Fisher stated that she is still being asked to publish new
paper journals. Not all editors are anxious to embrace
the new technology
0 NASIG Committe Appointment 0v.crvi
1 AWARDANNOUCXMFNIX L.UTRESEARcH AWARD
CW FOR NOMINATIONS:NASlG OFFICERSAND
the appointment cycle, I have
of the respective roles and responsibilities of present
and how committees and task forces work, and to
encourage anyonewho is interestedto volunteer when the
call is issued again next spring. krsistence counts and
new opportunities arise throughout the year. For
additional information,please refer to committeecharges
published in the A.pril.1994 issue of the &&@& and
in he-t . Most &y&&c issues
include a profile of a particular committee. Abbreviated
charges and other pertinent information are also
maintained on the NASIG gopher by the Electronic
NASIG is a relatively young organization and many
procedures are still being developed. The process was
more involved than I anticipated, but I thoroughly
enjoyed the opportunity to work with the Board liaisons
and chairs and to review thoughtfully prepared voluntecs
forms from many talented and dedicated members. We
don't have much documentation about appointmentsyet.
The job descriptions for vice president and president
indicate that the president makes appointments with the
assistance from the vice president, Board liaisons, chairs
and members of committees, task forces and working
groups. The Bylaws indicate two-ycar renewableterms
of office. renewable once, for members of standing
committea except for the Nominating Committee. The
Bylaws note that when a new committee is established,
half of the initial appointments arc for one year terms.
The Bylaws also distinguish between standing
committees and special committees. which may be
appointed for a spzific pucposc and a specific term by
the Prcsident with Board spproval. Each commiace, task
force, or working group has a member of the Executive
Board assigned as its Board Liaison. The Board Liaison
communicates with the Board on behalf of the group,
conveys Board suggestions to the group, and monitors
and communicates information about the pertinent
activities other committees. and task f o m s . Thc Liaison
helps to keep the group on track with reminders about
deadlines and other pertinent information and assists the
chair as needed. The chair is responsible for ensuring
that the committee fulfills its charge and manages the
work of the group. Members are responsible for
participating i n group discussions and performing
specific assignments in a timely fashion.
The. committees that follow this "normal" pattern fairly
closely am Bylaws, Continuing Education, Database and
Directory. Electronic Communication, Nominations and
Elections (with the shorter terms previously noted),
Regional Councils and Membership,and Student Grant.
Other committeesfall under the "special" description.
-- The Conference Planning Committee is ordinarily
appointed for just one year and the chair and some
members are usually drawn from the earlier Site
Selection Committee. As the planning cycle lengthens,
committee termsmay expand. Members are generally in
close geographical proximity to the conference location
and NASIG non-members may be recruited to provide
special expertiseand to fill out the committee. Members
are nominatedby the committee chair and appointed by
-- The Finance Committee's role is evolving as
successive Treasurers determine how a committee can
help them. One suggestion is to allow the Treasurer to
appoint members in geographic proximity to him or her
and to determinetheii duties.
-- The Newsletter Editorial Board is often listed with
committeesbut is not a true committee. The Newsletrcr
Editor recruits new members for specific roles and
recommends appointments to the president. Two-year
renewable terms apply, but vacancies may occur "out of
-- The Program Planning Committee membershipis also
for a single year, as skills needed for the conference
theme change from year to year. Members are
recommended by the committee chair or cochairs and
approved by the president. Aptitude, performance and
interest in thenext yeafs theme are considered in making
-Theproceedings Editors and Indexer work togethex, but
are not a real committee. A formal search process,
including announcing the vacancy, soliciting
applications, and conducting interviews is used to select
the ditors. At this time, the president appoints the
indexer, but it is possible the publisher may prefer to
select an indexer at somepoint
-- Professional Liaisons was not a true committee. It
was previously composed of the liaisons to NASIG
appointed by other organizations. This year, for the first
time, the Board Liaison has becn asked to coordinatethe
activities of the individual professional liaisons without
hying to fit the committee structure.
-- Site Selection Commiuecs are appointed to evaluate
possible conference sites two to three years in advance.
The Board considers member interest i n various
geographical areas andthcn either approaches members in
the area or charges a volunteer with composing a Site
Selection Committee. More than one committee may be
charged with examining locations for the same conference
or for multiple conferences. These committecs function
like task forces in working in a relatively short time
frame to perform a specific task. If one of their
recommended sites is selected,these members often form
the nucleus of the Conference Planning Committee.
Several changes to the appointment process were
implemented during spring 1994. We redesigned the
committee volunteer form to provide space to list other
professional activities and special skills and to solicit an
explanation of interest in specific committees. Return
was accepted by mail, fax and electronic mail. We
shifted much of the appointment process from the
president to the vice president. Cindy Hepfer was a
wonderful coach and supplied me with invaluable advice
and a list of liaisons, chairs, and members with terms of
appointment; the two of us worked closely with newly
elected vice president Julie Gammon throughout the
process. In 1995,we'll advance the timetable by several
months. The form will be printed in the February
newsletter and appointments will be completed by May
1st The new roster will be included in the membenhip
directory and we hope new appointees can make
conference travel arrangements that allow attendance at
committee meetings. (Appointments begin immediately
after the annual conference, but it is recommended that
new members attend the committee meeting at the
These w e n my goals in making appointments:
1. Achieve balanced membership on each commiaeC:
librarians and non-librarians, types and sizes of
institutions, gender, geographical, and veteran and new
2. Match talents and interests of volunteers with
available vacanciesand noadsofcommittees.
3. Consider opinions of outgoing and incoming Board
liaison and outgoingand incoming committee chairs.
4. Make no automatic reappointments of members or
chairs. Consider chair appointments to be for one year
and nnewable. D*cmrim the contributionsmade in their
fmttcrm by each person eligible for reappointment, and
whether they pnfer reappointmat M a new assignment.
5. Only one committee per NASIG member. Try to
persuade anyone with multiple appointments to select
their favorite and make room for someone else in the
This sounded straightfonuard until I started trying to do
it! The following description makes the process sound
mom logical than it actually was; each committee moved
a t a different rate, so these activities were actually
conducted simultaneously.Retiring Board liaisonshad to
be replaced. prompting reassignments among continuing
members as well. If the chair's term was expiring or
continuationin that role was not desired, a new chair had
to be selected and an invitation extended and accepted.
The number of members on each committee is flexible,
so just determiningthe number and location of vacancies
was challenging. This step was combined with
soliciting opinions from chairs and liaisons about who
was eligible to continue, their assessment of each
person's performance, and r e w m m d t i o n on whether
the number of members should be increased, left as is, or
decreased. Cindy, Julie and I discussed these
recommendations and then I extended reappointment
invitations by e-mail and phone. Of course, the
unexpected occumd. One chair declined reappointment
and then reconsidered; members changed employment
status; one member preferred appointment to another
committee; e-mail wasn't always successful and some
people were hard to locate. And I was rarely successful
in persuading anyone to give up multiple assignments.
The d o n of several new task forces created additional
complications. Task forces are created for specific.
shortterm purposes. Several new ones had k e n under
consickraton and we were able to considerappointments
to them at the same time as committee appointments.
Charges had not yet been created, so it took time to
explain the intended role of each group to appointees.
We were able to place an unusually high number of
volunteers, hut the process did take longer than usual. I
even got confused about which groups had already been
appointed and charged. The outcome is that four new
task forces were c r c a t d Conference Evaluation Form,
Prosfam Planning Manual, Strategic Plan, and Tenth
Anniversary Conference Celebration. The Continuing
Education Task Forcc was established by Cindy Hepfer in
March. In addition, lhra task forces were continuad with
some changes in membership: Conference Planning
Manual, New SerialisUNASIG Horizon Award, and
Rh- Award. The criteria for task force appointments
w e n slightly different than that for committces. in that
we often needed individuals with specificprior experience
Volunteer forms were received from 40 NASIG members
and used to compile two master lists of volunteers. One
was in name order and listed each person's three
committee preferences; the second was in committee
order and listed interested people. I sent copies of the
two lists and the formsto Cindy Hepfcrxthen president)
and Julie Gammon (then newly elected vice
presi&nt/president elect). We then discussed multiple
appointment possibilities before settling on semi-final
recommendations. (volunteers who explained their skills
and interests, rather than just listing them, made very
attractive candidates.) Next, I consulted new and
continuing chairs and liaisons about prospective new
members on thcii committees. In some cases, I sent
copies of the volunteer forms to the chairs. As the chairs
approved these suggestions, I began extending
appointment invitations and promised formal letters of
appointment later. About six slots were still open by
the annual conference where a draft master list of
appointments was distributed to Board members.
Appointments were finalized by early July, and
appointment letters and acknowledgements to unplaced
volunteers were completed in early August.
Please let me know if you have any questions about
information shared in this article or are interested i n
becoming active in NASIG. Congratulations and best
wishes to all of our committee members, chairs and
liaisons. Your contributions are vital to NASIGs
ailed with thts
MINUTES OF THE
Date, Time'& Place: May 31, 1994, 3:00 p.m.-6:00
p.m, June 1. 8:30 a.m.-7:45 p.m. University of British
.C.Hepfcr, h i d e n t c. Foster
0.Ivins. Vice President J. Gammon
T. Malinowski. Past President B. Hurst
S. Davis, Secretary B.MacLcnnan
D. Tonkcry. Treasurer J. Mouw
E. Duranceau J. Tagler
Guests: Jean Callaghan. incoming Board member, and
Elaine Rast, Archivist
The minutes of February 4, 1994 were approved as
2. TREASURER'S REPORT:
2.1. D. Tonkery distributed a fmancial repon dated May
31, 1994 which included a report on activities, 1994
budget expendituresto date. 1994 Conference income and
other financial details, 1994 membership fccs and a letter
from Ernst & Young. As of May 25, NASIG's cash
balance is $191, 680.55, with most of the conference
bills yet to be paid. Renewals number 813, and 197 new
members have joined, resulting in total membership of
2.2. D. Tonkery reported that 1.300 copies of the
manual,, - had been printed, with
approximately 1.ooO distributed via third class mail to
the membership. The cost was $4.45 per manual for a
total expenditurcof $5.791.38.
2.3. D. Tonkery reported that regismtion for the 1994
conference was strong, with registrations at 588 and
counting. This year the Treasurer assumed responsibility
for collecting the registration fee. then forwarding the
registration forms to the conference registrar. This
process worked well, but there is still some fine-tuning
needed to make it run smoothly. Conference expenses
appcar to be on target, and D. Tonkery expects to end
with a positive balance.
2.4. At the February 1594 meeting the Board authorized
the Treasurer to transfer funds into the bond account. D.
Tonkery informed the Board that he did not take this
action, as rates in the bond market had fallen.
2.5. D. Tonkery recommended that whenever possible
the Board, Committees and Task Forces have invoices
made out to NASIG instead of to an individual member.
