2 Planning, creating, managing and sustaining a successful library consortium. TEMPUS workshopNovember 2011Algiers
3 Some Things You Will Learn Why consortia are importantHow to get organized: strategy, membership, and governancedefining mission, vision, values, goals and objectivesdefining types of libraries that qualify for membershipdeciding the most appropriate governance modelHow to decide which programs and services the consortium should (or should not) provideHow to fund the consortium and ensure its sustainabilityHow to market to and communicate with your members and other stake-holdersHow to assess the value the consortium provides to its members and the success of the consortium
4 OVERVIEW: Day 1 Morning Afternoon Introduction to the ‘consortium’ WG I: The situation in AlgeriaAfternoonPlanning the consortiumDefining Mission, Vision and ValuesEstablishing the GovernanceDefining Program Definition and Service DeliveryWG II: Planning and managing the Algerian consortium
5 OVERVIEW: Day 2 Morning Membership structure Funding and Budgeting WG III: Members and budget for the Algerian consortiumMarketing and AdvocacyExamples from EIFL consortiaPlanning of next steps
6 Section 1: What is a consortium, what are the benefits, challenges and impact of working in a consortium.
7 What is a library consortium? A library consortium is a group of libraries that work together to achieve common goals. Consortia provide library users through their member libraries with cost-effective, essential electronic collections and services. As a proven model in countries around the globe, consortia enable libraries to provide services that they could not provide on their own, and to share expertise and best practice amongst its members.
8 Characteristics of successful consortia Committed membershipConsensus on joint programmes and servicesCost effective operationsSustainable fundingAdequate staffingEffective governance structure and processesGood communications
9 Challenges of creating a consortia Libraries may fear losing some of their autonomy or flexibilityDecision-making may be slowerIndividual libraries may have to do more work on behalf of the consortiumNot all members may be willing to contribute equally in terms of time or funding
10 The consortium adds value for the users The consortium shouldFoster cooperation among members and reduce redundant efforts, thereby increasing efficiency and effectiveness of librariesBuild upon and expand the resources, services and competencies of individual membersStrengthen advocacy for modern librariesHave costs for membership that are reasonable, predictable and sustainable, and decrease costs as more libraries participate
11 More benefits…Enables members to do more things more effectively and economically together than they could do on their own.Significant reduction in the cost of access to e-resourcesStronger ability to negotiate favourable terms and conditions of use of e-resourcesJoing expansion of services and resourcesSharing of staff skills and expertise to strengthen library performanceJoint promotion of cost effective, customer driven services
12 WORKING GROUPS I Appoint chair and rapporteur THE SITUATION IN ALGERIAExisting collaboration and resource sharingBarriers to cooperationEnvironmental scan and SWOTList of key stakeholdersAppoint chair and rapporteurReport back main points and conclusions
13 Environmental Scan Assess Trends and Changes in: Society Economy TechnologyInformation ContentEducation
14 Environmental Scanning Tools External researchPublicationsWeb reports, podcasts, etc.Market analysis of stakeholdersSurveysFocus GroupsNetworking with others in the professionSWOT analysisScenario planning
15 SWOT Analysis An organizational compass that defines Strenghts, Weaknesses, Opportunities, ThreatsPurpose, for your consortium,to collect perspectives about the future consortium and its prospects for successto assess organizational core competenciesto identify and minimize weaknesses and threatsto build on strengths and define opportunitiesto look at leadership, trends, costs, pricing, etc. that provide the opportunity for success
16 SWOT Strengths and Weaknesses Opportunities and Threats Internally Driven Issues:Strengths and WeaknessesHuman resourcesManagementFundingProgrammes and ServicesDemographic forcesEconomic forcesTechnological changesCultural & social changesExternally Driven Issues:Opportunities and Threats
17 Examples Question: #1 Strength of every organization? Strengths What does your consortium do best?How do current services relate to the emerging needs of your members?Can the strengths be quantified and compared?WeaknessesIn what areas do you lack resources or competence to be effective?How critical are these areas to the needs of your members?Can changes be made readily? If not, what are the consequences?It is a given in every organization upon which everyone will agree is the number 1 strength is “our people”
19 ELCA Electronic Library Consortium of Armenia Established n (grant from OSI); 48 membersIn 2011, 44 members– Research institutions – 22– Public libraries – 16– Universities – 6
20 CARLIGH Consortium of Academic and Research Libraries in Ghana Established in 2004, 7 member librariesIn 2011, 27 member libraries
21 EULC Egyptian Universities Libraries Consortium (EULC) Established in 2005, 12 governmental Universities and the American University in Cairo (AUC)In 2011, 19 governmental universities besides other academic and educational institutions
22 LELICO Lesotho Library Consortium Established in 2004, 9 member librariesIn 2011, 14 member librariesActive persons are appointed coordinators
23 LMBA Lithuanian research library consortium http://www.lmba.lt/ Established in 2001, 23 librariesIn 2011, 46 librariesGoverning structureThe General Stakeholders Meeting; 2 x a yearElected President and the Board (7 members)The management bodies of the Association are the General Stakeholders Meeting, the Council and the President of the Association.As a main aim for establishment of the organization was database subscription, licencing and fund raising. The competences from all academic libraries were joint togetherNext meeting is at 22 February
24 NEICON National Electronic Information Consortium (Russia) Established in 2002, 113 membersIn 2011, 670 member institutions in cities
25 Section 2: Planning to establish the Consortium
26 Considerations when forming a consortium Consortium GovernanceThe Strategic PlanMembership StructureProgram Definition and Service DeliveryFunding and BudgetingMarketing and AdvocacyOperations Management
27 Important Questions in the planning phase What is the consortium’s mission, vision and values?What should be the governance structure?What are the joint programme and service areas?AND: …who will organize, manage, and do the work in setting up the consortium…?
