National Agricultural Library Assessment ReportNational Agricultural Library Assessment Report Report - Section 1 Return to Contents Executive Summary and Panel Recommendations USDA

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National Agricultural Library Assessment Report

Report on the National Agricultural Library - 2001

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Executive SummaryReport

AppendicesPDF Version - Full Report

(Note: This document is about 9 MGs.)

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Table of Contents

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Report Cover Page

Report on the National Agricultural Library – 2001

Table of Contents

Executive Summary E1-E5

Report

1. Interagency Panel for Assesment of the National Agricultural Library Appointed with Charge 1

2. What Progress since 1982? 2

2.1 Legislative and Administrative 2

2.2 Collection Building 3

2.3 International and Networking Initiatives 3

2.4 Information Technology 5

3. Reasons for Current Review 5

4. Methods of Panel Study 6

4.1. Customer and Staff Survey Methods 7

5. Findings 8

5.1. NAL: A National Library by Law 8

5.2. Disparity in National Libraries 9

5.3. Comparison to ARL Library Budgets 12

5.4. Summary of NAL Customer Survey Results 13

5.5. Summary of NAL Staff Survey 16

5.6. Summary of Library Directors Survey Response 17

5.7. Summary of USAIN AGRICOLA Survey 18

5.8. Analysis of NAL Strengths and Weaknesses as Identified by Survey Respondents and Panel Members 19

5.9. Private Sector Users 21

Table of Contents


6. Discussion Related to Recommendations 21

6.1. Organizational Structure 21

6.1.1. Mission Statement 21

6.1.2. Vision Statement 22

6.1.3. Budget Support 23

6.1.4. Organizational Placement of NAL within USDA 24

6.1.5. Board of Regents 25

6.1.6. Director (See also 6.1.4.) 26

6.1.7. Friends Group 26

6.1.8. Development/Gifts 27

6.2. Planning Process 27

6.2.1. 5-Year Reviews 27

6.2.2. User Surveys 27

6.2.3. Internal Advisory Groups 28

6.2.4. Long-Range Plans 28

6.2.5. National Digital Library Planning 29

6.2.6. Market Adaptation 30

6.2.7. Facility and Space Issues 30

6.3. Leadership Issues/Opportunities 32

6.3.1. Challenges, Future Threats 33

6.3.2. Opportunity: Knowledge Management and Digital Library Initiatives 34

6.3.3. Opportunity: Preservation Initiatives 34

6.3.4. Opportunity: Collaborative Relationships 35

6.4. Innovations in Information Services 35

6.4.1. Technology Issues 35

6.4.2. Innovative Technologies Grant Program 36

6.4.3. AGRICOLA 37

6.4.4. Agriculture Network Information Center (AgNIC) 38

6.4.5. Information Centers 39

6.4.6. Document Delivery 40

7. Recommendations of the Panel 40

Table of Contents


8. Implementation of Recommendations 48

9. Members of the Panel 49

10. List of Appendices 50

A. Charge

B. National Agricultural Library (1982 Recommendations–Status) March 5, 2001

C. Milestones 1982 – 2000 National Agricultural Library, March 1, 2001

D. NAL Review and Planning Agenda

E. PL 101-624 in the "Food, Agriculture, Conservation and Trade Act of 1990"(sections relevant to NAL statutory status)

F. Report by B & C subcommittee, in full

G. User Survey questionnaires

H. Library Operations: NLM and NIH Budget Analysis

I. NAL, NLM and LC Budget Increases 1990-2001; 1991-2001

J. User Survey Sample comments

K. NAL Staff Survey Results - Slide Version - Text Version

L. Technical Services Division Performance Indicators FY97-FY00

M. NAL Materials Acquisitions 1992-2000

N. Collection Size by Subject, 1993 and 1997

O. NAL Strategic Plan FY 1996-2001 Annual Operating Plan FY1999

P. NAL Strategic Plan FY 1996-2001 Annual Operating Plan FY2000

Q. NAL Strategic Plan FY 1996-2001 Annual Operating Plan FY2001

R. National Agricultural Library Budget Requests 1990-2001

S. Chart 1, Percentage Change in the Budget for NLM's Division of LibraryOperations

T. Chart 2, Division of Library Operations (LO) Budget as a Percentage of theTotal NLM Budget

U. Chart 3, NLM, Division of Library Operations (LO) and NAL BudgetComparison

V. Library Services (NLM Div. LO)/NIH Library/NAL (table)

Table of Contents


W. NLM Long-Range Planning Process

X. NAL Technology Plan 2000

Y. Report of Panel subcommittee to study long range planning

Report Cover Page

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Executive Summary

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Report - Section 1

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Executive Summary and Panel Recommendations

USDA Under Secretary Miley Gonzales and Deputy Department Secretary Romingerappointed the present Panel in October 2000 to conduct a study of the National AgriculturalLibrary to, in words of the charge (Appendix A in full report): "…review the activities of the National Agricultural Library in pursuit of its mandate to serveas the chief agricultural information resource of the United States and makerecommendations to the Under Secretary, Research, Education, and Economics on NAL'smanagement, staff, programs and operations."

The last full review of the National Agricultural Library (NAL) occurred in 1982 (SeeAppendix B in the full report, a summary of the activities that resulted from the 1982recommendations, and Appendix C, "Milestones 1982-2000 – National Agricultural Library,"prepared by the National Agricultural Library). The present Panel reviewed relevant laws,NAL management and staff, other U.S. national libraries, USDA administrators, andconducted a survey of NAL's many diverse users. The NAL was officially made a national library by Congress in 1990 in PL 101-624, in the"Food, Agriculture, Conservation and Trade Act of 1990" (Appendix D). This law ensuresthat the NAL serves as a National Library of the United States and as the Library of the U.S.Department of Agriculture (7 USCS 3125a 2001). The Panel evaluated the Library’s success, both as a Library of the USDA alone, and inresponse to its mandate to act as a national library. It was concluded that the NAL is unable,with its current level of support, to do both well. User response indicates a generallysatisfactory response to NAL from USDA personnel, though there are weaknesses needingattention judging from site review of facilities, user surveys, and NAL status reports. As anational library, however, the NAL has thus far been unable to meet the expectations or therequired intentions.

Recommendations of the Panel

The results of the customer surveys and the Panel’s analysis make a case for the continuationand development of NAL’s intended role, both as a library service for USDA personnel, andas the project centerpiece of a dynamic national agricultural information system. As has occurred with the National Library of Medicine, this system would draw on innovativetechnologies to directly link users to quality content (abstracts, full-text, data, and informationpackages) in all areas related to the sustainable management of natural resources in thesupport of the total U.S. food and fiber enterprise. Included would be a complementary mixof services including a greatly enhanced AGRICOLA database, a series of comprehensiveand topical web sites, 24/7 document delivery, and all interconnected through a powerful

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Executive Summary


search interface providing users with the closest approximation possible to a "one-stop-shopping" reality. Responses from NAL staff members demonstrate they understand thesecustomer needs and have a real interest in providing the high-quality services necessary tomeet those needs. What is lacking are the human and financial resources, and the explicitsupport of USDA, to do so. Thus, the Panel recommends and endorses the following changes and improvements to ourNational Agricultural Library system: To fulfill its Congressionally mandated mission, the NAL should move as quickly as possibleto attain and maintain a leadership position in obtaining, managing and distributing new andpreviously unavailable agricultural knowledge using the tools of the electronic digital age tomeet demands of customers located anywhere and in need of information anytime. Steps toreach this end include:

