Anyone developing a university press soon discovers that while platforms, workflows and models matter, the real foundations of success lie in connection. The most important decisions come from conversations with researchers, librarians, students and colleagues across the sector.
This emphasis on connection is already shaping a new generation of university presses in the UK. White Rose University Press shows how shared infrastructure and collective expertise can strengthen publishing across institutions, while LSE Press illustrates how aligning a publishing programme with academic values and communities can democratise knowledge. Together, these presses show that when academic values take precedence over commercial interests, open access models can be sustainable and impactful, fostering stronger connections among people, ideas and communities.
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We are developing a new open institutional press led by the library and shaped by our research community at the University of Southampton. Our approach is grounded in ongoing engagement, ensuring the press evolves in response to people’s needs. By centring collaboration throughout development, we aim to build a trusted, innovative publishing environment that reflects the diversity, creativity and research excellence of the community.
So, how does a focus on connection influence the way we publish, collaborate and share knowledge? Four lessons stand out:
1. Connect with researchers to avoid publishing pitfalls
If new presses want to avoid the problems of commercial publishing, they must begin by connecting with the people that traditional models have failed. That means not assuming researchers’ needs but asking what is not working and should be changed.
The key lesson is to engage with researchers early and keep that connection active throughout development. In our initial focus group, for example, academics, students and staff spoke about the “publish or perish” mentality, complex submission and peer review systems, as well as the reliance on unpaid labour of authors, peer reviewers and editors. These conversations were more than a list of frustrations; they highlighted how much publishing depends on volunteer labour and prompted us to build something that supports researchers rather than adding to that burden.
Their insights inform practical decisions, including creating a simple submission and peer review experience that respects everyone’s time and contribution. For us, that has meant improving transparency and providing clear guidance at each stage. Our monthly mailing‑list updates share our progress, for example, and invite involvement. This reinforces that engagement is not a one-off consultation but a continuous conversation.
2. Stay flexible and open to ideas that go beyond current capabilities
New presses inevitably attract a wide range of ideas – some exciting, some ambitious and some that stretch far beyond technical or staffing capacity. Rather than dismissing these proposals as distractions, we can treat them as signs of emerging need. These conversations help clarify priorities, and highlight areas to sharpen expertise and consider future possibilities.
One early proposal that combined written analysis with embedded video, audio and interactive data exceeded our technical capacity. So, we used the opportunity to explore how we might support non-traditional formats.
We began tracking proposals more systematically, assessing feasibility, stage of development and alignment with our mission. This gave us a clear view of emerging demand and helped shape our long-term strategy.
3. Treat criticism as a route to improvement
Any press that challenges established publishing norms should welcome questions about prestige, quality or sustainability. Critique deserves attention rather than defensiveness.
When academics provided detailed feedback on our plans, we discussed it internally and looked to other presses for insight. Their comments emphasised that recognition and credibility depend on publishing high-quality content. There are no shortcuts or quick fixes to concerns about quality and credibility; these must be developed and earned over time. As a result, we developed policies that reinforce integrity, clarified proposal criteria, refined peer review and began developing peer-review training.
Engaging with critique signals maturity and builds trust with the academic community. By treating critique as integral to development, a new press learns it must adapt, adjust and occasionally fail to build lasting trust and credibility.
4. Connect to networks of other institutional publishers
Establishing a university press can be an isolating experience, particularly when a significant portion of the work relies on the efforts of a single full-time staff member. Engaging with other institutional publishers and networks creates shared spaces for learning and support.
Communities such as the Open Institutional Publishing Association (OIPA) and Community-led Open Publication Infrastructures for Monographs (Copim) offer more than practical guidance. They provide forums to question assumptions, share best practices and learn from experience. Conversations with peers facing similar challenges – from defining scope to supporting authors and managing metadata – helps to refine thinking and build confidence. These networks also provide a collective sense of purpose in the wider movement towards open access and more equitable scholarly publishing.
Institutional presses can model a more inclusive future for scholarly communication – but only if they remain grounded in connection. By listening to researchers, staying flexible, embracing criticism and collaborating widely, we can build publishing ecosystems that reflect the values of the communities they serve. Connection is not a soft value; it is the foundation that makes open, equitable publishing possible.
Emily Carter is the principal library assistant (publications officer) at the University of Southampton.
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