As I began crafting this sixth (and final1) piece as a First Year Librarian Blogger for ACRLog, I realized I’d come full circle thematically over the course of my posts, closing with a more focused call to action inspired by my work with The Idealis, which I discuss below. Last October during Open Access Week, in my first post, I shared reflections on the state of open access publishing, noting many optimistic aspects to this evolution in scholarship, despite its perceived slow pace of development. I highlighted Peter Suber’s state-of-the-union webcast in which he accurately describes a movement led by librarians, who remain open access’s biggest champions and workhorses, and the continued need to expand stakeholder engagement beyond the library. Much open access advocacy work has focused on partnerships with researchers, funders, and policy-makers (see groups like SPARC, Right to Research Coalition, Force11, etc.), yet Suber’s ideas for extending OA’s reach included a seemingly small suggestion–to lead by example.
Enter The Idealis, a new overlay journal of high-quality, open access library and information science scholarship, intended to elevate open access publications, and encourage others to publish and self-archive their work as OA. The journal officially launched on March 15th with its first collection area, scholarly communications, and will continue collection development into other areas of librarianship (such as archives, critlib, OER, liaison librarianship, etc.).
This week it was reported that Berlin-based ResearchGate, a social networking site designed for scientists to share research, received $52.6m in investment funds from a variety of sources, including BIll Gates (previous investor), Goldman Sachs, and The Wellcome Trust. This news is another development in a continuing saga and conversation surrounding commercial services (i.e., ResearchGate, Academia.edu, Mendeley) and the companies that own them, managing the scholarly profiles and content of researchers. While ResearchGate promotes a mission of connecting “the world of science and make research open to all,” open access advocates and those working in scholarly communications are quick to point out that these platforms are not open access repositories.
In a blog post from 2015, Kathleen Fitzpatrick, Associate Executive Director and Director of Scholarly Communication at the Modern Language Association (MLA), pointed out academia.edu, for example, is in no way affiliated with an academic institution despite the .edu domain (they obtained the address prior to the 2001 restrictions). “This does not imply anything necessarily negative about the network’s model or intent,” Fitzpatrick said, “but it does make clear that there are a limited number of options for the network’s future: at some point, it will be required to turn a profit, or it will be sold for parts, or it will shut down.”
Much like we shouldn’t rely on Instagram to serve as our personal digital photo repository, researchers and academics shouldn’t rely on these commercial platforms for long term preservation of and access to their content. Hence, the work of open access institutional and disciplinary repositories takes on a certain imperative in the scholarly sphere. Those at Humanities Commons recognized this need, and in 2015 launched CORE, the Commons Open Repository Exchange, originally a digital repository for MLA members to share and archive “all forms of scholarly communication, from conference papers to syllabi, published articles to data sets,” now open to anyone who joins Humanities Commons. I spoke with Nicky Agate, Head of Digital Initiatives in the Office of Scholarly Communication at the Modern Language Association to discuss CORE, in light of national attention garnered in a recent Forbes article about the monetization of scholarly writing.
This is adapted from a talk at the Utah Symposium on Digital Humanities, February 11th 2017 in Salt Lake City, Utah.
Over the last decade, we’ve witnessed a shift in the ways in both everyday folk and academics encounter the world. The promise of web 2.0 and the rise of the network has seen the input of every individual increase in importance. For universities, the consequences of this go well beyond social media presences or heated debates in comment threads, it challenges the very nature of the ivory towers our universities are constructed on top of. Some of the more nostalgic set have opinedabout the “death” of the traditional library and how universities need to “Save the stacks.” Are we losing the traditional library to chase digital trends?
No longer are libraries cenotaphs of long dead books but a growing organism contributed, curated, and built by the members of the university community. A focus on digital pedagogy, allows librarians the flexibility to enter this new age of librarianship with a clearer idea of what we’d like the library to be 10, 15, or 20 years from now.
Rick Anderson tells us it is a commonality amongst new librarians to say that the collection is dead. Rather than death, I think of it as a transition as significant as the one from scroll to codex, or manuscript to print.
I am choosing to illustrate how I see the future of collections shape up in the digital future. Buildings come in different sizes and shapes, staff perform different roles but collections, that is items preserved for use by research are common in most if not all library experiences throughout history. The collection forms the backbone of our pedagogical role.
With this in mind what are the principles of digital pedagogy in modern librarianship?
Student voices matter, as much as established ones, in the conversation.
Access goes beyond the limits of the library and campus
The future of library is based on student needs both pedagogical and inspirational and the collection needs to mirror this.
By focusing in on the creation of scholarship by students into collections we are building upon the library’s core historical strengths while improving the teaching done in classrooms. We also exhibit examples of student work and learning to the world in perpetuity.
