1 00:00:11,390 --> 00:00:14,390 This is my colleague, James Kay. My name is Paul Kaminer. 2 00:00:16,850 --> 00:00:22,460 We'd just like to thank Michael for inviting us. It's very kind of him, and we're very pleased to be here. 3 00:00:22,790 --> 00:00:25,670 And we're going to talk around several different topics. 4 00:00:26,090 --> 00:00:31,280 But the main thing we're focusing on is evidence based decision making for collection management. 5 00:00:34,930 --> 00:00:40,570 Okay. So before we get into the detail of the presentation, 6 00:00:40,960 --> 00:00:48,670 I would just like to give you a little introduction to both of us first and a bit of context from the university perspective. 7 00:00:49,150 --> 00:00:52,950 So starting with myself, I'm James Kay. 8 00:00:52,960 --> 00:01:00,880 I'm the library subscriptions and document delivery librarian and I started at Dolby in December 2013, 9 00:01:01,570 --> 00:01:08,320 previously working as a company librarian for a private enterprise company specialising in pharma tech. 10 00:01:08,860 --> 00:01:19,270 And I have a little anecdote, which is that I met former Doctor Who, Tom Baker, and got his autograph at Songs of Praise. 11 00:01:19,630 --> 00:01:25,180 Superb. Yes. Okay. My name is Paul Cabinet. 12 00:01:25,180 --> 00:01:29,440 I have the very long title of Library Resources, Development and Delivery Manager. 13 00:01:29,740 --> 00:01:38,830 Effectively, I am the acquisitions librarian. Previously I was at a university in Leicester where I moved over to acquisitions 14 00:01:39,130 --> 00:01:42,730 and before that I was a subject librarian at the University of Nottingham. 15 00:01:43,060 --> 00:01:45,250 My claim to fame again, 16 00:01:45,250 --> 00:01:57,430 keeping up the BBC doctors and sort of cultural touchstones is that I appeared as a librarian in an episode of popular daytime TV soap doctors. 17 00:02:00,450 --> 00:02:04,710 Okay. So enough about us. A bit more context for you. 18 00:02:05,910 --> 00:02:16,050 So what we've been doing here at the University of Derby is looking at a long term strategy for our subscriptions and our resources, 19 00:02:16,290 --> 00:02:20,160 and that's to ensure sustainable service development. 20 00:02:21,330 --> 00:02:26,010 And we've also looked to the process review and analysis of service provision, 21 00:02:26,010 --> 00:02:33,930 and that's resulted in various changes to some of the roles and responsibilities that we have in the resources team at Derby. 22 00:02:34,410 --> 00:02:42,570 And that's also coincided with a reorganisation across the whole of university and particularly the academic structure. 23 00:02:44,910 --> 00:02:48,899 So what we've got first then James is predecessor. 24 00:02:48,900 --> 00:02:54,060 The wonderful Sally Rimmer provided us with this quote, and you'll find them peppered throughout our presentation. 25 00:02:54,300 --> 00:03:01,500 When working with resources, a vast bank of goodwill is required, and we have found that almost every single day. 26 00:03:03,750 --> 00:03:07,860 The first thing that I think we can talk about is budgets. 27 00:03:08,520 --> 00:03:14,610 And what we found is that, as with almost any institution, 28 00:03:14,610 --> 00:03:23,670 we're and increasing pressure to justify what we spend money on, how we spend it, and to sort of like get the best value. 29 00:03:25,260 --> 00:03:31,169 And in doing that, we've worked with our colleagues in subject services on refocusing that. 30 00:03:31,170 --> 00:03:36,030 So not only did we want to look at the budget spend, but we wanted to look at the teaching learning research needs. 31 00:03:36,360 --> 00:03:42,419 And we wanted something that we could take back to the wider university that we could say was transparent. 32 00:03:42,420 --> 00:03:46,040 So they could clearly see how we were spending something that was measurable. 33 00:03:46,050 --> 00:03:49,530 So we had sort of a benchmarking and some it was comparable. 34 00:03:52,560 --> 00:03:55,750 The second focus is more about systems. 35 00:03:55,750 --> 00:04:04,420 So thinking about the compatibility of the resources we already have and with our existing systems and technology, 36 00:04:04,420 --> 00:04:08,640 and for us specifically at Derby, that's within our reading list. 37 00:04:08,650 --> 00:04:18,670 So tell us, Inspire, tell us by digitised content that's focusing on our discovery service for website go and also our library catalogue present. 38 00:04:19,240 --> 00:04:30,610 And we've also looked at pricing models, collections and subscription packages and also specifically licenses as well. 39 00:04:30,610 --> 00:04:33,610 So that's checking licenses, storage and management. 