SiMON FRASER UNIVERSITY

c

o

-12^

-

MEMORANDUM

FOR INFORMATION

To ..... .. .............................................. .From.. Senate ..comrnit.tee..on..Agenda..and..

Rules

Subject.(a) ....

pr1p.i40

Date...

31....79 .

Report,

_Senate_Library

(b)

Report to President, Library -

Senate Committee on University Budget S.80-12 A

(c)

Report to President re S.L.C. Report and

the SCUB Report in (1) and (2) respectively -

Chairman, S.L.C. S.80-12 B

For the Senate meeting of December 3, 1979 copies of the

Annual Report, Senate Library Committee, S.79-121 were distri-

buted. At the December meeting it was agreed that the item be

deferred until the January 1980 meeting, pending availability

of the Library Report of the Senate Committee on University

Budget and of possible further comments from the Senate Library

Committee.

40

12

latter two documents are distributed herewith as S.80-

12 A and S.80- 1

2B respectively. Please bring forward from the

December meeting of Senate paper S.79-121 for January.

The Senate Committee

an informal discussion of

the time of the discussion

cussion should concentrate

in the reports rather than

the statistical disputes.

n Agenda and Rules recommended that

these three reports occur and that

be limited to 30 minutes. The dis-

on the academic policy issues raised

on the budgetary recommendations or

Academic policy issues identified in the reports include

the following:

1.

Determination of the necessary and actual quality of the

Library collection.

2.

Determination of the optimal hours of operation for the

Library and the level of provision of services.

3.

Priorities to be assigned to the quality of the collection

and the quality of services.

4.

The relative importance of serials vs. monographs and

retrospective monographs vs. current monographs.

5.

Support for new programs vs. support for established pro-

grams.

2

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-2-

To - Senate

December 31, 1979

6.

Access to collections, in various forms, in other libraries.

7.

The need for a formal statement of Library objectives and

more formally articulated Library policies.

Many, if not all, of the above policy issues have been

discussed over several years within the Library and between the

Library and the senior administration. However, Senate has

rarely had an opportunity to express its views on these important

issues. SCAR'S proposal for informal discussion is intended to

provide the opportunity for advice to be given to the adminis-

tration and the Senate Library Committee.

is

0

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SiMON FRASER UNIVERSITY

13.7 q-121

MEMORANDUM

4

0- .

SENATE

From...

SENATE LIBRARY COIIMITTE..

Subject.........

NUAL

REF9RT_F9RI9U9N

NOVEMBER

20, 1979

0

---

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I.& V .a_I......'.a. .

£

MEMORANDUM

To ........ ...M ..va..

........

Secretary of Senate

.....e.g.i..r..I.5..Q.fi.i.ce.....................

Subject......

THE

• SENATE

LIBRARY COMM ITTE-1978/79

From ..... .Ph ....P.....i99•e

Chairman

S

i.brr.v. .cpw.m.i.t.te.e

10

Date ...... ..cqb..r.23.,..).97.9......................

Attached please find the

1978/79

Annual Report

of the Senate Library Committee for presentation to Senate.

•

U'Lfti1

00T2

5 1979

REGISTRAR'S

OFFICE

MAIL DESK

PS/cmfd

a tt.

cc: Members, Senate Library

Committee

---

ANNUAL REPORT OF THE

SENATE LIBRARY COMMITTEE

1978/79

The Senate Library Committee met on December

7, 1978

and July

5, 1979 -

no meeting took place in the Spring

Semester,

1979,

because

.

pressure of work,on Librarians during

the industrial dispute

and on Faculty, immediately after the

dispute terminated, made it impossible to assemble a viable

quorum.

'A number of matters,, carried over from last year,

continued to exercise the Committee.

These included revisions

to the Loans' p01 icy, to facil itate maximum access to and use

of the collections; the mounting of a trial serials' survey,

to ensure both that serials essential to the work of the

University community are obtained and that limited funds are

not expended on items which are otherwise available for,

limited use and an attempt to identify a viable means of

ensuring that Library materials are available to support

new ventures by the University or by specific departments

through an effective collections' evaluation procedure.

Less recurrent items included the circulation of

negative bibliographies to indicate more clearly the impact

of restricted budgets on Library purchases; the 'savings' to

continued/2

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.

be anticipated by changing from one monograph vendor to

another in respect of the approvals plan; the implementation,

and implications for Simon Fraser University, of the British

Columbia Union Catalogue; changes in the organization of the

Library; and the disposal of undesignated gift funds.

The unifying factor between the, recurrent and

irregular topics discussed may be identified as "the adequacy

of the Library budget".

The funds available to the Library

- or rather, the lack of funds - has limited the options

available in all matters discussed, from Loans' policy to

serials, negative bibliographies and approvals' plan changes.

The concerns, which conditioned the discussions

over the above

'

items, emerged clearly when the

1979/80

Library Budget was examined at the meeting on July

5, 1979.

It became clear that the funds then authorized would allow

current serials' subscriptions and the approvals' plan for

current monograph purchases to be maintained only by further

support staff reductions and the virtual elimination of

purchases of retrospective monographs.

It was thus soon

apparent that there was to be no amelioration of the

restrictions imposed on. new serials' subscriptions three

years ago; that new monographs beyond the somewhat basic

purchases arranged through the approvals' plan could not be

made; and that no monographs published before

1979

could be

purchased.

C

continued/3

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-3-

In

these

circumstances,

the

Senate

Library

Committee

felt

it

was

necessary

to

advise

the

Chairmen

of

Senate,

of

the

Senate

Committees

on

Academic

Planning

and

the

University

Budget,

and

the

Deans

of

its

opinion

that

the

budget

was

inadequate..

The

problem

may

be

stated

simply.

The

Senate

Library

Committee

has

attempted

to

ensure

that

the

funds

available

to

the

Library

over

the

years

have

been

expended

in a

manner

which

will

enable

the

University

to

achieve

its

perceived

goals.

In

the

three

financial

years

prior

to

1979- 8

0,

the

Committee

has

tried

to

maintain

momentum

despite

serious

financial

constraints.

The

Committee

now

concludes

either

that

adequate

funds

must

be

made

available

to

the

Library

to

enable

the

University

to

stand

some

chance

of

achieving

the

University's

goals

or

that

those

goals

must

be

radically

revised

and

curtailed.

In essence, academic excellence involves much larger

expenditure on Library materials and a higher staff ratio

than is currently possible.

The decline in staff positions since

1970/71 is

indicated on graph I attached.

The expenditure over the same

period on salaries (despite the reductions), on overall

acquisitions, serials and monographs is demonstrated on graph 2,

while the changing relationship between these key elements

is demonstrated on graph 3.

.

.continued/t

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-14-

.

It should be borne in mind that total student FTE

enrolment rose from

6,281 in 19714

to

8,3914

in

1979,

while

Faculty increased from

356 to

1457

over the same period.

kor

P. Stigger

Chairman

Senate Library Committee

PS/cmfd

October

17,1979

.

