LIS 55~Unit Test 3 Reviewer VVM Aguirre FISCAL MANAGEMENT Funding sources • Appropriation from parent institution • Gifts, endowments, grants • Fees and other charges • Fines • Fund-raising activities Budget • Plan for use of money • Reflects allocations, expected income, projected expenditures over a fixed period of time • for Materials, Operating Expenses, Capital Outlay, Personal (Personnel) Expenses Materials budget • Used both as planning and information tool • Explains library's financial needs in relation to internal and external influences • Prepared by librarian in charge of collection development • Usually uses line-item budgeting system Allocation of funds - Reflects goals & priorities • Types: ◦ Discretionary ◦ Non-Discretionary • Allocation: methods ◦ Allocation formulas - based on supply and demand factors ◦ Incremental or historical allocation - takes supply and demand factors into consideration but uses historical allocation data as guide and makes adjustments; considers librarian's knowledge of institution's mission and library's long-term goals • Factors considered in allocation ◦ Past practices ◦ Differential publication rates ◦ Unit costs and inflation rates ◦ Level of demand ◦ Actual usage of materials • Desired Allocation Outcomes ◦ Matches available funds with needs ◦ Guide for selectors ◦ Means of assessing selector's work ◦ Information to clients and administrators on library's collecting priorities • Allocation Plan Influenced by: ◦ Internal library practices ◦ Institutional factors ◦ Extra-institutional requirements • Category Allocation Methods in Libraries – allocation according to format, subject, unit, users, language

Formula Allocation Approaches ◦ Broad categories: monographs, serials, audiovisual materials, electronic/digital resources ◦ Broad categories subdivided by subject, grade / year level, user groups ◦ Monograph funds subdivided into: current, retrospective, replacement Accounting systems • Cash Accounting System - does not allow carry-forward except for payment of encumbrances • Accrual System - allows carry forward of unexpended funds and for payment of encumbrances in addition to new year's allocation Budgeting for the Electronic Environment (Source: Lynden, F.C. (1999) in Journal of Library Administration 28(4): 37-52) Three budget requirements no longer applicable in electronic environment, and why: • Budgets should be an estimate, often itemized, of expected income and expense ◦ Electronic materials have such a variety of payment plans that it is hard to extimate what expense they will cause • They should be a plan of operation based on such an estimate ◦ Electronic materials demand peripheral support which makes it difficult to develop a plan of operation without that support in place • They should serve as an estimated allotment of funds for a given period of time ◦ Electronic materials are being published without much advance notice and are also politically sensitive since they decrease funds available for other formats Budgeting Issues (Source: Evans & Saponaro, 2005) • Cost associated with e-materials is high and items involved are often packages of titles rather than single titles • For single titles, scholarly serials often employ two pricing schemes – lower price for individual subscription, higher price for institutions (should we ask our alumni to subscribe for us individually to get lower price? is this wise or ethical?) • Can libraries rely on open-access e-resources for scholarly publishing? Yes, but you have to know which open-access projects are reliable in terms of quality • Technology upgrades, maintenance, of both hardware and software may be “hidden” costs • A related factor is decision whether to buy or to lease – ◦ for software, if lease, what happens when annual lease expires? ◦ lease usually considered for hardware • Another related factor with repercussions on fiscal management is training and development of staff in use of technology. Libraries acquiring or beginning to acquire e-resources will have to consider not only cost of items acquired but also cost of maintaining pool of experts who are able to “navigate into new technology environments and unconventional patterns of information distribution” (Ron Ray, in Evans & Saponaro, p.230) • Still another factor comes in when e-resources are paid per access because this will involve cost at individual level • Licensing Issues: Licenses fixed by licensor (aggregator), Licensor dictates terms. Therefore, Libraries must negotiate in following areas: Pricing, Users, Access, Uses •

COLLECTION ANALYSIS AND EVALUATION • Reasons for evaluation: ◦ to develop an intelligent, realistic acquisitions program based on a thorough knowledge of the existing collection. Thus, it is an on-going process that is used in the planning ◦ to justify increased funding demands or for particular subject allocation. Thru collection

