This article was downloaded by: [Van Pelt and Opie Library]On: 18 October 2014, At: 06:44Publisher: RoutledgeInforma Ltd Registered in England and Wales Registered Number: 1072954Registered office: Mortimer House, 37-41 Mortimer Street, London W1T 3JH,UK

The Serials Librarian: From thePrinted Page to the Digital AgePublication details, including instructions forauthors and subscription information:http://www.tandfonline.com/loi/wser20

Digital Library Partnerships:The Issues and ChallengesJacqueline H. Trolley aa Corporate Communications , Institute for ScientificInformationPublished online: 13 Oct 2008.

To cite this article: Jacqueline H. Trolley (1997) Digital Library Partnerships: TheIssues and Challenges, The Serials Librarian: From the Printed Page to the Digital Age,31:1-2, 221-226, DOI: 10.1300/J123v31n01_04

To link to this article: http://dx.doi.org/10.1300/J123v31n01_04

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CONCURRENT SESSION VII: PARTNERSHIPS: If0 W MANY FORMS,

HOW MANY ISSUES?

Digital Library Partnerships: The Issues and Challenges

Jacqueline H. Trolley

SUMMARY. This session established a global overview on digital libraries and oartnershios. The focus then centered on a cornorate research and developm6nt initiative and a library/pubIic ageniy col- laboration. In both cases the scope and background of the vroiects were outlined and such issues as'implement&on and ongoingsup- port were discussed. The Institute for Scientific Information and Thomas Jefferson University concentrated on ISI's Electronic Library Project which has been designed to test and validate electronic access to bibliographic data and images of a large corpus of scholarly journal literature. The Cornell Mann LibraryNSDA collaboration,

Jacqueline H. Trolley is Director of Corporate Communications, lnstitute for Scientific Information.,

O ,1997 by the North American Serials Interest Group, Inc. All rights reserved. (Hawonh co-indexing entry note]: "Digiml Library Pmerships: The Issues and Challenges.''

Trolley. Jaqueline H. Co-published simultaneously in l l ~ c Serials Librarian (The Hawonh P w . Inc.) Vol. 31. No. 1/2. 1997. pp. 221-226; and. Pioneering New Serials Fmnn'ers: Fmm Pemglypihs to Cyknerial, (ed: Christine Christiararn and &ilia Leathern) The Haworth F?ex% Im.. 1997,,pp. 221-226. Single or multiple copies of this ankle ate available for a fee horn The Haw& Document Delivay Service [I-800-M2-%78.9:00 am. - 5:W p.m. (EST). E-mail address: getinfa@haworth.comJ.

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222 PIONEERING NEW SERIALS FRONTIERS

which makes available via the lntemet nearly 300 USDA electronic publications, will discuss the goals and chalienges of implementing this new service. [Article copier availabie/br a fie f i m 7he H m n h Doc- ument Deliwry ice: 1-80b-342-9678. &iiaddws: g e f i n f i a w h . coml

There has been an escalating interest in electronic libraries over the past few years, as evidenced by the increasing number of new products, new projects, and new players around the world who are engaged in their development or release. But there is still much confusion about these "libraries" and the terms being used in conjunction with them. Some people might say that we, as an industry, are in a "state of chaos"; others might argue that we are on the verge of a revolution.

Many of these recent developments relate to the electronic availability of audio and visual materials. This paper, however, will focus on the electronic delivery of analog materialsprinted information and works of art-and the players involved.

Who is involved in developing these electronic libraries? The list is long: technology companies, primary publishers, subscription agencies, associations, service providers, publishing technology providers, network- ing suppliers, non-profit organizations, libraries and library consortia, governments, and private individuals.

Very few of these organizations are working independently. Rather, partnering is the predomihant approach. The reason for this appears to be rooted in a fundamental consideration: economics. The technology invest- ments in these projects are costly.

However, the measure of success in these "partnerships" must go beyond economics. Not only must we share the costs, it is imperative that we share a common vision or goal in the design and testing of these endeavors.