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S. F6-

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SiMON FRASER UNIVERSITY

MEMORANDUM

To

K. G.

Pedersen

I

From..

Senate Committee on the

President

I

.

University Budget

Subject.....

Library

..

I

Date...

November 14, 1979

INTRODUCTION

In a meeting of S.C.U.B. on February 7, 1979, you outlined

a number of areas in which the Committee might play a role.

These included:

(1) Input on Operating Budget submissions to U.C.B.C.

(2)

Examination and evaluation of various university operations

where increased operating support is desirable or decreases

can be accommodated.

(3 Examination of costs of new programs and new course

proposals.

(4)

Input on Capital Budget submissions to the U.C.B.C.

(5)

Exploration of ways in which to improve the efficiency

of university operations.

In the ensuing months the Committee has concentrated its

efforts in the second area. To this end, the Committee first

identified the major resources essential for .an excellent

university:

-

Library

- Computing services

- Graduate program support

- A faculty well qualified in teaching and research

While it could have chosen to examine the adequacy of support

in any of the above areas, the Committee concluded that the

area presently eliciting the greatest concern within the University

community was the Library. It therefore chose to examine the

needs of this unit in some detail. Our report follows.

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*

OVERVIEW

The Library serves a broad clientele- Simon Fraser

University students and faculty; regional college students

and staff; alumni; and the public at large. Within its

mandate, it offers a variety of services. These can be

identified in two broad categories:

A. Collections

(1) undergraduate

(2) graduate

(3) research

B. Public Service

(1)

general reference

(2)

machine literature search

(3) inter-library loan

(4) other

(a)

map room

(b)

special collections room

(c)

serials reading room

(d)

reserve book room

The importance of the Library's collection is well recognized.

Equally significant, however, is the public services area which

enables the University community and others not only to use the

collection effectively but also to gain access to the holdings

of other libraries. The inter-library loan service and the

services for bibliographic searches are particularly critical.

Production of paper copies of microfilmed material are gaining

prominance as reliance on film and the union catalogue increase.

In preparing its annual budget request and apportioning

the actual funds received, the challenge faced by the Library

lies in assessing the adequacy of current financial support

. *

This section provides a general description of Library activities;

no budgetary implications are implied.

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I

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provided to each of the above areas and their relative influence

in serving the Library's various clientele. The challenge

is exacerbated by two factors. First, the absence of University

policy directives regarding the priorities to be assigned to

various functions and services within the Library's mandate.

Second, the limited availability of quantitative measures

which can be used to judge the adequacy of current support

levels.

This report seeks to accomplish three objectives. First,

to offer some assessment of the adequacy of the current level

of collections and services offered by the Library. Second,

to provide a source-documented set of statistics which can

provide a realistic basis for assessing the level of current

and future Library support. Third, to offer a set of recommendations

designed in partto facilitate assessment of the Library's requirements

.

ANALYSIS

The Committee began its examination by first meeting with

the University Librarian, Ted Dobb, and the Chairman of the

Library's Collection Development Committee, L. Thomas. This

was followed by a meeting with the Faculty Deans who were

asked to describe the perceptions of their Faculties regarding

the adequacy of current support for the Library's activities.

There was general agreement among these parties on the following:

First, the collection satisfactorily supports

undergraduate studies and can be called a "good"

collection for undergraduate purposes.

Second, the status of the collection for graduate

work and research is more controversial. It

is clearly not a great collection in the

0

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•

4

4

S

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sense that Harvard, or even U.B.C., have great

research collections. Whether it is in fact

• "good" collection for these purposes elicits

• mixed reaction.

Third, the inter-library loan service is valuable

to members of the University community. The

current limitations on its use, e.g. number

of requests, number of items which can be

ordered on one request, the detail required

in submitting a request, and the slowness

of the mail services, suggest a need to

examine further the adequacy of resources

currently provided to this service.

Fourth, the machine literature search service

exists only in a fledgling state and is

*

costly.

Deans and librarians are agreed that during the first ten

years of its history, the Library built a good collection to

support the teaching and research activities of the University;

that it has done a good lob of maintaining the collection and

services under the reduced funding levels of recent years;

but that the quality of the collection will begin to deteriorate

severely unless the University is able to provide increased

financial support sufficient to compensate for continuing

inflationary increases and exchange rate differentials. To

assess the validity of the above assertion, an evaluation of

the Library's budgetary situation is required.

. *

These comments refer only to the machine literature searches

initiated by an individual; they do not refer to the

subscriptions from individual faculty members for monthly

receipt of new publications in specific disciplines or sub-

disciplines.

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METHODOLOGY

For purposes of the following analysis, a choice exists

between two basic but different sets of financial statistics.

One option is to use budget allocations, the other to use

actual expenditures. Both options are equally valid. Problems

arise when one displays both budget and operating expenditure

data for there are items included in one which are excluded

from the other (a listing of the differences for the Library

is shown in Attachment 1). Further, staff counts will vary

since there is no agreement on a method for converting

part-time into full-time equivalent appointments.

The following financial analyses reflect budget

data only. Staff counts reflect those prepared

by the Budget Office. Data on library volumes

is'

based on

that prepared by the Library staff.

The Ontario universities have developed book and periodical

•

indices which we have applied to S.F.U. library monograph*and

serial budgets.

A survey of Ontario university libraries found that the

majority of the books purchased by the libraries were American

(it is estimated that over 80% of S.F.U. monographs and

journals are obtained from the U.S.). A widely used index

for U.S. books is available; the Bowker Annual of Library

and Book Trade Information contains a price index based on

average prices of U.S. hardcover trade and technical books.

The main index for periodicals is also American. The

Bowker Annual price indices are based on average prices of

U.S. periodicals.

The indices developed by the Ontario universities take the

Bowker indices and convert them to Canadian figures by adjusting

for the Canadian-U.S. exchange rate.

*

Monographs consist of unique titles not published in serial form.

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4

t

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.

The graphs reflect historical data from 1970/71 but

comparative analyses have been normalized to the levels of

1974/75. The choice of 1974/75 is arbitrary but based on

the following rationale. During the first ten years of

the University, the Library was in the process of building

its collection. During that period, major budgetary allocations

were provided the Library in order that its collection

acquisitions could go forward as rapidly as possible. After

ten years, it seems reasonable that the same budgetary level

for collections would not be required as in previous years.

Further, 1974/75 was a year in which the University was

generously funded by the Provincial Government and this was

reflected in the Library budget in total and in the acquisitions

component.

S

ANALYSIS

Graph #1 displays from 1970/71 the Library budget as a

proportion of the University operating budget. As one would

expect, the proportion has declined for as the University

adds new programs, departments and services, the relative

proportion of the operating budget accruing to any one unit

will likely reflect a decline similar to that for the Library.

It should be emphasized that there is no a priori relation-

ship between increases in the Library budget and either the

Provincial Operating grant or the University operating budget.

What is at issue is whether the Library has, is and will

receive levels of operating support sufficient to meet the

needs of the University community.

What has the Library done with the monies it has received?

