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Economic Downturn in Relation to HE Information and Library Services Richard Parsons

Economic Downturn in Relation to HE Information and Library Services Richard Parsons r.parsons@dundee.ac.uk Director, Library & Learning Centre. Notes. Influential articles http://www.guardian.co.uk/business/2009/jun/24/uk-recession-oecd http://news.bbc.co.uk/1/hi/business/8078915.stm

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Economic Downturn in Relation to HE Information and Library Services Richard Parsons

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  1. Economic Downturn in Relation to HE Information and Library Services Richard Parsons r.parsons@dundee.ac.uk Director, Library & Learning Centre

  2. Notes • Influential articles http://www.guardian.co.uk/business/2009/jun/24/uk-recession-oecd http://news.bbc.co.uk/1/hi/business/8078915.stm http://www.webofdebt.com/articles/quantitative_easing.php Independent newspaper budget presentation Therefore: Significant public sector contraction – 10% - 15%?

  3. Macroeconomics Deflation Hyperinflation

  4. Recession shapes • Private sector spending • Public sector spending Shape of recession – V, U, W, bathtub?

  5. Resource costs and staff costs

  6. Resource costs and staff costs

  7. Staff Costs • On costs increasing from 18% to 33% • Grade 9 salary maximum from £34k in 1998 to £52k in 2008 • Pension liabilities and benefits are significant (e.g. USS up from 14% to 16%)

  8. Outline • Likely realities • International, national environment • University learning and teaching • University research • University administration • Appropriate responses • Increase income • Decrease expenditure • Summary

  9. Economic implications International, national environment • All recognising role of universities • International student numbers to hold up (PGs) • A major income earner for UK • Visa, access challenges not welcomed • IT and Libraries become more important as international student centres

  10. Economic implications University Learning and Teaching • Demographic downturn but: • Less employment • Higher skill expectation • More years at University • Increased student fees • Increased graduate debt • Potential PG (export) activity

  11. Economic implications University Research • Universities are net producers of research • Author pays model costs us more • Particularly for Western universities • Public sector downturn, extra severe in the research sector?

  12. Economic implications University Third Stream • Yes of course • But challenging to sustain

  13. Likely Sector Responses Enhance Income • Protect (appoint) academic staff • Support academic staff (be recognised) • Third stream income sources (charges?) Reduce Expenditure • Software and serials provision • Traditional and e-books • Automation, staff light approaches • Collaborations summary

  14. Reducing Expenditure Software and serials provision • Reduce duplication • Rigorously pursue licencing (expect 0% increases) • Coordinate UK actions • Ignore exchange rate fluctuations • Efficiently use ILL or alternatives • Research pooling opportunties • Prepare for author pays models

  15. Reducing Expenditure Traditional and e-Books • Fewer copies? • Schwarzenegger solution • Reduce storage • Trend is well underway http://www.dailymail.co.uk/news/worldnews/article-1191831/Rise-machines-Arnold-Schwarzenegger-terminates-school-books-tells-pupils-digital.html

  16. Reducing Expenditure Automation, staff light approaches • RFID /self issue investment • Reduced staffing levels – 1 person? • No staff, secure solutions • eResources are 24/7 http://www.intellident.co.uk/4.00/en/sm_smartServeLite.php

  17. Reducing Expenditure Collaborations • Purchasing collaborations (Book consortia, SHEDL, Wales, Greater London). • Sharing collaborations – book borrowing, digitisation costs. Storage– UKRR, local stores, last copy in Scotland. • Procedural collaborations – tenders, policies, learning objects • Academic collaborations – learning objects, research methods, teaching protocols. • Shared services – repositories, LMS, VLEs, etc.

  18. Worst Case Summary • Information • Books  eBooks, stores reduction • Journal cuts, including bundles • Cost effective open access • Infrastructure • Further diversification of services • Utilise the assets • Software consolidation (reduction) • Delays/cancellation for capital projects • Staff • Limited new appointments • Converged services, trimming management and administration • Staff time pressures very real

  19. Conclusion Information Services, Library A return to core values: • Learning and teaching • Research Our core values are the raw materials of the recovery

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