Library Hi Tech Digital library deployment in a university: Challenges and prospects Chinwe Veronica Anunobi Majesty Ignatius Ezeani
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To cite this document: Chinwe Veronica Anunobi Majesty Ignatius Ezeani, (2011),"Digital library deployment in a university", Library Hi Tech, Vol. 29 Iss 2 pp. 373 - 386 Permanent link to this document: http://dx.doi.org/10.1108/07378831111138233 Downloaded on: 23 June 2015, At: 09:02 (PT) References: this document contains references to 14 other documents. To copy this document:
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Digital library deployment in a university Challenges and prospects Chinwe Veronica Anunobi Digital Library, Festus Aghagbo Nwako Library, Nnamdi Azikiwe University, Awka, Nigeria, and
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373 Received December 2010 Revised January 2011 Accepted February 2011
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Majesty Ignatius Ezeani Department of Computer Science, Nnamdi Azikiwe University, Awka, Nigeria Abstract Purpose – The purpose of this paper is to present one of the ways in which digital library technology is employed in providing twenty-first century library and information services to a university community in a developing country, together with the challenges and prospects of such an application. Design/methodology/approach – This work analyses documents using content analysis of documents in library archives, interviews with library stakeholders and assessment of the structures, facilities and technologies as deployed in the Digital Library housing the information that is necessary for academic work. Findings – This work shows that a university’s approach to a digital library is a function of environmental, ethno-political and economic issues. Although the deployment struggled to accommodate the attributes of a digital library, including contents, users, functionality, policy, quality, technology and personnel, success is yet to be fully achieved, because there have been major challenges in terms of management, infrastructure, personnel and the provision of appropriate content. Even so, the effort has been worthwhile and is a stepping-stone to future effective library services in the university. Originality/value – This paper provides librarians with an insight into how developing countries understand and apply digital technology to library operations and services. It also provides other libraries and related institutions with an opportunity to learn from a concrete experience. Keywords Digital libraries, University libraries, Operations management, Developing countries Paper type Research paper
Introduction In the twentieth century, the operations and services of library and information centres, particularly in academic institutions, were based on automation. The interests of users focused on bibliographic access, and made demands on the physical resources of the academic library. Ownership was emphasised as a determinant of what the library could offer its user community. However, with the merger of information and communication technologies (ICT) which led to the development of the internet, the horizon of information stakeholders was extended. It was possible to think about other ways of bridging the geographical divisions that impede information access in real time. From the time of the invention of the internet, driven by the need to move information in real time, Licklider (1965) proposed a device that will transmit
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information without transporting the materials and will not only present the information but process it for the user. This device requires collaboration between the information users and technology developers. Independently and collaboratively, information stakeholders continued to seek solutions. Different libraries and information centres started, at varying levels, to deploy ICT driven operations and services. Some of those services appear as stand-alone and network Web 1.0 systems, while others are seen as integrated systems and digital technology combined with Web 2.0. Nnamdi Azikiwe University, Awka, Nigeria followed this trend to search for solutions to serve the university community better. Consequently, a digital library platform was deployed. A brief overview of the concept of a digital library is presented as the bedrock for showcasing its deployment in Nnamdi Azikiwe University. The challenges that faced this initiative, as well as its prospects, are also presented in this work. The concept of a digital library The domain of the digital library represents many interest groups and disciplines namely, including data management, information retrieval, library science, document management, information systems, the web, image processing, artificial intelligence, human computer interaction and digital conservation groups (Candela et al., 2007). The three areas of interest identified by Brophy (1999) include librarianship, computing research/e-business and social drivers. These interests or backgrounds influence the conception of the digital library. Hence, different people have different conceptions, approaches and visualisation of the digital library (Saracevic, 1999). Schatz (1997), Elliott and Kling (1997), and Ercegovac (1997) described the approach of the digital library from the technological perspective, emphasising the place of technology in information access to users. Bawden and Rowlands (1999) viewed the digital library as the provision of library and information services for users. The concept of a digital library is also influenced by the mission statement of an organisation as well as its collection, preservation, access and economic functions. Thus, the Digital Library Federation (2004) defined digital libraries as: Organisations that provide the resources, including the specialised staff, to select, structure, offer intellectual access to, interpret, distribute, preserve the integrity of and ensure the persistence over time of collections of digital works so that they are readily and economically available for use by a defined community or set of communities.
