harnessing tech to support library strategies

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

http://www.librarytechnology.org/

http://twitter.com/mbreeding

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

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Main Facility

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Integrated Library System

Patrons useCirculation featuresto request itemsfrom other branches

Floating Collectionsmay reduce workload forInter-branchtransfers

Model:Multi-branchIndependentLibrary System


Library System A

Branch 1

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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


Library System A

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Library System B

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Library System C

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Library System D

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Library System F

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Library System E

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Resource Sharing Application


Discovery and Request Management Routines

Staff Fulfillment Tools

Inter-System Communications

NCIP SIP ISO

ILLZ39.50

NCIP

NCIP

NCIP

NCIP

NCIP

NCIP

Search:

Consortial Resource Sharing System


Shared Consortia System

Library 2

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Holdings

Library 1 Library 6

Shared Consortial ILS

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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 separate

library services merged in2010

MyLibraryNYC

Auckland City Libraries 7 separate

library services merged in2010

OhioLink

Innovative Interfaces

INN-Reach

Iceland Libraries

South AustraliaSA Public Library Network

140 Public Libraries

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/

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 DevelopmentTechnical 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

harnessing tech to support library strategies

Documents