When was the last time you systematically weeded your collection? Many of us have the best of intentions, but somehow we never seem to find time for it. Weeding should be an integral component of your collection development activity. Here are some tips to get you started.

The Guide to Review of Library Collections defines weeding as "[s]electing for discard, for donation to another institution, or for transfer to a storage area excess copies, rarely used materials, and materials no longer of use." Deselection is defined as the "decision to withdraw an item from the library collection."

The extent to which a library articulates its weeding policy will be determined by the scope of its collection development policy. Libraries that have extensive descriptions of the subject matter and formats collected as well as the criteria for selection tend to have a good explanation of weeding and retention practices. If your collection development policy doesn't have a section on weeding, consider adding one. Here are two sample excerpts from law library collection development policies:

Boston University Pappas Law Library: Factors that may be relevant in deciding which items should be weeded or relegated include level of use; accession date; publication date; qualitative value; using criteria similar to those for book selection; continuing need for duplication; physical condition; and availability in other libraries. (See http://www.bu.edu/lawlibrary/tech/colldevpolicy/general.htm.)

Washoe County Law Library, Nevada: Weeding is the process through which materials are removed and withdrawn from the Law Library's collection. Generally, the Law Library will remove from its collection obsolete or outdated materials (that have no historical or research value), worn out or extensively damaged materials (that will also be considered for repurchase), and surplus copies of materials no longer in high demand. Weeding determinations are based on the following factors: potential use by the bench, bar and community; significance of the subject matter; availability of other materials on the subject; relevance to the collection; current and permanent value; price; physical quality; duplication; available space; circulation record. (See http://207.228.25.168/lawlib/colldev.htm.)

While articulating your deselection policy is important, it's not enough to keep weeding near the top of your priority list. The University of Colorado Law Library has an impressive procedure for keeping this task at the forefront of library business: Removal from the Law Library collection, or cancellation, of obsolete materials or titles of marginal subject interest is needed to maintain the quality and usefulness of the collection. Each summer, each librarian is assigned a range of call numbers in the Law Library collection, and will be given two weeks to weed, or recommend cancellation of materials in, the assigned call number range. (See http://www.colorado.edu/Law/lawlib/ts/cdpolicy/.) The policy goes on to describe the criteria to be considered in selecting materials for possible weeding or cancellation.

Of course, you will want to develop your own policy and criteria for weeding so that you can tailor it to the specific needs of your library, but it is useful to consider the factors that are described in other law library collection policies.

Tools

The Guide to Review of Library Collections: Preservation, Storage, and Withdrawal describes several elements of a deselection review program and includes an extensive bibliography.

The Guide for Training Collection Development Librarians presents suggested competencies in the area of deselection and weeding, as well as sample activities to use for training selectors with various levels of experience.

Weeding Library Collections: Library Weeding Methods is generally considered the bible on weeding standards and methods. Though not focused on law libraries, it includes a helpful discussion of the relationship between in-library use and circulation use.

The law library literature has little to offer on the topic of weeding, but there was a full-day workshop on weeding and deselection of law library collections at the AALL Annual Meeting in 1989. It covered implementing a weeding program, disposing of weeded materials, and the impact of electronic resources on weeding. Breakout sessions were organized by type of library to address related issues, including developing a policy, who to involve in deselection, and evaluating historical and superseded materials. The audiotapes and the 60-page booklet produced for the workshop are held in several law libraries. Though dated, these materials still provide a solid foundation for addressing weeding and deselection in the law library environment.

Bibliography

Guide for Training Collection Development Librarians. Collection Management and Development Guides, no. 8. Chicago: American Library Association, 1996.

Guide to Review of Library Collections: Preservation, Storage, and Withdrawal. Collection Management and Development Guides, no. 5. Chicago: American Library Association, 1991. Slote, Stanley J. Weeding Library Collections: Library Weeding Methods. 4th ed. Englewood, CO: Libraries Unlimited, 1997. Workshop on Weeding/Deselection of Law Library Collections. Presented at the 82nd Annual Meeting of the American Association of Law Libraries, Reno (June 22, 1989). Valencia, CA: Mobiltape Co., 1989. 7 audiotapes + unpublished handout.

Negotiation: A Valuable Skill

In the past two years I've had the opportunity to negotiate with a variety of information vendors for the products and services needed to build a law library collection. Although I had prior experience with such negotiations, I found that doing more of it helped me to enjoy it more. Far from being something that librarians approach with fear and loathing, negotiation can be fun and rewarding if we are well prepared.