The lack of consensus on what the digital library stands for led to the development of frameworks and manifestoes to guide initiators of digital library projects. One such framework was designed by Soergel (2002). He noted that the digital library initiative, to many people, denotes the horseless carriage, the description of the first engine driven vehicle using the metaphor of the way horses draw carriages. As such, people conservatively view the digital library as serving research, scholarship, and education. By extension, it was agreed that the digital library should also support practice. Others views of the digital library represent it as a means of accessing information. But Soergel (2002) insists that the digital library should support new modes of intellectual work. In other words it must make provision for system components and user components which provide users with education and training on the use of new methods which are different from print driven means of access. He also provided the
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opinion of other interest groups of the digital library as providing services primarily to individual users, including support for collaboration and sharing professional practice. Though Soergel’s framework provided eleven themes broadly grouped as expansion of support, access and service vision, the manifesto by Candela et al. (2007) attempts to capture the attributes of a digital library that will guide the development of any digital library. They described the digital library to compose of three systems – digital library (DL), digital library system (DLS) and digital library management system (DLMS). This manifesto brought together various views and characteristics/attributes of the digital library. Attributes of a digital library According to Candela et al. (2007), and as taken up by many other authors, digital libraries are characterised explicitly or implicitly by content, users, functionality, quality, policy and architecture which constitute the components of DL, DLS and DLMS. Content This includes data and information handled and made available to users such as primary objects, annotations, metadata etc. It could be in the form of special collections, maps, schematics or new materials like computer generated graphics; old copyright materials that are free of copyright or new materials which are digitised if the library holds the copyright in its own organisational scheme (Digital Library Federation, 2004); collections of books available across continents which serve as back-up for physical libraries; permanent documents (Brophy, 1999); and collections not physically present but mostly licensed rather than owned outright (Bawden and Rowlands, 1999). In effect, the content of a digital library varies from in-house to virtual and from direct to licensed ownership. Users In addition to the content, the users are an essential component of the digital library. They are the end users, including information creators, consumers and librarians; the designers who use the knowledge to define, customise and maintain the digital library for functionality to immediate and potential users; the administrators who determine the software needed to construct the digital library based on the end-users’ expectations; and the application developers who develop the software needed to ensure appropriate digital library deployment. While the end users are not technology oriented, others are, though both groups are needed to support the needs of the users. Functionality These are the services the digital library offers to its users. Candela et al. (2007) identified them as registration of new information objects, search and browse. Leiner (1998) identified them as services to support the management of the collections, provide replication and reliable storage, aid in query formation and execution, as well as assist in name resolution and location. Soergel (2002) presented the functionality as integration of access to materials with access to tools, creation of community information, powerful navigation and search tools that combine information across databases, and a user interface that guide users through complex tasks.
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Quality This is the platform for determining the characteristics, and to evaluate the content and behaviour of the digital library.
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Policy This attribute is used to present conditions, rules, terms and regulations governing the digital library and its users. It covers areas such as who uses what, how, why, at what charges, and conditions of confidentiality and privacy.
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Architecture This involves the enabling technology which maps the functionality and content offered by the library into hardware and software content. This is where the technologies are brought together to produce the functionality with the content. The architecture is described as a technological stack by Dahl et al. (2006). Figure 1 presents a minimum standard for digital libraries, whether the digital content is housed physically or virtually. In addition to the network and server hardware, the stack consists of other software technologies which play an important role in the functionality and manipulation of digital library content. Further to the attributes shown in Figure 1, Dahl et al. (2006) explain that the present day digital library should have among its attributes: . integrated library system; . electronic resources management; and . repository of locally created digital content. Personnel The earlier indication by Licklider (1965) that a blend of information and computers will be needed in the library of the future, which in practice is conceptualised as the digital library, points to the confusion in the composition of digital library personnel.
Figure 1. Technology stack of the digital library
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Dahl et al. (2006) were of the view that these are library personnel possessing both library specific and technological skills as well as knowledge of generic web technologies. However, they noted that many of the skills needed for the integration of the digital library, including web scripting, relational database management and web design, are possessed by candidates who do not have a background of librarianship. Hence, it was suggested that new talents with a perspective from outside the library profession should be integrated into the digital library functions. The inclusion of technical and non-technical library personnel in the digital library is imperative. The framework described above has served as guide for many people in the development of digital libraries, who classify the attributes of the digital library as the content, the users, functionality, policy, quality, architecture or technology, and personnel. Professor Festus Aghagbo Nwako Digital Library The Professor Festus Aghagbo Nwako Digital Library is the vision of Professor Ilochi Okafor (Vice-Chancellor) and his administration, to move the university to a higher level of global competitiveness through the provision of access to real time, state-of-the-art, global and indigenous information. It is a monumental edifice that houses the traditional library resources, staff and an annex equipped with high-end IT facilities referred to as the digital library. The dwindling financial resource available to acquire library resources was a matter of concern for the university management and the solution was seen to be the deployment of a digital library. According to Ezeonu (2009): There was the need to update, and upgrade the university facilities in order to create a sound operating environment and raise its competitive threshold.