40 00:04:35,820 --> 00:04:40,060 Okay. And the final challenge I think we found has been access. 41 00:04:40,080 --> 00:04:47,129 So again, it's how we meet those access in terms of licensing requirements, looking at authentication, 42 00:04:47,130 --> 00:04:56,090 authentication standards, ensuring that users her eligible have access to our resources and users who don't can't. 43 00:04:57,000 --> 00:05:04,650 And also, we have a lot of off campus students and obviously we want to make things as straightforward as we possibly can. 44 00:05:04,860 --> 00:05:09,810 And the final project that we've been undertaking, which ties in with some of the things you've already had today, 45 00:05:10,020 --> 00:05:13,440 is is the accuracy and visibility of our holdings. 46 00:05:13,440 --> 00:05:16,200 So by that we mean are monographs, seminars, aerials. 47 00:05:16,950 --> 00:05:23,550 We are looking now to exploit our collections and to better kind of promote and improve the metadata. 48 00:05:26,920 --> 00:05:31,690 And we'll leave that hanging. Obviously, if you have any questions, then please do ask as you go along. 49 00:05:32,020 --> 00:05:43,070 But hopefully some of these things are familiar to you. So what's then been the response specifically at Dalby and from the EA Resources team? 50 00:05:45,010 --> 00:05:51,730 Free areas in particular, we'd like to share with you, first of all, working groups and we've got three particular examples. 51 00:05:52,180 --> 00:05:59,770 So we created the collection development group and here the focus is on collections in the whole raft and individually. 52 00:06:00,100 --> 00:06:06,070 So we look at reviewing and making more effective decisions through actual evidence. 53 00:06:06,760 --> 00:06:09,909 Secondly, a library systems improvement group. 54 00:06:09,910 --> 00:06:18,400 So from the name more of a focus on systems here and particularly accessibility finds ability usability. 55 00:06:18,910 --> 00:06:26,230 Thirdly more specifically here for reading list. So this focuses on collaboration and reading list provision. 56 00:06:30,900 --> 00:06:37,590 And what this coincided with was a review of the roles and responsibilities within the team. 57 00:06:38,310 --> 00:06:41,400 At some point I realised that James would need a holiday. 58 00:06:42,270 --> 00:06:48,990 I couldn't simply go, James, keep on working. It would be cruel, it would be cruel, it would be illegal as well. 59 00:06:49,470 --> 00:06:54,900 And and we realised that actually in terms of what we wanted to deliver, it couldn't be done. 60 00:06:55,800 --> 00:07:00,930 So what we then looked at was the roles in terms of James's role. 61 00:07:00,940 --> 00:07:12,390 So he subscriptions and document delivery. We have an EA Resources Library assistant who when we initially started was still photocopying indexes. 62 00:07:14,280 --> 00:07:21,450 We quickly moved on from there and has now taken on much more responsibility for sort of day to day subscriptions. 63 00:07:21,450 --> 00:07:28,829 Management has expanded into answering queries which we receive from our colleagues in the Enquiry 64 00:07:28,830 --> 00:07:34,410 Service and has also taken on some of the more sort of day to day challenges that we face. 65 00:07:35,010 --> 00:07:42,780 Things working of liaising with publishers. And finally, we have a e-business administrator who is our colleague, Tim Peacock. 66 00:07:43,020 --> 00:07:52,410 And in addition to the many things he deals with, such as interlibrary loans and ethos and various of the parts to do with our repository, 67 00:07:53,220 --> 00:07:57,690 he also has some responsibilities with James, and as I say, 68 00:07:58,140 --> 00:08:03,390 when I realised that James needed a holiday, we started to look at building some support processes. 69 00:08:04,770 --> 00:08:08,820 It also helped us to look at gaps in service provision and crucially, 70 00:08:08,850 --> 00:08:17,130 it helps us to clarify roles and responsibilities with our colleagues in I.T. It helps us to clarify roles within the library. 71 00:08:17,370 --> 00:08:25,199 So with James coming, there was assumptions that James was taking on the same work exactly as his predecessor, 72 00:08:25,200 --> 00:08:28,950 which wasn't the case, and also with publishers. 73 00:08:28,950 --> 00:08:37,409 So getting to know them and building up some relationships with them. And finally, we wanted to look to unify our systems where possible. 