 I'm Bruce Hatterick. I'm the Vice President for Outreach at JSTOR in Portico. And I'm going to talk for a few minutes about the pilot program that we started several years ago to begin providing alumni access. Susan Gibbons from Yale will follow me. Damon Jagers after her from Columbia and Molly Tamarkin from Duke. And they're kind of going to give you a perspective of what they're doing with alumni access at their institutions. So this is really broadly about extending access to the resources that you're licensing to alumni and how that might be working. We kind of got into this, I have to say, from the pilot program standpoint. Really, from a mission perspective, we were seeing so many turnaways from people coming to us through Google that we knew probably were somehow affiliated with institutions who were licensing these resources. And it sort of set off an array of programs that we began to think about. But one of them was some of these people were probably alumni. Some of them probably have left the institution and don't have access to these resources and what they're doing post-graduation. And is there a way that we could extend that access? And would libraries be interested in doing that? Is that something they would like to do either from a development standpoint or from lots of internal reasons that libraries might have at their own institution? And we started to get a number of requests from institutions saying this is something they're hearing from their alumni they'd like to do. Is this a program we offered? And typically what we do in those situations is we say, well, I'm not quite sure what the value of that would be. Certainly don't know what it would cost. Have no idea what the publishers who participate in JSTOR would actually think about that. So let's kind of put a program together and see what we can learn. And that's precisely what we did for a couple of years. And it was interesting. There were, I will say at the beginning there were a lot of institutions who were very interested in participating in the pilot who fell away because they were struggling with the technology of how one of the requirements we had is that they'd be able to segregate the access of their alumni from the main institution so that we could actually measure it as part of the pilot. And that was really important. And that was difficult for a number of institutions to figure out. A number of other institutions thought that their alumni association or the development office was going to be very interested in doing this after they went to talk to them, not so much. So there were different things that happened. I'm sure you'll hear experiences here all over the place. But it was an interesting two and a half years and what we actually started to see was that usage really in some institutions started to get fairly significant. So I'm just going to say that from our perspective it was a very useful pilot. It taught us quite a bit both on the technology side of what was going to be required, both in understanding our publisher relationships and what they were thinking about alumni. And I have to say one of the real sticky points for the publisher side is actually how you define alumni. And every institution defines it differently. So, you know, in the sort of some sense the narrowest terms is people who have graduated from your institution. And the way that we've started to look at it is people who attended the institution. But there are lots of institutions out there who define alumni by just who gives money to the institution. And that causes some problems in the publisher's eyes when they start to think about this. So that's certainly one thing to be thought about. So our participation in this program kind of grew over a couple of years. It ended at about 54 institutions. But you can see what the breakdown is. We tried to get people from not just in the United States. And actually the U.K. was interesting because King's College London, one of the better research institutions in the U.K., when they announced their...now you don't think about U.K. institutions having like big alumni programs. They typically don't. They're not driven by sports and things of that nature. And so when they announced...King's College announced in their alumni newsletter that they were going to be providing JSTOR access, that first day the alumni office received 700 phone calls. I thought the guy was kidding. But he really said it became a fundraising activity for them. And I thought that was interesting. I'll just give you some highlights of the usage. I tried to show each year kind of how things progressed. We started out small and pretty much Columbia has been the people using the resource the most. Yale overtook them this year in their usage. But what I was really looking at was what percentage of the overall institutional usage was this accounting for. And when you look across the 54 institutions, it was about 3% and growing like 3% with a bullet. It was growing fairly substantially. And it ranged from institutions who had almost no alumni access use, probably folks who hadn't gone out and really promoted it, versus Smith College this year where 30% of their overall usage was driven by alumni. So there's this broad range right now of what's driving usage. And we're looking deeper into these numbers. Is that one alumnus that's at an institution in Turkey that doesn't have access and is getting everything they can? What is driving all that? But it's not insignificant. And we had a couple of theological seminaries that were in this pilot as well. And consistently their usage from alumni was over 25% of their total institutional usage. So it kind of depends on the institution. It depends on obviously how broad your alumni base is. But where we settled here was to move it from