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HARNESSING TECH TO SUPPORT LIBRARY STRATEGIES
Marshall BreedingIndependent Consult, Author, Founder and Publisher, Library Technology Guideshttp://www.librarytechnology.org/http://twitter.com/mbreeding
12 May 2013 HKU Library Leadership Institute
運用科技支援圖書館的策略任務和服務
Appropriate Automation Infrastructure
Current automation products out of step with current realities
Majority of library collection funds spent on electronic content
Majority of automation efforts support print activities
New discovery solutions help with access to e-content
Management of e-content continues with inadequate supporting infrastructure
The Legacy Library
Physical collections: Print, microfilm, manuscripts
Scholarly publishing dominated by commercial publishers, societies, etc. (No open access)
Library Services focus on access to physical items based on citations and bibliographic records
The Online Catalog dominates as the primary search tool for books
Print indexes for finding articles
Key Context: Technologies in transition
Client / Server > Web-based computing Beyond Web 2.0
Integration of social computing into core infrastructure
Local computing shifting to cloud platforms Application Service Provider offerings standard New expectations for multi-tenant software-as-a-
service Full spectrum of devices
full-scale / net book / tablet / mobile Mobile the current focus, but is only one example of
device and interface cycles
Key Context: Libraries in Transition
Academic Shift from Print > Electronic E-journal transition largely complete Circulation of print collections slowing E-books now in play (consultation > reading)
All libraries: Need better tools for access to complex
multi-format collections Strong emphasis on digitizing local collections Demands for enterprise integration and
interoperability
Key Context: Each type of library faces unique challenges
Academic: Emphasis on subscribed electronic resources
Public: Engaged in the management of print collections Dramatic increase in interest in E-books
School: Age-appropriate resources (print and Web), textbook and media management
Special: Enterprise knowledge management (Corporate, Law, Medical, etc.)
Key Text: Changed expectations in metadata management
Moving away from individual record-by-record creation Life cycle of metadata
Metadata follows the supply chain, improved and enhanced along the way as needed
Manage metadata in bulk when possible E-book collections
Highly shared metadata E-journal knowledge bases, e.g.
Great interest in moving toward semantic web and open linked data Very little progress in linked data for operational systems AACR2 > RDA MARC > Bibframe (http://bibframe.org/)
Reshaped collections
Journals now published and delivered electronically
Monographs: transition to e-books underway Demand for e-book discovery and lending
Digital collections: local libraries and cultural organizations actively involved in digitizing unique materials
Media collections: LP, CD, DVD, Blu-Ray to streaming
Heritage print collections will remain indefinitely
Cumulative effect
Library collections more complex than ever
Library services move diverse Managing electronic and digital content
harder than managing print
Reassess expectations of Technology
Many previous assumptions no longer apply
Technology platforms scale infinitely No technical limits on how libraries share
technical infrastructure Cloud technologies enable new ways of
sharing metadata Build flexible systems not hardwired to
any given set of workflows
Reassess workflow and organizational options
ILS model shaped library organizations New Library Services Platforms may
enable new ways to organize how resource management and service delivery are performed
New technologies more able to support strategic priorities and initiatives
Social Computing
Web 2.0 as a separate activity largely a distraction
Important to have social orientation built directly into the software and services that comprise library infrastructure
Avoid jettisoning patrons out of the library’s Web presence
Find ways to effectively connect with users, connect users to each other, and especially to connect users to library content and services
Academic Library Issues
Greater concern with electronic scholarly articles
Management: Need for consolidated approach that balances print, digital, and electronic workflows
Access: discovery interfaces that maximize the value of investments in subscriptions to scholarly articles and research materials