Librarians are often assaulted with comments that “all information is on the internet” and while many have struggled against this assumption and beaten it back in deference to our job security it is a fact that the internet has fundamentally changed the way that we receive information. As Lyman Ross and Pongracz Sennyey comment in “The Library is Dead, Long Live the Library” published in the Journal of Academic Librarianship “the Internet has lowered the cost of propagating information to negligible levels. This fact diminishes the value of local collections and services. Libraries are no longer islands of information.”(Ross and Sennyey pg 146)
And as the digital world encroached on the library, as it did on most of our lives and interactions, the edifices faded. First it was the building, allowing access outside of the footprint of the traditional library, then it was the staff who became teachers rather than guardians, what happened to our prized collections?
David Lewis in Reimagining the Academic Library comments that “Until quite recently what constituted the scholarly record seemed clear, or at least we understood that portion that was the library’s responsibility.” (Lewis 32) But that now we have entered a new stage of ambiguity caused by digital objects. Information Literacy exists against this backdrop of unclear scholarly records.
This has led some researchers, David Lewis included, to argue that the maintenance of non-unique print collections should no longer be a focus of academic institutions. Instead, digital collections, costing significantly less to maintain and often times infinitely more usable and accessible than singular print copies. While a shift away from the collection of books and toward the teaching and the impacting of students is necessary, I argue it is not an end to the collections based approaches that define the library.
While I do not completely agree that our print collections are no longer necessary, our communities are pushing our hands when it comes to demanding access to more digital materials, outside of the building, and off of campus.
The loss of the stacks is mourned by many nervous colleagues. Some of this nervous energy has prompted change in library circles. When the Association of College and Research Libraries introduced a new framework for information literacy, it was met, as all change does, with both praise and scorn.
Part of this framework was a large redefinition of the task of research, which increasingly takes the focus of librarianship away from books and dust and places it into the classroom.
One movement in particular that I believe is of note here is the idea that of “Scholarship as Conversation”
The framework states that “Communities of scholars, researchers, or professionals engage in sustained discourse with new insights and discoveries occurring over time as a result of varied perspectives and interpretations”
Part of this is the necessary focus on citations as a communicative tool between the researcher and the past, but buried in here is the way in which we can use the tools of the digital to promote our student’s incorporation into this community.
“New forms of scholarly and research conversations,” the framework continues, “provide more avenues in which a wide variety of individuals may have a voice in the conversation.”
It is through digital pedagogy that we have the chance to offer our students keys to this conversation, either through publishing, the creation of exhibits, or the production of knowledge itself. Libraries then need to be at the forefront of this transition, from static collections based and traditional “gatekeeper” mentalities to the research driven and student driven collection creation.
While librarians have been quick to reject the gatekeeper mentality, faculty in fields across campus have been hesitant to give up the reins of the academic conversation. Some institutions have had long histories of undergraduate research prior to the age of the internet, it is the openness in the digital world that prompted a revolution in student publishing.
Char Booth explains in “Open Access as Pedagogy” that digital publishing “grants privilege and power to student authors, gives them space to assert their intellectual agency, allows them to enter the academic conversation and…maybe alter some professional paradigms.”
Entering this academic conversation encourages students to reject the monolithic scholarly record that dominates our ideas of the University, and telling students their voice matters allows a reconfiguring of the idea of research. The best way to understand research is to conduct it yourself. There are more tangible reasons this is innovative.
Char Booth continues “With that newfound power comes responsibility; with Open Access comes exposure…leads these already ambitious students to dig deeper into primary and secondary sources, to think harder about their meaning and value to their scholarship and to argue more effectively and write more forcefully.” (Booth 6)
Feeling that student work is often too “un-polished” or “not up to par” with the rigorous examinations that come after years of graduate school. Some are worried that student work will impact their own standing as professional academics. Bad student work with a faculty name on it reflects poorly on mentorship.
In giving the keys of scholarship to our students we promote not only their work but the University as a whole; much like open access creates exposure for us on the Tenure Track, our students become examples. By opening up the collection to reworking by students we not only improve their education but we break down the barriers that hold new ideas back.
It rejects the model of the library as a singular direction where the collection is controlled by the librarian and lent to the student or researcher. Instead it breaks down those barriers to encourage the exchange of information and ideas across all levels.
Nowhere on campus is better for this kind of interdisciplinary engagement, and nowhere is better suited for the task of preserving collections, albeit digital ones, then the organization trusted with this preservation since Alexandria. This is not a death for the library, or of the collection, but a new beginning.
“If open is the answer, then what is the question?” was posed by educator and researcher Catherine Cronin (National University of Ireland, Galway) in her keynote address for the Open Education Conference 2016 in Edinburgh, UK last April. This question challenges our community to explore the why behind the how driving open education initiatives, and reveals the need for a body of critical research examining the same.
Jamison Miller, Ph.D. student in the School of Education at William & Mary, hopes to develop a framework that balances critical analysis with practical implementations, and provide the open education movement with the foundation to help move it forward in a socially responsible manner. He credits his affiliation with the Global OER Graduate Network (GO-GN) with providing an invaluable support network for doctoral students studying open education. The group helped bring Jamison to Krakow last spring for the OEGlobal Conference, and will be supporting a trip to Cape Town for this year’s conference in March.
