BODLEIANLIBRARIES

STRATEGICPLAN2009/10TO2014/15

Strategicvisionandguidingprinciples

[ApprovedbytheCuratorsoftheUniversityLibrarieson15June2009;updated
August2011]

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TheBodleianLibrariesactasavitalpartnerin
theteachingandresearchenterpriseofthe
University.AsadesignatedNationalResearch
LibrarytheLibrariesalsoserveresearchersin
highereducationand,intheproudtradition
initiatedbytheFounder,SirThomasBodley,
opentheirdoorstotherepublicofthe
learned,includingscholarsfromaroundthe
world.
Foracademicresearch,theBodleianLibraries
offeroutstandingresourcesintheUKand
ranksamongstaglobaleliteofworldclass
libraries.Renownedinternationallyfortheir
superbcollections,theresearchlibrariesof
theUniversityaredestinationsforscholars
whousetheinformationandinsightsgained
throughtheirresearchtochangetheworlds
understandingandperspectiveonaspectrum
oftopicsacrossdisciplines.TheBodleian
LibrariesleadtheUKin levelsofstudent
satisfactionwithlibraries,andawardwinning
exhibitionsattractaround100,000visitors
annually.Over60,000readersenjoythe
exceptionalmixofrichholdings,inspiring
spacesinwhichtostudy,andexpertlibrary
staff.Inrecentyears,asaresultofits
progressindigitizationandelectronicaccess,
theBodleianLibrarieshavegreatlyexpanded
theiraudienceandservicesbeyondthe
physicalconfinesofthebuildings.

Strategicvisionand
guidingprinciples
TheUniversityofOxfordsStrategicPlan
20089to201213 1 statesthat:
ThemissionoftheUniversityof
Oxfordistoachieveandsustain
excellenceineveryareaofits
teachingandresearch,
maintaininganddevelopingits
historicalpositionasaworldclass
university,andenrichingthe
international,nationaland
regionalcommunitiesthroughthe
fruitsofitsresearchandtheskills
ofitsgraduates.
In2008/9OxfordUniversityLibrary
Services 2 undertook,onbehalfofthe
CuratorsoftheUniversityLibraries,the
creationofastrategicplanwiththeaim
ofdevelopingasharedvisionofthe
directionforlibraryservices.Theplanis
closelylinkedtotheUniversitys
StrategicPlanandincorporatesthe
valuesandaspirationsofthewider
University,aligningitsprioritieswith
thoseoftheUniversityinitscore
activitiesoflearningandteaching,
research,andawiderengagementwith
society.Inprovidinglibraryservicesof
thebestpossiblestandardstoOxfords

http://www.ox.ac.uk/gazette/20078/supps/1_4845.pdf

OxfordUniversityLibraryServiceswasrenamedtheBodleianLibrariesinMarch2010.TheBodleianLibraries
comprisesmanylibraries,withvarioushistoriesandcontributionstothelibraryservicewhichnowbearsthis
name.Forconsistency,thisdocumentreferstotheBodleianLibrariesortheLibrariesthroughoutbutreaders
will,ofcourse,recogniseincertainreferencestheparticularcontributionofthecentralBodleianLibrary.

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studentsandacademics,andtothenationalandinternationalcommunityofscholars,the
BodleianLibrariesaimtomatchtheambitionoftheUniversityandcontributetoitspre
eminence.
Strategicplansprovideaclearandcoherentfocusforinvestmentofresources.They
communicatetousers,staff,andthewiderworldthosegoalsandrelatedactivitiesthatare
ofoverarchingimportancetoachievetheresultscriticalforasuccessfulorganization.
TheprocessofformulatingtheLibrariesplanincludeddiscussionswithkeystakeholders,
notablythereaders,staff,Universityadministrators,andtheCuratorsoftheUniversity
Libraries.Contributionsfromnearly4,000surveyrespondentsalsoinformtheplan,which
replacestheVisionfor2011approvedbytheCuratorsinJanuary2006 3 .Itsgoalsand
objectivesremainconsonantwiththoseexpressedin2006,butarerecastandupdatedto
reflectthecurrentenvironmentandtotakeintoaccountemergingtrendsinthecreationof
knowledgeandthedisseminationofscholarshipwhicharerelevantforlibraries.
ThemissionoftheBodleian
Librariesistoprovidethe
mosteffectiveuniversity
libraryservicepossible,in
responsetotheresearch
andteachingneedsof
currentandfutureusers;
andtomaintainanddevelop
accesstoOxford's
collectionsasanationaland
internationalscholarly
resource.
Inthestrategicplan,our
visionistomaintainand
enhanceourpositionasa
worldclasslibraryservice,
knowledgeable,professional
andinnovative.