I. INNOVATIONS IN INFORMATION SERVICES

a. Provide rapid, accurate, comprehensive access to the full range of agriculturalinformation resources through a variety of the most cost-effective deliverysystems, but with particular emphasis on ensuring leadership in applications ofadvanced digital technologies, and based on user-identified needs

b. Establish a national grant program on the NLM model, to be administered byNAL, for the initiation of innovative and collaborative digital projects inagricultural information systems.

c. Update and enhance the AGRICOLA database to a level equivalent with theNLM's Medline and PubMed services, particularly through improvements of theWeb version, extent of coverage, and linkages to full-text and summaries.Related to this, complete the retrospective conversion of the NAL catalogue todigital form for inclusion in the ISIS online catalogue.

d. Further develop the Agriculture Network Information Center (AgNIC)Alliance and Program as a portal to agricultural information, data, and resources,and as the foundation for a national digital library for agriculture.

e. Continue to build the NAL Information Centers as subject gateways to key topicsof particular interest to citizens, policy makers, and scientists, based on frequentuser surveys and knowledge explosion.

f. Identify and initiate cost-effective improvements and expansion of the currentdocument delivery service.

g. Update and implement the Technology Plan of 2002 with modifications asneeded to accommodate recent and emerging advances in technology.

II. ORGANIZATIONAL STRUCTURE

a. The NAL should change its self-concept from being a place to that of performingcustomer-driven functions, and its national role from being the place where everyitem is, into the role of being the hub through which every item can be obtainedonline anytime.

http://www.agnic.org/

Executive Summary


b. Update and reaffirm the NAL mission and vision statements to reflect itsmandate as a national library and its commitment to the use of technology tomeet the information needs of the U.S. citizenry. Formulation of these statementsis the responsibility of the NAL Director and the proposed Board of Regents.

c. Provide 30 percent increases in funding each year from now until the next 5-yearreview when programs and services will be formally reassessed and evaluated forsuccessful initiation of new directions. The Panel believes the annual NALbudget should eventually reach approximately $100 million (2001 dollars) tomeet its Congressionally mandated mission in the digital age. This will providesufficient resources to develop superior expert system search tools, to hire andretain the infotech talent it needs, to fill the growing gaps in its coverage of newknowledge in research journals and historical documents, and to ensure itssecurity in view of the new security hazards it will face. It will enable the NAL toprovide services and levels of service required of a National Library in the 21stcentury.

d. Increase the number of positions by 50 or more during the next 5-year reviewperiod.

e. Realign the NAL within USDA to reflect its national mission. To reflect thismission, the NAL should report directly to the Secretary/Deputy Secretary ofAgriculture.

f. Organize a Board of Regents, on the NLM model, to direct on long-rangeplanning, advocate for the NAL within USDA and elsewhere, guide thedevelopment of new products and services, and monitor for quality in allservices. A Strategic Planning Task Force should be appointed and serve until aBoard of Regents is implemented.

g. Develop a NAL Friends Support group to assist the Board of Regents and othergroups in promoting NAL programs and services.

h. Establish the position of the Director of the NAL in the Senior Executive Service,with a four or more year term, and renewed based on performance; library degreeis preferred but not required. (The strength of interest on the panel on this issue is represented by its range ofopinions, ranging from one emphasizing an exclusive political appointment toopinions that were open to either/or: political appointment or inclusion in theSenior Executive Service, to opinions advocating inclusion exclusively in theSenior Executive Services.)

i. Authorize the NAL to solicit and accept donations, with those funds exclusivelydesignated for use by the NAL.

j. Establish a Development Officer to enhance liaison with private foundations andindividual donors.

III. PLANNING & EVALUATION PROCESSES

a. Introduce a formal five-year review by external reviewers, including USDApersonnel, to ensure progress on long-range plans and customer serviceorientation, with a 100% turnover of the membership of that review group every

Executive Summary


4-5 years.

b. Implement a system to obtain ongoing input from all categories of customers(web, in-person, mail, telephone), and summarize the information in an annualreport. These reports should include actions taken in response to customer inputand should be available to the public through the NAL website.

c. Establish internal advisory groups from USDA agencies to provide feedback toNAL about its products, services, and long-range plans.

d. Results from the five-year reviews and all other feedback data should guide thelong-range planning process. Long-range plans should be developed for a five-year period, with annual updates by the Director and the proposed Board ofRegents to ensure continued viability.

e. Complete and implement a plan for a national digital library for agriculture(NDLA) that will be the main focus and long-term organizing principle for NALand the national network of university and industrial libraries.

f. Establish liaisons within NAL who will act as market managers to track specifiedNAL customer segments for their needs and user satisfaction.

g. Develop a plan for facilities management and improvements, including spacerequirements, as an integral part of the long-range planning process.

IV. LEADERSHIP

a. Provide leadership for and become the central hub of the world's agriculturelibraries to facilitate users' access and use of agricultural information on aperpetual basis using a knowledge management approach.

b. Continue to develop the NAL role in the preservation of digital publications-and-data initiative of the USDA and in the National Digital Information Infrastructureand Preservation Program.

c. Continue to take a leadership role in the development of national digital efforts tobring the wealth of agriculture-related information and knowledge to U.S.citizens by using the most advanced technologies and by developing the mostadvanced and easily used expert online search system available.

d. Enhance contractual collaborative relationships with other governmental agenciesand non-governmental units to meet the NAL's mission for collaborativecollection development, preservation, and archival functions.

Larry N. Vanderhoef, Chair of the PanelChancellor, University of California, Davis August 2001

Report - Section 1Return to Contents

Executive Summary


Report Index || Assessment Report || Public Comment || Recommendations || [email protected] Last Updated August 13, 2002


Section 1

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1. Interagency Panel for Assessment of the National Agricultural Library Appointed with Charge USDA Under Secretary Miley Gonzales and Deputy Department Secretary Rominger appointedthe present Panel in October 2000 to conduct a study of the National Agricultural Library to, inwords of the charge:

"…review the activities of the National Agricultural Library in pursuit of its mandate to serve asthe chief agricultural information resource of the United States and make recommendations to theUnder Secretary, Research, Education, and Economics on NAL's management, staff, programs andoperations."

The complete statement of the charge is provided in Appendix A. The Secretaries appointed 13members from various parts of the country, representing a variety of experiences in libraries oragriculture, and named as chair Larry N. Vanderhoef, Chancellor of the University of California,Davis. Two consultants were added on recommendation of the Panel Chair. Members of the Panelare listed at the conclusion to this report. The Department Secretaries requested that the Panel'swork be concluded in a period not to exceed twelve months from its appointment, making thefinal date October 2001. We herewith provide a full report of its activity and majorrecommendations. The review may have special utility given the June 2001 retirement of thecurrent director.

