bluuebunny/crossref_metadata_2025 huggingface dataset:
Why comply?
Authors: Jackman David
Published: January 2008

Financial firms may know only too well what it is like when a supervision visit is due the next day. The compliance officer has spent the last few weeks checking files, collating what is hoped to be relevant information, briefing colleagues, trying to ensure everything is covered. Of course, the officer is keen to convey the impression that no special effort has been made. The team, however, do not look very closely at the dealing records that have been so meticulously checked. Instead, infuriatingly, they pursue some details which the compliance officer did not really see as being key. What is the result? How does the firm react? What is the end result for consumers and the market? Is this the ‘regulation game’, or can something more meaningful be seen?
The impact of the new FSA ‘Training and Competence’ requirements upon senior management and the new ‘senior management’ arrangements
Authors: Taylor Chris
Published: January 2008

This paper is a development of a talk given by the author at a conference in November 2000, entitled, ‘How will T&C affect senior management? They, in particular, need to comply’. It examines and comments upon the introduction of and the interaction between the new ‘Training & Competence’ and ‘Senior Management’ arrangements that the Financial Services Authority will introduce at N2 which is expected to be no later than the end of November 2001.
M&As in the financial industry: A matter of concern for bank supervisors?
Authors: Wolgast Michael
Published: January 2008

Merger and acquisition activity among financial firms worldwide has increased sharply. The implications of this activity for bank supervisors are the focus of this paper. Topics covered are the ‘success’ of mergers, risk management, financial system stability and market liquidity.
Jordanian, Kuwaiti and Omani securities regulation: Can they be the subject matter of a viable comparative study with EU securities regulation? (Part Two)
Authors: Minwer Al‐Rimawi Lu'ayy
Published: January 2008

This is the second of two papers which examine the question of whether Arab securities regulations can be the subject matter of a methodological study in comparative securities regulation, especially with reference to EU regulations. Part One was published in Journal of Financial Regulation and Compliance Volume Eight, Number Four. This paper addresses the specific juridical impact of Shari'a on capital markets, before looking at its impact on capital market laws of Jordan, Kuwait and Oman. In order to provide an empirical insight into existing Arab securities regulations, the paper also surveys the securities and company laws in the aforementioned countries. Such a discussion also includes a brief examination of market conditions, especially the early factors that accompanied the genesis of such Arab securities markets, notably in Kuwait. The paper concludes by addressing the question of the suitability of the Arab markets selected for this study to comparative studies in EU securities regulation, especially in the context of contemporary internationalisation of securities regulation. It explains in the process why the European experience is relevant (particularly in light of the many EU—Arab association agreements to take effect from 2010, together with EU ‘harmonisation’, ‘minimum standards’, and ‘single passport’ regulatory concepts).
MIMIC: A proposal for deposit insurance reform
Authors: Wilcox James A.
Published: January 2008

Here the author proposes the Mutual Insurance Model with Incentive Compatibility (MIMIC). MIMIC is a model for deposit insurance that mimics the incentives and practices of a private sector, mutual, insurance organisation. The main features of MIMIC are: fully risk‐based premiums, payments by the Federal Deposit Insurance Corporation (FDIC) to the US Treasury Department (the Treasury) for its line of credit and ‘catastrophe insurance’, rebates to banks when the reserve ratio exceeds a risk‐based ceiling, surcharges on banks when the reserve ratio dips below a risk‐based floor, dilution fees on deposit growth to maintain reserve ratio and refunds to banks to maintain reserve ratio when their deposits shrink.
R (on the application of Fleurose) v Securities and Futures Authority Ltd and another
Authors: Morrison J , Gray Joanna
Published: January 2008

The claimant, Mr Fleurose had been employed by JP Morgan Securities Ltd, a member of the Securities and Futures Authority (SFA), as a senior cash arbitrage trader. The London Stock Exchange (LSE) carried out an investigation into allegations that, on 28th November, 1997 he had, acting with his immediate superior, manipulated the FTSE 100 index in order to ensure that JP Morgan Ltd did not have to make a payment under a binary option. Under the terms of the option JP Morgan Ltd would have had to pay out if both the FTSE 100 Index and the Standard & Poors (S&P) Index were higher at the end of the month than at the beginning. On 28th November, the final day of trading, the S&P Index was significantly higher than its opening level but the FTSE 100 index was near the critical level at or below which JP Morgan Ltd would be relieved of its obligation to pay approximately £475,000 under the option. The applicant entered a wave of automated ‘sell’ orders in stocks in the leading five companies of the FTSE 100 list in the final eight minutes of trading of 28th November. The total value of those orders amounted to £11,247,525 and the ‘sell’ orders entered in the final six seconds of trading were at stated prices well below the market levels at the time. The FTSE 100 Index reacted by falling below the critical level. An immediate investigation into the sudden late fall in the Index was launched by the London Stock Exchange which attributed it to trading activity by JP Morgan Ltd. The firm conducted its own investigation and acknowledged that it had, through the activities of the Equity Derivatives Trading group (Mr Fleurose's group) breached Rule 2.10 of the London Stock Exchange Rules which prohibited member firms from doing an act or engaging in a course of conduct with the sole intention of moving the Index value. The firm was fined £350,000 by the London Stock Exchange. Mr Fleurose himself was not subject to the disciplinary jurisdiction of the London Stock Exchange but he was to that of the Securities and Futures Authority (SFA) as one of its Registered Representatives, along with his immediate superior.
Lloyds TSB General Insurance Holdings Ltd and others v Lloyds Bank Group Insurance Co Ltd; Abbey National plc v Lee and others
Authors: Moore‐Bick J
Published: January 2008

