Access and Tech Services Management

Access Services

Circulation

A reliable circulation system is required for a library to run even remotely smoothly. Depending on the size and nature of the institution, a circulation system could be anything from cards that patrons sign to a high-end integrated library system. Circulation managers must assess their institutional needs to determine which kind of system is required. When libraries increase in size or change checkout policies, there may be a need to change circulation systems. Migrating systems is a huge project that requires adept project management skills – the basic daily functioning of the library is at stake during this volatile period. Libraries may be stuck with inadequate or unreliable systems due to budgeting or technological constraints. In this case, having a dedicated circulation manager that can monitor the system is a must.

A major aspect of circulation is the management and use of interlibrary loan systems. Interlibrary loan requires the knowledge of basic copyright law in order to stay copyright compliant and reduce the risk of putting your institution in a compromised position. Interlibrary loan must not be used to fill a deficiency in a library’s collection, so monitoring use and working with acquisitions is a necessity.

Interpersonal skills and some finesse are required to get faculty to be compliant in academic settings. Rather than making reserves available, faculty will occasionally put the responsibility of finding required reading articles into the hands of their students, which in turn puts a lot of pressure on interlibrary loan services.

In addition to issues of faculty compliance, the use of systems such as Illiad to track electronic delivery can bring up copyright issues. Some smaller institutions may opt to print out hard-copies of interlibrary loan articles, even if the article was delivered to the library in a digital format. Whichever format the library chooses, libraries cannot keep interlibrary loans in their permanent collection, so even digital copies must be flushed.

The management of reserve materials, much like interlibrary loans, requires knowledge of copyright issues and laws. Copyright clearance is required for packets and handouts, which will most likely include paying royalties. Again, working close with faculty to ensure copyright compliance and the accessibility of reserves in the library is essential.

The sharing of resources in a consortia will greatly affect circulation statistics; though patrons may be checking out a large number of materials, it may not show if they are checking out the materials through a different institution. When libraries choose to enter into a consortium, the issue of access rights is extremely important. Deciding if access is uniform across the board for all consortium members or if there is limited access based on your institution’s size or contribution to the consortium is something to be determined prior to entering into a consortia arrangement, but the need to revisit these policies may arise on a regular basis. In addition, change in a vendor’s portfolio or in an individual institution’s membership may mean additions or losses to assess.

Policy

Policies are flexible guidelines that tell staff and patrons what is expected of them and what they can expect. Policies differ from procedures in that they tell the “what”, while procedures tell the “how”; though they go hand in hand, policies should be distinguished from procedures. There are two types of policies: Internal and External. Internal policies govern the inner workings and management of the library, and external policies determine how the library serves the community. Some examples of external policies include circulation, hours of operation, and loan periods.

A well-constructed set of policies is consistent with the goals and mission of the library.  It should reflect a positive image for the library and be stated clearly with special attention to the audience they are intended for. For example, circulation policies, intended for library patrons, should be free of jargon and written so that members of the community can read and follow them. This may entail the translation of policy into multiple languages to be accessed by non-native speakers in the area.  Policies should be concise, easily understood, and have a pleasant tone. They should be written and readily accessible to staff and patrons.  If a question about policy arises, referring to a written statement can bring clarity. Clearly-stated policies help to avoid confusion and in some cases, legal problems.

Policy-creation is determined by the type of organization; a large public library’s policy must be reviewed and authorized by the library board, whereas an academic library’s policy is reviewed by the academic institution. Though the final authorization may come from higher up, the initial statements are created by managers. It is advantageous to include staff in the policy review process. The more input you have from staff and patrons, the more the policies will reflect the organizational culture and needs of the community. This process also facilitates communication and understanding on why policies are set forth in the first place.

Once policies are written, reviewed, and authorized, a system for periodic review and updating should be put in place.  Policy statements should be considered as living documents that change over time to reflect the organization’s culture and community.  If questions and concerns over the same policy are reoccurring, it will need to undergo a review process.  Policies may also require review after structural changes within the organization take place.  If the organizational restructuring takes place, then the organizational policy should reflect that change.  Keeping current on new laws and regulations will also help policies to stay current.

Policies create a framework for uniformity, consistency, and fairness and save the time of the manager by setting forth guidelines used to make decisions. These guidelines can filter the decision making process to lower levels in the organization. Managers across the organization use policy to create cohesion and uniformity.  Instead of a number of individuals taking each situation on a case-by-case basis, policy saves time and energy.  That is not say that policy cannot be flexible; managerial discretion may be needed in come cases and keeping a flexible policy allows managers to interpret and act as they see fit.