This requires an examination of the various components of the

Library's budget.

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£

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1979/80 LIBRARY OPERATING BUDGET

1979/80

PROPORTION OF 1979/80

ITEM

BUDGETED

LIBRARY BUDGET

- salaries

2,070,000

61.5

- operating expenses

401,000*

8.3

- acquisitions

- monographs

255,500

- serials

640,400

- total acquisitions

895,900

30.2

TOTAL

$3,666,900

100.0

*

Includes book binding of $121,000.

The salaries component of the Library budget is a function

of two variables: rates of pay and staffing levels. Despite

•

a steady decline in the number of staff employed in the Library

(Graph #2), there was a steady increase in the salaries budget

through 1977/78; the last two years have reflected almost no

change (Graph #3). The introduction of the tattletale system

and elimination of the card catalogue were justified on the basis

of their projected labour and shrinkage savings and these have

contributed, in part, to the overall reduction in staff. Like

many other units of the University, the salaries component of

the Library budget has consistenly increased at a faster rate

than the total budget, a point to be examined further.

The operating component of the Library's budget reflects

its non-salary expenses in such areas as materials and supplies,

travel, audio visual services, repairs and alterations, equipment

maintenance, book binding, etc. In recent years, its annual

rate of increase has consistently been greater than increases

in the total Library budget. Reflecting this relative rate of

growth, the proportion of the Library budget devoted to non-salary

operating expenditures in 1979/80 stands at 11.9% compared with

9.5%

in 1974/75, an increase of 2.4%. This situation is surpr.isinq

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-8-

since in many other units of the University, it is non-salary

operating expenses which have been most adversely affected.

One possible reason is that book binding costs are included

in this category and are increasing as the collection grows

and ages. A second relates to cataloguing expense. In 1977,

it was decided to have cataloguing for the Simon Fraser

University Library handled by the University of Toronto using

computer terminals. This decision reduced the salary component

of the Library budget by approximately $100,000.. However,

the contracting-out costs associated with the University of

Toronto arrangement (telephone lines, storage, computer usage)

are roughly equivalent to the previous salary commitment.

Without this re-allocation from salary to non-sâry expense,

rates of increase would have been less than inceses in the

total Library budget and the proportion of theLibrary's budget

devoted to non-salary expenses would have dec1u6edin the period

under examinations

-

The third major component of the Librarys budget is

acquisitions which can be further sub-divided ifIto serials

and monographs. Percentage increases in the

iii1s budget

have closely followed percentage increases in the overall

Library budget. Percentage changes in monograph budgets,

on the other hand, reflect a different picture. Following an

increase in 1975/76, the monographs budget dropped sharply

in 1976/77 and 1977/78, showed a slight increase in 1978/79

with a slight decline in 1979/80. In constant dollar

terms, the situation is actually much worse than that

reflected in Graph #3 for the effects of inflation and exchange

rate differentials have been severe, another issue we will

return to subsequently.

Graph #4 reflects the relative proportion of the total

Library budget annually allocated to its three primary components:

salaries, acquisitions and non-salary operating expenditures.

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Rates of pay for Library personnel are outside the Library's

control. Staffing levels within the Library are discussed

and agreed to by the University Librarian and the Vice-

President Academic. The salaries component of the Library

budget will, therefore, reflect staffing levels as of

March 31st adjusted for any increase or decrease in staffing

levels agreed to by the V.P. Academic and the University

Librarian. For the remainder of the Library budget - operating

expenses and acquisitions- an amount is budgeted which reflects

the needs of the Library relative to the needs of all other

operating units of the University. Within this amount, Library

personnel have responsibility and authority to allocate between

serial acquisitions, monograph acquisitions and operating

e::penses.

The number of major serial subscriptions has remained

relatively fixed in the last five years - 13,507 subscriptions

in 1975/76 versus 13,710 in 1979/80. To limit the ever-growing

budgetary commitment to journals, the Library serveral years

ago began to require deletion of an existing subscription(s)

of equal monetary value for each new one ordered. This policy

has resulted in an exchange of 1,200 journals. While this

restraint is impressive, it should be noted that given a

current faculty budgetary complement of 482, there are 28

unique major journal subscriptions per faculty member.

The non-salary operating budget represents both a significant

dollar sum and proportion of the overall Library budget.

Because of book binding, cataloguing, and related commitments,

opportunities for major re-allocations are limited.

In summary, within the total dollars annually allocated to

the Library:

- the salaries component is fixed by agreement

between the University Librarian and the

.

Vice-President Academic;

- the subscription budget is determined and fixed

by the number of journal subscriptions, and

- the operating budget offers few opportunities

for ma-or re-direction and re-allocation.

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This leaves the remainder to be budgeted for monographs. The

result is depicted in Graph #3.

The financial difficulties associated with the acquisitions

budget have been compounded by the eroding effects of inflation

and exchange rate differentials. Using 1974/75 as a base year

and applying the Ontario University monograph and serials

indices, Graphs 5 and 6 depict the dollars necessary in each

year to maintain the same monograph and serial purchasing

power as in 1974/75. More specifically, the Library has budgeted

in 1979/80, $255,500 for monograph acquisitions and $640,400

for serials acquisitions. For the Library to have the same

purchasing power in these two areas as in 1974/75, it would have

been necessary to budget $640,000 and $660,000 respectively. While

it may not have had much choice in the matter, the Library has

maintained the purchasing power for serials acquisitions; the

same cannot be said for monographs.

A factor thus far ignored in these comparisons is the

growth of the University in students, faculty and programs.

All three variables should have in some degree, influenced

the Library budget. To quantify the relationship, however,

would have required the development of a sophisticated

model which the Committee did not feel justified in pursuing.

In must suffice, therefore, for the Committee simply to assert

that the difference between acquisition budgets and real

dollar budgets would have been even greater had University

growth been taken into consideration.

A final analysis required is the position of Simon Fraser

University's Library relative to those of comparable university

libraries elsewhere. Tables 2 - 4 address this question

based on analyses supplied by individual universities and

compiled by the Canadian Association of University Business

Officers (CAUBO). Since CAUBO data is based on expenditures

.

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- 11 -

and uses different definitipns for some of the categories'

comparisons with other data 'in this report cannot be made.

The institutions selected for comparison purposes represent

those whose full-time equivalent student enrollment fall in

*

the same range as Simon Fraser, i.e. 10,000 - 15,000.,

As a percentage of total operating funds expended for

libraries, Simon Fraser has, since 1973/74, ranked 1st, 2nd,

3rd, or 4th among the 13 institutions represented (Table 2).

A disaggregation by major line item category reveals some

very real differences. Specifically, in the percentage of total

operating funds expended for books and periodicals, it appears

that Simon Fraser has slipped significantly relative to the other

institutions in the sample. However, in 1973/74, four institutions

had the same percentage. Thus, one could just as easily argue

that S.F.U. in that year ranked 8th as 5th; a similar situation

applies in 1975/76. Thus, it is more reasonable to assert

•

that S.F.U. has held its position in the middle of the group

of 13 institutions over the five year period.