28 Getting Started Conducting a planning meeting Organize a general meetingDetermine governance structureElect officersCreate governance documentsBylawsIncorporationMoUs
29 Getting started: Step 1 Conducting the planning meeting Prepare a short (one paragraph) statement of desired outcomes for the meetingCreate a brief agendaKeep the “initial planning committee” group relatively small8-10 key leaders in the country to participate (preferably in-person)Determine meeting logisticsSet the date, time and location of the first meetingDecide meeting invitation listSUGGESTED ADDITIONAL READING: Library Strategic Planning Toolkit, Section 4 (Meeting Arrangements) – much of the same information for organizing a strategic planning session applies equally to the logistics of the organizational meeting of the consortium
30 Getting started: Step 2 Outcomes of planning meeting Define the key purposes of the consortiumDefine the targeted membership (e.g., academic libraries, public libraries, all libraries?)Agree upon the consortium’s mission and valueCreate a list of key action items andIdentify organizing leaders and their roles *Assign tasks for every attendee to accomplish before the next meetingDetermine how leaders will share information between meetings (e.g., Google Docs, listservs)Set date & place for general meeting* Make sure that you don’t “solidify” the leadership roles too early. As you look to expand the membership, you will want to make sure to include other qualified and interested people, rather than have them feel excluded or under-valued
31 Convene a meeting for all potential consortium members Time to build consensus and momentumExpand attendee list beyond the initial organizers to include all potential interested partiesCreate meeting agendaProvide summary of results from planning meetingConsortium mission, vision and valuePreliminary leadershipDecide next steps, timeframe, assignments, communicationsAgree who will convene / host the next meetingSUGGESTED ADDITIONAL READING: Library Strategic Planning Toolkit, Section 4 (Meeting Arrangements) – much of the same information for organizing a strategic planning session applies equally to the logistics of the organizational meeting of the consortiumHANDOUT – example agenda
32 General Meeting Agenda Explain the potential benefits of a consortiumProvide an overview of the results of the planning meetingDetermine if there is potential agreement uponthe missionmembershippotential consortium programmes and servicesSelect planning committee and chair
33 After the General Meeting: Checklist of Next Steps Create a list of potential stakeholders and contact themAsk for a statement to affirm interest of attendeesCirculate mission statement for general membership approvalDefine the roles and responsibilities of leadershipCreate tentative list of prioritiesSend meeting summary to all attendeesDefine communications methods
37 Strategic Planning Resources The following are available at no charge to EIFL members from the EIFL “members only” web site:EIFL Strategic Planning Tip SheetHirshon and SpohnLibrary Strategic Planning Toolkit
38 Strategic Planning: What it Does Assesses core competencies, and strengths, weaknesses, opportunities and threatsArticulates the mission, purpose, goals, and objectivesDevelops creative programme strategies to achieve the organizational objectivesIdentifies the human and fiscal resources necessary to achieve the preferred outcomesMeasures the extent to which an organization is achieving its goalsQuestions underlying assumptions so the organization can be nimble to respond to a constantly changing environment
39 Bear in Mind …A strategic plan does not constrain a library from seizing unanticipated opportunities that may ariseStrategic planning is a process, not just the resulting plan. The right decision reached through a bad process can lead to poor implementation or lack of support.
40 Mission StatementEstablishes the purpose of the organization: why does it exist?GoalsSpecific “wildly important actions” to achieve the mission and vision, and to stretch the organizationVision StatementBrief, practical, forward-looking statement of desired outcomes: what will we look like in 5 years?ObjectivesSpecific steps to achieve the goals successfully over the term of the planValuesCore shared beliefs: what drives our people and organization?ActionsSpecific actions toimplement the objectives
42 MissionEstablishes the overarching purpose of the entire organization Why does the organization exist? What needs of its clients does the organization serve?
