A Strategy for Academic Libraries in the First Quarter of the 21 st Century (with a Focus on Content) David W. Lewis CSU Libraries Futures Summit June.

A Strategy for Academic Libraries in the First Quarter of the 21 st Century (with a Focus on Content) David W. Lewis CSU Libraries Futures Summit June 7, 2007 David W. Lewis CSU Libraries Futures Summit June 7, 2007 © 2007 David W. Lewis. Permission to use this work is granted under the Creative Commons Attribution-NonCommercial-NoDerivs license (2.5). You are free: to copy, distribute, display, and perform the work Under the following conditions: 1. You must attribute the work; 2. You may not use this work for commercial purposes, and 3. You may not alter, transform, or build upon this work. For any reuse or distribution, you must make clear to others the license terms of this work. Any of these conditions can be waived with permission of the copyright holder. Your fair use and other rights are in no way affected by the above.

"You've got to be careful if you don't know where you're going ‘cause you might not get there!" — Yogi Berra "You've got to be careful if you don't know where you're going ‘cause you might not get there!" — Yogi Berra

“When you come to a fork in the road, take it.” “Always go to other people’s funerals, otherwise they won’t go to yours.” — Yogi Berra “When you come to a fork in the road, take it.” “Always go to other people’s funerals, otherwise they won’t go to yours.” — Yogi Berra

“Because of the fundamental role that academic libraries have played in the past century, it is tremendously difficult to imagine a college or university without a library. Considering the extraordinary pace with which knowledge is moving to the Web, it is equally difficult to imagine what an academic library will be and do in another decade.” — Jerry D. Campbell, EDUCAUSE Review Jan./Feb. 2006 “Because of the fundamental role that academic libraries have played in the past century, it is tremendously difficult to imagine a college or university without a library. Considering the extraordinary pace with which knowledge is moving to the Web, it is equally difficult to imagine what an academic library will be and do in another decade.” — Jerry D. Campbell, EDUCAUSE Review Jan./Feb. 2006

A Strategy for Academic Libraries  Assumptions  Pieces of the Puzzle  Putting the Pieces Together - Follow the Money  Organizational Issues  Controversial Statements  Assumptions  Pieces of the Puzzle  Putting the Pieces Together - Follow the Money  Organizational Issues  Controversial Statements

Assumptions 1.Libraries are a means, not the end Information subsidy for institutions and communities — without subsidy information not used in efficient quantities When better subsidy mechanisms than libraries comes along we should embrace them 1.Libraries are a means, not the end Information subsidy for institutions and communities — without subsidy information not used in efficient quantities When better subsidy mechanisms than libraries comes along we should embrace them

Assumptions GOAL: Find the strategies which provide the most value for the available subsidy Open access versus subscriptions How do we produce more scholarly monographs with the current investment of resources? GOAL: Find the strategies which provide the most value for the available subsidy Open access versus subscriptions How do we produce more scholarly monographs with the current investment of resources?

Assumptions 2.Libraries now confront a variety of disruptive technologies and these technologies will disrupt libraries Change will not instantaneous, but it will be relentless What happens when all the books are digitized? 2.Libraries now confront a variety of disruptive technologies and these technologies will disrupt libraries Change will not instantaneous, but it will be relentless What happens when all the books are digitized?

Assumptions 3.Real change requires real change Incremental adjustments at the margins will not be good enough Can not drift through Hard trade-offs will be required This is not uncharted territory 3.Real change requires real change Incremental adjustments at the margins will not be good enough Can not drift through Hard trade-offs will be required This is not uncharted territory

Assumptions 4.We have a window of opportunity People like libraries and honor what we do We have some good will that we can spend down The window will not stay open forever 4.We have a window of opportunity People like libraries and honor what we do We have some good will that we can spend down The window will not stay open forever

Assumptions 5.There will be no more new money Increase to library budgets will be no greater than the rate of general inflation Buying power of compensation part of the budget may remain constant Buying power of the collections part of the budget will decline by about at least 3% per year 5.There will be no more new money Increase to library budgets will be no greater than the rate of general inflation Buying power of compensation part of the budget may remain constant Buying power of the collections part of the budget will decline by about at least 3% per year

Parts of the Puzzle 1.Complete the migration from print to electronic collections 2.Retire legacy print collections 3.Redevelop library space 4.Reposition library and information tools, resources, and expertise 5.Migrate the focus of collections from purchasing materials to curating content 1.Complete the migration from print to electronic collections 2.Retire legacy print collections 3.Redevelop library space 4.Reposition library and information tools, resources, and expertise 5.Migrate the focus of collections from purchasing materials to curating content

