SPT 102: Public/Special Librarianship

2nd Semester AY 2019-2020

Administration of Special Libraries

I. The Special Library as an Organizational Unit

A special library’s place in the organization depends on the size of the

organization. The logical position is one which ensures the visibility of the services
and facilities direct communication with its main clients.

The decision where to put the library in an organization is based on:

1. Service sphere
 How many departments will the library serve?
i. If single department, the library is within that unit.
ii. If entire organization, the library is positioned from which it
can build and maintain effective communication with all the
departments it will serve. It is sometime placed in the
administrative services division, management division, or
may stand independently.
2. Immediate future plans
 The organizational position of the library should be determined
according to the ultimate goal of service.
3. Communication patterns
 The library’s position should ensure that it is an integral part of
the organization’s communication system. It must be perceived as
part of the network by which information is relayed through the
organization. With these, it can serve more effectively and
efficiently.
4. Reporting relationships
 Here are some examples:
i. Corporations – reports are directly toward a high ranking
officer, to head of division, or to director of research and
development.
ii. Academic libraries – reports are toward the library director.
iii. School libraries – reports are toward the principal or school
director.
iv. Institutions or associations – reports are toward the chief
administrator, the executive secretary or director or the
president.

II. Functions in the Special Library

SPT 102: Public/Special Librarianship
2nd Semester AY 2019-2020

The three (3) functions that are most central to the operations of special libraries,
or even other types of libraries are:

1. Acquisition
 Published information (print or non-print; electronic; information
sources that are publicly available like books, journals, and vertical
files materials; CD-ROM; microforms; maps; and so on)
 Internal information (information or material produced or generate
internally like research reports, technical memoranda, working
papers, correspondences, newsletter, etc.)
 Outside resources
2. Organization
 Cataloging and classification
 Indexing
 Abstracting
3. Dissemination
 Readers’ services
 Reference and research service
 Current aware service (CAS) – routing, acquisition bulletin, library
display, newsletters, selective dissemination of information (SDI)

The following table features the various functions in special library (or in any
other library) according to certain degree.

Levels Acquisition Organization Dissemination

 Maintains a collection
 Collects, receives, reference materials
 Shelves books in
and checks  Answers simple and
simple and logical
publications in the factual questions
order
organization  Identifies title of
 Arranges
 Keeps abreast of publications and
periodicals by title
the organization’s verifies references
and date
interests and  Knows the resources
 Establishes a filing
needs for of other libraries
MINIMUM system for
materials  Direct users to other
pamphlets,
 Reviews, select, sources of
clippings, etc.
and orders information sources
 Makes a card or
materials outside the library
computer record of
 Provides access to  Routes new
all major
appropriate magazines or
publications in the
databases for the incoming materials to
library
organization internal clients
interested
 SPT 102: Public/Special Librarianship
2nd Semester AY 2019-2020

 Keeps informed in
the information
needs of the
organization
 Selects and
 Gathers research
develops
materials pertinent to
collections in line
a query and submits
with
them to requester
organizational
 Expands public
information needs
relations and
 Establishes
 Develops a card or marketing activities.
contacts with
computer-based  Prepares selective
dealers or jobbers
catalog with bibliographies
 Begins acquiring
subjects  Undertakes
special collections
 Adopts a published comprehensive
 Creates and
INTERMEDIATE classification literature searches
maintains
scheme  Distributes lists of
complete order
 Adopts a published current literature
file
subject heading list (sometimes with
 Reviews and
for cataloging and abstracts to clients)
strengthens
indexing  Has broad familiarity
library collection
with nationwide
 Prepares selection
library resources in
policy
certain related or
 Establishes regular
pertinent subjects
system for
 Participates in library
evaluation of
networks
publications
 Selects and
provides access to
specialized
databases
 Does formal  Creates internal  Locates, synthesizes,
research on users’ subject evaluates and
needs organization summarizes
 Establishes systems information
contacts with  Integrates internal  Prepares critical
experts’ and and external bibliographies
MAXIMUM dealers’ databases  Prepares and
collections  Indexes, articles evaluates
 Adds other reports, and other comprehensive
specialized materials in depth literature searches
collections using a software  Distributes library-
 Responds to  Prepares abstracts prepared abstracts of
certain of published current information
SPT 102: Public/Special Librarianship
2nd Semester AY 2019-2020

information needs materials received

for special  Provides library
projects prepared translation
of articles
 Acts of information
resources on project
teams
 Regularly prepares
and supplies current
information
 Has thorough
knowledge of subject
experts and possible
sources of
unpublished
information in
related subjects

III. Personnel in the Special Library

People who will man the special library will include professional and clerical stuffs
who are usually employees in the organization.

