Introduction

Technology is a great equalizer. Resources formerly only available at one location are now available at all libraries, in homes and offices.

Technology extends service. For example, students working on lastminute assignments can connect by modem or Internet to the Library at 2 a.m.

Technology dramatically leverages resources. While one person looks at the print version of a timely article on El Niņo, a hundred others can view the same article simultaneously on-line.

Technology is incredibly current. Today's Seattle forecast appears on "The Net" before it appears in print, and stock quotes appear as the purchase is made.

Technology, in short, gives opportunity to all.

Needs, Problems and Solutions

Unfortunately, most of Seattle's libraries are connected by low-speed networks, and have few, if any, graphical work stations. This aging and outdated technology infrastructure cannot  reliably deliver graphical information sources available on the World Wide Web or keep up with user needs. Further, technology has evolved differently at the Library and at the City of Seattle, causing compatibility problems. Staff and public work stations have different capabilities at different Library sites and even within the same site. Staff technological skills have improved but more development is needed.

Recognizing these needs, the Library hired information technology consultant Diane Mayo of Information Partners, Inc. As a result, the following action areas were identified, and action steps developed to accomplish needed improvements over a two-year period. These include:

Modernize infrastructure

• Convert the Seattle Public Library network to a high-speed routed infrastructure.
• Upgrade all cable to the category 5 level necessary for fast ethernet
• Purchase and install graphical work stations for public and staff.
• Install new network printing configurations for public and staff.
• Replace "dumb" terminals with PC work stations.

Increase the effectiveness of technological support staff

• Create a Technology Steering Committee to develop standards, to review and approve technology action plans and project proposals.
• Develop and adhere to hardware and software standards.
• Install software to enable centralized management of network and work stations.
• Design and implement a comprehensive inventory system.
• Conduct the Technology Support Team staff training program.

Increase the effectiveness of Library staff

• Train staff to better utilize electronic information sources and tools.
• Achieve an easily used and reliable technological interface between the Library and the City of Seattle.
• Install the Dynix graphical user interface on the Seattle Public Library network.
• Install GroupWise software to enable communication internally and with City of Seattle.
• Conduct staff training in office applications and use of electronic reference sources.
• Purchase and install network management and desktop management software.

Increase system reliability

• Respond to repair and troubleshooting requests in a timely manner
• Install powerful servers for e-mail, file storage, and databases.
• Install reliable network backup systems.

The estimated cost to implement these improvements over a two-year period is $795,000. In order to accomplish these steps, the operating portion of the capital plan allocates $398,000 annually to the base technology budget. An additional $5.6 million has been included in the capital plan to create and upgrade infrastructure within the new and improved Library facilities. It also replenishes state-of-the-art technology over the next 10 years. In addition, the Library Foundation win actively pursue raising an additional $300,000 annually for technology improvements.

To assure access throughout Seattle, a high-speed network will connect all Library locations. Advanced Internet multimedia work stations will replace text- based terminals, and additional stations will be added to decrease or eliminate the wait for computer access.

Network jacks installed in Library meeting rooms will allow information retrieval, desktop video conferencing, or exchange of e-mail. The network will enable students to pursue distance-learning opportunities, teleconferencing, and utilization of remote library resources.

A multimedia production center in the Central Library will allow for the digitization and wide distribution of unique information held by the Library. Such items as rare historical photographs and indexes on subjects of intense local interest could be converted to images, sound and text.

Staff will be provided with powerful work stations that will allow them to simultaneously manipulate and store text, images, video and audio data that have been retrieved for transmission to public customers, further extending the Library into the home or office.

Powerful dedicated network links will be established with local government, universities, community colleges, and public schools to share resources and leverage public dollars for the benefit of the entire Seattle community.

Elements of the Plan

Infrastructure Upgrade and Network Conversion: The information provided by commercial, educational and government producers on the World Wide Web has become as useful, diverse and important as print sources. It is therefore important that the Library provide the high-speed networking and graphic user interface necessary to use these extremely valuable information resources effectively throughout all 27 existing and planned Library sites.

The Seattle Public Library has taken steps toward this goal. Utilizing $200,000 of operating funds and a $100,000 grant received from the Washington State Library, the Library will replace its text-based system at nine additional libraries. However, this would leave six libraries with no high-speed graphical access, and it would not provide the general public access to graphical terminals at the community learning lab sites.

Managing the New Infrastructure: Maintaining networked microcomputers is a more complex task than maintaining text-based terminals. Software is available for central management of the networks and the attached work stations, facilitating resolution of problems from a centrally located console. Time- consuming configuration and upgrade installations may be initiated from a central point and uploaded at night to computers at remote sites. Such software, while requiring a substantial initial investment, reduces cost over time and frees staff to address other issues.

Adoption of Standards: The Library complies with City standards for new purchases, but has no written criteria for hardware and software. Compatibility between users depends on using software and hardware of similar capabilities. Support staff are more efficient and effective with a known universe to support. Implementing such standards will require substantial microcomputer upgrades in each site, and the purchase of current software for all machines. To improve internal and interagency communication, the Library will install the GroupWise e-mail and scheduling software, which is the City of Seattle standard.

Work Stations for Staff: The Seattle Public Library has always developed its technology with the public in mind. Computing resources were placed on the public floor before they were installed in staff workrooms and offices. However, it is now critical to give staff the same capability as the public to view and understand these information resources, so that superior public assistance can be provided. Better communication among staff members and with their colleagues at the City of Seattle and throughout the world requires graphical and electronic docurnenthandling capability of the highest order.