Table Of Content

BOSSSTTOONN DIPUIBBLNIICC LLIIBBRRAARRYY | | GOVERNMENTT RECeNED DEPARTMENT| | JAN 28 002 | Metro-Boston Pibeary Reo and Boston Public Library Technology Plan 2001-2004 (sal | ~Authorized signature Ws i/e/ ; ae ee, en ie y Date mo "ee f hy Roe * ‘ ‘a é i: % aa ; 1 } Gr ! fi { \ jo r Lu] i if 4 } - 1 La | im | ‘ae 1 is roe a | 4 ball See! A Technology Plan Metro-Boston Library Network Boston Public Library Vision Background Methodology and Approach Approach Plan Review and Key Implementation Steps Critical Success Factors Key Implementation Steps Evaluation Strategy Reporting Implementation and Process Strategy Adjustments Comprehensive Evaluation Goals / Work Plan Goals for Interagency Cooperation Goals for Public Services SOOO1oOCSNNN)NreS SaN nn n Goals for Collection Development Goals for Human Resources Development Goals for Facilities and Equipment Goals for Administrative and Support Services Goals for Community Relations Attachments Al. Budget A2. Equipment Inventory A3. Network Configuration + Pe Eg PE Green 4o gee Ser yer ab ee ow eh eee, . aaid ygolomdoyT roves! vast sdteod nis wiewdtl ody adoro a ee ee a ee ee Saat | ene oN ee ney ee te pe tame © ~ owe Oe NG EEEES MR R Ne ie Monnq a Stine Camere gies ateinmapinitph A I ml =a geog re ieer e re ree 2 eps os anee ee we a a er a, a a ay ave 4 oLpetsananss leqaret yout hast NTO RC ee a MT oC so 3 Mere ERE ETT SIS Ey ane 2 Oe be a ode ‘ Na ali ek mihchipeithne ductile Las sat og, SSOP I a J i yersin’’. enaooTd bee sett gti sdvahal ee Tt _. niet - i Oe an Pena _ woiieuls7 3 sv aeesenniteh nett ia -sihalleddielats nabwsqod, (umagirniy ial hl 7 Tio ; esas aiid) he __ lereolayet! anise ; - PereisveG payered vert : ; chinese tae HESSEN supet Lite <a a - SIN Pd yonry ale? DUS BY ‘aacheetae ae ie "uti? : it oars a Vision Individuals cannot live, learn, and work without information. They need to be able to think critically and problem-solve to survive in all aspects of life. These skills are dependent upon access to and the productive use of information. While libraries of the future may be configured in dramatically different ways, the traditional roles that libraries and librarians have played will continue to be needed and even strengthened. To that end, we make the following assumptions upon which our goals and objectives are based: Librarians will continue to collect, organize, and make available the intellectual and artistic record of the human race. They will continue to be educators and mediators between the creators and the consumers of information. Information is essential to the progress, happiness and full potential of all people; as such, Libraries are a community resource. Libraries enrich the lives of people by providing the information and resources for learning and pleasure, and empower citizens with knowledge, thereby strengthening the foundations of democracy. Libraries are an essential public service, and it is the responsibility of government to adequately and appropriately fund them in order to meet the needs of a changing, growing population. Because the Library is an essential public service, we believe that Libraries should be available and free of charge to all citizens. The Library exists for its customers. In order to promote literacy and reading, books, and lifelong learning, the Library needs to expand and improve its programs and services. Applicable Library technologies promote efficiency and effectiveness in the delivery of Library services to the public, and increase Library use by the disabled. Electronic access to information will become increasingly important. The primary means of locating information will eventually shift from print to electronic. Incorporating the best and most professional of business practices enables the Library to improve its performance, heighten its accountability, and evaluate its effectiveness in meeting the informational