Global Accessible Library Project
“A Virtual Library for the World’s Community of PrintDisabled Persons”
Phase I: Strategy
Final Report
Version 2.2
10 March 2010
Document History
Revision Dates
21 January 2010
First draft to Steering Committee
28 January v1.2
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Distribution
Name
Margaret McGrory
Arne Kyrkjeboe
Francois Hendrikz
Helen Brazier
Julie Rae
Keun Hae Youk
Koen Krikhaar
Neil Jarvis
Peter Beran
Organisation
CNIB, Canada
NLB, Norway
South African Library for the Blind
RNIB, U.K
Vision Australia
KBL, Korea
Dedicon, The Netherlands
Royal New Zealand Foundation of the
Blind
RFB&D, U.S.A
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Table of Contents
1.
Executive Summary .........................................................................5
2.
Introduction ......................................................................................6
3.
Mandate ...........................................................................................7
4.
Vision ...............................................................................................7
4.1. Objectives ...................................................................................8
5.
Methodology ....................................................................................9
Business Model team ......................................................................10
Discovery and Access team ............................................................ 10
Shared Collection Development and Exchange team...................... 10
Partnership Development team ....................................................... 11
5.1. Project Structure .......................................................................11
5.2. Project Meetings .......................................................................11
5.3. Outcomes ................................................................................. 11
6.
Inputs to the Strategy .....................................................................12
6.1. Discovery and Access .............................................................. 12
6.2. Collaborative Collection Development and Exchange ...............15
6.3. Survey Findings ........................................................................16
6.4. Governance model ...................................................................17
6.5. Potential Partnerships ............................................................... 17
7.
Project Funding ..............................................................................18
8. The Strategy for Moving Forward ...................................................... 19
8.1
Pilot Strategy ............................................................................19
9. Risks .................................................................................................22
10. Recommendations ..........................................................................23
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Appendix 1 – Discovery and Access Options ........................................25
Appendix 2 - Collaborative Collection Development.............................. 29
Appendix 3 - Governance Model........................................................... 32
Appendix 4 - GAL Functional Specifications .........................................37
Appendix 5 - Project Manager Position Description .............................. 39
Appendix 6 - Global Accessible Library Communication Plan ...............45
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1. Executive Summary
Two hundred years ago Louis Braille was born in Coupvray, France. His
six dot tactile system of reading and writing opened the door to books,
information and knowledge for the vision impaired1. Today, we have
electronic Braille and DAISY to assist not only persons who are blind
and have low vision but also those with other print disabilities.
Regardless of this technology, there is still an inequity in the availability
of alternative format material due to territorial copyright agreements, and
lack of mechanisms to locate and use the accessible material from
around the world. The aspiration of the Libraries Serving Persons with
Print Disabilities Section of IFLA and the DAISY Consortium, the cosponsors of the Global Accessible Library initiative, is to collaborate and
work together to redress the inequity in what is termed the “book
famine”.
The aim of the Global Accessible Library (GAL) is to increase the total
amount of alternative format materials available and to enable people
with print disabilities worldwide to locate and access accessible library
materials, anytime, anywhere, using ubiquitous reading devices such as
cell phones and computers.
This report describes the methodology used by the project to determine
requirements and consider options for discovery and access in the GAL
context; the terms and conditions for collection sharing and exchange
among participating organizations, as well as governance
considerations.
Since there are no ‘best practices’ upon which to model the GAL,
implementation of a controlled pilot project is proposed to gain
operational experience to inform decisions regarding requirements for a
full implementation, to understand cost implications and to develop the
partnerships necessary to support full deployment. In this context, the
work of the WIPO Stakeholders’ Platform “TI Pilot Project” Working
Group was considered and synergies observed between the aspirations
1 Meeting the Needs of the Visually Impaired Persons: What Challenges for IP?” (A meeting hosted by WIPO in
Geneva on 13th July 2009) Presentation by Mr. Christopher Friend
of the two projects. The report, therefore, proposes an assessment of
the potential for integration of the two initiatives.
Success of the GAL will be dependent on international collaboration
among libraries and other organizations producing alternative format
content for those with print disabilities and working cooperatively with
rightsholders. Delivering will mean new ways of working and new
partnerships. It will take time, but the GAL is necessary if we are to
radically improve the amount of reading material available to people with
print disabilities worldwide.
Electronic copies of this report are also available at
http://www.daisy.org/project/global-accessible-library
2. Introduction
According to the World Health Organisation, there are 161 million blind
and partially sighted people in the world and this number is growing.
With the addition of people who are print disabled for reasons other
than sight loss, there is an even greater number of people who cannot
read a conventional printed book, newspaper, magazine or website.
Yet, in most countries of the world it is reported that fewer than 5% of
books are available in accessible formats that can be read by people
with print disabilities and a significant number of websites that are
inaccessible.
Libraries have always been a community’s route or portal to
information, knowledge and leisure; in addition to providing access to
local resources, they offer a gateway to diverse remote collections,
national and international. Libraries provide professional staff trained to
distinguish and verify content, build collections and provide a reference
and information service. Today, many libraries rely on digital
technologies for collecting, organizing and distributing information.
Indeed, the information age has created unprecedented opportunities
for libraries to access digital content from many sources worldwide.
The same opportunity exists for libraries serving people with print
disabilities to collaborate to address the inequities of access mentioned
above.
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The realisation of this vision rests on the ability of libraries serving
people with print disabilities to work together to provide access to their
collections using digital technologies. It requires designing systems and
services using common standards and with interoperability in mind.
Libraries for print disabled people are poised to be able to collaborate on
a global scale because major work has already been done through the
DAISY Consortium and with NISO to establish standards for the
recording of navigable digital audio books. For many such libraries, the
focus of the past five years has been on the implementation of these
standards and the conversion of analogue collections to digital audio.
Others are using the web as a source of digital collections and also
using the internet as a means for distribution.
So, on the one hand we have an increasing number of people
throughout the world with print disabilities and a continuing scarcity of
accessible content; on the other hand a network of libraries with the
desire and the capability to take advantage of the opportunities
afforded by digital technologies to address these issues. Hence, it is
timely to launch the Global Accessible Library initiative.
3. Mandate
The mandate for the Global Accessible Library (GAL) project was
decided upon at a joint meeting of the DAISY Consortium and IFLALPD Section2 on 27th February 2008 in Zagreb, Croatia. The meeting
laid down the guiding principles for the project charter.
The purpose of this phase of the project was to identify requirements of
a global accessible library, and the strategy and first steps towards its
full implementation.
4. Vision
The vision of the GAL is to increase the total amount of alternative
format materials available and to enable people with print disabilities
worldwide to locate and access accessible library materials, anytime,
anywhere.
2 Libraries Serving Persons with Print Disabilities
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Specifically, the Global Accessible Library is envisaged as:
 A network of online collections of digital objects
 Collaboratively created/collected according to internationally
accepted principles for collection development
 Made available digitally in a coherent, accessible and sustainable
manner
 Supported by services to allow authorised users worldwide to
retrieve and exploit global resources, and most importantly be
subject to copyright at all times
Further, the Global Accessible Library:
 Is digital in content and delivery
 Is designed for the end user
 Allows participating organisations to gain efficiencies
 Is capable of lending materials directly to eligible clients registered
with a GAL member organization
 Ensures that library holdings are protected from commercial theft
It is important to further state that the Global Accessible Library is not
intended to be a:
 Distribution model for physical objects. It will be up to the recipient
(whether that is the “home” library of the client or the client) to
convert digital objects to the physical alternate format of choice
 A centralised repository of all library collections. It will use
available technology to find and retrieve accessible titles from the
collections of organisations that provide library services to persons
with print disabilities from around the world
4.1.
