literature review of library management system

Literature Review on Library Management System

Most of the research and writings on library management have focused on academic libraries and only recently has there been more interest in the administration of public libraries. The skill and style of public library managers – the directors, branch managers, and department and service managers who are leading these institutions – strongly affects the culture of a public library.

Library staff looks to these managers to help them navigate through the rapid changes that are occurring in public libraries as these changes in technology, roles, and user expectations strongly alter their daily routines of public service. Contemporary library managers need a wider array of skills and attributes than their earlier and more traditional counterparts and will need to seek continual professional development to remain effective as public libraries transition into the twenty-first century.

These managers will also need to distinguish between management and leadership skills and learn to identify and mentor leaders within their staff who can assist in the transition. This paper is a brief scan of the literature currently available on managing libraries and includes information on academic as well as public libraries due to the above-mentioned lack of public library material. Weiner reviewed the literature extant on leadership in academic libraries and surveyed materials on “recruitment, leadership potential identification, career development, roles and responsibilities, and characteristics and management style” (2003, p. ).

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Since she chose to focus on leadership as well as management attributes, her review encompasses materials on library directors as well as university librarians. A discussion of the changes and trends affecting academic libraries is valuable as it provides the context of the article and helps to enlighten readers who might not be familiar with the academic environment. Research studies and models, other literature reviews, and books and articles written are discussed and an extensive bibliography leads the readers to further study.

Hernon and Rossiter (2006) studied the emotional intelligence concepts that are relevant to university library directors. Their research involved two different activities for gathering information. They analyzed all of the job advertisements for library directors in College & Research Libraries News from 2000 to 2004 and looked for any mention of leadership skills. Then they interviewed university library directors to compare their career experiences with the information taken from the advertisements.

By comparing the expectations of search committees with the actual experiences of the directors, they suggest which emotional intelligence traits are most useful in academic library management. The authors conclude that identifying these traits and helping to “cultivate the ones deemed most critical” (p. 274) is important for the development of future leaders. Mullins and Linehan (2006) provided a public library context for leadership and management in their study of thirty public library managers in Ireland, Britain, and the United States.

Their focus was on whether or not these managers understand and utilize the differing concepts of leadership and management. According to their findings, eighty percent of the respondents did not comprehend the difference in these concepts and focused on administration and management over leadership skills to accomplish their work. Public librarians who exhibit an aptitude for leadership should be encouraged to develop and apply their talents in their field of influence.

Sager’s (2001) writings on identifying the skills and attributes needed in library administration derive from his work as a library executive recruiter. He has conversed with many library administrators, board members and trustees, search committees, and job candidates and proposes that successful managers need not only the traditional skills that have defined a library manager’s role, but also many newer skills as well. Sager believes that there is “much greater complexity in managing today’s libraries” (p. 263).

Although his work is based on experience and not research, there is value in his discussion of what he believes are the most important skills and attributes because it is based on his extensive interaction with the groups listed above. Throughout the article “Evolving Virtues,” he also creates his own list of traits that he believes will emerge in the future and ends the article by listing some methods for library managers to develop these newer skills. Hernon, Powell, and Young (2003) conducted research in academic and public libraries to assess the qualities that library directors need in order to be uccessful in their careers and have written an effective book on the results of their work.

The Next Library Leadership: Attributes of Academic and Public library Directors discusses in great detail the leadership qualities and styles, managerial qualities, personal qualities, and knowledge areas that are desirable for a library director in either a public or academic setting. A Delphi study was used to gather data from public library directors via email to identify and rank leadership attributes and the results of their research are defined through narratives as well as in tabular form.

Results from the study helped the authors to rank the most beneficial managerial attributes as the ability to work effectively with library boards and staff and to advocate for library in the community. Desirable personal attributes included integrity, vision, and effective oral, written, and interpersonal communication skills. Directors must also possess knowledge of trends, innovations, and current library best practices and be able to plan effectively for the future.

Although little management and leadership research exists that identifies specifically the skills and attributes needed by public library managers, it is possible to transfer knowledge from the academic library field. However, researchers with an interest in the future of public libraries should note the dearth of information and work to increase the available knowledge. Public library administrators and leaders, as well as schools of library and information studies should also note the missing literature and contribute to the process.

The field is in dire need of further study that can be incorporated into the practices of public library administrators to benefit library users and their communities.

• Hernon, P. , Powell, R. R. , & Young, A. P. (2003). The next library leadership: Attributes of academic and public library directors. Westport, CT: Libraries Unlimited. Hernon, P. & Rossiter, N. (2006).
• Emotional intelligence: Which traits are most prized? [Electronic version]. College & Research Libraries, 67(3), 260-275. Retrieved on September 22, 2007 from Wilson Library Literature Full-Text database (200612103837008). Mullins, J. & Linehan, M. (2006).
• Are public libraries led or managed? [Electronic version]. Library Review, 55(3/4), 237. Retrieved on September 22, 2007 from ProQuest Research Library database (1048982301). Sager, D. (2001).
• Evolving virtues: Library administrative skills. [Electronic version]. Public Libraries, 40(5), 268-272. Retrieved on September 22, 2007 from Wilson Library Literature Full-Text database (200124401051003). Weiner, S. G. (2003).
• Leadership of academic libraries: A literature review. [Electronic version]. Education Libraries, 26(2), 5-18. Retrieved on September 22, 2007 from Wilson Library Literature Full-Text database (200334903472001).

