Abstract
Libraries of all types are facing a digital revolution that is continuously changing and difficult to manage. This onslaught can be compared to a massive wave that is certainly formidable even if libraries are properly prepared. In this session, Mary Marshall presented a series of coping strategies that should serve to help librarians and other library staff feel less overwhelmed. Several tactics were presented, along with the necessary context, that Marshall compiled by reviewing her experiences, anecdotes from librarians, and connections with publishers and other services such as consortia and aggregators.
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Marshall began the session by talking about people because she believes that no matter what the budget is or what technology is available, people are what make the difference. We all realize that the tasks that people perform in libraries have evolved, but there are still workflow efficiencies to be achieved. The first tactic aims to improve how libraries register e‐journal access. Many publishers insist that library staff refer to print mailing labels for some sort of access code, which is a holdover from what she considers to be a bygone era. She suggests that libraries should all call or e-mail the publishers and have them put an end to this outdated practice.
Library staff members are affected in many ways by the digital revolution. For example, serials collection management is different for e-resources than for print. In the past, there was one serials librarian but now tasks like renewals and cancellations are shared across the library and can include staff members in acquisitions, cataloging, metadata, IT, and collection development. There are even new job titles for some staff, including Access Librarian, E-Resources Librarian, Website Manager, and Library License Coordinator. As an example of how staff is affected by digital initiatives, Marshall spoke at length about what has been going on at McMaster University Library, which aspires to be Canada's most innovative academic library. This library has transformed its organization and culture through various means, including the development of the “Learning 2.0 @ Mac” program. This was a hands-on, immersive learning program that allowed staff to explore Web 2.0 tools and examine the impact that these tools have on library service. This education aimed to improve the skills of existing staff and has changed both how they do their work and perhaps even had value in their personal lives.
Organizational changes are also happening among publishers, agents, and consortia. Marshall noted that publisher consolidation will continue and librarians need to figure out what will have an impact on libraries. A suggested coping strategy is to follow the news outside of the library world, such as the Wall Street Journal. Marshall also indicated that there could be consolidation of various consortia and that libraries should ensure that the consortia with which they are affiliated are fulfilling their purpose and are not just acting as another layer of bureaucracy.
Marshall's last point about people was related to library users, how they are impacted by the digital revolution, and how libraries respond. It is no secret that Google and instant messaging are impacting our users. A strategy suggested by Marshall is that libraries should consider the benefits of a single search box. Federated searching through a single search box would help users find the valued continuing resources (i.e., not just journals) among the millions at their fingertips. Libraries must also remember that impact and use analysis of online continuing resources can be achieved by using e-metrics. These data are important for making budget decisions, looking at a library's impact on student learning, and seeing the big picture of a library's activities.
Technology has also radically changed how publishers, consortia, and libraries function, and Marshall provided a few examples to show the impact. Publishers have transformed article submission workflows so that an article can go right from the manuscript to being online. The open access model has also had a massive impact on the publishing world. The adoption of new technologies means that the focus for consortia and library systems has changed from interlibrary loan and training to negotiating the Big Deal. Finally, technological changes have led libraries to be less concerned with the concepts of “acquire” and “hold” and more interested in “access.”
Technology has also led to publisher platform changes, which can provide more and better services. In order to take advantage of the positive aspects of a platform change, Marshall's suggested tactic is for libraries to communicate with the publisher about the upcoming changes. There are better times of the year for these kinds of changes and libraries need to ask for what they want and when.
Finally, the digital revolution has affected how libraries go about their business. Marshall indicated that when she spoke with librarians, licensing was consistently cited as the most time-consuming task. A coping strategy that should help in this area is a NISO standard called Shared E-Resource Understanding (SERU), which aims to lessen the burden of license negotiation. Publishers and libraries can decide to forego a license agreement and instead use statements of shared understanding. Marshall indicated that forty libraries, twenty publishers, one content provider, and four consortia are using this method and encouraged those present to consider this approach.
The increased volume of licensed materials has also resulted in libraries adding legal resources to library staff and a need for more money for legal services. Marshall referred to a situation at Georgia State University where three publishers have filed suit alleging a violation of copyright due to the posting of and allowing faculty to post course reading material online. Libraries are following this closely and must consider many of their activities in the digital milieu.
Library budgets and the pricing of resources have changed as a result of the digital revolution. For example, a higher percentage of budgets is going toward continuing resources than in the past. The concept of the Big Deal came along with this revolution, and Marshall suggests that libraries could re-examine the costs that they are incurring. A Big Deal means that someone else does the work for you, but an opportunity cost analysis may be necessary to determine how long it took (i.e., what staff costs were incurred) to put the deal together. Another business reality is tiered pricing models from various publishers. Libraries, however, are often frustrated by a lack of transparency on the part of the publishers.
Marshall concluded by adding a few oxymorons to go along with a phrase from the title of her presentation, “painless decision,” which many would consider to be an oxymoron. First, all we can be is “certainly unsure” about what will happen. Change is happening at an even faster pace, and it is a challenge to keep up with everything. For example, OCLC and Google Book Search announce an expanded agreement at the same time that Microsoft leaves Book Search. Next, libraries tend to be “inertly strong,” and Marshall encourages us all to do something to make these painless decisions. Librarians need to look more closely at what they can do to move their missions forward and just get out and not hesitate to make these ideas a reality. Marshall encouraged us all to think about our users because any of these tactics will be successful if the needs of the users are at the forefront.
CONTRIBUTOR NOTES
Mary Marshall is an independent consultant.
Linda Barr, Program Manager for 360 Search/WebFeat at Serials Solutions/WebFeat, assisted in the preparation of this presentation but was unable to present.
Charlene Sorensen is the Serials Coordinator at the University of Saskatchewan Library.