Objectives
The specific objectives of the GAL are to:
 Enable people with print disabilities to locate and access a wider
range of resources
 Enable libraries for the print disabled to share resources
 Develop partnerships with publishers nationally and through
global publishing arrangements that benefit all
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 Develop partnerships with mainstream libraries and other
organisations developing global libraries, recognizing the
potential to “mainstream” the GAL at some future date
 Leverage international co-operation to deliver more services to
clients in a range of community languages
 Ensure strategy and outcomes are in compliance with copyright
legislation
 Develop a viable business model to support the GAL
5. Methodology
In order to consider options and determine the strategy to advance the
GAL, the Executive Sponsors established a Steering Committee, which
in turn set up four working groups. Copies of the project charter,
working group reports and all other project documentation can be found
at: http://www.daisy.org/project/global-accessible-library
The Steering Committee, established to oversee the GAL project,
consists of the following members from IFLA/LBS Standing Committee
and from the DAISY Consortium Board.
Steering Committee
members. 3
Organisation
Representing
Margaret McGrory
(chair)
CNIB, Canada
DAISY/IFLA-LPD
Peter Beran
RFBD, U.S.A.
DAISY
Helen Brazier
RNIB, U.K.
IFLA-LPD
Francois Hendrikz
SALB, South Africa
IFLA-LPD
Neil Jarvis
RNZFB, New Zealand
DAISY
Koen Krikhaar
Dedicon, The
Netherlands
IFLA-LPD
Arne Kyrkjeboe
NLB, Norway
DAISY
Julie Rae
Vision Australia,
Australia
IFLA-LPD
Keun-Hae Youk
KBL, South Korea
DAISY
3 During the life of the project, two organizational memberships changed. Bente Dahl Rathje, NOTA, Demark
and John Churchill, RFB&D, U.S.A. left the Steering Committee; their valued contribution to this project is
acknowledged and appreciated.
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Project Manager, Ian Bland (U.K.)4, assumed operational responsibility
for the deliverables of the project.
The Four Working Groups:
Business Model team
Francois Hendrikz (Chair), SALB; Stephen King, RNIB, Francisco
Martínez Calvo, ONCE
This team was tasked with evaluating a number of business
models for the GAL and providing a rationale for the
recommended approach.
Discovery and Access team
Tony Iezzi (Chair)5, Vision Australia; Marcus Westlind, TPB; Minna von
Zansen, Celia Library; Jon Hardisty, RNIB; Hye-Ju Kim, Korean Braille
Library; Margaret Williams, CNIB
This team was tasked with identifying current end user discovery
and access challenges; desired capabilities; options to get from
where we are to where we want to be, and a recommended
approach.
Shared Collection Development and Exchange team
Deborah Mould (Chair), Vision Australia; Susan Ewing, CNIB, Busi
Mbiyo, SALB; Jackie Dickinson, RNIB; Kari Kummeneje, NLB
This team was tasked with identifying collection development
and exchange challenges; desired capabilities; options to get
from where we are to where we want to be, and a recommended
approach.
4 Until October 2009, Julie Rae, Vision Australia, was responsible for project management; her considerable
contribution in that capacity is acknowledged and appreciated. Ms Rae continues as a member of the Steering
Committee.
5 Until October 2009, Margaret Williams, CNIB, chaired the Discovery & Access Working Group; her leadership
of this team is acknowledged and appreciated.
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Partnership Development team
Marten Verboom, Dedicon (Chair); Trish Egan, Vision Australia
This team was tasked with identifying potential funding and
technology partners. The work of this team was placed on hold
pending the outcome of this phase of the GAL project,
development of the strategy. Thereafter, the team will consider
partnership options and develop a case statement for each
potential strategic partner to advance the strategy.
5.1.
Project Structure
IFLA LBS
DAISY Consortium
Steering Committee
Chair
4 IFLA LBS Reps
4 DAISY Board Reps
Project Manager
Project Team 1
Business Model
Project Team 2
Discovery & Access
Project Team 3
Collection Development
& Exchange
Project Team 4
Partnerships
Development
1.
5.2.
Project Meetings
Chair
The Steering Committee met by a mixture of face-to-face meetings
during the project held around IFLA/LBS and DAISY Board meetings,
and conference calls. The Working groups followed a similar pattern
and in addition established a project wiki.
5.3.
Outcomes
The outcome of this phase of the project, as determined at the outset,
was to deliver a Report which would define:
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1. A fully developed Global Accessible Library service with
development phases identified and timeframes for phases.
2. End user discovery and access requirements.
3. Goals for shared collection development and exchange, and
possible first services being operational.
4. Potential partnerships, collaborations and leverage points to
support the development of the Global Accessible Library.
5. Costs, infrastructure requirements, policies, impediments and
associated issues involved in establishing a Global Accessible
Library.
6. The Business Model for the Global Accessible Library.
7. Implementation – Next Steps.
6. Inputs to the Strategy
6.1.
Discovery and Access
The Discovery and Access working group affirmed that the GAL would
include an integrated source of information that makes it possible for
people with print disabilities around the world to find and access the full
range of library material in alternative formats available to them.
More specifically, it would:
1. Provide an integrated source of bibliographic data and access points
for library material in alternative formats around the world.
2. Present that source as the obvious choice in places where people
with print disabilities are likely to look for information.
3. Offer an interface to the GAL that is accessible, easy and appealing
to use because it is similar to mainstream options with which endusers are familiar.
4. Adapt to the context of the end-user in terms of country, language,
delivery channel, and affordability.
5. Validate qualified end-users and connect them as seamlessly as
possible to content produced under different copyright and licensing
terms and conditions.
6. Be compatible with a broad range of reading technologies.
7. Leverage international standards and technology platforms already
used by people with print disabilities.
The following scenario and diagram describes how the end user would
access the Global Accessible Library. It outlines a concept that may
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have a different technical solution; however, the intent and outcome
should be the same.
Marco loves the social media site Facebook. He’s part of a group called
Adaptive Technology Geeks. He checks it every morning on his
accessible cell phone while he’s on the bus on his way to work. A friend
has mentioned a new book by Marco’s favourite science fiction author.
Marco wants to know if it’s available in DAISY yet. He types the title of
the book into the Global Accessible Library search box on his Facebook
group’s page. He is taken to a Global Accessible Library front page
where he is prompted to select which country he lives in, which
language(s) he reads, and which format(s) he uses. Marco enters “UK”,
“Italian”, “English”, and “DAISY”. He is presented with a list of search
results. Although Marco doesn’t know it, the search results have been
integrated from the catalogues of GAL members around the world. He
finds the book he wants in English, available as DAISY online. Marco
selects the “Borrow” button. The system prompts him to select the
Global Accessible Library that where he is registered for service,
followed by his username and password for that library. Behind the
scenes, Marco’s login information and request for content is
authenticated by his member library, which is in the UK. His member
library sends the request to another member library in Australia, where
the DAISY files are stored. The member library in Australia receives the
request, validates it, and releases the content to be delivered to his cell
phone, which is equipped with DAISY playback software. All Marco
knows is that the book appears on his cell phone and he can start
listening to the first chapter on the bus before he arrives at work. All this
takes not time at all.
Diagram note: The diagram below outlines pictorially the process the end
user would follow to obtain a title of their choice, as described in the
scenario above.
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The working group considered four options for discovery and access:
1.
2.
3.
4.
Develop a virtual integrated digital library network
Develop a stand-alone search and discovery tool
Develop a guide to libraries serving people with print disabilities
Contribute content to an existing public domain repository
It is the first option, developing a virtual digital library network that is
deemed by the Steering Committee as the only model to endorse for the
GAL.