analysis, progress towards performance goals can be marked to show whether funds are being used effectively ◦ to increase the staff's familiarity with the collection • since its purpose is to measure the library's utility or how well it is satisfying its purpose, analysis cannot be done apart from the library's goals and purposes. • collecting goals are usually assigned to subject areas and collection analysis shows if collections in the subject areas are at a desired level. Collection analysis methods: • either collection-based or user-based • quantitative or qualitative • Quantitative and qualitative methods can be collection or use or user-based. Likewise, both collection-based and use- or user-based can be qualitative or quantitative of a combination of the two. • Quantitative analysis ◦ measures growth and use of collection by counting titles, circulation, ILL requests, eresources transactions, money spent ◦ considers ratios such as how much is spent for e-resources in relation to what is spent for print resources, or how much is spent in relation to number of actual and potential users (in academic libraries, number of students, faculty members, degree programs) • Qualitative analysis ◦ seeks to determine collection strengths and weaknesses ◦ more subjective because it depends on perception and opinion of the selector, external experts and users of the intrinsic value of the collection ◦ may be done thru the use of lists but lists used are also results of what “experts” consider as constituting “good” collection. Collection-Centered Methods • Collection-based techniques – ◦ examine the size, growth, depth breadth, variety, balance, and coverage of materials, in comparison with standards or benchmarks ◦ include checking lists, catalogs, bibliographies; looking at materials on the shelf; and compiling statistics ◦ provide information that can guide selector decisions about preservation and conservation, withdrawals or deselection, serials cancellation, duplication, and storage ◦ may be quantitative, qualitative or combination of both • List-checking ◦ checking collection against prepared list from various sources (another library's collection, publishers catalogs, best books, etc.) ◦ credibility of list based on authority and competence of those who prepared it • Direct collection analysis or Expert Opinion ◦ physical examination of collection by someone with extensive knowledge of literature in the subject or by accreditor ◦ Ideal for smaller libraries ◦ May also be done by working on the shelf-list instead of on the physical collection. However, disadvantage is one cannot assess physical condition of volumes if examination is done thru the shelf-list • Comparative statistics compilations (or Comparative use statistics)

◦ uses comparative figures on collection size and materials expenditures to determine relative strengths for many years ◦ can also compare statistics with other libraries ◦ disadvantage: bigger is not always better • Use of Collection Standards ◦ Usually developed by library associations and government agencies ◦ Standards should have moved away from volume counts & budget sizes to address adequacy, access and availability Use- and User-centered approaches • Techniques ◦ look at who is using the materials, how often, and what their expectations are ◦ collect information on user expectations, user information seeking behavior and the materials that users choose from what is available in the collection. • Citation studies ◦ used primarily in academic and research libraries • Circulation studies ◦ can identify little used portions of the collection and to compare use patterns in different areas or subjects ◦ useful for decisions on deselection as well as decisions to buy duplicates and replacements of lost or unusable copies ◦ disadvantage: does not record in-house use • In-house use studies ◦ done for non-circulating collections ◦ assumes that users do not re-shelve materials after use so library staff can take statistics ◦ can be used to correlate type of user with type of materials used ◦ gives accurate picture of library use if combined with circulation studies • User surveys ◦ good for finding out if collection meets users needs and expectations as well as identifying which user groups are not well-served ◦ good PR tool ◦ disadvantage: needs time, money, users' cooperation which may not always be given. It is also difficult to construct survey questions • Shelf-availability studies ◦ also called retrieval studies ◦ intends to find out if library users can locate materials in the library ◦ done thru survey or by asking users to fill out form listing materials they were unable to find on the shelves ◦ disadvantage: needs user cooperation which is not always given and needs of non-users are not reflected • ILL Analysis ◦ can identify areas in which collection is not satisfying user needs • Document delivery test ◦ similar to shelf-availability studies but it is the library staff who tries to locate and records how long it takes to locate materials in the library DESELECTION • Process of removing materials from active collection

• aka weeding, pruning, thinning • Withdrawn items are either sold, given away, or transferred to a storage site • Can be a sensitive, political issue – there can be protests over withdrawal of some items Why weed out? • to save money • to make room for new materials & assure continued quality in the active collection • to save space – or for a more effective use of library's space and staff required to maintain collection • to improve access and improve user service ◦ borrowers can more easily find up-to-date materials when out-dated materials are no longer on the shelves, ◦ general appearance of the library shelves will be improved, and ◦ browsing capability will be enhanced • Additionally: acquisition of online resources that address above concerns can also make a library want to free shelf spaces Weeding policy must have • Clear purpose • Sound planning • Good communication • Sufficient time to do it well • Careful consideration when weeding out a title Techniques: • Segal's CREW Method (Continuous Review, Evaluation, and Weeding) ◦ establish guidelines for weeding each part of the collection according to the classification into which it falls ◦ build weeding into the year's work calendar ◦ combine inventory review with careful consideration of each item for discarding, binding, weeding, or replacement • Shelf Scanning ◦ involves direct examination of volumes ◦ most frequently applied technique but can be tedious and best done in 2 stages: initial assessment of selector + identification of items by users (teachers, administrators) Cost of weeding & cost of doing nothing • Weeding involves cost associated with staff time to review materials, revise associated records (e.g., removing from OPAC, shelf-list), move materials, educate users, and retrieve materials (placed in storage sites) or obtain them from elsewhere if later requested • Doing nothing costs include ongoing collection maintenance (reshelving, shifting collections in shelves, maintaining catalog records, etc.). unavailable shelf space, dated and possibly now inaccurate information Weeding criteria • Objective criteria – circulation data, citation frequency • Subjective considerations – program needs, knowledge of subject literature • Most frequently asked questions: Has it been used? Is it worn out? Is it outdated? Disposition - Library must have a disposition policy to avoid controversies about where withdrawn items go