ADA

The American’s with Disabilities Act (1990) ensures basic civil rights regardless of physical or mental disabilities.  In 1992, the Association of Specialized and Cooperative Library Agencies was formed to address evolving issues concerning the new laws and libraries. An official statement was issued by the ALA confirming their support for the new legislation, stating that “Libraries must not discriminate against persons with disabilities and shall ensure that individuals with disabilities have equal access to library resources”.

The building itself is one important aspect of ensuring equal access to the library. At this point, all library buildings should be up to ADA standards of accessibility. However, constant evaluation of the space is crucial. Buildings may add new furniture or technology stations that can block paths and hinder the easy flow of the library. To ensure that the physical space is free of obstacles, a periodic walkthrough should be conducted. It is best to include people of all ability levels in the walkthrough, as they may have a different experience than the staff.  A few inches could hinder a motorized wheelchair from fitting through the stacks. This regular evaluation can help safeguard against legal suits.

The physical space is not the only way to ensure equal access. Technology can be a major barrier to many people with disabilities.  Assistive technology provides solutions to some of these barriers, helping to level the playing field. Assistive technology includes simple tools such as magnifiers to enlarge the text of a book or computer screen. However, as the technology industry recognizes the important role it can play in equal access for people with disabilities, more specialized tools and software are becoming less expensive and more readily available. These tools include foot mouse, expandable keyboards, and text-to-speech software. It is crucial that staff be well trained in how these products work and common troubleshooting techniques to assist patrons who use them. The ALA states, “Knowledge of ADA software, well-planned technological solutions and access points, based on the concepts of universal design, are essential for effective use of information and other library services by all people”. Including people with disabilities in the evaluation of the software will confirm the products effectiveness and may bring to light limitations overlooked by staff. The library website should be included in this evaluation.

Managers of all levels should keep current on ADA issues.  Appointing one person to serve as the coordinator will provide an access point for current issues.  Frequent staff training sessions and presentations by people in the community on current topics is a good way to know everyone is on the same page.  A written ADA policy should be made available to the staff and public. In an academic setting, a strong relationship with the university office of disabilities is important and can clear up any questions or concerns involving specific students.  They can also provide sensitivity training and answer difficult etiquette questions staff may have.  An employee handbook should contain an ADA section that includes the library’s policies, ALA policies, legal regulations, and evaluation procedures. Mangers need to recognize the role ADA plays in various levels of the library; patrons with disabilities are a huge focus, but employees and volunteers may also require special equipment or software in order to do their jobs properly.

Evaluation

Evaluation is an area of library management that is extremely important but highly neglected. Evaluating access services is important for improving the performance of access services, defending the program for funding purposes, responding to accrediting agencies, and providing general data and information for future decision-making. Title II of the Americans with Disabilities Act requires libraries to be non-discriminatory in physical, interpersonal and technical access of services. It is important that libraries create extensive self-evaluations in order to stay compliant. Keeping accurate use statistics will also enable libraries to defend funding and showcase the importance of the library.

Access Services Resources

Circulation

LIB-CIRCPLUS: http://www.lsoft.com/SCRIPTS/WL.EXE?SL1=LIB-CIRCPLUS&H=PRINCETON.EDU

Sometimes the best resources are not academic works, but a community of people you can turn to for advice. Try joining a listserv such as LIB-CIRCPLUS (the listserv for library circulation and related issues).

Contacting or creating a local access services groups can also be of great assistance. Some examples include:

•    Access Services Interest Group (ASIG), an offshoot of ACRL, New England Chapter. “ASIG seeks to bring together, from all levels of library personnel, those who work in Access Services areas (Circulation, Distributed/Distance Learning, Document Delivery, ILL, Reserves, etc.) of libraries located within New England with the goal of sharing ideas and information.” They also have a listserv, if you would like to communicate with them or see their archives. http://www.acrlnec.org/sigs/asig/index.html

•    Friends of Access Services in Fairfax County, VA, which provides “advice and assistance to the branch manager of the Access Services library.” This group utilizes community members in making access services run more smoothly. http://www.fairfaxcounty.gov/library/friends/as/asfriends.htm

Beaubien , A.K., Kuehn, J .and Smolow, B. (2006). Challenges facing high-volume
interlibrary loan operations: Baseline data and trends in the CIC Consortium. College & Research Libraries, 67(1) 63-84.

