Lapas attēli

II. The National Online Library - Five Year Operating Plan

The Livery's "sor for is tigri future ste provide the widest possible availability, KS, 20 JVam of twenge and miamation. În ander to achieve this VISION we SOLATES 1000, & panning process uz telp us items and execute a dainiced, mission-driven digra future program over the next five years. Our praning process takes me account what we KOM TORN 2000. oir imena ervroment, the imposem me zi de Litry in ta SPYMOMEN, ANÍ Dir experience gameć in the last five-plus years buiting the National Digital Libers Program. Our paining process aise attempts to atan a comprehensive approach to our digna finure. We recognize the growing demant a rasion rational services, such as ECOUSINS TRİCEence, caringing, anNT DESSERVANCE, Mur the new tigra ream. We also

gze the next observe fiscal constam in a cvronment of unconstrained demands for digia content HAT MOCESS.

4. Strategy for Translating the Library's Digital Vison non a Five Year Plan

In 1999 the Libary began a Library-wide planing process a stently the key ZONDOTENS NECESSAy for building the Natural Online Library of the finire. Senior Program Drscion from across the Liars tave worked to define the most areas and priorces of a future MESTUROJ-Wide program, and a bannced searg, ia rasining the digral finire vision into a Five-Year Plan. The resulting stategy is based upon the folowing appOECİ.

Leveraging the National Digital Library Program. Our cornerstone figinal Iibrary program is the Nation Digia Ligy Program, tomging istrca mueras & every citizen ower the intone. Les tour aproach for the future is resentar of the Natural Digital Library Program stať na mix we continue the cament online program but also seed conical evolving factors in the future colecang digral coment evalable any a agra fam, bulding a BYGENE TIDOSTORA. But teiseng mine access services. NOL? currency has approximately M sat. Or maYSS OF THE SCEr cest flows and donor merests ieats use conclude that ERMÍNUSI POARE RZcur food support over the next five years will sustain 24 NDLP staff positions. We are asting Congress to support. 30 eosing NDLP positions to allow us to mplemen fie Livry's digna fuuure vision. This includes at any commuance of the National Digia Livary Program hur simpan for other essential functions presented in this plan.

Developing Capacity to Deliver Specialized Services for Congress. As revigational tus become more availabe. fe Libary wil be able to offer greater desk up services to Conges for beter analyss and decski-Ming purposes. For insince, 1 specialized mapping svez for Congress a dong pumposed over the next five years, using the ulents of the CRS and fie Sexgray and Way Dression of the Library.

Seeking Comment Partnerships and Collaborations with other Content Holders. To date we arzady have exunished 36 colaborations with other important archives across the comery. Thes partessings ar bemging unique and historically signicant materials to citizens

from a central web site that is well organized and easy to navigate. We have also developed collaborations with other libraries to address difficult technical concerns related to standards and the exchange of digital materials among digital archives. We need to continue and expand this network of content collaborations and technical working relationships as we begin to transform our policies and practices for collecting, storing and exchanging materials in a digital environment. The Library will need to work with others not only to address technical challenges but to take advantage of cost efficiencies that may result from the more synergistic approach of a distributed network environment.

Developing a Long-Term Strategy for Content Available Only in Digital Form. One of the major challenges facing the Library's traditional mission over the next five years is collecting digital works published only in digital form. Decisions about what and how to collect digital materials, and how this mission responsibility is to be accomplished cost effectively in collaboration with partners are central to defining the Library's future.

Seeking Reference Partnerships and Collaborations with other Libraries. We now allow online access to the Library 24 hours a day, 7 days a week. Email queries are a natural extension of being online and a new way we can serve our customer's reference needs. The Library plans a distributed approach to future reference services by collaborating with other major national and research libraries to provide around-the-clock reference services online. A network of partner libraries will test and launch these services, modifying and revising them as necessary.

Seeking Private Sector Support for Enhanced Public and Educational Outreach Efforts. We plan to continue to seek private funding to conduct specialized programs for specific audiences. The NDLP has raised monies to fund on-site educators institutes and teacher training to introduce these new online primary source materials from the Library to the nation's schools and libraries. This work will continue as additional private funds are raised.

Ensuring Adequate One-Time and Continuing Investment in Technology Backbone. The digital future is dependent upon a solid technology foundation. This includes the servers, networks, storage, hardware, software, and human talent to make the technology operate at the levels required to address the new digital environment. Some investments are one-time requests for upgrades and staffing, others are projected to increase steadily over time. Storage costs for example will increase, yet the cost per measure of storage is projected to decrease dramatically in the future.

