Reorganizing collection development and acquisitions in a medium-sized academic library

Nancy Courtney , Fred W. Jenkins
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引用次数: 7

Abstract

The University of Dayton Roesch Library reorganized the collection development and acquisitions departments during 1995 and 1996 in order to improve the collection and make the process of acquiring materials more responsive to the needs of students and faculty. The old organization was department-based, with teaching faculty controlling most of the materials budget. The Associate Director for Technical Services coordinated the funds and supervised acquisitions staff. Perceived imbalances in the collection, student and faculty dissatisfaction with the process, and the desire for public services librarians to have greater influence in collection decisions led to a major reorganization. The new model distributes budget authority among all librarians based on subjects rather than academic departments. It empowers librarians to make purchasing and weeding decisions within their subject areas. Book and periodical acquisitions are combined into a single support unit that reports to the Coordinator and Head of Collection Management. The new organization has streamlined acquisitions processes to make ordering simpler, and the time between ordering and receipt has been shortened. The new model shifts the emphasis from process to service.

中型高校图书馆馆藏开发与收购的重组
代顿-罗什大学图书馆在1995年和1996年期间重组了藏品开发和收购部门,以改进藏品,并使获取材料的过程更能满足学生和教职员工的需求。旧的组织是以系为基础的,教学人员控制着大部分的材料预算。技术事务协理主任协调资金并监督采购工作人员。人们对收藏的不平衡、学生和教职员工对收藏过程的不满,以及公共服务图书馆员希望在收藏决策中发挥更大影响力的愿望,导致了一次重大的重组。新模式将预算权力分配给所有图书馆员,基于学科而非学术部门。它使图书馆员能够在他们的学科领域内做出购买和淘汰的决定。图书和期刊采购合并为一个单一的支持单位,向协调员和收藏管理主管报告。新组织简化了采购流程,简化了订购,缩短了订购和收货之间的时间。新模型将重点从流程转移到服务。
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