Special Libraries, Winter 1995

San Jose State University SJSU ScholarWorks

Special Libraries, 1995 Special Libraries, 1990s

Winter 1995

Special Libraries Association

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2A special libraries special libraries 3 winter 1995 vol. 86, no. 1 SPLBAN 86 (1) 1-82 ISSN 0038-6723

Toward Better Information Service: Diagnosing Information Needs Robert Grover and Janet Carabell ...... 1

Why Corporate Librarians Must Reengineer the Library for the New Information Age Sylvia E. A. Piggott ...... 11

Three Years Experience With Fee-Based Services in a Corporate Library Priscilla Ratliff and Thomas J. Weeks ...... 21

Graphical User Interfaces and Library Systems: End-User Reactions Margaret J. Zorn and Lucy Marshall ...... 28

Measuring service Quality in Special Libraries: Lessons From Service Marketing Marilyn Domas White and Eileen G. Abels ...... 36 On the Scene 1995196 Candidates for SLA Office ...... 46 IFLA 1994: Libraries and Social Development Dorothy McGarry ...... 58

Association Insights: Planning a Regional Conference Ellen Mimnaugh ...... 66

The Power of Information: Transforming the World ...... 73

Book Reviews ...... 77

Call for Reviewers ...... 81

Statement of Ownership ...... 82

Index to Advertisers ...... 16A winter 1995 3A special libraries Publisher: David R. Bender Advertising: Lorno Wolls Asst. Exec. Director, lnformation Services: Tobi A. Brimsek Cover by: Another Cdor Inc. Editor: Goil L Repsher Subscriptions: Goil L Repshw

special libraries (ISSN: 0038-6723) is published quarterly Bock Issues 6 Hord Cover Reprints: Some back issues (Winter, Spring, Summer, Fall, Annual Index in Fall Issue) by available from Kraur Reprint Corp., 16 East 46th St., New Special Libraries Association, 1700 Eighteenth Street, NW, York, NY.To check avoilobitity call (800)223-8323. Hardcopy, Washington, DC 20009-2508 Te1 (202)234-4700 Fax Microfilm 8 Microfiche Editions (1910- 1: Inquire University (2021265-9317. Internet [email protected]. Microfilms International, 300 North Zeeb Rd., Ann Arbor, MI 48106-1346, USA. Te1(313)761-4700 Fax (313)665-5022. Special Librories Association assumes no responsibility for the Microforms of the current year are available only to current statements and opinions advanced by the contributors to the subscribers to the original. Association's publications. Information for Contributors appears in Speriallibraries 85 (no. 4): (fall 1994). A publico- Indexed in: Book Reviewlnhx, Computer Contents, Curnula- tions catalog is available from the Associotion Headquarters. tive lndex to Nursing and Allied Health literature, Historical Editorial views do not necessarily represent the officiol posi- Abstracfs, Hospital literature Index, International Bibliogra- tion of Special Libraries Associotion. Acceptance of on adver- phy of Book Reviews, International Bibliography of Periodical tisement doesnot imply endorsement of the product by Special Lileroture, library literalure, Manogernenl Index, Public Af- Librories Association. fairs Information Service, and Science Citation Index.

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I OA special libraries Toward Better Information Service: Diagnosing Information Needs by Robert Grover and lanet Carabell

Ce document explore b noture du diognos- This paper explores the nature of diagnosis and tiet exomine ks concepts oppris brs d'une examines concepts learned from an ex lorator etude expbmtoire par des dmgnostiqueurs study of accomplished diagnosticians in t Re healtII occcinplis hns le hmoine des professions professions. The role of any professional is that of /Ides d lo sung. Le r61e de toutprofessmnnel diagnosing needs, prescribing or recommending a est de diugnostiquer les besoins, de presaire remedy which meets those needs, implementing oude recommender un remddeqw'mtidosse that remedy, and evaluating the outcome of this ces besoins, de mettre ce remide en oppbw- interaction. Diagnosis enables the information tion etd'bvoluer le resultotde ce& intemc- professional to understand the client's information tion. Le diognostic permet ou profeaionnel needs in order to customize information packages de I'infomotion de comprendre les besoins and services to address those needs. Techniques d'infomotion du client ofin de procurer des progiciels et services personnolisb qui for conducting an effective diagnosis are described. s'odresseront d ces besoins. les techn@es pour effeciuer un diognostic correct sont dbtoilkes. ur swift progression into the information age pre- 0 sents information professionals with the daunting Este artkub invest@ lo noturolero del task of managing an abundance of diverse resources and diogndstico y exomino 10s conceptos clientele. As information needs become more complex oprendidos en un estudio explomtorio de and information sources become more elaborate, new especialistos experimentodos en el approaches must be found to ensure the ongoing provi- diugndstico en bs profesiones de solud. Lo sion of customized information services. The use of funci6n de cualquier profesionol es lo de systematic diagnostic skills improves the match be- dmgnosticor bs necesidudes, recehndo o tween the client and the appropriate information sources recomedondo unremedioque bssutidogo, and systems. When attempting tomeet individualneeds, hociendoefectivo dido remedio y evaluando librarians and other information professionals can diagnose to better match the client with the appropriate 10s resultodos de esto interoccidn. El diugnbstico pennite que el profesionol de information sources and systems. Applying diagnostic infomocidn comprendo bs necesidudes de methods to information services will enhance out- informocidn del cliente poro poder comes and further promote the vital role of the informa- personolizor poquetes y servicios de tion professional within an organization. informocidn que respondan o dichas Diagnosis includes techniques usually employed in necesdudes. Se describen bknicos para the "reference interview" and also techniques which realkor un diogndstico efertivo. probe the unique needs of specific clientele. Identify- ing clients' distinct requirements enables the professional to tailor services to the user, resulting in a repeat clientele of satisfied customers who value such specialized attention. This paper explores the nature of diagnosis and examines concepts learned from an exploratory study of accomplished diagnosticians in the health professions. winter 1995 O 1995 Spetal Libtones Asuxmtimn 1 Through this study the authors hoped to gain ing a reference interview. Kuhlthau notes that insight into the nature of diagnosis in order to the library profession has successfully created understand how diagnosis techniques apply to information systems which enable the effec- the work of information professionals and tive storage and retrieval of information; how- learn how to extend the reference interview ever, the profession has promoted values which into an encounter which will enable better favor information packages. Kuhlthau (1993) customized information service. describes this value system as follows: This bibliographic paradigm of collect- Diagnosis-What All Professionals Do ing and classifying texts and devising search strategies for their retrieval has Information professionals, like profession- promoted a view of information use from als of any kind, possess knowledge which the system's perspective. Information re- enables them to offer a professional service. trieval has concentrated on what matches The role of any professional is that of diagnos- the system's representation of texts rather ing needs, prescribing or recommending a than responding to users' problems and remedy which meets those needs, implement- process of information gathering. (p. 1) ing that remedy, and evaluating the outcome Perhaps reacting from this perspective, in- of this interaction.'^^ This process is accom- formation professionals may become frustrated plished at two levels--with individuals and when their clients are unable to articulate their with groups. (See Table 1 below). Whether ap needs, yet clients should not be expected to plying this process to an individual or group, a know what to ask. This is analogous to the critical component is the diagnosis of indi- physician's expectation that a patient will not vidual needs, preferences, and cognitive style. know the cure for hisher medical problem, but For a more complete description of this pro- rather that the patient will help to provide cess, the reader is urged to read rover.^ valuable clues that lead the physician to an appropriate remedy. Diagnosis and the Reference Interview Furthermore, Kuhlthau (1993, p. 3) notes that information professionals often view in- The professional literature in library and formation "as a thing or product to be given information studies identifies the interdepen- out, the right answer and the right source, dency of the professionaVclient relationship rather than for learning and changing con- that exists when attempting to satisfy informa- structs." This viewpoint removes the certainty tion needs. The viewpoint often implied, how- that the information provided to a client is the ever, is that it is the client's responsibility to relevant or "right" information. When an indi- diagnose and to identify needs correctly dur- vidual is involved in the process of learning or

Table 1

FOR INDIVIDUALS FOR GROUPS

Diagnosis Ana tysis

Prexription Recommendation Treatment Implementation

Evaluation Evaluation 2 special libraries becoming informed, Kuhlthau asserts, "What skills. Answers were recorded on audio tape, is relevant at the beginning of a search may then transcribed and analyzed for similarities later turn out to be irrelevant, and vice versa." and differences. A discussion of interview @. 3) Consequently, the information search results and the nature of diagnosis follows. process should be considered dynamic, personal, singular, and uncertain. Thus, proper Dia nosis is a Creative, diagnosis views the information need within Pro1 lem-Solving Process the context of the client's whole environment, rather than isolating the need from the context Findings from the study reveal that there is of he client's intended information use. no one correct method for diagnosis-the sys- Recent information science research ac- tematic methodologies employed are deter- knowledges the uniqueness of each user, the mined on an individual basis, defined by the complexity of the information search process, client's unique problem, contexts, and desired and the importance of examining clients' situ- outcomes. Diagnosis evolves as the profes- ations individually and holistically. sional and client work together to define and Dervin and Dewdney's situation-gaps-uses treat the problem. A psychologist explained model4 suggests that the information profes- diagnosis in these words: sional must discern the situation in which the The diagnosis is a working hypothesis, information need exists, the gap of missing it's not a final determination of what the knowledge, and the context of the information problem is. .. The diagnosis' ability to get use in order to accurately assess needs. you a treatment that works for the client white5 distinguishes between the traditional is probably the best test of its effective- and holistic approaches to reference processes ness . . . It's a flexible, open-ended pro- with two models. Her Question-Oriented cess. It isn't fixed. You don't come up Model assumes that intermediaries formulate with adiagnosisand say "that's it." It'san search strategies based upon the user's initial ongoing information gathering kind of question. The Needs-Oriented Model, on the thing, and you gather a lot of information other hand, assumes that intermediaries must during the treatment process, as well as help users clarify questions. during the evaluation process. Kuhlthau's Information Search Process Study participants were in agreement that mode1617 acknowledges the user's sense of the foundation for diagnosis is a knowledge inadequacy in defining needs and identifies base. A dentist explained: varying cognitive and affective stages that You gather information based on sci- occur during the search process. Kuhlthau ence. After you get all of this information asserts that "user uncertainty may be antici- as you go through school, you pool every- pated by systems and intermediaries in order thing together and . . . it's through a to improve information provision in the early culmination of all that knowledge that formative (search) stages."* you start to learn differential diagnosis. I These models suggest a proactive diagnos- think it is just years of schooling and years tic role. Ten health care professionals, includ- of practice that puts it all into effect. ing two physicians, one social worker, one Although diagnosis has a scientificbase, the psychologist, two dentists, two optometrists, professionals we interviewed spoke of the and two nurses, responded to a series of pre- creative natureof diagnosis. Knowledge, skill, determined questions during individual inter- and intuition merge to form an artistic diag- views. A list of the questions is included in the nostic tool. As a physician pointed out, one appendix on page 8. All participants were must have the knowledge base fist, but as she asked about the nature of diagnosis, how they termed it, there is a "leap of understanding" complete a diagnosis, how they learned the that occurs based on the knowledge the diag- process, how they evaluate the diagnosis, and nostician has and that is triggered by the obser- how they continue to improve their diagnostic vations and results of the diagnostic interview. winter 1995 A nurse acknowledged the importance of a A diagnosis. . . is a process of collect- knowledge base and data-gathering. especially ing information in a number of areas. You through the use of sophisticated technology, want to know about the relationships be- and then added, "Yet those of us who have tween the individual and other people, been in nursing a long time know there is an and you want to know the context in art. By that I mean you seize the moment, if which the individual is interacting,and so you will, and sort of intuitively respond to you try to collect data in all those areas. what is going on." Diagnosis is a Holistic Process Diagnosis is Client-Centered Diagnosis is a recursive process and the Understanding the client's view of the pre- client interview is one element of the data- sented problem is essential to the diagnostic gathering process. The interview serves as the process. When asked about the client's role in basis from which other inquiries and prescrip- diagnosis, a dentist said that it is "absolutely tions are suggested. An internist said that ". . . critical . . . I think the essential thing is just as you talk you can listen to their symptoms listening to the patient. I think that's the key." and that can help guide to where you go next, Diagnosis begins with a data-gathering in- what you do next." terview. Through discussion with the client, Diagnosis cannot be taught as a recipe. the professional gains a sense of how the While there is a scientific basis for diagnosis problem began, how the client perceives the which the diagnostician must master, it is problem, how the problem impacts theclient's learned effectively through experience, mostly life, and what type of solution the client seeks. because it is a holistic, creative process. It is so During this process, it is important for the holistic, in fact, that experienced practitioners professional to develop rapport with the client, have difficulty separating the diagnostic pro- to keep an open mind, and to avoid the ten- cess into parts. The process is interactive, dency to predict answers and outcomes. Here, where the presented problem and possible the professional's role is to approach the prob- solutions are continuously discussed and re- lem from the client's perspective, evaluating evaluated. The social worker said: and clarifying the problem and its context as It (diagnosis) isn't just a one shot deal theclient articulates it. An optometrist stressed because getting a diagnosis is all part of that "you have to look at the person and figure the treatment. It isn'tjustpulling stuff out out where they are in their lives. You have to for your use; it's using that (data) as you have them open-minded when they're dis- go for the benefit of the client. cussing their problems, and you in return have In summarizing the participants' comments, to be very open-minded in talking to them the following generalizations on the nature of about it." A dentist remarked that when listen- diagnosis can be made: ing to client input, "The hardest thing to do is 1. Diagnosis is a systematic process used to kind of just stick your hands behind your for examining problems. back and say: 'Okay, talk to me. Tell me about 2. The foundation for diagnosis isaknowl- what's going on."' edge base. Verbal accounts and non-verbal demeanor 3. Diagnosis is determined on an indi- are carefully observed for discrepancies and vidual basis. clues. The psychologist we interviewed said 4. Proper diagnosis views problems from that in diagnosis, "You look for nonverbal the client's perspective. behavior a lot because it will communicate as 5. Diagnoses mustbecontinually evaluated much as spoken language or written language 6. Diagnosis is holistic, combining theory, many times." He also stressed the importance skill, and intuition. of approaching the problem from the client's 7. Diagnosis, because of its complexity, is perspective, stating that: an art. special libraries Elements of Diagnosis instances, care should be taken to create a comfortable, inviting ambiance. Furniture, The above generalizations, combined with plants and arrangements should convey an the findings from the professional literature, openness that encourages the client to relax provide a framework for conducting a diagno- and communicate easily. sis. Strategies can be employed to help new professionals learn diagnosis and to help expe- Determining the Context rienced practitioners improve their techniques. Different approaches to the diagnostic process After establishing a rapport and a comfort- will vary according to the information able environment in which to conduct a diag- professional's roleand the typeof client served. nosis, the client's information needs must be A successful diagnosis is accomplished (1) established. Here, the professional's role is to by establishing a comfortable client-profes- ascertain how the client perceives the problem sional relationship, (2) by determining the and how she is impacted by it. Understanding context for the information need, (3) by deter- the client's intended uses of the information mining the information use preferences of the and expected outcomes helps to provide a user, (4) by ascertaining limitations the user customized information package. While a may have, and (5) by continuously evaluating client's basic information needs may be famil- the effectiveness of the diagnosis in identify- iar if the professional has worked with the ing and addressing the information needs of client before, it is important to remember that the client. The elements of diagnosis as applied each new problem creates new demands and to information work are noted in Table 2 on new criteria. page 6 and briefly explained below. For an in- Improving one's questioning techniques can depth discussion concerning the processes and be fruitful in discerning information needs. elementsof diagnosis, seeGroverandCarabell. Open-ended questions elicit a more detailed response, allowing the client to describe the Establishing a Comfortable Relationship situation in hislher own terms. Examples of open-ended questions are "How may I help An effective diagnosis begins with a com- you?," "What kind of information do you fortable client professional relationship. De- need?," and "How will this information be put veloping rapport from the outset helps the to use?" client relax and encourages open communica- Dervin and ~ewdne~~~recommend using tion. This can be easily accomplished by pre- neutral questions as a more productive type of senting an amiable demeanor, engaging the open question, explaining that open questions client in easy conversation,and truly listening can elicit responses that are irrelevant to the to the client's concerns. While learning scores interview, while neutral questions may guide of names can be difficult, addressing people the interviewer to better understand theclient's by name tells them that we care about them as point of view. The intent is to understand how individuals. the user will "make sense" of the information. Demonstrating positive nonverbal commu- Using Dervin and Dewdney's model, the nication is also important in establishing a professional tries to determine (1) the situation favorable setting, as is providing as much in which the client is operating, (2) the gaps in privacy and individual attention as possible. In information needed in the situation,and (3) the a busy environment, stepping away from the client's expected uses of the information. "In "crowd" creates some privacy and sets the all cases, the neutral questions are open in stage for positive interaction. form and structured in content terms that invite Although many interviews are conducted the user to talk about specific elements- informally (in book stacks, over the telephone, situations, gaps, uses."25 between meetings), some interviews are con- The following (on page 7) are examples ducted in the professional's office. In these of neutral questions: winter 1995 Table 2

DIAGNOSTIC PROCESS ELEMENTS OF ME PROCESS

Establish a comfortable relationship wilthe client Put the client at ease:

Use positie nonverbal communication Show interest in the dient listen to the client's concerns Geate an engaging phyi~olenvironment

Determine the context for the information needed Ask open, neutral, and closed questions to determine:

How the cbnt perceives the information need What knowledge the client seeks to gain How the client intends to use the information Where the client is in the search process Outcomes expected by the cl'int

Determine the information preferences of the client Preferred format Spetial requirements Learning style Information seeking style

Ascertain the client's limitot'ins he Cost Availability

Evaluate appropriateness of the information located Elicit client feedback on:

Congruity between client and information professional of perceived need Relevance of prescribed information to context Expectations for information that remain unfulfilled

special libraries To assess the situation: to thoroughly discussing their information Tell me how this problem arose? needs with others or are unable to accurately What are you trying to do in this situation? define their needs. One role of the information What happened that stopped you? specialist, through diagnosis, is to work with To assess the gaps: the client to identify and understand such pref- What would you like to know about X? erences in order to properly diagnose needs. What seems to be missing in your understanding of X? Determining the Client's Limitations What are you trying to understand? To assess the uses: In addition to the individual preferences of How are you planning to use this informa- the client, he or she may have other limitations tion? that will impact the information specialist's If you could have exactly the help you work. These may include the availability of wanted, what would it be? the needed information, the time frame for How will this help you? What will it help completion of the project, and, of course, the you do?26 cost. These variables should be determined Using a combination of neutral and closed during the diagnostic interview. questions is a means to be more systematic in the diagnostic process. Neutral questions help Evaluating the Diagnosis the professional avoid the pitfall of making premature judgments about a client's needs During the diagnostic process, the profes- based on the professional's experience, bi- sional must continually assess the presented ases, or history with that client. Closed ques- information need in terms of the client. While tions will further refine the professional's directing questions, the professional formu- understandingof the client's information need. lates strategies and frequently evaluates the Another element of the diagnosis is to exam- accuracy of his or her understanding of the ine, if possible, the environment or "culture" client's needs. While this evaluation can be in which the client operates to better under- as simple as asking, "How are we doing?", stand theclient's setting and work habits. If the evaluation should include careful analysis of client is gathering data for others, those people nonverbal communication as well. should be consulted as well. Examining previ- When conducting a diagnosis, it is impor- ous projects the client has worked on may tant toremember that client interviews are just further clarify individual styles and preferences. one source of information. Data collected through observation, testing, and continual Determining Preferences of the User evaluation of the prescribed treatments are - - -- integral components of the process. Diagnosis Each client has unique preferences for using is recursive and new approaches are explored information. Determined by learning or cogni- as the focus changes and evolves. tive style, an individual may prefer a particular format for information, e.g., oral, written, or Conclusion pictorial; or abstracts rather than full-text. In- dividual preferences may also dictate when Improving diagnostic techniques leads to the person would like to have the information, more complex and holistic approaches to in- if they prefer to search for the information formation services. While the reference in- themselves, or if they would like the informa- terview, in traditional practice, isolates tion delivered to them. Discussing what infor- expressed user needs in an effort to match the mation is not desired and what information has client with existing information packages, di- already been found will further narrow search agnosis considers how the individual interacts parameters. Many clients are not accustomed with the system and recognizes the importance

winter 1 995 of the client's whole context to an information as perceived by the client. By doing so, infor- need. In a search for information that begins mation professionals are better able to accu- with a careful diagnosis of need, the informa- rately assess needs and sustain their roles as tion professional takes on a partnership role vital links in an organization's information with the client in order to arrive at a best match infrastructure.

APPENDIX

Diagnosis Interviews

1. What is diagnosis in your field?

2. How did you learn diagnosis? a. Did you have courses? What kind? b. Did you read? What sources were most helpful? c. To what did extent did you learn diagnosis in an intern situation? d. How do you continue to improve your diagnostic skills?

3. How do you view the client'srole in diagnosis? How open are you to client questions and input? How important are clients' questions to the diagnostic process?

4. How do you do a diagnosis? a. How should questions be asked? b. What kinds of questions should be asked? c. What is the importance of nonverbal cues in diagnosis? d. What nonverbal cues do you look for?

5. How are you able to encourage clients to interact/open up with you? In other words, how do you help people be more forthcoming?

6. What other kinds of data gathering, e.g., tests, do you use?

7. What additional aspects of diagnosis are important? Why?

8. What is the relative importance of each? a. Verbal questioning b. Nonverbal communication c. Tests, etc. d. Other

9. How do you evaluate the effectiveness of the diagnosis?

10. What else would you like to say about diagnosis, i.e., what did I not ask that I should have? special libraries References Greer, Roger and Robert Grover. "A Bright Future for Small Libraries." Public Library Quarterly 12(3): 29-39 (1992).

Grover, Robert. "A Proposed Model for Diagnosing Information Needs." School Library Media Quarterly 21(2): 95- 100 (Winter 1993).

Ibid.

Dervin, Brenda & Dewdney. Patricia. "Neutral Questioning: A New Approach to the Reference Interview." Reference Quarterly 25(4): 506-513 (Summer 1986).

White, Marilyn Domas. "Different Approaches to the Reference Interview." Reference Librarian 25-26: 63 1-646 (1989).

Kuhlthau, Carol C. "Inside the Search Process: Information Seeking From the User's Perspective." Journal of the American Society for Information Science 42(5): 361-71 (June 1991).

' Kuhlthau, Carol C. Seeking Meaning: A Process Approach to Library and Information Services. Norwood, N.J.: Ablex Publishing Corporation, 1993, p. 24. 199 p.

Kuhlthau, Carol C. "Inside the Search Process: Information Seeking From the User's Perspective." Journal of the American Society for Information Science 42(5): 361-71 (June 1991).

Debons, Anthony. "An Educational Program for the Information Counselor," in Proceedings of the 38th American Society for Information Science Annual Meeting 12: 63-64 (1975). lo Dosa, Marta L. and Darla Holt. "Information Counseling and Policies." Reference Librarian 17: 7-21 (Spring 1987).

' Kuhlthau, Carol. Seeking Meaning: A Process Approach to Library and Information Services. Norwood, NJ.: Ablex Publishing Corporation, 1993. 199 p. l2 Ibid., p. 143. l3 Levinson, Daniel. Guide to the Clinical Interview. Philadelphia: W. B. Saunders, 1987, pp. xvii-xv. 300 p. l4 Psychiatric Interviewing: A Primer (2nd ed.). Robert L. Leon, ed. New York: Elsevier, 1982, pp. 1-18. 193 p. l5 Geboy, Michael J., Timothy C. Muzzio, and Alan M. Stark. Communication and Behavior Management in Dentistry. Baltimore: Williams & Wilkins, 1985, pp. 1-12. 165p. l6 Geboy, Michael J., Timothy C. Muzzio, and Alan M. Stark. Communication and Behavior Management in Dentistry. Baltimore: Williams & Wilkins, 1985, pp. 1- 12. 165 p. winter 1995 l7 Jefferys, Margot and Hessie Sachs. Rethinking General Practice: Dilemmas in Primary Medical Care. London: Tavistock, 1982. 359 p. l8 Kasteler, Josphine M., Robert L. Kane, Donna M. Olsen, and Constance Thetford. "Issues Underlying Prevalence of 'Doctor-Shopping' Behavior." Journal of Health and Social Behavior 17(4): 328-339 (December 1976). l9 Locker, David. Symptoms and Illness: The Cognitive Organization of Disorder. New York: Tavistock, 1981. 193 p.

20 Byme, Patrick S. and B.E. Long. Doctors Talking to Patients: A Study of the Verbal Behavior of General Practioners Consulting in Their Surgeries. London: HMSO, 1976. 195 p.

21 Hall, Judith A., Debra L. Roter, and N.R. Katz. "Meta-analysis of Correlates of Provider Behavior in Medical Encounters." Medical Care 26(7): 657-675 (July 1988).

22 street, Richard L., Jr. "Information-giving in Medical Consultations: The Influence of Patients' Communicative Styles and Personal Characteristics." Social Science and Medicine 32(5): 54 1- 548 (1991)

23 Grover, Robert and Janet Carabell. "Diagnosing Information Needs," in H. Achleitner (ed.), Information Brokering, Norwood, NJ.: Ablex Publishing, forthcoming (1994).

