College and Research Libraries By ELMER M. GRIEDER The Reorganization of the Stanford University Libraries Mr. Grieder is associate director, Stan- .f01·d University Libraries. I N A SURVEY of the Stanford University Libraries published in 1947 one of the weaknesses upon which the surveyors dwelt at length was a rapid deterioration of the bonds which held together the main library and the twenty-four special and depart- mental libraries. They noted a strong tendency toward decentralization, which had already withdrawn from the effective jurisdiction of the library administration a large and important segment of the collec- tions and a considerable portion of the University's total expenditures for library purposes. 1 This trend toward autonomy in the establishment and operation of subject librqries had developed in contradiction to action taken by both the Academic Council and the Board of Trustees in 1925. 2 Legally the Director of Libraries was in a strong position; actually, of twenty-four departmental and professional school li- braries four were staffed by the main library and therefore under a fairly direct control; six were staffed from departmental budgets, and fourteen were unstaffed, or managed by secretaries or students having no con- 1 Wilson, Louis. R. and R. C. Swankt Report of a Survey of the Ltbrary of Stanford Unwersity. Chi· cago, A:LA,. 194?, p. 61-65, 11:1-·16. Questions relating to spectal hbranes are also dtscussed in chapters de- voted .to finance, personnel, and other aspects of library operatwns. 2 Stanford University, Tntstees Manual 1937 p. 199. "He the Director ~f Libraries, shall h~ve cu;tody of all books, etc. belongm~ to the University Library or to Departme~tal Libranes . . . He shall have con- trol . o.f all. as31stants 'Yho shall be emp loyed in the admtmstrahon of the Ltbrary . . . Librari ans or cura· tors . of departmental or special libraries employed pri· manly .for the care a~d administration of such sha ll be ~ommated for appomtment by the Director of Li- ~~~~~~t ,;md shall be under his genera l supervision and nection with the main library. In Septem- ber, 1946 the Hoover Library was placed directly under the chairman of the Hoover Institute and Library; the Medical Library showed a strong tendency to pull away; and a general feeling of dissatisfac- tion with the existing relationships was evident in many departments and schools. 3 Control by the central library administra- tion was regarded in many quarters as unnecessary, and sometimes as a positive hindrance to effective library operation. This breakdown in organization was at- tributed primarily to a lack of machinery for the proper administration of the out- lying collections and of certain centralized functions, espe;::ially the allocation and ex- penditure of book funds, budget planning and accounting, and public services. 4 Per- haps the most fund amen tal weakness was the concentration of responsibility in the director's office. In addition to direct supervision of six central divisions and twenty-four special libraries, he was per- sonally responsible for all budgeting and accounting, interlibrary loans, exchanges, and departmental and ~niversity relation- ships of all kinds. The Survey proposed an immediate re- organization in which an associate li- brarian would assume responsibility for the existing divisions in the main library, and an assistant librarian would supervise the operation of all departmental and school libraries. The latter were to be grouped into three divisions: Social Sciences, Bio- logical Sciences, and Physical Sciences and 3 Survey, p. 63-64, II4·I6, 128·29. 4 Ibid., p. 45·58, 64-65, 70-72. 246 COLLEGE AND RESEARCH LIBRARIES Engineering, with the Lane Medical Li- brary and the Hoover Library as separate divisional entities. For the more distant future, when better integration of the divi- sions could be effected, a scheme having seven divisions was proposed, with an asso- ciate librarian sharing central administra- tive duties. These divisions were designated as Central Processing, Central Service, Hoover Library, Humanities, Social Science, Biological Science (which would include the Lane Medical Library), and Physical Science and Engineering. 5 It will be seen that the surveyors were much preoccupied by the proliferation of special libraries, the irregular and uncertain character of their financing, their tendency to escape the jurisdiction of the library administration, and the resulting ineffi- ciency of all library functions. This paper is an account of what Stanford has done since 1947 to reestablish effective adminis- trative control over existing collections, to coordinate their acquisitional and service functions, and to insure that any new libraries will be established on sound foun- dations and with a logical and clearly defined relationship to the whole library system. I. The Divisional Organization at Stanford In September, 1949 a partial reorganiza- tion of the Stanford libraries took effect, by which every library in the University was placed in a definite relationship to the system as a whole, as illustrated on the accompanying organization chart. The four central divisions-Order, Catalog, Circulation, and Special Collections-re- mained virtually unchanged, though the first has since been renamed the Acquisition Division. The Reference Division, which became the Reference and Humanities Di- vision, had no distinct change in its func- tions, but was henceforth considered one of the subject divisions, with a view to its ultimate conversion into a Humanities Library. Certain special subject responsi- bilities were attached to it and the Music Library and a small German collection were assigned to its jurisdiction. The most radical step in this reorganiza- tion was the grouping of the small subject collections into three new divisions. The Social Science Division embraced the Docu- ments Library, the Education Library, the Hopkins