Public Library Issues
Greater concern for e-books and general article databases
Management: Need for consolidated approach that balances print, digital, and electronic workflows
Emphasis on technologies that engage users with library programs and services
Traditional Proprietary Commercial ILS Aleph, Voyager, Millennium, Symphony, Polaris BOOK-IT, DDELibra, Libra.se, Open Galaxy LIBERO, Amlib, Spydus, NCS
Traditional Open Source ILS Evergreen, Koha
New generation Library Services Platforms Ex Libris Alma Kuali OLE (Enterprise, not cloud) OCLC WorldShare Management Services, Serials Solutions Intota Innovative Interfaces Sierra (evolving)
Competing Models of Library Automation
Convergence
Discovery and Management solutions will increasingly be implemented as matched sets Ex Libris: Primo / Alma Serials Solutions: Summon / Intota OCLC: WorldCat Local / WorldShare Platform Except: Kuali OLE, EBSCO Discovery Service
Both depend on an ecosystem of interrelated knowledge bases
API’s exposed to mix and match, but efficiencies and synergies are lost
Digital dominant libraries in sight
All new content acquired in electronic formats
E-Journals, E-books: all acquired and accessed electronically
Legacy collections fully digitized Full digitization of local specialized
collections
Reassess expectations of Technology
Many previous assumptions no longer apply
Technology platforms scale infinitely No technical limits on how libraries share
technical infrastructure Cloud technologies enable new ways of
sharing metadata Build flexible systems not hardwired to
any given set of workflows
Reassess workflow and organizational options
ILS model shaped library organizations New Library Services Platforms may
enable new ways to organize how resource management and service delivery are performed
New technologies more able to support strategic priorities and initiatives
Time to engage
Transition to new technology models just underway
More transformative development than in previous phases of library automation
Opportunities to partner and collaborate Vendors want to create systems with long-
term value Question previously held assumptions
regarding the shape of technology infrastructure and services
Provide leadership in defining expectations
Libraries as agents of content procurement and distribution
Content may be decreasingly accessed through traditional library channels
Content disseminated throughout the institutional enterprise information infrastructure Learning Management Systems Departmental or disciplinary research
portals Academic institutions continue to require
specialists to procure content on behalf of teaching and research faculty
Digital Impact on content production
A given that new content will be done digitally from start to finish
More dimensions of research process exposed
Publishing models: pressure mounting toward open access
Selection: New dynamics in peer review and subsequently promotion and tenure
Research data
Research Data increasingly within scope NSF data management plans Need to organize and preserve Re-use and repurpose
The <r>evolution of academic information
Library collections should be built from the universe of academic and scholarly content that supports research an teaching
Transition from Print only > Print + electronic + digital + ??? (new media forms)
Cumulative. Additive
The Legacy Library
Physical collections: Print, microfilm, manuscripts
Scholarly publishing dominated by commercial publishers, societies, etc. (No open access)
Library Services focus on access to physical items based on citations and bibliographic records
The Online Catalog dominates as the primary search tool for books
Print indexes for finding articles
Strategic Cooperation
Shared infrastructure in support of strategic collaborative relationships
Opportunities to share infrastructure Examples:
2CUL Orbis Cascade Alliance
Opportunities to reconsider automation implementation strategies One library = 1 ILS? Ability to share infrastructure across organizational
boundaries?
Time to Invest in Technology Libraries in general lack the proper tools
to manage and deliver access to their reshaped collections
Library and campus tools may seem stilted and primitive relative to what students experience outside the campus domain
Tradition of under-investment and deferred maintenance or replacements of technology infrastructure in the library
Dearth of transformative technology options?
