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Report of the University Librarian to the Senate [1996]

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81ST    YEAR
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Was it only seven years ago that
I wrote my " Glad to Be Here"
message? What a privilege it has
been to work with so many
outstanding people—librarians,
library staff, faculty, students and
administrators at all levels—on the
never ending task of creating a great
Much was accomplished by us
all during these seven years. This
was possible only because of the
foundations built by those who
went before. I hope that what we
have built together in my time here
will effectively position the Library
to progress even faster with the
guidance of those coming after.
This Annual Report highlights
two of the major strategic initiatives
I set out to accomplish: addressing
urgent space needs by building a
functional and beautiful new
library, and the transition from our
old computer system to a new
system positioning the Library to
benefit by new technological
developments. I'm happy that plans
are coming into place for other
urgent library space needs: the
continuing process of clearing less-
used Main Library material into a
library research material centre;
Phase II for Fine Arts, Special
Collections, Archives, Maps, Music,
and the rest of the humanities and
social sciences collection; a freestanding Science and Engineering
We have also accomplished:
ongoing support for a collections
acquisitions formula; $1 million in
new funds to move us faster to the
digital library; a decentralized fund-
raising plan for the Library with
over $2 million raised since 1994;
increased funds for user instruction,
user and staff computer terminals,
technology infrastructure, and staff
development; increased consultation
with faculty, students, other users,
and with Library staff on major
decisions; and collaboration with
colleagues towards a vision and
strategic plan—provincially,
regionally and nationally—for the
scholarly communication system of
the future.
Ultimately, the Library must
help students and faculty achieve
their academic objectives, and
discover and create knowledge. I say
goodbye, happy for our
accomplishments but sad to part
from such colleagues, knowing that
the mission is in good hands.
The University's review of the
Library continued during the spring
and summer of 1995. The Review
Committee, chaired by Dean of
Law Lynn Smith, included Bill
Dobie, Alma Mater Society (to May
1995); David Dolphin, Faculty of
Science; Gail Edwards, Graduate
Student Society; Gerald Gorn,
Faculty of Commerce and Business
Administration; Peter Joliffe, Faculty
of Agricultural Science; Jo-Ann
McEachern, Faculty of Arts; Khalil
Shariff, Alma Mater Society (from
June 1995); Veronica Strong-Boag,
Faculty of Graduate Studies/Faculty
of Education; Mark Vessey, Faculty of
Arts; and Byron Hender (Secretary),
Student and Academic Services.
In June, the Library was visited
by the five external members of the
Committee: Carol Moore, Chief
Librarian, University of Toronto;
Paul Wiens, Chief Librarian,
Queen's University; Betty
Bengtson, Director, University of
Washington Libraries; Scott
Bennett, University Librarian, Yale
University; and Nancy Eaton, Dean
of Library Services, Iowa State
University. After a series of
meetings with Library
administrators, librarians, staff,
faculty, and University administrators,
they submitted a written report,
which forms an appendix to the
Committee's final report. The latter,
released in November 1995, made
seventy-one recommendations
relating to the Library's operations.
The report recognizes the
richness of the Library's collections
and their importance to research,
and calls for extraordinary measures
to protect the Library's collections
budget. Both the internal and
external reviewers expressed concern
about the Library's ability to
maintain the strength of its research
collections without increased
financial support from the University.
In addition to spiralling price
increases, the collections budget has
been strained by the increase in new
electronic formats and the
expansion of academic programs.
The report recommends that the
annual inflation adjustment to the
collections budget be based on a
price index specific to library
materials, that fund-raising efforts
for collections be strengthened, and
that the faculties consult with the
Library before creating and advertising
positions in new subject areas.
The report contains several
recommendations for increased
faculty involvement in developing
the Library's collections policies and
for improved collections
management, including reinstating
the position of a full-time Assistant
University Librarian for Collections.
Other issues raised in the report
concern accounting for and
allocating collections funds,
resource sharing and interlibrary
loan, and special collections.
The reviewers support the
Library's decision to purchase
vendor-provided automated systems
rather than continue with
increasingly expensive in-house
development. Their recommendation
that the University assist the Library
by providing one-time funds to
cover approximately half the cost of
the new computer system has been
The report also endorses the
Library's Restructuring Plan (see
Appendix D) to support technological
change and development.
The report discusses the central
role of the Library in providing
access to electronic information for
the University community as well as
in providing the extensive training
required for the use of these new
resources. The reviewers also
comment on the critical importance
of addressing the issues ofscholarly
publishing and copyright within the
context of electronic publishing.
The reviewers welcome the
construction of Phase I of the new
Koerner Library, although they note
that the Main Library will still be
heavily used as it will continue to
house up to forty percent of the
humanities and social sciences
collections, the Fine Arts Library,
Map Library, Science and
Engineering Division, and the
Special Collections and University
Archives Division. The reviewers
urge the University to proceed with
Phase II of the Koerner Library,
develop a Science and Engineering
Library, and complete a master
space plan for the Library. A
significant recommendation is that
the Main Library be decommissioned as soon as possible. The
report notes that the Main Library
building has pervasive, serious, and
fundamental problems. This view is
reflected in comments by the
External Review Committee that
the Main Library building is
"appalling" and "inadequate and
totally dysfunctional."
another central theme in the report.
However, the reviewers express
concern about staff morale, staff
renewal, and the ability of staff to
continue to do more with less. They
recommend that the Library develop a
plan for replacing key staff and take
steps to improve morale.
Maintaining its reputation for
service excellence is a challenge in
the face of ongoing financial
restraint and the Library has had to
make painful choices about which
services to protect and which ones
to reduce or even eliminate. Recent
budget forecasts indicate that this
difficult decision making will
continue. The report identifies
service priorities for six broad areas:
access, information services and
orientation, space and facilities, user
fees, undergraduate use of the
Library, and systems.
The report recognizes that the
Library is a key provincial resource
used by organizations and
individuals outside the University
community. The reviewers strongly
urge the Library and the University
to pursue official recognition of this
role from the province and to
continue to act as a leader in
strengthening resource sharing
among post-secondary libraries,
both provincially and nationally.
The report has been widely
distributed on campus. For the
Library's specific response to each
of the recommendations,
developed through a process of
internal and external consultation;
see Appendix E.
The high quality and vital
contribution of the Library's staff is VERSITY OF  BRITISH COLUMBIA     [BRARY ANNUAL REPOl
The planning and consultation
process which the Library began in
December 1994 was completed in
July 1995 and a final version of the
Restructuring Plan (see Appendix D)
was distributed to the University
community. In addition, the
Library focused its resources and the
energy of its staff on working
towards completing a manageable
set of major initiatives as well as on
maintaining its normal services.
These initiatives, listed below,
represent priorities identified by the
Library's self-study, the external
review, and the restructuring
planning process.
3. Re-engineering/restructuring
♦ establish five task groups
♦ Asian Library Integration    ask
♦ Levels of Cataloguing Task
♦ Ordering and Payment
Processing Task Group
♦ Phase I Planning Task Group
♦ Document Delivery/Interlibrary
Loan Re-engineering Task
♦ continue with move towards
the Electronic Library
1. Technology
♦ acquire and implement a new
2. Space
♦ preparation for the move to
Phase I of the Koerner Library
♦ weed, shelfread, and insert
theft-detection strips in
♦   develop performance indicators
and benchmarks
Progress on some of these
initiatives is described in the
following sections of this Report,
while the completion of others will
be reviewed in the 1996/97 Annual
♦ retrospective conversion of
bibliographic records for
materials being moved
♦ select materials to be moved
from Main to Phase I
♦ design organizational structure
for Phase I
♦   work with Campus Planning &
Development to produce a
master plan for Library space
Patterns for accessing,
evaluating and integrating
information are shifting as print
resources are being enhanced and
extended through electronic
technology. Changes in how
information is made available
require that the Library continually
evaluate and change services in
order to meet the evolving needs
and expectations of its users. At the
same time, the traditional services
required to support the print
collections must be maintained.
The UBC Library continues to
focus on development and delivery
of innovative teaching programs,
provision of access to information
on site and remotely through
cooperation with other libraries and
consortia, and through continued
and improved dialogue with the
Library's user communities.
Library- Instruction
In the current environment of
shrinking budgets and expanding
electronic resources, a program of
library instruction is critical to the
support of research, teaching and
learning. Instruction must go far
beyond simply pointing to where
information resides. It must teach
the tools and techniques needed to
access and retrieve information, to
evaluate its scholarly authority and
to organize a logical scheme for its
The UBC Library, with support
from the Teaching and Learning
Enhancement Fund, is making
substantial progress in developing
innovative teaching programs.
These are being planned by
librarians in consultation with
faculty and students, and delivered
by students on a regular schedule to
students in almost all disciplines.
The "Research skills and
information technology program"
provided more that 1,700 hours of
Graduate Academic Assistant time
to support the Library's system-wide
program of tutorials, workshops and
individual assistance helping students
to learn information retrieval skills. In
addition the "Libraries into the
classroom" program in the life
sciences will take library skills training
programs into lecture halls via laptop
The Teaching and Learning
Enhancement Fund also funds
development of an interactive, self-
paced library instruction program
delivered via the World Wide Web
(Web). This program designed
primarily for undergraduates,
teaches them how to select
appropriate files from the Library's
databases and to search effectively
for books and journals. Other
innovative programs include
electronic text resources and skills
for English, historical photograph
imaging, intellectual property skills
and resources, online access to
Canadian social sciences data
through the Web, self-directed
information retrieval and literacy
for chemical information, skills
development for electronic
geographical information and the
provision of materials and support
for students learning to speak
English. Information skills
programs for First Nations students
and a disability awareness program
for students working in the Library
In partnership with the Faculty
of Graduate Studies, the Library is
also developing a graduate thesis
advisory service to assist graduate
students to identify, assess, retrieve
and manage research-related data
from electronic sources. In
partnership with the Faculties of
Law and Commerce, the Library
will introduce an instruction and
assistance program to support
research using LexislNexis. SLAIS
and the Science and Engineering
Library are collaborating to make
multimedia programs available for
science students.
More than 15,000 students,
faculty and staff participated in
library instruction programs during
the year—approximately 25% more
people than in the preceding year.
As the complexity of the
information environment increases
more instruction will be required to
support research and learning.
Registered users of Netinfo
reached 21,400 by March 1996, an
increase of 53% over the preceding
year. Students access e-mail and
electronic information resources
from campus and remotely through
Netinfo. Increasing numbers of
users and levels of use are requiring
the Library and the University to
add workstations on campus and to
increase the number of dial-in lines
Dialogue with Users
Building effective new library
services for the UBC community
can only be done with a thorough
understanding of the needs of that
community. In 1995, the Library
held focus groups to identify
concerns and priorities. In response
to those concerns, the Library
increased hours in large sites,
improved photocopy services, shelf-
read the Main Library collection,
increased the number of
workstations throughout all
libraries, increased the number and
diversity of teaching programs to
develop information skills and
improved interlibrary loan services.
The Library will continue to
implement changes suggested by the
focus groups as resources and
opportunities become available, and
will continue to consult with such
focus groups in order to identify
concerns and priorities.
A traffic and reference survey
aimed at tracking changes in library
use was conducted to compare with
data gathered in 1992. The results
showed that the overall use of the
UBC Library system increased by
16% while use by non-UBC
patrons dropped by 20% compared
to 1992 figures. Five libraries,
Main, Sedgewick, Woodward,
Education, and Lam, now account
for more patron visits than the
entire system of 15 libraries
recorded in 1992. Reference use by
non-UBC patrons declined
significantly, in part due to
improvements in remote request
services to SFU.
The " YOUR UBC forum on
the Library, chaired by Maria
Klawe, Vice-President for Student
and Academic Services provided an
opportunity for students to raise
concerns and suggestions about
Library services, study space and
related matters. The discussion
identified several themes: social and
study areas, soundproofed group
study space and improved
computing facilities are needed,
evening/weekend library hours need
improvement, and the collections
need more protection from theft
and mutilation. Reference services
got strong positive support and
students requested more workshops
on how to find and use information
Faculty Library Advisory
Committees continued to assist
with development of service policies
and collections. Library staff
continue to attend Faculty and
Departmental meetings and to
participate on curriculum
committees throughout the
Crane Library
After 26 years as a branch of the
Library system, the Charles Crane
Memorial Library officially became
the Crane Resource Centre, a unit
within UBC's Disability Resource
Centre. The integration of Crane
into the DRC follows
recommendations from the Hickling
Report on the Crane Memorial
Library and the Report of the
Committee to Review Services to
Persons With Disabilities (1995).
The change realigns and
consolidates existing services, which
in Crane's case extend well beyond
the usual library role.
First Nations House of Learning
Xwi7xwa Library
The Xwi7xwa Library holds a
small but valuable collection of
documents. The collection is
growing and is of interest to many
students and scholars on campus.
