VIRTUAL LIBRARIES and The Future of Scholarly Communications Robert D. Stueart InformationTechnology • • • • • • • • Microcomputers Optical discs Others mass storage media Telecommunications Digital images Computer graphics Multimedia Compression technologies Information on Internet: Some Shortcomings • Lack of regulations about what can be placed on the network • Few standards for entry • Sparse checks and balances on accuracy and authenticity Information on the Internet may be: + un-attributed + undated +un-annotated +un-trustworthy Information on Internet • • • • • • • • Articles Books Other papers Raw data Video Audio Interactive discussions Advertisements Individual Library • Stand alone • Worth measured by: Size of collection Subject strength 4 Phases of Library Development • • • • Paper Library Automated Library Electronic Library Digital Library Technology Extending 4 Walls of Library • Making resources within library available beyond its walls • Making resources beyond its walls available within the library LIBRARIANS are: • Negotiators - identifying needs • Facilitators - providing effective search strategies • Educators - familiar with literature • Information intermediaries - link between seekers of information and the information itself Challenges to Sharing Resources • Rapid pace of change • Steadily expanding volume of recorded knowledge in print and others media • Development of information technologies • Acceleration of change in international relations • Introduction of several communications models • Rapid rate of information access • Need to collaborate with other segments of information environment INFORMATION PARADIGM SHIFT Resources Preserve Purvey Own Collection One Medium Virtual Library Multiple Media Services Storage facility Custodial Just in case Supermarket Access and Deliver Just in time delivery Users Wait for Users to Come Promote Links to Users Staff Authority User Empowerment Two Questions • What does it cost to have materials / services available? • What does it cost not of having access to materials / services? Dichotomy of Resources On - site ownership when : – – – – Library serves as archive cost - effective to purchase access is constant (reserve) difficult in terms of technology Access online when : – – – – less expensive timely and simple only way to access enhances information World Intellectual Property Organization (W I P O) Deliberations revealed : – extraordinary complexities in legal and technical arena – significant financial interests at risk – diversity of technology and network experience – concentrations of intellectual property creation in the west Fair Use and Piracy • • • • • • • Books Journals Video tapes Audio tapes Broadcast materials Computer software Compact discs Conflict • Information for all (Free) • Information as Commodity (Fee) • Issue of access - does not rest with technology, rather: cost and pricing needs and reactions policies and regulations INFORMATION ACCESS BARRIERS • • • • • • • legal intervention physical distance and time affordable for all intellectual restrictions organized or rather unorganized copyright technological sophistication • language and culture HIERARCHY OF INFORMATION ASSIMILATION ENLIGHTMENT WISDOM UNDERSTANDING KNOWLEDGE INFORMATION DATA Information Policies • Access to Information • Use of Information Ethics in Cyberspace • Unlimited access • Privacy • Right to know INFORMATION INDUSTRIES • Expansion of the information industries • Growing use of information as a governmental, educational, and corporate resource • Use of information by citizens to improve their lives Nothing is predictable Three driving forces: • Customers • Competition • Change TYPES OF CHANGE • UNPLANNED: FORCING THE ORGANIZATION TO REACT - CHANGE IS OUT OF CONTROL OR MISMANAGED AND CAN PROVE DESTRUCTIVE • PLANNED: BRINGS ABOUT RENEWAL AND RECOMMITMENT RESISTENCE TO CHANGE • People don’t understand or do not want to understand • People have not been fully informed • People’s habits and securities are threatened • People are happy with the status quo • People have vested interests and definite perceptions of what is needed and wanted Change cannot occur by edict alone • it is not possible for management to decree change and then expect others to make it happen. • implementing new ideas and services requires participation by those who will be affected by such change. CHANGE INVOLVES - Designing programs to meet the markets needs and desires - Using effective financing (of resources) - Communications (of services) - Distribution (of systems) CHANGE INVOLVES: A deliberate progression toward: • Renewing the organization • Reordering priorities • Retraining staff • Reorganizing space • Renewing equipment • Restructuring the hierarchy • Redirecting financial resources CHANGES THAT AFFECT STRATEGIC PLANNING - INTRODUCTION OF NEW TECHNOLOGIES - EMERGENCE OF A WORLD ECONOMY - DEVELOPMENT OF A CHANGING POLITICAL AND SOCIAL MATRIX - CREATION OF A “KNOWLEDGE ECONOMY” WITH FUNDS SPENT ON PROCURING IDEAS AND INFORMATION - KNOWLEDGE THE CENTRAL FACTOR OF PRODUCTION • THEREFORE: STRATEGIC PLANNING PROVIDES INFORMATION ON EXTERNAL AND INTERNAL FORCES PROMOTING AND FACILITATING CHANGE FORCES OF CHANGE LIMITED FINANCIAL INVESTMENTS ACCELERATED