The system proposed is virtual in that it does not involve a physical (hard
copy) collection of ‘books on shelves’ that are circulated to users and
then returned to those shelves, but rather it pertains to digital collections
of materials, which reside in local or remote repositories, that are
accessed by users online and retrieved (downloaded) according to the
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eligibility of the user and access rights of the material; and integrated
meaning that the user is required to log in only once to access the
collections of participating libraries around the world.
Three components are necessary for this option: a search and discovery
mechanism; an authentication and access tool, and an administrative
layer. Details of this option, as well as the other options considered can
be found in Appendix 1 – Discovery and Access Options See page 25
6.2.
Collaborative Collection Development and Exchange
The responsibility of the Collection Development and Exchange working
group was to investigate, consider and recommend preferred methods in
creating and developing content through working collaboratively. The
ability to participate in global digital resource sharing allows
organisations to engage in a relationship without the boundaries of inter
library loan and provide the lowest barriers to fulfilment. With only 5% of
published works accessible to those who are print disabled, the GAL
initiative would provide a large scale networking opportunity to increase
the amount of available information, and maximise efficiencies for its
participants by increasing the depth of their collections. Collaborative
collection development and exchange would also decrease inefficiencies
caused by the creation or conversion of the same titles into the same
format by different agencies.
With multiple sources for content, such as transformation under national
and international copyright frameworks, conversion from commerciallyproduced inaccessible versions, or purchase of accessible versions,
various models were developed that would provide for maximum
participation and reduction of duplicated efforts between participating
libraries.
Methods of acquisition such as exchange of materials between
participating libraries were considered, as was the need to codify
information in cataloguing records to avoid duplication of effort and
provide wider access to materials. By sharing information about the
production of titles, libraries could better direct their resources so that
more unique content is produced overall.
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In considering how content sharing between libraries in various countries
could work, the following criteria for participation in the GAL were
determined. Participating organizations would:
1. Validate their library patrons as being eligible for access, as
defined by national legislation.
2. Make their catalogues available to other GAL members.
3. Adhere to minimum standards for cataloguing records (including
provision of work in progress records).
4. Be registered non-for profit organisations that provide access to
materials.
5. Respect copyright restrictions on any materials they obtain.
These criteria are discussed in more detail in Appendix 2 - Collaborative
Collection Development on page 29.
6.3.
Survey Findings
As a further source of input to the strategy, the GAL Steering Committee
commissioned Rightscom Ltd. to conduct a survey of organisations in a
number of countries providing library services for people with printdisabilities.
The purpose of the survey was twofold: to determine if the vision for the
proposed Global Accessible Library met the requirements of the libraries
and their patrons, and to elicit specific information about the
preparedness of the libraries to participate.
The survey was conducted online and distributed by email to a preresearched list of contacts. Full or substantial responses were received
from 25 organisations in Africa, Asia, Australia, Europe, the Middle East,
North America and Scandinavia. Responses were not received from
Spain or any Latin American country.
Overall, the survey responses indicated a very positive reaction to the
vision proposed for the GAL, with an endorsement of most of the key
benefits and high-level requirements. Some evidence for which features
should be prioritised can also be derived from the results. However,
there is also evidence that the vision is not fully understood and needs to
be clarified, which is not surprising at this stage. The survey also
highlighted some important gaps in information and knowledge,
especially related to federated search and authentication.
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The survey results provided useful feedback to show a high level of
support for a future GAL and valuable information to prioritise who might
take part in a pilot implementation. The full survey can be found at
http://www.daisy.org/project/global-accessible-library.
6.4.
Governance model
The GAL is not envisaged as a physical entity located in a central
location with a fixed management and staff structure to administer its
affairs. It would, however, require a specific governance model to serve
as guide for all involved in terms of expectations and responsibilities.
Three business models for the GAL were considered:
1. A centralised model
2. A decentralized model
3. A hybrid model
Each model was assessed using the following criteria:
a)
b)
c)
d)
e)
Governance and funding
Terms and conditions for participation
Risk management
Coordination between partners
Service delivery impact
Details of each option are located in Appendix 3 - Governance Model
page 32.
In summary, a governance model akin to that of the DAISY Consortium
is proposed, with a formal board of directors comprised of participating
GAL members likely on a rotational basis, duly constituted with articles
of association, membership fees, and accountability for the service
delivery model and ensuring compliance with the terms and conditions
for participation in the GAL.
6.5.
Potential Partnerships
As noted earlier, the engagement of the partnership development team
was postponed until the strategy for the GAL was determined and the
technical infrastructure identified. The steering committee did, however,
identify some potential partners. Conversations were held with a
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number of technology and library vendors to determine the extent to
which their products could address specific aspects of the GAL needs.
As will be discussed later in this report, when the project moves into the
next phase, more detailed requirements will be developed which will
inform further vendor discussions. It is proposed that a Request for
Information/Expression of Interest document be developed and sent to
selected parties to assist in identifying the most appropriate
partnerships.
Another potential partnership involves a parallel initiative of particular
relevance and importance to the GAL strategy; namely, the work of the
WIPO Stakeholders’ Platform Working Group, which is comprised of
representatives of rightsholders and organizations serving persons with
print disabilities. This group has negotiated a set of guidelines to govern
cross-border exchange of material protected by copyright, between
‘Trusted Intermediaries’ (TIs). These guidelines have been developed as
high level principles to serve as a prototype for real life testing in the
context of what is referred to as a ‘TI Pilot Project’. Subject to further
exploration, it seems very likely that there is sufficient alignment
between the TI Pilot Project objectives and those of the GAL to merit
further analysis to determine the potential for integrating the two
projects. For the GAL project, this would have the benefit of making
available in-copyright works for exchange among GAL participating
organizations (TIs) and eventually directly to their patrons, both critical to
a successful GAL implementation.
A partnership opportunity is also being explored with WIPO to determine
the potential of its sophisticated IT infrastructure to support aspects of
the GAL such as ‘discovery and access’, file transfer and security.
7. Project Funding
To date the GAL Project has been funded through the time and
commitment of the organisations whose staff are on the GAL Steering
Committee. Vision Australia seed funded the first year of the project,
with $AUD 50,000 enabling resources to be used for face to face
meetings, teleconferences and the commissioning of the survey. RNIB
provided funds for a part-time project manager. For the future and the
success of this project, a number of funding models need to be
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considered which could consist of further contributions from member
organisations or funding sought from external parties.
To allow the project to move into the next phase, it is suggested that
member organizations of LPD Standing Committee and the DAISY
Consortium Board could be approached to contribute funds to assist with
costs and illustrate their commitment to the project’s success.
8. The Strategy for Moving Forward
Throughout this phase of the project it has been clear that for the GAL to
be successful it would take time for acceptance and importantly to
understand how the GAL will operate. To ensure that all potential
participants and partners have a clear shared vision and direction, a pilot
implementation is proposed. Before this, however, the following matters
need to be addressed.
Prerequisites to a Pilot
 Determine source of project funding.
(Consider requesting member organizations of the DAISY Board
and LPD Standing Committee to contribute funding towards the
pilot project costs.)
 Secure funding
 Hire of project manager6
 Implement the Communications Plan7
 Determine relationship with TI pilot project
 Call for Request for Information (RFI) to provide information
regarding technical solutions and associated costs
 Develop pilot project plan for consideration by the stakeholders, as
discussed below.
8.1 Pilot Strategy
The report has discussed the aspirations for the GAL and the strategic
elements necessary to achieve the desired outcome. There are,
however, no roadmaps or models for this. There is much to be
understood and determined before a full GAL implementation can be
6 See Appendix 5 - Project Manager Position Description page 39
7 See Appendix 6 - Global Accessible Library Communication Plan page 45
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considered not the least of which is the financial impact on participating
organizations. A controlled pilot project is proposed to gain this
knowledge through operational experience. The objectives of the pilot,
its management, participation, costs and other requirements are outlined
below.
