University of Salford. The Library Collections Strategy. 1. Introduction

Transcription

1 1 University of Salford The Library Collections Strategy 1. Introduction The Collection Strategy defines the longer term strategic direction for the University of Salford s information resources both print and digital. This strategy will guide the development, management and access to the Collections and ensure that Collections support the University s strategic aims with regard to teaching, learning and research. Emphasis will be on access with a move from print to e-resources (e-journals and e-books) and digital collections whilst maintaining and supporting print collections where appropriate. Working with academics, the Library will ensure that the information resources available support the vision and strategy of the University with regard to teaching, learning and research and the academic portfolio. Archives and Special Collections are referred to in this document. However there is a separate Archives and Special Collections Policy which will be updated soon. With the increasing need for cost benefit, access to resources will be timely and support the changing needs of the academic portfolio. Every effort will be made to ensure that collections are fit for purpose, easily accessible, available on and off campus (where licences permit) and procured in the most cost efficient way utilising consortial deals where available. Access to resources via mobile devices will become increasingly important. The Collections strategy will be driven by user need, and informed and redefined by usage statistics including both quantitative and qualitative information. This will assist the Library in meeting teaching, learning, research and wider community information needs in a constantly evolving information environment. 2. Purpose of the Collections Strategy To provide high quality, easily accessible, fit for purpose collections which transform the user experience and support the University s strategic goals and initiatives for teaching, learning and research including key business opportunities and the widening participation agenda.

2 2 3. Management of the Collections Strategy The Collections Strategy will be reviewed every year in order to reflect changes to the Academic portfolio and to ensure that it reflects the University s strategic aims. Any amendments to the strategy will be submitted to the Library Consultative Group which has been set up as a group of stakeholders across the University with whom the Library can consult and this group will approve changes to policy and strategy. The Information Resources Content and Budget Group has been set up within the Library in order to monitor the collections, the budget and the strategy. This group has representation from Academic Support Librarians in each College. It meets monthly and relevant budgetary information or concerns are fed back to the Library Leadership Team by the Head of Learning and Research Support. 4. Underlying principles The Library has a zero net growth policy for existing print resources which is linked to the demand for greater access to e-resources (both on and offcampus) and space issues including the need for more quiet study areas, group rooms and individual study spaces. The Library will contain: Books : Items issued on the Library Management System or added to stock within the last 5 years Journals : Most recent 5 years of print journals for titles without e- access Reference material Other formats: DVD/CD/Video/Audio collections, theses, printed archives, special collections and newspapers The Library will hold the most recent edition of a book and will purchase electronic copies of texts where available and appropriate. The Library will retain the following in an external store: One copy of a book and other items not loaned or purchased in the last 5 years and where the information is still current and may be required Most recent 5 years of print journals where we have a current subscription and the e-access is not secure Earlier volumes of print journals where we have a current subscription and where we do not have any e-access Print journals where we do not have a current subscription, but there is a strong case, e.g. unavailable anywhere else, needed to support current teaching and research Please note; exceptions to these principles may be found in local subject specific Collections policies.

3 3 Relegation policy Relegation of print stock according to the underlying principles above will take place on an annual basis. E-books will also be reviewed on an annual basis to ensure content is relevant and up-to-date. E-book content that does not meet this criteria will be withdrawn. 5. Objectives of the Collections Management Strategy To support the student experience by providing resources 24/7 Ensure that the selection, acquisition, organisation, storage and preservation of collections are aligned with the University s strategic aims and our user community s information needs Ensure the collections are refreshed and stay current to meet the information needs of the academic portfolio and research Establish a framework for migration from print to e-resources Ensure collections reflect the needs and culture of the University s diverse community and provide equitable access to on and off campus users Provide seamless access to resources and exploit new and emerging technologies which are of benefit to the user community Unlock the potential of our special collections and archives by developing collaborative partnerships with relevant stakeholders particularly with Salford City and Working Class Movement Library Ensure that special collections and archives support and underpin research, where appropriate, and that research is carried out utilising the collections Use the knowledge and research created by the University to enhance our collections and services Provide open access teaching, learning and research collections, including open educational resources 6. Strategic Context The Collections Strategy has been developed in the light of factors that are having significant impact on the development, management and access of library collections within the HE sector. This changing information environment is characterised by: Government agenda: the change in government, changes to the REF and new fees structure Economic climate where collaborative and consortial agreements will become more important as will shared services

