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FISCAL POLICY INSTITUTE
Project Report
A study to establish an efficient and user-
friendly library at FPI as an exclusive
knowledge centre
Submitted as a part of internship
by
Pranav D. S Bangalore Institute of Technology
Student Intern
3rd
September 2010
i
Letter of Transmittal
Place: Bangalore
Date: 03.09.2010
Shri P. R. Devi Prasad, I.E.S,
Director,
Fiscal Policy Institute,
Finance Department,
Government of Karnataka.
Dear Sir,
I am pleased to submit the report titled, ‘A study to establish an efficient and user-friendly
library at FPI as an exclusive knowledge centre’. I hereby declare that this is an original
work done by me during the period 28th
July-3rd
Sept, 2010 at FPI, Bangalore and the
findings of this work have not been previously submitted for any publication.
Sincerely,
(Pranav D. S)
Bangalore Institute of Technology
Student Intern.
Enclosure: Final Report
ii
Certificate
This is to certify that the project titled ‘A study to establish an efficient and user-friendly
library at FPI as an exclusive knowledge centre’ submitted by Mr. Pranav D. S as a part of
Internship is a result of the work done by him at Fiscal Policy Institute, Finance Department,
Government of Karnataka, under our guidance during the period 28th
July – 3rd
September,
2010.
Place: Bangalore Place: Bangalore
Date: 03.09.2010 Date: 03.09.2010
Shri P. R. Devi Prasad, I.E.S, Ms. Veena N. H,
Director, Consultant,
Fiscal Policy Institute, Fiscal Policy Institute,
Finance Department, Finance Department,
Government of Karnataka. Government of Karnataka.
iii
Acknowledgement
I would like to express my profound gratitude to all those who have been instrumental in the
preparation of this report. I wish to place on record, my deep gratitude to Shri. P. R. Devi
Prasad, Director, FPI, Finance Department, Government of Karnataka, for giving me this
opportunity to work with FPI and for his support in this project, which was a voluntary work
undertaken out of academic interest, during summer vacations.
I would like to extend my indebtedness and gratitude to my project guide Ms. Veena N. H,
Consultant, Fiscal Policy Institute, Finance Department, Government of Karnataka, a highly
esteemed and distinguished guide, for her expert advice and help.
A special note of thanks is also reserved to Ms. Munawwara Shakila, Consultant, Fiscal
Policy Institute, Finance Department, Government of Karnataka.
I would like to thank Smt. Anita V. Nazare, Special Officer, FPI for her invaluable support
and guidance.
I would also like to thank Shri. H. S. Balsubrahmanyam, Special Officer, FPI and the entire
staff of FPI for their kind help and co-operation in completing this project work.
I am indebted to the following Librarians for their guidance and invaluable help and
cooperation in conducting the study.
1. Smt. Anasuya N. Devagiri, Librarian, Karnataka State Legislature Library
2. Shri. Aravind C. V, Senior Manager, Canara Bank - House Magazine & Library Section
3. Dr. Ashalatha Laxmi Narasaiah, Librarian, ISRO Library
4. Shri. Desai Gowdru, Librarian, SERIC Library, Bangalore
5. Shri. S. M. Krishnamurthy, Librarian, The Secretariat Library, Vikasa Soudha Branch
6. Shri. C. U. Navalgund, Librarian, Shri. Narayana Rao Melgiri National Law Library,
Bangalore
7. Smt. Parvathamma, Librarian, State Central library
8. Dr. K. Prakash, Librarian, Institute of Social and Economic Change
9. Dr. Rama Patnaik, Librarian, Indian Institute of Management-Bangalore
10. Dr. S. Venkadesan, Librarian, JRD Tata Memorial Library, IISc., Bangalore
Any errors and omissions are the responsibility of the author.
Pranav D. S Student Intern
iv
Table of Contents
Letter of Transmittal ................................................................................................................................ i
Certificate ................................................................................................................................................ ii
Acknowledgement ................................................................................................................................. iii
Table of Contents ................................................................................................................................... iv
List of Figures ....................................................................................................................................... vii
List of Tables ....................................................................................................................................... viii
Abbreviations ......................................................................................................................................... ix
1. Introduction ...................................................................................................................................... 1
1.1. Objectives of Library ........................................................................................................................ 1
1.2. Objective of the Study ...................................................................................................................... 2
1.3. Purpose of the Study ......................................................................................................................... 2
2. A Brief Note on Libraries Studied .................................................................................................... 4
2.1. Academic Libraries .......................................................................................................................... 5
2.1.1. Department of State Education Research and Training (DSERT) Library ............................. 5
2.1.2. Dr. V K R V Rao Library ........................................................................................................ 6
2.1.3. Indian Institute of Management Bangalore (IIMB) Library ................................................... 8
2.1.4. JRD Tata Memorial Library IISc., .......................................................................................... 9
2.1.5. Shri. Narayana Rao Melgiri National Law Library .............................................................. 10
2.1.6. SERIC Library ...................................................................................................................... 11
2.2. Public Library ................................................................................................................................. 13
2.2.1. State Central Library ............................................................................................................. 13
2.3. Professional Institution Libraries ................................................................................................... 15
2.3.1. Canara Bank House Magazine & Library Section ................................................................ 15
2.3.2. ISRO Head Quarters Library ................................................................................................ 15
2.3.3. Karnataka State Legislature Library ..................................................................................... 16
2.3.4. The Secretariat Library, Vikasa Soudha Branch ................................................................... 17
v
3. Methodology of Study .................................................................................................................... 19
3.1. Research Design ............................................................................................................................. 19
3.2. Tools of Study ................................................................................................................................ 19
3.2.1. Interview ............................................................................................................................... 20
3.2.2. Questionnaire ........................................................................................................................ 20
3.2.3. Reasons for selecting the Questionnaire mode ..................................................................... 20
3.2.4. Construction of the Questionnaires ....................................................................................... 21
3.2.5. Observation Table ................................................................................................................. 21
3.2.6. Checklist ............................................................................................................................... 21
3.3. Sample of the Study ....................................................................................................................... 22
3.4. Collection of Data .......................................................................................................................... 23
3.5. Limitations of Study ....................................................................................................................... 24
4. Analysis and Interpretation of Results ........................................................................................... 25
4.1. Infrastructure .................................................................................................................................. 26
4.1.1. Reading Tables ...................................................................................................................... 28
4.1.2. Aesthetics .............................................................................................................................. 28
4.1.3. Library Layout ...................................................................................................................... 29
4.2. Classification and Cataloguing System .......................................................................................... 32
4.3. Automation ..................................................................................................................................... 35
4.4. Digital Library ................................................................................................................................ 37
4.5. Human Resource Planning ............................................................................................................. 38
4.5.1. Suggested Forecasting Techniques ....................................................................................... 39
4.5.2. Training Requirements .......................................................................................................... 40
4.5.3. Work Culture ........................................................................................................................ 40
4.5.4. Performance Appraisal .......................................................................................................... 41
4.6. Procuring Resources ....................................................................................................................... 41
4.7. Costing, Expenditure and Budget ................................................................................................... 42
4.8. Rules, Regulations and Policies ..................................................................................................... 43
vi
4.9. Safety, Security & Maintenance ..................................................................................................... 44
4.10. Forms & Cards for Users ...................................................................................................... 46
5. Findings .......................................................................................................................................... 48
5.1. Major Findings ............................................................................................................................... 50
5.2. Recommendations to Fiscal Policy Institute .................................................................................. 51
5.3. Scope for further Study .................................................................................................................. 53
Bibliography ......................................................................................................................................... 55
6. Annexure ........................................................................................................................................ 56
6.1. Annexure 1: Interview .................................................................................................................... 56
6.2. Annexure 2: Questionnaire for Librarian (Q1) ............................................................................... 57
6.3. Annexure 3: Questionnaire for Users (Q2) .................................................................................... 66
6.4. Annexure 4: Checklist .................................................................................................................... 68
6.5. Annexure 5: Glossary ..................................................................................................................... 69
6.6. Annexure 6: Dr. V K R V Rao Library Layout .............................................................................. 73
6.7. Annexure 7: FPI Library Layout .................................................................................................... 74
6.8. Annexure 8: Quality Management on Information Services according to ISO 9000 ..................... 75
vii
List of Figures
Figure 1: Rack Material ........................................................................................................................ 27
Figure 2: Security Measures ................................................................................................................. 27
Figure 3: Library Automation ............................................................................................................... 35
Figure 4: Membership Cards ................................................................................................................ 47
Figure 5: Floor Area Allocation in FPI Library .................................................................................... 48
viii
List of Tables
Table 1: ISEC Staff ................................................................................................................................. 7
Table 2: IIMB Staff ................................................................................................................................. 8
Table 3: JRDTML Staff .......................................................................................................................... 9
Table 4: Shri. Narayana Rao Melgiri National Law Library ................................................................ 10
Table 5: Users’ Perspective Evaluation ................................................................................................ 11
Table 6: SERIC Library Staff ............................................................................................................... 12
Table 7: State Central Library Staff ...................................................................................................... 14
Table 8: Users’ Perspective Evaluation ................................................................................................ 14
Table 9: An Abstract of the Libraries Studied ...................................................................................... 18
Table 10: Table showing Number of Respondents ............................................................................... 23
Table 11: Rack Material used for .......................................................................................................... 27
Table 12: Security Measures to ............................................................................................................. 27
Table 13: Library Automation .............................................................................................................. 35
Table 14: Membership Cards ................................................................................................................ 47
ix
Abbreviations
AACR Anglo American Cataloguing Rules
CCTV Closed Circuit Television
DDC Dewey's Decimal Classification
DL Digital Library
DSERT Department of State Education Research and Training
EAS Electronic Article Surveillance
FPI Fiscal Policy Institute
HR Human Resource
IIMB Indian Institute of Management Bangalore
IISc., Indian Institute of Science
INDEST Indian Digital Library in Engineering Science and Technology
IPR Intellectual Property Rights
ISEC Institute for Social and Economic Change
ISRO Indian Space and Research Organization
JRDTML JRD Tata Memorial Library
LMS Library Management Software
Mbps Mega bytes per second
OCLC Online Computer Library Centre
OPAC Online Public Access Catalogue
SDI Serial Digital Interface
SERIC State Education Resource and Information Centre
UDC Universal Decimal Classification
URL Uniform Resource Locator
VSNL Videsh Sanchar Nigam Limited
1
1. Introduction
Library is a place where knowledge seekers visit and spend quality time in search of print and
non-print information. It is the place where such information is collected, classified,
catalogued, arranged and distributed in an easily accessible form on demand. Such
information is collected in the book and non-book format. The word Library is derived from
the Latin word ‘Liber’ which means book. The current context of discussion on library arises
as it is intended to establish an efficient and user friendly library at Fiscal Policy Institute
(FPI), which is an upcoming institution with a highly specialized area of focus. The
institution has an objective of building capacity of government functionaries and the systems
they work with at every level. Its mandate also includes provision of training to functionaries
on government finances particularly relating to Taxation, Public Expenditure Management,
Investment Appraisal, Public Debt and Government Accounts. Apart from training, FPI also
encourages research and consultancy in related areas. FPI also has the mandate of
disseminating research results and handholding of trainees post training. A well established
library would not only support expansion of knowledge but also encourage up-dating the
knowledge-base acquired along with latest analytical techniques. The library must have the
potential to provide such supportive facilities to create an exclusive Knowledge Centre on a
sustainable basis. Hence it was necessary to understand the facilities required to establish
library to support all such services at FPI. A survey of prominent professional and public
libraries in Bangalore and the systems relating to their infrastructure, manpower, procurement
and cataloguing of books, maintenance, up-dating etc., was undertaken to draw from their
experiences.
1.1. Objectives of Library
Libraries are means of transmission of information. Libraries bear great responsibility in
communicating information and stimulating interest in users. Research and specialization
require free flow of authentic information relevant to a particular field of study. Such
information recorded in documents on various subjects can be transmitted through libraries
which have a vast amount of information. These collections will enhance the abilities of
learning and understanding of the users. The diversity and complexity of ever growing ideas
have created a demand for farther and faster communication than ever before. As a remedial
2
response, the use of technology can reduce the time lag and pressure on expensive space,
particularly in metro cities.
The FPI Library is expected to fulfil the following requirements through its operations and
functions:
1) Acquiring, assembling, arranging, preserving and servicing book and non-book
material such as E-resources, Microfilms, CDs, DVDs to enhance learning and
understanding among its users.
2) Providing service to users as an authentic information centre.
3) Offering ample opportunities for capacity building of government functionaries at
various levels.
4) Ensuring creativity, application and skill development for professional growth.
1.2. Objective of the Study
To conduct a study to establish an efficient and user-friendly library at FPI, as an exclusive
knowledge centre.
1.3. Purpose of the Study
This study proposes to evolve an appropriate design for FPI library considering the areas of
focus, guiding philosophy, vision and operations of FPI. The key areas which have been
considered for the study are as follows:
1) Infrastructure facilities – the design of a layout based on volume of resources and
number of users, for optimum utilization of air, light & space.
2) Classification and Cataloguing of Resources – suggest suitable systems for classifying
and cataloguing resources.
3) Automation – suggest suitable software for library management to ensure quick and
easy access to resources and optimization of library resources.
4) Digital Library (DL) – assess the need for a DL. Accordingly, suggest establishing a
DL without compromising on security based on learning’s from other institutions.
5) Human Resource– suggest HR Planning in - qualification, training, honing skill sets,
work allocation and distribution, wages, terms of service, recognition, incentives and
rewards.
3
6) Procurement – understand the methods of procurement and suggest the methods to be
followed.
7) Costing, Expenditure and Budget – understand how budget is allocated and suggest
costing norms for establishment, maintenance and expansion of the above areas.
8) Rules, Regulations & Policies – understand how rules, regulations and policies are
formulated.
9) Safety, Security & Maintenance – understand the threats to library and its resources and
the solutions to tackle those problems.
10) Formats of Forms and Cards – understand the significance of forms and cards.
4
2. A Brief Note on Libraries Studied
A total of eleven libraries in Bangalore were studied. Of which eight have responded in both
questionnaire and interview and three through interview. The information and data collected
have helped to understand the essentials of establishing and managing an efficient and user
friendly library. An efficient and user-friendly library is administered by the library
committee.
In his book ‘Library Administration’ B. S. Gujarati states the role of Library Committee as
follows:
1) Library administration and planning expansion.
2) Formulating and revision of rules, regulations and policies.
3) Performance appraisals and analysis of statistical information of the library such as
number of users, number of transactions, number of books to be bound etc.
4) Checking library expenditure and preparing estimations of anticipated expenditure.
5) Approving initiative to develop the library and HR planning.
6) Addressing the issues raised by the librarian and supporting beneficial initiatives.
An attempt has been made at documenting some of the observations on the basis of inputs
obtained from these libraries. For convenience of analysis, the libraries visited have been
grouped into three categories as Academic, Public and Professional Institution libraries.