43 Mission Examples Make it memorable! Focus on what you want toaccomplish, not howFuture orientedConcise: one sentence or lessIt doesn’t have to be a sentenceThe shorter the betterLYRASISCollaboration, creative solutions, and leadership for librariesExamplesTo connect people and information at the university and beyondTo advance learning and research as the intellectual, cultural and social center for information discovery
44 Vision Make it memorable! Example LYRASIS: Great libraries. Strong communities. Innovative answers.VisionBrief, practical, forward-looking statement of desired outcomesWhat will the organization look like in 5 years?Make it memorable!LYRASISGreat libraries.Strong communities.Innovative answers.ExampleThe Library will actively partner to create services for on-campus and distance learners through:Intuitive accessMobile servicesEngaging and enjoyable learning experiencesVibrant facilities for study and research
45 Values Articulates core shared beliefs Describes the organizational culture that will guide the execution of the plansDefines the cultural norms within which individual staff are expected to act
46 Values Not a generic list nor a laundry list Keep it short and make it meaningfulLength: 5-8 words or brief statementsExampleCreate a welcoming environmentDeliver excellent serviceAgile and driven to actForward thinking and adaptableEncourage intellectual curiosityExampleOpenFlexibleResourcefulResponsive
47 Goals Defines key areas and desired outcomes Specific, measurable and time sensitiveSeparates program and internal goalsStretches, not breaks, the organizationNo more than 5 goalsExamplesTransform the library into an information literacy and discovery center to ensure student successAdvocate for the information needs of our user communityBuild a virtual library that is convenient, innovative and intuitiveCreate unique digital collections with global reach.
48 ObjectivesMeasurable and specific actions to be taken to achieve the goals successfully over the term of the planArticulate multi-year objectives that relate to each goalLimit the number of consortium-wide objectivesObjectives provide the foundation for annual operating plans and business plans
50 Objectives: ExamplesCreate and implement a comprehensive e-book strategyProvide a Google-like search experience for library users with one search box.Implement access to services and resources via mobile devices.Increase engagement with distance learners using social media.Partner with faculty and students to create a more interactive information literacy experienceForge a campus-wide partnership to redesign the library facilities to meet the needs of today’s clients, employing flexible, ergonomic and inviting designs, modern technologies to support learning and rich media presentations, and collaborative and presentation spaces
51 Performance Indicators Performance Indicators forthe Strategic MissionMission StatementPurposeAudienceMethodsOutcomesThe library provides information …for faculty and students of the university …through electronic and print resources …to enable our clients to meet their research and learning needsPerformance IndicatorsNumber of searches performed using e-resourcesUse of facilities for research, group and individual study, determined through random countsInvolvement of faculty and students presenting their research results based upon library resourcesClient responses re: lessons learned and quality of research or learning enhanced by libraryAdapted from: Butler, L. The Nonprofit Dashboard: A Tool for Tracking Progress (BoardSource, 2007)
52 The Seven Deadly Sins of Strategic Planning Failure to plan effectively: no plans or taking too longFailure to investigate environmental changesFailure of vision: too little innovation/stretch, too many sacred cows, or too much blue skyFailure to focus and execute plans: too little attention to implementation or reallocation resourcesFailure to be agile and respond to unanticipated changesToo much hierarchy & bureaucracy, too little empowermentFailure to establish accountability (group & individual)Failure to assess against meaningful success metricsbut
54 Strategic Planning: Follow-Up Annually review all programs and services against the success metrics of the strategic and operating plansBased upon this review, determine whether to continue, modify, or eliminate each existing program and serviceEvery three years, begin a new strategic planning cycle.
55 CARLIGH Strategic planning Marketing – librariansAdvocacy – institutional heads & fundersFund raising – investmentsGood communication – with members and non-members
56 ELCA Strategic planning ELCA managerial aspects need improvementsCreate a more active board.Financial reporting must be more transparent.Better promotion of resources, awareness raising, skills developmentYearly planning for various meetings and trainingsActivate Web presence with newsAUA is maintaining the mailing list of elCA members.ELCA web site is reconstructed.Fund raising. Close cooperation with State Agencies
57 EULC Strategic planning They have a strategic plan for the coming 5 years.The plan is part of the master plan of the ministry of higher education and scientific research for information technology and communication.It is among the ministry’s documents and EULC participated in developing it.
