WORKING AT THE NETWORK LEVEL TO
TRANSFORM ACADEMIC RESEARCH LIBRARIES
ECOSYSTEMS OF SCHOLARLY INFORMATION
AND THE FUTURE OF THE LIBRARY
TOKYO, JAPAN
20 OCTOBER 2011
Brian E. C. Schottlaender
The Audrey Geisel University Librarian
OVERVIEW
• University of California, UC San Diego, &
The UCSD Libraries
• Working at the Network Level
• Systemwide Library Planning Task Force
• Next-Generation Technical Services
• Western Regional Storage Trust
• HathiTrust
• In Closing
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THE UNIVERSITY OF CALIFORNIA
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THE UNIVERSITY OF CALIFORNIA
• Founded in 1868, with 10 faculty members and 38 students.
• Today, the UC system includes more than 220,000 students
and more than 170,000 faculty and staff, with more than 1.5
million alumni living and working around the world.
• Ten campuses: Berkeley, Davis, Irvine, Los Angeles, Merced,
Riverside, San Diego, San Francisco, Santa Barbara, and Santa
Cruz.
• Besides world-class classrooms and labs, UC has dozens of
museums, concert halls, art galleries, botanical gardens,
observatories, and marine centers.
• UC’s five medical centers support the clinical teaching
programs of the University's medical and health sciences
schools and handle more than three million patient visits each
year.
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UC SAN DIEGO
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UC SAN DIEGO
• UC San Diego’s academic portfolio includes:
– 6 undergraduate colleges,
– 5 five academic divisions, and
– 5 graduate and professional schools.
• Current undergraduate enrollment is 23,143.
– 34% of incoming freshmen are of the first
generation in their family to attend college.
– 37% do not speak English as their native
language.
– 44% are Asian.
• Current graduate enrollment is 4,274 (15.6%).
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THE UC SAN DIEGO LIBRARIES
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THE UC SAN DIEGO LIBRARIES
• The UC San Diego Libraries are ranked among the top 20
public academic libraries in the U.S.
• The Libraries provide access to more than 7 million digital
and print volumes, journals, and multimedia materials to
meet the knowledge demands of scholars, students, and
members of the public.
• The UCSD Libraries—which are widely recognized as
innovative leaders in the development, management, and
delivery of digital resources—were the first library in the
UC system to partner with Google in its efforts to build a
global digital library.
• Each day, more than 7,300 people enter our libraries. The
Libraries’ resources and services are accessed more than
87,500 times each day via the UCSD Libraries' Web site.
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WORKING AT THE NETWORK LEVEL
• Over the last 25 years, the UC libraries have
employed a systemwide strategy that emphasizes
both collaboration and application of new
technologies to create a multi-campus library
system with capabilities for coordination and
sharing of resources that are unequalled by the
libraries of comparable research universities.
• Increasingly, this strategy has focused on
developing and managing collectively an expanded
portfolio of shared library services.
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UC LIBRARIES SYSTEMWIDE STRUCTURE
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UC LIBRARIES SYSTEMWIDE STRUCTURE
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SYSTEMWIDE LIBRARY AND SCHOLARLY INFORMATION
ADVISORY COMMITTEE (SLASIAC)
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SYSTEMWIDE LIBRARY PLANNING TASK FORCE
• SLASIAC charged the Systemwide Library Planning Task Force
in September 2010 with recommending to the Executive Vice
President of the University, systemwide strategies that the UC
libraries might pursue in responding, proactively, to the
“challenges of adaptation to a complex and increasingly
digital scholarly communication environment … [and] the
acute issues arising from the financial circumstances of the
State and the University” [and, indeed the world].
• The Task Force was also asked to advise on any new services
that may be required of UC’s libraries and on strategies for
supporting them in an era of flat or declining library budgets.
• At the end of Spring 2011, in May, UC issued the “Interim
Report” of the Systemwide Library Planning Task Force.
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SLPTF STRATEGIES
•
In our “Interim Report,” the Task Force recommended four broad
strategies that, taken together, give the UC campuses and their
libraries essential tools that can help them, individually and
collectively, to ensure that the library collections and services
available to UC faculty and students remain as broad, diverse, and
distinguished as possible.
– Strategies for the expansion and management of shared services
•
•
•
•
•
Management of existing shared services
Management of proposed shared services
Those that provide direct cost savings
Those that provide space savings
Those that incur additional cost
– Strategies that address pricing of academic publications
• Faculty role
• University role
– Strategies to recover costs and enhance and diversify revenue
– Strategies to improve the framework for planning, consultation, and
decision making
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NEXT-GENERATION TECHNICAL SERVICES
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NEXT-GENERATION TECHNICAL SERVICES
• Next-Generation Technical Services (NGTS) is an
initiative launched by the University of California
libraries to complement our strategic partnership with
OCLC to develop a "Next-Generation Melvyl" intended to
re-architect the systemwide OPAC and transform the
user experience of search and retrieval.
• NGTS will build on that work by redesigning technical
services workflows across the full range of library
materials formats in order to:
–
–
–
–
take advantage of new systemwide capabilities and tools,
minimize redundant activities,
improve efficiency, and
foster innovation in collection management.