2.6. D. Tonkery reviewed points in the letter from Ernst
& Young responding to questions about NASIG's
not-for-profit status and financial situation. I n general
the organizationis on target for income and expenditures.
The report indicated that NASIG can have as much as a
two-year operating budget as a cash reserve, as is
appropriate for many charities. Ernst & Young did
recommend that the investments be moved into
instruments with higher return rates. They also
questioned whether the IRS has granted NASIG
pcrmanent 501C status. D. Tonkery reported that formal
application was made in February 1993 and that he has
written twice to the IRS regarding our status, but has not
yet received a reply.
2.7. A few conference registration checks from Brown
that were never deposited were discovered earlier thisyear.
D. Tonkery has attempted to deposit them to see if they
will clear. The Board agreed to authorize. the Treasurerto
send a friendly reminder to those whose checks do not
clear asking them if they would make good on the check.
2.8 D. Tonkery has received s.ome. inquires about
purchasing the , but no
copies have teen sold.
2.9 T. Malinowski handled an inquiry from &&
Mapaine about purchasing the NASIG mailing list by
reaffirming NASIGs policy of not selling the
membership list or permitting the membership dircctoq
to be used as a mailing list for commercial solicitation.
2.10 D. Tonkery recommended, and the Board agreed,
that NASIG not offer two-year membership renewals. It
is much easier for the Treasurer and the Database and
DircctOry Committeeto handle one-year memberships.
2.11 S. Davis distributed a final version of the
Guidelines for Financial Support for NASIG Activities,
which hadbeen approved at theFebruary Board mxting.
3. SECRETARY'S REPORT:
3.1. S. Davis reported that the two new Board members
had been sent the new orientation package. Other
members of the Board expressed interest in seeing the
final version of the "Who Does What" chart. It will be
distributed [to the Board] with thesc minutes.
3.2. S. Davis distributed a draft roster for the 1994/95
Board to update. The final version will also be
.distributed [to the Board] with these minutes and sent to
3.3. S. Davis reminded the Board that she maintains a
supply of NASIG membership brochures and NASIG
stationery. She also maintains a list of sofiware owned,
the present location of each, as well as the software
3.4 Responsibility for ordering the paperweights and
certificates for the NASIG awards ceremony was
successfullytransferred to the.Sccmary starting with this
4. CONFERENCE EVALUATION FORM:
4.1. Patricia Brennan at ARL. will again tabulate and
input the evaluation data for the UBC Conference.
Estimated cost is $600 or less. An ECC member will
compile comments from the preconference evaluation
4.2 The Board discussed the need to reconceptualizethe
entire evaluation process. C. Hepfer asked the Board to
establish a Conference Evaluation Task Force to look at
the evaluation form, what information should be
collected, what purpose the data should serve, investigate
survey software for purchase by NASIG. and recommend
who should handle creation of the form and tabulation of
the data each year. The rrcommendationwas appmved.
ACIION: 0.Ivins will develop a specificcharge ASAP.
ACTION. B.Gcer-Butler will be asked to chair the Task
Force, other members to be appointed ASAP.
DATE: Preliminary report due at the November 1994
meeting. Final report and new evaluation form due at the
Feb. 1995 meeting.
5. SITE SELECTION
5.1 North Carolina (1995)
5.1.1 0. lvins announced that M. Tuttle has heen
appointed as chair of the 1995 Conference Planning
Committee, and J. Mouw will serve as Board liaison.
The committee has already begun preparations for next
year. The Board requested clarification of Duke's
payment policy as stated in the February minutes.
ACTION: J. Mouw will ask M. Tuttle to clarify
payment policy with the Duke Conferenceoffice.
5.1.2 M. Tuttle has seen some dorm moms at Duke as
per the Boards request and reports that they are
satisfactory. The Board discussed the number of
doubldsingle moms. %pending on the singlddouble
room ratio, the worst-case scenario for bathrooms would
be. 13people to a double bathroom (2 stalls, 2 showers).
NASIG will try to avoid this ratio by asking for an
additional dorm facility to allow for a majority of single
5.1.3 Duke will not be able to offer a contract until
August or September. NASIG has arrangements for a
backup at Davidson College with first right of refusal for
the June 1-4 conference dates. If we do not hear from
Duke by Sept. 1, 0.Ivins will send a letter informing
Duke of our need to have those dates firmed up. Duke is
still confident that our dates will remain open since no
other grcup has ever asked for that time period.
5.1.4 C. Hepfer will follow up on her request to Jerry
Campbell for Duke Library sponsorship.
5.1.5 Some general concerns about the number of
conference registrants were mentioned, such as feeding
large n u m b quickly and having enough dodmccting
space. Facilities that can handle in excess of 500
registrants are few. But with membership reaching the
loo0 mark consistently, the B o d has felt we must be
able to acconunodate at least half the membership at the
5 3 Southwest (1996)
5.2.1 Preliminary checklists were completed for the
University of Arizona. Arizona State University, the
University of New Mexico and New Mexico State
University. The 1996 Site Selection Committee
recommended full site visits to the University of Arizona
(Tucson) and the University of New Mexico
(Albuquerque). The other sites would have difficulty
handling a group our size and neither had sufficient
conference office staff. The Site Selection Committee
consisted of:Fran Wilkinson. Chair (University of New
Mexico), Anne McKcc (Faxon), Joan Griffith (University
of New Mexico) and Ruth Haest (University of New
Mexico). C. Hepfer suggested that 0.Ivins expand the
committee to include someone from the University of
ACTION: The Board approved full site visits to the sites
recommended by the comminee. and expressed its thanks
for the work they have done.
ACTION Full site visits to be conducted. 0.Ivins will
appoint a site visit team to include members from both
New Mexico and Arizona, as well as Board
DATE: Report due at November 1994 meeting.
5.2.2 Some reservations about having only two possible
sites in the southwest were expressed. C. Hepfer agreed
to review the information on Colorado sites, and 0.Ivins
agree to follow up with the Minnesota sites. Some
Board members expressed reservations about Colorado
due to the uncertain status of Proposition 2. p o t e :
several people wrote '(no"to Colorado on their evaluation
forms due to Proposition 2.1
6. VISION STATEMENT TASK FORCE:
6.1 J. Tagler reported that a few comments were
received, none substantive,and nearly all supportive.
6.2 The Board discussed the next step in the process. and
agreed to develop a smtegic plan for the year 2oo0.J.
Tagler agreed to m e as chair of a Strategic Plan Task
Force and asked the Board for advice on what the plan
should entail. Several areas were mentioned:
membership target number, demographic groups
(gwgraphic distribution, types of membtrs), analysis of
non-renewals, member services, education, and liaisons.
ACTION 0.Ivins will appoint members to a Strategic
Plan Task Force, which will include some members from
the Vision StatementTask Force and others representing
a variety of NASIG constituencies.
7. C O N T I N U I N G
E D U C A T I O N
T A S K
7.1 The task force will be meeting during the conference
to: develop a charge. set criteria for programs, determine
liaisons with other committees, discuss co-sponsorship
with other organizations,develop policies and procedures,
and prepare a budget. Members of the task force are: J.
Tagler. Chair. Adrian Alexander, Buzzy Bascb. Carol
Hawks. C. Hepfer, and Kathy Meneely.
8. AWARDS TASK FORCES:
8.1 New SerialistTask Force
8.1.1 The Board reviewed a report prepared by the task
forcc and made a number of suggestionsfor the group to
consider. The Board asked the task force toreconsider
their proposed title of NASIGs Welcome! Award,
suggesting instead that it be called the NEW SERIALIST
award. IThe award is officially called the NASIG Horizon
Award. See p. 111 The Board recommended that
individuals with up to three years of experience at the
time of application be eligible, and that eligibility he
limited to those residing in North America. The Board
asked the task force to expand and clarify the phrase
“position of a professional nature“ in the prerequisites to
be more inclusive. The Board also recommended that
applications include a vita along with the application
form. and that recipients be invited to serve on a NASIG
committee and receive a complimentary copy of the
ProcccdinPs and a conference souvenir. The Board
suggested and approved the funding of up to three awards
as part of the loth conferencecelebration.
ACTION. Update quested for November 1994meeting.
8.1.2 The Board congratulated the task force for its
excellent repon and effom to develop this award. Task
force members are: Sylvia Martin, Chair, Mary Devlin,
Pahicia Frade, Elizabeth Parang, and Christine Stamison.
ACTION: Consider continuing New Serialist Award
p r o m
DATE: February 1995meeting
8.2 Rcscarch Award Task Force
8.2.1 The Board discussed the report submitted by the
group and made a number of suggestions. The Board
recommended one minor change to the name the task
force gave the award: ‘WASIGFoundas Research Grant’’
instead of “Award.” Other changes recommended were:
the award should be open only to NASIG members, the
deadline for applications be Jan. 15, the resuuch need not
match the conference theme, that procedures and
guidelines follow those developed by the New Serialist
Task Force, and that a budget be submitted with the
proposal. The Board agreed that the grant will be in the
amount of $1,000, plus a waiver of conference fees. J.
Mouw. Board liaison, will discuss these changes with the
task force. T k award is being given in celebration of
ACTION Revised report for Board approval
DATE: Mid-August 1994
ACTION: Consider continuing NASIG Founders
DATE: February 1995meeting
8.2.2 The Board thanked the members of the task force
for their work a n -this new grant: Charles May. Chair,
Rita Bmadway, Cindy Clark, Sandy Gurshman. Patricia
Putney and Steve Savage.
ACTION Consider continuingthis grant beyond 1995
DATE: February 1995meeting
9.1 Hard copy Archives
9.1.1 E. Rast distributed a report concerning the hard
copy archives. She has sorted through material sent to
her and identified four boxes of materials that should
dehitely be retained, and four boxes of possible items to
retain. Once an inventory has been completed and the
archive set up with the University of Illinois. E. Rast
estimated that minimal time would be needed from
NASIGs archivist to maintain the collection. E. Rast
also reported that the University of Illinois does charge
for maintenance if an archive exacds a certain amount of
9.1.2. The Board a@ that E. Rast should retain the
material currently in her possession through the loth
Conference in case something might be needed for any
special anniversary activities.
ACTION: E. Rast will solicit materials for the archives
in the next NASIG Newsletter (Aug. 1 deadline) [see p.
111 and selectively follow up with former officers and
9.1.3 E. Rast will have a complete inventory of the
archivesmatnials done. The Board approved a budget of
$1,500 to accomplish this task.
DATE: Progress report at February 1995 meeting,
inventory to be completed by June 1995
9.1.4 The Board approved reappointing E. Rast to a
one-year term as Archivist.
9.2 Elecmnic Archives
9.2.1 9. MacLennan distributed a report concerning the
electronic archives maintained on the A M S computer.