the pilot to the program that was just announced at the beginning of November. And we're going to be making this available, this program, to all higher education institutions worldwide. We're not moving this out into, we have a lot of, we have like 1200 secondary schools. It's not moving out to high schools and things like that, this nature. We're sticking with the higher education community. And we're going to see what happens. And we're going to see how usage begins to move over time and what types of institutions. And we may come up with a more robust fee scheme at some point in time. Right now we're just trying to keep it simple. And it's really simple, institutions paying additional 10% of whatever they pay JSTOR on an annual basis. And their alumni gets access to all the collections that that institution happens to license. So that's kind of where we ended the pilot. We're in full program mode now. So I am going now to turn it over to Susan to talk about her experience at Yale, which I think is here. Okay, so let me start with a full disclosure. I am on the, a new member of the board of Ithaca, which is the umbrella organization for JSTOR, but our decision to join the JSTOR alumni package happened before I arrived at Yale and the implementation of it happened before I joined the board. So I just want full disclosure out there, not getting any trouble here. So our alumni agreement was signed in May of 2011. The cost of it was 10% in addition to our annual fee for JSTOR. But at the time we signed it, we didn't have a mechanism for alumni authentication in place. We don't have the ability to identify just our alums within our NetID system and therefore our alums just are not part of our NetID system. So we had signed a contract but didn't have a mechanism to start the program. But fortunately we were able to work with the association of Yale alumni, which is called AYA. Historic, well AYA is actually independent of Yale. That makes for interesting politics. But back in the 70s the alums were not very happy with the leadership of Yale University and they broke away and started their own organization. And so we have this quasi-relationship with AYA. But what AYA has been doing all these years is registering alumni of Yale so that those alumni could then take full advantage of the networking opportunities that Yale offers throughout the country and throughout the world. So the partnership with AYA became our solution because they had already started building a database of alumni and giving them a sort of ID and password system so that they could log into the AYA website and get access to different resources. So that became our solution. We couldn't figure it out through University IT, but we could find a solution for AYA. And this has been a win-win for them because once we announced that JSTOR access was available all you needed to do was register with AYA, their numbers jumped precipitously. So it's not very attractive but this is where you go to get your JSTOR access you get your user ID and password from AYA. And we got this figured out in October of 2011. The stats were very interesting for us. So we started in October 2011 and between October and the end of the year we had 77,000 downloads just from our alums. So 5% of our total years worth of JSTOR use was for our alumni and I put in some comparisons with Duke in Columbia here. And then if you see this year we're up to 12% of our overall use of JSTOR is for our alumni. Now our alums are nerdy geeks, but they're no more nerdy geeks than my colleagues here. So I don't think it is sort of qualitatively about our alumni. Another, I think, my hypothesis is that it has a lot to do with how we pushed this piece out, how we pushed out the news about JSTOR. So that's what I'm going to focus on, what that marketing looked like and the results of that. So we started with a news article that went on to the Yale news site and that was picked up pretty quickly. And then our Yale Daily News, which is our student newspaper that comes out every day, they picked up the story and both of these are news outlets that our alums read very regularly. Reading the Yale Daily is just sort of part of your morning routine for any alum of Yale. It also went into the Yale Alumni Magazine and so these were our basic ways of pushing this information out in addition to Facebook and Twitter. And immediately it went viral. So the kinds of comments that came from Facebook totally psyched, geeked. But does that make me a geek? I think we're all so excited. The nerdy me can't help it. This makes me so happy. The Twitter comments, this is the best thing Yale has done for me since becoming an alum. Huge, seriously huge. Yale's just changed my life again. It went viral very, very quickly. Within 24 hours all of this news went out and it was largely the Facebook and the Twitter. So they picked up the news story and then just started spreading it across. My library fantasies come true. So our Office of Communication contacted us and said, what is going on? Because within 24 hours this news story has 3,836 page views, which is huge. 100% of the traffic to Yale news was for this story and it had been shared on Facebook within 24 hours 1,526 times. So in both cases this had never happened for communication. And this was wonderful because Yale's Office of Communication suddenly looked at the library a little bit differently. They're like, wait a minute, you have news stories and we have since formed a really interesting partnership where almost every single week there is now a news story being pushed out about the library. They just hadn't thought of us as an organization or a part of campus that really had news to be pushed out and now they're a great, great partner. So this alone was a terrific win for us because it changed our