Universitieshaveinthepastpridedthemselvesonthe
numbersoflibraries,themillionsofvolumesheld,andthe
investmentofresourcesinstaffingandbuildingtheir
librarycollections.Inthe21stcentury,thesemeasuresare
yieldingtonewassessmentsofqualitywhichfocusonthe
effectivenessofservices.Increasingly,readersexpect
readyandrapidaccesstoinformationwheneverand
wherevertheyneedit.TheexcellenceofOxfordslibraries
haslongservedasamagnetinrecruitingstudentsand
scholarstotheUniversity.Todayandtomorrow,the
leadinglibrariesoftheworldwillexcelatconnecting
readerswithinformationinitsmyriadmanifestations.
Theywillfacilitatethetransformationofthatinformation
intoknowledgebyorganizingcollectionssothatbooksand
othermaterialsareeasytofind,byeliminatingbarriersto
access,andbyprovidingthetoolsandenvironmentin
whichreaderscanworkproductivelyandwiththe
necessarysatisfactionandenjoymentthatimbues
successfulresearchandlearning.

TheBodleianLibrarieswilldrawstrengthfromtheirrootsandvigorouslyupholdtraditional
scholarship,whilepioneeringanddevelopingmodernpracticesofinformationmanagement
anddelivery.

3
http://www.bodleian.ox.ac.uk/__data/assets/pdf_file/0005/22919/vision2011.pdf
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Thesesixguidingprincipleswillserve
asthebasisfordevelopingpolicyand
practicesandforsettingprioritiesfor
investmentoftimeandresourceson
behalfofourreaders.Inthe
followingsectionofthisdocument,
weelaboratetheseguiding
principles,toserveasthebasisof
ourimplementationplanthe
practicalexpressionofthese
principles,whichwillactasamapfor
collectiveactionandourprogress
intothefuture.

Ourguidingprinciples:
1. Wewillprovideaconsistentlyexcellent
qualityofservicetoreaders,usingcommon
approachesandpolicies,whilesupporting
diversegroupandindividualneeds,where
appropriateandwhenthiscontributesto
thestrengthoftheserviceasawhole.
2. Wewilllistentoandunderstandourusers
andstaffandwillbeprofessionaland
innovativeindevelopinganddelivering
services.
3. Wewillbuildontheinvestmentincontent
andserviceprovisionofearliergenerations,
tosupportlearningandresearchtodayand
inthefuture,atthehighestlevel.
4. Wewilladoptastrategicapproachto
fosteringanddeployingstafftalent,
includingtheprovisionofopportunitiesfor
learningandapplyingnewskills.
5. Wewillprovideeffectiveleadershipthat
deliversitsstrategicgoals,demonstrates
effectivecorporategovernanceand
managesresourcesefficiently.
6. Wewillcollaborateandformpartnerships
withintheUniversityandwithotherleading
organizationsthatwillenhancethequality
ofservicesofferedandbuildonthe
organizationsreputation.

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1. Providinganexcellentqualityofserviceto
readers
Wewillprovideaconsistentlyexcellentqualityofservicetoreaders,usingcommon
approachesandpolicies,whilesupportingdiversegroupandindividualneeds,where
appropriateandwhenthiscontributestothestrengthoftheserviceasawhole.
TheservicesprovidedbytheBodleianLibrariesincorporatethevaluesandaspirationsofthe
widerUniversityandalignwithitscoreactivitiesoflearningandteaching,research,anda
widerengagementwithsociety.TheBodleianLibrarieswillmaintainanddevelopexcellent
servicesinallthreeareas.Inparticular,theUniversityaimstoprovideanexceptional
educationforbothundergraduatesandgraduates.Morerapidlychangingsyllabuses,
technologiesanduserexpectations,combinedwiththetraditionaldepthofengagement
withacademicmaterial,poseanurgentchallengetotheLibrariesinbuildingonthe
successesofthepast.
TheBodleianLibrariesareasingleorganizationwithintheUniversityandwilldevelopagreed
policiesandcommonstandardsacrossallitsfunctions,toenhanceefficiency,transparency
andreliabilityforbothreadersandstaff,andtoensurethatresources,servicesand
collectionsaresharedsustainablyandflexiblyacrosstheLibraries.Readerswillexperience
familiarity,confidenceandeaseofuseastheyvisitdifferentsitesorservices.
Wherelocalvariantsoradditionalservicesarerequired,theyshouldaddtothequalityof
theuserexperienceandbenefitthesystemasawhole.Equallytheframeworkshouldbe
sufficientlyflexibletoallowforinnovationandpilotinitiatives,leadingtothedevelopment
ofnewpoliciesandstandards.
Specializedprofessionalsupportservices,suchasdigitalpreservation,conservationandIT
support,aremosteffectivewhensharedacrossthesystemandavailabletoall.Themixofa
commonapproach,sharedspecialism,andtargetedlocaldiversitywillcreatean
environmentwhichcatersforboththeverygeneralandthehighlyspecializedrequirement.