In hiring professional staff in the library, the following should be considered:

 Education – appropriate education and experience in professional

librarianship and subject knowledge are important.
 Personal qualifications – the person must be able to deal and interact with
diverse clients and personalities. He must have good communication skills
and must be able to establish priorities for competing demands. Other
characteristics include perseverance, a sense of intellectual sympathy with
other persons and their work while retaining objectivity, and a sincere
desire to work with and assist others in furthering the organization’s goals.
 Professional specialties – he/she a technical specialist (good cataloger,
indexer, database expert, records manager, archivist, system analyst)? Or a
subject specialist (reference librarian, database searcher, bibliographer,
translator, abstractor, etc)?

Since the daily functions of the library require clerical and routine work (receipt
and routing of publications, typing, filing, data entry, clipping, etc.), the
organization may hire a clerk to do all these tasks.
SPT 102: Public/Special Librarianship
2nd Semester AY 2019-2020

Good information service begins with a professional librarian planning and

supervising clerical and support work to be able to achieve the library’s more
extensive goals.

IV. Space and Equipment

There must be a clear understanding of the role of the library in the organization,
how it achieves its aims, how it is used by clients (degree and nature of use), the
kind of collection, how its staff operates and its future plans.

In the planning process for space and equipment, the participants are the
librarian, architect and/or space planner or interior designer, and the
management. Here are things that must be taken into account.

1. Location – the library must be visible and convenient to access

2. Area use – library space should be allocated and organized by functional
activities like
 Library user space (service and information area, lounge area, study
carrels, group seating, etc.)
 Professional and clerical staff work areas
 Administrative function areas
3. Area requirements – open rectangular area is most desirable. Odd spaces
can be not as efficient by can be designed to accommodate needs.
Communication needs (e.g. cabling connectivity) should be carefully
planned too. Examples of some typical area requirements are the following.
 Small libraries – 185.8 m2
 Large libraries – at least 929 m2
 For each library worker – 13.9 m2 , but the typical is 9.3 m2 for each
worker
 Ratio of chairs to number of potential users – 1 : 25 or 10% of the
total clientele population
4. Environment – temperature and humidity should be suitable for human
comfort. Rare books and archival papers require lower temperature and
relative humidity. Microforms need protection from excessive dryness and
dust. Adequate filtration is also needed. The library should also consider
clients with disabilities.
5. Lighting – high level of illumination is needed, usually 753 lux. Glare,
reflection, absorption, and shadowing must be addressed.
6. Work stations – this combines both furniture and equipment. Different
functions will certainly have different needs.
7. Software – appropriate software should be present in the library (word
processing, desktop publishing, graphics, library system, etc.)
SPT 102: Public/Special Librarianship
2nd Semester AY 2019-2020

8. Equipment – library equipment is a combination of standard office

furnishing and specialized equipment. Various equipment are needed for
various needs.

V. Budget and Finance

Budget is considered as the library’s primary planning and control device. The
librarian prepares the annual budget and usually exercises full control over its
allocation and implementation.

The budget process, structure and planning, will depend upon the type of budget
the organization or institution employs. There are several variation in budget
preparation.

 Lump sum budget - budget is part of a larger budgetary unit, without

further breakdown
 Open end budget – no definite budget is given
 Line item budget – divided into operating expenses (salaries/wages,
materials and supplies, etc.) and capital outlay (for long term investments
like equipment, renovation, etc.)
 Others – users estimates, comparison with other organizations, hire of
consultants, budget ratios

Budget categories may include the following:

 Salaries
 Print and non-print materials
 Membership in professional associations
 Electronic resources
 Cataloguing tools
 Facilities
 Photocopying equipment
 Supplies
 Services
 Travel and continuing education
 Equipment
 Furnishing

Potential sources of funds for the library are:

 Parcel organization
 Grants and donations
 Fee-based services
SPT 102: Public/Special Librarianship
2nd Semester AY 2019-2020

 Projects

VI. Evaluation and Measurement

Evaluating the library’s collection and services are needed to be able to monitor
how far the library has gone in fulfilling its objectives. Therefore, evaluation
should be related to objectives.

There are several methods that can be considered in performing evaluation.

1. User surveys (formal or informal) – formal user surveys can be conducted

by the management or outside groups. Informal user surveys can be based
on daily interaction with clients.
2. Statistics - this is accomplished by recording all library usage like types of
materials borrowed, frequently of use a certain material, number of
reference questions answered, etc.
3. Objectives – evaluation must be qualitative rather than quantitative, and
must be against accepted guidelines.
4. Annual reports – this compares the library’s performance from the previous
year in terms of projects accomplished, objective achievements, etc.
5. Valuing library services – this is defining the economic value of information
and information services and the value added by the information
professionals.