Littérature scientifique sur le sujet « Cornell University. Library. Acquisitions Department »

The merging of two departments into the Acquisitions and Collection Development Department afforded Loyola Marymount University an opportunity to rethink existing workflows, with the acquisition of electronic books (e-books) being identified as a critical task to review. Process mapping was used to show the complexity of different tasks being performed in the department and to provide a visualization mechanism for staff to see how their work fit into a sequence of actions as part of a larger workflow. The authors listed the types of acquisition models used at their library for e-books and constructed process maps for the following six major types: 1. Firm order e-books; 2. Firm order e-book collections; 3. Approval order e-books; 4. Demand-driven e-books; 5. Standing order e-books, and; 6. Subscription e-book database. The authors merged the individual process maps into a single visualization to view the entirety of the acquisition process as a whole and to show how the different e-book acquisition models relate and diverge from one another.

The Columbia and Cornell University Libraries’ partnership (2CUL) is now in its sixth year. Its composite acronym (2CUL), which condenses a doubling of the two participating libraries’ initial letters, summarizes its vision: a broad integration of library activities in many areas—including collection development, acquisitions and cataloging, e-resources and digital management, digital preservation, and reciprocal offsite use of collections. A key component in the partnership was the 2CUL Technical Services Integration, an initiative funded by a generous three-year grant from the Andrew W. Mellon Foundation, which ended on December 31, 2015. In this paper, the third in a series, the authors report on the final year of this grant-funded project and reflect on the results of the two institutions’ attempt to achieve deep, operational integration within technical services.1 In presenting an honest appraisal of the project’s challenges and vicissitudes, the authors hope that their experiences and insights will help other libraries plan their own collaborative ventures.

The Columbia and Cornell University Libraries’ partnership is now in its fourth year. Its composite acronym (2CUL), which condenses a doubling of the two participating libraries’ initial letters, in itself reflects the very nature of the collaboration’s strategic purpose: a broad integration of library activities in a number of areas – including collection development, acquisitions and cataloging, e-resources and digital management, and digital preservation. In what is perhaps their boldest, most ambitious 2CUL initiative to date, the two libraries have begun planning for and have taken the first steps towards an integration of their substantial technical services operations. In this paper, the authors outline the goals of 2CUL Technical Services Integration (TSI), report on the first phase of the work, reflect on what they have learned so far in planning for this operational union, and look forward to the next steps of the project in which the two institutions will initiate incrementally the functional integration of the two divisions. The period covered in Phase 1 of TSI is September 2012-December 2013.

In October 2014, the University of California Irvine (UCI) Special Collections and Archives acquired a born digital collection of 2.5 terabytes – the largest born digital collection acquired by the department to date. This case study describes the challenges we encountered when applying existing archival procedures to appraise, store, and provide access to a large born digital collection. It discusses solutions when they could be found and ideas for solutions when they could not, lessons learned from the experience, and the impact on born-digital policy and procedure at UCI Libraries. Working with a team of archivists, librarians, IT, and California Digital Library (CDL) staff, we discovered issues and determined solutions that will guide our procedures for future acquisitions of large and unwieldy born digital collections.

The Columbia and Cornell University Libraries’ partnership (2CUL) is now in its fifth year. Its composite acronym (2CUL), which condenses a doubling of the two participating libraries’ initial letters, summarizes both vision and mission: a broad integration of library activities in a number of areas – including collection development, acquisitions and cataloging, e-resources and digital management, and digital preservation, and reciprocal onsite use of collections. A key component of the partnership is 2CUL Technical Services Integration (TSI), an initiative funded by a generous three-year grant from the Andrew W. Mellon Foundation to plan for the merger of technical services operations. The authors reported on the first phase of this project last year in this forum (Kate Harcourt and Jim LeBlanc, “Planning from the Middle Out: Phase 1 of 2CUL Technical Services Integration,” Collaborative Librarianship 6:1 (2014)). In this paper, they draw on the existing literature on collaboration, both within libraries and beyond, to report and reflect on the second phase of the TSI project and, in particular, the decision to reconceive TSI as an evolving set of mutually beneficial initiatives rather than a more comprehensive administrative integration of technical services operations. The period covered in this article is December 2013-December 2014.

