Academic Library Book Purchasing Trends
A ProQuest WhitepaperAcademic Library BookPurchasing TrendsJanuary 2016
“Inflation, and newprograms at theuniversity that need tobe supported ”Section 1: Overview“Our increase was dueto the need to maintainour current resourcesand support the newfaculty.”This whitepaper will explore the following:A recent ProQuest global survey of more than 460 librarians illustrates that librarians face ashared challenge: stretched monograph budgets.To overcome this, librarians have adopted new, demand-driven book acquisition models tobetter serve their users. This reflects a shift in thinking to make collections more accessibleand easily discoverable. But some libraries have yet to develop consistent practices tomaintain these models and fully realize this goal. Meanwhile, publishers have created anunpredictable purchasing environment for librarians, which is altering the market landscape. Book purchasing trends in academic libraries, with a special emphasis on ebooks. How libraries are coping with stretched budgets in a climate of ever increasing volumesof published materials. Emerging trends in collection development and monographs.Section 2: Survey DemographicsData for this ProQuest-sponsored survey was collected through a research studyconducted via SurveyMonkey in September 2015. Over 460 librarians participated. Themajority of respondents (73 percent) were from North America, followed by Europe (11percent), and the rest of the world (9 percent). The largest group of respondents was librarydirector/university librarian, followed by acquisitions/procurement librarian, and digital/electronic resources librarian.chart 1NUMBER OF RESPONDENTS BY REGION1916 92752337North AmericaEuropeAsiaAfricaANZArabia2 Academic Library Book Purchasing Trends
chart 2JOB FUNCTIONS6%4%9%Head/UniversityLibrarian, ElectronicResources9%Collections Dev“A ‘stable’ budgetactually meansdiminished buyingpower, particularly asserial and media pricesincrease over the costof inflation.”General Librarian9%Public Services/General ReferenceLibrarian14%10%OtherTechnical Services10%Bibliographer/SelectorSection 3: Spending Trends—Stretched Monograph BudgetsFor the most part, overall library resource budgets have been flat or had modest increasesor decreases (less than a 20 percent change). Two trends emerge from the data, reflectingshifts in overall collections budgets:“We are a publicuniversity and statebudget deficits meantcuts university-wideincluding a 15 percentreduction to ourcollections budget.”1. Monograph budgets are eroding as funds shift to finance electronic journals due toprice increases in serials.2. Ebooks account for a growing proportion of book budgets as libraries move from printto electronic collections.table 1PERCENTAGE OF RESPONDENTS WHO REPORTEDBUDGET CHANGEINCREASEDREMAINED FLATDECREASEDLibrary Resources Budget25%46%29%Overall Monograph Budget17%48%35%Print Book Budget14%42%46%Ebook Budget34%46%20%Journal Budget28%44%28%December 20153
“New academicprograms introducedby the university, hencemore books ”Library Resource Budget ChangesNearly half of overall library resources budgets have remained flat, while nearly 30 percentdecreased. Tables 2-12 show the top reasons for change.chart 3LIBRARY RESOURCES BUDGET“Increased expectationsfor support at othersites ”25%29%IncreasedRemained flat46%table 2DecreasedRESPONDENTS’ TOP REASONS FOR INCREASE25%24%20%Pricing Increases of Library ResourcesBudget Increases/New MaterialsEconomy/InflationIncreased EnrollmentIncrease in Digital Resourcestable 315%14%TOP REASONS FOR DECREASE42%Budget CutsLower EnrollmentGovernment Budget CutsEconomy/Inflation4 Academic Library Book Purchasing Trends18%16%25%
Overall Book/Monograph Budget ChangesWhile the overall monograph budgets are mostly flat or decreasing, many libraries areshifting their spending from print to ebooks.chart 4OVERALL MONOGRAPH BUDGETS17%35%48%“Inflation in databaseand e-journal costs,coupled with a flatoverall budget,necessitated a 46percent decrease inour firm order/bookbudget.”IncreasedFlatDecreasedtable 4TOP REASONS FOR INCREASE40%Budget IncreasesPrice IncreasesSupport New ProgramsEconomy/InflationHigher Enrollmenttable 5“Our monograph/bookbudget decreasedslightly due toinflationary increasesin online serialssubscription rates.”13%10%7%20%TOP REASONS FOR DECREASEShift to Non-Monograph BudgetsBudget CutsEconomy/InflationLower EnrollmentGovernment Budget Cuts14%10%9%35%32%December 20155