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• Other Journals

An important role for librarians over the next five to ten years is to provide access to online library resources—free, open-access, or purchased, all valuable resources—in an intuitive, easy-to-use one-stop shop and not to be afraid of running a continual beta test in which new services and functions can be added when necessary. To fill this role, librarians and electronic resources managers need flexible, interoperable resource-discovery systems based on open-source software. In addition, we must continue to assess users’ needs and reach out by adapting our systems to fit their requirements, rather than expecting them to come to us; indeed, our very future depends on it. 1

Two decades after the advent of electronic journals and databases, librarians are still grappling with ways to best manage e-resources in conjunction with traditional print resources and at the same time explore new purchasing initiatives and practices, such as demand-driven acquisition of electronic books. In addition, these times of economic austerity are creating budgetary pressures at many institutions of higher education, resulting in librarians having to justify their spending on collections and resource management more than ever.

Techniques for Electronic Resource Management (TERMS) began in 2008 after a discussion about electronic resource management (ERM), current ERM tools, and what was lacking both in current practice and with the systems available. TERMS expands on Pesch’s electronic resources life cycle (see figure 1.1 ) and seeks to become a reference point for those who are new to ERM, those who have suddenly shifted job functions to oversee ERM, and those who may want to implement its recommendations of best practice.

TERMS Tumblr blog http://6terms.tumblr.com TERMS Facebook group https://www.facebook.com/groups/174086169332439 6TERMS on Twitter https://twitter.com/6terms

• TERMS 1: Investigating New Content for purchase/addition, assigned to Ann Kucera (Baker College, Michigan)
• TERMS 2: Acquiring New Content, assigned to Nathan Hosburgh (Montana State University, Montana)
• TERMS 3: Implementation, assigned to Stephen Buck (Dublin City University, Ireland)
• TERMS 4: Ongoing Evaluation and Access, assigned to Anita Wilcox (University College Cork, Ireland)
• TERMS 5: Annual Review, assigned to Anna Franca (King’s College, London, United Kingdom)
• TERMS 6: Cancellation and Replacement Review, assigned to Eugenia Beh (Texas A&M University, Texas)

TERMS Wiki: Main Page http://library.hud.ac.uk/wikiterms/Main_Page

In 2012, TERMS was also endorsed by the Knowledge Base + project in the United Kingdom, which has a project deliverable of providing “workflow management tools related to the selection, review, renewal and cancellation of publications” 2 and has also received interest in the United States from GoKB from Kuali OLE (open library environment), “a community of nine research libraries working together to build the first open-source system designed by and for academic and research libraries for managing and delivering intellectual information.” 3

Electronic Resources and Libraries website www.electroniclibrarian.com

One of the first things to note when performing a literature review on ERM is that there are no independent literature reviews solely on this area. Instead, ERM has now become an integral part of standard literature reviews for acquisitions processing, collection development and management, cataloging and classification, and serials management. At the same time, there are areas of ERM that sit outside of these traditional functioning areas in libraries. This makes performing a literature review on ERM more of a challenge.

From the field of library acquisitions, the issues most readily identified in recent years have been the switch from print processing to ERM and the continued struggle to find management tools that work within the local library context. 6

“Simply put, collection management is the systemic, efficient and economic stewardship of library resources.” 7 The term collection development has been with us since the 1960s. 8 However, it is a constantly evolving area, and as the library collection moves from one dominated by print to one dominated by electronic resources, collection development policies may have been patched rather than redesigned to reflect the different emphasis on delivery. In a 2012 study, Mangrum and Pozzebon found that “over half of the libraries tried to address ER [electronic resources] in some way. However, most policies contain traditional language with a section on library ER inserted into the latter portion of the document.” 9

In regard to collection development and management trends, the two biggest growth areas are e-book purchasing and purchase-on-demand or patron-driven acquisition models. There has been an explosion in collection management literature on these two topics over the past three to four years. 10 A single place for best practices, or from which a local library can create its own localized best practices, is definitely needed: “Bleiler and Livingston stressed that a lack of established policies and procedures for assessment puts a library at risk for financial loss and recommended that libraries create selection policies and standardized methods for assessment, train staff for contract negotiation, and share strategies, policies, and best practices.” 11

In addition to changes to the format of delivery of library resources, libraries must also contend with the impact of today’s economic environment. Hazen suggests that libraries need to rethink their collection development in light of these issues and move from collection to collection and content, where content is “a category that encompasses everything to which a library enjoys ready physical or digital access regardless of ownership status [and] is central to all that we do.” 12

In 2001, Jewell reported on the selection, licensing, and support of online materials by research libraries and concluded that several libraries had developed local systems for acquiring, managing, and supporting electronic resources. 13 Jewell’s report was followed in 2004 by a report from the Digital Library Federation’s (DLF) Electronic Resource Management Initiative (ERMI), which “was organized to support the rapid development of such systems by producing a series of interrelated documents to define needs and to help establish data standards.” 14 The report went on to provide a road map for ERM.

