Mandate for change: merging acquisitions and cataloging functions into a single workflow

In 2001, The University of Southern Mississippi (USM) Libraries cataloging and acquisition units merged to become a larger totally integrated department, renamed Bibliographic Services. Historically, acquisitions and cataloging functions were managed separately, although initial pre-order cataloging procedures were in place since late 1993. Prior to the merger in 2001, cataloging staff selected and exported MARC records in advance of the ordering functions performed exclusively by acquisitions staff. Library administrative personnel, concerned with the persistent lag time from receipt of the order card to actual receipt of the item, mandated change. After implementing new procedures and streamlining workflow, a sample analysis of productivity and fill rates for two fiscal years, before change and after, demonstrated significantly that cataloging at point of order is desirable in providing faster delivery of new materials.     

Mandate for change: merging acquisitions and cataloging functions into a single workflow

In 2001, The University of Southern Mississippi (USM) Libraries cataloging and acquisition units merged to become a larger totally integrated department, renamed Bibliographic Services. Historically, acquisitions and cataloging functions were managed separately, although initial pre-order cataloging procedures were in place since late 1993. Prior to the merger in 2001, cataloging staff selected and exported MARC records in advance of the ordering functions performed exclusively by acquisitions staff. Library administrative personnel, concerned with the persistent lag time from receipt of the order card to actual receipt of the item, mandated change. After implementing new procedures and streamlining workflow, a sample analysis of productivity and fill rates for two fiscal years, before change and after, demonstrated significantly that cataloging at point of order is desirable in providing faster delivery of new materials.     

BIP on CD-ROM,OCLC, and dBASE III + combine to improve acquisitions workflow

Books in Print Plus on CD-ROM, OCLC, and dBase III + were combined to improve acquisitions workflow. Using information downloaded from OCLC and integrating it with information downloaded from Books in Print Plus into a dBase III + file helps the library acquisitions department create an on-order database and eliminates the time-consuming task of typing book orders.     

Mergers and acquisitions in publishing, 1984–1988: Some public policy issues

Recently, foreign and U.S. corporations have purchased a significant number of U.S. publishers. If this consolidation continues, a small number of firms could dominate the publishing and information-processing industry in this nation and the world. Albert Greco outlines the pattern of mergers and acquisitions of U.S. publishing firms between 1984 and 1988; describes some theories explaining the increase in mergers and acquisitions; and examines some key public policy issues.     

2-1-1 Information services: Outcomes assessment,benefit–cost analysis,and policy issues

This study investigates policy issues surrounding the implementation and assessment of 2-1-1 information and referral services. More specifically, the study explores the benefits that users receive from 2-1-1 referral services that are distinct from the actual social assistance provided by various service agencies; what policymakers should consider when funding and implementing 2-1-1 services; and the operational structure and interagency relationships that can maximize the benefit of the referral service to both individuals and existing social service agencies. Researchers conducted an extensive literature review and case study to examine dimensions of service performance, benefit–cost, and user outcomes of 2-1-1 services. This study further identifies potential measures and protocols for developing a holistic assessment program that goes beyond the reporting of quantitative inputs and outputs associated with a 2-1-1 agency. The centerpiece of this study is the creation of a logic model that identifies benefits and costs at three different levels: the individual, organizational, and societal. In addition, the model incorporates the dimension of time in order to distinguish between short-, medium-, and long-term benefits. Thus, the model provides a basis for incremental and flexible assessment of service performance that can lead to the creation of a culture of continuous improvement and ongoing evaluation for 2-1-1 services.     

Evaluating the success of acquisitions departments: A literature review

The acquisitions department provides a vital service for the entire library process. However, methods of evaluation for the productivity of the department are rare. A review of the literature was conducted to find studies that provide objective measures for the evaluation of the acquisitions department. Several studies were found, but few have been replicated outside of the originating library. Further application of these models is needed to develop criteria for evaluation and new areas for further research in acquisitions.     