74 00:08:37,410 --> 00:08:45,300 So we look to have reading this software that was in line with our digitised content software to provide a more sort of universal, 75 00:08:45,870 --> 00:08:53,030 straightforward process. And thirdly, monitoring through the top. 76 00:08:53,390 --> 00:09:02,240 You'll see resources at Dolby AC Talk UK and that mailbox is exclusively for logging systems, 77 00:09:02,240 --> 00:09:08,870 queries for faults and is now the default mail address for our subscription. 78 00:09:08,880 --> 00:09:16,520 So all of us have liaison with invoices, renewal information is all dealt free with our team email box. 79 00:09:16,730 --> 00:09:20,530 So if one of us is on holiday, someone else can take the case. 80 00:09:20,530 --> 00:09:27,980 So we focus more on the monitoring side of renewals and purchase order notices as well. 81 00:09:28,310 --> 00:09:33,650 And we've established regular meetings with our colleagues in university finance. 82 00:09:33,920 --> 00:09:38,120 So looking at quarterly meetings where we can review budgets and spend, 83 00:09:39,170 --> 00:09:49,730 we've also started to establish cancellation periods across resources and tying into the work that Tim has done in terms of usage, 84 00:09:50,030 --> 00:09:59,870 we started to review the current provision of usage statistics, so that includes things such as peer and institutional benchmarking across time. 85 00:10:02,430 --> 00:10:10,500 Okay. This is a quote from Tim. Tim is a my team all of my seem a practical quote machines on a daily basis. 86 00:10:10,860 --> 00:10:16,040 There is a quote for all occasions, but in this case, all usage is valid. 87 00:10:16,050 --> 00:10:19,770 And this has been one of the key things that's really helped us to communicate 88 00:10:19,770 --> 00:10:25,740 this idea of usage and how we actually use that to to assess our holdings. 89 00:10:28,810 --> 00:10:32,530 So one of the things we found was that actually there wasn't a lot of knowledge 90 00:10:32,530 --> 00:10:37,570 about usage and there was quite a lot of misunderstandings about what it could do. 91 00:10:38,230 --> 00:10:39,970 And what we were able to do with it. 92 00:10:40,150 --> 00:10:49,780 So one of the common common queries we had, for example, was how can I tell if my group of students in Malaysia, for example, 93 00:10:49,960 --> 00:10:56,350 are using this resource, but also the business students are using it and shouldn't they be paying more for that? 94 00:10:56,360 --> 00:11:02,860 And how do we do this? How do we work out the money side of things? How can I take this back to my academics and talk to them about it? 95 00:11:03,390 --> 00:11:10,090 And we had to say, we're not GCU, we don't have that kind of monitoring powers. 96 00:11:11,020 --> 00:11:19,630 And this sort of conversation was very helpful because it helps us to realise some of the misconceptions we've had. 97 00:11:19,960 --> 00:11:24,100 It helps us to think about how we were actually going to communicate with our 98 00:11:24,100 --> 00:11:29,500 colleagues who are in subject teams and who are also in the library management teams, 99 00:11:29,620 --> 00:11:35,200 and how then they would communicate that to academics and the university management. 100 00:11:36,100 --> 00:11:43,059 And I think just to sort of give you an idea as well, there is also the problem, 101 00:11:43,060 --> 00:11:50,590 the actual sheer problem of just collating and putting all of that data together and rationalising that in a way in which people can understand. 102 00:11:50,800 --> 00:11:58,210 And just the sheer practicality of usage consolidation, especially with very limited members of staff within our team, 103 00:11:58,690 --> 00:12:03,340 has been a huge task and it helps that we establish some benchmarks. 104 00:12:04,660 --> 00:12:10,090 And as I say, their cost per use has been the primary indicator. But we'll talk about how that again is within context. 105 00:12:12,150 --> 00:12:17,400 So moving from what is his age to actually now linking that to cost. 106 00:12:17,790 --> 00:12:28,859 So a lot of questions here. We go back to assessing our systems and our provision and we ask that very simple questions here. 107 00:12:28,860 --> 00:12:36,240 Well, what has the university agreed to provide to its students, to its staff, to its users? 108 00:12:38,190 --> 00:12:46,169 Often what actually can it not provide, and that might be for a specific student group, can only access certain resources, perhaps. 109 00:12:46,170 --> 00:12:51,390 And if a group can't. And in terms of licences, again, how do we check those? 110 00:12:51,750 --> 00:12:54,840 How do we manage those? What do we do with storage? 111 00:12:55,930 --> 00:13:01,060 Taking that down to pricing models and our collections and our subscription packages. 112 00:13:01,330 --> 00:13:05,770 And again, we're asking the questions here. What has the university actually purchased? 