Serials being important to students and researchers as they contain the most current and relevant information that can be used for academic and research purposes needs to be assessed periodically to determine if they are still relevant to the users. This study therefore examines the analysis of serials citations in graduate-students’ theses as a functional tool for effective management of serials in university libraries using theses submitted from 2013 to 2021 in Library and information Science of four government owned universities in eastern region of Nigeria as case in point. The study was meant to provide answers to three research questions which formed the guide while a descriptive survey design was applied with a population of 203 which stood as the total number of masters’ degree theses produced by the four universities within the period under study. The main instruments used in collecting data for this study were the researcher-designed checklists with which 8445 serials citations were collected and analyzed using descriptive statistics of mode, mean and range and data presented in tables, charts and graphs using frequencies and percentile. The outcome of the study revealed that journals with 76% citations were the most cited against conference proceedings/reports with 20% and the least cited being government publications with only .5% citations. It was further established that multi authorship is the most cited authorship pattern in the graduates’ theses whereas the average age of serials cited were within the age bracket of 0 - 18. The conclusion drawn is that with the most cited type(s) of serials, serials titles, ages of serials and preferred authorship pattern known through citations analysis of serials in research reports, the university librarian is better placed as to knowing which serials to select, acquire and how to have them organized for easy accessibility and retrieval by users as well as the amount of money to be earmarked for their acquisitions which invariably will bring about prudent management of the library budget in this period of shrinking budget for academic libraries.The study therefore recommended among other things that for effective application of serials citations analysis as a functional tool for effective serial management, staff of serials unit most partner documentation unit as to ensuring proper citations analysis of serials submitted to the library by every department as this can be used as a guide for the unit to identify the core serials for selections, acquisitions and also as a guide for total serials collections maintenance.

MY first impressions when I saw this book was ?what a remarkable achievement? and ?I want one for my library?. The author of this book, Stephen Jackson, hails from a long association with the zoo industry having worked for many years at Taronga Zoo and Healesville Sanctuary and more recently with the Animal Welfare Unit of the NSW Department of Primary Industries, so he comes with a commanding knowledge of the requirements for captive management of Australian mammals. He has spent considerable time formulating this volume; it is nicely presented, thorough in scope and clearly very authoritative. However, while expert information does not come cheap, the price of this book (are you sitting down?) at $240 puts it well out of the price range of many. I?m still gasping. This book is marketed for (generally underpaid) zookeepers, veterinarians, zoologists, researchers and students, but this price restricts it to being a specialist reference volume purchased by a limited number of users, zoological institutions, and university libraries with good acquisitions budgets. This is unfortunate as every wildlife carer, zoo, and breeding facility (in Australia and elsewhere) that holds or breeds Australian mammals should have one of these volumes. It would be fantastic to see a complete series of these ?Biology and Captive Management? books: Australian Birds: Biology and Captive Management, Australian reptiles..., Australian insects... etc.