needs of its clients. Functional, well designed, and well maintained facilities improve the delivery of Library services. he ee rl Ee Dy Orley ere ee © men Jjnielt oi alde =) Op besq vedT novcarrretai socibechucla’ —_ bites! vil totictae ele qui bast in ails seedT ol doe aieorns {is oy avavn 2 ot Ane~ay Wow ite 10 t Hugs OOo od var seni? ott sere va shitW arosteemcint }ooan avitovborg erly has: AN nboly oved exsimmitihns zetmdil tuchhesiod ienonibert sat ava treed hb ai toaverues gevrolhe! alt Sige ow ‘ean je7i) OT .bareuitaiioti2c neve ban babsana'nd os ii ‘hoesa wp env itootte Gee ainag awe Hs ' iziins btu; indjaslisini on) sidelisve ods bute Satta .! “— at Suri. Hiw ana otmoswied mols wo Bre etoltonha ed 6) eunitam Wier vodtT sect neni SF oty a SONG recite cee ‘rarrtuenao Sty bie 2 > > ‘ ‘ . r tu = dove ze vshaoeg Helo lavteretbe Wael bite & ATR 2aRyorg at oat isbeszes& t GOUE OyHeIst Viito o 6 Li eer aims! 16) 2371 n bok pofismcin si qaibr rang 46 virus to cov ll aol RS noe bust ond wariolmaatte YO. SSI. Awe IWwortsf | citiw ancxthte yw riya brew. eees Y2h190 ol Inamimevon ho yviliheseabgest ott e hn bie 2obrtse aiduq edna at aeee WOT seth io sb éheen often of rebr0 nf all baat yislengergqe DAE Wisi t 40) bhyode 2ottedi Piet oveitod sw ,soivise sildeq laitiades i 21 nnd sat anmgositio iis of Janie do ae Baeka l AYONTEONUS BFE TR,h ic hyC a i) ott. weaiesd gros het .olood pithy tees womans a¢k ih ) Root nese best, oe IO Vrevilsl crit a, Seay Tio bas yoreiatis ate heiduaih oth vd ore ri nega ont’ ‘to anit anit 47 onendqmiedyeanetn onitsed Haw avienstiti a}e ou09R viniasets 0} tei moth fire Ytietnevs Hiw a Lb pimidiss ait galdens 2obiioen exomreutl Fo isaoeeshowgy nont bag pander oosl WHOudiE IM (ONO WIIglD 2H anne cs) bee Uitelneaon wh or HIT _ minnie pioa sin, crud fie\ geevielola saiS reangn epitifiot Darin ow bine e Children are compelled to read and enjoy books more when they are exposed to books and reading at an early age. e Business clients seek out the Library and use its resources for research projects. e The Library exists as a cultural center in the community. e Knowledgeable, well-trained, helpful, friendly, hard working, and flexible staff enable the library to meet its goals and objectives. Background The Metro Boston Library Network (MBLN) was conceived to help realize this vision of library service by the cooperative application and implementation of technology. MBLN is one of ten automated resource sharing networks in Massachusetts. These are fostered and partially supported by the Massachusetts Board of Library Commissioners, although the bulk of financial resources come from member contributions. All of these networks facilitate the sharing of automation and technology resources, which in turn facilitates the sharing of collection, staff and electronic resources. MBLN covers not only the geographic confines of Boston, but also the cities of Chelsea and Malden. All of the public libraries of these cities, which incorporate 30 branch locations, as well as 25 Boston Public School libraries and the State Transportation Library, are served by the Metro Boston Library Network. As the details below indicate, MBLN seeks to improve its technology position in order to widen the membership served. MBLN is a service of the Boston Public Library. The Boston Public Library is not just the “owner” and operator of MBLN, but the chief consumer of services as well. As the chart below indicates, BPL has the greatest number of workstations operating on the system and supports the greatest number of records and circulation transactions. 