113 00:13:06,490 --> 00:13:13,900 What content does it own? And the question that suppliers like to ask us. 114 00:13:15,050 --> 00:13:23,770 When is the money due? If anyone can think of a better picture, by the way, for linking users to costs, I'm very happy to take that on. 115 00:13:24,220 --> 00:13:31,990 It is because it's actually my watch, and it is because it is a beautiful, precision built machine that is required to do all of this. 116 00:13:32,230 --> 00:13:35,890 It's a very tenuous link, but we've done our best. We've done our best. 117 00:13:36,400 --> 00:13:44,260 And that leads us to how we actually monitor that information and again, how we translate that. 118 00:13:45,100 --> 00:13:53,140 The usage workbook doesn't cover all resources, so we have to be very clear about what it does and what it doesn't cover, 119 00:13:54,370 --> 00:13:58,839 and it's not immediately accessible and will show you versions of this. 120 00:13:58,840 --> 00:14:07,570 Where on the version. Oh ten 1112 I can begin to guess how many versions we've gone through now. 121 00:14:09,070 --> 00:14:16,720 And what we also found was that the emphasis on numbers was leading to an oversimplification. 122 00:14:18,460 --> 00:14:24,370 We've had to kind of say, for example, focus on collating anything that was council compliant. 123 00:14:24,380 --> 00:14:33,430 So, for example, your job on your journal counts, which is standard usage indicator and your sort of DVRs, 124 00:14:33,430 --> 00:14:37,400 your databases as well and just translates people. 125 00:14:37,420 --> 00:14:42,340 Again, we can't get everything we are collating noncancer usage, 126 00:14:42,610 --> 00:14:47,120 but at the moment with the staffing and resources we have, it has gone into the deep freeze. 127 00:14:47,170 --> 00:14:55,010 It is simply just being collated and at some point in the future we hope to bring that back out and actually have some comparison across time. 128 00:14:56,020 --> 00:15:01,660 That also comes back to the user education, just the different types of usage. 129 00:15:03,950 --> 00:15:07,310 How we actually analyse that. So cost per use and cost per download. 130 00:15:07,640 --> 00:15:17,990 And the key thing which we have stressed to both our subject colleagues and they've been very receptive to this and also to the academics, 131 00:15:18,170 --> 00:15:24,920 is that usage is not in isolation. By no means we saying that it's the be all and end all of how you should make decisions. 132 00:15:25,460 --> 00:15:31,190 It is one of many factors and we have very much emphasised the need for the teaching, learning and research needs. 133 00:15:34,520 --> 00:15:41,640 So now we're going to show you our response in terms first of all, in terms of a spreadsheets. 134 00:15:41,660 --> 00:15:46,459 So it be scared. It is a match. You're going to see a magnificent piece of work. 135 00:15:46,460 --> 00:15:54,470 And my hat's off to James for doing this. Sadly, this frozen pitch does not compare to the magnificence of the actual thing in the flash. 136 00:15:54,470 --> 00:16:03,500 But let me explain. So I work with two spreadsheets on a monthly basis, one for our resources, 137 00:16:03,500 --> 00:16:07,730 our databases, and the second for our journals is to screenshot what you see here. 138 00:16:09,350 --> 00:16:16,759 We held individual meetings with our subject colleagues because we were realising it was 139 00:16:16,760 --> 00:16:23,030 apparent that the spreadsheet that we send out to them in all its glory is raw for complex. 140 00:16:23,210 --> 00:16:28,880 And that's true. And we asked for feedback and suggestions and things they'd like to see. 141 00:16:29,120 --> 00:16:36,560 So in this screenshot here, if you look, you can see at the very top you will see some comments. 142 00:16:36,890 --> 00:16:42,820 And this is for simplification to say what columns and things mean. 143 00:16:42,830 --> 00:16:47,030 So for example, the one that we've highlighted here is for the suppliers. 144 00:16:47,390 --> 00:16:50,960 So you can use the filters to select by a particular supplier. 145 00:16:51,440 --> 00:16:53,569 You can also do this across all of the columns. 146 00:16:53,570 --> 00:17:00,530 So you can select your specific phone code and you can find out whether you were allowed to cancel in a particular package. 147 00:17:00,860 --> 00:17:07,540 You can find out if the particular subscription is a main renewal or transition or a midterm. 148 00:17:07,850 --> 00:17:10,910 You can see if it's in print, electronic or both. 149 00:17:12,980 --> 00:17:16,820 We've also got a lot of colour coding in here and become colour coding like that. 150 00:17:17,120 --> 00:17:26,330 So if you want to find out a particular subscription deal, for example, at the bottom there's a big row in Green, for example, for Elsevier. 