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Infollowingthisguidingprinciple,wewill:
1.1.

provideinnovativelibraryandinformationservicesinphysicalanddigitalformto
theresearchersandstudentsoftheUniversityofOxfordandtothewidercommunity
ofscholarship,makingbestuseoftechnologytodelivercontenttailoredtomeet
academicneed;

1.2.

designeffectivetrainingtoolsforusers,tofurnishthem,increasinglyonlineandon
demand,withtheappropriateskillswithwhichtomakebestuseoftheinformation
andservicesprovided;

1.3.

alignourresourceswithourprioritiesbyunderstandingtheneedsofreadersand
staffasindividualsandgroups;

1.4.

managespecialistresourcesandskillsinasustainableway,sothattheycanbe
sharedacrossthesystemandbeofbenefittoasmanyreadersandstaffaspossible;

1.5.

capturebestpracticeanddeterminecommonpoliciesandservicestandards,in
closeliaisonwithusersandwithduerespectforthecomplexprocessesmanagedby
highlyskilledandspecializedstaffthroughoutthelibraryservice;

1.6.

promotetheworkoftheUniversityandoftheBodleianLibrariesthroughour
programmeofexhibitions,publicationsandwelcomingvisitorstoourhistoric
buildings;

1.7.

engageincontinualresearchandinnovation,toprovidethemosteffective
managementandcurationofcontentandtodevelopserviceswhichkeepusatthe
forefrontoftheevolutionsandrevolutionsintheinformationlandscapeand
responsivetochanginguserexpectations.

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2. Listening,learning,andcommunicating
Wewilllistentoandunderstandourusersandstaffandwillbeprofessionaland
innovativeindevelopinganddeliveringservices.
Understandingthoroughlytheneedsofourusersisakeyprinciplethatwillensurewe
designanddeliverservicesofthehighestquality,usingthemosteffectivemethods.The
routinecollectionandcollationofinformationaboutourusersgoeshandinhandwith
listeningtoourstaff,whohavethemostextensiveexperienceofhowandwheretheservice
worksbest.Datawillbeanalysed,furtherdeveloped,andappliedtocreatinginnovative
servicesaswellastomaintainingandrefiningexistingones.
Workinginthiswaywithourusersandstaffwillprovidesatisfactionandgoodresultsfor
both,enhancingtheprofessionalismofalllibrarystaff.Itwillsettheframeworkforthe
BodleianLibrariesasalearningorganizationwhereacultureofcontinuousimprovementis
embeddedindaytodayoperations.

Infollowingthisguidingprinciple,wewill:
2.1

takethepositionofthereaderasthestartingpointforevaluatingallaspectsofthe
service,beinginformedbyrepresentativereaderfeedbackandconstantlycheckingto
ensurethatchangesconnecteffectivelywithuserneeds;

2.2

developourprofessionalengagementandethostoencompass,inbothbehaviour
andattitude,consistencyandgoodjudgementonthepartofstaffatalllevelsinthe
organization;

2.3

beflexibleinsolutionsandattitudesbylearningwhatisneeded,understandingthe
principlesbehindthepoliciesandapplyingsolutionswithinthatframework,instead
ofsimplycommunicatingpoliciesandallowingordenyingservices;

2.4

bepositiveinresponsesbyempoweringstafftosayyesratherthannoand,where
solutionscannotbedeterminedimmediately,torefercasesforfurtherinvestigation
sothatuserscanbeunderstoodandtheirneedsmet;