On the back end, we continue to rely on methods developed when we had 250 rather than 25,000 eresources. Information on our electronic resources is currently kept in paper files (license agreements), Excel spreadsheets (vendor contact information and administrative passwords), staff web pages (usage statistics), small databases (trial and decision tracking, divisional library resources, technical problem reports), SFX (ejournal holdings), and our ILS (acquisitions and payment data). Few of these systems are connected to each other; in some cases, information is readily accessible only to one or a few individuals, not by intent, but by the limitations of the storage mechanism. Many procedures are not documented and rely on informal channels of communication. 15

More recently there have been a number of open-source and community ERM systems, such as CORAL 16 and CUFTS, developed by Simon Fraser University (SFU) and implemented by SFU and the University of Prince Edward Island, which view this “technology not necessarily as a way of spending less money, but spending money more wisely.” 17

Another growing area of ERM is the work being performed to develop a suite of standards to support the vast amount of access and management knowledge and myriad of tools needed to maintain adequate access to electronic resources. 18 According to Sarah Glasser, “KBART and IOTA are both working to decrease OpenURL link failures that are caused by metadata deficiencies.” In addition, “PIE-J differs from KBART and IOTA because it is not focused on link resolver errors. Formed by NISO in 2010, PIE-J addresses access barriers that arise from the manner in which electronic journals are presented on provider websites.” 19

There has been a lot of discussion about the implementation of ERM systems in recent years. 20 However, use of these systems is still far from ubiquitous, and many academic libraries have yet to implement or even purchase a system. “A risk of ERMS implementations, more talked about than written about … was that the costs (in added work) to maintain a new system would outweigh the value of the added functionality.” 21 Despite early expectations, Collins and Grogg see the current crop of ERM systems as “less like a silver bullet and more like a round of buckshot.” 22

One of the most time-consuming parts of an ERM implementation is analyzing licenses and inputting them into the relevant fields of an ERM system in order for them to be meaningful to librarians and patrons. The University of Northern Colorado has developed an in-house system to perform license mapping that “makes information that is often deeply embedded within a license readily available to library personnel who could use such information in the daily operations of the library. This information is useful to any library that maintains license agreements for electronic resources.” 23

A panel session at the 2010 NASIG conference concluded that the “ERM system at UC has not solved all their problems, but some improvements have been realized. Budget tracking and staffing continue to be challenges. A final determination of the effectiveness will not be evident until the system becomes a part of the general staff workflow and not considered as something extra.” 24

Collins and Grogg cited workflow management as number one in librarians’ top six ERM priorities. They found that “over a third of librarians surveyed prioritized workflow or communications management, and they called it one of the biggest deficiencies (and disappointments) of ERMS functionality.” 25 This area has also been highlighted by the National Information Standards Organization (NISO), which has created a working group, ERM Data Standards and Best Practices Review, to undertake a gap analysis regarding ERM. 26

In the United Kingdom, the Managing Electronic Resource Issues (MERI) project at the University of Salford aimed “to produce a use case of ERM systems and a preliminary set of requirements for an electronic resource management system, for use by the University of Salford and other HE institutions and system suppliers.” 27 The requirements document from this project went on to inform the SCONUL shared ERM requirements project. An output of these projects was a set of workflows that describe the various processes involved in managing electronic resources. 28 The University of Huddersfield was one of the sixteen UK universities to take part, and like others, had never actually recorded these workflows until asked to do so by the project. All project members found that by recording workflows, they were able to take advantage of efficiencies discovered as part of documenting the process.

One of the objectives of the TERMS blog and wiki was to collect a number of e-resource workflows from a variety of different types of libraries. Both the University of Huddersfield and Portland State University shared their workflows as part of TERMS. The release of the six TERMS via the blog also encouraged other universities to share their workflows and discuss efficiencies; indeed, “rethinking e-resources workflows and developing practical tools to streamline and enhance various inelegant processes have become the priorities.” 29

Since the launch of the first draft of TERMS, the project has now attracted interest in various workflows from different libraries around the world, including the University of Cork, Duke University, Florida Gulf Coast University, and Texas A&M University.