4 4 Economic uncertainty; prices fluctuate annually but recent economic trends mean inflation and exchange rates have been affected in extremes National negotiation and agreement regarding e-resources brokered by JISC, NESLI and the Joint Consortial Agreement for Books, E-books Constant growth in scholarly information and information overload Current trends in scholarly publications across the information society with new digital models becoming available The growth of open access publication and open access repositories Legal dimensions; EU law is in force for IPR, copyright and consortial purchasing Launch of MediaCityUK and the move towards the Digital Library Dedication to the student experience and changing needs and expectations the Google generation Establishment of a University wide Teaching and Learning Strategy and the Research Strategy Changes to teaching programmes and portfolio Aspiration to become an international university 7. Strategic Initiatives 7.1 Develop dynamic collections to meet ever changing needs of our University community Ensure collections are current and fit for purpose Provide core text purchasing guarantees unless budget restraints are imposed With Colleges and Schools, review current journals subscriptions, using both quantitative and qualitative data Manage user expectations particularly with regard to the number of core texts where the Library cannot provide huge numbers Develop user driven purchasing for e-books which reflects the needs and wants of our user community Ensure our collections reflect diversity of content and our customer base i.e. collection is not biased towards one culture, gender or race Collections are available in formats that are convenient for users to access Key deliverable: Higher student satisfaction with library resources, with an increase in satisfaction in areas with lower scores when previously rated via NSS. Achieve higher satisfaction of staff and researchers via feedback. Develop promotional strategy for collections.

5 5 7.2 E-migration Priority is given to electronic resources (including top slicing) Determine the usage of electronic resources to make certain financial resources are being utilised effectively Key deliverable: Reduce print journal titles by 10% annually to enable purchase of more e-journal titles. Achieve target of 10% of new acquisitions being in electronic format. 7.3 Exploitation of Archives and Special Collections Acquire and develop collections that compliment Salford archive /special collections and contribute directly to teaching, learning and research. These collections should also have the potential to raise Salford s profile Preserve rare and unique collections through digitisation and controlled access conditions Seek to develop an extended archival space and reading room at Clifford Whitworth Library Develop community engagement activities to promote archive material and widen access Ensure the Archives and Special Collections policy reflects the University s research themes, and support teaching and learning as appropriate Key deliverable: Increase impact of our digital archives through embedding them in teaching and learning and research at Salford and raise the profile of these resources. 7.4 Building partnerships for shared and Open access content Build on shared content models developed by the CEDAR project for archives Investigate and join national initiatives to introduce greater shared services and ownership Conduct trials and beta tests of new products for partners Use consortia partnerships to build new, strong and innovative shared collections Look to future technology and external drivers such as Google for the basis of collaborative working Promote content in the Archives Hub Key deliverable: Further develop strategic partnerships to enhance collections 7.5 Resource Discovery and other emerging technologies : utilise technologies to exploit e-content, gain efficiencies and improve the experience of our customers.

6 6 Develop our Library Management System and discovery tools to provide better access to collections Work with LMS system providers Talis, Ex-Libris, Eprints and IT Services to bring forward technical developments which benefit our users Maintain recognised metadata standards (such as Dublin core) to enhance discovery of our data and resources Exploit our existing RFID as a circulation and stock management tool Enhance the accessibility of collections through user interactivity such as tagging, text-mining and user generated content, Provide high quality information (including images) to allow users to make informed choices Use recommender services to drive discovery and enable user driven purchasing. Key deliverable: A pilot of user and usage driven e-book purchasing is undertaken and evaluated 7.6 Access Simplify access to resources both on and off campus by installing single sign on authentication methods Investigate access for walk in users and negotiate licenses for this. Keep holdings information correct and updated to reflect our extensive collections Increase and promote the Digital Library, the service which provides access to electronic resources Enhance usage and impact of collections through innovative strategies such as user reviews, tagging, recommendation services etc. Key deliverable: Single sign on is introduced for all electronic resources. Widening access to resources through license negotiation to meet the needs of international students, work-placement students etc. 7.7 Management of Print Collections: Ensure that collections are actively managed over their life cycle, so that they remain relevant to the University s current needs. This development is guided by the University courses/programmes portfolio and strategic initiatives. Work with academics to ensure reading lists for each semester are up to date, suggest alternative sources, purchase e-content wherever possible Invest in core texts purchased to achieve 1 copy per 10 students on taught courses, to a maximum of 20 copies per module.

