Just-In-Time: A Case Study of Buying Instead of Borrowing at the University of North Texas Libraries, 2014–2017

There is a trend among academic libraries to increase collaboration between interlibrary loan and collection development to improve patron access to materials and build library collections. Instead of borrowing returnable materials, interlibrary loan may initiate purchases that will become part of the library's collection. This can mean anything from an organizational change combining interlibrary loan with the acquisitions unit or creating new workflows to facilitate purchasing. At the University of North Texas Libraries, the Interlibrary Loan office is a unit of the Access Services Department. Buying instead of borrowing for the ILL unit began with a Demand Driven Acquisitions (DDA) program and has expanded with the establishment of the University of North Texas Libraries' access-based collection development policy. Interlibrary Loan provides “Just-In-Time” (JIT) access to materials not available through regular interlibrary loan sources and adds relevant materials to the Libraries' collections.     

The development of acquisitions and collection services for off-campus students in Northeastern Ontario: An important library collection development issue or merely an issue of a more efficient materials handling and delivery system?

This article deals with the problems of providing library collection and acquisitions services to off-campus university students throughout a sparsely populated region of northeastern Ontario in Canada. The special problems of providing library services to extramural courses are examined. Past and current services as well as future plans for improving extramural collection services are detailed. The importance and particular features of collection services for off-campus students as issues for mainstream library collection development research are examined. The article stresses the need for further research on library collection development and acquisitions services designed to meet the specialized requirements of the extramural university student.     

论馆藏建设中的几个关系

ＣＬＡＳＳＮＵＭＢＥＲＧ２５３．１当今,电子化、数字化信息和高速信息网络的发展使学术交流经历着又一次重大革命性变化,使学术交流的“正式”和“非正式”形式逐渐统一起来,信息使用者和生产者的区别逐渐模糊,时空和许多客观条件对学术交流和研究工作的限制逐渐淡...     

Collection development at Andhra Pradesh Open University libraries

This paper examines the development of Andhra Pradesh Open University (APOU), its aims and objectives, structure, and courses and student enrollments. It then considers the collection development, selection, and acquisitions policies of the APOU Library for both Central and Study Centre libraries. Brief attention is paid to resource sharing, weeding, and collection evaluation—aspects which have not been very relevant to the relatively new APOU Library. This article concludes by indicating the special challenges facing the APOU Library.     

Going to New Sources: Zines at the Vassar College Library

ABSTRACT

This conference presentation report introduces the zine collection at the Vassar College Library and describes the research and planning that went into advocating for and building the collection. The discussion addresses several key workflow factors that need to be considered when building a zine collection, including collection development, acquisitions, and cataloging. The report also shares local problems and solutions implemented at Vassar College.     

采访质量控制数学模型研究

为实现图书馆采访质量控制 ,可以建立数学模型。该模型粒度细、易操作。它对采访工作的指导作用是 :调整采访政策 ,按价值构成调整购书经费分配 ,用最少的钱购回读者最需要的文献 ,兼顾馆藏建设。公式 1。表 5。参考文献 2。     

Reorganizing collection development and acquisitions in a medium-sized academic library

The University of Dayton Roesch Library reorganized the collection development and acquisitions departments during 1995 and 1996 in order to improve the collection and make the process of acquiring materials more responsive to the needs of students and faculty. The old organization was department-based, with teaching faculty controlling most of the materials budget. The Associate Director for Technical Services coordinated the funds and supervised acquisitions staff. Perceived imbalances in the collection, student and faculty dissatisfaction with the process, and the desire for public services librarians to have greater influence in collection decisions led to a major reorganization. The new model distributes budget authority among all librarians based on subjects rather than academic departments. It empowers librarians to make purchasing and weeding decisions within their subject areas. Book and periodical acquisitions are combined into a single support unit that reports to the Coordinator and Head of Collection Management. The new organization has streamlined acquisitions processes to make ordering simpler, and the time between ordering and receipt has been shortened. The new model shifts the emphasis from process to service.     

Organization for collection development in medium-sized academic libraries

A survey of medium-sized academic libraries was conducted to ascertain their organizational structure for collection development, and its effect on the activities performed. Two survey instruments were developed, one for chief collection development officers, and one for librarians with collection development responsibilities. The study revealed that librarians defer collection development to other responsibilities and perform few of the activities they feel are desirable for collection development. Librarians in separate collection development departments were less likely to defer collection development to other activities, and performed more collection development activities than their colleagues in other types of libraries. It was recommended that a library of this size locate librarians with primary assignments in collection development in departments established for that purpose.     

What’s For Dinner? Continuing Education After the MLIS

This paper examines the current status of continuing education courses offered by American schools of Library and Information Science. Special emphasis is given to offerings for librarians working in collection development and acquisitions. Alternative mechanisms for delivering continuing education courses to the profession are discussed. A survey of 47 American schools reveals that only 8.9% of the 280 continuing education workshops fit the traditional definition of technical services. Suggestions are made as to how practitioners and educators can increase the continuing education offerings available for technical services, collection development, and acquisitions librarians.     

