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Integrating the British library: implementation of Aleph 500. Alan Danskin Data Quality & Authority Control Manager. Sistema integrado de gestión bibliotecaria: motor de cambio 24th September 2008, Biblioteca Nacional, Madrid. The British Library - Locations. St Pancras, London. - PowerPoint PPT Presentation
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Integrating the British library: implementation of Aleph 500
Alan Danskin
Data Quality & Authority Control Manager.
Sistema integrado de gestión bibliotecaria: motor de cambio 24th September 2008, Biblioteca Nacional, Madrid.
2
The British Library - Locations
St Pancras, London Boston Spa, W. Yorks.
Colindale, LondonHumanities Reading Room
3
British Library
British MuseumDept. of Printed Books
National Reference Library of Science and Invention
National Central Library
British National Bibliography
National Lending Library for Science and Technology
India Office Library and Records
British Institute of Recorded Sound
National NewspaperLibrary
4
WLN ICARUSSPACE
BLC edit
LOCAS
BLAISE
Catalogue Bridge
SPIS
BLPC
StP. OPAC
Legacy systems (simplified)
FINANCE
PALAS
AcquisitionsSystems
ABRS
DSCSystems
SPHOA
5
Legacy architecture
Complex architecture
Complex dependencies
Bureau Service
High support costs
Obsolete hardware/software
High risk
No UNICODE support
Poor user experience
Lack of agility
Constraint on collaboration
Low web profile
Redundancy and duplication of data in silos
Catalogue maintenance expensive and difficult
6
‘Vision’ for Integrated Library System
Simplifies BL technical architecture
Interfaces between different parts of BL
Uses international standards
Open to external user systems
7
Guiding principles for ILS
‘Off the peg’, unmodified package
BL will modify business processes around the package
‘Satellite’ systems only when impossible for ILS to provide business need
Priority to acquisitions, cataloguing and OPAC (but take account of document supply)
8
ILS Programme
Procure and implement package
Migrate data from legacy systems
Develop interfaces ‘Satellite’ systems (if any) External systems
Modify business processes
Wind-down legacy systems
Future developments
9
ILS Project Timeline
23 April 2002 Advert placed in OJEC (Official Journal of the European Community) 14 May 2002 DCMS accepted ILS Business Case 20 Dec 2002 Contract signed with Ex Libris
22 March 2004 First new record added to ILS
1 June 2004 Internal processing starts on ILS
29 June 2004 Reading rooms live using ILS OPAC
7 September 2004 Web OPAC live using ILS
July 2006 Aleph Version 17 Upgrade
10
Some implementation statistics
16 Legacy systems replaced
1000+ staff trained
75.3 million records migrated
12 million UKMARC records converted to MARC 21
5 character sets replaced by UNICODE
£1,000,000 p.a. saved on external systems costs
11
Transformative experience
Profound change to public view of collections
Re-engineering of collection processing Previously by function Now separate workflows for monographs & serials Re-use of data
Investment in catalogue maintenance and data enhancement LC/NACO name authority alignment Deduplication Retrospective conversion
Integration of digital collections
12
Derived cataloguing strategy
Items Fast Tracked / Auto Upgraded (at Finishing)
0%
10%
20%
30%
40%
50%
60%
70%
Jun-
06
Aug
-06
Oct
-06
Dec
-06
Feb
-07
Apr
-07
Jun-
07
Aug
-07
Oct
-07
Dec
-07
Feb
-08
Apr
-08
Jun-
08
Aug
-08
% ProfessionallyCatalogued
% Auto Upgraded /Fast Tracked
13
14
15
16
Access to full text digitised resources
17
Access to full text of electronic resources
18
19
Quality assurance
20
Retrospective catalogue conversion
Retrospective Conversion Data. Load v Delivery.
0
100000
200000
300000
400000
500000
600000
700000
800000
900000
2000 2001 2002 2003 2004 2005 2006 2007 2008
Re
co
rds
Delivered
Loaded
Aleph implementation
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Out of scope
Circulation module not implemented
Import/Export Satellite systems
Archives and manuscripts
Shelfmarking
22
What’s next
Integrated search interface ILS Archives and Manuscript Sound recordings
Aleph Version Upgrade Decision pending on implementation in late 2009
ILS Contract Expires in 2012
23
Conclusion
Motor for change
Huge volume of work
Substantial financial savings
Ongoing costs
Created new opportunities