Another form of disaggregation is to examine the per cent

distribution of major line item categories for each university

library in the sample for one year only (Table #4). Of the

13 institutions represented, S.F.U. in 1977/78 ranked 2nd in

expenditures for salaries and wages, 4th in supplies and

expenses, and 12th in books and periodicals.

In summary, on an overall basis Simon Fraser's Library

fares very well relative to a sample of libraries in comparable

sized universities across the country. In terms of major

expenditure categories, however, Simon Fraser encompasses

the spectrum - very high on salaries, contracted services,

furniture and equipment (primarily computer software rental

and use charges), above average on supplies and expenses,

and very low on books/peridocials.

The Universities of Victoria and British Columbia have been

included for information even though they do not fall within

the same enrollment size range as S.F.U.

---

p

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.

CONCLUSIONS

From the previous analysis, several facts emerge:

First, the Library operating budget as a

percentage of the University operating budget

has experienced a steady downward trend since 1970/71.

Second, the number of Library staff has steadily

declined since 1970/71.

Third, despite the reduction in staff, the Library

salary budget has, in recent years, increased

at a faster rate than the Library budget. The

same holds true for the operating component

of the Library budget.

Fourth, the constant dollar puchasing power (in

1974/75 dollars) of the serials component of

the Library budget has been reasonbly well

maintained.

Fifth, the constant dollar purchasing power (in

1974/75 dollars) of the monographs component

of the Library budget continues to be sharply

eroded.

There can be no challenging these facts. However, without

placing them in a broader context, it would be erroneous and

grossly misleading to draw conclusions from them alone.

The Library is far from alone in having its budget comprise

a declining proportion of the University budget. . The University

has chosen to add many new services, activities and programs

which require additional financial resources. This in turn

has meant that the relative proportion of the University

budget allocated to existing activities has declined.

It follows that the greater the number and magnitude

of new financial commitments, the more rapid will be the

W

decline in the relative proportions allocated to existing

activities.

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- 13 -

The introduction of the tattletale system and elimination

of the card catalogue were justified on the basis of their

projected labour and shrinkage savings and these have

contributed, in part, to the overall reduction in staff.

The proportion of the University budget allocated to

salaries has risen from 67% to over 80%. The Library is

clearly not alone in having the salary component of its

budget rise more rapidly than its total budget. The rise

however, is not as sharp as would have resulted had there

not been a decrease in the number of staff.

Inflation and exchange rate differentials have seriously

affected the constant dollar purchasing power of the Library.

Despite considerable effort, the Library has not been

successful in getting faculty to agree to a reduction in the

number of journal subscriptions.

•

With the salary component reflecting agreed upon

staffing level, a fixed number of journal subscriptions,

and a relatively fixed operating budget, the only

major discretionary part of the Library budget is monograph

acquisitions. The product of this situation is clearly

reflected in the monograph acquisition trend lines depicted

in the previous section.

The analyses clearly support the assertion O the

Faculty Deans and the Librarians that the monograph collection

represents the most serious problem area for the Library.

Inflation, exchange rate differentials, limited University

budget increases, and pressing internal resource demands,

will limit the ability of the University to provide support

sufficient to bring the monograph collection to a more desirable

position. This University will be increasingly dependent

on other libraries to make materials from their collections

available to us. Thus, it is important that the future needs

of the monograph collection be considered not in isolation but

in Conjunction with those resources required to make more

---

- 14 -

accessible to us the collections of others, specifically,

a machine literature capability to assist individuals in

identifying their needs and an inter-library loan service

to ensure an efficient and effective mechanism for exchange

of library resources.

How are these needs to be met? It would be easy and

probably defensible for the Committee to recommend that

more money be given to the Library. The most obvious

responses to such a recommendation are: Money for what?

How much? and, at whose expense?

The Committee's recommendations address the first and

third of these questions. The second is almost impossible

to answer for there are no quantifiable indicators which can

be used to determine how much money should be allocated for

library services, serials, monographs and operating expenses.

These will remain subjective judgments reflecting total

university resources and competing demands.

In formulating its recommendations, the Committee took

cognizance of the following three variables:

First, in each of the last five years, the

S.F.U. Library has received a proportion of the

operating budget substantially above that

received by most comparable sized Canadian universities.

Second, the difficult budgetary situation anticipated by :e

University in each of the next three years

demands that no further major expenses be

be incurred without concurrent savings

elsewhere, and

Third, future university operating budgets will

offer fewer and fewer opportunities for major

budgetary re-allocations.

The recommendations follow.

---

- 15 -

RECOMMENDATIONS

1.

That a definitive statement of University Library objectives

be developed coupled with priority rankings for those

objectives.

2.

That, as a minimum, there be no further decline, in the

Library Budget as a proportion of the University Operating

Budget.

3.

That the level of support for monographs be substantially

above that available in the current year.

4.

That, should there be an operating surplus, the acquisition

of additional monographs receive the highest priority.

5.

That a detailed examination be made of the present and

future requirements for machine literature searches and

inter-library loan service and a report be prepared for

presentation to the Senate Committee on the University Budget.

6.

That additional mechanisms be investigated for reducing

substantially the number of non-essential journals.

7.

That examinations similar to this one be undertaken by

S.C.U.B. for other areas of the University such that

eventually a set of University priorities can be

established.

Why a recommendation for the establishment of objectives

and priorities for the Library? Simply stated, demand exceeds

supply. Librarians and others have helped to identify a

set of possible objectives (Attachment B). All of them cannot

equally be met within available resources; further, there

is no apparent concensus within the University community on

either the objectives or their relative importance. Without

agreement on objectives, intra-library priorities., and intra-

university priorities, it is nigh impossible to propose rational

and defensible budgetary recommendations. The past four months

controversy concerning the appropriateness of this year's

Library allocation amply supports this conclusion.

---

I

-

16 -

Notwithstanding the absence of objectives and priorities

the Committee believes that the seriousness of the situation

warrants the

inclusion

of recommendations 2 - 7.

The Committee is convinced that the number of current

serial subscriptions is excessive when viewed in the context

of the serious financial constraints facing the Library and

the University. While there are many serial subscriptions

which must be available within our own Library, there are many

for which their availability and accessibility either at the

University of British Columbia or within the Province would

suffice. The sixth recommendation addresses this issue.

Finally, while the path leading to the presentation of

this report has been long and, at times, frustrating, the

Committee feels that its efforts will make a significant

contribution in understanding of the Library - its operation,

funding,

problems, and role in the University community.

Similar efforts will, we hope, be equally rewarding.

JSC :dw

.

---

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Financial statement

ATTACHMENT A

28.

S

LIBRARY FINANCIAL DATA

BUDGET VS. EXPENDITURE COMPARISON

BUDGETS

EXPENDITURES

RECON/UTLAS Grant

College processing

Salary increases

Adjustments & allocations

subsequent to initial

budget allocation

(e.g. Tattletale

Benefits

Strike effects

Timing

Comparability

excluded,

included

excluded

possibly included in

earlier years

excluded

included

Budget Office

Sept. 24/79

0

---

29.