1) Academic Libraries:
a. DSERT Library
b. Dr. V K R V Rao Library, ISEC
c. IIMB Library
d. JRDTML, IISc.,
e. Narayana Rao Melgiri National Law Library, NLSIU
f. SERIC Library
2) Public Library:
a. State Central Library
5
3) Professional Institution Libraries:
a. ISRO Library
b. Karnataka State Legislature Library, Vidhana Soudha
c. The Secretariat Library, Vikasa Soudha Branch
d. Canara Bank House Magazine & Library Section
2.1. Academic Libraries
2.1.1. Department of State Education Research and Training (DSERT)
Library
DSERT is a training institute and also houses Text Book Society. At present the
infrastructure seems adequate considering the volume of resources and number of users.
DDC has been used to classify resources. Cataloguing is yet to be done.
The library was automated in the year 2008 using Newgenlib as the Library Management
Software (LMS). Due to lack of qualified manpower1 two employees on deputation are
currently managing it, they have not received any professional training on library
management.
DSERT has an adhoc expert committee for acquisition. The absence of a regular Library
Committee and Librarian has apparently resulted in less than normally required budgetary
allocations. Also, the library is not in use as there is no readership and thus it was found that
the investment of about thirty lakh rupees remains unused now.
DSERT library helped the researcher understand the importance of a librarian in library
administration exhaustively.
There is a scope to increase the readership as the State level Training programs need to align
their courses and projects to invoke interests in reading and encourage use of library books
1 Recruitment of Librarians has not been made since 1982. Of a total of 31 sanctioned posts only two posts are
filled. Information has been obtained from the SERIC Librarian who managed DSERT library till recently.
6
for reference in training assignments. The library should be useful to Text Book Society as
the first point of reference while revising textbooks to suit syllabus periodically. This helps
in giving better bibliographic references in the textbooks and thus encourages students and
teachers across the state to go deeper into such references. Sharing of resources with other
libraries needs to be encouraged to increase access to library resources while also putting in
place a fool-proof tracking mechanism in order to prevent default in returns. Above all, short
duration and customized training to the existing staff in library administration and operations
will make it an efficiently managed library.
2.1.2. Dr. V K R V Rao Library
ISEC Library is named after Dr. V K R V Rao, its founder and an accomplished economist of
his time. It is one of the major reference points for social science research resources in India
that serves students, research scholars, faculty and non-teaching staff of the institute.
Currently library membership is two hundred. A notable treasure of the library is the
collection of valuable books as a bequest from Sir M. Visveswaraiah and Dr V K R V Rao.
All ISEC publications are available for sharing with other social science research institutions
and scholars/researchers in Bangalore. The World Bank recognizes ISEC as a Depository
Library. ISEC Library is considered to be one of the best reference libraries in social sciences
in southern India based on the following attributes:
1) World Bank has recognized Dr. V K R V Rao Library as a Depository Library.
2) The Library’s collection of journals and back volumes.
3) The library houses Census documents and research papers.
4) The DL and their initiatives to digitize the library.
The floor area of the library is 50,000 sq ft spread over three levels (Ground floor + 2). It has
a reading area of 15,000 sq ft. The Library has a collection of over 1,21,000 documents
including Books, Bound Back-Volumes of Journals, Reports, 250 Thesis and 300 current
print Journals (Foreign Journals 180 and Indian Journals 120). E-Journals in various subjects
have been subscribed during the year 2009.
7
DDC has been used for classification. The AACR-2 is followed. Circulation, cataloging and
acquisition have been automated using LIBSYS. ISEC has a DL with less than 10 computers
in the library premises. The computers are also connected to the internet via lease lines of
VSNL which offer a data transfer rate of 2 Mbps. Digitization is done within the provisions
of IPR, publications before 1940 and public domain documents are digitized. The library
provides the following services OPAC, Library Web Page, Web based searching of catalogue,
Single search tool, SDI, Library E-bulletin. The DL is protected by a firewall and
workstations have anti-virus software installed. The DL is maintained by the Computer
Department of ISEC. Fire hoses and extinguishers are placed at strategic locations to address
any fire emergencies.
ISEC library is managed by:
Table 1: ISEC Staff
Staff Numbers
Chief Librarian 1 ( Contract basis)
Librarian 1
Assistant Librarian 1 (Contract basis)
Supporting staff 9
Total Staff 12
ISEC library has defined job charts for the staff.
Resources are selected through recommendations, brochures sent by publishers and on
request from faculty and also through inter-library loan services. DELNET a registered
society (1992) was established at the India International Centre Library in January 1988. Its
prime objective is resource sharing through inter-library loan services using a network. It
aims to collect, store, and disseminate information besides offering computerized services to
users, to coordinate efforts for suitable collection, development and also to reduce
unnecessary duplication wherever possible.
This library helped the researcher understand the importance and requirement of a DL2. The
researcher learnt about DELNET. Also, the use of a well defined job-chart in optimizing
utilization of HR.
2 The importance of the Digital Library has been stated in chapter 7 of this report.
8
2.1.3. Indian Institute of Management Bangalore (IIMB) Library
The floor area of IIMB Library is 55,000 sq ft spread over four levels with a seating capacity
for 300 users. The Library has a membership of around 4000 users. The infrastructure of the
library is adequate considering the volume of resources and the number of users.
The Library houses 1,46,500 books and 2,32,000 documents which are classified using DDC.
AACR-2 is followed. Circulation, cataloguing, acquisition and article indexing have been
automated using Virtua as the LMS.
The library has a DL with 20-25 workstations within the premises and all are connected to the
internet. The data transfer rate is 90 Mbps. The access is limited to the IIMB community. The
internal documents and in-house publications only have been digitized. Hence the issues
relating to IPR are also addressed. The electronic services offered are OPAC, a Web based
searching of catalogue and database.
The Library is managed by:
Table 2: IIMB Staff
Staff Strength
Chief Librarian 1
Librarian 1
Assistant Librarian 5
Supporting staff 6
Total 13
There is no defined job charts for the staff. The resources are procured through
recommendations from the Library Committee, requests from users and brochures from
publishers. The books are also arranged to users on demand, through inter-library loan
services.
This library helped the researcher understand the acquisition and procurement procedures in
detail.3
3 Acquisition and procurement procedure have been elaborated in Chapter 8
9
2.1.4. JRD Tata Memorial Library IISc.,
This library was established in the year 1911 and is one of the first three departments started
in the Institute. It was renamed as “JRD Tata Memorial Library” in the year 1995. JRDTML
has been recognized as the Regional Center for Mathematics for south India by National
Board for Higher Mathematics. The library has a total membership of 5880 comprised of
2500 faculty, staff and employees, 2800 students and 580 outside users.
The total number of documents and resources exceeds 4,11,676. DDC has been used and
AACR-2 is followed. Circulation, cataloguing and acquisition have been automated using
LIBSYS. The DL subscribes to over 10,000 Journals online due to INDEST subscription. The
library’s online catalogue database has more than 1,50,000 records of books (Bibliographic
Information) and information about 1,72,000 back volumes of periodicals. LIBSYS OPAC
allows users to create and search the library online catalogue by author, title, subject and
keywords.
JRDTML is managed by:
Table 3: JRDTML Staff
Staff Numbers
Librarian 1
Deputy Librarian 2
Assistant Librarians Grade-I 2
Assistant Librarians Grade-II 2
Scientific Officer 1
Assistant Editor 1
Library Assistant Gr-I 4
Library Assistant Gr-II 4
Library Assistant Gr-III 6
Computer Operator 1
Trainees 12
Secretarial Staff 4
Total 40
The staff does not have a defined job chart as JRDTML Librarian believed that it would lead
to inflexibility.
The budget allocation for the year 2010-2011 is ` 973.5 lakh of which, ` 950 lakh has been
allocated for procuring Journals, ` 23 lakh for Books and ` 0.5 lakh for Technical Reports.
The resources are procured through recommendation of library committee & users.
10
2.1.5. Shri. Narayana Rao Melgiri National Law Library
It was inaugurated in August, 2005 by Justice R C Lahoti, the then Chief Justice of India.
The floor area of Narayana Rao Melgiri National Law Library is 34,000 sq ft spread over
three levels. The library has a membership of around 600. The Library has Wi-Fi connectivity,
audio-visual equipment and teleconferencing facilities. Also special provisions such as access
to library levels via elevators, through an inclined platform have also been provided. The
infrastructure is adequate considering the volume of resources and the number of users.
The library has 25000 books classified using DDC, 15500 back volumes of Journals and
Subscriptions, 140 Current Journals, 9 General Magazines, 8 News Papers. AACR-2 is
followed. The library is automated using in-house software. The catalogues can be accessed
by OPAC.
The library is managed by:
Table 4: Shri. Narayana Rao Melgiri National Law Library
Staff Strength
Chief Librarian 1
Librarian 0
Assistant Librarian 6
Supporting staff 18
Total 25
The budget allocated to the library is need based and as proposed by the Librarian.
Procurement is on recommendations from the Library Committee and request from users.
Users’ Perspective
The perspective of four student users of the library could be captured by questionnaire4. The
question number 4 in the user perspective questionnaire helped the researcher understand
how the users rated the libraries. Based on the responses the numbers were added and the
average score for each question was tallied. The following observations were made:
4 The perspectives of faculty and other than student users have not been captured. The user perspective
questionnaire has been included in Annexure 2
11
Scale: 1 – Very Bad, 2 – Bad, 3- Fair, 4 – Good, 5- Very Good
Table 5: Users’ Perspective Evaluation
Ease of borrowing 3.75
Return Policies concerning subscription, penalties 3.5
Ease of access to books 4
Collection( Range of books on particular subject) 3
Adequacy of number of books 3.75
Regular updating (Volumes and periodicals) 3.25
Collection of Journals/Magazines 4
News papers 4.25
Library Environment 4.75
Satisfaction with staff services 4
Working Hours 4
As most of the average scores are above 3 it could be inferred that the users felt that the
library was good.
One of the users felt the need for ancient books on politics, economics, culture, commerce
and religion. Also, the users felt Bhagvad Gita, Quran, Bible, Mahabharata, and Chanakya’s
books such as Arthasastra may be added to the library collections so that the students can
learn law in all contexts including ethics and the true spirit of religion. All the users
appreciated the library environment. However, the users had varied opinion about the
collection of resources. It was also inferred that the library resources need to be updated more
often.
This library helped the researcher understand the importance of addressing the needs of
Special People. Further, valuable inputs were collected about the improving library aesthetics
without compromising on safety and without burdening staff with extra avoidable work.
2.1.6. SERIC Library
The floor area of the State Education Resource and Information Center (SERIC) library is
7000 sq ft, with a reading area of 800 sq ft. The library has a membership of 3,699 of which
200 are regular members.
12
The Library has 1,15,000 books. DDC is used for classification and AACR-2 is followed.
The library is automated using E-Granthalaya. The software has been developed by National
Informatics Center (NIC). The Library has plans for digitization for which a need for
additional manpower was expressed. Digitization has been put on hold as the Library
Committee is being re-constituted.
SERIC library is managed by:
Table 6: SERIC Library Staff
Staff Numbers
Chief Librarian 1
Librarian 1 ( Vacancy of 4)
Assistant Librarian 0
Supporting Staff 0
Total 2
The budget sought for administration and expansion is ` 10 lakh however the budget
allocated is ` 5 lakh of which ` 2 lakh is the budget allocated for procuring of Books, ` 2
lakh for Infrastructure expansion and housekeeping and ` 1 lakh for other purposes such as
maintenance. The budget is used to procure books selected on recommendation from the
Library Committee, faculty and other users.
The library helped the researcher understand the issues arising due to dissolution of the
Library committee, the lack of required HR and inadequate budget allocation.
The problems associated with the dissolution of the Library Committee are as follows:
1) Library administration, expansion and maintenance become tougher.
2) The formulation of rules, regulations and policies becomes tougher.
3) Without approval initiative to develop the library cannot be taken up.
4) HR is adversely affected as HR Appraisal is not done regularly.
5) Issues and problems raised by librarian are tougher to address.
13
The problems arising due to lack of minimum required HR are as follows:
1) Library administration, operations and maintenance become tougher.
2) Increased workload and exploitation of existing staff.
The primary problems arising due to deficient budgetary allocation are:
1) Maintenance and housekeeping have become an issue.
2) Procurement of resources has become an issue.
2.2. Public Library
2.2.1. State Central Library
In the year 1914 the then Divan Sir M. Visveswaraiah ordered the establishment of a public
library in the Seshadri Iyer Memorial Hall at Cubbon Park, Bangalore. Since then the library
is providing valuable services. In the year 1966 the library administration was taken over by
the Government of Karnataka under the provisions of Karnataka Public Library Act of 1965
and was named State Central Library. In the year 1986 the library was designated as State
Central Reference Library as the resources of the library can only be referred to.
The library houses 3,09,000 books classified using DDC. AACR-2 is followed to create
library catalogues. Library automation is in progress.
State Central Library has a Copy Right Section. According to the Press and Book
Registration Rules of 1968, the library will procure three copies of books published in
Karnataka, irrespective of subject or language. It is the duty of the author or the publisher to
bestow three copies of a title to the Copy Right Section for registration. The library forwards
one copy of the publication to Parliament Library, Delhi and another copy to National
Library, Calcutta. Further, a catalogue containing detailed bibliographical information of the
Copy Right Section is prepared and circulated to different libraries in the state.
The Library has installed CCTV to monitor the library users better, manage possible pilferage
and mishandling of books within the premises.
14
The library is managed by:
Table 7: State Central Library Staff
Staff Number
Chief Librarian 3
Librarian 2
Assistant Librarian 1
Supporting Staff 5
Total 11
The librarian emphasized that team work is a critical training requirement and also
communication skills were very essential to work in the library. The Librarian quoted that the
budget is flexible and need based. Detailed budgetary and expenditure details could not be
captured by this report.
Users’ Perspective
The perspective of four users was captured through questionnaires. Question number 4 in the
user perspective questionnaire helped the researcher understand the users’ perspective.
Based on the responses the numbers were added and the average score for each question was
tallied. The following observations were made:
Scale: 1 – Very Bad, 2 – Bad, 3- Fair, 4 – Good, 5- Very Good
Table 8: Users’ Perspective Evaluation
Ease of borrowing NA
Return Policies concerning subscription, penalties NA
Ease of access to books 4
Collection( Range of books on particular subject) 3.75
Adequacy of number of books 3.75
Regular updating (Volumes and periodicals) 3.25
Collection of Journals/Magazines 3.5
Newspapers 4
Library Environment 4.75
Satisfaction with staff services 3.75
Working Hours 4.75
15
The perspective of two students, a law officer and a teacher could be captured. One of the
users felt a need for dedicated and qualified staff to guide and orient youngsters in using the
library. The user also emphasized on the importance of displaying library layout to help users
trace the books easily. One user felt the need to update the library resources. All the users felt
that the library working hours and library environment were generally good. The users felt
that the resources were to be updated.
