This document summarizes a presentation given by Charles B. Lowry about the current state of publishing and libraries. It discusses how research library budgets are being reduced due to the current fiscal climate. Many libraries have experienced budget cuts between 3-5% which have impacted staffing, operations, and acquisitions. It also outlines trends in scholarly communication such as the growth of new publication models and how libraries are building relationships with faculty to promote changes. Finally, it discusses how libraries must adapt to new roles in supporting digital scholarship and collaborating more closely with faculty.
Comparative Analysis of Factors driving Employee Turnover and Identification ...National HRD Network
Comparative Analysis of Factors driving Employee
Turnover and Identification of Best Practices for Retention in
Information Technology Enabled Services (ITES) organizations of
Oklahoma City (USA) and Bangalore (India)
The Eigenfactor Metrics provide concise summaries of scholarly journals that take into account the entire network of citations among journals, unlike the traditional Impact Factor. The Eigenfactor algorithm represents this network as a directed weighted graph and calculates the importance of each journal based on its role in the network, with more important journals receiving more weight from other important journals that cite them. This provides a more comprehensive view of a journal's scholarly influence and importance than simply counting citations.
This document discusses the role of scholarly publishers in the digital age and the challenges they face. It notes that publishers provide value through peer review, editing, and navigation/search features for online content. However, digital content has characteristics like dynamic updates and various file formats that impact archiving and access over time. New models are needed to address issues like long-term preservation, customized access options, and integrating related datasets. Publishers will need to explore alternative revenue sources beyond annual subscriptions to support these evolving roles and responsibilities. Collaboration across institutions will be important to develop solutions and standards.
This document outlines a publishing company's plan to transform its in-house editors by extending offshore outsourcing to editorial functions. The goals are to achieve additional cost savings, increase project management offshore to allow staff redirection, and transform editors' roles to focus on developmental editing earlier in the process. Editors will work with authors from signing through submission to ensure continuity and improve manuscript quality. This transformation is meant to free up in-house staff from repetitive tasks and improve efficiency throughout the publishing process.
Camille Carter is the Director of Book Production and Manufacturing at John Wiley & Sons. She discusses the book production process at Wiley, which has transitioned from primarily print to incorporating more electronic formats. The traditional process involves copy editing, typesetting, proofreading, and printing. Now, digital files are also used to create ebooks and online versions. Quality assurance testing of electronic files is important before publication on websites and distribution to vendors.
This document discusses institutional identification in the scholarly publishing industry. It provides background on the Rockefeller University and its publishing arm, the Rockefeller University Press. It then discusses problems that arise from misidentification of institutions, such as slow order processing and interrupted access. Finally, it outlines various industry efforts to standardize institutional identification, such as the International Committee on Electronic Data Interchange for Serials (ICEDIS) and its messages for subscription orders and claims.
The document discusses the opportunities and challenges of publishing e-books. It outlines several benefits of e-books, including new revenue streams, increased exposure and traffic, and potential to drive print sales. However, it also notes that publishing e-books requires decisions around technology, business models, sales channels, content, administration, the relationship with print books, and costs. It provides details on factors to consider for each of these areas when developing an e-book strategy.
The document discusses social media tools and how they have evolved for scientific publishing and peer review. It provides examples of how various social media platforms like Twitter, blogs, and wikis can be used for sharing scientific content and facilitating peer discussions. It also examines some challenges around using these new tools, such as issues of moderation and audience, and questions whether publishers or academia should lead the way in integrating social media into the formal publishing process.
Comparative Analysis of Factors driving Employee Turnover and Identification ...National HRD Network
Comparative Analysis of Factors driving Employee
Turnover and Identification of Best Practices for Retention in
Information Technology Enabled Services (ITES) organizations of
Oklahoma City (USA) and Bangalore (India)
The Eigenfactor Metrics provide concise summaries of scholarly journals that take into account the entire network of citations among journals, unlike the traditional Impact Factor. The Eigenfactor algorithm represents this network as a directed weighted graph and calculates the importance of each journal based on its role in the network, with more important journals receiving more weight from other important journals that cite them. This provides a more comprehensive view of a journal's scholarly influence and importance than simply counting citations.
This document discusses the role of scholarly publishers in the digital age and the challenges they face. It notes that publishers provide value through peer review, editing, and navigation/search features for online content. However, digital content has characteristics like dynamic updates and various file formats that impact archiving and access over time. New models are needed to address issues like long-term preservation, customized access options, and integrating related datasets. Publishers will need to explore alternative revenue sources beyond annual subscriptions to support these evolving roles and responsibilities. Collaboration across institutions will be important to develop solutions and standards.
This document outlines a publishing company's plan to transform its in-house editors by extending offshore outsourcing to editorial functions. The goals are to achieve additional cost savings, increase project management offshore to allow staff redirection, and transform editors' roles to focus on developmental editing earlier in the process. Editors will work with authors from signing through submission to ensure continuity and improve manuscript quality. This transformation is meant to free up in-house staff from repetitive tasks and improve efficiency throughout the publishing process.
Camille Carter is the Director of Book Production and Manufacturing at John Wiley & Sons. She discusses the book production process at Wiley, which has transitioned from primarily print to incorporating more electronic formats. The traditional process involves copy editing, typesetting, proofreading, and printing. Now, digital files are also used to create ebooks and online versions. Quality assurance testing of electronic files is important before publication on websites and distribution to vendors.