Funding from the Vice-President
Academic permitted the
appointment of a Head in
September 1995, reporting to the
University Librarian in consultation
with the FNHL Director. The
Head is responsible for developing
the collection and providing
Resource Sharing and Cooperative
The Task Group on Resource
Sharing and Interlibrary Lending
continued to redesign services to
improve access for UBC users and
to eliminate the GPOF subsidy for
interlibrary loans by March 31,
1996. End users in Science and
Engineering, Life Sciences,
Agriculture and Forestry are now
able to order documents directly
and are pleased with the service.
The self-serve document
delivery request system, first
developed for UBC users in 1994
and later customized for SFU, won
second place in the Canadian
Association of University Business
Officers' annual Quality and
Productivity Awards. This service
will be made available to other
British Columbia universities and
The UBC Library continued to
work as a member of the Council of
Prairie and Pacific University
Libraries and the Electronic Library
Network to develop the Western
Canada Virtual Library. A program
to issue complimentary COPPUL
library cards for visiting faculty and
graduate students has been
introduced and a number of
databases have been made available
throughout the region. XI
Goals and Objectives
Relocate collections and
services while Sedgewick
Library is renovated and
integrated into the new
Koerner Library.
2. Relocate science, engineering,
life sciences, and fine arts
undergraduate collections and
services from the Sedgewick
Undergraduate Library to the
appropriate subject division.
3. Move Humanities and Social
Sciences, Government
Publications and Data Library
staff and collections into the
Koerner Library and integrate
them with the Sedgewick staff
and collections.
4. Implement the new
organization and service
models planned for Koerner
Library and for the Main
5     Review and improve library
service models to support
distributed learning.
6.   Continue to improve
communications with the staff
The recommendations of the
Review Committee (see Appendix D)
for the Library included a
substantial number relating to
collections, dealing with issues of
funding levels, funding allocation,
collections administration, and
collections assessment. One of the
most significant events of the year
with respect to collections
management in the Library was the
wide-ranging discussion these
recommendations received in the
Library, the Collections
Management Council, the Faculty
Library Advisory Committees, and
the Senate Library Committee.
Several recommendations
involved serials, as serials costs
continue to play an important role
in collections management. One
recommendation called for
examining the earlier Senate Library
Committee guideline on the serial
to monograph expenditure ratio of
65:35. After reviewing this, the
Senate Library Committee
recommended to Senate that a
Library-wide ratio be rescinded, and
that each branch library and its
faculty advisory committee monitor
its own ratio to make sure that it is
an appropriate one. Another
recommendation suggested biennial
rather than annual serials
cancellations. The Library cancelled
1,650 subscriptions for 1996
resulting in an annual saving of
nearly $475,000 but will be able to
forego cancelling any 1997
subscriptions, thanks to a stronger
Canadian dollar during the 1996
renewal period as compared to the
fall of 1995.
Other recommendations asked
for more cooperation with other
libraries. Developments in the past
year included cooperation with the
Electronic Library Network (ELN)
to obtain KIOSK, a full-text version
of Canadian Business and Current
Affairs (CBCA), cooperation with
several libraries in ELN to obtain
the full-text of ABI Inform, the
CANSIM initiative, the first full
year of cooperation with CISTI for
document delivery of scientific
journal articles from electronic
requests initiated directly by users,
discussions with the three largest
B.C. universities to cooperate on
networked SilverPlatter databases,
and discussions with the COPPUL
libraries regarding a group
subscription to the Academic Press
journals in electronic form.
The Library has continued to
expand its holdings of electronic
resources. Noteworthy this year has
been SilverNet, the networking of
nine SilverPlatter databases, funded
for the first year by Innovation
Funds. The Library's other main
platform, OVID, acquired BIOSIS.
Thanks to additional support from
the Vice-President for Student and
Academic Services, funding for
Netinfo, through which the Library
provides electronic access for all
UBC students, was increased to
The Library continues to
receive donations of money and
gifts-in-kind, and the Collection
Enrichment Endowment Fund has
grown to $524,000, more than halfway to its goal of $1 million.
Especially notable this year was an
anonymous gift of $80,000 for
more microfilm units of works XI
listed in the Eighteenth Century
Short Title Catalogue. This was
supplemented by an additional gift
of $10,000 for the same purpose
from the Ernest T. Rogers Fund. A
unique resource in microform, the
Iranian Oral History Collection, was
donated to the Library. As part of
the final round of SSHRC grants
for collections development, the
Library received $20,000 over two
years for historic children's literature.
University Archives
During the reporting period the
University Archives continued its
efforts to introduce more systematic
management of the institution's
recorded information. Working
with the University Archives and
Records Management Advisory
Committee, Archives' staff drafted
two new policies on "Records
Retention and Disposition" and
"University Archives" both of which
were passed by the UBC Board of
Governors in March 1996. In
conjunction with an earlier policy
pertaining to records management,
these University policies mandate
the University Archives to
coordinate the institutional records
management program; recognize
the stewardship role of the
University Archives in serving as the
official repository of the University's
permanently valuable records;
formally assign the University
Archivist responsibility for
identifying, preserving and making
these corporate resources available;
and stipulate that University records
must be managed in accordance
with records schedules approved by
the University Records Disposition
Committee. In addition, the staff of
the University Archives also drafted
a complete set of schedules for the
University's administistrative
records. These schedules identify
each class or series of records
commonly produced by offices
across campus and designates the
length of time each should be
retained in the unit and also
stipulates the office responsible for
retaining information that might be
duplicated in a number of
University offices.
Fiscal year 1995/96 began on a
high note as the Library's
Preservation Microfilming Special
Projects Program was awarded the
1995 CACUL Innovation
Achievement Award at the
Canadian Library Association's
annual convention. The award
recognized the Library's success in
preserving fragile and scarce
materials onto high-quality
microfilm and its unique approach
in meeting the high costs of
preservation microfilming through
subscription sales to libraries
throughout the province and
around the world.
Key projects this year included
filming the B.C. DirectoriesTor 1900
through 1919. These fragile
volumes are subject to heavy use in
public and academic libraries—by
historians, engineers performing site
analyses, social scientists,
genealogists and the general public.
Having sets of directories widely
available on microfilm ensures that
the information in them will not be
lost through damage to the few
remaining paper copies. Some of
the volumes filmed in the project
are perhaps the last surviving
complete specimens, and the
which lent these items from their
collections: BCARS, Vancouver
Public Library, and the Greater
Victoria Public Library.
Another project this year was
the filming of an archival collection,
the William Michael Rossetti Diaries,
part of the famous Angeli-Dennis
Collection of Pre-Raphaelite
materials in the Library's Special
Collections and University Archives
Division. In addition, a complete
Shakespeare, once owned (and
annotated) by novelist Malcolm
Lowry was filmed in partnership
with the University of Victoria's
McPherson Library.
Ongoing projects are becoming
an increasingly important part of
the program. By filming regular
additions to some of the previous
projects undertaken, their currency
is maintained and their usefulness
improved. For example, this year
two more years of the B. C.
Provincial and Scholarship
Examinations were filmed for the
Education Library, bringing the set
up to 1994. Similarly, nine more
reels of UBC Theses on B. C. History
and Related Subjects were filmed,
bringing the set up to 1936.
The Library is proud of the
diversity and quality of its
preservation microfilming projects
managed within the constraints of
cost recovery. Future plans include
the continuation of the Directories
and other ongoing projects.
Towards the end of the reporting
year, negotiations began with the
National Diet Library of Japan for
the filming of several Japanese-
Canadian archival collections held
at UBC.
The Library's Mendery
continues to give professional-level
treatment to damaged papers and
bindings from a wide range of
Library collections. Highlights
included the restoration and
rebacking of Thomas Salmon's
Compleat Collection ofState-Tryals,
1696-1709(1719), and Thomas
Oughton's Ordo Judicorum (1728)
for the Law Library's Special
Collection, and of J.C. Krafift's
Recueil dArchitecture Civil (1829)
for the Fine Arts Library. Ongoing
training sessions have continued
with a well-known private
conservator in Vancouver.
Acetate microfilm collections
continue to be monitored for signs
of chemical instability. Efforts also
continue in working toward
acceptable storage for all of the
Library's collections. Preservation
staff continue to monitor the
development of digitization
technology, participating by
invitation in the Research Libraries
Group workshop on digital imaging
held in Palo Alto. In September, the
Library hosted the 12th
international meeting of the ISO
TC171 (International Organization
for Standardization Technical
Committee 171—Document
Imaging Applications), with
delegates from around the world.
u XI
Goals and Objectives
To manage the collection in an
effective manner during the
coming year of changes in the
Library's structure.
2. To continue discussions on
resource sharing and
cooperative collections with
other libraries and consortia.
3. To monitor serials
expenditures, the overall serial/
monograph ratio, and the ratios
for each branch library.
4. To evaluate developments
regarding networking electronic
University Archives
Work with the University
Records Disposition
Committee and participate in
campus consultation which will
result in the formal approval of
the retention schedules for
administrative records
developed by University
Archives staff.
2.    Secure additional resources to
help the University Archives
fulfill its mandate. This will
include continuing to provide
records management services to
campus units as well as
soliciting funds from external
granting agencies.
3.   Seek out and participate
actively in University initiatives
involving the management of
its recorded information.
1     To continue to produce
preservation microfilms in order
to make them available at
reasonable cost to local and
international library
communities and to
economically enlarge the
Library's own microfilm sets.
2. To foster observance of the
standards and procedures of
preservation microfilming in
the wider library and archives
community, and to encourage
cooperative microfilming
projects among government,
academic, public and special
3. To continue to provide through
the Mendery appropriate
conservation advice and services
to all Library divisions, to
ensure that rare and valuable
bibliographic artifacts receive
appropriate treatment and
storage, and to continue to
work toward acceptable storage
for the Library's collections.
4. To continue to monitor the
condition of the acetate
microfilm collections and the
development of digitization
projects for print materials.
Circulation activity increased to
4,671,595 loans from 3,720,490 in
1994/95—a 25% increase in one
year and a 65% increase over two
years. Self-serve checkout and
renewal services have facilitated the
borrowing process, and the latter in
particular has contributed to the
increase in circulation activity.
Journals throughout most of the
Library system now do not circulate
and unrecorded use of the collection
is estimated to be more than the
recorded use of material. A loan
policy which requires that in
general material be returned after
two weeks ensures that books are
available for users.
Technical Services
The unit structure within the
Catalogue Division was replaced by
centralized administrative and
workflow control at the divisional
level as of May 1995. Seven LA 3's
were given enhanced cataloguing
assignments and reclassified to LA 4
in June 1995. This reclassification
also prepared the way for pending
changes in cataloguing policy.
The plan to integrate all
processing functions within the
Asian Library was completed. Once
space in Asian Library is renovated,
up to eleven staff members in the
Catalogue Division will move to the
Asian Library, as well as three
Order Division staff. Work has
begun within the Order Division
to create an order unit for the
Asian Library. The intention is to
have a trained core of order staff
ready for the move when the
renovations are completed.
Significant reallocation of
professional time was made to
public services and collections by
the Catalogue Division. The
European languages cataloguer is
now assigned 50% time to
cataloguing and 50% time to
Humanities/Social Sciences
reference and Spanish collections
development responsibilities. The
Japanese language specialist is now
assigned 50% time to cataloguing
and 50% time to Humanities/Social
Sciences reference and English-
language Asian material collections
development responsibilities.
Staff in the Order Division
assisted in some of the preparations
in Main Library for the move to the
Koerner Library and also spent 786
hours preparing 393 trucks of books
sent from Main Library for storage
in the Library Processing Centre.
Work to rationalize monograph
and serial binding processes
continued. This will permit the
reallocation of some staff time to
other areas which have been affected
by continuing staff reductions
resulting from attrition.
Upgrade of equipment
continues to be a high priority.
Gradual replacement of terminals
with intelligent workstations has
been progressing, especially during
this reporting year, and is expected
to be completed by the end of the
next reporting year.
13 XI
Goals and Objectives
To review and adjust circulation
service policies in preparation for
the new library system.
2. To realign staff and services
between the Main Library and
the new Koerner Library.
3. To integrate document lending
to other libraries into the
Circulation Division.
4    To complete the installation of
detection strips into Main
Library materials.
Technical Services
To complete the first round of
upgrading equipment by
replacing all remaining
terminals with workstations.
2. To prepare for the new DRA
automated system: conversion,
training, implementation.
3. To help complete the
installation of detection strips
into Main Library materials.
4. To review and revise processing
workflows where required as
DRA and cataloguing policy
changes are implemented.
5. To integrate music cataloguing
functions into the Music
Library and order and
cataloguing functions for Asian-
language materials into the
Asian Library.
6. To continue retrospective
conversion of card catalogue
Automation and Technology
Signficant progress was
achieved on the Library's two major
technology initiatives: to commence
the transition from local
development to purchase of
commercially available systems,
especially for support of library
processing work; and to secure
ongoing funding and budget
flexibility for technology and the
information infrastructure.
The UBC Library completed its
Request for Proposals (RFP) project
for an automated library system and
services. DRA was selected as the
most suitable vendor and contract
negotiations were successfully
concluded in mid-1996. In the
coming year, the Library expects to
complete data conversion and
implementation work for the new
system. This is a major project and
will also involve changes to many
local processing procedures and
associated workflows. Staff from all
parts of the Library will be active
participants in this project.