Though these conclusions were based on a small sample of users however there is a scope for
innovations like a dedicated day every month for library orientation for a period of 1-2 hours.
The library helped the researcher understand the various ways in which books can be
mishandled. The librarian quoted the following problems caused by users:
1) Damaging books by tearing or marking content.
2) Poor sense of hygiene while handling books.
3) Users attempts to steal books, newspapers and magazines from the library.
4) Disruption to the reading environment in the library which creates problems for others.
2.3. Professional Institution Libraries
2.3.1. Canara Bank House Magazine & Library Section
The floor area of Canara Bank House Magazine & Library Section is approximately 2,000 sq
ft. The library is automated using in-house software. The library is currently being
administered by a manager and two assistants who are not formally trained.
The library is located on the second floor of a building. The location does not enable easy
access to the library resulting in decline in readership. Further, the working hours of the
library are the same as office working hours which is found to be inconvenient to the users.
The library helped the researcher understand the relation between library working hours, its
location and its readership. The readership is affected by access and working hours of the
library.
2.3.2. ISRO Head Quarters Library
The floor area of the ISRO Head Quarters Library is 320 sq mt i.e. 3,555 sq ft. The library
houses 25,000 books and offers its services to an average of 150 users in a day.
16
The books are classified according to Universal Decimal Classification (UDC) as it is an
analytico-synthetic classification system. ISRO library has adopted this system of
classification as it allows the librarian to generate call numbers for inter-related fields such as
space laws, astrophysics etc. Alphanumeric characters are used to show inter-relation
between fields. AACR-2 is followed. The library is automated using LIBSYS. ISRO has a
DL accessible only to ISRO employees. The work stations are connected to the DL via
intranet. The intranet is connected through satellite communication. The library users are
oriented to use the DL through handouts. The library membership card was integrated with
contactless smart ID cards issued by ISRO. The library did not have any security measure to
prevent pilferage of resources as it restricted access to only the staff in ISRO head quarters.
Also the library was air conditioned to practice climate control in order to safeguard
resources from climatic variations.
The library is administered by a Chief Librarian, Assistant Librarian and the supporting. The
library resources are selected and procured based on the recommendation of the library
committee, users, brochures sent by publishers and through inter-library loan services. The
budget allocated for library administration, operations and maintenance is ` 35 – 40 lakh.
The costing, expenditure and budgetary issues could not be captured in detail in this report.
The library helped the researcher understand the difference between UDC and DDC and the
reason why UDC was adopted. Also the researcher understood the importance of climate
control in the library.5
2.3.3. Karnataka State Legislature Library
The Karnataka State Legislature Library was established in the year 1935. The main library is
situated in Room No.28 of Ground floor, Vidhana Soudha. The reading room is situated in
the first floor adjoining the Legislative Assembly Hall. The library has more than 1,30,000
printed books, 49,017 complimentary copies, 8,288 reports and 19,600 proceedings. DDC is
used and AACR-2 is followed. Library automation is in progress. The library is in the process
of exploring feasibility of DL. The library membership is offered exclusively to Members of
the Legislature. The library committee constitutes of 5 Legislatures.
5 Climate control is discussed in detail in Chapter 4.9 of this report
17
Hon’ble Speaker and Hon’ble Chairman nominate the Members of the Library Committee.
The costing, expenditure and budgetary detail of the library could not be captured by the
researcher.
The library helped the researcher to understand some of the fundamental requirements for
automation which include the hardware, software and features of the software.
2.3.4. The Secretariat Library, Vikasa Soudha Branch
The Secretariat Library was established in the year 1918. It functioned as a reference library
with admission being restricted to Gazetted Officers and Members of the Legislative Council
and the Economic Conference. After independence, utilizing the collection of books of the
Government, the Mysore Government Secretariat Library was set up. Over a period of time,
this library has grown and is now known as the Karnataka Government Secretariat Library
and functions as a general reference-cum-lending Library. The main branch of the library is
located in Vidhana Soudha. When the main branch (Library Vidhana Soudha) was visited
training was in progress, hence we learnt that the library disseminates knowledge on Library
Administration and also offers internship. The researcher’s attention was focused on the
contemporary Vikasa Soudha branch which has a floor area of 8150 sq ft, with a total reading
area of 1150 sq ft.
The library has 25,000 books classified using DDC system. AACR-2 is followed. The books
have been shelved in compactors. The library is automated using E-Granthalaya as the LMS.
The library has not established a DL. The library resources are procured on recommendations
of library committee, request from users and from book exhibitions. The library does not
provide inter-library loan services. The budget allocated for the procuring books and
magazines is ` 30 lakh. Costing, expenditure and budgetary details could not be captured by
the researcher.
The library helped the researcher understand the importance and functioning of Compactors.6
6 Further details about compactors and their application has been stated in Chapter 4.1 of this report
18
Table 9: An Abstract of the Libraries Studied
Name
Fields
Floor
area in
sq ft
Number of
books (In
thousands)
Staff
Strength
Classification Cataloguing
System
Automation Digital
Library
Canara Bank
Book and
House
Magazine
Section
1,500
approx NA 3 Classification
system:
Librarian has
classified
based on
experience.
Done In-house
software
No
DSERT
Library
2,400
approx 2 DDC
Yet to be done Newgenlib No
IIM-B
Library
55,000 146.5 13 DDC
AACR-2 Virtua Yes
Dr. V K R V
Rao Library,
ISEC
50,000 121 12 DDC
AACR-2 LIBSYS Yes
ISRO Head
Quarters
Library
25 UDC
AACR-2 LIBSYS Yes
JRDTML 150 40 DDC
AACR-2 LIBSYS Yes
Karnataka
State
Legislature
Library
130 DDC AACR-2 In progress No
Narayana Rao
Melgiri
National Law
Library,
NLSIU
34,000 45 25 DDC AACR-2 In-house
software
Yes
State Central
Library
309 11 DDC AACR-2 E-Granthalaya No
SERIC
Library
7,000 115 2 DDC AACR-2 E-Granthalaya No
The
Secretariat
Library,
Vikasa
Soudha
Branch
8,150 25 DDC AACR-2 E-Granthalaya No
19
3. Methodology of Study
This chapter deals with the methodology and tools used for this research. The research design,
tools of study, collection of research data and limitations of the study has been discussed here.
3.1. Research Design
The research design used is Exploratory research which involves goal of formulating
problems more precisely, clarifying concepts, gathering explanations, gaining insight,
eliminating impractical ideas and forming hypothesis. It provides insights into and
comprehension of an issue or situation. The project required Exploratory research design to
capture data on Infrastructure, Classification and Cataloging System, Automation, DL, HR
Planning, Procuring Resources, Costing, Expenditure and Budget, Policies, Rules and
Regulations, Security, Safety and Maintenance, Forms and Cards for Users.
The other research designs are:
Descriptive research design: In descriptive research the purpose is defined and data is
gathered, analyzed statistically and its characteristics defined.
Causal research design: This research design attempts to explore cause and affect
relationships where causes already exist and cannot be manipulated. It uses what already
exists and looks backward to explain why.
3.2. Tools of Study
Interviews were conducted to obtain data from the library heads. Questionnaires were used to
collect data on the seven parameters stated in Section 1.3 of Chapter 1 of this report based on
library management. Also, questionnaires were administered to users at random to capture
their perspective in some libraries. The researcher selected users at random from different
locations in the library. The researcher personally met the users and mentioned the objectives
of the study and relevance of their response. As the visits were scheduled during institute
working hours, the users’ perspective could be captured in only select libraries based on
cooperation and willingness of the users.
20
3.2.1. Interview
Interviews were designed after referring to books related to library organization and
administration. Key references are the following:
1) Library administration- S. R. Ranganathan
2) Library administration – B. S. Gujarati
3) Use of Libraries – C. D. Sharma
4) Library Computerisation in India – G. Devarajan, A. V. Rahelamma
The following information was gathered:
1) The criteria on which the efficiency of a library is evaluated.
2) Providing user centric services.
3) Job chart.
4) Fire safety standards.
5) The functions of reading area, stack area, store area, backroom and reprography
section.
6) The general problems faced by the library and the solutions to those problems.
3.2.2. Questionnaire
Questionnaires7 were designed separately for both the groups of target audience. Two
questionnaires - one for administration and another to capture the users’/members’
perspective of the library. First questionnaire consists of series of questions to be answered
by respondents and the second prompts researcher to gather information from the respondents.
3.2.3. Reasons for selecting the Questionnaire mode
The Questionnaires were used as a tool for collecting data for the following reasons:
1) It can be designed to cover many areas of the subject, it gives the respondents time and
leisure to answer freely to the best of their knowledge.
7 The questionnaires used have been attached in Annexure 1 and Annexure 2
21
2) The questionnaire can be administered even in the absence of the interviewer and
anytime at the convenience of the respondent.
3) It is relatively easier and quicker to gather data from respondents as the presence of an
interviewer is not mandatory.
4) It is relatively easy to compile the data and analyze it statistically and comparing data
becomes easier.
5) The close ended questions eliminate ambiguity in answers and hence make analyzing
data easier.
3.2.4. Construction of the Questionnaires
Two questionnaires with forty three questions under eight sections for administration and
another consisting of five questions for users’/members’ perspective were used in data
collection. After referring to sample questionnaires and consulting officials at FPI and
librarians of various libraries, the two questionnaires were evolved. A few initially framed
questions were modified or deleted with a primary objective to get more information in a
short span of time without taxing the time of librarians. The questionnaires are simple
questions and made less data intensive.
3.2.5. Observation Table
An observation table was used as a tool to record observations of researcher with respect to
the aesthetics of the library, access to sanitary facilities, hygiene, ventilation, illumination,
maintenance, facilities for visitors, usage of productive area, and management of backroom
area.
3.2.6. Checklist
A checklist was used as a reference tool to collect data on in-house publications, list of
journals, E-resources, inter-library associations, job charts, incentives and schemes for staff.
22
3.3. Sample of the Study
The sampling technique used for the study is purposive sampling. Purposive sampling is a
non-probability sampling method where restrictions are used on entry. Purposive sampling
was adopted as a method of sampling to address time constraints. Also considering the
number of libraries in the geographic area of the research it was not a feasible option to visit
all the libraries.
Hence, only select academic libraries, a public library and libraries in professional institutions
were chosen as samples to gather information on libraries that need to cater to a specialized
group of professionals. The samples selected are grouped as below:
1) Academic Libraries:
a. DSERT Library
b. Dr. V K R V Rao Library, ISEC
c. IIMB Library
d. JRDTML, IISc.,
e. Narayana Rao Melgiri National Law Library, NLSIU
f. SERIC Library
2) Public Library
a. State Central Library
3) Professional Institution Libraries
a. Canara Bank House Magazine & Library Section
b. ISRO Library
c. Karnataka State Legislature Library, Vidhana Soudha
d. The Secretariat Library, Vikasa Soudha Branch
23
The responses have been collected based on the availability of the respondents in the limited
time.
Table 10: Table showing Number of Respondents
Categories Details Number of Respondents Duration
Administration Librarian
Assistant Librarian
Manager
Consultant
11
11
13
60-180 mines
Users Students
Other
6
2
NA*
*NA- Not Applicable
3.4. Collection of Data
As a part of the project, to begin with, a letter to the selected libraries was sent seeking their
co-operation and support. Subsequently, the librarians and the library staff were interviewed
and questionnaires were administered in the following libraries:
1) Canara Bank House Magazine & Library Section
2) DSERT Library
3) Dr. V K R V Rao Library, ISEC
4) Indian Institute of Management, Library
5) ISRO Head Quarters Library
6) JRDTML, IISc.,
7) Shri. Narayana Rao Melgiri National Law Library
8) Karnataka Legislature Library
9) SERIC Library
10) State Central Library
11) The Secretariat Library, Vikasa Soudha Branch
The questionnaires were distributed to the respondents and they were personally interviewed
by the researcher. The conditions and guidelines for filling the questionnaire were explained
after stating the purpose of the questionnaire and the importance and significance of the
answers.
24
The Chief Librarian and the staff were interviewed by the researcher after administering the
questionnaire. The open-ended questions asked in the interview were designed to probe into
the following areas:
1) Library Infrastructure
2) Classification and Cataloguing system
3) Computerized library management
4) DL
5) HR planning
6) Procuring resources
7) Costing, expenditure and budget.
3.5. Limitations of Study
1) Detailing of Library administration and operation are beyond the purview of the report
2) The detailed technical requirements of the DL could not be captured
3) Select libraries were visited due to time constraint
4) Costing, Budget and Expenditure related information could not be captured completely.
Percentage breakup of budget allocation for procuring resources, maintenance etc could
not be captured by the researcher due to paucity of time.
5) Limited number of respondents
6) Location of study limited to Bangalore due to time constraint.
25
4. Analysis and Interpretation of Results
In this chapter, the analysis and interpretation of results are given in detail. The responses
given in interviews and questionnaires constitute the primary data for the study. The data was
further subjected to organization and tabulation. Secondary data was collected from published
reports such as in-house publications, handouts, browsing websites and the official website of
the libraries.8
The analysis and interpretation pertaining to the parameters listed below has been furnished
as follows:
1) Infrastructure facilities – the design of a layout based on volume of resources and
number of users, for optimum utilization of air, light & space.
2) Classification and Cataloguing of Resources – suggest suitable systems for classifying
and cataloguing resources.
3) Automation – suggest suitable software for library management to ensure quick and
easy access to resources and optimization of library resources.
4) Digital Library (DL) – assess the need for a DL. Accordingly, suggest establishing a
DL without compromising on security based on learnings from other institutions.
5) Human Resource– suggest HR Planning in - qualification, training, honing skill sets,
work allocation and distribution, wages, terms of service, recognition, incentives and
rewards.
6) Procurement – understand the methods of procurement and suggest the methods to be
followed.
7) Costing, Expenditure and Budget – understand how budget is allocated and suggest
costing norms for establishment, maintenance and expansion of the above areas.
8) Rules, Regulations & Policies- understand how rules, regulations and policies are
formulated.
9) Safety, Security & Maintenance – understand the threats to library and its resources
and the solutions to tackle those problems.
10) Formats of Forms and Cards – understand the significance of forms and cards.
8 The URL of the websites of the libraries are given in bibliography
26
4.1. Infrastructure
Understanding of the infrastructure involved learning about the racks, reading tables, the
aesthetics of the library its layout.
To understand the adequacy of infrastructure for users and resources the following were
observed:
1) The volume of resources which could not be shelved.
2) The number of compartments in the racks where further shelving of resources was
possible.
3) The infrastructure i.e. reading tables, chairs to accommodate the number of daily
users.
Floor Area: The floor area of all the eleven libraries visited varies to a large extent and is
unique to each library. The biggest library has a floor area of 55,000 sq ft and the smallest
library has a floor area of 2000 sq ft. However, the floor area does not influence the
acquisition in any of these libraries.