24 Dervin, Brenda and Patricia Dewdney. "Neutral Questioning: A New Approach to the Reference Interview." Reference Quarterly 25(4): 506-513 (Summer 1986).

25 Ibid., p. 509.

26 Ibid.

------Robert Grover is a professor in the School of Library and lnformation~ana~ementat Empoh State University in Emporia, KS. He teaches the diagnostk process and has done research on diagnosis and information use patterns in corporate and government settings. He has been a dean and currently teaches courses in management, information needs analysis, and information sources and services. Janet Carobell received her M.L.S. from Emporia State University's School of Library and Information Management in December 1993. She has 12 years' experience working in university and public libraries. Her work in circulation and reference has provided direct experience with the diagnostic process.

special libraries Why Corporate Librarians Must Reengineer the Library for the New Information Age by Sylvia E. A. Piggott

Nous enhsdons une &re dd'formaticn We are entering an information age in which od b techn&ie de wkdotion pemettra de enabling technology will allow information to be her I'in~ationsous fome d'un sewice delivered as a seamless, borderless service to be sans couhres ni bcrdures qui puma Bire used immediately by local or remote customers. uh'kd par les &nh bcaux ou 6bip6s. Ce This paper looks at why libraries in general and hnnentexaminepouquoiks bibbI4ues the corporate library in particular, must reengineer en g6n6ral, et b bibliattr8que d'une mIti en pahulier, doivent mettre en applicoticx, to take their rightful place in the new age. un nouveau $nie logidelofin de prendre la pbce qui lew revient dons I'dre nouvelk.

hmosen bs umbmks de una 6poca de Introduction infomacidn cuando b temobgb habilitante pemihr6 que la infwmacidn se entregue We are entering an era where businesses and profes- como un sewicio sin costurn ni llmite que sions are reengineering and restructuring as a conse- sed utilizado inmediotamente por clientes quence of the exponential leap in information technology. hles y remotos. Este arfkulo explica This reengineering and restructuring, some believe, will poque 10s bibliotecas en general y la lead to vast improvements in customer-valued produc- bibliateca corparativo en particuhr deben tivity, optimization of businesses, and competitiveness. rediseiime para tomar u, posicibn legltma The corporate world expects products to be delivered en b nueva 6poca. faster, using more flexible manufacturing and distribution processes with the ability to get products anywhere, 24 hours per day. In this kind of environment, information professionals, especially in the corporate world, must also be looking for ways to optimize their services by reengineering and restructuring. Corporate library managers, to keep in sync with this kind of performance, must reengineer their libraries or information centers to deliver information using the most cost-effective electronic tools and products available in the industry. In addition, the library or information center must seek to exist as a borderless service, a place where information can be sought wherever it exists and usedimmediately by local or remote customers. Business information professionals must make the adjustment as, except in rare cases, only real time information will be valued as a competitive tool. These are some of the fundamental realities that are reshaping the global information industry in particular and the business environment in general. This change winter 1995 has been largely due to the vast improvements hand-writing and drawing recognition, in the technology which drives information free-form database management, communi- access and delivery. cations, some artificial intelligence, and voice recognition. Future PDAs will manage e-mail The Superhighway and addresses and fax and phone numbers so that Other Developments users can merely tap on the screen, triggering the device to send a message with very little One of the major change agents which will intervention on the part of the user. have a profound effect on the way libraries It is estimated that by the year 2000, half of reengineer to meet the challenges of the infor- the computers sold will be PDAs. Rather than mation age is theinformation superhighway. It replacing desktopcomputers, they will comple- dominates both the popular news media and ment them, creating virtual offices by giving the intellectual media, and promises new ways mobile users remote access to files and data- of communicating, new delivery systems, and bases. Computer technology companies such new ways of doing business. as Apple, Toshiba, and Compaq, to name a In preparation for this new era, many re- few, are investing in the development of this gions are laying fiber optic cabling which will equipment. This being the case, it is impera- satisfy the need for high speed delivery of tive that the information professionals ensure information services to the home, office (both that some of these databases hold information conventional and unconventional), govern- generally provided by the library. ment, and private institutions. The pioneers in the use of this technology are already deliver- Information Providers ing major services remotely via fiber optics or other communication methods. For example, How are information providers reacting to online virtual reality training and interactive the information superhighway? Many merg- learning systems using multimedia arealready ers involving billions of dollars as well as delivering training to remote sites of multina- strategic business alliances are taking place in tional and national corporations. It is reason- the information industry, underlining the seri- able to expect that library and information ousness of the players in this field. These services will be delivered in a similar way. players believe that vast new markets for in- In Montreal, PQ, Canada, Virtual Proto- formation products and services will beopened. types Inc., in partnership with the ADGA For example, Sony, Microsoft, and Phillips Group and Hydro Quebec, has launched a $26 have collaborated in developing multimedia million INTERFACE project to develop CDs that can be played in audio players as well leading-edge training technology that will pro- as on computer CD-ROM drives (Wall Street vide online training at the exact time and place Journal 10/17/94; p. B5). and Rogers Cable it is needed to support the individual and the has made a $2.0 billion offer to take over company. The corporate library must be struc- McLean Hunter's cable and publishing tured to deliver information services in a simi- assets-the deal is still awaiting approval of lar way. If librarians fail to move in sync with regulatory bodies. Furthermore, Time Warner these developments or fail to input to and and TCI, the two biggest U.S. cable operators, impact these systems, they will find them- have teamed with the Japanese video game selves at a serious disadvantage in the market- maker SEGA to create the SEGA channel; and place as these developments have a real impact U S WEST, a Baby Bell telephone company, on the future of their business and profession. purchased 25% of Time Warner's entertain- Another external force affecting the devel- ment division. opment of the information superhighway is The convergence of hardware, software, theUpersonaldigital assistants" (PDAs) which and networking technologies are making the allow users to tap into information from any- information superhighway possible. However, where at any time. PDAs generally combine one of the critical success factors in making the special libraries information superhighway work for all con- information ranging from government statis- cerned is interoperability-that is, the ability tics to images of industry performances, will to move data smoothly along the highway be available from the office or living room despite the operating system which is sending through the same user interface used to con- or receiving the information. Competition for duct a video conference or order a pizza. a piece of the pie will lead to the development of information networks which are unable to Network Management connect with each other because of different standards. First of all, commiuing to standards As organizations become increasingly de- has never been easy in the industry. Now, in pendent on information transfer enabled by this competitive environment, each player advanced technologies, network manage- wants to be the first to bring his product to ment will become more important organi- market, with little regard for standards. How- zation-wide. Products that work to industry ever, if there are several standards used on the standards are critical to the management of information networks, consumers will demand networks; information products which li- interoperability, much as they did in the case braries use should be developed to meet of many of the proprietary office automation these standards. Information professionals software. An open system encompassing do- must ensure that they manage relationships mestic and world standards will be necessary. with vendors who are developing the tech- The Internet began in 1969 as ARPANET, a nology which impacts their services. In network developed by the Advanced Research this way, they will be able to provide input Projects Agency (ARPA) of the U.S. Depart- into the standards they require to perform ment of Defense to aid in the sharing of infor- their responsibilities effectively. Infor- mation and resources among researchers. By mation professionals wishing to take re- 1983 ARPANETevolved into the Internet, the sponsibility for library automation should fist information superhighway, with added also develop some expertise in the network networks and gateways, and it has grown ex- management area in order to ensure that ponentially since then. Now, in addition to automated library services are maintained at being the United States' national research net- an optimum level. work, the Internet also provides information At this time, with the exception of some access to libraries worldwide, to specialized high-tech companies, most corporations do interest groups, and to certain selected private not have the necessary electronic connections industries and companies. It will play a key to allow information to be provided in an easy, role in this new information age. Currently, cost-effective way to all staff. Once this is many corporate libraries are using the busi- rectified, the limits to the information that can ness sources on the Internet on a daily basis, be provided are virtually boundless. When the such as the EDGAR (American Securities and appropriate technology is in place, informa- Exchange Commission filings of America's tion services can be supported from one cen- largest corporations) database and Canadian tral location, and an organization can then and U.S. Federal Government information. move to a fully centralized information system Several commercial online databases such as where staff can acquire information of all DIALOG, America Online, and CompuServe, kinds, both internally and externally produced. are also available via the Internet. At the same When all the pieces are in place, the trained time, however, the Internet backbone is chang- information professional's main value will be ing and is opening up the network to a new in selecting, evaluating, and acquiring infor- class of users. Soon, the Internet will bring mation required to do business and providing information into the same devices people use the training necessary to access and filter the to view videos or to make phone calls. The information to achieve precision retrieval in a thousands of Internet data servers and news fast, accurate, and effective manner. This ap- groups, offering virtual community and free proach gives the organization the best of both winter 1 995 worlds-decentralizedaccess with centralized tion of all kinds will be gleaned. A good acquisition and management. example of middleware accomplishing this Information professionals in corporations task is Mosaic, developed for the National lacking the necessary technology must at least Center for Supercomputing Applications in know that the technology exists as well as how Illinois. Internet in a Box developed by Spry, it can be used to improve the access and Inc. in Seattle, WA, is another effective distribution of information. middleware. Corporate libraries and corporations in general will have to be structured User Friendliness and equipped to exploit these tools as access to such information is going to be a highly It is said that about 45% of VCR owners in sought after commodity. Everyone will have North America cannot program their ma- access to the information but those with the chines to make a delayed recording. This experience in how to access and distribute it being the case, how can they be expected to speedily and cost-effectively will profit from derive a full range of benefits from the in- the information. formation superhighway? To achieve full benefits, user/computer interfaces will have Success Rate of Reengineering to be much friendlier in the very near future than they are today. Doug TrentofIBMcoined Research into reengineering projects in more the phrase "Human-Centric," meaning that than 100 companies in the United States and information technologies must be designed detailed analysis of 20 of these projects have from the perspective of the people who will revealed how difficult redesigns are to plan use them. "Human-Centric" systems are not and implement, and how often they fail to yet commonplace. We will achieve achieve real business-unit impact. Two rea- human-centric standards when machines can sons for this are: (1) the process to be rede- understand our communications nearly as well signed is not broadly defined in terms of cost as our colleagues do. or customer value and, (2) the redesign does Although technology is advancing rapidly, not penetrate to the company's core, thereby it would be terribly shortsighted and naive to changing roles and responsibilities, measure- expect that simply dropping better technology ment and incentives, organizational structure, into the hands of workers can provide them information technology, shared values, and with the in-depth and intuitive value which the skills. In other words, theculture must change trained information professional brings to the to accept the new processes in order to job. This is especially true for now and the achieve the benefits of reengineering. Re- foreseeable future since there are no agreed search validates this belief, as it has been upon standards for accessing the information found that only about 15% of reengineering or delivering it, and because the information is attempts are successful. scattered across several systems in a variety of When corporate information professionals media. Another obstacle is that not all of the start toreengineer the library, they must not be information required is available in machine discouraged by the slow rate of success expe- readable form. In addition, thevast majority of rienced, as a major paradigm shift will be information consumers are lacking educa- taking place. Everything that the library does tion that emphasizes technological training; will be examined against some very strict and therefore, they must be brought up-to-date current business and professional measures. either by their employers or though their The important thing is to learn along the way own initiatives. and conscientiously improve thereengineering Middleware or interfaces will have to process. In the first place, information profes- be developed which will make visible and sionals must clearly understand why the shift easily navigable the hypertext links implicit is necessary and have a good understanding of in the web of systems from which informa- where the library is heading. In addition, cus- special libraries tomers must be involved along the way. In ing the various business databases which li- order to achieve paradigm breakthroughs, the brarians have evaluated and acquired for this information professionals must also establish purpose. Colorful graphs show that the risk on stretch goals-goals that seem impossible to- this particular deal is minimal; moreover, it is day and can only be achieved by challenging likely to show an above average return on current assumptions about the profession and investment within two years. Profit is sold on its processes. Information professionals must the idea and approves the loan for Cash within be prepared to slaughter some sacred cows in an hour. He prints out a copy of the loan the ieengineering process. That is. they must agreement by sending a copy to Cash's fax eliminate activities which have become en- machine. Before he leaves, Profit requests demic in the profession but which add no another meeting with Cash in six weeks. Cash value to library services or the profession. reaches for her own PDA, points its infrared LED at Profit's and in moments they deter- Improving Employee Performance mine a time when both parties are available and confirm it in their PDA calendars. Profit What effect does reengineering and im- can now call on other business prospects and proved technology haveon the productivity of repeat a similar scenario, doing business suc- the information professional? Information cessfully, cost-effectively, and quickly. technology companies are constantly improv- This scenario will play itself out in many orga- ing the technology for information storage, nizations now and in the near future and the access, and delivery. The PDA, which has the corporate library and information center must ability to seamlessly tap into several points position itself to provide service in this way. along the information highway--company product databases, inventory files,orderdesks, Mobile Work Force and industry databases-is one wireless response to information access. Field techni- Another force which is driving the change to cians, stockbrokers, and telecommuters in a reengineer library and information services is variety of industries and institutions will use the changing work force. Today's work force these devices to access information with no is increasingly mobile, as most organizations intervention from the information professional. and institutions are implementing the With the developments in information tech- 'flexiplace' and 'flexitime' concept. In addi- nology, it has been said that by the year 2010, tion, they are enabling their customer bases to face-to-faceinteraction will be largely unnec- have access to their services via advanced essary to carry out a job. The PDA is one piece communication systems. Whether at their desks ofequipment which will keep 'flexiplace' and in the morning or on the road during the day or ' flexitime' workers connected to the informa- at night, mobile workers will need ready action required to conduct business. The infor- cess to data and the library should be ready and mation professional must be equipped to work able to meet this challenge through enabling in this environment in order to contribute to technology. The information professional will the strategies, goals, and objectives of the be expected to amass relevant, cost-effective parent organization. information and make it available to these Consider this scenario: bank account man- telecommuters via the appropriate network ager John Profit is out on the road visiting a and devices. client, Mary Cash, who justgota hot tipabout what she considers a great investment deal Reengineering at the and would like the bank to fund the venture. Bank of Montreal's Libraries Profit huddles with Cash over a PDA that is connected wirelessly to the bank's library Newspaper publishers have been offering services. As they talk about the deal, Profit online information services for more than 15 assesses the risk of the investment by query- years. It has also been at least two decades winter 1995 since other online systems vendors have put Workstations thousands of information databases at our fin- - gertips. Users in business environments are In addition to the shared-access Research faced with a plethora of choices when seeking Stations, some individuals can also access desk- information. Some services overlap and many top library products from workstations in their are of different frequencies and quality. Even offices or from the End-User Workstations if users wanted to, they could not sort through set-up in the Business Information Centres. all of the available information in a lifetime. For this reason, an intelligent filter is required End-user Online Research to glean only information that is of interest and relevant. The trained information manager uti- The Business Information Centres are in the Iizing the available technology can provide process of evaluating selected online services this added value. which end-users can access themselves. A The Bank of Montreal recognizes that infor- service such as DIALOG'S outreach service, mation technology is at a level of development which was designed specifically to bring in- whereelectronicdelivery of information to the formation directly to the desks of end-users, is desktop can be implemented in acost-effective a good prospect. DIALOG will provide user way. The bank has, therefore, started to imple- ids in blocks of 25 accompanied by quick ment virtual libraries within the constraints of reference cards, tutorial guides, subject guides, its available technology. For the past four and flyers for publicity. The system has an years, the bank's Business Information Cen- easy-to-use menu system designed for the oc- tres have been selecting, evaluating, and mak- casional user. ing available information germane to the These are some of the ways in which the bank's business via its internal networks. The Business Information Centres have been strategy is to provide information access to reengineering to take advantage of available users regardless of time or place, thereby technology and to meet the bank's strategy of enhancing their productivity and business user self-sufficiency. However, as the demands decision-making ability. For example, about on the clientlserver networks increase, cable 250 users access a real-time service called transfer speeds at the work group level cannot NewsEDGE, a service developed by Desktop keep up with the volume and size of informa- Data in Waltham, MA. NewsEDGE provides tion transfer demands. This challenge is slow- access to more than 150 news sources such as ing the pace with which the Business newspapers, credit and financial wires, news- Information Centres can deliver information letters, and magazines around the world. to the desktops of staff. Implementation of NewsEDGE places over one million news better delivery systems will require careful stories which are at the fingertips of the bank's planning as well as the commitment of senior senior executives, including the CEO, presi- and executive management. dent, and other senior officers. It is highly recommended that the plan to implementdesktoplibraries include more than Research Stations the requirements of hardware, software, and networking tools. It must also include accep- In order to facilitate access to electronic tance from end-users throughout the process. library products, Research Stations have It is not sufficient to ask users if they want to been installed in some areas of the bank be self-sufficient unless they understand what willing to sponsor these facilities. From self-sufficiency means. To ensure their accep- these stations, end-users perform simple re- tance, the system should be prototyped and search activities such as querying the demonstrated to them so they can experience CD-ROM services, NewsEDGE, the what the application will look like early in the Internet, or the library's catalogue. process. This methodology will help the li-

special libraries brary or information center gain user accep- Boulder, CO plans to launch an online news- tance and feedback and ensure the success of paper which will resemble the old-fashioned the new system. newspaper. It will be delivered via a hand-held, Despite the slowdown in the reengineering keyboard-free computer. Knight-Ridder's process and the resulting challenges faced in vision is that consumers could subscribe to fully implementing a library system which the electronic version or buy it at the news- will result in user self-sufficiency, the stand. The difference is that they would re- organization's technology vision still includes ceive the electronic version over the wire at delivery of information to the desktops of all night or purchase a memory card about the employees and the bank is slowly laying the size of a credit card in the morning, which foundation for this to take place. could be inserted into a hand-held device such as a PDA. The Future Conclusion What will the future be like? Many of the players in the information industry are experi- As far as transmitting information is con- menting with prototypes of future high-speed cerned, borders no longer exist and Marshall network services. For example, the Interactive McLuhan's dream of a global village depen- Cinema Group at the Massachusetts Institute dent on information technology has become a of Technology Media Laboratory is develop- reality. Three everyday household technolo- ing an interactive digital movie system that gies-the telephone, the computer, and video- would allow viewers to download videos to are being combined into one extraordinary heir homes and customize themovie by choos- medium which will carry the message or the ing one of several endings, or even filtering information. out the sex and violence scenes. In 1992, Electronic information highwaysof the next theNational Film Board (NFB) in Canada decade will offer new opportunities for users launched CineRobothCque, a stand-alone of information technology as they deliver an video-on-demand service in Montreal, PQ. In astonishing array of new services to offices over 20 cubicles at the NFB's viewing center, and homes and change the way people work customers can select any of the nearly 800 and play. Advanced networks will let students films stored on laser discs and view them on call up their homework electronicallyand do it the television screens there. It is expected that on the screen. It will also let them attend within two years the NFB will use fiber optic classes without leaving their homes. Like networks to deliver this serviceacross Canada. telecommuters in the work force, they will Electronic subscriptions will be common- expect to have access to library information place as the superhighway develops and pub- without leaving their homes. An early example lishers see it as a viable medium for delivering of this is a thriving, 100% computer-mediated periodical information. The convergence of educationalprogram provided via virtual class- the computer, broadcasting, and publishing rooms through the New School for Social industries into the multimedia sector has led Research in New York, NY, called Connected many pundits to predict the demise of tradi- Education. In addition, interactive training tional newspapers and magazines. While this programs and distance learning are becoming may be premature, a number of companies are quitecommonplacein the hospitality industry. alreadyexploring alternatives toexisting news However, it is obvious that there is much to and magazine formats. For example, Newsweek be done before the information superhighway has launched aquarterly interactiveCD-ROM replaces much of the job of the trained librar- video magazine, and online electronic news idinformation professional. This being the services are sprouting up everywhere. case, librarians who are willing and capable of Knight-Ridder's Info Design Laboratory in reacting to the paradigm shift by shifting their winter 1995 focus will thrive as they prepare for the new to decide to outlay the cost of acquiring this age of the information superhighway. necessary communication power. Librarians have a tendency to want to be all Information professionals with the right things to all people, a tendency which dilutes qualificationsand the right attitudes will have the effect of missioncritical work. The corpo- a place in the reengineered information world. rate librarian needs to get rid of much of what Like all major inventions, the information he or she does, become expert in the tasks that superhighway will profoundly alter society, are valued and expand those services that are perhaps in ways we cannot even imagine to- really mission-critical. It is also imperative day. Part of this alternation will be in the way that library educators make the shift by adjust- library services are delivered to the individu- ing thecuniculum tomeet this challenge. If we als in our society. However, no matter who do not make the shift-at least in the corporate controls the delivery systems into homes, busi- environment-we are likely to hear the state- nesses, and institutions,major technical, legal, ment, "Who really needs libraries these days? and economic challenges remain for all in- Hardly anyone." volved before the information superhighway We are in the age of revolution, not incre- becomes as commonplace in our lives as the mental improvement, and special librarians television or VCR. and information professionals have a chance So, while information technology providers toreinventthe library andquality, value-added and consumers are grappling with the devel- library service. Librarians cannot just react to opment of the instruments of the new informa- the realities of today's information require- tion era, information professionals have a small ments; they have to influence them. This is window of opportunity to take ownership of obviously no simple task, but it places exciting the information profession. Those who are in challenges and opportunities before the infor- the process of acquiring professional certifica- mation professional. tion must insist that the educational institution There is no going back-the world is head- provides them with the skills which are neces- ing in the direction of advanced technologies. sary for the new age. Those who are already in More and more intelligence will be added to the field must equip themselves through con- networks and transmission facilities. Where tinuing education. we work is becoming less relevant, and will Finally, the library profession must be en- become increasingly governed by the nature hanced as a profession rather than simply as a of the task at hand. The technologies available service. If librarians can embrace the are poised to shatter any remaining limitations reengineering process and utilize it to improve on flexibility, in the very near future. Informa- their services, they willdemonsuate their worth tion technology is placing complex functions to the organization to senior management and within the reach of ordinary people, making will heighten the awareness of senior manage- them moreand more self-sufficient.However, ment of the caliber of the organization's infor- a vast increase in communication power is mation professionals. This may be one way required to transmit data through the links that information professionals can demonstrate join the information superhighways being de- their potential to sit in the executive board veloped all over the world. As part of the room alongside other professionals such as reengineeringprocess,organizations will have lawyers and chartered accountants. Bibliography

Bristol, Donald C. "Quiet Revolution." Executive Excellence lO(10): 20 (October 1993).

Carrier, Marcel. "Sharing Work Via Computers." Business Quarterly 59(3): 121-125 (Spring 1994).

Caston, Art. "Surviving the Paradigm Shift." CMA Magazine 67(7): 20-23 (September 1993).

Cote-O'Hara, Jocelyn. "Be Prepared for the Ride of Your Life." Business Quarterly 74-79 (Spring 1994).

Davis, Tim R.V. "Reengineering in Action." Planning Review 21(4): 49-54 (July/August 1993).

Garrett, J. Gordon. "Reengineering, Outsourcing and All That." Business Quarterly 116-120 (Spring 1994).

Hammer, Michael and James Champy. Reengineering the Corporation: A Manifesto for Business Revolution. Harper, 1993,256~.

Harvey, George. "Making Information Superhighways Work." Business Quarterly 84-88 (Spring 1994).

Hall, Gene, Jim Rosenthal and Judy Wade. "How to Make Reengineering Really Work." Harvard Business Review 7 l(6): 119-13 1 (NovemberIDecember 1993).

Isaacson, Portia. "The Promise of PDAs." CIO 7(13): 64,66 (April 15, 1994).

Isaacson, Portia. "Charting the Evolution of What Will Become an Essential Product." Computer Reseller News (CRN) 57,62 (January 24,1994).

James, Philip N. "Cyrus F. Gibson: On IS Management." Information Systems Management lO(1): 83-87 (Winter 1993).

Jones, Peter V. "Navigating the Information Highway." Business Quarterly 80-83 (Spring 1994).

Konsynski, Benn R. "Process Innovation: Reengineering Work Through Information Tech- nology." Sloan Management Review 34(2): 99 (Winter 1993).

"The Learning Revolution-Special Report." Business Week 80-88 (February 28, 1994).

Meeks, Brock N. "Connected ED is a Step Ahead." Link-Up 9(4): 21 (July/August 1992).

"New Training Looms." Hotel & Motel Management 209(6): 26,30 (April 4, 1994).

Prozes, Andrew. "Delivering the News." Business Quarterly 107-110 (Spring 1994). winter 1 995 Reinhardt, Andy. "Building the Data Highway." Byle 19(3): 46+ (March 1994).

Sheridan, John H. "Reengineering Isn't Enough." Industry Week 61-62 (January 17,1994).

Williamson, Mickey. "Models in the Making." CIO 6(18): 48-53 (Sept. 15, 1993).

