York St John University, Library and Information Communication and Technology Services, Fountains Learning Centre
| Contact Details: | Colin Parkin, Facilities Director - c.parkin@yorksj.ac.uk; Helen Westmancoat, Acting University Librarian - h.westmancoat@yorksj.ac.uk |
| Type of Project: | Refurbishment of 5000m2 three storey building first opened in 2003 as a library and IT service with both services operating largely separately from the building. From its opening it became apparent that the upper floors were being used to their full potential but the ground floor had potential for further development. The institution wanted to maximise the use and impact of the whole building providing more IT and learning facilities as well as bringing together the Library and IT staff in a converged service. |
| Start/End Date: | First meeting to discuss the project took place on 1st April 2011 and while some minor works and equipment installation were still ongoing all works to fabric and infrastructure of the building were completed at JISC infoNet's time of visiting, 27th September 2011. |
Top Tips
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Involve stakeholders. The development was informed by interviews with groups of staff and students and continuous feedback that had been received through a variety of channels over time. When the project commenced a Key User Group of services and students was created to gather concerns and ideas which were taken into account as the project progressed.
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Compromise can work, for instance bamboo plants had been suggested as a point of interest. There was some resistance to this idea however a happy compromise was reached when real bamboo poles were used with artificial leaves.
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Focus. The building was initially constructed alongside two other new buildings in the campus. This time as the only project being undertaken during the summer there was more opportunity for weekly meetings with representatives from all involved.
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Maintain a momentum. Comment was made that the short timescale acted as an energiser and had a positive effect on the group who tried to work in such a way that it was a constructive process and nothing was able to become a barrier.
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Manage the change. This inclusive process helped reduce the potential for any hostility or opposition to the project. The process and spirit of the project was such that the Facilities Manager responsible for the project in 2003 was part of the process and supportive throughout (there may have been potential for them to have taken the need for a refurbishment to be a criticism). This success was perhaps partly due to the inclusion of an external project consultant who was able to raise issues that staff may not have felt comfortable raising.