Five things I love about negotiating with vendors

1. Every company, product and contract or license are different. This means that each negotiation is a tremendous learning experience, albeit a challenging one. And it adds variety to the job. But I know that each negotiation I enter into gives me a better understanding of the legal information industry and ultimately makes me a better librarian.
2. Some things really are negotiable. I recently concluded a license agreement for a product widely marketed to the financial services industry. It was an amiable negotiation, but the high price was a sticking point for us and I was worried about future price increases. I expressed this concern to the sales representative, and the company responded with the offer of a lower price and a guaranteed ceiling on the annual price increase for the next two years.
3. I often don't have to pay for what the library doesn't need. Sometimes an electronic resource will include extraneous material that will never be used. If the less essential parts can be "unbundled" from the primary product, the pricing structure usually can be adjusted accordingly.
4. The process requires a complete understanding of the library and its users, and at least an intellectual understanding of the vendor's business. First, we have to know our own libraries – how they work, who our users are, what content the users need, how they want information delivered, and how the library is organized to help with that delivery. Second, we have to be able to articulate this understanding, so that vendors have a framework in which to negotiate. Ideally the vendors will be explaining their world to us too, but in the absence of that, it is imperative to learn everything we can about the information industry. I know that going through this process is a terrific opportunity to increase my understanding of the many facets of libraries and publishing.
5. When both parties leave a negotiation satisfied, it strengthens the business relationship. I never sign on the dotted line if I'm unhappy with the agreement, because I know I will be bitter about the process and unwilling to do business with that company again. It's much more satisfying to keep working for better terms or a compromise that is more palatable. I also know that if I work at the process openly and honestly, the other party will remember that the next time and will be willing to work just as hard to get my business and to keep it. When both parties are responsible and responsive, it improves the negotiation process and enhances the long-term business relationship.

5 tips to help you love negotiation

1. Know everything you can know about the company and the product. If your initial conversation with a vendor demonstrates that you are familiar with the company's history, product lines, competitors and customer base, you will be in a much stronger position to ask the right questions and to negotiate more effectively. Do your homework.
2. Know what you want from the product and the negotiation. Be able to identify what it is about the product that interests you. Maybe it's a package of resources, and one of your goals is to unbundle that package and purchase only what you need. Or maybe you want everything in the package, but you can't afford it unless the vendor can offer a lower price. Or you need a deferred payment plan, or you don't need some of the services the vendor provides. The important thing is to have a list of goals that you want to reach with each negotiation.
3. Stick to your guns on the essentials, but be willing to compromise. You have to know what is non-negotiable for your library. I recently agreed to the general terms of a product license through a series of e-mail and phone conversations. When the company faxed the license agreement, there was a copyright clause that was unacceptable to me because it was very restrictive and did not permit the use of any part of the publication for educational purposes. I was prepared to compromise on the exact language of a copyright clause, but it was vital to me that the license acknowledge the fair use provisions of the copyright law. I negotiated a new clause that was acceptable to me and to the company.
4. Have a list of licensing principles that guide your institution. Be familiar with your parent institution's requirements for contracts and licenses. Know the procurement rules that provide the framework for the print acquisitions process as well as the information policies that guide the licensing of electronic resources. If your institution doesn't have written guidelines, work with your library administration and central purchasing departments to create such a document.
5. Read every word of your contract or license agreement. If you are the individual in your library who has the authority to recommend or sign contractual agreements, you must be familiar with the language and meaning of every clause. You are obligating your institution to both rights and restrictions on the use of a product or service; you need to be completely familiar with those rights and restrictions, and you must take steps to ensure that staff and users also understand them.

It's important to be prepared, communicate clearly, and know when to compromise. Negotiation is a great learning experience. Approach it with a positive attitude and have fun!

Resources

Fisher, Roger and Danny Ertel. Getting Ready to Negotiate: The Getting to Yes^TM Workbook. New York: Penguin Books, 1995.

Fisher, Roger and William Ury. Getting to Yes: Negotiating Agreement Without Giving In. 2nd ed. by Fisher, Ury and Patton. New York, Penguin Books, 1991.

Forsyth, Patrick. The Negotiator's Pocketbook. Management Pocketbook Series. Sterling, VA: Stylus Publishing, 2000.

Saint-Onge, Micahel and Linda Corbelli, eds. Negotiation in Law Libraries. AALL Resources Guide no.6. Chicago: American Association of Law Libraries, 2000.

Shell, G. Richard. Bargaining for Advantage: Negotiation Strategies for Reasonable People. New York: Viking, 1999.