Based on that need, the university decided to create a state-of-the-art facility that provides a “window to the world and enhance the pursuit and acquisition of the knowledge for global competitiveness”. Hence, the structure was put in place, technology was deployed and a digital librarian was employed to serve the teaching, learning and research community within and outside Nnamdi Azikiwe University (NAU). The building The digital library is an annex to the magnificent Professor Festus Aghagbo Nwako University Library. The annex where the Digital Library is housed is a building of two floors, with four halls, a server room, partitioned offices, five offices, e-resource room and locker room (Figures 2 and 3). It was expected that the halls would serve the same purposed for digital (virtual) resources as reading halls serve in the traditional library. Technology/architecture The design and deployment of the technology was implemented by a consortium of ICT companies – AfriHub/Zinox. The technologies deployed include design and implementation of the network, the hardware and the software. The network. The complex network is managed by a CISCO 3600 router, which runs a network operating system in the server room, from which other routers access the server. Each virtual hall has two sub-rack routers that feed 12 switches to which the
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Figure 2. Ground floor plan of the Professor Festus Aghagbo Nwako Digital Library (schematic)
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Figure 3. First floor plan of the Professor Festus Aghagbo Nwako Digital Library (schematic)
workstations are connected. Through this mechanism an intranet which runs only within the digital library is provided. Hardware. Apart from the networks and the routers, the hardware component of the Digital Library includes: .
Server: HPML series server – 3Ghz CPU, 512KB cache, DVD-RW, 3GB RAM, 140 GB £ 3 HDD. This is expected to be the repository and access for all the functionalities of the digital library.
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Laptops: 20 PC notebooks – P M, 2 GHz CPU, 60 GB HDD, 512 MB RAM, webcam, headphones. Desktop computers: 480 desktop workstations with P IV, 3 GHz processor, 30 GB HDD, 512 MB RAM. Projector: a multimedia projector with accessories. Printers, copiers and scanners: three network A3 digital colour copiers, printer and scanner are provided as accessories.
Software. At the third level of the technology stack (Figure 1), is the software that serves as the bedrock of the digital library. Following Dahl et al. (2006), it consists of the network operating system, web server, relational database and web applications. To achieve this at NAU, the digital library solution runs on an MS Server 2003 operating system. An open-source WAMP suite was installed to enable the use of some of its principle components. The suite contains Apache, MySQL, and PHP among other programs. Apache was the main web server that enables web browsers (IE, Firefox, etc.) to connect to a computer and view information as web pages. MySQL is a database management system that keeps track of information in a highly organised manner. PHP is a scripting language that can manipulate information held in a database and generate web pages afresh each time an element of content is requested from a browser. Another important tool in this suite is phpMyAdmin which provides a graphical interface for the MySQL database manager. Other independent tools like Dreamweaver were employed to enhance the look and feel of the web based digital library solution. Software features. The homepage as seen and used by the university community consists of 11 menus (Figure 4): (1) Categories. Clicking on the icon representing a department takes the user to the e-content of that department. (2) Send feedback. Registered users of the digital library send e-mails to the library management using this menu. (3) Publish my book. This is considered the most important menu because members of the university community desired an avenue to make their work accessible to a wider community and thereby gain some publicity. However, this feature is only used to populate the digital library content, in the form of books, journals, and indigenous resources, which is yet to be hosted on the internet. (4) Microsoft CBT. Here is housed all the technical or e-tutorials, many of which are executable and multi-user based. (5) User guide/manual. Use of technology varies from one system to another. Hence, intending users of the digital library are provided with this e-manual to ensure effective use of the digital library. (6) Online links. This system gives the user access to many online resources, e.g. Access to Global Online Research in Agriculture (AGORA), Health Internetwork Access to Research Initiative (HINARI), and Online Access to Research in the Environment (OARE), Ebscohost, JOSTOR etc. (7) Read newspapers. This takes users to online Nigerian newspapers.
