Can you explain how your press is essential to the university’s strategic directives? If you can’t, why not?

Last week I had the distinct pleasure of participating on a panel with several other university presses who shared a vision for strategically connecting with their host institution.   The actual name of the panel, Scholarly Publishing Services and University Presses assembled early entrants in the Library UP combined ecosphere Jason Coleman, Director of Michigan Publishing Services along with newer participants Annie Johnson, Library Publishing and Scholarly Communications Specialist, Temple University Libraries/Temple University press; John McLeod, Director for the office of Scholarly Publishing Services, UNC Press and myself representing the University of Cincinnati Press.  Each of us spoke of our unique and nuanced visions and programs all situated within a University Press.  There were differences between the programs but one thing was clear.  Each library and press recognized the need to establish a stronger connection to their host university, one that clearly supported the universities faculty, academic departments, university’s strategic initiatives and sent a message of collaboration and partnership.

It’s interesting to me how many university presses have not considered or even resist this approach.  In an environment of collegial spirit, and a culture which works the partnership relationships to garner precious funding dollars, with aspirations of connecting universities to global partners and ensure real world connections which  transcend the academy, scale, and serve a broader audience, many university presses have dodge such collaborations for varied reason from lack of involvement to concern with tarnishing Press reputations and upholding peer review as the Press’s unique quality.

In corporate industry, where I spent 12 of my 25 years in publishing, UX (meeting the customer where they are) and understanding the strategic direction of the corporate empire is critical to an employee’s ability as a mere spoke in a wheel, to survive.  If your program and your job do not play a key role in where the company is headed, and often it may not, you need to have a strong understanding of the ROI the company receives from your contribution.  Understanding that at any point in the future you might be asked to wind down your project, transition to another team or simply take on something new alongside your current job is always a possibility.  Universities go through their own version of this each and every year.

As a new university press, I have the luxury of starting from scratch.  No retrofitting of existing publishing programs and staff culture to transform into a new model.  Starting from scratch and creating sustainable processes which render the press an essential service to the university is among my concerns.  Because I know that positioning the press as essential to the university will help maintain strong support for the university press imprint which may not turn a profit and finish in the black.  By far, university press publishers are the most talented, knowledgeable publishing experts within the university and I would argue the industry today.  Without pressure of making a  profit on each and every publication, UP publishing guru’s can genuinely massage a raw manuscript into a work of art.  Yet the disconnect is often unnecessarily wide when it comes to sharing such expertise with The Press’s host institution.

Universities are businesses and are under extreme pressure to meet legislative and trustee expectations which may be based on metrics that a Press can simply not measure or worse yet, on metrics that do not actually highlight the impact they provide.  Precious funding dollars are scarce and without clear objectives that overtly show how your Press is engaging with and moving forward the strategic directives of the university, a press can find that their host university does not understand what they do, or why it is a value.

Partnerships are not unfamiliar to presses.  They occur within books, and they occur within publishing teams and with service suppliers and booksellers.  Co-authors come together to write a book because each brings a unique value to that book, the end product.  The fluid and well-thought out narrative would not hold up if co-authors simply wrote independent of the each others vision and direction.  In this case, the co-authored book would more closely resemble an edited collection where each contribution served a purpose and presented a viewpoint but any one could be dropped as it might not be essential to the end product.  Be essential I say!  Whether a press is partnering with their institutions library as is the case at University of Cincinnati, or remains separate as others have managed to do, make it your press’s goal to create actionable ways to move the university’s high level strategic directive forward.   In addition to filling a quarterly or annual report with author praise and prestigious book reviews to offset mediocre sales and losses beyond subsidies, create, yes, CREATE opportunities to provide direct and deliberate support to the universities directives.

At University of Cincinnati, President Pinto and the administration are have indicated that a key priority of the university is to bring the cost of textbooks down for students.  If the word BOOK is in a strategic directive of the universities, there’s a reason for our Press to be part of that campus-wide discussion.  While I’m not suggesting that any university press can publish or support every class taught on campus in an OA or OER model, but there are unique services that only our press can offer to move this initiative forward.  Educational workshops for faculty  on learning about CCC and OA contracts, copyright and policy, understanding preservation options and services within the university through Scholar 3 and OJS, peer review, manuscript development, author management, and broader distribution for OER developed on campus. .  If the Press does not have the bandwidth to take on large tasks, find ways to start small.  Partner with other centers, faculty and staff who the Press might train and can act as ambassadors to administration or the teams dispatched to move these directives forward.

