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Electronic Purchasing in Collaboration (EPIC) - a
shared initiative of New Zealand libraries
Introduction EPIC is the national e-licensing
initiative in New Zealand that makes available a package of electronic
resources to all New Zealanders through the consortium member libraries.
Through a National Library of New Zealand Te Puna Matauranga o Aotearoa funded
Proof of Concept project, using a competitive procurement process, it was
possible to negotiate subscription rates that have allowed even very small
libraries to subscribe.
One hundred and seventy six libraries have committed to EPIC to
date, and the Ministry of Education has funded access for all New Zealand
schools for the first year. As a result EPIC has provided unprecedented access
to electronic resources for New Zealanders.
Background In 2002, the National Library surveyed
libraries to determine interest in forming a self- funded consortium for the
purchase of e-content and to identify the type of content required. A positive
response led to the establishment of two multi-sector working groups that
developed and made recommendations about possible consortium structure, funding
arrangements and content. They recommended that the following subjects were of
widest appeal to New Zealand libraries:
- NZ newspapers
- General/ Business/ Health
- General Reference
- General Science
To take these recommendations forward the National Library agreed
to fund a six- month proof of concept project to develop a cross-sector
consortium to deliver at least two electronic publications for NZ libraries and
their users. This was the PER:NA (Purchasing Electronic Resources: a National
Approach) Proof of Concept Project which began in May 2003.
A Project Manager was seconded from another library and
multi-sector Steering, Advisory, Technical, Requirements and Negotiations teams
were set up. The initial focus was on the development and running of a Request
for Proposal (RFP) process that sought to identify and select possible vendors
and products.
Three possible outcomes that were identified and built into
communications throughout the project:
- The project may demonstrate the viability of a self-sustaining
model going on into the future.
- The project may deliver the some products but show that a
self-sustaining model is not viable for a wider range of products.
- The New Zealand library market cannot support a national
approach to site licences. This is still a positive outcome, as the outcome
will be supported by a transparent process and case study.
The following key principles were also emphasised:
- Collaboration - it is an opportunity to demonstrate that the
New Zealand library sector can collaborate, in the national interest, through a
licensing consortium;
- The model must have the potential to include any New Zealand
library
- There should be expanded access to e-Resources for all users
- The consortium should be financially self-sustaining after the
set-up phase
- A partnering approach with e-Resource providers
The RFP process was run from July-October and was a very intensive
exercise. This was particularly so for the Negotiation Team, who committed many
hours evaluating products and negotiating with short-listed suppliers.
The outcome of the RFP was the selection of a range of EBSCO and
Thomson Gale resources. The PER:NA project team negotiated an 'all of country'
deal, meaning every person in New Zealand could access the resources through a
consortium member library - be it local library, education library, work
library or the National Library of New Zealand.
The proposed deal was put to New Zealand libraries in early
November 2003. Libraries were provided with a price range and it was explained
that the final cost was dependant on the level of commitment. To commit, each
library had to sign a letter of agreement with the National Library. On 19
December 2003 enough commitment was gained to announce that the consortium
could be formed. Contracts were then signed between the National Library and
EBSCO and Thomson Gale.
Partnering EPIC has developed a partnering
approach with EBSCO and Thomson Gale. Because EPIC is a new concept in NZ there
was a need to work with the vendors to ensure flexibility in tackling any
challenges or unexpected outcomes. The contracts with EBSCO and Thomson Gale
include a schedule on an agreed way of working together that promotes prompt
constructive communication and a problem solving approach. It still requires
the delivery of agreed content, including increasing New Zealand content, and
service levels. It also enables the setting of future goals and targets.
Governance & Staffing PER:NA became EPIC
in February 2004. The resources were rolled out to libraries in April, and the
new governance structure was implemented in June 2004. The National Library is
currently the lead agency, and hosts the EPIC office.