Purpose The purpose of this paper is to report the training of college librarians, academic and management staff, IT managers and students on how to organise, manage and use a user-friendly library. In Uganda, as in many countries, the problem is that school and/or college libraries are managed by librarians who may have good cataloguing and management skills, but who do not have the pedagogic skills and knowledge of the school curricula that are necessary for librarians to be able to guide and mentor both teachers and students or organise curriculum-related activities or facilitate research. The development of user-friendly libraries contributes in improving education quality through nurturing the interest of students and teachers in literacy activities and active search for knowledge. Under the stewardship of the Belgium Technical Cooperation and the Ministry of Education in Uganda, library stakeholders were trained on how to put users – rather than themselves – in the centre of the library’s operations and introduced to active teaching and learning methodologies and activities with emphasis on getting engaged in transforming spaces, services, outreach to users and collections. Several measures, short and long term were taken to address the gaps limiting the performance of the librarians. Given the disparities in the trainees’ education level and work experience, the training was delivered in seven modules divided into three units for over eight months in 2015. By the end of the training, trainees developed unique library strategic plan, library policies and procedures, capacity to use library systems, physical design and maintenance systems, partnerships, library structure and staff job descriptions. Design/methodology/approach To effectively engage the participants each topic was conducted using active teaching and learning (ATL) methodologies, including: lecture with slides and hands-on practice – each topic was introduced in a lecture form with slides and hands-on exercises. The main goal was to introduce the participants to the concepts discussed, offer opportunities to explore alternative approaches, as well define boundaries for discussion through brainstorming. The question-answer approach kept the participants alert and to start thinking critically on the topic discussed – brainstorming sessions allowed thinking beyond the presentation room, drawing from personal experiences to provide alternatives to anticipated challenges. The goal here was for the participants to provide individual choices and approaches for real life problems; group discussions: case study/ scenario and participant presentations – participants were provided with a scenario and asked to provide alternative approaches that could solve the problem based on their personal experience at their colleges. By the end of the group discussion, participants presented a draft of the deliverable as per the topic under discussion. More so, group discussions were an excellent approach to test participant’s teamwork skills and ability to compromise, as well as respecting team decisions. It was an opportunity to see how librarians will work with the library committees. Group discussions further initiated and cemented the much-needed librarian–academic staff – college management relationship. During the group discussion, librarians, teaching staff, ICT staff and college management staff, specifically the Principals and Deputy Principals interacted freely thus starting and cultivating a new era of work relationship between them. Individual presentation: prior to the workshop, participants were sent instructions to prepare a presentation on a topic. For example, participants were asked to provide their views of what a “user-friendly library” would look like or what would constitute a “user-friendly library”; the college library of HTC-Mulago was asked to talk about their experience working with book reserves, challenges faced and plans they have to address the challenges, while the college librarian from NTC-Kaliro was asked to describe a situation where they were able to assist a patron, the limitations they faced and how they addressed them. Doing so did not only assist to emotionally prepare the participants for the training but also helped to make them start thinking about the training in relation to their libraries and work. Take-home assignment: at the end of each session, participants were given home assignments to not only revise the training material but also prepare for the next day training. Further the take-home assignments provided time for the participants to discuss with their colleagues outside of the training room so as to have a common ground/ understanding on some of the very sensitive issues. Most interesting assignment was when participants were asked to review an article and to make a presentation in relation to their library experiences. Participant reports: participant reports resulted from the take-home assignments and participants were asked to make submission on a given topic. For example, participants were asked to review IFLA section on library management and write a two-page report on how such information provided supported their own work, as well as a participant report came from their own observation after a library visit. Invited talks with library expert: two invited talks by library experts from Consortium of Uganda University Libraries and Uganda Library and Information Science Association with the goal to share their experience, motivate the participants to strive higher and achieve great things for their libraries. Library visitation: there were two library visits conducted on three separate days – International Hospital Kampala (IHK) Library, Makerere University Library and Aga Khan University Hospital Library. Each of these library visits provided unique opportunities for the participants to explore best practices and implement similar practices in their libraries. Visual aids – videos, building plans and still photos: these were visual learning aids to supplement text during the lectures because they carried lot of information while initiating different thoughts best on the participants’ past experience and expertise. The training advocated for the use of ATL methodologies and likewise similar methodologies were used to encourage participants do so in their classrooms. Findings Addressing Key Concerns: Several measures, both long and short term, were taken to address the gaps limiting the performance of the librarians. The measures taken included: selected representative sample of participants including all college stakeholders as discussed above; active teaching and learning methodologies applied in the training and blended in the content of the training materials; initiated and formulated approaches to collaborations, networks and partnerships; visited different libraries to benchmark library practices and encourage future job shadowing opportunities; and encouraged participants to relate freely, understand and value each other’s work to change their mindsets. College librarians were encouraged to ensure library priorities remain on the agenda through advocacy campaigns. Short-term measures: The UFL training was designed as a practical and hands-on training blended with individual and group tasks, discussions, take-home assignments and presentations by participants. This allowed participates to engage with the material and take responsibility for their own work. Further, the training material was prepared with a view that librarians support the academic life of teaching staff and students. Participants were tasked to develop and later fine-tune materials designed to support their work. For example, developing a