Transportation Library, the Journalism Library and the West Me- morial Library in political science. The Biological Science Division included seven related libraries, and has since absorbed an eighth. The Science and Engineering Divi- sion comprised seven technical libraries, of which two, the Mathematics and Physics Libraries, have since merged. The Lane Medical Library formed a ninth division. A chief librarian was appointed to head each division, the incumbent being in most cases the librarian of the largest component collection. The Business, Law, Food Re- search, and Hoover Libraries retained their autonomous status, which consists essentially in being financed from school or institute budgets. The University Library performs certain functions, such as ordering and cata- loging, for most of these libraries, but they are not under its jurisdiction in a statutory sense. The divisional plan as it has evolved in the past ten years in the libraries of the University of Colorado, the University of Nebraska or Washington State College originated primarily as a device to strengthen the services of the library. It is a compromise intended to retain the admin- 'istrative efficiency of the centralized collec- tion while securing at least in part the advantages of convenience, expert subject librarianship, and faculty interest which ap~I:;a;.;n Ppa:g; 62; ~~~- Iii. · Cha rts for the t wo plan s special libraries are intended to provide. JULY, 1952 247 ; N -+:>.. 00 C'J a ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ c:;,_, ~ ~ ~ C'J ~ ~ "'"'-4 O;j ~ ~ ~ t;; c:;,_, I Acquisition Division 1 -0rder Department -Serial Department -Gift & Exchange Department -Binding & Receiving Service I Humanities & Reference Division 1 -Music Library -German Library -Stanfordiana AUTONOMOUS UBRARIES Hoover Library Food Research Institute Library Law Library Graduate School of Business Library 1-Industrial Relations Library STANFORD UNIVERSITY LIBRARIES ORGANIZATION CHART September 1, 1951 Board of Trustees I President- - I I Director's Office- - - -Faculty Library Committee 1 I Catalog Division I Circulation Division -Main Loan Desk -Reserve Book Room -Western Civilization Library -Stanford Village Library - Interlibrary Loan Service I I Social Science Division Biological Science Division -Document Library -Anatomy Library -Education Library -Bacteriology Library -Journalism Library -Biology Library -West Memorial Library -Dudley Herbarium Library - Hopkins Transportation Library -Hopkins Marine Station Library -Natural History Museum Library -Physical Education for Women Library -Physical Therapy Library I I Far Eastern Collection Lane Medical Librar_y 1-Barkan Library I Special Collections Division 1 - Bender Room -Felton Library -Drama Collection -Other Special Collections I Science & Engineering Division -Aeronautics Library - Electronics Library - Engineering Library -Chemistry Library -Physics & Mathematics Library -Mineral Sciences Library It can conceivably operate as a centralizing or as a decentralizing process, depending on the nature of the library to which it is applied. At Stanford the divisional plan was essentially an effort to reintegrate the libraries in an administrative sense. It has had no distinct effect as regards physical relocation or reorganization of the collec- tion's, which for the most part is contin- gent on the realization of a building pro- gram adapted to a new alignment of the library's resources. The divisional organization at Stanford has achieved substantial results in eliminat- ing, or at least alleviating, the evils at which it was aimed, and it has brought many positive benefits. Its results may be summarized as follows : I. It has permitted decentralization of many administrative duties, the division chiefs now assuming responsibility for the libraries under their jurisdiction in such matters as staff schedules, service policies and procedures, budget planning, routine faculty contacts, and other ad- ministrative functions. 2. It has encouraged the growth of a com- petent administrative group, closely asso- ciated with various faculties, to represent the interests of the subject libraries and the faculties they serve in planning the over-all library program. The increased independence and larger responsibilities of the division chiefs have been a great stimulus to their professional growth and to their interest in the library as a whole as well as in their own divisional library activities. The Administrative Council of division chiefs meets regularly with the Director of Libraries to discuss problems of common interest and to plan changes in policy and procedure. 3. It has fostered the coordination of acqui- sition programs and service functions among libraries with similar interests and has tended to place emphasis on the advantages of closer relationships. The recent merger of the Mathematics and Physics Libraries illustrates the readi- ness of faculty members to recognize these advantages and their willingness to JULYJ 1952 accept administrative simplification if they ~re confident that their own inter- ests are appreciated and protected. 4· It has assured at l~ast some regular professional supervision for every library, even though full-time librarians cah be provided only- for the larger collections. 