Olugbade Oladokun, PhD

1. Cooperation and Resource Sharing: the Hallmark of Strength and Excellence at the University of Botswana Library Excellence at the University of Botswana LibraryOlugbade Oladokun, PhD Olugbade Oladokun, PhD

2. Background Information • University of Botswana (UB), a broad based public institution was established in 1982 • A dual mode institution, UB’s main campus is seated in Gaborone, the capital, • Branch campuses located in Francistown, and Okavango Research Institute (ORI) in Maun • Face-to-face full-time system and library service • The outreach arm of the University (CCE) offers programmes within the framework of lifelong learning • Distance Education and Extra-Mural and Public Education – 2 main departments of CCE activities

3. Background Information • 15,731 students’ population • 12,626 full-time students, • 2,559 part-time • 546 distance learning students • 14,434 undergraduate; 1,391 PG students • 2, 805 staff establishment • 4 Executive Management • 1,533 Support staff • 813 Academic staff • 455 Industrial staff.

4. University of Botswana Library (UBL) • 458,935 books • 14,511 e-books • 32,713 pamphlets • 1,030 print journals • 108,925 full text journals • 23,539 registered users • 18,003 multimedia; 79 electronic databases • 187 internet dedicated workstations • 1,132 seating capacity • 145 staff establishment • 5.7% of the University’s recurrent budget.

5. UBL – Development and Structures • New development in the Library • Establishment of a digital institutional repository (University of Botswana Research, Innovation and Scholarship Archive (UBRISA) • Establishment of the Learning Commons (LC) • UBL adopts a model of central acquisition - central processing and distribution of library material • UBL is restructured in 2000 into three sections namely: - Customers and Extension Service (CES) • Resource Management (RM) and • Information Resources and Services (IRS) • A Deputy Director heads each section • Director is at the head of the Library

6. UBL (Contd.) • Each section has own team of librarians and para-professionals. • For all sections to work effectively, efficiently and in harmony each section needs the cooperation of others • The creation of sections meant to ease administrative procedures soon became an albatross that created division and silos among staff to the detriment of smooth running of the Library • Using SWOT analysis, a peculiar area of strength of UBL was specialized and highly skilled staff recruited at various times from various parts of the world • UBL enjoyed the combine efforts of highly skilled staff, good funding, maximum cooperation and quintessential resource sharing among librarians and libraries locally, nationally, regionally and internationally

7. Cooperation and Resource Sharing in UBL • UBL became a formidable resource centre because of unparalleled cooperation among the gifted and, highly equipped staff • Training arranged and offered by skilled staff in the emerging field of ICTs • Staff trained on construction of portals, websites, blogs, mapping of collection development, use of Ms-excel, PowerPoint, endnote, use and functionalities of the Internet, etc • Before restructuring prompt attention was given to customers, staff rallied round to attend to problems • Sometime after the restructuring, cooperation among staff disappeared and problem arising was seen as that of a particular section or an individual in a particular section

8. Dichotomy in UBL: Breaking the Silos • Division among library staff and sections worked against harmonious co-existence until 2008 when an external audit team from the Upenn noted: • We found certain organizational dynamics that impede the effective performance of the staff and thus the successful progress of the strategic Plan as it relates to the customer focus on service quality. The following are the main issues: staff working in silos resulting in lack of shared responsibility and coordination Relationship among units is unclear, particularly concerning ownership of services and projects” (Upenn Report, 2008) • The audit report was the awakening call for library management to make attempt to break the silos. • Breaking the silos heralded a new dawn of cooperation and harmonious working relationship among staff • Cooperation with the Faculty to teach ILE and LLL skills

9. Cooperation at National Level • UBL as a major resource centre and legal depository in Botswana • UB operating distance and continuing education with own limited physical facilities across the country attracts students from all over the country • Obligation to meet the information needs of the ubiquitous students compelled the UBL to go into cooperation and resource sharing with other libraries • UBL maintained printed catalogues and/or small collection of recommended materials in some cooperating libraries where students meet for occasional residential programme • UB uses hired premises for the part-time evening programmes, or distance education regional centres • UBL establishes cooperation and resource sharing arrangement with public libraries and some College Libraries

10. UBL and Regional Cooperation • UBL as a member of Southern African Bibliographic Information Network (SABINET) • SABINET (2012) is an organization that facilitates access to electronic information - the catalogue tells of the collection of each library in the union • UBL as a member of Gauteng and Environs Library Consortium (GAELIC) • GAELIC is a regional academic library consortium established in 1996 • GAELIC was established to collaborate in the purchase of a common library system; ensuring effective use of the library system; skills devlpt and capacity building • UBL easily makes a quick call to any Southern Africa University Libraries to compare notes e.g. on Learning Commons

11. UB: International Cooperation and Resource Sharing • UBL vision statement partly states ‘the Library will be a leading customer-centered provider of excellent, globally competitive information services and access to resources’ • UBL benchmarked with a number of libraries in order to put up the best practice and service • UBL established links with some renowned libraries and relevant international associations worldwide • Librarians are encouraged and sponsored to attend and make presentations at international conferences • UBL as a member of professional associations has, through international cooperation, been able to produce the president of IFLA • UBL benefitted from Upenn, which did the auditing; University of Guelph Library in Canada was contacted and willingly shared resources with the UBL on Learning commons • UBL as a member of Development Partnerships in Higher Education (DelPHE) • UBL has benefitted from exchange programme with partner institutions in the US, UK, South Africa etc

12. Conclusion • UBL, being an established library in Southern Africa, has been a beckon to several libraries from Namibia, Nigeria, South Africa etc which sent their staff for some period of attachment and training • The world of libraries and librarians is, more than ever, changing with utmost rapidity • A library that will meet the information needs of its varied users will not stand aloof and isolate itself from benefits derivable from the network world of limitless resources offered by a combination of libraries and information centres • The tremendous benefit the UBL has derived from libraries and associations has been a pillar of strength for it to effectively and efficiently carry out its information service to its numerous users and has elevated the library to the enviable position it enjoys in the comity of other libraries within the region and Africa

13. APPRECIATION • THANK YOU