B. Planning Conclusions Reached

Two key conclusions reached as part of the digital future strategic planning process are the need for an institution-wide digital repository and the need to retain the human asset we have developed in the National Digital Library Program.

Institution-Wide Digital Repository

The heart of our digital future is the creation of an institution-wide digital repository (hardware and software) and repository architecture for managing large bodies of both original and converted historical digital content in multiple media and formats. The technical requirements of the digital repository are new state-of-the-art software as well as systems architecture that is not readily available in the market place. We will need one central architecture to take in electronic copyright deposits, to manage the NDL historical (converted) digital files, to acquire electronic materials online and make them available in our reading rooms, and to serve various parts of the institution that need to acquire, manage and make available digital content to their customers.


Retention of the National Digital Library Program Staff

Key to the Library's approach for the future is retention of the human asset we have developed in the NDLP. The Crosswalk chart presented in Section IV illustrates the critical importance of retaining the existing NDLP staff positions both to continue the current National Digital Library Program and to seed critical evolving digital future functions. The Library intends for the NDLP staff positions requested in the FY 2001 budget to support more than two thirds of the digital future activities proposed.

The overall budget plan for FY2001 requests 133 FTEs, of which 90 are existing NDLP NTE (not-to-exceed) positions. Specifically, we propose to redistribute NDLP positions as follows:

[ocr errors]

retain 60 positions to continue to build and expand American Memory


re-assign 4 positions to develop the born digital program options.

re-assign 1 position to digital preservation activities

re-assign 6 positions to digital repository activities

retain 14 positions to continue public outreach and education services begun by the National Digital Library Program, including maintaining the Learning Page, the Learning Center, and general public outreach Web activities such as Today in History

re-assign 5 positions to develop new GIS services for Congress and to seed a pilot program for online reference services

An additional 43 new positions are being requested in the areas of infrastructure and access services.

C. Digital Future Components

Our Digital Future Initiative for a National Online Library consists of three major components described in detail in Section III. The Components include Content, Access Services and Technology Backbone. In addition, Section VI, Resource Requirements, presents cost estimates for each component with related costing assumptions.

[blocks in formation]

Future digital content development at the Library requires the skills resident in the NDLP staff since they are not available anywhere else in the Library and would take many years to replace. We plan to use this core staff to continue the NDLP and redeploy them to digital functions not staffed now.

There are three major parts of the content component: (1) American Memory Historical Content (historical materials converted to digital form), (2) America and the World International Content, and (3) Born Digital (current material generated elsewhere and available only in digital form).

1. American Memory Historical Content

For the National Digital Library Program's American Memory the major thrusts for the next five years will be to continue to digitize domestic content and maintain the American Memory Web site. The five year goal is to amass a national asset of educational content for the taxpayer and the K-16 school program.

The National Digital Library Program today requires an annual operating budget exceeding $12,000,000. Personnel resources consume more than half of the annual NDLP financial resources. Approximately 70% of the current NDLP annual operating budget has been supported by private sector funds. NDLP has neither a stable appropriated budget base nor potential for continued private sector financial support at previous levels. The current $3 million annual appropriation authorized for NDLP operations expires after FY 2000. This plan requests a commitment by Congress to support a substantial restructuring of the NDLP business model.

The future NDLP program will move from what has been a quantity-driven mass digital content conversion operation towards a more focused, quality and user-driven digital content selection, conversion, and distribution business model. The NDLP will target digital content towards specific user audience needs. Target audiences include Congress, their constituencies, K-16 education, life long learners, and the online American public in general. The future program includes filling in the gaps in American Memory content coverage across subject areas and time periods, and expanding coverage to include international content in the context of the American experience. Further we intend to evolve the NDLP staff into a digital library resource that is capable of implementing and integrating the total, long-term, digital future vision of the Library.

American Memory Outcomes

Adding 70 collections of American History to cover the time period dating back
to 1492 covering the following topics in nine major time periods: social history,
political history, popular culture, natural environment, science and technology and
law. See the Collections in Time and Subject Area chart on the following page.
Establishing content and technology collaborations with 40-50 additional archives
in America over the next five years.

Spreading the know-how to manage and deliver digital products to other LC staff.

« iepriekšējāTurpināt »