Objectives
The high level objectives of the pilot would be to:




Test assumptions and mitigate risks
Test library to library cross-border exchange
Test direct to patron cross-border access
Determine the cost elements, financial implications, and funding
options and opportunities
More specifically, the pilot would:
 Test hypothesis with respect to the costs to organizations
participating in cross-border exchange
 Determine and cost the GAL technology ‘building blocks’, including
the GAL user interface, repositories, mechanism to ‘locate and
obtain’ eligible content, and to track and report on activities
 Determine optimal funding model, including consideration of a
membership fee structure, which recognises the participation of
organizations from developed, developing and least developed
countries
 Develop standard templates, cataloguing and other practices to
facilitate cross border exchange of titles among participants,
including easy determination of copyright eligibility
 Develop standard mechanism to locate information pertaining to
titles in production (Works in Progress)
 Establish the GAL governance board, its mandate and articles.
Terms and conditions for participation in the pilot project
Participating organization must:
 Have a DAISY collection
 Serve clients with print disabilities
 Operate under copyright legislation that has exception clauses for
print disabilities and/or licensing agreements that support crossborder access
 Be willing to accept contractual terms, which stipulate that the
people to whom access to the GAL is offered are eligible according
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to national laws, and that materials made available through the
GAL are eligible for lending across borders
 Have a catalogue available online
 Be able to deliver online digital content
 Have appropriate measures to secure content from unauthorized
access, such as water marking.
Participants in the pilot implementation
A decision with respect to organizations to participate in the GAL pilot
implementation should be taken once it is determined if the GAL and TI
pilot projects will be integrated. Participants in a combined pilot must
reflect the objectives of both stakeholders.
Functionality to be developed/included in the pilot implementation
While detailed requirements will be finalized in the context of the pilot,
the requirements included in Appendix 4 - GAL Functional
Specifications, page 37 are provided as a starting point. They have
been written such that, when finalized, they may be used with potential
technology providers and in building the ‘case for support’ for potential
funding partnerships.
Management for the pilot implementation
For the pilot, it is proposed that the GAL Steering Committee would
remain in place, supported by the engagement of a fulltime project
manager to ensure the objectives of the pilot are achieved. Should the
GAL pilot be integrated with the TI Pilot Project, membership of the GAL
Steering Committee should include representatives from the
Stakeholders’ Platform working group.
Pilot Costs
The following cost estimate is provided for consideration:
 Project Management $150,000/yr
 Project Travel and Meetings $100,000/yr
 Pilot development cost $100,000/yr
Total: US$350,000
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9. Risks
The grid below indicates potential risks to the project, their impact and
possible mitigation.
Risk Log
Partnership Risks
Impact
Mitigation
Limited or delayed
progress
Build strong funding and
in-kind support case to
engage potential partners
with some ‘vested’ interest
(e.g. libraries, publishers,
technology companies,
content aggregators)
Other partners have a
disproportionate influence
on the project
‘Mission drift’. Loss of
control by visual
impairment community.
High impact
Clear contractual
agreements. Strong
governance
Lack of understanding
amongst some libraries
Misinformation. Unwilling
to participate. Medium
impact
Communication strategy
Membership costs (if
applied are not borne
equitably)
Less developed countries
unable to participate or
developed countries bear
high cost burden, which
may not be possible. High
impact.
Pilot implementation to
understand costs and
implication. Sliding scale
for developed, developing
and least developed
countries
Lack of funding
Lack of support from some Not truly global. Medium
libraries
impact
Communication strategy.
Perception that common
language speakers have
most to benefit
Alienation of minority
language countries.
Medium impact
Communication strategy.
Stress importance to
minority language groups
Choosing the wrong
technical partner
Delays, increased cost
and possible failure. High
impact
Request for information.
Due diligence process.
Procurement expertise
Wrong or inappropriate
Blind people cannot
Pilot implementation to
Technology Risks
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technical solution
access GAL. High impact
test solution
GAL perceived as
obsolete in the face of
emerging accessible ebooks
Rights holders claim they
have accessible
alternatives. Medium
impact
Communications strategy
to make it clear that these
two are not in conflict but
complementary
Failure or perceived failure
of the TI pilot
Withdrawal of Rights
holders trust. High impact
Integration of the two
initiatives at the outset,
shared objectives
Copyright theft
Damage to reputation and
withdrawal of trust.
Medium impact
Close monitoring. Strong
governance
Blockage by Rights
holders
Delays. Limited results.
Medium impact
Integration of the two
initiatives, full participation
and disclosure, generates
trust
National copyright law
may require DRM to be
used
May influence if and how
material can be used,
restricting user choice
Advocacy with WIPO for
the “WBU treaty” or similar
international instrument to
facilitate cross-border
exchange
Rights Risks
Each of these risks would be thoroughly assessed as the project moves
towards the implementation phase and more information is available, for
example, regarding potential partners, the scope and status of the TI
pilot project and technology opportunities.
10. Recommendations
That the GAL strategy for discovery and access, collection sharing and
exchange, and governance as outlined in this report be endorsed;
specifically:
1. Development of a virtually integrated digital model for discovery and
access.
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2. The criteria for participating organizations engaged in collection
sharing and exchange within the GAL framework; namely:
a. Validation of library patrons as being eligible as defined by
national legislation.
b. Online catalogue available to other GAL members.
c. Adherence to a minimum standard for cataloguing records
including work in progress.
d. Registered as a not-for-profit organisation that provides
access to alternative format materials.
e. Compliance with copyright restrictions on any materials
obtained.
3. Establishment of a formal governance structure for the GAL with
articles of association that include terms and conditions for
membership, a formal governing body (board) selected from
participating organizations that ensures the service delivery model
remains sustainable and that members remain accountable, and has
sufficient authority to enforce terms and conditions and cancel
membership for non-compliance.
And further, that the following ‘next steps’ for the development of the
GAL be endorsed:
4. The GAL Steering Committee begin discussions with the
Stakeholders’ Platform Working Group to determine the feasibility of
integrating the TI Pilot Project with that of the GAL;
5. The GAL Steering Committee, supported by a fulltime project
manager, continue to provide leadership and oversight for the next
phase of the GAL development, and that its membership be
increased to include representation from the Stakeholders’ Platform
Working Group, should the two initiatives be integrated;
6. A Request for Information/Expression of Interest be developed and
sent to interested parties to assist the GAL Steering Committee in
identifying potential technology solutions and associated costs for the
GAL infrastructure;
7. Subject to availability of funding, the GAL Steering Committee be
authorized to develop the pilot implementation of the GAL as
proposed in this report.
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Appendix 1 – Discovery and Access Options
Option 1: Develop a virtual integrated digital library
In the GAL context, a virtual library is one that does not involve a
physical (hard copy) collection of ‘books on shelves’ that are circulated
to users and then returned to those shelves, but rather it pertains to
digital collections of materials, which reside in local or remote
repositories, that are accessed by users online and retrieved
(downloaded) according to the eligibility of the user and access rights of
the material. Integrated in this context means that the collections of
member libraries appear to the user to be a single collection from an
access perspective.
A virtual integrated digital library has three components:
a) Search and discovery mechanism
b) Authentication and access tool
c) Administrative layer
a) A search and discovery mechanism that would allow the end-user
to search for and find library material in alternative formats in
collections around the world. The end-user would be able to search
and browse the holdings of member libraries in two ways: through a
single, integrated catalogue interface or through the catalogues of
individual member libraries. Two options were considered to achieve
this:
A federated search application that uses the Z39.50 protocol or
another standard such as OCLC’s ZPortal could be the base
technology for this layer. A union catalogue application (e.g., OCLC’s
WorldCat) is another possibility.
