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plate provided and send it in a file to be batch uploaded overnight. The computer searches all the items on the new want lists against the database of books offered by dealers, matching on author, rifle, topic (key word), edition, and/or binding. The matches, including dealer information, are sent to the requester the next day, then the requester contacts the dealers to make arrangements for purchasing the desired items. Dealers are not given the names of customers for whom a match is made. If a match is not found, the computer will continue to search it each day against all new items uploaded by dealers.

Interloc is unable to provide statistics regarding the number of items that have been purchased through the matches it provides. Sellers are not required to record that information when they remove an item from the database. Some dealers do record their sales online and these transactions go into another database, which the company expects will be offered to customers on a CD-ROM product with regular updates. This information could be useful in the appraisal process. At this point this database includes 125,000 titles.

Interloc does not charge a per transaction or per sale fee. A one-time $100 sign-up fee provides the customer with the software, instruction manual, user I.D., and password. The monthly maintenance fee is $12.50. Connect time is $32 per hour via an 800 number. For customers using more than 1 hour a month, subsequent connect time is $28.80 per hour. The charge for each item listed is 1/3 cent per month per item. Because Interloc does not charge per transaction, a library whose out-of-print search- ing volume is small can negotiate with one or more book dealers who subscribe to this service. Weatherford said that he would assist libraries by providing names of subscribers for them to call.

Currently the service handles anything paper-based, including hardcover and paperback books, pamphlets, documents, autographs, photographs, scores, maps, and atlases. Weatherford did say they occasionally list ephemera, such as stamps and coins. Perhaps the most unusual item sold through Interloc was Jack London's coffeepot, which sold for $7,000! Eventually they expect to include sound recordings and videos. So far Interloc has included very few periodical titles, though this may change in the future.

After 1 year in operation, Weatherford reports that Interloc is making a profit. Of the 2.8 million records uploaded this year, 1.8 million matches have been sent to customers. These matches are not necessarily individual sales, but are opportunities for the customer to contact the dealer. Interloc's current customer base includes 625 dealers, libraries, and individuals world-wide. Weatherford ended the presentation by providing a hands-on demonstration of the software. He gave each par- ticipant a packet of information, which included 5" and 3" diskettes with an online tutorial.

On a personal note, I installed the software on my computer and ran the tutorial. It is easy to use and gives a good overview of all aspects of Interloc. For more information, contact Richard Weatherford at Interloc, Inc., P.O. Box 5, Southworth WA 98386 (360-871-3617).

PII S0364-6408(96)00039-7 Barbara K. Nelson Order Librarian

Auburn University Libraries Auburn University, AL 36849

Internet: bnelson@lib.auburn.edu

Highlights of ALCTS/Role of the Professional in Academic Technical Services Discussion Group

"Positioning for Our Future: Examining the Impact of Organizational Change" was the title and theme of this program. While all three presenters spoke about the organizational changes occurring

198 ALA Annual Conference -- 1995

at their own institutions, their conclusions were similar in nature. Speakers for this discussion group included Patricia Kantner, Head of Technical Services at Purdue University; Richard Harwood, Cataloging Coordinator at the University of Tennessee, Knoxville; and Nancy Chaffin, Bibliographic Services Librarian at Arizona State University West.

Patricia Kantner began by describing the strategic plan that was created and implemented at Purdue University Libraries in 1987. The planning began in 1986 by Emily Mobley, who was the Associate Director for Public Services and Collections and is now the Dean of Libraries. Purdue University had 15 libraries (an undergraduate library and 14 school and departmental libraries) operating independently of each other. Each library had their own policies, procedures, and hours. For instance, at one library journals could circulate, yet at another library, they did not. There was no consistency. Needless to say, the patrons were confused and upset.

