# Electronic Data Acquisition

Electronic resources include online full text and image collections, bibliographic databases, fully numerical databases, and encyclopedias and other reference tools. Some of these materials imitate or are intended to replace printed publications while others represent new information products. Some of these materials require proprietary operating software, specific hardware, or a selection of network platforms in order to function. Some are stand-alone products; others can be made available through the web more generally.

Setting up a fixed organizational structure within the library to purchase electronic resources is difficult because of the rapid growth and massive changes in electronic publishing. Not only are the suppliers changing, but their products, the delivery mechanisms, and the equipment to decipher what we buy changes frequently. Buying a book requires that we have space on a shelf in a building with appropriate climate control. The book must be written in a language, format, alphabet, and font that can be understood, and preferably published on paper that can be preserved in the long run. Book publishers have had hundreds of years to stabilize these and other aspects of their industry. There is little doubt that something like this will happen in electronic publishing, but we are not there yet.

At the moment, the electronic materials the library collects fall into two main categories: CD-ROMs and networked data. Since CD-ROMs are a physical product that, along with documentation, are about the size of a book, CD-ROM purchases are already part of our current book acquisition efforts. Individual bibliographers make decisions about CDs roughly as they do about books. Although the bibliographers do not always have the expertise to evaluate electronic media, they are learning by taking classes, self-instruction, and helping each other. At present, they do not routinely request and evaluate demonstration copies of electronic data bases, although they receive input and advice upon request from the HCL automation group. Before purchasing, they ensure that each product can be run on HCL equipment, and they spend some time, along with the automation and reference groups, in trying to understand the product after it arrives.

Through the Widener approach to book purchasing, the library has purchased very few CDs. Indeed, only 500 CDs have been purchased by all of Harvard's libraries. (In addition, roughly 100 have been acquired and another 100 printed by the Harvard-MIT Data Center; a list can be found at http://www.hmdc.harvard.edu/hdc/cdlist.html.) This relatively small number may be partly accounted for by CDs being what appears to be a transitional media, the successor to which has already been negotiated and approved by the industry. Moreover, many electronic resources are now networked materials. The industry appears to be moving very quickly towards these networked resources. Most CD-ROMs are produced in the United States and United Kingdom, and so it is the American and English Section of the book collection division that purchases most of these materials, although other sections sometimes make contributions and some other HCL libraries, such as Fine Arts and Music, also make some purchases.

The library has responded flexibly to the pressures from this new industry. A half-dozen decision-making mechanisms have already been tried, modified, discarded, or reinvented. One of the problems is that the plans that are designed to maximize cooperation among Harvard units in order to save the most money and guarantee the widest access are often those with the highest transaction costs. Thus, a reduced payment to a supplier might be counterbalanced by a higher cost in library staff time and effort. Many of the ways to make this task easier will need to be implemented by the suppliers who appear to be responding to the strong incentives to achieve this.

Although they are sometimes described as being identical, the organizational structures and decision making authority for buying books (and CD-ROMs) as compared to networked data are fundamentally different: Whereas book purchasing decisions are almost entirely decentralized, networked data purchasing decisions within HCL are almost completely centralized. The new head librarian (Nancy Cline) is currently reviewing these organizational structures, and may make changes, but, at least until now individual decisions have all been made by the head librarian and the associate librarians (Lawrence Dowler, Associate Librarian for Public Services and Susan Lee, Associate Librarian for Administration and Finance). The most expensive purchases (such as on-going negotiations with Lexis-Nexis, Current Contents, and ABI Inform) and those requiring immediate decisions (such as when special deals arise because of HCL's relationship with other Harvard libraries or cross-university consortia) are made by these senior library staff alone. For the more usual case of moderately priced, less visible data bases, the library has established an Electronic Resources Council (ERC).[34] This group of mid-level professionals from different FAS libraries meets every month or two to collect and review all the proposals for electronic purchases that have been forwarded by the book selectors, faculty members, and other sources. They then rank the proposals based on academic program need, cost, reviews, and feedback from library colleagues at other universities. The only titles considered are those for which the library presently owns the computer hardware and operating systems necessary to run them.

At present, the ERC does not make generally available, such as via the web, a list of items currently under review. Suggestions from faculty in person to a librarian, via the web, or through email are responded to, but there are no standardized procedures for follow-up. Those making suggestions do not always receive notification that their request is being granted, and no explanation or notification is given for requests not granted. Although there are no standarized operating procedures for these matters, all library staff involved in the process are quite open to discussing electronic resource purchases at any stage in the decision process if they are contacted directly.

The ERC has no acquisitions budget and its members have almost no knowledge of how much has been or will be spent on electronic resources. Their job is to collect information, rank the proposals, and forward them on up. This ranking is typically not accepted without substantial modification. In both theory and practice, decisions in this area have been made by the head librarian and the two associates.

Funds for networked resources are now being set aside in an electronic resources fund,'' which is a separate budget category rather than a tax on other library functions. This year, this fund is set at $275,000 of the$9.2 million acquisition budget.[35] The library recognizes that expenditures for electronic resources will need to grow, and it has worked out a tentative plan to increase this budget while not hurting its book purchasing effort. The plan at least for the next several years is for the above-inflation unrestricted'' budget increases from FAS (now slated at 1.5% per annum) to go into the electronic resources fund. Of course, all planning for electronic resources may change as needed.

HCL often negotiates with Harvard libraries outside of FAS (usually as arranged by the University Library and Director Sidney Verba) to pick up parts of site license fees. Various decision-making mechanisms have been developed for this purpose as well. However, if HCL wishes to purchase an electronic resource, it is almost always willing to, and often does, pay the entire cost of the item, even if none of the other schools agree to participate.

It would appear from the choices the library has made so far that they have the most expertise in the areas of bibliographic databases and reference works. They appear to have collected fewer full text databases and far less of available numerical collections. Government Documents (headed by Diane Garner) has purchased a variety of numerical collections. However, Government Documents are often forced, by lack of funds or by the difficulty in negotiating joint agreements with other libraries, to purchase stand-alone versions of software instead of the full networked version that everyone can take advantage of. Some of this material appears on the HCL local area network, which is accessible only from the reference areas of the Widener, Lamont, and Hillis libraries.[36] Most of it is only available on isolated workstations in the library.

Unlike books, there exists no centralized bibliographic control facility for electronic materials. Networked resources purchased in part by HCL or for which HUL is involved are usually distributed via HOLLIS Plus, and they are listed in the HOLLIS index.[37] But numerous other electronic resources have been purchased by other libraries and non-library units all over the university for which no information is included in HOLLIS, HOLLIS Plus, or any other index. The lack of bibliographic control, or information at the time of purchasing, has at least three consequences.