151 00:17:26,360 --> 00:17:29,420 We've also got different colour things here for packages as well. 152 00:17:30,050 --> 00:17:33,350 If you want to find out for a particular title, they say cancelled. 153 00:17:33,650 --> 00:17:37,790 We've got the greyed out fields or a title at CC, which is the blue. 154 00:17:38,180 --> 00:17:45,050 And we, like many of the universities during this year, have been affected by the collapse of sweats. 155 00:17:45,530 --> 00:17:54,409 And that has been something we're not the so you can share our sort of frustration and here is the one I think, 156 00:17:54,410 --> 00:17:59,930 and this is something that we've had to highlight in the journal spreadsheet this year is, 157 00:17:59,930 --> 00:18:05,540 first of all, our original fields for our sweats titles and where to moved to. 158 00:18:05,720 --> 00:18:10,520 So you see rows in red and rows in blue for transition titles. 159 00:18:11,510 --> 00:18:16,729 And that's been an enormous task that Natalie and I have worked on to get that right through the year, 160 00:18:16,730 --> 00:18:20,720 to make sure that everything is reflected and that everything adds up. 161 00:18:20,900 --> 00:18:30,260 So the idea and the emphasis of this spreadsheet is to make things simple and clear, not just for our colleagues, but also for myself as well. 162 00:18:30,680 --> 00:18:40,130 I can't stress how much work has been done, and I'm sure you found the same because of the collapse of sweats, huge, huge amounts of work. 163 00:18:40,910 --> 00:18:47,510 And again, explaining that colleagues and explaining what had already been paid for and how the money had been split was a huge, 164 00:18:47,510 --> 00:18:52,729 huge amount of work and we realised that we would have to sort of work with 165 00:18:52,730 --> 00:18:56,420 our colleagues to explain this and also to see where the money being spent. 166 00:18:59,440 --> 00:19:06,010 The second part of this is the most recent version of our databases. 167 00:19:06,340 --> 00:19:10,150 And I think I I'll point out a couple of things here. 168 00:19:11,980 --> 00:19:15,160 Previously, we were doing things like comparisons with interlibrary loans. 169 00:19:15,400 --> 00:19:21,040 So would it be cheaper to buy an enslaved loan per title for for an article level? 170 00:19:21,220 --> 00:19:32,230 And actually, we found that wasn't very helpful. It was interesting indicator, but really what it came back to was cost per use. 171 00:19:32,920 --> 00:19:40,720 We have things like indicators in terms of usage increase or decrease across previous year. 172 00:19:41,980 --> 00:19:46,030 We have just the basic counts which again accounts compliance. 173 00:19:46,840 --> 00:19:55,690 We also have a usage range and that is taken from a project which Tim participated in 174 00:19:55,870 --> 00:20:02,650 with colleagues at I believe it's Manchester and Glasgow and Dalby took part in that. 175 00:20:02,770 --> 00:20:06,339 Now that is actually a fairly old indicator. 176 00:20:06,340 --> 00:20:09,400 Now I don't have the numbers, but I'll be happy to look them up. 177 00:20:10,480 --> 00:20:15,520 And it was undertaken probably. Probably at least seven or eight years ago. 178 00:20:16,240 --> 00:20:22,990 And I think those indicators now are just very off in terms of the actual usage. 179 00:20:22,990 --> 00:20:24,370 You'll be seeing fewer resources. 180 00:20:24,610 --> 00:20:32,020 And I think it would be very useful to kind of have a have some sort of update, and that's something that we'll be taking forward in future. 181 00:20:33,130 --> 00:20:42,910 But again, it's just straightforward things that we can show and share with our colleagues, and then they again can translate that to our academics. 182 00:20:43,270 --> 00:20:46,329 And of course, they're under pressure to save money, just as the library is. 183 00:20:46,330 --> 00:20:51,640 They're under pressure to justify what they spend their budgets on. I'm really it is about giving them this comprehensive picture. 184 00:20:52,780 --> 00:20:53,169 That's right. 185 00:20:53,170 --> 00:21:03,549 The emphasis is very much on both of these spreadsheets to give the best possible information, because ultimately we don't make those decisions. 186 00:21:03,550 --> 00:21:08,080 That's the decisions for our colleagues to make, but we assist them in that process. 187 00:21:08,080 --> 00:21:16,450 And this is a way of doing that. So now we focus on the more implicit challenges at the university. 