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THIS is the month when the public librarian again faces his annual estimates. Things are rarely exactly easy for him. This year may be no exception, as there will be in some places an effort to lop off the non‐essential works of local authorities. It is at this time that some librarians wish the service ceased to be local, because town councillors as a whole believe so much in the local character of government and do not realize that if they reduce on such things as libraries they are placing their own people at a disadvantage in relation to other towns. That is the soundest reason, and one that cannot too often be stressed, for some sort of imposed standard of service, which cannot be varied too greatly because of some temporary condition of local or national finance. We do not anticipate crippling reductions anywhere, but the signs for advance are not more propitious than in the bad old days. We shall be interested to hear of special cases this year, but hope that they will be few. We know that salaries cannot, at present, be greatly affected, but even librarians do not live for pay‐cheques alone; they want books, light, heat and many more things to revive, if not to improve, their service.

Fieldwork is one of the hallmarks of anthropology. Almost all students of anthropology have geographical and cultural specializations, ranging from a small group to a nation. Their interest areas are often identified or marked by real or putative boundaries; and it is within these boundaries that anthropologists have “founded” their own villages and tribes — “my village”, “my tribe.”

THE fact that the forthcoming conference of the Library Association is to be held at Eastbourne this year should provide it with an additional official interest, as it is here that the Association Hon. Solicitor and Legal Adviser holds the important office of Town Clerk. Mr. Fovargue is the authority on Library Law in all its aspects, and is the author of several books on this important subject. We are particularly happy in being able to print an article from his pen in our special Conference number. The programme of the proceedings is by now, no doubt, in the hands of our readers, and will be found to be less crowded, but no less useful for that, than in previous years. Apart from the usual business programme, which should prove full of interest, the social side has been fully catered for and delightfully arranged. Several interesting motor trips are to take place, and delegates will be afforded an opportunity of enjoying the charms of the beautiful county of Sussex as well as those of one of our most favoured of seaside resorts.

DURING some comments on the brain drain last month it was remarked that work study technologists stood on the periphery. Suddenly they have been moved right to the centre as the result of a communication from Dr. Robert N. Lehrer. He is among the six American work study experts best known to the profession in this country, ranking with Barnes and Mundel as having contributed much to a right appreciation of the subject's value and its techniques.

The purpose of this study is to discover which solution strategies to common industrial commissioning and startup (CSU) problems (Hot Spots) owner and contractor organizations identify as most effective and to identify which strategies are identified by one or both organization types.

Ratings for the relative value provided by strategies, and the effort required to implement strategies were solicited from CSU industry experts employed by owner or contractor organizations via a survey. Quantitative modelling using the Possible, Implement, Challenge, Kill (PICK) chart method distinguished high-value, low-effort strategies from other strategies.

Owners and contractors identify distinct sets of CSU solution strategies as high value and low effort, with some overlap. Of 178 total strategies, 40 (22.5 per cent) were identified by owners and 34 (19.1 per cent) by contractors, with 19 (10.7 per cent) of those strategies in common. Strategies with the greatest differences in opinions between owners and contractors are also identified.

Research findings are limited to industrial-type, operational systems-intensive facilities. Similarities may exist with other systems-intensive project types, such as some commercial or infrastructure projects. The survey sample size is relatively small (n = 35), but close to that of other CSU-related surveys. The majority of survey participants were based in North America at the time of participation. Further, the number of contractor and owner participants differed slightly.

CSU managers and personnel should consider using high-value, low-effort strategies before resorting to other less effective strategies, as applicable on their projects. Depending on which organization is executing CSU, or if both organization types share CSU responsibilities, different solution strategies may be most effective.

Differences in owner and contractor perspectives and opinions have been noted in other aspects of the project lifecycle but never for CSU solution strategies. Use of the strategies identified will support more effective CSU execution.

Successful commissioning and startup (CSU) is critical to successful capital project completion. Industrial facility production and operations can also be affected by the level of CSU success. Specifically, transitions between construction, commissioning and startup (CCSU) phases, as well as between project organizations, have been identified as an opportunity for improvement across the industry. The purpose of this paper is to establish and clarify CCSU accountabilities and responsibilities for industrial-type capital projects across these transitions.