2.5

actasalearningorganizationinwhicheducationandcontinuousimprovement
underpineveryprojectandnewinitiativeaswellasenhancingthedesignand
deliveryofservices,allowingustoexceedourpresentcapabilitiesbecausepeoplewill
bewillingtoventureintotheunknown,toengagewithwhatisnotunderstood,and
toacceptimprovementasawayoflife;

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2.6

employevidencebasedlibrarianshipreflectingwhatwelearnaboutourreadersand
drawingonthecorpusofprofessionalliterature;

2.7

identifyandphaseoutobsoleteservices,toallowthemosteffectiveuseoflimited
resourcesbyaligningthemtothedemonstrableprioritiesofreadersandofthe
organization;

2.8

communicateeffectivelywithbothstaffandusers,sothatnewsofnewinitiativesis
clearlyandswiftlydisseminatedandorganizationalflexibilityismaintained,without
compromisingusersunderstandingofservicesandsystems.

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3. Buildingandpreservingourcollections
Wewillbuildontheinvestmentincontentandserviceprovisionofearliergenerations,to
supportlearningandresearchtodayandinthefuture,atthehighestlevel.
ThelibrariesoftheUniversityhavebeeninnovativeinstitutionsforhundredsofyears.They
haveaproventrackrecordofbuildingworldclasscollectionsofbooksandothermaterialsin
supportofadvancedscholarshipandofdevisinginnovativeservicestomatch.TheBodleian
Librarieswillcontinuetounderpinserviceprovisionthroughtheacquisition,management,
andpreservationofworldclasscollectionsandcontentforlongtermaccessibilityanduse.
Thiswillcontinuetobeenabledbyexpertsubjectandtechnicalstaff,coupledwiththeuse
oftrustedagentstoprovidevalueformoneyservices.Theeffectivemanagementofthe
legaldepositprivilegewillremainakeycomponent.
TheBodleianLibrarieswillcontinuetobuildcollectionsandservicesthatwillhavean
enduringcapacitytofacilitatelearning,teachingandresearchindepthacrossthe
disciplinaryrange,andtosupporttheinterdisciplinaryinitiativesnowexpectedbythe
University.Theadventofelectronicpublishingandthedigitizationofprintedmaterials
requiresthecreationofnewshareableinfrastructure,supportingthegrowthofan
internationalcollectiveresearchbase.TheBodleianLibrarieswillmaintainandenhance
theirabilitytodelivernewtoolsforacademicstudyandresearch.

Infollowingthisguidingprinciple,wewill:
3.1

ensurethemaximumpossibleinvestmentintheacquisitionandprovisionof
informationcontentinbothprintedandelectronicforms,inresponsetotheexplicit
needsofcurrentlearningandresearchandinanticipationoftheneedsoffuture
generations;

3.2

useourdepthofexperienceandresearchtoensurethepreservationandlongterm
accessibilityofthecontentwemanageonbehalfoftheUniversityofOxfordandthe
internationalresearchcommunity;

3.3

enhancescholarshipbasedonouruniquecollectionsbyenablingcuratorialstaffto
carryoutresearchanddevelopspecialistknowledge;

3.4

identify,developandretaintheskillsandfacilitiestosupportpreservationand
continueduseofphysicalmaterials;

3.5

leadandinnovateindigitalcurationtoensurethecontinuedavailabilityofcontent
overtime;

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3.6

collaboratewithotherinstitutionsandorganizationssothatthecostsofensuring
longtermaccessibilityofcontentcanbesharedandthatnecessarystandardsare
developedandadheredto.