Sylvia E. A. Piggott is Manager of the Business Information Centre, Research and Information Services, at the Bank of Montrdal Research and lnformation Services, St. Jacques, Montreal PQ, Canada. She teaches Library Automation at Concordia University in the Library Studies Programme. She can be reached via the Internet at [email protected].

special libraries Three Years Experience With Fee-Based Services in a Corporate Library by Prlsdlkr Rafliff and Thomas I. Weeks

l'expdrience de la bibliath@ue d'une The experience of a moderate-sized chemical sai& chimique de to& moyenne dans com any library with introducing and operating I'inhakticn et/'@mticn de sewices hdBs fee- 1ased services is examined. By recovering a est onobsbe. En recouvrant une partie substantial ortion of its budget through user fees, im@nte de son budget par biais de la the library 1as gained credibility with a business- toriiication des usages, la biblmtn@ue a oriented management. Users "paying" for aquis de la ukiibih? gdce d so gestion information is the ultimate proof that the library ax4e sur ks offores. lefait que ks usages r paient n les renseignemenk edla preuve rovides valuable services. During the three ears supfime que h bibliotheque bumit des lee-based services have been in effect, lir, rary sewices de wleur. Depuis les his onnks usage has increased 38% and an additional library que les sewices toribs sont en vigueur, location has been added. I'utitmtion de lo bibliothique a augmenl de 38% et un outre emplacement de lo bibbthique a eg ajoul.

Background *Seexami~bexpehenikde una bibliotera de una empresa qulmica de tomoflo medmna As many American corporations downsize, corporate a1 intraducir y qemr sewicios basodos en libraries are being closed or subjected to cutbacks. This pogos. Al recupemr gmn pone de su is not surprising since it is difficult to demonstrate that a p~supuestootmv4sdel~pagosde usuurios, library is either cost-effectiveor operating efficiently. In b bibliateca ha ganado uedibilidad con la fact, a survey of senior corporate managers by Special gestidn de (~ientoudncome~d El hecho Libraries Association showed that two-thirds of manag- de que bsusorias 8~'pogon"porbinformacidn ers either didn't respond or didn't know when asked es pruebo esencial que la biblioteco which library services added value to the corporation.' pmporciona sewicios WIIMOS.Durante 10s Cost-effectivenessis especially difficult to demonstrate tres ofla de operocidn de 10s servicios when a library depends on an allocation process for its popdos, h tasade utilizacidnde b biblioteco funds. On the other hand, a fee-based operation allows ha c~cidoun 38% y b bibliateca ha obierto the corporate customer to place a value on a service. The un silb dicionol. success of a fee-based library is a powerful demonstra- tion to a cost-conscious management that the library is providing valuable servicestothecorporation. Apresen- tation on taking the AT&T Information Resources Cen- ter public was given at the Special Libraries Association Annual Conference several years ago? but little has been published on the long-term operations of fee-based corporate libraries. For the last three years Ashland Chemical Company has generated financial support for its corporate library through user fees. There were several driving forces behind the decision to try this method of funding: Copyright O 1995 Spetvll libraries Assointiin 1. User departments,especially operating costs such as space, utilities, equipment depre- groups, wanted to have direct control ciation, and support services. These account over their current library expenses. for about half of the library budget and are 2. Any allocation system in which all covered by management subsidy. The balance departments in the corporation are re- of the library budget is generated by user fees. quired to support the library is inher- The philosophy behind the fee schedule was to ently "unfair" to non-user departments. recover the cost ofproviding the service based 3. Previous allocation systems had been on the library budget and to make the fees arbitrary or based on historical usage of competitive with the prices that an outside library services. source would charge. The actual fee schedule 4. Establishing priorities for services had was developed from an in-depth analysis of beenextremely difficult for library staff. the library line item budget todetermine which 5. Other support departments in the cor- line items directly related to which services, poration werealsodirectly charging for the identification of services that could be their services. directly related to individual requests, and the Ashland Chemical Company is a distributor numerical usage figures that had been kept for of chemicals and plastics as well as a manufac- a number of years previously. The fees which turer of specialty chemical products and pen- were developed are charged to the user's de- chemicals. Salesareapproximately $2.5 billion partmental budget for the following services: and approximately 4,600 employees are lo- journal circulation, literature and patent cated at almost 100 sites throughout North searches, monthly current awareness searches America. Employees of the Research and De- (Selective Dissemination of Information; SDI), velopment department and the manufacturing patent or photocopies provided, translations divisions are the principal users of library ser- arranged, and laboratory notebooks issued. vices, but support is provided to all domestic Fees include staff time as well as out of and international operations. A wide area net- pocket expenses incurred in providing various work and dial access via modem provide most services. Currently a rate of $95 per hour plus employees with searchinglreading capability online computer costs is charged for online to the library's online catalog. As knowledge searching, SDI's, and special projects, which of thesebooks, videos, journal holdings,train- are defined as any service which would take ing materials, safety aids, etc. has increased, a four hours or longer to complete. The occa- substantial increase in service requests from sional non-Ashland customer is charged $125 off-site locations is being experienced. per hour plus online computer costs. This article details the experience of three The library staff consists of four full-time years of fee-based services at Ashland Chemi- personnel, two exempt and two non-exempt, cal Company. Although not without difficul- plus contractors and temporary personnel, ties, this project has been successful and has which add up toanother half-time staff person. generated several unanticipated benefits. Now, All staff, including contractors and temporary the library is run likea small business, and staff personnel, are college graduates. Exempt staff are more focused on understanding the cus- have chemistry degrees; other staff have busi- tomers and providing customer service. Also, ness or library science degrees. business managers and other customers recog- Table 1 on page 23 shows the percentage nize that the library is providing a value-added increase or decrease in revenue for services in service and they are willing lo pay for this 1992 and 1993 compared with the base year service when they need it. 1991. Actualactivity figures for workcharged to customers in 1993 are also given. As corpo- Budgets and the Fee System rate libraries have very different ways of bud- geting their expenses, total dollars are not as At Ashland Chemical Company, depart- meaningful as percentage changes. Since mental budgets include corporate allocated prices were not raised over the three-year specia/ libraries period, the increased revenue is a direct indi- the more departments using the same journal, cation of the increased volume of services the greater the library's cost recovery. Obvi- provided. Total revenue increased 38% over ously, if only one department uses a journal, the base in two years. cost recovery suffers. At all times during this period, departments There has been no increase in journal circu- had the option of obtaining library services lation revenue even though journal subscrip- from outside sources if they so desired or tion costs have increased substantially every found them to be more cost-effective. There year. This is because departments have care- was no management directive that the corpo- fully reviewed their journal circulation lists. rate library should be used. Total journal subscription titles havedecreased Journal circulation is the prime revenue by over 23%. generator for the library, comprising 45% of Significant increases were seen in patent total income. In order to encourage use of this copies, photocopies, and searches. In the fee service and discourage individual subscrip- schedule, a flat rate is charged and no distinc- tions, departments are charged 75% of the tion is made between patents copied from the library's subscription price forjournal circula- library collection versus those which are ortion. The charge is incurred for the first person dered from commercial services. The same is in the department that requests circulation. true for photocopies provided. There is no additional charge for additional Following journal circulation, the largest readers from the same department. If a person revenue generators are searches and SDI's from another department requests circulation (current awareness searches). The charges for for the same journal, that department is also these include both the hourly staff rate as well charged 75% of the subscription price. Thus, as actual online costs. This hourly staff rate

Table 1

Journal Circulation base 17% decrease base 320 titles

Searches base 30% decrease 78% increase 492

SDl's base 6% deuease 19% increase 636

Patents base 11 6% decrease 139% increase 286

Trandations base 23% decrease 13% decrease 18 I I I I Phototopies 1 bare I 52% increase I 11 1%increase 1 591

Labomtoy Notebooks base 17% increase 10% decrease 120

TOTAL I base I 1% increase 1 38% increase 1 winter 1 995 23 was also developed during the budget analysis encouraged by a cost recovery goal. Many mentioned aboveand has served as a guideline different marketing ideas have been used to when costing special projects as well. increase library usage. These include: (a) hold- Translations include actual costs from an ing information fairs with many outside ven- outside translating service as well as a service dors of information showcasing their products charge. Blank laboratory notebooks are issued and online services, (b) targeting low usage to research laboratory staff as requested. They departments to determine their needs, (c) be- arecharged a flat fee which includes the cost of coming part of division sales training pro- the custom printed notebook as well as some grams, (d) placing articles on success stories cost recovery for managing the laboratory and services in division and company newslet- notebook circulation system. ters, (e) hosting visits of international trade representatives, (f) providing an online cata- Advantages of Fee-based Services log of books and videos on the company wide area network, (g) educating users in the use of The advantages of the fee-based system fall library systems, (h) holding open houseevents into several categories. First, the librarian's with refreshments, (i) sponsoring online train- time is used moreeffectively.Forexample, prior ing seminars, and Cj) giving presentations at to charging for photocopies and patent copies, division sales meetings in conjunction with secretaries and clerks would call when their testimonials from satisfied salespersons who supervisors needed documents copied. After have used the library's services. All of these the charge for copies was instituted, library techniques have served to increase library vis- professionals have been able to spend their time ibility and revenue generation. Many other on professional activities, as the number of ideas have been reported in the literature.' requests from clerical staff has dropped dra- Perhaps the biggest advantage of all, how- matically. Furthermore, journal charges re- ever, is the respect gained by the library group sulted in a significant cutting of circulation lists, and the individual staff members. In any profit- thereby ensuring that time is spent purchas- making company, sales dollars are the mea- ing and circulating only relevant journals. sure of success. The librarian or information Second,a fee-based system allows priorities professional is proud that a customer will pay to be established. A number of search requests for his or her expertise. The business manager are withdrawn when the fee system is ex- respects that the library must also sell its ser- plained. Obviously, the requester does not vices and, with a 38% increase in sales, is place a high value on either the information or obviously doing well. the librarian's time in thiscase. Previously, the information specialists had no way to deter- Disadvantages of Fee-Based Services mine relative priority of search requests, and chronological order determined the order in The transition from a "free" service or en- which requests were completed. Now rush titlement to a cost recovery operation is not a search requests are charged double the normal smooth one. Income in the first year was about fee. Fees have ensured that only important 25% below the previous year's budget, so ex- projects are done. They have also eliminated penditures were curtailed significantly. There the problem of library staff working on per- were several reasons for the drop in usage. sonal requests. The fee system makes the point Some user groups' costs went up drarnati- that the requested service costs something and cally because of the changed system. User someone has to pay for it. Employees are less departments did not understand the services likely to abuse the company facilities when for which they were being charged. This was they know that their name will be associated especially true for the journal circulation with the incurred charges. charge. In their attempt to control library ex- Another advantage is the creativity in mar- penses, some managers unilaterally decided to keting library products and services, which is drop journal circulation for their groups. Gradu- special libraries ally, journal usage increased again, as indi- agement software prior to considering cost viduals asserted their need for information. recovery fees. Fortunately, it was relatively Since journals were placed on the shelves after easy to adapt this software to generate reports circulation,several individualsdecided to drop listing people, departments, and appropriate circulation and get them "free." This worked charges. The corporate accounting department only as long as other departments continued to then distributes these charges as directed by support the journal. the department being charged. Rumors started that the library was charging An additional disadvantage is that the charge for ",everything," and as a result, some em- for searches or SDI's will occasionally deter a ployees were afraid to use the library at all for new customer from using the service. Free fear of being charged. This was especially true demonstrations are given, and the customer is for employees of other support departments. given an estimate for specific questions before Some library staff were not comfortable proceeding with the search. Often searches are with charging for services. They wanted to done in a series of steps and the customer give good customer service but did not want to advised of the costs as the search proceeds. discuss costs with users or do the paperwork to The customer thus determines when he or she generate the departmental charge. Staff had to has reached the maximum cost-benefit. be given training similar to the management support and encouragement given to profes- Cost-Benefit of Libraries sional sellers. This continues to be an issue with new library staff. An argument has been made that a cost- User fees are a barrier. In some instances, benefit analysis of many staff organizations, employees havenot used thelibrary when they includinga library, cannot be done. Rather, the should have. For example, some decided to do librarian should focus on operating a cost- their own literature searches. Training was pro- effective organization while achieving enough vided in search techniques, but invariably the visibility to maintain a perception that value is users returned after making a large dent in their added.3 With an allocation system, cost-ben- departmental budgets and with a new respect efit is hard to prove, except with a negative. for the librarian or information specialist. For example, the years and dollars of research The hardest change was in the attitudes of wasted because of a missed patent or journal the customers and librarians. Customers were citation are not the appropriateevidence to use very annoyed to be charged for something that ata senior management budget review. Failing had been "free" (and continues to be "free" in to charge for services, however, encourages their local public and university libraries). the belief that libraries are only marginally Their managers, however, were pleased to cost-effective to the corporation. have control over expenditures,so this annoy - A recent study has shown the willingness to ance was short-lived. Library staff were very pay for information is lower for chemical concerned about the consequences of poor companies compared with a utility or a gov- business, and this worry continued throughout ernment agency. Likewise, the value attached the year. This has dissipated as confidence in toresearch cost avoidance or finding the infor- their ability to generate business and focus on mation viaalternativemeansis lower forchemi- customer needs has increased. cal companies than a utility or government One difficulty that others may experience in agency.4perhaps it is not surprising that profit- implementing a fee-based system is the need driven organizations find it harder to attach a to have both quantitative activity information value to library services. Part of this may be and compatibleaccountingsystems. Thechal- because a library is a "third tier" resource, and lenge is to minimize staff time spent in ac- thus is not visible to senior management. A counting and record keeping. The Ashland "third tier" resource provides support to other Chemical library had automated its record staff groups (law, planning, research and de- keeping using generic relational database man- velopment, etc.) which present projects, con- clusions, and recommendations to senior man- The challenge of cost recovery remains. It agement In cases where support is provided is not yet clear if the current cost recovery to operating groups such as sales, marketing, system can fully recover all direct and indirect and manufacturing, it is at the practitioner costs. Nevertheless, the long-term outlook of level. In either case, senior management, the the library is excellent. Managers have control ultimate allocator of funds, is unaware that over their expenses, visibility continues to in- the library or information professional was a crease, the information specialists are more key resource in achieving the end result. involved in corporate operations, and the library is viewed as paying its way. Three Years Later During this time, library users have become much more diverse. Five years ago, two-thirds Table 1 on page 23 shows that the activity of the library's activities were research and and income of the library have increased. technology related. These activities included Space has also increased, as there is now a patent searches, literature searches, technology second physical library location at Ashland's reviews, and technical journal subscriptions. multi-building facility. The main library is in Currently. the corporate Technical Center is the Technical Center and is relatively iso- still the library's largest customer, but it now lated; the second location is on a main corri- generates only 25% of the library's cost recov- dor which connects two administrative ery income. The top seven customers, divi- buildings and contains business-related infor- sions, and staffgroups generate 75% of income; mation. It has resulted in substantially in- this leaves a large number of small users who creased visibility for the library. generate a substantial amount of income. At Focusing on the customer, along with one time, the library had no relationship with heavy use of total quality management tech- the largest operating division of Ashland Chemi- niques, has resulted in positive changes in cal; today this division regularly uses a variety the library's operation. For example, non- of library services both at headquarters and in library activities have been discontinued or fieldoffices across the United States. This wide transferred to other departments. Use of a usage of the library shows that its services are credit card account and taking over acqui- imbedded in the fabric of the corporation, and sitions from the accounting and purchasing helps to ensure continued support for it. departments,respectively, have streamlined Many of the changes noted in this article paperwork. Visibility with customers and resulted from the increased marketing efforts library traffic have been increased by tech- of the library staff and could be brought about niques as simple as providing a site for a without directly charging for services. How- used paperback book exchange to the more ever, cost recovery through fee-based services complex, such as sending video and audio gives a library operation an opportunity to training tapes to dozens of off-site loca- demonstrate to corporate management in a very tions. An analysis of corporate dollars spent businesslike and understandable way how it on subscriptions showed that less than half adds value to the organization. Nothing shows were ordered through the library. Consoli- value better than a customer willing to pur- dation of all ordering is now in process. chase a service.

special libraries References

' Matarazzo, James M. Valuing Corporate Libraries: A Senior Management Survey Washing- ton, D.C.: Special Libraries Association, 1990, p. 8.

Montgomery. Susan and Melanie Suub. "Taking the IRC Public: Achieving Excellence in Fee-Based Services." presented at the Special Libraries Association Conference. Boston, MA. June 1986.

White, Herbert S. "Cost Effectiveness and Cost Benefit Determinations." Special Libraries 70: 163-169 (April 1979).

Koenig, Michael. "The Importance of Information Services for Productivity 'Under Recog- nized' and 'Under Invested."' Special Libraries 83(4): 199-210 (Fall 1992).

Cronin, Blake, ed. 'The Marketing of Library and Information Services." ASLIB Reader Series 4, London: ASLIB, 198 1.

Priscilla Ratliff, MS, is a Registered US. Patent Agent and Supervisor of Library 8 Information Services at Ashland Chemical Company in Dublin, OH. Thomas J. Weeks, Ph.D., is the company's Director of Product Information.

winter 1995 Graphical User Interfaces and Library Systems: End-user Reactions by Margaret I. Zorn and l ucy Marsbd The graphical user interface (GUI) is impacting library application software. Despite this trend, user satisfaction with the GUI has not been documented. The Parke-Davis Pharmaceutical Research Library undertook a study to determine user satisfaction with the new GUI-based Dynix Marquis, as compared with the text-based Dynix Classic Online Public Access Catalog (OPAC). The study included a survey assessing user satisfaction and a review of overall usage. Survey findings show that the GUI-based OPAC was preferred by end-users over the text-based OPAL Usage reports supported the survey findings with significantly increased usage after migration.

Introduction

lointehgffi de uuwnb fgmphiduser The graphical user interface (GUI) is becoming the infhceoGU1) eMofehndobprogmmd6n standard for business application software. According to de upkociones de bdliotern. A pear de esta Microsoft Corporation, over 40 million units of the termhrh,no$?hodoc~~~enlodD h9[1tsfocci6n Microsoft Windows operating system have been sold, &I umrio ton h GUI. lo Biblotern de fostering industry-wide growth of GUI software prod- Inveshpi5n de Porkd)ouis Phommceutico/ ucts on the market.' Estimates of Windowscompatible empredib un eshdii porn determinor b software growth in 1993 range from 52.7% to 260%.~.~ mtidoccibn debusu[~rios um dnuevo Dynk Sales of third-party Windows-compatible applications Moqub bumdo en GUl en compmcibn ccxr el almost doubled in 1992, compared to the 12% growth of CokibQo de Acrex) hbfien Linen (Online software applications overall. Macintosh's System 7, Public Access Cotakg o OPAO Dynk Cbssic another GUI operating system, claimed 15.1% of the bumdo en texto. El eshh idyb una software market in 1992.~These statistics, plus other eminpm evulwr h mtiboccj&~ de 10s industry trends, indicate that the GUI is by far the fastest uwlias osl cmo lm on6lu's & uti/Poci6n growing computer desktop configuration. Release of glo&~/.los rewltados de b encueslo indican improved versions of OS/2 and Windows NT, as well as que 10s uu~lriosfinales prefieren el OPAC Windows Lite and Windows 4.0 (a.k.a. Chicago or bamda en GIU m6s gue e/ OPAC bamh en Windows 95), only point to a continuation and expan- texto. 10s iinfores de utiIzo~~confimmrci~ sion of the use of GUIs in more mainstream and low-end 105 rewhdos de b encuesta, mostmndo computing applications. inuementos inpohntes en 105 nides de How, then, are library systems vendors, library man- ufi/izac;dndespu6s de h mmigmcibn. agement, and library end-users responding to this grow- 28 cwigh o 1 995 S~N~IIlibraries Asrocktion specid libraries ing trend? Currently, integrated library auto- Literature Review mation systems,online searching systems, and CD-ROM database systems are still heavily Studies measuring end-user satisfaction with entrenched in the text-based or DOS environ- various vendor versions of the OPAC in librar- ment. Most library systems vendors must con- ies are well documented in the literature. tinue toappeal toand satisfy the lowest common Seymour provides a comprehensive overview computing denominator, which is the text- of methodologies used in these studies, and is based or DOS applications. Therefore, devel- a starting point for anyone seeking insight into opment and enhancement of those types of end-user satisfaction with OPACS.~Much less systems continues to flourish. As noted by has been written, however, concerning end- Breeding, "In the realm of library-specific user satisfaction with a second or third genera- software . . . the movement toward graphical tion system or a new OPAC interface. A body interfaces so far seems somewhat slower than of literature exists which discusses the migra- that for general computing applications . . ."' tion process to a new library automation sys- There are, however, the beginnings of a push tem, but very little has been published covering from most major vendors toward development user satisfaction with new systems. Scharfand and release of GUI (Windows and Macintosh) Ward conducted a survey to assess end-user versions of previously text-based or DOS li- satisfaction with the OPAC after migration brary applications software. A number of li- from a CLSI to a NOTIS system at the Univer- brary vendors have released production sity of Central ~lorida.~This study compared versions of GUI-based applications. Notably, user satisfaction with both OPACs while run- CD Plus, Silverplatter, and Dynix Marquis all ning dual systems during the migration pro- have substantial investment in the GUI as cess, and found that user satisfaction with the applied to library computer applications. NOTIS (LU1S)OPAC was significantly higher Despite the undeniable trend towards the than with the previous CLSI OPAC. GUI coupled with promises of easier training, Although the Scharf and Ward study pro- improved productivity, and more satisfied us- vided some insight into comparative user sat- ers, user response to this change, in both the isfaction with OPACs, the basic interface of computing world as a whole and the library both the CLSI and NOTIS OPACs was text- environment, remains largely undocumented. based. No study exists in the literature com- Libraries make software decisions that will paring end-user satisfaction with text-based or affect all library users, often thousands of DOS library systems with that of newer GUI- people. Additionally, special libraries, as part based systems. of larger entities, are more likely to encounter Even in the computing world beyond librar- GUIs as part of the organizational computing ies, there are few studies documenting user environment, and feel pressure to migrate to satisfaction with the GUI. Dickstein discusses library applications that provide a GUI. It is moving a corporation to Windows because it therefore extremely important to find out if "improves client productivity and reduces sup- GUIs live up to the promises of advenise- port requirements," and then focuses on the ments, vendors, and current trends. This ar- implementation from a support standpoint ticle focuses on the user satisfaction of the rather than a user satisfaction perspective.8 recently-implemented GUI-based Dynix Mar- Other articles discuss reengineering and mov- quis Online Public Access Catalog (OPAC) at ing to more GUIs, but also focus on success as the Parke-Davis Pharmaceutical Research Li- measured by a speedy and inexpensive transi- brary in Ann Arbor, MI. User satisfaction was tion. Watt's in-depth article reviews satisfac- determined with a survey comparing user sat- tion with software products, including GUI isfaction with theDynixClassic OPAC, which products, butdoes not attempt tocompareGUI uses a traditional text-based interface, to the products with similar DOS products, or to Dynix Marquis OPAC. Additionally, usage group GUI products as a category? The results statistics of the two OPACs were compared. tend to represent satisfaction with a particular winter 1995 company or product rather than one interface quis product as its next generation automation over another. system, a newly developed clientJserverprod- uct with OS12, Windows, and Macintosh na- Background tive client versions. The Dynix Marquis system was seen by the Research Library as both an The computing environmentat Parke-Davis opportunity to provide end-users with state- is typical of many large corporations. The of-the-art access to its collection, and to exam- majority of users are connected to a corporate ine how such a system and user interface networkand use IBM-compatible computers would function and bereceived by both library running DOSIWindows. About one-third of staff and end-users. the users run Macintosh computers with Sys- Conversion tothe Marquis system took place tem 7, and UNIX machines are also used for in October 1993, with the OPAC available to specific needs. Whenever possible, native ver- all end-users connected to the network in both sions of application software are used. Most Windows and Macintosh versions. As part of employees have some exposure to the GUI, the migration, the Research Library was com- and many use it daily for electronic mail and mitted to gathering user feedback on satisfac- word processing. tion with the new system. The library wanted The Parke-Davis Pharmaceutical Research to know: 1) did users find the GUI easier to Library offers a variety of computer- and net- use; 2) were users experiencing less system work-based end-user services. Access to sev- problems and better response time with the eral commercial databases, mostly on Marquis OPAC; 3) were users, on the whole, CD-ROM, is available, as is an online catalog more satisfied with the Marquis system than listing all materials located in or available with the Dynix system; and4) would useof the from the library. Until late 1993,all of the end- OPAC increase after migration to the Marquis user products available through the library system? In addition, library staff wereparticu- were text-based or DOS applications, with the larly interested in user reactions to the GUI as exception of the Current Contents on Diskette applied to all library systems. High end-user database, which is offered in both DOS and satisfaction with the Marquis OPAC, based on Macintosh versions. Although each product the survey and usage statistics, would give the offered to end-users by the library is carefully library a strong indication of what could be evaluated for ease of use, the question continu- expected if other Research Library systems, ally reemerges: areend-users using theseprod- such as CD-ROM database searching, were ucts correctly, effectively, and to the extent migrated to GUI versions. that they could be used to satisfy end-user information needs? The implementation of Methodology GUI-based products is of strong interest to the Research Library, provided they truly are Network users of the Dynix OPAC were viewed by end-users as easier to use. tracked from April 1993 through September A decision was made in August 1992 to 1993 by an in-house system that reported net- migrate to a new integrated library automation work user name, login, logout, and elapsed system. The Research Library had been using time. From the total, 87 individual end-users the Dynix system since 1987, a traditional, were identified for surveying from this time text-based system residing on a minicom- period. The group was selected because it was puter using either dumb terminals or personal felt that these users could potentially compare computers running emulation software for staff their experiences with the two systems, and and end-user access. The Parke-Davis net- having used the Dynix OPAC was a prerequi- work implementation of the Dynix OPAC site for making a comparison. caused users to have difficulty connecting, and A two-page survey was sent out in January system response time was consistently slow. 1994, initially through the company's elec- The Research Library chose the Dynix Mar- tronic mail system. Follow-up surveys were special libraries sent in paper form through interdepartmental Survey Findings mail to all those who did not respond within the first two weeks. The survey questions were Of the 87 surveys sent out, 23 (26.5%) were designed to gather feedback from users of both received as a result of the initial electronic the Dynix and the Marquis OPACs, asking the mailing. Twenty-six (29.8%) additional re- respondents to evaluate their experiences on sponses were received from the follow-up the two separate systems. The same questions paper mailing, for a 56% overall response rate. were asked in reference to each system, and Of those responses, 30 (34% overall) were covered user fiendliness, system performance, usable, meaning that the respondents had used and overall user satisfaction. In addition, a both systems and remembered enough about section asked the user to directly compare the each to make a comparison. The majority of two systems on several points, including sys- the unusable responses indicated that the user tem performance, ease-of-use, training re- either did not remember using the Dynix sys- quired, and user interface. Two general tem or had not yet had the opportunity to use questions covering familiarity with computers the Marquis system. in general and GUIs were also included. The first section of the survey asked users to Total network usage of both the Dynix OPAC categorize their familiarity with computers in and the Marquis OPAC were tracked by the in- general and with GUIs as advanced, interme- house tracking system mentioned above. This diate, or beginner. Thirty-one percent consid- system provided a direct comparison between ered their familiarity with computers to be the number of users, the number of searches advanced, 55% intermediate, and 14% felt performed, and the total time spent searching they were beginners. Seventeen percent stated for each OPAC. The months tracked were their familiarity with GUIs was advanced, different, since the two systems never ran 62% intermediate, and 24% identified them- simultaneously, but theamount of timetracked selves as beginners. for each system was the same. The next section of the survey asked identi- Since the sample used in the survey was quite cal questions grouped by system. First, users small and not randomly selected, advanced were asked how frequently they used each statistical analysison results wasnotperformed. system. Seventy-three percent of those who