Boeri, R. (2008). News to go: Paper or digital? EContent, 31(8) 20.

Crump, M.J. & Freund, L. (1995). Serials cancellations and interlibrary loan: The link and what it reveals. Serials Review, 21(2) 29-36.

Stange, K. (2006). Caught between print and electronic. IFLA Journal, 32(3) 237-9.

ADA

The Americans with Disabilities Act: a compliance workbook for small communities. This book aids in the ADA Self-Evaluation, as required by Title II of the Americans with Disabilities Act, Section 504 of the Rehabilitation Act.

How to Comply with the Americans with Disabilities Act, Sources of Federal Guidelines. “A pamphlet and order form developed by the Superintendent of Documents describing ten documents related to the ADA and other disability issues available for sale from the Government Printing Office.” Retrieved from: http://www.odc.ok.gov/ada_ta/cdpages/htm_pubs/liblist.htm

Association of Specialized and Cooperative Library Agencies:  Division of the ALA that deals specifically with ADA issues.  They have a variety of tip sheets and resources available. http://www.ala.org/ala/mgrps/divs/ascla/ascla.cfm

Government website about the legislation, including a guide to the law: www.ada.gov

Resources about assistive technology, including new software and vendors: http://section508.gov/

Web accessibility initiative.  “WAI: Strategies, guidelines, resources to make the Web accessible to people with disabilities”: http://section508.gov/

Fact sheet about ADA and Libraries: http://www.ala.org/ala/mgrps/divs/ascla/asclaissues/factsheetabout.cfm

Policy

Academic Library Manager’s Forms, Policies, and Procedures Handbook with CD-ROM by Rebecca Brumley.  600 different forms and policies on 300 different topics

Examples of existing library policies:

•    Wisconsin Public Library policies page: http://dpi.wi.gov/pld/policies.html

•    Hedberg Public Library policies page: http://hedbergpubliclibrary.org/policies.php

Evaluation

Statistics keeping and interpretation

•    Online Usage of Networked Electronic Resources: Traffic reports for databases. http://www.projectcounter.org/about.html

Sample access services evaluation plans:

•    Alamo Community Colleges:http://www.accd.edu/pac/lrc/evaluatn/evalacce.htm
•    Library Media Services @Pattonville School District: http://library.psdr3.org/pdf/eval_plan_02.pdf

Sample ADA Self-Evaluation Report: http://www.derbyweb.com/pdfs/ada-self-evaluation.july2007.pdf

Interlibrary Loan evaluation: http://www.lib.iastate.edu/narrative-main/3038/11075

Technical Services

Technical services departments of libraries typically handle the acquisition, cataloging, processing and preservation of library materials. Not all of these functions are the same in every library, but most exist to some degree. An average library will need to purchase materials and add them to their collection, and the OPAC, through processing and cataloging, and many do at least some simple repairs in-house. Technical services managers need to understand these functions and how they work together to ensure that materials are quickly and efficiently received by the library and made accessible to library users. In order to achieve this, the manager needs to be aware of the factors that make this possible, as well as those that could cause problems, and be prepared to take the proper actions that make the department successful in achieving its goals. Management should always consider the overall library goals and policies as well as those of the department when making decisions.

An important responsibility for management is to establish procedures and workflow for the department. The manager needs to consider the tasks that need to be completed, how long they should take, and the costs involved in achieving them. Streamlining procedures to facilitate efficient workflow within the department to move materials quickly from initial purchase, cataloging, processing and release into the collection is an important issue.

As with any management position communication skills are of great importance to technical services management. A manager must effectively communicate with upper management to ensure that the department is meeting the needs of the library. Regular reporting on the outputs of the department, the management of the budget, and any problems or difficulties encountered is necessary to keep upper management informed on the status of the department. Managers also need good communication with their employees to ensure that all are aware of the policies, procedures, and output expected of them. It is a good idea to discuss possible changes and get feedback from both employees and upper management to make the best decisions for everyone involved.

Technical services managers must also communicate well outside the library. Negotiating contracts with vendors and suppliers is a regular duty of managers and they must act as representatives of the library to see that the vendors will meet the needs of the library at a fair cost. Another situation may be if the library is involved with a consortium of cooperative. The manager will have to communicate library expectations and possibly participate in decision making that will not only affect their own library but all the other member libraries.