A recent press release by Jisc in the United Kingdom suggested that international collaboration is needed to transform ERM in libraries—“Many of the concerns libraries have in the management of electronic resources are the same across the world”—and that projects such as GoKB and the Knowledge Base + service in the United Kingdom “are exploring community-based solutions.” 30

TERMS Wiki Investigating New Content for Purchase/Addition http://library.hud.ac.uk/wikiterms/Investigating_New_Content_for_purchase/addition Acquiring New Content http://library.hud.ac.uk/wikiterms/Acquiring_New_Content Implementation http://library.hud.ac.uk/wikiterms/Implementation Ongoing Evaluation and Access http://library.hud.ac.uk/wikiterms/Ongoing_Evaluation_and_Access Annual Review http://library.hud.ac.uk/wikiterms/Annual_Review Cancellation and Replacement Review http://library.hud.ac.uk/wikiterms/Cancellation_and_Replacement_Review

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• > Librarianship
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Book contents

• Frontmatter
• Acknowledgements
• 1 Introduction
• Part 1 Libraries and information services: evolution or revolution?
• Part 2 Library and information resources and services
• Part 3 Information organization and access
• Part 4 Library and information users and society
• Part 5 Library technologies
• 17 Fundamentals of computing and the information age
• 18 Information technology standards: databases, markup and the internet
• 19 Library management systems
• 20 Digital libraries
• Part 6 Management and marketing in libraries
• Part 7 Education and research in librarianship
• Resource list

19 - Library management systems

from Part 5 - Library technologies

Published online by Cambridge University Press:  08 June 2018

Introduction

Like most organizations, libraries have a particular customization of ICT functions which serves their fundamental operational needs. However, this set of functions is not limited and there is the ever-present need to open library services up for users, both local and remote, to access and use. This chapter explores these issues.

• Library management systems

Libraries have a long history of using computer systems to enhance their operations (Saffady, 1991). Library automation systems were early attempts, sometimes using completely home-grown software applications, to computerize library operations. Nowadays there is little need for pioneer work in this area and libraries will typically use a commercial library management system (LMS), except where their needs are unique (as in the case of national libraries or some special libraries) or they have the technical know-how to use a free, open-source LMS.

As introduced in Chapter 7, an LMS is primarily a tool for managing circulation of stock (Cohn, Kelsey and Fields, 2002; Morris and Dyer, 1998). In technical terms, a library management system is essentially a relational database customized for use in running a library and supporting its operations. As we have seen, databases underlie many organizational applications of computers. Like all computer software applications, library management systems started as proprietary applications running on proprietary systems. They have evolved so that most of them now run on standard equipment (PC compatibles or larger mini-computers) under de facto standard operating systems (e.g. Windows and UNIX), and follow standards in data and information formatting. So, for example, most current LMSs support web-browser interfaces for both customer- and staff-facing tasks. Like software applications generally, an LMS comes in modules, all of which share a common data format (or formats), but which perform different functions on that data. A useful directory of library management systems is provided by the Open Directory (http://dmoz.org/Reference/Libraries/Library_and_Information_Science/Software) and there is a fully functional online demo of an open-source LMS called Koha, (http:// liblime.com/demos), which shows most features of a typical LMS (see Figure 19.1). It will be used for screen-dumps illustrating the functions of LMSs discussed below.

Fundamentally an LMS does two things:

• It supports all the ‘back-end’ operations of a library – acquiring stock/information, cataloguing stock, loaning stock/disseminating information and reporting on these functions to enable effective service management.

• It enables users to find out what items or information a library has, and then borrow/access as appropriate their required items/information.

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• G. G. Chowdhury , Paul F. Burton , David McMenemy , Alan Poulter
• Book: Librarianship
• Online publication: 08 June 2018
• Chapter DOI: https://doi.org/10.29085/9781856049146.025

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Please note you do not have access to teaching notes, automated library management system for public libraries in the philippines.

Library Hi Tech News

ISSN : 0741-9058

Article publication date: 15 November 2021

Issue publication date: 7 December 2021

The purpose of this study is to develop a computerized system that will increase the efficiency and supervision of library activities, thereby providing easy access to library usage for librarians and library users.

Design/methodology/approach

The researchers use the agile methodology to develop and implement the system. PHP, JavaScript, Hypertext Markup Language, Cascading Style Sheets and SQL are the languages used to create the library management system.

The developed system received an overall rating of 4.42 with a descriptive rating of “Excellent.”

Originality/value

The automated library management system is a computerized system for the public libraries designed in the Philippine setting to make the library’s processes more efficient, reliable and portable especially in times of pandemics.

• Library services
• Library management system
• Agile methodology
• Web-based application

Acknowledgements

The study is funded by Parañaque City Public Library.

Obsanga, A.P. and Enierga, R.R. (2021), "Automated library management system for public libraries in the Philippines", Library Hi Tech News , Vol. 38 No. 9, pp. 17-22. https://doi.org/10.1108/LHTN-10-2021-0072

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American Institute of Certified Public Accountants (2009). Manual.

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Asogwa, M. O. (2014). Performance Management of Civil Servicein Enugu State, Nigeria, 1999 -2011 (Doctoral dissertation). Department of Public Administration and Local Government, University of Nigeria, Nsukka.

AuditNet(2016). Audit-library: Auditnet-internal-controls-primer. Retrieved from https://www.auditnet.org/audit-library/auditnet-internal-controls-primer . on 6th Feb.2017

Barnabas, A. S. & Iheonkhan, I. S. (2012). Re-engineering of Internal Audit in Public Sector: An Emperical Study of Institutions in Niger State. Journal of Finance and Accounting Research, 4 (1),116-127

Ben, O. (2008, January 23). Nigeria’s Education Crisis and Imperatives of Reform. The This Day, 13, (4659), p. 80.