Private personal pension plans had been represented and sold by representatives of the two claimants in these conjoined actions to members of the public as an alternative to occupational pension schemes. As is only too well known by now these sales were in contravention of the obligation to give ‘best advice’ under the Financial Services Act 1986 and applicable LAUTRO Rules and Code of Conduct. Both claimants had as a consequence incurred, in aggregate, considerable liabilities in respect of their sales of private personal pension plans. Viewed individually, however, the claims were modest in size and did not amount to more than £15,000. In view of the large total amount the Lloyds TSB claimants sought to claim under an indemnity policy issued by the defendant in the first action which provided (inter alia):
IN THE NEWS
Authors: Margolis Bernard
Published: January 2008

A new library investment management service was established last November by the American Library Association. The Public Library Trusteeship—formerly called The Public Library Fund (see The Bottom Line, Charter Issue, p. 5)—was renamed to satisfy legal requirements of the Securities and Exchange Commission.
FISCAL ACCOUNTABILITY AND THE PRINCIPLE OF MINIMUM UNSPRUNG WEIGHT
Authors: Koenig Michael
Published: January 2008

There is a very important principle in financial management, one so basic that it has never really been named. The sort of title that might be attached to it—for example, the principle of minimum non‐allocated cost—is dull and unexciting. Therefore, a metaphoric name—the principle of “minimum unsprung weight”—has been borrowed for this article.
DIRECT MAIL CAMPAIGNS
Authors: McGovern Gail
Published: January 2008

Over one‐third of philanthropic giving in the United States comes as a result of direct mail, which is why direct mail campaigns are such an important funding source for libraries of all types.
WHY LIBRARIES DON'T INVEST…AND WHY THEY SHOULD
Authors: Dinerman Gloria
Published: January 2008

Earning money through investments is addictive. Once you begin to feel the elation created by better than average returns, the momentum to continue and improve your cash management accelerates with every placement. The following is a basic introduction to how investments work, the simplicity of transactions, and the importance of additional earnings. It should lead library personnel toward prudent investments that stress safety of the principal within the securities market.
UNDERSTANDING ZERO‐COUPON BONDS
Authors: Butterworth Virginia L.
Published: January 2008

Zero‐coupon bonds have attracted a great deal of investor interest and generated a great deal of investor confusion. This article will attempt to clear up the confusion, validate the investor interest, and provide enough information so that the reader can decide whether the investment is appropriate.
SELECTIVE BARGAINING: HOW TO CHOOSE A BANK
Authors: Dinerman Gloria
Published: January 2008

Do banks intimidate you? Do you feel guilty if you question the quality of service? Do you have great expectations and then settle for short shrift?
FUNDING STRATEGIES FOR SURVIVAL
Authors: Walters Suzanne
Published: January 2008

Funding strategy is a management concept, a financial tool used by the corporate world whose eye is firmly on fixed profits and losses. One might expect the term to have little place in a world where preservation of culture and ideas is the goal. Creating a funding strategy for a public library may in fact seem alien to the image of what a library represents in our society. But the Denver Public Library (DPL), at the outset of the 1980s, entered the world of funding strategies in order to survive. And not only have we survived, we have flourished. We would recommend our approach to all libraries that want to secure a healthy fiscal future, not just to those experiencing financial hardships.
ON THEIR TERMS
Authors: Penniman W. David
Published: January 2008

All libraries, whether in the public or private sector, operate in a competitive arena. They compete with other organizations for finite and scarce resources in a zerosum game. Unfortunately, there are winners and losers. The losers are not necessarily the organizations that have the least to offer; they are often the organizations least prepared to express their value and contribution in terms understood by their funders.
MAKING LEADERS IN LIBRARY FINANCE
Authors: Moffatt Tim
Published: January 2008

It is perplexing that the library profession, which has made such a prodigious response to changing technology and has worked ceaselessly to provide users with the best and latest information, should be lagging behind in the area of financial management. The typical background which most students bring to library studies is in the humanities. This, together with the relative dearth of coursework in administration available in most graduate library school programs, has resulted in far too many librarians assuming important fiscal responsibilities with little more than a sip from the wells of financial management education.
A CIRCULATION SYSTEM COST PROFILE
Authors: Murchio Christine M.
Published: January 2008