More than $300,000 was
reallocated to the systems
infrastructure budget during the
past year. In addition, one time
funding of more than $600,000 was
secured from various internal
budget savings and special funding
from the University Administration
for the purchase of the new DRA
standalone CD-ROM workstations
at various library locations. Nine
databases were loaded initially and
plans are underway to add more
databases in the coming year.
Shared data base licenses and
SilverPlatter ERL access are also
being explored with the SFU and
University of Victoria Libraries.
The construction of the new
Koerner Library had a major
information technology focus.
Systems Division and other Library
staff worked closely to ensure that
the new facility contained the
appropriate communications
infrastructure to support the
Library's automation activities for
the foreseeable future. The building
has been wired extensively to
support staff and public use
workstations, labs and instructional
classrooms, plus several hundred
carrels with LAN drops.
World Wide Web activity
continued to increase throughout
the Library. It also became apparent
that Web-based interfaces will play
a major role in providing access to
the UBC Library's multiple local
systems and numerous remote
Internet based services. Planning
and design work on a Web-based
interface to online public services
commenced in earnest.
Provincial Innovation funding
was used to acquire and implement
the SilverPlatter ERL system which
provides network access to databases
previously available only on
Library Space and Equipment
Master Space Plan
A committee to work with a
space consultant and develop a
Master Space Plan for the Library
was formed in November 1995, co-
chaired by Dr. Ruth Patrick,
University Librarian and Kathleen
Beaumont, Associate Director,
Capital Programs, Campus
Planning & Development. The
plan, which is crucial to the future
development of the Library, was to
be completed by September 1996,
and will be reviewed in next year's
annual report.
Koerner Library
The new "tower" section of the
Walter C. Koerner Library (Central
Library—Phase I) was completed by
the summer of 1996. At that time,
the Sedgewick Library was emptied
and the staff and collections moved
into the new section, so that
demolition and renovation could
begin to integrate Sedgewick space
into the Koerner Library. In
addition, the Library
Administration moved from the
Main Library to new space in
Koerner. Although occurring after
the reporting period, the
renovation of Sedgewick was
completed on schedule to allow
the final and major stage of the
move of staff and collections from
the Main Library to the Koerner
Library in December 1996.
in the staff newsletter kept staff
informed about the progress of the
construction. Throughout the
construction period, both the
contractors and the Library staff
members in Sedgewick have worked
together very well. Foundation
Building West Inc. has been
sensitive to the Library's needs, and
Library staff and patrons alike have
put up with considerable disruption
with patience and good humor.
Main Library
Security in the Main Library
continued to be a concern. After
some thefts from the mail room, a
locked cage was constructed to
house valuable items awaiting
Campus Planning &
Development is working with the
Library to design a single entrance
to the Main Library. This would
result in cost savings by eliminating
the need to staff turnstiles in several
locations within the building.
Library Processing Centre
The Library Processing Centre
experienced many ventilation
problems over the summer of 1995,
requiring a great deal of effort on
the part of both the Library and the
University's Department of Plant
Operations. The situation now
seems to have been resolved to
everyone's satisfaction.
In order to make the transition
from Sedgewick to Koerner as easy
as possible for everyone concerned,
periodic staff tours of the new
building were organized, an
electronic bulletin board devoted to
questions about the Koerner Library
was initiated, and a regular column
The Library's need for storage
continued to be acute. Installing
compact shelving in the Asian
Library proved to be prohibitively
expensive and that project had to be
abandoned. Compact shelving for
the Law Library and for the
Woodward Biomedical Library are
next on the list of priorities when
funding becomes available. To date
there are no plans for a campus-
wide facility for less-frequently used
research materials.
Maintenance and Repairs
A new elevator to replace the
existing one in the north wing of
the Main Library was installed in
the summer of 1996. The old
elevator has been a constant
source of problems for staff in the
Main Library, especially for those
in the School of Library, Archival
and Information Studies for
whom this elevator is the only
means of access to the School for
people with disabilities.
A new device to record the
temperature and relative humidity
in the vault in the Special
Collections and University Archives
Division was installed in March
1996. The failing climate control
equipment which regulates the
temperature and relative humidity
in the vault is due to be replaced
before the summer of 1996. If
possible, at this time the
manuscripts room in Special
Collections will be added to the
new HVAC system.
A break in a large water line
under the Library in January 1996
caused major flooding in the south
wing mechanical room of the Main
Library. Fortunately no collections
were damaged.
Goals and Objectives
Automation and Technology
To implement the DRA system
by May 1997 and
decommission the LDMS/
MTSL system. This will include
the migration of Acquisitions/
Accounting, Cataloguing/
Authority Control, Circulation,
and Serials Management. There
will be major data conversion
activities associated with this.
2 To implement a Web-based
public interface to all of the
Library's major local systems:
DRA, Ovid, SilverPlatter, and
3 To implement a new ILL/
document delivery system by
May 1997, preferably as part of
a co-development partnership
with DRA.
4 To continue with the
reallocation and fund-raising
for the new information and
technology budget.
5 To continue with the addition
of new workstations, and the
replacement of old equipment,
for both staff and public use.
6.   To increase the Library's profile
in campus wide IT activities
through participation in groups
such as ACIT, the Campus
Connectivity Project Steering
Committee, and the Netinfo
Steering Committee.
To complete the systems and
infrastructure support required
1     To complete the construction
of the Walter C. Koerner
2. To complete the Master Space
Plan for the Library.
3. To install additional compact
shelving wherever possible in
the Library system.
4. To work with Campus
Planning & Development to
achieve the quality and quantity
of storage space the Library
needs to alleviate our severe
space shortage.
5. To replace the ailing HVAC
system in the Special
Collections and University
Archives vault.
6. To improve the security in the
Main Library.
The accomplishments of the
Library are in large part the result of
the expertise and dedication of the
Library's staff, whose contributions
and assistance continue to be highly
rated by students, faculty, and other
users of the Library. An active
training and development program
supports staff members as they
manage and use new information
technologies, accommodate
changing work responsibilities, deal
with financial restraints, and cope
with the need to reorganize and
develop new services. Although the
number of staff positions continues
to decline, the Library has made
special efforts to recruit new staff
members with the skills and abilities
needed to ensure that the Library
continues to fulfill its mission of
supporting teaching and research at
the University. While an increasing
number of retirements and early
retirements has permitted some staff
renewal, the need to fund new
technology and to meet other
financial exigencies has meant that
the confirmed appointment track
renewal rate for librarians has been
below the University average of 4%
for tenure track faculty renewal.
A revised Agreement on
Conditions of Appointment for
Librarians was approved by the
University and the Faculty
Association and ratified by
librarians. It provides for a longer
probationary appointment period,
and for confirmed appointments
funded wholly or in part by grants.
Librarians now play a much larger
role in the selection and
confirmation processes, as these
have changed from purely
administrative functions to collegial
ones modelled after analogous
procedures used for faculty selection
and tenure decisions. The Agreement
also provides that the majority of
members of the President's
Librarians' Appointments
Committee, which makes
recommendations on confirmed
appointments to the President, will
be librarians holding confirmed
Library staff and other former
colleagues were saddened to hear of
the death of Graham Elliston on
May 17, 1995. Graham became ill
shortly after taking early retirement
in June 1994. He had worked at the
Library for more than thirty-three
years, as a cataloguer, serials
bibliographer, and Head of the
former Gifts & Exchanges Division.
Three librarians with more than
77 years of combined service
retired during 1995. Hans
Burndorfer, Head, Music Library,
Fine Arts Library, Special
Collections & University Archives
Division, and Map Library
(probably the longest title in the
Library!) retired after more than 31
years of service. Les Karpinski,
Western European Languages
Bibliographer, took early retirement
after more than 26 years at the
Library. Raman Venkataraman
retired after more than 20 years as
Reference Librarian in the Science
& Engineering Division.
Mary Beth Clark resigned in
October 1995 as Asian Studies and
Economics Reference Librarian to
accept a position at the
International University of Japan.
Lesley Ashford, part-time
Development Officer for the
Library, left the University in
January 1996. Johann van Reenen,
Head, Life Sciences Libraries,
resigned in February 1996 to
become Head of the Science and
Engineering Library at the
University of New Mexico.
New permanent and temporary
appointments included Joy
Kirchner, Reference Librarian,
Science & Engineering Division;
Marcel Fortin, Reference Librarian,
Humanities/Social Sciences
Division; Gene Joseph, Head,
Xwi7xwa (First Nations House of
Learning) Library; Sarah Sleigh,
Circulation Librarian; Larry
Campbell, Information Librarian,
Sedgewick Library; Kathy Hornby,
Reference Librarian, Woodward
Library; David Winter, Circulation
Librarian, Sedgewick Library;
Christina Sylka, Reference
Librarian, David Lam Library; and
Kerry Hutcheon, Facilities Planning
Librarian, Administration. Nadine
Baldwin's appointment as Assistant
University Librarian, Technical
Services was extended for another
two years; Margaret Price was
appointed Acting Head, Life
Sciences Libraries; Chris Hives was
appointed Acting Head, Special
Collections & University Archives,
Fine Arts Library and Map Library;
and Kirsten Walsh served as Acting
Head, Music Library.
The University has recognized
the Association of Administrative
and Professional Staff as the
representative of Management &
Professional (M&P) staff, and
negotiations have begun for a first
agreement on conditions of
employment. This will affect M&P
staff in the Asian Library, the Data
Library, Graphics, and the Systems
Division. A five-year collective
agreement covering the period
April 1, 1994 to March 31, 1999
was signed with CUPE 2950, the
union representing the Library's
support staff. Several issues
relating to the placement rights of
laid-off employees, training, and
tuition waiver were left to the
special mediator, Don Munroe,
for final resolution. As part of the
settlement, support staff chose to
receive three days paid leave
between Boxing Day and New
Year's Day beginning in 1996 in
lieu of a salary increase during
that year.
Training and Development
In its fourth year of
programming, the Library's Staff
Training and Development
program supported 279 sessions or
courses for 1,414 participants.
Special emphasis was placed on
training and development in the
subjects of information
technology and managing change
and transition.
Individualized training was
provided to 218 participants in such
specialties as World Wide Web and
Internet access, accounting,
archives, electronic texts, desktop
publishing, word processing, project
management, geographical
information systems, media
librarianship, interlibrary loan/
document delivery, spreadsheets,
human resource management,
medical librarianship, effective
presentations, manager as coach,
effective meetings, decision making,
risk taking, and negotiation skills. 'HE    DIVERSITY OF  BRITISH COLUMBIA LIBRARY ANNUAL REPORT
Three programs were
customized for library staff:
Managing Personal Change and
Transition with trainer Judy Clarke
was attended by 89 library staff
members, 70 staff members
attended specially designed
Windows courses, and 23 staff
members received training in
setting up home pages on the
World Wide Web.
Non-routine training methods
included a workshop on the Web,
conducted entirely by electronic
mail, and a self-directed training
program involving correspondence
and a series of exams for local area
network programming.
In addition to funding from
the Staff Training and
Development budget ($60,000),
the Librarians' Travel Grants
Committee allocated $10,625 to
22 individuals to partially fund
attendance at conferences and
meetings of scholarly or
professional societies, while
$51,621 from administrative
travel permitted another 22
individuals to attend 53 meetings
or conference sessions as
representatives of the Library.
Safety and Security
In February 1996, the hours of
monitors working in the Main
Library were extended. They now
work Monday-Friday 2:00 pm
until closing, Saturday 10:00 am
until closing, and Sunday noon
until closing. The monitors were
provided with identifiable T-shirts
and cell phones to increase
visibility and improve
The Security Bus service was
greatly improved with the addition
of a fixed bus route running on a
regular schedule. This provides
additional security for users of the
Main Library, especially those who
use this building in the evenings.
Staff Complement
The Library's staff complement
(including core budget and non-
core budget positions) now totals
328.51 full-time equivalent (FTE)
positions, including 86.75
librarians, 9.17 management &
professional (M&P) staff, and
232.59 support staff. This compares
to a total of 342.84 FTE positions
in 1995, and represents a net
decrease of 4%. The effect on core
budget positions was somewhat
larger, as these decreased from
328.04 FTE to 306.63 FTE, a
reduction of 6%. Non-core budget
positions (fee-for-service or grant-
funded) grew from 14.8 to 21.88
FTE, an increase of 47%. Such
positions now represent 6% of the
Library's staff complement.
Eliminated positions were used
during the 1995/96 fiscal year to
fund negotiated staff salary
increases, to supplement allocations
for technology, supplies, equipment
and other operating expenses, and
to provide the resources for new
services. The Library has worked
hard to deal with fiscal restraint
through normal attrition,
retirement, early retirement,
reduced appointments, and an
increased use of non-core budget
positions, and to date has not had
to resort to layoffs.
The actual working staff
complement is less than the figure
21 XI
listed above. As of the writing of
this report, two positions have been
left vacant for financial reasons, and
six positions are blocked by early
termination or early retirement
incentive agreements. In addition,
wherever possible, short-term
vacancies resulting from leaves have
not been refilled.
