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The University of British Columbia in the Sixties: Report of the University Librarian to the Senate 1970-11

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 The University of British Columbia Library
in the Sixties
55th #ar ♦!9 © 9 ' 1970 + Vancouver THE
The   Report
of  the
University  Librarian
55th Year
September 19&9 to August 1970
Vancouve r
1.  Introductory Remarks 1
11.  The Physical Library 3
111.  Public Services
1. Branches, Divisions, Subject Collections       7
2. Readi ng Rooms 11
3. Services 12
Hours of opening
Copying service
Interli brary loans
IV.  Collections
1. Funds 16
2. Collections 18
3. Processing 21
4. Use 23
V. Administration
1. Budget 26
2. Organization and Relationships 27
3. Personnel 28
4. Systems 31
VI.  Concluding Remarks and Forecast 32
Appendix A Selected statistics 40
B Library expenditures 41
C Size and Growth of Collections 42
D Recorded Use of Library Resources 43
E Library Organization 45
F Library Supported Reading Rooms 48
G Senate Library Committee 50 1.  Introductory Remarks
In the nineteen sixties the University of British Columbia Library attained
matur i ty.
To recall the nineteen fifties is to remember a library largely confined to
a single unfinished structure, containing fewer than half a million volumes.
At the beginning of this new decade, the Library is no single entity, but a
network of dispersed and specialized units, containing a million and a quarter
volumes and a wide variety of other materials essential to learning and
Increase in size, however, is not the only measure of progress.  As evidence
of its growing importance and utility, the Library could point to a 320%
increase in borrowing, compared with an increase of 79% in student members
in the same period.  In 1960/61, 38 loans per student were recorded; in
1969/70, 90,  As an indication of the University's own concern for its Library,
comparative budget figures can be cited:  they show an increase of 471%,
representing a larger share of the University's operating budget, 7.6% compared with 4.2% ten years ago.
Unfortunately, the satisfaction that these developments bring must be tempered
by other less attractive realities.  Impressive though the Library's achievements might be, they continue to be outstripped by the requirements of students
and faculty members, and the collections and the staff of the Library have
outgrown the physical capacities of many parts of the library system.  It is
a plain fact that great numbers of users in the nineteen seventies will find
themselves increasingly inconvenienced by the Library's inabi1ity to meet 2
demands which assume the existence of accommodations which are simply not
there, and which may not be there in the future.  There are  few difficulties
which in one way or the other do not relate to a shortage of space:  this
is the Library's major problem, one that only large capital expenditures can
Nevertheless, given the determination of students, faculty and library staff
to realize for the University a uniformly high standard of service, the next
decade should not be one of successive disappointments and failures, but of
further achievement. 1 1.  The Physical Library
In I960 the Walter Koerner wing of the Main Library was completed; within
its walls were taking place changes in the organization of services which
pointed the way to the future.  What had been a single reference division
was being divided into a number of new divisions, each adapted to the requirements of a particular group of users.  Divisions for the humanities,
social sciences and sciences were created, joining already existing divisions
for the fine arts and biomedical sciences.  The numerous accumulations of
rare books and collections were gathered together in a new Special Collections Division, while an Asian Studies Division was formed around recently
acquired oriental collections.  For growing numbers of undergraduates, a
College Library opened its doors.  And the Curriculum Laboratory, then
located in the Main Library, initiated a trend toward decentralization by
moving into the old Faculty Club, adjacent to the new Education Building.
Specialization and decentralization of library collections and services,
under a centralized administration, was the story of the sixties.  Within
the Main Library, over a period of a decade, new divisions for maps, government documents, microforms, recordings, collection development, orientation
and systems were set up.  Around the campus, branch libraries were organized for mathematics, ecology, social work, forestry and agriculture.  In
1963 the Law Library and the Biomedical Library became part of the developing
network, and in 1969 this system was extended to include over thirty
departmental reading rooms, operated jointly with the departments concerned
through a Reading Rooms Division.
These developments were not accidental, but the result of considered policy 4
and careful planning.  As early as 1962, the University Librarian called for
a 1970 capacity for 1,200,000 volumes and 6,000 users in "substantial branches
of the University Library in locations convenient to those departments that
would use them, and in reading rooms and study halls in academic buildings
being newly erected." To provide the framework of policy necessary for
growth in this direction, the Senate Library Committee worked for two years
on the document Policies Governing the Establishment and Growth of Branch
Libraries and Reading Rooms Outside the Main Library Building, approved by
Senate in 1965.  In keeping with this policy, a Plan for Future Services was
produced in 1966, and in a second revised edition in 1969.
The realization of the Plan is a continuing objective for the Library.  The
addition to the Woodward Biomedical Library, formally opened on June 10,
1970, marked the completion of the University's first and only major branch
library; with seating for 800 users and shelving for 180,000 volumes, it
serves as a model for future large branches for the sciences and education.
During the past year, work on plans for the new Sedgewick Undergraduate
Library proceeded quickly.  In October, the Board of Governors approved
the proposals of the architects for a two-story structure located under the
Main Mall, and in April they approved the preliminary drawings.  Contractors
for the project were appointed in June, to work with the architects during
the final stages of planning and estimating.  Construction was scheduled
to begin in the fall of 1970 and to finish in the spring of 1972.
Nevertheless, the rate at which physical facilities have been expanded has
not been swift enough.  This should come as no surprise to Senate.  In the
Librarian's Annual Report, the warning has been sounded often enough: in
1963/64, one reads "Further decentralization ... must proceed apace or the Main Library will become an obstacle to the use of books."; in 1964/65,
"...the increased rate of acquisitions will cause the book collections to
overflow existing stack areas in ... the Main Library"; in 1965/66, "a critical shortage of space exists now, and in the absence of early and radical
solutions, the situation will be unmanageable inside of two years"; and
just last year, "...thousands of books will have to go into storage."
For the next year and a half, until the new Sedgewick Library is completed,
students will be subject to seating shortages more acute than those
experienced by their predecessors.  But for them, at least, relief is in
sight.  The outlook for the library's collections is less hopeful.  Having
assembled in the Main Library during the nineteen sixties a research collection worthy of the name, the University must now watch a first installment of 50,000 volumes go into storage in 1970; further installments will
follow regularly, in response to acquisition rates.  Obviously, a deterioration of standards of service must accompany every withdrawal from the
collections for storage.  While an attempt will be made to remove only
those items which are infrequently used, it is inevitable that the potential
of the Library as an instrument of research, particularly in the humanities
and social sciences, will be weakened.  The steps which the University must
take in the nineteen seventies if it is to retrieve itself from this serious
situation are described in the final section of this report.