5· It has facilitated the centralization of book funds, accounting, binding, serial records, and cataloging in the main library, the formulation of uniform service programs, and the unification of the library budgets. The plan as it has finally developed con- forms to neither of the schemes proposed by the surveyors. It most closely resembles the second, but the Order, Catalog, Circula- tion and Special Collections Divisions retain their identities, the Hoover Library remains autonomous, and the Lane Medical Library is a division rather than a part of the Biological Science group. II. The Classification of Libraries An attempt has recently been made to classify the special libraries at Stanford on the basis of certain descriptive criteria. It became necessary during the past year to formulate a procedure for setting up a pro- posed new library. A very brief considera- tion led to the conclusion that some definition of its ultimate size and character would be required before any rational plan could be developed. This in turn led to a review of existing libraries. They fell into two main types, which were finally char- acterized as branch libraries and depart- mental libraries. These classes were distinguished only after the criteria had been listed, and libraries were classified on the basis of their conformity to one or the other set of standards. In general, branch libraries are those having the following characteristics : 1. The major (not necessarily all) re- sources of the University Libraries m appropriate subject fields are housed m these libraries. 249 2. They are intended to be indefinitely cu- mulative, except as financial ~onditions, space, or other circumstances may force limitations. 3· New acquisitions in the subjects covered are automatically sent to these libraries regardless of the funds from which they are purchased; e.g., all items classed in Dewey 370 go to the Education Li- brary; all in 620 and 6gg go to Engi- neering. 4· Branch libraries are generally expected to have full catalogs (i.e., including sub- ject cards and other secondary entries) for their holdings. 5· They are normally staffed by profes- sional librarians. 6. They maintain, as far as possible, a full schedule of open hours. 7· Cards in the main catalog for their holdings are generally stamped with loca"'" tion marks. Six of the existing libraries were desig- nated as branch libraries, since they conform fairly well to the above criteria: Biology, M usic 1 Engineering, Mineral Sciences, Edu- cation, and the Lane Medical Library. The criteria for departmental or working libraries are in large measure negatives· of those given above: r. Departmental libraries are limited to the most frequently used works in their fields and are restricted in size. 2. They are not indefinitely cumulative. Older and less used materials are trans- ferred to the main stacks or to a branch library. 3· Only those acquisitions specifically re- quested are sent to them. Such requests may come from a faculty member or a divisional librarian, and may refer to new purchases or to books already in the main library. 4· Normally only an author catalog and shelf-list are provided. s. Non-professional assistants, part-ti~e graduate students, or departmental sec- retaries may supervise departmental li- braries, under the direction of members of the divisional staff. 6. Departmental libraries may operate on restricted schedules of open hours, de- pending on the needs of the faculties which they serve. 7· Cards in the main catalog for their holdings are not stamped. Books are charged to them from the Circulation Division and are considered loans from the main library. This insures mobility and ease of handling. In practice a third class of library is recognized, the permanent special collec- tion. This is usually a static or slowly- growing library, often endowed, which by the terms of the founding gift or for some othe.r strong reason is likely to remain for- ever separate from the rest of the collec- tions. The Felton Library of English and American Literature must legally remain a separately-housed reference collection. The library of the Hopkins Marine Station at Pacific Grove is about roo miles from the campus. It is heavily endowed and must be used for research in marine biology. While it is not a branch library by defini- tion it will therefore remain a separate special library. It should be emphasized that the criteria for branch or departmental libraries as they are listed above cannot be rigidly ap- . plied in every case. They do in a general sense express a pattern and outline a set of objectives, and in the case of a new library they define the essentials of its or- ganization according to the type of library it is intended to be. A decision on the latter point must take into account the financial support available, the subject field to be covered, the existing libraries in re- lated fields, and all other considerations which might affect its operation and its relationship to the rest of the Stanford Libraries. III. The Establishment of New Libraries One of the principal causes of disorgani- zation pointed out in the Stanford survey was the unregulated and unauthorized growth of special subject collections, some- 250 COLLEGE AND RESEARCH LIBRARIES times through gifts and under restnctwns which had never been accepted by the library. In some cases their very existence was unknown to the central library adminis- tration for years. These collections were often unsystematically built, poorly cata- loged-if at all-and without any effective supervlSlon. They had no defined rela- tionship to the rest of the libraries. The processing which some of them needed was a serious drain on library resources after the divisional consolidation, because of their considerable size and the faulty records resulting from lack of professional atten- tion. Their financial support was often uncertain and came from various sources- supply and expense budgets, endowments, transfers from gift funds, expendable gifts, special university grants, or the library budget. In at least one case student fees were used . It was virtually impossible to isolate library expenditures from other cate- gories of departmental accounting. When a new library was proposed it was considered essential that it be established on a solid financial basis, with proper biblio- graphical and business records, under com- petent professional supervision, and with a definite plan regarding its size and scope. In order to insure this a code of regulations was drawn with the approval of the Fac- ulty