58 LMBA Strategic planning The Statute of Lithuanian Research Library ConsortiumStrategic activities areFund raisingSubscription to electronic databasesPreparation and implementation of advanced technology and innovative projects in the librariesImportant activities: OA, IPIncrease membership (there are few college and research institute libraries not yet members)Future: continue EU funded project until 2015> -advocacy, promotion, fund raising, good communications etc
61 Organizational Structure If the consortium will be an independent organization, prepare bylaws, articles of incorporation, and register the consortium as a legal entity.If (for the time being) the consortium cannot be an independent legal entity, create a memorandum of understanding between the consortium and members to clarify roles and responsibilitiesDefine your form of governance, including whether you will have a board of directors, and whether you will be: an formal independent incorporation (e.g., an NGO)sponsored by a host organization (e.g., a lead university or government ministryan informal organization with no established homeNote: it is common for a consortium to begin informally or initially to be sponsored by a host organization, and to formalize or incorporate at a later stage of development. Laws and statutes within an individual country may also affect whether a country consortium can become a formal NGO
62 Board, director, staffing If your consortium has a board, what is the composition of that boardDetermine who will be the officers or leaders, their roles, and their terms of officeDetermine if any staffing will be hired. (Note: it is common to start the consortium with only volunteer staff)
63 Staffing Volunteer or paid? Options: Consortium members pay membership feeMain funding agency (eg ministry) allocates budget for consortium operationConsortium office is hosted by 1 institutionConsortium tasks are distributed to all the members, depending on where the expertise isConsortium fund-raises for its running costs
64 Committee StructureIdentify a minimum number of standing committees to ensure effective ongoing program and consortium management.For example e-resources committeeFund-raising committee…
65 Ongoing Governance Issues Develop a calendar of recurring Board activities.Implement annual board nomination processes and election proceduresConduct regular general membership meetings (at least annually, if possible).Determine whether the consortium should migrate its governance model to become an independent incorporation (NGO) or otherwise changing its governance model.Assessing Board effectivenessAssessing consortium effectiveness
66 GovernanceSimplest: informal organization - letter of agreement or memorandum of understandingMore sustainable: legal incorporation - open a bank account, sign contracts etcYour governance depends on your membership base and sizeGood practice:Clear and agreed consortium policy and programsClear decision making structure - board, president..Continuous communication
67 ELCA Governance ELCA is governed by a Board, consisting of 17 members Downloads of EIFL resources: Y2009/7920; Y2010/6821; Ratio of downloads to HE students for Y2010 =0.06
68 ELCA Staff4 paid staff members (director, accountant, technical manager, licensing /from Jan. 2011/).EIFL coordinators: IP, OA, FOSS are volunteers
69 CARLIGH Governance 3-tier Appointed advisory Board Governing Board (Representatives from institutions)Elected Management Committee
70 CARLIGH Staff Staff: No full time staff now but 4 voluntary workers EIFL coordinators integration in consortia activities; report activities to the Chair of the Management Committee who informs the members or directly to members at our meetings
71 LMBA Governance The General Stakeholders Meeting; 2 x a year Elected President and the Board (7 members)The management bodies of the Association are the General Stakeholders Meeting, the Council and the President of the Association.As a main aim for establishment of the organization was database subscription, licencing and fund raising. The competences from all academic libraries were joint togetherNext meeting is at 22 February
72 LMBA Staff Regular staff Head of administration (part-time)Databases administrator (full-time); vacant during the EU projectBook-keeper (part-time)Manager of public tender procedures (part-time)Grant-funded, EU project staff: 9 (4 full-time, 5 part-time)Volunteers from the member librariesEIFL coordinators (country, OA, IP, FOSS)There are 4 people staff at the consortium, only one work as fulltimeSince 2009 when we started EU structural fund there are 9 people staffAll EIFL coordinators work on a volunteer base. EIFL coordinators is Consortium head of administration as well. Other work as the librarians at the academic libraries. The weakest area until now was FOSS, but since 2010 we have new FOSS coordinators
73 NEICON GovernanceNon-commercial partnership: Board of Founders (5), Executive Director
74 NEICON Staff 25 paid staff and 5 unpaid stuff Executive director 2 deputy directors (resource managers)Resource manager (part-time)Office IT personLibrary tech support personPeople responsibles for docflowAccountantsBoard of 5 experts – unpaidEIFL coordinators: country, IP, FOSS, OA
75 EULC GovernanceEULC is one of the ministry of Higher education official units, under the supervision of the Supreme Council of Universities (SCU). The SCU is the main body for higher education services and facilities such as certificate equalization, curricula accreditation, IT infrastructure and services provider and facilitator. The EULC include all the governmental universities in Egypt as members forced by SCU agreements.It also cover private universities forced by loose agreements.
78 Programmes and Services The menu of programme areas must be consistent with the mission and goals of the consortiumNeed to define specific actions required to achieve the organizational mission and goalsExamples:marketing and user training program (to ensure take-up of e-resources)training for librarians (for effective e-resource sharing and management)digitisation of local content held by consortium members (….. for preservation…)
79 Program and ServicesConduct a needs analysis to determine what you will doDefine and prioritize services and programmes
80 Needs AnalysisConduct a needs analysis (e.g., through electronic or telephone surveys, focus groups, online discussions) to identify member’s primary areas of need and opportunities for the consortium to meet those needs.