Systems thinking about acquisitions and serials issues and trends: A report on the 1993 Charleston Conference

The Charleston Conference, under the guiding light of Katina Strauch, now looks back upon a rich tradition of information-packed sessions. This report attempts to synthesize the massive data gathered at the 1993 conference in a way that will organize the issues for both those attending and those not there. The author chose the theme, systems thinking, to illustrate how interrelated many scholarly communications issues really are. Topics covered ranged from document delivery to collection assessment, from electronic data interchange to current trends in publishing. The article is presented with a thematic approach, looking at the talks from four angles: perspective, context, evaluation, and communication.     

Standing orders: considerations for acquisitions method

Even though a substantial amount of the library materials budget may be allocated for standing orders, this method of acquisition is frequently not given the same attention as those used for traditional monographs and serials. This article describes some of the differences in standing order material, including their shared characteristics with both monographs and serials. It also reviews factors that make some standing orders a good candidate for an approval plan. The article also enumerates some considerations in vendor selection decisions, regardless of which acquisitions method is used. The author concludes that it is definitely time to assess how these materials are acquired and which type of vendor is used and to make decisions that extend our purchasing power.     

Reference and PDF-manager software: complexities, support and workflow

In the past, librarians taught reference management by training library users to use established software programs such as RefWorks or EndNote. In today's environment, there is a proliferation of Web-based programs that are being used by library clientele that offer a new twist on the well-known reference management programs. Basically, these new programs are PDF-manager software (e.g., Mendeley or Papers). Librarians are faced with new questions, issues, and concerns, given the new workflows and pathways that these PDF-manager programs present. This article takes a look at some of those.     

Organizing out-of-print and replacement acquisitions for effectiveness,efficiency, and the future

The authors recommend centralization within an acquisitions department of all aspects of out-of-print (OP) work: searching, “photo ordering,” and acquiring commercially available microformats and reprints—for new acquisitions and replacements of monographs and serials, and for collection development and preservation. Centralized organization affords flexibility for surges and decreases in workload, concentrates and reinforces staff knowledge and their ability to make informed decisions and recommendations, guarantees consistent adherence to copyright regulations, and promotes timely and pragmatic choices among acquisition methods and sources of supply.This article traces the theory and history behind centralization of OP functions, using the Photo/Search Division at the University of California, Berkeley, Library as a case study. In each type of OP work, the decision-making processes are discussed, with emphasis on how the different options for OP acquisitions are interdependent. The concepts used to determining the best method of OP acquisition, and the best source of supply within each method, including applicable copyright considerations, are described in general terms—adaptable to other libraries. The conclusion discusses the outlook for OP work in the future. Appendix of OP tools and sources for OP dealers and services.     

Education for acquisitions and serials librarianship: The students' view

This study analyzes 27 student essays provided in response to examination questions on whether or not courses in acquisitions and serials should be included in the library school curriculum. The preponderance of student opinion supports a course in serials. Such a course should take a broad and integrated view of serials, encompassing serials publication and distribution, new technologies associated with serials, serials management and processing in libraries, serialsbased information services, and administrative, budget, and policy issues associated with serials. The majority of students did not support a course in acquisitions. Although recognized as an important library function, acquisitions was seen as lacking in “appropriate academic content” for the format of a three credit-hour course.     

Outsourcing,quality control,and the acquisitions professional

Outsourcing, long a presence in the library world, is increasingly seen as a way to cut technical service costs. This development has caused great insecurity among technical service librarians and frequent discussions about whether cataloging and acquisitions are threatened specializations. We argue, based on outsourcing experiences at Stanford University Libraries, that the need for experienced technical services librarians increases rather than decreases in a library that outsources some of its technical service operations. Quality control, once built into routines carried out at the clerical level, becomes a major factor for the success of the outsourced operation. This quality control component logically devolves to librarians who know how the finished product should look. We describe the quality control programs developed for monitoring a no-return approval plan and vendor-supplied cataloging.