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University of Connecticut University Libraries

Collection Development and Access Plan:
School of Business Administration
A multi-campus report and planning document

Prepared by Norma Holmquist, Shelley Cudiner.
DATE: Updated, Summer 2003.

Purpose:

The purpose of this Collection Development and Access Plan is threefold. First, it is a tool for the Library to become better informed of the information and data needs of academic programs on campus. Second, it will outline how existing local collections, networked electronic services, and document delivery services are being utilized to meet the bibliographic needs of these programs. Third, it is hoped that this plan will provide the faculty and the library staff a base for dialog concerning future information needs and areas for cooperation. This plan follows the broad guidelines established in Ownership and Access in a Global Information Market: A Framework for the University of Connecticut Libraries, issued by the Chancellor's Library Advisory Committee in March 19991999 and the FY 2003 update, Library Collecting for a Digital Age: An FY 2003 Update to Ownership and Access in a Global Information Market.

Contents:

  1. Characteristics of the Community
  2. Collections Budget Expenditure Patterns
  3. Current Patterns of Information Service
  4. Emerging Choices

I. Characteristics of the Community

Programs:
Program concentrations within the school’s curriculum are offered in accounting, finance (including real estate and healthcare), marketing, management, and operations and information management. Faculty research interests vary widely within the broad departmental programs listed above.

Undergraduate: Four-year undergraduate programs are offered at the Storrs and Stamford campuses and through the Tri-Campus program at the Greater Hartford, Waterbury, and Torrington campuses. Tri-campus offers both a B.S. in Business & Technology as well as a Business minor. Additionally, the school offers the Management & Engineering for Manufacturing (MEM), an undergraduate program developed in cooperation with the School of Engineering.

Graduate programs offer degrees in the following areas of concentration at specific university and community locations:

Advanced Business Certificate (ABC) program (Greater Hartford) which allows professionals, managers and executives who have already earned a Master’s, Doctoral, Doctor of Medicine or Juris Doctorate degree to gain leading-edge skills and knowledge necessary to effectively manage and succeed in their fields.

Business Mastery Program - An Executive Education program currently offered at The Hartford (Greater Hartford) and Webster Bank (Waterbury). Similar programs are planned in partnership with Timex, Waterbury Hospital, and St. Mary's Hospital at the Waterbury campus.

Connecticut Information Technology Institute (CITI) certificate programs (Stamford) are focused on Information Technology. In cooperation with CITI, the Bachelor of General Studies Program and the Master of Business Administration program offer Operations and Information Management courses. In the M.B.A program these courses lead to the CITI Advanced Business Certificate in Information Technology.

Executive Master’s of Business Administration (E.M.B.A.) (Greater Hartford & Stamford. Greater Hartford EMBA classes for the Farmington Program are held at the United Technologies Leadership Center.) The program seeks to enhance existing skills and develop new skills for experienced mangers, professionals, and entrepreneurs. The curriculum is constructed and sequenced to integrate four basic building blocks: environmental issues, managerial tools, functional applications, and strategy.

Master of Science in Accounting (Online Program) allows qualified students to meet the 150-hour educational requirements to sit for the CPA exam. The program maps into the AICPA's set of core competencies. This is UConn’s first online Master’s program.

Master of Business Administration (M.B.A.) (full-time program, Storrs; part-time evening program at Greater Hartford, Stamford and Waterbury as part of the new Tri-Campus School of Business that also includes a new four year Bachelor’s degree in Business that will be centered in Waterbury.) Offers concentrations in Accounting, Finance, Health Care Management, International Business Management, Operations and Information Management, Management of Technology, Marketing and Real Estate.

Dual degrees in Master of Business Administration are: M.B.A. and J.D. (Storrs, Greater Hartford); M.B.A and M.D., M.B.A. and M.S.W. (Greater Hartford); M.B.A. and M.A. in International Studies (Storrs, Greater Hartford); M.B.A. and M.S. in Nursing (Storrs); and the M.B.A. and M.I.M (Storrs).

Doctor of Philosophy (Ph.D) degree in Business Administration (Storrs) offers concentration in accounting, finance, management, marketing, and operations and information management.