RESOURCE SHARING • activities engaged in jointly by a group of libraries for the purposes of improving services and/or cutting costs • may be established by formal or informal agreement or by contract and may operate locally, nationally or internationally • resources shared may be collections, bibliographic data, personnel, planning activities, etc. (ALA Glossary) Four concepts: 1. Cooperative Collection Development – each member of cooperative will be assigned areas of primary collecting responsibility (Farmington/Scandia models) 2. Coordinated acquisitions – two or more libraries agree to buy certain materials and/or share costs, and one or more house the material (LACAP/CRL model) 3. Joint acquisition – members place joint order and each member receives product or service 4. Shared collection information – members use information in shared database about holdings to influence selection/acquisitions decisions (e.g., linking of OPACs) Benefits 1. Potential for improving access by making available a wide range of materials or better depth in a subject area; 2. Possibility of stretching limited resources – however, here, one does not get something for nothing and so it might prove to be more costly. What it does is simply divide the work and share the results; 3. Possibility of greater staff specialization which can lead to better overall performance and better service 4. Reducing unnecessary duplication 5. Possibility of better directing clients to correct sources of information 6. Possibility of improvement in working relationships of cooperating libraries Issues • Institutional issues – modifying mission and goals to match resource sharing policies; compromising for effective partnerships • People issues – Users want their libraries to have everything and meet all their needs; staff may be reluctant to give up self-sufficiency, may fear loss of autonomy in making selection decisions • Accrediting agencies – may not be open to idea of resource sharing and remote access and insist on the library's holding the collection itself (e.g., insistence on quantitative standards for holdings) • Legal and administrative factors – because resource sharing can expand beyond jurisdictional lines, some legal and administrative rules may be barriers • Physical access – some libraries that are well-situated might be enundated with users • Technology – successful resource sharing needs good technology INTERLIBRARY LOAN (ILL) “Borrow direct” service • Is a patron-initiated interlibrary borrowing among 7 private East Coast institutions in the U.S.A. • Driving vision for the project is the concept of providing low-cost access to off-campus collections in as convenient a manner as using locally available materials • Provides faculty, students and research staff of participating institutions loans of circulating materials within 4 days and at an operating cost well below the cost of mediated interlibrary loan.

PROTECTING THE COLLECTION (Source: Evans and Saponaro, 2005) • involves conservation and preservation Objective: to prolong useful life of materials in the collection Preservation - activities associated with maintaining library, archival or museum materials for use, either in their original physical form or in some other format; broader than conservation • involves Good housekeeping, Proper handling, Environmental control, Security Proper Handling - Looking for most appropriate type of storage unit (e.g., shelves and shelving); Training staff to handle materials properly Environmental control - Climate control - controlling humidity, temperature, and light; Molds control related to climate control; Pest control Security - Measures against mutilation; Disaster preparedness Disaster plan: • Study library for potential problems • Meet with local fire and safety officers • Establish planning team to develop plan and to become disaster-handling team • Establish procedures for handling each type of disaster and, when appropriate, form a team to handle each type of disaster • Establish a telephone calling tree (who to call and in what order) or other fast notification system for each disaster • Develop a salvage priority list for the collections 1st priority: irreplaceable or costly materials 2nd priority: expensive and difficult (but not impossible) to replace materials 3rd priority: rest of the collection • Develop a list of recovery supplies the library will maintain on-sight (e.g., plastic sheets, blotting paper, cardboard boxes, etc.) • Include a list of resources that can assist in recovery work (e.g., staff in other departments, companies that specialize in recovery work, conservation specialists, etc.) Conservation - the treatment of library or archive materials, works of art, or museum objects to stabilize them chemically or strengthen them physically, sustaining their survival as long as possible in their original form. What to do with worn, damaged materials and items identified in deselection process: • Basic in-house binding and repair programs • Commercial binders • Protective storage for brittle materials • Microfilming, photocopying, digitization of original materials Protective storage guidelines for documents: • Remove extraneous materials (paper clips, staple wires, rubber bands, old acidic folders, etc.) • Unfold and flatten papers whenever possible • Isolate newsprint (because newsprint is highly acidic and can damage other papers) • Note badly damaged items, place them in individual folders and set them aside for professional conservation treatment (do not attempt to do it yourself unless you are trained) • For marking items, use soft pencil and write lightly – never use pen or ballpen • Avoid unnecessary handling of materials by placing them in properly and adequately labeled boxes Non-paper materials • All photographic products are self-destructing • Storage formats for digitized materials do not last forever

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Therefore, materials in non-paper formats should be regularly inspected, rewound, and recopied if necessary.

FINALLY, GET AN INSURANCE FOR YOUR COLLECTION – JUST IN CASE!