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Report Index || Assessment Report || Public Comment || Recommendations || [email protected]



Section 10



Go to Appendix A

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10. List of Appendices

A. Charge

B. National Agricultural Library (1982 Recommendations–Status) March 5, 2001

C. Milestones 1982 – 2000 National Agricultural Library, March 1, 2001

D. NAL Review and Planning Agenda

E. PL 101-624 in the "Food, Agriculture, Conservation and Trade Act of 1990" (sectionsrelevant to NAL statutory status)

F. Report by B & C subcommittee, in full

G. User Survey questionnaires

H. Library Operations: NLM and NIH Budget Analysis

I. NAL, NLM and LC Budget Increases 1990-2001; 1991-2001

J. User Survey Sample comments

K. NAL Staff Survey Results - Slide Version - Text Version

L. Technical Services Division Performance Indicators FY97-FY00

M. NAL Materials Acquisitions 1992-2000

N. Collection Size by Subject, 1993 and 1997

O. NAL Strategic Plan FY 1996-2001 Annual Operating Plan FY1999

P. NAL Strategic Plan FY 1996-2001 Annual Operating Plan FY2000

Q. NAL Strategic Plan FY 1996-2001 Annual Operating Plan FY2001

R. National Agricultural Library Budget Requests 1990-2001

S. Chart 1, Percentage Change in the Budget for NLM's Division of Library Operations

T. Chart 2, Division of Library Operations (LO) Budget as a Percentage of the TotalNLM Budget

Section 10


U. Chart 3, NLM, Division of Library Operations (LO) and NAL Budget Comparison

V. Library Services (NLM Div. LO)/NIH Library/NAL (table)

W. NLM Long-Range Planning Process

X. NAL Technology Plan 2000

Y. Report of Panel subcommittee to study long range planning

"Interagency Panel Survey Briefing Book October 25–27, 2000" – does not accompany thisReport. August 2001

Go to Appendix A

Return to Contents






Contents


Appendices

NOTICE: Public comments on this report received prior to September 16, 2002 will be considered in thedevelopment of specific recommendations by the National Agricultural Research, Education, Extension, andEconomics Advisory Board for the future management of the National Agricultural Library.

ADDRESSES: Submit written comments to Dr. Susan McCarthy, Technical Information Specialist, USDA,ARS, National Agricultural Library, 10301 Baltimore Avenue, Beltsville, MD 20705-2351. Submit E-mailcomments to [email protected], or complete the comment form on this Web-site. Print copies of theReport are available for on-site review in the Reading Room of the National Agricultural Library in Beltsville,MD and at the D.C. Reference Center, Room 1052, 1400 Independence Avenue, SW, Washington, D.C.20250-7201. FOR FURTHER INFORMATION: Contact Dr. Susan McCarthy, Phone: 301-504-5510, or FAX:301-504-6951, or by E-mail: [email protected], please refer to the Federal Register Notice in the subjectline.

|| Make Comments || [email protected] || Last Updated 13 August 2002 ||

Report on NAL

http://www.nal.usda.gov/assessment/ [8/20/2002 7:57:52 AM]






Report Cover Page

Report on the National Agricultural Library – 2001

Table of Contents

Executive Summary E1-E5

Report

1. Interagency Panel for Assesment of the National Agricultural Library Appointed with Charge 1

2. What Progress since 1982? 2

2.1 Legislative and Administrative 2

2.2 Collection Building 3

2.3 International and Networking Initiatives 3

2.4 Information Technology 5

3. Reasons for Current Review 5

4. Methods of Panel Study 6

4.1. Customer and Staff Survey Methods 7

5. Findings 8

5.1. NAL: A National Library by Law 8

5.2. Disparity in National Libraries 9

5.3. Comparison to ARL Library Budgets 12

5.4. Summary of NAL Customer Survey Results 13

5.5. Summary of NAL Staff Survey 16

5.6. Summary of Library Directors Survey Response 17

5.7. Summary of USAIN AGRICOLA Survey 18

5.8. Analysis of NAL Strengths and Weaknesses as Identified by Survey Respondents and Panel Members 19

Table of Contents

http://www.nal.usda.gov/assessment/contents.html (1 of 4) [8/20/2002 7:57:54 AM]

5.9. Private Sector Users> 21

6. Discussion Related to Recommendations 21

6.1. Organizational Structure 21

6.1.1. Mission Statement 21

6.1.2. Vision Statement 22

6.1.3. Budget Support 23

6.1.4. Organizational Placement of NAL within USDA 24

6.1.5. Board of Regents 25

6.1.6. Director (See also 6.1.4.) 26

6.1.7. Friends Group 26

6.1.8. Development/Gifts 27

6.2. Planning Process 27

6.2.1. 5-Year Reviews 27

6.2.2. User Surveys 27

6.2.3. Internal Advisory Groups 28

6.2.4. Long-Range Plans 28

6.2.5. National Digital Library Planning 29

6.2.6. Market Adaptation 30

6.2.7. Facility and Space Issues 30

6.3. Leadership Issues/Opportunities 32

6.3.1. Challenges, Future Threats 33

6.3.2. Opportunity: Knowledge Management and Digital Library Initiatives 34

6.3.3. Opportunity: Preservation Initiatives 34

6.3.4. Opportunity: Collaborative Relationships 35

6.4. Innovations in Information Services 35

6.4.1. Technology Issues 35

6.4.2. Innovative Technologies Grant Program 36

6.4.3. AGRICOLA 37

6.4.4. Agriculture Network Information Center (AgNIC) 38

Table of Contents


6.4.5. Information Centers 39

6.4.6. Document Delivery 40

7. Recommendations of the Panel 40

8. Implementation of Recommendations 48

9. Members of the Panel 49

10. List of Appendices 50

Charge

A.

National Agricultural Library (1982 Recommendations–Status) March 5, 2001

B.

Milestones 1982 – 2000 National Agricultural Library, March 1, 2001

C.

NAL Review and Planning Agenda

D.

PL 101-624 in the "Food, Agriculture, Conservation and Trade Act of 1990" (sections relevant toNAL statutory status)

E.

Report by B & C subcommittee, in full

F.

User Survey questionnaires

G.

Library Operations: NLM and NIH Budget Analysis

H.

NAL, NLM and LC Budget Increases 1990-2001; 1991-2001

I.

User Survey Sample comments

J.

NAL Staff Survey Results - Slide Version - Text Version

K.

Technical Services Division Performance Indicators FY97-FY00

L.

NAL Materials Acquisitions 1992-2000

M.

Collection Size by Subject, 1993 and 1997

N.

NAL Strategic Plan FY 1996-2001 Annual Operating Plan FY1999

O.


P.

Table of Contents



Q.

National Agricultural Library Budget Requests 1990-2001

R.

Chart 1, Percentage Change in the Budget for NLM's Division of Library Operations

S.

Chart 2, Division of Library Operations (LO) Budget as a Percentage of the Total NLM Budget

T.

Chart 3, NLM, Division of Library Operations (LO) and NAL Budget Comparison

U.

Library Services (NLM Div. LO)/NIH Library/NAL (table)

V.

NLM Long-Range Planning Process

W.

NAL Technology Plan 2000

X.

Report of Panel subcommittee to study long range planningY.

Report Cover Page


Table of Contents





Report - Section 1

Return to Contents

Executive Summary and Panel Recommendations

USDA Under Secretary Miley Gonzales and Deputy Department Secretary Rominger appointed the presentPanel in October 2000 to conduct a study of the National Agricultural Library to, in words of the charge(Appendix A in full report):

"…review the activities of the National Agricultural Library in pursuit of its mandate to serve as the chiefagricultural information resource of the United States and make recommendations to the Under Secretary,Research, Education, and Economics on NAL's management, staff, programs and operations."

The last full review of the National Agricultural Library (NAL) occurred in 1982 (See Appendix B in thefull report, a summary of the activities that resulted from the 1982 recommendations, and Appendix C,"Milestones 1982-2000 – National Agricultural Library," prepared by the National Agricultural Library).The present Panel reviewed relevant laws, NAL management and staff, other U.S. national libraries, USDAadministrators, and conducted a survey of NAL's many diverse users. The NAL was officially made a national library by Congress in 1990 in PL 101-624, in the "Food,Agriculture, Conservation and Trade Act of 1990" (Appendix D). This law ensures that the NAL serves as aNational Library of the United States and as the Library of the U.S. Department of Agriculture (7 USCS3125a 2001). The Panel evaluated the Library’s success, both as a Library of the USDA alone, and in response to itsmandate to act as a national library. It was concluded that the NAL is unable, with its current level ofsupport, to do both well. User response indicates a generally satisfactory response to NAL from USDApersonnel, though there are weaknesses needing attention judging from site review of facilities, usersurveys, and NAL status reports. As a national library, however, the NAL has thus far been unable to meetthe expectations or the required intentions.