It should not be forgotten by Senate, or by present and future generations
of students and faculty members, that while the present and future leaves
much to be desired, conditions could have been extremely grave, were it not
for Dr. Walter Koerner and the late Dr, P.A. Woodward, whose generosity made
possible the construction of the south wing of the Main Library, and the 6
Woodward Biomedical Library.  It is doubtful that the University could have
maintained its present programme and standards in the absence of their capital
gifts. 111.  Public Services
1.  Branches, Divisions, Subject Collections
Knowledge itself is continually expanding, and with it the interests of the
University.  Like any organism, the University responds by becoming more
detailed and complex in its parts as it grows larger.  As part of the
University, the Library responds by subdividing into specialized units, in
the fashion described in the previous section of this Report.  These units
are interdependent, as departments and faculties are interdependent, and
the degree of interdependence is increasing as the boundaries between
traditional disciplines, along the lines of which most university structures
are patterned, break down.  Language adapts to these changing approaches
to knowledge through the invention of new vocabularies; the University sets
up institutes and centres for scholars at home in no traditional department.
These phenomena create difficulties for libraries:  it is seldom possible
now to satisfy all of the requirements of any single user in a single library
or reading room, unless the body of literature relevant to his interest is
both small and exclusive.  Thus in the nineteen sixties the Library has followed a policy of developing comprehensive branches and divisions, such as
the Woodward Biomedical Library and the Social Sciences Division, which can
serve a wide range of users; the interstices are filled, insofar as budget
limitations and common sense permit, by the duplication of selected materials
of common interest.
The Annual Report for 1959/60 listed five divisions in the public service,
only one of which, the Biomedical Branch Library at the Vancouver General
Hospital, was a branch outside of the Main Library building.  In 1969/70 8
there were thirteen reference divisions and subject collections in the Main
Library, and nine branch libraries.  Whereas a decade ago there were forty
employees serving users directly, there were a hundred and ninety-seven last
year.  There are now about two hundred students per public service employee,
compared with two hundred and fifty in I960.
Loan statistics reflect the shift away from dependence on the Main Library.
For the third successive year, loans from branch libraries exceeded loans
from the Main Stack collection, this year by 271,596 items, compared with
differences of 229,529 items and 181,399 items in previous years.  Loans
from branches totalled 994,104 items, more than double the number of all
loans in 1960/61.  However, these and other statistics can only serve as
partial evidence of an improvement in service, for many aspects of library
use can not be quantified.
As an example, much of the effect of the creation of the Information and
Orientation Division in 1968 can not be measured statistically.  The purpose of this division is to make the Library more accessible to the student.
As part of their work last year, the Division's staff answered thousands of
questions at the information desk in the Main Concourse, published with the
financial assistance of the Alumni Association a library handbook for students,
set up, again with Alumni help, a plexiglass model of the complicated Main
Library building, printed, posted and distributed scores of signs, directories
and guide sheets, and regularly issued a publication for faculty members,
U.B.C. Library News.  In the weeks following registration in September 1969,
more than two thousand students, over half of the freshman class, took a
short course in the use of the library, comprised of a slide-tape lecture and
walking tour.  Certainly the effect of this activity must be to optimize use of the library's resources, but to what exact degree is unknown.
A similar account could be given on behalf of the other twenty branches,
reference divisions and subject collections. Among many improvements
introduced in the last year alone, here are a few:
- The Curriculum Laboratory in the Education Building, although acutely short of space, transferred from the Main
Library a hundred and seventy journal titles, thus making
them more accessible to users; began to develop a collection
of film strips for instructional purposes; and increased
hours of opening in response to growing demand.
- The Sedgewick Library, using funds provided by the Alumni
Association, set up a collection of about fifteen hundred
paperbacks, from which 11,322 items were borrowed in the
first year.
The Crane Library in Brock Hall organized a textbook
recording programme for blind students, of whom there
are now thirty-one, and also began to participate in
another programme for the supply of light reading-through-
- The appointment of two qualified archivists in the
Special Collections Division permitted programmes to
be expanded in two areas:  historical and literary manuscripts and U.B.C. records, manuscripts and publications.
Work in these areas has been carried on in a limited
way by the Special Collections staff, but trained archivists 10
were needed to acquire and catalogue manuscripts and
to provide expert assistance in their use.
Subject specialist librarians in the Social Sciences
Division delivered 52 bibliographic lectures to approximately 900 students, for the most part at the graduate
and upper year level.  Comprehensive bibliographies
were compiled to assist students in identifying key
materia] in each subject area.
- A union list of all newspapers held in the libraries
of U. B. C, University of Victoria, Simon Fraser
University and the Center for Research Libraries at
Chicago.  The listing was prepared by staff in the
Social Sciences and Information and Orientation
Divis ions.
Expansion of the Mathematics Library into an adjoining
study room improved accommodation for readers and
allowed additional space for collections, within the
confines of the former Arts building.
In the foregoing account of the development of the public service divisions,
a shift from a passive to an active mode can be detected. The Library is
less and less a static, dormant, self-contained organization, and more and
more a vital participant in instruction and research and an essential
ingredient in the process of self-education. 11
2.  Reading Rooms
In its first year of work, the Reading Rooms Division, in assuming responsibility with academic departments for the operation of thirty-eight reading
rooms, concentrated on determining the needs of the various reading rooms,
improving those which most conspicuously needed assistance, arranging for
the transfer of periodical subscription records to the Library, processing
book orders, and preparing collections for cataloguing.
A preliminary survey revealed that the reading rooms contained some 40,000
volumes, about 26,000 of which had not been catalogued.  A crash programme
reduced that backlog to about 5,000 volumes; most reading room collections
are now listed in the Main catalogue, and have their individual catalogues.
It is hoped that all volumes will be catalogued by the end of 1970.
The Library also assumed financial and clerical responsibility for about
900 journal subscriptions, previously paid for by departments and individuals.
Over the years, the Library had been supplying journals to most of the
reading rooms, so the effect of the transfer was to consolidate records.
The new titles added $14,212 to annual subscription costs, bringing the
total for reading rooms to about $34,500 for 1459 journals and continuation
A budget of $35,525 was made available for the purchase of books for the
reading rooms.  This budget was supplemented by some faculties and depart- 12
ments, so that expenditures by the end of the fiscal year amounted to $44,288,
the cost of filling 2582 orders.  The high average cost is accounted for by
the fact that reading rooms are developing collections of relatively expensive
reference books, manuals and bibliographies.
Sixteen of the reading rooms have full time assistants, and eleven are closely
supervised by departmental secretaries or other personnel.  The Division has
assisted in the routine administration of the reading rooms, and is preparing
an information and procedures manual for the guidance of those responsible
for daily operations and custody of collections.
The objective of a campus-wide system of reading rooms was set in 1964 by the
President's Committee on Academic Goals; in its report, Guideposts to Innovation,
it stated that "Departmental reading rooms contribute to the intellectual
life of the department and improve the conditions for student discussion and
study." That desired situation is now being achieved.
3.  Services
Hours of Opening
Ten years ago, during the winter and spring terms, libraries were open
for seventy-nine hours per week.  In 1969/70 this had been increased to a
hundred hours a week for major branches; all branches combined offered service
for a total of nine hundred and forty-seven hours, in a single week.