In principle, a federated search is preferred because it would allow
libraries to share live catalogue data that is always current and can
contain both common data elements among libraries and customized
elements for each library. The traditional union catalogue requires
libraries to transfer catalogue records to a centralized database
periodically. The database becomes out of date the moment that the
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records are transferred and further it only includes common data
elements among libraries.
A union catalogue, however, could be a very good solution for
libraries that have not yet put their catalogues online. It might be more
cost effective for these libraries to contribute records to a union
catalogue rather than each library maintaining a separate system.
The union catalogue could then feed into a federated search with
libraries that have their own systems. (A similar centralized approach
could be taken for storing content for libraries that are just starting to
digitize collections. Overdrive’s ContentReserve and OCLC’s
CONTENTdm are two examples of digital collection management
applications.)
Regardless of the approach, data mapping would be required for
each library. Standard MARC fields such as Author and Title would
be relatively easy to handle. However, the method for handling the
many variations of alternative formats needs to be determined as
does how to represent rights data in catalogue records. This process
is labour-intensive. A partnership with an organization that has a track
record for handling large-scale, international and multilingual data
(e.g. OCLC) is crucial to ensuring it is done properly and costefficiently.
b. The second component of a virtual integrated digital library is an
authentication and access layer that would require the end-user to
log in only once to access material in alternative formats in library
collections around the world. A widely used proxy server such as
OCLC’s EZProxy or the open source software Shibboleth, which uses
an authentication protocol such as SIP or NCIP, could be the base
technology for this layer. The protocol would authenticate the enduser’s username, password and other information (e.g. country) and
authorize access to material according to the business rules set by
each member library to meet legal obligations and borrowing policies.
The DAISY Online Specification might present new possibilities.
Version 1 will permit the end-user to download DAISY files from an
online service to a compatible device. Version 2 might also enable
member libraries to exchange content between servers in real time.
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c. The third component of a virtual integrated digital library is an
administrative layer that allows member libraries to manage layers
(a) and (b), and generate usage statistics and other reports.
This virtual integrated digital library model (Option 1) is the preferred
option. It would allow libraries to leverage shared technologies while
maintaining local independence and it provides libraries and library
users with full “discovery and access” capability. It would not need to be
implemented all at once. It could be achieved in phases depending on
the readiness of member libraries and other considerations such as
copyright and funding. An initial small-scale implementation is
suggested to test technical feasibility and user expectations.
Option 2: Develop a stand-alone search and discovery tool
The second option for “discovery and access”, a standalone search and
discovery tool, is essentially the first step to building Option 1. Although
a search and discovery tool on its own would not provide a mechanism
for content to be delivered to end-users, it would provide a means for
them to locate information about the full range of library material in
alternative formats available. It would assist both end-users and member
libraries in identifying possible sources of interlibrary loan and it would
help libraries to avoid duplication when selecting titles for production.
Details for this option are the same as the “search and discovery” layer
for Option 1.
Option 3: Develop an online guide to libraries serving people with
print disabilities
A third option considered for “discovery and access” involved the
development of an online guide to libraries serving people with print
disabilities could be viewed as an initial “hook” into our services until
options 1 and 2 are available. A guide would have short-term benefits. It
would assist in collecting and maintaining information about member
libraries, for example, contact information, eligibility criteria, countries
served (rights), languages, and formats, which is required for options 1
and 2.
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IFLA/LPD already maintains a directory of libraries for the blind. The
challenge with this directory is that its presentation is not user friendly.
The LPD Section may wish to address this issue on its own.
In the context of the GAL, development of a guide is not vital, indeed its
development could delay options 1 and 2; therefore, it was rejected from
further consideration.
Option 4: Contribute content to a public domain repository
The fourth option for “discovery and access” involves member libraries
identifying public domain material in their holdings and contributing them
to an existing shared repository such as Bookshare, the Internet
Archive/Open Library, and GoogleBooks. The benefit is that member
libraries’ public domain titles could be readily located and accessed by
users of those services. However, the value of this option is
questionable given the amount of public domain material already
available through mainstream electronic text and audio projects. Some
value may be added by providing end-users with access to member
libraries’ public domain DAISY and electronic braille files. However,
people with print disabilities want access to more current, copyrightprotected material. It would be a mistake to devote effort to this option at
the cost of not moving forward with the preferred Option 1, especially
since public domain holdings of member libraries would ultimately
become available through Option 1 in any event. This option was
rejected from further consideration.
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Appendix 2 - Collaborative Collection Development
Criteria for participation in the GAL:
1. Library members are validated as being blind, vision
impaired or print disabled, as defined by national
legislation
The need to ensure that GAL participating libraries validate their library
members is an important factor when dealing with copyright legislation in
different countries. GAL participating libraries must implement measures
to protect against accessible materials being utilised by ineligible
individuals.
2. GAL participants must make their catalogues available to
other Global Library members
The ability to share and avoid duplicate practices rests upon data being
provided in a library catalogue for other organisations to view. If a library
cannot provide access to an internet catalogue, then this information is
unable to be shared and multiple format versions of the same title can
be produced by different organisations.
Cataloguing records also provide the ability to share rights management
information between libraries, which can be used to acquire titles. It is a
key element to copyright compliance and made possible only through
the ability to view the catalogues of other GAL members.
3. GAL minimum standards for cataloguing records
(including provision of work in progress records) are
maintained by participant agencies
Regardless of the mechanism used to share information, (e.g. global
library portal, union catalogue, etc.) the data contained in the
bibliographic records must be informative and provide a consistent
approach in providing this information. These standards would not be
prescriptive, but a set of designated tags that would allow key fields to
be input regardless of language.
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Using this information, organisations would understand copyright
implications, expected completion dates for titles in production, and the
methods or standards used during production.
The following criteria for cataloguing records in the GAL context were
identified:
Accession number – a unique identifier assigned to the title by a
producer and useful when requesting a title from another library
Format – target format of transcription, including information on
standards used, (e.g.: Unified English Braille, Braille Authority of North
America, DAISY 2.02, etc.)
Language – of transcription
Local notes – for information relating to Work in Progress, but not for
view by general public
Notes on transcription – particularly when only extracts or partial
transcriptions are done
Original publication details – including ISBN and publishing company,
this is typically found in the 534 MARC field
Producer information – usually stored within a 260 MARC field, this
indicates the producer of a title and the date of production
Rights statement – conditions under which work was produced. This
field would contain a standardised use of terms, so that regardless of
language, the rights holder for each title would be clearly identified.
(See section ‘Subject to Copyright’ for further details.)
Status indicator – indicates whether the work is ‘in progress’ or
completed. When a title is undergoing transformation into an accessible
version, the expected completion date is also included.
As cataloguing standards is an operational cornerstone of a GAL, the work
of the IFLA/LPD Section to consider changes required to existing standards
to facilitate access is vital to the GAL.
4. GAL participants are registered non-for profit
organisations that provide access to materials
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As this project is about the development of a global accessible library,
and with copyright issues in mind, the organisations that could benefit
most are non-for-profit institutions who gain no commercial value from
exchanging titles.
Each country has copyright obligations which it must uphold, and for
many this precludes gaining profit from the sale of materials without prior
arrangement with the copyright holders. One of the primary aspirations
of the GAL is to increase the number of accessible titles available
worldwide in a library context.
5. Global Library participants respect copyright restrictions
on any materials they obtain
All accessible materials available through the GAL, except for those in
the public domain, will be copyright protected in some way. If files are to
be exchanged or transferred between libraries, then the transferring
library must be assured that no copyright infringement will be undertaken
by the recipient library. Any abuse of this can have ramifications on
publisher relationships and reduce the number of titles that can be
produced.