relationship. So the story then got picked up even further. So the Communication Office saw the traffic, decided to push it out into more national networks and Inside Higher Ed picked up the story and Times Higher Education did. Now in all of this it's quite strange because we were probably one of the last to join the pilot. We were at least number 12 or 13. So I don't know what it was at that point in time that just made this the right story at the right time. But something about it just got some national and then international attention. So then Time Higher Education which is in London contacted us and said could you do an editorial about this? And the university said sure, Susan will do it. So I had a weekend where I had to write an editorial piece and it really forced me to sit down and say, well how do I put this in context? What is the reason we have done this? And how does it fit the mission of the university? And what I chose to focus on was this idea of lifelong learning that the skills that we say we're giving our students are not just researching query skills and the like but also that we are making a commitment of lifelong learning for our alums but how do we execute that? How do we actually provide anything for that? We do provide borrowing privileges but you've really got to be in New Haven to take full advantage of that. So what is it we're doing? I put this alumni access in that context of that relationship that should be lifelong of the university to the alums, not just for the money but also that we're offering services as well and we're offering opportunities for them to continue in their intellectual inquiry throughout their lives. So then it also went viral across our alumni lists, browsers, page books, blogs, Twitter, and everything else. So that's really what I think pushed those numbers very, very quickly and while it has that initial 77,000 hits in three months, this year we're about 150,000. So it's actually leveled off a bit. So I think we satisfied a lot of interest right up front and now it's sort of leveling off and we feel at a very, very high rate. So the next steps for us are exploring other alumni packages. This was really the first package that we had even considered and it was largely because we didn't know what that mechanism was. What was that authentication mechanism? So we're considering EBSCO. One source is another one that our School of Management has been providing their alumni. We're trying to see if we can bring it into the library as an alumni wide program. The other thing we want to do is much, much stronger branding on the package itself. So right now you sort of get the sense that this is brought to you by the library and AYA. AYA is provided as a portal, but it's being paid for by the library and so we would like a much stronger branding that this has been brought to you by the library because our alums are individuals that we do most of our fundraising with. The other relationship change was with our Office of Development or Advancement or fundraising, whatever you call that group on your campus. This is the second institution I've worked with where they presume that the library doesn't have a lot of fundraising opportunities because we don't, quote, have many constituents. We don't have any graduates. We don't have anyone who majored in our library, you know, that program. So without having that natural constituency, fundraisers often discount the library as an organization on campus that can offer a lot to fundraising and this whole experience has changed that and actually flipped it around completely and it is now the library's becoming the hammer and everything that our alums are considering for donning is our nails out there. So I get regular now phone call saying we have someone who's interested. Is there something in the library that might get them interested? And they really put out this program, the JSTOR Alumni Access, as being an opportunity as an example of what Yale is doing for its alums. It's not about the library, it's what Yale is doing for its alums and is putting it forward. We were in a situation where almost on a weekly basis we would get a phone call saying, can alums get access to online resources? And we were saying no, sorry, can't. Licenses and we would explain why. Now we're able to say not everything but here's a really interesting package. Here's a really large comprehensive group of quality journals that you now have access to and it's wonderful to be able to not just say no week after week after week, which is what we were doing. So it's raised the profile of the library as a development partner and has changed that relationship in a really powerful way. And another piece that we're doing as a result of this, we are now including alumni in what we call a scan and deliver project. And this is based on the Harvard model where if an alum has purchased borrowing privileges and that's about $140 I think for a year's worth of borrowing privileges, you get a borrowers card and you can borrow material. But now you can also participate in our scan and deliver program. And what that is is anything in our collection, our general collection for which we physically own, so not electronically accessible, but actual ownership, not subscription, we will scan and deliver electronically to our students and faculty but also our borrowing privilege alums. And that would be within fair use, they're using it for purposes of research, they promise not to redistribute, but that will mean a scan of a chapter of a book or an article. But we have to physically own the object, not through electronic. And that, we haven't yet marketed that heavily to our alums because we're still trying to figure out what's going to happen at a campus level. And already interest in that program will probably