Accreditation:
The School of Business Administration is accredited by the International Association of Management Education (AACSB). The Health Systems Management Program is the only program in New England to maintain AACSB accreditation and American Association of University Health Professionals full membership. The Accounting program is the only accounting program in New England to receive the AACSB accounting accreditation.

Students and Faculty: (Numbers from 2002-2003)

Storrs Campus
Undergraduate students: 1670
M.B.A.: 55 (International students make up 41% of total class of 2004 – SBA web page)
Ph.D.: 65
Faculty: 94 FTE

Stamford Campus
Undergraduates: 66 fulltime; 28 part-time
MBA: 54 full-time; 314 part-time
Executive MBA: 1 full-time; 7 part-time

Faculty MBA: 12 FT, 20-30 adjuncts (offices in Stamford, departments based in Storrs) CITI: 5 Operations and Information Management Faculty In-Residence.

Tri-Campus Program
Greater Hartford (includes the West Hartford and Citigroup Education Center locations) Undergraduates: 30 majors (Includes Waterbury. It is expected that a new articulation agreement with the Community College System, soon to be announced, will significantly increase enrollments in this major.)
MBA: 400
ABC Students: 20
Executive MBA: 49 (at Farmington site)

Adjunct faculty Greater Hartford: 7
Storrs faculty who teach at Hartford: 27

Torrington Campus (Tri-Campus)
A business minor is offered.

Waterbury Campus (Tri-Campus)
Undergraduate: 30 (Offers both a B.S. in Business & Technology as well as a Business minor. It is expected that a new articulation agreement with the Community College System, soon to be announced, will significantly increase enrollments in this major. MBA: 50

Faculty: 7 new faculty hired for the Tri-Campus whose offices will be located in Waterbury

The Communities:
The student and faculty make-up and the programs of the School of Business Administration are very diverse both in respect to serving a large number of “non-traditional” students (particularly at the regional campus programs) as well as in terms of each program’s specific research resource needs. All students and faculty in the various programs express a strong need for remote access to electronic resources as well as a need to maintain core materials in the physical library collection for support of SBA teaching and research.

While the faculty, undergraduates, MBA and Ph.D. candidates for the Storrs program are mainly based in Storrs, the regional campus programs vary significantly. Non-traditional student diversity in student population is reflected by the diverse programs offered such as: evening MBA program located at both the West Hartford campus and UConn Downtown at the Citigroup Education Center in downtown Hartford, Executive MBA (EMBA) Program in Farmington, the Advanced Business Certificate (ABC) program at the Hartford/West Hartford campus, and the undergraduate degree, MBA and EMBA programs at the Stamford campus, a non-residential campus. Additionally, the MBA program at Stamford works with the corporate community to tailor offerings to meet the continuing educational needs of working professionals and middle managers in the Fairfield County and tri-State area.

II. Collections Budget Expenditure Patterns, 2002-2003

Storrs
Total: $75,852

Books: $6,852

Journals and continuations: $69,000
Greater Hartford
Total: $65,995

Books: $8,523

Journals and continuations: $57,472
Stamford
Total: $83,500

Books: $3,500

Journals and continuations: $80,000
CITI Program
Total: $16,500

Books: $3500

Journals: $13,000
Waterbury
Total: $2,200

Books: $1935

Electronic serial: $265

Networked Services:
Electronic indexing, abstracting, and full-text services purchased by the Library’s Networked Services budget (not reflected in the above figures) which primarily (or in some cases significantly) support research in Business include: ABI Inform, Factiva (formerly Dow Jones Interactive), InfoTrac, Business & Company Resource Center, CCH Internet Tax Research Network, D & B Million Dollar Database, Global Access, Standard and Poor's NetAdvantage, Valueline Investment Survey.

III. Current Patterns of Information Service

  1. Characteristics of the Literature

    Journals and other serially published materials are the basis of research in the Business. Programs in Business rely on a very broad range of journal literature both in terms of subject focus and retrospective as well as current information.

    Some research materials in paper and other non-digital formats are also important including such specialized materials as handbooks, data books, databases and other sources for financial ratios, company information, stock reports, etc.