Managing the departmental budget is of particular importance to technical services. Acquisitions receive large sums of money in order to purchase the materials for the collection and management has the responsibility to oversee how the funds are spent and report regularly on those expenditures. The budget also covers other departmental expenses including vendor and subscription contracts, cataloging costs and supplies of the department. Some libraries may require technical services to manage their own staffing costs also.

Another responsibility for management is to keep current with technical services issues in the library world. Joining professional organizations and reading professional publications will keep managers up to date with the most current issues. The Association for Library Collections and Technical Services (ALCTS) is a division of the America Library Association that provides valuable information, services, and support for those involved in technical services. Managers should also stay current with developments in cataloging. Updates to cataloging resources, standards, and rules have always happened periodically and are necessary for libraries to be aware of in order to meet current cataloging standards. Currently there are some potential major changes in the works for some cataloging rules and standards that may have an impact on the future of cataloging for all libraries. For example, Resource Description and Access (RDA) is supposedly going to replace the old standard AACR2 in the near future and keeping up to date on who plans to adopt these new rules is important. A report by the Working Group on the Future of Bibliographic Control for the Library of Congress, On the record: Report of the Library of Congress working group on the future of bibliographic control, and the response are good sources for learning of potential future changes.

Acquisitions

All materials purchased for the library are done through acquisitions. There are many important factors that have to be considered for acquisitions to run smoothly. There is a budget of what can be spent to purchase materials and often set amounts are allocated to specific parts of the collection or material types; for example a certain amount may be allotted for fiction or a particular academic subject and another for DVDs and another for children’s books all depending on the specific needs of the library. The manager is responsible to oversee how funds are used and to report expenditures to upper management. Monitoring the budget throughout the year is important to help prevent all the funds from being used up too early, to prevent overspending and, in some cases, prevent under-spending that could result in losing out on funds or giving the false impression that the department does not need as large of a budget in following years.

To obtain materials for the collection libraries primarily use vendors although some may supplement their collection through purchases directly from publishers, online book sellers (like Amazon), or even local bookstores. There are many vendors to choose from so it is necessary for management to know what the library needs and research which vendors can meet those needs best. A library often uses multiple vendors to supply them with the various types of materials and services they want. Some vendors may offer better deals for certain kinds of materials or offer services, like binding, that may be beneficial and time-saving for the library. AcqWeb’s Directory of Publishers and Vendors provides a long list of links to various vendor websites covering just about all types of library materials; general books, children’s, academic resources, media, and many suppliers from foreign countries. AcqWeb is a bit outdated (although it claims it will be updated soon) but many of the links still work and it could be useful for investigating some of the many vendor options available.

Managers need to evaluate the purchases being made and see that they meet the expected library needs. Employee evaluation will let the manager know if they understand the procedures and if they are keeping library and collection needs in mind. Continued evaluation of vendor services is also essential to ensure that they keep up with library needs or if the library should turn elsewhere for materials.

Cataloging

Cataloging of materials is an essential part in making them accessible through proper description and classification. Most cataloging done today is copy cataloging although original cataloging is still done for some materials. Because of this many libraries do not often have large cataloging sections anymore and some may not employ any catalogers and completely rely on other sources. Most libraries do have some cataloging on site however, and managers need to provide the procedures and resources necessary for the work to be done. Resources include access to bibliographic utilities, both online and in print, such as OCLC, LC resources, subject heading lists, AACR2 and others. Catalogers need access to these tools to perform their job.

Copy cataloging utilizes bibliographic records from outside sources such as OCLC, the Library of Congress catalog, vendors and publishers, or other libraries. OCLC is the main sources for libraries to get records. They can download MARC records directly from the OCLC database into their catalog or search the Library of Congress catalog for records. OCLC Connexion service allows libraries to perform copy cataloging with WorldCat. Original cataloging can also be done through this and that will enable the library created records to be shared with WorldCat for others to use. There is a cost involved so managers need to consider the budget and what resources the library can afford to use. Vendors can often supply records also. This can help save time because the record will come with the item purchased and catalogers will not have to look up the record themselves. Many vendors also get their records through OCLC but others may not or they may contain errors. Managers need to be aware of the quality of the bibliographic records that certain sources provide and ensure that employees know to double-check records for accuracy.