The first question a library manager should ask when deciding whether or not to automate the library's circulation function is: Will an automated system help the library meet its priorities better than a manual system? The next consideration is library staff. Personnel play a critical part in determining the success of any library service. And, of course, they are the library's most costly expenditure. Some questions to ask are, will an automated circulation system:
FINANCIAL MANAGEMENT IN THE NETWORK ENVIRONMENT: What Network Members Should Know
Authors: Curtis Eileen A.
Published: January 2008

No matter the size of a particular network, its location, its service direction, or the number of services it provides it members, there is a common thread it shares with all other networks: the aim to aid library members in obtaining the best services at the lowest price. Networks thrive on their ability to negotiate and obtain favorable discounts for library supplies purchased through cooperative purchasing programs, document delivery, archival tape services, conservation/ preservation training, access to online information retrieval services, etc.
LOCAL FUND RAISING: DEMONSTRATING THE VALUE OF LIBRARIES
Authors: McGovern Gail
Published: January 2008

Fifteen years ago, when I became a city library director, my highest priority was to increase the percentage of city residents who used the library to 100 percent. During my first six months on the job, I did a community needs assessment and also looked at the other locally funded city services. One of the startling realizations I had was not all city services were striving for that all‐important 100 percent utilization.
OPEN TO THE PUBLIC
Authors: Dinerman Gloria
Published: January 2008

While each of our fifty states have varied restrictions on legal investments for library funds, generally, putting funds into new issues as opposed to securities is considered inappropriate for money generated through public taxation. Since endowment portfolios show more flexibility, with limitations set basically by the terms of the trust, it is within this parameter that a knowledgeable investor can turn to the new‐issue market as a way to take part in the development of a potential resource for higher earnings for the library.
SELECTING SOFTWARE, PART II: THE FUNCTION PROFILE FORM
Authors: Alfano Vicki A.
Published: January 2008

When selecting library management software it is very important to develop a thorough acquaintance with what is available and to know what questions to ask. But, no matter how much you finally know about the range of library management software available in today's market, you cannot properly apply that knowledge towards making a cost‐effective purchase until you have a clear idea of the proportions of your library's automation project. Correctly matching a software system to the functions to be automated requires careful analysis of the information necessary to perform each function and the flow of information between them. Developing a function profile form (see page 42) is an easy method of gathering and organizing this information. The three‐part form allows librarians to clearly identify who needs the information, when and how often the information is accessed on the computer, the kinds of formats used, and the specific data required to perform a given task.
LIFE INSURANCE — A TAX SHELTER?
Authors: Butterworth Virginia
Published: January 2008

When my daughter was an infant, I took out a $10,000 whole‐life insurance policy on myself. Seventeen years later I canceled the policy and received less cash than I would have had I stuffed the money under the mattress. This illustration is an example of why insurance has always been considered a poor investment. On the other hand, had I died, my family would have received $10,000 for its $100 annual premium and would have benefitted financially.
HIGH DEMAND/LOW SUPPLY IN LIBRARY FINANCIAL MANAGEMENT CAREERS
Authors: Myers Margaret
Published: January 2008

As libraries and information centers grow in complexity and, in many cases, become big business, financial management skills take on increased importance for librarians and other information workers. External and internal pressures like reductions in library budgets, escalation of costs faster than revenues, pressures from outside agencies for increased productivity, accountability, organizational efficiency and effectiveness have all pushed librarians to expand their competencies in the financial arena.
IN THE NEWS
Authors: Margolis Bernard
Published: January 2008

ALA Fights Proposed Access Charges. Library services could be seriously harmed by a new Federal Communications Commission (FCC) proposal to charge networks such as Telenet. Tymnet, CompuServe, and other “enhanced service providers” access charges to local phone lines.
REDUCING THE HIGH COST OF PRODUCING LIBRARY MESSAGES
Authors: Alfano Vicki
Published: January 2008

Libraries generate voluminous quantities of paperwork producing overdue notices, bibliographies, letters, memorandums, reports, budgets and contracts as well as brochures and newsletters. At the same time the cost of communicating via paper has risen exponentially. As an example, in the 1930's, it cost $.50 to produce a basic business letter using a typewriter. By the early 1980s that figure had risen to over $6. In 1986 it cost more than $8 to produce the same letter. Charges for outside text composition and printing have experienced similar increases.
VIEWPOINT: COMPARING LIBRARIAN AND TEACHER SALARIES IS VALID
Authors: Goudy Frank William
Published: January 2008

Some would have us believe that tieing librarians' salaries to teachers' salaries does not help librarians (see Betty Turock's editorial in The Bottom Line 1/1). She contends that since both professions are gender‐typed, with salary standards influenced not only by market forces but by the culturally determined patterns of unequal compensation found in occupations where women predominate, we would be better off forgetting teachers' salaries as benchmarks in our salary negotiations.
COST ACCOUNTING BASICS: WHEN (OR) DO THEY APPLY TO LIBRARIES?
Authors: Hayes Sherman , Klein Lawrence A.
Published: January 2008