UCSD Research Data Curation Services
Centers of Preservation
Increased involvement in production of digital content demands institutional commitment to long-term digital preservation
Digital Curation: create, organize, access, preservation
Libraries as a whole in the early stages of digital preservation
Resource Sharing Strategies
Strategic interest in Resource Sharing
Supplement local collections Provide expanded universe of content to
library users Print – Digital – Electronic Lower operational Costs Step into more powerful automation
environment
Resource Sharing issues
Local Control and Branding Compromises to policies and practices Impact on collection development
Targeted collections among partners Opportunities for collaborative
operations Technical Services
Costs for delivery Reduce traditional ILL costs
Impact on Library Users
Access to larger aggregate collections Enhanced Discovery: able to gain access
to larger universe of content Convenient delivery of materials Manage expectations on delivery times
Budget planning
Increased activity comes with cost implications Buy less, borrow more
Factor in courier costs Technology costs
BibliographicDatabase
Library System
Branch 1
Branch 2
Branch 3
Branch 4
Branch 5
Branch 6
Branch 7
Branch 8
Holdings
Main Facility
Search:
Integrated Library System
Patrons useCirculation featuresto request itemsfrom other branches
Floating Collectionsmay reduce workload forInter-branchtransfers
Model:Multi-branchIndependentLibrary System
BibliographicDatabase
Library System A
Branch 1
Branch 2
Branch 3
Branch 4
Branch 5
Branch 6
Branch 7
Branch 8
HoldingsMain Facility
WorldCat
WorldCat Resource Sharing
User:Password:
Place Request
Needed by: Dec 30, 2012 5:00pm
ILLiad
Patron has Citation for item not held by Library
Interlibrary LoanRequest Form
Interlibrary LoanPersonnel
WorldCat Resource Sharing
Request Submission
Resource tracking and fulfillment
ILS Synchronization
BibliographicDatabase
Library System A
Branch 1
Branch 2
Branch 3
Branch 4
Branch 5
Branch 6
Branch 7
Branch 8
HoldingsMain Facility
BibliographicDatabase
Library System B
Branch 1
Branch 2
Branch 3
Branch 4
Branch 5
Branch 6
Branch 7
Branch 8
HoldingsMain Facility
BibliographicDatabase
Library System C
Branch 1
Branch 2
Branch 3
Branch 4
Branch 5
Branch 6
Branch 7
Branch 8
HoldingsMain Facility
BibliographicDatabase
Library System D
Branch 1
Branch 2
Branch 3
Branch 4
Branch 5
Branch 6
Branch 7
Branch 8
HoldingsMain Facility
BibliographicDatabase
Library System F
Branch 1
Branch 2
Branch 3
Branch 4
Branch 5
Branch 6
Branch 7
Branch 8
HoldingsMain Facility
BibliographicDatabase
Library System E
Branch 1
Branch 2
Branch 3
Branch 4
Branch 5
Branch 6
Branch 7
Branch 8
HoldingsMain Facility
Resource Sharing Application
BibliographicDatabase
Discovery and Request Management Routines
Staff Fulfillment Tools
Inter-System Communications
NCIP
SIP ISO ILL
Z39.50
NCIP
NCIP
NCIP
NCIP
NCIP
NCIP
Search:
Consortial Resource Sharing System
BibliographicDatabase
Shared Consortia System
Library 2
Library 3
Library 4
Library 5
Library 7
Library 8
Library 9
Library 10
Holdings
Library 1 Library 6
Shared Consortial ILS
Search:
Model:Multipleindependentlibraries in aConsortiumShare an ILS
ILS configuredTo supportDirect consortialBorrowing throughCirculation Module
Strategic Cooperation and Resource sharing
Efforts on many fronts to cooperate and consolidate
Many regional consortia merging (Example: Illinois Heartland Library System)
State-wide or national implementations New Zealand: Kōtui, Te Puna
Software-as-a-service or “cloud” based implementations Many libraries share computing
infrastructure and data resources
Auckland City Libraries
7 separatelibrary services merged in2010
MyLibraryNYC
Auckland City Libraries
7 separatelibrary services merged in2010
OhioLink
Innovative Interfaces
INN-Reach
Iceland Libraries
South AustraliaSA Public Library Network
140 Public Libraries
Chile
Georgia PINES
275 Libraries 140 Counties 9.6 million books Single Library
Card
43% of population in Georgia
Northern Ireland
Recently consolidated from 4 regional networks into one
96 branch libraries 18 mobile libraries Collections managed through single
Axiell OpenGalaxy LMS
http://www.ni-libraries.net/
Illinois Heartland Library Consortium
LargestConsortiumin US by Number of Members
Orbis Cascade Alliance
37 Academic Libraries Combined enrollment of 258,000 9 million titles 1997: implemented dual INN-Reach systems Orbis and Cascade consortia merged in
2003 Moved from INN-Reach to OCLC Navigator /
VDX in 2008 Current strategy to move to shared LMS
based on Ex Libris Alma
Orbis-Cascade Alliance
Denmark
Denmark Shared LMS
Common Tender for joint library system February 2013
88 municipalities: 90 percent of Danish population Public + School libraries
Process managed by Kombit: non-profit organization owned by Danish Local Authorities
2CUL
Shared Services:Collection Development
Technical Services
Shared Infrastructure?:
Illinois Heartland Library Consortium
LargestConsortiumin US by Number of Members
Orbis Cascade Alliance
37 Academic Libraries Combined enrollment of 258,000 9 million titles 1997: implemented dual INN-Reach systems Orbis and Cascade consortia merged in
2003 Moved from INN-Reach to OCLC Navigator /
VDX in 2008 Current strategy to move to shared LMS
based on Ex Libris Alma
Reviewing what’s behind your motive to change your software and assessing your needs based on your budget
Strategic Planning
Reasons to consider Technology Changes
Obsolete or non-supported system Lost confidence in current supplier Library can no longer operate optimally
with current tech environment Need a environment which delivers
better resource sharing or collaboration opportunities
Timing issues
Immediate need Interested in alternative options once
they become standard options Early adopter Defer tech investment Waiting for the perfect solution will
result in indefinite deferment
Can your library justify a Lateral Move?