Figure I

0 Dy nix m Marquis

winter 1995 used the Dynix system indicated that they used faster than the Dynix system, 68% either agreed it more than once a month, compared to 79% or strongly agreed, 32% somewhat agreed, who used the Marquis system more than once and no one strongly disagreed. When asked if a month. In both cases, respondents seemed to it is easier to move through screens in Marquis, be regular users of the OPAC. The next ques- 80% either agreed or strongly agreed, and only tion dealt with technical difficulties experi- 20% somewhat agreed or strongly disagreed. enced with the systems, including error The next question asked if results were more messages, logon difficulty, and printing prob- easily found in the Dynix system. No respon- lems. Twenty-five problems were noted for dents strongly agreed, 24% agreed, and 76% the Dynix system in this category. compared either somewhat agreed or strongly disagreed. to only five problems for the Marquis system. When asked if the Marquis system is more When asked about overall satisfaction with user-friendly than the Dynix system, 84% ei- each system, 89% were either satisfied or ther agreed or strongly agreed, while only 16% extremely satisfied with the Marquis system, somewhat agreed or strongly disagreed. When while only 66% were satisfied or extremely asked about the amount of training required to satisfied with the Dynix system. Ten percent useeachsystem,34% strongly agreedoragreed of users were either somewhat satisfied or that Dynix requires less training, and 67% unsatisfied with Marquis, while 34% were somewhat agreed or strongly disagreed. The somewhat satisfied or unsatisfied with Dynix. final question asked whether the user prefers See Figure 1 on page 31 for a graph of the the GUI of Marquis to the Dynix interface. overall user satisfaction statistics. Forty-six percent strongly agreed that the The last section of the survey asked respon- Marquis system was preferred, 29% agreed, dents to indicate their level of agreement with 17% somewhat agreed, and 8% strongly a series of statements that clearly favored one disagreed. The complete results are shown system over the other in a direct comparison, as Table 1 on page 32. ranging from strongly disagreeing to strongly Users were grouped by self-assigned GUI agreeing. When asked if the Marquis system is familiarity rating and responses to selected

Table I

Strongly Somewhot Strongly Disagree Agree Agree Agree Marquis is quicker than Dynix 0 (0%) 7 (32%) ll(50%) 4(18%)

It is easier to move through weens in Marquis thon in Dynix 3 (1 2%) 2 (8%) 1466%) 6(24%)

Results are more easily found in Dynix than in Marquis 7 (33%) 9 (43%) 5 (24%) 0 (0%)

Marquis is more user-fliendly than Dynix 3 (12%) 1 (4%) 14 (56%) 7 (28%)

Dynix requires less training than Marquis 6 (29%) 8 (38%) 6 (29%) 1 (5%)

Ipreferthegraph~olinterfocedMarquis to theDynixinterface 2 (8%) 4 (17%) 7 (29%) 11 (46%:

32 special libraries survey questions and the results were tabu- users jumped from 64 to 315 following the lated for each group. When asked whether migration to Marquis. The average number of Marquis was more user-friendly than Dynix, searches also increased, from 118 to 482. Ad- 94% of the intermediateladvanced group of ditionally, the total average monthly time (av- GUI users either strongly agreed or agreed, eraged over threemonths) spent in each system compared to 50% of the beginning GUI users. changed. Dynix averaged 15.4 hours a month, Six percent of the intermediateladvanced GUI while Marquis averaged 136.5 hours a month. users either somewhat agreedordisagreed that The compiled results of the usage statistics are Marquis was more user-friendly than Dynix, shown as Figure 2 below. while 50% of beginner GUI users strongly disagreed. When asked if the Marquis GUI is Discussion preferred to the Dynix text-based interface, 75 % of the intermediateladvancedgroup agreed The survey findings indicate a very strong or strongly agreed. The beginning GUI users preference for the Marquis OPAC and its GUI. strongly agreed or agreed 80% of the time that It was not surprising that end-users encoun- they preferred the GUI of Marquis to the tered significantly fewer technical problems Dynix interface. Twenty-five percent of the with the Marquis system. As mentioned in the intermediate/advancedgroup either somewhat background section, there were known prob- agreed or strongly disagreed with this state- lems with network use of the Dynix OPAC in ment, while 20% of the beginning group the Parke-Davis environment. It was surpris- strongly disagreed. ing, however, that on every other question the In addition to the survey, usage for each Marquis system also waspreferred. Over one- system was tracked for three months using third of respondents were extremely satisfied network user ids. Dynix usage was reviewed with the Marquis system, compared to only for May, June, and July 1993. Marquis usage seven percent who were extremely satisfied was tracked for January, February, and March with the Dynix system. Some allegiance to the 1994. The three-month average number of familiar Dynix system had been expected. In

Figure 2

winter 1995 33 addition, on the series of questions directly ously realized. Many users may have become comparing the two systems, the majority of frustrated and stopped using the networked users strongly agreed or agreed with those Dynix OPAC. Increased satisfaction with the statements favoring the Marquis system, while Marquis system seems to be leading to more on the statements favoring the Dynix OPAC. thorough secondary research by employees, a the majority of respondents either somewhat possible topic for further research. agreed or strongly disagreed. As for the GUI of Marquis, almost half of the respondents Conclusion strongly agreed that they prefer the GUI of Marquis to the Dynix interface. Although this user satisfaction study began As mentioned above, results were also cal- by questioning whether or not a GUI contrib- culated according to user familiarity with uted to overall user satisfaction, it is the au- GUIs. It was thought that users who felt less thors' conclusion that GUIs are preferred to familiar with GUIs might be more likely to be text-based or DOS interfaces. Users find the unsatisfied with the Marquis system. The re- GUI easier to use, feel that it requires less sults here were mixed, with no strong indica- training, are able to find results more easily, tion that thoserespondents who felt they were use the OPAC more, and are significantly less experienced with GUIs preferred the text- more satisfied with systems that use a GUI. based Dynix system, or even that they pre- Overall, it has been determined that within the ferred the Marquis system to a lesser degree. Parke-Davis Pharmaceutical Research Divi- Although 50% of beginning GUI users strongly sion, a GUI is preferred over text-based or disagreedthatMarquis was more user-friendly DOS interfaces. In the future, the Parke-Davis than Dynix, 80% of those same respondents Pharmaceutical Research Library will pursue strongly agreed or agreed that they prefer the GUI versions of library application software GUI of Marquis to the Dynix interface. It is whenever they are available. the authors' conclusion that the Marquis sys- Several points of caution should be empha- tem and its interface is preferred by end-users sized. This study was limited in sizeand scope, at Parke-Davis regardless of previous user focusing on one GUI product in a special experience with GUIs. library setting. Although there was no strong The most surprising result of this study is correlation in this study between previous ex- the tremendous increase in overall end-user perience with GUIs and satisfaction with a usage of the Research Library's OPAC since GUI-based system, this sameresult may not be migration to the Marquis system. The three- repeated in an organization where end-users month average of hourly use shows an in- have little experience with or exposure to crease of 886%. The information accessed by systems and software with GUIs. Before both systems, of course, is the same. This choosing or migrating to a library system that significant increase in usage suggests that uses a GUI, libraries should review the organi- users prefer the Marquis system interfaceand, zational computing environment to gauge po- consequently, Marquis. It may also indicate tential end-user impact. Institutions without a that problems with the network connection to GUI infrastructure may find less enthusiasm the Dynix OPAC were greater than previ- towards systems with a GUI.

special li6raries References

' "Windows: shipments of Microsoft Windows exceed 40 million units, fueling industry-wide growth for hardware, software." EDGE: Work-Group Computing Report 4(183): 7 (1993).

Ibid., p.7.

''SPA reports Continued Increase in Percentage of Windows Sales." The CompuThink Windows Watcher 3(10): 21 (1993).

"Windows software sales pass DOS." Sofiware Industry Bulletin 9(25): 1 (1993).

Breeding, Marshall. "Notes from the Editor." Library Software Review 12(4): 4-5 (Winter 1993).

Seymour, Sharon. "Online Public Access Catalog User Studies: A Review of Research Methodologies, March 1986-November 1989." Library & Information Science Research 13: 89-102 (April-June 1991).

Scharf, Meg and Jeanette Ward. "Side-by-Side: Users React to a Second Online Public Access Catalog." Library Trends 37: 402-413 (Spring 1989).

Dickstein, Debbie. "How We Moved our Corporation to Windows." Data Base Advisor 1l(3): 98-105 (1993).

Watt, Peggy. "How Happy are you. . . Really?" PC Magazine 12(13): 31 1-322 (1993).

Margaret J. z~~~,~M.Ls.,izhe Libra&Systems ~nal~stforthe ~arke~avis~hiaceutiz Research Library in Ann Arbor, MI, and recently migrated the library from Dynix to Marquis. Lucy Marshall, M.L.S., is the Systems Administrator at the Porke-Davis Pharmaceutical Research Library, and coordinates the end-user searching program.

winter 1 995 Measuring Service Quality in Special Libraries: Lessons From Service Marketing by Marilyn Dumas White and Eileen G. Abels

*hkcodred'unprojetvisontdd&eloppr As part of a proiect to develop an instrument for un inshument pour mesurer b quolitd du measuring service quality in s ecial libraries, this service dons les biblmth&ues pkio/iJes, article reviews the service mare eting literature for cet ortick exomine lo dorumentotion sur k models and data-gathering instruments measuring marketing du service pour ks mdks et service quality, emphasizing the instruments insbumenkse~untd/acdlectedesdonnbes, SERVQUAL and SERVPERF. SERVQUAL developed et plus po~ul~rementles instruments in 1988, measures service quality on the basis of SERVQM etSERVffRF.SERVQUAL, bbborb expectations and performance; SERVPERF, a en 1988, mesure h quo/itd du service sur lo modification of SERVQUAL devised in 1992, is base des espdmnres et de b pelformonce; based on performance alone. This article assesses SERVPERF, modification de SERVQUAL effecfube en 1992, n'est bas(! que sw la their applicability to special libraries and performance. Cet article Bvolue leur information centers. apphbik oux libmiries sp6ualisBes et cenlres d'informations. Introduction lomoparte de unproyectopara desorrdlor un imfrvrnenta pom medir la colidod de The diverse avenues to information that are rapidly servicio en /as bibliotecos espeuoles, este emerging challenge the role and very survival of special ortkulo examim la literohm de mercodeo libraries. Information-seekers who once turned to their dese~iciosbumndomodelos y instlvmentos corporateor agency library for help may now be prompted de recapihcibn de htospom medir b calidod to use electronic or commercial document delivery ser- de servicb, poniendo el Bnfosis en /as vices, to purchase individualized access rights in the instrumentas SERVQUAL y SERVPERF. forms of database subscriptions or purchased books, or SERVQUA1, demrrollodo en 1988, mide la to accept abbreviated abstracts instead of retrieving full- coldad de servuia o base de 10s expectohus text articles. Not only are libraries competing for cus- yelrendimiento;SERvPERF, unomdficoch tomers within this changing information delivery deSERVQMdiseriodoen1992, esidbasodo marketplace, they are re-examining their management, en el rendimienta sdmente. Este orl(culo their manner of justifying budget, and their very exist- evolbu su oplicubilidud o /as bibliatecus ence. To compete effectively and survive, special librar- espedes y los centros de hfonnacibn. ies may profit by using the managerial and marketing tools and approaches developed in business, such as total quality management (TQM).~TQM emphasizes providing quality services as perceived from the customer's pointof view,notthemanagementpointof view. Heavily used in Japan, TQM has been adopted in manufacturing and service industries in the United S tates over the last 20 years. Where quality considerations have long been a concern of information professionals, TQM has not been widely applied in librarie~.~

Copytight o 1995 Specmi Libraries ~r~btion special libraries A major stumbling block to implementing greater variation than goods. With goods, pro- TQM in special libraries is the lack of an duction is separate from consumption. The adequate, transferable instrument for assess- customer is present only at the final stage. ing service quality from a customer's point of With services, the production and consump- view. Lyon has issued a call for standardized tion stages are often inseparable. As a result, instruments oriented to specialized reference the client is often present throughout the ser- se~vices.~Most questionnaires are developed vice encounter. Services, then, are character- for a specific study with no attempts to devise ized by intangibility, heterogeneity, and a more generic instrument. It is especially inseparability of production andcon~um~tion.~ important that such an instrument provide ad- Information services are perhaps among the equate feedback to allow libraries to deter- most difficult to measure in terms of both mine the criteria that library users value about customer satisfaction and service quality be- information services. Specific feedback al- cause of the perceptual overlap between infor- lows libraries to modify services to meet the mation as a commodity and information as a customers' criteria. Developing an instrument is process. Whitehall, for example, says his lit- costly and perhaps unnecessary if instruments erature review is "about the quality of a ser- already exist which are appropriate for, or can vice, not just the quality of inf~rmation.~In be adapted for, special libraries. the courseof performing services, providers in This paper surveys the marketing literature many service sectors often generate a tangible to identify models and instruments that have output. An accountant, for example, audits a been used in service industries to measure fi's books and presents the results in a service quality and assesses their applicability report. An information specialist searches a to special libraries. It marks the first stage of a computerized database and generates a bibli- project funded by the Special Libraries Asso- ography for a client. In the information related ciation to develop an instrument for assessing literature, the values assigned to the product service quality in special libraries. Research in are often confounded with the values assigned a range of service industries has pointed to to the servi~e.~ numerous common factors characterizing all types of service industries. As service organi- Definitions of Service Quality zations, special libraries and information centers can benefit from models and techniques Service quality is a judgment about the developed and widely used in service indus- ability of a service to fulfill its task. Orr de- tries. The instrument finally suggested in the fined quality as "how good is the ser~ice?"~In project may provide a basis for comparing some cases, the definition is an operational special library performance with the perfor- one designed to facilitate continued research. mance of other service industries and will help Parasuraman, Zeithmal, and Berry refer to it as individual libraries to implement TQM and "a form of attitude, related but not equivalent thus become more competitive. to satisfaction, [which] . . . results from a comparison of expectations with perceptions Characteristics of Services of perf~rmance."~ The reference to "satisfaction" in the latter Services differ from goods in several ways definition is important. The relationship be- that make judging service quality difficult. A tween customer satisfaction and service qual- good is a tangible object. A service is a perfor- ity is an ongoing question in service marketingO9 mance or an act and thus is intangible. Within Researchers agree that customer satisfaction product lines, goods have great consistency refers to a judgment made about a specific and are often produced to meet certain stan- transaction. Servicequality, on theother hand, dards or guidelines. Dependent on the interac- is a more generalized,enduring judgment based tion between client and service provider, in part on previous encounters which them- services, even of the same type, are subject to selves resulted in satisfaction judgments.10 It winter 1995 would be possible for a client to have an (Gap 5) can be closed by reducing the four occasional unsatisfactory encounter with an internal gaps found within the management of organization he continues to rate high on ser- a service organization.14 In measuring service vice quality. This transaction/long-term judg- quality and applying this model, however, the ment distinction is not always clear in the emphasis has been on the "expected service- library 1iterature.l l perceived service gap" (P-E). Two approaches to measuring service qual- In 1988, to test thegaps model, Pamuraman, ity have evolved in service marketing over the Zeithaml, and Berry devised the SERVQUAL last 10 to 15 years. The dominant one, referred instrument for measuring service quality. They to as the P-E approach, views service quality revised it slightly in 1991. Since the gaps as the gap between expectations (E) and per- model was derived from studies in several formance (P). Critics have raised several ques- different service industries, the authors intentions about this approach, however, and tionally designed a "generic instrument with measures based on performance alone have good reliability and validity and broad appli- developed recently. Each approach will be cability."15 They envisioned the instrument addressed along with an instrument that has being used across different types of service been developed for use with it. institutions,modified slightly as needed. It has become the most widely used instrument for Measuring Service Quality: Performance- measuring service quality in settings such as Minus-Expectations Approach banks,16 car service shops,17 accounting fiims,18 dry cleaning fiurns,l9 educational in- A significant development influencing the stitution~?~hospitals,21 hotels and restau- study of service quality and the acceptance of rants?2 pest control firms?3 public recreation the P-E approach is the "gaps model" formu- programs?4 and travel agencies.25 No other lated by Paraswam, Zeithaml, and Beny in instrument for measuring service quality has 1985.12 This model is grounded in been tested as stringently and comprehen- disconfinnation theory, which isalsoaprevalent sively as SERVQUAL. approach to studying customer satisfaction.13 In SERVQUAL, the client responds to the Disconfirmation theory as applied in service same 22 questions twice: first, to establish his quality posits that, before using a service, a expectations of the ideal service; then, to note client has certain expectations about it. After his perceptions of the actual service provided the service encounter, he compares those by a particular firm. Each response is scored expectations with actual performance and his on a seven-pointlikert scale. Difference scores perception is either confirmed (if they match), are computed by subtracting the score for negatively disconfumed (if the perception is expectations from the perceptions, so scores lower than the expectation), or positively can range from -6 to +6. The higher the score, disconfirmed (if the perception is higher than the higher the perception of quality. expectations). The essence of the theory is a The 22 items elicit information about ser- comparison between expectations and per- vice quality in connection with the first five formance. dimensions identified in Table 1 on page 39. The gaps model focuses on several service The first three dimensions and the asterisked gaps that affect service quality: between cus- dimensions were considered in the original tomers' and management's perception of service qualitative research to develop SERVQUAL. expectations (Gap 1); between management's In developing the scale, overlaps in the factors perception of customers' expectations and ser- or dimensions were eliminated, resulting in vice-quality specifications (Gap 2); between the fktfivedirnensions.Courtesy, forexarnple,is service-quality specifications and actual ser- included in the Assurance dimension.26 vice delivery (Gap 3); and between actual SERVQUAL is often used in conjunction service delivery and what is communicated to with other questions which assess overall ser- customers about it (Gap 4). The quality gap vice quality or evidence of subsequent action, special libraries DIMENSION DEFINITION

Tangibles The appearance d physic01 facilities, equipment, personnel, and communication materials. I Reliability The ability to perform the prombed service dependably and accumtely. I Responsiveness I The willingness to help customea and to provide prompt service.

Assurance The knowledge and courtesy of employees and their ability to convey trust and confidence.

Empathy The provision d caring, individualized attention to customers.

Approachability and ease of contact.

Keeping customers informed in language they can understand and listening to them.

Trustworthiness, believobility, honesty of the service provider.

Freedom from danger, riik, or doubt.

Possession of the required skills and knowledge to perform the service.

Politeness, respect, consideration, and friendliness of contact personnel.

Making the effort to know customers and their needs.

* In the original development of the SERVQUAL instrument, these dimensions were included. Aftero factor analysis of data, these were subsumed into the first five dimensions. Source: Zeithoml, Pamsumman, and Berry, 1990, pp. 21-26. winter 1 995 e.g. recommending the service to a friend, Parasuraman and his cohorts have since clari- willingness to use the service again. fiedexpectationsas "normative," notprescrip- Several criticisms have arisen about the tive. The expectations represent the qualities SERVQUAL scale as a result of its wide- an excellent service organization would have, spread use and close scrutiny by other re- not what it should have.39 Word changes in searchers. Somearemorcimportant than others. the 1991 revision establish that orientation and most have been rebutted or addressed in more clearly. subsequent articles by Parasuraman and his But other criticisms of SERVQUAL are c01lea~"es.~~The criticisms have focused on: interrelated and originate in its definition of the scale's theoretical base?* the comparison service quality as a performance/expectations norms for "e~pectations,"~9the number and gap. Once this theoretical approach is ac- generic nature of the dimension^?^ the cepted, and assuming the validity of the di- instrument's length?l the ease of adminisua- mensions, the instrument must measure both tion and analysis of data?2 the need to use both expectationsand performance through a range perceptions and expectations data?3 the va- of items, resulting in a long instrument. Vari- lidity of difference scores as data?4 and the ous researchers have discovered that perfor- basis for inferring that higher scores always mance scores alone have a greater predictive indicate higher quality.35 value for overall assessments of service qual- In numerous studies, the researchers have ity and thus question the need for both mea- reworded items, substituted or inserted new suresPOAs a result, within the last few years, items, and removed items from the scale to several authors have developed measures based make it more appropriate for the service in- on performance alone. dusfry being studied.36 Such modifications The movement to a performance-based are not considered criticisms of SERVQUAL measure is not strictly a pragmatic response to since this kind of use was anticipated and difficulties with the SERVQUAL instrument. suggested by the original developers. As Proponents of the performance-based meth- Parasuraman and his collaborators note, how- odscontend that multi-attributeattitude theory, ever, criticisms and findings questioning the especially the "adequacy-importance" model, number and nature of the dimensions may is more appropriate than the gaps model and arise from modifying the scalesomuch that its disconfirmation theory if the intent is to pre- integrity is ~ndermined.~~ dict actual behavior or behavioral intent. The Researchers have rarely disputed the validity basic premise of multi-attribute attitude theory of the individual 22 items or statements used in is that clients form attitudes about service or the revised scale, considering them well-sup- product quality on the basis of service or ported by the scale development and revision product attributes. This theory better explains proceduresand through use in subsequent stud- relationshipsbetween service quality,customer ies. As a result, the actual SERVQUAL items satisfaction, and purchase or use intentionsP1 serve as the basis for other instruments. SERVPERF is an instrument used to generate a performance-based measure of service Measuring Service Quality: quality. It was developed by Cronin in 1992 in Performance-Based Approach a study of four service sectors (banking, pest- control, dry cleaning, and fast food)?2 Opera- Several of the criticisms of SERVQUAL tionally, SERVPERF in its final form omits can be remedied without rejecting the percep- the expectation items section of tion of service quality as agapbetween perfor- SERVQUAL?~SERVPERF consists of the mance and expectations or the P-E approach. 22 items questioning customers' perceptions Brown and others, for example, tested an alter- of service, worded exactly as in SERVQUAL. native to difference scores.38 Addressing defi- It may include questions to assess the impor- nitional problems with the term "expectations," tance of the items' dimensions and several

special libraries questions about overall service quality. satis- instruments in the service marketing area to faction, and purchase intention.44 As in special libraries: SERVQUAL, the questions can be modified and additional items included. SERVPERF is 1. The complexity of the instrument. shorter and does not require the use of differ- 2. The ease of administration and analy sis ence scores for analysis. of results. A literature review indicates no use of 3. Its orientation to overall performance SERVPERF by other researchers. Its rela- quality or to quality of specific ser- tively recent appearance may mean that such vices. use simply has not been reported. 4. Its usefulness for predicting overall variance. Applicability of Service 5. Its usefulness for providing diagnostic Marketing Scales to Special Libraries information. 6. Its usefulness for providing a basis for Libraries and information services can ben- comparisons across a range of types of efit significantly by stressing theircommonal- libraries and other service organiza- ties rather than their differences with other tions. segments of the service industry. Numerous typologies of services have been devised to see Of the two instruments described in this similarities and differences across sectors of paper, SERVPERF is less complex, shorter, the service industry. Based on Lovelock's easier to administer, and better in predicting typology of services, special libraries and in- overall variance. SERVQUAL, on the other formation centers offer intangible services di- hand, is attractive because it is more compre- rected at people's minds. They often have a hensive. It provides better diagnostic informa- membership relationship with their clients and tion, and, if desired, the performance data usually provide services in discrete transac- alone can be used to explain overall variance. tions. The services themselves are highly Because it has been used more widely, customized, and staff exercise considerable SERVQUAL also allows for greater compara- judgment in meeting individual needs. The bility with other service organizations. extent of demand probably fluctuates only Both instruments are oriented to overall narrowly over time, and, in most cases, peak performance quality, not to the quality of spe- demand can usually be met without major cific services; they are generic instruments. delay. The nature of the interaction between Both draw on the same items, whose wording the client and special library differ: some- would have to be modified slightly to fit li- times the client comes to the library; some- brary settings. times the library delivers services to the The dimensions covered by both are the customer. Services are delivered in person same and seem appropriate for libraries. One but also through electronic communications medical library study of online services has or mail. Services may be provided at a single already accepted the SERVQUAL dimen- site or at multiple sites.45 sion~.~~In a related study, Danuta Nitecki is The services marketing research is concep- testing the applicability of SERVQUAL to tually and methodologically rich. In addition, several services in an academic library.47 It by moving to that framework, library adminis- seems reasonable to base the project insuu- trators will be adopting a perspective that is ment on one of these two. Their strengths more prevalent within many of their parent outweigh their deficiencies,and the rigor with institutions. which at least SERVQUAL has been devel- Aside from these general factors, several oped can be matched only with considerable others were considered in determining the effort. Both are flexible instruments and can potential appropriateness of service quality be adapted as necessary for special libraries. winter 1 995 An important unknown which prevents out- services in the service marketing literature, right adoption of one of these instruments and the dimensions covered in the develop- aside from minor word changes is the extent to ment of SERVQUAL and SERVPERF. This which the dimensions covered by SERVPERF analysis will be supplemented by focus group and SERVQUAL adequately reflect the range meetings with special library clients and a of values library clients attach to information computer-mediated discussion with special services. If they do not, some items may have librarians. to be added. A major task in the next stage of the project, preliminary to the addition of any new items, is a more thorough comparison of Acknowledgment: This research is funded values presented in the library literature re- by a research grantfrom the SpecialLibraries lated to library service, values attached to Association.