From budget allocation to collection development: A system for the small college library

Research has shown that faculty involvement in library collection development is directly proportional to the size of the library collection itself; specifically, as library collection size increases, faculty involvement in library collection development decreases. Conversely, the opportunity for faculty involvement in library collection development is enhanced in the small-college setting where collection development is a collaborative effort between the faculty, who serve as the counterparts of subject bibliographers in larger university settings, and librarians, who both oversee the collection development process and serve as bibliographers in general and interdisciplinary subject areas. The case study documents the collection development philosophy, selection and acquisitions policies, and accounting procedures used at the Iris Holt McEwen Library and LaRose Resources Center at Elon College in North Carolina. The interrelatedness of selection, acquisition, and accounting processes as well as the collaboration between librarians and faculty in collection development are emphasized. A time line for the collection development process is included.     

Tales From Timberline: The 2011 Acquisitions Institute at Timberline Lodge

The 2011 Acquisitions Institute at Timberline Lodge delivered a packed schedule of timely and interesting presentations on compelling topics for acquisitions and collection development librarians, publishers, and library vendors. The cozy lodge provided a perfect environment for relaxed conversation on topics such as patron-driven acquisitions, e-books, and library collaborations, while late snow flurries and a cloud cap hid Mount Hood from attendees’ eyes.     

Building an Electronic Journal Collection from the Ground Up

Summary

Providing access to electronic journals is an important issue facing all libraries. Because of a strong commitment to electronic access at Skidmore College, the procurement of electronic journals is a critical issue for their library. The process of building an electronic journal collection at Skidmore is described from the standpoints of collection development, acquisitions, cataloging, instruction, evaluation and future needs.     

Defining functional requirements for acquisitions records: Vendor metadata

Vendor records are one of the key components underpinning the acquisitions record in the integrated library system. Acquisitions and collection development practitioners increasingly need to record, access, and manipulate acquisitions vendor metadata for purposes not foreseen by the architects of current generation ILSs. The authors posit that vendor records can serve as an appropriate metaphor for the entire acquisitions record in the development of standards. The analysis of data elements and proposed grouping into fields, records, and metarecords suggests a direction for further development and enhanced functionality. The authors call on librarians, systems vendors, and materials vendors to engage in a dialog aimed at creating an accepted standard for vendor records that will meet the needs of all parties.     

Education for acquisitions: Problems at the Danish Library School

The dominant theme of this article is the interaction between collection problems as experienced by Danish libraries and the teaching the Danish Library School offers as at least a partial solution to these problems. First, a brief outline of acquisitions and collection development problems in Danish libraries is presented, with emphasis on topics like collection growth, budgetary reductions, changing user patterns, and needs for systematic evaluation and control. A characterization of the librarians' debates on acquisitions problems is also provided because it illustrates professional attitudes and different obstacles. The way in which the Library School copes with these problems is described including the integration of the subject in the curriculum and how it is treated in continuing education courses. A major focus is the content and substance of teaching, particularly the topics emphasized and the theoretical frames of reference used. The article evaluates the library School's success in meeting the needs of libraries and librarians.     

Defining functional requirements for acquisitions records: Vendor metadata

Vendor records are one of the key components underpinning the acquisitions record in the integrated library system. Acquisitions and collection development practitioners increasingly need to record, access, and manipulate acquisitions vendor metadata for purposes not foreseen by the architects of current generation ILSs. The authors posit that vendor records can serve as an appropriate metaphor for the entire acquisitions record in the development of standards. The analysis of data elements and proposed grouping into fields, records, and metarecords suggests a direction for further development and enhanced functionality. The authors call on librarians, systems vendors, and materials vendors to engage in a dialog aimed at creating an accepted standard for vendor records that will meet the needs of all parties.     

Automated acquisitions: The future of collection development

Automation of vendor files and integrated library systems are changing (a) the process of collection development, (b) the role of the collection developer, (c) the relationship between libraries and vendors, and even (d) the library's organization. By combining files in the bibliographer's workstation, paraprofessional staff can select the core collection; professionals will focus on expensive or fringe titles. Programmed or mechanical selection can replace staff decisions in acquiring the core titles. Automation may increase successful cooperative collection development and expand the responsibilities of collection developers. Professional roles will change to include more policy, preservation, evaluation, and process assignments. Collection development activities may be decentralized and combined with reference and cataloging subject groups or become part of acquisitions processing teams.     

Problems and potentials of linking acquisitions and circulation systems

Various links between acquisitions and circulation systems are possible whether manual or automated. Design considerations of such interfaces between vendor and/or in-house systems must consider record formats, linking data fields, and future demands of maintaining the interface. The greatest advantages to circulation and acquisitions functions are generally realized in the areas of transferring rather than recreating data, as well as collection development information. Benefits to other library functions and programs must also be considered in the overall development and evaluation.     

A versatile dbase III + acquisitions program at Worcester Polytechnic Institute

Many commercially available automated acquisitions packages may be too limiting in their accounting and report functions to answer the information needs of not only processing staff but faculty and higher administrative officers. Worcester Polytechnic Institute's Gordon Library developed a dBase III + system based on a microcomputer with hard disk capacity that, with the creation of a single record per item ordered, allows for totally flexible manipulation of data in a multifunctional data base. The system keeps track of complex accounts, analyzes recent acquisitions in light of collection development goals, aids in evaluation of vendor performance, produces many types of management reports, and gives the library control over steps in the acquisitions process, such as claims and status reports.