The Acquisitions Renaissance

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Future of Acquisitions: Planning For Change in an Ever-Changing Environment

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The Acquisitions Renaissance

  1. 1. The AcquisitionsRenaissance<br />Dracine HodgesHead, Acquisitions Department<br />ALCTS Acquisitions Section - Annual Conference<br />June 25, 2011<br />
  2. 2. It begins…<br />“In thinking about the event horizon of 2010 to 2020, it is already clear that this will be a period of unprecedented change for libraries. More specifically this coming decade will mark the renaissance of technical services and a complete transformation of collection development.”<br />-Susan GibbonsTime Horizon 2020: Library Renaissance<br />
  3. 3. To the Cloud!<br />Distinctive processes in Tech Services work increasingly overlap. <br />Management and system infrastructures have begun to consolidate naturally.<br />Opportunities to reconsider work done by retiring staff.<br />
  4. 4. Collections Crossroads<br />
  5. 5.
  6. 6. Despite the headlines…<br />Bring out yer Dead!<br />I’m not dead yet!<br />
  7. 7. Bowker projecting that despite the popularity of e-books, traditional U.S. print title output in 2010 increased 5%.<br />Output of new titles and editions increased from 302,410 in 2009 to a projected 316,480 in 2010. <br />Speed bumps<br />Publisher embargo<br />Flat budgets and list prices<br />Print remains a significant part of collections.<br />Foreign language materials<br />Graphic content : images, scores, maps, graphs<br />Special Collections<br />Checking for a pulse<br />
  8. 8. Diverging the Path<br />
  9. 9. The “just-in-case” model <br />Bibliographer's job to identify the best materials, and the job of the acquisitions department to acquire them…bibliographers strove to anticipate the needs of faculty and students…purchase titles in advance of need… economic factors exerted greater pressure on this model. <br />Monumental collection building as a societal good or as a marker of university quality was no longer considered economically feasible, due to price inflation for print and electronic products, the increase in the production of scholarly material, and the increased cost of storing materials that might never circulate.<br />(Hodges, Preston, & Hamilton, 209)<br />Shifting the Model<br />
  10. 10. The “just-in-time” model<br />(JIT) inventory, implemented in the Japanese auto industry in the 1980s. In the JIT model, a large inventory of parts is viewed as waste. Instead, only the minimal inventory is maintained on site.<br />A large inventory of materials that never circulate is viewed as waste because it costs money to maintain... This problem can be avoided by not buying library materials until there is a patron request. (Hodges, Preston, & Hamilton, 209)<br />The JIT Model<br />
  11. 11. <ul><li>Electronic format preferred
  12. 12. Patron-driven acquisitions
  13. 13. Pursuit of electronic backfiles
  14. 14. Cooperative collection development
  15. 15. License access to mass-digitized resources
  16. 16. Leveraging consortia membership
  17. 17. Reduce duplication
  18. 18. Rule of 5
  19. 19. Print withdrawal or shared storage initiatives</li></ul>Managing Change<br />
  20. 20. Retirements and staff reductions are especially problematic for acquisitions.<br />Specialized skill sets mainly acquired on-the-job<br />Historical knowledge and institutional memory important components of acq work.<br />Possible solution?<br /> On Sustainability<br />
  21. 21. How about a residency program?<br />
  22. 22. A library residency is a post-master’s work experience program that provides entry-level employment and professional development for early career librarians. (Perez & Gruell)<br />Opportunity to experiment with services and technology.<br />Ideal for both short-term staffing or targeted succession planning.<br />Means of developing managers and hard to recruit specialists.<br />Grow Your Own<br />
  23. 23. Dinosaur Evolution<br />T. rex ca. Mesozoic Era<br />T. rex today?<br />
  24. 24. Thank you!<br />Contact: hodges.368@osu.edu<br />fin<br />

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