Racks: It is found that six libraries use only metal racks, two libraries use only wooden racks
and three libraries use a combination of wood and metal racks. One of the libraries is using
compactors for stacking. The benefits of which have been stated as:
1) Optimum utilization of stack area as compactors can be compressed and brought
together or more racks can be added on the existing rails in case of expansion.
2) It can guard resources and documents in stack area from the external environment.
However, the limitations of using compactors in stack area have been stated as:
1) Found to be inconvenient for browsing for resources as they are not visible and need
to be traced through catalogue.
2) Reduced flexibility in utilization of space due to rails.
27
Table 11: Rack Material used for
Stacking of Resources
Most libraries show greater preference to metal racks as these are durable, sturdy and strong
with comparatively reduced sagging, low on maintenance, immune to pests, easy to alter the
height of rows to accommodate books of varied sizes.
Security Measures: It is found that three of the libraries have no security measures in place.
However, these have exclusive access to select category of users. In two of the professional
institution libraries physical checking is done at exit. In five of the libraries users are
monitored through observation at the exit. These libraries belong to the academic and
professional category. Only one library which is a public library has CCTV monitoring
facility as it allows universal access for users. However, two of the libraries that are currently
using physical checking and observation are planning to adopt CCTV monitoring. Only one
library has installed Electronic Article Surveillance system.
It was observed that all libraries had made provisions for users to deposit their belongings.
The deposit facilities were provided to safe-guard the users belong and also prevent
belongings such as bags, covers etc., from being used to steal library resources.
Table 12: Security Measures to
Guard the Resources
Security Measures Number of Libraries
Physical Checking 2
Surveillance at exit 5
Electronic Article
Surveillance
1
CCTV monitoring 1
None 3
Rack Material Number of
Libraries
Wooden 2
Metal 6
Combination 3
Metal Compactors 1
2
6
3
1
Rack Material
Wooden
Metal
Combination
Metal
Compactors
Figure 1: Rack Material
2
5 1
1
3
Security measures
Physical Checking
Surveillance at exit
Electronic Article
Surveillance
CCTV monitoring
None
Figure 2: Security Measures
28
FPI library can adopt surveillance at exit and monitor users throughout library as a security
measure. As the users of the libraries span over various levels of government functionalities
it is essential that the users are monitored without offending them emotionally or physically.
Later considering the number of users, Electronic Article Surveillance i.e. EAS or CCTV can
be installed to prevent pilferage of resources.
4.1.1. Reading Tables
It was observed that all the eleven libraries showed preference to rectangular shaped reading
tables for the following reasons:
1) Rectangular tables optimize utilization of available reading area as tables can be
organized more compactly without creating voids.
2) Easier to provide compartments for multiple readers.
3) Compared to other shapes a rectangular table top provides greater surface area.
4.1.2. Aesthetics
The aesthetics of the library were observed using a checklist as a reference tool. The
following were the observations made:
Wall Paint: 10 libraries have painted their walls with a very light shade of color while one
library has not painted the library walls to emphasize on the texture of the cement walls. A
light shade of color reflects maximum sunlight naturally illuminating the library reducing the
need for artificial illumination thus saving energy and money.
Portraits and Posters: One library mounted the portraits of the institute founder, one library
mounted the portraits of the preceding librarians, one library mounted portraits of donors who
have contributed significantly9, two libraries mounted portraits of prominent figures in the
field most relevant to that the specialization of the institute, two libraries mounted the main
class divisions in the DDC system for user information. Two libraries did not mount any
portraits or posters on the library walls.
9 Significance of the contribution was determined by the asset worth, the volume and relevance of donations.
29
For FPI it is suggested that portraits or paintings of the following can be wall-mounted in the
library:
1) National leaders.
2) Prominent scholars and researchers in fiscal issues and related fields.
3) Donors who have contributed significantly to the library.
4) Posters may be used at strategic locations to effectively communicate the library rules
and hygiene related issues.
Ornaments: One library showcased the trophies won by the institute, two libraries used potted
plants as ornaments, two libraries did not mount any portraits or posters further ornaments
were not used to improve the aesthetics of the library.
Ornaments used in the library must be meaningfully chosen to ensure:
1) Pest and dust free environment.
2) Easy maintenance.
3) An object that does not distract users’ attention. E.g. Aquarium, musical clock.
4.1.3. Library Layout
The functions in various areas in the library were studied to understand the requirement of
each area in the library. This data was collected in the interviews.
4.1.3.1. Work space allocation for library staff:
The floor area for the entire library staff has to be allocated on the basis of assessed needs and
to ensure creation of maximum productive space. The following factors are to be considered
while assessing need:
1) The dimensions of the hardware i.e. work desk, desktop workstation, furniture,
printer, scanner, cupboards and all other hardware which will be used by the
library staff.
30
2) The allocated floor space must not restrict free movement.
3) The volume of documents in possession of the library staff.
4.1.3.2. Reading area
The area and the location of the reading space are to be given equal importance as the reading
area must make the best use of available floor space, light and air to create a good reading
atmosphere.
The following factors are to be considered while allocating space:
1) Initially the reading area must accommodate at least 10% of total number of users.
2) The dimensions, the number and the type of reading desk and furniture.
3) Free mobility of users, maintenance staff and the equipment to be used by supporting
staff to shelf used books10
.
The following factors are to be considered while positioning the reading area:
1) Availability of maximum natural light and effective and efficient ventilation.
2) Easy monitoring of users to prevent malicious handling of library resources.
3) Enable distant view through window for frequent adjustment of vision to prevent
stress on eyes.
4.1.3.3. Stack area
The stack area must be allocated based on the following factors:
1) The volume of the resources.
2) The number and dimensions of racks.
3) The average space required to ensure free mobility of users to survey the contents on
the racks.
4) The space required to execute a fire evacuation plan.
10
Trolleys used by supporting staff to as a tool to shelf referred or returned books.
31
The stack area must be positioned based on the following factors:
1) The stacks must not hinder free movement from entry point, air flow and fire-exits.
2) Quick access to resources from the reading area.
3) Easy monitoring of user activity.
4) The stacks must be less exposed to natural elements and the environment to prevent
damage to resources and the racks11
.
4.1.3.4. Backroom and Reprography
The area for technical processing of resources and reprography must be allotted considering
the following factors
1) The dimensions and quantity of the hardware i.e. Photocopying Machine, Scanner,
Desktop Workstation, Furniture.
2) The volume of stationary to be used.
3) The average volume of resources processed.
Also provisions for electrical connections and sockets must be made to power the hardware
used for reprography.
4.1.3.5. Store area
The store area must be designed considering the following factors:
1) The volume of resources to be placed in the store area.
2) Fire proofing of store area by placing electrical switches to be operated from outside
the room, using fire proof lockers for expensive materials.
4.1.3.6. Issue Counter
The area for the Issue Counter must be allotted considering the following factors:
1) The dimensions and quantity of the hardware i.e. Scanner (For membership cards),
Desktop Workstation, Furniture, Printer, etc.,
11
The racks and resources are vulnerable to natural elements a safety measure. Safety, Security and
Maintenance are elaborated in Chapter 11 of this report
32
2) The volume of stationary to be used.
3) The average volume of resources processed.
Also provisions for electrical connections and sockets must be made to power the hardware
used.
The issue counter must be positioned based on the following factors:
1) It must not hinder free movement from entry and exit points and fire-exits.
2) It must not restrict access to other sections of the library.
3) It must be situated close to the exit points as this would alert the user to issue books
before exiting and also allow staff to monitor users to prevent pilferage.
4.2. Classification and Cataloguing System
Classification System: The researcher observed that in nine libraries the DDC, one library
used UDC and one library classified the resources based on the librarian’s creativity.
Cataloguing Rules: AACR-2 is followed in nine libraries. Further of the nine libraries which
follow AACR eight libraries have used DDC to classify resources and one has used UDC to
classify resources.
4.2.1. Classification system:
Classification is the method of organizing and grouping information and resources.
Classifying library resources has the following benefits associated with it:
1) Optimizing utilization of library resources by guiding users directly to the resources
they need.
2) Shelving of books in a sequence convenient to both the user and the staff hence
saving time and energy.
3) Enables systematic and apt selection of resources for reference.
4) Analyses the contents of the books for the users saving their time and energy.
33
5) A very useful tool in compiling bibliographies.
6) Shelving of used resources becomes easier due to pre-determined positions of
resources.
The DDC is an organization tool that is continuously revised to keep pace with knowledge.
The system was conceived by Melvil Dewey in 1873 and first published in 1876. The DDC is
published in print and electronic versions by OCLC (Online Computer Library Center) Inc.
OCLC owns all copyright rights in the DDC and licenses the system for a variety of uses.
The DDC can be adopted to classify the resources of the library. The benefits of adopting
DDC are as follows:
1) It is an international system of classification with nearly 90% of University Libraries
using the same.
2) It is easy to use both for users and the staff.
3) As DDC deals with only digits, it is easier to remember and computerize
4) The call number are pre-determined and independent of the Librarian’s discretion
The limitations of the following classification system were also considered:
UDC
1) Dependant on the discretion of the Librarian.
Colon Classification
1) Dependant on the discretion of the Librarian.
2) Use of Roman lower case and capital letters, Indian numerals and punctuation marks
along with other symbols makes it very hard to use and remember.
Library of Congress Classification
1) Designed specifically to classify a very vast and diverse collection of resources.
34
4.2.2. Cataloguing rules:
The Cataloguing System is used to catalogue library resources based on the following criteria:
1) Alphabetic order.
2) Author.
3) Category.
4) Date and year of publication.
5) Keyword.
6) Language.
7) Publisher.
8) Subject.
9) Title.
The objectives of adopting a Cataloguing System are:
1) To reveal to the users the collection and location of resources available in the library in
a structured format.
2) To assist user in quickly identifying required resources for reference.
The publication of the AACR-2 is governed by the Committee of Principals, which
coordinates three subordinate groups:
1) The Co-publishers of AACR.
2) The Joint Steering Committee for Revision of AACR.
3) The AACR Fund Committee (Trustees).
AACR is designed for use in the construction of catalogues and other lists in general libraries
of all sizes. The rules cover the description, and the provision of access points for all library
materials commonly collected at the present time.
AACR consists of two parts. Part I deals with the provision of information describing the
item being catalogued, and Part II deals with the determination and establishment of headings
(access points) under which the descriptive information is to be presented to catalogue users,
and with the making of references to those headings. In both parts the rules proceed from the
general to the specific.
35
The advantages of adopting AACR-2 are as follows:
1) It deals with the provision of information describing the item being catalogued.
2) It determines and establishes headings under which the descriptive information is to
be presented to catalogue users and with the making of references to those headings.
4.3. Automation
The researcher observed that ten libraries were automated and one library had undertaken the
initiative to automate the library.
The following Library Management Software were used in library automation
Table 13: Library Automation
Automation
Software
Number of
Libraries
E-Granthalaya 3
LIBSYS 3
Newgenlib 1
Virtua 1
In-house software 2
In their book – ‘Library Computerization in India’12
G. Devarajan and A.V. Rahelamma
mention the following advantages of library automation. All the libraries which have been
automated have confirmed the same advantages of library automation which are as follows:
1) Saves time: Computers save time by storing, handling, processing and retrieving
information very quickly and efficiently.
2) Easy to update: Records can be updated with greater ease and in real time.
3) Better coordination: Networking allows better communication and coordination
between various sections of the library helping administration and staff.
12
The books has been acknowledged in the bibliography of this report
3
3
1
1
2
Library Automation
E-Granthalaya
LIBSYS
Newgenlib
Virtua
In-house software
Figure 3: Library Automation
36
4) Reduced HR requirement: As the manual work is reduced by automation the need for
increasing manpower is reduced.
5) Introduction of new services: Automation enables new services to be provided such as
e-mail alerting borrowers to return resources etc.
6) Preserving records and registers: Manual records are vulnerable to damage and
mishandling, hence automation makes preserving records easier and convenient.
7) Easy report production: Annual reports, notifications etc can be generated easily. The
database stored can be printed easily. This helps the administration staff during audit and
appraisal to generate reports quickly, efficiently and accurately.
The libraries also used this facility to tally and cross-check the data entries in the manual
registers.
Infrastructure requirements
1) Hardware:
a. Desktop workstations
b. Network equipment
c. Printers
d. UPS
2) Software
Library Management Software (LMS): E-Granthalaya is a Library Management Software
developed by NIC.
The above LMS is suitable for FPI Library due to the following reasons:
a. Acquisition, Circulation and Cataloguing are automated.
b. It is developed by NIC which is a part of the government hence updating,
servicing is easier along with assured security.
37
c. The software is available free of cost to government institutions and bodies hence
it saves money.
The infrastructure for automation has to be set up in the circulation counter of the library.
4.4. Digital Library
Digital Library: The researcher observed that five libraries had digitized the library, one
library had undertaken the initiative to digitize the library and five libraries had no DL. It was
observed that the hardware i.e. Servers, workstations, scanners etc were maintained by the
computer department.
Digitization involves acquiring, converting, storing and providing information in a digital i.e.
computer format which is standardized, organized and available on demand from a common
system.
Resources are digitized with the aid of specialized scanners. The resources are converted into
compressed digital signals and stored systematically on a data storage device for future
reference.
The advantages of digitization are:
1) Providing access to resources across geographic areas at any given point in time.
2) Preservation of documents, reports, rare, expensive and archival collections.
3) Multiple users spread across a large geographic area can access and refer to the same
document simultaneously.
4) Reduces burden on library staff and infrastructure as the users’ physical presence in the
library is not required.
5) Resource sharing through controlled access and inter-library loan services is easier
through a DL.
The following are the requirements to establish a DL:
38
Infrastructure requirements
1) Hardware:
a. Server
b. Scanner
c. Networking equipment
2) Software
DL Software- Proprietary or Open Source to store and retrieve the data
Manpower Requirement
Technical manpower for operation and managing the activities such as scanning, data entry,
storing, digitization and indexing the data is required.
A detailed assessment of the technical requirements for the DL can be done by consulting
technical experts.
4.5. Human Resource Planning
HR Planning: It was observed that each of the ten libraries had a Chief Librarian. One library
had 3 Chief Librarians to administer the library. One of the library outsourced library
management. The chief librarian and the assistant librarian were recruited on contract basis.
One library had a well defined job-chart for its staff.
In all libraries the minimum educational qualification for the Librarian was Masters in
Library Science. The following were considered to be essential training requirements for the
staff:
1) Library administration.
2) Hygiene related training.
39
3) Interpersonal skills.
4) Communication skills.
The Library Committee is responsible for HR Planning. Data relating the supply and demand
need to be reviewed by the Committee to assess the need for HR.
4.5.1. Suggested Forecasting Techniques
HR needs can be generally assessed using the following techniques:
1) Administrative Judgment:
The Library Committee and the Librarian both analyze the demand, volume of resources
and transactions to assess the need for HR based on experience and expertise.
2) Ratio-trend Analysis:
This technique involves ratios of the number of staff to parameters such as:
a. The volume of resources in the library.
b. The number of transactions on a daily basis.
c. The average number of daily onsite users.