188 00:21:16,460 --> 00:21:21,440 So we're thinking about how we actually think and understand and what we're communicating. 189 00:21:22,880 --> 00:21:26,180 And the first section of that is awareness. 190 00:21:26,750 --> 00:21:35,540 So we look at identifying our resource needs, and we focus very much on proofing, future proofing. 191 00:21:36,500 --> 00:21:44,650 So we're focusing on resource planning, and very much that's in the early stages, of course, development and a lot of liaison. 192 00:21:44,660 --> 00:21:50,180 So from our perspective, from our team, it's liaison with our colleagues in the academic services team. 193 00:21:50,780 --> 00:22:01,040 And then as Paul said, that then further liaison from our subject librarians with our academics and we across all levels of university. 194 00:22:01,430 --> 00:22:03,919 We've got obviously to understand the various issues, 195 00:22:03,920 --> 00:22:09,860 but there's a particular focus here at senior management level to understand a lot of the complexities, 196 00:22:09,860 --> 00:22:13,940 and particularly for things such as tender agreements and big deals. 197 00:22:16,160 --> 00:22:19,370 Okay. As always, communication. 198 00:22:19,370 --> 00:22:27,710 You could expect that we have spent a lot of time managing the expectations. 199 00:22:28,760 --> 00:22:36,620 There is obviously the expectation that you can access anything at any time, anywhere, regardless what it is. 200 00:22:37,550 --> 00:22:47,400 We have. Had a lot of work with our publishers, so we've done quite a lot of work with ASCO, for example, 201 00:22:47,850 --> 00:22:52,760 in terms of looking at how we can improve our systems and make things more accessible again. 202 00:22:53,190 --> 00:22:59,100 You know, our colleagues, our colleagues in the library to, to, to convince and sort of help them to make these decisions. 203 00:22:59,520 --> 00:23:06,170 And we found that that generally there is. It's almost it's almost like a black art resource for news is like a black art. 204 00:23:06,180 --> 00:23:13,350 It's sort of almost hidden. And what we're trying to do is to bring it out into the light and make it more apparent. 205 00:23:15,870 --> 00:23:18,989 And the key part has been communicating this information to colleagues. 206 00:23:18,990 --> 00:23:23,940 As James said, when we were sending or sending out these magnificent spreadsheets that we'd spent a lot of time on. 207 00:23:25,530 --> 00:23:28,760 And nobody understood them. And we thought, why is this? 208 00:23:28,770 --> 00:23:34,020 How can this be? Look at the amount of work we put in. And what we realised is that again, it's that context. 209 00:23:34,230 --> 00:23:38,400 And we actually found the best way of explaining all of this to our colleagues 210 00:23:38,610 --> 00:23:43,740 was to have one to once we would spend roughly sort of 45 minutes to an hour, 211 00:23:43,920 --> 00:23:46,470 literally just going through how the spreadsheet worked, 212 00:23:47,760 --> 00:23:55,500 their subscriptions in terms of a bit of history and a bit of context, the usage we pulled everything in. 213 00:23:56,250 --> 00:24:00,629 And after that they said, actually, you know, you know, because these are very intelligent people. 214 00:24:00,630 --> 00:24:07,170 They've been working with US subscriptions for a long time and we realised that in fact the way we were communicating, 215 00:24:07,170 --> 00:24:11,010 the way we were trying to get that message across just simply wasn't working. 216 00:24:11,250 --> 00:24:17,250 And we found that actually the ones who on approach was by far the most successful and it was the one that made our colleagues feel valued. 217 00:24:17,250 --> 00:24:22,260 They had really, really good ideas about how we can improve things and what they'd like to see and their 218 00:24:22,260 --> 00:24:27,030 problems in communicating that back to their academics and how the academics communicate that. 219 00:24:27,210 --> 00:24:30,480 It's been a real education for us as well. 220 00:24:31,350 --> 00:24:35,340 And I had to put my hands up and say, I see, let's start again. 221 00:24:38,680 --> 00:24:43,750 And that takes us into focus on the organisation and the sector. 222 00:24:43,760 --> 00:24:53,110 So there are challenges of culture and structural challenges within the institution that we have to think about, 223 00:24:54,370 --> 00:24:59,109 as Paul has explained in terms of perhaps how we communicate and from our team 224 00:24:59,110 --> 00:25:02,950 and then how that's communicated through the chain ultimately to the academics. 225 00:25:03,430 --> 00:25:11,649 We can't ignore the priorities within the institution itself and that might be things such as students experience, 226 00:25:11,650 --> 00:25:15,250 it might be the focus on particular areas of research. 