This document discusses institutional identification in the scholarly publishing industry. It provides background on the Rockefeller University and its publishing arm, the Rockefeller University Press. It then discusses problems that arise from misidentification of institutions, such as slow order processing and interrupted access. Finally, it outlines various industry efforts to standardize institutional identification, such as the International Committee on Electronic Data Interchange for Serials (ICEDIS) and its messages for subscription orders and claims.
The document discusses the opportunities and challenges of publishing e-books. It outlines several benefits of e-books, including new revenue streams, increased exposure and traffic, and potential to drive print sales. However, it also notes that publishing e-books requires decisions around technology, business models, sales channels, content, administration, the relationship with print books, and costs. It provides details on factors to consider for each of these areas when developing an e-book strategy.
The document discusses social media tools and how they have evolved for scientific publishing and peer review. It provides examples of how various social media platforms like Twitter, blogs, and wikis can be used for sharing scientific content and facilitating peer discussions. It also examines some challenges around using these new tools, such as issues of moderation and audience, and questions whether publishers or academia should lead the way in integrating social media into the formal publishing process.
The document summarizes the findings of a McKinley Economic Impact Assessment (EIA) study on the effects of the global economic situation on associations in 2009. It shows that most associations reported declines across key business lines like annual meetings, sponsorships, and membership. In response, many associations implemented budget cuts, hiring freezes, salary freezes, and staff reductions. Preliminary results from a 2010 EIA study indicate that most associations expect similar impacts will continue into 2010 through further budget cuts, freezes, and reductions.
1) The document discusses a survey of 200 Federal managers about how budget cuts are impacting their agencies. 62% have personally experienced tighter budgets and 73% believe budgets will be even lower in 2015.
2) Respondents say budget cuts are having a devastating (12%) or significant (58%) impact on their agency's ability to perform its mission.
3) The document finds that about 1 in 5 Federal employees can be considered "innovators" who are more open to alternative approaches like new funding methods or outsourcing to address budget cuts. Innovators believe up to 25% of their agency's budget could come from new sources.
The condensed balance sheet shows that from 2008 to 2009, Blevins Incorporated's:
1) Total assets increased 21.2% to $521,000 due to increases in current assets of 25% and plant assets of 20%.
2) Total liabilities increased 35.8% to $224,000 because of rises in current liabilities of 30% and long-term liabilities of 40%.
3) Total stockholders' equity grew 12.1% to $297,000 resulting from a 40% increase in common stock but a 9.3% decline in retained earnings.
The document summarizes the results of a compensation survey conducted by Connell & Partners in response to continuing economic uncertainty. Over 70 companies responded. Key findings include:
- 45% of companies are taking a "wait and see" approach to compensation changes
- 71% of companies making short-term changes are adjusting short-term incentive plans
- 50% expect short-term incentives to payout below target levels
- Two-thirds expect similar merit increase budgets to last year between 2.5-3.5%
- Companies are considering various long-term changes to compensation plans to address uncertainty
The president shared positive news about improving student retention and achievement rates despite economic challenges. However, state budget shortfalls mean the university faces recurring cuts of 7.3% to its state appropriations. To address a $2.6 million shortfall, the university eliminated positions, graduate tuition waivers, and delayed equipment purchases. A mid-year cut of $0.9 million required additional one-time reductions. The final academic audit report recommends eliminating or reconfiguring some programs to improve strategic alignment under tight budgets.
The Economics of Sustainability - An overview of the state of knowledgeSustainable Prosperity
The document provides an overview of recent research on the economics of sustainability across three themes: ecosystems, climate change, and water. It discusses how failure to address issues like climate change represents huge economic risks but also opportunities. Studies estimate the costs of environmental degradation and the financing needed for sustainable solutions. Research emphasizes that improved resource efficiency through policy measures like carbon pricing can help decouple economic growth from environmental impacts.
A recent survey, conducted by Veris Consulting and Brittenford Systems, questioned Non-Profit executives in the Washington DC Metro area about the 2013 financial outlook for their organization including:
Financial or Business Outlook
Financial Reporting Practices
Financial Systems
The survey report provides non-profit executives and boards with valuable insights on the financial outlook and the top priorities and challenges facing nonprofits in 2013. Also, the report has detailed summaries and graphs on these aspects including financial and business outlook, financial reporting practices, and financial systems.
Bank of America reported second quarter 2005 results with diluted EPS up 14% year-over-year but down 7% from record first quarter levels. Total revenue was $14 billion. Global Consumer & Banking saw higher card income and retail product sales while Global Business & Financial Services had loan growth and improving credit quality. Global Capital Markets saw lower trading revenue compared to strong first quarter levels.
2013 Taiwan Business Climate Survey Jan 17 2013Gordon Stewart
The survey asked AmCham business leaders about their 2012 financial performance and 2013 forecasts. While most said 2012 was profitable, fewer were as profitable as prior years. For 2013, leaders forecast modest revenue and profit growth. Investment in Taiwan is expected to rise slightly. However, the 5-year business outlook continued declining significantly year-over-year. Bureaucracy remains a key concern that businesses want the government to address aggressively.
