How we developed a negotiations framework for licensed content within Library Services at Imperial College London

1. Library
Services
From ‘Get a Quote’ to a Negotiations
Framework
New culture, new skills and new tools
Stuart Dempster, Head of Information Resources
#StuDempster

2. The art of developing a Negotiations
Framework

3. Our Strategy 2015-20…
Our strategy is built on underpinning
foundations that make Imperial a great
academic institution and talented and
inspirational people who make up our
university community.
 We will build the financial strength
needed for our world-leading work
through careful financial management…
 We will develop the talent we need to
contribute in areas that have not yet
been fully explored.
 We will provide professional support,
consistent processes and appropriate
technology for all of our staff and
students.

4. A Brief History…
 ‘Get a quote’…
 One small step… The email…
 A leap forward…Price rises - tactics and
communications
 Game changer…Rapid Improvement
Exercise – new mind-sets, skills and
tools

5. One small step…The email
I have noticed that there is a substantial price
increase on this year’s subscription. Last year we
paid £XXXX and this year we have been quoted
£XXXX, this quote amounts to a X% increase.
Affordability is a very serious concern for us and it
would be difficult for the library to pay any price
increase at present. All our renewals are under
scrutiny and cancelling a resource is a consideration
dependent on the quote. Therefore we would ask
you to reconsider this price and inform us if this is
definitely your best quote for our XXXX renewal.

6. A leap forward…Price rises - tactics and
communications

7. Game changer…Rapid Improvement
Exercise – new mind-sets, skills and tools
People…
 Policies…
Preparedness…

8. People…Investing in new skills
’Negotiations Skills for
Librarians’ (UKSG)
‘Influencing and
Negotiations Skills’ (College)
Mentoring
Co-design and team working
Empowerment…

9. 9
High Level
Principles
Access is maintained Cost is reviewed
Alternative measurements of ‘value’
are considered
Order is placed
Access is checked and ALMA is
fully updated
Access is
uninterrupted
Policies…Rapid Improvement Exercise
Subscription
Trigger Quote Assess Order Update holdings
Process
Payment
Library
Subs.
Team
Journey
Renewal
Spreadsheet
Website checked
for new licence
Price negotiated
Update
renewal
spreadsheet
Request
usage data
Compared with
previous
correspondence
Update
renewal
spreadsheet,
save email
Raise PO no. in
ICIS, save email
Scan signed
licence and upload
to ALMA
Update
Renewal
spreadsheet
Update Subs
Orders
spreadsheet
Print
licence
from
website
Deputy
Director
signs
licence
Email licence
to vendor
LLs check Primo
LL knowledgePrice/Usage
Request
information
Library
Liaison
Team
Journey
Email request
to LL Team
(Copy in HS,
SS, HB)
Renewal
cancelled
Renewal
confirmed
Review Request
Invoice paid and
receipt uploaded
to ALMA
Renewal
Meeting
Order
Course Reading
User Needs
IC Prestige
Student /
Academic
Journey
Access
denied
Email access
problem to
Subs. Notification to
LL Team
Notified of
renewed access
(Inconsistent)
Update
renewal
spreadsheet
Update
renewal
spreadsheet,
save email
Copy of
invoice saved
in ALMA and
in subs folder
Requests copy
invoice from vendor
Analyse
Update Holdings
Upload draft
licence to ALMA
Work Flows
Negotiations
Roles &
Responsibilities
Confidence in
financials
Purchase order
approvals
ALMA
Confidence in
financials
Usage capture

10. 10
Policies…Rapid Improvement Exercise..
• Journals, Databases and e-books
outside of big packages
• Article Processing Charge spend
• High volume document delivery
• Cross team review of subscriptions, APC spend, and frequent doc del titles
• Liaison Librarian output: A validated list of titles with ownership responsibility
• Outputs to subscriptions team: Negotiations informed by latest APC spend; list of titles to renew /
cancel; list of titles to purchase from document delivery volumes
Purpose and outputs of the annual review
Validating Journals Outside of Big Package Deals / Database / e-book Subscriptions
Prepare Database
/ e-book Review
Review Database
/ e-book
Subscriptions
Validate
Review Suggested
Changes
Finalise Database
/ e-book
Categories
Update ALMA /
Working
Documents
Process
Step
Owner
Subscriptions Team
(HB)
Subscriptions
(HB)
Library Liaisons
(CL / MW)
Library Liaison
Team
(CL / MW)
Library Liaison
Team
(CL / MW)
Subscriptions Team
(HB)
How
Download usage
statistics (2 yrs) /
capture current
cost
Annual review
meeting
Individual follow up
discussions with
departments
Review updated
shared file
Email agreed
changes through
file to Subs
Update ‘live’ file
with changes
Data
Needs
• Usage statistics
Current price
• Prioritised list for review
• Usage statistics
• Current price
• Usage statistics
• Current price
Updated file Updated file
Update ‘live’ file
with changes
Output
• P: Drive Excel
Spreadsheet (future
ALMA report)
• Email to LL to review
Excel with validated
list
Excel with decision
to keep or cancel
subscription
Reviewed and
agreed: Excel file
Excel file with
confirmed list of
renewals / cancels
Excel / ALMA
updated cancel /
review status
Timing Jun 9 - 23
Jul 1
(3 hours 9-12am)
6 weeks to Aug 15th 2 weeks
Aug 15th – 31st Sep 1
September 1
onwards
Create overview of
subscriptions with
usage and most
current prices
Subs and LL teams
get together to
share expertise and
discuss trends /
status changes
LL team
department
discussions for
specific subset of
subscriptions
LL team validate
subscriptions
changes to ensure
cross overs
Share definitive
snapshot in time on
renewals pathway
with subs team
Subs team
incorporates
changes into ‘live’
working docs /
ALMA
What
What is included?
Improve

11. Preparedness…do your homework
 Usage Data: Ustat and Alma
Analytics (Cost Benefit)
 Benchmarking Alternatives
(including OA)
 Innovation: OA Button
 Post-Cancellation Plans
 Pushing he boundaries
(Alumni)

12. Servers
Primo
Alma
Alma Analytics

19. Database
Alma Analytics
• Borrowing Requests
• Cost Usage
• Course Reserves
• E-Inventory
• Events
• Fines and Fees
• Fulfillment
• Funds Expenditure
• Lending Requests
• Link Resolver Usage
• Physical Items
• Requests
• Usage Data
• Users
(Subject Areas)
Tables

20.  Multi-year deals, with pricing
certainties to assist planning
 More Alumni online access deals
 Savings to invest into new content,
despite a flat budget
 A framework which has reduced
‘friction’ in decision making and
empowered staff
 Improved usage of analytics to
inform decision making
Some knockouts…

21.  Unrealistic expectations
 Non-disclosure Agreements
 Nascent business models
 ‘Traditional’ mind-sets
 Skills shortage
 Market fragmentation (incl. mission
groups)
 Subscription Agents (non-negotiated
agreements)
Some way to go…

23. Contacts…
Stuart Dempster s.dempster@imperial.ac.uk