You might be tempted to say that in the Press strategic plan you, the press has laid out their value and contributions to the university.   Let me be clear, this is a 180 degree shift in view.  In relocating my family to Ohio, I’ve spent a substantial amount of time counseling my 11 year old on how to make new friends.  While one is always tempted to jump in and tell people you hardly know, all about yourself and what is so great about your old home, and yourself, it’s an exercise in patience and relationship building to ask what the other person likes to do for fun, what interests them, where to find those types of activities.  And while we are all eager to impress, remember that if you don’t understand the what the other person is interested in, you are less likely to make a lasting  impression on them.   The same holds true for the relationship you cultivate with your host institution.  Make sure you understand what is important to them, what their pressure points are and how you can solve them.  If they understand that you are out to support them, they will be more inclined to champion for you.   A simple internal exercise to start might be entail asking senior management to identify the ways your Press is essential to the university’s directives.  Can they do it?  If so, please comment here.  I’d love to learn about how some of you are doing this.  #ucincypress @UCLibraries

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The run up to #AAUP17

Nearly 10 years ago I attended my first AAUP meeting.  At the time, I was a newly minted marketing and sales director for Rutgers University Press.  At that point in time my experience bag was packed with 8 years with what’s now considered the biggest textbook publisher in the world and the had been at the biggest publisher in the world,  and three years at the oldest publisher in the world.  In 2007 I was had landed at what was neither the biggest, nor the smallest.  I often compared myself to a salmon swimming upstream.

Aside from knowing practically no one at this meeting, I’d never been to Minneapolis before in my life and didn’t know quite what to expect, yet my director insisted AAUP was a great meeting for new members and press directors.  Over the years I’ve gone perhaps half a dozen times, and each time I’ve met and reconnected with bright intelligent publishers and fascinating colleagues staying the course in this space called scholarly publishing.  With surprisingly little turn over, I look to learning about courageous entrepreneurs passionately breaking new ground in what could be described in an industry turned inside out.

I’ve thumbed through the pages of this year’s program, and see surprisingly few acronyms and silver bullet sessions.  In past years, everything was social media, or POD, XML workflow, or how to better align with your university.  This year the sessions seem more foundational, or perhaps those are the ones I’ve chosen to attend.  I’d classify them as a reenvisioning the nuts and bolts.

I’ve been in the director’s chair at The University of Cincinnati Press just shy of 150 days.  Forget posting every day.  My somewhat arbitrary goals of posting every week, once a month, on the momentous first 100 day were never far from my mind.  Dozens of words running through my mind, yet never taking the time to pause and put them down on paper.  No matter.  I’ve learned the burden of starting a new press is the first decisions made.  For a new director these decisions can define your directorship.  For a new press, these decisions become the foundation for the profile formed in authors and peer presses minds about The University of Cincinnati Press.  What’s that phrase about Rome and a day… No matter, the discussions and engagement both in and out of the university are moving forward and the road ahead is ready for breaking ground.

So here we are at nearly the halfway mark.  In 5 months in I’ve assembled 40% of the faculty board, created the framework the organization to come, spoken to a few dozen authors, set up a handful of procedures and grown from a staff of one including myself to what will become a staff of 5 by September.  And now, I make my way to my seat at the table amongst 140 globally savvy, fearless, UP directors.  No doubt I’ll be explaining why Cincinnati a few dozen times, what’s different, did we really need another university press?  All of these questions are important, and I am eager to invoke discussion with the University of Cincinnati Press vision ever present on my mind:

“The University of Cincinnati Press explores new modes of scholarly publishing which shrink the distance between author and reader and expand the traditionally published book dynamically using interactive data visualization, robust media-rich content and writing that goes beyond a discipline-specific examination to uncover common issues and create new lenses of discovery in a stable environment. The Press seeks to establish a highly sustainable collaborative, mission-based university press business model through the unique utilization of library and university staff in an effort to reduce cost and shift the footprint of university presses from ancillary to essential within their host institutions and academic fields. By fusing the efforts of the University Press with library publishing services and scholarly communications, The Press forms a publishing continuum of expertise, service, influence, and opportunity with strategic agility, innovative responsiveness, and lasting financial diversification.”

So when asking Why Cincinnati, you may just year, Why Not.