Breaking Silos--ER&L 2014

E R & L 2 0 1 4

L a u r e l S a m m o n d s C r a w f o r d , M L I S

C o l l e c t i o n D e v e l o p m e n t L i a i s o n L i b r a r i a n

U n i v e r s i t y o f N o r t h T e x a s L i b r a r i e s

Breaking Silos:Interdepartmental Collaboration for Better

Electronic Collection Development

Crawford.Breaking Silos.ER&L 2014

Agenda

Context

Challenges to Electronic Collection Development Environmental Change

Silos in the Library

Culture Shock

Reach Your Electronic Collection Development Goals Structure

Staffing

Support

Themes and Conclusions


Context


Context

Low

26.48%

High

94.48%

Average

62.24%(ARL Statistics, p.56)

Percent of materials budget spent on electronic resources at ARL Libraries 2009-2010


Challenges to Electronic Collection Development


• Environmental Change

• Silos in the Library

• Culture Shock

Environmental Change

Academic librarians…continued to navigate a ‘new normal,’ characterized by stagnating budgets, unsustainable costs, increased student enrollments, and reduced staff.

(State of America’s Libraries Report 2012)


Evaluation Criteria


(Adapted from Johnson, p.112-114)

Complexity of E-book Acquisition

Business Models

• Subscription

• Perpetual ownership (cost up front or paid out over a few years)

• Pay-per-view or Short-Term Loan

Acquisition Methods

• Approval plan

• Firm order

• Patron-driven selection

• Standing order

Acquisitions Routes

• Publisher direct

• Aggregator (EBL, ebrary)

• Monograph vendor (YBP)

(Adapted from Polanka, p. 98-106)


Purpose of Collections


Demand

Quality

Silos in the Library


Us Them

Culture Shock

In a 2009 survey on collegiality,

of college librarians reported that collegiality was a problem at their library.

(Freedman, p.377)


The librarians reported:•Infighting•Personality issues•Not getting along•Not speaking to one another•Low morale

Reach Your Electronic Collection Development Goals


•Structure

•Staffing

•Support

Structure

The blurring of traditional boundaries has become a hallmark of our age.

(Horava, p. 146)


Collegiality

Collegiality Bureaucracy

• Consensus-making• Open discussions• Personal and social

relationships• Job rank less prominent• Results are not pre-ordained

• Order and control are valued• Hierarchical• Deference to authority• Adherence to rules and

regulations


(Adapted from Freedman, p.379)

Preconditions for Collegiality


Transparency

Time

Trust

Staffing

If collection management is to be more than a sad relic of the past or a reactive function with a declining future, some leadership and broad oversight is required.

(Horava, p. 146)


Soft Skills


Understands the scholarly communications and technological landscape

Passion for exploring new knowledge formats and new approaches to learning

Capacity to cultivate trusted relationships

Ability to thrive in the messy and the ambiguous

Systems thinking; analytical and problem-solving skills

Political savvy, conflict fluency, and civility

Strong leadership

(adapted from Horava p.151 and Jaguszewski and Williams p. 14-15)

Support

Consider what a collection does rather than what a collection is.

(Horava, p. 150 [emphasis added])


Support


Themes and Conclusions


Transparency builds trust

Early planning is key

Collections are a means, not an end

Difficulty coordinating CD activities, but…

Public and technical services are both necessary for good CD

Frequent and thorough usage analysis

Organizational structure must lose rigidity

Fundamental change is here to stay

Contact Information


Laurel Sammonds Crawford, MLIS

Collection Development Liaison Librarian

University of North Texas Libraries

[email protected]

(940) 565 – 3956

•References and further reading: http://digital.library.unt.edu/ark:/67531/metadc277314•Slides are available at http://slidesha.re/1ibnUkL

mailto:[email protected]

http://digital.library.unt.edu/ark:/67531/metadc277314

http://slidesha.re/1ibnUkL

Breaking Silos--ER&L 2014

Documents

Transcript of Breaking Silos--ER&L 2014