“More of onlineresources and printbooks are expensive”Print Book Budget ChangesOverall, print book budgets are flat or declining. Very few universities reported an increasein print budgets. If they did it was for inflation, not expanded collection development.Most decreases were due to a move to digital resources or supporting the increasedcosts of serials.“Lots of advocacy onthe part of teachingfaculty”chart 5PRINT BOOK BUDGET CHANGES14%42%“Increase in serialssubscriptions costs andreduction in funds fromUniversity budget.”“We are prioritizingthe online access andso purchase titlesas ebooks wheneverpossible.”46%IncreasedFlatDecreasedtable 6TOP REASONS FOR INCREASE53%Budget Increase21%Demandtable 7TOP REASONS FOR DECREASE28%26%17%Budget CutsShift from Print to EbooksShift from Print to Electronic ResourcesEconomy/InflationLower EnrollmentSerials Price Increase6 Academic Library Book Purchasing Trends9%8%8%
Ebook Budget Changeschart 6“Expanded use ofebooks by studentshas led to more patronbased purchases.”EBOOK BUDGET CHANGES34%20%Increased46%FlatDecreased“The library is out ofspace and there areno plans to build anaddition. Consequently,ebooks are our bestoption if we are to growthe library.”Ebook budgets are mostly flat or increasing. The ongoing shift from print to electroniccollections is the main driver for increasing budgets. Some libraries said their DemandDriven Acquisition (DDA) program contributed to an increase. This usage-based purchasingenables libraries to demonstrate a return on investment and expand budget support.table 8TOP REASONS FOR INCREASE38%Shift from Print to EbooksBudget IncreaseDDA Programs GrowthDemandSupport Distance Learningtable 913%12%12%11%TOP REASONS FOR DECREASE36%Budget CutsLower EnrollmentGovernment Budget CutsEconomy/Inflation17%17%17%December 20157
“Less institutionalfunding and ongoinginflation — although wehave encouragement tobuy ebooks more overprint ”With 89 percent of libraries now offering ebooks, a clear shift towards electronic resources isunderway. But the transition away from print is gradual — 54 percent of respondents are stillonly spending up to one-fifth of their monograph budget on ebooks (Table 10).table 10% OF BOOK BUDGET SPENT ON EBOOKSUnder 10%11-20%14%21-30%5%31-40%“We had to move fundsfrom the book budgetto cover serials.”27%27%9%18%41-50%Over 50%Although ebook budgets are growing, 59 percent of libraries still do not have an e-preferredcollection development policy, which means staff choose between an ebook and a printbook for each purchase. Among e-preferred libraries, 57 percent spend nearly a third ormore of their monograph budget on ebooks.Journal Budget Changeschart7JOURNAL BUDGET CHANGES28%28%44%IncreasedFlatDecreased8 Academic Library Book Purchasing Trends
Journal budgets are mostly flat with equal numbers showing decreases and increases.Journals and serials price increases are driving the budget increases and causing a shiftin spending into this area from other areas of the collections budget. Those who reporteda decrease in their ebook budget also reported utilizing ebook funds to increase journalsubscriptions. But those who reported a decrease in their journal budget, did not shiftjournal funds to support ebook acquisitions. Overall, the growth in journals budgets isoutpacing ebooks.table 11TOP REASONS FOR INCREASE42%Price Increases of JournalsEconomy/InflationDemandPrint to ElectronicBudget Increasetable 1217%14%12%12%Print to ElectronicEconomy/Inflation19%“We’ve seen lots ofadvocacy for journalson the part of theteaching faculty.”“Inflation in journal (bothprint and electronic)subscriptions ”TOP REASONS FOR DECREASEBudget Cuts“Took money awayfrom books to pay forjournals ”31%31%Section 4: Diversified Monograph Acquisition Methods“We moved money fromthe monograph budgetand switched formatsand canceling.”The number of ebook acquisition models has increased in response to library demandand as ebooks have become more widely available. Two traditional book purchasingmodels, Perpetual Title-by-Title purchase and Approval Plans, have easily translated toebooks. Some of the new models include Subscription (pioneered by ProQuest ebraryin 2001), Demand-Driven Acquisition (DDA) and short-term loan (STL) (introduced byProQuest EBL in 2004), and evidence-based access models offered by various publishers.Our survey shows that 70 percent of libraries rely on multiple acquisition models forebooks, with 15 percent relying on four or more models. Maintaining this mix helpslibraries to make the most of their collection development budget and best meetresearch access needs.December 20159