The lack of communication between the libraries caused much duplication of effort. Without a central library, they lacked visibility on campus, which hurt the libraries in terms of funding and decisions being made at the University level. To find the answers to these problems, the library staff first looked outward for solutions. However, they eventually realized this way of thinking would get them nowhere. They were going to have to change themselves. The solution was a par- ticipatory strategic plan. Their first step was to form a committee to look at the history and organi- zation of the libraries and to determine its mission and role at the University. After surveying the patrons and interviewing the academic deans, focus groups were formed involving all levels of library staff to develop a mission statement. Next, 19 action teams were created to study various aspects of the libraries and to submit recommendations to the Planning Council. Over 300 recom- mendations were forwarded to the Council, which analyzed and prioritized the list into five strate- gic steps. A timetable of 5 years was given to accomplish these "steps."

Results from this experience have been positive. Even though a hierarchical structure is still in place, the team concept is also being used. For instance, "special interest groups" meet to discuss relevant issues and to recommend changes. Communication between libraries and their staff has approved. Since all levels of staff were involved in contributing to the decision-making, they feel better about themselves and value their work and worth more.

This process has taken Purdue University Libraries 6 years, from 1987 to 1993. The plan is reviewed every 6 months by the Council to look at the progress that has been made and to make revisions.

Kantner concluded her presentation by stating some of the characteristics she would look for when recruiting a new employee. In the past, a specialist would be hired. Now, the libraries would look for someone who is not only a specialist, but who:

1. works well in a team environment; 2. is able to see the bigger picture; and 3. adapts to change and recognizes where change needs to made.

She stressed that although change is not easy, people need to be flexible and open to new ideas. Richard Harwood continued the theme of organizational structure by comparing libraries and

businesses. He listed several characteristics of evolving organizations:

I. Flatter structures; 2. Reduced staff; 3. New technology, i.e., electronic resources, remote resources; 4. Tcam-oriented/proj ect-oriented; 5. Self-evaluations, peer-evaluations, etc.;

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6. Empowered para-professionals through training and development; 7. Greater accountability of time and resources; and 8. More outsourcing, i.e., Cataloging, Reference

After researching this subject, Harwood feels one of the keys to a successful organization is "flexibility." Another important factor is people. People, both professionals and para-professionals, need to have team skills, overall vision, and analytical and planning skills. It is also crucial that they be able to recognize the intrinsic value of work, to become a leader not simply a manager, and to remain loyal to the organization. Harwood finished his presentation by stating that each organi- zation is unique. People should draw from various ideas and methods to better their organization.

The third speaker was Nancy Chaffin. She recounted the history of Arizona State University West (ASU West), a branch of Arizona State University established in 1984. By 1988, the library housed over 250,000 volumes and employed 45 library staff. The working atmosphere was upbeat, high energy, and displayed good staff unity. However, the atmosphere has changed over time. Currently, there is not as much feeling of unity and communication has faltered. To improve the working conditions, ASU West is implementing the Learning Organization, which goes well beyond what is basic. Group interaction and participation are important elements. This is one method to unite and to reenergize the staff. A plan or "guiding principles" was written for the staff to follow and can be changed if necessary. The five goals stated in the document are:

1. We treat each other with mutual respect and support. 2. We take ownership of our actions. 3. We have the freedom to have open and responsible communication. 4. We embrace change to create a positive future. 5. Value yourself and each other.

One of Chaffin's observations from this experience is more open communication among staff. At fn'st, people were not open about their views. However, with the help of a facilitator, staff at all levels were able to communicate their feelings and fears. Everyone was strongly encouraged to contribute to the discussion. Some of the staff are still skeptical and feel frustrated. The organization is going to be reviewed again in October to look at the progress. Chaff'm feels that since professional librarians understand the big picture, they are responsible to set the example for the rest of the staff to follow.

PII S0364-6408(96)00038-5 Mary Lang Catalog Librarian

University of the Pacific Libraries 3601 Pacific Avenue Stockton, CA 95211

Internet: mlang@ uop.edu

Surviving the Serials Crisis: Are E-journals an Answer? A Report of the Program Sponsored by the ACRL Journal Costs in Academic Libraries Discussion Group

"Surviving the Serials Crisis: Are E-journals an Answer?" was the topic of an interesting and well- attended program on Saturday, June 24, 1995. Todd Kelley, Librarian for Information Technology Initiatives at Johns Hopkins; Patricia Scarrey, Associate Journals Manager/Marketing Manager,