2 esi diese) cone a oan na ne a te arco VTi ecko ot ret “orders hivintiya nen esixa U vidests Tale sidixefl bie svedveye baal sells Lit pleicf diondoedtew. saaubs ooensapo Daw, Heng oti fae of) ee ae iel + me een et A nn Blind eememlilli omit Yo neieee eet? oxiten atures bs 209 2hw |i d) ahewesi .y ea aia ') ro > BeF re4 JOM \solighost Fo nodes! oe bam HAUS) yop coger tei brs basted) a séedl 2isbuiibnteshh ab eaiisa sirete 3a AD Lianne To. te ot dtroiie. ernore ne) vidi) Vo Gnethan tau _ aay O git of spiog? wabwien seed! Jo 0A J2iee idrinws todd er f f aroo te Rstrnt of? galore at eg cui eso tmoey caolorga) » it) ye 1) salen Sladce 1 mar or VINO fou maveo Vieilles © : “Qe oervamdens 4 Y aie gcortt esis see or ba Hi no htn ivi De. ROMEO ius oat lay eater inotot olde eo ¢& ae Dew wey WIET wiiiber wold dleiod od} a, Aros perdi aenoll anuehd off ve beta bovysu Wwdarxi; nee albnshiwy al rs fines if pens Hat oy fIOr iO i339 eM t ui dor Ama, seer nejizot gilt vane gob ns 1a08 slr To \ neds silya, OW? 26 2o0ivre? 4 qtees tents Ssdi- tad Vide tow gin DRS Mie gs ina. Ona Aeolian i THe nay ae oro (claps wer a pei 's —_v [ aly 7 : i P Van f j 4 by es | 7 fl j ial et BP nang| ah) Pe 7 Boston Public Library Malden Public Library Boston Public Schools es ie Obviously, the Boston Public Library has a crucial interest in the vitality and technological capability of the Metro Boston Library Network. Therefore, this plan details much that is applicable to the entire network, and some that is specific to the Boston Public Library. This Technology Plan supports each member library’s goal of meeting the needs of its clientele and of the community as a whole. These technological needs encompass library operational efficiency, information on and access to library collections and physical resources, and the storage, retrieval and distribution of information to library users. Much of this Technology Plan is derived from a strategic planning process undertaken by the Boston Public Library. Other parts encompass the vision of network members as expressed through the network’s Policy Advisory Group. Methodology and Approach The first step in building an “enterprise-wide” system to manage information for the Metro Boston Library Network is developing a strategic plan that includes technology architecture and standards while at the same time incorporating a proven approach and sound methodology. The Network used three key technology initiatives to support and position the institution for the future. , Im plement IT Network-W ide Develop IT Organizational! Paryeo ct s Architecture Changes “DevelopI T Standards ‘Investigate Competency "Identify Technology Teams Overlaps “Develop Strategic Information Systems Plan “Investigate IT Cost ‘Identify Vendor Partner Allocations Opportunities "Provide Training for IT Staff "Identify Network Upgrade Requirements ¢ A chit at Saal A 4 Aes 0:5 Se Ce Dot eek. BsT e ay ms ri V’ i raga . Seal 7 bee yhelty. oft or teewin toiomy s eel sundel side. pelell eis en -zliptal i] 217. S20lstoL howl view? celeot one) od te4 tered ote Hebe dat or a7) eee cr nfse t ome bie pho wisn suiStete ot st 7 ary at to Rha orf saltoor To laow 2 yet 2a ioge aroqews cual} ey. NIG KRnie AoS apeae looeloretys> saont Shofiw whi 66 ¥ eite ee ,4 COIL 1) OFAA Y.. ie BST delice ¥ cb OF gaou nt: Of fo n alannfat iba cradi) al nowéartete1 4 rontocdnasbbee lever saiurrabt on A “Sine 6 riot i. Gevedh at nald yaclonioay. " aul5 sf CHEE Tt MOWISN TO Som od selene, ating HO wmGT ae men) yroalvor, voted 2 Power 3 HosoneqA bre ‘ Io) NOMEAINeli: spare 6+ arelevd “shiales ‘iin a ee ie USS Yooleufoe! bilo ll role orbetiriie c onnboyvel i drawl, Ma i ACU ONIES (De: BN O, BOE (OTE EB. T Ta : RE)a tS ree S’ e ie Ae ; WT. A ' SOT (ON 20g BS Jute oo) Berit> a y vedt fotrland 5 yA aoS s : 4k oa ‘ — 1 oon nt ne ee ont Oe wet bie | T | $a 7 © . hamoy i ben eotns oanssd 79 e6 'gn0 oTIl eqaaiesv enay AL, aoa ¢S ia &a7 ow. efi n iunh h — > vienmge +e ceA met fan uee2yf 9 e e6 Geitntap webe ngep ebs + —-e beat were’ ti u pte . t=_e 7 34a$5 ol sna+ etinnJiai ta@e yt i@end anvryo lnfalse a eieiiébA¢ evni’ eeti ns? oagae iwioend ovem: ac ; _ tT) +et © fl ever 7 wsibouge 1 ¥ ® ¢3)) ee mi" Hare (ie wnti cre Misee s eau Se ee