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Chukwu, L. C. (2010). Auditing and Investigations: A Nigerian Approach . Owerri, Nigeria: Ben- Son printers & Publishers

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Gupta, K. (2002). Contemporary Auditing . London: McGraw-Hill

Hitt, M. A, Black, J. S. & Lyman, W. P. (2008). Management . New York: Pearson Custom Publishing http://www.sandiegouniontribune.com/news/watchdog/sdut-library-audit- 2015dec07- htmlstory.html. Retrieved from http://www.unllib.unl.edu/LPP/ on June 11, 2017

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Jänkälä, S. (2007). Management Control Systems in the Small Business Context . Faculty of Economics and Business Administration, Department of Accounting and Finance, University of Oulu, Finland. Retrieved from http://herkules.oulu.fi/issn14552647 / on 27 July, 2017

John, A. O. & Ngoasong, L. N. (2008). Budgetary and Management Control Process in a Manufacturing: Case of Guinness Nigerian Plc . (Master thesis). School of Sustainable Development of Society and Technology, Mälardalen University.

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This paper is based on literature review of management control system in university libraries. The purpose of this paper is to discuss the place of management control system in university library, challenges associated with management control system and the enhancement strategies. This paper is important as it provides insight in which university libraries could improve staff performance leading to achievement of educational goal of the university by rendering effective information services to the students, faculty and the university community. Literature revealed that management control system maintains a formulated policy with regards to the conduct and performance of the staff; material resources and financial records. The paper discovered that there are challenges associated with utilizing management control system in university libraries, these include: inadequate staff training and development, poor communication system, inadequate infrastructure, inadequate funding, staff collusion, management overriding established control, abuse of authority, staff incompetence and alteration in the system. It was identified in the reviewed literature the strategies that could be used to mitigate challenges to effective management control system which include: adequate development and training; adequate finance, effective segregation of duties and supervisory control and clear definition of objective. Based on the findings, adequate management control system was recommended to university libraries which will produce a reasonable assurance efffect on service delivery.

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Library Management System Review of Related Literature and Studies

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REVIEW OF RELATED LITERATURE AND STUDIES

This chapter includes related literature and studies with regards to Library Management System. Below are following Foreign and Local Related Literature and Studies.

A computerized library system for a school keeps track of all books and periodicals in the library and their check-out status. The library system also interfaces with an external relational database which stores information about the library users (students, faculty, and staff), including whether they have any library items checked out. Library users can access the catalog and recall books and periodicals. Library employees have the same access as well as additional capabilities (e.g., listing the status of an item). (www.cs.missouri.edu)

Foreign Related Literature

Central Library

The central Library which is called as mkce central Library, is one of the best equipped library in terms of facilities, books, back volumes, journals and non-book materials like CD’s,  Audio cassettes etc… is functioning in mkce Campus in Thalavapalayam, Karur.

The Library started its service on 2000 as a part of mkce.The fully computerized Library Information Systems helps the staff and students tremendously in day-to-day operations.

The Library uses LIPS-i-NET software system with barcode scanning facility. Every document in the Library bears a barcode tag that is used for its circulation.

Similarly, all categories of users have a bar-coded identity card.

This puts it on par with the best modern libraries in keeping track of issues and returns in a foolproof manner. An Online Public Access Catalogue (OPAC) is available in the Library for searching of Library resources.

The Library follows open access system, encouraging the user to browse freely in the stack area.( http://www.mkce.ac)

Integrated Library Systems. ERIC Digest.

An automated library system usually consists of a number of functional modules, such as acquisitions, circulation, cataloging, serials, and an OPAC (Online Public Access Catalog). An “integrated” library system is an automated system, as described above, in which all of the functional modules share a common bibliographic database. The National Library of Medicine used the term “integrated” in referring to a system in which all automated library functions are processed against a single, master bibliographic file (Goldstein & Dick, 1980). Genaway (1984) expanded the definition and described the integrated online library system (IOLS) as “a library system that uses a common machine-readable database and has two or more subsystems operational and accessible online” (p.4).