Should public sector libraries, primarily not‐for‐profit service agencies, use cost accounting? The answer is an emphatic yes. Frequently, non‐librarians with little knowledge of the library world judge our work and make important organizational decisions from an accounting viewpoint.
COSTING AND PRICING
Authors: Jacob M.E.L.
Published: January 2008

If you ask most people about cost and price they believe they understand exactly what is meant. Cost is what you pay for an item and price is what the seller asks — and for most buyers the transactions are the same. However, cost and price are different to different players in a transaction. There is the cost of creating, developing, producing, marketing, supporting, distributing, storing, and selling an item. There is the retail or list, wholesale, sale, or discounted price at which the item is sold and which the purchaser pays. It sounds simple, but in reality it is a complex process involving a high degree of subjective judgment.
MANAGING OVERDUES: Facts From Four Studies
Authors: Little Paul
Published: January 2008

Historically, librarians have resorted to short‐term, charitable, punitive, and legalistic means to resolve the mounting problems associated with overdues—materials unreturned from circulation. In their quest to retrieve overdues we hear and read reports of librarians confronting delinquent borrowers by sending staff to private homes, filing criminal charges or claims in small claims court, engaging credit collection agencies, sending overdue notices as Western Union Mailgrams, conducting “fine free” amnesty days for return of all overdue materials, and offering rewards for returning books. There is an air of desperation in these moves. Despite that desperation, however, while anecdotal accounts pepper the pages of library literature, there is surprisingly little hard evidence that can guide policy decisions to lessen the probability of unreturned materials.
HOW TO DEAL WITH REJECTION:…and Improve Your Grant Success Rate at the Same Time
Authors: McGovern Gail
Published: January 2008

A library applied for a grant from a federal agency. The grant was designed according to the library's priorities and did not follow the guidelines set by the funding agency. Although the agency asked that all project participants be named prior to submitting the application, the library felt it would be better to gather the people together after the grant award was announced. As a result of that decision, the required group needs—assessment work was ignored as well.
TRACKING VENDOR DISCOUNTS ON A MICRO
Authors: Snyderwine L. Thomas
Published: January 2008

It is standard practice for our library to deal directly with publishers as well as with book jobbers. As a result, a number of vendor accounts are maintained in our receiving department. And since book vendors are not always as generous with their discounts to libraries as they sometimes propose or are thought to be, we are now tracking jobber and publisher performance in giving discounts. It's a good way to manage an acquisitions budget and—with future budgets expected to be held to minimum increases—it is all the more important to “shop around” among possible vendors to get the most mileage out of the dollars available.
BASIC BUDGET PRIMER:
Authors: Devlin Barry
Published: January 2008

The literature on budget preparation is almost redundant in pointing out that librarians insist on sticking with the line‐item format despite evidence that it is the least effective means of developing the library's case for support. Perhaps we don't make the shift because we lack the understanding of the four major budgeting techniques — line item, program, performance, and zero‐based — and thus can't evaluate their usefulness to our institutions.
USING THE ANNUAL REPORT:
Authors: Landry Carolyn
Published: January 2008

How valuable are statistical reports to libraries? They can be very useful tools, creating a common frame of reference for library managers and trustees. They can help them gauge library support and suggest options for the future.
VIEWPOINT: LIBRARY ASSOCIATION EXECS NEED BETTER BENEFITS
Authors: Kreamer Jean T.
Published: January 2008

Since librarians understand what it means to have a job devalued, to suffer from salary and other inequities, we would not expect them to inflict similar inequities on those whom they employ to run their library associations. But this supposition was challenged during a study of the benefits accorded state and regional association executive officers.
COSTS, COSTS, COST … GIVE ME A BREAK!
Authors: Hayes Sherman
Published: January 2008

The proliferation of articles in library literature about costs, cost studies, and the concepts of analysis and accounting is a positive sign of activity in the cost‐competitive library world. Many articles, no matter the topic, contain some comments on costs. The articles in this bibiliography were selected because cost is the significant or entire emphasis on the material. I used traditional and library literature and ERIC sources, restricted the titles to the past 10 years, and excluded non‐United States publications.
SQUEEZING DOLLARS FROM ENERGY COSTS
Authors: Eisner Joseph
Published: January 2008

For libraries, reducing operating costs is rarely a simple matter. Increases in expenses typically outpace inflation—a phenomenon common to institutions throughout the service sector of the economy. And while personnel and fringe benefits generally comprise the bulk of a library's operating costs, these can be among the most difficult to control. Indeed, outside factors like funding cutbacks, or simple attrition, are too often the means of reduction in these areas. Another approach is to cut back on materials purchases. But, although this may result in short‐term gains, it may also impair the library's effectiveness over the long term.
ELECTRONIC INFORMATION: Storage, Communication, and Access
Authors: Getz Malcolm
Published: January 2008