drive about 30,000 scans in one year. So we have to make sure we can handle that level before we really push out to our alumni. But we think there's a lot of interest there as well. And it will start, I think, to approach what Cliff had mentioned yesterday with this world of MOOCs and open educational opportunities. Our alums, if they participate in it, are going to need access to content, to the literature, to the material. And I don't see the MOOCs easily being able to bring that content in. So I think increasingly our alums are going to turn back to us and say, I want to take advantage of Coursera, but I need these three or four articles. Is the library able to help me in some way? And this might be another way that we're able to participate and really build that stronger relationship with our alums. So we have now negotiated with the university that we can do a library-specific alumni fund push. And we think that these kinds of programs are going to lead to what I think will be a very successful fundraising campaign this spring with our alums specifically for the library. So we think the costs that we're investing are going to, we have already made them back. And we think we will many times over as a result of this. So I will leave it to my other colleagues up here and then we'll take questions at the end. Thank you. Good morning. I'm Damon Jaggers from Columbia. I would like to start by saying that I'm confident in the relative geekiness of the alumni at Columbia. But I took a little bit of a broader approach. Susan and I were joking that she went narrow and deep and I went broad and shallow. And that may be something about our personalities, I'm not sure. But I'm going to start with a little bit of a broad overview of the fullness of our alumni and friends kind of outreach program. And it starts with obviously e-resources that we license for them. But we also include a number of other resources including the breadth of our locally digitized collections. We push our institutional repository content towards them to relative amounts of success. And we also offer the full range of our reference services, our online and virtual reference services which includes email, phone, text, and all the normal culprits in that area. We do offer all of these services free of charge and that also includes on-site access to all of our libraries for all of our alumni. We do charge for borrowing privileges for alumni if they choose to want to partake of those. So we have a broad range of basically data-placed platforms that we're using right now. Some of them you may laugh because we actually publish two of those that are up there, both Chow and the Avery Index. But we do have a number of different relationships with JSTOR, with Factiva, with ProQuest, and a number of different platforms that we use, about 10. These were chosen initially really by our services staff as those things that they thought alumni would find most useful, what our graduates would find. So we're focusing on a lot of business-oriented databases, health information, as well as newspapers and general interest academic content. We have received a number of requests from many of our alumni, especially from our business school graduates, about wanting really deeper disciplinary resources, especially around market research and data. And as you would probably think, that's not something we're probably going to be easily be able to provide for them, being that if those publishers were even interested in wanting to provide that to our alumni, they would probably be at a price point that would make sense for us. They're more interested in being in New York and selling that content back to the corporations that these folks work in. How do we fund this? We are really funding this through a combination of our annual giving program within the libraries and our collections budget. So we actually are putting some collections budget money towards this. And we do see this potentially expanding past this. We are creating a lot of this access through just extensions of our current affiliate licensing. And so we are looking at opportunities rather through requests we see from our alumni base or through opportunities as we discuss with publishers of where we might extend our current licenses in a way that isn't too cost prohibitive that will allow us to move forward with broader access. Right now we're in conversations with Alexander Street Press to potentially add some media rich content for our alums. We've heard through an alumni survey that that might be of interest to them. So we're looking at that right now. So I thought I'd talk a little bit about how we kind of judge traffic both of how we take a look at usage across these different platforms. And we do it in a very simple way. We force our alums through our URL resolver to get at most of this through that alumni and friends website. And so we're able to take a look at those hits of the sessions of the request for a session that they're able to do for each of the platforms that they're looking to use. You can see JSTOR is by a pretty wide margin the most highly used resource that we're offering followed by Factiva and ProQuest. And I should mention ProQuest, that's multiple databases within that platform there. So you can see that JSTOR is certainly really highly used and really valued by our alumni. If we look at JSTOR usage itself, I'll run through this pretty quickly because some of this data has already been discussed. The red at the top is our overall usage of JSTOR, which is pretty robust. A peaking in 2010 at just .2.8 million, we call these significant accesses, the JSTOR metric of use. And then we see the blue at the bottom. Starting in 2009, we saw just under 91,000, excuse me, 92,000 usage by our alums. And then we're looking at in 