Recommendations of the Panel

The results of the customer surveys and the Panel’s analysis make a case for the continuation anddevelopment of NAL’s intended role, both as a library service for USDA personnel, and as the projectcenterpiece of a dynamic national agricultural information system. As has occurred with the National Library of Medicine, this system would draw on innovative technologies

Executive Summary

http://www.nal.usda.gov/assessment/execsum.html (1 of 5) [8/20/2002 7:57:54 AM]



http://www.reeusda.gov/ree/

to directly link users to quality content (abstracts, full-text, data, and information packages) in all areasrelated to the sustainable management of natural resources in the support of the total U.S. food and fiberenterprise. Included would be a complementary mix of services including a greatly enhanced AGRICOLAdatabase, a series of comprehensive and topical web sites, 24/7 document delivery, and all interconnectedthrough a powerful search interface providing users with the closest approximation possible to a"one-stop-shopping" reality. Responses from NAL staff members demonstrate they understand thesecustomer needs and have a real interest in providing the high-quality services necessary to meet those needs.What is lacking are the human and financial resources, and the explicit support of USDA, to do so. Thus, the Panel recommends and endorses the following changes and improvements to our NationalAgricultural Library system: To fulfill its Congressionally mandated mission, the NAL should move as quickly as possible to attain andmaintain a leadership position in obtaining, managing and distributing new and previously unavailableagricultural knowledge using the tools of the electronic digital age to meet demands of customers locatedanywhere and in need of information anytime. Steps to reach this end include:

INNOVATIONS IN INFORMATION SERVICES

Provide rapid, accurate, comprehensive access to the full range of agricultural informationresources through a variety of the most cost-effective delivery systems, but with particularemphasis on ensuring leadership in applications of advanced digital technologies, and based onuser-identified needs

a.

Establish a national grant program on the NLM model, to be administered by NAL, for theinitiation of innovative and collaborative digital projects in agricultural information systems.

b.

Update and enhance the AGRICOLA database to a level equivalent with the NLM's Medlineand PubMed services, particularly through improvements of the Web version, extent ofcoverage, and linkages to full-text and summaries. Related to this, complete the retrospectiveconversion of the NAL catalogue to digital form for inclusion in the ISIS online catalogue.

c.

Further develop the Agriculture Network Information Center (AgNIC) Alliance and Program asa portal to agricultural information, data, and resources, and as the foundation for a nationaldigital library for agriculture.

d.

Continue to build the NAL Information Centers as subject gateways to key topics of particularinterest to citizens, policy makers, and scientists, based on frequent user surveys andknowledge explosion.

e.

Identify and initiate cost-effective improvements and expansion of the current documentdelivery service.

f.

Update and implement the Technology Plan of 2002 with modifications as needed toaccommodate recent and emerging advances in technology.

g.

I.

ORGANIZATIONAL STRUCTURE

II.

Executive Summary




The NAL should change its self-concept from being a place to that of performingcustomer-driven functions, and its national role from being the place where every item is, intothe role of being the hub through which every item can be obtained online anytime.

a.

Update and reaffirm the NAL mission and vision statements to reflect its mandate as a nationallibrary and its commitment to the use of technology to meet the information needs of the U.S.citizenry. Formulation of these statements is the responsibility of the NAL Director and theproposed Board of Regents.

b.

Provide 30 percent increases in funding each year from now until the next 5-year review whenprograms and services will be formally reassessed and evaluated for successful initiation ofnew directions. The Panel believes the annual NAL budget should eventually reachapproximately $100 million (2001 dollars) to meet its Congressionally mandated mission in thedigital age. This will provide sufficient resources to develop superior expert system searchtools, to hire and retain the infotech talent it needs, to fill the growing gaps in its coverage ofnew knowledge in research journals and historical documents, and to ensure its security in viewof the new security hazards it will face. It will enable the NAL to provide services and levels ofservice required of a National Library in the 21st century.

c.

Increase the number of positions by 50 or more during the next 5-year review period.

d.

Realign the NAL within USDA to reflect its national mission. To reflect this mission, the NALshould report directly to the Secretary/Deputy Secretary of Agriculture.

e.

Organize a Board of Regents, on the NLM model, to direct on long-range planning, advocatefor the NAL within USDA and elsewhere, guide the development of new products and services,and monitor for quality in all services. A Strategic Planning Task Force should be appointedand serve until a Board of Regents is implemented.

f.

Develop a NAL Friends Support group to assist the Board of Regents and other groups inpromoting NAL programs and services.

g.

Establish the position of the Director of the NAL in the Senior Executive Service, with a fouror more year term, and renewed based on performance; library degree is preferred but notrequired. (The strength of interest on the panel on this issue is represented by its range of opinions,ranging from one emphasizing an exclusive political appointment to opinions that were open toeither/or: political appointment or inclusion in the Senior Executive Service, to opinionsadvocating inclusion exclusively in the Senior Executive Services.)

h.

Authorize the NAL to solicit and accept donations, with those funds exclusively designated foruse by the NAL.

i.

Establish a Development Officer to enhance liaison with private foundations and individualdonors.

j.

PLANNING & EVALUATION PROCESSESIII.

Executive Summary


Introduce a formal five-year review by external reviewers, including USDA personnel, toensure progress on long-range plans and customer service orientation, with a 100% turnover ofthe membership of that review group every 4-5 years.

a.

Implement a system to obtain ongoing input from all categories of customers (web, in-person,mail, telephone), and summarize the information in an annual report. These reports shouldinclude actions taken in response to customer input and should be available to the publicthrough the NAL website.

b.

Establish internal advisory groups from USDA agencies to provide feedback to NAL about itsproducts, services, and long-range plans.

c.

Results from the five-year reviews and all other feedback data should guide the long-rangeplanning process. Long-range plans should be developed for a five- year period, with annualupdates by the Director and the proposed Board of Regents to ensure continued viability.

d.

Complete and implement a plan for a national digital library for agriculture (NDLA) that willbe the main focus and long-term organizing principle for NAL and the national network ofuniversity and industrial libraries.

e.

Establish liaisons within NAL who will act as market managers to track specified NALcustomer segments for their needs and user satisfaction.

f.

Develop a plan for facilities management and improvements, including space requirements, asan integral part of the long-range planning process.

g.

LEADERSHIP

Provide leadership for and become the central hub of the world's agriculture libraries tofacilitate users' access and use of agricultural information on a perpetual basis using aknowledge management approach.

a.

Continue to develop the NAL role in the preservation of digital publications-and- data initiativeof the USDA and in the National Digital Information Infrastructure and Preservation Program.

b.

Continue to take a leadership role in the development of national digital efforts to bring thewealth of agriculture-related information and knowledge to U.S. citizens by using the mostadvanced technologies and by developing the most advanced and easily used expert onlinesearch system available.

c.

Enhance contractual collaborative relationships with other governmental agencies andnon-governmental units to meet the NAL's mission for collaborative collection development,preservation, and archival functions.

d.

IV.