7 7 Usage will be monitored and on request, extra copies can be purchased for unforeseen heavy use Purchase an electronic version of a core text if this is available Use usage statistics and qualitative data as a key tool to drive purchasing Trial user driven e-book purchasing Deselect stock annually based on defined criteria Reserve the right not to add donations to stock Dispose of stock using sustainable methods Use the Library Management System to automate collection processes Establish mechanisms for regular gathering and reporting of collections management information Key deliverable: Core text ratio of 1:10 is achieved as far as resources allow. Use RFID to increase circulation and availability of book stock 7.8 Digital preservation, digitisation and document delivery We recognise the importance of digital material in the future and meeting expectations in terms of globalization is key. Digitisation of short loan collections and high use items for inclusion in the digital library, ensuring all digitisation adheres to the terms of the CLA (The Copyright Licensing Agency) licence Digitise fragile and unique archive materials Seek partnerships with businesses which are making content available free online Consider making audio visual collections available digitally Explore strategies for long term preservation of digital content Use existing networks and develop new partnerships in order to obtain materials which are not in stock We will continue to contribute to shared knowledge schemes such as the British Library Ethos service Key deliverable: Implement digitisation strategy to include digitisation of short loan items, introduce electronic delivery of materials as standard and investigate delivery on electronic devices 7.9 Capture, preserve and promote University s research outputs: The Library plays a key role in enhancing the reputation of the university. Some key priorities in this area include: Preserve research outputs by placing them in USIR Submitting theses electronically Work with the University research community to equip research students and staff with the skills to exploit USIR and other digital repositories

8 8 Continue to promote the open access policy for all REF submissable items and deposit in the institutional repository Help introduce and promote electronic content in all Departments and at all levels Contribute to University and external initiatives relating to the effective management of research data Key deliverable: All formats of REF submissable items are deposited in the institutional repository. Electronic submission of e-theses 7.10 Copyright, licensing and Compliance Negotiate licensing terms favourable to the user community and avoid where possible any restrictive licensing Observe copyright law when digitising materials and acknowledge the interests of rights holders Ensure extracts within USIR comply with copyright and data protection laws Promote Creative Commons licensing Join initiatives which seek to clarify and/ or challenge copyright law where appropriate Subscribe to free databases and journals which benefit users Conform to national /international standards to ensure quality, consistency and interoperability of metadata. Maintain expertise in copyright, licensing and other legal aspects of collections. Key deliverable: Ensure full compliance to copyright law Streamline license management information using local database Shared Services Electronic Resources Management agenda 7.11 Funding Benchmark collection usage, budget etc with other universities and North-west Academic Libraries Continue to put forward convincing business cases to secure sufficient funding Maintain appropriate balance between journals and books to ensure enough books and core texts are available Continue to be involved with consortial deals, working with existing contracts to ensure significant discounts, high speed delivery and high quality processing of material benefits achieved Key deliverable: Maintain journals (including e-resources) and book spend at least 30% on books and 70% on journals Apply for additional funding for information resources

9 Staffing strategy To deliver this ambitious strategy, endeavour to continuously develop, recruit and retain high quality staff. Maintain ongoing dialogue with students and staff for feedback on collections and associated services Academic Support staff will continue to work closely with academics at Salford in order to respond to their information needs and issues. Members of staff will have an opportunity to develop their skills set in order to exploit new technology The Library Information Resources Content and Budget Group will be the main forum for discussion of collection-related matters Key deliverable: Understand trends and developments in scholarly communication. Continue developing competencies to exploit emerging technologies Key deliverable: Introduce electronic delivery of materials as standard and investigate delivery on electronic devices. 8. Collections Action Plan This strategy forms the basis of a collections action plan which will be undertaken by a cross section of staff led by the Head of Learning and Research Support and agreed by Information Resources Content and Budget Group and the Library Leadership Team. The strategy will be reviewed annually or in light of major developments and any changes will be submitted to the Library Consultation Group for approval.