81 Define and prioritize services and programmes Define and place in priority order the initial programmes and services that will provide consortium members with the most valuelicense e-resourceseducational workshopsunion cataloguedigitizationinstitutional repositoriestechnology supportintellectual property advocacyEtc….The consortium may want to start small with just one or two programmes and then expand later
82 Adding Services Over Time: OhioLInk Off-siteDigital Media CenterImages, data,audio, videoOn-siteE-JournalCenterElectronic JournalsVendor imagesEbscoDatabasesVendor videosInst. imagesOn-Site Central CatalogChatReferenceInst. AVOLinksE- Theses& Diss.On-siteE-books &full textliteratureSubjectClustersISI WoSvendor systemsWeb DB’sE-books:vendorsystemsReference& ResearchDatabasesJournalCitationDB’sElectronicBooksSource: Tom Sanville, OhioLINK
83 ELCA Activities: FOSSKOHA FOSS is in use in American University of Armenia.Evergreen, ePrints, Greenstone, Drupal are in use in NAS libraries.The library of the Gitelik University will implement OpenBiblioGreenstone to be implemented in the resource centre of VivaCell (telecommunication service provider)
84 ELCA Activities: licensing 2003, provided access only to EBSCO.2011, provides access to EBSCO, Oxford English Dictionary, Oxford Reference Online, BioOneMinistry of Culture is paid for subscription to EBSCO, INTEGRUM2011. Ministry of Education and Science has paid for one year subscription to Springer. Beneficiaries are; libraries, Universities, research institutions all over Armenia.3 month trail for Science Direct and Scopus.ELCA letter to University rectors has sent. Reaction is weak
85 ELCA Activities: IPClose cooperation with Armenian Intellectual Property Agency (AIPA)National Copyright Law will be discussed in the Parliament. AIPA will amend Limitations & Exceptions for libraries based on ‘EIFL-IP Draft Law on Copyright Including Model E&L for Libraries and Consumers’Armenian IP coordinator has presented 'Copyright for Librarians' curriculum. Training sessions on awareness and advocacy are conducted
86 ELCA Activities: OAThird Armenian scientific journal 'Proceedings of National Academy of Sciences: Mechanics' is registered in DOAJ (07 Feb. 2011).Presentations on OAState Linguistic University will implement ePrints (the library director is a 2nd year student in ISEC LIS).Failure: absence of Institutional Repositories; (Highest Qualifying Committee is rejecting e-publications as research work for doctoral dissertations.)
87 CARLIGH Activities A secretariat – meeting place Voluntary staff –with honorariumServices offeredaccess to e-resourcecapacity buildingConsultancy services to public for income generationtechnical and other support to members
88 EULC Priority projects Digital Library Consortia (The Egyptian University Digital Library) — provides access to the international e-resources including citations, abstracts and full text database; E- journals, books, transactions and engineering standardsThe Electronic Theses and Dissertation Database (The Egyptian Database for Thesis and Dissertation) — The goal is to build a national database for ETDs from the Egyptian universities; a taskforce for ETD metadata standardElectronic Publication: An open access initiative for publishing Arabic academic journals through the Egyptian university libraries portal.
89 EULC Priority projects Egyptian University Libraries Automation (The Egyptian Union Catalog for Academic and Research Libraries) — The goal is to automate the Egyptian universities’ libraries, (EUL) through building a union catalog.Future Library System Development (Future Library Management System)— The ICTC in EL-Mansoura and EL- Zagazig Universities have built and implemented a library automation system. The EULC cooperates with the ICTC. The goals is to standardize the system to cope with the international standards of library automated system and to generalize it in the automation of the EULC.Learn more :
90 LELICO Activities Joint subscriptions have not been done Libraries subscribe individually (this is both a success and not so much a success)No common Integrated Library SystemRate of usage of e-resources has increased
92 LELICO Activities Training workshops are successful GREENSTONE coordinators have become sub-regional trainers, IP plus FOSS coordinatorsAcademics attend OA UNESCO workshop in RSAParticipate in INASP/Peri programmes
93 NEICON Activities Negotiations and licensing Technical support: all resource administration workAccounting: money transfer, reports to fiscal bodiesPaper work: auctions, tendersFundraising: contacts with MinistriesAdvocacy: users, libraries, university cancellors, Ministry officers and Minister
94 NEICON ActivitiesFree trainings and conferences: trainings and 2 conferences annuallyFree trials: annuallyOnline client database: registration, applications, expertise, trials, surveysTraining Center – now suspendedNational Repository – unsuccessful so farOnline Bibliometrics Module – very slow progress
96 Identify what Technology is needed Identify the costs and options for technology necessary to support the core functions of the consortium, including consortium communications and service delivery (e.g., servers for the consortium web site, social networking functions), or any consortium- provided services for members, such as institutional repositories or library catalogue.
97 TechnologyEnsure stable systems and evaluate and upgrade, where applicable
98 TechnologyProgramme Delivery. If the consortium is providing members with any direct technology services, ensure that all systems are running effectively, and that all users are fully trained on how to use the system. If upgrades are required, assess the costs involved, issue requests-for-proposals (if appropriate), and begin to implement systems.Internal Infrastructure. Evaluate what upgrades may be necessary to the internal infrastructure (e.g., to communicate with members) to ensure that it is sufficiently robust to ensure effective service delivery and communication.