Two years ago the department in which I work was charged with developing a new organizational structure in response to changes in the scholarly publishing landscape. Reflecting, presenting, and writing in various venues about this, it’s hard to avoid the ad nauseam reference to change – change is the new normal; embrace change; anticipate change; be the change you wish to see in the world.
In my previous post, the second in this three part series, I noted that the literature is growing in supporting the fact that flipping (changing) the subscription model to open access is an attainable reality, and that a will to do so is what’s needed. My experience rethinking acquisitions and resource sharing workflows to support this changing landscape lead me to believe there is more than will at play.
One problem many libraries are aiming to solve with reorganizations, is the inadequate support of e-resource and open access workflows resulting from predominantly print based workflow and organizational structures. This is interestingly parallel to an observation Van Noorden makes regarding the costs (that translate to high pricing) of traditional publishing and open access models. He writes:
“Whereas small [open access] starts ups can come up with fresh workflows using the latest electronic tools, some established publishers are still dealing with antiquated workflows for arranging peer review, typesetting, file-format conversation, and other chores. Still older publishers are investing heavily in technology and should catch up eventually.”
Investing heavily is an interesting lens with which to consider the tensions at play in the subscription model and open access and is often the starting point for change. Investment connotes the shared driver of money at stake. But investment of time, thought, and resources are also very much at play in exploring alternative workflow and organizational structures in these same spheres. And because both involve people, solutions are not always a matter of simple arithmetic.
I had the opportunity to take notes for parts of the OA Symposium held at the University of Kansas recently, which was aimed specifically on open access funding alternatives to article and book processing charges (APC/BPC). As I took notes for the symposium, I listened for specific connections to the subscription model that might lead to actionable solutions in my circle of influence. From almost every participant there was a common call for: concrete, actionable solutions (that do not reinvent the wheel), connections, and momentum. Not surprisingly, these same outcomes are desired by those involved in reorganizational efforts to address and support such changes.
Breaking down any large problem — like institutional reorganizations or flipping subscription based or APC models of open access — requires both an ability to see the actors involved and the connections at play. Both cases need a good dose of facilitation and process mapping. In the OA Symposium participants did a fair amount of idea-generation, but also worked together in small groups to break down the processes involved in the APC model and its connections to many local and international players. Proposing alternative models addressed the practicalities and anticipated challenges of implementation. Some of these proposals mentioned connections to subscription model in general terms; others offered more specifics. I starting thinking more about the workflow and organizational implementation on a couple of these ideas.
Common funding models for open access initiatives, besides funding APC, are investing in open access memberships. This is somewhat like subscription-based membership in consortia, which aim to reduce individual cost of participants and garner negotiating power in numbers. But a new (to me) twist on this model proposed that instead of modeling the price of participation on FTE or Carnegie classification (as the subscription models commonly do), perhaps differing levels of participation could be more voluntary, like endowments. Taking this a step further, I wonder if the options to invest as a silent donor would attract even more willing participation. While contrary to the more public investment desired by open access advocacy, this recognizes a more guarded approach the subscription model workflow sometimes takes in managing messages about investment. Take new e-resource trials, for example, which on the face of it represent no actual monetary commitment. However, a decision to even pursue trials may be carefully considered against messages that might appear to over promise the availability of resources that cannot be realistically afforded. Such a decision might also work at cross purposes with existing renewal workflows in negotiating better deals. To be clear, the need for budgetary accommodation in subscription renewals does not prevent libraries from considering new resources, but an awareness that the complexities of that messaging should be recognized.
Another, perhaps controversial twist on the membership models was tying participation with a commitment to reinvest subscription dollars along various timelines. (e.g. 1% – 100% over 10 years). The incremental nature of this approach is also similar to subscription renewal workflows, which operate in annual incremental percentages increases (e.g. multi-year renewal deals often negotiate a pricing percentage cap on increases). Again, its success with subscription workflows may come down to a question of transparency. As with some licensing negotiation terms, a public, unified statement of commitment often helps get such clauses addressed in negotiation. Whether internal, or a transparent part of the negotiation process, finding a way to flip the negotiation of price cap percentage to a price reinvestment percentage is an interesting concept.
There are million other tiny ways to begin rethinking subscription and open access workflows in concrete ways. My next concrete step is to consider the steps recommended in the OA2020 Roadmap which is teeming with concrete practical solutions for subscription and open access budgeting and reporting, assessment, negotiation, and more. Being present at KU’s OA Symposium allowed me to pay attention and consider realities I hadn’t been aware of and take stock of how much more I can learn and potentially contribute.
Richard Van Noordern, “The True Cost of Science Publishing,” Nature 495 (2013), 426-429, doi:10.1038/495426a