Mercer University Libraries PatronDriven Acquisitions Implementing a transferable

Mercer University Libraries Patron-Driven Acquisitions: Implementing a transferable, sustainable model

What it is: Overview of Mercer’s PDA Model

What is Mercer’s PDA Model? • A method of purchasing Library materials on demand rather than through traditional methods • It relies upon the subject expertise of faculty and needs of students 3

What is Mercer’s PDA Model? • Built upon electronic resources as the standard medium, and print only if electronic is unavailable. • An electronic collection is always accessible, and never needs to be weeded, shelved, or shelf-read 4

What is Mercer’s PDA Model? • It is no longer a guessing game: no more preemptive buying of what Librarians think patrons want • The library does not need to conform to antiquated Collection Development traditions: i. e. , buying only supplemental materials (approval plans, etc. ) rather than needed required texts 5

What is Mercer’s PDA Model? • It is largely cloud-based rather than geophysical-centric • A model that can withstand building closures • A model that ensures equal access for students in multiple locations 6

Why it is needed

8 Why Mercer’s PDA Model? • We live in the 21 st century • Many libraries are trapped in the 20 th century • We need to get out of the “ 20 th Century” Library rut

Why: To get out the “ 20 th Century Rut” • Think about all of your students, not just the ones living/studying on your physical campus • The “no-textbook” policy and approval plans: why these do not make sense for a 21 st century library • The Library of the 21 st century is defined differently and thus our “library philosophy” is defined differently 9

Why: To get out the “ 20 th Century Rut” • Libraries are the promoter/bridge between these two philosophies, and the PDA is a great way to invite the university community in • Understand that many of today’s students think “cloud-based” first and print second, but many (not all) faculty seem to preach the opposite 10

Why: Sustainability Budget Sustainability • Twentieth-century budgets are based on “inperson” libraries and the idea of “books on the stacks” • Some administrators can see the “lack of students inside of the building” as a reason to cut funding 11

Why: Sustainability Budget Sustainability • Making a case for cloud-based resources (which do not require “stacks”) is a good way to keep budgets intact and even to increase them. • Example: the Mercer Libraries success during the Covid-19 closure as an argument for more funding. 12

Why: Sustainability Budget Sustainability • Moving away from Approval plans releases funds for electronic purchases and on-demand print (if needed) • Moving away from expensive standing orders releases funds (with some exceptions, such as series, etc. ) 13

Why: Sustainability Policy/Resource Sustainability • The “forest from the trees” mentality can be improved: i. e. Collections “committees” • Allows the Library to say “yes” to faculty, more often than “no” – e. g. , Mercer’s Townsend School of Music • Not much discussion for purchasing is needed in a PDA model (with some rare exceptions) 14

Why: Sustainability Reputation Sustainability • Twentieth century weeding policies based on “circulation” numbers can damage a library’s legacy • Switching to electronic-first and need-based purchasing reduces need for space, hence weeding, hence anger from the community, etc. (not all weeding is bad!) • Example: Mercer library weeding • Example: A story about weeding and legacy 15

Why: Assists your institution with Accreditation • Accreditors look for assurances that resources will be accessible/purchased in particular areas • Accreditors look for library awareness and knowledge of subject areas, and having a good PDA plan is 90% of that task • Accreditors notice if Library collections reflect faculty research and teaching • Example: Mercer’s School of Engineering Accreditation visit 16

Why: Helps better promote diversity in collections • PDA gives all persons in the university community the ability to request resources • This will ultimately lead to a more diverse collection, because previously underrepresented voices can be heard and heeded through the acquisitions process 17

Why: Creates Potential for better follow-through for leading-edge resource requests • “The Library never follows-through on ideas” – quote from a Dean colleague • Example: VR/Coherent digital resources 18

How can it be done? Implementing a Sustainable Model: Several Suggestions/Possibilities/Avenues

How: Implementation Receive buy-in from the highest levels of the university/institution • Academic Dean, Provost, President, etc. • Explain every aspect of the strategy to your boss, ad nauseum, and utilize statistics, trends, and other evidence 20

How: Implementation Create and Champion the Vision within your Library Team • Inspire your team(s) to champion the model within their reporting structures or spheres of influence • Library Services should be built upon excellent customer service: the PDA model embodies this philosophy 21

How: Implementation Create and Champion a Vision to students • Students will still be able to access resources even if they cannot “come to the library” • Why? Because the “library” is no longer limited to geophysical space. • Students can receive research assistance and access to resources 24/7 – “Virtual Librarian” • Electronic textbooks mean free textbooks for students 22

How: Implementation Creating and Championing a Vision to faculty • First you may need to educate faculty: help some faculty understand the difference between a multi-use, cloud-based e. Book available from a library database vs. a Kindle, website, etc. 23

How: Implementation Creating and Championing a Vision to faculty • Even if some faculty understand the concept, you may need to explain/sell the importance of cloud-based resources for students today: remember, you are the expert • • Example: “Preference” vs. necessity: it is about the students Encourage faculty (and their deans) to send their syllabi to the Library so that textbooks can be purchased electronically (if available) and in print if necessary 24

How: Implementation Creating and Championing a Vision to faculty • Follow through on requests (whether in print or electronic) and try to say “yes” as much as possible. • If the answer is no, then give a solid, understandable reason why, i. e. single-use costs vs. multi-use costs, etc. 25

How: Implementation Create and Champion a Vision to faculty • Be consistent in your messaging: • Always point faculty to the “suggest a book” link on the library webpage, or to the acquisitions email address (create one if necessary) • Or send people/requests to the designated Acquisitions team: in our case, the ERL team 26

How: Implementation Creative Budgeting • Take advantage of consortia involving state or larger universities, and be willing to pay the annual fees for membership (again, “forest from the trees”) • Example: Galileo and AMPALS 27

How: Implementation Creative Budgeting • University libraries can work with development offices to restructure gifts/restricted funds to allow for patrondriven purchasing • Example: the Medema fund • Example: the Tarver Book fund 28

How: Implementation Re-envisioning Library Space • Less print books means less need for shelving • Re-think the extras physical space to accommodate 21 st century library users • Example: Swilley and Tarver Libraries 24/7 spaces 29

How: Possible implications of Implementation It may mean Restructuring • Example: The Mercer “Library” vs. the Mercer Libraries • Creation of the Electronic Resources Library (ERL) 30

Questions/Comments Patron-Driven Acquisitions: Implementing a transferable, sustainable model