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Weathering Tight Economic Times: The Sales Evolution of Consumer Durables Over the Business Cycle
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Times Internet Limited. They have also changed expectations. Readers — academics in particular — now expect to have immediate access to most of the journals in their specialist area, and libraries find that nearly all of the titles to which they now subscribe are read, even if only by small groups of readers.
Any suggestion of major cuts in the portfolios of journals to which libraries subscribe thus gives rise to vocal hostility. Nevertheless, there is a widespread belief that current levels of journal provision may be unsustainable, especially for some smaller institutions and those which are teaching-led.
There is intense pressure to reduce costs by abandoning print copies of journals, and cancelling subscriptions to lowly-used titles. Libraries are thus looking intensely at usage data before making decisions on renewals, and in some less-well-funded institutions especially, the prospect is that some big deals will be cancelled.
Libraries are also looking very closely at the costs of the big deals and how they might be reduced, for they view the seemingly inexorable increases in the prices charged by publishers as unsustainable. Individual libraries then decide whether or not to subscribe to the deal.
Although the negotiations are conducted by professionals, some members of our focus groups — especially those from teaching-led universities — are concerned that the deals do not represent good value for them, and are considering the possibility of negotiating individually with publishers on their own account.
But there are also concerns about the confidentiality clauses that seek to prevent universities from sharing with each other information about the costs of the deals they reach.
Many library directors consider themselves involved in a war of attrition with publishers, and there are some suggestions of concerted action to tackle the lack of transparency about the terms of big deals. Nevertheless, librarians are aware of the risks if they try to break ranks, not least because the UK is a relatively small part of the global market for publishers.
In other parts of the world, especially China and India, publishers are experiencing growth in their markets.
Hence only by acting in concert with others both in the UK and overseas do libraries see much chance of achieving significant savings in their deals with publishers. There is thus in the UK increasing interest in the possibility of site licences covering the whole university sector and especially in the pilot initiative to that end in Scotland SHEDL.
Thus the diverse positions and financial prospects of different universities may make it more difficult for the sector as a whole to work together towards common goals, and students and staff in smaller or less-well-resourced institutions may find that they have access to a reduced range of journals.
Nevertheless, it is important that libraries should work together and with publishers to find ways of reducing the costs of licence deals and the restrictions on access often associated with them.
New Strategies Academic libraries in all parts of the sector have developed in the past decade new kinds of activities in supporting research, teaching and learning, and senior librarians are very much aware of the need to sustain the momentum of innovation in developing new approaches and new services to support changes in institutional missions and in the workflows of both students and staff.
But the scope for doing so may become increasingly constrained by financial cuts and loss of key staff; sustaining momentum will depend increasingly on co-operation across the sector.
Content Even the most well-resourced libraries cannot hope to acquire and provide access to all the content that their academics and students might want. Any such aim is especially otiose in an environment where users can find content from multifarious sources on the internet.
Selective development of their collections thus remains a fundamental part of the role of academic libraries. The shift in university libraries away from print and towards digital content is driven by powerful forces including the constraints of space and finance, and above all user demands.
In the short term, however, most university libraries in the UK are likely to remain hybrid, with both print and digital content. For despite the progress of digitisation and the increasing preponderance of born-digital content, we are still far from the position where all the content of interest to students and researchers is available digitally, and many of them are reluctant to abandon print altogether.
In a hybrid world, some libraries are interested in exploring how they might build co-operative, distributed models for library collections — both digital and in print — that are shared across a group of libraries, regionally, nationally, or defined by their subject interests.
Low-use print material can thus be shared by users across a number of libraries, and locally managed collections replaced by co-operative agreements. One potential way of reducing the pressure on acquisition budgets and of enhancing access to content, of course, is through the provision of open access, through either the green or the gold route.
Librarians in the UK have played a leading role in promoting open access initiatives, through the establishment of institutional repositories and of arrangements for the payment of open access publication fees. In the very long term, it is possible that open access may help in reducing the pressure on library budgets. But over the next 3—5 years at least, open access initiatives will continue to represent additional burdens on libraries, for the costs of running repositories and promoting their use, or of paying publication fees, are not being offset by any significant reductions in subscription costs for scholarly journals.
Services The shift from print to digital resources provides libraries with the opportunity to focus more on providing services than on managing collections of content.
Many libraries are keen to develop in this way, with new services to help users create, manage and manipulate information. Libraries are thus interested in helping to develop more effective arrangements for managing, curating, sharing and preserving data created or gathered by researchers.
Similarly, they have also been active in addressing the increasing concerns about lack of understanding and skills among academics as well as students in handling an ever-more complex information environment. If they are to develop new services or enhance existing ones, however, libraries must tackle three key challenges.
First, they must reduce if not eliminate what is routine in order to make space for new activities, for it is unlikely that additional resources or funding will be available.
Outsourcing of what can be done more efficiently or effectively by others is likely to be part of the answer in areas including cataloguing and the hosting of library websites. Second, they must ensure that users are fully engaged in the development and implementation of new services. CSR Compendium Touching lives of many.
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Most employees will experience five to 10 recessionary periods in the course of their professional lives.
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The rapid growth in numbers of students and staff across the university sector has been accompanied by the move to a substantially digital environment with some fundamental changes in how libraries and their users operate. All rights reserved.
In such circumstances, there is renewed attention to the balance of expenditure between staffing, content and services.