References

' Deming, W. Edward. Out of the Crisis. Boston, MA: Massachusetts Institute of Technology, Center for Advanced Engineering Study, 1986; Walton, Mary. The Deming Management Method. New York: Perigee Books, 1986; Lovelock, Christopher H., Services Marketing. 2d ed. Englewood Cliffs, NJ: Prentice Hall, 199 1.

For evidence of long-standing concerns about quality, see, for example, Baker, Sharon L. and F. Wilfrid Lancaster. The Measurement and Evaluation ofLibrary Services. 2d ed. Arlington, VA: Information Resources Press, 1991; Orr, R.H. "Measuring the Goodness of Library Services: A General Framework for Considering Quantitative Measures." Journal of Docu- mentation29(3): 315-332 (September 1973). For specific commentsaboutTQM,seeJohannsen, Carl Gustav. "The Use of Quality Control Principles and Methods in Library and Information Science Theory and Practice." Libri 42(4): 283-295 (October-December 1992); Mackey, Terry and Kitty Mackey. "Think Quality! The Deming Approach Does Work in Libraries." Library Journal 117(9): 57-61 (1992); Riggs, Donald. "Strategic Quality Management in Libraries," in Advances in Librarianship, v. 16, Irene P. Gooden, ed. New York: Academic Press, 1992. pp. 93-105; Shaughnessy, Thomas W. "Benchmarking, Total Quality Manage- ment, and Libraries." Library Administration and Management 7(1): 7-12 (Winter 1993).

Lyon, Elizabeth. "The Questionnaire-A Quality Control Method for Online Searching?" Health Libraries Review 6(1): 3-19 (1989).

Parasumman, A., Valarie A. Zeithaml, and Leonard L. Berry. "A Conceptual Model of Service Quality and Its Implications for Further Research." Journal of Marketing 49(4): 41-50 (Fall 1985).

Whitehall, Tom. "Quality in Library and Information Service: A Review." Library Manage- ment 13(5): 23-35 (1992).

Dalton, Gwenda M.E. "Quantitative Approach to User Satisfaction in Reference Service Evaluation." South African Journal of Library and Information Science 60(2): 89-103 (June

42 special libraries 1992); Taylor, Robert S. Value-Added Processes in Information Systems. Norwood. NJ: Ablex Pub. Corp.. 1986; Whitehall.

Parasuraman, A., Valarie A. Zeithaml, and Leonard Berry. "SERVQUAL: A Multiple-Item Scale for Measuring Consumer Perceptions of Service Quality." Journal of Retailing 64(1): 12-40 (Spring 1988).

Parasuraman, A,, Valarie A. Zeithaml, and Leonard L. Berry. "Reassessment of Expectations as a Comparison Standard in Measuring Service Quality: Implications for Further Research." Journal of Marketing, 58(1): 111-124 (January 1994).

lo Bitner. Mary Jo. "Evaluating Service Encounters: The Effects of Physical Surroundings and Employee Responses." Journal of Markefing 54(2): 69-82 (April 1990); Bolton, Ruth N. and James H. Drew. "A Multistage Model of Customers' Assessments of Service Quality and Value."Journal of ConsumerResearch 17(4): 375-384 (March 1991); Swan, John. "Consumer Satisfaction Research and Theory: Current Status and Future Directions," in International Fare in Consumer Sati@action and Complaining Behavior. Ralph L. Day and H. Keith Hunt, eds. Bloomington, IN: School of Business, Indiana University, 1983. pp. 124- 129.

" Dalton; Tessier, Judith A., Wayne W. Crouch, and Pauline Atherton. "New Measures of User Satisfaction with Computer-Based Literature Searches." Special Libraries 68(11): 383-389 (November 1977).

l2 Parasuraman, Zeithaml, and Berry, 1985; Zeitham1,Valarie A., A. Parasuraman, and Leonard L. Berry. Delivering Quality Service: Balancing Customer Perceptions and Expectations. New York: The Free Press. 1990.

l3 Bitner; Churchill, Gilbert A., Jr., and Carol Surprenant. "An Investigation into the Determi- nants of Customer Satisfaction." Journal of Marketing Research 19(4): 491-504 (November 1982); Oliver, Richard L. "A Cognitive Model of the Antecedents and Consequences of Satisfaction Decisions." Journal of Marketing Research 17(4): 460-469 (November 1980); Oliver, Richard L. "Measurement and Evaluation of Satisfaction Processes in Retail Settings." Journal of Retailing 57(1): 25-48 (Fall 1981). See Dalton for a library-related application.

l4 Parasuraman, Zeithaml, and Berry, 1985.

l5 Parasuraman, A., Valarie A. Zeithaml, and Leonard L. Berry. "Refinement and Reassessment of the SERVQUAL Scale." Journal of Retailing 67(4): 420-450 (Winter 1991).

l6 Cronin and Taylor, 1992.

l7 Bouman, Marcel and Ton van der Wiele. "Measuring Service Quality in the Car Service Industry: Building and Testing an Instrument." International Journal of Service Industry Management 3(4): 4-16 (1992). la Bojanic, David C. "Quality Measurement in Professional Services Firms." Journal of Professional Services Marketing 7(2): 27-36 (1991). winter 1995 l9 Cronin and Taylor, 1992.

20 Rigotti, Stefano and Leyland Pitt. "SERVQUAL as a Measuring Instrument for Service Provider Gaps in Business Schools." Management Research News: MRN 15(3): 9- 17 (1992).

21 Babakus, Emin and W. Glynn Mangold. "Adapting the SERVQUAL Scale to Hospital Services: An Empirical Investigation." Health Services Research 26(6): 767-786 (1992).

22 Saleh, Farouk, and Chris Ryan. "Analysing Service Quality in the Hospitality Industry Using the SERVQUAL Model." Service Industries Journal 1l(3): 324-345 (1991).

23 Cronin and Taylor, 1992.

24 Crompton, John L. and Kelly J. Mackay. "Users' Perceptions of the Relative Importance of Service Quality Dimensions in Selected Public Recreation Programs." Leisure Sciences 1l(4).

25Fi~k,G.R.and J.R.B. Ritchie. "Measuring ServiceQuality in theTmvelandTourismIndustry." Journal of Travel Research 30(2): 2-9 (199 1).

26 Parasumman, Zeithaml, and Beny, 1988; Parasuraman, Zeithaml, and Beny, 1991.

27 For reactions by the developers of SERVQUAL to the criticisms, see: Parasuraman, A., Leonard L. Berry, and Valarie A. Zeithaml. "More on Improving Service Quality Measure- ment." Journal ofRetailing 69(1): 140-147 (Spring 1993); Parasuraman, Berry, and Zeitharnl, 1991; Parasuraman, Zeithaml, and Berry, 1994. Responses by the critics are: Cronin, J. Joseph and Steven A. Taylor. "SERVPERF versus SERVQUAL: Reconciling Performance-Based and Perceptions Minus Expectations of Service Quality."JournalofMarketing 58(1): 125-13 1 (January 1994); Teas, R. Kenneth. "Expectations as a Comparison Standard in Measuring Service Quality: An Assessment of a Reassessment." Journal of Marketing 58(1): 132-139 (January 1994).

28Cronin,J. Joseph, Jr., and Steven A. Taylor. "Measuring ServiceQuality: AReexamination and Extension." Journal of Marketing 56(3): 55-68 (July 1992); Cronin and Taylor, 1994.

29 Ibid.

30~arman,J.M. "Consumer Perceptionsof ServiceQuality-An Assessment of the SERVQUAL Dimensions." Journal of Retailing %(I): 33-55 (1990).

31 Cronin and Taylor, 1992.

32 Ibid.; Ennew, Christine T., Geoffrey V. Reed, and Martin R. Binks. "Importance-Performance Analysis and the Measurement of Service Quality."European Journal of Marketing 27(2): 59- 70 (1993).

33 Ibid.

34 Babakus, Emin and Gregory W. Boller. "An Empirical Assessment of the SERVQUAL Scale." Journal of Business Research 24(3): 253-268 (May 1992); Brown, Tom J., Gilbert A. Churchill, Jr., and J. Paul Peter. "Improving the Measurement of Service Quality."Journal of specicl libraries Retailing 69(1): 127-139 (Spring 1993); Carman; Peter. J. Paul, Gilbert A. Churchill Jr., and Tom J. Brown. "Caution in the Use of Difference Scores in Consumer Research." Journal of Consumer Research 19(4): 655-662 (March 1993).

35 Teas, R. Kenneth. "Expectations. Performance Evaluation, and Consumers' Perceptions of Quality." Journal of Marketing 57(4): 18-34 (October 1993); Teas, 1994.

36 Boulding and others; Carman. New items are noted in the text of these articles.

37 Parasuraman, Berry, and Zeitharnl, 1991, p. 445.

38 Brown, Churchill, and Peter. For a rebuttal to their concerns, see Parasurarnan, Berry, and Zeithaml, 1993.

39 Parasuraman, Berry, and Zeitharnl, 1991.

40 Babakus and Boller; Babakus and Mangold; Bolton and Drew; Churchill and Surprenant; Cronin and Taylor, 1992.

41 Cronin and Taylor, 1992.

42 Ibid.

43 SERVPERF is described here as it would be for subsequent studies. To test their argument, the authors actually used SERVQUAL, supplemented by questions to measure the importance of the SERVQUAL irems and single-item scales to measure overall service quality, customer satisfaction, and purchase intentions. Ibid.

44 The importance weight questions were adapted from a similar section in the 1988 version of SERVQUAL, dropped in the 1991 version.

45 Lovelock.

46 Humphries, Anne Wood and Gretchen V. Naisawald. "Developing a Quality Assurance hogram for Online Services." Bulletin of the Medical Library Association 79(3): 263-270 (July 199 1).

47 Nitecki, Danuta. "An Assessment of the Applicability of SERVQUAL Dimensions as Customer-Based Criteria for Evaluating Quality of Services in an Academic Library." (Dissertation research in progress)

Marilyn Domas White is Associate Professor and Eileen G. Abels is Assistant Professor at the College of Library and Information Services at the University of Maryland in College Park, MD.

winter 1995 On the Scene

1995/96 Candidates for SLA Office

- For President-Elect

ROGERK. HALEYis Librarian of the Senate at the United States Senate Library in Washington, D.C. He has been Director of the library for 21 years.

Past Employment: Assistant Librarian, U.S. Senate Library (1971-73);Reference Assistant, U.S. Senate Library (1964-71).

Education: B.A., Georgetown University (1960); doctoral candidate in Russian Studies, Georgetown University Graduate School (196 1-68); M.L.S., Maryland University (1976).

ROGERK. HALEY SLA Member Since: 1976. SLA Chapter Activities: Washington,D.C. Chapter: Bylaws Committee (1992-93); Positive Action Committee (1991-93); First Vice-PresidenWesident Elect, Resident, Past Resident (1989-92); Chair, Government Relations Committee (1988-89).

SLA Division Activities: Social Science Division: Nominat- ing Committee (1989-90); Chair, Government Relations Com- mittee (1988-89); Chair-Elect, Chair (1983-85); Chair, Bylaws Committee (1983-84);Chair-Elect, Chair, LegislativeReference Section (1979-80). Information Technology Division: Chair- Elect, Chair, Government Information Section (1992-94). Li- brary Management Division: member; Legal Division: member; Museums, Arts & Humanities Division: member; Solo Librar- ians Division: member.

SLA Association-level Activities: Chair, Committee on Committees (1994-95); Chair and member, Nominating Commit- tee (1992-93); Committee on Committees (1991-92); member and Chair, Bylaws Committee (1988-91); President's Task Force on Enhancing the Image of the Librarian and Information Profes- sional (1988-89).

Other Professional Memberships: American Institute of Parliamentarians (1994-); District of ColumbiaLibrary Associa- tion (1990-); U.S. Congressional Serial Set Committee (1979-); American Library Association (1976-79).

Copyright O 1 995 Sperml libraries Assoiatiin special liies AwarddHonors: SLA John Cotton Dana Award (1993); National Defense Education Act Fellowship (1961-64).

Publications: "United States Senate Library," in Manage- ment ofFederally-SponsoredLibraries: Case Studies andAnaly- sis, Charles D. Missar, ed. (1994); "Report on Self-esteem and Image," in Report of the President's Task Force on Enhancing the Image of the Librarian and Information Professional (1990).

SYLVIAE. A. PICCOTThas been Manager of the Business Information Centre at the Bank of Monuhl in Montrhl, PQ, Canada since 198 1.

Past Employment: Documentalist, TeleglobeCanada(l981); Assistant to Director, McGill University Graduate School of Library and Information Studies (1979-8 1).

Education: B.A. (Anthropology) cum laude, McGill Univer- sity (1977); M.L.S., McGill University (1979); a variety of computer science, information science, and management courses.

SLA Member Since: 1977

SLA Chapter Activities: Eastern Canada Chapter: Hospital- ity Committee for 1995 SLA Annual Conference (1994-95); mentor to new librarians (1991- ); Union List Committee (1982- 85,1993-94);Chair, Consultation Committee (1989- ); representative toPositiveActionCommittee(1989-94);Chair, Nominating Committee (1989-90); Long Range Planning Committee (1988- 90); President (1986-87); Chair, Program Committee (1985-86); Associate Editor, Bulletin (1982-86).

SLA Division Activities: Coordinator and moderator, Finan- cial Institutions Roundtable program at Annual Conference (1991); presented paper on "Delivering Information to the Desk- top in a Corporate Library" at Annual Conference (1993); Li- brary ManagementDivision:Chair, 1995SLA Annual Conference Program; Business & Finance Division: member; Information Technology Division: member; Science-Technology Division: member.

SLA Association-level Activities: Director (1991-94); Board of Directors Proctor, Publications Committee (1993-94); Board of Directors Proctor, Telecommunications, Transportation, Pub- lishing, and Chemistry Divisions (1992-94); Secretary, Board of Directors (1992-93); Association Office Operations Committee (1992-93); Chair, Strategic Planning Committee (1992-93); Committeeon Committees (1991-93); Proctor, Public Relations Committee (1991-93); Career Advisory Service counselor (199 1-93); International Relations Committee (199 1-92); Pub- lic Relations Committee (1989-91); Chair and member, Nomi- winter 1 995 47 nating Committee (1987-88); evaluate articles for SLA Bulletin; liaison between PREPS and Board of Directors.

Other Professional Memberships: Canadian Information Processing Society; American Society for Information Science; Association for Systems Management; American Management Association International; Canadian Library Association (Que- bec representative on Council, 1984-85); President, Quebec Library Association (1983-84); Association pour l'avancement des sciences et techniques de la documentation.

Publications: Co-author of SLA's Public Relations' five-year plan; Co-author of the SLA Public Relations Committee "Five- year Action Plan"; published the brochures "Public Speaking1 Making Presentations Tips and Tricks" and "Professional Im- age," an annotated bibliography; Co-author of "Synopsis of the Inter-Association Task Force Report on Image," Special Librar- ies 82(2): 134-137 (Fall 1991); authored "The Virtual Library... Almost There" Special Libraries (84)4: 206-212 (Fall 1993); "Reengineering the Library for the 2nd era of the Information Technology," Proceedings of the Canadian Association for Information Science (May 1994); "Why corporate librarians must reengineer the library for the new information age," Special Libraries (Winter 1995); published reviews on library automation and information technology topics; regular contributor to Chapter Bulletin.

Other Professional Activities: Chair, Advisory Board of Concordia University Library Studies Programme; member, Cumculum Committee for Self Study Report for Accreditation, McGill University Graduate School of Library and Information Studies; consultant in library automation; mentor to minority librarians and McGill graduates from the Library & Information StudiesProgramme; StatisticsCanadaLibrary ConsultativeGroup (1990- ); Statistics Canada Taskforce on Library Usage of Statistics Canada Products (199 1- ); several speaking engage- ments to professional librarians on "The Virtual Library" and "Reengineering the Library and the Library Profession."

Teaching Experience: Invited speaker to Special Libraries class, McGill University; regular panelist at McGill University Graduate School of Library and Information Studies for Intro- duction program for incoming MLIS students; lecturer in Library Automation class, McGill University; invited speaker to Busi- ness Literature class, McGill University; co-taught Information Retrieval course at McGill University, Graduate School of Li- brary & Information Studies; Adjunct Professor for Library Automation I & 11, Concordia University, Library Studies Programme (1992- ).

special libraries For Chapter Cabinet Chair-Elect G. LYNNT~SLEY is Head of the Engineering & Science Library at Carnegie Mellon University in Pittsburgh, PA.

Past Employment: Computer Science/Robotics Librarian, Camegie Mellon University (1985-87); Graduate Student Staff Assistant, Engineerinflransportation Library, The University of Michigan (1983-85).

Education: B.S., Eastern Michigan University (1979); A.M.L.S., The University of Michigan (1985).

SLA Member Since: 1983.

SLA Chapter Activities: Pittsburgh Chapter:President (1994- 95); President-Elect (1993-94); Student Coordinator (1992-93); Consultation Officer (1990-92); Secretary (1989-90).

SLA Division Activities: Engineering Division: Past Chair (1992-93); Chair (1991-92); Chair-Elect(1990-91);PublicReIa- tions; Government Relations; Student Liaison; Publications Co- ordinator; Nominating Committee.

SLA Association-level Activities: President's Visioning Com- mittee (1992-94).

AwarddHonors: Total Quality Management Trainer Recog- nition Award, Carnegie Mellon University (1994); Engineering Division, Certificate of Appreciation (1993).

Publications (recent): "Engineering & Technology Section," Magazines for Libraries, William A. Katz, ed. 8th ed., Bowker: 1994; "The Carnegie Mellon University Library Information System (LIS): Applications Within the Software Engineering Institute (SEI) Online Environment," Special Libraries (84)l: 18-24 (Winter 1993), co-authored with Karola M. Yourison; "What's New in Sci-Tech Databases for 199 1," paper presented at Online '91 CD-ROM Conference, San Francisco, CA, November 1991; in Online '91 CD-ROM Conference:proceedings of the conference in Sun Francisco, California. November lO-I3,1991. Weston, CT: ONLINE, Inc., 1991, pp. 179-182; "Professional Involvement-How to Get Active!," talk presented at the ACRL Western Pennsylvania Chapter Leadership Forum, Pittsburgh, PA (April 1991).

Other ProfessionalActivities: Faculty Senate,CamegieMellon University, Treasurer (1993-95); member, Pittsburgh Regional Library Center and the Oakland Library Consortium; Friends of the Sparta Institute, Sparta, Greece: Founding Committee Mem- winter 1995 ber (1992-93),Center for the development of the human environment cultural exchange for students of architecture in Sparta, Greece; participated in cultural exchange at the Institut d'lnformatique et de Mathematiques Appliquees de Grenoble with Francoise Renzetti, Grenoble, France (1987); hosted FrancoiseRenzetti,HeadLibrarim, Institut d'lnformatiqueetde Mathematiques Appliquees de Grenoble, Grenoble, France, in Pittsburgh, PA (1986).

STEPHANIED. TOLSON has been Director, Library Services, at St. Louis Community College at Florissant Valley, in St. Louis, MO since March 1992.

Past Employment: Coordinator, Cataloging Services, St. Louis Community College District (1988-92); Senior Adminis- trative Analyst, McDonnell Douglas Information Systems Li- brary (1987-1988);Supervisor, McDonnell Douglas,Information Systems Library (1985-87); Specialist-Market Planning, McDonnell Douglas Automation Company Library (198 1-85); Director, Library Services, Electronic Keyboarding, Inc. (1980- 81); Librarian, Peoples' Gas Light & Coke Company (1978-80); Librarian, PROCON, Inc. (1977-78).

Education: B.A. (Economics and Business Administration), Park College, Parkville, MO (1974); M.L.S., Emporia Kansas State University, Emporia, KS (1975).

SLA Member Since: 1979.

SLA Chapter Activities: St. Louis Metropolitan Area Chap- ter: Nominating Committee (1993-94); Chair, Affirmative Ac- tion Committee (1991- ); Chair, Nominating Committee (1990-91); Chair, Consultation Committee (1986-87); Chair, Program Committee (1985-86); Past President (1985-86); Presi- dent (1984-85); President-Elect (1983-84); Chair, Long Range Planning Committee (1982-84); Treasurer, (1981-82).

SLA Division Activities: Library ManagementDivision: Chair, Professional Development Committee (1989-90); Chair, Con- tinuing Education Committee (1988-89).

SLA Association-level Activities: Annual Conference Pro- gram Planning Committee (1992-94); Chair and member, Cata- loging Committee (1991-92,1989-90);Scholarship Committee (1985-87);Chair and member, Positive Actioncommittee (1987- 89, 1985-87); Standards Committee (1982-85).

Other Professional Memberships: American Library Asso- ciation; Missouri Library Association; National Association of Negro Business & Professional Womens Clubs. special libraries Publications: "IntegratedLibrary automation--a dream come trueat McDonnell Douglas." Show-Me Libraries(August 1987); "Organizing a planning retreat," SpeciaList (November 1987).

------For Division Cabinet Chair-Elect DOROTHYMCGARRY is a Librarian at the University of Califor- nia Los Angeles Science & ~n~ineerin~~ibtary in LOS Angela, CA.

Past Employment: Head, Cataloging Division, UCLA Physi- cal Sciences and Technology Libraries (1976-93); also Project ManagerfCatalogingCoordinator for a Title IIC-funded Map Cata- loging Project, UCLA (1991-92); Catalog Librarian, PSTL (197 1- 76); aiso Acting Head,UCLAGeology-GmphysicsLibrary(1976).

Education: A.B. (Anthropology),UCLA (1949); ML.S .,UCLA (1971). DOROTHYMCGARRY SLA Member Since: 1971.

SLA Chapter Activities (selected): Southern California Chapter: President (1994-95); President-Elect (1993-94); Trea- surer (199 1-93); Newsletter Editor (1986-88).

SLA Division Activities (selected): Geography & Map Divi- sion: Representative to the Anglo-American Cataloguing Committee for Cartographic Materials (1988- ); Physics-As- tronomy-Mathematics Division: Chair (1982-83); Chair-Elect (1981 -82); BulletinEditor(1989-90); Chair, MembershipCom- mittee (1979-8 1, 1987-89); Science-Technology Division: Past- Chair(1992-93);Chair (1991-92);Chair-Elect (1990-9 1); Chair, Nominating Committee (1993-94); Information Technology Division: member; Library Management Division: member.

SLA Association-level Activities: SLA Delegate to IFLA (1993-97); International Relations Committee (1989-93); ex- officio member, International Relations Committee (1993- ); Chair, Committee on Cataloging [and its predecessor, the Cata- loging and Access Committee] (1983-89); SLA Representative to the CIP Advisory Group (1983-88); SLA Representative to the ALA RTSD CCS Committee on Cataloging: Description and Access (1986-88; 1992-93).

Other Professional Memberships (selected): American Association for the Advancement of Science (1978- ); American Library Association, various divisions and roundtables (1971- ); American Mathematical Society (1979- ); American Society for Information Science (1974- ); Australian Library and Information Association (1994- ); California Library Association and various sections (1974- ); Geoscience winter 1995 Information Society (1979- ); IFLA personal member (1984- ); International Society for KnowledgeOrganization (1991-); Library Association (1990- ); North American Serials Interest Group (1986- ); gave various talks, reports at conferences, moderated a number of sessions at meetings,also participated in IFLA seminars on universal bibliographiccontrol inRiodeJaneiro(l993),Bucharest (1993), and Vilnius (1994).