Moreover, longer hours were maintained throughout the year.  For the first
time libraries were open at night in May and June, for the greater convenience
of graduate students and increasing numbers of extra-sessional students.  In
1970, however, use during this period was slight.  Although access to the
Library is probably crucial for the limited numbers of students who seem to 13
require it, for those few users the University pays a relatively high price
in additional salaries, $12,228 in 1969/70, in order to keep the Library
operating during the period when the majority of staff members take their
Copying Service
It is now difficult to conceive of the Library without the modern
copying machine.  Yet a decade ago, the best the Library had to offer was
a single unit which produced an imperfect and impermanent copy at a cost
of thirty-five cents.  Little wonder that only two hundred and five such
copies were produced In 1960/61.
In 1969/70, nineteen machines, mostly coin-operated, produced 1,588,805
copies in libraries around the campus, an increase of 20.5% over the
previous year.
To what uses are these machines being put? To arrive at a realistic assessment of current copying practices, students in the School of Librarianship
conducted a survey between February and April, 1970.
Of the sample of 4548 exposures, 52.5% were made of library materials for
the purpose of serving user interest.  Just under half of the exposures
were of non-library materials:  notes, user-owned books, diagrams, drawings.
Of the Library materials, 63.2% of the exposures were taken from journals,
31.2% from monographs and 5.6% from a variety of other library materials,
such as company reports, maps and pamphlets. The average number of exposures 14
taken of any item was 6.9, representing an average of 9.8 pages.
The users of the copy machines were asked what they would do if no machines
were available.  The results were revealing:  80.5% said they would hand
copy the material, 12.2% said they would drop the matter, 4.3% said they
would attempt to purchase the material, 2% said they would steal the item
and 1% said they would tear out the pages they needed.  Clearly, copy machines
are saving the students much time, and the Library a measure of loss and
i nconven ience.
Inter 1ibrary Loans
A more fashionable term for the old-fashioned practice of interlibrary
lending is information transmission. As the world's output of recorded
knowledge increases, it is becoming more evident that the self-sufficiency of
individual libraries must decline. Although interlibrary loans presently
constitute only 1.3% of the Library's circulation of materials, an examination of the statistics reveals a trend toward interdependency.
It has been pointed out that in a decade, loans have increased by about 321%.
Interlibrary loans have increased by 866%.  In the past year, interlibrary
loans increased by 25% over the previous year, yet the overall increase in
loans was 15%.
Further analysis points to the increased importance of the Library as a part
of the interlibrary network. Whereas in 1960/61, U.B.C. Library filled about
three requests for every one it made, it now fills five. Of the over 20,000
requests filled in 1969/70, over 12,000 were received from four provincial
institutions: Simon Fraser University, the University of Victoria, the B.C.
Institute of Technology, and the B.C. Medical Library Service. 15
The importance of the copy machine in interlibrary sharing is made clear by
the fact that almost twice as many requests are now filled with copies, rather
than original materials. The benefits of this are obvious:  the user receives
material he can retain; routines are simplified, no returns being required;
postage costs are reduced; and the Library and its users are not inconvenienced by the absence of materials from its own shelves.
The university and college librarians of British Columbia are now taking
steps to accelerate the rate of interlibrary sharing steps which will in
the long run benefit all participating institutions.  One need only consider
that the other two public universities will by 1980 hold collections approximately the size of U.B.C.'s present collection, to realize that traffic
among these institutions must inevitably increase in all directions. 16
IV.  Collections
1.  Funds
In 1969/70, the Library was spending almost a million dollars more on books
and magazines than it was in 1959/60; over ten years, the budget for the purchase of library materials has increased by 390.3%, not taking into account
the depreciation of the dollar in respect to rising costs of books and journal
subscriptions, estimated at 6 or 7% per year.  But this was not the whole
story of the nineteen sixties, as the accompanying graph shows:
I ,it00,
Expendi tures
Library Collections
Between 1964/65 and 1965/66, expenditures shot up from $516,153 to $1,613,087.
This was the result of the unprecedented and as yet unequalled gift of
H. R. MacMillan, who donated three million dollars to the Library for the
purpose of developing as quickly as possible a collection to support graduate
instruction and research. 17
This has in fact been accomplished.  The Library grew to maturity almost
overnight.  In a decade, a total investment of $7,938,390 was made on library
materials; the size of the collection, measured in physical volumes alone,
increased by nearly 150%.
However, following the depletion of the MacMillan funds, some painful adjustments took place.  The resources essential to the continuing development of
a retrospective research collection were not available, with the result that
many purchasing opportunities had to be passed over, to the frustration of
the departments and individuals concerned.  The present budget is just sufficient, at 1970 prices, to keep abreast of the current literature in all
fields of interest to the University, and to acquire duplicate and replacement
copies of heavily used or missing titles.  By comparison, other comparable
Canadian institutions were progressing more rapidly.  In 1969/70, the
University of Toronto, already the largest research library in Canada, spent
$1,688,586 on acquisitions and binding, and the University of Alberta spent
$1,889,199, compared with U.B.C.'s $1,240,000.
A higher rate of spending is necessary if the collection is to continue to
meet the requirements of a constantly expanding programme of graduate studies
and of more intensive undergraduate training.  Yet, ironically, an increased
rate of acquisition will only accentuate the difficulties arising out of a
shortage of stack space.  An impasse has been reached, from which the only
escape is increased funds for both operating and building purposes. 18
2.  Col 1ect ions
On October 23, 1963, Dr. James Ranz, University Librarian, addressed Senate on
the subject of library goals.  Citing a brief prepared by the Faculty of
Arts, he said:
"If we are sincere about wishing to become a first-class graduate
institution, our immediate goal is, I think, quite clear - a collection of a million volumes, and the sooner the better."
Early in 1969, without fanfare, the millionth volume was catalogued.  By
the end of August 1970, the million and a quarter mark had been passed.  Only
a decade ago, the Library had contained fewer than half a million volumes.
This, of course, is only part of the story, for physical volumes are but a
single measure of the Library's strength.  Account must be taken of the over
one million microforms, the superb collections of government documents, maps
and records.
Library collections do not develop themselves.  They are the product of a
multitude of decisions made by hundreds of individuals.  These decisions
must be made within the context of a system of budgeting, and it is the
function of the Senate Library Committee to allocate financial resources in
ways that will result in developing the collection in accordance with academic
Once budget limits are defined, the task of selecting appropriate materials
must be shared by librarians and faculty members.  During the nineteen sixties
there was a change in the proportion of this responsibility handled by the
two groups, as a number of innovations in practice were introduced. 19
At the beginning of the decade, faculty members undertook to select current
books for purchase.  However, the results of this approach became progressively
less satisfactory as the number of available titles increased, and as other
duties claimed more of the time of faculty members.  Since collection development demands continuity, the concept of the blanket approval order was introduced, whereby dealers were placed under contract to deliver new books in
specified subject areas, from which selections could be made.  This method
of acquiring new books also made possible a number of time and money saving
practices in the Library's processing divisions.
In 1964, the increasing responsibility for the selection of materials made
necessary the formal creation of a Bibliography Division, staffed by senior
librarians, whose whole assignment is to develop the collection.  By 1970,
five bibliographers were at work on various areas of the collection, policing
the blanket approval orders, producing desiderata lists, building back files
and entering new subscriptions.