Move from a product to a similar product from another supplier Same generation / scope / workflows
Each of the major products offers both strengths and weaknesses
Will a lateral move result in fewer problems or different problems?
Key consideration is whether your system supports the strategic business needs of your library
Open Source vs Proprietary
Open source may provide more opportunity for local control of strategic development
Open Source ILS available as a complete turnkey solution Open source software have fewer mature modules and
features than well-established proprietary systems Cost mostly equivalent. Highly dependent on specific
scenario. Both options document examples of lower cost. Decision should be based on business requirements and
tangible benefits Both open source and proprietary ILS involve
relationships with vendors
Planning and preparing for new tech project
Organizational planning
Library Services Platform = large-scale change
Requires broad-based decision-making process
Committees / Teams Leverage expertise from all areas of the
library Prepare for change processes Review and revise operational workflows Operationalize new system into the
fabric of the library
New Discovery product = moderate change
Operations remain largely unchanged New interface for public access Some changes needed to optimize
support for discovery product Metadata issues Cataloging practices
May cover up, but not cure misalignment of automation software with library strategies
Evaluating and selecting Technology
Deployment options
Software-as-a-service Proprietary Open Source
Participate in a shared ILS – statewide, regional, or consortial
Locally-installed server Proprietary Open Source
Cost Spectrum
Standalone Implementation Highest cost / Least resource sharing
Consortium participant Lower cost / Higher resource sharing
SaaS Constant annual cost
Licensed software High start-up cost / Lower ongoing cost
Open source Many cost variables
Cost Issues
Consider the total cost of ownership Direct costs
Vendor payments: software licensing, support, training, conversion
Hardware purchase and maintenance Hosting costs: in-house or outsourced SaaS Subscriptions
Indirect costs Procurement overhead: personnel time devoted to selection
process, including committee meetings, prep, vendor demos, etc.
Increased workload for systems and technical services personnel
Decreased productivity during transition
Procurement options:
sole source Purchase additional software from existing
supplier Internal justification often required
competitive procurement Submit procurement documents to qualified
suppliers Incumbent often one of the competitors
Procurement processes
Request for Information Method to gain in-depth understanding of
competitive offerings Often a preliminary process to RFP
Request for Proposals Solicits responses to detailed specifications Specific / binding cost proposal Product / support / company viability Many boilerplate documents available – be
wary Core specifications can be licensed
Progressive Procurement Strategy
Do not reinforce legacy concepts and practices
Do not over-specify detailed functionality Define a process that will result in a forward-
looking result Assume that rates of change will increase Articulate your organizational strategy and
vision for technology Give respondents leeway to express how
they can fulfill your vision
Time to engage
Transition to new technology models just underway
More transformative development than in previous phases of library automation
Opportunities to partner and collaborate Vendors want to create systems with long-
term value Question previously held assumptions
regarding the shape of technology infrastructure and services
Provide leadership in defining expectations
Concluding thoughts
Urgency to align technology with library missions
Innovate locally Collaborate aggressively collectively Drive strategic development
Questions and discussion
Recommended