7

S

ATTACHMENT B

POSSIBLE LIBRARY OBJECTIVES

1. At the undergraduate level, to provide broad acquisition

coverage (including replacement, duplication and

preservation).

2. At the graduate and research

levels

(a)

to identify programs of

excellence to be

supported with our own collections and,

(b) to

support all other areas with

a

basic

core collection of

materials only.

3. To provide rapid support to faculty via inter-library

loan arrangements.

4. To improve acquisitions of new and old monographs'.

•

and journals.

5. To provide additional funds for the purchase of

whole collections and retrospective monographs.

6. To move away from the pro quo serials

policy.

7. To keep up with current publishing by maintaining

(a)

serial

subscriptions, and

(b)

monograph approval plans.

8. To maintain the average accession rate of recent years

while at the same time permitting a modest degree

of new growth.

9. To develop a staff of subject specialists in support of

graduate programs and research

0

---

I

S

10.

To ensure that reference librarians are available

during all the hours the Library is open.

11.

To ensure that the Periodical Reading Room, Reserve

Book Room, and Map Room are open for the same

number of hours as the building.

12.

To ensure that acquisitions are processed at a

cost in line with that of other institutions.

JSC:dw

is

S

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•

SiMON FRASER UNIVERSITY

1Z

MEMORANDUM

'a.................... . ..r.e..

.........................

From

..........gge.

P.

.i...

j

rrnan

.............•n.

.....................

.

•

SubI

ect

...

.

L .0...

ry Committe.

...nd .. C. U. B . .

epOr t

.

Dat

e

......

.

csemb..24, ...79

In view of the length of

the S.L.C.'s views on S.C.U.B.'s R

make it quite clear to you, and to

S.L.C. considers S.C.U.B.'s Report

which has done much to clarify the

concerned.

the attached memorandum, stating

sport on the Library, I wish to

its other recipients, that the

to be a most useful document,

issues about which we are all

My Committee has noted with considerable satisfaction

that S.C.U.B. is of opinion that the Library 'has done a good job

of maintaining the collection and services under reduced funding

levels of recent years' [Report,

p .4]

.

For over half a decade,

my Committee has been aware of the brick-bats thrown at the

University Librarian and his staff, and it is gratifying to see a

bouquet entered in the record

However, the views of the S.L.C. are at variance at times

with those of S.C.U.B. For example, S.C.U.B. has stated that 'the

quality of the collection will begin to deteriorate severely unless

the University is able to provide increased financial support

sufficient to compensate for continuing inflationary increases and

exchange rate differentials' [Report,

p.4

] .

The S.L.C. believes

that the issues are more complex and that deterioration has

commenced, although it recognizes that the extent of the deteri-

oration in any one collection area is variable, where it is not

arguable.

Since the S.L.C.'s views differ from S.C.U.B.'s, and

since the issues which have been raised are of concern to us all,

my Committee has directed me to draft the attached memorandum

which, it trusts, will be regarded as being complementary to

continued/2

---

-2-

Dr. K.G. Pedersen

.

S.C.U.B.s Report, rather than an Anti-Report, since the desire

of the S.L.C. is to stimulate discussion of the problems which

the Library has faced and still faces.

The intention, in brief, is to contribute to the

resolution of those problems, so that the Library will not go on

facin them in their present form.

S

PS/cmfd

att.

Distribution:

Dr. J. Munro

Dr. D. Birch

Senate Committee on University Budget

Senate Library Committee Membership

Deans

Mr. H. Evans - Secretary of Senate

---

•

SiMON FRASER UNIVERSITY

MEMORANDUM

To .......

Dr.

...K. ...PecJerSe

............

from

..... .

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•Sena........ibrary. .Ci.1e

............

Subject..

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I Introduction

1.

A special meeting of the Senate Library Committee was held

on Thursday, December 13, 1979, to consider the Report on

the University Library, which was prepared by the Senate

Committee on University Budget and submitted by the Chairman

of that Committee to you on November 19, 1979.

2.

'The Senate Library Committee generally welcomed the Report,

specifically because S.C.U.B. has independently identified

funding as the major source of the Library's problems.'

Thus, S.C.U.B. has recognized that the impact of inflation

.

and exchange rate differentials on the acquisitions budget

as a whole has been severe [Report,

p

.8];

'that the monograph

collection represents the most serious problem area for the

Library' [Report,

p.13

]';

and that 'the level of support

for monographs [needs to] be substantially above that in

the current year' [Report, p.15, Recommendation 3] -,I presume

on a continuing basis.

3.

On the question of the quality of the collection, the S.L.C.

agrees that 'the status of the collection for graduate work

and research is more controversial' than that of its status

as an undergraduate collection [Report,

p .3]

.

However,

regarding the ability of the collection to support under-

graduate studies, the S.L.C. would slightly qualify S.C.U.B.'s

views, holding that it can be regarded as 'a [generally]

"good" collection for undergraduate purposes' [Report, p.3].

The insertion of 'generally' is required here because of

the differential availability of serials and monographs to

:1

continued/2

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-a

-2-

Dr. K.G. Pedersen

December 18, 1979

support undergraduate work, which raises the question of

serials as a whole and the proportion of the budget

assigned to them, whether the number obtained is appro-

priate or excessive, and what reference points are to be

regarded as valid in attempting to make judgments.

4.

The S.L.C., in the course of its consideration of these

issues, has been forced to conclude that S.C.U.B. has made

a number of false assumptions which have led It to mis-

direct itself. While this conclusion may be most clearly

demonstrated in relation to S.C.U.B.'s comments on serials,

other examples may be cited and, since all are inter-related,

it will perhaps be more advantageous for the S.L.C.'s

comments on what it regards, overall, as a most useful

Report to be collated under general headings.

I' The Budget

(a) Framing the Library Budget

I.

S.C.U.B.'s remarks can be taken to imply that the

salaries' component of the Library budget is not related

to operating expenses and acquisitions, and that operat-

ing expenses are largely fixed [Report, p.9., first

three sentences and last phrase].

2.

This is far from being the case.

3.

The Library budget, whether for the purposes of its own

asking budget or in response to notification of the

total budgetary figure assigned to the Library, has

been framed consistently to relate all three heads of

expenditure to each other. Thus the amount which has

been assigned to acquisitions has conditioned staff

levels in cataloguing, and both have impacted upon

operating expenses.

continued/3

S

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-3-

S

Dr. K.G. Pedersen

December 18, 1979

4. Total budgetary figures have in fact been assigned

to the Library over the last few years and, since

the amounts involved in a period of restraint when

inflation and currency variations have aggravated

the Library's problems have been inadequate, the

Library has been forced to retrench in all areas.