The report indicated the level of activity on the individual
9.2.2 B.MacLennan reported that due to peculiarities
with the listserv software,one has only two choices with
the electronic archives, purge or retain all messages. If a
group wants to retain only selected messages, all
messages would need to be downloadedand edited. The
Board agreed that each current committeechair and Board
liaison should decide what, if anything, to retain. The
ECC will send a letter to each committee and board
liaison discussing the process. Messages selected for
retention in electronic format will be mounted on the
NASIG gopher. The NASIG Archives would retain
messages in paper format.
DATE: Decision by June 30, 1994 or all messages will
9.2.3 Due to the ongoing work of the two awards task
forces their electronic archives will be retained.
10. UBC CONFERENCE INFORMATION:
10.1. K.McGrath met briefly with the Board to review
final information before the conference and distribute
Board registration packets. Her figures indicated 559 full
conference registrants, 17 full day registrants and 209
preconferenceregistrans. K.McGrath reviewed the meal
ticket policy for the breakfasts and lunches. Souvenirs
this year will be NASIG t- shirts and book bags.
Break for lunch and campus tour.
11. CONFERENCE BUDGET ISSUES:
11.1 The Board discussed a number of issues regarding
NASIG support for plenary and VIP speakers. It was
noted that at the past couple of conferences, upgraded
rooms have been available on the campus, and NASIG
has used some of them to house speakers.Prim to 1993
NASIG did not support housing other than in the
ACTION To provide some guidance to the Program
Planning Committee, the Board a g d to establish a
program budget of $25,OOO for the 1995 Confcnnce.
11.2 After some discussion the Board reaffirmed the
policy of presenting each preconference on a
cost-recovery basis. Any expenses for preconference
speakers. including speaker discounVduction of main
conferencefees. should be included in the preconference
11.3 C. Foster asked the Board to consider the request
from the Student Grants Committee to offer reduced
conference fees to those who applied for a student grant
but did not receive one. The Board discussed the issue at
length. It was noted that there would be a loss in
revenue and that students may take.slots normally filled
by members or colleaguesthat pay the full fee. Also, the
issue of support for paraprofessionalswas raised. Several
members expressed the desire to support conference
attendance for this group. The Board did not approve
reduced f a s for applicantsto the studentgrantsprogram.
and did not reach a decision on support for
ACTION Recommendation on reduced fees for local
library school students for the 1995 conference (J.
Mouw, O.Ivins, M. Tuttle)
DATE: November 1994 meeting
11.4 The Board affirmed the policies of continuing to
offer I f 2 off the full confcnnce rate for members of the
Conference Planning Committee, and permitting staff at
the host site to drop in at a few sessions without charge.
Meals are not included. Staff at the host site who want to
attend the entireconference are expected to pay full rates.
12. CONFERENCE PLANNING
12.1 A draft of the manual had been distributed in the
ACTION: Comments to T. Malinowski
DATE: July 5. a new drafi will be prepared soon after.
13. TENTH ANNIVERSARY
CELEBRATION TASK FORCE:
13.1 The Board agreed to establish a task force to
develop plans to recognize and celebrate NASIGs tenth
anniversary conference. S. Davis will scrve as Board
liaison. The group is expected to solicit ideas fium the
membershipthrough thc newsletter and NASIG-L.
ACTION: 0. Ivins will appoint a task force
ACTION Budget request
DATE: November 1994 m d n g
14.1.1 E. Duranceau reported that a new position,
Columns Editor. has been added to the editorial board.
Carol MacAdam will serve a two-year term in that role.
Other changes on the editorial board are the appointment
of Vikki Medaglia as Distribution Editor to replace
Maggie Horn, who will become Production Editor at the
end of Kathy Schmidt's term in July.
14.1.2 M.Horn will investigate the purchase of a new
desktoppublishing package and make a recommendation
to the Board.
ACIION Rccommcndationfor softwarepurchase
DATE: November 1994 meeting
14.1.3 E. Durancau and B. MacLcnnan sent a letter to
the editor of the regarding copying
material from the (see discussion in
minutes from Feb. 4, 1994). To date no reply had been
14.2.1 The 1993 ' were completed and have
been published. The elechunic version has teen mounted
on the gopher.
14.2.2 The editors of the 1994 ' areBeth
Holley and Mary Ann Sheble. They visited Haworth's
offices in April. C. Hepfer expressed thanks to Hawonh
for funding this trip.
14.2.3 In the future the Electronic Communications
Committee will provide the editors with assistance in
mounting the ' on the gopher.
14.2.4 C. Foster, Board liaison for 1994
.reported that the . editor's manual has been
revised, and that she is working on rekeying it in
machine readable form since the earlier version was
14.2.5 The Board discussed some concerns from the
1993 editors. Most of their points are addressed in the
editor's manual or have been brought to the attention of
the 1994 editors.
14.2.6 C. Hepfer reminded the Board of its decision to
do a competitive bid for the 1995 proceedings. 0.Ivins
will consider appointing a task force to review
publishing optionsfor the proceedings.
ACTION Updatc/repon on needf a taslr fm
DATE: November 1994 meeting
14.2.7 0.Ivins will appoint a new indexer for the 1994
proceedings. The Board expresses its thanks to Dena
Hutto for her three y e a s of seMw as the indexer.
15. OFFICIAL NASIG
15.1 Some concerns about the Bylaws ballot had been
expressed by the Board. Copies of the Bylaws and
elections ballots w e n examined. The Board liaisons will
ask their respective conmimes to investigate ways to
improve the appearance of the ballots, handle mailings,
and ways to minimize voter fraud.
16. COMMITTEE APPOINTMENTS
16.1 0. Ivins described the process she was using to
make committee appointmentsand distributed a tentative
list of committee appointments. She suggested that
committee members eligible for a second term not
automatically be renewed unless they have contributed to
the committee. The Board agreed with this proposal.
16.2 The Board approved 0.Ivins' suggestion of starting
the appointment process earlier, moving the volunteer
form into the February newsletter issue and completing
appointments by the end of April. Terms will still begin
after the annual conference, and the Board hoped that
finalizing c~mmitteeappointments sooner would allow
new appointees to make travel arrangements that would
allow them to attend the committee meetings at the
ACTION: 0. Ivins will notify E. Duranceau of the
17. COMMITTEE R E P O R T S
Report distributed. No discussion.
17.2 Continuing Education
Report distributed. No discussion.
17.3 Databaseand Dinctory
17.3.1 The Board discussed when to close the
membership lists for printing in the Membership
D i o r y . In order to time the directory to arrive around
the annual conference, and to include as many members
as possible, the Board decided to se.t the closing date as
May 1. This date will also allow the inclusion of the
new committee rosters for the coming term.
17.3.2 The Board discussed the need for information
about particular categories of members. I. Mouw. as
Board liaison, will ask the committee to investigate
sorting members by particular categories.
17.4 Electronic Communications
17.4.1 B.Macknnan reported that Dave Rodgers will
be leaving A M S for the University of Michigan School
of Information and Library Science. The ramificationsof
his depanun on NASIG's continuing use of the A M S
computer are unknown at this time.
17.4.2 B.Macknnan reported that M. Rioux and M.
Geller had worked on successfully mounting the
eltctronic version of the 1993&sc&ngs' onthcgopher.
17.4.3 B. Macknnan announced that A. Ekelawn has
taken over as list owner of NASIG-L.
17.4.4 S. Davis suggested that a NASIG membership
application form be available over the gopher. Regional
Councils and Membesship Committee will be asked to
develop a form in ASCII format for M. Geller to mount
on the NASIG gopher.
The Board discussed phasing out this committee as the
appointments expire. The current system of sending
renewals does not require any committee assistance.
However, D. Tonkery did note that an assistantTreasurer
ACTION Final decision of status of Finance Committee
DATE: November 1994 meeting
17.6 Nominations and Elections
17.6.1 T. Malinowski reported that the committee would
like to codify procedures for nominating and running
incumbents. The Board agreed that incumbents need to
move through the nominating process as do all other
candidates. Thus Board members and officers who are
eligible for re-election should have someone nominate
them or self-nominate.
17.6.2 The Board discussed the need for more
geographical representation on the ballot, especially for
member-at-large. It was noted that current practice is to
consider geographical representation as a secondary
critexia and to run six highly qualified candidates. It was
suggested that this number could be increased to achieve
broader representation. It was noted that running morc
than six candidates for member-at-large splits the vote,
and can result in very-close races and the need for a run
off election. C. Hepfer will discuss these issues with the
After some discussion the Board reaffirmed a change in
the structure of the Professional Liaisons Committee,
which will no longer be c o n s i d e d a committee. Liaison
relationships with other professional organizations will
continue. S. Davis will coordinate with the various
liaisons on the Board's behalf. Liaisons will be asked to
provide an official letter of appointment or some other
documentation from their organization. Also, liaisons
will be asked to write reports for the newsletter and to
keep NASIG informed of the dates of their respective
17.8 Program Planning
A Program Planning Manual task force has been formed,
with J. Gammon as chair. They will be meeting prior to
the ALA conference to begin work on the manual. Other
members include: B. Carlson, C. Hepfer, 0. Ivins, M.
Crump. S. Davis and T. Malinowski will serve as
advisors&isons to the ConferencePlanning ManuaI task
17.9 Regional Councils and Membership
J. Tenney will be the new committee chair. The group
will be reviewing their charge and some previous
committee documentation that T. Malinowski will
supply. Ways to expand the role of the group will be
e x p l w .
17.10 Student Grants
C. Foster reported that the committee will be reviewing
their working calendar to see if they can begin the
application process earlier in the year.
18. EXECUTIVE DIRECTOR CONCEPT:
C. Hepfer reminded the Board of the heavy workload
expected of NASIG officm, members-at-large,confexence
and program planners, and other volunteers. She
recommended that NASIG formally investigate the
possibility of creating an administrative assistant
position to provide support and continuity that is
important to the continued functioning of the
ACTION 0.Ivins will appoint a small gmup to write.a
19. NASIG CALENDAR:
C. Hepfer distrihted a partially revised NASIG calendar.
ACTION Comments on theNASIG Calendar
DATE: July 5 to C. Hepfer
Tentative dates in November were sclected for the next
meeting, pending availability of the meeting location.
M.Tuttle will be asked to make arrangements as won as
possible. These have now been confirmed. The next
meeting will be held November 11-12, at the Aqueduct
Conference Center in North Carolina. The meeting will
begin Friday afternoon, continue all day Saturday, and
wrap up Sunday with a campus tour at Duke.
NASIG Archives A r e
Growing I Elaine Rast
The NASIG archives are being collected by Elaine Rast.
and she is looking for any and all contributions.
Naturally you would expect to find minutes of meetings,
bylaws, financial statements. more minutes, and tbe like
in an archival collection. However, in the NASIG
archives we also have photographs. maps, and even a
cassette tape. These materials not only recordthe history
of the organization, but also supply us with a means to
garner information that can be uscd for programs,
activities, and presentations for the upcoming Tenth
Anniversary Conference in June, 1995.
