Anderson AAUP


Published on

Published in: Education, Business
  • Be the first to comment

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide
  • Total cut to library was 19% -- pretty much the same around campus Materials budget took the largest hit, but also got the lion’s share of the backfill. Future “soft” help is promised. Technical Services took the biggest personnel hit – 20% of staff laid off; consolidated Monographs and Serials, laid off all copy catalogers. Most of the cut to the book budget is in firm orders; firm orders cut by half. There is little or no reason to believe that these numbers will grow to pre-2008 levels in the foreseeable future.
  • The opportunity in this crisis is the chance to cut back drastically on speculative book purchasing and buy only those materials that are demonstrably wanted by patrons. We can do this partly by just cutting the budget; since about half of our purchases never circulate, that’s not the end of the world. We can also do it by using patron-driven acquisition models. What this means philosophically is interesting; it means rethinking the wholeconcept of the library collection. Why DO we buy books that we aren’t sure anyone wants, when we now have the option of waiting until we know someone wants it before we buy? Before ebooks, before, before print-on-demand became a viable option, we had no choice. But increasingly, we do have other options now. The EBM offers an incredibly exciting new model for acquisition, because it allows us (in theory) to expose huge amounts of non-acquired content to our patrons and then provide it to them only if and when needed. This turns the traditional library collection on its head, but it needed to be turned on its head – because it never worked very well to begin with, and we can’t afford to continue the old way in any case.
  • Anderson AAUP

    1. 1. Making the Most of the Crisis Rick Anderson Associate Director Scholarly Resources & Collections
    2. 2. Two Main Problems <ul><li>Chronic and longstanding: We buy the wrong things </li></ul><ul><ul><li>We buy UP titles often because we “should,” not because of demonstrated need </li></ul></ul><ul><ul><li>We fail to buy what is needed, and use ILL as a solution </li></ul></ul><ul><ul><li>Use of printed books is rapidly declining in research libraries </li></ul></ul>
    3. 3. Two Main Problems <ul><li>Acute and recent: We have no money </li></ul>
    4. 4. The Numbers <ul><li> 2008-09 2009-10 </li></ul><ul><li>Library budget $13,543,500 $10,970,500 </li></ul><ul><li>Acquisitions budget $3,941,000 $2,397,000 </li></ul><ul><li>(Backfilled to $3,519,000) </li></ul><ul><li>Book budget $1,180,000 $830,000 </li></ul><ul><li>Serials budget $2,761,000 $2,689,000 </li></ul>
    5. 5. Implications for the Future <ul><li>Less speculative buying (firm orders ↓ 50 % ) </li></ul><ul><li>More on-demand buying (EBL, NetLibrary, etc.) </li></ul><ul><li>Less focus on the collection; more focus on services </li></ul><ul><li>More focus on stewardship of locally-produced documents and data </li></ul><ul><li>Espresso Book Machine </li></ul>
    6. 6. Contact <ul><li>Rick Anderson </li></ul><ul><li>[email_address] </li></ul>