Journal Subscriptions in Austerity Britain

1. Journal Subscriptions in Austerity Britain David C Prosser Executive Director david.prosser@rluk.ac.uk

2. Who we are • Membership organisation of 29 libraries • 24 university libraries (mainly Russell Group) • 3 national libraries • Wellcome and V&A • Secretariat • Executive Director, Deputy Director, Executive Assistant • Office split between London and Birmingham

3. Who we are RLUK's vision is that the UK should have the best research library support in the world

4. The Financial Meltdown - Everybody’s Hurting • Fall in value of Sterling has impacted UK Libraries • Library purchasing power reduced by 16% in 2008-2009, leaving shortfall of up to £400,000 for some RLUK members • Even optimistic estimates of income from students shows teaching income flat over the next few years (after an initial dip). • STEM research funding flat - real-term cuts • Arts and Humanities research funding disappearing • Libraries, in line with all parts of HE, are facing real-term cuts

5. ... or Almost Everybody! Reed Elsevier 2010 Results • For Elsevier (Science & Technology and Health Sciences combined) 2010 relative to 2009: • Revenue: +2% at constant currencies • Profits: +4% at constant currencies • Adjusted operating margin: 35.7% (from 34.9%) • “Going into 2011...[a]nother year of modest revenue growth for Elsevier is expected” http://www.reed-elsevier.com/mediacentre/pressreleases/2011/Documents/reed-elsevier-2010-results-announcement.pdf

6. Business Unusual Oddities of the journals business: • Payment in advance - 6-18 month interest-free loan to publishers • Payment in publishers’ choice of currency, not currency of customer • No guarantee of volume of material purchased • No guarantee of quality of material purchased (normally ‘peer’ reviewed’ but there are no peer review standards) • Little correlation between price and quality (however you define it) • Limited flexibility in big deals • Price in one medium based (in part) on price in another (obsolete?) medium

7. Secret Quality Control? “As far as openness is concerned some journals do explain how they do peer review in some detail and others do not. Again it depends usually on what the editors want or will allow publishers to disclose.” Anthony Watkinson http://www.library.yale.edu/~llicense/ListArchives/1102/msg00059.html

8. Business Unusual Oddities of the journals business: • Payment in advance - 6-18 month interest-free loan to publishers • Payment in publishers’ choice of currency, not currency of customer • No guarantee of volume of material purchased • No guarantee of quality of material purchased (normally ‘peer’ reviewed’ but there are no peer review standards) • Little correlation between price and quality (however you define it) • Limited flexibility in big deals • Price in one medium based (in part) on price in another (obsolete?) medium

9. Business Unusual • Many of theses features are not those that the customer would choose • This is indicative of a basically dysfunctional market: • Inelastic - customers respond weakly to price changes (both positive and negative) • Non-substitutable • Monopolistic • “The market under consideration is very far away from the ‘ideal perfectly competitive private market’ that has been celebrated ever since Adam Smith (1776)” Study on the Economic and Technical Evolution of the Scientific Publication Markets in Europe, 2006

10. Dysfunctional Market • In the UK, journal prices rose 158% between 1991 and 2001 • over five times the level of CPI inflation • Prices of the “Big Deals” for Elsevier and Wiley-Blackwell journals rose by more than double the rate of CPI inflation in the six years from 2004 to 2010 • With exchange-rate fluctuations this has translated to cost increases of over 50% in the last four years • Some big deals now cost the institution over £1m per year • Arbitrary ‘list prices’ for individual journal titles mean breaking the big deals could actually be more expensive for institutions

11. A Plea for Clemency In 2009 ICOLC issued a Statement on the Global Economic Crisis and its Impact on Consortial Licenses Principle 1:  Flexible pricing that offers customers real options, including the ability to reduce expenditures without disproportionate loss of content, will be the most successful.  Principle 2:  It is in the best interest of both publishers and consortia to seek creative solutions that allow licenses to remain as intact as possible, without major content or access reductions. With these two principles in mind, we suggest the following approaches: • Purchasers will trade features for price; that is, we can do without costly new interfaces and features.  • Putting price first will help all parties, because budget pressures will drive decisions in a way never seen before.  Real price reductions will be welcomed and can help to sustain relationships through the hard times. • Tailoring content to need and pricing accordingly can be very helpful.  • Multi-year contracts will be possible only with clear opt-out and/or reduction clauses.  • While annual payments currently are the most prevalent payment schedule for group licenses, options will be needed for semi-annual or quarterly payment schedules, in combination with more flexible opt-out/reduction clauses and renewal cycles. 