2010 a projection of about 162,000 usages. You'll notice that our overall usage of JSTOR appears to have peaked in 2010 and is slowly, is on a downward trend, but still very robust usage. I think that Bruce would agree with that. But what we see if we move forward is that we see a real increase in relative terms of our alumni use versus the total use that we see. In 2010, we were just over 3.5% of our alumni was of our total usage. And as we move towards the end of this year, we're looking at that as a percentage, up above 8% of our total usage. We prided ourselves on being the biggest use in this pilot, but now Yale has come in with all their marketing and knocked us off. But we feel as if we're getting a really nice usage of JSTOR in our product. So, I thought I would end really with talking about a little bit of our motivations for doing this. Our motivations aren't unlike others. We are really interested at base to be supporting our alumni after they leave the real information-rich environment that we're offering them on our campus and we all on all of our campuses. We hear from them that that's something that they would like to continue. And so we find that it's important for us to try to kind of continue that. Now, obviously behind that is the interest in building relationships with these folks, with our alumni in exactly the same way that Susan has talked about. We hear the same thing from our development group in that you don't create credit hours and you don't create graduates. So we find it's very important for us to be proactive in trying to build those relationships over time with the ultimate goal of increasing the base of potential donors and increasing our ability to raise funds over time. So our motivations are fairly obvious. How we've promoted this, this is actually a screenshot of an ad that we've run in the Alumni Magazine on multiple times. So we're working with our Office of Alumni Affairs in those ways, this ad being one of them. The most important real, the method that has been most effective for us to, is not something that we've done, it's really been what our Office of Alumni Affairs has done. They have taken this up as a way that they can show value to their members and they have been very active in pushing this through email blasts and through social media, much like we heard from Yale, routinely, it's in their normal routine of showing that this is a service that's being offered. So we're working, so we see that as probably our most effective method of promotion is through the Office of Alumni Affairs itself and as you can see we actually paid for the ad with our Office of Alumni Affairs down at the bottom. So Bruce asked us when we were preparing for this a little bit to talk about we see we've made this investment and we've made some of this investment out of our actual collections budget, is there any return on that? And while we at Columbia don't have any direct metrics connecting usage of these databases by our alumni with increased giving, we are starting to actually see a loose connection and what I mean by that is that we are starting to now to capture the email addresses through the authentication scheme of the individuals who are using these databases. Now to be clear, we're not tracking the content they're using, we're tracking the fact of their use. We're then taking those emails and we're targeting those individuals in our annual giving campaign. And in a discussion last week with Michael Ryan who heads up a lot of our development efforts for alumni, he was able to tell me that since we've done that in the last year, we have actually, through that and a couple of other efforts, doubled the number of alumni who have given in our annual campaign. Now I want to be clear, we haven't doubled the amount of money given in our annual campaign but it has moved us down the line and actually increasing very substantially the number of individuals who are giving and any of you who work in these, work in development know that it's, that's very important to building that broader base of givers as we look down the line in the next decades as these folks are coming. So we definitely see that, we feel that we are getting some type of return on the investment we're making in this. I use the ORI term and any of you who know who I work for, Jim Neal, I shouldn't have done that and so this is being broadcast and it's going to be all over for me when I get back. So I think I'll end there. I have my questions slide. I'll end there because we're going to have questions later but I did want to make one last comment on some of the technical issues because we have seen some of those technical issues especially around authentication not just with the JSTOR experience but with some of the other databases that we've licensed and it's really around the idea of the fact that we're attempting to license or create extensions of the current, of some of our current licenses and when we've done that sometimes the license that we write for alumni maps one to one in content or other access provisions and in that case we can use our current authentication scheme and that's not an issue but oftentimes those mappings aren't one to one and so what we've ended up having to have is basically cobbling together on a resource by resource basis methods to make sure that we can have agreements and authentication to some of our vendors for two very different products using different schemes and so for JSTOR if I remember correctly JSTOR you actually provide a CGI script for us to run but for something like the ProQuest databases we did that ourselves and while all of that work isn't overly arduous and I'm sure all of you have the resources to be able to do that it does add a little layer of complexity that you should be aware that you're going to have