A user of information has three strategies for capturing, storing, and accessing information in electronic form: a personal collection, a local library, or a remote service. Each strategy embodies a different mix of storage cost, communication cost, and user effort. Rapid and radical technical changes in storage, communication, and access methods may be causing changes in the relative costs of the three strategies. As a consequence, libraries face the challenge of devising a collection policy for electronic documents in an evolving environment.
AFTER THE FALL — INVESTING IN UNCERTAIN TIMES
Authors: Butterworth Virginia
Published: January 2008

For the past two years, this column has concerned itself with descriptions of specific types of investments and their suitability for various individual situations. Now that all of you faithful readers have had a chance to discover the range of investment possibilities and we in the financial community have survived the crash of '87, it seems an appropriate time to consider some basic questions that many clients have asked themselves and their brokers: Why bother? Why reinvest now? Why not just buy worry‐free savings certificates?
WHY BOOKS ARE BOUGHT AND BORROWED
Authors: Lewis David W.
Published: January 2008

Books are among the most diverse products of our civilization. They combine a simple technology with the complexity of human thought to provide knowledge, insight, and entertainment. But little is known about why people use books the way they do. This article is a thought experiment, like Einstein's train, which will consider part of this question. It will develop a model of the costs to people when they buy or borrow books. The underlying premise is that librarians, booksellers, and publishers do not have a clear understanding of the costs—especially the cost of time—involved in using their services. Their successes tend to be the result of trial and error.
STREAMLINED GRANTWRITING
Authors: McGovern Gail
Published: January 2008

In his new book, The “How To” Grants Manual (Second ed. Macmillan, 1988), David G. Bauer quotes a student in one of his classes. Her comment sums up this columnist's philosophy on technical assistance, as well as that found in other literature and classes on the subject. “I used to go after grants with a shotgun,” she said. “Now I use a rifle and spend time aligning my telescopic site.”
LIA‐ANOTHER VIEWPOINT
Authors: Dunn Christina
Published: January 2008

In April of last year, Secretary of Education William J. Bennett introduced the Library Improvement Act (LIA) to Congress. (Vice‐President—then Senator—Dan Quayle proposed it to the Senate in June.) Designed to replace the over‐30‐year‐old Library Services and Construction Act (LSCA) and Title II of the Higher Education Act (HEA II), LIA drew an angry response from the library profession. The proposed legislation wore a price tag of $76 million, quite a mark‐down from the previous year's congressional appropriations of $127.2 million for LSCA and $10 million for HEA II.
IN THE NEWS
Authors: Margolis Bernard
Published: January 2008

The 1986 tax act made sweeping changes in retirement plans across the country. Although some of the changes took effect immediately, most became effective January 1, 1989. Among the broad array of new rules that retirement plans must comply with is the need for much better definition of plan participation vesting in funding requirements. And health plans, life insurance, and a host of other employee benefits are now required to meet new qualifications.
A TRUSTEE'S GUIDE TO LIBRARY BUDGET BUILDING
Authors: Lucas John A. , Madden Michael
Published: January 2008

Preparing a levy and a working budget may be the most critical job a library trustee will undertake during the year. If you underbudget — budget less than income received — you shortchange your citizens in terms of services or materials they otherwise could have received. On the other hand, if you overbudget — plan to spend more than income received — you could place your library in a disastrous financial situation.
HOW TO LOOK A GIFT HORSE IN THE MOUTH
Authors: Raab Huston Kathleen
Published: January 2008

Librarians often have more reasons to say no to a gift than yes. But saying yes is easier so they often end up with many books they don't need. Or even want.
ECONOMIC VITALITY
Authors: Foust Judith
Published: January 2008

It is no myth that when major corporations consider a new business location the presence of a good library is one of the indicators they use in determining the local quality of life. If community services are not sufficiently attractive, corporations like IBM and AT&T may look elsewhere to avoid the difficulties in attracting a first‐rate work force. At the other extreme, it is not news that when the economic base erodes, demands for information often increase as the jobless or dislocated seek assistance in discovering new employment opportunities. But until the 1980s the library has, for the most part, failed to capitalize on its importance to community economic vitality.
PLANNING PHOTOCOPY SERVICES
Authors: Dorr Raize
Published: January 2008

Several years ago, the Central Library of the University of Louisville moved into a spacious new building and was immediately innundated by greatly increased demands for photocopy services. The library had four obsolete photocopiers, one broken‐down coin dispenser, and a minimal photocopy staff. To make matters worse, the vendor for the photocopiers announced that it would not extend its maintenance contract beyond the next year. There were massive complaints from users about the poor quality of service. Clearly, the library had to act quickly to make improvements.
USER FEES: PROS AND CONS
Authors: Giacoma Pete
Published: January 2008

User fees are charges levied against individual consumers of publicly produced services and commodities and publicly granted privileges on a cost‐per‐unit basis. In the broadest definition, user fees include charges for specialized database searches performed by public libraries, for electricity produced by a city‐owned utility, and for liquor licenses. In each of these cases, an individual can avoid the charge by consuming zero amount of the service, commodity, or privilege. By comparison, an individual cannot avoid the general taxes assessed for support of the library or other government services even if his or her direct consumption of a given service is zero.
ACCOUNTING FOR MARKETING COSTS
Authors: Macintyre Donald , Hayes Sherman
Published: January 2008