1. Complete the migration from print to electronic collections  Reference Works - Indexes  User: transition completed  Library Purchasing: nearly complete  Reference Works - Other  User: Not sure - probably transition nearly completed  Library Purchasing: Some change  Reference Works - Indexes  User: transition completed  Library Purchasing: nearly complete  Reference Works - Other  User: Not sure - probably transition nearly completed  Library Purchasing: Some change

1. Complete the migration from print to electronic collections  Journals  User: Transition completed  Library Purchasing: Some change, substitution accepted  Books  User: Beginning transition  Library Purchasing: Some purchases, substitution not generally accepted  Journals  User: Transition completed  Library Purchasing: Some change, substitution accepted  Books  User: Beginning transition  Library Purchasing: Some purchases, substitution not generally accepted

1. Complete the migration from print to electronic collections  IUPUI print Journal Use in 2006  2,400 titles - 8,744 uses  1 title was used more than 100 times - 24 were used more than 50 times - 934 were not used at all  In 2005/06 in EbscoHost 467,176 fulltext articles were viewed  1% to 2% of journal use is in paper  IUPUI print Journal Use in 2006  2,400 titles - 8,744 uses  1 title was used more than 100 times - 24 were used more than 50 times - 934 were not used at all  In 2005/06 in EbscoHost 467,176 fulltext articles were viewed  1% to 2% of journal use is in paper

1. Complete the migration from print to electronic collections  Finish transition in purchasing in reference materials and journals - be assertive  Plan for transition to e-books - be prepared - have tools in place  SFX for e-books  Capture efficiencies  Finish transition in purchasing in reference materials and journals - be assertive  Plan for transition to e-books - be prepared - have tools in place  SFX for e-books  Capture efficiencies

2. Retire legacy print collections  Print will become a less important part of the library’s working collection  Little-used print materials in prime campus real estate will not be acceptable over time  Print will become a less important part of the library’s working collection  Little-used print materials in prime campus real estate will not be acceptable over time

2. Retire legacy print collections  Move collections to dedicated storage facilities (we know how to do this) or discard  Provide access to these collections  Preserve collections for the long term  Enhance ILL/document delivery  Move collections to dedicated storage facilities (we know how to do this) or discard  Provide access to these collections  Preserve collections for the long term  Enhance ILL/document delivery

2. Retire legacy print collections  Better with a plan than doing it “on faith”  Better if done collaboratively  Indiana federal documents project  We have an obligation to print legacy collections which requires institutional investment and commitment  Better with a plan than doing it “on faith”  Better if done collaboratively  Indiana federal documents project  We have an obligation to print legacy collections which requires institutional investment and commitment

3. Redevelop the library space  Create a diversity of user study spaces  Trade space for relationships  Will require additional funding  Might become the next “must do” campus project  Create a diversity of user study spaces  Trade space for relationships  Will require additional funding  Might become the next “must do” campus project

4. Reposition library information tools, resources, and expertise  Library needs to be where the users are  Google  Course management systems  If in doubt see: OCLC’s College Students’ Perceptions of Libraries and Information Resources.  Library needs to be where the users are  Google  Course management systems  If in doubt see: OCLC’s College Students’ Perceptions of Libraries and Information Resources.

4. Reposition library information tools, resources, and expertise  Different mix of in-person and embedded services  New services and systems to support research and scholarship  Librarians will play different roles and will require different skill sets  Different mix of in-person and embedded services  New services and systems to support research and scholarship  Librarians will play different roles and will require different skill sets

5. Move from purchasing materials to curating content  Open Access will succeed  The structure of scholarly communication will change  Users will be less dependent on local library collections  Libraries will not have to purchase as much content  Open Access will succeed  The structure of scholarly communication will change  Users will be less dependent on local library collections  Libraries will not have to purchase as much content

5. Move from purchasing materials to curating content  New role for libraries — curating content created on or important to the campus  Digital  Campus contribution to the universe of open access materials  New role for libraries — curating content created on or important to the campus  Digital  Campus contribution to the universe of open access materials

5. Move from purchasing materials to curating content  Libraries have always done two things: 1.Purchased materials for local users 2.Curated content for the world  Today the split is 80/20  In 20 years the split will be 40/60  Libraries have always done two things: 1.Purchased materials for local users 2.Curated content for the world  Today the split is 80/20  In 20 years the split will be 40/60

5. Move from purchasing materials to curating content 200520152025 Traditional Special Collections Curated Digital Content Purchased Materials Percent of Library Resources Allocated 10% 60% 15%