to deal with if you were to move down some of these paths and with that I will move to the next person Good morning I'm Molly Tamarkin I'm the associate university librarian for information technology at Duke and it's funny going last because IT is often in the basement of things and we're like the last thought that people have and I wasn't really thinking about the perspectives each of us would offer on this panel but I realize now that my presentation is very IT centric and I think that would be helpful actually if you're interested in deploying something like this at your institution because you'll see the questions that we had and I use the sort of the I can't remember the person who came up with the storming, norming, forming and performing lens to look at activities but I use that as our sort of metaphor for this project and I think in these questions you can see that with IT we kind of heard about it from here we heard about it from there we heard about it from different places and the questions I got from the IT staff were things like what are we doing, what is this who thought of this who's paying for this and most importantly actually who owns this and I think you have to consider that because this is a service you're providing so something goes wrong, who's answering the question who's the person looking out for for maintenance and updates and when an idea is coming from development and we have a very strong and wonderful development department in the library but IT gets traditionally gets very cynical about development, doing work for development and it's very important that we stress the service aspect of this and by continuing those connections with electronic databases it also reinforces the fact that much information is not really accessible through search engines like Google so, forming we decided that libraries will pay and we're going to set up the portal what we're calling a portal is really just a landing page and we're going to partner with the alumni office and I should also say that when Susan was talking everything sounded like such a win-win-win-win-win that I thought at the end she would say and then, Sweden called and I got the Nobel Prize and it was all perfect, what a surprise and ours is not like that our experience is not like this so what could be harder it seems very very straight forward to us and then when we started to actually implement this, we said we're going to have a web developer at the alumni office and talk about where they're going to go once they clip through our landing page and we called and nobody picked up the phone they didn't actually have a web developer and it made it very very hard for us to implement this and then I heard from our head of acquisitions we have some new products how do we update this page who's in charge of updating that page typically in the library we always have pages and traditionally this page is not within the development site in the library and so we need to have a workload update the page and how do we assess and adjust well that's coming soon so I guess the issue of ownership is important and I want to talk about about some of the facts that sort of have led to I guess I just have to say resource 3% were I guess typical but we're behind our peers so that's sad but first of all here's our home page and as you can see well you can't right where did the alumni go here there is a tiny little link by the reading blue devil down there but it's pretty hard to find this but if you do click on it you get this you get a whole page about alumni services but then you get this little explanation that says you have to register with the Duke alumni directory and then you have to click on this and then you have to go here and here are the databases you can use now I think in addition to the ownership question you have to consider how was your alumni community being managed because in Susan's case AYI is managed by the Yale alumni for the Yale alumni so I would suspect the alumni have a lot of steak in that community and probably a lot of pride in what they've done and at Duke and I remember when this happened because I've been at Duke for a while Duke chose probably 10 years ago maybe longer a contract with Harris Connect to create an alumni community through their services and at the time I was in the library I was just doing managing IT at Duke and I got nervous about that because it was a little bit like handing over all this alumni information to a third party that sure you can get all the reports you want you can contract to get your data back and all of that at the time if we were going to regret that decision later and it's true that now the alumni office is considering how to capture it back inside the organization but one thing that happens when you go through this is that it feels commercial the Duke alumni directory feels like if I register with them I'm going to get a call asking me for money and so I think rightfully many people find this a barrier because they're going to a site that I think may not feel as much of a community as the Yale one I think Duke alumni have a very very strong community but I think that community is often expressed in ways outside of this service through various alumni associations and groups and all sorts of activities Facebook etc. So if you have a third party managing your alumni environment that you have to think about what that community might the message you're giving about that community the other piece is that it did make authentication I guess a little bit more straightforward because we just directed them there and they're authenticating to that resource but again it would have been really nice if we'd had authentication in-house within the Duke identity management system and so finally you see performing or I say well kind