1. Britvic's operating cash flow before working capital investments was £130.7 million in 2011, indicating steady cash generation from core operations.
2. However, Britvic used cash of £37.7 million for capital expenditures and £11.9 million for intangible assets, reducing its free cash flow available for debt repayment and equity.
3. Britvic paid £40.3 million in dividends in 2011, exceeding its free cash flow available for equity of £30.9 million, indicating it relied on external financing to fund dividend payments.
Plug the Drain: 401(k) Leakage and the Impact on Retirementvanderhei
- 401(k) leakages such as cash outs, loans, and hardship withdrawals can significantly impact retirement savings, especially for lower-income individuals. Cash outs alone may decrease the probability of achieving an 80% replacement rate by 5 percentage points for the lowest income quartile.
- For automatic enrollment plans, cash outs, loans, and hardship withdrawals together may decrease the probability of success by 6.1 percentage points for the lowest income quartile, similar to a 5 year delay in participation. For the highest income quartile the impact is similar but delaying retirement is more significant.
- Voluntary enrollment plans see the largest impacts of cash outs and preretirement withdrawals on the lowest income quartile, reducing median
Higher Education as an Economic EnterpriseHigherEdUtah
1. Higher education is a large $4.5 billion enterprise in Utah, employing over 33,000 people.
2. Higher education is critical to innovation in Utah through research and creation of startups.
3. Expanding the talent pool is needed to meet the goal of 66% of Utah's workforce having postsecondary education by 2018 through increasing enrollment, participation, and completion rates.
4. Partnering with business and industry ensures students receive an education aligned with industry needs through internships, research collaborations, and business resources housed at institutions.
The document provides an overview of a survey of Irish businesses on their current experiences and future expectations in the Irish market. It finds that while many businesses still see the market as bad, there are signs of improvement and a majority expect sales to be higher in 2011 than 2010. Businesses indicate that lower prices, value, and new products are most successful currently for sales. Challenges around regaining pricing power and improving consumer confidence and spending are discussed. The document advocates focusing on innovation, experiences over features, and strengthening emotional connections with customers to enable recovery and growth.
This document discusses inequality trends in Asia based on a special chapter in the Asian Development Bank's Key Indicators 2007 publication. It finds that income inequality has grown in many Asian countries since the 1990s, as measured by rising Gini coefficients and expenditures between the richest and poorest wealth quintiles. Common drivers of rising inequality include market reforms, technological changes, and globalization trends that have favored skilled over unskilled workers. The implications are that governments need policies to directly address inequality through public investments in health, education, and social protection programs.
WHAT SETS THE BEST-IN-CLASS APART?5 BEST PRACTICES IN PLANNING AND FORECASTING Nasreen Quibria
1) The document discusses best practices in planning and forecasting based on Aberdeen's research. It identifies pressures like market volatility that companies face and best practices used by top performers.
2) The top performers (best-in-class) are defined as having over 102% budget accuracy, 99% forecast accuracy, and finalizing budgets before the next fiscal year starts. They strategize first before setting budgets.
3) Best practices for top performers include developing formal planning processes, automating workflows, involving decision-makers, and improving data quality. They re-forecast more frequently than average companies.
For all of us in the for-profit education sector, change and uncertainty has become the status quo. Regulatory changes and deteriorating macro-economics are impacting everything from how schools recruit students to the type of programs they will be able to offer.
Recently, LeadsCouncil and CUnet conducted a survey among marketing professionals in higher education to measure and understand the full impact of these issues.
This presentation provides a review and analysis of the results from the 2011 Higher Education Marketing Survey, including:
• How budgets are being affected, and how the money is being allocated;
• How cost per enrollment is changing, and what schools plan to do about it;
• Concerns and priorities for school marketers for 2011;
• How the survey numbers compare to what we're seeing in the market as we approach the end of Q2.
The document is a presentation from Kalypso, a consulting firm focused on innovation. It introduces Kalypso and its services around innovation management. It then summarizes the results of Kalypso's 2011 healthcare reform and innovation survey, including the top market issues according to respondents, an assessment of capabilities, and gaps. It outlines Kalypso's approach to innovation transformation and diagnostic tools to help clients improve innovation processes.
Banco Indusval & Partners (BI&P) held a public meeting with analysts and investors on November 24, 2011 to discuss the bank's transformation into a new stage. BI&P outlined its 44-year history, new capital increase and partnerships with Warburg Pincus and Sertrading, and strengthened management team. The presentation highlighted BI&P's long-term vision over short-term results and comparisons to its peers in the national financial system.
This document provides guidance for vendors responding to a request for proposal (RFP). It outlines the key steps, which include reading the RFP thoroughly, establishing win themes in an internal kickoff meeting, collecting questions, framing the response, ensuring proper grammar, conducting an internal review, submitting before the deadline, preparing for presentations as an assembled team with rehearsal, taking nothing for granted by being overly prepared, negotiating if selected, celebrating the outcome, and conducting a post-mortem review.
The document discusses the request for proposal (RFP) process. It defines an RFP as an invitation for vendors to submit proposals to provide goods or services to an organization. The document outlines the key steps in the RFP process, including assessing needs, preparing and distributing the RFP, evaluating proposals, conducting presentations, and negotiating contracts. It provides guidance on elements to include in an RFP, questions to ask vendors, tips for evaluating proposals and presentations, and best practices for negotiations.