In areas where the collection was particularly deficient, another technique
was employed:  the acquisition of entire collections.  In the nineteen fifties,
the Library had obtained through the generosity of Dr. Walter Koerner such
collections as the Thomas Murray Collection of Canadiana and the P'u Pan
Collection of Chinese History and Literature; it had thus been demonstrated
that giant steps could be taken by this method.  In the nineteen sixties,
benefactors again enabled the Library rapidly to attain levels of comprehensiveness in a number of areas: the acquisition of the Leake and Sinclair
collections, with the help of Dr. P. A. Woodward and Dr. H. R. MacMillan
respectively, created a valuable resource for the study of the history of
science and medicine, second in Canada only to the Osier Collection at McGill; 20
Mr. Norman Colbeck's personal gift,of his own collection of nineteenth century
English literature provided a base for advanced scholarship; and many other
individuals and groups, through the presentation of collections, helped the
Library to grow by leaps and bounds.
Another form of assistance in collection development was given by a new partner
in librarianship:  the computer.  For half of the past decade, precise records
of use have been collected in machine-readable form, and conveniently organized and stored on magnetic tape. Analysis of these five million records of
loans has yielded information on rates of use which can be employed in developing collections, principally through the purchase of additional copies to
meet high levels of demand.  One of the most difficult problems faced by
librarians in this era of mass education is that of relating supply and demand.
At U.B.C, thanks to the assistance of the Donner Canadian Foundation, the
computer is now assisting in the solution to that problem.
The objective of the Library in the nineteen sixties has been to develop a
collection which is current, in the sense that it keeps abreast of an ever-
developing universe of knowledge; which is comprehensive, representing all
topics of interest to the University's students and faculty; and which is
accessible, in that desired individual items are available when required by
individual users.  The attainment of that objective, given the dynamic nature
of the human mind, may be a continuing challenge.  Nevertheless, it can be
confidently stated that the collection of 1970 meets the needs of users more
closely than did the collection of I960.  Ultimately, it is at the personal
level that the worth of the collection receives its severest test. 21
3.  Process ing
The swift development of the Library's collection and its dispersal throughout
branches and divisions, changes in selection methods, and the emergence of the
computer and other complex machinery as useful tools for performing library
procedures have combined to revolutionize the Processing Divisions.  Ten years
ago adding machines, typewriters and electric erasers alone acknowledged the
fact of technology.  They have been joined by cameras, keypunches, flexowriters,
card sorters, while manual files have given way to thick volumes of computer
printout, and the punched card has become as familiar as the standard catalogue
card.  New working patterns have emerged through the application of techniques
of systems analysis, and work performance is measured by computer-based monthly
cost-benefit studies.  Such adjustments have been necessary, because the
Library must now receive, record and store over a thousand new and different
items every working day.  At any time, as many as 22,000 items may be in
various stages of the acquis itions-cataloguing-physical preparation process.
Although constant attempts are made to maintain a smooth flow of work, the
process is subject to changing conditions, and no more so than in the last
decade.  The tripling of the book budget in 1965 and the resulting increase
in purchases and binding, the addition of twenty-four thousand uncatalogued
volumes in the reading rooms, the need for entire new catalogues for branch
libraries, the overflowing of old catalogues, and within the divisions events
ranging from flu epidemics to the failure of vendors to supply according to
promjsed schedules, all conspired to make regular and efficient performance
more difficult.  The symptoms of difficulty are  backlogs and overworked
staff, neither easy to remedy when budget and staff adjustments may take
months or years to accomplish. 22
Nevertheless, the ten-year record of the Processing Divisions borders on the
miraculous.  As many volumes have been added to the collection in the last
five years alone as were added in the first fifty.  During the middle of the
decade, a stored backlog of over fifty thousand volumes developed; it has now
been reduced to about ten thousand volumes, and will have been eliminated by
this time next year.  All new branches and some divisions have full catalogues
of their own; two, the Mathematics Library and the Recordings Collection, have
computer-produced catalogues, pilot projects for future more comprehensive
systems of handling catalogue information.  In  the Main Library, the union
catalogue has exploded to occupy all of the main concourse, and has split
into three sections, for author-title, subject and location, the latter file
made necessary by the widespread library system.  Joining the catalogue are
printouts for periodical holdings, materials on order and volumes on loan.
The Processing Divisions have succeeded in bringing together in this one area
nearly complete information about the total holdings of the Library.
At the beginning of  a new decade, some problems remain to be solved.  A lag
in time between the shelving of newly processed books and the filing of catalogue cards has developed, traceable to inability of the present preparation
staff to keep up with production rates; and they are limited in number both
by budgetary and space restraints.  Ways must be found to shorten the time
it takes to bind and rebind materials.  For those within the Library who have
to collect and collate journals, write to publishers for  missing issues,
contents pages and indexes, prepare complex instructions for the binder, inspect
the bindery's product, and change records, it is not difficult to account
for the passage of time; nevertheless, the customer finds it harder to comprehend.  Other problems like these two, of a practical and procedural nature, 23
are amenable to solution, through the addition of staff and the further refinement of routine.
Regrettably, even if funds were available for additional staff, space is not.
The Processing Divisions are located on the uppermost stack level of the Main
Library.  There, under a seven foot ceiling, more than a hundred people work
in confined and uncomfortable conditions.  It would be much better for the
individuals concerned, for the work processes, and for the expanding collection
itself, if the Processing Divisions could be moved into other space, better
adapted to their work. According to established standards, the minimum requirement for the present level of staffing would be 22,000 square feet.  They are
now occupying less than 14,000 square feet.
4.  Use
Methods for measuring library use are not yet very sophisticated. Most libraries
are satisfied to count those volumes which are borrowed; but they do not count
the items which have been consulted rather than borrowed, or the maps or microforms which have been viewed.  But even if loan statistics are only a partial
indication of activity in libraries, U.B.C. Library's record is impressive enough.
In ten years, loans increased by 320.9%, from 4!+3,888 items in 1960/61 to
1,868,466 items last year. This was no mere reflection of an increase in
student numbers:  enrollment has grown by 78.7%.  The explanation for the
discrepancy lies in the fact that students now use the Library more intensively,
borrowing an average of 89.7 items per year, compared with 38.2 items a decade
ago. 24
The following graph illustrates these developments:
I ,400,000
■ collect ion size
500,000    ^—  recorded use
1960   61626364656667   68   69
61    62   63   64  65  66   67  68   69   70
It can be seen that the rate of increase of loans is greater than the increase
in the size of the collection, indicating heavier use.  In 1966, the rate
of increase of loans took an upward turn, and seems to be proceeding steadily
at an annual increase of about 15%, which would point toward the attainment
of two million loans a year within the next two years, a figure exceeded by
few academic libraries in North America.  A number of factors must account
for this:  the increase in information itself; the heavier requirements placed
upon students by faculty members; an increasing trend toward self-education;
the development of branch libraries; orientation programmes; and certainly
the ease of borrowing made possible by automated systems.