Marketing? What marketing? Accounting? Isn't keeping up with the budget a big enough headache? We can almost hear your groans. Marketing is a significant part of most corporate budgets and resource allocations. It is particularly important for service organizations such as libraries, but the terminology hasn't been used until recently. Current library literature shows more librarians addressing the need for marketing in all its facets. However, still missing from most studies for nonprofit institutions are cost accounting models and methods to track all relevant marketing costs.
CREATING MAILING LISTS
Authors: Clark Philip M.
Published: January 2008

One of the lures of computing is the saving of time and money. It's rare that either or both of these two goals are met (although productivity gains are commonplace) but we strive nonetheless.
UNIT TRUST: COUSIN TO MUTUAL FUNDS
Authors: Butterworth Virginia
Published: January 2008

Students of this column who have mastered the basics of stocks, bonds, municipals, mutual funds and annuities can now turn to another Wall Street hybrid, The Unit Investment Trust. This product, which has generally been limited to municipal bonds, is an interesting alternative to a bond mutual fund.
TOWARD A NATIONAL INFORMATION POLICY
Authors: Berger Patricia W.
Published: January 2008

In 1987, the National Commission on Libraries and Information Sciences (NCLIS) announced the theme for the second White House Conference on Libraries and Information Services — “Productivity, Literacy, and Democracy.” In 1988, President Reagan signed Public Law 100–382, which provided for a second conference and authorized (but did not appropriate) $6 million to cover part of the expenses. The law directed the President to convene the conference not earlier than September 1, 1989 and not later than September 30, 1991. It stated that the conference shall be “planned and conducted under the direction of NCLIS.”
LIBRARY AND MUNICIPAL OFFICIALS: THE GREAT DIVIDE
Authors: Blake Virgil L.P.
Published: January 2008

How are public libraries fairing in this era of tight money? Investigations into sources of financing have made two things clear. The first is the predominantly local nature of public library support, despite the attention given the array of federal and state programs implemented since the passage in 1956 of the Library Service Act, later the Library Services and Construction Act (LSCA).
FUND RAISING: PANACEA OR HORNETS' NEST?
Authors: Kochoff Steve
Published: January 2008

Does public financial support of libraries in the form of tax dollars suffer when private fund‐raising efforts are successful—or does the opposite occur? Does private money mean that tax dollars will erode? Does private support provide an escape route for public authorities when a municipality must decide on the library's budget? Heresy, perhaps, to raise these questions, but what is the real impact of libraries' private sector fund raising? Is it worth the effort?
INVESTING FOR YIELD
Authors: Cleary Patricia M.
Published: January 2008

Interest rates are up! How long will they stay up? How far up will they go? Should your investments be long term or short term? What type of investments should you look for? How safe is safe?
FRINGE BENEFITS
Authors: Getz Malcolm
Published: January 2008

Nineteen eighty‐nine is the year of fringe benefits. The Tax Reform Act of 1986 introduced a series of rules that have forced employers to adopt fringe benefit regimes that do not discriminate in favor of highly compensated employees if the benefits are to remain exempt from federal income tax. Recent regulations require compliance by the end of calendar year 1989. The test for non‐discrimination applies to health, retirement, dependent care, and educational benefits, among others.
USING DBASEIII + IN ADMINISTRATION
Authors: Leonard Barbara G.
Published: January 2008

Five years ago, the administration of Clark Libary, San Jose State University in California, contracted with a programmer to design a personal computer system to provide management information about the student payroll. Before this, information on budgeting for student personnel, hours worked, and costs were kept manually, requiring an inordinate amount of clerical time. Because DBASEII was the leading program for database management at that time, it was the program of choice. Since then, the resulting system has been upgraded to DBASEIII + and is being revised using DBASEIV.
HARNESSING ACCOUNTING THEORY: Scrupulous Coding Can Revitalize University Library Systems
Authors: Egan Gary J. , Franklin Brinley R.
Published: January 2008

Library accounts in the university financial accounting system should give administrators information for sound management decision. In light of the extensive body of literature published recently on library accounting and cost analysis, 12 university libraries were reviewed to determine whether their accounting practices were keeping up theory.
ADULT PROGRAMMING ON A SHOESTRING
Authors: Bokamba Lockett Sandra
Published: January 2008

You want to create a series of programs for adult — ongoing programs that increase library visibility in your community as well as adult circulation and usage. You have no money earmarked for this endeavor. As the adult services librarian, you know your community. You are aware of adult patron tastes and reading preferences. While developing a well‐rounded collection, you are ordering books that reflect your community and, when funds permit, you are recommending innovative services. You plan programs at least six months in advance.
UNPREDICTABLE INSURANCE PREMIUMS
Authors: Eisner Joseph
Published: January 2008

