Background and context
Imperial College London Library is one of the major academic research libraries in the United Kingdom, with outstanding collections in science, engineering and medicine. Mergers with a number of medical schools led to the creation of a large Faculty of Medicine located on six campuses across northwest London. As a result the library service had an accretion of different cultures and needed to develop a sense of homogeneity and a common purpose.
Impetus for change
Changes, both external and internal, provided the impetus for the Library to review its then current position, and to consider the major strategic issues it faced. Since the 1990s the library environment has been transformed by unprecedented developments in information technology, which have had a major impact both on the format of the information resources themselves, and on the way these resources are accessed. Recent changes within the College, to both its academic structure and top-level management, created the opportunity to assess the Library’s current structure and the need for modifications to it, so that the service is better able to respond quickly and flexibly to changing circumstances. The structure needed to be appropriate to support the Library’s strategic aims and make full use of staff knowledge and expertise at all levels.
Challenge for the future
The challenge for Imperial College Library now is to continue to play a leading role in embracing these changes, seeking further opportunities to develop innovative, world-class services and collections that are relevant to the College’s evolving needs. To meet this challenge the Library is evolving a rigorous, imaginative management and a flexible and highly skilled staff, working within the context of a clear strategic vision that is shared and understood by all members of the Library, and endorsed by the College community. Recent developments include staff restructuring with the creation of a Faculty Support Service for medicine, led by a Team Leader and comprising a team of staff spread across the six campuses; the introduction of operational plans; service level definitions; a staff development programme including skills assessments and appraisal, and an emphasis on liaison and involvement with the Faculty of Medicine. In addition, closer links and working practices are being developed with the associated NHS Workforce Development Confederation to deliver services to accredited NHS users.
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