If you have NASIG-related programs, minutes of
committees, a record of discussion groups, continuing
education handouts, correspondence regarding projects,
activities, or functions, personal papers of members that
relate to the association. or anything you might think
relevant, send to Elaine Rast, Northern Illinois
University Libraries, DeKalb, IL 60115. For any
questions, Elaine can be reached at (815)753-9864,FAX
( 8 1 5 ) 753-2003. a n d e - m a i l a t
C60EKRI @MVS.CSO.NIU.EDU. Thanks for your
NASIG HORIZON AWARD
The North American Serials Interest Group (NASIG).
composed of many constituents of the serials industry, is
an independent organization which provides for the
exchange and dissemination of information among the
various links in the serials information chain.
NASIG is pleased to announce a new award, the NASIG
Horizon Award, in recognition of its tenth annual
conference. The purpose of this award is to welcome an
aspiring new serialist to the serials profession by
introducing the recipient to NASIG, to further enhance
the recipient's knowledge ofand interest in serials, and to
provide an opportunity for interaction with other
members of the serials chain.
DESCRIPTION OF AWARD: The NASIG Horizon
Award provides the recipient an opportunity for
professional developmentby awndance at NASIG's tenth
annual conference to be held June 14. 1995 at Duke
University in Durham, North Carolina. NASIG will
assume all confmnce fees and travel costs. The recipient
will receive a free year's membership to NASIG, and will
be invited to serve on a committee for that year. The
recipient will also receive a framed certificate in
commemoration of the event.
ELIGIBILITY. Applicants should c u m n t l y be in a
position of a professional nature with primary
responsibilities for some aspect of serials, e.g. head of
serials, serials acquisitions, serials vendor, serials
publisher. Applicants must have served in this position
for no more. than three years. Applicants do not have to
he a member of NASIG, and they should not have
attended any previous NASIG conferences. Preference
will be given to applicants with previous serials
experience, to those employed by a North American
organization or institution, and to those whose cawx
goals include long range plans for professional growth
and developmentin serials.
APPLICATION PROCEDURE: Applications will be
available after November 15, 1994 from Sylvia Martin,
Chair. NASIG Horizon Award; Vanderbilt University
Library; 110 - 2lst Ave. South; Suite 700, Nashville,
TN 37203-2408; (615)322-3478; fax: (615)343-8834;
Internet: . Applications
must be accompanied by a letter of reference from a
current supervisor. Completed applications should be
rrmmed to Sylvia Martin as above.
A P P L I C A T I O N DEADLINE: January 15,
1995. Applications postmarked after this date will not
AWARD NOTIFICATION The award recipient will be
notified by February 17, 1995.
NASIG 9TH ANNUAL CONFERENCE
PLENARY SESSION 1: Overviews of Change
Czealaw Jan Grycz, Chair, Scholarship a n d
Technology S t u d y Project, Univerxity of
C a l i f o r n i a Office of t h e P r e s i d e n t :
"Technological Change a n d itx Influence on
Scholarly Communication a n d Information
Management" / Maggie Horn
Chet Grycz began his informal presentation with two
stories: In the first, Alice asked the caterpillar, "Which
way shall I go?' and the caterpillar a n s w e d , ' I t depends
on where you want to get!" And in the second. an
executive reported to his board: "Last year I noted that
we were at the brink of the precipice. This year, we
have taken a big step forward!" His point in telling these
stories was that we are troubled by the precipices which
loom before us and are trying to figure out where we
want to go.
Grycz spoke of h i s classes in contemporary issues in
publishing. where students discuss c u m n t publishing
trends as part of a large continuum. This continuum
began with the first human writing, cave painting
(human thoughts expressed in images), which was
replaced by hieroglyphics and Oriental characters
(pictographs, but more abstract than actual pictures),
which were in turn replaced by the alphabet (a series of
finite, absolute, abstract images), and now replaced by an
abstraction of the alphabet (the binary on/off of the
computer). As we now have the ability to be removed
from the physicality of the book, so also the idea of
copyright has developed over time and now must be dealt
with in its digitized form.
We are now able to present visual images and auditory
performances i n a digitized form. We have achieved the
unification of all arts and sciences on one digital
platform, although the ability to access and use this
digitized form is not ubiquitous. For instance, in
Romania (a country where telephone communication is
still chancy) networking and digitized information are
still in the future. Into the next century, Romania (and
many other countries)will still have print-based (or
slideor film-based) markets.
In general, Grycz believes the Internet's ability to deliver
information is being oversold. The Internet is a
disorderedchaos of undifferentiated information, and we
are faced with taking this new information distribution
system and using wr knowledge to organize and deliver
the information. Grycz challenge us to take advantage
of the skills we have and get involved.
The system of scholarly publishing which has been
developed over the centuries is complex, and it works.
To think we don't need this system is to have blinders
on. The skills for achieving and retrieving information
created within the system of scholarly publishing are also
necessary within the Internet, yet these skills are lacking
in many scholarly publishers, who have not worked on
the Internet, for the most part: there is an absence of
"bibliographic intelligence" on the network.
As human writing changed, so scholarly publishing is
experiencing its sweep of change as it moves from
printed material to ASCII to SGML. The ideas of
imprimablr, imprint, and mentor are also changing. For
example, the undifferentiated information on the network
has no imprint. no validation, by a publishing authority.
Oddly enough, this situation actually reflects the early
stages of scholarship. when the scholar owned the
imprint; only later did the publisher acquire it. Grycz
suggests that as we have returned to the scholar-owned
imprint, we will probably return to the mentor model
whereby the student turns directly to the teacher for
Serialists arc standing with scholarly publishers on the
edge of the precipice. When scholarly publishers figure
out what they will be doing, we will be working on new
models of "check in" and billing to accommodatethe new
formats. There may be an article-based journal, rather
than a volume-leveljournal. There may be more
articlelevel delivery to the individual patron, linked to digital
information, and other citations.
Given our unstable situation. it is essential that we turn
things around and ask what we can do. We must become
part of the development of the new publishing. To that
end. Grycz left us with these last thoughts:
I. Content is more important than nanosecond
2.Quality assuranceand brand name recognition
arc essential marketing concepts.
3. Maturity of the network will bsing better
conditions without loss of excitement.
4. A polyglot free market provides defense of
abuse (first amendment rights in print are defended by
librarians; this nccds to be extended to the net).
5. Everyone has a right to remuneration for
contributed value; the idea that information is free is
okay hut we mustn't take the idea so far that we lose the
fact that people have a right to be compensated.
Robert W e b e r , P r i n c i p a l ,
Consulting Resources: "The
P u b l i s h i n g : Lessons F r o m
Workshops" / Sandy Barstow
N o r t h e a s t
R e c e n t
Weba described the workshops he has teen facilitatingas
"thirty to forty people in a room for two days" reacting
to approximately 185 hypothetical events. As an
example of the type of event considered by participants.
k posited a multimedia-fapable PC available to schools
for $400,and asked what the implications of this
technology might be. for school publishing. These
workshops have been held since 1991, and Weba spent
some time describing the conclusions participants have
drawn over the last four years. how they have changed,
and how they lue relevant to our day-today o p t i o n s .
In 1991, librarians were telling Wcbcr that his idcss were
"pie in the sky." Libraries would continue to exist in
their current configuration, and print media would
continue to dominate. While it was acknowledged that
changes would occur. the rate of change would not be as
fast as some people were predicting. Weber commented
that change is hard to see when you are in the middle of
it. and suggested seeking a cure for what he called
"muraldyslexia"(an inability to read the handwriting on
Weber saw a paradigm shift starting in the fall of 1992.
Participants in his workshops we.re beginning to accept
the existence of a "new world publishing, that would be.
fast and bascd on elect~onicinformation. In contrast.
they saw that "old world" publishing. which was
print-based and predictable, would decline in importance
as modular publishing and multimedia integration took
hold. Participants were cautious about committing to
this shift, recalling that some early adopters of
technology have "lost their shins."
By the spring of 1993. Weber was noting that workshop
participants were less apt to argue about the fact that
changes were, coming, and more likely to discuss how to
accept and profit from the changes. They began to see
that "personalization of information" would be. enabled
by the new technology, and that value could be added by
providing specific answers rather than just information.
More recently, workshop participants have increasingly
come to accept elec~onicformats and multimedia. The
application of the Mosaic front-end graphical interface to
the World Wide Web is making it possible to provide
visualization of scientific information. The Internet is
starting to be seen as a "virtual business place," or
"information shopping mall."
Weber discussed the impact of these technological
changes on various groups involved in dealing with
scrials. As the route from the original inforntion to the
end-user changes, the role of librarians as the distribution
channel for information must also change. Rights
management is the "soft underbelly of electronic
publishing," and both publishers and librarians will need
to understand the issues involved in distribution and
redistribution of elcaronic information.
One of the major issues facing publishers is the nccd to
evolve fromuse of a print revenue model to an electronic
model. Most publishers are currently outsourcing
multimedia development rather than producing it
internally. Publishers will also need to rethink the way
they do business with authors.
Library issues arising from the new technology include
the conflict betwe.cn the concept of fair compensationfor
use.of information and the belief that information should
be frcc, particularly when scholarly information has been
provided by the universities in the fmt place. Metering
technologies, which allow for obtaining information at
the article level rather than by volume, are already
available. However, preserving the integrity of the
information within an electronic article is a major
The new technology gives rise to an.evolving industry
structure. Weber discussed the possible nature of this
structure. focusing on the publishing industry other than
the mass market books segment. The players in this
industry include the network builders, the network
operators. the content providers, and the end users.
While it would appear that the content providers will
have the profitable edge, Weber believes that the real
winners will be the publishers and other companies who
develop the capability to repackage and provide exactly
the information needed by the specific end-user. For
example, the course-pack publishers are a growing
segment of the publishing industry.
As for the libraries, there is a real risk that consumersof
information will stop thinking of the library as the place
to go for their information needs. As information
becomes more readily available in the home, via
commercial services such as America On Line and
CompuServe, how will services provided by libraries,
such as Dialog access, be perceived as a value-added
service? Weber did not provide an answer to this
Dan Tonkery, President and CEO, Readmore
Incorporated: "Reshaping the Serials Vendor
Industry: How to Survive the Impact of
Technology and Shifting User Expectations'* /
Tonkery discussed the effect of new technology on his
industry. Several trends have emerged. The fmt is
digitalization: music, sound, print, and images can now
be encoded and transmitted in digital form. The second is
economy: with budgets tighter than ever, managers are
seeking a return on the enormous investment that has
been made in technology. The third is re-organization:
libraries axe shifting ~esourcesfrom technical services to
public services. Serialists must adapt to these changes:
technology and technological change we here to stay.