This shared vision or goal can be a blend of for-profit and not-for-profit objectives. The for-profit objective often belongs to the partner or orga- nization that brings technological expertise to the project. This is evident in the development of the electronic or digital libraries whose primary purposes are archiving and preservation. Examples include the 1987 proj- ect in Madrid, in which the IBM Digital Library Team helped the Spanish government digitize papers that chronicled Columbus's voyage to the new world, and the more recent Brandywine Project, the purpose of which was to scan and electronically store ten thousand works of Andrew Wyeth.

The technologies developed in these partnerships are interesting. The IBM Watson Laboratory developed a digitized camera, imaging software, and search technologies with the overall aim of ease-of-use. The digitized

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Concurrent Session VII: Pannerships 223

camera developed uses of a CCD sensor chip akin to the sensitive light- gathering devices used in telescopes.

In the Vatican Library Project, a more recent initiative, a team using two of these cameras scanned about one-hundred-and-sixty images per day. The fust phase of this project involved the scanning and archiving of approximately thirty thousand manuscript pages, which can now be viewed by scholak at ten individual workstations. The Vatican would eventually like to make this material available through the Internet.

Other cameras are being used to digitize holdings at the Lutherhalle Wittenberg museum in Germany, the National Gallery of Art, the Library of Congress, and the Smithsonian Institution in Washington, DC.

Partnering is also evident in the journal-based initiatives coming from the publishing industry, associations, and universities. Content providers are partnering with technology companies. Funding, in some cases, is provided by private and government sources. Let's look at some examples:

The Ideal Project, in which a primary STM publisher, Academic Press, has partnered with Fujitsu to test the delivery of documents over the Internet using Adobe Acrobat.

a Project Muse, a University Press initiative that will offer approxi- mately forty-six titles via the World Wide Web. This subscription- based project is the result of a collaborative effort by Johns Hopkins University Press, The Milton S. Eisenhower Library at Johns Hop- kins, and Homewood Academic Computing. It has benefited from private and governmental funding.

a CORE (Chemistry Online Retrieval Experiment) involves a partner- ing of the American Chemical Society, Cornell University, Sony of America, Digital Equipment Corporation, Sun Microsystems, and the Cornell Theory Center.

Some of these "libraries" are accessible now; some are still in the planning phase. Few are witnessing an exchange of money.

The issues and the costs remain complex; the parameters, "loose." Each project still requires a great deal of cooperative effort. Because while tlie technology problems are being resolved, we are just beginning to discuss other issues we are facing, such as archiving, electronic preserva- tion and restoration responsibilities and costs, all of which remain unre- solved. .. ~

Designing, implementing, and testing these electronic library initiatives and offerings reauires flexibility, communications, and attention to mvriad technical &d managerial detaiis: It is therefore imperative that we extend these partnerships to the users, the library and technology managers, the

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content providers, and the technological organizations, all of whose input is invaluable.

After all, we still know so little about such issues as security, actual usage, library and technology support and maintenance. We still need to solve integration, delivery, and storage concerns. In fact, many systems still have not addressed the fundamental question as to what defines a print journal in electronic form. For instance, is it just the article or is it all items within that issue? Does it encompass all advertising, including ernploy- ment notices?

And these partnerships require an honest look at a basic issue: costs. In some quarters, the expectation for the future is that costs will decline. However, libraries have had to invest in the technologies necessary to even view the results of these electronic initiatives and products. The cost of one computer has been multiplied many times over to allow for access by many, and that is compounded by the costs of networking and the infra- structure needed to support it.

In terms of development, costs for these initiatives and products are in the billions of dollars. While a cost savings in delivery of information via electronic channels may appear "cheaper," the cost of designing and supporting these systems has been dramatic.

Before even looking at the impact of an electronic library, consider the costs involved in this scenario. Forty years ago, the Institute for Scientific Information launched the first Current Contents print edition. IS1 now supports seven editions and four electronic formats of this product alone, is involved in three distributorships, supports technical help desks on three continents, employs software and new product developers, uses two repli- cating houses, has invested in a company that has transformed data process- ing plants in two different countries to scanning and imaging facilities, and continues to invest heavily in staff training and development of new technologies. And IS1 still supports a print edition and delivers it interna- tionally.