Library Committee and the president of the university. The essentials of this code are as follows : I. Any department may establish with the approval of the director of University Libraries a departmental library as a service point of the main library, con- forming in general to the seven criteria outlined for such collections. The pur- pose, content, and size of these collections will be subject to ~eview each year by the director. No specialized staff will be provided, although arrangements must be completed and funds made available for student or other help to attend the library and make the books readily avail- able for at least seven hours each day JULY, 1952 Monday through Friday, and three hours on Saturday, except during vaca- tion periods. In effect, the books in these libraries will be on loan from the main collection and therefore must be kept accessible to the whole univer- sity constituency for a reasonable time each week. 2. Branch libraries may be established, or departmental libraries may become branch libraries, with the approval of the director of University Libraries, the Faculty Library Committee, and the president. In general they will operate according to the criteria set up for such collections. 3· All general university funds and re- stricted gift funds earmarked for de- partmental library purposes will be assigned to the budget of the University Libraries. In addition, all books and other library materials given to the departments will be assigned to the custody of the University Libraries. Any terms or conditions restricting the disposition of gift funds or materials will be referred to the director of U ni- versity Libraries for approval by him and by the president's office before the gifts are accepted. These provisions are primarily concerned with administrative arrangements. In prac- tice, faculty and library opinion regarding further dispersion of the collections is very influential in discussions regarding special libraries. The plan for remodeling the main library-still in the paper stage-will allow the organization of certain subject reading rooms which should largely elim- inate the need for new special libraries and perhaps make possible the absorption of some smaller ones now in existence. As the chart shows, the physical and biological sciences are well equipped with special facilities and the only new proposals in these fields have involved small labora- tory c~llections. Of the components in these two divisions only the Engineering Library is in the main building, and lack of space as well as considerations of distance 251 will prevent any major consolidation unless · a unified science library is built at some point convenient to the faculties m these subjects. The humanities and social sciences are much in need of better library facilities and will receive first consideration in the de- velopment of building plans for the main library. These two divisions are as yet administrative conveniences rather than coordinated groups of closely related li- braries. The probability that there will some day be adequate reading rooms and better coordinated acquisitional and service programs for these divisions must be an important factor in determining whether new special collections shall be permitted to grow outside the main library in subject fields which they cover. It is too early to assert that the existing arrangement of divisions and the stipula- tions regarding special libraries represent a final stage in Stanford's thinking. It can only be said that they have up to this time been effective in combating some of the most serious weaknesses ' noted in the survey, and that within their framework there seems to be the possibility of an orderly and effective development of Stanford's collec- tions and services. Expanding the Card Catalog {Continued from page 245) prompt action. If this is done, there will be less to catch up on at die time of the move. At this time, there should be, never- · theless, an automatic inspection of trays, with elimination of any trays that are defec- tive in body of the tray, label holder, or handle. These should be sent out regularly for repair as the work progresses. A sufficient supply of label holder screws should be on hand, and any that turn with- out gripping should be replaced. In order to be effective, a replacement screw must be larger than the one replaced ; old screws from the catalog should not be used under any circumstances. Our carpenter shop has been helpful in determining the size of screw needed, as weil as being the source of supply. Bent rods should be straightened; this can be done easily with a little practice. For this catalog, a supply of nuts and bolts is needed to fasten in the metal square at the back of the tray that frequently be- comes detached. An extra supply of the metal part should be on hand to replace any that have been lost. Method for Complete Transfer of a Catalog The complete transfer of an old catalog to new equipment is in some ways less of a problem than the process of expansion. Such a procedure was experienced here when the move from Low Library to the present building took place. The planning followed the method related above, but tray contents for the new catalog were indicated by upright cards inserted at appropriate points in the original catalog. These cards carried the label statement in each in- stance. This preliminary work consumed a month of the time the moving of the book collections was under way. During that time, labels were made and put in place in the new catalog. When the time came for removal of the catalog to its new .quarters, the process was one of simple transfer of tray contents and consumed only a few hours. It is not recalled that the catalog was used in transit, although tradition has it that encyclopedias were consulted en route. In any case, catalog trays were out of use for a brief time only. 252 COLLEGE AND RESEARCH LIBRARIES