12. One Solution - Ignore the Problem? “The Big Deal is the best invention since sliced bread. I agree that there was once a serial pricing problem; I have never denied there was a problem. But it was the Big Deal that solved it.” Derk Haank, CEO, Springer http://www.infotoday.com/IT/jan11/Interview-with-Derk-Haank.shtml

13. An Alternative Solution? "The only way for universities to save money is to make people redundant” Graham Taylor, Publishers Association http://www.timeshighereducation.co.uk/story.asp?storycode=414106

14. Unaffordable Luxuries? • Journal-specific peer-review • Publisher-specific platforms • Just-in-case purchasing • ......?

15. No Other Way? • HE spends ~£190m per year on journals and databases • Roughly 10% of total QR funding • Each 1% price rise costs us £1.9m • How do we find those multiples of £1.9m? • Cut services (opening hours?) • Cut monograph purchasing (even further) • Cut non-big-deal journals - often smaller, society journals • Doesn’t the library community have a professional obligation to reduce price rises?

16. Market Forces • Can the sector leverage its market power to improve terms and conditions from publishers? • We send JISC Collections to the negotiation table with limited ammunition • Ultimately, the strongest (and possibly only) weapon we have is the refusal to sign contracts that do not give us the terms and conditions that we want • New negotiations with the two largest NESLI publishers are about to start (with whom RLUK members spend almost 50% of journals budgets) • RLUK has resolved that we will instruct JISC Collections to achieve deals in which price decreases are commensurate with decreases in our budgets

17. International Examples of Market Forces • Faced with a 400% increase in the price of its Nature Publishing Group journal subscriptions, the University of California recently stated “ If the publisher won't negotiate, the system may have to take "more drastic actions" with the help of the faculty. Those actions could include suspending subscriptions to all of the Nature Group journals the California system buys” • In addition, some UC academics have called for a refusal to submit papers to NPG title or review articles for these titles • In late June the VIVA Consortium in the USA cancelled its Blackwell Synergy Agreement with Wiley-Blackwell, after failing to reach a satisfactory agreement on pricing, for the year commencing January 2011

18. The bargaining position We are instructing JISC collections that RLUK members require: • A restoration of Elsevier and Wiley Blackwell “big deal “prices to 2007 levels • Future prices at least commensurate with research budgets • Pricing in sterling rather than euros or dollars • Move away from payment in advance • Want price reduction – not bells and whistles • Willing to work with the publisher to reduce their costs

19. An RLUK initiative, but.... • SCONUL, the cooperative body for all UK HE libraries, is keenly interested • Probability that other UK university libraries will federate with us • Strong interest from United States, Europe, Australia/NZ

20. What if we do nothing? Two broad possibilities: • Universities continue to find the money for the journals. At 9% inflation journals would be costing a sum equivalent to 15% of QR by 2015. • Journal budgets kept static by universities, necessitating cuts by libraries. The adverse effects of this would be: • Libraries would permanently lose access to material • Less pressure would be brought to bear on publishers than in a co-ordinated campaign, because of the ad hoc pattern of cancellations

21. Means and Ends • This is neither anti-big deal, anti-subscription, or anti-publisher • Reducing journal prices is NOT an end in itself • We wish to achieve it so that we can: • Protect the services we provide • Protect and develop our collections • Innovate, so as to... • Develop services that meet the needs of 21st century scholars and students

22. The Bottom Line • In five years time RLUK members will have subscription access to fewer titles than they do today • Our actions are motivated by the desire to minimise this decrease