Julien Van Borm

University of Antwerp

Copeter Seminar

St.-Petersburg

23rd June 2003

Consortium building: From library co-operation to consortia

Typology of library co-operation M.B.Line E.Häkli Copeter

Contents

Co-operative acquisition schemes Co-operative retention schemes Union catalogues Interlending and document supply (ILL)

Typology of library co-operation

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Co-operation is assumed to be good No clear purposes No looking for alternatives Lack of clarity Global aspects neglected Cost-effectiveness Looking ahead

M.B.Line: reflections

Transactions Mutuality of interest Cost-effective Access to information For the end users

M.B.Line: a definition of co-operation

Impact of ICT Decentralisation (subsidiarity) Globalisation Reduced funding for the library Less clear boundaries From barter to charging.

M.B.Line: factors effecting co-operation

Co-operation must serve a clearly defined purpose Other means of achieving the objective are to be

explored Justification of the means lies in the cost-

effectiveness Co-operation is to achieve better results Co-operation to be seen in global context Avoiding of over-planning

M.B.Line: six principles for co-operation

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Front office: core business of the library Back office: consortium New management for consortium

Co-operation agreement Contract Board Staff Cost accounting Control by the partners and their users

E. Häkli: the Finnish experience

Common will Common goals New organisational structure Efficient agency

E. Häkli: Four musts for a consortium

Long-term effect and benefits Standardised solutions Co-operation requires patience Not based on barter User centred approach Business-like approach Clear rules A solid executive body

E. Häkli: Conditions for success

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6 principles of M. Line 4 musts of E.Häkli 8 conditions for success by E.Häkli

18 tests for Copeter

The Copeter consortium confronted with M.Line and E.Häkli

Clearly defined purpose Other means of achieving the same goals Cost-effectiveness as a justification of the means Production of better results Global context Avoiding overplanning and top down planning

Copeter and the 6 principles of M. Line

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Common will Common goals Organisational structure An efficient agency

Copeter and the 4 musts of E. Häkli

Long term effect Acceptance of standard solutions Acceptance of slow decision making Readiness for change Cost/benefit ratio Focussed on user needs Business-like approach Shared decision making

Copeter and the 8 conditions for successful co-operation by E. Häkli

Invitation to the second Copeter seminar April 2004

Invitation to the second Copeter seminar

St.-Petersburg

5 April 2004