Seeing that bibliographic records, whether copy or original, get entered into the catalog is the responsibility of catalogers. Materials must be described and classified accurately to facilitate optimal access. Maintaining accurate information in the catalog is important. Bibliographic records may need updates or corrections. Item records may change if collections are reorganized or if library policies change. Managers need to keep employees up to date on any expected changes.

Processing and Preservation

The physical processing of materials is another task of the technical services department. Materials need to have identifying labels such as classification labels and barcode (or other type) tracking labels applied to them before going into circulation. Other labels may help to identify where in the collection an item belongs, such as a “Reference” sticker or “Science Fiction” sticker. Managers need to set standards for label placement and which types of materials need what kind of labels.

Other processing may include reinforcing materials, putting media in more durable containers, and other measures that may protect the collection. Preservation of materials begins with some of these protective measures but also include repairing damaged materials. Most libraries do not have their own preservation section but may do minor repairs and reinforcing on site. Greater repairs or preventative measures, such as initial binding or rebinding, are often done through a bindery. A library need to research binding options to choose the best way to meet collection needs. An academic library or large public library will have more use for a standing contract with a professional bindery to do large orders like binding academic journals or rebinding damaged books. Sometimes materials vendors offer initial binding when items are purchased, for example the reinforcing of children’s materials.

The final decision of how a library preserves materials will depend on the budget, library policies, the kinds of materials in the collection, among other things. Technical services may be responsible for making the library’s choices a reality. The manager may have to negotiate contracts with binderies, choose vendor binding services, decide to what degree in-house repairs are done, and establish the procedures to determine when to repair or replace damaged items.

Serials

A major issue in the management of serials revolves around the decision to carry electronic journals. E-journals provide the ability for patrons to access sources instantly without having to physically be in the library. Many younger or tech-savvy students and patrons are already accustomed to the instant gratification of online journal access, and this service may be integral to their research processes. The decision to carry print or electronic journals requires excellent analytical skills in assessing user-needs and library capabilities.

Although the addition of E-journals is now a standard in most large public and academic libraries, they are saddled with a lot of baggage. Online journals often have an embargo period, in which the newest issues are not available until many months later. This may be a major issue if your patrons require the latest up-to-date information.

E-journals require technical maintenance that are not needed in the management of physical serials. Providing online access also means that a library must meet the technical requirements necessary to make this service available; not only must staff have the skills to manage online journals, but the library’s hardware and server must also be up to the task.  Meeting these requirements does not automatically mean that management of online serials will be a walk in the park. As one librarian noted, “E-journals are very frustrating to manage. They are far more time consuming… than any of our print subscriptions” (McElroy, 2000). Server downtime, change of website or URL for the title, and confusing registration forms and passwords can be the culprit for plenty of stress and hair-pulling.

In addition to issues of electronic access, there are also issues around the use of subscriptions, vendors and bundled aggregations such as databases. Ineffective communication can cause disruption of serial subscriptions, such as when a publisher cannot find or did not receive payment details for a library’s subscription. This could lead to the publisher barring online access or refusing to send print subscriptions, and it is often difficult to regain missed back-issues. Publisher inefficiency, such as processing backlogs and lack of inter-departmental communication, or poor communication between the library, publisher, subscription agent and interface host can also cause a disruption in service. Libraries may choose to use consolidation services to manage their journal subscriptions, but this just adds another player into the communication web.

As the availability of electronic resources (including non-serials, such as e-books and reserve materials) increases and becomes easier to manage and access, libraries may find themselves having to restructure the acquisitions budget to make room for these new digital materials. In a nose-diving economy with budget cuts and simultaneous demands for cutting-edge technology, serial subscriptions often get butchered in order to make accommodations for electronic resources.

Every serials manager will one day be presented with the dilemma of choosing to cut serials and databases. The process of eliminating journal access is a difficult one, requiring careful examination of use, cost, and other factors. Getting faculty and staff involved while maintaining authority can be a tricky process, and in addition to analysis of collections, skills such as communicating clearly and the ability to be decisive in making decisions will be vital.

The storage of serials is also a major issue for most libraries. Print serials require physical space, and having a good weeding policy is instrumental in making this process smoother. Some academic institutions may have an off-site facility or locked storage area that is otherwise inaccessible to the public to house back-issues that do not have high circulation. If a library has a special collection, the use-statistics may not be applicable because they are rare or filling a special market. Again, the weeding policy should specify what is important – holding onto special collections or making room for popular items.