The document summarizes the findings of a McKinley Economic Impact Assessment (EIA) study on the effects of the global economic situation on associations in 2009. It shows that most associations reported declines across key business lines like annual meetings, sponsorships, and membership. In response, many associations implemented budget cuts, hiring freezes, salary freezes, and staff reductions. Preliminary results from a 2010 EIA study indicate that most associations expect similar impacts will continue into 2010 through further budget cuts, freezes, and reductions.
1) The document discusses a survey of 200 Federal managers about how budget cuts are impacting their agencies. 62% have personally experienced tighter budgets and 73% believe budgets will be even lower in 2015.
2) Respondents say budget cuts are having a devastating (12%) or significant (58%) impact on their agency's ability to perform its mission.
3) The document finds that about 1 in 5 Federal employees can be considered "innovators" who are more open to alternative approaches like new funding methods or outsourcing to address budget cuts. Innovators believe up to 25% of their agency's budget could come from new sources.
The condensed balance sheet shows that from 2008 to 2009, Blevins Incorporated's:
1) Total assets increased 21.2% to $521,000 due to increases in current assets of 25% and plant assets of 20%.
2) Total liabilities increased 35.8% to $224,000 because of rises in current liabilities of 30% and long-term liabilities of 40%.
3) Total stockholders' equity grew 12.1% to $297,000 resulting from a 40% increase in common stock but a 9.3% decline in retained earnings.
The document summarizes the results of a compensation survey conducted by Connell & Partners in response to continuing economic uncertainty. Over 70 companies responded. Key findings include:
- 45% of companies are taking a "wait and see" approach to compensation changes
- 71% of companies making short-term changes are adjusting short-term incentive plans
- 50% expect short-term incentives to payout below target levels
- Two-thirds expect similar merit increase budgets to last year between 2.5-3.5%
- Companies are considering various long-term changes to compensation plans to address uncertainty
The president shared positive news about improving student retention and achievement rates despite economic challenges. However, state budget shortfalls mean the university faces recurring cuts of 7.3% to its state appropriations. To address a $2.6 million shortfall, the university eliminated positions, graduate tuition waivers, and delayed equipment purchases. A mid-year cut of $0.9 million required additional one-time reductions. The final academic audit report recommends eliminating or reconfiguring some programs to improve strategic alignment under tight budgets.
The Economics of Sustainability - An overview of the state of knowledgeSustainable Prosperity
The document provides an overview of recent research on the economics of sustainability across three themes: ecosystems, climate change, and water. It discusses how failure to address issues like climate change represents huge economic risks but also opportunities. Studies estimate the costs of environmental degradation and the financing needed for sustainable solutions. Research emphasizes that improved resource efficiency through policy measures like carbon pricing can help decouple economic growth from environmental impacts.
A recent survey, conducted by Veris Consulting and Brittenford Systems, questioned Non-Profit executives in the Washington DC Metro area about the 2013 financial outlook for their organization including:
Financial or Business Outlook
Financial Reporting Practices
Financial Systems
The survey report provides non-profit executives and boards with valuable insights on the financial outlook and the top priorities and challenges facing nonprofits in 2013. Also, the report has detailed summaries and graphs on these aspects including financial and business outlook, financial reporting practices, and financial systems.
Bank of America reported second quarter 2005 results with diluted EPS up 14% year-over-year but down 7% from record first quarter levels. Total revenue was $14 billion. Global Consumer & Banking saw higher card income and retail product sales while Global Business & Financial Services had loan growth and improving credit quality. Global Capital Markets saw lower trading revenue compared to strong first quarter levels.
2013 Taiwan Business Climate Survey Jan 17 2013Gordon Stewart
The survey asked AmCham business leaders about their 2012 financial performance and 2013 forecasts. While most said 2012 was profitable, fewer were as profitable as prior years. For 2013, leaders forecast modest revenue and profit growth. Investment in Taiwan is expected to rise slightly. However, the 5-year business outlook continued declining significantly year-over-year. Bureaucracy remains a key concern that businesses want the government to address aggressively.
1. Britvic's operating cash flow before working capital investments was £130.7 million in 2011, indicating steady cash generation from core operations.
2. However, Britvic used cash of £37.7 million for capital expenditures and £11.9 million for intangible assets, reducing its free cash flow available for debt repayment and equity.
3. Britvic paid £40.3 million in dividends in 2011, exceeding its free cash flow available for equity of £30.9 million, indicating it relied on external financing to fund dividend payments.
Plug the Drain: 401(k) Leakage and the Impact on Retirementvanderhei
- 401(k) leakages such as cash outs, loans, and hardship withdrawals can significantly impact retirement savings, especially for lower-income individuals. Cash outs alone may decrease the probability of achieving an 80% replacement rate by 5 percentage points for the lowest income quartile.
- For automatic enrollment plans, cash outs, loans, and hardship withdrawals together may decrease the probability of success by 6.1 percentage points for the lowest income quartile, similar to a 5 year delay in participation. For the highest income quartile the impact is similar but delaying retirement is more significant.