99 WORKING GROUP II Appoint chair and rapporteur CREATING THE CONSORTIUMHow will the planning be handled? Roles and responsibilities – who does what?What will be the mission of the consortium?What are possible governance models?Which joint programmes and services can and should be put into place?Appoint chair and rapporteurReport back on mission statement and programmes.
101 Membership issues 1Advantages and disadvantages of different membership typesSingle type (e.g. academic only)Multi-type (colleges, special, public libraries…)Finalize which types of libraries will qualify to be consortium members (e.g., academic, public, research institutes, special libraries) Create formal membership categories, qualifications and expectations for membership.
102 Membership issues 2Once you have defined your mission and goals, you know what types of members the consortium should have (or you can start the other way around…)The funding also defines the membershipRegional or government agencyVolunteer organizationIndependent NGO with external fundingThe membership size is to be consideredStart small and grow organicallyStart with all potentially interested
103 Membership: annual review Annually review membership retention rate as a measure of member satisfaction, and membership categories and pricing to determine if adjustments are necessary for the next fiscal year.
105 Metrics: Information Sources At least once every two years, conduct a membership survey (and/or focus groups) to:determine membership needs and satisfaction with consortium servicesgenerate ideas for future programs to meet the future needs of membersaccelerate the speed of development and momentum of the consortium
106 Employ metricsEmploy the success metrics that are described in the strategic planning tip sheet. These metrics are important to monitor the level of progress of your consortium. Publicize programs and services that achieved significant success. Where success has not been achieved, determine if there was a particular factor that impeded success, or whether the lack of success was caused by any intentional changes in the consortium’s strategic plans.
107 Hold regular meetingsHold meetings regularly (either in-person or virtually) with members to ensure they are aware of all services that are available from the consortium.
108 Follow up with members regularly For consortium services that are being under-utilized, conduct telephone, or other surveys or interviews to determine the cause. Determine whether members need more information about the service or whether the service is no longer valued and can be discontinued.
109 Stay in contact with members Create a regular stream of communications with members through meetings, electronic communications, newsletters, etc.
111 Funding and Budgeting Revenue and funding structures Budgeting and financial management
112 Identify funding needs Identify the short-term and long-term funding needs of the consortium (e.g., meeting expenses, travel, consultants, staff, technology, communications), establish spending priorities, and determine which needs could be funded over a multi-year period.
113 Funding and Sustainability Costs to be covered:Operating costs (staff, technology etc)External costs (eg licenses, program activities)Marketing to and training of staff and usersCommunications: travel, meetings, websiteGood practice:Charges should not be an obstacle to membershipMembers must receive good return on their investment
114 Funding Sources for Operations There are many different models in eIFL:Funding by one funder eg ministryFunding by hosting institution (operational cost)Membership contributionsUsually an annual charge for participation in consortiumSupport programs of common benefit to most or all members (e.g., operating expenses, infrastructure, training, communications)In-kind contributionsProvide a predictable source of annual incomeFunding agency or foundationOther sources of revenue (eg consultancy)
115 Identify funding model Identify the primary sources of funding to sustain the work of the consortium, e.g.,Sponsor Financial Support. Identify and select potential sponsor(s), based in part upon the opportunity to receive sustainable funding (e.g., from a government agency).Membership Financial Support. Determine the willingness and ability of membership to support (at least in part) the ongoing costs of the consortium through dues or fees, and develop a longer-term strategy to increase membership contributions during the transitional step. (See also Tip Sheet: Consortium Financial Support)External funds. Determine if and how much funding should be sought from outside of the sponsors and members (e.g., from grants or foundations). If pursuing external funding, write a short statement to describe the need and the potential benefit if the funds are received.
116 Dues Assessment: Alternatives “Uniform Contribution” (or “flat rate” or “fixed assessment”)Ability to Pay: Progressive DuesAbility to Pay: Tiered Dues
117 Budgeting Annual check-in Develop a multi-year budget Convey your value to sponsorsEnsure members understand their benefitsResearch external funding
118 1. Annual check-in: funding needs On an annual basis, develop a list of funding needs and potential opportunities to obtain funding.
119 2. Develop a multi-year budget Develop and maintain a multi-year budget (e.g., a three-year budget) that predicts future revenue and expenses, and delineates and balances one-time and ongoing funding needs.
120 3. Convey your value to funders On a regular basis, meet with and provide funders with information (e.g., reports, brochures, s) to reinforce the value of their funding in the past and to secure their commitment for the next fiscal year.
121 4. Ensure members understand their benefits Membership Financial Support If the consortium has dues and/or fees, engage members in a dialog about the importance of those revenue sources to ensure the sustainability of the consortium. If the consortium currently has no dues or fees, discuss their implementation to build ownership and provide sustainable revenue to support ongoing programs and services.
122 5. Research: external funding Expand funding sources beyond the initial base.Generate and implement an effective multi-year and diversified fundraising plan (i.e., avoid over-reliance on a single source of income).Develop new programmes that are geared toward fundable projectsDevelop case statements for these projectsDevelop a list of possible sources to approach for funding.Develop a list of potential funding sources for each case statement that can demonstrate the value of the consortium.Document successes to build upon to seek additional funding.