The detailed record of use is set down in Appendix C  Although most branches
and divisions experienced impressive increases, one decrease in use deserves
particular attention.
In 1967/68, 76,830 items were loaned from the Reserve Book Room.  Last year,
the figure had dropped to 41,763, and in the present year a further decline is 25
predicted.  This reflects the Library's determination to reject wherever
possible the rationing philosophy of access to materials.  As part of a major
study of the use of academic libraries financed by a grant from the Donner
Canadian Foundation, the computer analyzed records of reserve loans, and those
items which had not been borrowed a sufficient number of times to warrant a
special loan category were returned to normal loan periods and replaced in
the stacks; in other cases, numbers of copies have been increased to meet demand.
The object is to make available to the individual student the item he needs,
when he needs it, and hopefully for as long as he needs it. 26
V.  Administrat ion
1.  Budget
University operating expenditures  stood  at $16,225,972   in   1960/61   and
$51,397,650   in   1969/70,   a 2l6.7/o   increase.     Library operating expenditures,
by comparison,   increased  by 470.9%,   from $677,369  to $3,873,988,   and  from 4.2%
of  the  total   university  budget  to 7.6%.     In  a   list of  budgets of North American
research   libraries,   U.B.C.   stood   in   thirty-third  place  at   the beginning of
the decade;   at  the end,   it   ranked nineteenth.     U.B.C.   today  spends  as much  on
its  Library  as Harvard  spent  on   its  Library  a  decade  ago.     These  facts and
figures   reflect  the   radically  changed nature of the  Library,   and of  the
University:     from  a centralized   to a decentralized  system and  from  a   largely
undergraduate  to a graduate   institution.     Expressed   in  terms of  student  support,
whereas   the  University  spent $53.28 per student on over  11,000  students  for
library  service  ten years  ago,   it  spends $186.49 on  over 20,000   students  today.
Yet   surprisingly,   this   last   figure   is one of  the  lowest   in  Canada.     Simon
Fraser University  spends $426.54;   the  University of Victoria,   $311.73;   the
University of Alberta,   $244.76;   the  University of Toronto,   $216.60;   the
University of Montreal,   $220.62;   McGill   University,   $222.48;   Laval   University,
$207.80;   Dalhousie  University,   $281.50;   and Memorial   University,   $190.21.
In  fact,   only Sir George Williams  University,   the  University of  Saskatchewan
and  the University of Manitoba  spent   less   than  U.B.C.   in   1969/70.
This  situation  can  be viewed   in  two ways:     the  University   is getting  a  high
level   of  service  at  bargain   rates;   and,   the University would not  be  setting
new  records unless   it   increased   its  support of  the Library  substantially.     It
is  hoped  that  the  University will   see,   and  appreciate,   both points of view. 27
2.  Organization and Relationships
Four Presidents served the University of British Columbia in the nineteen
sixties.  Similarly, four librarians made their unique but interdependent
contributions to the Library's development.  Neal Harlow resigned in June 1961,
after a decade of service during which the Library was doubled in all of its
aspects.  Samuel Rothstein served from July 1961 to May 1962, while at the
same time guiding the School of Librarianship through its first year.  Between
June 1962 and December 1963, Jim Ranz made a case for the rapid development
of a research library, and set the Library firmly on the path which he had
indicated.  The writer succeeded him in 1964.
During the course of the decade, the Senate Library Committee went through a
number of transformations.  It began as a large body, representative of
faculties, then changed into a small but powerful committee made up for the
most part of Deans, and finally grew larger again under the impact of changes
which were taking place within the Senate itself, ending the decade again as
a broadly based group, including both students and faculty members.
The Committee was chaired until the spring of 1969 by Dean Ian McTaggart Cowan,
who gave strong support in that capacity for almost a quarter of a century.
He was succeeded by Professor Malcolm McGregor, a long-time friend of the
Library, and frequently a member of earlier committees.
During 1969/70, the Committee met five times, to attend to its usual tasks of
reviewing the annual report, allocating book funds, preparing planning briefs
for new buildings, approving new reading rooms, framing and revising policies
regarding the use and development of collections, and responding to inquiries,
requests and complaints. 28
Over ten years the pattern of higher education has changed in  British Columbia,
with the creation of a series of colleges and two new universities: the
University of Victoria and Simon Fraser University. A new set of relationships
among university and college libraries grew out of these developments.  From
the outset, the librarians of the three public universities worked together
in a spirit of cooperation and amity.  On their initiative, and under the aegis
of the Academic Advisory Board for Higher Education, the librarians of the
colleges were brought together for the first time in October 1969, and an
informal Council of B. C. College and University Libraries was formed.  This
body concerns itself with the collection of statistics and other information,
the establishment of standards, the sharing of resources, and with collaboration in such areas as collection development and processing.
U.B.C Library has since 1966 been a member of the Center for Research Libraries
in Chicago, an organization which has been described as a Library's library.
The Center concentrates on the purchase of materials which are too infrequently
used or too expensive for individual libraries to acquire; it has massive
holdings of newspapers, documents and manuscripts, available to U.B.C, through
the media of collect long-distance telephone and air freight.
To a greater and greater extent, individual libraries are participating in
so-called networks, realizing that although the world's information resources
can be held by no single library, any group of users can represent a vast
range of needs.  In the interests of utility and economy, U.B.C. Library and
other libraries must move closer together in the next decade.
3.  Personnel
The 103 staff members of I960 had become 394 by 1970; of that number, only 29
eighteen could be counted as veterans, having joined the staff before the
beginning of the decade.  There has been a threefold increase in the number
of professional librarians, from 33 to 100, and over a fourfold increase in
supporting staff, from 70 to 294. After Toronto, McGill and Alberta, U.B.C.'s
library staff is the fourth largest in Canada today.
The improvements in service described earlier in this report were reflected
in the ratio between students and library staff:  113 to 1 in I960, 53 to
1 ten years later.  Nevertheless, the figure was still higher than Alberta's
and Toronto's 48 to 1.
The increase in staff numbers ushered in new problems of management.  The
almost familial atmosphere of the fifties was gradually being replaced by the
formal atmosphere of any large and complex organization.  In its attempts to
alleviate this undesirable condition, the Library's administration has where-
ever possible decentralized authority, and delegated it to points in the
organization where decisions can be made by those who best understand their
effects. As a result, branches and divisions have a high degree of autonomy.
At the same time, coordination and communication have been emphasized as the
means of binding the Library together.
In order to bridge gaps between library staff levels, particularly in matters
which affect working conditions and personal relationships among employees, a
system of staff participation in intramural policy-making has been set up. The
two key units of this system are an elected four-person Ombudsman Committee, to
hear complaints and to make recommendations for change, and an elected eight-
person Administrative Resources Committee, to deal with all staff suggestions
for policy change and involvement in policy-making; acting as a Committee on 30
Committees, it further involves staff members by organizing them to deal with
such things as salary scales, personnel classifications and conference travel.