Organisations will need to have a mechanism in place to ensure
compliance with national laws, without creating technical barriers to
access. The inclusion of copyright information in the bibliographic
record, as referred to earlier, allows libraries to contact relevant rights
holders if applicable, and gain permissions to hold and distribute a title
before requesting content from a GAL participant.
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Appendix 3 - Governance Model
The GAL is not a physical entity located in a central location with a fixed
management and staff structure to administer its affairs. Although the
GAL may consist of many parts it still requires a specific governance
model to serve as guide for all involved in terms of expectations and
responsibilities. The following options were considered to achieve the
vision and ideals of the GAL.
Business model options
Three business models options for the GAL were considered.
1. Centralized model
2. Decentralized model
3. Hybrid model
The following criteria were used to assess each model:
a) Governance and funding
b) Terms and conditions for participation
c) Risk management
d) Coordination between partners
e) Service delivery impact
Business model 1: The centralized model
a) Governance and funding:
This model is based on a fixed structure that would be in place in
terms of organizational structure, governance and appointed staff. It
would function as an independent entity managing the affairs of the
GAL on behalf of the participating members. Members of the
governance structure could be appointed from participating member
libraries or people not linked to any library. The Governance structure
would be responsible to monitor and control the affairs of the GAL. It
would be responsible to determine who may join the GAL and
terminate membership if there is non-compliance to the terms and
conditions. The Governing body may also do client satisfaction and
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need surveys and pass the results on to members to improve service
delivery.
The main source of funding would be annual member fees paid by
participating libraries. Funds would be utilized to support the
Governance structure and to allow further research, development and
to support initiatives of the Global Accessible Library. Selling products
and services and fundraising for specific projects may be an
alternative source of income.
b) Terms and conditions for participation:
Conditions would be determined by the Governing structure in
partnership with members. Any library would be allowed to join the
GAL if they comply with these conditions. The Governing structure
would screen new applications. Conditions may include membership
fees, adherence to standards of cataloguing and information content,
copyright licenses, resource support if required, submission of
statistics and reports, promotion, availability of minimum technological
infrastructure, sharing of expertise, etc.
c) Risk Management:
The Governing body would be responsible for Risk Management on a
continuous basis. It would have the authority to “audit” members to
determine compliance to the terms of conditions and any matter that
may have a negative impact on the GAL. The structure would develop
strategies to minimize risk for participating members on a political,
economic, social and technological and information areas.
d) Coordination between partners:
The Governance Structure would be responsible for coordination
between participating libraries. Policy and procedural matters would
be determined by the Structure in partnership with members. It would
then be responsible to coordinate all matters relating to the GAL and
to ensure partners stay informed and comply with policy matters. The
Governance Structure would act as intermediary between members
to resolve matters when required.
e) Service delivery impact of this model:
This model may be slow to respond to market needs since
information would have to be processed first before a strategy could
be worked out and passed on to partners. Communication between
members may also be restricted if the only channel is through the
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Governing Structure. Quality of services may be of high standard
since the Structure would act as watchdog to ensure compliance. It
may also provide reassurance to publishers and authors that their
rights would be monitor by a structure on their behalf. It would give all
users and other interested parties an “address” if they want to raise
any matter about the GAL. The financial responsibility to maintain the
Governance Structure may be onerous on members and take away
funds that could have been applied to improve and expand service
delivery.
Business model 2: The decentralized model
a) Governance and funding:
No governance structure would be in place to act on behalf of
members or take responsibility for the GAL. Participation in the GAL
would be based on an informal or formal agreement between
members. Members may meet from time to time to plan together but
would not be compelled to adhere to decisions taken. Adherence to
the agreement would be monitored informally by all members.
Members would be responsible to fund their own participation in the
GAL. Cost would be shared in cases where members want to develop
a joint venture. Members who want to get the benefit of such a
venture may contribute funding based on an internal agreement.
Members would then have to decide whether they want to pass on
the benefit of their venture to other members of the GAL who did not
contribute any funding.
b) Terms and conditions for participation:
Members may decide on broad terms and conditions for participation.
Adherence would be voluntary and would not be monitored. Any
library may join the GAL and it would be their responsibility to inform
other members accordingly.
c) Risk management:
All members would be jointly responsible for risk management. If
service levels or standards are compromised by one member other
members may raise that on a one-to-one basis. A member may
address a risk on a voluntary basis.
d) Coordination between partners:
Coordination would be the responsibility of each participating
member. Individual members would have to make sure to pass on
information to other members. Lack of coordination would negatively
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impact on the growth and development of the GAL. A lot of
duplication would take place between members in terms of
information material and efforts to make it accessible.
e) Service delivery impact of this model:
Members would have freedom to react quickly to market needs and
opportunities. Users would have the benefit of what the GAL can offer
but may get products and services of varying quality. The user of the
GAL may raise an issue with his country library but would not be sure
if it would be addressed due to the voluntary adherence to terms and
conditions. Each member would have the autonomy to develop their
products and services as it is currently. Making it accessible may be
challenging since different members may have different opinions of
how it should be done. Members and users may be confused about
roles, functions, expectations and compliance matters.
Business model 3: Hybrid business model
This model is a combination of some of the elements of models 1 and 2.
a) Governance and funding model:
Libraries or organizations interested to join and develop the GAL
would come together and develop terms of reference of a GAL
structure responsible for the overall function and coordination of the
GAL. The terms of reference would include matters such a term of
office, eligibility of membership, governance issues to be addressed,
reporting lines, and monitoring responsibilities. Interested parties
would select a Governing body. This may be called the Secretariat,
GAL Committee, Coordinating Committee, Board, etc. Members of
this structure would reside in their country and would not relocate to a
central location. They would be part of a virtual structure. Members of
the governance structure would select specific office bearers who
may rotate from time to time. Each member of this structure would be
responsible for their own financial expenditure. Each participating
member of the GAL would bear their own cost to be a member of the
GAL. It may be possible to levy an annual membership fee for
participating organizations to fund joint research efforts or initiatives
which may improve the overall service delivery of and access to the
GAL. The governance structure would report to members during
AGMs in terms of the finances and general and specific affairs of the
GAL. The Governance Structure may meet twice a year with all
members to discuss strategy and service delivery matters.
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b) Terms and conditions for participation:
The Governance structure would determine membership conditions
and standards. Any organization may join the GAL if they
contractually agree to the conditions. The Governance Structure
would informally monitor compliance to the terms and conditions.
Members of the GAL would have the responsibility to make the
Governance Structure aware of any challenging terms and conditions
or where members are not complying. The Governance structure
would have sufficient authority to enforce terms and conditions and to
cancel membership where a member consistently deviates from it.
c) Risk Management:
All participating members of the GAL would be responsible for Risk
Management. The Governance Structure would take ultimate
responsibility for it in terms of addressing those risks. The
Governance Structure recommendations of how to address risks
would be based on an inclusive process where all members would
have the opportunity to make comments and suggestions.
d) Coordination between partners:
The Governance Structure main responsibility would be to function as
a communication and coordination channel between members.
Members may liaise with one another on an individual level where
other members are not involved. All cross-cutting issues relating to
the GAL would be coordinated by the Governance Structure. This
coordination would be administered through electronic media and
through scheduled meetings.
e) Service delivery impact of this model:
The Hybrid Business Model makes provision for joint member
planning and responsibility. Communication channels are open and
members would be informed about service delivery and governance
issues. Users of the GAL would be able to raise matters through their
country library or directly with members serving on the Governance
Structure. The Governance Structure ensures that the service
delivery model of the GAL remains sustainable and that members
remain accountable. Users are assured of a service that is based on
agreed and appropriate standards.