- Voluntary enrollment plans see the largest impacts of cash outs and preretirement withdrawals on the lowest income quartile, reducing median
Higher Education as an Economic EnterpriseHigherEdUtah
1. Higher education is a large $4.5 billion enterprise in Utah, employing over 33,000 people.
2. Higher education is critical to innovation in Utah through research and creation of startups.
3. Expanding the talent pool is needed to meet the goal of 66% of Utah's workforce having postsecondary education by 2018 through increasing enrollment, participation, and completion rates.
4. Partnering with business and industry ensures students receive an education aligned with industry needs through internships, research collaborations, and business resources housed at institutions.
The document provides an overview of a survey of Irish businesses on their current experiences and future expectations in the Irish market. It finds that while many businesses still see the market as bad, there are signs of improvement and a majority expect sales to be higher in 2011 than 2010. Businesses indicate that lower prices, value, and new products are most successful currently for sales. Challenges around regaining pricing power and improving consumer confidence and spending are discussed. The document advocates focusing on innovation, experiences over features, and strengthening emotional connections with customers to enable recovery and growth.
This document discusses inequality trends in Asia based on a special chapter in the Asian Development Bank's Key Indicators 2007 publication. It finds that income inequality has grown in many Asian countries since the 1990s, as measured by rising Gini coefficients and expenditures between the richest and poorest wealth quintiles. Common drivers of rising inequality include market reforms, technological changes, and globalization trends that have favored skilled over unskilled workers. The implications are that governments need policies to directly address inequality through public investments in health, education, and social protection programs.
WHAT SETS THE BEST-IN-CLASS APART?5 BEST PRACTICES IN PLANNING AND FORECASTING Nasreen Quibria
1) The document discusses best practices in planning and forecasting based on Aberdeen's research. It identifies pressures like market volatility that companies face and best practices used by top performers.
2) The top performers (best-in-class) are defined as having over 102% budget accuracy, 99% forecast accuracy, and finalizing budgets before the next fiscal year starts. They strategize first before setting budgets.
3) Best practices for top performers include developing formal planning processes, automating workflows, involving decision-makers, and improving data quality. They re-forecast more frequently than average companies.
For all of us in the for-profit education sector, change and uncertainty has become the status quo. Regulatory changes and deteriorating macro-economics are impacting everything from how schools recruit students to the type of programs they will be able to offer.
Recently, LeadsCouncil and CUnet conducted a survey among marketing professionals in higher education to measure and understand the full impact of these issues.
This presentation provides a review and analysis of the results from the 2011 Higher Education Marketing Survey, including:
• How budgets are being affected, and how the money is being allocated;
• How cost per enrollment is changing, and what schools plan to do about it;
• Concerns and priorities for school marketers for 2011;
• How the survey numbers compare to what we're seeing in the market as we approach the end of Q2.
The document is a presentation from Kalypso, a consulting firm focused on innovation. It introduces Kalypso and its services around innovation management. It then summarizes the results of Kalypso's 2011 healthcare reform and innovation survey, including the top market issues according to respondents, an assessment of capabilities, and gaps. It outlines Kalypso's approach to innovation transformation and diagnostic tools to help clients improve innovation processes.
Banco Indusval & Partners (BI&P) held a public meeting with analysts and investors on November 24, 2011 to discuss the bank's transformation into a new stage. BI&P outlined its 44-year history, new capital increase and partnerships with Warburg Pincus and Sertrading, and strengthened management team. The presentation highlighted BI&P's long-term vision over short-term results and comparisons to its peers in the national financial system.
This document provides guidance for vendors responding to a request for proposal (RFP). It outlines the key steps, which include reading the RFP thoroughly, establishing win themes in an internal kickoff meeting, collecting questions, framing the response, ensuring proper grammar, conducting an internal review, submitting before the deadline, preparing for presentations as an assembled team with rehearsal, taking nothing for granted by being overly prepared, negotiating if selected, celebrating the outcome, and conducting a post-mortem review.
The document discusses the request for proposal (RFP) process. It defines an RFP as an invitation for vendors to submit proposals to provide goods or services to an organization. The document outlines the key steps in the RFP process, including assessing needs, preparing and distributing the RFP, evaluating proposals, conducting presentations, and negotiating contracts. It provides guidance on elements to include in an RFP, questions to ask vendors, tips for evaluating proposals and presentations, and best practices for negotiations.
This document discusses the RFP (Request for Proposal) process. It begins by outlining when an RFP may be needed, such as when a contract is up for renewal or there are issues with the current vendor. It then discusses selecting a consultant to manage the RFP process if desired. The document outlines the consultant's role in defining needs, identifying vendors, developing the RFP, managing communications and evaluations. Key aspects of the RFP are described like requirements, expectations and allowing vendor questions. The proposal, demo and contract phases are also summarized. The goal is to have a smooth transition to the new vendor selected through this competitive process.
This document provides guidance on executing a successful RFP (request for proposal) process. It begins by outlining when an RFP is the right tool and when it may not be suitable. When scope is unclear or requirements are not well defined, a project charter can help determine the best path forward. The document emphasizes treating the RFP as a process, not just a document, with clear communication and sufficient time allotted. It also provides tips on prioritizing requirements, evaluating differentiators between vendors, negotiating contracts, and determining when to engage a consultant.
