this ain’t your papa’s allocation formula!: team based approaches to monograph collections...
DESCRIPTION
Helen Salmon (speaker), Scott Gillies (speaker)TRANSCRIPT
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This Ain’t Your Papa’s Allocation Formula!Team Based Approaches to Monograph Collections Budgets
Scott Gillies, Team Head, Information ResourcesHelen Salmon , Information Resources Librarian
November 2013
University of Guelph Library ∙ www.lib.uoguelph.ca
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Backstory – Who are We?
• Located in Guelph, Ontario Canada (near Toronto) – population 120,000
• Founding colleges date from the late 1800s; became a full-spectrum university in 1964
• A medium-sized comprehensive university with traditional strengths in agriculture, veterinary medicine, life sciences, applied social sciences
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Backstory – A Bit about GuelphThen (1965) …. And Now
• FTE count: approx. 1,700 students• faculty 357• Three colleges• One main library (all subjects)• One departmental library
(veterinary medicine)• 625,000 volumes
• FTE count: approx. 25,000o 22,500 undergradso 2,400 grads
• 780 faculty• Seven colleges• 90+ majors in 13 degree
programs• Single library (main campus)• 4 satellite campus libraries• 1.2 million volumes
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Enrolment Profile for the University of Guelph
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What we value….student-focused
Experiential learning
residentially-intensive
E-learning and DE modalities
Strong focus on internationalism and open learning
Committed to the integration of learning and research
Highly collaborative and interdisciplinary (within and beyond the university)
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Before 2009 …..Traditional Liaison Model
• One liaison librarian > many departments
• Multiple job roles
• Librarians (most) are ‘generalists’
• Matrix management reporting lines
• Liaison librarians report to the Head of IR for part (25%) of their duties, but their primary supervisor is the Head of Academic Liaison
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Timeline – University of Guelph Organizational Renewal Initiative
2006 – 2008Academic Liaison Services Review is carried out
May 2008Launch of our Organizational Renewal initiative
Summer 2008 Staff engaged in defining organizational vision, values, and core work
2008-2009Ongoing organizational development training to support cultural change
Fall 2008Release of the first draft of our new Organizational Model with 5 strategic teams
Winter 2009Staff participate in working groups established to define new strategic teams and cross-functional teams
Spring 2009the final Organizational Renewal report is released and new positions are defined.
Fall 2009 -Spring 2010Staff are assigned to strategic teams, and the new organizational structure is implemented. The IR team is born!
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After 2009 – principles arising from the Academic Liaison Review
• Liaison is not exclusively about departmental alignment, and is not done exclusively by librarians
• The situation in which “everyone does everything” is not sustainable
• The new model will support development of deeper skills and professional learning networks
• Avoid “silo-ization” of work; actively encourage
enhanced collaboration with each other and with many groups on campus
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What were the expectations? for the new IR Strategic Team:
[The IR team] is responsible for the development and curation of the Library’s collections and for ensuring responsive and proactive support for the learning, teaching and research enterprise….
providing a coordinated approach to collection development and management
Ensuring that relevant, unique and useful resources are available for users in ways that integrate seamlessly with their learning and discovery activities
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Focus of the New IR Team….
Collection
Development
Collection
ManagementEvaluation and Assessment
Information Resources
Team
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Information Resources Team:
Head of Information Resources
Manager of Acquisitions
Coordinator, Acquisitions
Coordinator, Gov. Pubs & Collection
Maintenance
6 library assistants
IR librarians (4)
Media Resources specialist
(professional staff)
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Building a shared community of practice….
By creating a team of librarians and professional staff who would focus on Information Resources, we hoped to remove the old silos and create new synergy:
a common purpose
a community of practice
a renewed focus on IR work
a rich peer-to- peer learning environment
sharing of our diverse
strengths
increased innovation,
agility, collaboration
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Factors for Change – External
• Shifts in publishing trends – Greater availability of e-formats
– Rise/growth of consortia ebook licenses (big costs, multi-disciplinary content)
– Publishers are aggregating and integrating information “packages” – this requires broader funding models
– Increase in multi-disciplinary and Open Access publishing (who will pay for it?)
changes everything
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Factors for Change – External
• Societal trends– Open access to information (the “Web” changed
everything!)
– Research and teaching increasingly cut across multiple disciplines
– Faculty cross-appointments
– growth of multi-institutional research teams
– ability to form research networks through social media channels
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Factors for Change – Internal • Changes in research and teaching
on campus create larger, more interdisciplinary departments
• Increased focus on accountability at a broad institutional level (parent institution, provincial government, federal funding agencies) – replaces departmental focus
• Departmental affiliation/identity is diminished by other forms of academic networking
NetworkingCollaboration
Innovation
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Factors for Change – Internal
• Demise of formal university governance structures• Monograph spending authority devolves to the
library• Transformative change in the role of academic
libraries
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Monograph Budgeting: how do we do it now?
IF you came expecting a large series of Excel spreadsheets and formula minutiae…
PREPARE to be Annoyed
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Monograph Budgeting: how we did it “then”
• $$ divided into College-level then department-level allocations
• Some broader funds (Reference, Interdisciplinary, ebooks, Parents’ Fund)
• Budget-setting done by the Head of IR, based on individual discussions with each liaison librarian
• Department input (sometimes) from faculty library reps and College library committees
Library Monograph Budget
College of ArtsFund
History Dept.allocation
English & Theatre
allocation
Philosophyallocation
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Monograph Budgeting (Old)• Allocations formulae …
“Once upon a time…”− Primarily FTE driven
− Years of accretion and changes
− Often developed by political rather than numeric criteria
• Many different fund allocations within the monograph budget (over 60!)