New technology has helped serials agents enhance their
performance. By using file transfers, tapes,and EDI, they
can now process claims and ordm mom quickly. As the
cost of computing falls, savings in equipment can be
passed on in lower service charges. By making small
agents the equal of large ones and by enabling them to
createservices based on user expectations, technology has
reshaped tlje vendor industry.
The central role for agents has, however, been in the
world of print and this world is not growing. The shift
from paper to digital or computer-based installations
continues. A recent decline of 20% in subscriptions is
the dark hcrald of the digital library of the future. Vendors
who try to remain in the print world will find themselves
without a role in the new cyberspace.
The hope of vendors is that the "virtual library" will need
a "virtual agent." In addition, some smaller publishers
will require brokered services. Agents could help to
arrange digitalloptical media warehousing.
Cross-sections of scientific, technical and medical
journals could be converted and shared. Agents may also
have a role in the system of intellectual property rights
and payments. For example, an agent's database might
contain pricing information for access to journal articles;
rates might be determined by page, by paragraph, by
chapter, by work or by connect time.
Younger researchers, comfortable with technology, will
use peer-reviewed scholarly communication forums.
Paper-basedscientific. technical and medicaljournals will
tend to disappear,replaced by elechunicd i a The issue
of access versus ownership will intensify. Right now
intellectual property rights pose a stumbling block; new
legislation is needed to cope with an electronic
So while the age of print format libraries is over, and the
entire environment is in flux, Tonkery sccs an ongoing
role for an intermediary. the vendor, especially in
tracking financial transactions. Thus, he observed in
closing, "on the information superhighway, the agent
will be the toll collector."
Naomi C . Broering, Director, Biomedical
Information Resources Center and Medical
Center Librarian, Georgetown University
M e d i c a l C e n t e r : “ C h a n g i n g F o c u s :
Tomorrow‘s Virtual Library” / Margaret
Ms.Bmering usedthe Biomedical Information Resources
Center as an example of an evolving vimtal library. The
menu selections offered by this system include
bibliographical systems, research chemical information,
druglpoison information, and information on drug
interactions. It also offers e-mail.
Ms. Broering explained that the virtual library is
networked, automated, and digital; it allows access to
multiple databases and to data in multiple formats. In a
sense, it is the Internet. Every kind of electronic text
service is already hen: full-text documents, electronic
publishing, and document delivery. Increasingly,
scientists manipulate not text but images at their
ever-more-pwerhrl workstations. We are going to have
to catalogue images, and index images, and make images
available in OPACs. The demand for images is
everywhere: slides, videos, voice programs, X-ray
images, art, museum objects: all must be properly
cataloguedand made accessible.
Ms. Broering laid great stress upon two points: first.
that the United States must dominate the knowledge
industry so that as the rest of the world seeks
information, it will be the products and services of the
United States that it buys; and secondly, that we as
librarians cannot wait for new technology to come to us;
we must seize it. Sheoffered some examples:
Libraries should be developing specialized databases, such
as the Human Genome Bank, that scientists and
researchers have an increasing need to access. An
example to be found on the Biomedical Information
Resources Center system is the publications of local
Another area to explore is educational software. The
researchers at Georgetown have developed an electronic
textbook on human physiology that uses mixed media:
voice, text and animation.
There is a role for librariesin creating thesesystems and
databases. It entails forging closer links to academic
computing and to academic systems. Computer-systems
experts will deliver the information structures; it is up to
the librariansto put up the knowledge structures.
NASIG 9TH ANNUAL CONFERENCE
PLENARY SESSION 11: Introspective View
of Change and Choice I Cheryl Riley
Linda hiQore, Chief Executive Officer f o r
tranSKILLS: “Getting Past the Rapids:
Individuals and Change”
Linda Moore. Chief Executiveofficer for hanSKILLS. a
community-based Canadian organization, focused on
individual reactions to change, using the metaphor of the
North American Voyageur.
Moore identified several patterns of how people handle
change as well as the qualities of people who are willing
to voyage to a new place first. The first step many
people experience when wnhnting change, according to
Moore, is retrenchment. There are three aspects to
retrenchment: people ignore change, resist change, and
utilize old solutions. Moore borrowed from !mnsactional
analysis and listed four negative games people play
during retrenchment: Ain’t it awful, Yes...but. Attack/
defend, and C.Y.A.
Continuing the voyageur metaphor, Moore outlined
several techniques for dealing with change that take us
beyond the negativity of retrenchment: scout the
landscape. hang out with voyageurs, take things one day
at a time, remember you are allowed to hit the shore,
learn to portage. remember you are allowed to jump the
canoe. and do whatever it takes. Moore encouraged
people to rememberthere are several roles associated with
change: if the individual cannot be a voyageur, then
consider therole of the backer or the outfitter.
In summary, Moore stressed there are different ways to
approach change and not all of us will be able to handle
change well. Some of us will be angry about the
change, others excited. but we will all be fearful. We
must share, help each other. and celebrate the fact we
made it through another day. Moore believes that by
embracing the human spirit. we can approach change
with enthusiasm, respect, and joy. thereby enjoying
evolution, not revolution.
NASIG ~ T HANNUAL CONFERENCE
PLENARY SESSION 111: Choosing Change:
New Products a n d New Skills
Richard Entlich, Technical Project Manager,
Albert R. Mann Library, Cornell University:
"Electronic Chemistry Journals: Elemental
Concerns" 1 Andrea R . Testi
Richard Entlich discussed the CORE (Chemistry Online
Retrieval Experiment) Project, a five-year electronic
library project to deliver primary informationresourcesto
the researcher's desktop utilizing elechunic 'republishing'
techniques. The project, in its final year, is a
collaborative effort among five institutions - Cornell
University is the host institution; Bellcore and OCLC
are providing hardware and expertise for building the
interface and the database.; and the American Chemical
Society (ACS) and Chemical Abstracts S m i c e (CAS)
are providing more than twenty journals covering seven
years of data and associated indexing. The project is
focused on translating existing typography files to a
suitabledatabase format and devetopinguser interfacesto
enrich the access to thesedocuments.
While there are shared objectives to examine the myriad
"technical, logistical, economic and sociological issues
facing publishers, libraries and scholars in the shift from
paper to electronic dissemination of scholarly research,"
each collaborator has a different focus. For example.
Cornell library has concentrated on the issue of "ensuring
that scholars retain unimpeded physical and intellectual
access to journal wntents after the transition to electronic
access takes place."
The CORE database uses Standard Generalized Markup
Language (SGML), a standard grammar that specifiesthe
component elements of a document through descriptive
tagging. The system that has k e n created "will provide
networked access to over half a million pages of
machine-readable text and graphics from ACS journals,"
a particular challenge since chemical infomation is one
of the most difficult textual formats to represent
electronically, as it is tilled with special characters,
complex tables, and chemical formulas. If this project is
successful in resolving some of the more difficulttextual
problems,the database.can serve as a template for others
in bringing existing paper products into the world of
e l m n i c publishing.
Entlich noted some factors that he sees affecting
electronic journal acceptance in a given discipline:
existing level of computerhetwork use; strength or
cohesiveness of existing publishing enterprise; rate of
growth of literature; strength of ties to the past;
importance of rapid dissemination; access to new
publications; and the existence of a standard document
format. In closing, Entlich stated that there is still much
work to be done; however, he for one "refuses to become
an early casualty on the Internet highway."
Mark S . Boguski, MD, PhD, Investigator,
N a t i o n a l C e n t e r f o r B i o t e c h n o l o g y
I n f o r m a t i o n ( N C B I ) : " A d v e n t u r e s i n
Information Space: Biomedical Discovery in
a Moleeulcrr Sequence Milieu" / Eric Celeste
Mark Boguski began his talk with a provocative picture
of a newborn baby superimposed on a gene sequence.He
described the 15-yearhistory of GenBank, the repository
for the Human Genome project now housed at NCBI.
Scientists use the GenBank both to compare their
findings with past findings and to publish their fmdings.
GenBank contains data on the human genome, and also
the genes of mice and yeast. A scientist with a newly
discerned gene sequence will conduct a partial string
match against the data in GenBank to see where the new
sequence might fit This comparative analysis is critical
to the work of geneticists around the world.
The evolution and intensive use of GenBank might be an
indicator of the kind of transformation electronic data
may hold in store for other fields. GenBank gives
researchersdirect access to primary sourcematerials and
is widely referenced in the field'sliterahme.
The data in GenBank has k e n doubling every twenty
months for the last twenty years. In fact. Boguski
pointed out, all biomedical databases have been growing
at an explosive rate. Linking these systems increases all
their value. GenBank has created the "Entrez" CD-ROM
to link these systems with graphical user interfaces for
the Macintosh, MS-Windows, and X-windows systems.
In addition to explicit links between gene sequences and
the proteins they code for. the "Entrez" system provides
implicit (pre-wmputed) links to articles and absaacts in
Medline and between those articles by using, for
example, term frequencycomparison.
GenBank itself grows because of its wide acceptancein
the field. Before publication, most genetics journals
require that any gene sequence described also be
accompanied by a GenBank accession number. This is a
strong incentive to contribute to the database. The data is
so critical that many scientists demand daily updates.
Each day, hundreds of sites copy the whole database via
FIF (file transfer protocol). The data is also availableon
CD-ROM and via e-mail, client/server Internet tools, and
a "BLAST network server. Thousands of people search
the database each day. The clienUserver Internet tools
allow interactive searching, while the "BLAST server
does a sequence "similarity search across the whole
GenBank database. Boguski painted out that these
services requirc significant computation resources.For a
taste of GenBank services, Boguski suggested looking at
the URL "http://www.ncbi.nlm.nih.gov" which is the
GenBank home page on tbe World Wide Web.
As a (tongue in check) example of how the GenBank
system can be used for quick analysis of data, Boguski
told a funny story about how he searched the gene
sequence presented in the book h a s s L E & one
evening. He found that the author, Michael Crichton,
had actually used a thinly disguised bacteria sequence in
the novel, not a dinosaur gene sequence at all. A Portland
newspapa even covered this "story" with the headline
"Crichton's dinosaur code shown bogus by Boguski."
Boguski wondered if this would be his greatest
contribution to science!
Marjorie S. Bloss, Director,
Services, Center f o r Research
"Grabbing the Bull by the Tuil:
During Change" 1 Eric Celeste
Marjorie Bloss. looking at the world through her
"maturinglenses," recognized that thaearr days when we
feel we are being taken for a ride and we need to take
control of our professional lives. How do we respond to
change when we feel at the mercy of circumstance?One
way to gain conhul is to analyze the situation. Bloss did
this by offering four observations, eight techniques. and
one obvious truth.