Larry N. Vanderhoef, Chair of the PanelChancellor, University of California, Davis

Executive Summary


August 2001

Report - Section 1

Return to Contents


Executive Summary





Go to Section 2Return to Contents

1. Interagency Panel for Assessment of the National Agricultural Library Appointed with Charge

USDA Under Secretary Miley Gonzales and Deputy Department Secretary Rominger appointed the present Panelin October 2000 to conduct a study of the National Agricultural Library to, in words of the charge:

"…review the activities of the National Agricultural Library in pursuit of its mandate to serve as the chiefagricultural information resource of the United States and make recommendations to the Under Secretary,Research, Education, and Economics on NAL's management, staff, programs and operations."

The complete statement of the charge is provided in Appendix A. The Secretaries appointed 13 members fromvarious parts of the country, representing a variety of experiences in libraries or agriculture, and named as chairLarry N. Vanderhoef, Chancellor of the University of California, Davis. Two consultants were added onrecommendation of the Panel Chair. Members of the Panel are listed at the conclusion to this report. TheDepartment Secretaries requested that the Panel's work be concluded in a period not to exceed twelve monthsfrom its appointment, making the final date October 2001. We herewith provide a full report of its activity andmajor recommendations. The review may have special utility given the June 2001 retirement of the currentdirector.



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2. What Progress since 1982?

The 1982 review Panel concluded its work with a list of recommendations, some of which were implemented. Asummary of those recommendations and the activities and initiatives that resulted is included in Appendix B.Many recommendations of the present review Panel repeat the same points raised in the 1982 review. Alsonoteworthy is a summary of milestones achieved, as indicated in the document "Milestones 1982-2000 – NationalAgricultural Library," prepared by the staff of the National Agricultural Library (Appendix C). This documentprovides a comprehensive list of National Agricultural Library (NAL) achievements since 1982 organized intocategories: (1) legislative and administrative, (2) collection building, (3) agricultural information access, (4)bibliographic services, (5) collection development, (6) information technology, and (7) the Abraham LincolnBuilding. The following discussion features some of the more significant achievements, up to the present time,taken from these two documents and from a partial list compiled by members of a Panel committee (Appendix F,a report on user surveys). Finally, the Panel derived some of its conclusions from data supplied in tables attachedas Appendices L-N.

2.1. Legislative and Administrative

The NAL revised its mission, values, and vision statements in 1994 as part of an ongoing strategic planningprocess. In parallel, it has, through brochures, tours, exhibits, videotapes, and journal articles, made concertedefforts to heighten its visibility, and to establish an Advisory Council to assist with long-range planning andpolicy formulation. Reorganizations and staffing adjustments were made to streamline services and to betterdelineate its overlapping but distinct USDA and national library functions. Finally, diverse funding options havebeen initiated through increases in user fees, leasing arrangements, and the use of contractors for certainactivities.

2.2. Collection Building

As resources have allowed, NAL has also worked to develop its collection and resources both to fulfill itspromise as a national library for the nation's entire agricultural community and as a specific resource for USDA’sspecific programs and agencies. This has included the acquisition of significant special collections in a variety offormats, such as materials on Agent Orange and historical USDA documents and multimedia. In addition, sincethe early 1980’s the NAL has coordinated with the National Library of Medicine (NLM) and the Library of

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Congress (LC) on collection development policies in the subject area of biotechnology, human nutrition, andveterinary medicine. The NAL also joined several national cataloging programs and became an authority forestablishing and verifying the names of agricultural organizations.

2.3. International and Networking Initiatives

Another of the 1982 recommendations specified a more active role for the NAL in international informationactivities. This led to close involvement with the International Association of Agricultural Information Specialists(IAALD), the Consultative Group for International Agricultural Research (CGIAR), and the U.N. Food andAgriculture Organization (FAO) and its AGRIS database, on matters of coordination and cooperation. NAL alsosponsored and participated in a series of U.S./Central European Agricultural Library Roundtables, and recentlysigned an agreement with the Biblioteca Central Magna of the Autonomous University of Nuevo Leon, Mexico,to enhance access to agricultural and related information. Previous recommendations also focused on the need for a national agricultural information network for resourcesharing, timely processing of information, and equality of access. This resulted in the NAL and representativesfrom land-grant university libraries forming the United States Agricultural Information Network (USAIN) in1988. Through USAIN, the NAL joined with other land-grant libraries in a National Preservation Program forAgricultural Literature funded by grants from the National Endowment for the Humanities. The NAL also hascooperated with the National Association of State University and Land Grant Colleges (NASULGC) to advancesupport of agriculture libraries. Drawing on these collaborative efforts was the 1995 establishment of anotherNAL and land grant university library collaboration, the Agriculture Network Information Center (AgNIC).Although not yet fully realized, the AgNIC initiative is a discipline-specific, distributed network on the Internetenvisioned ultimately as a gateway to centers of excellence in agricultural information. It currently offers 28subject-specific sites on the World Wide Web.

2.4. Information Technology

A significant technology achievement was the National Agricultural Text Digitizing Project (NATDP) thatresulted in the production of a series of widely distributed CD- ROM products for agricultural research(aquaculture, acid rain, Agent Orange, food irradiation, and the Agronomy Journal). The NAL also has beenactive in developing multimedia resources, and has made databases, directories, and other resources availableover the Internet. In addition, the NAL has developed specialized web-based Information Centers which providein-depth resources and reference services on such subjects as: alternative farming systems, animal welfare, foodand nutrition, food safety, rural information, technology transfer, water quality.



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3. Reasons for Current Review

The last full review of the NAL took place almost twenty years ago. Therefore, the Panel evaluated the NAL'sperformance, not only as an agency library for USDA, but especially with respect to its 1990 statutory mandate asa national library. Based on user surveys, the panel assessed how well U.S. citizens, whether farmer, researcher orpolicy maker, are being provided with the agricultural information they need to make informed decisions, eitherthrough the NAL or other means. We have taken the parameter of "agriculture" to be inclusive of its numerousand sometimes largely unrecognized related fields. The importance of agriculture as it relates to the world foodsupply, the health of the nation's citizens, and its place in the nation's economy are hardly news to USDA, but therelationship of information to these aspects and NAL's role in providing this information to the country areunappreciated at many different levels.



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4. Methods of Panel Study

The present Panel made appropriate inquiries of relevant laws, NAL management and staff, other U.S. nationallibraries, USDA administrators and NAL's many diverse users through user surveys. The sources of information the Panel examined were:

Statutory status of NAL.

1.

User Surveys made by the Panel -- Librarians, Library Directors, scientists and other USDA personnel,on-site users, the private sector and NAL staff.

2.

Presentations by NAL managerial staff.

3.

Reports of library service activity, accomplishments since 1982, including budget tables.

4.

Presentations by Deputy Secretary Rominger and Under Secretary Miley Gonzales.

5.

Interviews with NAL managerial staff and ARS Administrator.

6.

Interview with Deputy Director National Library of Medicine by Panel members.

7.

Panel tour of the NAL building, Beltsville.

8.

Review of the NAL Web site.

9.

The Panel agreed on an outline of study (Appendix D) and organized ten task groups of Panel members toconcentrate on each segment. Some of these groups produced individual reports, results of which are incorporatedas observations or findings in various parts of this Report. Selected group reports are also presented in theAppendices.