subject bibliography and posting it on the library website designed using open source tools such as Google website, Wikis, blogs. The developed library manual includes user-friendly policies and procedures referred to as “dos and don’ts in the library” that promote equitable open access to information; drafting book selection memos; new book arrivals lists; subscribing to open access journals; current awareness services and selective dissemination of information service displays and electronic bulletins. Based on their library needs and semester calendar, participants developed action points and timelines to implement tasks in their libraries at the end of each unit training. Librarians were encouraged to share their experiences through library websites, Facebook page, group e-mail/listserv and Instagram; however, they were challenged with intimate internet access. College libraries were rewarded for their extraordinary job. Given their pivotal role in the management and administration of financial and material resources, on top of librarians, the participants in this training were college administrators/ management, teaching and ICT staff, researchers and student leadership. Participants were selected to address the current and future needs of the college library. These are individuals that are perceived to have a great impact towards furthering the college library agenda. The practical nature of this training warranted conducting the workshops from developed but similar library spaces, for example, Aga Khan University Library and Kampala Capital City, Makerere University Library, International Hospital Kampala Library and Uganda Christian University Library. Participants observed orientation sessions, reference desk management and interviews, collection management practices, preservation and conservation, secretarial bureau management, etc. Long-term measures: Changing the mindset of librarians, college administrators and teaching staff is a long-term commitment which continues to demand for innovative interventions. For example: job shadowing allowed college librarian short-term attachments to Makerere University Library, Uganda Christian University Library, Aga Khan Hospital University Library and International Hospital Kampala Library – these libraries were selected because of their comparable practices and size. The mentorship programme lasted between two-three weeks; on-spot supervision and follow-up visits to assess progress with the action plan by the librarians and college administration and college library committee; ensuring that all library documents – library strategic plan, library manual, library organogram, etc are approved by the College Governing Council and are part of the college wide governing documents; and establishing the library committee with a job description for each member – this has strengthened the library most especially as an advocacy tool, planning and budgeting mechanism, awareness channel for library practices, while bringing the library to the agenda – reemphasizing the library’s agenda. To bridge the widened gap between librarians and the rest of the stakeholders, i.e. teaching staff, ICT staff, college administration and students, a college library committee structure and its mandate were established comprising: Library Committee Chairperson – member of the teaching staff; Library Committee Secretary – College Librarian; Student Representative – must be a member of the student Guild with library work experience; and Representative from each college academic department. A library consortium was formed involving all the four project supported colleges to participate in resource sharing practices, shared work practices like shared cataloguing, information literacy training, reference interview and referral services as well a platform for sharing experiences. A library consortium further demanded for automating library functions to facilitate collaboration and shared work. Plans are in place to install Koha integrated library system that will cultivate a strong working relationship between librarians and students, academic staff, college administration and IT managers. This was achieved by ensuring that librarians innovatively implement library practices and skills acquired from the workshop as well as show their relevance to the academic life of the academic staff. Cultivating relationships takes a great deal of time, thus college librarians were coached on: creating inclusive library committees, timely response to user needs, design library programmes that address user needs, keeping with changing technology to suite changing user needs, seeking customer feedback and collecting user statistics to support their requests, strengthening the library’s financial based by starting a secretarial bureau and conducting user surveys to understand users’ information-seeking behaviour. To improve the awareness of new developments in the library world, college librarians were introduced to library networks at national, regional and international levels, as a result they participated in conferences, workshops, seminars at local, regional and international level. For example, for the first time and with funding from Belgium Technical Cooperation, college librarians attended 81st IFLA World Library and Information Congress in South African in 2015. College libraries are now members of the Consortium of Uganda University Libraries and Uganda Library and Information Science Association and have attended meetings of these two very important library organisations in Uganda’s LIS profession. The college librarians have attended meetings and workshops organized by these two organisations. Originality/value At the end of the three units training, participants were able to develop: a strategic plan for their libraries; an organogram with staffing needs and job description matching staff functions; a Library Committee for each library and with a structure unifying all the four project-support Colleges; a library action plan with due dates including deliverables and responsibilities for implementation; workflow plan and organisation of key sections of the library such as reserved and public spaces; furniture and equipment inventory (assets); a library manual and collection development policy; partnerships with KCCA Library and Consortium of Uganda University Libraries; skills to use Koha ILMS for performing library functions including: cataloguing, circulation, acquisitions, serials management, reporting and statistics; skills in searching library databases and information literacy skills; skills in designing simple and intuitive websites using Google Sites tools; and improved working relationship between the stakeholders was visible. To further the user-friendly libraries principle of putting users in the centre of the library’s operations, support ATL methodologies and activities with emphasis on getting engaged in transforming spaces, services, outreach to users and collections the following initiatives are currently implemented in the colleges: getting approval of all library policy documents by College Governing Council, initiating job shadowing opportunities, conducting on-spot supervision, guide libraries to set up college library committees and their job description, design library websites, develop dissemination sessions for all library policies, incorporate user-friendly language in all library documents, initiate income generation activities for libraries, set terms of reference for library staff and staffing as per college organogram, procurement of library tools like DDC and library of congress subject headings (LCSH), encourage attendance to webinars and space planning for the new libraries.

