global accessible library project · web viewa union catalogue application (e.g., oclc’s...

Global Accessible Library Project

“A Virtual Library for the World’s Community of Print-Disabled Persons”

Phase I: Strategy

Final Report

Version 2.210 March 2010

http://www.daisy.org/

Document History

Revision Dates

21 January 2010 First draft to Steering Committee28 January v1.2 MM edits to Project Manager1/2/10 ver 1.3 JR edits to Project Manager9/2/10 ver 1.4 JR edits to Project Manager10/2/10 ver 1.5 MM edits to Project Manager11/2/10 ver 1.6 PM Edits and adds content12/2/10 ver 1.5.1 MM edits to Project Manager 18/2/10 ver 1.7 PM combines v1.5.1 and V618/2/10 ver 1.7.1 MM edits to Project Manager23/2/10 ver 1.8 Steering Committee amends28/2/10 JR edits and additions to Project

Manager2/3/10 ver 1.9 MM edits to PM and JR4/3/10 ver 1.10 JR edits to PM and MM4/3/10 ver 2.0 MM to PM9/3/10 ver 2.1 Steering Committee edits via MM

to PM

Distribution

Name OrganisationMargaret McGrory CNIB, CanadaArne Kyrkjeboe NLB, NorwayFrancois Hendrikz South African Library for the BlindHelen Brazier RNIB, U.KJulie Rae Vision AustraliaKeun Hae Youk KBL, KoreaKoen Krikhaar Dedicon, The NetherlandsNeil Jarvis Royal New Zealand Foundation of the

BlindPeter Beran RFB&D, U.S.A

Table of Contents

Global Accessible Library Steering Committee phase 1 final report March 2010

2

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


3

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


4

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 co-sponsors 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. IntroductionAccording 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.


6

http://www.daisy.org/project/global-accessible-library

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. MandateThe mandate for the Global Accessible Library (GAL) project was decided upon at a joint meeting of the DAISY Consortium and IFLA-LPD 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. VisionThe 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


7

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. ObjectivesThe 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


8

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

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.


9


Keun-Hae Youk KBL, South Korea DAISY

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, CNIBThis 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.

Partnership Development team Marten Verboom, Dedicon (Chair); Trish Egan, Vision Australia

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.


10

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

5.2. Project MeetingsThe 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. OutcomesThe outcome of this phase of the project, as determined at the outset, was to deliver a Report which would define:


DAISY Consortium

Project Team 2

Discovery & Access

Steering Committee

Chair4 IFLA LBS Reps

4 DAISY Board Reps

Chair

Project Manager

IFLA LBS

Project Team 3

Collection Development & Exchange

Project Team 4

Partnerships Development

Project Team 1

Business Model

11

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 AccessThe 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 end-users 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


12

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.


13

The working group considered four options for discovery and access:

1. Develop a virtual integrated digital library network2. Develop a stand-alone search and discovery tool3. Develop a guide to libraries serving people with print disabilities4. 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


14

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 26

6.2. Collaborative Collection Development and ExchangeThe 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 commercially-produced 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.


15

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 30.

6.3. Survey FindingsAs 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 print-disabilities.

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 pre-researched 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


16

highlighted some important gaps in information and knowledge, especially related to federated search and authentication.

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 modelThe 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) Governance and fundingb) Terms and conditions for participationc) Risk managementd) Coordination between partnerse) Service delivery impact

Details of each option are located in Appendix 3 - Governance Model page 33.

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.


17


6.5. Potential PartnershipsAs 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 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 FundingTo date the GAL Project has been funded through the time and commitment of the organisations whose staff are on the GAL Steering


18

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 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.

6 See Appendix 5 - Project Manager Position Description page 40

7 See Appendix 6 - Global Accessible Library Communication Plan page 46


19

8.1 Pilot StrategyThe 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 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


20

Serve clients with print disabilities Operate under copyright legislation that has exception clauses for

print disabilities and/or licensing agreements that support cross-border access

Be willing to accept contractual terms, which stipulate that the people to whom access to the GAL is offered are eligible according 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 38 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


21

Project Travel and Meetings $100,000/yr Pilot development cost $100,000/yr

Total: US$350,000

9. RisksThe grid below indicates potential risks to the project, their impact and possible mitigation.

Risk Log

Partnership Risks Impact Mitigation

Lack of funding 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 support from some libraries

Not truly global. Medium 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

Technology Risks

Choosing the wrong Delays, increased cost Request for information.


22

technical partner and possible failure. High impact

Due diligence process. Procurement expertise

Wrong or inappropriate technical solution

Blind people cannot access GAL. High impact

Pilot implementation to test solution

GAL perceived as obsolete in the face of emerging accessible e-books

Rights holders claim they have accessible alternatives. Medium impact

Communications strategy to make it clear that these two are not in conflict but complementary

Rights Risks

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

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. RecommendationsThat the GAL strategy for discovery and access, collection sharing and exchange, and governance as outlined in this report be endorsed; specifically:


23

1. Development of a virtually integrated digital model for discovery and access.

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;


24

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.


25

Appendix 1 – Discovery and Access Options

Option 1: Develop a virtual integrated digital libraryIn 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


26

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 cost-efficiently.

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 end-user’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.


27

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 disabilitiesA 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.


28

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 repositoryThe 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, copyright-protected 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.


29

Appendix 2 - Collaborative Collection DevelopmentCriteria 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.


30

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


31

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.


32

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 fundingb) Terms and conditions for participationc) Risk managementd) Coordination between partnerse) 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


33

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


34

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


35

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.


36

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.


37

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.


38

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


39

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

Review risks and help identify risk reduction steps


40

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 year-to-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.

Conduct research to help identify program improvement opportunities.


41

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.

Documentation Management Process


42

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

The successful candidate needs to possess the following skills and knowledge:


43

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

Management Skills

Ability to lead a team of project management professionals


44

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.


45

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

page 46

project rests with the SC Chair, Project Leader, Executive Sponsors

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

page 47

The GAL webpage is part of the DAISY web site. http://www.daisy.org/projects/global-library/ This is the main 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. [email protected]

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.

page 48

mailto:[email protected]

http://www.daisy.org/projects/global-library/

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

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.

page 49

7. Press releases

Press releases will be developed by the Steering Committee and authorized for release by the Executive Sponsors.

page 50

Stakeholder Why What How To whom

Responsibility

Owners

DAISY

IFLA (LBS/LPD)

Sponsors of the project.

Project issues, status/updates and challenges and successes

Email status report,

Reports provided at regular DAISY/IFLA meetings

Chairs Chair of the steering committee

Supporting organisations

Contributing staff to the working groups and project team

Updates of milestones and major successes

Communiqué, Email, verbal updates

CEOs Each staff member, Project leader communiqué.

GAL working groups

Updates Email reports Working groups

Project Leader.

Libraries for Persons with Print Disabilities

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.

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 Why What How To whom Responsibility

Publisher Associations

To garner support especially in relation to copyright clearance across the globe.

Write to the International Publishers Association and similar associations in

UK, Australia, Denmark, Amsterdam, Sweden, New Zealand, South Africa etc.

Letters Presidents Daisy/IFLA LPD chairs.

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 52

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 53

global accessible library project · web viewa union catalogue application (e.g., oclc’s...

Documents