Strategic planning is the responsibility of the EPIC Governance
Group (EGG) comprising 9 sector representatives. In addition to providing
strategic direction, EGG guides the operation of the consortium and works to
promote and stimulate expansion of the resources to as wide a NZ library market
as possible. There is one full-time EPIC Manager role that is funded from the
administration fund.
Membership
| Library Type |
Percentage of Total in that Sector |
| Universities, Polytechnics, Wananga1 , Colleges of
Education and other Tertiary |
95% |
| Public Libraries |
91%2 |
| Special Libraries (includes Company, Charity, Government,
Health and other types of libraries) |
Approx 32%3 |
| Schools - The Ministry of Education has provided funding
for all registered schools in New Zealand for the first year. Schools must
register, and sign licences, before they can access through www.tki.org.nz/epic
|
Approx 50%4 registered. |
1.
Public tertiary institutions that provide programmes with an emphasis on the
application of knowledge regarding ahuatanga Maori (Maori tradition) according
to tikanga Maori (Maori custom). 2. Seven small public libraries have not
joined largely due to technology and lack of technology support in their
councils. 3. There is no definitive information about the actual number of
Special Libraries in New Zealand so special libraries percentage may not be
accurate. 4. Includes 91% of secondary schools
Resources Over 16,000 full-text titles are
available. Databases include EBSCO Australia/New Zealand Reference Centre,
EBSCO MasterFILE Premier, Thomson Gale Infotrac Onefile and twelve other
Thomson Gale collections including Biography Resource Centre and Health and
Wellness Resource Centre. The resources are only available as a package.
Access Each member library manages its own
access to the resources. This is so they can customise interfaces and access
usage reports as they wish. A wide range of authentication options are
supported including IP, Referring url, ID and Password, barcode pattern and the
use of LibProxy and EZProxy is supported. Libraries are encouraged to set up
remote access.
Promotion Developing EPIC promotional
material was challenging because there are so many different types of libraries
with different client bases. Also some libraries did not want to provide access
to the full range of databases so did not want to do a full 'EPIC' promotion.
To combat this we encouraged libraries to develop their own
promotional strategies, to suit their own environments. We did this by
providing them with customisable promotional materials, including EPIC posters
with blank sections so libraries could paste in their details, generic press
releases that libraries could personalise, desktop wallpaper and a PowerPoint
template. To support this we also provided libraries with tips on ways to
promote electronic resources.
Cost Allocation EPIC is self-funded by its
member libraries. A fair and affordable pricing model for all the libraries
involved has been drawn up, based on 10 bands ranging from schools and
charitable trust libraries at Band A (lowest) to large tertiary libraries on
Band I and the National Library at Band J (highest).
Cost allocation depends on a number of factors: for example,
population size for the public libraries and collection budget for the special
libraries. The pricing model includes a contribution towards administrative
costs that covers the EPIC Manager's salary, and the costs of the Epic office.
The cost model will be reviewed prior to subscription renewal in March
2005.
Benefits Some of the benefits of EPIC are:
- Nationwide access to electronic resources through all types of
libraries
- Affordable subscription costs for most types of libraries
- Libraries that had already subscribed to the EPIC products
could now do so for a lower price
- Existing consortia were not negatively affected
- Provision of technical support for libraries
- Increased awareness of the benefits of e-resources by smaller
or less well funded libraries
- Higher profile for libraries in general, including at
government level
- Greater awareness of the role of libraries and the information
resources they make available
Current Focus and the Future
EGG is
currently focusing on consolidation and growth. In particular they have begun a
training taskforce to develop a comprehensive training strategy. EGG is also
concentrating on new content, funding structures, and strategic relationship
building. It has been agreed that EGG will add to the current suite of products
with in the next months. They are now consulting with members on preferred
subject areas and investigating procurement processes.
More information on EPIC is available at:
http://www.epic.org.nz/
Fiona Rigby EPIC Manager November 2004 epic@epic.org.nz
With thanks to Catherine Nicholson, SCURL.
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