AwardslHonors: SLA Fellow (1994); SLA John Cotton Dana Award (1991); American Society for Information Science, Los Angeles Chapter, Outstanding Member Award (1990 and 1994); SLA SouthmCaliforniaChapter,ContinuousService Award (1988); Beta Phi Mu, International Library Science Honor Society (197 1).

Publications: Eight publications, one final research report, and two columns, includmg: "Objectivity in Evaluating Subject Head- ing Assignment,"Cataloging & ClassijicationQuarterly 16(2): 5- 40.1993, withElaine Svenonius; "DisplaysofBibliographic Records in CallNumber Order: Functions of the Displays and DataElements Needed," Cognitive Paradigms in Knowledge Organisation,Sec- ond InternationalISKO Conference,Madras, 26-28 August 1992. Bangalore, Sarada Ranganathan Endowment for Library Science, 1992; "More on Improved Browsable Displays for Online Subject Access," Information Technology and Libraries (10)3: 185-191 (September 1991). with Elaine Svenonius.

Other Professional Activities (selected): American Associa- tion for the Advancement of Science, member ElectorateNominat- ing Committee of the Section on Information, Computing, and Communication (1993-95); American Geological Institute Vo- cabulary Task Force for the GeoRef Thesaurus, 4th-7th editions; American Library Association, Association for Library Collec- tions & Technical Services, Cataloging and Classification Sec- tion, Member-at-Large, Executive Committee (1993-96); ALA ALCTS CCS SubjectAnalysisCommittee(1993-95);ALA ALCTS CCS Margaret Mann Citation Committee (1992-93); ALA Re- sources and Technical Services Division CCS Policy and Resach Committee (1988-92); ALA RTSD, CCS Committee on Cataloging: Description and Access Chair (1985-86), member (1982-86); American Mathematical Society Library Committee (1989- ); American Society for Information Science, Los Angeles Chapter, Membership Retention (1 984,199 1- ); Secretary (1987- 88);Cataloging & Classification Quarterly Editorial Board(1991- ); Geoscience Information Society Ad Hoc Committee on Interna- tional Initiatives, Chair (1991-92); Ad Hoc Committee for the Union List and Geologic Field Trip Guidebooks, Co-Chair (1987- ); IFLA Section on Classification and Indexing (1987-95); Chair (1989-93); Secretary (1993-95); IFLA Division of Bibliographic Control Study Group on Functional Requirements of Biblio- graphic Records (1992- ). special libraries WILDAB. NEWMANis the Information Resources Manager for the Administrative Services Department, Johns Hopkins Univer- sity, Applied Physics Laboratory in Laurel, MD.

Past Employment: Johns Hopkins University, AppliedPhys- ics Laboratory, Administrative Services Department, Assistant for Records and Management Procedures (1983-85); Librarian (1982-83); Johns Hopkins University, Applied Physics Labora- tory, The R. E. Gibson Library. Section Supervisor, Technical Services, (1980-82); Section Supervisor, Library Acquisitions (1972-80); Library Assistant. Interlibrary Loans (1967-72); Li- brary Aid, Translations (1965-67).

Education: B.S. (Business and Management), University of Maryland (1982); M.S.L.S., Catholic University of America (1986); also attended University of Tennessee and East Tennes- see State University.

SLA Member Since: 1969.

SLA Chapter Activities: Washington,D.C.Chqpter:Member- ship Cornmiuee (1983-84); Coordinator, Annual Conference Infor- mation Booth (1980); Baltimore Chapter: Chapter Speaker, "International Relationsand theSpeclalLibraries Association" (1993).

SLA Division Activities: Science-TechnologyDivision:Nomi- nating Committee (1992-94); Auditor (1992-94); Chair (1991- 92); Past-Chair (1990-9 1); Sci-Tech News Advertising Manager (1990-91); Chair (1989-90); Chair-Elect (1988-89); Treasurer (1986-88); Networking Liaison (1985-86); Student Relations Committee (1983-85); Chair, Membership Committee (1982- 83); Chair, Awards Committee (1980-81); Chair, Hospitality Committee (1979-80); Teller (1978-79).

SLA Association-level Activities: International Relations Committee (199 1-94);Chair, International Relations Committee (1991-92);International Federation of Library Associations and Institutions (IFLA) Representative and Member of the Standing Committee on Information Technology (1993-97,1989-93).

Publications (selected): Several articles in Chapter and Divi- sion publications and in Special Libraries, 1970 to present; Top SecretlTrade Secret: Accessing and Safeguarding Restricted Information, with Ellis Mount, Neal-Schuman (1985); Chapters for three books, including "The Use of Consultants to Strengthen Information Systems and Computing Resources," in Using Con- sultants in Libraries and Information Centers: A Management Handbook, edited by E.D. Garten, Greenwoodhess (1992); and "Information Specialist as Change Agent at Research and Devel- opment Laboratory, in Opening New Doors: Alternative Careers winter 1995 for Special Librarians, edited by E. Mount, Special Libraries Association (1993); "SLA Focuses on Total Quality: A Vision for the Future," with Richard Hulser, in Library HiTech News (1993).

Other Professional Activities: International Federation of Library Associations and Institutions (IFLA), Co-Chair, "Work- shop on Retrospective Catalog Conversion," National Library of Science and Technology of the USSR, Moscow, Russia (August 1991); American Society for Information Science (ASIS); Na- tional Organization for Women (NOW); Leagueof Women Voters.

For Director BRUCEA. HUBBARDis a Librarian at DTI Market Service, part of the Danish Technological Institute, in Taastrup, Denmark.

Past Employment: Librarian, Danish Technical Information Service [(1984-1992)-Thecompany merged with DTIin 1993)l; Chief Librarian, Brown & Caldwell Consulting Engineers (1978- 84); Librarian, Hempel's Marine Paints A/S (1975-1978).

Education: B.A. (Classics), University of Oregon (Honors College) (1971); M.L.S., University of Michigan (1974); M.A. (Latin), University of Michigan (1974).

SLA Member Since: 1977.

SLA Chapter Activities: Sun Francisco Bay Region Chapter: Program Committee (1982-83); Hospitality Committee (1981- 82); Chair, Consultation Committee (1981-1983); European Chapter: National Representative for Denmark (1993-19%); Director (1993-1996).

SLA Association-level Activities: International Relations Committee (1994-96).

Publications: "Business Information from Databases-A European Perspective" (Joint author), in Proceedings of the 12th Internarional Online Information Meeting: London, 1988; "Deadheads et Netheads" (an article about Internet and the Grateful Dead), Wave 4:l (1994).

Other Professional Activities: Director, Danish Association for Information and Documentation (1985-1991);Editorial Ad- visor for Denmark, Who's Who in the European Information World 1994; Adjunct Instructor, Royal Danish School of Librarianship (1988-90).

special libraries SHARONCLINE MCKAY has been Marketing Manager for the Horizon client/.semer system, Ameritech Library Services, Special Library Division, Provo, UT since 1993.

Past Employment: Vice President Marketing, CASPR, Inc. (1992-93); Director of Library Automation, EBSCO Subscription Services (1988-92); Sales Representative, EBSCO Subscription Ser- vices, Northwest U.SJPacific Islands office (1987-88); Library Autu mation Consultant [independent] (1985-87); Online Services Coordinator/Product Manager, CLASS (1980-85); Head of Arquisi- tio@efmce Assistant, University of CalifomiaLibrary(1%7-80). SHARONCLINE MCKAY Education: B.A. Administrative Studies, University of Califor- nia, Riverside (1977); M.S.L.S., School of Library and Information Management,University of SouthemCalifomia,Los Angela (1980).

SLA Member Since: 1985.

SLA Chapter Activities:SanAndreus Chapter: Treasurer (199 1- 93); StrategicPlanning Committee (1992-93);Chair, Advertising/ Publications Committee (1987-88); member, Program Committee (1986-87); San Francisco Bay Region Chapter: member (1980- 93); Rocky Mountain Chapter: member (1993- ).

SLA Division Activities: Igonnation Technology Division: Chair, Awards Committee (1994- ); Chair, Membership Commit- tee (1992-94); Past Chair (1991-92); Chair (1990-91); Chair-Elect (1989-90); Secretary (1980-82).

Other Professional Memberships: American Library Associa- tion; member of various ALA committees and active in the Library and Information Technology Association (LITA) and the Association for Library Collections andTechnical Services (ALCTS) since 1977.

AwardslHonors: San Andreas Chapter Service Award (1993); Phi Beta Mu.

Publications: Various articles on technology in journals for librarians and information professionals; column on library technology in At Your Service ..., published by EBSCO Subscription Services (1988-92);editor of Views,published by Ameritech Library Services (1993-); numerous Chapter and Division bulletin articles.

Other Professional Activities: Adjunct associate professor for the Division of Library & Information Science, San Jose State University (1982-87);Organizing/ReviewingCommittee,Integrated Online Library Systems conference (IOLS), New York, NY (1993,1994,1995); frequent speaker and moderator at SLA Chap- ter meetings, SLA Annual Conference, and other library and information technology conferences and meetings. winter 1995 55 ELLENMIMNAUGH is PTOduct Manager, Online Services at Chemical Abstracts Services (CAS). She was previously a member of the North American Sales team. She has also acted as an intrapreneur with the CAS Search Service. ShejoinedCAS in 1988.

Past Employment: Consultant, Information Consulting, Inc. (1 975-88); Assistant Librarian, McDonnell Douglas Aircraft Co. (1967-70); Information Scientist, National Lead [NL Industries (1967)J; Information Chemist, Shell Chemical Co. (1%2-67).

Education: A.B. (Chemistry), Rosemont College (1962); ELLENMIMNAUGH M.S., Columbia University School of Library Science (1966).

SLA Member Since: 1966.

SLA Chapter Activities: Central Ohio Chapter: Co-Chair, Great Lakes Regional Conference I1 (1990-92); Long Range Planning (1988-90); President (1987-88); President-Elect (1986- 87); Treasurer (1983-85). New Jersey Chapter: Bulletin Editor (1977-78), member (1975-76).Princeton-TrentonChapter: member (1975-78); Los Angeles Chapter: member (1968-70); New York Chapter: member (1966-67).

SLA Division Activities: Information Technoiogy Division: Chair (1992-93);Chair-Elect (1991-92); Chair,NominatingCom- mittee (1993-94); Chair,LongRange PlanningCommittee(l990- 91); Program Planner (1989-90); Chair, Technical Services Section (1988-89);Chair-Elect,Technical Services Section (1987- 88); Chair, Membership (1984-87). Library Management Divi- sion: Nominating Committee (1993-95); Treasurer (1988-90); Chair, Consultants Section (1985-86). Chemistry Division: Bul- letin Business Manager (1993-95). Business & Finance Divi- sion: member. Pharmaceutical Division: member.

SLA Association-level Activities: Visioning Committee (1992-94); Nominating Committee (1989).

Other Professional Memberships: American Chemical So- ciety Division of Chemical Information; Central Ohio ASIS; Franklin County Library Association; Central Ohio SLA Repre- sentative, OCLIS [Ohio Council of Library and Information Sources (1988)l; Advisory Board, Ohio Dominican College Department of Library Science (1988-90).

Publications: "Association Insights: Planning a Regional Conference," Special Libraries (Winter 1995); Filing Rules for Small Chemical Libraries, Allenhurst,NJ: Information Consult- ing, Inc., 1978; Thesaurus of Air Pollution Terms,Bound Brook, NJ: Research-Cottrell, 1976; published book and software reviews and proprietary technical reports. speciul libraries JULIA C. PETERSONhas been Director, Cargill Information Center and Corporate Archives, Cargill, Inc., in Minneapdis, MN since 1977.

Past Employment: Business Reference Librarian, Caterpillar Tractor Co. (1973-76).

Education: B.A. (Art History), University of Missouri (1971); M.L.S., University of Missouri (1972); a variety of business courses.

SLA- - Member Since: 1972. JULIA C. PETERSON SLA Chapter Activities: Minnesota Chapter: Public Rela- tions Chair (1987-88); Employment Chair (1983-86).

SLA Division Activities: Food, Agriculture & Nutrition Division: Chair (1985-86). Library Management Division: Secretary (1989-91); Chair, LMDfDialog Leadership Grant Program (1993-95).

SLA Association-levelActivities: Professional Development Committee (1992- 1995); Conference Planning Committee (1992); Public Relations Committee (1987-90).

Other Professional Memberships: American Library Asso- ciation LAMA; Conference Board Information Advisory Coun- cil; International Association of Agricultural Librarians and Information Specialists; United States Agricultural Information Network; Associates of the National Agricultural Library; John Cotton Dana Award-Judging Committee; Alumnae Advisory Council, Graduate School of Library and Information Science, University of Missouri; Task Force on the Future of Academic Library in Minnesota.

AwarddHonors: SLA John Cotton Dana Award (1994); Cargill Community Volunteer Award (1994); Fd,Agriculture & Nutrition Division Distinguished Member Award (1993); Minnesota Chapter Quality in Action Award (1993); ALA John Cotton Dana Award for Library Public Relations (1988, 1990).

Publications: Agricultural Information Resource Centers: A World Directory 1990; Associate Editor, Journal of Agriculture & Food Information.

Other Professional Activities: President, United States Agri- cultural Information Network; Executive Board, Board of Direc- tors of the Associates of the National Agricultural Library; Cargill Technical Affairs Committee; Cargill Political Action Steering Committee; Past President, Cargill Women's Council; CargilltALA Family Literacy Steering Committee. winter 1995 IFLA 1994: Libraries and Social Development

by Dorothy McGarry

early 1,500 people from approximate1y hotels, museums, embassies, etc. At the con- N80 countries attended the 60th IFLA ference the organizers provided electronic mail general conference August 21-27,1994. Held access to all delegates who wanted it. in Havana, Cuba, it was IFLA's first confer- Marta Terry, director of the Cuban National ence in Latin America. More than 50 work- Library and IFLA second vice-president,Rob- shops and 185 contributed paper sessions en Wedgewonh, IFLA President, and Cuban providedopponunities for librarians from around Minister of Culture Armando Hart Davalos the world to meet and exchange information. spoke at theopening session. CubanpoetCintio About 430 Cuban librarians and more than Vitier delivered the keynote address. Vitier 100 U.S. librarians actively participated in the has published books of poetry and several conference. Many of the U.S. delegates and a anthologies,and has produced extensive work number of delegates from other countries trav- as a critic and essayist. eled to Havana through Miami, FL via charter Progress reports on the five IFLA Core flights which take less than an hour between Programmes were provided at an Open Forum. those twocities. Others chose to travel toCuba The five programmes are Advancement of through Canada or Mexico. Many brought Librarianship; Preservation and Conservation; gifts of books and/or medicines to Cuba. One Universal Availability of Publications (UAP); day the charter flight from Miami had a bomb Universal Bibliographic Control and Interna- threat. Most of the delegates who were on the tional MARC (UBCIM); and Universal airplane that day chose to take the flight rn Dataflow w.d Telecommunications. A sum- Havana the next day; others chose not to take mary of two of these programmes follows: the trip. While the conference was going on, The UAP Programme has begun work U.S. President Clinton spoke about reducing on the implementation of a voucher the number of charter flights to Cubaandother scheme to simplify payment for inter- restrictions, which added to the concerns of national lending and has produced some of the delegates about the effects of such guidelines on the use of telefacsimile in actions on Cuba and about their own return interlending. A survey of the use of transportation to Miami. ISBNs was recently completed, and Overall, the conference facilities were very indicated that ISBNs are used as an good, and simultaneous translation was pro- additional tool rather than a vital one in vided for many of the sessions. In addition, a interlending. The UAP Office has also number of Cuban English language students looked at copyright in transmitted elec- served as translators in some of the small tronic documents. meeting sessions and providedexcellentassis- The UBCIM Programme has undertaken tance and information to delegates throughout several projects in cooperation with the the conference. Prior to the conference, the Division of Bibliographic Control: re- Cuban organizers set up a listserv to provide vision of Names of Persons; prepara- information on the program and about Havana's tion for publication of Guidelines for special libraries Subject Authority and Reference En- as the needs of the libraries. Many serials have tries; and involvement with an Interna- been dropped from Cuban libraries since 1990, tional Conference on National and many reference books are old, although Bibliographic Services, to be held in the librarians try to providegood service within 1997 in Copenhagen, Denmark. The the limitations under which they work. programme officer also works with the One of the many interesting and worthwhile Permanent UNIMARC Committee and aspects of an IFLA meeting is that many pa- has participated in workshops and semi- pers are given by members of the host country nars on UBC and UNIMARC. and the neighboring areas. Also, attempts are Receptions are an enjoyable part of each made to provide speakers from various coun- IFLA conference, and the 1994 conference tries, so that each conference provides great receptions in Havana were excellent. The fist opportunities for learning, meeting new col- reception, hosted by the Government of Cuba, leagues, and renewing old acquaintances. was a cultural gala at the National Theater of An international paper company provided Cuba, featuring a performance by the Danza one million sheets of paper for the conference, Contemporanea de Cuba. The reception held and the paper handling was excellent. Papers by ASCUBI (the Cuban Association of Librar- received by the IFLA Headquarters deadline ians) at the Jose Marti National Library in- were printed in booklets and papers received cluded performances, dance music, and a fair/ after the deadline were available quickly and bazaar which offered arts and crafts and other efficiently at theconference center. In addition souvenirs for sale. The Government of the to the hard copies of papers, attendees could City of Havana held areception at the National purchase a disk containing all the papers in the Library of Science and Technology, which pre-printed booklets as well as the papers that featured Cuban dancers and music. Group were added until the last day of theconference. visits to many types of libraries were avail- Videotapes of highlights of the conference, able, and the IFLA attendees could make ar- individual speeches, and the closing ceremony rangements for individual visits also. were also available for sale. The IFLA exhibi- The delegates had the opportunity to meet tion was held in a building separate from the many Cuban librarians during the week, and to conference building, and buses were provided find out about their accomplishments as well to take delegates back and forth. About 70 exhibitors from Cuba and other countries staffed booths and displayed their products. Product presentations, book signings, and showings of Cuban films took place at the exhibition center. Another eight to 10 booths were in the conference building itself. A pre-session seminar, "Libraries for literacy in socially and geographically isolated communities," was held in Matanzas, Cuba, August 15-19, 1994. Resolutions from the seminar encouraged IFLA to give priority to the establishment of a programme to promote literacy, linked to and supported by all relevant groups within IFLA; that the IFLA Sec- tion of Public Libraries and the Section of School Libraries work together on school and public library relationships; that IFLA urge its national association members and institution Attendees enjoyed Cuban dance and music at the members to work with their national United Nationaf Library of Science and Technology. Nations Educational, Scientific, and Cultural winter 1995 Organization (UNESCO) Commissions to en- in her report in the same issue, mentions sure that the next UNESCO Programme, Bud- attendance at the conference by SLA Execu- get, and MTP include a firm commitment to tive Director David Bender ". . . who contin- the revival and preservation of the oral tradi- ues to play a major role in IFLA's Round tion; cooperation in the production and distri- Table on the Management of Library bution of relevant reading materials in countries Associations. . ." that have common languages and/or a com- Bender and several SLA representatives mon culture experience; the production, distri- to IFLA provided reports of the conference bution, and promotion of materials in different in time for this publication. The complete formats for groups with special needs. A reso- reports on the activities mentioned below lution to UNESCO was that it more actively and copies of Bender's speech are avail- inform library associations and institutions able, as well as many of the papers pre- about published results of research into lit- sented at the open sessions of the sections eracy questions and reading promotion, and and roundtables and as contributed papers. make these publications easily available to Please contact me by e-mail at Internet: public libraries that need them. [email protected] or at the Univer- Subtopics for the conference included: Li- sity of California, Los Angeles, braries, family and society; Library policies Science & Engineering Library, 405 for social and cultural development; New li- Hilgard Ave., Los Angeles, CA 90024- brary technologies and social development; 1598; (310)825-3438; fax (3 lO)206-3908 Library research and training for social devel- for copies or for further information. opment; Library cooperation;Library services for disadvantaged persons; and Libraries and Bender reported that his major conference conservation of the environment. activities centered around the following: A number of librarians from the United Chairing the Roundtable for the Man- States and Puerto Rico signed a statement agement of Library Associations and which was drafted during the conference by the Executive Committee Meeting of several of the U.S. delegates, urging a reevalu- the Roundtable. The work of the com- ation of U.S. policy towards Cuba, leading mittee focused on the Istanbul Open towards a normalization of relations and an Program Meeting for 1995, the Model ending of the U.S. economic blockade. After Library Association Project, the Devel- the conference, the statement was sent to sev- opment of Library Association Activi- eral library journals, U.S. President Clinton, ties in Eastern Europe, and a directory of members of the U.S. Department of State, and library associations and codes of ethics. major newspapers, among others. Chairing a half-day workshop on the An article on the IFLA conference in the Management of Library Associations, October 1994 American Libraries pictures and presenting a paper on "Manage- two SLA members, Martha McPhail, who is ment of Professional Associations." The shown on Revolution Square in downtown content of the workshop is reflective of Havana, and Monica Ertel, who is shown a set of guidelines prepared by the delivering a package of medical supplies to Roundtable and published by UNESCO. a Cuban librarian at the Biblioteca Chairing the Open Meeting of the Nacional Jose Marti. SLA member Wilda Roundtable on "Membership Services." Newman is mentioned in the article for Three speakers provided insights on planning collaboration with Maria Santos of issues ranging from professional de- the University of Havana to send materials to velopment and union activities to pub- the university library and the National Sci- lic image and professional identity. ence and Technology Library, working Bender also held a number of discus- through SLA committees. Peggy Sullivan, sions with Latin American colleagues,

special libraries as well as with other members of the all came away having had a very rich international information community. and rewarding experience and an ap- He also met with IFLA's Secretary Gen- preciation of the energy in both the eral, Leo Voogt, to share a number of library and art world in Cuba." comments about global transfer of information and SLA's 2nd International Con- I reported on the Section on Classification ference on Special Librarianship in the and Indexing, of which I am secretary. Year 2000. Topics at the open program included papers on classification and indexing in Cuba, the Jean Shaw Adelman reported on the Section process of constructing a thesaurus and of Art Libraries, which she said had "eye- automatic indexing of photogmphs in the opening and successful meetings in Havana." National Library of Brazil, and the socio- She reported that: logical aspects of classification. Workcontinuedon the second edition of Ian A report on the section's activities was Sinclair's multilingual Glossary for Art presented by Section Chair Donna Duncan Libraries and on development of a new at the Open FON~of the Division of edition of a directory of art libraries world- Bibliographic Control. wide. The division held an all-day workshop as Colleagues at the library of the National a follow-up to the Seminar on Universal Museum of Fine Arts organized a special Bibliographic Control which was held in tour of the library. The associate director Rio de Janeiro, Brazil in March 1993. of the museum led the group through all of Donna Duncan and Dorothy McGarry, the permanent exhibit galleries forasynop- the two section officers, had participated tic review of Cuban art and a glimpse of the in that seminar. impressivecollectionof Greek vases and The Working Group on Principles Under- Egyptian antiquities. lying Subject Heading Languages dis- The program session consisted of four cussed a draft document including a papers on "Library Collections of Latin statement of the principles which had America and Caribbean Art Materials been developed previously as well as ex- Inside and Outside the Region." amples from a number of subject heading The Section's day-long workshop on systems. More examples from other sys- "Libraries as a Bridge between Artist tems will be collected and a revised draft and Society" was held in the audito- distributed early in 1995. A worldwide rium of the National Museum of Fine review will be held following further Arts. Papers were presented by speak- revision. ers from the Museum of Fine Arts, The section is cooperating with the Section Houston, TX; the Russian State Library, on Information Technology in a joint Moscow, Russia; the University of Working Group to develop a UNIMARC Wales College ofcardiff; Syracuse Uni- classification format. versity, Syracuse, NY; South African The papers from the section's satellite National Gallery, Cape Town, South meeting, "Subject Indexing: Principles Africa; San Diego StateUniversity, San and Practices in the 90's" held in Lisbon, Diego, CA; and the National Museum Portugal in August 1993 willbe published of Fine Arts, Havana, Cuba. in early 1995. Adelman concludes: "In addition to the Plans for the 1995 Istanbul, Turkey meet- structured IFLA programs, members of ing include papers on classification and the section made an effort to visit the indexing in Turkey, problems in work on National University of Arts, other mu- adaptations and expansions of classifica- seums, and Cuban artists as well, so we tion systems in Iran and the Arabic coun- winter 1995 ma, and on the Principles document mentioned above. Plans for the 1996 Beijing, China IFLA meeting will include a paper on classification and indexing in China.