  2. Collection Development
    1. Areas of Focus

      Material is selected to support the professional and research programs of the Department described under Section I, Characteristics of the Community. The major areas of research will be supported with purchases of appropriate journals, books, indexes, electronic access to information, and document delivery/interlibrary loans.

      As indicated in the SBA Mission Statement and Strategic Plan, Appendix B (http://www.sba.uconn.edu/), undergraduate sources increasingly need to focus on the international and technology arena. MBA student work will focus on practical, problem solving business literature and current business theory.

    2. Acquisition Strategies
      1. Monographs

        The University of Connecticut Libraries (all campuses) uses the approval plan services of Yankee Book Peddler to supply the bulk of new monographs. Books are received based on a profile that is broad in coverage for the School of Business. Notify slips are provided for items that fall outside the profile but which may be of interest. Some titles are selected and ordered from these slips. Publishers who do not to discount to Yankee or produce less than five titles a year are not covered. In addition, catalogs from publishers and reviews from various sources are consulted for other materials that might be added to the collections. Specific suggestions from library users, including students and faculty, are always given full consideration.

      2. Journals

        The School of Business journal budgets at all campuses are almost completely absorbed by the cost of ongoing journal subscriptions (see budget brake down in Section II, Collections Budget Expenditure Patterns). The Library requires special justification, or evidence of demand from our document delivery statistics, to consider titles from commercial publishers known for rapidly increasing the subscription costs of their titles. Depending on its cost and the current state of the Business budget, addition of a new title may require the cancellation of one or more existing subscriptions. In those instances where we have both the option and an economic incentive, it is currently library policy to prefer electronic to print subscriptions.

      3. Other Media

        Other media of interest are educational videos. At the Storrs campus, the Marketing Department has been most active in requesting videos for class instruction. Videos are usually purchased for their immediate relevance and not for historical use. Videos and other media are purchased on a very selective basis at the Greater Hartford and Stamford campuses as funds permit.

  3. Access Development

    In order to assist School of Business researchers to locate the research materials they need, the Library will use a combination of local collections, licensed electronic products, subject and program-based web links, current awareness services, and document delivery and interlibrary loan.

    1. Relevant Indexes, Abstracts, Library Catalogs and Bibliographic Utilities

      The current compliment of general electronic indexing, abstracting, full-text services, and current awareness services as well as those specific to the School of Business (see section, Current Library Expenditures, Networked Services) provided by the Library seems sufficient to meet the above stated objective.

      The primary indexes for Business include ABI Global, Disclosure, Dow Jones Interactive Econlit and Academic Universe. They cover the majority of the journal, newspaper, newswire and company information for Business.

    2. Electronic Journals, Books and Data

      User enthusiasm and economic incentives have caused the library to embrace electronic only access to commercial as well as non-profit journal packages. With the subscription year that begins in January 2004, if a cost savings is available, the libraries are generally converting journal subscriptions that currently bring us both print and electronic copies to electronic-only provision.

      We are making this change on a publisher-by-publisher basis. Many of our electronic journals do not come directly by license from the publisher, but instead through aggregator products such as Lexis-Nexis Academic, Factiva, InfoTrac and Wilson Web.

      The arrangements between aggregators and publishers are constantly in flux. Only when titles are available through multiple aggregators, in a complete and reasonably current version will the cancellation of print be considered.

      We have resisted going electronic-only up to now because of concerns about long-term, archival access. Commercial publishers cannot be relied upon to archive their content once the prospect of additional sales approaches nil. Although a solution is far from in place, we believe that technologies now under examination, with funding from the National Science Foundation among others, will yield solutions whereby the largest research libraries will undertake the distributed archiving of digital content in all our interest. We expect that even the largest commercial publishers will, ultimately, cooperate with such an arrangement.

      One of the primary goals in the immediate future will be to identify the journals for which we have a subscription but not electronic access, and attempt to add said access. Often the stumbling block for doing so is the license agreement. Additionally, many of the society journals are only now being made available electronically. Often, online access to these titles is free with a print subscription. Retaining access to the already respectable menu of online journals provided by the Library is an ongoing library goal although this effort is becoming increasingly difficult. Because of unsustainable inflation of scholarly journals, electronic only access may be increasingly viewed as a viable option. The question of permanent access to reliable archives of this material is not yet resolved, making such a switch a risky venture.