Goals and Objectives
Attain and maintain an average
annual renewal rate of 5% of
librarian positions.
Safety and Security
1     Continue to monitor security
and safety related issues.
Training and Development
Continue supporting training
needs identified by staff and
supervisors with the most suitable
training activities available.
2. Plan for training all staff on
DRA, the Library's new
automated system.
3. Plan for training all staff on the
basics of electronic mail and
provide regular sessions on
Internet applications at the
intermediate and advanced levels.
4. Plan for training the DRA
5     Identify and support training
programs that assist staff in
dealing with change, workflow
disruptions, organizational
6.    Build a training and
development budget of at least
In Memoriam
Walter C. Koerner, a longtime
friend and benefactor of the
Library, passed away on his 97th
birthday on July 21, 1995. Dr.
Koerner's personal advocacy and
financial support on behalf of the
Library's collections and buildings
spanned more than forty years. His
generosity helped build the Slavonic
Studies collection, and enabled the
Library to obtain materials in the
humanities, social sciences, and
Asian studies, including originals or
facsimiles of rare works that would
otherwise have never come to UBC.
He was a founding member in
1956 of the Friends of the Library,
and continued as a member for
many years. Two years later, he
contributed the start-up funds, later
supplemented by federal and
provincial grants, which resulted in
the addition of the south wing to
the Main Library. During the World
°f Opportunity campaign in 1993,
one of the most generous pledges
received for a new humanities and
social sciences research library was
from Dr. Koerner.
His generosity was not just
limited to the Library. As Chairman
of the Board of Governors (1968-
1972) he initiated the process which
led to the construction of the
Museum of Anthropology, and the
Koerner family's collection of
Northwest Indian art remains a
highlight of the Museum's holdings.
A later contribution led to the
opening of the Koerner Ceramics
Gallery in 1990.
For these and many other
reasons, it is most fitting that in
1994 the Library and the University
agreed that the new humanities and
social sciences research library
would be named the Walter C.
Koerner Library. Sir Christopher
Wren's epitaph applies equally well
to Walter Koerner:
Si monumentum requiris,
If you seek a monument,
look about you.
Development and Community Support
Thanks to the many supporters
of the UBC Library, a total of
$514,000 was donated in 1995/96.
The Walter C. Koerner Library
Leave Your Mark campaign was
extremely successful and completed
the funding for the new Koerner
Library. Alumni, faculty, staff, parents
and Wesbrook members generously
donated over $145,000 towards the
Library through the Annual Fund
appeals and many gifts-in-kind were
donated to the Library.
Fundraising for a $ 1 million
UBC Library Collections
Endowment Fund continues to be a
priority. Over $235,000 was
donated in 1995/96. Through the
Parent's Program, 555 parents
donated to this fund through the
UBC Annual Fund. Donors also
include many Wesbrook and
Chancellor's Circle members and
alumni. All gifts were matched by
the President's Fund to bring the
total raised to $524,000, half-way
to the goal of $1 million. The
endowment will generate over
$60,000 a year once the goal has
been reached. XI
Mr. Haig deB. Farris (BA
1960), President of Fractal Capital
Corp., is the Chair of the $1.5
million UBC Library Technology
Endowment campaign. This
endowment will ensure that
students, faculty, staff and members
of the community have ready access
to state-of-the-art equipment and
information in the future. The
income from the endowment will
complement the $1 million already
spent by the Library towards
technology through internal
reallocation. By the end of March
1996 more than $150,000 had been
committed to the Fund, including
generous donations by Haig Farris
and MacDonald Dettwiler. All gifts
are matched by the President's
Fund up to $500,000.
Of special note is the
establishment of the George
Woodcock Endowment Fund in
memory of Mr. George Woodcock
who died in January 1996. George
Woodcock was one of Canada's
most notable and prestigious
writers, winning a Governor
General's award and achieving
international recognition for his
work. Settling in British Columbia
after World War II, he co-founded
at UBC Canadian Literature, the
first periodical to be devoted
entirely to Canadian writing, which
he edited from 1959 to 1977. Mrs.
Ingeborg Woodcock and the West
Coast Book Prize Society members
donated $30,000 which was
matched by the President's Fund.
Gifts in Kind
Thanks to the generosity of
many donors, the Library has
received a total of 127 gifts-in-kind
valued at $84,456. UBC's Special
Collections and University Archives
are often referred to as the
University's "Treasure House"..
Recent estimates value the
collection at $80 million, although
most of the contents are
irreplaceable. For research purposes,
however, the value of the collection
is inestimable. Thank-you to all the
gifts-in-kind donors in 1995/96
including the following whose gifts
were $ 1,000 or more:
Ivan Avakumovic
Michael H. Bullock
James O. Caswell
Max & Moira Cynader
Guy G. S. & Marise E. Dutton
Joseph & Joyce Gardner
Barbara Heldt
Ronald A. Jobe
Robert W. Kennedy
H. Rocke Robertson
Gunther F. Schrack
J. Harry G. Smith
Philip & Hilda Thomas
The UBC Library gratefully
acknowledges all donors who
contribute to the Library. The
Library wishes to take this
opportunity to thank all supporters
who contributed donations in
1995/96, and to especially recognize
those individuals or organizations
who contributed $1,000 or more.
Dr. Stanley Z. Pech Book Fund
Vera Pech
Friends of MacMillan Library
Joseph & Joyce Gardner
Friends of Special Collections-
Howay-Reid Fund
Diamond Whaun
Friends of the Library Fund
Bryce Waters
George Woodcock Canadian
Literature Fund
West Coast Book Prize Society
Ingeborg Woodcock
Mary and David Macaree
Endowment Fund
Mary & David Macaree
UBC Library Collection
Enrichment Fund
Elsa Alsgard
Anonymous Donors
John & D. Cheryl Banfield
Estate of Helen R. Boutilier
Albert A. & Edna Brown
W. Thomas Brown
Chung Cheung
David Chi Wai Chung
Co-Steel Incorporated
E. M. Derworiz
Earl & Suzanne Dodson
Mary C. Dvorak
Dragon Seed Connection
D. Ross & Linda Fitzpatrick
Norman R. Hacking
Sandra L. M. Hodgins
Ladner Downs
William Kaye Lamb
Mildred Olson
Noel A. S. Owens
Ruth Patrick & John Aubry
Robert & Patricia Pipars
Clayton L. N. Robinson
Donald Rogers
Robert S. Rothwell
D. E. Ryder
P. R. Sandwell
John E. R Stainer
Morris J. Wosk, CM, OBC
UBC Library Technology Endowment
Haig & Mary E. deB. Farris
MacDonald Dettwiler
Walter C. Koerner Library Fund
Anonymous Donors
Professor & Mrs D. P. Chong
Earl & Suzanne Dodson
David J. Elkins & Nicole
Parton Elkins
Charles J. S. & A. Emelyn
Estate of Elizabeth Wilson Grant
Letitia A. Hay
Donna Hinds
Anne M. Kaplan
BeeGall (B. G.) Lam
Vanessa Tung Li
Ruth Patrick & John Aubry
Marion L. Pearson
Agnes Redmond
W. Thomas Brown
Janis Hamilton
Elmer Lyle Menzie
The Library is pleased to
welcome Pamela J. Miles as its new
Development Officer. Ms. Miles
has worked with the University
since 1989 in the same capacity on
a variety of fund-raising projects
across campus. She looks forward to
getting to know the many
supporters of the Library. Please
contact Ms. Miles at (604) 822-
8926 (tel), (604) 822-3893 (fax) or
through e-mail <>
for more information on ways of
giving to the Library.
Every effort has been made to
ensure accuracy of this listing of
donations and gifts received
between April 1, 1995 and March
31, 1996. Please notify Pam Miles
of any errors or omissions.
Operating Budget (GPOF)
In the 1995/96 fiscal year the
University separated its General
Purpose Operating Fund (GPOF)
into "core" and "non-core"
segments on the basis of their
revenue sources. The "core"
segment is funded from the
traditional GPOF sources, primarily
the annual operating grant from the
province and tuition fees for credit
courses. The "non-core" revenues
derive from such things as sales of
products and fees-for-service. The
Library and other units on campus
with significant fees-for-service set
up special "non-core" operating
accounts and budgets to manage
these funds.
The Library's total operating
budget for 1995/96 was $26.56
million, of which the "core" portion
was $24.6 million (92.66%). The
"non-core" operating budget was
$1.95 million (7.34%), funded
primarily from fees-for-service and
library fines. Both the "core" and
"non-core" segments of the
operating budget have continued to
increase every year, the "core"
portion funded centrally by the
University by 23% since 1991/92
and the "non-core" portion deriving
from the Library's own
entrepreneurial efforts by 34%.
Continuing increases in both
segments are essential to maintain
Library collections and services in the
face of continually increasing costs.
Salaries & Wages
Compensation for library staff
and student workers remains the
largest draw on the Library's
operating budget, although its
proportion of the budget has been
declining steadily. In 1995/96 it fell
from 55.89% to 53.33% of the
Library's total spending from the
GPOF. The salary budgets for
nearly 17 FTE vacant positions
were reallocated, approximately half
to fund salary settlements for
continuing members of both the
librarian and support staff
bargaining units and the remainder
to provide realistic continuing
budgetary support for current
Library technology. It remains an
objective to establish a permanent
budget of $ 1 million for
replacement and upgrading of the
computing and telecommunications
equipment on a five-year cycle. The
University provided continuing
funding for a new Head Librarian
position for the Xwi7xwa Library in
the First Nations House of
Spending on collections
increased, both in real dollars (up
7% to $9 million) and in its
percentage of the Library's
operating budget (up marginally to
34.8%). The University added
$408,650 to the continuing budget
for collections on the basis of the
Collections Formula: 1.5% for new
materials, 3.2% to offset the effects
of foreign exchange fluctuations,
and 0.2% to counteract inflation.
Actual inflation on UBC's print
serials subscriptions amounted to
approximately 13% in 1995/96. A
reallocation of funds from
University Computing Services
(UCS) contributed another
$300,000 in continuing funding to
support the rapid growth of the
Netinfo service for students. A total
of $1 million has been reallocated
from UCS to the Library for electronic
resources since 1993/94.
Supplies, Services & Equipment
Computer purchases and other
technology-related expenditures in
preparation for the new DRA library
system to be installed in 1996/97
accounted for much of the 31%
increase in this area, up nearly
$683,000 over 1994/95. With
contributions from the University
administration amounting to half the
cost of the system, we hope to be able
to finance its purchase without
resorting to borrowing. Ongoing
maintenance of the DRA system is
expected to involve some reallocation
of salary budget in addition to the
budget for existing library systems.
Over 50 new booktrucks were
purchased for the new Walter C.
Koerner Library (Phase I), ready for
the collections to be moved in during
1996/97. As with the salary increases,
any spending increases in this "other"
portion of the budget must normally
be funded from within the Library's
existing budget, either temporarily
from "soft money" salary savings or
permanently by reallocation. A
combination of these methods was
used to cover the 1995/96 increases:
reallocation of $359,541 in continuing
salary budget to fund ongoing
technology costs and the balance from
temporary savings.
Grant Funding
With increasing costs in all
budgetary sectors, grants are playing
an increasingly important role in
funding services and projects that
would otherwise be beyond the
Library's means. They have been
particularly helpful in meeting the
tremendous demand for library
instruction in the new technology,
which involves both staff resources
and equipment to access the new
media. Benefits from successful
applications during 1995/96 include:
B.C. Ministry of Employment and
$113,900 for continued and
expanded support of the
PATSCAN service.
B.C. Ministry of Employment and
Investment. Networks of Centres of
Excellence Information Infrastructure
$25,000 to support electronic
library services to the health
Canadian Association of College and
University Libraries
$1,500 Innovation
Achievement Award for the
Preservation Microfilming
Canadian Council of Archives
$1,619 for the Historical
Photograph Scanning Project in
the Special Collections and
University Archives Division.
National Library of Canada
$58,000 for continued support
of the Cataloguing in
Publication Program.
Social Sciences and Humanities
Research Council of Canada
$20,000 over two years in
support of the Arkley
Collection of Rare and Early
Children's Books.
University of B.C. Academic
Equipment Fund
$40,000 to equip a computer
lab for students in the
Education Library.
27 XI
University of B.C. Class Act Science
Students of 1994/95
$30,435 pledged over 3 years
for periodicals in the sciences.
University of B.C. Disabled Employee
Assistance Fund
$7,220 to fund 50% of the cost
of a photocopy station in the
Sedgewick Library for users in
wheelchairs, and 4 adjustable
height tables for public
computer workstations in Main
Library, Fine Arts Library, and
Woodward Library.
University of B.C. Graduating Class of
1994/95 Gift
$3,000 for a CD-ROM
workstation in the Humanities
& Social Sciences Division.
University of B.C. Health Sciences
Students Association
$3,000 for a computer
workstation for student use in
the Woodward Library.
University of B.C. Minor Capital Fund
$100,000 for Library space
planning and other projects.
University of B.C. Teaching &
Learning Enhancement Fund
$30,500 for continuation and
expansion of the Research Skills
for the Electronic Library
$9,000 for the Mosaic
Workstation Program in the
Fine Arts Library.