In the course of ten years, changes have been introduced which have made
working conditions in the Library more satisfactory. The method of appointing
librarians and determining their rates of pay were changed.  Other staff
members were grouped together in an additional classification for Library
Assistants; job descriptions for five classifications were prepared, criteria
for promotion established, and the possibility of a career within the Library
for supporting staff was thus created.
Salaries have been raised, and are competitive at all levels. As a result,
a wastefully high rate of turnover dropped from a peak of 68.3% in 1965/66 to
49% in the past year, a more acceptable rate, considering that many staff
members are student wives, and that the staff for the most part is composed of
people under thirty years of age.
The decade witnessed the departure of a number of persons who had made outstanding contributions to the evolution of the Library.  Neal Harlow, Samuel
Rothstein and Jim Ranz, all University Librarians, have been mentioned.
Miss Anne M. Smith, Associate Librarian, retired in 1964, having guided the
development of reference services and collections for thirty-four years.  It
could be said that the Lanning family retired during the sixties, having
rendered an astonishing total of a hundred years of service to the University.
Mabel Lanning, the Head of the Circulation Division from 1926 to 1961, was
for generations of students the very Library itself.  Roland Lanning, her
brother, developed through both lean and fat years a magnificent collection
of periodical literature; he retired in 1968 after 42 years service as the
Head of the Serials Division and the Bibliographer for periodical literature. 31
Walter Lanning, Head of the Curriculum Laboratory since its establishment in
1955, and Professor in the Faculty of Education, retired this year.  The principle of public service was a common cause for all of these librarians, who spared
nothing of themselves in its pursuit.
4.  Systems
During the sixties, libraries, in company with many other kinds of organizations, began to use increasingly sophisticated machinery for the performance
of routine tasks.  Today the computer occupies a dominant position among the
working tools of the Library.  To realize how rapidly this development has
taken place, one need only recall that the first commercially available computer
entered the marketplace in 1950, and U.B.C. acquired its first computer,
ALWAC, in 1957-
Among academic libraries, U.B.C. made an early beginning in applying techniques
of systems analysis to its daily routines, and in developing practical computer
applications to carry out these routines.  A system for the circulation of
books was inaugurated in the fall of 1965, and in smooth succession over the
years, systems for acquisitions, accounting, serials, backlog books, book
catalogs and document indexing were put into operation.  These systems do more
than simplify tasks and multiply records:  they make the Library easier to use,
and accumulate and analyze information which can be used to guide the future
growth of the Library.  Some of these applications have been touched upon in
earlier sections of the report.  The emphasis has been, and will be in the
future, on systems for people, not systems for systems. 32
V I.  Concluding Remarks and Forecast.
Through its functions of teaching, research and publication, the University
is at one time the creator, user, recorder and transmitter of knowledge.
Nothing short of a global disaster seems likely to slow the rapidly increasing growth of knowledge, and its consumption by greater and greater numbers of
people.  A comparison of the University's Calendars for 1960/61 and 1969/70
should be enough to convince anyone that this University is responding well
to the universal process of intellectual development, and that this process
will result by 1980 in a curriculum even more comprehensive and diverse.
The Library acquires, organizes, preserves and disseminates knowledge, and
is thus deeply involved in this process.  The implications of present trends
are clear enough:  there will be higher levels of demand from more people
for an even more massive body of information.  The Library will be expected
to guarantee access to this recorded knowledge, and as knowledge becomes
more complex and abundant, to provide more simple methods of access.  This
formidable assignment may be further complicated by a diminution of financial support.  If the next decade followed the pattern of the last, the
University's operating budget would be about $163,000,000 by 1980, and the
Library's about $22,000,000, which would represent nearly a doubling of
support in terms of University budget over 1970; this is probably too
much for either the University or its library to hope for.
If it can be assumed that the University and the Library will be expected to
do more with less, ways must be found either to limit demands, or to increase
benefits while lowering costs.  In the past year, the University took steps
to control at least one aspect of its future;  it set a limitation on 33
enrollment of 27,500 students during its two major terms. In setting this
figure, it established a higher than present ratio of graduate students to
undergraduate students, 5,500 to 22,000. By defining its ultimate student
body, the University greatly simplified the task of planning its future.
Accommodating student users has been one of the most difficult of the
Library's problems in the past decade, and it is a problem that is not yet
solved.  However, the enrollment limitation facilitates Library planning in
this its most expensive aspect, for library patrons are the greatest consumers
of space in library buildings.  Using the accepted standard of 35% seating
for undergraduate students and 50% seating for graduate students, a requirement of 10,450 places is indicated when the enrollment limit is reached.
Presently, in all libraries, reading rooms and study areas, there are almost
5,000 seats.  A new Sedgewick Library is under construction; a new Law
Library is in the planning stages; these, together with the libraries for
the sciences, fine arts and education, already proposed to the Senate Committee
on Academic Building Needs; together with increased seating in the Main Library
following upon the removal of the Processing Divisions; and together with a
few anticipated reading rooms, will come acceptably close to the University's
hopefully permanent requirement for seating.
By comparison, planning is complicated by the continuous increase in recorded
knowledge.  No end to this process is in sight.  The demand for access to
the Library's store is similarly increasing, with no hint of diminishing.
Thus it is extremely difficult to discern the ultimate nature and dimensions
of the Library's collections, and to determine how these may be arranged
and controlled.  However, some trends can be examined as possible indicators . 34
During the nineteen sixties, it was frequently speculated that the physical
volume, the book, was destined to disappear.  At the beginning of a new
decade, this seems far from likely.  It is now commonly recognized that the
centuries-old format has many advantages in convenience of use, portability
and economy.  Book production rates are escalating the world over, and confidence in the future of the book is evidenced by the enthusiasm of investors,
from conglomerates down to individuals, for the stock of publishers; it has
recently come to public attention that foreign capital regards even Canadian
publishing as a reasonable investment.  The appetite of consumers for books
and magazines is not waning, despite early warnings that television would
compete for public time.  At the University, faculty members provide longer
and longer lists of readings for their students, who have established new
rates of use which, if they continue to rise, will attain 6,000,000 loans
per year by 1980.  It would be reasonable for the Library to assume that
the conventional printed volume will play a major role in its future, as
i t has in i ts past.
On that assumption, the Library will hold two and a half million volumes
by 1980, even if its purchasing power is not increased over 1969/70.  If
the collection grows at the rate established in the past decade, it will
contain 3,000,000 volumes, and yet this figure would represent a proportionately smaller share of the world's information resources.  In fact, a
three million volume collection is not remarkable in 1970, and will be much
less remarkable in 1980.  Among North American university libraries, nine
have collections of over three million volumes, including the University
of Toronto; eleven more have collections of over two million volumes; and
thirty-eight have collections of over a million.  In the Association of 35
Research Libraries list of fifty-eight libraries, U.B.C. Library stands
fiftieth.  It is highly probable that the Library will grow past the two and
a half million mark and approach the three million mark in the next decade.
