True Confessions

Carver, Deborah A.

doi:10.1300/j124v18n01_02

Cited by 3 publications

(5 citation statements)

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“…Orbis collects its membership fees using a 20/80 formula (20 percent of the total costs are divided evenly among members; the remaining 80 percent is weighted by an average FTE student enrollment). 9 The total operating budget for fiscal year 2006 was $125,241.18. 10 The budget covers ILS fees, system maintenance, outsourced authority record creation, equipment, travel, and the systems librarian's salary and benefits.…”

Section: History and Organizational Structurementioning

confidence: 99%

“…The low incidence of similar items in Orbis's shared catalog is apparent because it has 73% unique titles. 12 Conversely, the SCILS shared catalog only has 58% unique titles. Collection overlap coupled with a history of inconsistent cataloging practices resulted in over 3,500 duplicate records.…”

Section: Catalog Clean-upmentioning

confidence: 99%

“…Unlike Orbis, there is no committee to focus on the purchasing of electronic resources. 16 Even though the benefits of consortial purchases are widely upheld, there have only been a few group purchases of databases. One of the problems may lie in the fact that SCILS lacks a formal system for considering product purchases.…”

Section: Challenges Aheadmentioning

confidence: 99%

“…In Orbis's Committee on Electronic Resources, one member takes responsibility for arranging trials, getting initial price quotes, clarifying content, resolving access questions, and so on. 17 If SCILS had a committee analogous to Orbis's it could act as a liaison to PASCAL and voice concerns and influence PASCAL's purchasing decisions.…”

Section: Challenges Aheadmentioning

confidence: 99%

“…As more member libraries joined, new task forces were created to consider group purchases of databases and cooperative collection development initiatives. 3 CARL and the University of Northern Colorado joined forces to create Prospector, which is a consortial online catalog that contains the library holdings of major academic and public library collections in Colorado and includes an automated borrowing system. 4 In addition to Prospector, CARL developed Gold Rush which is an electronic serials management service that features Open URL link resolution, an A-Z serials listing search interface, and a serials subscriptions management system that enables content comparison.…”

Section: Introductionmentioning

confidence: 99%

See 4 more Smart Citations

The Evolution of a Technical College Regional Library Network

Erb

2008

Community & Junior College Libraries

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The South Carolina Information and Library Services Consortium (SCILS) began with three public two-year college libraries in 1995. Since then, nine other public two-year college libraries have joined SCILS. In 2004, Sirsi's buyout of Data Research Associates (DRA) in 2001 was the impetus for SCILS to migrate to Sirsi. Migration to a more dynamic ILS resulted in many comprehensive technical services policy and procedural changes within SCILS. This paper traces the founding of SCILS through its subsequent growth within the context of ILS migration.

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Section: History and Organizational Structurementioning

confidence: 99%

Section: Catalog Clean-upmentioning

confidence: 99%

Section: Challenges Aheadmentioning

confidence: 99%

Section: Challenges Aheadmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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The Evolution of a Technical College Regional Library Network

Erb

2008

Community & Junior College Libraries

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The Orbis Cascade Merger and Its Impact on Patron-Initiated Borrowing

Munson

Milton

2009

Journal of Access Services

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Management issues of consortia. Part two

Evans¹

2002

Library Management

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Some definitions`Co-operation'' is the word one most often encounters in library literature when reading about joint projects between libraries. Occasionally the word``co-ordination'' appears, and recently a few authors employed the word``collaboration''. The terms are generally used synonymously; however, researchers examining joint venture activities among the non-profit sector organisations view each term as representing a different level of activity.In researchers' view (Alaszewski and Harrison, 1988;Light and Pillemer, 1984;Means et al., 1991), co-operation is the level with the least interaction between participating organisations. Essentially there is no formal common mission, structure, or planning effort. Participants share information as needed and retain all authority with virtually no risk. Thus``co-operation'' should be the easiest level to achieve. However, the rewards to those involved are both variable and unpredictable. Further, there is little stability to such efforts and they tend to be of short duration.Co-ordination is the middle level of activity. There are discussions and one or more generally agreed to mission(s) or goals. There may be written documents that outline a common structure and planning/operation process but not in an official/legal document. While authority remains with the participating institutions there are increased risks for all the participants because of the somewhat more formal structure. There may or may not be contributions of individual resources to the co-operative activity. Likewise there are some common rewards expected by each of the participants and that the rewards will be more or less equal.Collaboration is the highest level of activity in which there is a very formal, often legal, structure created by the participants. The structure includes the assignment of some authority, planning and operational activities to the newly created entity based on a set of common missions and goals. A collaborative effort also involves participants contributing some of their resources (money, people, time, physical space, etc.) to the program. The expectation is the rewards of the activity will be jointly shared.

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True Confessions

Cited by 3 publications

References 0 publications

The Evolution of a Technical College Regional Library Network

The Evolution of a Technical College Regional Library Network

The Orbis Cascade Merger and Its Impact on Patron-Initiated Borrowing

Management issues of consortia. Part two

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