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Figure 4. The homepage of the web-based digital library software developed for the Nnamdi Azikiwe Digital Library
(8) MIT courseware. This provides access to both online and offline Massachusetts Institute of Technology Courseware. (9) Search window. This allows searches to the uploaded content of the Digital Library. (10) Instant chatting. An instant messaging tool that assists library users and staff to interact, communicate and share ideas without having to move around the vast expanse of the building. (11) Quick search link. Provides access to some popular research/general purpose websites, e.g. www.google.com, www.wikipedia.com, www.ask.com Content. The providers of the digital library solution did not make adequate provision for the content of the digital library, and provided only a few texts, the MIT Courseware, and Microsoft CBT. They had hoped that users from the University community would have access to online resources and also be able to populate the digital library with the PublishMyBook menu. A good deal of material was collected from within the university community, and used to populate the digital library. Free materials from online databases were also sourced. At present, well over 5,000 electronic resources, including journal articles, books, university bulletins, and audio and video resources, are housed in the server. Personnel, operations and services. The university management did not consider the staffing requirements of the digital library when the project was embarked upon. Thus, the deployed technologies were mostly unmanned. It was hoped that the existing staff
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of the university library would be able to cope with the new challenges and demands of the digital library. Information technology (IT) related support services could only be provided by arrangement with the contractors or with the Management Information Communication Technology Unit (MICTU) staff of the university, neither of which was efficient and effective. Special skills in IT and the re-skilling of existing staff of the library became necessary. However, a librarian who is knowledgeable in aspects of the work of the digital library was employed to assist. Based on the expected operations and services of the digital library, an organisational chart was developed as shown in Figure 5. The proposed organisational chart (Figure 5) represents the five major categories of staff – professional librarians, library assistants, data processing staff, technical staff and others (porters, clerks and messengers) as well as the expected operations and services of the digital library which include the following: . e-resource acquisition and processing; . automation; . digitisation; . e-services; . web development and management; . technical services; and . administration. The gains, the pains and the hopes for the library So far so good, the vision for the digital library was excellent. The structure and facilities, including the technology, are quite robust and the functionality is valuable, especially to the academic community. The network implementation is excellent and the server functionality is effective. Although the implementation of the digital library has brought some major benefits, much still needs to be done to provide the state-of-the-art services expected of a digital library that is worthy of the name. It goes without saying that an ambitious project like this is often faced with severe challenges. Some of the obvious ones are highlighted as follows: . Lack of awareness. Lack of adequate knowledge of the nature of this project on the part of the university management hinders the prompt and appropriate action required for effective implementation. Furthermore, many university staff think of the digital library as a kind of advanced internet service and so do not respond to calls to contribute materials to build the content. . Bureaucracy. The implementation of technology requires prompt decisions and immediate action, but these are often bogged down in time-consuming bureaucracy. Unfortunately, this has been the case in the university. Activities involving modification of the technology, facility acquisition and recruitment of personnel, have encountered a long delays. . No internet access. The university has so far not been able to provide a dedicated internet access to allow for full utilisation of the features of the digital library. Furthermore, the server requires Internet protocol to make the local contents accessible globally. These have not yet been implemented.
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Figure 5. The proposed organisational chart for Professor Festus Aghagbo Nwako Digital Library
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Poor implementation. The contractors’ awareness of the concept of the Digital Library left much to be desired, even though they “parading themselves as a world class IT firm” – Ezeonu (2009). Their implementation is, to say the least, inadequate; the requisite documentation was not part of the contract agreement and that makes it difficult to modify the technology or to certify the work done. At present, the foundation facilities, especially in the area of hardware and the Internet, are yet to be provided. Poor infrastructure. There is still no steady electricity supply to the digital library, which obviously frustrates the entire deployment and further development. The entire complex depends on a standby generator to support its facilities more than 75 per cent of the time. This has serious cost implications for the university. Lack of skilled personnel. Library staff that combine library and information skills with technological skills are hard to find, and technical staff who are knowledgeable in hardware installation/maintenance, networking and programming are highly sought after, and university remuneration is usually not very attractive to them. However, the digital librarian had quickly to assemble a team of library staff who are interested in technology and a system of mentorship has been applied to get them integrated and keep the system moving. Lack of subscriptions to electronic databases. The university expects that all the digital contents for the library should be supplied by the contractor, although the terms of the contract did not specify this. However, efforts to convince the University of the need to budget for subscriptions to established e-content providers like Emerald, Science Direct, Sage and other online databases has not yielded fruit. Lack of integration with the traditional library. The developers of the digital library did not consider the management of the print resources of the traditional library and its operational platform. Automating the operations of the traditional library, such as acquisition, cataloguing, circulation, and so on, as well as integrating it with the digital library would have been more effective and convenient for the library user. This remains as a challenge for the future. Lack of a sustainability plan. Technology is highly dynamic. State-of-the-art technology today tends to be moribund tomorrow. But there is no plan to manage future development and capacity building, upgrading the technology, or the recruitment of relevant staff for continuity and improvement. No external funding. The provision of the digital library facilities is usually cost intensive and is often supported by external funding agencies. The university is yet to attract any such agency to assist, not only with funds but also with ideas for effective implementation that will guarantee success. For example, the request to undertake a review of other institutions’ digital libraries has not yet met with success.