$15,635 for Skills Development
for Electronic Text in Classics.
$18,500 for the Talking Book
Narration Project.
$13,640 for the Graduate
Advisory Service for the
Electronic Library, in
cooperation with the Faculty of
Graduate Studies.
Goals & Objectives
To implement the financing
plan developed for the new
library system.
2. To continue revising the
Library's accounts and budget
allocations as required to reflect
changes arising from the move
to the new Walter C. Koerner
Library in 1996/97.
3. To examine the inflation
component of the Library's
Collections Budget Increase
Formula to identify alternative
indices that are more
representative of the inflation
for library materials than the
Canadian CPI.
4. To begin implementation of the
Library's decision to reallocate
$ 1 million from the salary
budget to establish a permanent
budget for the replacement and
upgrading of library technology
on a 5-year cycle.
5    To continue working toward
the objective of restoring the
Library to its former position as
one of the top 20 research
libraries in North America.
6.    To continue training library
managers to use and interpret
A   Library Statistical Summary 30
B    Growth of Collections 31
C   Library Expenditures 32
D   Library Restructuring Plan 33-37
E   The Library's Response to the 38-48
Recommendations of the Review Committee
29 XI
Appendix A
Total Volumes1
Volumes Added, Net
Total Titles Catalogued
Current Subscriptions2
Number of monographs purchased
'Includes net volumes added
includes 16,116 paid subscriptions and 5,340 received as gifts or exchanges
Total Recorded Use of Library Resources
Document Delivery - Copies 3
Document Delivery - Books 3
Interlibrary Loan - Loaned3
Interlibrary Loan - Borrowed3
Instructional Sessions/Tours
Number of Participants
Total Questions Answered
Research Questions
Reference Questions
Directional Questions
included in Total Recorded Use of Library Resources
Total FTE4
includes 21.88 cost-recovery or grant funded positions
Salaries & Wages
Other Operating Expenditures
Total Gross Expenditures
Cost Recoveries
Total Net Expenditures
Air Photos
Aperture Cards
Archives (metres)2
CD-ROM Databases
CD-ROM Discs
Data Bases Online3
Electronic Journals (Internet)
Government Publications (unbound)
Interactive Computer Files
Magnetic Tapes
Microcards (cards)
Microcomputer Disks
Microfiche (sheets)
Microfilms (reels)
Microprint (sheets)
Motion Pictures
Serial Subscriptions4
Slides (sets)
Slide/Tape Shows
Sound Recordings-Cassettes
Sound Recordings-CD's
Sound Recordings-LP's
Transparencies (sets)
Appendix B
MARCH 31, 1995
MARCH 31, 1996
The March 31, 1995 totals have been adjusted as the Crane Library is no longer part of the UBC Library.
Thickness of files in metres.
1994/95 figure revised.
Includes periodical subscriptions, monographic series and sets. These statistics are generated from the Serials File.
Appendix C
♦ As in previous years, only expenditures from the Library's own GPOF budget are included in rhe above. Excluded are:
Faculty of Commerce expenditures in support of the David Lam Library.
Expenditures for library materials by other campus units, for example for departmental reading rooms.
Expendirures from library grant and trust funds. (Collections expenditures from library grant
and trust funds in 1995/96 amounted to $301,000.)
♦ Collections expenditures for 1991/92 are restated as gross expenditures rather than net of fines revenues as published in the Report iot that year.
♦ Other expenditures include non-recurring equipment acquisitions which vary considerably from year to year.
♦ The Library's GPOF expenditures for 1995/96 were 6.15% of the University GPOF expenditures.
Appendix D
The UBC Library faces the following issues and challenges:
♦ static or diminishing funding for higher education
♦ rapid technological development
♦ changing University priorities and programs
♦ increasing prices for information resources and infrastructure
♦ salary increases that must be absorbed at the departmental level
♦ changing information needs and expectations of our clients
♦ delivery of new services and reduction/elimination of old, unwanted services
♦ need to introduce operating efficiencies
If we are to rerain our role as the chief information provider on campus, we must restructure to address the above and to avoid the following
to the greatest extent possible:
♦ reduced hours of service
♦ reduced levels of service
♦ computer systems that are unreliable
♦ insufficient equipment for our primary clientele to access the Library's information resources
♦ insufficient equipment for our staff to function effectively
♦ reduction of library instructional and teaching programs
The Restructuring Plan will be developed and implemented in accordance with the following principles:
1. Continue working within the framework of the University's strategic plan and mission, the Library's Strategic Plan (mission, values,
strategies, assumptions), and University restructuring initiatives and changes in priorities.
2. Be open and honest.
3. Question everything. Nothing is sacred.
4. Make basic services to all primary UBC client groups a priority (a list of basic services/procedures is being developed).
5. Be sensitive to needs of faculty, students, other client groups, and our staff.
6. Recognize and accept that the number of staff positions funded from the operating budget will decrease.
♦ We will pursue other sources of funding for staff-endowed positions, grant-funded positions, fee-for-service positions.
♦ We will continue to try to avoid layoffs by using:
♦ attrition and non-replacement (resignations, transfers to other departments, normal retirements, other severances, delays in filling
♦ voluntary measures (early retirement and early termination, new assignments/reassignments, shared appointments, changes to part-
time or sessional appointments, voluntary leaves without pay)
♦ involuntary methods (reassignments/new assignments, re-allocation)
♦ Staff will be trained for new responsibilities.
7. Continue to use the project and change management strategies that have been successfully employed during the past few years to develop
and implement specific restructuring projects. These strategies include:
♦ identify objectives and desired outcomes and focus on them
♦ involve clients, staff, and other stakeholders
♦ provide opportunities for consultation and information
♦ use a clearly defined process that identifies tasks, responsibilities, and timelines
♦ monitor and evaluate progress continuously; revise plans when necessary
♦ "sign-off" at completion; this includes an explicit acknowledgement of completion, plus an evaluation of overall success
8. Publicize the plan and its rationale to our clients and staff; encourage and respond to feedback.
9. Our decision-making process for restructuring will ensure wide consultation with faculty, students, other client groups, Library Advisory
Committees, and the Library's staff. All library managers (including Branch and Division Heads) will play a key role in seeing the Library
through its restructuring. They will have input to the decisions that, ultimately, have to be made by the Library Administration. They will
act as process assisters by providing information and feedback both to their staff and to the Library Administration.
In developing its Restructuring Plan, the Library will maintain a balance between services and collections, ownership and access, and print and
electronic formats which meets the needs of our primary clientele. Restructuring options should address both the short and long term,
according to the following priority:
1.  Support basic services to UBC faculty, staff, and students (the primary clientele) as a first priority by:
♦ Ensuring access to library facilities (maintaining/improving hours) and local online information resources
♦ Keeping library material shelved in good order
♦ Providing basic circulation and photocopying services
♦ Ensuring access to information through the provision of consultation and teaching programs
♦ Providing needed print and electronic resources, access to them, and appropriate subject and media specialists
♦ Ensuring adequate support services to provide rhese basic client services
♦ Consider all other services as secondary, and where necessary, reallocate their resources to support basic services to the primary clientele
3.  Consider services to non-UBC clients (the secondary clientele as a lower priority. In some instances, such services may only be provided on
a full fee-for-service basis.
Our overall strategy is to maintain or improve priority services as much as possible while budgeting for the information infrastructure and for
innovation by restructuring the Library organization. It is clear that we must work primarily with what we have—existing staff and budgets.
However, we will also pursue all other possible and appropriate resource and funding options such as increased or special funding from the
University, fund-raising and cost recovery/revenue generation from new and value-added services.
The rationale here is to retain staff skills, but fill vacancies from within the Library as much as possible to achieve budget savings for
reallocation to first priorities.
♦ Focus our staff resources on client services
♦ Use reassignment of staff to fill vacancies that must be filled
♦ Be aware of our various bargaining unit contract provisions; maintain a balance between the various bargaining units when staff
transfers or reductions are necessary
♦ Continue to encourage volunrary staff reductions
Ensure staff renewal options under the above resrraints.
Reallocate budget savings to critical Library needs, such as:
♦ The information infrastructure
♦ Innovative services
♦ Staff development and renewal
Show progress toward budget goals by reallocating to the various budget sectors as we make savings.
♦ Realistically fund our budget sectors—both the existing ones and any new ones
♦ Explicitly assign either all or a portion of staff vacancies which we plan to give up to specific budget sectors
♦ Increase fee-for-service revenue
This includes rationalizing their priorities, work assignments, and staffing. We need space to group staff and services. In order to get space,
we need to move more books to storage. There are currently a large number of internal support service points (cataloguing, systems,
administration, etc.) and client service points (branch libraries, circulation, reference services, etc.). The aim is to move within two to three
years to a much smaller number of integrated service points which include both client and support services. Build in self-service options at 'HE U    [VERSITY OF BRITISH COLUMBIA LIBRARY ANNUAL REPOR'
every opportunity. Refer to attached Service Point Table for a rough outline of current service points and their 1993/94 rough costs.
Consult with Library staff and the University community as well as the broader community.
Every vacant position is reviewed by the Library Administration in the context of the priorities established in Section B, and one (or more) of
the following options is selected:
a) do not fill the position at all
b) do not fill the position for a specified period
c) fill the position by reassignment of other library staff
d) fill the position by distribution of duties to other library positions (within the unit or to other units)
e) fill the position by posting
f) combination of two or more of the above options
1. The unit is informed of the decision, and asked to implement temporary measures (if necessary) to cover the vacancy.
2. Library Administration reallocates budget savings to one or more of the critical library areas identified in Section B.
1. The unit is informed of the decision, and asked to implement temporary measures (if necessary) to cover the vacancy.
2. Upon expiration of the specified period, the position is reviewed again by the Library Administration.
1. Duties of the vacant position are analyzed by rhe Library Administration and the affected unit head to determine the best reassignment
straregy. For example: Can some duties be stopped or eliminated? Can duties be grouped in a way that makes reassignment easier? Can
more than one staff member, including staff from different units, be reassigned in order to cover the duties? Can one staff member cover
responsibilities in more than one unit?
2. Library Administration in consultation with relevant unit heads identifies the most appropriate unit(s) which can provide staff for
3. Head(s) of prospective "source" units are asked to select staff for reassignment by meeting with appropriate staff in their unit to explain the
situation and ask for volunteers. If there are no volunteers, staff members will be selected by the "source" unit head for reassignment. (This
step will involve consultation with the appropriate AULs and sensitivity to the requirements of relevant collective agreements.)
4. There will be a meeting with the selected staff members, the "source" unit head, the new unit head, a bargaining unit representative, and
the AUL for Administrative Services to review the terms of the reassignment, answer questions, etc. and arrange implementation.
5. Library Administration reallocates budget savings to one or more of the critical library areas identified Section B.
1. The duties of the vacant position are analyzed by the Library Administration and the affected unit head to determine the best distribution
strategy. For example: Can duties be grouped in a way that makes distribution easier? Can some duties just be stopped/reduced? Can they
be distributed within the unit and/or to other units?
2. If other units need to be involved, the Library Administration and the relevant unit heads identify the most appropriate unit(s) as targets
for distributing duties.
3. Head(s) of possible "target" units are asked to prepare an implementation plan for incorporating the new duties in their area. (This step
will involve consultation with the appropriate AULs and sensitivity to the requirements of relevant collective agreements.)
4. The implementation plan is reviewed and approved by the Library Administration. There will be a meeting with the staff members
affected, the unit head, a bargaining unit representative, and the AUL for Administrative Services to review the distribution of duties,
answer questions, etc. and arrange implementation.
5. Distribution of duties is implemented. (This will involve meetings, possibly the development of a basic "project plan", depending on the
extent of change, and training.)
6. Library Administration reallocates budget savings to one or more of the critical library areas identified in Section B.
1.  Established procedures for advertising and filling vacancies are followed.
1. Combine various options and their associated procedures in the most appropriate manner.
2. Library Administration reallocates budget savings to one or more of the critical library areas identified in Section B. THE UNIVERSITY OF  BRITISH  COLUMBIA LIBRARY ANNUAL REPORT
The medium term organization for the UBC Library would see the following units or clusters. The clusters would include integration in
logical groupings of support services such as cataloguing, ILL, ordering, collections development, etc.
1. HSSD, Sedgewick, Gov Pubs, HSSD Periodicals, Data
2. Fine Arts, Special Collections, Archives, Maps, Music, Wilson
3. Sciences and Engineering, Math, Life Sciences, MacMillan
4. Education
5. Lam
6. Law
7. Asian
Task Groups are already underway for the re-engineering of Interlibrary Loan, and for the organization of the Koerner building and the units
remaining in the Main Library after the move. The next phase will consist of a review of the following possibilities:
1. HSSD, Gov Pubs, HSSD Periodicals, Sedgewick and Data would be integrated into Koerner along with the units that support them.
2. Special Collections, Archives and Maps, Fine Arts would be integrated into the Main Library building along with the support units
required to support them.