INFORMATION & COST THE LIBRARY OR INFORMATION CENTER INFORMATION TECHNOLOGY USER EDUCATION AND EXPECTATIONS STRATEGIC PLANNING IS • MOST OFTEN ASSOCIATED WITH GROWTH; BUT • EQUALLY IMPORTANT FOR: MAINTENANCE OF CURRENT EFFORTS; OR • RETRENCHMENT PLANNING IS BOTH: A BEHAVIOR A PROCESS STRATEGIC PLANNING IS A TOOL: • FOR EFFECTIVE IDENTIFICATION OF MISSION • DEVELOPMENT OF ORGANIZATIONAL PRIORITIES Planning is Forecasting “Planning is an effort to anticipate the future and the inevitable change that comes with it” MANAGEMENT IMPERATIVE STRATEGIC PLANNING EXERCISES CAN REFINE AN ORGANIZATION’S SENSE OF PURPOSE AND GIVE DIRECTION. IT CAN RENEW THE ORGANIZATION’S PURPOSE. STRATEGIC PLANNING IS THE PROCESS OF: • TRANSLATING DECISIONS INTO POLICIES; AND • POLICIES INTO ACTION BENEFITS OF PLANNING • Helps to identify options and possibilities • Encouragement to consider the needs of clientele and community at large • Monitor trends in the environment • Gives direction to emphasizing the mission BENEFITS (cont’d) • Helps set priorities for resource and orient toward the future • Cope with continued uncertainty and risk • Increase control over environmental change • Allocate resources to priorities identified ADDED BENEFIT : • SELF-ANALYSIS AND SELF-STUDY • IDENTIFYING STRENGTHS AND WEAKNESSES • DEVELOPED WITHIN A FRAMEWORK OF PHYSICAL AND FINANCIAL CAPABILITIES STRATEGIC PLANNING ACTIVITIES INVOLVE: • • • • • • • • • • • VALUES VISION MISSION GOALS ENVIRONMENTAL SCAN INTERNAL ASSESSMENT OBJECTIVES/STRATEGIES ACTIVITIES, TASKE AND INITIATIVES POLICY ISSUES ACTION PLAN - MARKETING EVALUATION WHERE DO WE WANT TO BE? • VISION • MISSION • GOALS THE PLANNING PROCESS • Preparing for planning task • Gathering information about the organization and its community • Selecting roles and defining mission • Establishing goals and objectives • Selecting activities and tasks • Reporting results • Evaluating accomplishments HOW WILL WE GET THERE? • STRATEGIES • OBJECTIVES • PROGRAMS INTERNAL ASSESSMENT SWOT • • • • STRENGTHS WEAKNESSES OPPORTUNITIES THREATS Internal-Climate - External Environment Environment Climate Work demands External regulations Morale Technology Work-family blend Cooperation Versus Competetion LOOKING AROUND Multi-cultural Society Demographics Attitude toward information dervices Experience Versus Risk-taking Participatory style Information Services: Opportunities and Constraints Opportunities Constraints Interactive systems Lack of staff Budget More resources Automation Conflicting perceptions of service Information Service Information and referral service Marketing Increase users quality of collections and access Limited bibliographic control Apathy of potential ENVIRONMENTAL ANALYSIS PEST • • • • POLITICAL ECONOMIC SOCIAL TECHNOLOGICAL POLITICAL Intellectual property issues, governments react to change ECONOMIC exchange rates; publishers prices, varying tax revenues, inflation PEST ANALYSIS SOCIAL economically disadvantaged, disenfranchised, TECHNOLOGICAL: Globilization, technological environment ubiquitous Factors that Impact on the Quality of Information Services Technical support, i.e. Online services, computer access, etc. Organizational climate and management style Other factors Quality of Information Services Information needs of clientele Physical organization and location of resources Bibliographic control over information Staff skills and competence Size/type of collections (resources, database) or access to outside sources FROM ANALYSIS EMERGES UNDERSTANDING OF: • WHAT THE ORGANIZATION IS • WHO IT SERVES • HOW IT INTENDS TO ACHIEVE ITS PLAN BY IDENTIFYING PRIORITIES Questions in the Process – Charting the Future WHO CLIENTS WHY WHAT ACTIVITIES HOW SERVICES VISION • • • • • • • FOCUSES ON A BETTER FUTURE ENCOURAGES HOPES AND DREAMS APPEALS TO COMMON VLAUES STATES POSITIVE OUTCOMES EMPHASIZES STRENGTHS OF UNIFIED GROUP USES WORD PICTURES COMMUNICATES ENTHUSIASM/EXCITEMENT IT IS THE “WHY” STATEMENT MISSION • WHO (CUSTOMERS) • WHAT (SERVICES) • HOW (ACTIVITIES) Example of GOAL #1 • Prepare future information professionals to design and deliver information and instructional services, using various methodologies to meet the current and changing information needs for diverse communities in support of learning, understanding and knowledge development. Example of OBJECTIVE #1 under GOAL #1 • Provide basic knowledge about theory, principles, and practices that are important for the provision of good information services, including instruction about: 1. The nature of information 2. How it is used and managed 3. Systems, mechanisms, institutions, and tools to facilitate this use 4. Those factors placed in the social, economic, political and technological context of society STRATEGY #1 in relation to OBJECTIVE #1 under GOAL #1 • Teach, as appropriate, using new information technology and interactive instructional programs, including selfinstructional tools, to reach all students (customers) in a timely and convenient manner. RESOURCES FOR STRATEGIC PLANNING TANGIBLE INPUT • strategy • cash • policy TANGIBLE OUTPUT • growth • quality RESOURCES FOR STRATEGIC PLANNING INTANGIBLE INPUT • culture/values • mission • vision INTANGIBLE OUTPUT • commitment • trust/team spirit • satisfaction