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Consortium building: From library co-operation to consortia. Julien Van Borm University of Antwerp Copeter Seminar St.-Petersburg 23 rd June 2003. Contents. Typology of library co-operation M.B.Line E.Häkli Copeter. Typology of library co-operation. - PowerPoint PPT Presentation
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Julien Van Borm
University of Antwerp
Copeter Seminar
St.-Petersburg
23rd June 2003
Consortium building: From library co-operation to consortia
Typology of library co-operation M.B.Line E.Häkli Copeter
Contents
Co-operative acquisition schemes Co-operative retention schemes Union catalogues Interlending and document supply (ILL)
Typology of library co-operation
Juli
en V
an B
orm
- U
nive
rsit
y of
Ant
wer
p -
Bel
gium
Co-operation is assumed to be good No clear purposes No looking for alternatives Lack of clarity Global aspects neglected Cost-effectiveness Looking ahead
M.B.Line: reflections
Transactions Mutuality of interest Cost-effective Access to information For the end users
M.B.Line: a definition of co-operation
Impact of ICT Decentralisation (subsidiarity) Globalisation Reduced funding for the library Less clear boundaries From barter to charging.
M.B.Line: factors effecting co-operation
Co-operation must serve a clearly defined purpose Other means of achieving the objective are to be
explored Justification of the means lies in the cost-
effectiveness Co-operation is to achieve better results Co-operation to be seen in global context Avoiding of over-planning
M.B.Line: six principles for co-operation
Juli
en V
an B
orm
- U
nive
rsit
y of
Ant
wer
p -
Bel
gium
Front office: core business of the library Back office: consortium New management for consortium
Co-operation agreement Contract Board Staff Cost accounting Control by the partners and their users
E. Häkli: the Finnish experience
Common will Common goals New organisational structure Efficient agency
E. Häkli: Four musts for a consortium
Long-term effect and benefits Standardised solutions Co-operation requires patience Not based on barter User centred approach Business-like approach Clear rules A solid executive body
E. Häkli: Conditions for success
Juli
en V
an B
orm
- U
nive
rsit
y of
Ant
wer
p -
Bel
gium
6 principles of M. Line 4 musts of E.Häkli 8 conditions for success by E.Häkli
18 tests for Copeter
The Copeter consortium confronted with M.Line and E.Häkli
Clearly defined purpose Other means of achieving the same goals Cost-effectiveness as a justification of the means Production of better results Global context Avoiding overplanning and top down planning
Copeter and the 6 principles of M. Line
Juli
en V
an B
orm
- U
nive
rsit
y of
Ant
wer
p -
Bel
gium
Jul
ien
Van
Bor
m -
Uni
vers
ity
of A
ntw
erp
- B
elgi
um
Juli
en V
an B
orm
- U
nive
rsit
y of
Ant
wer
p -
Bel
gium
ContentsJu
lien
Van
Bor
m -
Uni
vers
ity
of A
ntw
erp
- B
elgi
um
Juli
en V
an B
orm
- U
nive
rsit
y of
Ant
wer
p -
Bel
gium
Common will Common goals Organisational structure An efficient agency
Copeter and the 4 musts of E. Häkli
Long term effect Acceptance of standard solutions Acceptance of slow decision making Readiness for change Cost/benefit ratio Focussed on user needs Business-like approach Shared decision making
Copeter and the 8 conditions for successful co-operation by E. Häkli
Invitation to the second Copeter seminar April 2004
Invitation to the second Copeter seminar
St.-Petersburg
5 April 2004
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