“See saw, Marjorie Daw….,” the old nursery rhyme phrase, recalls the general liability crisis of the mid‐1980s in the commercial insurance field. History will repeat itself, and administrators may well have cause to relive those days of high price and limited availability. Favorable economic conditions encourage commercial insurers to reduce premiums in order to sell more insurance and generate money to invest until needed for payment of claims.
INVESTING WITH A SAFETY NET
Authors: Cleary Patricia M.
Published: January 2008

Making decisions in a changing economy, or for that matter, a changing market environment, can be confusing and nerve‐wracking. One should always be ready to make adjustments in their investment portfolio to take advantage of these changes and minimize losses. Liquidity, therefore, is very important.
ELECTRONIC SERVICES AT VANDERBILT
Authors: Getz Malcolm
Published: January 2008

Vanderbilt, like many libraries, has aggressively embraced electronic tools. The electronic services already in place are very effective and popular, so we are enthusiastic about extending the scope of electronic services. Why invest in more electronic services? What services should be added first?
PRESERVING OUR CRUMBLING COLLECTIONS: An Interview with Patricia Battin, President, Commission on Preservation and Access
Authors: Turcock Betty J.
Published: January 2008

We hear more and more about the fact that acid paper is causing the destruction of millions of books and documents in the nation's research libraries. In nearly universal use in publishing since the mid‐19th century, acid paper interacts with water in the atmosphere to cause books to become brittle and eventually turn to dust.
SERVICING EQUIPMENT: THE OPTIONS
Authors: Eisner Joseph
Published: January 2008

The increasing complexity of the modern office environment is self‐evident: electronic calculators, computers with their terminals and peripherals, photocopiers and fax machines, postage meters, and folding and addressing machines. All are commonplace. And at some time or another, each one of these devices will require a service call and/or repair, at a cost varying from minor to expensive.
FINANCING LITERACY THROUGH LIBRARIES
Authors: Martin Murray
Published: January 2008

Since the Industrial Age has given way to the Information Age, our attention has been focused on the new electronic media. But sometimes we forget that even electronic information has to be read. All libraries have a stake in literacy.
IN THE NEWS
Authors: Martin Murray
Published: January 2008

Library of Congress Faces a Severe Budget Crisis. “An essentially declining annual appropriation has begun to erode the Library's ability to serve the nation,” said Librarian of Congress James Billington, in congressional testimony on February 5th in support of LC's budget request of $326,499,000, up 22% over fiscal year 1990.
CLASS RELATIONSHIPS
Authors: Britten William A. , Webster Judith D.
Published: January 2008

Every year the gap widens between materials published in almost every subject and the number of books and journals that even the wealthiest research libraries are able to acquire. Yet, despite the low percentage of acquisitions, it seems unlikely that the rate is going to improve in the foreseeable future. Collection managers in today's research libraries face the increasingly impossible task of building a collection that represents humanity's accumulated knowledge while also meeting the demands of current users. Although tradition favors the first part of this twofold mission, economic reality dictates the second. Ross Atkinson has summed up the problem:
USING MONEY TO MAKE MONEY
Authors: Ruth Campbell Barbara
Published: January 2008

Investing money can be extremely easy, but most of us shy away from making financial decisions that smack of risk, even though we are perfectly willing to buy a house with a mortgage or buy everyday items with credit cards. According to Gloria Dinerman, a former Wall Street analyst and now President of Library Co‐Op, librarians are even more conservative than the rest of the population, and although they search for investment information for their clients, they seldom spend time gathering information on avenues for library investing.
LIBRARY ENDOWMENTS:
Authors: Goldberg Susan
Published: January 2008

Many libraries, academic and public, are beginning to consider establishing endowment funds based on models successfully employed in hospitals, academic institutions, and major arts organizations throughout the United States. An endowment is a pool of assets held by an institution and invested for long‐term growth. The annual income (interest) from the endowment can be used by the institution or reinvested to expand the endowment. The principal of the endowment (the corpus) should not be “invaded” but, rather, permitted to grow and accrue more interest.
INVESTING IN EUROPE
Authors: Cleary Patricia M.
Published: January 2008

Spurred by the headline‐making political changes in Europe, a new economic era is dawning over the continent. It is hoped that by 1992, unified free trade will be achieved, bringing with it lowered trade barriers and potential economic growth.
IN THE NEWS
Authors: Martin Murray
Published: January 2008

Columbia Closes Library School. The Trustees of Columbia University voted Monday, June 4, to phase out the School of Library Service (SLS) over the next two years and seek to move it to another institution. This fall's class will be the last admitted to degree programs.
TAXING THE NONPROFIT: UBIT: The Unrelated Business Income Tax
Authors: Newpol Joseph J. , Hayes Sherman
Published: January 2008

Last year, the American Library Association paid federal income taxes!
STARTING A DEVELOPMENT OFFICE: ONE ACADEMIC LIBRARY'S EXPERIENCE
Authors: Goldberg Susan
Published: January 2008