      Furthermore, electronic journals can be hot linked to web based indexes like Web of Science, and the electronic resources listed above. Additionally, the Library’s electronic journal locator, eCompass, facilitates the identification of specific e-journal titles "owned" by the Library (i.e., accessible via the University internet domain, ".uconn.edu".)

      Electronic data is increasingly being requested. Where it is used by a large number of faculty or students the library attempts to acquire the data. If it is expensive and used by very few individuals, the library prefers that the requesting constituency purchase the data for their own use (i.e. Standard and Poor Compustat).

    3. Other Internet-based resources

      The Business Library Liaisons maintain a web page that organizes and promotes a wide range of electronic resources for Business including locally licensed indexing/abstracting services and full-text resources located at: /research/bysubject/busimain.htm. The liaisons welcome comments on improvements to the page and/or additional sites, which should be listed.

    4. Document Delivery/Interlibrary Loan

      DD/ILL is an integral part of all our collection development and access plans. DD/ILL data is actively considered in relation to both journal purchase decisions and collection budget planning.

      The Library encourages faculty to take advantage of the Library's Document Delivery/Interlibrary Loan (DD/ILL) Service, as we continue to reduce paper subscriptions due to high cost. Additionally, the Library continues to make improvements to DD/ILL for efficiency and quality in our efforts to make this service a viable alternative for teaching and research needs.

      Data from the automated DD/ILL operations is increasingly important in determining which journals we need to own locally or access electronically and which can be delivered from other libraries and document delivery services, in a timely and cost-effective manner.

    5. External Relationships

      The School of Business maintains formal external relationships with a variety of businesses in Connecticut, particularly in Hartford, Stamford, and Waterbury. (For more specifics see section I. Characteristics of the Community and the Centers and Institutes section of the School of Business webpage, http://www.sba.uconn.edu/)

      Additionally, for information resource needs in the Real Estate and Urban Economics Studies major, the UConn Libraries depend on the Center for Real Estate and Urban Economic Studies library and do not collect in this area.

      Consortia agreements have reduced the cost for accessing databases and journal packages. Consortia arrangements have allowed the Library to provide desktop access to databases and online journals that would otherwise be cost prohibitive. It has become increasingly necessary for the Library to participate in consortia purchase agreements of this type. Hence, the ability to partner with other libraries in these purchases may strongly influence what resources we provide access to and when.


IV. Emerging Choices

A clear library service challenge to support teaching and research needs of the School of Business communities is continuing to effectively serve such a diverse and remotely located student body as well as the increasing development of new program locations and program aspirations without additional financial support to the Libraries for building new library collections or augmenting existing collections.

Additionally, because journals are critical for Business research and teaching, the clearest challenge in collection development for Business is managing the transition to electronic journals. There are major questions and concerns raised by this transition and no ready answers. As the Library purchases different packages and products, both library staff and Business faculty and students must understand that we are experimenting in the acquisition of journals in this new medium and that permanent electronic access cannot be guaranteed for everything we initially provide. All journal users are encouraged to be active participants in the promotion and evaluation of electronic journals within their subject areas.

The future of collecting to support Business in a changing information economy

Both continuing inflation in the unit cost of print and electronic publications, and expanding demand for new products and services are anticipated. The Libraries do not expect the University to solve this problem by increasing the Libraries' share of limited University resources. The Libraries hope for a continuation of the current level of support, but cannot regard it as guaranteed. Increasingly though, measures of user behavior: circulation by classification and patron affiliation; database use; and ILL/document delivery activity will play a role in budget decision-making.

The significant evolution in collection development and access patterns requires enhanced communication between library staff and the faculty and students they serve. Ongoing dialogue will help ensure that the best choices are being made and that users are knowledgeable about emerging kinds of library resources in terms of access and intelligent use and the risks involved in some of these choices. The Library Liaison Program will continue to be the primary vehicle for this kind of contact.

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