Her observations were:
(1) Budgets won't increase; we will be asked to do more
with less. Fcderal governments are reverling programs to
state and provincial control, otien without sending the
tax dollars along. Statereductions in funding are rippling
through to libraries and vendors. Also, the number of
eligible undergraduates has recently been declining,
putting further pressure on already strained academic
NASIG 9THANNUAL C 0 " C E
( 2 ) Technology liberates us from limits and increases
creativity. Technology has led to increased efficiency
(using the vs. using OCLC),
changed our communication habits (interlibrary services
and the Internet, for example), and libezated access (the
ability to edit and re-edit word processed documents, for
(3) There are many management styles; we should
examine them all, but choose one and then be willing to
change. Our organizations have been blurred by
technology and funding cuts, the pyramid structure has
been squashed,and employeesare getting more of a voice
in the workplace. We need to be aware of h-ends like
TQM and re-engineering, but make our own choices.
(4) We must use. common sense and not underestimate
our own gut reactions.
The techniques she described were:
(1) Take the time to analyze the big picture.
(2) Be prepared to market aggressively; when competing
for limited funds, we have to play the game the way it is
(3) Work towards better understanding; technology is
changinginternal and external relationships.
(4) Be a problem solver; there is no room for resistance
( 5 ) Make opportunities out of ambiguity, don't just
(6)Don't take it all personally; realize that there will be
times when you win, times when you lose, and times
when it rains.
(7) Continueto communicate and grow.
(8) Remember to laugh; occasionally you should "call in
Bloss closed with the simple truth that if people who
handle &als can't handle change, then no one can. We
just have to teach the rest of the world how to handle
NASIG ~ T HANNUAL CONFERENCE
C O N C U R R E N T S E S S I O N I: M a n a g i n g
Organizational Change I Donnice Cochenour
Pieter S.H. Bolman, President,
Press: "Change Within and Change
t h e Structural Adaptation of
Bolman addressed organizationalchange strategies in the
publishing world. describing how technology and market
changes affect planning. He began by describing the
effects of technological innovation within society.
Technology is one of the driving forces for change in OUT
society, and companies,including publishing companies,
have gone out of business as a result of technology
changes that were not anticipated. These changes were
relatively sudden: until the current technological
developments, little had changed for publishers since
Gutenburg. Such a stable environment is unlikely to
repeat itself, yet publishers have little technology in their
skill-sets and are basically intellectuals who buy the
needed technology through contracting for printing,
New technology can add value, but it also can subtract
value, depending on the end-user's specific noads. The
user must compute the added value and the subtracted
value to determine whelher to use the new technology.
Boiman feels there is no subtractedvalue great enough to
stop the implementation of new electronic technology in
the scholarly communication process, so it is important
to prepare for the change.
Because technology influences not only the way
Academic F'ress is organized but the way the whole
industry is organized, Bolman decided that Academic
Press should identify needed changes by examining those
changes in a context larger than just within his
organization. Functions are organized around the
technology used, so technology changes will affect the
whole indushy. It is from this perspective that change
must be planned for and implemented. In order to ddine
the importanceof technological change to one's business,
a clear understanding of the company mission is
important. Academic Press is "in the business of
fulfilling the active and passive information needs of
research workers." The terms "active" and "passive" are
used in the Dutch sense: "active" means the right to
elect; "passive" means the right to be elected. An active
need for the researcher is to uncover and share (publish)
new information; a passive need is to read others' work in
order to petform.
The researcher actively needs a variety of outlets for
accredited publication of research results categorized by
subject, perceived audience, quality and prestige: i.e. a
journal. The researcher passively needs access to the
archives of earlier publications. Publishers add value by
..making appmpriate journals available. organizing and
maintaining accreditation and quality control, archiving
with appropriate bibliographic control, creating an
ofticial source for document delivery, and making the
information public. Libraries add value by collecting,
classifying and giving acmss to past work which makes
future work possible. Bolman emphasized that
publishers' and libraries' missions are very much
intertwined. Technology which causes changes to one
will very much affect the other, so both must be
examined together. We must look at the whole cycle of
scholarly communication to study and plan for change.
For example, a library's decision to use document
delivery instead of subscribingto a journal will affect the
price of subscriptions and copyright fees. Isolated
decisions aren't really isolated and will have
Since the three participants in the scholarly
communication cycle (scholar, publisher, library) are not
pan of the same organization, no one can control these
changes through "top-down" managerial decisions. The
participants must voluntarily engage in joint experiments
in order to establish which system configuration adds the
most value for tk researcher and subtractsthe least.
Academic Press has recently added the position of
Electronic Publications Director. The person filling this
position has experience as both a publisher and scientist.
He knows enough about technology to make clear what
he wants to accomplish and does not use technology to
solve a problem that doesn't exist. He reporb directly to
the CEO. formulates strategic plans covering all
interfaces in the chain of
author--publisherprinter-networks-librarians-ders. He will formulate
pmposals and joint experiments, develop standards,and
also deal with business, economic and legal issues.
Bolman feels this position will provide the active
leadership necessary to overcome the resistance and fear
of change within the organization. Gradually each
department will develop its own expertise to deal with
their mission using the new technology.
NASIG 9THANNUAL CONFERENCZ
Bolman emphasized that Academic Press is open to
experiments with librarians regarding CD-ROMs,
networking publications, and site licensing. He feels it
is essential to realize that publishing is likely to go
through a "paradigm shift' that affects the indushy as a
whole and we (the triangle of
researcher--publisher-librarian) shouldorganize for thechange.
Mary Elizabeth Clack, Serials Recorda
Librarian and Staff Development Officer,
Harvard College Library: "Managing
Organizational Change: the Harvard College
Clack began her presentation by describing major
projects that have resulted i n changes at her library:
implementing an automated system and implementing a
strategic planning process that resulted in the
reorganization of the Cataloging Services Department
into teams. She was also appointed to the half-time
position of Staff Dcvelcpmentofficer as a direct result of
the strategic planning process. These events, and
anticipated changes yet to come, have led to the creation
of a staff developmeatprogram to support the pmccss of
change at Harvard College Library. After setting the
stage with these examples, Clack discussed thc nature of
organizationalchangetoday. myths about change, coping
shategies to employ in a changing environment, and the
role of leadaship.
Clack described change as ongoing, occumng at an
unprecedented rate, and unpredictable, difficult to
anticipate or manage. Change is not an event, but a
process. Using an illust.ra.tion from William Bridges'
book, the blpgtpf
CItaugs, Clack described the proccss in thme stages: the
ending, the neutral zone, and beginnings. The ending
stage is where people identify what they might lose
because of the change and what they can preserve from
the old onla. The neutral stage is one of confusion, but
also energizing and creative for some. This stage is
narSSary and can't be rushed or true transition won't take
place. The beginning stage is whue p p l e am ready to
address thc new order in a constructiveway.
Change is both personal and systemic. On the personal
level, p p l e will react differently based on their
perception of the change. At the organizational level.
change causes a ripple effect. It is easy to ignore
interrelationships. causing fragmentation that can be
deadly, like the patient who had five operations at o n a
each operation was a success but the patient died of
shock. Clack listed some common myths about change:
the concept of change as a planned, linear process that
can be controlled; the expectation of a visionary leader
who can anticipate and initiate change; and that stable
organizations still exist. Clack found two authors that
present change models which don't rely on the myths
In ,Ralph Stacey says that
future directionsarc unknowable and we can't rely on thc
stability of the past. We must accept the paradox of
stability and instability within the same organization and
allow strategic directions to emerge. New maps will
result as a part of the process. We should not expect
fullycharted maps in advance.
In ' ,Margaret Wheatley
prefers a holistic approach to change that values
relationships and connations between parts. She finds
value in the unpredictabilityin chaos, in the blurring of
functions, snd theconstant interweavingof functions and
relationships. Wheatley applies the concept of field
theory to organizations. She considers mission, vision,
and values as fields which underlie all that happens in the
organization. In this approach, information is dynamic
(in-formation) and capable of creating structure. If all
staff have access to information and are allowed to
participate in discussions. the organization will be
"swimming in many interpretations" and thc result will
be a rich and diverse sense of the organization's activity
Using these concepts, Clack outlined some strategies for
-Find balance between extremes by incorporating
paradox into our thinking
-find ways to anticipatechange
-Make strategic planning an integral part of ongoing
-Involve staff at all levels of the organization
-Understand that the product is the process, more like
a compass than a road map for change
-Support training that incorporates the team process
and problem solving rather than stressing technical skills
-Provide a forum for clarification and discussion of
Clack described a series of activities used at Harvard
College Library to clarify their organizationalvalues and
aspirations. She stressed thc need for a statement of
shared values to emerge from a discovery proccss rather
than by indoctrination.
Finally, Clack identified two types of leaders: the
hierarchical leader (formal) and roving leader (informally
evolving). To create an environment that enables
change, the hierarchical leader must identify and support
the roving leader and be willing to follow him or her.
Clack concluded that implementing these-strategieswill
make our "organizations more hospitable to change and
OUT collcagues better equippcd to embrace i t "
NASIG 9TH ANNUAL CONFERENCE
CONCURRENT SESSION XI: Reports f r o m
the Frontiers of Change I Amlra Aaron
I found the concurrent session entitled "Frontiers of
Change" to be. one of the more innovative and
thought-provokingexperiencesof the conference. All of
the talksf o c d on change and risk-taking and contained
a challenge to the members of the audience to take some
risks in their own professional lives and i n their own
Sharon Cline McKay, Product Manager,
Dynix Marquis, lnc.: "Wanted: Information
Manager: N e w Roles f o r Librarians and
I n her talk,Sharon Cline McKay used her own career to
demonstrate the variety of positions and environmentsin
which we as librarians can use our information skills.
McKay has held various positions, working for libraries,
informationcenters, utilities, and vendors of subscription
services and automated systems. She is presently
P d u c t Manager for Dynix Marquis and skcssed that this
is not an "alternativecareer" for a librarian, but just one
of the many typcs of jobs in the information field which
requires our skills and knowledge as library and
McKay's presentation centered on the similarities and
differencesbetween working in a library and for a vendor.
She noted that we have a basic disbust of colleaguesthat
have "gone over" to the vendor environment and that we
seem to especially resent salespeople. She questioned
why this should bc; the field is bettcr off with librarians
employed by vendors and as long as we need to purchase
items and sewices, we need salespeople to sell them to
us. Similarities between working in library and vendor
environments include the following: we are all
information managers and members of the information
chain; we pmvide services for end users; we participate
in professional associations; and we make use of our
skills and background in information science. The
vendor environment differs from that of libraries in the
following ways: Decision-making is faster (usually not
by committee!); there is a bottom-line orientation; there
- i s usually more travel; and timeliness is essential. Why
work for a vendor? McKay cited some of the following
reasons: vendors arc on the cutting edge of technology
and librarians employed by vendors can help shape
products for the marketplace; there is more autonomy
(and responsibility); and the corporate environment,
which operates with fewm committees, is potentially
more satisfying and leads to a greater sense of
accomplishment for the right person. Myths about
working for a vendor include the following: vendors pay
more; travel is glamorous; everyone will love you;
you can keep "banker's hours;" there is no stress.