3) Work-study Technique:
This technique involves analysis of the following to assess the need for HR
a. The time-cycle of work in library. E.g.: The average technical processing time, the
average time period required to stack referred books.
b. The quantity of work involved in each process i.e. acquisitions, technical
processing, stacking, circulation, stock-verification, maintenance etc.,
40
4.5.2. Training Requirements
The training requirements for the staff were captured by the researcher through structured
interviews. The interviewees stated that the staff must be trained to hone or develop the
following skills:
1) Library administration, operations and maintenance.
2) Team-work both at administration and operation level.
3) Good communication.
4) Delivering quality output and punctuality.
5) Help the library identify and use all available opportunities.
6) Hygiene related skills – personal as well as library resources.
4.5.3. Work Culture
The vision of FPI is to be a modern, lean and efficient organization that functions through a
3-gear structure for getting, giving and growing as stated in its Operations/Vision. In order to
achieve its vision FPI has stated its generic character which forms a part of its work culture.
In order to align its work culture with that of FPI, the library needs to adapt itself on a
sustainable basis:
1) Transparent and flexible – such as acquisition, working hours etc.
2) Simple processes – such as standardized and automated circulation.
3) Strategic institutional arrangements – such as inter-library loan services.
4) Stable partnerships – through cross learning and sharing of resources.
5) Strengthened outreach – such as creating learning groups on library management.
6) Affordable financial liability – such as competitive outsourcing of required services,
adherence to maintenance schedules.
7) Transparent and credible quality assurance mechanism – need based and efficient
acquisition of resources, quality service delivery.
8) End-to-End efficiency and accountability in products/services delivered – achieve
efficiency and effectiveness in all processes starting form acquisition to circulation.
41
4.5.4. Performance Appraisal
Performance appraisal must function more as a tool to HR development rather than a HR
evaluation tool. The Performance Appraisal must achieve the following:
1) Provide staff with constructive feedback on their areas of strength and areas where
improvement is possible.
2) Enable the Library Committee to periodically review performance and develop future
plans.
3) Enable the staff to communicate their aspirations, expectation, limitations to the
Library Committee and understand the Committee’s expectation of them.
4) Reviewing objectives and operations to align it with the objectives of Fiscal Policy
Institute.
4.6. Procuring Resources
The researcher observed that all the libraries have set procedures for procuring resources. The
procedures followed to procure resources were captured through structured interviews and
questionnaires.
The selection of resources in all libraries was based on:
1) Recommendation from expert and library committees and users.
2) Through trade list and catalogues circulated by publishers.
3) By referring bibliographies of resources.
Selection:
C. D. Sharma, in his book - Use of Libraries, has quoted guidelines for resources selection.
He states that resource selection and acquisition plays a pivotal role in a library. The primary
objective of procurement is to satisfy the needs of the users of the library.
Thus, for FPI it is suggested that resources can be selected through the following methods:
1. Recommendations from expert committees, staff, faculty or trainees/users.
2. Through trade list and catalogues circulated by publishers.
42
3. By referring bibliographies of resources, book reviews published by subject
specialists, catalogues of government publications.
4. New Additions List of other libraries dealing with fiscal issues.
Acquisition:
The researcher understood acquisition procedures in detail through structured interviews. The
Acquisition Section must catalogue a list of recommended or selected resources. The
resources once selected can be procured through the following procedures:
1) The list of books is forwarded to the librarian for preliminary analysis.
2) After the preliminary analysis the librarian forwards the analyzed list to the library
committee.
3) The library committee scrutinizes the list and assesses the relevance, importance and
quality of the resource and list books which it approves.
4) An invoice must be invited or tenders floated.
5) The quotations are analyzed to check whether they fit in the budget allocated.
6) If the quotations are within budget allowances the purchase can be made else the
librarian proposes for further allocations to the library committee.
7) Once the resources are acquired they are given an accession number and then the
details of the resources are recorded in the accession register.
8) The books are then transferred to the technical section for processing and
subsequently to the circulation section to make them available to the users.
4.7. Costing, Expenditure and Budget
This report could not capture the costing, expenditure and budgetary details of the library. If
the information were to be available the following would have also been considered:
1) Understanding the factors which determine budgetary allocation.
2) Relating the average maintenance cost to the volume of resources and the number of
users.
3) Percentage of budget allocated for HR, maintenance, procuring resources.
43
4.8. Rules, Regulations and Policies
The researcher understood the aspects on which the libraries formulate rules, regulations and
policies in the library through library hand outs, their websites and through interviews.
In his book – ‘Library Administration’ B. S. Gujrati has stated guidelines on which the
library rules, regulations and policies must be formulated. All the libraries followed the
following set of guidelines:
1) Procurement of resources
a. Acquisition procedure.
b. Donations in both cash and kind.
2) Access to resources
a. Admission to library.
b. Membership.
c. Working hours.
3) How the resources in the library are to be utilized by the library
administration and users
a. Conditions for loan.
b. Loan Privileges.
c. Inter-library loan services.
d. Reprography.
4) Classification and cataloguing
a. Classification system to allot call numbers.
b. Migration from one classification system to another.
c. Cataloguing rules and regulations.
44
5) Digital Library
a. Access to Digital resources.
b. Digitization of resources i.e. thesis, in-house publications, DPRs and
books.
c. Networking with other digital libraries and institutes.
d. Resource sharing with non-members.
6) Human Resource
a. Working hours13
.
b. Incentives and rewards.
c. Human Rights
4.9. Safety, Security & Maintenance
Nine libraries followed strict safety and security guidelines where as the other two libraries
are yet to address the issue. The libraries validated the same threats stated by B. S. Gujrati in
his book – ‘Library Administration’.
The vulnerabilities of library resources and the solutions to the problems are as follows:
1) Climatic variations in humidity and temperature:
Air Conditioning the library creates a controlled environment with steady temperature
and controlled levels of humidity thus the damage to resources is reduced. Further, Air
Conditioning creates a dust free environment reducing the need for regular cleaning and
maintenance
2) Direct solar radiation
Library resources i.e. books, CDs, DVDs, micro-films should not be exposed to direct
solar radiation as it damages the resources. The resources should be shelved in a part of
the library not exposed to direct solar radiation.
13
The policies must ensure flexibility in working hours and must complement the work culture
45
3) Pests
Pests pose a very serious threat to the resources in the library. The resources in the
library must be protected from the pests such as cockroaches, beetles, book lice, silver
fish insects, white ants, mice and rats and fungi.
Pest control can be outsourced. Pest control should have a regular schedule to preserve
library resources.
Two libraries outsourced pest control to Karnataka State Ware House Corporation
where as the rest outsourced pest control to various enterprises. The cost of fumigation
and pest control was included in the maintenance budget of the libraries. The researcher
could not capture the cost related details of outsourcing pest control.
4) Fire
Fire is the greatest threat to the library. The problem is complicated further as the
library resources themselves act as fuel. The library resources can be protected or in the
worst case scenario damage can be minimized by training the staff to handle fire
accidents, which was unfortunately found lacking in all libraries.
Fire safety measures and training gain paramount importance considering the distance
of FPI, Kengeri to the nearest Fire Station. Collaboration with the Fire Department for
necessary safety measures and training is required.
5) Mishandling and pilferage of resources
Library users sometimes mishandle or even try stealing library resources. Mishandling
and pilferage can be reduced by:
a. CCTV monitoring
b. Electronic Article Surveillance
46
A major part of FPI library users constitute trainees from all levels of government
functionaries. It is essential to monitor user with due regards to their age, position etc.
6) Cleaning
The supporting staff and the house keeping staff of FPI are responsible for cleaning the
library. Care must be taken to ensure that the cleaning agents, equipment and methods
used to clean the library do not damage the resources and the racks.
7) Maintenance
Maintenance is the responsibility of the maintenance section of the library. The
maintenance section of the library must draft a maintenance schedule for the library and
follow it strictly.
4.10. Forms & Cards for Users
Forms: All the libraries maintain membership forms and recommendation forms. The
membership forms, recommendation forms and borrowers card were collected from these
libraries.
S. R. Ranganathan in his book- ‘Library Administration’ states that forms can be used as
effective tools to simplify and control work, saving time and cost. A form must be designed
to accomplish the purpose sought, with minimum of effort and with the most economic use of
materials. All the forms collected from the libraries follow the guidelines suggested by S.R.
Ranganathan. He suggests that the Design Sheet of the form must contain the following
information:
1) The purpose the form must fulfill.
2) The information that must be filled in the form in order to fulfill its purpose.
3) The section and the number of persons by whom the information is to be entered
in the form.
4) The source of information to be entered in the form.
47
5) The time, frequency and the circumstances attendant on the entry in the form.
6) The writing instrument used to fill the form.
7) The sections and the person who is to use the information stated in the form.
8) The period of time till when the information stated is to be used.
9) The method of sorting the forms and the method of filling them.
Cards: The researcher collected membership cards from three libraries (see annexure). The
following observations were made:
Table 14: Membership Cards
Type of member-ship
card
Number
of
Libraries
Contactless Smart
Card 1
Contact Smart Card 0
Bar-coded card 5
Conventional cards 4
None
(As one library was a
reference library)
1
One library used bar-coded contactless smart cards, 5 libraries used bar-coded smart cards
and 5 used conventional smart cards, the library which did not issue membership cards was a
public library, one library using bar-coded membership cards wishes to migrate to smart
cards and the libraries using conventional membership cards showed interest in migrating to
bar-coded cards.
For FPI it is suggested that the membership card be integrated with the ID card issued by the
institute or the ID card issued by the government. The advantages are as follows:
1) Prevents multiplicity of ID cards and helps maintain a single database.
2) Easy maintenance and cost effective.
3) Prevents duplication.
1 0
5
4
1
Membership Cards
Contactless Smart
Card
Contact Smart Card
Bar-coded card
Conventional cards
None
Figure 4: Membership Cards
48
5. Findings
Infrastructure
Floor area: The floor area allocated for FPI library is 2445.25 sq ft.
Figure 5: Floor Area Allocation in FPI Library
Note: The data labels are expressed in sq ft
It was observed that 53.25% of the floor area was allocated for reading, stacking and the DL,
23.21% of the floor areas was allocated to Librarian and Assistant Librarian as work space,
12.55% of the floor area was allocated for reprography and 10.97% was allocated for store
area.
Library Layout: The library layout was planned after assessing the needs and function of the
area. The library layout was planned after assessing the infrastructural needs of staff
workspace, reading area, stack area, backroom and reprography. It was calculated that the
reading area of the libraries visited accommodated an average of 10% of the users.
Racks: A few interviewees emphasized on the aesthetic value added by wooden racks
however a majority of the interviewees stated that metal racks are sturdy, durable and
maintaining metal racks is easier when compared to wooden racks
1302
326
242
268
307
Floor Area Allocation in FPI Library
Reading+
Rack+Digital Library
Librarian
Assistant Librarian
Store Area
Reprography
49
Reading tables: All the libraries used rectangular reading tables as the rectangular tables offer
more reading surface for the users compared to other shapes. Further, if the tables have to be
arranged together no voids are created between tables. Hence, in both the type of
arrangements rectangular reading tables offer maximum surface area
Aesthetics: The libraries used wooden racks, portraits, posters and ornaments to add to
aesthetics
Classification and Cataloguing System
Classification System: It was observed that nine of the libraries used DDC, one library used
UDC and one library used the classified resources based on the creativity of the librarian
Cataloguing System: It was observed that all the libraries which had created catalogues had
followed AACR-2
Automation
It was observed that E-Granthalaya and LIBSYS were used by maximum number of libraries.
Digital Library
It was observed that five libraries had established digital libraries. All the libraries subscribed
online databases. The libraries also created their own database by digitizing their in-house
publications, reports and thesis. Also the libraries digitized their archival collections.
Human Resource
It was observed that only one library had a well defined job chart for its staff. Ten libraries
were administered by one Chief Librarian however one library was administered by 3 Chief
Librarians. It was observed that in all the libraries the minimum qualification for the librarian
was Masters in Library Science.
Procuring Resources
All the libraries followed the logical order of selecting the resources before acquisition. The
resources were selected through recommendation or request of library committee and users.
After which the resource were procured.
50
Costing, Expenditure and Budget
The Costing, Expenditure and Budgetary details of the libraries could not be captured by the
researcher due to time constraints and limited access to information
Rules, Regulations and Policies
All the libraries had formulated rules, regulations and policies following guidelines and also
based on experience. The rules, regulations and policies of the libraries were published in
library hand outs or on the Library Webpage.
Safety, Security and Maintenance
Nine libraries followed strict safety and security guidelines where as the other two libraries
were yet to address all the threats to the library and its resources. All the libraries had
outsourced pest control to enterprises. One library implemented climate control by air
conditioning the library to protect resources from temperature variation. Fire and pests were
pointed out as the primary threats to the resources of the library. In all the libraries CO2
extinguisher were placed at strategic locations to address fire. The staff was trained to use the
extinguishers. However, not all the libraries had a fire evacuation plan. Library cleaning and
maintenance was handled by the institute maintenance section in all libraries.
5.1. Major Findings
Library Efficiency
The criteria on which the efficiency of the library is evaluated were captured by the
researcher through interviews. The following are the criteria:
1) The percentage of unproductive area i.e. the area unused for stacking or storing
resources, also by users or staff.
2) The time and effort required to access library resources.
3) The duration of work cycle at the operation level.
4) The percentage of resources which are unaccounted/missing/misplaced.
5) The time lag between user reference and re-shelving of resources.
6) The status and condition of the library resources to judge how efficiently the library is
maintained.
51
User Centric Services
All the libraries offered user centric services. Hence all the libraries emphasized on inter-
personal relations and also communication skills as an important training requirement. The
library can offer user centric services by:
1) Training staff to hone or develop inter-personal and communication skills.
2) Assisting users in choosing, locating and accessing resources.
3) Ensuring that the reading environment is not disturbed in the library.
4) Flexible working hours is also effective way to ensure user centric services.
5) The library users must be monitored without offending.
5.2. Recommendations to Fiscal Policy Institute
The following recommendations are related to helping FPI establish an efficient and user-
friendly library:
1) Infrastructure:
a. Racks/lockers for users to place deposit their belongings at the library entrance as
this helps the users focus on resource location rather than being concerned about
the safety of their belongings. (Refer ‘Security Measures’ in section 4.1.).
b. Initially users can be monitored to prevent pilferage of resources. Considering the
volume of onsite users CCTV can be installed in about 3-4 years time as it is
expensive to install CCTV. (Refer ‘Security Measures’ in section 4.1.).
c. The library layout must be planned assessing the needs and functions of the area
allocated to optimize utilization of floor area. The library layout of Dr.V K R V
Rao library ISEC14
can be referred to and suitably modified to suit FPI library.
(Refer ‘Library Layout’ in section 4.1.3.).
d. Use metal racks to stack resources (Refer ‘Racks’ in section 4.1.).
e. Use rectangular reading tables in the reading area. (Refer section 4.1.1.).
f. Paint the walls with a light shade of color. (Refer ‘Wall paint’ section 4.1.2.).