While the physical book rests secure in its future, it is also unquestioned
that it will be joined by a variety of other media or knowledge-carrying
formats in the Library, or in close association with it.  Some of these
formats, such as sound recordings, microforms and computer tapes, are already familiar, some are  unfamiliar, and doubtless there are  others yet
undiscovered and unknown.  Again, some trends may be detected:  developments
in microphotography, sound recording and computers share a trend toward
miniaturization, with its corollary of portability; and with this new compactness, costs are declining.  Both the machines necessary for using recorded materials and the recorded materials themselves are becoming smaller
and less expensive to reproduce.  The eventual integration of the technologies of electronics and photography could result in cassettes carrying
libraries of fundamental readings, playable on devices as convenient and
cheap as a transistor radio.  The linking of libraries to computers with
the capability of swiftly accessing massive memory banks will further
revolutionize the use of information.  It would be a mistake, however, to
assume that the Library itself will play a major role in developing the
necessary new products to support these systems, or, as some people have
thought, in hindering their development.  As with the Library, the final
test will be at the level of the user, and'in an attempt to satisfy him,
manufacturers will invest, and are now investing, vast amounts of capital.
The Library's role, as in the past, will be to remain alert to the possibilities of all new means of storing and using information, and to.incorporate them into the existing collections. 36
Despite the vagueness of the future, planning for the collections must proceed.
The accommodation required for physical volumes can be easily estimated; space
for a collection of two and a half million volumes has been requested in the
submission to the Senate Committee on Academic Building Needs.  The approximate
capacities of present and future libraries are;
Main Library l^SO.OOO1
Woodward Library 180,000
Sedgewick Library 180,000
Law Library 150,0002
Science Library 240,000
Physical Sciences L. 100,000
Education Library 150,000^
Fine Arts Centre L. 75,000J
Other Branch Libraries 100,000
Reading Rooms 100,000
TOTAL 2,525,000
1. Assuming removal of Processing Divisions, Fine Art Gallery, Anthropology
Museum, and relocation of Government Documents and Asian Studies Divisions.
2. Under construction or in planning stage.
3. Proposed to Senate Committee on Academic Building Needs.
4. Contents of present and future small branches, e.g. Music, Social Work.
The implications of future developments in information handling point toward
buildings of great flexibility, capable of constant readaption of space, and
equipped for the installation of a variety of equipment.
If the University is to accommodate library users and collections in the
nineteen seventies, it must commit itself to a continuous programme of
library construction.  It should be noted, however, that the proposed 37
buildings, while they will provide for the projected numbers of users, will
not hold physical volumes in excess of two and a half million; any increase
in purchasing power above the present level will thus mean that additional
space for collections must be provided.  This raises the question of the
eventual size of the collection, and where it might be housed when it reaches
three million volumes, then four, then five.
There is a growing realization that libraries can no longer follow a course
of exclusively independent development.  The creation of centres of bibliographic information linked with efficient means of transmission can maximize
the use of regional and national resources and provide opportunities for
mu1ti-institutional acquisitions policies, with attendant financial economies.
The librarians of British Columbia's three public universities are now
exploring ways and means of achieving these objectives, by means of which
some of the outcomes of unhindered and unregulated collection growth can be
From the point of view of the user, what has been called the information
explosion is imposing heavier burdens in terms of the use of personal time.
Responses to this situation can be seen in many quarters.  Witness the
development and growing popularity of speed-reading courses; the increasing
sales of outlines and digests of individual books and whole subject areas;
learning aids, ranging from flash cards and recordings through to teaching
machines; and at the extreme, experiments in learning even during sleep. The
Library must respond by going farther in helping the user to locate as
swiftly as possible only the material which is relevant to his purposes;
the whole Library apparatus, from subject catalogues to physical arrangements, must be made more efficient and more comprehensible.  At the same 38
time, the Library will have a larger role to play in equipping students to
deal with information, for the ability to keep abreast of developments in
one's specialty will become critical to one's survival in this age of
technology.  No less important, if the age of technology is to be humane,
will be the Library's function of providing access to and encouraging familiarity with the world's cultural inheritance, in such forms as literature,
art and music.
While it is not possible to foresee all of the changes which will take place
in the Library in the nineteen seventies, enough can be predicted that it
becomes possible to sketch a rough portrait.  Certainly the Library will be
larger in terms of its own collections, but these may have reached a practical
limit in terms of size and format, with older and infrequently used materials
being relegated to various kinds of storage.  The Library, despite the
limitations of its own immediate resources, will have access to vast repositories of material through cooperative regional bibliographic centres,
joined to national and international systems of information gathering,
indexing, and preservation.  Great distances may be involved, but the time
required to locate and transmit desired materials will be diminished.  The
requirements of users will be heavier, more pressing and more refined, and
these will be met by higher levels of reference and public service, involving
greater numbers of more specialized library staff members, with access to
more sophisticated systems of information retrieval.  Users will have the
benefit of a variety of media, from books to videotape, greatly enriching
the quality of education.
Some have questioned the ability of the conventional library to survive.  In
nature, the failure to adapt leads to extinction.  U.B.C. Library will have 39
no such fate, given the willing support of the University, because it is
today a flexible and responsive organization, staffed by inventive and
industrious people, for whom the future presents a stimulating challenge.
But in meeting this challenge, the Library must have the support of Senate
and of the University, particularly in respect to its physical requirements;
for if these requirements are not met, the Library is destined to become an
inefficient and unmanageable barrier to education.  The University will be
the loser, and will have thrown away the investment of fifty-five years of
effort and expense. APPENDIX A
Selected Statistics
% Increase/
University Operating Expenditures
University Cost per Student
Enrollment (Winter-Spring)
$ 16,225,972.00
$     1,396.26
$ 51,397,650.00   216.7
$    2,474.96   77.3
20,767-00   78.7
Library Operating Expenditures
Salaries & Wages
Books & Periodicals
Supplies, Other Expenses
$ 677,369-00 $ 3,873,988.00 470.9
$ 384,152.00 $ 2,204,115-00 413.7
$ 229,884.00 $ 1,127,291-00 390.3
$ 33,751.00 $ 112,709.00 233.9
$ 29,582.00 $ 428,873-00 1336.6
Library Expenditure per Student
Library % of University Expenditures
4. 2%
Staff Total
Students per Staff Member
52.6   - 53.4
Collection - Volumes
Volumes added
Volumes per student
Loans per student
Salaries and Wages
Books and Periodicals
Bi ndi ng
Supplies, Equipment, etc.
Salaries and Wages
Books and Periodicals
Supplies, Equipment, etc.
3,872,988 APPENDIX C
March 31  Net Additions     Withdrawals    March 31
1969     1969/70 1969/70       1970
Volumes - Catalogued
1,063,559    129,283
Volumes - Controlled Storage    29,735
Fi 1ms
Microfilm (reels)
Microcard (cards)
Microprint (sheets)
Microfiche (cards)
Phonograph Records
544,470    58,944
24       148
63,220     7,666
562 ft.*   540 ft.
