Benefits of NEOS Membership

Background: 

NEOS was a cooperative library consortium, established in 1994 and dissolved in 2026, consisting of academic and government libraries in central and northern Alberta. Until 2025 NEOS member libraries maintained a shared online integrated library system with a shared patron database and collection database. Other activities included reciprocal borrowing and reference services; interlibrary loan supported by a document delivery distribution service; and shared continuing education/staff development activities.

Mission Statement:

NEOS is a cooperative consortium of member libraries providing access to information in a cost effective manner. It does so through the sharing of people, technology, collections and other resources. In doing so, NEOS provides a strong voice for its members and its clients.

Vision Statement:

NEOS: Sharing resources and knowledge to empower people.

Benefits of NEOS Membership:

1. For Clients:

  • “One place to look” – an information window providing access to the holdings of NEOS member libraries on one online public access catalogue containing over 14 million items.
  • Onsite access to members’ collections. Primary clients of one NEOS member could go onsite at another NEOS library, borrow library materials and obtain basic reference service.
  • Offsite access to library materials. Clients could request an item online from the Catalogue and select the most convenient pick-up location. Books could be returned to any NEOS library.
  • Document delivery service. NEOS libraries participated in a document delivery distribution service ensuring efficient pickup and delivery of library materials.
  • Priority interlibrary loan. Primary clients of NEOS libraries can place requests, through their interlibrary loan departments, for journal articles from other NEOS libraries.

2. For Member Libraries:

2.1 Integrated Library System (ILS):

  • Sharing an integrated library system eliminated the need for individual NEOS member libraries to select, mount, manage and upgrade a singly owned library system. NEOS’ integrated library system was housed and managed at the University of Alberta. NEOS libraries contributed annually to costs associated with the integrated library system. Costs for a comparable system and staff costs associated with management of such a system would be out of the reach of most small and medium-sized libraries.
  • Access to copy cataloguing sources and utilities. The shared library automation platform integrated and streamlined technical service applications, including cataloguing, acquisitions and serials.
  • Networking opportunities through NEOS committees allowed staff of NEOS libraries to discuss and address work-flow questions associated with the integrated library system.

2.2 Access to Collections:

  • Access to one of the largest academic collections in Canada. The NEOS Library Consortium Catalogue contained over 14 million items. Items in the NEOS Library Consortium Catalogue could be requested directly by primary clients and picked up and dropped off at the most convenient NEOS library for the client.
  • Document delivery distribution service. NEOS had a document delivery distribution service located at the Research & Collections Resource Facility, University of Alberta. NEOS libraries connected directly to the RCRF using either commercial courier or their own institutional van, resulting in cost savings.
  • Cost savings for interlibrary loan. No fees are charged for interlibrary loans among NEOS libraries.

2.3 Political Positioning:

  • Heightened awareness of the library through the consortium identity. The NEOS Library Consortium Catalogue was one of the largest in Canada.
  • Accessibility of member library resources resulted in heightened awareness of the library, ensuring its place as a vital and dynamic part of the organization.
  • Fiscal credibility of the library. NEOS was a collaborative venture and succeeded due to the efforts of its members. The success of NEOS could be offered to government funding agencies as a model that, during a time of fiscal restraint, librarians could creatively collaborate to achieve cost savings.

2.4 Continuing Education/Networking Activities for Staff:

  • Training on the ILS system. NEOS offered training on the integrated library system for new members joining the Consortium. Training was also provided, as necessary, for system upgrades.
  • Networking opportunities. NEOS had committees comprised of staff of member libraries. These committees focussed on particular functions of the integrated library system. Staff met to cooperatively develop standards for use of the integrated library system and to share information arising from their work on the system. NEOS committees also collaborated to develop initiatives relating to document delivery, communication, continuing education and collection development, thus ensuring that member libraries had input into areas of common interest.
  • Continuing education opportunities. NEOS offered an annual conference for staff of NEOS libraries. In addition, workshops on specific topics were offered during the year. Speakers provided information on library technologies and practices of interest to staff.