Putting the Pieces Together - Follow the Money  Moving from print to electronic collections will:  Save staff time in processing  Save staff time in selection  Save other costs - binding, postage, cataloging fees  Moving from print to electronic collections will:  Save staff time in processing  Save staff time in selection  Save other costs - binding, postage, cataloging fees

Putting the Pieces Together  Moving from print to electronic collections will:  Automated systems can be simpler and cheaper  Discovery function to non-local tools - WorldCat, GoogleBooks  Expect organizational resistance when trying to capture these savings  Moving from print to electronic collections will:  Automated systems can be simpler and cheaper  Discovery function to non-local tools - WorldCat, GoogleBooks  Expect organizational resistance when trying to capture these savings

Putting the Pieces Together  Retiring print collections will:  Require some staff time in the short term  Require access to cooperative storage facilities  Require new collaborative funding models  Free up space  Retiring print collections will:  Require some staff time in the short term  Require access to cooperative storage facilities  Require new collaborative funding models  Free up space

Follow the Money  Redeveloping Space will:  Require new resources  Philanthropic opportunity  Adjustments in staffing  Redeveloping Space will:  Require new resources  Philanthropic opportunity  Adjustments in staffing

Putting the Pieces Together  Reposition library and information tools, resources, and expertise will:  Require rethinking service models  Different mix of staff skills - less “traditional” librarian work and more hybrid librarian/technologist/instructional design work  Some staff savings (maybe)  Reposition library and information tools, resources, and expertise will:  Require rethinking service models  Different mix of staff skills - less “traditional” librarian work and more hybrid librarian/technologist/instructional design work  Some staff savings (maybe)

Follow the Money  Moving from purchasing materials to curating content will:  New staff skills and increased staffing for this activity  Some external funding opportunities - grants  Moving from purchasing materials to curating content will:  New staff skills and increased staffing for this activity  Some external funding opportunities - grants

Putting the Pieces Together  Moving from purchasing materials to curating content will:  Require discipline in repurposing resources from purchasing to curating — easy in theory, hard in practice  Curation can not be done with only new money  Curation needs to be base funded  Moving from purchasing materials to curating content will:  Require discipline in repurposing resources from purchasing to curating — easy in theory, hard in practice  Curation can not be done with only new money  Curation needs to be base funded

Follow the Money Migration from Print to Electronic Retire Legacy Print Collection Redevelop Library Space Reposition Library, Tools, Resources, and Expertise Space $ $ $ Transition form Purchasing to Curating Staff To Campus External $

Putting the Pieces Together  Budget increase for most academic libraries at (or only a little above) the rate of general inflation will not be unreasonable  Requires a campus conversation and buy-in to this strategy  Budget increase for most academic libraries at (or only a little above) the rate of general inflation will not be unreasonable  Requires a campus conversation and buy-in to this strategy

Organizational Issues  Staff Composition  Flexible Staffing and Flexible Staff  Principles of Disruptive Innovation  Staff Composition  Flexible Staffing and Flexible Staff  Principles of Disruptive Innovation

Staff Composition  In the next 20 years a 25% decline in the number of clerical positions. Ratio of librarians to clerical staff goes from 2:1 to about 1:1. Will not begin immediately  Number of technology position will increase to be about 25% to 40% of professional positions  In the next 20 years a 25% decline in the number of clerical positions. Ratio of librarians to clerical staff goes from 2:1 to about 1:1. Will not begin immediately  Number of technology position will increase to be about 25% to 40% of professional positions

Staff Composition  Number of librarians will remain about the same, but roles will change  Librarians will do less selection, reference, and instruction  For CSU Libraries more central/shared staff  Number of librarians will remain about the same, but roles will change  Librarians will do less selection, reference, and instruction  For CSU Libraries more central/shared staff

Staff Composition  New librarian roles will include, teaching new information skills, developing and managing information support systems, and building collections of curated content  If librarians with appropriate skills cannot be found, non-librarians with these skill sets will be hired  New librarian roles will include, teaching new information skills, developing and managing information support systems, and building collections of curated content  If librarians with appropriate skills cannot be found, non-librarians with these skill sets will be hired

Flexible Staffing and Flexible Staff  Culture that values learning and exploration  Strategy for hiring and retaining people with needed skills and personal characteristics  Coming wave of librarian retirements will help  Commitment to invest in staff and organizational development  Culture that values learning and exploration  Strategy for hiring and retaining people with needed skills and personal characteristics  Coming wave of librarian retirements will help  Commitment to invest in staff and organizational development

