共查询到20条相似文献，搜索用时 73 毫秒
1.
《Library Collections, Acquisitions, and Technical Services》2008,32(1):46-52
The paper discusses the impact of zero-based budgeting on the budget allocation process at the University of Hong Kong Libraries (HKUL). The challenges and strategies to optimize the collections budget in reallocating resources from print to electronic publication within an environment of inflationary increases and reduced funding increases are addressed. An examination into HKUL's past and current practices compares and contrasts the use of different budget allocation methodologies. A recent modified zero-based budget review has provided opportunities for faculty participation with the result of an effective approach in aligning collections budget with changing program needs. 相似文献
2.
C W Sargent 《Bulletin of the Medical Library Association》1978,66(1):31-35
This paper describes the application of zero-base budgeting to libraries and the procedures involved in setting up this type of budget. It describes the "decision packages" necessary when this systmem is employed, as well as how to rank the packages and the problems which are related to the process. Zero-base budgeting involves the entire staff of a library, and the incentive engendered makes for a better and more realistic budget. The paper concludes with the problems which one might encounter in zero-base budgeting and the major benefits of the system. 相似文献
3.
《资料收集管理》2013,38(3):37-48
This article puts the need for writing a collection development manual in its historical context. It discusses the reasons for producing a collection development manual: to smooth out the functioning of the processing operation; to consider all collection development assumptions; to stimulate both the authors and the users of the manual to discuss important issues in collection development; to reduce bibliographer stress by specifying procedures for collection development: and to provide evaluation criteria for bibliographers. The article distinguishes two types of manuals: the training manual and the reference manual. The training manual provides the novice bibliographer with a comprehensive understanding of the materials selection environment: the structure of the subject field, the library holdings, collection usage patterns, the budget situation, the library's collection development policies, and the library materials market. The reference manual provides a compilation of internal policies and procedures to be consulted by bibliographers when such knowledge is required. It is suggested that a reference manual be organized around the following topics: materials selection, budgeting, purchase, review, and use. 相似文献
4.
This article features a discussion about how Pierce County (Washington) Library’s 2013 budgeting process and budget document explain budget cuts and service changes to users and taxpayers within the context of the library’s continuing effort to improve operational efficiency and maintain valued core, customer, and community services. Pierce County Library is an independent municipal corporation established by state law and is funded from a separate property tax levy as a junior taxing district. 相似文献
5.
The investigative perspective of micropolitics is used in this qualitative, multi-site study to explore the budgeting process within large universities. Implications for library administrators include the identification of specific budget strategies and a better understanding of the role of power and influence in academic life. 相似文献
6.
Bonnie Powers 《资料收集管理》2013,38(4):221-227
Perception can be everything. As librarians consider the ever-changing nature of the library's role on campus, they may want to adopt a philosophical approach to restructuring the traditional library materials budget from the perspective of perception rather than from the perspective of cost-cutting, creating staff efficiencies, or even collection development. By looking at the role faculty play in building the library's collection, conclusions can be formed about what the library's budget structure and budgetary interaction with faculty convey about the library's priorities as an institution and with regard to its role within the campus community as a whole. 相似文献
7.
《图书馆管理杂志》2013,53(3-4):63-77
At North Carolina State University, a biennial planning process integrates the plans of all academic and administrative units on campus, including the Libraries. Further, the biennial planning cycle has been coordinated with the budgeting process, so budget requests must be tied directly to priorities stated in unit plans. This paper describes the incentives for instituting university planning and how it was implemented during its first cycle and improved during the second, with particular emphasis on libray planning. The authors recommend linking planning to an existing decision-making process, cultivating good relationships and close communications between the university and the library levels, maintaining a proper perspective on planning, and using the plan for education and promotion. 相似文献
8.
《Library Acquisitions: Practice & Theory #》1998,22(3):287-293
The University of Dayton Roesch Library reorganized the collection development and acquisitions departments during 1995 and 1996 in order to improve the collection and make the process of acquiring materials more responsive to the needs of students and faculty. The old organization was department-based, with teaching faculty controlling most of the materials budget. The Associate Director for Technical Services coordinated the funds and supervised acquisitions staff. Perceived imbalances in the collection, student and faculty dissatisfaction with the process, and the desire for public services librarians to have greater influence in collection decisions led to a major reorganization. The new model distributes budget authority among all librarians based on subjects rather than academic departments. It empowers librarians to make purchasing and weeding decisions within their subject areas. Book and periodical acquisitions are combined into a single support unit that reports to the Coordinator and Head of Collection Management. The new organization has streamlined acquisitions processes to make ordering simpler, and the time between ordering and receipt has been shortened. The new model shifts the emphasis from process to service. 相似文献
9.
Karen Jensen 《资料收集管理》2017,42(1):3-14
Collection development in medium to large academic libraries typically involves multiple subject librarians or “liaisons.” The University of Alaska Fairbanks (UAF) Libraries have lost significant numbers of personnel in the last four years due to attrition and retirements, including most of the professional liaison librarians whose positions will not be replaced in the foreseeable future. In addition to this challenge, collection budgets have been severely reduced due to the State of Alaska's ongoing budget crisis, necessitating large cancellation projects. This article examines UAF Libraries’ collection strategies used to sustain a research-intensive collection without liaisons and with a drastically reduced budget. 相似文献
10.