Yes
In the last 10 years the University of Bradford Library Acquisitions Department has shrunk from 13 members of staff to 5. This has led to us embracing new technology to help streamline workflows within the department. As well as utilising EDI functionality, changing processing workflows and using shelf-ready books, we have devised innovative ways of dealing with everyday tasks. Topics included cover: PDA deduplication; spine labelling on a large scale; the weeding of discarded books; using saved global updates on incoming MARC records and using load profiles innovatively.

When the decision was made to migrate to Alma integrated library system, Rowan University libraries had an acquisitions department and a moderate understanding of how this migration would occur. With the official announcement of the migration to Alma, the entire acquisitions team announced their retirement shortly thereafter. While Alma provided the library with an opportunity to reevaluate workflows and collaborations this was a curveball that no one was expecting. Additionally, many resources were not traditionally tracked in Voyager, the previous library management system but tracked in Intota the previous electronic resource management system. However, these resources would now be tracked in Alma for a variety of reasons. This added another layer of complication to the retirements that occurred and the implementation that was well underway. This paper will discuss how Rowan University Libraries has managed the Alma migration without the historical institutional memory of the former acquisitions team. It will also examine how the libraries have examined workflows anew as a result of both the migration and these vacancies, and how Rowan University Library has taken advantage of these expanding opportunities since the beginning of the migration until and through the go-live date to account for these new integrations.

Collection budgets are an essential tool for building collections yet the amounts of allocations can ebb and flow over the years. Modifying the budget structure is an intimidating, exhausting exercise with administrative and political ramifications that affect the workload of collections librarians as well as the workflows in acquisitions departments. External and internal forces such as impending budget cuts and serials reviews, a new library system, new department heads, newly minted librarians’ learning curves, and the creation or demolition of big deals seem like roadblocks to a budget revision process. They can also be seized as opportunities to look at new models. Libraries get by with the allocations provided in any given year, but would it be better for the collections if the approach to allocations was more flexible from the beginning, more of a proactive allocation instead of reactive? At Binghamton University Libraries, the hiring of a new Head of Collection Development and migrating to a new library system necessitated collaborative conversations concerning structures and roles for the two departments. This paper presents scenarios and recommendations for determining when and how to collaboratively evaluate a legacy budget structure, redefine allocations, and review staff roles.