The Hybrid model is recommended as the one that would support the
achievement of the ideals of the Global Accessible Library.
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Appendix 4 - GAL Functional Specifications
The GAL Steering Committee is seeking a solution that will enable
authorised library users to simultaneously search multiple participating
library collections with one search term/string to ‘discover’ what titles are
available. Once the user finds the title of their choice, they are able to
download the title (if eligible for cross-border access) and read it via any
device they choose. The GAL solution must also enable library to library
viewing to avoid unnecessary duplication of alternative format
production, and facilitate cross-border exchange of titles.
Specifically the solution should:
 Be non proprietary
 Have a web interface which is configurable for mobile (cell) phone
or desktop
 Have the ability to limit or provide different views for searching, i.e.
one for staff, one for end users, or a search front end for children.
 Have the ability to configure the search front end by Library or
Grouping of libraries.
 Ability to have a staff view and a client view
 Ability to download/not download a title based on the rights
information located in the 542 $I marc tag of the bibliographic
record.
 Ability to search for titles based on a number of marc tags.
 Be able to communicate with library collections and read the
information located in the marc tag.
 Be able to search via title author, subject, format, language
 Provide basic and advanced search options
 Provide full Boolean searching capabilities?
 Provide a customisable search front end.
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 Have the ability to search over 80 library databases at once
 De-duplication of returned records is optional enabling the
Searcher or the library to determine if this is on or off.
 Be able to be hosted
 Have a web based front end,
 Not require software to be downloaded to a clients PC – URL
based access.
 Provide statistics:
 Number of searches
 number of downloads
 Page visits to identify other traffic and interests
 ability to identify libraries titles requested from
 ability to identify libraries titles requested to
 Personalise how the screen is displayed and settings saved based
on logon.
 save or re-run saved searches,
 access their list of bookmarked titles,
 make or check on suggestions
 review a book
 request materials to be downloaded or sent out to them
 RSS feed
 New book alerts
 User reviews
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Appendix 5 - Project Manager Position Description
Title:
Project Manager,
Global Accessible Library (GAL) Initiative
Reports to:
GAL Steering Committee
Time Fraction: Full time
Context:
A new international access service (Global Accessible Library) has been
established to promote increased availability of accessible information
for people around the world who are print disabled. The project is
overseen by a global Steering Committee. (SC)
Purpose:
A fulltime Project Manager (PM) is required to create, manage and
control the program of works related to the GAL. In doing so, it is
expected that the incumbent will take a strongly integrated approach to
information management and technology.
Responsibilities:
Program Level
The PM is responsible to the SC and will:
 Assume operational responsibility for management and delivery of
the project
 Manage and support project teams, their expenditures and
deliverables and escalate issues/concerns to the SC
 Prepare all project reports for review and consideration by the SC
 Prepare list of issues to be addressed by the SC
 Provide monthly reports to the SC on the project teams’ progress
 Attend SC meetings
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 Review risks and help identify risk reduction steps
 Seek SC approval for proposed changes to scope
 Prepare and manage project plan, ensure adherence to the overall
deliverables, resources and timeline
 Ensure the project plan is aligned with resources and external
constraints and considers project inter-dependencies
Activities:
Develop the program strategy, creation of the project plans necessary to
complete the programs of work, and monitor the conduct of the plans to
ensure the program’s successful execution, on time and within budget.
Support working groups with their work packages, ensuring appropriate
cross-team linkages and coordination.
Develop systems and processes necessary for planning and controlling
the execution of the program.
Establish financial control system, ensure budgets are established to
support the program, all expenditure properly allocated to GAL project
codes and the overall financial performance of the program is managed.
Collect and report on a comprehensive set of agreed program Key
Performance Indicators (KPIs), covering month-by-month, current yearto-date and program-to-date performance.
Participate in the selection of and manage program resources in a
matrix-style structure i.e. member library staff will not generally be
assigned to the GAL program in a full-time capacity but interleave
program tasks with their ‘home organization’ functional roles.
Report to the GAL Steering Committee on program progress, latest
KPIs, key activities, new high-impact issues and risks, and important
upcoming events.
Prepare Briefings and Decision Reports to advise the GAL Steering
Committee on important program decisions, documenting options
discarded as well as providing the recommended strategy.
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Conduct research to help identify program improvement opportunities.
Project Level
For each of the projects that constitute the GAL program:
 Oversee development of a coordinated project plan, ensuring
cross-project dependencies are identified and managed
 Establish the project by ensuring project requirements are
gathered and documented. Agree appropriate project resourcing
with the GAL Steering Committee. Liaise with all parties
concerned with the project to facilitate smooth progress and
resolution of any project issues.
 Participate in the recruitment of key project personnel
 Ensure completion of project deliverables and adherence to
timelines
 Track and celebrate the attainment of key project milestones
 Ensure the necessary personnel and financial resource allocations
are made, making alterations when necessary to meet approved
changes in scope
 Analyse and resolve issues that can jeopardize project
performance or affect the delivery of agreed project outputs
 Identify and mitigate risks that can jeopardize project performance
or affect the delivery of agreed project outputs
Plan Monitoring and Controls
The PM will oversee the project, working groups and related activities.
Regular reporting from the working groups to the PM will document
progress against plan. Whenever the tolerances for schedule or budget
are threatened, these will be immediately reported to the PM. The PM
will escalate program-level issues to the SC as required.
The PM will ensure a record of meeting minutes, and any other project
related documentation is maintained.
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Documentation Management Process
The PM will use a central folder on the DAISY Consortium website to
store all documentation involved in the Project. Contents of this folder
will be available to the GAL project.
Project Reporting
The Project has the following key reporting elements.
Monthly reports/updates from the project team Chairs to the PM
Monthly reports/updates from the PM to the SC
Quarterly reports/updates from the SC to the Project Executive
The PM will:
 Track the time spent by staff and contractors on GAL projects to
feed into the next round of resource planning.
 Identify potential changes in work scope and ensure appropriate
proposal development and approval processes are followed before
undertaking the replanning needed to deliver the revised scope of
work, including resources, risk assessment and budgets.
 Gather periodical project reports from the assigned project
managers and prepare a consolidated program report for the
Steering Committee.
 Prepare purchasing agreements for acquisitions associated with
the project
 Track delivery and acceptance of ‘big ticket’ GAL items, review
supplier invoices, approve payments.
General
Travel, as needed, to provide oversight and assistance.
Selection Criteria
Specialist Skills and Knowledge
Global Accessible Library Steering Committee phase 1 final report
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The successful candidate needs to possess the following skills and
knowledge:
A minimum of 5 years of experience in strategic program development
or 10 years in all aspects of project management and delivery, including:
 Program design and structure
 Program governance
 Project scoping
 Project scheduling
 Project budgeting and cost control
 Resource management
 Communications planning
 Risk identification and mitigation
 Supplier negotiations
 Contract preparation and administration
 Quality controls
 Business process development
 High-level strategic planning skills and the ability to manage large
strategic programs
 A sound knowledge of the business-related aspects of the
software development life cycle, execution and reporting
 Computer literacy skill in Microsoft Word, Excel and Project
 Knowledge of current developments in electronic information
delivery
 Experience working at a senior level in a library environment is
desirable
 Understanding of international copyright legislation is desirable
Global Accessible Library Steering Committee phase 1 final report
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Management Skills
 Ability to lead a team of project management professionals
 Ability to problem solve business and technical issues
 Ability to be flexible and work under pressure
 Ability to maintain a network of information providers
 Ability to manage people and resources remotely
 Ability to manage budgets
 Inter-Personnel Skills
 Excellent stakeholder management
 High-level oral and written communication skills
 Well-developed negotiation skills
Qualifications and Experience
 Demonstrated experience in the use of project management
methodology and processes
 Demonstrated analytical skills within the areas of application
development and information technologies
 A relevant tertiary qualification is mandatory
A relevant qualification in project management is highly desirable.