图书馆实施读者决策采购(PDA)的基本路径探讨 总被引：5，自引：0，他引：5
读者决策采购(PDA)是近年来在美国图书馆兴起的一种基于读者使用需求的重要馆藏资源建设模式,在简要介绍其发展状况的基础上,着重探讨实施PDA服务的基本路径,即服务平台搭建、馆员筛选、书目维护和预算调整、借阅存取、付费和预算管理,为PDA在图书馆资源建设中的应用提供有益参考。 相似文献
11.
《The Reference Librarian》2013,54(63):25-40
Summary In 1992, Auraria Library fully embraced the idea that meeting user information needs is a collection development activity which should be funded from the materials budget whether accomplished by purchasing material for permanent retention or by acquiring one-time access for an individual user. This article discusses the restructuring of a traditional Interlibrary Loan Department into Information Delivery/Interlibrary Loan (ID/ILL) and its move to Collection Development Services. Because access to resources was funded from the learning materials budget along with ownership, it became necessary to rethink the Library's collection development philosophy. Implementation of the new philosophy required modification of collection building practices and the creation of aggressive information delivery programs. 相似文献
12.
《资料收集管理》2013,38(2):13-59
This article reports the findings of a survey conducted in 1986 of music collections in academic libraries of the Association of Research Libraries. There were five sections in the survey instrument: (1) General Information; (2) Staffing and Location of the Music Collection; (3) Collection Development Policies and Procedures; (4) Collection Evaluation Policies and Procedures; and (5) Tables. These sections correspond to the major questions which initiated the survey: (I) Where did Louisiana State University (LSU) rank in music holdings and budget among the respondents? (2) In relation to collection size and budget how did LSU compare in staffing, and where did the majority of other ARL libraries house their material? (3) How many libraries had collection development policies as guidelines for developing their collections? (4) How many libraries had formal collection evaluation procedures, and what bibliographic sources were used for this (5) How did other institutions view the provision of chamber music "performance parts" and "elementary/secondary classroom materials" in a research collection, and what were the collection preferences for certain book, non-book, and score materials? 相似文献
13.
ABSTRACT Expanded Collection was an analog version of a “virtual” collection that relied on the Document Delivery Department and vendor intervention to obtain materials. Developed to offset budget cuts, it was a list of 205 periodical titles that were cut from the collection but remained listed in the library catalog. Although initially successful, it became difficult to administer. Court interpretations of copyright law caused the Document Delivery Department to rely on standard interlibrary loan procedures and raised ethical questions about Expanded Collection. Improved efficiency in the interlibrary loan process and the increased access to electronic journals made Expanded Collection obsolete. 相似文献
14.
Although there is broad agreement that more and better information technology (IT) can produce government efficiencies and provide long-term savings, short-term budgetary constraints are making such investments extremely difficult. At minimum, the current fiscal stress demands implementation of creative alternatives for funding such projects, bringing into focus some budgeting opportunities which should not be overlooked. This article examines the relationship between IT planning and budget formulation, use of the franchise fund concept newly implemented in a pilot project by the Office of Management and Budget, and cost implications for outsourcing or privatizing the IT function. 相似文献
15.
《期刊图书馆员》2012,62(1-4):159-163
After a decade of declining funds and faculty dissatisfaction, the Library of Richard Stockton College of New Jersey found a successful approach to maintaining a balanced collection while making the necessary cuts to stay within its budget. With a combination of cost, usage, and overlap analysis data, the Library was able to justify its cost-cutting measures and gain the support of faculty and other patrons. 相似文献
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17.
《资料收集管理》2013,38(3-4):161-173
This paper describes the formula for fund distribution used at Western Illinois University. The primary intentions are to explain why the formula approach was adopted at Western, how it is set up, and how the decision to allocate by formula affects collection development. A large portion of the information is taken from the final report of an ad hoc committee established to review the Library's materials budget and recommend changes to existing policies. The guidelines set forth in the committee report form the basis of the allocation system as it is presently constituted. 相似文献
18.
Alicia Brillon 《Legal Reference Services Quarterly》2013,32(4):289-298
This article begins with a discussion of the rationale behind an in-depth analysis of specific areas of a law library collection and a synopsis of selected past efforts and possible reasons for such an analysis. The majority of the article details the exact steps in the analysis process, as performed by the librarians at the William A. Wise Law Library at the University of Colorado Law School. The main purpose of the Wise Library's analysis was to identify materials that could most easily be cancelled if budget cuts warranted such actions. Finally, collection development considerations that may arise when deciding if and when to cut specific materials and alternative strategies that may be employed are discussed. 相似文献
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AbstractIn an economic climate when colleges can no longer presume that legislators see institutions of higher learning as tacit public goods, institutions around the country are facing budget cuts. This article presents a case study of the experience of a mid-sized public state university and its Library in a budget crisis undergoing a university-wide program prioritization process. The authors review the process of writing three reports on the Library’s value, along with the approach to engaging staff in the process including a retreat. This article raises questions about what every library should consider assessing and provide tools for libraries navigating similar terrain. 相似文献