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4. Developingthetalentsandskillsofourstaff
Wewilladoptastrategicapproachtofosteringanddeployingstafftalent,includingthe
provisionofopportunitiesforlearningandapplyingnewskills.
Aservicedrivenorganizationderivesitsstrengthfromitspeopleandderivestangible
benefitsfrominvestingtimeandmoneyinthem,andfromprovidingthemwith
opportunitiestodevelop.Withoutexcellentstaffthelibraryservicewillbeunableto
achieveitsgoals.
Alongtermstrategywithacommitmenttomotivatinganddevelopingtheteamisrequired.
Thisincludesplanningandpreparationforboththeorganizationandtheindividual,and
commitmentbymanagersandstafftolearnandapplynewskills.Thebenefitswillbe
apparentovertimeasstaffmembersaredeployedinsatisfyingandeffectiveroles.The
organizationwillreapeconomicbenefitsandcultivateinstitutionalknowledgeandloyaltyby
reducingturnoverandmaximizingthepotentialofeachperson.Staffmoralewillbe
enhancedandopportunitiesexpanded.
Anorganizationthatvaluesandinvestsinitspeoplesetsupanenvironmentthatenhances
possibilities,maximizesperformanceand,mostimportantly,deliversonitscommitmentto
excellenceandquality.
Specializedprofessionalservicesshouldbesharedacrossthesystemandbeavailabletoall.
Typicalservicesincludesupportservicessuchasdigitalpreservation,conservationandIT
systemsupport,aswellastheadministrativefunctions,suchashumanresources,finance,
staffdevelopment,andhealthandsafety,whichunderpintheoperationaleffectivenessand
efficiencyoftheBodleianLibraries.

Infollowingthisguidingprinciple,wewill:
4.1

developanunderstandingoffutureskillsrequirementsbyforecastingtheneedsof
theorganizationandtheexpectationsofacomplexinstitutionwithlongtraditions
anddeeplyheldvalues,inthecontextofarapidlychanginglibraryprofessionand
informationlandscape;

4.2

constructaskillsplanthatwillcoverstaffatallstagesintheircareersandatevery
levelintheorganization,constitutingaguidetoinvestingineachpersonandto
deployingthemtomakeeffectiveuseoftheskillstheydevelop;

4.3

realizestaffpotential,inseekingnewstaffandreviewingexistingstaff,through
managerspayingcloseattentiontotalents,naturalaptitudeandinterestinlearning

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newskills,andthroughraisingstandardsforeveryonesothatexcellenceandquality
arenormalandpotentialisnurtured;
4.4

provideeffectivetrainingforstafftofurnishthemwiththeappropriateskillswith
whichtomakebestuseoftheirtime,includinggeneralskills,understandingof
proceduresandpolicies,technicalandtechnologicalskills,andtheabilitytostay
currentwithrapiddevelopmentsininformationtechnology;

4.5

pursuesuccessionplanningsothatasindividualsmovewithinandbeyondthe
organization,disruptionisminimizedandastructureisprovidedwithinwhichchange
canmaximizethepotentialofindividualsandenhancetheoverallperformanceofthe
team;

4.6

promoteflexibilityandincreasedmobilityacrossthesystem,usingasophisticated
humanresourcesmanagementsystemtofacilitatetheflexibleuseofcompetentand
qualifiedstaff;

4.7

motivateandrewardstafftohelpeveryonetoadjusttonewexpectations,especially
bygivingrecognitionforprogressandbycelebratingthegroupsachievementsover
time;

4.8

refreshourcultureandtransformitintooneinwhichconfidence,training,and
recognitionareforemostandanyuncertaintyoranxietyaboutskillsandfuture
prospectsisaccommodatedinaconstructiveandsecureenvironment;

4.9

engageinlibrarycollectionsresearchusingwhatisunderstoodaboutourreaders,
existingandpotential,todesignandproposenewideasandconcepts,thereby
demonstratingtheabilityandexcellenceofthelibraryserviceandattractingthemost
qualifiedstafftojoinus.

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5. LeadershipandGovernance
Wewillprovideeffectiveleadershipthatdeliversitsstrategicgoals,demonstrates
effectivecorporategovernanceandmanagesresourcesefficiently.
Effectiveleadershipiscrucialtothedecisionmakingprocessrequiredtodeliveragainsta
strategicplan.Effectivegovernancerequiresatransparentprocessforconsiderationof
issuesbytheCuratorsoftheUniversityLibraries,takingintoaccounttheviewsofthe
Universityanditsacademicdivisions,thecolleges,libraryreadersandlibrarystaff,while
allowingtheseniormanagementofthelibraryservicetomakedecisionsinatimelyfashion.
Seniorstaffareneededwhocombineprovencompetencewithaboldandinnovative
philosophyoflibraryservices.
SecuringadequatefundingfortheworkoftheBodleianLibrariesisessential.Aswellas
demonstratingourcontributiontothesuccessoftheacademicdivisionsinOxford,wewill
earnthesupportofdonorsandadvocatesbothintheUniversityandthewiderworldby
demonstratingourcommitmenttoefficientandeffectivestewardshipofresources.The
BodleianLibrarieswillalsocontinuetoseekoutsidesourcesoffundingtodevelopnew
capabilitiesandservicesandwilldemonstrateitsingenuityandoriginalitybybidding
successfullyforsuchfunding.

