24 th annual iatul conference june 5 2003 ankara turkey n.
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24 th Annual IATUL Conference June 5, 2003 • Ankara, Turkey. Ever Widening Circles: Managing Library Consortia, Managing Change Deb deBruijn • Executive Director • Canadian National Site Licensing Project. Library Consortia in Canada.

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24 th annual iatul conference june 5 2003 ankara turkey
24th Annual IATUL ConferenceJune 5, 2003• Ankara, Turkey

Ever Widening Circles:

Managing Library Consortia,

Managing Change

Deb deBruijn • Executive Director •

Canadian National Site Licensing Project

library consortia in canada
Library Consortia in Canada
  • Demographics – entire Canadian university community smaller than state of California
  • No national education funding authority
  • Universities under provincial jurisdiction
  • Development of local, regional, national library consortia
  • Focus on electronic resources: transforming the marketplace
  • Profound change in our own organizations
what s the problem
What’s the Problem?
  • Changing research environment
    • interdisciplinary, international, informatics
    • researcher needs and expectations are changing
    • Libraries’ ability to predict needs is changing
  • Economic realities
    • proliferation of publications
    • double-digit price increases
    • decline of Cdn dollar
    • chronic erosion of library collections to support teaching and research
    • Canada has little clout in global market
reality check
Reality Check

Status quo

Business as usual

  • Canada’s national innovation agenda
  • Emergence of new players in research funding
  • Canada Foundation for Innovation (CFI)
canadian national site licensing project cnslp
Canadian National Site Licensing Project (CNSLP)
  • Research content isinfrastructure
  • Equitable access to research content is good public policy
  • Demonstration project: proof of concept at national scale
  • CNSLP was the second largest national award made by CFI
cnslp goals
  • Build capacity for innovation
    • Increase quantity/breadth/depth of scholarly pubs
    • Lower economic barriers to access
  • Speed transition to digital formats
    • Introduce critical mass
    • Maximize value to researchers
  • Influence the marketplace
    • Leverage buying power & influence
    • Reduce market volatility / unpredictability
    • Test and develop new business models
  • 33-year demonstration project, 64 Cdn universities
  • Licensing digital forms of scholarly content
    • Fulltext, primarily S/T/M
  • $50 M (Cdn.) - $47 M of that is content
  • Prototype – test structures & resources necessary to scale to national level
    • Gain experience; explore issues
    • Develop means to extend the initiative over time
distinguishing features organization
Distinguishing features:Organization
  • National governance, management & communication structures
  • “Empowering” agreements
    • Proposal to CFI (April 1999)
    • Inter-university agreement (Jan 2000)
    • Agency agreement with U of Ottawa (Feb 2001)
  • Leveraging human resources
    • Licensing/legal expertise, negotiations, contract administration
distinguishing features license procurement process
Distinguishing Features:License Procurement Process
  • Licensing as a complex procurement in a dysfunctional market
  • Key considerations
    • Best value per CNSLP $
    • Fair, thorough, unbiased process
  • Procurement strategy
    • Understand the vendor
    • Create a competitive environment
    • Position CNSLP for powerful negotiations
  • Formal methodology
    • Pre-qualification bid, RFP, & bid evaluation
    • Structured negotiations in order of Preferred Bidders
  • Pan-Canadian licenses (2001-2003) with 7 publishers
    • 2200+ electronic journals & citation tools
  • CNSLP license agreement
    • Cdn jurisdiction, Cdn $, advantageous usage rights
  • Excellent return on investment
    • $47M Cdn investment = over $300M of content
    • Electronic-based pricing model (unbundled print)
  • Shift in public policy: Libraries recognized as points of strategic investment
  • CNSLP as leverage for other funding & developments
  • Risk reduction is good for all parties
    • Reduce price margins
    • Encourage movement / innovation
    • Allow shifts in business practices
  • Building research infrastructure requires long-term commitments, and serious interdependence
  • We are not the same organizations as when we started
organizational change management lessons learned
Organizational & change management: lessons learned
  • Collaboration is fundamentally different from cooperation
  • Negotiations with members and internal clients are more complex than with vendors
    • Conflict and problems are a necessary and productive way of moving ahead
    • Sometimes easier to agree on big things than on small
    • There will be shifts in roles and responsibilities
  • Commitment to accountability
    • Goodness is not self-evident
    • Some would rather see the initiative fail
    • Processes must be open, transparent, defensible (eg. governance, procurement)
    • Define the need/problem before defining the solution
  • Evaluation framework
    • Team-based
    • Pragmatic & strategic
    • Quantitative & qualitative measures
    • Objectives, activities, outputs, and impacts
  • Importance of communications and documents that:
    • Set out the process
    • Define the participants
    • Clarify roles and responsibilities
    • Tie activities to strategic goals, core business, consultations, and past decisions
the future
The Future?

“I dream of a new age of curiosity. We have the technical means forit; the desire is there; the things to be known are infinite;the people who can employ themselves at this task exist. Why do wesuffer? From too little; from channels that are too narrow, skimpy,quasi-monopolistic, insufficient. There is no point in adopting aprotectionist attitude, to prevent "bad" information from invadingand suffocating the "good." Rather, we must multiply the paths andpossibility of comings and goings.”

- Michel Foucault, "The Masked Philosopher" quoted in Lorraine Daston and Katharine Park, Wonders and the Order ofNature 1150-1750 (New York: Zone Books, 1998): p. 9.

more information
More information

Deb deBruijn