Una M. Gourlay rep~rtedon the Section on Document Delivery and Interlending. The topic of the open program was "Regional Cooperation in Interlending and Document Delivery in the Carib- IFLA debgates took advantage of many network- bean and Latin America." ing opportunities at the 1994 Confprmcc. The workshop topic was "Document De- livery via Internet," including talks on recent developments in document deliv- shopon involvement of the library user in ery by Internet in North America, some document delivery and interlending. ongoing technical work on protocols and standards, and some of the technological, Martha McPhail reported on the Section on sociological, and economic barriers which Education and Training. must be removed before Internet is truly a An open forum on "Aspects of LIS global network. Degree Equivalencies" provided infor- A report on activities of the Core mation on efforts by European and Programme on the Universal Availabil- Anglo-American programs to assess ity of Publications was provided. curriculaequivalencies of other nations' A project on "Guidelines for packaging library and information science pro- materials for interlending" has been under- grams. Audience members contributed taken by some members of the Standing accounts of other nations' practices. Committee. A report is due in 1995. The Standing Committee of the section A two-year project was undertaken to decided to examine and revise the IFLA find methods of establishing interna- standards for Library and Information tional document delivery systems be- Science (LIS) education which were tween industrialized and developing written in 1976. countries. This will involve establish- An interesting workshop was held with ing electronic network links as well as local Cuban LIS educators, whose dedi- supporting negotiations with some main cation, skills, and achievements were European documentation centers and impressive. Although lacking essential libraries to obtain favorable bulk trea- equipment and supplies, the LIS pro- ties for developing countries. The grams enroll several hundred students project will begin in-1995. who will be educated and trained as The Standing Committee expects to plan librarians and staff. a project on principles and practices in McPhail said the opportunity to meet, charging for interlending and document interact, and exchange ideas with Cu- delivery and will investigate a joint ban colleagues was a highlight for mem- project with other sections on the devel- bers of the section. opment and use of union catalogs in parts The 1995 IFLA conference in Istanbul will of the world where this information is feature a section workshop on "Teaching still lacking. Research Methodology," and the theme Planning for the 1995 IFLA conference of its open forum will be "Intemational- included participation in acombinedpro- izing and Integrating New Topics into the gram on access and service and a work- LIS Curriculum."

special libraries Wilda Newman reported on the Section on includes potential cosponsorship with Information Technology. other sections in several areas. Some = A brochure that she prepared was potential topics are the future of the adopted and will be distributed in En- scientific journal, electronic journals, glish in 1995. She will also coordinate multiscript systems, and a continuation translation of the brochure into the other of Internet programs. IFLA languages. Among the section's projects is the cre- Nancy Anderson, chair of the Section of ation of a multilingual system database, to Science and Technology Libraries,chair of the include vendors with systems that handle Special Libraries Division, and a member of more than one script. Monica Ertel re- the Professional Board, reported on activities ported to the Standing Committee on this of the section: database. Newman is working on a Much of the discussion of the Standing project on "Standards for Graphical User Committee meetings focused on the Interfaces for Multiscript Library Sys- 1995 and 1996 conference programs. tems,"a feasibility study on thedevelop- The theme chosen for the Istanbul con- ment of standards for GUIs for ference open session is "The Players in information retrieval and online public the Archiving of Electronic Journals," access systems employing universal an offshoot of the Guest Lecture Series, prompt symbols, independent of any lan- "The Future of the Scientific Journal," guage or script. Another section project is which the Standing Committee is also a proposal for development of an inven- helping to plan. A workshop with the tory of multimedia software suitable for International Association of Techno- libraries and museums. logical University Libraries will also = The Standing Committee established be explored. The theme chosen for the an ad hoc planning committee for a 1996 Beijing conference open session seminar on developments in the area of is "Networking and Documentation of multiscript and multilingual systems. Electronic Journals," and the workshop Ertel is a member of this planning com- theme is "Grey Literature." mittee. The seminar, which may be held TheStanding Committee project on "World in 1996, will be a follow-up to the Survey of Availability of Theses in Sci- August 1993 "Multilingual and ence and Technology" produced an elec- Multiscript Automation" seminar held tronic file which will be given to IFLA to in Madrid, Spain. put up on the IFLA gopher. The Standing Committee heard and dis- A "Feasibility Study of the Use of Satel- cussed reports on activities of the Univer- lite Communication Channels for Elec- sal Bibliographic Control and International tronic Data Transfer" is being pursued. MARC Programme, the Universal The project on "Electronic Deposition Dataflow and Telecommunications of Full-Text Grey Literature Docu- Programme, the Universal Availability of ments" was approved for funding. It is Publications Programme, the Preserva- being planned to create an electronic tion and Conservation Programme, and depository of full-text grey literature. the Advancement of Librarianship in the A new project has been approved for Third World Programme. funding on "Survey of the Content and The Section plans to make more use of Structure of the Information of WWWI the Internet for distribution of its news- Gopher Services of the IATUL and letter, possibly combining it with the IFLA Section of Science and Technol- UDT Newsletter. ogy Libraries." The initial phase will Planning for the Istanbul conference be reported on in Istanbul. winter 1995 The informational brochure has been Barbara Parry reported on the Section on revised, with English-, Russian- and Statistics. Spanish-language versions distributed Progress reports on three current projects in Havana. werepresented. These includea directory The theme of the open session in Havana of national agencies responsible for gath- was "Social Barriers to Access of Sci- ering library statistics, a study of publica- Tech Information." Some barriers in- tion pricing trends in countries around the clude information literacy, linguistic world, and identification of a standard list obstructions, social barriers such as the of recommended statistical indicators for lack of a research culture, poor reading electronic resources/services in libraries. habits, a low level of education and a The first two projects are expected to be poor information dissemination infra- completed by the next IFLA Conference, structure. The papers given included while work on the third will continue. "Information Literacy as a Barrier," by The topic of the open program was "Statis- Barbara J. Ford; "Linguistic Obstruc- tics in Latin America," where Modesto tions to Scientific Information in High Zaldivar Collazo spoke on "Statistics in Technology Areas," by Jagdish C. Information Institutions in Cuba." A pre- Agrawal and Saud Al-Mathami, and sentation was also made on library statis- "Scientific Information can be an Un- tics in Latin America and the Caribbean, der-Used Commodity: The Mexican based on UNESCO information. Case," by Jesus Lau. Preliminary program planning for the 1995 The workshop, on "Telecommunication Istanbul conference focused on perfor- Options for the '90s," was cosponsored mance indicators, measures, and stan- with the Universal Dataflow and dards. The Standing Committee hopes to Telecommunications Core Program, the sponsor a session bringing together work Section on Information Technology, and underway within IFLA as well as in the the Section of Social Science Libraries. International Organization for Standard- The morning sessions concentrated on ization and the European Union. Internet basics and theaftemoon session emphasized communication options. In addition to these meetings, a number of other papers were presented on topics such as: Stanley Kalkus, who serves on the Standing library cooperation;the public library and read- Committee of the Section of Social Science ing by the masses; social change: its effects on Libraries, was the only member of the Stand- librarians' ability to acquire materials; school ing Committee attending IFLA in Havana. He libraries in cooperation with other libraries; reported that: conservation and preservation; government Preparations for the Istanbul Conference programs and publications on women; library are well underway. An open session and a buildings in Latin America; map collections halfday workshopon CDROM will be held. for social development; supporting blind people AStanding Committee meeting was planned in education and employment; developments to be held in Prague, the Czech Republic, in communication and document delivery from October 30-31. In conjunction with that audiovisual to multimedia; preservation and meeting, a seminar on International As- access for rare books in Latin American librar- pects of Social Science Libraries was to be ies; and medical library developments in Latin held at the Czech National Library. America. Almost 40 poster sessions were pre- In Havana, the section cosponsored a sented, many by Cuban librarians. session on "New Communications Op- Attendance at many of the meetings was tions in Use: Focus on Social Sciences" small, and a number of Standing Committee and a workshop on "Your Financial members did not attend, making progress in Justification of Your Strategic Plan." some work difficult. Many meetings had ex- special libraries cellent papers. Overall, IFLA 1994 was a will take place in 1995 for president and Ex- successful meeting. It provided many op- ecutive Board members, as well as for Stand- portunities to foster and expand interna- ing Committee, Coordinating Board, and tional ties and relationships. It brought IFLA Professional Board officers. Members of Stand- to a pan of the world where it had never been, ing Committees are also elected biennially, and encouraged valuable interaction with prior to the conference. The Standing Com- librarians who had never been able to attend mittees are the working bodies of IFLA, and an an IFLA meeting before. individual can stand for election if nominated by one association or two institutions which belong to his or her section of interest. Nominations formembershiptoIFLA Stand- The 6 1st Council and General Conference, ing Committeesarebeing accepted. Nominees "Libraries of theFuture," will take place August should have a working knowledge of at least 20-26. 1995. in Istanbul. Turkey. Subthemes one language of the Federation and should include: information technology and the re- have a reasonable expectation of attending structuring of libraries; cooperative national meetings of the Standing Committee without and international information networks; the cost to IFLA. future of library materials; libraries and public SLA is a member of and has vacancies on education; and professional communication. the following IFLA sections: Cataloguing, Theofficial pre-session seminar,"Influenc- Classification and Indexing, Government Li- ing the Decision Makers," will be held in braries, Information and Technology, Library Ankara, Turkey August 16-19. Workshops Theory and Research, Science and Technol- and satellite meetings to be held in Istanbul ogy Libraries, School Libraries, Social Sci- August 17-19 include: History of orientalist ence Libraries, and University Librarianslother society libraries and orientalism; Libraries for General Research Libraries. One nomination the blind; Library buildings and equipment; can be made for each section for the 1995- Medical sciences and Islamic civilization with 1999 term. Contact Ernie Robinson, SLA Ex- the emphasis on the role of the library and ecutive Assistant, for nomination forms and information; and Multicultural libraries. rules at(202)2344700,ext. 616; fax (202)265- The IFLA Council meets biennially to vote 93 17; Internet [email protected]. The deadline on officers and perform other business. Voting is January 15, 1995.

Dorothy McGarry is a librarian at the University of California, 10s Angeles. She is the 1993- 1997 SLA Delegate to IFLA.

winter 1995 Association Insights: Planning a Regional Conference

by Ellen Mimnaugh

s there a regional conference in your nance, Public Relations, Fund Raising, Regis- I chapter's future? If thereis not, should you tration, Hospitality, Site, Logo, Student Liai- be thinking about it? If you are considering a son, and Program. regional conference, how should you go about A secretary was also needed to keep track of planning for it? For answers to these questions progress and to remind the volunteersof action and more, follow this account of how and why items each had committed to complete. Kay one chapter organized such a conference. Landis of Ashland Chemical Company in Back in the late 1980s, the Central Ohio Dublin, OH and Ellen Mimnaugh of Chemical Chapter of SLA actively reviewed its Strategic Abstracts Service in Columbus, OH agreed to Plan and highlighted several objectives. Mem- co-chair the event. They werebolstered by the bers wanted to interact more with other SLA enthusiasm and confidence gained by attend- groups. They also wanted to interact more with ing planning sessions hosted by the Michigan other organizations within the information com- Chapter in anticipation of the first Great Lakes munity such as the American Society of Infor- Regional Conference. The Central Ohio Chap- mation Science, Medical Library Association, ter responded enthusiastically to sponsoring a American Library Association, and the Ameri- regional meeting, and they had no trouble can Association of Law Librarians. They sought enlisting committee chairs and volunteers to to improve the chapter's public relations. At the serve on these committees. If the co-chairs had same time, they noticed that while some mem- not found energetic volunteers, conference bersauended annual conferencesregularly ,most plans would have fizzled on the spot. members were not able to go to the conferences. Five items required immediate attention. After attending a regional meeting of Great The chapter needed to select a site for the Lakes SLA Chapters in 1989 hosted by the conference, the dates of the conference, a Michigan Chapter, the chapter realized that if it theme, and a logo. They also needed to estab- hosted a regional meeting, all of the goals lish a checking account. Most of these tasks set in its strategic plan would be fulfilled. Mem- were interdependent, so they were worked on bers knew that planning good chapter meetings simultaneously. Planning meetings were open was not easy; therefore, planning a successful to all interested parties from the Great Lakes regional meeting would be more difficult. Good Chapters. Due to the distances between chap- teamwork would be essential. ters, these meetings were attended by mem- Could the chapter create a good team? The bers of the Central Ohio Chapter only. But only way to find out was to make a presentation input was actively sought from other chapters to members at an organvational meeting and then in the Great Lakes area. Selecting the confer- see if there were enough volunteers to chair and ence dates was the easiest of these tasks. serve on committees. Willing members were The year 1992 was to be a banner year for the needed to head the following committees: Fi- city of Columbus, OH. The largest U.S. city

Copyright O 1995 Sped Libraries Aswi~tion special libraries named for the explorer Christopher Colum- food and service. (At least one potential site bus, Columbus was planning many activities was eliminated on the basis of poor service). commemorating the 500-year anniversary of The group also had the opportunity to reexam- the explorer's sailing to the new world. The ine how difficult it is to find the site, particu- activities allowed the chapter to offer many larly for someone unfamiliar with the city. post-conference tourist events. An autumn As might be expected, the site that was event was ideal because it would not be too selected provided a good area for registration, close to the SLA Annual Conference and a place for a welcoming social hour, rooms for would avoid the rigors of both summer and continuing education programs and plenary winter. Once the date of September 30-Octo- sessions, break out rooms for individual pa- ber 2 was chosen, it was logical to select a pers, facilities for a technology fair, and a theme that would both commemorate Colum- banquet room. Equipment support for the pro- bus' discovery and be appropriate for the in- grams was also provided, from microphones formation community. The chapter finally to a dais, telephone lines, and overhead projec- decided on Exploration '92:Beyond the Hori- tors. The site was ideal; the motel was just off zon, reminiscent not only of Columbus' his- the freeway. The rates were 20-25% lower toric journey but also of the future of the than downtown and parking was free. Now it information profession. was time to choose specific dates and negoti- After selecting the theme, attention turned ate a contract with the motel. The chapter to the logo, which ideally should reflect the contacted the local Chamber of Commerce theme. A clipper ship contrasted against a and the Columbus Convention Center to learn setting sun was chosen. It was important to what other events were scheduled that fall. create the logo as quickly as possible so the The group also contacted The Ohio State Uni- chapter could print stationery and begin using versity athletic office to learn the schedule of the logo in all conference promotions. OSU's home football games. After all, the Choosing a site required a great deal of event was in Big Ten country; it is not wise to consideration. A hotel in downtown Colum- conflict with football even if the meeting was bus was sure to provide good facilities, and not planned for a Saturday. Anyone planning attendees would have access to a wide asson- aconfenmceneedstoconsider how local events ment of restaurants and entertainment. But the could impact your conference. room costs would be higher than in the sub- The SLA headquarters office in Washing- urbs. A downtown site would also mean sub- ton, DC provided some caveats in negotiating stantial fees for parking a car. The chapter the hotel contract. Like most hotels, meeting projected that most attendees, both local and rooms would be made available at no charge, out-of-town, would need parking facilities. provided that a certain number of rooms (in Columbus has many motels with good meet- this case, 150) were booked in the hotel in the ing facilities located next to interstate high- course of the conference. If only 100 rooms ways, so the hunt was focused on these first. A were filled, there would be a minimal charge; general plan for the conference programs was if only 50 were filled that charge would be needed in order to select a site that could higher. In addition ,the hotel would provide a accommodate all the anticipated activities. suite for the planning committee at no addi- As the various qualificationsnecessary for a tional cost if 100rooms were booked; a second conference location were discussed, the chap- suite would be provided if 150 rooms were ter held luncheon meetings at each of the filled. (The chapter needed at least one suite proposed sites. These meetings were attended that would be open to workers from early by members of the Planning Committee re- morning until late night during the conference. sponsible for site, hospitality, registration and The group also needed a place for guest speak- programming. The luncheon meetings pro- ers to "get away from it all" if need be). vided an opportunity not only to review meet- Now the chapter was ready to sign the con- ing rooms but also to check the quality of the tract. In the meantime, the checking account winter 1 995 was opened and a post office box was rented. tion were the objectives. But the chapter be- The group could move full steam ahead to- lieved that regional meetings were a good ward the conference. With a firm date, what idea. Thechapter was undertaking this venture was most needed were time lines. Each com- with seed money from the Michigan Chapter. mittee created a time line indicating specific The seed money actually representeda modest tasks with corresponding deadlines. These were profit that had been realized by the first Great merged into a single time line. When a task of Lakes meeting. Accordingly, the chapter set one committee affected the task of another, as an objective that it would realize sufficient realistic deadlines were negotiated to reflect money to provide seed money to yet another the chapter's objectives. From here on, most SLAChapter in theGreatLakesareaforathird commiuees worked independently. It was not Great Lakes Regional Conference. necessary for all members of the Planning Committee to meet regularly, but full meetings Fund Raising were held quarterly until the conference was a year away, then monthly, and finally weekly With thebudgetset, it was time toraise some beginning eight weeks before the big event. money in order to keep registration for the A description of the functions of each com- conference as affordable as possible. Sub- mittee follows, including a greater level of committees were established to raise funds detail as to how each committee operated and from SLA chapters and divisions and from interacted with other committees. vendors. In all cases, the committee offered to acknowledge the support of donors in the Finance preliminary and final conference programs if funds were received by specified dates. Spon- Surely the success of any conference is sorship of specific programs or activities was measured by fiscal accountability. The Fi- encouraged, and the committee coordinated nance Committee was responsible for budget- with the Programming Committee to inform ing for the entire conference. The number of potential sponsors about programs which could attendees was projected, and all calculations be sponsored. Solicitation was timed to maxi- were based on the worst-case scenario. That is, mize sponsorship, six to nine months prior to for expenses, the committee always projected the actual conference. the highest cost anticipated and for income the Donations weresolicited from all Ohiochap- lowest anticipated amount. The Finance Com- ters and all chapters bordering the Great Lakes mittee worked closely with the Fund Raising because the chapter expected that attendees Committee tomaximize income. Thecommit- would be members of these c hapters and specu- tee also worked closely with the Planning lated that the interaction with Central Ohio Committeeas a whole. Theactual feescharged Chapter members would be as beneficial to for registration were set by the Planning Com- other chapters as it would be them. mittee after considerable consultation with the Funds were solicited similarly from SLA Finance Committee. divisions. Whileall divisions wereapproached, At Great Lakes Regional Conference 11, follow-up was restricted to larger divisions, Finance and Registration were handled as a particularly those whose interest coincided joint committee. This eliminated the need for with the conference programming. tracking the receipt of money for registration Support from vendors was also solicited. in two places. As an added bonus, when ques- Most of the vendors are the same ones that tions or problems arose, this provided a single exhibit at annual conferences, but local book source of resolution. dealers and jobbers as well as local computer The Finance Committee also helped set the equipment suppliers were also contacted. chapter's fiscal goals. Making money from the Lastly, "in kind" donations were sought, conference was not the objective. Instead, in- mostly from the employers of the Planning terpersonal networking and continuing educa- Committee members. These donations turned special libraries out to be quite substantial. In almost every planning for an annual conference. In planning instance, planners were able to do some of an annual conference, great detail is provided their planning while "on the job." In addition, by division planners for their members. But the services of a commercial artist to create the annual conferences average 5.000 attendees; conference logo were obtained at no charge. the chapter projected only 200 attendees for The promotional materials and both the pre- the Great Lakes Regional Conference. Conse- liminary and final programs were also printed quently, planning topics were limited to broad at greatly reduced costs through the generosity areas which the group hoped would appeal to of one parent organization. Contributions of all SLAers in the Great Lakes area. The topics this sort ultimately resulted in a more substan- of focus were management, technology, and tial profit than was anticipated. business issues. The chapter decided to offer three days of Hospitality events. Day One (Wednesday) featured Con- - - tinuing Education events. Day Two (Thurs- This committee was comprised of members day) started with a plenary session. After a almostexclusively from the greater Columbus coffee break, three papers were given concur- area. Although its primary function was to rently. These sessions were repeated after a assist attendees in locating restaurants, shop- five-minute break. At lunch time a technology ping malls, and other activities, it also worked fair started. The fair continued until late after- closely with the Site Committee in selecting noon while three more papers were offered menus. In general, its objective was to see that concurrently and then repeated. (It was the attendees enjoyed their stay in Columbus. The committee's hope that by repeating the papers, committee gathered information for and put attendees would be able to choose two out of together the registration packet. Committee three papers that interested them. To a degree, members worked closely with the Fund Rais- this concept alleviated the frustration one of- ing Committee to solicit "in kind" donations of ten feels at an annual conference when one has note pads, pens, briefcases, etc. They also to choose between two or more good papers helped the Public Relations Committee solicit that are being presented simultaneously). The materials on restaurants and other extracur- morning of Day Three was structured simi- ricular activities. larly to the previous morning. In lieu of a banquet, a formal conference luncheon with a Logo feature speaker was offered. Because Colum- bus is home to many key organizations within As mentioned previously, the Logo Com- the information industry, tours of several of mittee was formed as soon as the chapter these sites were planned. decided to hold a regional meeting. Several It should be noted that from the beginning, variations of logos were submitted to the plan- programming ideas were sought from all the ners and the field of possibilities was nar- Great Lakes Chapters of SLA. Because of the rowed. Suggestions were made and the logo distance involved, it was not easy for members was redesigned. It was finalized after only two of other chapters to attend either programming or three rounds and was sent to the Public or planning meetings. Chapter members kept Relations Committee. This was the first com- in touch through SLA Annual Conferences mittee to complete its work. and Winter Meetings leading up to this regional event. Many communicated via the Internet; Program others shared ideas via phone and fax. A program evolved from all these separate commu- Without strong programming, no meeting nications.Oncethecommitteeknew whattopics will be a success. Planning for a regional it wanted, suggestions for good speakers were meeting is not the same as planning an indi- solicited. Input from other chapters and divi- vidual chapter meeting; nor is it the same as sions was particularly helpful at this stage. winter 1 995 Without quality programming, no regional registration. When pre-registration was re- meeting will succeed. No matter how well the viewed 30 days prior to the conference, the chapter planned orhow conscientious its mem- group chose to cancel two courses. It was bers were, an event of this magnitude was not interesting to note that cost was not a factor likely to come off without unforeseen compli- when attendees chose which CE course to cations. Therefore, disaster planning was in- attend. The most expensiveof the sessions was corporated in the programming. Essentially, very well attended. this meant that a distinguished chapter member agreed to be a backup speaker in the event Technology Fair that .one of presenters canceled at the last The Technology Fair is a key element in a minute. In fact, the chapter came very close to regional conference. All of the plannersagreed using its backup! A speaker from New En- that one of the primary benefits of attending an gland became ill and could not make her plane annual conference was browsing the exhibits as scheduled. Fortunately, she had a speedy to leam what's new in the world of informa- recovery and arrived at the conference only 10 tion. Exhibitors were limited to those that had minutes before curtain time. some technology to offer, such as online ven- Perhaps one of the smartest things the chap- dors,OPACs,etc.Exhibitors were not charged ter did was to assign a member of the Program- for space, but were required to pay any addi- ming Committee to shepherd each guest tional charges incurred from phone lines, equip- speaker. The shepherd contacted the speaker ment rental, etc. The subcommittee was not six to eight weeks prior to the conference to convinced that vendors would be willing to help coordinate travel arrangements. This re- pay for space at a regional meeting. However, minded the speaker of the conference and gave this portion of the meeting was highly success- the speaker the name and number of a person ful. With that knowledge, the chapter recom- to contact in case of a problem. The shepherd mends charging for space at future regional offered to pick up and return air travelers to the meetings. If space is limited, exhibitorscan be airport. Those traveling by car were given a restricted to invites only. preliminary program that contained route in- The committee anticipated that this event formation from all directions. Once the speaker might be of particular interest to other infor- was on site, the shepherd was available to mation groups in the Columbus area, and there- handle any problems. fore sought and obtained collaboration from To facilitate programming efforts, the Con- CALICO (the Columbus Area Library & In- tinuing Education, Technology Fair, and Tours formation Council) in planning this activity. Subcommittees were formed. Each of these This resulted in a high number of Technology groups had its own difficulties to deal with. Fair only participants.