Infollowingthisguidingprinciple,wewill:
5.1

ensurethattheseniormanagementbodydevelopsstrategicprioritiesfor
considerationbytheCurators,agreesclearobjectivesandservicestandards,and
communicatesthesetoitsreaders,staffandotherstakeholdersinatimelyfashion;

5.2

secureanddeployfinancialresourceseffectivelytomeettheobjectivesofthe
libraryservice,includingdevelopingbusinessstrategiestoattractfundstosupport
specificprojects,toincreaseearnedincome,andtoencouragebenefaction;

5.3

provideeffectivetoolsformeasuringperformanceinthedeliveryoflibraryservices
inordertoinformdecisionmakingandtomonitortheprogressofspecificprojects;

5.4

ensurethatthemaximumpossiblestafftimeisfocusedontheefficientprovisionof
servicestoreaders;

5.5

seethatdecisionmakingstructuresaretransparentandmesheffectivelywiththe
governanceofthecollegiateuniversity;

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5.6

engagepositivelywithusersandstaffthroughdirectconversationswithindividuals,
withdivisions,facultiesanddepartmentsoftheUniversityandwiththecolleges,and
byengagementwiththeiracademicactivities;

5.7

defineclearroleswithidentifiedaccountabilityandresponsibilityforresources,
allowingeffectivedelegationofdecisionmakingandresourceallocation;

5.8

activelyengagewithotherinstitutionsandprofessionalbodiestogainadditional
experienceandtodevelopexternalpeerrelationships,inordertopreventthelibrary
servicefrombecomingstaleorinsular;

5.9

validatethestrengthofourservicesandensuretheyareconsistentwithbest
practice,bybenchmarkingwithpeersandbyconductingothercomparativereviews;

5.10

ensurethattheBodleianLibrariescomplywithrelevantlegalandinstitutional
requirementssuchashealthandsafetyandtheformalprocessesforthereviewand
recordingofrisk.

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6. CollaborationandPartnerships
WewillcollaborateandformpartnershipswithintheUniversityandwithotherleading
organizationsthatwillenhancethequalityofservicesofferedandbuildonthe
organizationsreputation.
Asanationalresearchlibraryinacollegiateuniversitywithcollectionsofworldsignificance,
theBodleianLibrarieswillactivelyseekandengageincollaborationsandpartnershipsboth
insideandoutsidetheUniversitythatprovidebenefittothelibraryservicesaswellastoour
partners.Manybenefitsemergefromsuchcollaborations,includingoutwardfacing
relationships,sharedexpertise,andstrengthinnumbersforgainingfunding,pilotingnew
ideas,andsupportingtheinnovativedeliveryofservices.
Suchcollaborationisincreasinglyimportantastheriseinvolumeandcomplexityofphysical
andelectronicinformationsourcesrendersitmoredifficultforindividualinstitutionsto
caterforallrequirements.Partnershipwithacademicsandinformationprofessionals,inside
andoutsidetheUniversityofOxford,willallowustorealizebenefitsfromtheexchangeof
knowledgeandtosharecostswhichcannotbebornealone.
Infollowingthisguidingprinciple,wewill:
6.1

workcollaborativelywithothers,andinfluenceandmotivatebybuildingand
maintainingmutuallybeneficialrelationshipsbothinsideandoutsidetheUniversity;

6.2

negotiateagreementssuccessfully,byframingthemwithclearscope,objectives,
deliverablesandoutcomes,and,asapartner,byoperatingwithintegrityand
honouringcommitments;

6.3

articulatetheskillsandcompetenciesoftheteamsoastorecognizeandassessboth
internalandexternalstrengthsandgaps,andtherebybeabletoconstructsuccessful
collaborationsandpartnerships;

6.4

buildonsuccessfulandmutuallybeneficialcollaborationsandpartnershipsand
realisethepotentialofenhancedreputationtoprovideafoundationforfurther
collaborationandnewpartnerships;

6.5

demonstratethevalueofinnovationbyensuringthattheproductsofthese
collaborativeinitiativesareevident.

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