4.1. Customer and Staff Survey Methods

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Under the auspices of the U.S. Agricultural Information Network (USAIN) and in support of the Panel’s programreview efforts, a customer service survey was conducted in December 2000 and the first part of January 2001.This survey was an attempt to touch the pulse of the NAL’s present and future customers to gain input on itscurrent programs and services and to help in determining future directions. Five questionnaires were developedand distributed to USDA personnel through a variety of NAL customer listserv and to other related scientistsaffiliated with the Council of Scientific Society Presidents (Appendix G). In addition, agriculture and veterinaryscience librarians were sent questionnaires through their respective listserves, as were library directors atland-grant universities. Extension personnel were contacted by way of a Cooperative Extension Service (CES)Directors listserve and through a CES State Specialist listserve. Questionnaires also were distributed to NALon-site users at both the Beltsville and D.C. locations. Finally, NAL staff members were surveyed. The total number of returned questionnaires was 739, with an additional 53 from NAL staff members. Ananalysis of the general survey responses and those of the NAL staff are included in Section 5 (5.4 – 5.9) of thisreport. A detailed report of the survey is attached as Appendix F, including User Survey Sample Comments (Appendix J)and NAL Staff Survey Results (Appendix K - [Graphic Version - Text Version]).



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5. Findings

"NAL should be refurbished so it once again becomes the world’s preeminent agricultural library. Thisentails subscribing to more journals, forging greater cooperation with the land-grant universities, havingmore service personnel to serve the nation’s science community, and making greater amounts ofholdings and assets (databases) more friendly to remote access. It appears to be under-funded…" -- Survey respondent, 2001

5.1. NAL: A National Library by Law

The NAL, officially made a national library by Congress in 1990 in PL 101-624, in the "Food, Agriculture,Conservation and Trade Act of 1990" (Appendix E), is to serve as a National Library of the United States and asthe Library of the U.S. Department of Agriculture (7 USCS 3125a 2001). Thus, the Library has a legal mandateof mission, management policies, administrative accountability, budgetary requirement, and user satisfaction, allof which contribute to what one may judge as a successful operation or not. The Panel, therefore, spent considerable time in debating the current role and future direction of the NAL, not thelaw which is clear on this matter, but whether evidence over the years since the 1982 review would indicate thatthe Library is succeeding in its first mandate to be a national library and whether it is also successful as a Libraryof the USDA alone. The Panel is convinced that the NAL has been and is insufficiently supported to achieve itslegal mandate. User response indicates a more satisfactory response to the NAL from USDA personnel. Thereare, though, clearly defined and growing weaknesses identified through user surveys, NAL status reports andPanel site review of facilities. Whether or not the Library "provides leadership in information management" forthe rest of the country is, charitably assessed, in serious doubt. Reasons go partly to funding that is inadequate forits diverse mandated responsibilities, and to the lack of advocacy groups and actions internal and external to theUSDA. Either management has been ineffective in communicating the Library’s needs to administrative andfunding agencies, or, if well communicated, have not been recognized with realistic appropriations. The recordsshow that NAL management proposed and justified annual budgets over 50 percent larger than actually received.The Panel regretfully concludes that budgets actually received were insufficient to achieve the legal mandate.

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5.2. Disparity in National Libraries

The Panel discussed the parallel situation, in time and mandate, existing between the NLM and the NAL: Bothstarted as special services to a particular agency in government, but were later declared federally funded nationallibraries: the NLM in 1956, and NAL in 1962 and again in 1990. Both, with histories into the nineteenth century,are required to specialize as life sciences libraries with major commitments to human medicine and agriculture,respectively, both are committed to serving national interests and clientele; both are programmed to be leaders ininformation technology for their specializations; and both had similar budgets in 1975-1978. In 2001 the NLM is an unquestioned world leader in medical information, the hub of a structured regional librarynetwork, and a producer of internationally recognized databases (Medline, PubMed, Entrez, for example), whichare fundamental to science, even with extant competitors from the private sector (such as Excerpta Medica andspecialized genomic databases). The same cannot be said for the NAL leadership. While the NAL has worked to build the AGRICOLA databaseas a resource for agriculture, it has not been able to capitalize on its potential, or to utilize technological advancesto develop the enhanced capabilities desired by its users. Rather, the NAL has chosen to initiate a number of pilotprojects, virtually all of them with inadequate support, and, consequently, with limited achievement of theanticipated effect. The NAL collection and staff are in a decline in numbers, yet the Library is, unrealistically,expected to have the same or better reliability as a national resource. What went wrong? Given the generally lukewarm reception to Library needs by agency budgeteers andlegislative appropriators, why was the NLM, but not the NAL, able to successfully pursue its mandated mission? Perhaps of greatest influence and impact, the NLM utilizes a very effective Board of Regents. That Board hashelped to develop NLM’s service horizon, providing rigorous long-range planning advice to the Director of theNational Institutes of Health. Past reviewing panels of the NAL all recommended a similar Board of Regents forthe NAL to advise the Secretary of Agriculture on Library matters in a capacity analogous to the NLM Board ofRegents. These recommendations were not enacted for the NAL, either in Congress (1990) or in Agency review(1995). This Panel once again addresses the need for a Board of Regents later in this report. As the complexity ofthe digital information age grows exponentially, it takes a very short time to drop from a world leadershipposition to one of becoming obsolete. The library operations budget for the NLM ($240M) (Appendix H) is now about twelve times the size of NAL’scurrent library operations budget ($20M) (Appendix I). During the past decade, NLM’s budget has increasedsignificantly each year; NAL’s has remained flat (Appendix R, Appendix S, Appendix T, Appendix U). Thisbudget disparity easily accounts for the dramatic disparity in products and services these libraries are able toprovide. Through natural evolution of needs and purpose, the National Institutes of Health (NIH) now also supports theNIH Library in Bethesda, in support of the NIH hospital personnel, while the NLM provides services to the entirenational biomedical community. The NAL, by comparison, remains charged to do both: departmental andnational service, serving other libraries and individuals nationally as well as serving more than 90,000 USDAemployees as a departmental library unit. Both the NLM and the NAL cooperate with other library systemsoutside the U.S. to provide training for information scientists and to assist in locating information about U.S.agriculture or medical practices, although the NAL has had to reduce this involvement for budgetary reasons.Library services budgets for NLM Div. LO/NIH Library and the NAL are compared in Appendix V.

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5.3. Comparison to ARL Library Budgets

It is nothing less than startling to compare NAL’s operations budget to that of a typical Association of ResearchLibraries (ARL) library in the U.S. Comparable figures for 1998 give the average ARL library operations budgetat $15,440,758; the NAL’s budget was $19,208,000. This is especially striking since ARL libraries typicallyserve a localized academic community, while NAL is expected to serve the entire country and, as well, producean easily accessible database reflecting all of the major U.S. interests in agriculture. To say the least, the level of support does not match the requirements of the Library’s national mandate. For FY1992-2000 the net number of pad subscriptions at NAL decreased from 7,108 to 5,123. Based on this history,NAL projects a decrease of 300 subscription titles per year if there are no increases in materials budget. Thedecline affects the value of the collection and the reliability of the indexing of U.S. agriculture that NAL attemptsto be doing for AGRICOLA.