Many libraries, both academic and public, are considering institutionalizing their fundraising activities and hiring a development officer. The development officer, usually not a professional librarian, is responsible for the overall fundraising/development effort including endowment campaigns, annual fund drives, capital campaigns and special events. The University of Arizona Library's first development officer was hired just over 18 months ago. In an interview with University of Arizona Librarian David Laird and Development Officer Miriam Nickerson, many of the important issues that libraries need to consider in starting a development office were discussed.
WHAT COST ACCURACY?
Authors: Clark Philip M.
Published: January 2008

How accurate are those numbers you rely upon so heavily? Do you have problems getting accurate data entry from your clerks? How do you determine the degree of accuracy of your data entry crew? How accurate must your figures be?
DIVERTING THE WORST CASE BUDGET
Authors: Hopkins Joseph
Published: January 2008

On April 27, “Black Friday,” the City Manager of the second largest city in New England presented his budget proposal for fiscal year 1991 that was later characterized as “The Budget From Hell.” For the library that meant a 44.3 percent cut in the fiscal year operating budget.
Federal Funding for Research and Demonstrations: One of the Few Games in Town
Authors: Carter Yvonne
Published: January 2008

Research is vital to any profession that demands continuous improvement, updating, and experimentation. New directions in service require commitment to the development of additional knowledge. Unfortunately, in librarianship, few sources of funding are available to sponsor investigations that move the professional boundaries forward.
MARKETING: CAN IT IMPROVE COST EFFECTIVENESS?
Authors: Lively Sandra
Published: January 2008

In the Northeast, taxpayers are looking toward a winter that threatens deeper cuts into their pocketbooks. An economy that was supposed to continue its growth has turned flat. The real estate market is in tatters, just as S&L bailouts and the eternal U.S. budget deficit drive a wedge into the President's vow of no new taxes at the federal level. And a larger percentage of the citizenry relies on fixed incomes that make a mockery of the golden years. These are all long‐term problems with no quick‐fix solutions. The portents of a dismal decade for tax supported institutions are all around us.
COSTING LIBRARY SYSTEM SERVICES
Authors: Dahlgren Anders C.
Published: January 2008

What is the cost of basic system services? How can support costs be assigned to system programs? Do current costs vary from system to system? Do they relate to the system funding formula, and if so, what is that relationship? What is the cost of providing back‐up resource and reference support to the systems? These common questions, often asked, were central to a study commissioned by the Colorado State Library.
NEW MANAGEMENT ATTENTION TO INFORMATION: What You Need to Know to Push Those Buttons
Authors: Koenig Michael E.D. , Broadbent Marianne
Published: January 2008

In order to manage library or information functions you must be able to persuasively communicate with your management. To accomplish this, you must communicate in the language of your management, marshalling trendy and persuasive points on your own behalf With that as a given, there has been a very heartening development over the last few years for library and information managers—a burgeoning management attention to information.
Charging Back, Charging Out, Charging Fees
Authors: Sizer Warner Alice
Published: January 2008

How do librarians charge back, charge out, and charge fees rather than have the cost of their operations totally accounted for as overhead expense? There is no one‐size‐fits‐all method of managing these finances; what you will do depends on your organization's goals and situation.
Retrenchment
Authors: Getz Malcolm
Published: January 2008

From time to time library budgets do not grow at a rate sufficient to sustain current library operations. In such circumstances, library managers must retrench. Although strategic planning is often associated with new resources, it may be equally important for successful retrenchment. When is retrenchment likely to be necessary in academic libraries? How might management approach retrenchment?
The Campaign for PRLC:An Interview with Chuck Broadbent, Executive Director, Pittsburgh Regional Library Center
Authors: Martin Murray S.
Published: January 2008

There has been a lot written recently about the future role, or lack of it, for networks. Under these circumstances it seemed odd for the Pittsburgh Regional Library Center to be undertaking a capital campaign. The Bottom Line sought an interview with the Executive Director to find out what led to the campaign and how it was going.
IN THE NEWS
Authors: Martin Murray
Published: January 2008

The Subtler Budget Cuts. While the new federal budget will have a direct effect on many libraries, subtler changes in the federal tax Jaws may also significantly affect library budgets. Among the changes are:
Interactive Video
Authors: Getz Malcolm
Published: January 2008

Video is an increasingly important medium for the communication of ideas in academia. It has high potential as a tool in instruction and is valuable for the visual portrayal of the outcomes of large‐scale mathematical models and simulations. A major problem for conventional video is that it is a passive medium, moving linearly at a fixed pace regardless of the viewer. This problem is overcome when video documents are made interactive so that the viewer can affect the pace and order of viewing. Video controlled by computer software permits the user to select video segments for viewing in any order and see video segments in the context of text, computer graphics, and sound. In effect, one can read a book (on screen) where the photographs are video segments, and one can branch from any page to any other as interest dictates. We might call such materials compound documents and the method of delivering them a multimedia presentation. Libraries have begun to collect interactive video materials and to sustain the equipment necessary to make the documents useful to readers. The challenge to library managers is making sensible decisions about investments in this arena.