14
Library Layout of Dr. V K R V Rao Library, ISEC is attached in Annexure 6
52
g. The portraits of national leaders and those of prominent people dealing with Fiscal
Issues can be mounted on the walls. Poster about the library layout, rules and
regulations can also be mounted on the wall. (Refer ‘Portraits and Posters’ in
section 4.1.2.).
h. Lofts can be created to stack resources. (Refer section 4.1.3.3.).
2) Classification System and Cataloguing Rules:
a. DDC can be used to classify resources. (Refer section 4.2.1.).
b. Catalogues can be created following AACR-2. (Refer section 4.2.1.).
3) Automation:
a. Plan an automated Issue Counter (Refer section 4.1.3.6.)
b. E-Granthalaya can be used as the library automation software. (Refer section 4.3.).
c. Integrate library membership card with ID cards issued by FPI or the government
(Refer to section 4.10.).
4) Digital Library:
In order to achieve FPI’s vision and objective it is essential to establish a DL and also
digitize its in-house publications for dissemination of research results. A DL can be
established in the next 3-4 Years. (Refer to section 4.4.).
5) HR Planning:
(Refer Section 4.5.).
a. The librarian and the library committee must create a job chart for its staff.
b. Train staff to hone or develop the following skills:
i. Library administration, operations and maintenance.
ii. Teamwork both at administration and operation level.
iii. Good communication.
iv. Delivering quality output and punctuality.
v. Help the library identify and use all available opportunities.
vi. Hygiene related skills – personal and resource related.
53
6) Procurement, HR Planning, Formulation of Rules, Regulations and Policies,
Costing, Expenditure and Budget:
(Refer to sections 4.5., 4.6., 4.7., and 4.8.).
a. Procure resources through inter-library loan services. Formalize inter-library loan
services by providing separate forms for the same.
b. Create a library committee constituting of experts from various backgrounds and
educational qualifications to select resources for acquisition.
c. The Chief Librarian is the Member Secretary of the Library Committee.
d. HR Planning, formulation of rules, regulations and policies for the library, costing,
expenditure and budget are undertaking of the library committee and the librarian.
7) Safety, Security and Maintenance:
(Refer to section 4.9.).
a. Implement climate control by air-conditioning the library.
b. Outsource pest control.
c. Coordinate with the fire department to create a fire evacuation plan.
d. Maintenance and cleaning can be handled by the supporting staff or the house
keeping staff of FPI. An exclusive cleaning section for the library is not required.
Further, the house keeping staff has to be trained to operate the equipment used to
clean the library
5.3. Scope for further Study
Further research can be conducted on the following topics related to the study:
1) Detailed analysis of automation process and requirements.
2) Detailed analysis of hardware and software requirements of DL.
3) Integrating the library membership card with the ID card issued by FPI or the
government.
4) Drafting a fire evacuation plan in coordination with the fire department.
5) Evolving a DPR for establishing an efficient and user-friendly library.
54
6) Understanding the factors which determine budgetary allocation and costing involved
in library administration.
7) Relating the average maintenance cost to the volume of resources and the number of
users.
8) The advancement in technology enabled e-book reading through a handset which
provides mobile access to users. With the introduction of 3-G services it may not by
very ambitious to expect an efficient digital library which provides user centric
services.
55
Bibliography
AACR2. Retrieved August 2010, from AACR2: http://www.aacr2.org/about.html
ABOUT JRDTML. (n.d.). Retrieved August Friday, 2010, from JRDTML Home:
http://www.library.iisc.ernet.in/about.aspx
C.D. Sharma. (1978). Use of Libraries. New Delhi: Metropolitan Book Co. Pvt. Ltd.
Children's Britannica, Volume-11. (1988). Children's Britannica.
Devarajan, G., & Rahelamma, A. (1990). Library Computerisation in India. New Delhi: S.K. Sethi Ess
Ess Publications.
Dr. V K R V Rao, Library. (n.d.). Retrieved August Friday, 2010, from Institute for Social and Economic
Change: http://www.isec.ac.in/librarymain.htm
Gujrati, B. (1966). Library Administration. Delhi: Indian Book Company.
JRDTML-Statistics. (n.d.). Retrieved August Friday, 2010, from JRDTML Home:
http://www.library.iisc.ernet.in/stat.aspx
Library Indian Institute of Management Bangalore. (n.d.). Retrieved August Friday, 2010, from Indian
Institute of Management Bangalore: http://www.iimb.ernet.in/library
Library V.Soudha. (n.d.). Retrieved August Friday, 2010, from http://vslib.kar.nic.in/history.htm
NLSIU- Library. (n.d.). Retrieved August Friday, 2010, from Welcome to the National Law School of
India University's Website: http://www.nls.ac.in/library.html
Ranganathan, S. R. (1989). Library Administration. Sarada Ranganathan Endowment for Library
Science.
Quality Management on Information Services according to ISO 9000 Retrieved September Saturday, 2010, from http://www.bibliociencias.cu/gsdl/collect/eventos/index/assoc/HASH604c.dir/doc.pdf
SCL. (n.d.). Retrieved August Friday, 2010, from HOME National Informatics Center:
http://www.kar.nic.in/publib/SCL.htm
Sharma, P. A., Chaturvedi, P. A., Sayyadin, P. M., Srivastav, P. B., Rajan, P. P., Ghosh, S. S., et al. (2005,
November). Basics of Human Resource Planning - 1. T.R. Manoj, Senior Officer (Publications), SOMS,
IGNOU.
56
6. Annexure
6.1. Annexure 1: Interview
1) What are the criteria considered to evaluate the efficiency of a library?
2) How can user centric services be provided?
3) Are there any job charts for the staff?
4) What are the fire safety standards?
5) Do you have a fire evacuation plan? If yes how was it drafted?
6) What are the functions of reading area, stack area, store area, backroom and
reprographic section?
7) What are the general problems faced by the library? What are the solutions to those
problems?
57
6.2. Annexure 2: Questionnaire for Librarian (Q1)
FISCAL POLICY INSTITUTE
FINANCE DEPARTMENT
LIBRARY QUESTIONNAIRE
This questionnaire aims to enable Fiscal Policy Institute(FPI) to understand your current
library infrastructure, cataloguing and classification system, computerized library
management systems, DL, HR planning and management, resource procurement, costing
expenditure and budget.
CONFIDENTIALITY CLAUSE
The details and information provided in this questionnaire will be treated as confidential data
and used for the purpose of research only no information reported will ever identify you on
the basis of your responses. The answers provided in this questionnaire will be used to
prepare a report on establishing a library at FPI which is a specialized knowledge center.
I. GENERAL INFORMATION
Date: Telephone: Fax:
Name of Library: Number of Branches:
Address of Library:
Contact Person: Email:
Working days and
timings
1. What is the total number of library membership?
58
2. What is the members’ profile?
o Students
o Researchers
o Faculty
o Consultants
o Others(Please specify):
3. What is the total volume of transactions?
II. INFRASTRUCTURAL DETAILS
Total Floor Area
(sq ft):
Total Reading Area
(Sq ft):
Total size of
Backroom area:
(sq ft)
Number of Levels: ____________Storey
Total number of
racks:
Total number of
Books:
1. What types of racks are used for stacking and storing resources?
o Wooden
o Synthetic
o Metal or Alloy (Please specify):
o Others (Please specify):
Time period
Average
number of
users
Average
number
loans/issue
processed
Average
volume of
resources
returned
Daily
Weekly
Monthly
Annually
59
2. What is the security measure to prevent pilferage of resources (Books, CDs and DVDs)?
o Electronic Article surveillance
o Closed Circuit TV monitoring
o Physical checking
o Others (Please specify):
3. How to decide on the number of copies of each title to be maintained?
4. How are rare and expensive books safeguarded?
5. Is there a maintenance schedule?
o Yes
o No
6. If yes what is the average duration?
o Less than 5 Years
o 5 – 10 Years
o 10 – 15 Years
o 15 – 20 Years
o More than 20 Years ( Please specify):
III. CLASSIFICATION AND CATALOUGING SYSTEM DETAILS
1. Which classification system is used to catalogue assets (books, CDs and DVDs)?
o Dewey’s Decimal
o Ranganath’s
o Library of Congress
o Others (Please specify)
2. What is the reason for adopting the above classification system?
60
IV. COMPUTERIZED LIBRARY MANAGEMENT DETAILS
1. Which Library Management Software (LMS) is used in your library?
Please specify:
2. How easy is it to use the LMS?
o Very Easy
o Easy
o Moderate
o Difficult
o Very Difficult
3. How easy is it to update the LMS?
o Very Easy
o Easy
o Moderate
o Difficult
o Very Difficult
4. How many hours/days of training are required to operate the software?
o Hours:______
o Days :______
5. What type of membership card is issued by the library?
o Bar- code
o Magnetic card
o Contact smart card
o Contactless smart card
o Biometric
o Conventional
o Others (Please specify):
61
V. DIGITAL LIBRARY DETAILS
(NOTE: Please answer this section in case you have a digital library)
1. LIBRARY AUTOMATION
a. Which functions have been automated?
o Cataloguing
o Loans
o Acquisitions
o Others: (Please specify)
b. How long did it take for automation?
2. ICT FACILITES
a. What is the number of workstations present in the Digital Library?
o Less than 10
o 10-15
o 15-20
o 20-25
o More than 25 (Please specify):
b. What is the number of workstations connected to the internet?
o Less than 10
o 10-15
o 15-20
o 20-25
o More than 25 (Please specify):
c. How are the computer workstations connected to the internet?
o VSAT
o Dial-up
o Broad Band
o Others: (Please specify)
62
d. What is the bandwidth allocated for the digital library?
o Less than 60 kbps
o 60 – 150 kbps
o 150 – 300 kbps
o 300 – 500 kbps
o More than 500 kbps
e. Do you have a maintenance schedule for the workstations?
3. ELECTRONIC AND DIGITAL RESOURCES
a. How is the information stored in the digital library?
o CDs
o DVD
o Servers
o Any others (Please specify) __________
b. Are hard copies converted to e-resources and made accessible to the users of
the digital library?
o Yes
o No
c. If yes how do you deal with Intellectual Property Rights?
4. What are the electronic services provided by the digital library?
o OPAC
o Library Web Page (Please mention URL):
o Web based searching of catalogue and database by local or remote users
o Single search tool for all resources
o SDI
o Library e-bulletin
o Virtual learning environment
o Online training packages for users
o Others(Please Specify):
63
5. What measures have been taken to secure a digital library from viruses, hacking &
unauthorized users?
Please specify:
6. How do you orient and train users to use the digital library?
o Training Programs
o Hand outs
o Providing modules, CDs or DVDs
o Others (Please specify):
7. How do you provide access to Digital library across geographic areas?
8. How do you procure e-resources?
Please specify:
VI. HUMAN RESOURCE DETAILS
1. STAFF STRENGTH
Permanent i.e.
Pensionable
Outsourced i.e.
contract basis
and non-
pensionable
Minimum
qualification
Training
period
Chief Librarian
Librarian
Assistant
Librarian
Supporting Staff
64
2. Is library management outsourced?
o Yes
o No
3. If yes how?
Please specify:
4. What are the mandatory training requirements of the staff?
o Library management
o Customer relations
o Team work
o Others (Please specify):
5. What are the skills required to work in a library?
o Communication skills
o Hygiene related skills
o Inter-personal skills
o Others (Please specify):
VII. PROCURING LIBRARY RESOURCES
1. What is the method adopted to select books?
o Selection of books by a committee
o Through brochures sent by publishers
o On request from faculty
o Others (Please specify):
2. Are books procured through inter-library loan services?
o Yes
o No
3. What are the benefits of inter-library network association?
4. Do you have any limit on inter-library loan services?
65
VIII. COSTING EXPENDITURE AND BUDGET
1. What is the budget sought for Library expansion? (i.e. Procuring more books, racks,
furniture, expanding digital library)
2. What is the budget allocation for Library expansion? (i.e. Procuring more books,
racks, furniture, expanding digital library)
3. Mention recurring and non-recurring costs:
***
This is question
number two
Books Infrastructure &
Housekeeping
Others
Average annual
maintenance cost
66
6.3. Annexure 3: Questionnaire for Users (Q2)
FISCAL POLICY INSTITUTE
FINANCE DEPARTMENT
LIBRARY QUESTIONNAIRE-USER PERSPECTIVE
This questionnaire aims to enable us to understand your perspective of the current library
services your current and future needs. Please provide detailed information as applicable.
Thank you for filling up this questionnaire.
Confidentiality Clause:
The details and information provided in the questionnaire will be treated as confidential data
and will not be disclosed to any third party. The answers provided in this questionnaire will
be used to prepare a report on establishing a library.
PERSONAL INFORMATION
Name: Date:
Phone number:
Email:
*Please indicate with a ( ) below
4. What is the purpose of visiting this library?
o Books
o Journals/magazines
o Newspapers
o Any other(Please specify):___________
5. How long have you been associated with this Library?
o Less than 6 months
o 6 – 12 months
o Over 12 months
o This is my first visit
67
6. How frequently do you visit the library?
o Daily
o Weekly
o Monthly
o Once every few months
7. Based on your visit how would you rate this library on the following aspects
Ease of borrowing 1 2 3 4 5
Return Policies concerning subscription, penalties 1 2 3 4 5
Ease of access to books 1 2 3 4 5
Collection( Range of books on particular subject) 1 2 3 4 5
Adequacy of number of books 1 2 3 4 5
Regular updating (Volumes and periodicals) 1 2 3 4 5
Collection of Journals/Magazines 1 2 3 4 5
News papers 1 2 3 4 5
Library Environment 1 2 3 4 5
Satisfaction with staff services 1 2 3 4 5
Working Hours 1 2 3 4 5
8. What would you suggest to make this library better?
***
68
6.4. Annexure 4: Checklist
FISCAL POLICY INSTITUTE
CHECKLIST
Sl.
No. Activity Accomplished Comments/Observations
1 Acquire copy of list of e-journals & data
base packages
2 List and type of resources i.e., books, CDs,
DVDs etc
3 Job charts
4 Name of libraries in association with the
current library
5 Incentives and schemes for staff? On what
basis?
OBSERVATIONS TO BE MADE
1 Material used to write the library name
2 Aesthetics
3 Aura - Air light and ventilation
4 Number of Visitors (From the register)
5 Toilet facilities
6 The bend in the racks
7 The condition of racks
8 Seating arrangement in reading area and the
type of reading desk and chairs
9 Hygiene and handling of books in the
backroom area
10 Status of workstations and notification in
case of system malfunction
11 Cabin size( Librarian and assistant Librarian)
12 Racks for visitors( outside the library)
13 Paintings on walls
14 Type of floor
15 Height of Library
69
6.5. Annexure 5: Glossary
Acquisition section The section of the library administration staff
responsible for accession of books and resources
Anonymous A publication in which the author's name does not
appear in the book
Apograph A copy of a original manuscript
Archives A collection of historic records as well as the
place where they are stored
Author entry Entry made under the name of the author of the
work in the catalogue
Bibliography List of references to books, journal articles and
other information sources. They are usually placed
at the end of a publication or piece of coursework.