227 00:25:16,990 --> 00:25:19,990 We also have to take into account factors that are external. 228 00:25:20,440 --> 00:25:30,010 So we think about funding, we think about recruitment, we think about student numbers, and we can't ignore legislation. 229 00:25:30,490 --> 00:25:33,640 So we have to consider copyright restrictions, for example. 230 00:25:33,970 --> 00:25:44,799 And I'm sure you're all aware cost because resources are increasingly costing more, whether that's journals, databases, etc. 231 00:25:44,800 --> 00:25:48,700 So we have to think of all these different factors and take that into account. 232 00:25:48,850 --> 00:25:52,300 I think the copyright restrictions have been very interesting. 233 00:25:52,310 --> 00:25:58,750 We recently acquired the Atlas by Digitised Content Module and we now have a copyright 234 00:25:58,750 --> 00:26:07,000 clearance which is working through adding lots of individual articles to reading lists. 235 00:26:07,780 --> 00:26:11,140 And it's almost how. 236 00:26:12,520 --> 00:26:17,919 It almost is pointing the way forward to how subscription models will go. 237 00:26:17,920 --> 00:26:25,180 And I would like to see subscriptions models change to an almost content level in almost article level content. 238 00:26:25,450 --> 00:26:29,560 It's almost like a precursor for that, and I think that would be one of the big things that changes in future. 239 00:26:32,280 --> 00:26:35,690 So. Some of the interesting things that we decided to do. 240 00:26:36,170 --> 00:26:37,580 One was usability testing. 241 00:26:38,270 --> 00:26:44,660 I don't know how your website is or how much involvement you have or how much involvement you have in setting up your systems. 242 00:26:45,890 --> 00:26:55,850 We recently had a group of students and they generously agreed to come and test some of our systems. 243 00:26:56,480 --> 00:26:59,720 We found actually they were quite sophisticated in their searching, but. 244 00:27:01,530 --> 00:27:09,179 We tend to look at it as librarians and we're very I wouldn't say old school. 245 00:27:09,180 --> 00:27:16,229 Is that fair? It's probably fair. And actually, students aren't interested so much in in strategy. 246 00:27:16,230 --> 00:27:20,340 There is a big role for education and that is something that our colleagues in the subject team are doing. 247 00:27:20,610 --> 00:27:24,179 But actually we want to make our systems as user friendly and simple to use as possible. 248 00:27:24,180 --> 00:27:28,380 So instant access to full text. So with advanced search options, 249 00:27:28,560 --> 00:27:35,910 those are the kind of things that should be obvious and yet actually can be quite hard to put into place when looking at how we spend 250 00:27:35,910 --> 00:27:42,750 across time and how we can maximise and ensure that our colleagues are spending their budgets and therefore the library is not, 251 00:27:43,590 --> 00:27:51,360 you know, is always seen to be and shown to be good value for money, events like this, shared practice and community. 252 00:27:51,440 --> 00:27:58,830 The only the only regret I have is that I'm not able to attend the other events which are happening right now. 253 00:27:58,860 --> 00:28:05,100 There have been some superb speakers and and both James and I, we really like to have gone to that. 254 00:28:05,280 --> 00:28:13,410 So these kind of events are always excellent. And as I say, we found that it has had really positive impacts in other areas. 255 00:28:13,680 --> 00:28:17,610 So as librarians feel more confident, you know, they know exactly what they're talking about. 256 00:28:17,610 --> 00:28:24,929 They can go back to this evidence based approach. The inquiry service referrals are much, much more straightforward. 257 00:28:24,930 --> 00:28:33,570 And we're getting these resources inquiry straight away and they can be dealt with by either James or Tim or Nassir or occasionally myself. 258 00:28:34,530 --> 00:28:35,760 From my point of view, 259 00:28:35,970 --> 00:28:45,300 it's been brilliant for advocacy of my team and talking about the good work that they do and and their roles and responsibilities. 260 00:28:45,510 --> 00:28:49,049 And it's also enabled me to take on new tools, a new system. 261 00:28:49,050 --> 00:28:53,880 So the digitised content, you know, we made a case for that and was very successful. 262 00:28:55,520 --> 00:28:59,600 And finally, as James says, it builds in a degree of future proofing. 