaller ones?​

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Is there a need for anything else?​

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Should we provide a lens on the maturity model instead/aswell?