• 55%+ of mono budget was allocated to firms
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Monograph Budgeting (New)NEW Tools and Structures:
• Larger spending “pots”, with department budgets now aggregated into College-level funds
• Approval plan plays pivotal role in guiding mono acquisitions
• Allocations made in response to formal program and course assessments
Transition from department to university perspective:
Departmental
budgets
College-level and
fully centralized
budgets
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Moving from an A Priori formula to Post-Hoc adjustments … how?
Determinative factors:
– Overall budgetary balance (80/20 rule)
– ATB increases/decreases
– Course / program assessments
– Format migration (emerging trends)
– Non-punitive framework
The Macro Level – Team Head
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Budget View - OLDUG Monos 2005/06 >
College Mono. Total >
COA (Arts) mono.total >
– Fine Arts (Firm)
– Fine Arts (STO)
– History (Firm)
– History (STO)
– Languages/Literatures-
– Classics (Firm)
– French (Firm)
– French (STO)
– etc.
UG Monos 2005/06 >
Approval Plan Total>– Classics- approval
– Languages- approval
– Scottish- approval
– etc.
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Budget View - NEW
UG Monos 2012/13 >
College Mono. Total >
• COA (Arts)
– COA- Firm
– COA- ebook†
– COA (STO)
UG Monos 2012/13 >
Approval Plan Total
† Non-allocated tracking fund for reporting purposes
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Strategies to Adapt – Team HeadAction Example - Springer Ebooks Package
2008 > 8 Collections (Mono/College-Central Pooling)
College/Dept % Proportion
CBS (Life Sci) 15%
OVC 20%
Humber (Soc. Sci.) 17%
Ebooks (Serials) 48%
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Strategies to Adapt – Team Head (2)Action Example - Springer Ebooks Package
2009 > ALL (12) Collections (Mono/College-Central Pooling)
College /Dept % Proportion
CBS (Life Sci) 20%Chem 3%Computer 15%Ebooks (Serials) 32%
Engineering 13%
Math 4%
OVC 10%
Physics 2%
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Strategies to Adapt – Team Head (3)Action Example - Springer Ebooks Package
2010 / 11 > ALL (12) Collections (Mono/College-Central Pooling)
College % ProportionCBS (Life Sci) 12%CME 5%CPES† 26%Ebooks (Serials) 51%OVC 5%
†Includes all physical/eng. Sciences – chem, eng, math, physics
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Strategies to Adapt – Team Head (4)Action Example - Springer Ebooks Package
2012 > ALL (12) Collections (100% Central funding)
College % ProportionEbooks (Serials)* 100%
*Includes some transfer funds from College monos as part of centralization
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The selector viewpointCultural Changes:
• Development of a new team-based culture/approach for Collections
• Joint Work + greater trust + greater knowledge = Larger Shared Funds
• New workflows and practices support knowledge exchange and broader context
– Holistic approach
– Consensus decision-making
– Shared professional development
– Balancing of workload
– Use of Logic Models
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Strategies to Adapt – P2P learning
• Maximize peer-to-peer learning environment
• Shared professional development and knowledge-sharing strengthens trust and creates new opportunities (collaboration on e-packages, better knowledge of new curricular initiatives)
• join forces to increase visibility and outreach effectiveness
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Strategies to Adapt – Selector Tools
Removing silos and barriers:
– One approval plan– Common templates for assessments– New Products database– Shared decision-making and visioning– Evidenced-based librarianship
(assessment)– Mentoring and training the next
generation of Collections specialists– Curriculum-based collections work
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Managing the budget – Selector Tools• New tools (or old tools used in
new ways)
– Statistical/usage tools
– COGNOS (MIS software) reports
– GOBI
– New products database and IR Newsfeed database
– Excel for budget tracking
– Vendor platforms
– Curriculum mapping
– LC schedules
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Tracking expenditures at the micro (departmental) level
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Strategies to Adapt – The TeamQ: Group work and sharing are great….but how do we ensure equity across the disciplines?
A: New Products Process– Ebook packages evaluated using standardized criteria and from a
holistic/campus-wide perspective
– Nominal “shares” of available new product funds
– Informal brokering and negotiating is grounded in formal assessment outcomes and faculty prioritization (resource is required for a new program)
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Strategies to Adapt – The Team
• Evaluation and Assessment – how best to employ
use data?
• The broader view – UG mono collections in light of
regional (TUG) consortium
• Formal allocations formula
– To Re-fresh or Abandon?
Collaboration and Evaluation
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Challenges - Communications• How to communicate new
modes of work to our users and our internal partners/clients?– Loss of Dept. Faculty Library
Reps
– Intra-library communications
– New modes of communication: social media, point-of-need ordering, PDA
• What do our friends (OCUL, ARL/CARL) and funders (University, Province – HEQCO) want to know? How can we measure this?
Library Open House
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Challenges – Ebooks• Q: How do you track Ebooks?
• A: Here, there…everywhere
– Allocated serials fund
– Tracking funds in College Mono
– Tracking funds in College Approval
– Tracking funds in Reference
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Challenges – Ebooks• Tracking cost/benefit (or even
cost-per-use) is not an exact science
• Lack of standardization – hard to know what we are buying and what we can do with it
• Consortial models for shared purchasing and resource sharing are just beginning to emerge
• PDA/DDA projects? transition…
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Question Time• Comments?
• Feedback?