Principles of Disruptive Innovation  Clayton M. Christensen and Michael E. Raynor, The Innovator’s Solution: Creating and Sustaining Successful Growth, 2003  Clayton M. Christensen; Scott D. Anthony, and Erik A. Roth, Seeing What’s Next: Using the Theories of Innovation to Predict Industry Change, 2004  Clayton M. Christensen and Michael E. Raynor, The Innovator’s Solution: Creating and Sustaining Successful Growth, 2003  Clayton M. Christensen; Scott D. Anthony, and Erik A. Roth, Seeing What’s Next: Using the Theories of Innovation to Predict Industry Change, 2004

Principles of Disruptive Innovation Mantra: Make products and services  More reliable,  More convenient,  Cheaper (less time consuming to use) Mantra: Make products and services  More reliable,  More convenient,  Cheaper (less time consuming to use)

Principles of Disruptive Innovation  Exploratory project development  Learn by doing  Save resources for second and third try  Exploratory project development  Learn by doing  Save resources for second and third try

Principles of Disruptive Innovation  Be impatient for success with small projects, but don’t be in a hurry to grow the project to full scale  Encourages action and risk taking  Be impatient for success with small projects, but don’t be in a hurry to grow the project to full scale  Encourages action and risk taking

Principles of Disruptive Innovation  Begin with simple projects that meet the needs of undemanding users and then move up market to provide services to more demanding users  Don’t ask users what they want, rather watch what they do  Begin with simple projects that meet the needs of undemanding users and then move up market to provide services to more demanding users  Don’t ask users what they want, rather watch what they do

Principles of Disruptive Innovation  We should encourage standards that allow for modularization of the scholarly information value chain  SFX and OAI over ScienceDirect®  Add value where things are “not good enough” and don’t worry where they are “good enough”  We should encourage standards that allow for modularization of the scholarly information value chain  SFX and OAI over ScienceDirect®  Add value where things are “not good enough” and don’t worry where they are “good enough”

Principles of Disruptive Innovation  Look for solutions outside the library world  Adapt, don’t invent  Look for solutions outside the library world  Adapt, don’t invent

Quotes from War Made New by Max Boot “All that is required [to exploit revolutionary technology] is some degree of openness to change, a commitment to meritocracy, and an ability to critically examine ones own mistakes.” “Successful adaptation to major technological shifts requires overcoming that dread [of innovation] and changing the kinds of people who are rewarded.” “All that is required [to exploit revolutionary technology] is some degree of openness to change, a commitment to meritocracy, and an ability to critically examine ones own mistakes.” “Successful adaptation to major technological shifts requires overcoming that dread [of innovation] and changing the kinds of people who are rewarded.”

Quotes from War Made New by Max Boot “The only strategy that definitely won’t work is… cutting existing forces but not investing the savings in any other defense program.”

Controversial Statements 1.CSU Libraries should do the first deal with Google (and the publishers) for in copyright digital books

Controversial Statements 2.CSU Libraries should use Federal Documents and JSTOR as a models for system-wide sharing (and weeding) of print collections

Controversial Statements 3.CSU Libraries should plan on piggy- backing (free riding) on UC print research collections and should weed rather than store unneeded print collections

Controversial Statements 4.CSU Libraries should aggressively deploy a large scale shared institutional repository and other digital library infrastructure with centralized expertise and local advocacy

Controversial Statements 5.To fund item the Google Deal print collecting should be significantly cut back a)Hardly any print journals b)No more than four copies of any print book in the CSU system 5.To fund item the Google Deal print collecting should be significantly cut back a)Hardly any print journals b)No more than four copies of any print book in the CSU system

Controversial Statements 6.To fund item central repository infrastructure and some staff/dollars should be moved from local libraries to central facility

Comments or Questions ? Paper available at: http://idea.iupui.edu/dspace/handle/1805/953 © 2007 David W. Lewis. Permission to use this work is granted under the Creative Commons Attribution-NonCommercial-NoDerivs license (2.5). You are free: to copy, distribute, display, and perform the work Under the following conditions: 1. You must attribute the work; 2. You may not use this work for commercial purposes, and 3. You may not alter, transform, or build upon this work. For any reuse or distribution, you must make clear to others the license terms of this work. Any of these conditions can be waived with permission of the copyright holder. Your fair use and other rights are in no way affected by the above.

A Strategy for Academic Libraries in the First Quarter of the 21 st Century (with a Focus on Content) David W. Lewis CSU Libraries Futures Summit June.

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A Strategy for Academic Libraries in the First Quarter of the 21 st Century (with a Focus on Content) David W. Lewis CSU Libraries Futures Summit June.

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