This document summarizes a seminar on networking for career development. The speaker has over 24 years of experience in strategy, sales, legal, and business development. They will discuss their experiences as a mentee, peer, and mentor. Networking is defined as developing business opportunities through referrals and introductions in person or online to build enduring relationships. The speaker will discuss why networking and mentoring are important for meeting people in your field, learning industry dynamics, and finding new opportunities. They will provide tips on how to network strategically including starting with goals, focusing on personal connections, using professional societies and social networks, and maintaining a long-term perspective. Contact details are provided for anyone seeking mentoring advice.
Elizabeth Demers is a senior acquisitions editor at Johns Hopkins University Press with 20 years of experience in academic and trade publishing. She signs 20-30 books per year, including monographs, trade titles, and course adoption books. She commissions new books, evaluates submitted manuscripts, provides developmental edits, and attends conferences to promote books and the press. Her talk discusses strategies for networking to build professional connections in two areas: building her book list through conferences, outreach, and social media; and finding future career opportunities by getting involved in the industry and being generous with her time and recommendations.
Angela Cochran is a director, mother, wife, daughter, and volunteer leader who advocates for networking through volunteering and active participation. She recommends getting involved in committees and leadership roles to meet people, learn negotiation and collaboration skills, and gain experience in governance. Cochran also suggests attending professional events to ask questions, start conversations, exchange business cards, contribute online, and speak up so others realize your knowledge and potential to contribute.
Digital Science's mission is to fuel scientific discovery with software that simplifies research. They aim to empower researchers with disruptive technology. They incubate and invest in startups in the research field, with the goal of making research simpler so researchers have more time for discovery. Digital Science is a technology company that serves the needs of scientific research by changing the way science works.
The document discusses diversity and inclusion in mentorship at the American Society of Civil Engineers (ASCE). It describes the ASCE Diversity & Inclusion Council established in 2014 with a mission to foster understanding and cultivate an inclusive workforce. The council has 13 members from different departments, designations, races, ethnicities, and genders. It also works with a separate committee for ASCE's over 150,000 members from 177 countries. Activities to promote diversity include highlighting heritage months, lunch-and-learn sessions on topics like disability etiquette and working styles, and inviting outside speakers on bias. Mentorship can be formal or informal and aims to bridge gaps in skills, self-awareness, and confidence through
The Mentorship Program at T&F was created in 2010 based on employee feedback requesting guidance and support from experienced employees. The program is informal with 1:1 mentoring relationships lasting 6-12 months between employees in different divisions. Over 70 matches have been made in 5 years with only 2 not working out. Benefits include 20% of participants being promoted, 10% transferring, and under 5% turnover. The program increased employee engagement and led to improved productivity and cost savings.
This document discusses mentoring at the American Society of Civil Engineers (ASCE). It provides details about the pilot mentoring program launched in 2014 and the full program launched in 2015. Key points include pairing mentees and mentors, providing training and guidelines, and collecting feedback. The program aimed to facilitate a culture shift at ASCE to emphasize core values like trust, teamwork and excellence. Lessons learned include ensuring mentors and mentees are a good match and maintaining expectations. The author provides their own experience being paired as a mentor and mentee.
The document discusses advice and mentorship. It presents a series of fictional scenarios where a person seeks advice at different career stages and receives both helpful and unhelpful advice. It then provides recommendations for finding mentors and making the most of advice received, such as looking across different fields, mentoring others, and remembering that not all advice should be followed. The overall message is that while advice can be good or bad, it is still useful to consider different perspectives to help advance one's career.
October Ivins has worked in various library and information science roles since 1985, including positions at UNC Chapel Hill Library, LSU Baton Rouge Library, and UT Austin. She has been involved with professional organizations like ALA, NASIG, and SSP since 1981. As an independent consultant since 2001, Ivins mentors others on career development topics such as getting the most out of conferences, choosing positions, supervisor and coworker issues, and professional associations. Her document provides advice on training opportunities, managing staff, getting referrals, and preparing for phone interviews.
Early in one's career, a formal mentor is not necessary as support can be found from observing mid-to-late career colleagues. Peer mentoring through collaboration with other managers, especially other women managers, can also be effective. As careers advance, having a women mentor becomes important as women face unique challenges in the workplace and mentors help other women navigate their careers. Without any mentor, one risks lacking career advice, feeling stagnant in their career progression, and experiencing periods of career confusion with no expert to provide guidance.
Adrian Stanley discussed his experience mentoring fellows through the SSP program. He explained that mentoring involves softer guidance to help mentees develop over the long term through balanced listening, directing, and connecting. Fellows benefit from the experience and connections of mentors, who can help open doors, share new perspectives, and make introductions to expand networks and opportunities in the industry. Feedback from fellows showed mentoring helped them learn from experience, feel more included and secure asking questions, and broaden their industry perspectives.
The document discusses two kinds of mentorship at the nonprofit organization BioOne. It provides an overview of BioOne's mission to make scientific research more accessible and its founding by both library and publisher interests. It then defines a "culture of mentorship" as a work environment where employees feel comfortable getting advice from supervisors and colleagues, who see them as whole people rather than just skills. The second kind of mentorship is described as a more traditional unofficial mentor who provides professional guidance. It concludes by listing the executive staff of BioOne and contact information for the speaker.
