The University of California Libraries: A Plan for Development (1977)

IX. Staffing 141
fact that the cards are received already arranged by the computer in
preliminary filing order.
Markuson also received numerous comments which indicated that the
system had enabled libraries to eliminate large backlogs. Once such
backlogs are overcome (or if there are not backlogs), it appears that
reductions in cataloging staffing levels can then be made. Hewitt's
study of the 47 charter members of OCLC found that sixty-three percent
had reduced cataloging staff at the time of the survey, with a total of
almost 77 net positions dropped; in addition, numerous transfers of personnel
to other functions had occurred. 2 Another writer reports that
one large university library has dropped 23 positions since it went online
in 1971. 3 In Markuson's study, "about 85% of the respondents" felt
that "OCLC could result in reduction of some clerical positions" (unfortunately,
"through an oversight, a parallel question about reduction of
professional staff was not asked"). She points out, however, that "OCLC
cost savings are not automatic," and that virtually all those libraries
surveyed agreed that "cost benefits and savings will not be realized
unless careful thought is given to how the OCLC system will be integrated
into local operations." 4
Undoubtedly, also, Parkinson's Law goes into full operation unless
care is taken to prevent it, and Hewitt notes that much depends on
whether reduction in costs is a library's objective or not:
Only ten of the charter member libraries described their principal
objective for participation as the reduction of operating costs,
or, in OCLC's terms, to reduce 'the rate of rise of per unit cost'
of library service. Of these, 80% judged the system to be successful
in meeting this objective. On the other hand, directors of
only 41% of all other libraries stated that this objective had been
met in their libraries. It is obvious, therefore, that commitment
of individual libraries to this objective is an important factor
in its achievement.
He concludes that whether or not such decreases occur "will depend,
for the most part, on the aggressive pursuit of this objective by
2
Joe A. Hewitt, "The Impact of OCLC," American Libraries, v. 7, no. 5
(May 1976), pp. 273-274.
3
Martin R. Miller, Library Networks '74-'75, Knowledge Industry Publications,
1974, p. 5.
4
Markuson, p. 97.