In a system which is not integrated, there might be a bibliographic record in the catalog for a book and, if that book were to be checked out, there would be another bibliographic record for it in a circulation file. In an integrated system, there would be one bibliographic record for a book, probably created when the book was ordered, then expanded when it was cataloged. If that book were to be checked out, the patron record for the borrower would be attached to the bibliographic record, but there would not be a duplicate bibliographic record for the book in a circulation file. There are some systems which have duplicate bibliographic records but which are considered to be integrated because changes to bibliographic records are automatically propagated. For example, a change made to a bibliographic record in the acquisitions file would automatically be made to the duplicate bibliographic record in the catalog. In these quasi-integrated systems, movement between the modules and their duplicate files is facilitated by some type of linking mechanism. ( http ://www.mkce.ac )

Advantages of an Integrated System

An integrated system is superior in several ways to one which is not integrated. The duplication of effort to create and maintain multiple copies of bibliographic records is eliminated in an integrated system. Opportunities for errors are reduced when records are entered only once, and changes are automatically propagated throughout the system. Library staff and patrons can have access to all pertinent information at one location. For example, in an integrated system, a patron can view a bibliographic record in the online catalog and also see that the book has been checked out and when it is due back to the library. Of course, privacy of borrowers can be protected by preventing patrons from viewing borrower information. Also, patrons can tell by looking at the online catalog, in an integrated system, that a book has been ordered, but not yet received. In a system which is not integrated, that information would be available to library staff only through the acquisitions module.  ( http ://www.mkce.ac )

Implementation and Management issues

Just as important as, or perhaps more important than, selecting the right system is the process of implementing that system in the library and dealing with the associated management issues. As described above, one of the main features and advantages of an integrated system is the sharing of bibliographic records among the various system modules. This single feature can have far reaching implications for the management of the library. Some organizational changes which have accompanied the implementation of integrated systems include:

• new patterns of communication among library staff, especially between technical services staff and public services staff;
• increases in responsibility and decision making among lower level staff; and
• increased requirements for all staff to acquire technical knowledge and skills.

Many libraries have redesigned their operations to take maximum advantage of the new technology.   ( http ://www.mkce.ac )

Future Trends in Integrated Library Systems

The definition of an integrated system is beginning to change from a system which shares bibliographic records among local functions and modules to a system which exchanges information with many other systems outside of the library. Technological developments, such as client/server architectures and standardized protocols for passing information from one system to another, are facilitating this integration of outside information sources into local systems. For example, an online ordering system might allow a librarian to search a publisher’s bibliographic database, select records of books to be purchased, and download those records from the publisher’s database into the library catalog. Also, some libraries with expanded integrated systems offer patrons access, through their local OPACs, to other bibliographic and non-bibliographic databases both inside and outside the library and to OPACs of other libraries. ( http ://www.mkce.ac )

Automation for the School Library Media Center. ERIC Digest.

The thousands of school library media centers (LMCs) across the country that have automated their collection management operations have found that performance of routine tasks by staff and access to information by students and faculty have become a great deal faster and easier. Automation often begins with microcomputer-based circulation and online catalog systems, but the available capabilities and the potential for expansion extend far beyond these basic functions. This digest will focus on initial considerations for implementing an automated facility. ( http ://www.mkce.ac )

Basic Options

Automated systems are available for four basic management functions:

The CIRCULATION SYSTEM tracks the status of all LMC materials that circulate. It allows fast entry of borrowed items and easy identification of overdue accounts through records of all patrons. It prints overdue notices and establishes waiting or hold lists.

The ONLINE CATALOG provides instant access to catalog records as well as inventory data and brief acquisitions records via powerful interactive searching and help capabilities. It allows browsing as well as keyword searches on author, title, subject and other fields such as notes and copyright. Boolean logic can be used for complex searches. Searching is assisted by help menus, prompts, mouse pointing devices, and visual or audio tutors. The online catalog may contain other types of databases, such as journal indexes, and it may allow remote access from classroom, office, or home. The online catalog also contains a cataloging component to assist in developing MARC (machine-readable cataloging) records.

The ACQUISITIONS SYSTEM manages ordering functions, from entering order data through claiming items ordered but not received. It maintains financial records and publisher lists. It allows instant entry of records for newly acquired books with catalog records on disk or bar codes (sometimes these catalog records are part of the catalog module). Brief acquisitions records may be downloaded into the circulation system.

SERIALS CHECK-IN maintains records of journals, magazines, and other items received periodically. It tracks publication dates, maintains financial records, and generates claim notices for late items.

The software for these systems is designed for ease of data entry and flexibility in searching. Once the databases are set up, LMC staff can quickly enter updates and generate inventories and reports on collection use, overdues, and budgets.  ( http ://www.mkce.ac )

Local Related Literature

DLSU Library System Services

The Systems Services (SS) unit is responsible for the development, implementation, and maintenance of the computerization and information technology plans and programs of the DLSU Library. It oversees the day-to-day administration of the different computer hardware and software facilities, operations and applications that are essential in the delivery of automated library services. It works closely with the Information Technology Center (ITC) of the university in the provision of computer and network facilities and services that respond to IT requirement of the library. ( http://www.mmsu.edu )

University Library System (ULS)

Background Information

The establishment of the University Library System since 1980 is one of the most significant achievements of the Universities development programs. Today, the library has improved tremendously in terms of organization, quality of personnel, materials, facilities and services. It is some kind of a phenomenon none like it before in this part of the country definitely contributing awe and respect to the stature an aura of excellence of the University. Such trend of development is clearly, though not yet sufficiently, in accordance with the obsession of no other than former President of the Republic, Ferdinand E. Marcos when he said:

“It is true that there are other systems of information or carriers or vehicles, but the traditional and most permanent one is the library with its shelves of books and audio-visual materials. We, in the third world believe that development cannot be achieved without parallel development of libraries and information systems.”