chart 8NUMBER OF MODELS PER LIBRARY14.5%23%29.8%1 model2 models31.7%3 models4 modelsLibrary monograph buying habits are changing and have moved away from traditionalmodels such as Approval Plans and title-by-title selection. Among libraries that useaggregators to purchase ebooks, 76 percent use perpetual access title-by-title purchasing,56 percent use subscription, 48 percent use DDA purchase and 22 percent use DDA STL*(*Footnote: respondents selected all that apply).The catalysts for purchasing decisions vary with the access model employed, though thegeneral trend is towards utilizing multiple access models to meet overarching collectiongoals. Among librarians who chose Perpetual Access Title-by-Title Purchasing, most do soin order to build an owned collection. Libraries chose both DDA and Subscription to makethe widest selection of content available.table 1310 Academic Library Book Purchasing TrendsREASONS LIBRARIES USE EACH ACQUISITION MODELSave time bystreamliningacquisitionworkflowsProvidethe widestselection ofcontentMake thebest use ofmonographbudgetBuild anownedcollectionPerpetual Access –Title-by-Title Purchasing5%15%33%47%DDA - Purchase14%42%33%11%DDA – Short-term Loan11%56%30%3%Subscription13%57%24%6%Ebook Approval Plan27%40%23%10%Combined eBook and PrintApproval Plan34%24%34%8%
Section 5: A Shift Away From Approval PlansAmong libraries who have eliminated their approval plans, 40 percent of respondents saidthey last had an approval plan more than five years ago; 17 percent eliminated their plantwo to five years ago, and the remaining 45 percent eliminated it in the past two years.Practically all libraries that still use approval plans indicated they use other means toacquire print books.While we’ve seen a significant move away from approval plans, those who have retainedapproval plans are not increasing funding for them. 77 percent of libraries with approvalplans have not had budget changes in 2015.We asked librarians, “What is the future of approval plans?” Here are some of the responses:“I don’t believe approval plans can last – they are not focused enough in times of tightenedbudgets and increased demand from users.”“In our library, we are moving strategically from just-in-case to just-in-time. ALL of our purchasesare user driven in some form: reserves and direct requests from faculty, student requests, formalDDA and PDA programs, ILL request fulfillment via purchase, etc. In other words, approval planshave NO relevance to us moving forward.”“For large libraries, approval plans will continue to be highly important. For small libraries likemine, they are not that important.”“Approval plans are an excellent way for a library to acquire the books it ‘obviously’ needs tosupport its curriculum, freeing the limited staff time available to be focused on special needs,filling gaps, and collection maintenance.”Interestingly, 40 percent of libraries indicated they use an ebook approval plan to providethe widest selection of content available (Table 13). Traditionally, libraries regardedapproval plans as a way to facilitate an owned collection.Section 6: Demand-Driven Acquisitions – a KeyAcquisition StrategyThe top reasons libraries chose DDA were to “provide a wide selection of content to users”and to “make the best use of budget” (Table 13). Since DDA triggers expenditure onlyat time of use, a just-in-time purchase is a way to maximize return on investment anddemonstrate value to the university administration. As one librarian said, “I can afford toprovide a broad and deep collection to my students and faculty, but NOT if I buy each bookspeculatively. My budget no longer allows that.”To build their DDA profiles and pools, the majority (60 percent) of DDA customers workwith aggregators or vendors to build a DDA plan from scratch, using detailed usage datato create a customized profile that meets their institution’s specific budget demands. Theremaining 25 percent of libraries converted their current approval and slip plans to DDA,and 15 percent build the profile themselves. Given that the size of a DDA selection pooldirectly affects spend, working with an aggregator or vendor to build a profile to meet thebudget constraints while maximizing access is key to a successful program.December 2015 11
chart 9DDA PROGRAM CREATION METHOD15%25%60%Work with aggregatorConvert approval/slip planBuild planthemselvesWe next looked at how DDA programs are maintained. Although DDA is a widely adoptedmodel for ebook acquisition (53 percent of respondents utilize the model), we find thatregular budget management and maintenance has not yet been implemented or formalizedin many librarieschart 10FREQUENCY OF DDA PROGRAM REVIEW21%44%Review/updatequarterly or morefrequently35%Review annuallyReview on anad-hoc basisAs more publishers test the market with price change and title availability for DDA, formalizingreview practices will become essential to developing sustainable ebook programs.12 Academic Library Book Purchasing Trends