of not really performing we have about 3% of our total access is coming through that site and we haven't done a lot of marketing we haven't done a lot of communication about it we're still trying to figure out our process for this and I guess I am relieved to hear that we're typical typical performance of other schools but I think we could probably do much better I also think that one of the one of the other factors is that we do have such a strong development office in the library strong alumni support we have an annual fund we have a very active library advisory board and so this service did not feel to us like a ground breaker for us it felt like something that would be nice to do that would be helpful it didn't feel like it was going to change our world obviously we can do more with it though so that's the perspective from technology so Bruce you're going to do questions well first thank you to Molly and Susan and Damon for sharing this stuff with us I think it's very interesting when you hear the different perspectives and I'm sure of all the people I see in this room there's probably more perspectives than even those I do think it's a couple of things I'll pull out of what was discussed I do think that Yale Yale's alumni community is I'm not going to say is unique but in some ways the way it operates is unique and it does drive a certain it does drive a certain viral effect into things that maybe other institutions can't don't necessarily benefit from all the time the idea here was really it wasn't about how much usage institutions were going to get we wanted to look at that when we were thinking about what a fees should be applied here like most things that we do with JSTOR what can we bear as an organization to make this sustainable as opposed to what would the market bear and I don't know what the other resources charge for stuff like this but we were trying to make a relationship between that had usage as a part of the denominator that we actually thought about but that was really hard seeing the wide variance of things that we had and how do you go about that I think what we're trying to understand now as we move into a more production side is what can we do to help the libraries get the word out so we get a lot of usage believe it or not to JSTOR from Facebook and from Twitter and can we do things in partnership with the institutions to help push the word out because a lot of times those people are alumni of your particular institutions last year we had over 100 million turn aways people coming in from Google who we did not recognize as being authenticated I'm sure many of them were associated with your institutions in one way or another is there a way that we can redirect them sometimes to where they could have access to these things so these are things that we're thinking about in a broader scheme but this is just one sort of peg of many that we've been working on to try to reach what we call unaffiliated scholars in that way they're very affiliated to you but they're somewhat unaffiliated to us and how do we go about doing that so I'll say that I'm happy to answer any questions for the panel and certainly feel free to stand up to the mic right here and tell us who you are and then we'll answer your questions best we can Jillian McCombs, Dean of Libraries at Southern Methodist University a question about two communities on campus that are related and how are you handling resources for them paying members use members of your friends of the libraries who are not always alums and secondly retired faculty because if you suddenly create this benefit for the alums and maybe the faculty don't have access or the friends who've been paying all along how do you deal with that well at Duke we have an open door policy in the library so that anyone in our community in the Durham community, anyone who's physically able to enter the library and access electronic resources they're not available to our paying there are people who have borrowing privileges in the library and you can purchase a card have access when they're in the library but they do not have offsite access retired faculty do have as part of their roles as an emeritus have continued access they have continued net ID privileges which includes access to electronic resources I think what's interesting for libraries is that what about retired librarians what status do they have faculty do they get that or are they considered staff and that's been an issue because to maintain that access you have to be sponsored as an affiliate in our identity system and so for retired librarians this is the only case actually where our library director sponsors them to continue that access in general access to library resources is by virtue of your role in the community not something that you give in and of itself so that's a Duke story and I'd say ours is quite similar so emeriti faculty if they're given the status of emeriti they have access and we include them in our counts or FTE counts if they leave the institution to go to another institution they did not earn that emeriti status and therefore are not in our counts for electronic access we are still working out what our friends program looks like we've had historically many friends programs a by-necke had one, the medical library had another we're trying to bring it all together so that what we will have will be the friends program we cannot include in alumni access unless they happen to be alums and we have a lot of friends who are not alums but our scholars who use the by-necke for example and have joined for those reasons but what we are looking at is the borrowing privileges as being something that we give if through a friend you give at a certain level and then that scan and deliver program as well as another one that we're looking at so