The library system contributes to the attainment of the goals of MMSU by providing the reference and reading materials required in the various phases of the programs implemented by the University. It is a place for work and study, thus, it becomes a part of the way of life of the universities constituents and the members of the general public who use its services. ( http://www.mmsu.edu )

Foreign Related Studies

Feasibility Study for an Automated Library System

This study was initiated by the Newfoundland Public Library Services (NPLS) to assess the feasibility of automation for the library services and to determine the viability of an integrated automated library system for the NPLS. The study addresses the needs of NPLS in terms of library automation; benefits to be achieved through the introduction of automation; automation requirements and costs; cost of automation in relation to potential cost savings; staffing requirements for automation; and a recommended approach to automation. The report focuses on the following areas: (1) needs analysis (headquarters, technical services department, provincial reference and resource library, St. John’s City (Newfoundland, Canada) libraries, regional libraries, books-by-mail); (2) functional requirements for the application software; (3) system options (technical requirements, software options, microcomputer equipment, estimated costs); (4) database creation and management (existing machine-readable records, options for catalogue maintenance with the integrated library systems, issues affecting the decision, estimated costs); (5) management of an automated library system (staffing, training, estimated costs); (6) the costs and benefits of library automation (quality of service to NPLS clientele, networking, efficiency, accuracy and timeliness of library routines, management information, cost-benefit analysis); Conclusions and recommendations are provided in addition to tables and appendices related to the topical issues addressed in this report. (http://www.eric.ed.gov)

Linux Can Change the Face of Automated Library Information Systems

MLA Abstract 2005 (Case Report) Title: Linux Can Change the Face of Automated Library Information Systems Authors/Affiliation: Janis Teal, AHIP, Deputy Director for Library Services, The University of New Mexico Health Sciences Library and Informatics Center; Greg Gaillard, Deputy Director for Technology Support, The University of New Mexico Health Sciences Library and Informatics Center Objective: This poster will report on how the University of New Mexico Health Sciences Library and Informatics Center (UNM HSLIC) faced the dilemma of replacing an antiquated library information systems (LIS) server in a cost-effective manner that would make use of $10,000 available funding, improve system functionality and performance, and decrease overall system costs. Setting: HSLIC is a medium-sized academic health sciences library running Innovative Interfaces, Inc. (III) LIS software. In 2003 the LIS (with 180,000 catalog records) was running on a 7-year old DEC Unix system with unsupported hardware, a CPU with inadequate response time, and full disk drives. Method: Recognizing the need to upgrade the system, the Deputy Directors analyzed several options: 1) combining systems with the main campus libraries; 2) purchasing a new Compaq Alpha server at $20,000; or 3) implementing a Linux-based LIS running on Intel ‘commodity’ hardware. We selected option 3 and, at the conclusion of the project, became the first library in the United States to implement III LIS software on a Linux server. HSLIC employees in both library services and technology support consulted with III staff throughout the process of configuring the server, updating the III software, and migrating records. Main Results: 1) The project successfully upgraded hardware, the operating system, and application software to current III standards. 2) There was a significant increase in performance and functionality. 3) This implementation was accomplished at 1/3 the cost of using a non-Intel server platform. 4) The Linux-based Intel system represents significantly decreased hardware capital and maintenance costs. 5) There is no longer a need for the library to have in-house DEC Unix expertise, an intangible but significant cost savings. 6) Additional intangible cost savings are expected in the future when, in contrast to standard server hardware, the new hardware running Linux can be repurposed after the current system is upgraded. Conclusion: A small to mid-sized library can effectively run a Linux/Intel LIS system at demonstrably lower cost than doing so on proprietary RISC*-based software/hardware. *Reduced Instruction Set Computing. (https://repository.unm.edu)

Advancing Your Library’s Web-Based Services. ERIC Digest.

Libraries will be utilizing the Web to provide services to an increasingly sophisticated and demanding computer user. The mission of the Cleveland Public Library (CPL) is “to be the best urban library system in the country by providing access to the worldwide information that people and organizations need in a timely, convenient, and equitable manner.” The institutional values that influenced the development of the mission put the emphasis on information and people. The best way to ensure that the access and outcome of information services is timely, convenient and equitable is to develop Web-based services that mirror and improve traditional in-house and telephone services. This clear understanding of the Web as a service delivery method and not just as a digital brochure results in a project development path leading to both self-services and live, librarian mediated services offered online and 24×7.

A successful project incorporates the following steps in this path:

• Clarify the core values and mission.
• Build a team of entrepreneurial staff.
• Scan the online environment for ideas.
• Set a course and a timeline.
• Find library and community partners.
• Market and build customer relations.