14,359     1,091
1102 ft.*
* Thickness of files APPENDIX D
Recorded Use of Library Resources
September 1969 - August 1970
%  Increase/
deer,   over
Main  Library
General   Stack Collection
+  17.2%
Reserve Circulation
-   19.5%
Asian  Studies  Division
+ 40.2%
Fine Arts  Divi s ion
+ 40.6%
Government   Publications
+    5.3%
Humanities  Division
Map  Col 1ect ion
+ 50.0%
Science Division
1 ,220
Social   Sciences  Division
Special   Collections
+ 37.8%
Branch  Libraries
Curriculum Laboratory
MacMi1 Ian  Li brary
Marjorie  Smith  Library
18,1 78
Mathemat ics
Medical   Branch,   V.G.H.
Mus ic
Woodward   Biomedical
615,712 738,861 860,980 994,104 + 15-46% 44
Record   Col lection
82,32 1
+ 15.6%
Music   Library  Record
+   8.2%
Col lection
+ 13.9%
Volumes for Extension        1,802      2,887     4,382      4,940    + 12.7%
Drama Collection 1,021       857       803       550    - 31.5%
SUB-TOTAL      2,823     3,744     5,185     5,490    + 5.9%
Original Materials
To Simon Fraser Univ.
To Univ. of Victoria
To B.C. Inst, of Tech.
To B.C. Med. Lib. Service
To Other Libraries
From B.C. Med. Lib.
Servi ce
From  Other  Libraries 1,836 2,308 1,718 1,735
SUB-TOTAL 6,271 6,752 6,744 8,401
Photocopy Requests
- *
- *
- *
- *
To  Simon  Fraser  Univ.
To  Univ.   of Victoria
- *
To  B.C.    Inst,   of Tech.
-   Vr
- *
To  Other  Libraries
From Other  Libraries
+ 25.3%
(+ 245,180)
Not  Recorded  Separately
Estimated  from number of exposures
+  15.1% 45
Stuart-Stubbs, Basil
Bel 1, Inglis F.
Hamilton, Robert M.
Mclnnes, Douglas N.
McDonald, Robin
de Bruijn, Eri k
Omelusik, Nicholas
Ng, Tung King
Colbeck, Norman
Keate, Heather
El 1iston, Graham
Mercer, Eleanor
Shields, Dorothy
Fryer, Percy
El rod, J. McRee
Little, Margaret
Bailey, Freda
Gray, John
Price, Margaret
Butterfield, Rita
Thiele, Paul
Hurt, Howard
University Librarian
Associate Librarian
Assistant Librarian - Collections
Assistant Librarian - Public Services
Coordinator of Technical Processes and Systems
Administrative Services Librarian
Head Librarian
Head Librarian
Bibliographical Consultant
Bibliographer - Science
Bibliographer - Serials
Bibliographer - English language
Bibliographer - European languages
Head Librarian
Catalogue Specialist
Catalogue Specialist
Catalogue Special ist
Catalogue Specialist
Head Librarian
Head Librarian
Dwyer,   Melva
Head  Librarian 46
Appendix E cont'd.
Litz, Carol Head Librarian
Macaree, Mary Head Librarian
Joe, Linda Head Librarian
Dodson, Suzanne Head Librarian
Selby, Joan Head Librarian
Chew, Luther Head Librarian
Shorthouse, Thomas Head Librarian
Wilson, Maureen Head Librarian
Freeman, George Head Librarian
Mcintosh, Jack Head Librarian
Burndorfer, Hans Head Librarian
Harrington, Walter Head Librarian
Kaye, Douglas Head
Brongers, Rein Head Librarian 47
Appendix E cont'd.
Erickson, Ture
Johnson, Stephen
Carrier, Lois
Yandle, Anne
Dennis, Donald
Dobbin, Geraldine
Leith, Anna
Cummings, John
Colbeck, Norman
Head Librarian
Head Librarian
Head Librarian
Head Librarian
Systems Analyst
Systems &   Information Science Librarian
Head Librarian
Head Librarian
Curator Appendix F
Academic Planning
Applied Science
Asian Studies
Chem. Engr.
CI assies
Comparative Literature
Computing Centre
Creative Writ i ng
Elect. Engineering
Main Mai 1 North
Administration Bldg.
Civil Engr. Bldg.
Room 305
F. Lasserre Bldg.
Room 7B
Buchanan Bldg.
Room 2250
Chem. Engr. Bldg.
Room 310
Chemistry Bldg.
Room 261
Buchanan Bldg.
Room 2208
Henry Angus Bldg.
Room 9
Buchanan Bldg.
Room 1262
Civil Engr. Bldg.
Room 238
Brock Hall
South Wing
Room 204
Elect.   Engr.   Bldg.
Room 428
(Enter Room 434)
Brock Annex
(Former Bill iard
Buchanan Bldg.
Room 2208
Geophys ics
Geog. & Geol. Bldg
Room 114
Geophysics Bldg.
Ma i n Ma 11
2nd. Floor
Hispanic-Ital ian Buchanan Bldg,
Room 2220
Home Economics
Inst, of
Relat ions
Li ngui sti cs
Mineral Engr.
Buchanan Bldg.
Room 1220
Home Ec. Bldg.
Room 310
Henry Angus Bl dg.
Room 310
Library North
Wing 8th Floor
Buchanan Bldg.
Room 171
Mech. Engr. Bldg.
Room 212
Metallurgy Bldg.
Room 319
Wesbrook Bldg,
Room 4
Min. Engr. Bldg.
Room 201
Wesbrook Bldg.
Block C Room 221
Cunningham Bldg.
Room 160 49
Phys ics
Rehabi1itat ion
Med icine
Social Sciences
Geog. & Geol. Bldg.
Room 216
Hennings Bldg.
Room 311
Health Sc. Centre
Wesbrook Road
Hut M S 1
Room 20
Henry Angus Bldg.
Room 305
West Mai 1 Block
Room A 112
Wesbrook Bldg,
Block A
Room 203
Henry Angus Bl dg.
Room 203
Buchanan Bldg.
Room 2251
Frederick Wood Theatre
Room 211
(Apply at Room 207) 50
Senate Library Committee
Dr. M. F. McGregor (Chairman)
Mrs. A. B rear ley
Dr. S. Rothstein
Dr. D. G. Brown
Mr. F. J . Cai rn ie
Dr. D. H. Chitty
Dr. J, M. Kennedy
Dr. A. J. McClean
Mr. K. R. Martin
Miss D. Allen
Mr. J. J. Campbell
Mr. W. Armstrong
Chancellor A. McGavin
President W. Gage (ex officio)
Mr. J. E. A. Parnall (ex officio)
Mr. B. Stuart-Stubbs (ex officio)
Terms of Reference:
(a) To advise and assist the Librarian in:
(i)  formulating a policy for the development of resources for
instruction and research;
(ii)  advising on the allocation of book funds to the fields of
instruction and research;
(iii)  developing a general program of library service for all the
interests of the University; and
(iv)  keeping himself informed about the library needs of instructional
and research staffs, and keeping the academic community informed
about the 1ibrary;
(b) To report to Senate on matters of policy under discussion by the
Commi ttee


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