The Institute for Scientific Information recently extended the parame- ters of its table-of contents database to include the delivery of the images of the primary journals themselves. The IS1 Electronic Library Project, a corporate research and development effort, is testing the feasibility of delivering the bibliographic information and abstracts of one edition of Current Contents-Life Sciencesand the images of the source journals for which publishers have given permission.

Fundamental to the IS1 Electronic Library project has been partnering. IS1 needed to plan for a model that would provide flexibility for current- and future-product initiatives.

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Concurrent Session VII: Partnerships 225

Short-term and long-term goals needed to be considered. Costs in terms of development time and currently employed skill sets were important.

Therefore, IS1 chose a technology partner: the IBM Digital Library Group at Almaden, experts in relational database management and high- volume storage, retrieval, and delivery of information in a distributed environment.

One challenge IS1 brought to IBM was the need to plan for the storage and delivery of large amounts of imaged data. The solution: a hierarchical storage management system that would efficiently maintain and archive this large amount of data on tape, optical media, or hard disk, while offering the fastest access at the lowest cost. IS1 is now using ADSM, IBM's hierarchical storage management system, which was developed at the Almaden Research Lab.

ADSM enables IS1 to employ cache management for the storage and delivery of huge amounts of imaged data. For the Electronic Library Project, IS1 stores electronic subscriptions at its central server and delivers the full images from the most recent issues to the proprietary IS1 server at the pilot site. The local server then delivers the images to the user at hisher workstation with little degradation of retrieval time and at a large cost-savings for the site.

If the IS1 Electronic Library is launched commercially, authorized sites could opt to purchase, install, and configure their own server according to the simple server configuration guidelines that IS1 has designed.

Future possibilities may also include the ability for the end-user to receive images directly from a publisher's digital archive.

Another challenging issue was rights management and security in an electronic environment. The electronic delivery of copyrighted material offers the potential for unauthorized distribution and even alteration of information. It was therefore essential to the Project's success to develop alternate ways of protecting data without impeding access.

Partnering again came into play, saving time and money. IBM and IS1 created new technologies for rights management that protect the informa- tion content owners, as well as the end-users of the system.

These encryption techniques are incorporated at every point in the system, from the encryption of the actual image at IS1 to the authentication of digital signatures through the IS1 viewer at the workstation. As a result, data is secure from the time it leaves ISl's central server until it reaches the workstation. Images are only accessible to authorized users at a pilot site, and only at sites where a subscription has been purchased. Additional security measures include watermarking techniques, copyright statements, and user passwords.

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The IS1 Electronic Library Project involves other technology partners: IBM Global Network, Lotus Development Corporation, and Lexmark International, Inc.

Another key partnership in the development of the IS1 Electronic Library Project involves over three-hundred-and-fifty scholarly, interna- tional publishers who produce the journals indexed in Current Contents1 Life Science. More than one-hundred-and-twenty of these publishers have agreed to participate in this project. Their greatest concern has been pric- ing. Their greatest interest lies in learning about the economics involved, the models needed for the future, and researchers' reaction to this elec- tronic medium.

The pilot sites have also been key to this endeavor. These partnerships provide a critical assessment: user, and library and technical management evaluation of the value of an imaged electronic library. IS1 chose sites that represented a challenging mix of academic, corporate, and public library institutions: Purdue University, Thomas Jefferson University, University College London, SmithKline Beecham Pharmaceutical R&D, Glaxo Well- come Research and Development, and The New York Public Library. Each presented a new challenge; all have proved to the IS1 Electronic Library Team the need for flexibility, communications, and attention to technical and managerial issues.

These pilot sites have had to address some interesting issues. Paula Lynch, Thomas Jefferson University, will detail one especially relevant challenge: the collection and development methodology used to build an electronic library at their site.

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