Global Accessible Library Steering Committee phase 1 final report
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Appendix 6 - Global Accessible Library Communication Plan
Key Strategic Aims
The Communications Plan will support the objectives of the GAL
Project and promote its activities.
The key strategic aims will be:
 To promote the GAL Project and its activities in a coherent
way
 To facilitate communication between participating
organisations and other stakeholders
 To make it easy for people to find out about the GAL project
 To establish and foster links with governmental and other
organisations
 To make the most effective use of appropriate media and
technologies
Guiding Principles
 Communication processes must be clear and understood by
all participating members of the GAL
 Communication must be inclusive, purposeful and timely,
particularly in relation to consultation and decision-making
 Wherever possible, communication must be open and frank
 Communication is a two-way process and members should
inform and involve themselves in discussions affecting them.
Communication upward to the Steering Committee is as
important as communication down.
 Electronic forms of communication are preferred. Systems
supporting email and web-based communications must be
easy to use, accessible, robust and reliable
 Decision making and organisational structures will support
effective communication by, for example, ensuring
accountability and clear reporting lines to the membership
 In representations to external bodies, consistent and clear
messages are conveyed. Authority to represent the GAL
project rests with the SC Chair, Project Leader, Executive
Sponsors
page 45
Guidelines for implementation
These Guidelines are written to support the implementation of the
GAL Communications Plan. They will clarify for participating
members, stakeholders and partner organisations the channels of
communication and how these operate.
Members of the Steering Committee will promote and encourage
the use of the Communications Plan and follow it.
The Plan will be made available on the GAL web site, and will be
reviewed and updated regularly. Feedback and comments
regarding the GAL project are welcome and should be addressed
to the Project Leader to assist this process.
Channels of Communication
The GAL Project uses multiple channels of communication
including:
 The GAL page on the DAISY web site
 Email lists. Subscription in most instances is limited to
representatives of member libraries.
 Reports and minutes of meetings
 Events – conferences, workshops, meetings – the
proceedings of which are usually available on the web site
 Statistics, surveys and evaluations
 Submissions to government and other bodies
 Press releases
 Project Communiqué (newsletter)via email.
 Discovery and Access Working group utilises wetpaint wiki
for communication and papers.
 Shared Collection working group utilises wetpaint wiki for
communication and papers.
1. GAL webpage
The GAL webpage is part of the DAISY web site.
http://www.daisy.org/projects/global-library/ This is the main
page 46
place where people will be able to find information about the
project and its activities. It includes details about the steering
committee, its members and activities, records of meetings and
events, links to related material, documents and reports, and
news of interest to libraries and end users.
The web site is maintained by the DAISY officer and is not
restricted.
IFLA website will also provide information on the GAL.
2. Global Library email lists
There are a number of email lists:
 Currently a GAL email list is available for anyone who wishes
to access the list. global-library@daisy.com
 Project communiqué will be sent to all stakeholders on a
regular basis keeping organisations informed of the project.
3. Meetings
The Steering Committee meets 3-4 times per year, or as
required. Meeting papers are circulated by the Project Leader
at least 2 working days in advance.
If project teams are established, face to face meetings twice a
year are desirable, with monthly teleconferences. The venue
and dates for future meetings will be determined and notified to
members well in advance for budget considerations. Chairs of
committees and working groups are required to present a report
on activities each month, to the hands Project Leader. Meeting
papers are distributed to members at least one week in
advance of the meeting.
Meetings of other committees and working groups are held as
necessary. Teleconferencing will be used where convenient
and to minimise costs.
4. Minutes and reports of meetings
page 47
Steering Committee minutes are circulated to the members by
the Project Leader within 3 weeks of the meeting. Following
any immediate amendments, the DRAFT minutes are then
made available on the GAL web page.
Project Team minutes are circulated to the members by the
Team Leader within 3 weeks of the meeting. Following any
immediate amendments, the DRAFT minutes are then made
available on the GAL closed wiki.
Chairs of project team working groups must provide a brief
report to Project Leader on a monthly basis.
5. Events, conferences and meetings
Wherever possible the Steering Committee should take
advantage of the opportunity to promote the GAL initiative at
local, national and international conferences, meetings and
other events.
6. Links to other organisations including Government
Links with other bodies, such as World Blind Union (WBU),
International Publishers Association (IPA), IDA International
Dyslexia Association, ICEVI.
The Steering Committee will determine when it is appropriate
for the committee to make submissions to government or other
bodies. Submissions will be drafted by the most appropriate
member and jointly signed by the President and chair of the
owning organisations. Personal representations to
governments, peak bodies and potential partners are most
appropriately made by the Chair, Project Leader and/or
President/chair of the owning organisations.
7. Press releases
Press releases will be developed by the Steering Committee
and authorized for release by the Executive Sponsors.
page 48
Stakeholder
Owners
Why
How
Project issues,
status/updates
and
challenges
and
successes
Email status
report,
Contributing
staff to the
working
groups and
project team
Updates of
milestones
and major
successes
GAL working
groups
Libraries for
Persons with
Print
Disabilities
To
whom
Responsibility
Chairs
Chair of the
steering
committee
Communiqué,
Email, verbal
updates
CEOs
Each staff
member,
Project leader
communiqué.
Updates
Email reports
Working
groups
Project Leader.
To garner
support for
the GAL
project
Letter to seek
written support
for the project.
Letter
CEOs
Project
Leader/Chair.
Libraries for
the Blind
To keep their
interest in the
project.
Updates of
milestones
and major
successes
Communiqué,
CEOs
Project leader
communiqué.
Library
Associations
To garner
support and
keep these
stakeholders
informed.
Write to
National
Libraries in
every country
Letters
CEOs
Daisy/IFLA
LPD chairs.
To ensure
other
organisations
understand
what is
evolving with
regard to the
Global
Library.
Speak at
library
conferences
around the
world.
Target library
conferences
to be
identified.
DAISY
Sponsors of
the project.
What
IFLA
(LBS/LPD)
Supporting
organisations
Reports
provided at
regular
DAISY/IFLA
meetings
Designated
members of
the steering
group, or the
key people
from the
owners of the
project who are
in the country
of the
conference
Stakeholder
Publisher
Associations
Why
To garner
support
especially in
relation to
copyright
clearance
across the
globe.
What
Write to the
International
Publishers
Association
and similar
associations
in
How
To whom
Responsibility
Letters
Presidents
Daisy/IFLA
LPD chairs.
UK, Australia,
Denmark,
Amsterdam,
Sweden,
New
Zealand,
South Africa
etc.
Aggregators
e.g. Google
etc.
To garner
support in the
development of
the global
library
especially in
relation to a
technical
solution
Letters
Presidents
Partnership
group
Technology
partners, e.g.
Microsoft etc.
To garner
support in the
development of
the global
library
especially in
relation to a
technical
solution.
Letters
Presidents
Partnership
group
page 50
Stakeholder
Why
What
How
When
To whom
Responsibility
LMS vendors
To garner
support in the
development
of the global
library
especially in
relation to a
technical
solution
Letters
June
2009
Presidents
Daisy/IFLA
LPD chairs
Consumer
advocate
groups.
To garner
support and
bring a single
voice to the
development
of the global
library
especially in
relation to
copyright
clearance
across the
globe.
Letters
June
2009
Presidents
Daisy/IFLA
LPD chairs
page 51