Section 7: Demand-Driven Acquisitions —a Changing MarketWhile libraries shift resources from top down models – such as approval plans – to thosedriven by users — such as DDA Purchase and DDA STL, publishers have been impacted byless predictable revenue streams. As a result, publishers have responded with embargoesand price increases to these DDA models in an attempt to create more revenue stability.We asked librarians who utilize STL, “How do you respond to publisher embargoes andprice changes?” Here are their responses:table 14RESPONSES TO STL EMBARGOES AND PRICE CHANGESI buy their ebooks using Perpetual Access (title-by-title purchasing).26%I buy their ebooks using DDA - Purchase.26%I have removed the publisher from DDA and no longer offer their books.16%I buy their ebooks from the publisher directly.13%I buy similar books from other publishers that have not embargoed or raisedSTL prices13%I redeployed the money to fund other items such as serials or print.5%I re-enabled an Approval plan to buy their ebooks.1%I re-enabled an Approval plan to buy both their ebooks and print books.1%“We’re not happy,because we weren’tgetting the newestcontent and we arepaying more. There hasto be a balance and Ithink the market is stilltrying to bear that out.”These price increases have led some libraries to move away from some publishers. Sixteenpercent said they removed the publisher from DDA and no longer offer their ebooks, andanother 13 percent buy similar books from publishers that have not taken these measures.When asked how they respond specifically to the increase in STL pricing, 59 percent oflibraries indicate they now spend less on ebooks from these publishers, and 27 percent nolonger buy ebooks from these publishers.Librarians expressed confusion as to why publishers are embargoing titles from STL,leading them to request more information on the rationale behind such decisions. Othersremain optimistic that the industry will gravitate toward a mutually sustainable solution forall players, while acknowledging the adverse impact on their near-term plans.December 2015 13
Section 8: Conclusion & Key FindingsLibrarians are facing many challenges including flat or shrinking resource budgets,competition for funds from other resources, managing the transition from print to ebooks,and the changing landscape of access models. The shift to ebooks is still in its earlystages. Publishers are searching for the right balance in pricing and access. Libraries arestill working on developing standard processes to support various and changing models.What has remained constant? Libraries remain focused on providing the breadth anddepth of content that student and faculty researchers demand without exceedingbudgetary limitations. To do so, libraries are increasingly utilizing multiple models tomeet their collection development needs. Although the newer DDA models are employedby over half of libraries surveyed, maintenance remains infrequent and is not part of astandard set of operating procedures. As a result, libraries aren’t getting the most valueout of these programs.Historically, libraries have had difficulty demonstrating value for monographs purchased.With ebooks, books have become more discoverable and more readily accessible while theirusage is easily determined. In an environment where showing return on investment is key tosupporting book budgets, demand-based models offer a promising opportunity. Evaluatingusage on a regular basis and diversifying acquisition models will be key to delivering successand demonstrating value. Ultimately, librarians, faculty and students benefit.In the interest of economic sustainability, publishers will continue to test the market byvarying pricing and availability in different models. Along with changes to existing models,new paradigms will emerge to address the needs of libraries and publishers. Recently,ProQuest announced a new DDA model called “Access-to-Own” that it developed inconjunction with publishers. This model facilitates title ownership by applying budget fundsspent on rentals toward ebook ownership. It also provides a solution for publishers whohave pricing concerns with their frontlist content in DDA programs.To learn more, visit 12-D9187/KP-JB/12-15To learn more about ProQuest Ebooks, contact your account representative orvisit our website: http://www.proquest.com/go/ebooks
“The library is out of space and there are no plans to build an addition. Consequently, ebooks are our best option if we are to grow the library.” table 8 TOP REASONS FOR INCREASE Shift from Print to Ebooks Budget Increase DDA Programs Growth Demand Support Distance Learning 38% 13% 12% 12% 11% Ebook budgets are mostly flat or increasing.
A purchasing agency may have more than one purchasing agent. IC 5-22-4-7 Allows governmental bodies, under IC 36-1-7 (Interlocal Agreement), to form cooperative purchasing organizations. Requires cooperative purchasing organizations to follow IC 5 -22. The cooperative purchasing organization becomes the purchasing agency for
purchasing and how this aids a good purchasing organization. It will contribute to an understanding of how to evaluate the purchasing performance by using diverse measurement systems directly connected to the diverse purchasing practices of each individual group within the purchasing organization.
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