This retrenchment has been carried out in line with

the Librarian's memorandum on Library Operations in

1976/77 Impact Under Progressively Reducing Budget

Projections, dated January 7, 1976, and addressed to

the Vice-President, Academic, in response to the Vice-

President's memorandum of December 16, 1975. As then

foreshadowed, cut-backs have been applied to signif

-

icantly reduce staff and some services, while preserv-

ing current serials, if necessary at the expense of

monographs. The preservation of current serials has

been undertaken, with the support of the S.L.C., to

ensure that all members of the University community

can keep abreast of developments in the irfield, an

end which could not be achieved by preserving monographs

at the expense of serials.

(b) The assigned amounts and needs

1.

Since the Library has had to adjust its total operations

to an assigned budgetary figure, it is not correct to

state, regarding operating expenses and acquisitions,

that'an amount is budgeted which reflects the needs of

the Library relative to the needs of all other operating

units of the University' [Report, p.91.

2.

In practice, what has happened is that the Library has

been treated in the same way as any other "department"

continued/4

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Dr. K.G. Pedersen

December 18, 1979

S

of the University. There has been no attempt to

recognize the unique needs of this established

(i.e. non-emergent) "department" and, while Physical

Plant and Planning, the Department of History and the

Library may all have suffered equally from the effects

of internal inflation, the S.L.C. would suggest that

the Library has been damaged more significantly

external currency fluctuations.

3. The problem may be most clearly demonstrated by

setting the actual expenditure on serials against the

budget allocations to which S.C.U.B., for perfectly

valid reasons, chose to direct its attention

[Report, p.51. For example, the most recent figures

available for renewals of all types of serials are:-

Budgeted

Expended

1975/76

$

340,000

$

380,072.62

1976/77

446,400

344,553.17

1977/78

487,500

468,636.62

1978/79

481,250

546,161.10

4.

The decline in expenditure in 1976/77 arose because

the Canadian dollar was strong, while the pound

Sterling collapsed: the increase in 1978/79 reflects

a reversal of 1976/77 currency values.

5.

The failure to recognize the Library's unique problems

when treating it as an established "department" has

made it impossible for the Library to meet the needs

of established academic departments equally. This

has specifically been so over the last two years,

since a marked imbalance has developed between serials

and monographs because of greater emphasis within

continued/5

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0

Dr. K.G. Pedersen

December 18, 1979

Science-oriented departments on serials for a longer

period.

6.

The

inability

of

the

Library to meet the

needs

of

established academic

departments

has

been

accentuated

by the addition of new programs,

departments and

services

in

a

manner

not

considered

by

S.C.U.B.

[Report,

p.6,

Analysis].

The

S.L.C.

has

been

given

to

understand

that,

when a

new department

is

created,

it

is classified as

an emergent department for four

or,

in

some

circumstances,

five

years.

The

S.L.C.

also

has

been

advised

that

the

University

receives

specific

funds

for a

department while

it

is

regarded

as

'emergent'.

However,

where extra

funds

are

provided to the Library to

satisfy

the needs

of that

•

department,

such

funds

are made available only

for

the

first year,

i.e.

the

Library

receives

funds

to

support

initial

subscriptions

to

essential

journals

but,

in

all

subsequent years

after the

first,

such

subscriptions

are

a

charge

against

the

general

Library

budget.

The

effect

in

a

period

of

financial

stringency

is

that

the

monographs

portion

of

the

acquisitions'

budget

is

further

undermined.

7.

While

recent approval

by

Senate of procedures whereby

the

Library will

be

involved

in

the

identification

of

the cost of new programs,

etc.,

before they are

initiated will

mitigate

some

of

the

problems

more

radical

action

is

required.

8.

It

is

essential

that

the

unique

problems

and

needs

of

the

Library

are

specificall

y

taken

into

account

in

shaping

the University

budget

to

enable

the

Library

.....continued/6

---

-6-

Dr. K.G. Pedersen

December 18, 1979

S

to meet the needs of all academic departments, and

to satisfy the needs of 'emergent' areas without

undermining 'established' ones.

III The Validity of Models for Comparison

I.

Identification of the unique problems and needs of the

Library requires the concurrent identification of 'a realistic

basis for assessing the level of current and future Library

support' [Report,

p.3],

which S.C.U.B. has attempted to do

by taking the Bowker indices [Report,

p.5],

shaping analyses

to a normalized base of 1974/75 [Report,

p.6],

divising

graphs for S.F.U. and then setting S.F.U. Library against

allegedly 'comparable university libraries elsewhere'

[Report, p.101.

2.

While the S.L.C. wholeheartedly shares S.C.U.B.'s desire

to identify a realistic basis for determining the level of

support required by the Library, theS.L.C. has reservations

about the method S.C.U.B. has evolved: these are identified

in the following paragraphs.

3.

The Bowker indices take in too broad a spectrum of books

and journal publications, and therefore produce average

prices which are too low and do not relate to actual in-

house Library collections.

4. While the University as a whole may have enjoyed a financially

happy first ten years, the same was not true of the Library.

The Library experienced a 31% acquisitions' budget cut in

1971/72, and only "recovered" the position it had enjoyed

in 1970/71 four years' later [Report, Table 1, p.171 and in

uncorrected dollar terms. This "recovery" in 1974/75 was

in practice nothing of the kind, for the 'quid pro quo'

policy, by which new journal subscriptions could be made

continued/7

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Dr. K.G. Pedersen

December 18, 1979

only by cancelling current subscriptions to the amount

of the cost of the new subscriptions [and not as stated

in the Report, p.9], was introduced and fully applied

from 1975-04-01. Thus, the Library budget has been

fluctuating with various degrees of violence from 1971/72,

primarily to the detriment of monograph collections

[Report, Graph 3, p.243 and despite 'the growth of the

University in students, faculty and new programs' which

ought to have influenced the size of the acquisitions

budget, as S.C.U.B. notes [Report, p.101.

5. While graphs based on budgeted amounts rather than

expenditures shed considerable light on a number of issues,

despite concealing some problems (see II(b)3 above), it

is when comparisons are attempted between universities

that real difficult

y

arises. This is best illustrated

by comparing Simon Fraser's expenditures on salaries,

wages, books and periodicals in 1977/78 with the only

other universit

y

in Canada which is committed to the tn-

semester system: Guelph. Simon Fraser spent 92.2% under

these heads, compared to Guelph's 92.3%; however, Guelph

spent 28.2% on books and periodicals while Simon Fraser

spent only 23% [Report, Table 4, p.211.

6.

The S.L.C. respectfully submits that all such a comparison

indicates is something which is generally known, namely:

that salaries and wages are generally higher on the West

Coast.

it tells us nothing about the adequacy of expend-

iture on books and periodicals, either here or at Guelph.

7.

It is also questionable on other grounds whether any

meaningful comparison can be made between Simon Fraser's

and Guelph's expenditure on books and periodicals. Not

.

only does Guelph place an emphasis on Agricultural

Sciences which is lacking here, but Simon Fraser

IS

continued/8

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-8-

Dr. K.G. Pedersen

December 18, 1979

involved in a number of disciplines in which Guelph has

no interest, while it is extremely unlikely that the

interests of any one 'common department' are identical.