Continuing Education Tours This committee was concerned with CE These pose another set of unique problems. credits, and worked closely with SLA head- Not only was it necessary to cooperate with quarters to see that these were available to people at various tour sites, but the subcom- attendees. Being optimistic, thesubcommittee mittee also had to provide transportation to planned four concurrentall-day sessions. Each and from these sites. The group decided not to was priced separately to recover the cost of charge for these tours, but limit attendance to holding the seminar.Thesubcommitteeworked pre-registrants only. This limit was imposed in with the Association office to schedule some order to hire the right size and number of buses. of its CE courses, and also worked with the Pharmaceutical Division to schedule one of its Public Relations CE courses in conjunction with the meeting. The subcommittee reserved the right to cancel The Public Relations Committee had a any continuing education program for lack of broader scope than usually associated with special libraries public relations. In addition to the press re- monitored regularly for new registrations, bank leases promoting the regional meeting, the deposits had to be made, and entries needed to Public Relations Committee also printed. be made in the database in a timely fashion so sorted, and mailed the preliminary program. It the registration progress could be monitored. obtained a mailing list from SLA headquarters Because this task was done well, the com- of the all Great Lakes Chapters and members mittee knew 30 days in advance of the confer- in Kentucky, as well as the mailing lists of ence that it was not going to achieve its selected divisions. The committee was also optimistic targets. This knowledge allowed able to obtain mailing lists for the American the chapter to tighten its belt by making some Society of Information Sciencesectionsin Ohio. hard decisions, notably the cancellation of two In addition to the print version, the program was continuing education programs. This decision published on various electronic listservs and meant that the chapter would not incur costs bulletin boards as well as in thepublicationsof for air fare, accommodations, and speaker fees other Ohio library organizations. that could not be recovered. Late and on-site In cooperation with the Programming regismtion was far greater than had been Committee, room and speaker signs were estimated, but these cost-cutting actions were provided for each event through the Public still appropriate. Relations Committee. In the hopes that other conference planners might not have to face such tough decisions Registration when planning a regional meeting, the chart at the bottom of this page shows the flow of This is another complex chore that was well income prior to the conference. (N.B. that managed through the creation of a database. 100%is the amountof revenue projected in the The database had key information regarding chapter's budget as revised 30 days prior to the attendees: their names, addresses, phone conference). numbers, chapter and division data, and the events for which they registered. From the Site database, name tags were generated that indicated whether the attendee was registered for TheSiteCommittee wasan interesting com- the entire conference, a CE course, a single mittee because most of its work came at the day, the technology fair only, and/or tour par- beginning of planning and again as the confer- ticipation. This database enabled theRegistra- ence drew near. Once the site had been se- tion Committee to compile statisticsregarding lected, the Site Committee had a lull until the the attendees. programming was in place. At that point, it On paper, this sounds much simpler than it worked with the Programming Committee to actually was. Once the preliminary program see that equipment, electricalconnections, and was in the mail, the post office box had to be telecommunications would be available as

Days piir 60 4 5 final

Cash contributions 87% 98%

Program Sponsors 114% 114% 114%

I I I Registration 2% 17% 64% I I I CE Courses 10 10 1 85% winter 1995 needed. It is interesting to note that in this case, rately. The chapter wanted to encourage full the motel did not have phone lines into any of conference participation, so it allowed for the meeting rooms. The committee did such a one-day registrants, but at a premium price. good job that it convinced the motel manage- Special consideration was also given to stu- ment that additional phone lines would help dents, as noted above. the hotel book future c~r~ferences.As a result, the motel installed more lines at no cost to the Conclusion chapter. Keep this type of friendly coercion in mind when planning a meeting. The Great Lakes Regional Conference I1 The Site Committee members were also was both a financial and intellectual success. very active during the conference trying to The chapter made much more money than it avert disasters of any kind. Because the needs had anticipated, mostly due to last-minute of the speakers had been well anticipated, registrants and the popularity of the Technol- there were only minor problems at the time of ogy Fair. But the chapter's success went far the conference. beyond monetary rewards. Many of the goals outlined in the chapter's strategic plan were Student Liaison achieved, and the group's intrachapter networking greatly increased. Many attendees There are two library programs in Columbus were members who have not profited from (the Kent State graduate program and Ohio attending an annual conference. In addition, Dominican College undergraduate program), the chapter now regularly plans to meet with and numerous other library schools within a other Great Lakes Chapters at the SLA Annual three- to four-hour drive ofColumbus. To attract Conference in a social setting. The group is students at these schools to the conference, the also trying to schedule interchapter and chapter established special pricing to make interassociation programs more often. The attendance more affordable for them. chapter looks forward to the next Great Lakes Regional Conference in Chicago, IL, March Pricing 22-24, 1995. This article describes the various commit- There was no Pricing Committee; prices tees and the roles that they played in making a were set by the Planning Committee as a regional meeting possible. In almost every whole. Four months prior to the event, the case, the objectives set for each committee chapter examined its projected costs and the overlapped with the work of another commit- success of its fund raising efforts, and tried to tee. The meeting was successful because of the establish reasonable prices that would allow teamwork of the Planning Committee. The for belt-tightening if necessary. At the same team which was assembled to organize the time, if the chapter far exceeded its expecta- regional meeting has an energy which is now tions, it could afford to be more generous in devoted to other Association activities. Is all meal planning and coffee breaks. CE courses this effort worth the trouble? You bet! were self-sustaining, so each was priced sepa-

Ellen Mimnaugh is Product Manager, Online Services at Chemical Abstracts Service in Columbus, OH.

special libraries his year SLA will be host its 86th Annual Come,join us in Montrhl in 1995 and help us T Conference in wonderful,exciting,and ex- direct the Power of Information. otic Montrkal, where you will experience the unique charm of European traditions that have been blended into Canadian culture. MontrCal, with its romantic French culture, is ready to At the foot of Mount Royal-or "the Moun- welcome our convention with open arms. tain," as it is called in Montr6al-visitors discover one of the world's most fascinating Theme cities, a unique metropolis where rivers and cultures come together. One of the largest The theme for SLA's 86th Annual Confer- French-spealung cities in the world, it is a ence in Montreal, "The Power of Information: wonderful place to live-an island along the Transforming the World," challenges us to mighty St. Lawrence River, built around a explore information's power to change us and mountain and vast green spaces. the world we live in. Information is available Founded in 1642 by French colonists intent to more people in more places than ever be- on evangelizing the Amerindians. MontrM ini- fore. The speed at which information can be tially became the fur-trading capital of North delivered and exchanged is unprecedented. Americaand then Canada's major industrial en- Empowered information professionals are be- ter. Eventually, it grew into the modem cosrno- coming movers and shakers in this exciting politancity weknowtoday. Allofthisisreflected transformation. They are recognized as ex- in its rich architectural heritage. A stroll through perts who employ advancing technology to Old MonuM provides an opportunity to relive bring information to a global constituency. great moments in the city's history, while the Conference attendees will share their experi- Olympic installations, downtown skyscrapers ences and discover new ways to manage and and the 29-kilometer underground city all attest disseminate information more effectively in to the vitality of MonuM today. this fast-paced environment. All conference attendees are guaranteed a high quality learn- Centre-ville/Downtown Montreal ing experience--CE courses, workshops, seminars, special speaker presentations, The downtown area is both the economic state-of-the-artexhibits,and much, much more. heart of the city as well as one of the most

winter 1995 c~iiho 199s petal libraries Aswintiin 73 attractiveand diversified sectionsof MontrCal. 55 kilometers from Montreal. Buses and lim- At the foot of its towering skyscrapers,visitors ousines provide shuttle service between the discover some of the city's most beautiful airports, major hotels and downtown. churches, magnificent buildings, outstanding museums and the city's major shopping dis- In-Town Traveling trict: Ste. Catherine, Sherbrooke,Crescent and Saint-Denis streets, Saint-Laurent Blvd. and, The Montr6al metro (subway) is reputed for of course, theundergroundcity. A stroll through safety and modernity. Composed of four lines thecity's Latin Quarter or Plateau Mont-Royal, with 65 stations, and connecting to more than near Saint-Denis and Saint-Laurent, will in- 150 bus routes, this practical and economical troduce you to a trendier, more bohemian side transit system can take you anywhere in of the city's personality. MontrCal . . . fast! The Montrhl Urban Com- munity Transit Commission (MUCTU, or in Le Vieux-Montrbal et le Vieux-Port/ FrenchSTCUM) now offers a special one- Old Montreal and the Old Port or three-day tourist pass: LaCarte Touristique. For as littleas$5.00perday or$12.00forthree Old Montrkal forms one of North America's consecutive days, you can ride the metro and most remarkable architectural locations. It is buses as many times as you'd like. In fact, the in this part of the city, along the shores of the Palais des Congres convention centre is a St. LawrenceRiver, that Montdal was founded. short, lrect Metro ride from the Queen Eliza- Originally known as Ville-Marie, it was pro- beth Hotel! tected by stone ramparts until 1801. For many The Carte Touristique is available from the years, Old Montrbl remained the heart of the Infotourist Centre, centrally located in city, wheresomeof its mostbeautiful churches Dorchester Square, close to both the Queen and stunning public buildings are found. To- Elizabeth Hotel and the Sheraton Centre, and day, thanks to its superb 17th, 18th, and 19th- also at the Old Monakal kiosk, 174 Notre- century buildings, this neighborhood is one of Dame St. East, close to theconvention Centre. the city's most valued treasures, and leads to It'seconomical! It'spractical! Andit's simple! the Old Port, one of the city's most popular places for leisure and recreation. Special Note for Non-Canadian Meeting Attendees To Get There Canada has an open border with the United The city is less than a day by car and one or States. Therefore, citizens or legal permanent two hours by plane from major North Ameri- residents of the United States do not require can centers. Direct flights also link the me- visas or passports to visit Canada. Passports tropolis to a dozen overseas cities. are recommended, however, because they From Ontario, travellers can take Highways verify citizenship. Where passports are not 401 and 4 17 from Toronto and Ottawa, respec- available, U.S. citizens should carry identifi- tively. Quebec City and Montrhl are joined cation papers showing their citizenship, such by Highway 40 on the north shore of the St. as birth, baptismal, naturalization or voter's Lawrence and 20 on the south shore. The road certificates plus one identification card con- network of the U.S. Northeast is linked to taining a photo. Permanent residents of the Highway 10 through the Eastern Townships. United States are advised to carry their resi- VIA Rail offers regular service to eastern and dent Alien Card (U.S. Form 1- 151 or Form 1- western Canada, and Amtrak provides daily 55 1). More information can be obtained from rail service to New York. Planes from Canada the Canadian Embassy and Consulates. and theunited States landat Dorval Continen- All persons other than U.S. citizens or legal, tal Airport, 22 kilometers from downtown; permanent residents of the United States trav- international flights arrive at Mirabel Airport, eling to Canada require a valid passport or an 74 special libraries acceptable travel document. Some persons Information storage and retrieval require a visa to enter Canada. Visitors should Library automation software direct their inquires regarding visa applica- Library furnishings and supplies tions and valid travel documents to the Cana- Optical publishing dian Embassy, Canadian High Commission, Sptxx&ed books,periodicals & directories or Canadian Consulate in their home country Subscription agencies before departure. and much more. ..

Conference Highlights Preliminary Selection of Division Conference Sessions: Here are the facts and figures for SLA's The Virtual Library 1995 Annual Conference,June 10-15,1995 in Global Alliances: Parmering for Survival Montr6al, PQ, Canada. Electronic Documentation Distribution Internet: Navigator/Collaborator General Session Speakers Environmental Justice Special General Session speakers for the 1995 Annual Conference will be Nuala Beck, Selected CE Courses: president and founder of a Toronto-based con- Analyzing Costs sulting firm specializing in innovativeresearch The Art of Negotiation for its clients. Providing timely relevant re- Environmental Education search, Beck's firm is the leader in researching Internet Access thenext new economy-how it evolved, where Library Automation it is heading, and why it signals the most dramatic economic changes since the Indus- Preliminary Planning Information trialRevolution. SLA is also pleased to present Howard Rheingold, a journalist, editor, and Registration Rates*: author of The Virtual Community:Hornestead- Member "Early Bird" (May 1) $150.00 ing on the Electronic Frontier. Rheingold has Member Full $190.00 established himself as an effective translator Member One Day $1 10.00 of the social, economic, and political ramifica- tions of merging technologies. He is a partici- Retired and Student $85.00 pant-observer in the design of new technologies, a well-regarded critic, and fore- Nonmember "Early Bird" (May 1) $245.00 caster of technology's impacts, and a speaker Nonmember Full $290.00 who involves his audience in an interactive Nonmember One Day $140.00 adventure in group futurism. *The above rates are quoted in U.S. dollars. SLA Exhibits SLA's conference exhibits feature the latest Special Note: Member rates apply to mem- and most up-to-date resources available on the bers of the associations listed below: market today. More than 400 booths will provide the creative strategies information pro- American Association of Law Libraries fessionals need to develop and implement the @ALL) new Power of Information. Among the prod- American Society for Information Science ucts and services to be featured in this year's (ASIS) exhibit hall are: Art Libraries Society of North America Alerting and search services (ARLISrnA) CD-ROM Canadian Library Association (CLA) Government information services Medical Library Association (MLA) Indexing and abstracting services winter 1995 Hotel Accommodations*: meeting attendees. Discounts for travel will be available on Continental Airlines when flown Co-headquarters Hotels single double in conjunction with Air Canada. Remember: The earlier you make your reservations, the Le Meridien $128 $150 greater your potential savings. Queen Elizabeth $129 $149 Centre Sheraton $123 $138 For more information and reservations, call: Additional Properties*: WorldTravel Partners: (800)336-0227, Hotel Arcade $70 $75 8:30 a.m.-530 p.m. Chateau Champlain $110 $110 Hotel La Citadel1 $96 $96 Air Canada: (800)361-7585, Days Inn $83 $93 File No.: CV957006 Hotel Furama $65 $70 Holiday Inn Crowne Plaza $1 15 $1 15 Delta Airlines: (800)24 1-6760, Holiday Inn Centre-ville $125 $125 File No.: 1072 Howard Johnson $95 $95 Plan Now! * Please note: The above hotel prices are Your participation at SLA's 1995 Annual quoted in Canadian dollars. Conference is beneficial to you, your profession, and your organization. Look for the Pre- Transportation Discounts: liminary Conference Program in March. SLA and WorldTravel Partners are pleased Non-members interested in SLA's Annual to provide specially negotiated fares on Air Conference should write to Special Libraries Canada and Delta Air Lines to MontrQ1. Dis- Association, Annual Conference, 1700 18th counts of 5% off the lowest fares or 10% off St., NW, Washington, DC 209-2508 and the unrestricted fares will be offered toall SLA request a copy of the program.

special libraries Book Reviews

Orenstein, Glenn 5. and Ruth M. CompuServe signs. Usefulness is further enhanced by cross Companion: Finding Newspapers and Maga- references to changed titles and notes such as zines Onlfne. Needham Heights, MA:BiblioData, "may be online with 'The' as first word." 1 994. 198p. ISBN: 1-879258-1 0-2. Two indexes supplement the title listings. The first classifies the periodicals under one or more of 44 broad subject categories (e.g., Arts1 The CompuServe Companion is primarily a Humanities,Education, Medicine/Health,Sci- directory, arranged by title, of over 3,200 ence/Biotech,etc.). The second recognizes the popular magazines, business periodicals, spe- regional. national, or worldwide emphasis of cial interest publications, journals and news- many of the publications; it is arranged by letters for specific industries, national and state, Canadian province, foreign country, or international newspapers and newswires, and international region. research journals which are available in a Although the Companion assumes a basic fulltext format on CompuServe. knowledge of CompuServe, it includes a 35- The authors carefully explain the various page section of clearly written important sug- shades of meaning for the term "fulltext," and gestions and tips for the searcher. The focus is each main entry includes a symbol that indi- on efficiency and cost-effectiveness. Thecom- cates selective or comprehensive inclusion of ment "Time is money" appears several times complete articles for the specific periodical. in this section along with cost comparison All GO locations for a title are listed with the tables which were current as of February 1994. periods of time they cover. Update frequency In addition tochaptersdiscussing cost minimi- is included for newspapers and newswires, zation and good search techniques in general, and the lag time between the publication of the hints for specific sources are scattered through- hard copy and the availability of its electronic out the text to emphasize the importance of the version is indicated when known. The rangeof preparation of the search strategy as well as the IQuest surcharge is represented by plus understanding the characteristicsof the online winter 1995 Copyiiht O 1995 Spetd tib~aiiesArrociatmn system. None of this information is news for book to be a helpful guide for identifying a the professional searcher, but it calls attention supplier for a fulltext journal, but Ruth M. (in a friendly and encouraging manner) to a Orenstein's Fulltext Sources Online number of searching fundamentals with (BiblioData, 1994) offers broader coverage in which an end-user should be familiar and a similar format. The CompuServe Compan- often is not. Another valuable part of this ion does contain some titles, such as informa- section is a brief summary of copyright issues tional pamphlets, not included in the larger that may be another unknown area for many work. However, the book is a useful search CompuServe customers. tool for the information consumer and should The information professional who uses the facilitate locating fulltext material via source vendors directly may possibly find this CompuServe by anyone.

Jan Williams, Manager, Scientific Information Resources at Monsanto Company in St. Louis, MO.

Pagell, Ruth A. and Michael Halperin. Interno- information sources, the remaining chapters tiond Business Informtion: How to Find It, are categorized under company information, How to Use It. Phoenix, AZ: The Oryx Press, marketing, industrial and economic statistics, 1994.371 p. ISBN: 0-89774-736. and international transactions. Each chapter begins by listing the topics covered and major sources discussed, and The modern commercial entity often oper- concludes with bibliographic references. The ates across geopolitical boundaries. Locating authors have analyzed both print and elec- information about multinational firms can be a tronic sources. When necessary, they refer to maddening exercise. The business researcher the online or CD-ROM equivalent of printed may not even be able to discern what material material. They recommend when and how to is valid. Yet, with business increasingly being use the proper media version. Often, thechap- played on the international stage, it is vital to ters show the cost of the electronic items, obtain the best available information. In Inter- cautioning the reader about possible changes. national Business Ir&ormation: How to Find While one chapter is devoted entirely to elec- It, How to Use It, Ruth Pagell and Michael tronic retrieval of company information, the Halperin have produced a tool that tries to other chapters also describe these sources. address these concerns. More than a bibliography, the book shows Modeled after Michael Lavin's Business the use for each source. By reviewing a selec- Information: How to Find It, How to Use It, tion of international business material, the this book is, in Pagell and Halperin's words, ". authors concede that no one library could . . a practical guide for the researcher and possibly even want to own everything pub- librarian." The book is divided into five parts lished about this area. Instead, they analyze and 16 chapters, and includes 10 appendixes. key sources, often with the frugal librarian or The chapters, often intended to stand alone, information broker in mind. They also de- contain a total of 157 exhibits and 114 tables. scribe the negative qualities of a publication There are also detailed subject and title in- or electronic source. Problems such as reli- dexes. After an introduction and chapter de- ability of data and the constantly changing scribing general international business commercial landscape are thoroughly dis-

78 Copyright O 1995 Sped Librones Association special libraries cussed. This book presents the intricate diffi- mative and eminently practical. The defini- culties involved whenever researching inter- tions are concise, and the illustrations clarify national business information. the narrative. It was particularly satisfying to This is a reference book that belongs in the read about the drawbacks and advantages of collection of every business library. Each chap information sources. International Business ter is precise in its description of the material. Information 'is an incisive and authoritative The many recommendations are both infor- source about an important topic.

- --

David Feinberg, Business Reference Librarian at the University of Alabama at Tuscaloosa.

The Internet Library: Case Studies of Library areThomas Delaney's discussion of how Colo- Internet Management and Use. Julie Still, ed. rado State University has used student access Westport, CT: MecklermediaCorp., 1994.1 85p. to the Internet to view reserve material without ISBN: 0-88736-965-0. actually coming into the library, and that of Steven J. Herro, who tells of the Todd Wehr Library's efforts to use PC Gopher and (in the This volume contains a wealth of ideas as to future) become a Gopher site on the Internet. how to make the most of the Internet. For those Martin Kalfatovic of the Smithsonian Institu- who have heard about the Internet but haven't tion Libraries may surprise readers with his used it, and for those who use it simply as a observation that "the technical planning of an convenient e-mail tool, this book will increase ftp site is a fairly simple procedure." Selection awareness as to how the Internet can be used to of appropriate resources, however, took much increase the range of services the library can more time than originally imagined necessary. provide, increase staff productivity, decrease Some of the authors focus on their reasons library expenditures, and change the image of for exploring the Internet, such as the ability to the library in the eyes of customers. Several search other library holdings (gain access to authors note significant changes in depart- other college OPACs). The Smithsonian Insti- mental relationships once the Internet was tution initially saw the Internet as a way to introduced in their institutions. transmit its bibliographies electronically, but The ways and methods of Internet imple- what it has enabled them to do beyond that is mentation are as varied and distinct as the intriguing. Those with limited resources voices of the librarians who relate their tales. (people, skills, time, and/or technology) talk The authors tell what they did and why they about what they envision for future use of the did it. Readers will especially like the frank- Internet in their libraries. The Bodleian BARD ness with which Jane Smith discussed what makes it effortless for students toconnect toall went wrong at Colorado State University and sortsof services on the Internet. In other words, how to avoid making similar errors. Details as there is something for everyone in this book, to costs, schedules, and milestones made and no matter the stage of Internet exploration or missed will prove invaluable to those now in implementation. the planning stages of introducing the Internet Diverse institutions are represented in this into their institutions. book, from one of the oldest and largest librar- Among my favorite chapters (as much for ies in Europe (Bodleian Library, Oxford Uni- the entertaining style as the tale being related) versity) to a one-person library at Kroll winter 1995 Cwrighi O 1995 Spetnl tibrories Asroiatlon Associates in New York, NY. A third conti- vision for how it might be used and gaining nent, Australia, is well represented by the Aus- the support of administrations as it is enabling tralian Bureau of Agricultural Resource the implementation and continued education Economics Library and the University of Tech- of library staff, faculty, and students. The nology, Sydney. Some libraries received sig- appendices to Fishel and Stevens' chapter on nificant assistance from their institutions' teaching the Internet and P. Warren-Wenk's computing departments; some received no chapter, "Moving Toward Internet Literacy on help at all. The amount of library staff time theuniversity Campus," are excellent course available to devote to learning the Internet and outlines and I wouldn't be surprised to see the computer skills ofall involved vary great1y. readers of this book duplicate the syllabi The role of the library and its staff introduc- week by week. ing the Internet is as much one of creating a

Barbara Keiser, Information Resources Management Consultant, New York, NY.

special libraries Call for Reviewers Care to extend your professisonal association involvement? Become a vital part of SLA's Serial Publications Program. SLA needs referees for its peer review process of Special Libraries manuscripts and reviewers for books, software and CD-ROM products. If you'd like to extend your professional involvement in SLA, please fill out this form and mail or fax to Manager, Serial Publications, SLA, 1700 18th St., NW, Washington, DC 20009; tel (202)234-4700, ext. 644; fax (202)265-9317.

I will review: O Manuscripts O Books C3 Software O CD-ROM

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winter 1995 81 MUI Maruyeknt Institute

Technology and Applications Human Resources January 30-31, Raleigh, NC June 9-10, Montreal, PQ, Canada

Marketing and Public Relations Marketing and Public Relations March 16-17, San Francisco, CA June 9-10, Montreal, PQ, Canada

Management Skills Analytical Tools May 18-19, Washington, DC September 14- 15, Chicago, IL

*:* *:* *$ *:* !Fm meinformation, contact tf& SpecLdLi6rarieS 2wociation 2'rrfessimralDe)euebprnent 'Department at (202)234 -4700, e@. 649.

STATEMENT of ownership, management, and circulation (Required by 39 US.C. 3685)

I. Title of publication: Special libraries 14. Issue date for circuhtion data below: Fall 1994

2. Publication No. ISSN 0038-6723 15. Extent and nature of circulation: ACUIII no. 3. Date of filing: Novemhr 14. 1994 Avcwc no. cqlc. of s- ccb d@e ipu. hue d&t ptiiaed 6. Frequency of issue: Quarterly *in1 U) 12 mmb fdbs dle 5. No. of iuuw published mnually: 4 A. Toul no. copiw printed (not prws run.) 18,168 18.271 6. Annual subsaipion price: $65 B. Paid andlor requested circulation 1. Sdcs through dcdera and carriers, anmzt vendors and counter adcs 115 115 16,553 B. Mailing address of hudquanen of genaal business offices of 2. Mu1 subscriptiom 16.284 the publishen: Special Libnrics Association. 1700 Eighteenth C. Toul paid and/or nqucmd Street, NW, Washington, DC 20009-2508. cinuhtion 16.399 16.668

9. Nmaand ddRIICl of pblkhu. editor, and managing editor: Pub D. Fnx distributim by mil liu. David R. Benda. Special LibPia Associatioq 1703 Eigh- (smplcs, canplimntuy. tan~S~NW,Wnhingron,DC2MKB2508.Edimr.GulL Rcpshcr. olkr f- copies) 400 400

10. Ownu (ifownedby a corporation, its name mdaddress musf be E. Free distributim ovuidcthc dl 0 0 stated dalroimmediate4 thereunder the names and addresses of stockholders owning w holding one percent or more of total E Toul distribution amount of stock. If no( owned by a corporation, the names and (Smofl5D adISE) 400 4W addresses of the individual owners must be given. If the publi- 0. Toul distribution cation is published by a nonprofit orgmizah'on, its name md (SY. oflSC ord ISE) 16,799 17.068 address mwt be stared): Special Libnrics Association. 1700 H. Copier not distributed: Eighteenth Street, NW. Washington, DC 20009-2508. 1. OEm ur. Icft over. spoiled 1.369 1.m3 0 0 11. Known bondholdur,mortgaga,md othasecurity holdsr own- 2. Return from news agenu ing or holding one percent or more of total amount of bonds, I. Toul (Sun ofE, Fl, andFkhoYld mortgaga or otba securities: none. rqul ncrprcsr run shows in A) 18,168 18.271

12. For completion by non-profit orgnniutiona authorized to mail at 1. R-t paid mdla qucstd rpccialnta: ~eprpaqfundion.ndnon-pmfitstatusofSpccid circulation (ISCIISGxIW) 97.61% 97.65% Ubnria Auociation md the cxanp status for Fedml income tnx purpsu have not changed during the pding 12 months.

13. Publication nmc: Specid Libraries Gall L. Repsher, Edllor special libraries Great News. .. Exciting Changes Have Been Made to the Special Libraries MastercardBProgram

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