Bas Savenije

Changes for Librarians

Developments in technology and resulting changes in user behavior are transforming both the library and publishing worlds. Founded in 1584, Utrecht University Library is older than the university it serves. Library Connect invited Bas Savenije, the university’s librarian to share his thoughts on some of the many recent changes and their implications for the library and its staff.

Bas Savenije, University Librarian, Utrecht University, Utrecht, Netherlands

The changing role of libraries

Over the past few decades developments in information technology have brought many changes to university library services and infrastructure.

The first wave of library computerization took place in the seventies. Manual back-room activities, such as acquisition, distribution and cataloguing, became computer-controlled activities. This period also saw the introduction of various electronic databases and the online public access catalogue (OPAC).

During the second wave of library computerization, which began in the nineties, the focus was on the deployment of computer networks providing access to remote electronic information. Since then, access to electronic information is no longer limited to so-called secondary information. Primary information has also become available electronically.

In this new electronic world one far-reaching consequence is the decreasing prominence of the library’s physical collection and the corresponding increase in the importance of information reference. The library is becoming a gateway, referring users to information irrespective of the location where that information is physically stored. Of course, libraries still buy books. But the number of books bought is decreasing annually, as is the number of books circulated.

With the majority of scholarly journals now electronically available, many libraries are cancelling print subscriptions in favor of electronic access. In addition, a growing number of peer-reviewed journals are available without a subscription fee as a result of the worldwide Open Access movement.

However, libraries are not restricting themselves to simply providing access. It is also their task to provide additional services. They provide search facilities enabling users to search simultaneously in journal packages from multiple publishers. They develop personal alerting systems according to profiles defined by users themselves. They select (often with the help of research groups) the relevant open access resources for each user group. They develop portals to help users search and organize information sources relevant to their work. And they give advice whenever it is needed.

In providing all of these services and working to integrate them with research and learning, libraries continue to facilitate universities’ primary processes.

Some important implications for the library

Buildings

On the one hand faculty are visiting the library building less and less frequently. In STM disciplines especially, faculty rely heavily on journals which are now electronically available. On the other hand, large numbers of students still visit the library, but their reason for doing this is no longer primarily to use its physical collection. They want to search, retrieve and process information, and they need computer facilities to do so. Consequently, the library building is becoming a learning resource center.

Back office processes and financial issues

Back office processes such as selection and acquisition are changing dramatically. To a large extent, these processes are being replaced by license negotiations. The financial aspects of licenses differ greatly from traditional subscriptions, making it necessary to develop new financial models for the distribution of costs within the university.

Where printed journals are replaced by electronic ones, the handling of documents is also changing. A rational analysis of the workflow processes involved will be necessary before libraries understand how to manage this particular change efficiently.

Competition

Out of the blue, libraries are suddenly faced with competition. Publishers are developing services directly for end users. Google has developed Google Scholar: a search engine directed towards scholarly information. However, the library’s competitive advantage remains knowledge of research and learning, and direct contacts with faculty and students. This should enable libraries to create added value around new and existing information sources in the form of services tailored to each specific target group.

Innovation

Finding themselves in a competitive environment, libraries are encouraged to innovate outside traditional library functions to maintain their competitive advantage. A good example of this is the creation of institutional repositories: archives of universities’ research output, collected and preserved by the library and made accessible through university websites. A number of libraries are also developing services to enable their faculty to publish online without using the services of traditional publishers.

Innovative projects such as these place increased demands on technical infrastructure. Libraries are making use of a growing number of systems beyond those traditionally used by the library.

Changing demands on library staff

Service staff now find themselves confronted by a growing demand for help with the use of computers: technical questions, questions about interfaces, but also questions concerning the search for information.

Libraries used to be collection-driven. In past decades they have become more and more driven by demand, but as library use becomes more and more interactive, libraries must take into account the demands of individual users. This requires a different attitude and many libraries are organizing training sessions or workshops to help their staff meet these new demands.

Information specialists and subject librarians now have to behave like account managers. They should possess a thorough knowledge of their target groups and their demands, and maintain a network of faculty members valuable for the library.

In the back office the need for library staff in cataloguing and document handling is somewhat decreasing. The handling of electronic resources is relatively less intensive, but also less routine and, especially with new licenses, rather complicated.

Increasing demand is also placed on IT staff: to manage library systems and also for new developments. Libraries often use open source software (for repositories, for example), nevertheless this still calls for devoted IT staff.

Changes in the role of the librarian

As the library is constantly changing, a different kind of manager is needed: one who is able to both create and implement change. Financial expertise also becomes more important.

Not only because of the different licensing agreements, but also as a consequence of decreasing budgets. Management information and benchmarking are becoming important issues for the library.

In summary, one might say that while the library may need less staff in the back office, there is also a general need for staff with higher qualifications: user-driven, IT knowledge, knowledge of the university, knowledge of where the library is going. Stronger management skills for managers and department heads are also needed.

And all this knowledge should be kept up to date. Last but not least, library staff need to be more flexible than in the past. Libraries were once a stable working environment. Now the only thing one can be sure of is that the library will keep on changing.

About Utrecht University Library

Utrecht University Library (UBU), founded in 1584, is an umbrella organization of Utrecht University Libraries. Part of the library is situated in the centre of Utrecht, part at De Uithof campus site.

The UBU collection is very varied, in line with the wide range of courses and research projects organized by the university. It contains approximately 4.5 million books and journal volumes.

In addition, UBU provides access to an increasing amount of electronic information, including about 7,000 periodicals available in full text.

 www.library.uu.nl

Explore More

About the role of university libraries in publishing:

Savenije, J.S.M., & Smith, J. (2003). Towards new models in academic publishing. Proceedings of the 11th Bobcatsss Symposium. Information Policy and the European Union. Hogeschool van Amsterdam, Nicolaus Copernicus University Torun, 209-220.
  www.library.uu.nl/staff/savenije/publicaties/bobcatsss.htm

About SPARC:

Savenije, J.S.M. (2004). The SPARC initiative: A catalyst for change. LIBER Quarterly, 14 (3/4), 412-439.
  www.library.uu.nl/staff/savenije/publicaties/ticer2004.htm

About the structure and reorganization of complex, hybrid libraries:

Savenije, J.S.M. (2002). An organisational model for university libraries in transition.  LIBER Quarterly, 12, 245 - 259.
  www.library.uu.nl/staff/savenije/publicaties/organisationalmodel.htm

About changes in library services:

Savenije, J.S.M., & Grygierczyk, N.J. (2001). Libraries without resources: Towards personal collections. Collection Building, 20, (1).
  www.library.uu.nl/staff/savenije/publicaties/jerusalem.htm

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In 2003, Bas Savenije co-authored the following article charting development of a cost/benefit financial model for academic libraries transitioning to a digital environment:

Kollöffel, J., Kaandorp, A, et al. (2005). Developing a cost/benefit financial model for hybrid libraries. Serials, 16 (1), 41-49.