‘‘ T
Covid saw goodwill from publishers across the sector, but I’ve noticed price rises are starting to creep up again. This isn’t sustainable with static budgets.
Library instincts: a career in buying
National Acquisitions Group (NAG) executive committee member, Matt Cox, talks to us about his route into the acquisitions world, what’s changing and how the NAG provides knowledge sharing and networking opportunities.
HE route into working in Library acquisitions was a long and convoluted one for Matt Cox, the recently
appointed Head of Content Delivery and Discovery at Anglia Ruskin University.
His move into libraries happened at the University of Derby where he originally had roles in Quality Enhancement – helping launch the first Learning and Teaching conference at the University of Derby – a brief foray in project management on secondment to the IT department; then combined roles of managing the intranet and developing functions via InfoPath; before moving into a finance support related role. “I’d been at Derby for 12 years and I’d never considered working in a library before. I was supporting my library colleagues with finance support, but the work seemed alien to me. However, I had a chat with the manager about the role and it seemed interesting. Clearly my finance experience would be a strength with acquisitions particularly as there were a few issues that needed looking at. I ended up obtaining and loving the role.”
Qualifications and skills Having been poached from a non-lib- rary career, he does not have a library qualification: “Not being a qualified Librarian is not that common when talking to my peers – but I would say it’s not completely unheard of. I have a few colleagues who are in a similar
boat. I learned on the job as it were. Being part of the Senior Management Team during Covid taught me a great deal. Our Head Librarian at the time was pulled in many directions across the Uni- versity so my fellow managers and I were in effect acting as the Head Librarian. I had always been interested in becoming qualified – but timing would be critical and with two young children it’s not easy finding time outside of work to study.” He said the profession has good inbuilt knowledge and skills-sharing processes: “At first, I think it was challenging work- ing with Subject Librarians, who I had to earn the respect of. I was there making changes to the collection and introduc- ing new initiatives and so on. I had to earn their trust. Working collaboratively is of course key regarding library ethics and principles. Working closely with my fellow managers on the research/subject side etc. and of course utilising their expertise just as they do with mine.”
Workforce
“Obviously I’m biased, but for me it’s the best function within the library sector. It’s fast moving and for me the heartbeat of the library. I know others may disa- gree! I would say you need to understand finance, particularly with the focus now on transformative agreements. Being financially literate is very helpful, but for me the key is accuracy. You need to be accurate.”
He said there are recruitment challenges within Content and Discovery, particu- larly Systems Librarians. “SCONUL recently held a session on the future
Matt Cox.
of the Systems Librarian. There were common themes discussed by colleagues showing the challenge of replacing experienced staff members who have built up their knowledge over several years. We must reflect on this and look at what our job descriptions are asking for. Are we really going to be able to replace like for like or should we instead look to grow someone who has the right skillset.” Matt says he and his previous line man- agers are becoming more focused on skills than qualifications. “Perhaps we should consider more whether the candidate has the right skills, passion, and aptitude to succeed – rather than the limited pool with the right qualification. That’s not to devalue the qualification – it’s clearly still important and gives the key knowledge needed, but it’s not easy to rewind time
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