How serials are displayed also takes some serious thought. New issues are often found in an area separate from the stacks, and many public libraries may opt to not keep any issues but the newest. In addition, the decision to bind print journals can be very expensive, but will dramatically increase the life of a journal. These are all serious considerations that those managing serials will have to contend with.

Technical Services Resources

General

Association for Library Collections and Technical Services. http://www.ala.org/ala/mgrps/divs/alcts/alcts.cfm

Association for Library Collections and Technical Services. Issues and Advocacy. http://www.ala.org/ala/mgrps/divs/alcts/ianda/index.cfm

Branton, A. (2006). Technical services: General overview of its organization and function. Mississippi Libraries, 70(2), 5-8.

Godbout, M. (2007). Preparing an item for circulation while streamlining the workflow between the acquisitions and cataloging offices. Indiana Libraries, 26(4), 59-67.

Huang, J. & Wong, K. (2006). Technical services and user service improvement. Library Management, 27(6/7) 505-514.

Intner, S. S., & Johnson, P. (2008). Fundamentals of technical services management. ALA fundamentals series. Chicago: American Library Association.

Sung, M.G. (2004). Increasing technical services efficiency to eliminate cataloging backlogs. Public Libraries, 43(6), 347-352.

Acquisitions

AcqWeb’s Directory of Publishers and Vendors. http://www.acqweb.org/pubr/vendor.html

Acquisition and Collection Development Resources. St. Mary’s University Blume Library. http://library.stmarytx.edu/acadlib/acq/acqlist.htm

Association for Library Collections and Technical Services. Statement on Principles and Standards of Acquisitions Practice. http://www.ala.org/ala/mgrps/divs/alcts/resources/collect/acq/acqethics.cfm

Walters, W.H. (2008). Journal prices, book acquisitions, and sustainable college library collections. College & Research Libraries, 69(6), 576-586.

Wilkinson, F.C. & Lewis, L.K. (2003). The complete guide to acquisitions management. Libraries Unlimited.

Cataloging

Association for Library Collections and Technical Services. Vendor-supplied bibliographic records. http://www.ala.org/ala/mgrps/divs/alcts/resources/org/cat/research/vndsuppliedbrs_drft.cfm

Joint Steering Committee for the Development of RDA. RDA: Resource description and access. http://www.collectionscanada.gc.ca/jsc/rda.html

Library of Congress. Cataloging Distribution Service. http://www.loc.gov/cds/

Library of Congress. MARC Standards. http://www.loc.gov/marc/

The Library Corporation. Cataloger’s Reference Shelf. http://www.itsmarc.com/crs/CRS0000.htm

OCLC. Connexion. http://www.oclc.org/us/en/connexion/default.htm

OCLC. Dewey Services. http://www.oclc.org/dewey/default.htm

Working Group on the Future of Bibliographic Control. (2008) On the record: Report of the Library of Congress working group on the future of bibliographic control. Library of Congress. http://www.loc.gov/bibliographic-future/news/lcwg-ontherecord-jan08-final.pdf

Preservation

Association for Library Collections and Technical Services. ALA Preservation Policy 2008. http://www.ala.org/ala/mgrps/divs/alcts/resources/preserv/08alaprespolicy.cfm

Serials

Crothers, S., Prabhu, M., Sullivan, S. (2001) Electronic journal registering and access in an academic library. The Australian library journal [electronic version], 50(4). Retrieved online at http://alia.org.au/publishing/alj/50.4/full.text/electronic.journals.html

This article takes a look at the critical issues academic libraries run up against in registering and accessing electronic journals. Though this study focuses on academic libraries, the access and management issues can be applied to special and public libraries as well.

Crump, M. J., & Freund, L. (1995). Serials cancellations and interlibrary loan: The link and what it reveals. Serials Review, 21(2), 29.

Crump and Freund provide guidelines for establishing criteria and using a scale for evaluation. Also discussed are ways of involving faculty in discussions about the de-selection process.

Gerhard, K.H. (2005). Pricing models for electronic journals and other academic materials: The state of the art. Journal of Library Administration. 42(3/4), 1-25.

A discussion of the myths and issues surrounding electronic journals, including looking at major pricing models and balancing budgets for serials.

SerialST: Listserv for serials librarians. http://www.uvm.edu/~bmaclenn/serialst.html

Tools for Serials Catalogers: http://www.library.vanderbilt.edu/ercelawn/serials.htmd

This excellent website provides a number of tools for the serials cataloger, including a cataloging calculator, LC Cutter Table, and links to numerous resources.