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NGTS ORGANIZATIONAL STRUCTURE
• NGTS Management Team
• Power-of-Three Groups:
– POT 1 - Build the systemwide infrastructure
for digital collections
– POT 2 - Transform cataloging practices
– POT 3 - Accelerate processing of archival and
manuscript collections
– POT 4 - Simplify the recharge process
– POT 5 - Maximize the effectiveness of Shared Cataloging
– POT 6 - Develop systemwide Collection Services staffing
– POT 7 - Transform collection development practices
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NGTS ACTIVITIES UNDERWAY
• POT 2: Transform cataloging practices
– Formulate and propose a plan for implementing a
systemwide, vended shelf-ready program.
– Define and implement a systemwide Bibliographic
Standard Record.
• POT 3: Accelerate processing of archival and manuscript
collections
– Deploy Archivists’ Toolkit systemwide.
– Define minimal collection-level record specification.
– Implement MPLP practices UC-wide.
• POT 4: Simplify the recharge process
– Develop a workable deposit account system for CDL coinvestments.
– Develop a secure website to view and track CDL recharge
activity in real time.
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NGTS ACTIVITIES UNDERWAY
• POT 5: Maximize effectiveness of Shared Cataloging
• Assess Shared Cataloging Program (SCP) record
distribution system.
• Assess SCP decision-making structure and cataloging
priorities.
• POT 6: Develop systemwide Collections Services
Operations
• Define and pilot systemwide technical services
projects, including assessing staff support models,
tool readiness, and backlogs.
• POT 7: Transform collection development practices
• Develop a proposal to redefine the roles and
responsibilities of UC bibliographers
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THE WESTERN REGIONAL STORAGE TRUST
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THE WESTERN REGIONAL STORAGE TRUST
• In 2009, research libraries, college and university
libraries, and library consortia in the western region of
the United States joined together, with support from the
Andrew W. Mellon Foundation, to launch a shared print
archiving program known as the Western Regional
Storage Trust, or WEST.
• WEST is a collaborative, sustainable journal archiving
program that will transform the manner in which legacy
print journal collections are housed and managed.
• WEST goals:
– Preserve the scholarly print record
– Create opportunities to reallocate physical space
– Provide access to archived materials
• WEST membership: 44 libraries; 2 consortia; 1 system (UC)
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WEST KEY FEATURES
• Distributed journal archives held in multiple storage
facilities and libraries
• Annual collection analysis to identify widely duplicated
titles, prioritized by risk categories
• Ownership by Archive Holder, transferred via gifts
process
• Generous access guidelines pending review of actual
usage
• Access for all WEST members; to others by local policy
• Document delivery preferred; physical volumes for inlibrary use only
• Upfront costs of archive creation are shared, not
ongoing costs of retention
• Retention period 25 years (to 2035)
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WEST TITLES AND ARCHIVES
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THE HATHITRUST
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THE HATHITRUST
• HathiTrust is a partnership of major research
institutions and libraries working together to ensure
that the cultural record is preserved and accessible, long
into the future.
• HathiTrust was created by the University of Michigan,
Indiana University, the University of California, and the
Committee on Institutional Cooperation. Now it includes
more than sixty partner institutions in HathiTrust, with
membership open to institutions worldwide.
• The mission of HathiTrust is to contribute to the
common good by collecting, organizing, preserving,
communicating, and sharing the record of human
knowledge.
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HATHITRUST GOALS
• To build a reliable and increasingly comprehensive digital
archive of library materials converted from print that is coowned and managed by a number of academic institutions.
• To dramatically improve access to these materials in ways that,
first and foremost, meet the needs of the co-owning institutions.
• To help preserve these important human records by creating
reliable and accessible electronic representations.
• To stimulate redoubled efforts to coordinate shared storage
strategies among libraries, thus reducing long-term capital and
operating costs of libraries associated with the storage and care
of print collections.
• To create and sustain this “public good” in a way that mitigates
the problem of free-riders.
• To create a technical framework that is simultaneously
responsive to members through the centralized creation of
functionality and sufficiently open to the creation of tools and
services not created by the central organization.
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HATHITRUST GOVERNANCE AND FUTURE
• Current governance:
– Executive Committee
– Strategic Advisory Board
– Working Groups
• Constitutional Convention 2011
• Future:
– New Governance structure:
• Executive Committee
• Board of Governors
• …..
– Revised goals
– New projects:
• Distributed, shared print monograph archive
• U.S. Federal publications
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IN CLOSING
“We can observe two trends.
First, there is a trend towards externalisation:
libraries are looking to collaboratively source
activities or to outsource them to third parties.
Think of collaborative activities around
managing down print collections here …
or the growth of shared library systems …
Think of the growing interest in cloud-based
sourcing of systems and services.
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IN CLOSING
Second, there is a trend to ‘move up’
in the network, by doing more things at
group level within consortia or public contexts …
or by leveraging network-level services …
The current economic environment further
encourages these trends. Institutions look
for economies of scale through collaboration.
And they also want to focus attention
on high value areas …”
—Lorcan Dempsey
Lorcan Dempsey's Weblog, May 19, 2011
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FOR FURTHER REFERENCE
• SLPTF Interim Report
http://libraries.universityofcalifornia.edu/planning/
taskforce/interim_report_package_2011-05-09.pdf
• Next-Generation Technical Services
http://libraries.universityofcalifornia.edu/about/uls/ngts/
• Western Regional Storage Trust
http://www.cdlib.org/west
• HathiTrust
http://www.hathitrust.org/
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QUESTIONS?