This document provides a summary of October Ivins' career experience and areas of expertise. It lists her educational background, including degrees from UNC Chapel Hill Library in 1974-1985, UNC Chapel Hill SILS in 1985-1987, and LSU Baton Rouge Library in 1987-1995. It also outlines her work experience at UT Austin SILS from 1995-1998, Publist.com from 1998-2000, Booktech.com from 2000-2001, and as an independent consultant from 2001-present. The document then discusses how her definition of an information professional has loosened over time to include various managerial roles. It concludes by listing topics she provides career coaching and mentoring on, such as choosing jobs
Mohammad H Asadi Lari presented on creating an office culture of mentorship from the perspective of an early career student and mentee. He discussed his experiences being mentored through the SSP Fellowship program and beyond. Emerging trends in early career mentorship include more organizations introducing formal mentorship opportunities and an increase in both professional and peer mentoring models. Mentorship provides visible benefits like networking and career development, as well as hidden benefits beyond initial programs.
This document discusses opportunities for Western academic publishers in China. It notes that China is a rapidly growing market with increasing research output and funding. However, it is also highly competitive. The document outlines several strategies publishers can consider to engage with the Chinese market, including developing local language materials, using social media platforms allowed in China, attending Chinese conferences, exploring co-publishing opportunities with Chinese partners, and developing a long-term strategic plan focused on impact and relationships within China. It also discusses China's increasing open access policies and investments in research universities that could affect publishing opportunities.
This document discusses JSTOR's growing participation in Turkey from 1999-2014. It shows that participation grew slowly at first but increased significantly after the Turkish government began funding access to JSTOR collections through the Anatolian University Libraries Consortium in 2005. Participation and number of collections licensed continued to grow steadily through partnerships with the consortium and engaging a licensing agent in 2013. While agents can help with local representation, awareness, and relationships, they also present challenges of managing expectations, competing demands, and individuals not reporting to JSTOR.
1. PUBLISHING AND LIBRARIES
Securing Our Future in the Brave ―Now‖ World –
―The Future Ain’t What It Used to Be‖
Charles B. Lowry Ph.D.
Executive Director
Association of Research Libraries
Society for Scholarly Publishing
31st Annual Meeting
May 27 – 29, 2009
ARL www.arl.org
3. The Current Fiscal Landscape of Research Libraries: Report on the ARL Survey
4. Has your library already experienced base budget reductions/take-backs
in FY 2008-2009? Total Responses: 99
US US Canadian US Canadian
Total
Public Private Academic Nonacademic Nonacademic
Yes 55 35 1 5 3 0
No 44 24 14 5 0 1
Table I
The Current Fiscal Landscape of Research Libraries: Report on the ARL Survey
5. Has your library already experienced base budget reductions/take-backs
in FY 2008-2009? Total Responses: 99
Budget Reductions Budget Reductions
Already Implemented Already Implemented
Yes No
Possible Reductions Later
22 8
Yes
Possible Reductions Later
33 36
No
Table II
The Current Fiscal Landscape of Research Libraries: Report on the ARL Survey
6. If you answered yes, what was the percent impact on the total budget?
Total Responses: 55
Standard
Minimum Maximum Mean Median
Deviation
.04% 10% 3% 3% .0227
Table III
<1% 6
1 – 1.50% 7
2 – 2.50% 14
3 – 3.75% 6
4 – 4.70% 6
5 – 5.20% 3
6 – 6.70% 3
8 – 10% 3
The Current Fiscal Landscape of Research Libraries: Report on the ARL Survey
7. If you can, please indicate the percentage impact on Staffing, Other
Operations, and Acquisitions: Total Responses: 49
Impact on Staffing Only 15 31%
Impact on Operations only 8 16%
Impact on Acquisitions only 2 4%
Impact on Staffing and Operations 8 16%
Impact on Staffing and Acquisitions 5 10%
Impact on Operations and Acquisitions 3 6%
Impact on all three 8 16%
Table IV
The Current Fiscal Landscape of Research Libraries: Report on the ARL Survey
8. Did you award staff salary increases at the beginning of this fiscal year?
Total Responses = 55
2008 – 2009 Pay Increments
Merit increase only 16 34%
Flat percentage increase only 6 13%
Both Merit and Flat percentages 19 40%
Neither Merit nor Flat percentages 3 6%
Retention only 1 2%
Bonus only 1 2%
Retention and Bonus only 1 2%
Table V
The Current Fiscal Landscape of Research Libraries: Report on the ARL Survey
9. Please indicate which of the following staffing modifications have been
required? Check all that apply.
Hiring Freezes 34 68%
Eliminate vacant positions 29 58%
Staff layoffs 6 12%
Early retirement program 6 12%
Staff furlough(s) 2 4%
Give backs of salaries as charitable contributions to the
2 4%
university
Salary reductions 1 2%
Other 10 20%
Table VI
The Current Fiscal Landscape of Research Libraries: Report on the ARL Survey
10. 2009 – 2010 Budget Planning
Total Responses: 81
Action Number % Total
Expect Increase 9 11%
Do Not know at this time 7 9%
Expect flat budget 9 11%
Reductions expected Total: 56 69%
Yes; do not know amount 11 14%
2% - less than 5% 14 17%
5% - 10% 28 35%
Greater than 10% 3 4%
Table VII
The Current Fiscal Landscape of Research Libraries: Report on the ARL Survey
11. Best Date for 2nd Survey
4% 3%
52%
41%
May-June
July-October
November-January
later 2010
Fig. I
The Current Fiscal Landscape of Research Libraries: Report on the ARL Survey
12. The Current Fiscal Landscape of Research Libraries: Report on the ARL Survey
13. Transformational Times
www.arl.org/bm~doc/transformational-times.pdf
Transformational Times
15. Trends – Scholarly Communication
• Budget reductions will have substantial impact on library
collecting presenting opportunities as well as threats.