5.4. Summary of NAL Customer Survey Results

Questions in the survey were open-ended, giving respondents the opportunity to describe information-gatheringactivities in their own words. Answers were reviewed to identify similar elements that could be categorized andquantified for analysis. Overall, the general survey, largely of USDA employees and nationally distributed scientists, reveals a strongneed for new information and a widespread use of electronic services for finding information. In response to thequestion of where information is most often obtained, 28 percent identified the World Wide Web, 25 percentnoted either NAL or AGRICOLA, and another 23 percent specified university, agency, or other libraries. Some users may have gone to the web or other libraries to search AGRICOLA or to use other NAL onlineservices, while others indicated that they had to go elsewhere because of the gaps now evident in AGRICOLAand the failure of NAL to serve their needs. In any case, the most used NAL service was identified by 26 percentas AGRICOLA, closely followed at 24 percent by document delivery; whereas, the most critical service wasconsidered to be document delivery at 25 percent, and AGRICOLA at 14 percent. However, if allelectronic-related access points were combined with the AGRICOLA percentage (such as NAL web sites,AgNIC, and CALS) the overall number for electronic access would be greater than any other service, includingdocument delivery. That is, while AGRICOLA is the most used and visible electronic service, on a regular basiscustomers do use other NAL services, from document delivery to the various NAL web sites. This suggests aneed to continue to develop and maintain a variety of delivery systems and customer services if NAL is to meetthe full range of its users’ information needs.

Looking into the future, the survey asked for a description of the types of information services theywould like to have in 2010. In this the respondents were in the most agreement: nearly 75 percentresponded with examples of electronic services such as online journals and journal articles, andspecialized and linked databases with expanded search capabilities. Others mentioned faster services ingeneral, followed by those who wanted to see broader and deeper development of collections.

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Others mentioned faster services in general, followed by those who wanted to see broader and deeperdevelopment of collections and interlinking of articles. Similar response results were given to the question about what new or improved NAL service would be desirable.Greater electronic access to information and resources, particularly online journals and improved databases, waslisted by 65 percent of the respondents, with another 16 percent requesting broad collection developmentactivities. Responses to the question about what other library or library system is useful to them provides insightsinto potential models for future developments. The National Library of Medicine, and particularly PubMed andMedline, was most often mentioned by respondents as the system to emulate. The following quotes illustrate userinterests (see also Appendix J, User Survey Sample Comments):

Visions of the future: "A fully integrated linkage to every major university library system worldwide so thatresources can be downloaded or sent electronically to where they are needed".... "a perfect information gatheringworld would be... to find relevant citations on any topic by searching in one mega-database"... "upgradeAGRICOLA... [with]...abstracts for more entries, sources of documents clearly indicated, and back it up with aservice that leads the users more reliably to the "indexed information"... "impeccable indexing and online links togovernment publications – what more could we ask?" and "finally a prophetic statement for the AgNIC system." "If NAL wants to provide national agricultural information services by 2010, certainly they need to go to ‘thepeople’ to find out what information they are seeking. Then NAL must create or compile content, not justindexing... I find our users, faculty and students...[and]… the general public, increasingly less willing to wadethrough pieces of the puzzle. They want ‘packages:‘ mosquito eradication in wetlands or farm ponds... can NALbecome a provider of information packages related to agriculture instead of ‘just‘ indexing? Can it become agateway to information being churned out by its own as well as other agencies?"

5.5. Summary of NAL Staff Survey

The 53 NAL staff members who responded to the survey were employed in public service, information systemsdevelopment, or library administration. Not surprisingly, a majority of the respondents considered aknowledgeable and dedicated staff as a major strength of NAL. This was followed by a nearly even split betweencollections and electronic access points, such as AGRICOLA. Weaknesses were largely grouped aroundmanagement issues, budget problems, and outdated databases. Critical services were identified as referenceservices, access to electronic services (web AGRICOLA, AgNIC, and NAL’s web site), and document delivery.Suggestions for improvements included a variety of electronic services beginning with both content and webaccessibility enhancements of AGRICOLA, and followed by various types of web site development.

The greatest barrier was seen as budget deficiencies, followed by staff shortages and a lack of strongleadership. Of particular importance here are staff responses in the area of service development as theycorrespond closely with those outlined by respondents to the survey, suggesting a shared vision forfuture services.

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Additional comments by NAL staff are in the Staff Survey Results Report in Appendix K- [Graphic Version -Text Version]).

5.6. Summary of Library Directors Survey Response

Library directors also mirrored many of the responses made by general NAL users and NAL staffmembers. They saw the strengths of NAL as primarily its collections, including historical archiving, butalso noted online services, including AGRICOLA and AgNIC. The main weakness was seen as the lackof adequate funding for its key functions, a similar lack of visibility, poor placement in USDA, and alocation outside the power corridor.

All of the library directors were familiar with or had used the AGRICOLA database. In addition, the NAL website was widely known, as was the document delivery service, NAL’s historical collections, AgNIC, and theonline reference service. Similarly, the most important NAL service was identified as either AGRICOLAspecifically or other databases that provide access to all-important agricultural information. This was followed bythose who identified preservation activities and access to hard-to-get materials, and those who listed documentdelivery as the most important service. The majority of library directors who responded to the question asking for suggestions for new and improvedservices, focused on greater digital access to information, full- text, document delivery, and AGRICOLA links.Also, similar to many of the customers surveyed, there was an interest in expanding the subjects covered by theNAL since newly created areas of knowledge are becoming of increasing importance to participants inagriculture. This line of thinking was consistent in the responses to the question on how information serviceswere envisioned for the year 2010. Many offered ideas for providing digital access to all types of information,particularly full- text materials. Included were suggestions to greatly expand and upgrade AGRICOLA andAgNIC. Other suggestions were to build the NAL’s coverage in related fields such as the environment, toimprove visibility, and to expand reference services. One revealing quote outlined "a perfect informationgathering world from the client’s perspective: 1) to find relevant citations on any topic by searching in one megadatabase; 2) the citation/abstract links directly to the article or book cited; and 3) if the book or article hasinteresting references or footnotes, they link directly to the items cited."

5.7. Summary of USAIN AGRICOLA Survey

The U.S. Agricultural Information Network (USAIN) AGRICOLA Interest Group conducted a survey ofAGRICOLA users in February 1999. Most survey respondents rated AGRICOLA generally a very good toexcellent to database.

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Based on the feedback received, the Interest Group suggested NAL provides an extremely importantfunction by producing AGRICOLA, and wanted to see an even greater commitment of staff andresources to it.

Areas identified for emphasis in the survey and through AGRICOLA Interest Group discussions were to: (1)include abstracts in as many records as possible; (2) include indexing for as many book chapters as possible; (3)index all USDA publications including regional publications which are sometimes missed; (4) facilitate theinclusion of state experiment station and extension publications; (5) give special consideration to the importanceof timeliness in indexing all materials; and, (6) improve the interface and searching capabilities of the freeinternet version of AGRICOLA.

5.8. Analysis of NAL Strengths and Weaknesses as Identified by Survey

Respondents and Panel Members

The responses to the customer service survey questions regarding NAL strengths and weaknesses were similar tothe impressions gained by Panel members throughout this review process (See also Appendix F).Major areas of strength include extensive and unique collections, the AGRICOLA database, and dedicated staffmembers. Specifically, NAL has the largest collection of agricultural information in the world, numbering morethan 4 million items and including 20,000 journal titles. The AGRICOLA database now includes more than 4million records and is available free-of-charge via the World Wide Web. The NAL staff members actively participate in national preservation activities for both print and digital resources,and have taken the leadership in developing specialized information services such as the various web-basedinformation centers, and the collaborative AgNIC initiative. In 2000 a technology plan was developed to enhanceinformation technology and information management directions (Appendix X). Staff members are currentlydeveloping a plan for using state-of-the-art technologies to provide users with what they want when they want it. However, there also were similarities in responses identifying perceived weaknesses. AGRICOLA was at the topof both lists due to problems with timeliness, difficulties with the web interface, lack of abstracts, and a need forbroader content coverage. According to both Panel members and users, the NAL has not kept up with newinformation technologies or with new directions in scientific research, in terms of both collection developmentand electronic access to such information. Further, due to budget stringencies, AGRICOLA has developed seriousgaps in its internal continuity, frustrating frequent users of this database. A lack of awareness of NAL servicesand a need for greater publicity in general were mentioned by current NAL customers, while Panel members alsosaw a need for greater overall visibility and for more effective collaborations within the research librarycommunity. Whereas both the NAL users and Panel members agree that the NAL offers valuable services, Panel membersidentified more organizational weaknesses (lack of funds, advocacy groups, and collaborative arrangements),while users understandably focused on weaknesses in products and services (limitations of web accessibility andcontent, decreasing journal subscriptions, and collection gaps in rapidly growing fields, such as biotechnology). Panel members also noted the cancellations of hundreds of journal titles, and the staff cutbacks, in spite of