Back copy An issue of a old journal
Borrower A person to whom a library lends books
Borrowers number The unique number assigned to each borrower
Call Number Letters, numbers, and symbols (used separately or
in combination) assigned to a book to show its
location in the library shelving system. Call
numbers are derived from the classification
system used by the particular library
Catalogue A list of items such as books, periodicals, maps
and/or videos arranged in a defined order. The list
usually records, describes and indexes the
resources of a collection, a library or a group of
libraries. Cataloguing is done in following
cataloguing rules such as Anglo American
Cataloguing Rules or International Standard
Bibliographic Description
Cataloguing rules The precept, rules, regulations and guidelines to
be followed while cataloguing. The cataloguing
rules generally followed are Anglo American
70
Cataloguing Rules or International Standard
Bibliographic Description
Circulation The process in which library resources are
circulated among its members
Circulation section The section of the library administration staff
responsible for circulating library resources
among borrowers. In a modern library the
circulation section uses library management
software.
Classification The process of grouping books according to
subject, author, language, format or all
Classification system The set of rules, regulations and guidelines to
classify library resources. Examples of
classification system include Dewey's Decimal
Classification, Colon Classification, Library of
Congress Classification, Universal Decimal
Classification etc
Digital Library A library which provides access to e-resources.
The core of a Digital library is a server storing a
database or a proxy server accessing a database.
Proxy servers can access database by purchasing
licence to do so
E-resources All the resources in digital format are known as e-
resources. Example include E-journals, digitized
books, thesis, reports etc
E-journals Journals published in the digital form are known
as e-journals
Electronic Article Surveillance A security system adopted to prevent pilferage of
library resources. The library resources are tagged
with an RFID tag and two gantries are positioned
near the exit to identify books which have not
been issued
Floor Area The total floor area of the library
71
Handbook A manual or a small reference book generally
published by a library, institute or an enterprise to
inform readers about the publisher i.e. Library or
institute or enterprise
Inventory Stock-taking and stock verification. Stock
verification is done to account for the resources in
the library. The Accession Register is used as a
reference during stock verification
International Standard Book
Number (ISBN)
International standard book number is a unique
identification number for books. The 10 digit
ISBN format was developed by International
Organization for Standardization.
Member A user of the library who is allowed to borrow
books from the library. All members are issued a
membership card which they have to produce
during all transactions at the circulation section
Online Public Access Catalogue
(OPAC)
Online Public Access Catalogue is an online
catalogue of library resources. The library can be
accessed by any workstation connected to the
internet. This enables the users to search for
particular resources easily hence providing easy
access to the same
Periodical A publication consisting of a few pages with or
without a cover, published periodically. A few
example of periodicals are newsletters, journals,
yearbooks
Publisher The firm responsible for marketing of a book
Rack Shelf or shelves used for displaying books,
magazines, periodicals or other library materials.
The racks are made of wood, metal, alloy, or
polymers.
Rare book A book which is difficult to find in the market.
Rare books in the library are never lent to
members. Members are only permitted to
reference these books within the library premises
often under the vigilance of the staff or the
72
librarian.
RFID tag Radio Frequency Identification tag is a device
which emits a radio frequency. It is used as a
security measure to prevent pilferage of goods.
Serial A publication issues in successive parts usually
appearing at regular intervals. It includes
periodicals, annuals, transactions, etc
Series Volumes usually related to each other in subject
matter
Shelf list It is a record of books in a library arranged in the
order of classification of a library
Smart cards Cards with an integrated circuit chips to analyze
or store information. These cards can also store
member information or store details of all
transactions
Stack The shelves or bookcases on which the library's
materials are stored. The plural, stacks, is often
used.
Stock-verification The physical verification of the presence and
condition of the library resources using the
accession register
73
6.6. Annexure 6: Dr. V K R V Rao Library Layout
Library Layout
The main entrance of the library is at the ground floor is facing west. There are two staircases
in the library leading to first floor.
Ground Floor
Issue counter
OPAC Service
Xerox Service
Research Scholar's Reading Room
Reference Section
Display of Latest books
Faculty Reading Room
Visitors Reading Room
Senior Assistant Librarian
Current Periodicals, Newsletters & Newspapers
Books Stack (001-303)
Books Stack (304-999)
Deputy Librarian’s Office
Book Acquisition Section
Mezzanine Floor
Bound Volumes of Journals (A-Z)
First Floor
Census Documents
Maps & Atlases
Assistant Librarian ‘s Office
Databank
Micro Documents
Newspapers and Magazines (back issues)
OPAC Service
Reports & Government Publications
74
6.7. Annexure 7: FPI Library Layout
Library Layout
The library is located in the ground floor and has one level.
Layout:
Xerox Service
OPAC Services
Store Area
Reading Area
Stacks Area
Journal Section
75
6.8. Annexure 8: Quality Management on Information Services
according to ISO 9000
Quality Management on Information Services according to ISO 9000
La gestión de la calidad en Servicios de Información con base en la
ISO 9000
Valéria Martin Valls
Waldomiro de Castro Santos Vergueiro
ECA - Escola de Comunicações e Artes
USP – Universidade de São Paulo
Av. Prof. Lúcio Martins Rodrigues, 443
05508-900 – São Paulo, SP Brazil
Phone: +55-11-3091-4107
[email protected] (Rodrigue)
Abstract
This work focuses on the use of ISO 9000 standards for the introduction of Quality
Management in information services, based on a comprehensive review of the literature, from
the earliest citations to those published more recently. It presents and discusses the benefits,
the concerns and the difficulties of this kind of model, with the objective of providing support
to information services managers in order to increase their understanding and knowledge, and
to contribute to the use of Quality Management in information services.
Keywords
Quality Management
Information Services
ISO 9000
76
Introduction
The objective of this work is to provide a review of both Brazilian and international literature
on the application of Quality Management in information services based on ISO 9000, in
order to support its understanding and use in Brazilian information services, thus contributing
for the enhancement of discussions on the subject, including the presentation of an overview
with the main benefits, challenges and difficulties associated with such management model.
With respect to international specialized literature, the earliest references on the application
of quality assurance standards in information services mention the British standard BS 5750
which were precursory to ISO 9000 standard series. The early published works by Dawson
(1992), Ashcroft & Barton (1993), Jackson & Ashton (1993) and Wedlake (1993) discuss the
introduction of industrial concepts for service activities, with emphasis on the difficulties of
the interpretation of the requisites of BS 5750 for the real world of information services. One
should mention that BS 5750 was directed towards quality assurance of goods. Therefore,
these early difficulties were only natural. However the above mentioned works were of a
precursory nature, and opened the theme for further discussions on several works that were
published over the next decade. In Brazil, the very first specific works on the theme were
published in 2000, with theoretical studies and experiment reports.
1) The precursory works on the application of ISO 9000 in information services
In 1994 Peter Brophy published an article describing the experience of the University of
Central Lancashire Library in the implementation of a Quality Management System based on
ISO 9000. This was the first university library in England to obtain the ISO 9000 certification.
According to the author, along the implementation process of Quality Management, the
library managers researched on the concept of “quality”, particularly on its application in a
public service, and were able to identify possible operational and strategic gains that Quality
Management could bring about, with emphasis on continuous improvements. In this context,
the ISO 9000 standards provided the internationally proven directives for Quality
Management particularly at the operational level. Under the consequences of the
implementation of ISO 9000 standards at the library, rises the evolution on information
services, with particular impact in the quality of services provided for the library users. An
important aspect mentioned in this article is the culture of the University, of which the library
is a part. The author stresses the fact that the implementation of a Quality Management
77
System was only possible as the University mission is to turn students into researchers, and
the information systems play a key role in such process. Besides that, the very concept of
quality in the library, namely providing the needs of users with the available resources, is
very appropriate, as a process that is implemented in information service is only viable with
effective support of the organization behind it. Additionally, emphasis is given to meeting the
users´ needs, even considering the fact that the 1994 version of ISO 9001 did not reinforce
this point. With respect to a university library, the needs of users (particularly those of
Students) are linked to the educational policies of the supporting entity, which directs the
planning and implementation of the services.
Peter Brophy’s report is very enlightening, as it describes, although in a concise manner, how
the Quality Management System was implemented, its difficulties and the improvements that
were achieved. The highlight of the article is the author’s disqualification of the myth of the
so called bureaucratic standardization, bringing the ISO 9000 directives to its proper meaning,
that is, a directive to be followed, always considering the organizational in its essence and
characteristics.
Also in 1994 Carl Johannsen published his first article on the theme, questioning whether or
not the concepts of Quality Management were applicable to the context of libraries. To
introduce the discussion, the author presented an outlook on the standards of the ISO 9000
series, including a brief review on the literature. Based on these concepts, the applicability of
the theory was analyzed, in the context of libraries. The author concluded that the ISO 9000
standards are applicable to Information Services. However he emphasized that the objectives
and the manner by which the implementation is conducted are important elements for the
achievement of Quality Management actual objectives. Johannsen pointed out, for example,
that if the implementation is mechanically conducted, without full understanding of the
philosophy supporting the standards, the Quality Management System would become a
bureaucratic one, with little use for the involved managers. Besides that, four
recommendations were presented, based in the case study of the “Nordic Project”, which
involved the application of Quality Assurance in Libraries concepts. The first
recommendation refers to the analysis of the reality of the implemented processes. Changes
in activities should only be made respecting their nature, and not only to comply with the
standards´ requisites. The second recommendation emphasizes the importance that the
selection and use of Quality Management Systems tools be based in the analysis and
78
understanding of service users needs. One should avoid that the system implementation cause
bureaucracy and compromises quality levels previously attained. The third recommendation
brings attention to the fact that the implemented Quality System should be aligned to the
organizational culture, and that its interface with participants should be conducted in a careful
fashion, so that they actually contribute to the desired changes. Finally, the fourth
recommendation refers to the fact that ISO 9001 standards should not be considered only as
guidelines to achieve quality levels. The implementation of Quality Management is a
complex process, comprising many stages, mainly those related to quality culture and the
understanding of its principles and philosophy, in order to effectively reach its objectives.
Johannsen´s overview is quite up to date with particular regards to the item relative to
criticism. Although the standard version has been revised, many organizations still implement
Quality Management Systems without a clear understanding of its actual objectives. The
article provides opportune reflection on the theme, and can be complemented by other
published articles by the author in 1995 and 1996, both reporting the practical experience
originated on the “Nordic Project” (1993/94).
Complementing this first phase of study on the subject, Elisa Garcia-Morales issued a
communiqué in 1994, in an event in Spain, in which the overview of the application of the
philosophy of Quality Management in information services is outlined, with emphasis on the
need to review the current mindset as far as the user needs were concerned. The communiqué
stressed the difficulty in obtaining precise information on the actual expectations of users,
which are the indispensable parameters for structuring the processes in order to attain high
levels of quality. A historical analysis on the relationship between Information Services and
users was presented, reinforcing the need to change the mindset of providers of information
services, who should not only name users as clients, but also see them this way. This analysis
was made in a very realistic manner, stressing that not all users would be provided with
maximum quality standards. The key client concept was introduced, as well as the maximum
levels of quality that information services could reach. It was an intelligent approach,
particularly considering the available resources (that not always are the necessary ones to
assure all of the planned objectives). Other studied point refers to the need to define and
implement indicators or other measurement forms, capable of demonstrating to which extent
the services reflect the targeted objectives, and if they are in fact meeting the clients
expectations. The definition of performance indicators is a well known activity by librarians,
79
particularly those with focus on statistics and measurements that are usual to information
services. In this sense, a difference is established between activity indicators and quality
indicators, the latter becoming an important management tool as basis for the rationalization
and redistribution of available resources. The author also presented what she called “The four
fundamental rules of Quality applied to information services”:
a. Quality is a first step, as only this management model produces long term benefits.
b. The concept of markets should penetrate the information services, particularly under
the aspect of meeting the client’s needs.
c. The internal atmosphere of the information service should be oriented both internal
and externally, towards the needs of clients.
d. All aspects related to quality should be measurable.
The work presented by Elisa Garcia-Morales sheds light on basic points of the fundamentals
of Quality Management directly applied to the environment of information services, in a
didactic way, always cross examining such fundamentals and the realities of such services, in
a pragmatic and realistic scenario.
This pragmatism can also be seen on the book by Ellis and Norton (1996) which approaches,
through the authors´ experience on the implementation of the Quality Management System of
the Management Information Centre, in England, the basic notions on Quality Management,
requisites of the ISO standards and their application (with examples applicable to the realities
of libraries), the documentation of work processes, quality audits, implementation of
performance indicators, management of changes brought by the adoption of Quality
Management, the certification process and the Certifying Organisms in England, and last but
not least, the management of the system after the certification. The basic objective of the
book is providing practical guidance to assist the implementation of Quality Management
Systems in Libraries, and by means of the examples provided and authors´ experience, it
certainly is a valuable contribution for the literature on the theme.
2) The report of practical experiences
One should note, as in the previous item, a clear trend in the analyzed literature, of
approaching the theme through the presentation of practical cases of implementation of ISO
80
standards directives in information services. The chart below shows this trend, with
experience reports from 1996 to 2004 in chronological order:
Chart 1- Quality Management Systems implemented in information services
Of all the mentioned papers, one should note the article published by Claudia Giraldo
Arredondo (2003), reporting the experience of the Department of Culture and Libraries of
Comfenalco in Antioquia, Colombia. With the purpose of sharing her experience, the author
presents a general overview on Quality Systems, a brief history of the Department of Culture
and Libraries and its Quality Management project up to the certification, including the
contribution of the libraries on the implementation of the project. The libraries of this
Department were organized according to the directives and principles of the UNESCO´s
Manifest for Public Libraries, even though Comfenalco is a nongovernmental organization
dedicated to social support and maintained by private entities. Comfenalco´s certification
process involved all departments of the group (Hotel, Libraries, Educational Institute, Travel
Agency, etc.), and the author notes that the libraries, in this context, played a role on the
81
certification effort. On her opinion, a public library would not be able to bear the burden of a
similar project, mainly due to the absence of a formal certification requirement, as well as for
the lack of enough resources needed for the implementation of a full fledged Quality
Management System (2003, p.132). The ISO 9001 version 2000 requirements and their
application in the Department of Culture and Libraries are also presented, with very didactic
explanation on how the interpretation of the standard requisites was carried out for
application in an information service.
Another Colombian experience is reported by López Calle (2003), presenting the experience
of the Department of Libraries of the University of Antioquia in the implementation and
certification of its Quality Management System based on ISO 9001:2000. Besides covering
several conceptual aspects of Quality Management and the methodology used in the
University, this work brings statistical data on improvements as far as users and library
workers satisfaction are concerned, as well as general results of the library, such as complains,
percentage of trained workers, increases of technical processing, material loans and courses
provided to users, all of these as examples of improvements achieved as a direct consequence
of Quality System deployment.