• ―New Model Publications‖ are beginning to move into the
mainstream.
• Libraries will begin building relationships with faculty to
promote change.
• Stronger impetus to bring dissemination back under the
auspices and control of the academy.
Transformational Times - Trends
16. Trends – Scholarly Communication
• Transformations in scholarly communication practices are
driving development and re-engineering of library services.
• The role and practices of scholarly communication are
becoming more embedded in research practices and cultures
placing new demands on libraries.
• Large funders are increasingly promoting cyberinfrastructure
development but are also developing requirements for
management of content (e.g., publications and data).
Transformational Times - Trends
17. Trends – Public Policies
• Two issues — the economy and national security — will dominate
congressional and executive branch activities.
• Congress and the administration will devote attention to review,
repeal, and/or revise government policies in a host of areas.
• There will be a renewed focus by government on technology and
innovation issues.
• Continued advances in technology will enhance search and
access.
• There will be continued focus and tension around copyright and
intellectual property issues.
Transformational Times - Trends
18. Trends – Public Policies
• There will be enhanced focus by federal funders on
cyberinfrastructure developments.
• There will be greater difficulties in trying to balance competing
policy interests with attendant challenges on the legislative
front.
• There will be increased efforts to allow new forms of
scholarship to emerge.
• There will be a continued focus on accountability and
assessment on the local, state, and national levels.
Transformational Times - Trends
19. Trends – Public Policies
Federal Research Public
Access Act (FRPAA)
Fair Copyright in Research
Works Act (H.R. 801)
Foreign Intelligence
Surveillance Act (FISA)
USA PATRIOT Act
Section 108
Transformational Times - Trends
20. Factors
Web 2.0
Changes to Pedagogy
Transition to e-research
Reconceptualization of collection formats
Collaboration
Downsizing and Digitization
Re-imagining roles
Shifting behaviors and expectations
Assessment
Transformational Times - Trends
21. Trends – RTL
• Libraries to construct new forms of engagement and support.
• Research library collections and collecting have new
meanings.
• Research libraries and virtual environments inhabited by
students, faculty, and researchers.
• Shifts in pedagogy affect how libraries partner with faculty to
support student learning, scholarship and productivity.
Transformational Times - Trends
22. Trends – RTL
• Libraries will discover opportunities to engage non-typical
students.
• As university budgets tighten, many library building programs
and new initiatives will face cutbacks and delays.
Transformational Times - Trends
24. University’s Role
• In the digital age, a wide range of campus servers host new
kinds of digital scholarship created within and disseminated
from academe—a renaissance of campus publishing has been
seeded.
Adapting the Research Library Mission
25. Range of Online Resources
At 46 ARL institutions, EIGHT principle types of digital scholarly
resources:
-E-only journals
-Reviews
-Preprints and working papers
-Encyclopedias, dictionaries and annotated content
-Data
-Blogs
-Discussion forums
-Professional and scholarly hubs
Adapting the Research Library Mission
26. Project Findings
- Digital innovations are taking place in all disciplines.
- Digital publishing is shaped powerfully by the traditions
of scholarly culture.
- Some of the largest projects with greatest impact have
been in existence a long while.
- Many digital publications are small, niche projects.
- There appears to be a very long tail in the field of digital
scholarly publishing.
- Innovations relating to multimedia and Web 2.0 content
and functionality are encouraging the emergence of new
types of publications.
Adapting the Research Library Mission
27. Project Findings
- Establishing credibility is not easy, but is of critical
importance.
- Achieving sustainability – especially for those projects
with an open access mandate – is a universal
challenge.
Adapting the Research Library Mission
28. Digital Scholarly Resources and
the University Library…
In addition to the volume of scholarly resources
distributed through traditional channels like commercial
publishers and university presses, independent
scholarly projects – often of great relevance, but
sometimes unknown outside their area of focus – crop
up in every discipline. Learning about these many niche
resources is only possible through an ongoing dialogue
with those scholars who create and use them.
Adapting the Research Library Mission
29. Digital Scholarly Resources
Valuable role for the library to play in supporting these
new digital initiatives
Promote high-quality Libraries important
work build audience nexus of
for digital resources Create new communication
projects
Build audience for Ongoing interaction
digital resources between the library
Put new projects
and faculty =
on surer footing
greatness
Adapting the Research Library Mission
30. Integrating
Digital Scholarly Resources are good AND
libraries must also continue to play their traditional role of
planning for preservation and archiving.
Adapting the Research Library Mission
31. Easier Said than Done
New
Standards,
Hardware, and
Operations
Migration
Traditional Roles
Adapting the Research Library Mission