There is no doubt that the future of the digital library as implemented in NAU is very bright. In this era when many prospective candidates pursue the limited opportunities
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available within the university and with the capacity of e-learning to ameliorate the problem of excessive contact hours and crowded timetables, the need for a fully implemented digital library cannot be overstated. It is hoped that the digital library system, when fully deployed and supported, will have the capacity to provide very efficient and convenient library services for on-campus and distance learning students. Provision for open access and institutional repositories has been made in the digital library menus. The university could make its resources, and those of other universities, organisations and communities, available across the internet. Global access could be provided by the internet hosting of the digital library. In the long run, the university community will save on cost, time and energy. The visibility of the university and its contribution to knowledge will be enhanced through this initiative. Conclusion The university’s vision to update and upgrade its facilities to create a sound operating environment and raise its competitive level is appropriate and timely. The structure is extensive, and possibly intimidating, and the project will undoubtedly be of great value, not only to the university academic community but also to African researchers worldwide. The experiences are enriching and the challenges are currently being addressed. References Bawden, D. and Rowlands, I. (1999), “Digital libraries: assumptions and concepts”, Libri, Vol. 49, pp. 181-91. Brophy, P. (1999), “Digital library research review”, Library and Information Commission Report, No. 17, London. Candela, L., Castell, D., Pagano, P., Ihanos, C., Ioannidis, Y., Kontrika, G., Ross, S., Schek, H. and Schuldt, H. (2007), “Setting the foundations of digital libraries: the DELOS manifesto”, D-Lib Magazine, Vol. 13 Nos 3/4. Dahl, M., Banerjee, K. and Spalti, M. (2006), Digital Libraries: Integrating Content and Systems, Chandos Publishing, Oxford. Digital Library Federation (2004), available at: www.dliz.nsf.gov/dlione/ (accessed October 2, 2009). Elliott, M. and Kling, R. (1997), “Organizational usability of digital libraries”, Journal of the American Society of Information Science, Vol. 48 No. 2, pp. 1023-35. Ercegovac, Z. (1997), “The interpretation of the library in the age of digital libraries”, Library and Information Science Research, Vol. 19 No. 1, pp. 35-51. Ezeonu, F.C. (2009), “Interview with Prof. F.C. Ezeonu, Awka, Nigeria: Nnamdi Azikiwe University, Awka, Nigeria”, unpublished document, Nnamdi Azikiwe University, Awka. Leiner, B.M. (1998), “The scope of the digital library”, available at: www.dlib.org/metrics/public/ papers/dig-lib-scope.html (accessed March 2010). Licklider, J.C. (1965), Libraries of the Future, MIT Press, Cambridge, MA. Saracevic, T. (1999), “Preface. Digital libraries: interdisciplinary concepts, challenges and opportunities”, Proceedings of the 3rd CoLIS Conference (Aparac, T. et al., Zagreb).
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Schatz, B.R. (1997), “Information retrieval in digital libraries: bringing search to the net”, Science, Vol. 275 No. 5298, pp. 327-34. Soergel, D. (2002), “A framework for digital library research: broadening the vision”, D-Lib Magazine, Vol. 8 No. 2, available at: www.dlib.org/dlib/ (accessed 2 October 2009). Further reading Anunobi, C.V. (2009), “Staff requirement (digital library)”, Memo to the Vice Chancellor: UNIZIK/LIB/v.4 (unpublished document, Nnamdi Azikiwe University, Awka).
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1. Pauline Ngimwa, Anne Adams. 2011. Role of policies in collaborative design process for digital libraries within African higher education. Library Hi Tech 29:4, 678-696. [Abstract] [Full Text] [PDF]
