1. CNSLP / PCLSN 1 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

2. CNSLP / PCLSN 2 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

3. CNSLP / PCLSN 3 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

4. CNSLP / PCLSN 4 Reality Check Status quo Business as usual

5. CNSLP / PCLSN 5 Opportunity  Canada’s national innovation agenda  Emergence of new players in research funding  Canada Foundation for Innovation (CFI)

6. CNSLP / PCLSN 6 Canadian National Site Licensing Project (CNSLP) Research content is infrastructure 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

7. CNSLP / PCLSN 7 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

8. CNSLP / PCLSN 8 Mechanism 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

9. CNSLP / PCLSN 9 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

10. CNSLP / PCLSN 10 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

11. CNSLP / PCLSN 11 Achievements 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

12. CNSLP / PCLSN 12 Observations 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

13. CNSLP / PCLSN 13 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

14. CNSLP / PCLSN 14 Evaluation 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

15. CNSLP / PCLSN 15 The Future? “ I dream of a new age of curiosity. We have the technical means for it; the desire is there; the things to be known are infinite; the people who can employ themselves at this task exist. Why do we suffer? From too little; from channels that are too narrow, skimpy,quasi-monopolistic, insufficient. There is no point in adopting a protectionist attitude, to prevent "bad" information from invading and suffocating the "good." Rather, we must multiply the paths and possibility of comings and goings.” - Michel Foucault, "The Masked Philosopher" quoted in Lorraine Daston and Katharine Park, Wonders and the Order of Nature 1150-1750 (New York: Zone Books, 1998): p. 9.

16. CNSLP / PCLSN 16 More information Deb deBruijn debruijn@uottawa.ca www.cnslp.ca