123 ECLA Funding Membership fees Fees are used for – Institutions annual membership fees (~$200)– Goal-oriented transfers from State agenciesFees are used forEIFL annual membershiptrainingsubscription to EIFL resources
124 CARLIGH FundingMembership fees: Yes, used for running the Consortium and WorkshopsFunding model: Flat rate for Full members and half rate for Affiliate members
125 EULC Funding Government and private funding Membership fees (used for central office salaries and activities)
126 LELICO Funding Flat rate annual membership fees Government grants a modest annual subventionPartners sponsor a number of activities
127 LMBA FundingMembership fees (joining fee ~ € 72; annual membership fee ~ € database processing fee %)Grants for databases (government: Ministry of Culture and Ministry of Education and Science – partial funding)Projects (EIFL, OSI, British Council Lithuania, Ministry of Culture, the EU-funded project “Opening of research databases for Lithuania”)Sources fo incomes:Membership costs are used for operational expensies, professional staff developmentGrants from ministry of Education and Science and Culture for several years was only one source for database subscriptionsMoney from projects are used for targeted projects activities: database subscription, user education, librarian professional development coursesnario mokestis – stafas + kasdinėms reikmėsm; grantai DB – DB, Projektai – tikslinėms išlaidoms pagal kas suplanuota
128 NEICON Funding No membership fee 2 funding sources governmental projects (annually about 2000 site licenses on “free resources”)service fee collected for subscriptions2008: 268 site licenses2011: 454 site licenses
129 E-resource Cost Sharing A method to allocate the cost of a resource, so that all members (or an identified subgroup) can redistribute the total expense, in a way that all individual institutions can afford the resource, pay their fair share and benefit
130 E-resource Cost Sharing Single or hybrid solutions in eIFL consortia:Size of institution or population servedCount of full-time equivalent (FTE) studentsActual usageActual activity from the previous yearAbility to payAnnual expenditures for library or library materialsBase payments for journal subscriptionsEqual-shareSame amount regardless of budget or sizeOther factorse.g., proportion of courses taught in English
131 WORKING GROUP III Appoint chair and rapporteur Consortium resources: Members and Money!Who will be the members of the consortium? How to reach them and keep them?How will the consortium activities be funded – what are the possible models?Appoint chair and rapporteurReport back on membership structure and funding models
133 Communications, marketing, advocacy Organization name, logo, websiteDetermine communication toolsKeep in mind all stakeholders
134 Organization name, logo, website Determine the official name of the consortiumCreate a standard logo for the consortium (which can be just the name of the consortium using a particular type font)
135 Determine communication tools Determine the ongoing methods for communication with consortium members and stakeholders, e.g.,Website with RSS feedslistservsSocial networking sites (Facebook, Twitter, blogs, wikis)Newsletters and brochures (electronic or in print)
136 Keep in mind the stakeholders If the consortium has external stakeholders or financial sponsors, engage them in the work of the consortium through regular meetings and by providing them with a regular stream of information (e.g., reports, brochures, s).
137 Member engagementEnsure that members are aware of what the consortium has to offer by developing, implementing and maintaining an effective and comprehensive marketing and communications plan.
138 AdvocacyDevelop a communications planCreate social networking plan
139 Develop a communications plan Develop and implement an outreach and communications plan to communicate and involve all key stakeholders (e.g., members, sponsors, funders, governmental ministries or agencies, related NGOs). Invite the stakeholders to an informational meeting about the consortium or (if a meeting is impractical) send an informational overview to these individuals and invite their participation.
140 Create social networking plan Create a social networking strategic plan to maximize the availability of information, enable effective involvement, and minimize the amount of time required for support.Consider not only which social media will be most effective in your country, e.g., web site, blogs, wikis, RSS feeds, Facebook, Twitter, etc., but also which software platforms would be most beneficial.(Remember, there are many free and open source software solutions for social networking!)
141 SponsorshipStrengthen relationship with sponsors (through effective marketing and demonstrating strong return on investment)Submit proposals to expand activities
142 Annual review programs Annually review all programs and services against the success metrics that are established in the strategic and operating plans.Based upon this review, determine whether to continue, modify, or eliminate each existing program and service.
143 Some Lessons Learned… Prioritise goals / activities to achieve them What are the most pressing needs?Which are shared by all members? Which done separately?Which steps / activities will get you there?Set realistic and achievable deadlines and milestonesBut then do not let those deadlines slipHow much can you achieve in the 1st, 2nd year?Celebrate your achievements!
