Public libraries and the consortium purchase of electronic resources

The brief from Resource was to undertake structured interviews with library authorities and consortia in England with a view to identifying:. what works well;. what are the various management models that have been adopted;. what is problematic with respect to the management of commercial products;. what issues and concerns staff have; and. what are their views on future development and how such procurement could best be managed. Methodology The research targeted six consortia held to be representative of procurement activity in the public library sector: Central Buying Consortium (CBC), Co-East, Consortium for United Stock Purchase (CUSP), Foursite, LASH (Libraries Access Sunderland scHeme), Libraries in Partnership West Midlands (LIP WM). Five individual library authorities were also surveyed: Blackburn, Bristol, Croydon, Knowsley and Norfolk. Structured interviews were undertaken in March 2002 (the questions are given as Appendix 1). The interviews sought to determine how consortia are currently procuring hardcopy and electronic resources. First, questions sought to determine how consortia currently operate in terms of membership, decision making and personnel. Information was also elicited on activity ± the contracts in operation, and whether e-resources were included. Second, the views of consortia were sought on issues arising specifically from the procurement and Abstract This paper embodies research on the purchasing of electronic resources by public libraries. It sought to identify what works well and what is problematic with respect to the management of commercial products. Views were also sought on future development, and how procurement could best be managed. The main concerns identified were the lack of a national dimension and strategy, and of expertise in individual authorities and consortia, particularly with licences. Purchasers were felt to be reactive, not taking control of the procurement by specifying requirements. E-resources were felt to be very expensive; there was not necessarily any price advantage as a result of consortial negotiations. It was also felt that hardcopy and e-resource procurement and strategy should not be separated. Licence terms and pricing models were felt to be confusing, and the interfaces provided inappropriate. The author's thanks go to all those who responded to tight deadlines and so frankly. The author hopes, but cannot guarantee, that he has not misrepresented their views. use of e-resources ± what content was required, what technical and contractual problems were foreseen ± both now and in the future. Finally opinion was canvassed on whether there are benefits or disadvantages in divorcing the procurement of …