McKay helped us to dispel some of thcse popular myths!
McKay next offered some tips on considering and
implementing career changes. First the librarian must do
a thorough soul search and decide whether he or she
would be.content in a corporate environment working for
a vendor. Networking with the right people and finding
out about job opportunities is crucial, as vendor
positions are normally not advertised. McKay advised us
to build on our strengths; if you have a strong serials
background. the place to look for a position is probably a
serials management agency. She stressed finally that it
is now possible to move back and forth between a vendor
and library environment; in fact, having worked for a
vendor, a librarian will likely be even more marketable.
As a librarian who has also moved easily between library
and vendor environments, I especially enjoyed McKay's
talk and agreed with her premises. I hope that she
inspired several of the librarians in the audience to at
I w t consider pursuing a career outside the traditional
At the end of her talk, McKay recommended the
following article for further reading: "Extending the
librarian's domain. a survey of emerging occupational
opportunities for librarians and information
professionals" I prepared for the Special Libraries
Association by Forest Woody Horton, Jr. (SLB
: - no. 4). Washington, DC,
Special LibrariesAssociation, 1994.
libraries, but also Federal, Corporate, and the sales
operations in Latin American and Asia-Pacific. Also.the
internal sales support functions report to Michael as well
as the sales reprcscntatives. Michael comments: "It does
make for longer work days ..._but I'm enjoying the added
duties despite the current climate in most of the library
world these days." Michael can be reached at (804)
320-7837 or (800) 999-3594 X258. Internet:
C h a r l e s G. M a y was Services Coordinator at
SOLINET and is now Automation Librarian at New
Hanover County Public Library in Wilmington, NC.
Charlie is responsible for the library's VTLS system and
CD-ROM network. In addition, he is Head of Technical
Servicesfor the main library and the threebranches. He
reports that New Hanover County is an ocean resort
community and that one of Wilmington's industries is
movie-making. "Matlock is filmed at the large studio
in town, and the neighborhood is regularly studded with
entertainment stars. Charlie's Internet address is
business phone number is (910) 341-4036.
David L. Rodgers, formerly Director of Electronic
Products and Services for the American Mathematical
Society, is now Research Scientist at the University of
Michigan, School for Information and Library Studies.
He will be working on projects associated with digital
library and scholarly electronic communication and
publishing. David's new e-mail address is
Cheryl Scbeer became Head of Technical Services at
the University of South Dakota's Lommen Health
SciencesLibrary in March 1994. She had k n cataloger
with the Library Management Network Consortium.
Cheryl wrts that she likes the diverse responsibilities
that come with working in the smalkr environment of a
special library. She does acquisitions, cataloging,
administration and budgeting, along with creative
activities in Internet workshops and developing training
guides. Vancouver was Cheryl's fmt NASIG conference
and she found it immensely helpful to talk to other
serials people and to colleagues using the same serials
system. She can be reached at (605) 677-5121, or,
A M VidDr is the new Vice-ChairlCbair-Elect of the
Serials Section of A L C T S . Her phone number at Emory
University is (404) 727-6833. Internet:
Colleen Wall was Serials Librarian at 3M in St.Pau1.
Her new job at 3M, in Information Services, is writing
current awareness profiles for 3M personnel located all
over the world. The new job is a radical departure from
Colleen's traditional serials department tasks to the
reference world where she focuses on online searching.
She can be reached at CWALL@MMM.COMor at (612)
Josephine Williamson is now Head, Acquisitions
Department at the University of Delaware. Her previous
title at the University Library was Coordinator of Serials.
Her phone number is (302) 831-2670; Internet address is
NEW NASIG MEMBERS I Theresa Baker and
Welcome to the following NASIG members who have
joined since the last issue of the Newsletter:
Birmingham Area Library Service
Graduate.School of Education
Oregon State University
Fort Lewis College
George Mason University
Blosser, John P.
Allen Rcss Inc.
Carnegie Mellon University
Universie of Alberta
Button, Leslie Homer
University of Massachusetts
Harrisburg Area Community College (PA)
Senior Librarian (SerialsCataloger)
Nosthem Arizona Univmity
Clancy, Bridget Arthur
Assistant Librarian for Technical Services
University of Pennsylvania
Wilfrid Laurier University
(519) 884-1970 x3413
Allen Ress Inc.
Dobson, Vinita C.
Texas Christian University
Drabek. Hilda L.
University of Connecticut
Internet: H B W M 8
University of Alaska, Fairbanks
Durdcn. Iris B.
Assistant Acquisitions Librarian
Special Sales Manager
(805) 499-0721 xl50
Regional Sales Manager
Louisiana State University
Grice, n a M.
University of Oklahoma
H a s t , Ruth
Paying Team Leader
University of New Mexico
Associate Library Director
Lewis and Clark College
ntis, Deanna W.
Oregon State Library
(503) 3784198 x245
Serials Cataloging Assistant
University of Chicago
Johason. Kay G.
Univmity of Pittsburgh
Case Western Reserve University
State University of New York, Stony Brook
SalesManager. Nonh America
Institute of Physics Publishing
s a i a l s and Govanment DocumentsTechnician
Man, Dianne L.
Assistant Univmity Librarian vechnical Services)
University of the Witwatersrand
27 11716 3816
McGIinchey, Sean H.
Michigan Technological University
Lousiana State University
Library Technician III
University of Colorado,Denver
Assistant Serials Librarian
Coordinatorof Technical Services
Southan Nazarene university
Peresich, Mary Giles
Head, Technical Processing Semias
University of South Alabama
Petty, Mary E.
(509) 3 2 8 4 2 0 x3853
University of North Texas Health Science Center
Head of W o g i n g
Brooklyn Law School
University of Toronto
Universal Subscription Services
44 81 302 7834
University of Tulsa
Walter de Gtuytcr, Inc
Library Assistant Il
University of Missouri. Columbia
S k a m m k , Gail D.
Stevens, Hannah M.
Boston Library Consortium
University of Colorado, Denver
LSTRETESKY @ C U D N V R . D ~ V E R . C O L O R O ,
Taylor, William L.
Government Documents Librarian
Georgetown University Law Center
Head,Serials Cataloging Unit
University of Kansas
Yeaple, Jennifer D.
Internet Y E A P L J Z @ H U L A W I . H . E D U
Zhang, Yvonne W.
ALA A L C T S S e r i a l s S e c t i o n R e s e a r c h
Libraries Discussion Group Meeting I Susan
D a v i s
The two speakers, K a t i e C l a r k and Loanne
Snaverly, both at Penn State, addressed the topic "What
Users Really Think: How They See and Find Serials."
Katie Clark, who is Head of the Life Sciences Library,
gave examples of some of the problems users have
understanding serials records in LIAS, the Penn State
catalog, and their article databases. In many cases the
users have no idea which region h e y are in, and cannot
figure out why there is no call number or holdings
information in the record they are using in a database.
Some users believe they can locate articles in the OPAC.
Other problems occur when users try to interpret the
bibliographic information. LLAS displays the entire
bibliographic record, no brief or shortened record is
possible. Many users believe the publication date
information from the 362 is the library's holdings. Since
many serial mods arc quite long, there arc many screrrns
to page tbrough before the holdings are displayed.
h a n n e SMVCIIY,Head of the Arts Library, showed some
examples of the difficulties in handling a monographic
aeries which may be published as issues of a periodical,
, - for example. Penn State
has hied to catalog each separately and provide the series
tracing to allow users to locate the items with a series
title search. Loanne found that other libraries treat this
particular title differently. Title changes are also
problematic for uxrs to figure out. Complicated linking
enhies are difficultfor anyone to follow!
In general there was no criticism of serials cataloging or
serials catalogers, j u s t a wish for a more simple,
understandablerecord in the OPAC.
L I T A I A L C T S R e t r o s p e c t i v e
Discnssion Group: "Serials
Conversion" I Susan Davis
C o n v e r s i o n
This program was co-sponsored by the LITMALCTS
Retrospective Discussion Group and the LITNALCTS
Serials Automation Discussion Group. The speakers
addressed three different topics: conversion of
bibliographic records,subscription records and holdings
Greg McKinney of OCLC gave a brief description of
the Harvard RctrospcctiveConversion Project,scheduled
for the period Oct. 1992-Dec. 1996. To date 1.5 million
titles have been converted, with a 67% hit rate. Harvard
checks a random sample of reads as their quality control
method. OCLC also performs quality control at their
end. Authority c o n m l is also included in thc project.
J n d y Fagerholm described how the Palo Alto City
Library used bar codes to transfer subscription
information from their manual files into the Dynix
Serials Module. Their subscription agent, EBSCO,
provided a tape of bibliographicrecordsfatho% titles on
order with them, about u3 of their 700 subscriptions.
This tape was loaded into the Dynix database. EBSCO
worked with the library to create bar codes that, when
wanded, would issue commands to make the creation of
order Iccordsa quick and casy ~IUCCSS. Judy r e p m d that
their conversion went more. quickly than shc expected and
saved months of work if it had been done manually.
S u s a n Davis, State University of New York at
Buffalo, talked about using the MARC Holdings Format
in a NOTIS environment. When the library first
implemented NOTIS, there was a free-text holdings
record. The Libraries decided to usc ANSI 239.44 1986
at Level 4 as their standard for inputting holdings
information. When NOTIS converted to MARC, UB was
in a good position for a machine conversion to MARC
tags 866. 867 and 868. These arc he-text fields for
bibliographic, index and supplementary material. The
ANSI holdings standard has allowed the Libraries to
provide clcar and consistent holdings information,at least
as well as the name of scrials allows.
ACRL Journal Costs i n Academic Libraries
Discussion Gronp: "After t h e Fall: Serials
Management in the Post-Crisis Age" I Susan
D a v i s
(Nocc: An c x.p.~ d c dversion ofthis repd
Issues. isavc 116)
Jim Mouw, Chair of the Discussion Group, introduced
the panel of three speakers to address this interesting
topic. Attendance was sparse, only about 30 people.
Nevertheless, the speakers gave three very excellent
October Ivins, Head, Acquisitions und Serials
Services, Louisiana State University: "The
Serials Survey Project: Zero Based Collection
Development at LSU"
Ivins described two pilot projects that had been
undertaken at her institution.
First, she informed us that LSU has had a flat materials
budget for the past ten ycars, spending about 85% for
saials which the faculty would like to be 65%. After
going through a number of cancellation exercises, there
was consensus to cancel only 360,000 from their
$2,000,000 serials budget! Seventy-five percent of the
titles identified as potential cancellations were ranked as
essential by at least two departments. Cancellation
efforts simply were not effective in reducing the
percentage of the budget spcnt on serials.
LSU embarked upon a new strategy, that of identifying
what is ncedcd. not evaluating what is already plrchasai.
In 1993 a test project with the Chemiswy Dcpt. began.