8.

The only safe conclusion which can be drawn is that,while

comparisons with other institutions occasionally can

shed light on issues of extreme importance - which S.C.U.B.

achieved in identifying that in 1977/78 Simon Fraser

ranked twelfth out of twelve on proportional expenditure

on books and periodicals [Report, p.11] - what is needed

is to develop and implement a Library policy at Simon

Fraser which not only reflects the needs of the University

community but which is also adequately supported, specif-

ically by providing the Library with sufficient funds to

enable the University to achieve its goals.

IV

University Library Objectives and Guidelines

1.

It should be apparent from the foregoing paragraph that

the S.L.C. agrees whole-heartedly with S.C.U.B. that it

is essential to develop "a definitive statement of Library

objectives.. .coupled with priority rankings for those

objectives" [Report, p.15], if this is the one way in

which the University community can become aware of budg-

etary difficulties.

2.

The problem which the S.L.C. foresees is that such a

definitive statement must be related to the University's

own short and long term goals, for it is these which

condition the Library's objectives, determine its priorities

and govern its use of the funds made available to it.

3.

The guidelines currently in use were determined betwee.n

1964 and c.1970, to reflect the University's stated goals

of seeking excellence in undergraduate and graduate

continued/9

S

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Dr. K.G. Pedersen

December 18, 1979

teaching and research by a competent Faculty. To

contribute to the achievement of these goals, the Library

consulted the University community before acquiring

serials and monographs to support the declared needs of

the community.

4.

The general guidelines which emerged began to be eroded

as soon as budgetary fluctuations commenced. Thus, while

the Faculty of Science felt compelled to opt in the early

1970s to protect serials over monographs, the Faculty of

Arts gave more weight to monographs. The option chosen

by the Faculty of Science, and implemented by the Library,

was predicated upon the belief within Science that the

best way to keep abreast of developments was to maintain

serials. This option has perforce had to be chosen by

other Faculties as budgetary difficulties have increased

and forced reductions in the monographs' portion of the

acquisitions budget to a point at which, in the first

half of the current financial year, monograph purchases

have been restricted to core purchases of materials

available through the approvals' plan - which is not and

can never be all-embracing. The result has been an

imbalance between monograph and serials' purchases, which

the probable release of additional funds will partially

correct over the balance of this financial year.

5.

The present guidelines, which represent the Library's

attempt to satisfy the requirements of each of the various

elements which make up the University community, in light

of that element's perception of its role in achieving.

the University's objectives, have clearly been seriously

undermined by financial constraints.

6.

It is against a background of the erosion of the guidelines

.....continued/10

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- 10 -

Dr. K.G. Pedersen

December 18, 1979

that any consideration of the Serials and monographs'

collections has to be set.

V

Serials

1.

The serials' portion of the acquisitions budget is

peculiarly susceptible to currency fluctuations, because

only 40%, and not 80% [Report,

p.5],

of serials are

obtained from the United States and only 27% originate

in Canada. One third is obtained from elsewhere - 21%

from five Western European Countries and 11% from the rest

of the world - and this 32% accounts for about one half of

current costs.

2. The impact of inflation, currency fluctuations and budg-

etary restraints has led to the overall position indicated

above (IV 4), and it is the S.L.C.'s perception of the

consequences for the University community that conditions

its responses to portions of S.C.U.B.'s report.

3.

Part of the difficulty which arises stems from S.C.U.B.'s

failure to define a serial as:

"any title intended to be published indefinitely

or for such a time that, to acquire all its

parts, the Library must enter a continuing

order,"

and then to note that the Library divides serials into

four categories, namely:-

(i) periodicals or journals, normally published at

greater than annual frequency;

(ii)

annuals, which includes yearbooks and proceedings;

(iii) series, which individually may be "monographs",

e.g.

Queens University papers in Economics; and

(iv)

continuations or sets, such as "The collected works

of.. .

it.

0

.....continued/11

---

Dr. K.G. Pedersen

December 18, 1979

4. These categories are currently being acquired at the

following rates:

(I)

periodicals and journals

-

7,087 titles

(ii)

Annuals

-

4,771 titles

(iii)

Series

- 1,396

(iv)

Continuations or sets

- 502

5. Actual receipts amount to 13,756 serials.

They include

about 4,000 government publications, of which half are

distributed free but still incur processing charges and

1,500 general items, including newspapers, standard

references, indexes and other items of very broad or cross

disciplinary interest.

6. The position is thus complicated and, whereas it is accurate

to state that there are 28 current serials per faculty

member [Report, p.91, the number of subscriptions per

Faculty member amounts to just under 15.

7. The real problem emerges when the number of serials is

divided by the current faculty budgetary complement of 482

and this is used to support the view that "the number of

current serial subscriptions is excessive in the context

of the serious financial constraints facing the Library

and the University" [Report, p.16], for at least six reasons.

8.

Firstly, there is not an even distribution of serials by

Faculty across Departments.

It is possible to assign 151

serials to ten Faculty in Archaeology and 3,609 to fifty-

four Faculty in Economics and Business Administration,

to produce averages of 15.1 and 66.8 serials per Faculty

member respectively.

9.

secondly, the pattern changes when attention is directed

to journals and periodicals.

It is then possible to assign

continued/12

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.

I

-

12 -

Dr. KG. Pedersen

December 18, 1979

53 journals to Archaeology and 1,419 to Economics and

Business Administration, to produce averages of 5.3 and

27.0 journals per Faculty member respectively.

10.

Thirdly, the questionable validity of either exercise

becomes apparent once it is recognized that the Lion's

share of titles received by the Library, both as a full

Canadian depository for government publications and for

some other reasons,has been assigned to Economics and

Business Administration.

11.

Fourthly, no data exists to identify when a specific

figure may accurately be described as excessive, partic-

ularly when it is related directly and solely to cost.

The average price of the journals which can possibly be

assigned to Archaeology is currently $14.23; to Economics

and Business Administration $20.33; to Education $15.37;

to Biological Sciences $112.91; to Chemistry $237.36;

and to Computing Science $102.61. All that becomes

obvious is that journals published to satisfy the needs

of scientists are extremely expensive.

12.

Fifthly, some data does exist which suggests that the

number of subscriptions may be too low, rather than

excessive. The Social Sciences have an identified stock-

pile of desirable serials, the subscriptions to which

would cost more than $5,000; Humanities has a list which

would cost about $500: the Sciences have an identified

list of fifty-four titles.

Although a stockpile exists,

however, there is reason to believe that it is not

complete, because the quid pro quo policy has caused some

Faculty members to stop placing requests which they know

cannot be satisfied.

continued/13

.

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0

Dr. K.G. Pedersen

December 18, 1979

13.

Sixthly, experience has shown that Faculty rely more

heavily on journals in times of financial uncertainty

than they do in more prosperous times (see IV 4 above),

which suggests that journals and serials generally are

regarded as the last line of defence for the maintenance

of adequate standards in teaching and research.

14.