3. Math would be integrated into Science and Engineering and services reorganized.
4. Music/Wilson would be integrared and services reorganized.
5. MacMillan/Woodward would be integrated and services reorganized.
6. Each unit would be staffed to provide an integrared package—selection, ordering, serials, cataloguing, ILL, circulation, document delivery,
reference and instruction, liaison or would draft these services from another of the units listed above, for example processing for Education
and/or Lam may be done in Koerner or Main. Each of the above is decentralized to some extent.
7. Coordination would be required across the Library system for circulation, serials, orders, cataloguing, electronic services, undergraduate
services, publications and instruction, interlibrary loans.
8. Main and Koerner Libraries would each have a single circulation service point.
9. Self-service checkout will be introduced in Sedgewick, Education and Woodward in the fall of 1995; in Main as soon as possible; and in
Koerner at opening.
10. Asian Library would be the first location for integration of public services with a full spectrum of processing services.
11. The Library will lobby for an overhead walkway between LPC and Woodward so that a combined service unit for life/physical and applied
sciences could be developed without incurring the additional costs of a separate service unit in LPC.
1. Use more approval plans with the deliberate intent to reduce the amount of time spent on collection building.
2. Stop/reduce preorder searching throughout the Library system.
3. Continue the objective to eliminate the backlog and free time for RECON and tattletaping by:
♦ Accepting catalogue copy as is and use systems innovations available to let material flow from receiving to marking to shelves
♦ Review the backlog and develop methods to reduce original cataloguing: accept different levels of MARC copy and not catalogue
certain materials (misc or discard it)
4. Do serials cancellations biennially rather rhan annually.
5. Reduce maintenance costs of our files by:
♦ standardizing work procedures (new system)
♦ completing RECON
♦ linking the circulation item file to our bibliographic records
6. Stop/reduce cataloguing for one to two years and redirect the time to completing RECON, weeding and tattletaping the collection in
Main to facilitate introduction of self-service checkout.
7. Implement an ordering/receiving vacation for 2-3 months each year to provide staff for reassignment to address basic service requirements
such as shelving and circulation. THE    'NI     :RSITY OF  BRITISH COLUMBIA LIBRARY ANNUAL REPORT
These procedures are ro be applied to any service or task that is a candidate for elimination or reduction. They should be used in the larger
context of the UBC Library's Restructuring Plan, especially the sections that describe service priorities and service poinr reorganization.
Services or tasks for review will typically arise from two main sources—suggestions and reviews of vacant positions.
These potential candidates for elimination or reduction will fall into one of two major categories—internal and external. A description and
procedural explanation for each major category is described below.
This includes services or tasks specific to a branch or division that would have no impact on other UBC Library branches and divisions, or
implications for system-wide service policies if they were changed, reduced or eliminated.
Some examples are:
♦ desk/staffing schedules
♦ workflow adjustments such as eliminating specific steps or tasks
♦ branch-specific services or tasks such as BIBliography or Miscellaneous file collections
1. Head undertakes preliminary review of proposal and, if necessary, obtains further information/clarification from originator.
2. Head consults with affected staff/area and obtains/confirms information.
3. If proposal is feasible, Head identifies savings (time, resources and dollars) and prepares implementation plan.
4. Head notifies appropriate AUL and provides them with copy of implementation.
5- Head implements using project/change management strategies described in the UBC Library's Restructuring Plan Principle No. 7.
This includes services or tasks performed in a branch or division that would have an impact on other UBC Library branches and divisions, or
implications for system-wide service policies if they were changed, reduced or eliminated in a specific branch or division.
Some examples are:
♦ reduced hours of service (e.g. closed on weekends)
♦ temporarily reduced service/task (e.g. cataloguing time assigned to RECON, tattletaping, etc.; no orders during certain times of the year)
♦ transfer of services/tasks to other areas of the UBC Library (e.g. serials check-in, ILL processing, G & E)
♦ changes to services/tasks provided to other areas of the UBC Library (e.g. cataloguing, document requesting)
1. Head undertakes preliminary review of proposal and, if necessary, obtains further information/clarification from originator.
2. Head consults with affected staff/area in their branch or division and obtains/confirms information.
3. Head also consults with some affected staff/areas at other UBC Library locations and obtains/confirms information.
4. If proposal is feasible, Head identifies savings (time, resources and dollars) and prepares implementation plan.
5. Head forwards proposal and implementation plan to Library Administration (One alternative to Library Administration would be the
establishment of a "Heads" Committee that would coordinate review and implementation activity. This would get key staff from major
operational areas more involved in the restructuring process.)
6. Library Administration (or "Heads" Committee) reviews proposal and proceeds with further consultation (if necessary) and/or assigns
implementation responsibility using project/change management strategies described in the UBC Library's Restructuring Plan Principle No. 7. THE UNIVERSITY OF  BRITISH COLUMBIA LIBRARY ANNUAL REPORT
Appendix E
1. That the annual adjustment of the Library acquisitions budget for inflation be based henceforth on a price index specific to library materials rather
than, as at present, on the general Consumer Price Index.
Referred to the University Administration. The Library strongly supports this recommendation, as inflationary price increases for library
materials substantially exceed the increase in the Canadian Consumer Price Index. The Library has been providing information about
increases in the prices of library materials in its annual budget request in accordance with the recommendations of the 1988 Library Review
Committee. In effect, an increase to the acquisitions budget benefits all faculties. The Library has asked Library Advisory Committee
members to support this recommendation and to persuade their colleagues, Department Heads, and Deans to assist in safeguarding the
purchasing power of the acquisitions budget.
2. That the Library and the Development Office step up their plans to raise an endowment for collections.
The Library strongly supports this recommendation. It appreciates the support it has received from the University, which has earmarked $1
million from the Hampton Place Fund to match funds which the Library raises for a Collections Endowment Fund. The Library is working
actively to raise funds for this endowment, and requests that the Vice-President, Student and Academic Services (VPSAS), assist in the fund-
raising process by meeting with key donors.
3. That the position of fund-raiser for the Library be made full-time.
The Library will continue with a half-time Development Officer. A source of funding for a full-time position would need to be identified.
Division/Branch Heads will explore the possibility of Library collaboration in the development activities of Faculties.
4. That consideration be given to the targeting of fund-raising activity at particular areas of the collections, including some of those most dependent on
traditional publishing formats and therefore likely to appeal to a different group of donors from that attracted to the Technology Fund (e.g. Special
Collections, Fine Arts).
The Library agrees with this recommendation in the context of increased fund-raising activities. As well as funding for collections, however,
fund-raising may also be required for Phase II of the Koerner Library to provide better space for Fine Arts and Special Collections. The
Library's Special Collections have traditionally attracted strong donor support, and the Library has encouraged rhis. However, present
inadequate facilities and the poor quality of current storage space may discourage the donation of rare and valuable materials which require
special housing. In addition to support for arts and humanities collections, the Library will also seek support for science collections. In
particular, due to extraordinary price increases, the Library is asking for additional funding for science journals.
5. That, in the interests of clearer public accounting, the allocation for Netinfo no longer appear as part of the Library's acquisitions budget.
Increasingly the acquisitions budget supports access to electronic information as well as the purchase of traditional print, microform, music,
and audio-visual materials. The Library sees Netinfo as a key and expanding part of its mandate to provide information access services for
srudents, and has recently signed an agreement to continue Netinfo for another three years. Within that period, the Library's catalogue will
become available via the Web. The Library Administration believes that the Netinfo allocation is an appropriate part of the acquisitions
budget. Within that budget, the Netinfo allocation is separately identified.
6. That clear distinctions be made in the Library's expenditure statements between moneys spent respectively on serials subscriptions, other types of
standing orders, and one-time purchases.
The Library can make this distinction, as it has this information and considers it in allocating its acquisitions budget. It will make it more
widely available.
7. That these expenditures be further distinguished according to whether the product acquired was in a "conventional" or electronic format/medium.
See reponse to #6.
8. That the figures be broken down by Library division and, where appropriate, by major disciplinary areas within each division.
The Library does have collections expenditure information for each division, and used to present this information to the Senate Library
Committee. It can do so again if this level of detail is desired. However, it is difficult to relate expenditures to disciplinary areas within
divisions, as the use of much material is interdisciplinary. A rough breakdown could be provided for journals, as such a linkage has been madi
for cancellation purposes, but not for monographs, as such detail is not part of the database. The Library's new automated system should be
able to provide a more extensive range of collections management reports.
9. That the Senate Library Committee review its guidelines on the ratio of serials vs. monographs spending in the light of the information thus
Referred to the Senate Library Committee. A revision of the guidelines is needed in light of changing publication patterns, growth of
electronic resources, and differing desirable ratios for different subject areas.
10. That the Library reinstate forthwith the position of full-time Assistant University Librarian for Collections, the holder of this office to serve as a
member of the Library's senior executive group and to coordinate the work of all librarians with collections responsibilities; and that the search
committee for this appointment include Faculty representatives.
The Library will review this recommendation in the light of its restructuring initiatives. Collections management responsibility has been
carried out during the past two years by a half-time Coordinator of Collections. In addition, a half-time position for Coordinator of
Electronic Information Services was established for two years to develop procedures for the acquisition of electronic materials and to allocate
and expend an additional infusion of $600,000 for these materials. When the previous AUL for Collections, who also served as AUL for
Technical Services and Head of Collections Division (which included humanities and social sciences bibliographers) retired, division/branch
heads took on more collections management responsibilities. Coordination and communication among staff with collections responsibilities
are accomplished through the Library's Collections Management Council, which is chaired by the Coordinator of Collections. The search
committee for the present Coordinator of Collections did include faculty representation.
//. That the Assistant University Librarian for Collections chair a Collections Management Council composed of librarians and representatives of the
Faculties, its membership to be decided initially by the University Librarian and the AUL for Collections in consultation with the Senate Library
The Library will consider this recommendation as another method of ensuring appropriate faculty involvement in collections development,
along with recommendation #56. It should be noted that the Senate Library Committee, Library Advisory Committees, and Faculty and
Departmental committees already provide advice on collections policy and development. The joint meetings of the Library Advisory
Committees sponsored by the Senate Library Committee bring together a broad base of faculty expertise and can consider collections
concerns which affect the whole University. This group could be considered as the foundation for such an expanded Collections Management
12. That the Assistant University Librarian for Collections, on appointment, immediately proceed to develop a comprehensive Collections Policy for
the UBC Library.
The Library submitted a written collections policy to the Senate Library Committee in April 1995. It can be considered for revision and
13. That (in pursuit of the goal stated immediately above) the Collections Policy documents drafted since the 1988 Library Review be taken as the
basis for a comprehensive collections assessment, to be conducted jointly by librarians and representatives of the Faculties; that this process be designed
to culminate in a clear set of priorities and principles for collections development over the next 5—10 years; that the priorities and principles thus
established be formally approved by the Faculties, Senate and the Administration; and that they be made public in an official document on UBC
Library Collections Policy (to be updated at intervals thereafter).
Clarification has been sought from the Review Committee as to what it means by "comprehensive collection assessment." Some collections
assessment has already been done, and the Library supports such assessment. However, it needs more information from the Faculties about
academic priorities and programs. It is crucial to relate collections policy to clearly defined academic priorities and planning if collections
funding is to be spent wisely.
14. That (in the event of the appointment of an A ULfor Collections being delayed beyond September 1996) the Senate Library Committee, after
consultation with the University Librarian and Library Advisory Committees, strike a sub-committee to review the arrangements for collections
coordination in the Library, with particular reference to the humanities and any other areas where the Senate Library Committee may feel there are
grounds for concern; the recommendations of this sub-committee to be presented to Senate early in 1997.
Referred to the Senate Library Committee. A description of the present structure of collections development coordination in the humanities
will be presented to the Faculty of Arts Library Advisory Committee for review.
15. That current procedures for assessing the impact on the Library of changes in academic programs be strengthened by requiring Faculties to consult
with the Library before creating new professorial chairs or advertising faculty positions in new areas of curriculum and research; that where new THE UNIVERSITY OF BRITISH COLUMBIA LIBRARY ANNUAL REPORT
funding is not available for necessary additional library materials, the Faculty be asked to specify other areas of the collection for downgrading.
The Library is in agreement, and refers this recommendation to the Senate Library Committee for forwarding to Senate. Procedures already
exist to deal with new courses and programs, and similar procedures should be established to deal with new research centres and chairs.
16. That serials cancellations programs henceforth be undertaken at intervals of every two years, rather than annually as has recently been the case, in
order to allow librarians and others to give fuller attention to other aspects of collections management.
Assuming the present fiscal pressures continue, implementation of this recommendation would create difficulties for the managment of the
serials expenditure budget, as it could result in cancellations in the order of $1 million. Costs would have to be estimated several years into the
future. It would also lead to large overexpenditures during the years when no cancellations took place. The Library will reduce the frequency
of serials cancellations if financial conditions permit.
17. That the Library continue to pursue opportunities for shared collections-building with other libraries and professional institutions in western
Canada and the north-western United States, ensuring so far as possible that material from collections maintained by partner institutions is available
to UBC researchers at no extra cost to the end-user; and that the responsibility for coordinating these arrangements with local collections management
rest with the Assistant University Librarian for Collections.