144 Some Lessons Learned…Start with an interested and committed membershipBetter to start small and gradually expandBut keep other stakeholders informedMake responsibilities clearWho does what? By when?Monitor and assess progressCommunicate and be transparent
145 ELCA Challenges Lack of visibility of ELCA activities Closer cooperation with Universities is neededPoor knowledge of English language amongst students, academics, librarians (especially in regions)Students are not expected to use e-resources
146 CARLIGH ChallengesFunding for e-resource subscription and capacity building activitiesCommitment of members & succession planningLimited number of subscriptions to databasesLimited usage of resourcesMuch reliance on institutional fundingLack of/poor internet connectivity- Polys & COE
147 EULC ChallengesLegal procedures for licensing electronic resources which is based on tender procedure requires a lot of paper work.This legal procedure impedes/stops the negotiationDifficult economic situation during the last few months.The lack of decision-making stability and qualified human resources in administration in the last few months.Lack of infrastructure in terms of archival data storage and retrieval systems
148 LELICO Challenges Lack of office accommodation Lack of permanent staff Internet connectivity and ICT capacity at institutional (parent body) & national levelsLack of successful model of similar consortium to learn from – at present, at the sub-regional level have different models that are not a good example to benchmark with
149 LELICO ChallengesDespite availability of several Open source solutions now, members have made a choice of one ILS that seems to promote cooperation eg with SABINET (skills & experience to be tapped)Aware that majority of members need to build capacity before they can to participate meaningfully in LELICO eg to acquire PCs, automate, get Internet, get startedLibrary leaders need confidence-building mechanism, eg practical exposure, on-site training
150 LELICO ChallengesUnwillingness of most senior librarians to occupy positions of the Executive committeeLELICO’s duties are voluntaryClearly staff are already fully occupiedToo much reliance on external funding and government subventionThe present challenge is the likelihood of some libraries who might see no need for LELICO since they subscribe individually
151 LMBA ChallengesPublic procurement procedures (especially via the online procurement system) with foreign suppliers are often complicated and time consumingCosts of databases
152 NEICON ChallengesIn the beginning, there was no money, no authority, no governmental support and no knowledge in e-resources.We receivedinitial support from EIFL and OSI and later on from Ford Foundationexperience and contacts via former ISF and OSI activities good will and ambitions
153 NEICON Challenges Main problems and obstacles now: lack of stability changes in political situation: in transition and developing countries, each change in the governing structures leads to changes in politics and values and thus in state programs. We can one day lose governmental support.changes in governing structures in the universities.changes in economical situation in the country as a whole and in universities in particular
154 NEICON ChallengesMoney: to raise own money or/and to get money from fundersThese are two different approaches with different aims and goals and people. Consortium has to choose its way or both ways. We use boths. Similarly to Lithuania…To follow both ways you have to have: ideas, knowledge, projects and e-resources themselves.What EIFL can do? EIFL cannot provide money, EIFL can teach and guide people. EIFL can provide: knowledge, education, ideas, resources, eIFL name and contacts. And possibilities.
155 CARLIGH Success drivers Hard work with no monetary rewardAccountability and transparencyGood communication skillsPartners and linkages
156 EULC Success driversThe position of the Egyptian consortium central office in the main offices of the ministry of higher education gives it a big push and power.The activities which the consortium has been implementing are priorities in the universities.There was a real need for al the activities executed by the EULC.
157 LMBA Success drivers Cooperation with EIFL Motivated and competent teamGood relationship with the Ministries, Research Council (we have a good reputation)
158 LMBA Lessons learned Professionalism and high competence Good reputationAwareness about needs of the members and usersServices meet the members need and valueAdvertise and promote activitiesSeek for improvement and developmentGood communicationSharing the knowledge and experienceLearning from colleagues- a message for EIFL (what we can do to bring consortia across EIFL countries to success)It is important to have highly competent staff and expert knowledge of consortium members in different areasGood reputation among all stakeholders: members, researchers, science evaluators,continuously investigate analyze the needs of the community and forward activities to meet it. We are a step forward because we follow up what is going on in the information evironmentprovide only those services you possibly can – seek for the highest qualityhigh competencegood reputationfind out what your members needprovide services your members need and valueseek for the highest qualityadvertise and promote activitiesseek for improvement and developmentlearn from your colleagues
159 LMBA: “Together we are the POWER” LMBA became a strategic partner in scholarly communicationStakeholders trust us, we have very close relations with academic communityResearchers get much more informationLibrarians learned to work together, react quicklyWe have much more knowledgeWe are active nationally and internationallyWe save member libraries a lot of moneyStrength of the Consortium - the abiblity to work together, to share competence, experience and resources among the consortium membersLibraries not only provide access to information resources, Consortium members as an experts are involved in science evaluation process.Consortium members are very active nationally as well as internationally: every year organize events and training courses for researchers, librarians and other information users, participate in the international events, make a presentations and share the experience with foreign colleagues.Working together we have better possibility to share and improve knowledge and experienceCan improve visibility nationally and internationallyWe save a lot effort and money providing high quality resources and services
160 NEICON Lessons learned For a consortium to be alive and successful, it should besustainablevisiblerecognizedactiveTo be alive, a consortium needs money and the right people to work and to guide it. Then everything goes smoothely.