The six reasons and examples just advanced to cast doubt

on the validity of S.C.U.B.'s statement, cited

in

paragraph 7 above, should not be taken to imply that the

S.L.C. does not share S.C.U.B.

'S

concern about the number

and cost of journals nor fail to concur in its view that

mechanisms need to be investigated 'for reducing.., the

number of non-essential journals' [Report, recommendation 6,

p.15] and for seeking some means to share resources with

other institutions within the Province [Report, p.161.

15.

To this end, as Simon Fraser University Library began to

experience serious financial problems, the quid pro quo

policy for new orders was introduced in an attempt to

eliminate non-essential subscriptions.

As it became

apparent, through the emergence of a backlog of unat-

tainable items (paragraph 12 above), that the limits of

utility for this policy had been reached, so steps were

taken to devise a serials survey, which would identify

the priority rating of serials in the eyes of their users,

in order to determine which items had to be available

immediately, which items needed to be only locally

available and which had only to be available within the

Province.

16.

The serials survey only became viable as other institu-

tions began to experience similar financial problems to

Is

those at Simon Fraser, and as the Provincial Government

continued/14

---

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.

S

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14 -

Dr. K.G. Pedersen

December 18, 1979

began to provide funds to allow for the ultimate develo-

ment of a computer-based Provincial union catalogue.

17.

Although the initial sample survey was delayed by unfore-

seen local circumstances, questionnaires have been

distributed to four departments and, by mid-November,

almost all participants in one had replied.

Since the

success of the sample survey turns on a full departmental

response, it is too early to evaluate fully the success

of this trial run.

However, present indications are that

the sample survey has been properly devised and, once

this is confirmed, all departments will be invited to

parti cipate.

18.

Once the general serials survey has been conducted, it

should be possible to place serials, in association with

Faculty, into high, medium or low use/priority categories

and, in association with other cooperating institutions,

to eliminate some medium use/priority ,

, and more low use/

priority, serials, thereafter relying on inter-library

loan services in effect to augment our own serials'

holdings.

19.

The serials survey, provided the anticipated level of

cooperation is achieved between Simon Fraser and other

participating institutions, will lead to some savings

through some cancellations of low use/priority items.

However, it will clearly take some time to implement and,

in the interim, it must be recognized that the serials

collection is not static, as S.C.U.B. recognized when it

referred to 'an exchange of 1,200 journals', held that

this restraint is impressive', and noted indirectly that

[Report, p.9] there had been an increase of 203 'subscrip-

tions' (please refer to paragraphs 3 and 5 above).

continued/15

---

I

I

-

15 -

.

Dr. K.G. Pedersen

December 18, 1979

20.

While it is true to say that 'the Library has [almost]

maintained the purchasing power for serials acquisitions'

[Report, p.10], it must be recognized that this has been

achieved only by failing to add essential new titles

(paragraph 12 above) and by failing to purchase backfi1

of serials.

21.

It should also be noted that inability to fill gaps in

existing serials' backfileS is in part a result of the

methods by which University has underfinanced new programs

(paragraph 11(b) 6 above), although the moderate growth

in the number of serials obtained is in part an indication

of the Library's attempt to service needs, e.g. the move

into Clinical

p

sychology led to 34 new subscriptions.

VI

Interlibrary Loans and Machine Literature Searches

1.

It is perfectly correct to imply, as S.C.U.B. does

[Report, p.161 that interlibrar

y

loans can result in

financial savings for the serials acquisitions' budget,

but it must be recognized that such savings can only be

achieved with the cooperation, and partly at the expense,

of another institution.

Nevertheless, it must be noted

that labour costs and service charges are incurred by

each and every ILL transaction.

In brief, Simon Fraser

must carry a fair proportion of the burden to ensure-that

both medium and low priority serials and monographs are

available locally and provincially: however, Simon Fraser

cannot expect to make use of interlibrar

y

loans to conceal

deficieflcI!s in holdings essential to its teaching and

more specialized research interests,

in

either serials or

monograpj.

2.

Some issues raised by S.C.U.B. on Interlibrar

y

Loans are

continued/16

S

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Dr. K.G. Pedersen

December 18, 1979

0

not clear, e.g. 'number of requests' [Report, p.41, and

may reflect problems eliminated either eighteen months'

ago or by the appointment of an ILL specialist at the

beginning of the Fall semester.

It may therefore suffice

to note that this is a most serious area of concern for

all Libraries; that a major part of the problem with the

service is the ability of the lending institution to meet

any request in light of its own needs; and to clarify

what is happening in this field.

3.

The Provincial Government is putting $6 million into the

development of a computer-based Union Catalogue, involving

all Provincial universities and junior colleges; this

system is currently linked with the University of Toronto,

and constitutes the first step towards the establishment

of a regional network.

4.

Because of these developments, and because the deficiencies

in the present operation stem largely from the ability or

willingness of lenders to lend, the S.L.C. is of opinion

that an enquiry into the'adequacy of resources currently

provided to this service' would not be useful at this

time [Report, p.4].

5.

S.C.U.B. also notes, regarding monographs, that this

'University will be increasingly dependent on other libraries

to make materials from their collections available to us'

[Report, p.13].

This raises all the issues examined above

(V 18; VI 1-3), while ignoring the key issue: how is the

ceiling for a reasonable level of borrowing to be determined

- for there is no doubt that borrowing will continue and,

as the University diversifies, it may be expected to

increase.

.

continued/17

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- 17 -

Dr. K.G. Pedersen

December 18, 1979

S

.

6.

The S.L.C. is of opinion that the present level of

borrowing provides no guide, because it reflects the

deterioration of monographs collections since 1971/72 and

especially since 1975/76, and of serials since 1974/75.

7.

This raises the closely related problem of machine liter-

ature searches. There are now over 500 data bases,

largely in Sciences, although data bases are developing

for the Social Sciences and Humanities. Simon Fraser can

be linked in to over 200 of them, and it is quite obvious

that use of data banks will increase. This is partly

because inflation and publishers' difficulties have

combined to create a situation whereby some material is

now only available through data banks: CISTI

- The Canadian

Institute for Scientific and Technical Information is but

one example.

8.

The developments in this field are such that Simon Fraser

must have access to the data bases appropriate to its needs

and it is in this sense that the S.L.C. concurs with

S.C.U.B. [Report, p.14].

9.

Access is expensive for an individual, as S.C.U.B. indicates

[Report, p.4 and footnote thereto], but not at present to

the University as the Library recovers costs less staff

time.

10.

The basic question which needs to be settled, in the

S.L.C.'s view, is: who should pay for machine literature

searching? The issue emerges because scientists generally

can call on research money to pay for such searches, where-

as Faculty in the Social Sciences and Humanities cannot.

Thus, it is necessary to develop a fair and acceptable

cost recovery program.

continued/18

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Dr. K.G. Pedersen

December 18, 1979

0

11.

The S.L.C. does not consider that this issue should be

related to an examination of either present or future

requirements for machine literature searches [Report,

p.15, recommendation