263 00:29:01,160 --> 00:29:05,540 Being involved with academic foundations, being involved in course planning, 264 00:29:05,540 --> 00:29:11,870 having librarians embedded within that, as has been a sort of key aspect to just. 265 00:29:13,200 --> 00:29:19,230 Help to think about resourcing and adequately resourcing, you know, the teaching, learning and research needs. 266 00:29:22,930 --> 00:29:27,250 So also going forward, we focus more on sort of analysis here. 267 00:29:27,700 --> 00:29:36,970 So we look at developing an agreed assessment criteria for all our renewals, whether that's a database or a journal subscription or something else. 268 00:29:37,990 --> 00:29:42,970 And we're basing this on our teaching on learning or research needs. 269 00:29:43,390 --> 00:29:48,130 We're looking at usage and we're analysing our sort of comparison data. 270 00:29:48,340 --> 00:29:53,770 We're looking at cost analysis and we're looking at accessibility and authentication. 271 00:29:54,100 --> 00:30:00,640 And if you take the example of a journal, the criteria might be many different things. 272 00:30:00,940 --> 00:30:12,340 So it might have a wonderful impact factor and your academics might publish regularly in it, and your students have recommended it to you to purchase. 273 00:30:12,940 --> 00:30:17,800 It's been selected by a particular lecturer on the reading list for a specific module, 274 00:30:18,160 --> 00:30:24,970 and it may simply be the only journal in the field and there is an absolute impetus to have it within the collection. 275 00:30:25,210 --> 00:30:32,500 So what we're saying here is that there are many, many different factors and criteria to take into account, 276 00:30:33,160 --> 00:30:37,170 which is that that is the that is the House which has been purchased, 277 00:30:37,180 --> 00:30:41,920 in fact, the University of Derby for the Forensic Sciences course, 278 00:30:42,940 --> 00:30:48,079 whereupon they re-enact gruesome murder scenes and various the blood spatter techniques. 279 00:30:48,080 --> 00:30:49,930 So we thought we would include that. 280 00:30:52,260 --> 00:31:01,380 This is the James and I talks about various things sort of wish list of things that we would like to see happening. 281 00:31:03,910 --> 00:31:11,830 And as it stays there, the ultimate aim, the dream of EU resources, something that holds our supply details, 282 00:31:12,100 --> 00:31:17,020 something that holds our renewal dates and our costs and our licensing information. 283 00:31:17,980 --> 00:31:23,410 Something that can reconcile the usage and provide analytics across time so we can 284 00:31:23,410 --> 00:31:29,080 benchmark with something that links with student information and student numbers. 285 00:31:30,360 --> 00:31:32,340 And of course, something which, 286 00:31:33,660 --> 00:31:41,490 as I'm sure you've all dealt with various library systems at various points and making them talk to each other is not easy. 287 00:31:42,150 --> 00:31:46,500 Something that allows the authentication, something that enables the systems to talk to each other. 288 00:31:46,740 --> 00:31:49,650 Something which you can update on a universal basis. 289 00:31:49,830 --> 00:31:58,880 This is a major extreme, and we have been assured by publishers that this is here for various things. 290 00:31:58,890 --> 00:32:11,580 I will not name them. But I think realistically, with 3 to 5 years away before you get probably two thirds of that and probably some of the. 291 00:32:12,810 --> 00:32:17,480 Some of it may never happen. But it is a beautiful dream, ladies and gentlemen. 292 00:32:17,480 --> 00:32:20,570 And this is. This is what we. This is what we hope to unify. 293 00:32:20,570 --> 00:32:25,910 This is what we hope to to sort of achieve. And until that points we are left with. 294 00:32:26,950 --> 00:32:29,950 Excel sheets. We're left with reconciling that information. 295 00:32:29,950 --> 00:32:37,930 We're left with data trawling. We're left with manipulating data and trying to present that to our colleagues. 296 00:32:41,350 --> 00:32:48,960 Okay. We've put contact details at the very end of this slide and we are obviously sharing the slides with you as well. 297 00:32:48,970 --> 00:32:54,280 So you'll see contact details for myself, for Paul and also for Tim. 298 00:32:54,970 --> 00:33:03,370 So if you specifically have any questions regarding usage terms, human and and with a bit of surface promotion, 299 00:33:03,370 --> 00:33:08,660 there is a Twitter feed and a Web address if you'd like to have a look at information about the university. 300 00:33:08,920 --> 00:33:14,770 So all we can say is, thank you very much. Thank you once again for the invitation for having us here. 301 00:33:15,190 --> 00:33:19,960 And most most importantly, love your library. Gentlemen, love your library. 302 00:33:20,890 --> 00:33:21,370 Thank you.