See also response to #63. Shared collections building of electronic resources has been particularly successful within the province, and is being
expanded to include the rest of western Canada. For shared collections building of print materials to be successful, it needs to be related to
more cooperative program development among B.C. universities and to more efficient resource-sharing procedures. The Library has to be able
to identify appropriate partners, and there is some risk that these partners, who are also subject to financial pressure, may cancel subscriptions
or not purchase the materials the Library depends on. As well, publishers are placing more and more limits on the abilities of libraries to
interlend or provide access to materials, especially for journals and electronic information resources. In addition, ILL service is expensive, and
at a certain level becomes more expensive than purchase of material. In selected cases, shared collections building and resource sharing may be
appropriate. In other instances, access may be provided more effectively from established suppliers such as CISTI or the Center for Research
Libraries, or from vendors. The Library will endeavor to ensure effective and efficient access to the materials required by the University
18. That the Library establish clear rationales for no-charge and (partly or wholly) cost-recovered services in the provision of access to library and
other information resources; and that these rationales take account (a) of the academic priorities set out in future statements of Library Collections
Policy and (b) of the needs and financial means of each group within the user community.
The Library will develop such proposals based on the University's academic priorities and in keeping with its mission to provide equitable
access to information to all sectors of the University community.
19. That, for a limited period, the University make available grants (e.g. for travel to other libraries, document delivery, etc.) for UBC researchers
(faculty and graduate students) who can show that they have been disadvantaged by recent cutbacks in local collections development in their areas of
proven specialization.
This recommendation is referred to the University Administration, although the Library has some concerns. Such funding could be better
used to sustain collections or to fund document delivery. Grant funding already exists for such purposes.
20. That the Library review its present arrangements for the management and development of Special Collections, giving particular attention to its
procedures for inviting and obtaining donations of materials; that planning for Special Collections be fully integrated in the Library's general
Collections Policy (see above); and that the Library and the Development Office give Special Collections a clear profile in their fund-raising efforts for
collections enrichment.
The Library has now filled the position of Head, Special Collections, University Archives, Fine Arts, and Maps. A priority for the new Head
will be to review fund-raising and donor solicitation activities. As has been mentioned, lack of adequate space to house rare materials or to
provide the facilities which donors often insist upon has been a deterrent to growth. While the funding needs of the Library's Special
Collections must be balanced with other Library funding needs such as serials subscriptions and the provision of reference services, efforts
have been made to secure outside funding such as SSHRC grants for specialized collections and to produce finding tools, such as S. Egoffs
catalogue of the children's literature collection and the Archives publications, Guide to the Holdings of the UBC Archives, and Guide to the
Archival Research Collections in the Special Collections and University Archives Division.
21. That the Library and University planners make the provision of proper environmental conditions for the long-term preservation of the collections
a central feature of library space planning. THE UNIVERSIT     OF  BRITISH COLUMBIA LIBRARY ANNUAL REPORT
The Library agrees, and refers this recommendation to the Master Space Planning Committee. Proper environmental conditions for
collecrions were an important consideration in the planning for the new Koerner Library, although it was not possible to accommodate all
special requirements. For example, while storage conditions for microform materials will be much better, an isolated and controlled
environment for these materials could not be provided.
22. That the Library institute a collections conservation program, to keep the ordinary circulating collection in sound condition.
The Library has a conservation program which educates library staff in the proper handling and care of materials. Library staff perform minor
repairs and mending. The Library will review the state of the ordinary circulating collection and determine cost-effective methods for
maintaining it in sound condition. It periodically requests additional funding for preservation, and will continue to do so.
23. That the University Administration provide a one-time sum representing approximately one half of the cost of the new library computer system.
While we realize that all segments of the University are under great fiscal strains we note that there is ample precedent for such a one time sum of
money. We are pleased to note that the Administration has recently provided some of this one-time money.
Referred to the University Administration and to the Library Advisory Committees for their support. It appears that this recommendation is
close to being implemented, as almost one-half of the cost of the new system has been provided or promised.
24. That providing these moneys should not deflect the Library from its restructuring plan and that the restructuring plan should allocate
approximately 5% of the present budget towards technology.
The Library fully intends to continue with its restructuring plan and the reallocation of 5% of the budget towards technology. It may not be
possible, however, to maintain this level of reallocation if there are major budget reductions which affect the whole library.
25. That appropriate wiring of the campus, especially the north end, be made apriority of the University Administration, in order that access to
digital information be campus-wide.
The Library supports this recommendation and refers it to the University Administration.
26. That the Library, the School of Library, Archival and Information Studies and the Faculties jointly develop digital self-help tutorials to aid in
training those who will use the Library's new computer system and other areas of the electronic library.
The Library agrees with this recommendation. With the aid of a Teaching and Learning Enhancement Fund grant, the Library will be hiring
graduate students to assist a librarian in developing an online Web-based interactive tutorial to provide basic inreractive self-paced instruction
in the use of the Library's online catalogue. This project will also provide a framework and model for a system of writing and delivering other
library instruction and information research skills electronically. The Library sees electronic tutorials as an important component of a
complete information literacy program. The Library has been using SLAIS and other graduate students who have specialized technical skills to
provide tutorials and training assistance for users. Considerable use has been made of Teaching and Learning Fund initiatives for this purpose.
The Library encourages further support and funding from Faculties in this area.
27. That the two committees recommended by the Sub-Committee of the Senate Library Committee consider the questions of scholarly publication
and copyright within the context of electronic publishing on apriority basis.
Referred to the VPSAS. The two committees have been established, and the Library supports this focus on the problems ofscholarly
publication and copyright, in particular as it affects electronic reserve. THE UNIVERSITY OF  BRITISH COLUMBIA LIBRARY ANNUAL REPORT
28. That the Main Library building be decommissioned as soon as possible. In the meantime, the population using the building should be minimized.
A very high priority should be placed on the removal to appropriate space of the Special Collections and collections in Fine Arts presently housed in the
Main Library.
The Library strongly supports this recommendation, and refers it to the University Administration and the Master Space Planning
Committee. It urges this Committee to review the engineering report that analyzed the deficiencies of the Main Library. Priorities for new
space are expected to be determined during the next six months. It is important to note, however, that the Main Library will have to continue
in use for both staff and collections until alternate space becomes available, and that there will be a substantial staff and user population in the
building. The Library's ability to minimize this population is severely limited by space constraints.
29. That low-cost storage space be provided for approximately one-third of the collection. This should be economical, contiguous space for storage of
low-use materials, with adequate environmental control, rapid access, and requiring a minimum staff involvement. Provision of storage space should
ease problems of overcrowding and allow flexibility for the Library system to adjust during a time of rapid and comprehensive change.
The Library srrongly supports this recommendation, and refers it to the University Administration and the Master Space Planning
30. That the University proceed with Phase II of the Walter C. Koerner Library, which will allow further withdrawal ofpersonnel andmaterials
from the Main Library building including the Map Library, Special Collections, Fine Arts, and remaining holdings in the humanities.
The Library strongly agrees and refers this recommendation to the University Administration and the Master Space Planning Committee.
Phase II would also include the University Archives, the Music*Library, and the Wilson Recordings Collection. In the interim, additional
space is required both for the present collection as well as for the growth in the collection which will occur during the next five to ten years.
Phase II will also address the need for additional study space. The Review Report states that Koerner (Phase I) will provide 900 study spaces
and group study rooms (p. 31), which is a slight decrease from the current 1,150 seats in Sedgewick. However, many of the new study spaces
in Koerner will be wired and networked. There will also be a new student computer lab with 20 workstations and an electronic classroom
with 35 workstations.
31. That the University develop a library to house materials for Science and Engineering. The existing Library Processing Centre could be considered
as a possible focus for this development, with the possibility of a physical connection between it and the Woodward Biomedical Library.
The Library strongly supports this recommendation. The Master Space Planning Committee will consider using the Library Processing
Centre for such a purpose.
32. That where possible the functions now performed in the Library Processing Centre be moved to the branches in order to be located closer to the
The Library strongly supports this recommendation, and in part, this is already underway. Some functions win be transferred to the Koerner
33. That a Master [Space] Plan for the Library be completed on apriority basis.
The Library strongly supports this recommendation. Funding has been received for a Master Space Plan, and an advisory committee has been
established, co-chaired by the University Librarian and Campus Planning and Development's Manager for Space Administration and
Planning. Jim Sumi, of Process Four Design, has been appointed as a consultant. 3F  BRITISH COLUMBIA     [BRARY ANNUAL REPOR'
34. That the Library develop a long-term plan to overcome its limited ability to replace key staff, occasioned by ongoing budget constraints.
The Library will continue to work towards implementing this recommendation. The continuing climate of fiscal restraint and requirements
for budget reduction and reallocation make replacement planning difficult. Restructuring and integration of service points are designed to
make better use of existing staff resources, but the Library must operate within University guidelines and within the terms of applicable
collective agreements. Expanded use is being made of grants and fees-for-service to provide funds for positions. Resources have been allocated
for staff training and development to undertake new and changed responsibilities.
35. That the Library Administration take steps to foster a sense of shared community and purpose among diverse groups of library staff, and between
library staff and persons in other parts of the University.
The Library continues to work towards these goals. Re-integration of library processing staff will bring them closer to colleagues and users.
The Library has tried to mitigate the effect of difficult financial times by using attrition rather than layoffs to reduce the number of staff. Staff
training and development has included training in interpersonal skills, coping skills, valuing diversity, and service to users. Social activities
have been encouraged to provide opportunities for staff from different units to meet and get to know each other. The University Librarian
periodically attends individual branch and divisional staff meetings to discuss problems and answer questions. The frequency of publication of
the Library Bulletin (the staff newsletter) will be increased. Library staff maintain liaison and professional contacts with faculty colleagues
through Library Advisory Committees and by participation in departmental meetings. Librarians have participated in providing TAG
workshops for faculty and MOST workshops for staff. Many librarians participate on University committees and one librarian is elected by
the librarians to Senate.
36. That the Library Administration take steps to improve staff morale and provide appropriate opportunities to recognize and reward service.
The Library recognizes and acknowledges the contributions and service of its staff. Staff accomplishments are recognized in the Library
Bulletin and by letters of commendation from the University Librarian. For librarians, merit increases have recognized additional
contributions to the Library. In general, the ability to provide rewards is governed by the appropriate collective agreements as negotiated by
the University. Although it is difficult to improve or even maintain morale in times of financial cutbacks which may affect job security, the
Library recognizes the problem and the need to address it. Efforts will be made to discover the causes, and to make meaningful improvements.
37. That issues of physical safety for staff (as well as library users) be directly and substantially addressed in any planning which is undertaken.
The Library understands the importance of providing physical facilities and policies which contribute to the safety and security of both staff
and users. The Library has a Disaster Plan in place. Earthquake preparedness training has been provided to staff and regular fire drills are
held. Survival first aid training has been provided. The Koerner Library and the Sedgewick upgrade ensure that these facilities will meet
current building code standards. Clustering of service units should contribute to greater staff security. Library monitors are employed to
ensure acceptable behavior within the Library. Staff are advised to notify the University Patrol and the RCMP promptly in case of threatening
situations. During the past year, in response to user concerns about personal safety, the Library successfully lobbied to have the Security Bus
stop returned to the front entrance of the Main Library. XI
38. That the Library should review the need for full service during all hours that it is open and set aside designated days when service will be
available during off-peak hours to accommodate the variety of student and faculty users. These days should be widely advertised on a timely basis.
Full services are not currently provided during all hours rhat the Library is open. The Library will review its schedule of services, and use focus
groups ro help derermine levels of service which meet the needs of its users, including evening and summer session students. The Library
periodically measures occupancy during its open hours. Limited services are provided during non-peak hours, although the Library provides
extended evening hours during summer session and has expanded Saturday hours by adding 10 am to 12 noon to the schedule. Online and
self-service facilities have also been expanded. The Library's ability to maintain reference and other services with a steadily decreasing staff
complement is limited, and more and more this restricts the provision of full services to peak hours. As the University moves to a de facto
trimester system and as the enrolment of non-traditional students continues to increase, users will require longer hours and extended services
from the Library.
39. That access hours should be reviewed with a view to accommodating the needs of all students and faculty on campus throughout the year,
including the summer sessions. This will require greater coordination between the faculty and the Library with regards to matching course offerings at
various times of the year with the expected need for library services.
See response to #38. The Library supports such a review, and will discuss the effect of changes in registration patterns with the Registrar. It
will discuss with the Senate Library Committee and Faculty Advisory Committees a coordinated approach to services to match course
40. That, as per the External Review recommendations, the Library quickly implement growth strategies for Netinfo and engage in discussions with
other parts of the University community to investigate how funding for this might be shared.
The Library is in agreement, and undertakes to implement this recommendation. While the Library's budget supports basic Netinfo resources
for students, expansion of the service would require additional funds. The Advisory Committee on Information Technology, which reports to
the VPSAS, has recommended that Slip/PPP service be extended to students and that basic e-mail and Internet access be provided to faculty
and staff at no charge. This represents a commitment of approximately $360,000 by the University, and will provide a significant cash saving
to departments and individuals.