Other author to be noted is Núria Balagué Mola (2000, 2001, 2002a and 2002b), who
describes the implementation experience of ISO 9000 standards at the Service of Libraries of
Autonomous University of Barcelona. In the article “ The application of ISO 9000 Standards
in centers of documentation: an opportunity for improvements” (2002a), the author describes
in detail the main steps for the implementation of a Quality Management System based on
Standards ISO 9001 : 2000 in information services. Such steps are: presentation of the project,
preliminary diagnosis, planning and organization of the activities, preparation of the Quality
Management System documentation, pre certification audit, certification of the system and
finally, post certification maintenance and improvements of the system. The author presents,
with wealth of details, the difficulties and questioning that were overcome along the
implementation process, besides discussing the pros and cons of this type of project, thus
enhancing the presented analysis.
Besides the papers with a primarily practical approach, the specialized literature offers
theoretical studies. Among these, the following ones should be noted, in chronological order:
Jha et al (1997), Pacios Lozano (1997), Abreu & Andalia (1998), Mulye & Deshpande(1998),
82
Portuondo Sánches (1998), Dobson & Ernst (1999), Pelizzari (1999), Sardelli (1999),
Ramesh (2000), Glowacka (2002), Gómez Hernandez (2002), Selvi (2002), Barbêdo (2004),
Martins & Lotti (2004) and Valls (2005a e 2005b).
3) Overview on the application of Quality Management based on ISO 9000
standards in information services
Based on the analysis of the previously mentioned works, we can outline a general view with
regards to the applicability of the concepts and fundamentals of the ISO 9000 standards in
information services, exemplified on the following items. For the preparation of this general
view, the works analyzing the 2000 version of ISO 9000 were primarily considered, since
many critical points of previous version were corrected on the new version. Besides this, the
eight principles of Quality Management presented on NBR ISO 9000 (ASSOCIAÇÃO
BRASILEIRA DE NORMAS TÉCNICAS, 2000, p. 2) were considered, in order to
contextualize the identified benefits:
a. Main benefits identified on the analyzed literature (ordered according to the eight
principles of Quality Management):
i. Focus on the client:
I. Conversion of subjective user needs into documented processes.
II. Deployment of processes to receive and deal with the users´ manifestations
(praise, criticism and suggestions).
III. Implementation of users committees and other forms to enhance proximity
between users and suppliers of information services.
IV. Introduction of the internal client concept, generating more synergy and
integration among the teams.
V. Greater proximity and interaction with users, identifying their actual information
needs, and expectations regarding the provided services.
83
ii. Leadership
I. Increase the role of Directors and department leaders, who are responsible for
team motivation and planning, implementation and improvement of the Quality
Management System.
II. Emphasis on human capital at the libraries, as resource to sustain the
implemented processes that directly depend upon the posture and motivation of
the leaders.
III. Strengthening of leadership.
iii. People involvement
I. Sharing knowledge and individual experience.
II. Increase team morale, as a result of its involvement with the Quality
Management System and with the feedback from users.
III. Identification of natural talents and leaders.
IV. Greater participation of team members on decisions related to services
(Democratic approach).
V. Change of the organizational culture, creating new professional and personal
opportunities for team members.
VI. Decrease of stress among workers, as they clearly know what the organization
expects from them.
VII. Training of entire team involved directly or indirectly with client services.
iv. Process approach
I. Opportunity to simplify technical and administrative routines, with the planning
and implementation of integrated processes.
II. Standardization of activities, by means of the developed documentation and
training of all involved.
III. Priority on the processes that originate products and services.
84
v. Systemic approach to management
I. Departmental activities become known by the entire team in a transparent and
easily understandable manner, in order to facilitate the understanding of inter
relationships and shared responsibilities;
II. Clear definition of function and responsibility of each team member. All team
members become directly responsible for the Quality Management System;
III. Integration with all other areas of the supporting institution;
IV. Greater integration of technical, administrative and client services teams, etc.;
V. Systemic and objective monitoring of quality of all products and services
implemented;
vi. Continuous improvement
I. Increase of credibility of the Service and of the information Professionals
towards the supporting institution and users;
II. Establishment of criteria for the development of collections (physical and digital)
III. Establishment of a culture of continuous improvement, including the use of
quality tools to detect, prevent and correct failures;
IV. Establishment of a policy for the information service;
V. Implementation of internal and external audits as a means to constantly analyze
the processes performances;
VI. Greater speed in performing the activities, due to the optimized and integrated
cycles;
VII. Greater control of costs and expenses;
VIII. Greater planning and prioritization of tasks and activities;
IX. Better organization of the collection;
X. Improvement in quality of data and information supplied, due to better
communication processes;
XI. Gains in advertisement and promotion of products and services;
XII. Gathering resources, with justification of needs based on hard facts;
XIII. Optimization of the use of available resources;
XIV. Enhancement of cooperation among libraries;
XV. Cost reduction, mainly those related to rework and waste;
85
XVI. Elimination of tasks and bureaucratic routines that do not add value to the
implemented system;
XVII. Unification of criteria;
vii. Factual approach for the decision making process
I. Implementation of quality indicators and management based on facts and data.
II. Implementation of mechanisms to prevent and correct errors;
III. Implementation of supervisory and control mechanisms;
viii. Mutual benefits in the relationship with suppliers
I. Greater relationship with suppliers of products and services.
b. Main difficulties encountered and criticism to this type of model, identified in the
analyzed literature:
i. Lack of support from management of supporting institution;
ii. Absence of human and technological resources for the implementation of all
necessary processes;
iii. The character of the ISO standards is still eminently industrial, and their
application to information services is very difficult and complicated;
iv. Decrease of room for creativity and innovation when the standardization of
activities is established;
v. Underestimated complexity of the process of implementation of a Quality
Management System, involving empirical initiatives without theoretical basis,
causing discontinuity and frustration to all involved;
vi. Different worker profiles and personal concepts sometimes make the
standardization all but impossible;
vii. Difficulty in documenting activities, due to the “oral tradition” of information
services;
viii. Difficulty in implementing mechanisms of communication with users;
ix. Difficulty in incorporating the Quality Management System in the daily life of the
information service and its administration;
86
x. Difficulty in translating the standard requisites to the reality of providing
information services;
xi. Team satisfied with the status quo of the information service, not receptive to
changes;
xii. Excess of documentation generated in some activities;
xiii. Excess of measurements and controls;
xiv. Imposing behavior of the information service manager, without clarification and
motivation for the team;
xv. Imposition of system packages without concern to the culture of the information
system (specially when external consultancy is hired);
xvi. Implementation of quality management solely on the information service without
a Quality Policy defined and implemented in the supporting institution;
xvii. Inhibition of flexibility many times producing bureaucratic client servicing;
xviii. Passive posture of managers of information service as far as criticism and
suggestion from customer are concerned, invalidating management focus on the
client;
xix. Use of ISO 9000 as an end in itself, not as a means to achieve service quality;
xx. Variety of implemented services.
With basis on the articles, academic studies, communiqués and analyzed books on this study,
we can conclude that the implementation of Quality Management in information services
based on the ISO 9000 series is a viable strategy and can be used by the managers of such
services in initiatives towards the improvement of quality of services and products offered,
and the enhancement of users satisfaction levels.
4) Final Considerations
As presented, the literature describes several practical experiences and theoretical studies that
analyze such application, and demonstrate, even in a generic form, how a project of this type
can be conducted. Obviously, each organization has its own typical characteristics and the
internal and external environments of each one of them may differ, sometimes helping and
sometimes making it more difficult to implement projects related to Quality Management;
however, one clearly observes predisposition to use the principles defined on the ISO 9000
standard series, as a parameter to guide and support quality improvement initiatives. This fact
87
by itself is an important benefit as the standards are internationally accepted as a guideline for
the implementation of Quality Management in organizations of different types and sizes. It
should be noted in this context, that the growth of the number of ISO 9000 certificates in
Brazil has been growing exponentially, starting with 18 certificates issued in 1990 to 5,518 in
2004, according to official data from ABNT (PERSPECTIVAS, 2004, p. 7). This scenario
has certainly favored the option of several information services towards the standards of the
ISO 9000 series, which, besides being an internationally accepted standard, present the
minimum requisites for the implementation of a Quality Management System, with the
objective of assuring that products, services and processes meet the specified requisites.
Although the standard does not define how the process shall be implemented, it clearly
defines the objectives of each process and its relationship with the system as a whole.
Thus, one can affirm that libraries need to search for new ways to incorporate the client/user
into the philosophy of services that they use, and the application of a quality management
system in this segment may contribute to the development of activities meeting the needs of
users, besides a better internal organization, clear and documented definition of activities and
responsibilities of their teams and the strengthening of competence and work quality. […]
The new version of ISO 9000 (2000) focuses on clients and the library management pursues
improvements in user services. One expects that the implementation of ISO 9000: 2000 in
libraries will bring quality assurance in all processes for the satisfaction of users.
(BARBÊDO & TURRIONI, 2003, s.n.)
Specifically on the option of information services for the directives of the ISO 9000 series
instead of other available models, such fact is not very relevant, as the most important factor
is to consider the standard as a means to achieve the planned objectives, and not as an end in
itself. Many organizations opt for a certification based on NBR ISO 9001, for example, for
the sole purposes of advertisement and marketing. In such case, the Quality Management
System tends to turn into a problem, particularly considering its post certification
maintenance. On the other hand, many other organizations opt for the proposed model in the
ISO series as an aid for their improvement projects. It is also important to notice that opting
for the directives of ISO 9000 does not necessarily mean pursuing the Quality Management
System certification by a Certifying Organism, which requires resources and mainly the
involvement of the entire organization. In this sense, in many information services the
objective in initiating a Quality Program is not the certification by itself or its value as a
88
marketing tool, but mainly the genuine willingness to improve management processes and
services to clients (JOHANNSEN, 1996, p. 16). This paradigm rupture is very important to
mitigate the fact that some professionals are afraid of using the standards, with fears that once
the project is started there is no return, that is, getting involved in a contract with a certifying
organism and even creating expectations on users and on other persons involved. Above all,
planning and implementing a Quality Management System based on the ISO 9000 standards
is an extremely admissible choice for Brazilian information services, particularly when one
considers the several successful experiences reported by the international literature. Among
these reports, particular notice should be given to Nora Helena López Calle´s, that affirms:
The several administrative models offer instruments and actions to conduct the changes in
organizations. One of them is Quality Management based on ISO 9000. The importance of
this series of standards, independently from the option for certification, is the possibility to
reorganize the library in aspects such as the planning of a strategy for continuous
improvement; motivate, integrate and empower all workers; rely on a better organization,
planning and internal coordination; increase user fidelity and save on expenses by means of
adequate methods. (2003, s.n.)
Another important point refers to the fact that having an implemented Quality Management
System does not mean that the information service is not fallible, that the team is perfect and
that users will be eternally satisfied. Far from that. The greater objective is keeping the
processes under control, knowing their characteristics and limitations, and having the
information to correct eventual deviations, among other objectives previously mentioned in
this work. It is possible to affirm, in short, that the greater objective of such implementation
is predictability, that is, the possibility of forecasting needs and resources as well as problems
or deviations along the process. In this subtle contradiction – of proposing an apparently
complex system based on fundamental concepts ─, resides one of the biggest attractions of
NBR ISO 9001. Particularly in the information services:
A quality system based on the ISO standard must be able to demonstrate, at all times, that its
requisites are met. It is not about doing more in less time, neither doing things in a spectacular fashion;
it is about describing what one does, and demonstrate at any time, that one has done the work as
described in the documentation (BALAGUÉ MOLA, 2001, p. 14)
89
Therefore, understanding clearly what each requisite proposes, and describing the Quality
Management System adequate for each information service is the first step to be taken. Many
initiatives are not successful because the System design is originated from a different reality,
as if a well succeeded formula could be repeated. It is obvious that analyzing other
experiences is an effective technique, as it helps avoiding the repetition of problems, and
mainly allows the renewal of good ideas, but the planning of a Quality Management System
depends directly on the characteristics of each organization. In this sense, “perhaps the only
valid recipe for the implementation of quality, is the one that affirms that there are no valid
recipes” (VERGUEIRO, 2002, p. 118).
Besides this, one of the strongest criticisms to the ISO 9000 standards is that they are
bureaucratic, immobilizing the team, preventing it from using flexibility and creativity, as the
standardization of processes uniforms the activities, with the establishment of documents and
related standards. Especially in information services, this vision is also contradictory as
Library Management is an eminently prescriptive science, with its own secular rules and
codes for the analysis and organization of data, information and knowledge. It is quite
understandable that the amplification of the tradition of standardization of the information
services, from the technical areas to the client service sectors, is possible and necessary, as
client satisfaction is based upon subjective elements, and the more predictable a system is, the
greater will be the user perception on the quality of the service.
Thus, the application of Quality Management in information services based on ISO 9000
is an important step in the evolution of administrative theories applicable to these services,
creating opportunities for the use of contemporary management practices founded on
professional posture and market vision, in its most basic meaning, that is, providing services
to users, the very reason for any information service.
90
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Valéria Martin Valls
Bachelor in Library Management and Documentation, Master and Doctor in Communication
Sciences (Escola de Comunicação e Artes da Universidade de São Paulo, ECA- USP).
Professor of the graduate course at Fundação Escola de Sociologia e Política de São Paulo
(FESPSP). Consultant in Quality Management and Knowledge Management. Performed
executive functions in the areas of Information Management and Quality Management,
especially participating as Directory Representative (ISO 9000), responsible for
implementation and certification of Quality Management Systems. Has published articles on
96
Library Management and Quality Management in Information Services in specialized
periodicals in Brazil and Portugal.
Waldomiro de Castro Santos Vergueiro
Bachelor in Library Management and Documentation (Fundação Escola de Sociologia e
Política de São Paulo, FESPSP) Master, Doctor and Free Lecturer in Communication
Sciences (Escola de Comunicação e Artes da Universidade de São Paulo, ECA-USP). Post-
doctorate in Loughborough University of Technology, England (1994). Research stage at
Universidad Carlos III in Madrid, Spain (2004). Associate Professor and Head of
Departament of Library Sciences and Documentation at ECA-USP. Member of the
Consulting Board of the specialized periodicals Revista Interamericana de Bibliotecologia
(Colombia), International Journal of Comic Art (USA) and Revista Latinoamericana de
Estudios de la Historieta (Cuba). Has oriented 11 Master theses, 3 Doctorate theses and 39
course conclusion works in the area of Library Management. Has published works on Library
Management, and Quality Management in Information Services in specialized periodicals in
Brazil, United States of America, Cuba, Spain, England, Portugal, Argentina and Colombia.
Has four published books on Library Management, and collaborated in specialized works
published in England, France, Holland and India.