we're trying to understand where the boundaries are going to be but you're right it's going to be very confusing as to who's in which bucket and keeping track of that is going to be quite difficult I think yeah I think that I don't have a lot to add to this we are our retired faculty are in a classification that allows them to continue to get these resources online librarians on our campus we have this officer system so they fall within that as well other types of staff are a different story the we do have a situation in which we are offering services to alumni defined a little larger than people who are our graduates and we're still working through those issues and we have to be very clear when we're looking at the agreements that we're staying on the right side of those agreements as we look through but I wouldn't quite say that it's anybody who gives us money that's not quite we've defined it but we do have a little bit we take a little bit broader view about who we offer this access to thank you Tom Leonard from Berkeley I can say ditto from a large public university to the criteria that we've heard from the three privates my university has 450,000 living alumni and 100,000 members of the alumni association the criteria for joining that is that you write a small check that clears should those numbers scare me in even thinking about a J store relationship um I don't know if they should scare you they should scare us I think that what we've always tried to do with institutions is essentially have a trust relationship how you've defined what you define whether it's your institutional access or your alumni is what we are working with you to trust with you on we have we did find from the pilot that it was important to our publishers to define what we meant by alumni and to make sure that definition was actually stated in the license agreement now it's important to us that institutions try to follow the spirit of that but I'm not going to invoke my inner Bill Clinton here but this isn't necessarily a don't ask don't tell policy but it's certainly one we want to make sure the license agreement is clear on what is being said and we want the institutions to follow the spirit of that now that's J stores perspective now others providing alumni access to being on their programs have different metrics and methodologies on how they actually charge for that and that they may mean a lot more in that space do we Penn State I want to follow up on Tom's little check comment there's this category of alumni who join the alumni association I joined the alumni association at Penn State but I've never taken a class or anything there so that category is proving a little bit complicated for us and then there's other institutions that don't have dues paying alumni and I've worked at least one of those and that really kind of stopped us from thinking about it so I wondered if any anyone would like to comment on those two topics well we aren't tying our access to this program to someone being connected to the alumni association this is actually a relationship that is if they are an alum and they will be in a database and authenticated as one and that's the connection for us we're working with the alumni association on because we're trying to build that relationship as well but it's not for us that's not the trigger that allows someone to have access and same at Yale the alum does not have to give money to say that they're alum they register they're authenticated as being an alum and of course Yale will follow you and find you and will call you regularly and that's just the Yale way of fundraising and it's part of the culture it's not a they know that that happens but they do not have to give a dollar to join AYA they are in it because they have graduated and you know if you're I'm not sure what it means to be in the alumni directory for Duke actually I haven't looked at that pool but probably mostly alumni and probably some people who have important roles with the university or an important history with the university that may not be alumni I believe though that it is free to join that group and to register there and so certainly I wouldn't make it distinguish the numbers and not this is a service to people in that community I'll just say one other thing this is new it's new for a lot some of the providers you all are getting alumni access from may have been providing stuff for several years but it is new and I think we're going to see these questions actually come to the forefront as usage starts to grow if we see usage grow from alumni to something that is substantial I know the publishers that participate in JSTOR are interested in getting that content out to people that's really what their mission is and if we can help provide them some additional revenue by doing that then I think they think okay all seems right with the world and so that's why we're taking a liberal but I think as time moves on we'll just have to see and different publishers different vendors will act in different ways depending on what level of usage they see happening from these places Cecilia unaffiliated therefore I'd like to say thank you it will make my life a little easier if I can figure out if my university actually understands that I exist except for fun drives but I just wanted to say thanks may keep up the good work some of us actually are unaffiliated researchers yes Tom I have a spousal unit card to Berkeley but that doesn't get me a whole lot of electronic access so anyway that's all I just want to say thanks keep up the good work fight to fight get me authenticated let me get to the day I need to do my work well our time is about over I do appreciate everybody spending time with us and thank you to our speakers for doing a wonderful job I appreciate that and enjoy lunch thank you