Uncover was to be used for a one-month test of
document delivery supplying articles to faculty. Each
faculty member was limited to 30 essential journals for
the test. The library wanted the faculty to identify what
was really needed on campus as opposed to what was
Bcceptable via document delivery.
The results of this initial test were quite interesting. Of
the 287 unique essential titles identified in the study, 212
were already owned by the library! Document delivery
access was acceptable for 40% of the titles. The faculty
had discovaad thatdocumentdelivcry really could work.
The project was extended to the Geography and
Anthropology Dcpt.. which had identified 1800 titles as
essential in previous reviews. After using UnCover, the
number of essentials decreased to less than 600,60%
already in the LSU collection.
The project will be expanded into additional departments
in the sciences in 199405. The Library expects next
year's cancellation efforts to make significant use of the
document delivery data. and they may actually order some
new subscriptions! Departments in &e social sciences
and humanities will be participating in the project during
1995/96, after which it is expected to be an ongoing
J a n e t F i s h e r , A s s o c i a t e D i r e c t o r f o r
Marketing, MIT Press: "Electronic Journals
and the Management of Information: The
View from One Publisher's Window"
Document Services will receive PostScript files of
articles, from which they will supply paper copies of
individual articles for non-subscribers, in a document
delivery service. Document Services will also receive a
Linotronic file at the end of each year, from which it will
produce an archival fiche. The MIT Libraries will be
archiving the journal, with backup archival sites at
Virginia Polytechnic and the University of Chicago.
MIT F'ress has had to modify their subscription system
to handle orders for this electronic journal. They are,
however, pursuing their kaditional marketing efforts. To
date they have 12 subscribers, they expect to start
publishing in the fall.
Martha Whittaker, General Manager, The
Uncover Company: "Document Delivery and
Collection Management-Strange Bedfellows?"
Whittaker believes that document delivery has been
accepted as a regular alternativeto ownership by libraries.
Consider that we now see access as a part of many
collection development policies, and "just in time"
versus 'just in case" has moved into mainstream
thinking. It is very easy to provide unmediated document
ordering by patrons and that new and better technology is
developed for documentdelivery.
She also saw a role for Uncover as a service bureau for
smaller e-publishers to mount theu e-publicationson the
UnCover computer and be accessible with Uncover's
search engine. Many libraries are still nervous about the
best way to subscribe to electronic journals. so this
serviceburcadclearinghouseconcept would be beneficial
to libraries as well.
There are still some concerns regarding accreditation
issues and personnel considerations,as Fisher mentioned
in her talk. Document delivery is a very labor-intensive
operation, although many libraries report considerable
amounts of money saved on subscriptions.
Still, an effective partnershipbetween document delivery
vendors and collection managers will result in better
serviceto library patrons.
MIT Press worked with Michael ODonnell at the
University of Chicago on an idea for an electmnicjournal
in computer science. which resulted in the development
of the p
They hoped to learn how the academic community would
accept an electronicjournal for tenure considerationsand
how abstracting and indexing would be handled. MIT
Press would develop some in-house expertise with this
new format and learn to understand the market and costs
for such an endeavor.
The journal is a refereed scholarly journal indexed by
MathematicalRcvOinceewpsu.blished. articles will
remain intact, corrections will have pointers to the
original and revised articles may be published &r going
through pea review. Individual articles will be published
as available. A notice of availability will be posted to
the subscriber listserv. Annual subscription price is $30
for individuals, $125 for institutions. Fisher explained
that there is very strong price resistance in the individual
market, hencethe large price differential.
The Press will make both LaTeX and PostScript forms
available on its fileserver for several years. after which
articles will be moved off-line. MIT Information
Systems will store LaTeX source on magnetic tape and
"rehsh" these. tapes every five years. The MIT Libraries'
PublisberIVendorILibrnry R e l a t i o n s
Committee Program: "Let the Sunsbine In:
E v a l u a t i n g E t h i c s i n
PnblisherIVendorILibrariau R e l a t i o n s " I
My report focuses on selected speakers from this
program, although I have listed all the names and titles
of the speakers.
Dolly Prenzel, Chief Contracting Officer, University
of Virginia, distributed an excellent handout on her topic,
"What a Code of Ethics Should Do For You." A Code
of Ethics should: support the mission of the
organization, set a staodard. generate thought and
discussion, define our profession, be visible, he
responsive. promote loyalty, incorporate a set of values
distinct from law, create an atmosphere, reflect group
values, provide behavioral focus, promote trust, help us
separate our professional and personal interests, and
simplify our lives. She also emphasized that a code
must support individuality and reflect current practice.
Managers must be committed to ethics and serve as
examples. Prenzel was an excellent speaker, both
knowledgeable and entataining.
October Ivins, Head, Acquisitions and Serials
Services, Louisiana State University, asked "Are Serial
Ethics Different?" Sheresponded with a qualified yes.
T.be serials librarian has a responsibilityto:
-acnwtcly repment the account size and mix
-accurately represent herhis role in decision
-document agreementsin writing
-base changes in account or transfer of account
on factual data
-not accept colleague's experiencesat fats value
-contact the vendor to respond if negative
information is heard
-ensure thatprompt payment is made
-educate selectors, administrators, etc. on fair
-avoid spreading unsubstantiated ~ m o r s
Ivins advised the audience to use restraint in accepting
vendor entertainment. One must avoid a conflict of
interest and realize that the cost of entenainment is part
of the vendois expenses, which contribute to the level of
Joe Barker, moderator of the session, distributed
"Principles & Standards of Acquisitions Practice,"
developed by the Acquisitions Section. B a r b a r a
Winters, Associate University Librarian for Collection
Services, Wright State University, spoke on the
developmentof that document.
Other speakers were: Tony Angiletti. Associate
University Librarian for Collection Development,
Stanford University and R i c k Lugs, Manager,
Approval Plan services. YankeeBook Peddler.
The 49th annual conference of the Canadian Library
Association was held in Vancouver, June 14-18. 1994,
with the theme "Delivering Quality in Tough Times."
During these five days of sessions and meetings there
was occasional refereace to serials and serials work, but
the most relevant session was the one convened by the
CLA's Serials Interest Group. The session was called
"Electronic Serials Don't Give You Paper Cuts" (held
June 16) and was moderatedby Wayne Jones (convenerof
the group). There were two speakas: Darlene Fichter,
Head of the Circulation De.pt. and Coordinator of Data
Services at the University of Saskatchewan Libraries in
Saskatoon, Saskatchewan, and Dr.Midori Knnamwa,
Assistant Professor in the Dept. of Management
Information at Kaetsu Women's Junior College in
Fichter spoke in general terms about the technology of
remoteaccess electronic serials -- what they are, how
they arc accessed. how they arc starting to proliferate.
She also described the University of Saskatchewan's
experience with electmnic serials, and gave some useful
insights into some policies and procedures for acquiring
and storing them. Fichter also demonstrated a couple of
electronic serials as part of her presentation.
KanazaWa spoke about direct-access electronic serials,
specificallyCD-ROM.The focus of her presentation was
the use of CD-ROMby libraries in Japan.
There were questions for both speakers after their
presentations. About 180 pcople attended the session.
R E P O R T O N THE S O C I E T Y F O R
S C H O L A R L Y P U B L I S H I N G A N N U A L
MEETING I John Tagler
The 16th Annual Meeting of the SSP, held in San
Francisco, June 9-10, attracted nearly 400 attendees
r e p e n t i n g the publishing, scientific, libmy and vendor
communities. "Reshaping the Information Marketplace,"
was thetheme of this year's conference.
The program was principally devoted to concurrent
sessions, allowing attendees to select from topics
relevant to their fields of interest. Thus, only two
plenary sessions were held - on the Thursday morning
opening and the Friday afternoon closing. Both plenary
sessions are reported below as well as accounts of
concurrent sessions that may be of interest to NASIG
SSP Plenary Sessions
The keynote address, "New Publishing Technology's
Impact on the Publishing Industry Over the Next Ten
Years," was delivered by Gregory R a w l i , Associate
Professor of Computer Science, Indiana University,
Bloomington. Rawlins got the proceedings off to a
shaky stan with a presentation that was misguided and
ill- conceived for the SSP audience. The speaker's frames
of reference were principally in the context of trade or
professional book publishing where large print tuns and
low unit pricing is the norm. The scenarios he presented
offered little of relevance to the SSP constituency.
Rawlins posed provocative theses, suggesting that
publisheri arc in big trouble in the coming world where
elestmmpying is cheap, easy and untraceable. According
to Rawlins, there will still be substantial profits to be
made from publishing if publishers can price a book
equal to what it would cost to elecmcopy a book.
Rawlins sees publishers continuing to play a role in the
added value function; this will be augmented by
traditional promotion and distribution functions. The
fundamental change will be a shift from single copy
delivery to fees for accessing a publisher's list The cost
threshold Rawlins saw as viable for electrodelivery of
most monographs is in the $1.00 to $2.00 -figures that
did not inspireenthusiasmamong this audience.
Rawlins overestimated the savings involved in producing
and distributing an electronic edition in lieu of p a p ;
similarly he underestimated the editorial, marketing and
overhead costs in producing a scholarly publication -- be
it a book or journal, print or electronic. At the outset,
Rawlins confessed that he knew little about publishing
or-economics and many of his off-thccuff calculations
and examples seemed to c o n f m that statement.
Rawlins' discussion was confined to monographs when,
in d i t y , it is tbe journal which is the principal mode of
communication among researchers and which o f f m the
grratest challenges to librarians and publishersc o d
about scholarly communicationin the sciences. Rawlins
never acknowledgedthe role of the Library. either in the
present or future scenarios.
The second plenary was held at the close of the
conference. The session presented the findings of an
AAUlARL Task Force report. "A National Strategy for
Managing Scientific and Technical Information." Julia
Gelfand. Applied Sciences Librarian. University of
California Irvine. moderated the session.
Richard West, Executive Vice Chancellor for
Information Systems, California State University chaired
the task force, whose charge was to gauge the impact of
new technology on how we communicate science. The
report offered an assessment of the functions of the
scholarly communicationprocess,definition of models of
distribution and recommendationsas to assimilating new
technology into the process. Models included: (1)
traditional print, ( 2 ) modernized models where new
technology is applied to traditional print (i.e.. scanned
page images) and (3) the emergent model where new
forms for electronic information distribution emerge
exclusiveof refexence to old skuchnw.
The task force report anticipates that at current ram of
assimilation, the classical and modernized models will
still dominate scholarly communicationin 20 ycars. The
emergent model will only represent 10% - 15% of all
published scholarly information. Such assimilation
seemed too slow to the task force which m m m e n d s the
rcconceptualizationof the research process to encourage
the emergent model and the reenergizing of the library
A second speaker. Colin
Day, Director of the
SERIALS RELATED CONFERENCE REFQRTS