41. That existing programs aimed at training users to harness effectively the various resources available at the Library be extended and that new ones
be established. Further, that the Library explore avenues for involving students from the School of Library, Archival, and Information Studies in ways
that both enrich their educational program and benefit the Library and its users.
The Library is in agreement with this recommendation. The Library continues to develop and expand user training with support from the
Teaching and Learning Enhancement Fund. The new Koerner Library will have an electronic classroom with 35 workstations to facilitate new
instructional programs. The Library has also applied for Innovation Funds to develop a structured information literacy program including
both foundation and specialized classes, as well as modules to deliver instruction online to both local and remote users. As already mentioned,
the Library employs many SLAIS and other graduate students as Graduate Academic Assistants to assist in instruction and reference services.
42. That the Library seek to formally orient all new students to the Library and its services as well as establish programs in cooperation with faculty
that would train and orient students entering a majors program to subject-specific resources.
The Library supports this recommendation in principle. The role of Library staff in providing formal instruction is developing in some
faculties such as Law and Commerce, and will be discussed with other faculties. While Teaching and Learning Fund initiatives have been used
for instruction, a more formal and permanent program, such as mandatory library instruction courses for all students, would require
additional resources. See also response to #41.
43. That the University ensure prompt response to maintenance needs at Main Library.
The Library's Facilities and Preservation Manager refers Main Library maintenance needs to Plant Operations, and ensures that necessary
work is completed. Often this requires persistence and repeated communication. For example, a problem elevator will finally be replaced
during the summer of 1996. The Library notes that prompt response to maintenance needs is equally important in its other buildings, and is
concerned that the general level of maintenance of its high-occupancy buildings is often not adequate. Insofar as this may be a reflection of
Plant Operarion's workload, this recommendation is also referred to the University administration.
44. That efforts be made to increase access to the Library online catalogue.
The Library supports such increased access, and is devoting additional resources to improving its technological infrastructure, including the
provision of more user workstations. There will be additional workstations available for users in the new Koerner Library. The Library is
gratified that the VPSAS has placed a high priority on improved access for the University community.
45. That CD-ROM machines be made more accessible through networking, longer hours of access, and/or increasing the number available.
See response to #44. The Library is providing online access to an increasing number of databases which were previously only available as
standalone CD-ROM systems. The wider networking of many CD-ROM products has licensing and cost implications which bear on the
collections budget. Another alternative may be to circulate those CD-ROMs which are monographs. Such an approach has already been taken
in the Education Library.
46. That photocopiers be made widely available at all library sites and that staff place a high priority on ensuring that they remain in good working
Additional copiers will be available in the Koerner Library. Through rhe borrowing of funds within the University, the Library has replaced
older copiers and has purchased additional ones. Space and power limitations within the Main Library have prevented greater clustering of
copiers, which would facilitate resupply and maintenance. Staff check copiers on a regular basis, and breakdowns are dealt with promptly.
Additional staff resources will be devoted to this service in 1996.
47. That UBC users be given priority in the delivery of library services, while respecting the needs of external patrons.
The Library agrees, and this recommendation has been incorporated in the Library's new service policy.
48. That any proposals to implement user fees-for-services, especially to UBC users, be carefully thought through and discussed widely before
implementation, with consideration of the often differentiated impact that general decisions such as the imposition of user fees have on particular
groups of users.
Any proposal to implement user fees, especially to UBC users, would involve thorough discussion and consultation with the Library Advisory
Committees, the Senate Library Committee, the University Administration, students and faculty, and the University community in general.
The Library remains committed to equitable access to information resources, and realizes that the imposition of user fees would pose
considerable hardship on the University community.
49. That the Library recognize the role that Sedgewick Library has played in drawing undergraduate students from all disciplines to the Library and
seek ways to make Koerner Library welcoming and accessible for these students.
There will continue to be a special focus on undergraduate student services in the Koerner Library. As well as providing better access for
undergraduate students, the Koerner Library will provide much improved teaching space and study facilities, including a student lab,
although as the response to #30 indicates, there continues to be a need for additional study space. The position of Undergraduate Services
Coordinator will continue to be an important part of the Koerner Library staff establishment, and will have responsibility for development of
programs throughout the Library system.
50. That greater attention be paid to reshelving books and other items as promptly as possible.
The Library has made special efforts to improve reshelving of library materials. Additional shelving staff have been hired, and additional book
trucks purchased. An active program of weeding and removal to storage is in progress to relieve crowded conditions. During the summer, a
Main Library shelfreading program took place in which most library staff members participated. It ensured materials were shelved in proper
order, and improved access to materials for users. The Koerner Library will provide additional space which will facilitate reshelving and
shelfreading. In addition, the Library will study shelving re-engineering efforts at other ARL libraries.
Organizational Leadership
51. That the University Librarian report only to the Vice-President, Student and Academic Services with the Senate Library Committee serving in an
advisory capacity.
Referred to the VPSAS. The reporting relationship has been clarified with the Senate Library Committee. The University Librarian reports to
the VPSAS, while the Senate Library Committee, under the terms of the University Act, makes recommendations to Senate with respect to
"rules for the management and conduct of the Library."
52. That the Vice-President, Student and Academic Services take a more active role in the meetings of the Senate Library Committee. This will
enable a greater sharing of perspectives between the Vice-President, Student and Academic Services, the Senate Library Committee and the University
Librarian during this period of transformation in the Library.
Referred to the VPSAS. TheVPSAS attends the meetings of the Senate Library Committee. The University Librarian will meet with the Chair
of the Senate Library Committee to ensure that a good information flow is maintained.
53. That as part of its current effort at organizational restructuring the Library clarify decision-making responsibilities of individuals/units/
committees and also its internal reporting structure. The Committee suggests that while the Library has improved its organizational structure in recent
years and has plans for further improvement, it look into the possibility of hiring a management consultant to assist in the process.
Organizational restructuring will continue to be a high priority for the Library. The Library Administration is committed to effective
decision-making and a clear reporting structure. It will initiate discussions with the Library Planning and Management Council and the
librarians to elucidate problems and develop new approaches. The Library will consider an appropriate role for a management consultant,
who may provide an impartial view of the Library's organization and decision-making process.
Internal Relations
54. That library staff continue to be employed to teach courses for SLAIS, and that their release time be appropriately acknowledged in the budgets of
the two units.
The Library supports this recommendation. The University Librarian will meet with the Director of SLAIS to discuss this recommendation,
and to ensure the maintenance of good communications between the two units.
55. That the Library continue to offer employment to student librarians which will advance their education as fully as possible.
The Library will continue to employ SLAIS students as Graduate Academic Assistants in roles which enhance their education and professional
56. That to strengthen the relationship between the Senate Library Committee and the various Faculty/Departmental Library Advisory Committees
and facilitate more interaction among them, a meeting be held among all of the Chairs and the Chair of the Senate Library Committee, at least once
a term. The Committee recommends that all Faculty/Departmental Advisory Committees have both a representative of undergraduate students and a
representative of graduate students. One-on-one meetings between each chair and the Senate Library Committee Chair are also encouraged.
Referred to the Senate Library Committee. The Library supports these recommendations.
57. That the Library make funds available to catalogue University-owned materials in reading rooms.
When the Library's responsibilities for departmental reading rooms ended fifteen years ago, centralized reading room funding was transferred
to individual academic departments. The Library manages subscriptions renewal for some reading rooms, and some reading rooms use the
Library's cataloguing records to catalogue their own holdings. Some reading room collections are accessible through UBCLIB.
58. That those responsible for reading rooms maintain close contact with Library Advisory Committees and with librarians, and that they keep the
Library informed about their holdings and acquisitions.
See response to #57. The Library supports liaison and communication, and refers this recommendation to the Senate Library Committee and
the Library Advisory Committees. Many reading room collections are restricted to faculty and graduate students within specific departments.
The Library is reluctant to include information for such materials in its catalogue, as these materials are not accessible to the University
community in general.
External Relations
59. That the University Administration and the Library jointly place a high priority on the development of a formal definition of the provincial role
of the Library.
This recommendation is referred to the University Administration. A clear decision is required as to whether the Library should seek such a
role. The Library's primary mandate is to serve the needs of University faculty and students. An expanded role may place a strain on already
heavily used collections and decreasing human resources.
67?. That the University Administration and the Library jointly seek the support from other institutions and organizations for recognition of the role
of the Library as the "library of last resort. "
See reponse to #59. In many ways, the concept of a "library of last resort" at the provincial level is out-of-date. Expanding electronic
information networks provide access to resources around the world. The UBC Library is not able to fulfill locally all the information needs of
its own users, much less those of users at other institutions. Nor is it likely that other provincial post-secondary institutions will show much
enthusiasm for devoting a portion of their own inadequate funding to supporting an expanded role for the UBC Library.
61. That the University Administration and the Library jointly seek the official recognition of the provincial role of the Library by the relevant
provincial bodies, and actively pursue special funding by the provincial government in recognition of the services provided by the Library to the wider
community as a "library of last resort."
See response to #60. Even if such funding were provided, it is probable that it would be insufficient to cover all of the Library's costs in
fulfilling such a role. Provincial enthusiasm for central funding of library services seems to be waning. As the Library's collections and human
resources diminish, it may have to consider additional charges for the services it provides to the community beyond the campus.
62. That the Library place a high priority on developing a sound business plan that identifies and clarifies the appropriate roles for both subsidized
and cost-recovered services to external users, and provides a cost-benefit analysis of fees-for-service to those users.
The development of the Library's financial plan is currendy in progress, but must be done in the context of the University's plans and
63. That the Library Administration work with the University Administration and the Ministry of Skills, Labour and Training to facilitate and
encourage provincial cooperative planning of research programs and appropriate library research collections within post-secondary institutions.
The Library strongly urges the rationalization of academic and research programs among the province's post-secondary institutions as this will
facilitate the cooperative development of research collections within the province. The proposed Provincial Learning Network may be an
appropriate mechanism to accomplish this.
64. That the Library Administration take a leadership role in the development of inter-institutional collection development agreements and
collaborative purchasing agreements between post-secondary institutions within the province.
The Library must work with institutions beyond the province as often the unique materials the Library needs to acquire will not be acquired
by other provincial institutions. The Library participates in cooperative ventures with the Electronic Library Network, the Council of Prairie
and Pacific University Libraries, the Canadian Association of Research Libraries, and with the Universities of Washington and Oregon. Such
agreements require that different subject areas are targeted for collections development by different institutions. In some instances, however,
borrowing costs are higher than the purchase price of the material. See also response to #65.
65. That the Library network with other post-secondary institution libraries when instituting further serials cancellations to ensure that unique
subscriptions are identified and the impact of cancellations on the wider academic community is considered.
The Library is primarily concerned with the needs of its own users, but does consider the holdings of other post-secondary libraries and the
Vancouver Public Library when considering cancellations. Often, however, the Library's subscription is the only one in the province. It is
difficult to justify retention of a journal subscription to benefit potential users at other institutions if the journal is not considered to be of XI
high priority by UBC faculty. For example, the Library had agreed to maintain subscriptions to certain titles as part of a COPPUL
cooperative agreement. During the last round of cancellations, faculty insisted that some of these titles should be cancelled as they did not
closely match UBC teaching and research interests, thus rendering the shared collection agreement ineffective.
66. That the Library work with other post-secondary institute libraries, particularly the community college libraries, to ensure that information on the
appropriate use of the Library by non-UBC students is disseminated to faculty and instructors.
The Library will continue to provide and distribute such information to college libraries, faculty and instructors.
67. That the Library develop simple self-instruction guides and maps for the use of non-UBC visitors to the Library, and that directional signage be
improved in libraries to minimize the need for staff intervention.
The provision of such information not only to non-UBC visitors but also to UBC users is an on-going priority for the Library. As the Library
introduces more electronic resources, there are increasingly complex and complicated interfaces which require the production of additional
self-help tools for the Library's users. Directional signage in the Koerner Library will be designed to facilitate self-help and reduce the need for
staff intervention. The Library continues to review signage throughout its facilities and implement improvements.
68. That the University Administration reexamine the requirement that interlibrary loans be singled out as a full cost recovery library service.
Referred to the University Administration.
69. That the Library Administration continue to pursue the equitable sharing of costs between net borrowers and net lenders within existing network
The Library currently pursues such cost-sharing arrangements.
70. That the Library continue to pursue opportunities to reduce the cost of borrowing materials through increased end-user searching and self-service
The Library continues to pursue such opportunities. The Library is adding nerworked databases with full-text options. Project Pegasus has
made self-service interlibrary loans available to faculty and graduate students in science, engineering, foresrry, agriculture, and medicine. It
delivers documents from CISTI to researchers within two or three days. The Library expects to introduce a similar service for the social
sciences within the next six months.
71. That if fees-for-service become essential to the continued provision of interlibrary loan services to UBC faculty and students that every attempt be
made to ensure continued equitable access to information through scaled fees or a yearly user fee incorporated into tuition.
See also response to #48. If such fees become necessary, the Library will work with the Senate Library Committee and Library Advisory
Committees to develop and implement proposals which will provide equirable access to information to all segments of the University
community, including faculty and students.


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