At the core of planning for Web-based services is the goal of replicating and enhancing traditional library services in an online environment. Not surprisingly, a survey of 1,500 library users conducted in May, 2002 at the CPL branches and main library confirmed that circulation, reference, services for young people, and readers’ advisory were the most popular draws to the local library. A well-rounded, service-oriented approach to developing a library’s Web presence requires attention to all four of our patrons’ priorities.  ( http://www.mmsu.edu )

Circulation

As the online services of our for-profit competitors grow, so do our patrons’ expectations. Our clientele demands the same tools from the library’s Web site that they benefit from on commercial Web sites. Our patrons shop, bank, invest, and communicate via the Internet. They make little distinction between what they can do in commerce and what they would like to do via their library Web site. To meet patron expectations, the Cleveland Public Library has introduced a package of online self-help services allowing patrons to better manage their borrowing.

The Web catalog, shared among 31 library systems in Northeast Ohio with reciprocal borrowing agreements (the CLEVNET Consortium), allows for self-initiated requests. The MyAccount feature allows patrons to manage their own accounts. Online renewal has been the most popular aspect of this feature, and in fact it rivals the circulation of the busiest CPL branch with a circulation of over 375,000 in its first nine months. In addition, patrons can delete requests and review outstanding fines. This is timely and convenient for patrons, and it saves a great deal of staff time and attention.

Accounting for more savings is the NetNotice e-mail notification service. Patrons sign up through a Web form to obtain their pickup and overdue notices via e-mail. They can also register to automatically receive their MyAccount information in an e-mail message every week on a designated day. The e-mail message includes the online renewal functionality for those e-mail programs that support it.

Statistics show that, had it not been for one-half million online renewals, the library’s circulation would have decreased in 2001. Future opportunities to enhance library services include the ability to register for and obtain a library card number online as well as to pay fines and fees via a credit card using a secure Web interface. With so many resources available to the online user, it is contradictory to require a patron to be physically present in a library to obtain the authority to use them. The library card number is the gateway to 110 remote databases and thousands of e-books. Another service in the works is home delivery of requested library materials. Currently patrons can choose from 96 possible pickup locations in Northeastern Ohio. Soon, they will be able to choose delivery to their home or office. ( http://www.mmsu.edu )

Reference Services

Cleveland Public Library and the CLEVNET consortium created and launched a live Web reference service on June 11, 2001. KnowItNow24X7 is a remarkable achievement using an efficient and effective project management process. The 20-year consortium relationship of the 31 CLEVNET libraries is based on a shared automation system that CPL owns and manages. CLEVNET libraries, and our contracted overnight service provider have answered over 17,000 questions.

Cleveland Public Library was prepared to take many of the financial and technological risks associated with this aggressive and innovative project, but the combined creativity, staff talent and commitment made the project a success. Although CLEVNET is the first to have launched a 24×7 public library live Web reference service, many such services quickly followed, including 24/7 (Metropolitan Cooperative Library System in California), Smarty Pants (Denver), and Q&A NJ (New Jersey).

KnowItNow24X7 librarians utilize the complete resources of the Internet and the CLEVNET subscriptions to over 110 online databases. They can even scan documents available in print collections and send them to the patron via Adobe Capture. It is essential that the public have access to the full range of resources. Live Web reference offers the opportunity to demonstrate Internet searching strategies, introduce subscription databases, and showcase unique materials in the collection.

The Cleveland Law Library is a CLEVNET member. This association enables KnowItNow24X7 users to access both the special collection and the staff of professional law librarians when the information needs are beyond the scope of traditional public library service. Since legal and medical information are traditionally problematic areas for public library reference staff, establishing a partnership with Metro Health Systems, Cuyahoga County’s public hospital, presented an exciting enhancement to live information. Nursing staff already trained to answer a 24×7 phone line embraced the KnowItNow24X7 service and are ideal partners for public librarians.  (http://www.ericdigests.org)

Local Related Studies

University Library Modernization

Library automation enabled the electronic Union Catalog of the UPD network of 33 libraries, including the Extension program in Pampanga and the Main Library with more than 800,000 records, accessible within the campus and through the World Wide Web. These libraries already have barcoders, barcode labels and keepers, magnetic strips, sensitizers-desensitizers and gate for Circulation purposes, and as part of their library security system. A number of records were converted from paper to digital format. The former system used by the University Library prior to the present MAELISA. Also converted from paper files were 58,536 bibliographic records of five Filipiniana and Special Collections: (1) Book analytics, i.e. biographies, illustrations, plays, short stories and speeches contained in books; (2) Unclassified Monographic Records including art works and personal collections of Teodoro Agoncillo, Roberto Concepcion, Oscar Evangelista, Guillermo Guevara, Eliseo Pajaro, Estrella Solidum, Emanuel Soriano and Abelardo & Trinidad Subido; (3) Positive prints of the Harnish Collection; (4) Posters File; (5) Vernacular Collection including Bikolano, Cebuano, Pampango and Tagalog. (http://uplibrarybulletin.files.wordpress.com)

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Applied computing

Enterprise computing

Business process management

Information systems

Data management systems

Information integration

Data warehouses

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Decision support systems

Social and professional topics

Professional topics

Computing industry

Management of computing and information systems

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