This research used a panel of industry practitioners to assist with data collection, review research products and provide industry perspective. The authors used the insight of these CCSU experts to craft new CCSU models. A separate set of industry practitioners was used to validate the findings, and an illustrative case study is also provided. Descriptive analyses and statistics aid the interpretation of research findings.

Substantial research findings include: three novel CCSU project delivery models, a comprehensive CCSU activity flowchart applicable across industrial sectors, and an extensive CCSU RACI (Responsible, Accountable, Consulted and Informed) matrix detailing responsibility and accountability assignments across 60 project functions for all of the 124 CCSU flowchart activities. Four key leadership functions are found to be accountable for most of the CCSU process. A need for frontloading CCSU activities during construction is clearly demonstrated, and the value of administrative activities as enablers of core CCSU activities should not be underestimated.

The findings contribute to a more accurate model of CCSU execution best practices for industrial applications. Specifically, CCSU project delivery models give insight into high-level transition structures between organizations and across phases.

The extensive listing of CCSU activities along with suggested accountability and responsibility assignments for each activity give CCSU managers a starting point for ensuring that important tasks are not left undone during this critical phase of capital projects.

New CCSU models for industrial capital projects presented in this paper (including CCSU project delivery models, activity flowchart and RACI matrix) constitute substantial contributions to the industrial construction body of knowledge. These models provide more comprehensive coverage of CCSU topics than their predecessors, and specifically address activities and issues pertinent to industrial construction. The establishment and clarification of responsibility and accountability assignments are of particular value during this high-transition stage of capital projects.

The main purpose of this paper is to identify high-value, low-effort solution strategies to common commissioning and startup (CSU) problems experienced during industrial construction projects.

Data on the value provided by solution strategies and effort required to implement them were collected from 35 industry experts via an electronic survey. The authors used a PICK (Possible, Implement, Challenge and Kill) chart two-axis modeling method to distinguish high-value, low-effort strategies from among the set of 178 possible solution strategies to the 20 most common CSU problem activities.

A total of 38 strategies were identified by industry experts as both high-value and low-effort solutions to the most common CSU problems experienced on industrial construction projects. The 20 common CSU problems had an average of almost nine solution strategies each, of which an average of almost two were identified as high-value, low-effort.

The research findings are limited to industrial-type construction projects; however, parallels may exist with heavy civil, commercial and other types of construction. The sample size was relatively small but in accord with other CSU surveys.

Managers are provided a list of 38 highly effective strategies to use when they encounter common CSU problems. By implementing these strategies, managers will provide their projects with more benefit for less investment.

Although several studies have identified solution strategies to CSU problems, none have sought to differentiate between strategies. This study distinguishes between an extensive set of 178 strategies along both effort and value metrics, identifying high-value, low-effort strategies using a novel application of the PICK chart model.

Introduction DOBIS/LIBIS, the integrated library system from IBM, has established a considerable customer base outside the UK, encompassing some 90 sites worldwide. Though first released in 1979, it is only in the last two years that it has been positively marketed in Great Britain, primarily thorough IBM's Academic Systems Marketing as part of a strategy for the academic sector. The first British library to acquire DOBIS for running as a stand alone system was the University of Liverpool which took delivery of the hardware in September 1985. A phased implementation of the various modules is underway: data take‐on began in April 1986, online cataloguing in early July, and acquisitions went live at the beginning of September. Circulation control will be introduced with the new academic year in mid‐1987. Serials is also available but its implementation at Liverpool has not yet been timetabled.

In recent decades, professionals in the architecture, engineering and construction industry have come to recognize building information modeling (BIM) as one of the most powerful technologies available to ensure successful project outcomes. The purpose of this paper is to explore the benefits of BIM on design defect prevention during the design phase of building projects.

The authors qualitatively analyzed 160 design defect leading indicators (LIs) to identify key themes for design defect prevention. Then, by matching appropriate BIM functionalities to each key LI theme, they identified BIM-supported key LI themes.

The result of this paper served as the foundation of a BIM-based key design processes framework, which identifies the necessary data, project parties, actions and applicable BIM functions for preventing particular design defects. In addition, the authors found that BIM implementation can benefit 71.2% of the LIs of the design defects associated with problematic deliverables.

This study establishes the current state of BIM use for design defect prevention and also gives practitioners precisely targeted guidelines for using BIM functions during the design phase for better quality management.