Section 5


increasing demands for greatly expanded services, particularly in the area of electronic access. The lack offunding for new initiatives, and the general lack of external advocacy, vibrant partnerships, or a visionary plan toguide the organization into the frontier of knowledge management, appear to have frustrated staff. Although theNAL has accomplished much since 1982, user needs have increased exponentially and concurrently withrevolutionary improvements in technology; there is a growing gap between what is possible and user groups’expectancy and the state of NAL programs and services.

5.9. Private Sector Users

A quick survey of NAL use by 107 agribusiness mid-managers (45 percent response) gave a snapshot of NALutility in the private sector. From among nine possible answers, no one chose "I use the NAL regularly, at leastonce a week," one in ten never heard of the NAL, 19 percent never use the NAL, 29 percent use the NAL lessthan once a month, and 27 percent do not use the NAL, but know that people who work with them use the NALoccasionally.



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6. Discussion Related to Recommendations

6.1. Organizational Structure

6.1.1. Mission Statement

The Panel examined the NAL's mission and vision statements and has made recommendations that reinforceNAL's role in information technology and as the hub for coordinating agriculture information efforts for thenation. Specifically, it is recommended that the Library must adopt as its mission something considerably moreconcise and precise than those statements put forward in 1982 and 1993. The mission statement mustcommunicate an explicit and bold purpose that will achieve its mandate as a national library. Such a mission statement must devolve finally to this intent: To fulfill its Congressional mandate, the NALensures that whenever and by whatever means it is measured, the Library will demonstrate rapidly evolving andeffective processes for quickly gathering and distributing agricultural knowledge.

6.1.2. Vision Statement

Concomitant with a new mission statement is the need for a sweeping vision of the future. We know from recentexperience that we cannot imagine what technology will make possible by the year 2020, but every organizationand business must prepare itself for this future by building a firm foundation for growth and development. It isimperative for the NAL to be guided by a grand and forward-thinking view of its own destiny. With adequatesupport, NAL could indeed become the impressive entity envisioned by one Panel member:

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In 2020, "NAL is a recognized leader in agricultural knowledge management for the past 15years. It has achieved this status by leading in every important relevant development and in takingprudent, entrepreneurial risks at every opportunity. Its unique, continuously evolving expertsystem has been adopted by and licensed to every national library and most universities in theU.S. and abroad. It now serves as the hub of major 2-way information networks, including 50million web sites, 3,000 university libraries, 10,000 company libraries, 150,000 scientificresearch labs, every farm in the U.S., and 50 state consumer networks. It is a fully integratedproduct of the digital age, with full, same hour voice access (in the 15 most widely usedlanguages) to any new agricultural knowledge, provided in any form or format, and delivered24/7 in minutes to its always delighted 100 major customer segments."

6.1.3. Budget Support

This vision of the NAL as a "recognized leader in agricultural knowledge management" is not any different thanis expected in the Library's mandate. The conclusions of the Panel, that there has never been sufficient support tomeet that mandate, is supported by an almost identical mandate for the NLM many years ago, in this case though,a mandate that was adequately financed. The NLM has been successful, while the NAL has fallen far short. Torealize the potential of the NAL vision and meet the growing demands for agricultural knowledge in theinformation age, management must recommend and the Department must implement budgets appropriate toNAL’s mandate. Since 1982, there have been revolutionary developments in information storage devices,including networked systems, the rise of the internet and text digitization. Changes in the Library's budget havenot been parallel to what might be expected to maintain currency in this dynamic situation. In spite of the slightimprovements in the Library's budget in the past few years through positive support from the Department'sadministration, Congressional appropriations for NAL still remain relatively flat. A ten-year table of NAL budgetrequests is included as National Agricultural Library Budget Requests 1990-2001 (Appendix R).

6.1.4. Organizational Placement of NAL within USDA

The Panel recommends that the Secretary of Agriculture realign the organizational position of the NationalAgricultural Library so that the Director reports directly to the Office of the Secretary of Agriculture. Therationale for this change is quite overwhelming. The NAL has a national and department-wide function.Organizationally, it should be at the same level as other agencies and offices with national mandates anddepartment-wide functions, reporting to Cabinet level officials. The NAL's status and leadership as a nationallibrary is best served by having the needs of the non-USDA, as well as those of USDA clients, brought directly tothe attention of the Secretary of Agriculture by the Director of the NAL. The Panel considered the organization placement of the other national libraries. The Director of NLM reports tothe Director of The National Institutes of Health. The Director’s position is in the Senior Executive Service, andis not a term appointment. As such, the incumbent is not asked to resign during changes of administration, as arepolitical appointees. However, the Director can be reassigned, like other Senior Executive Service members.Because of the mission of the NIH, the Director of the NLM always holds a M.D. degree, not a library degree.Similarly, since computer science or knowledge management expertise has become essential to NAL, anyrelevant advanced degree but not necessarily the library degree should be the basic credential for the Director of

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the NAL, and based on the successful model its Director should be in the Senior Executive Service.

6.1.5. Board of Regents

The NAL requires an external advisory group of professional research and information scientists andrepresentatives of agriculture segments to help plan and prioritize long term planning for its programs, services,and policies. In the words of the proposed legislative text in 1990, a Board of Regents is necessary "for thepurpose of advising, consulting with and making recommendations to the Secretary of Agriculture on matters ofpolicy in regard to the Library." This Panel strongly advocates prompt implementation and legislative support fora Board of Regents group, again using the National Library of Medicine and its Board of Regents as a model foroperation. Progress made by the NLM over its history is impressive, owing in large part to the counsel of its involved Boardof Regents; the Panel recommends long-range planning cycles for the NAL to emulate the planning activity of theNLM Board. Such a Board was proposed for the NAL in Congressional action in 1990 and 1995, but failed to beenacted.

6.1.6. Director (See also 6.1.4.)

Given the current situation, the recruitment of a strong and dynamic Director will be essential to the revitalizationof NAL. In the words of the current Director,

"Leading NAL into its future is a challenging job, one that demands vision, drive, commitment tocustomers and passion for this national treasure. Successful leadership looks to the future fromthe solid foundation of past achievement. Attracting the best to lead NAL… is itself a challenge."

Properly positioned in the administration, advised on planning and visioning by a Board of Regents (6.1.5.) andwith a Friends Group for support in Congress (6.1.7.), the new director will, as well, have to study NAL stafforganization for appropriate mechanisms to ensure open communication at all levels and to respond to staffcontributions for visionary library planning and governance.

6.1.7. Friends Group

The NAL currently lacks a strong constituency to advocate for resources and support. At one time, the NAL had a"Friends" group that provided support through fostering special public relations programs and other outreachactivities. Such "friends" groups typically grow out of and are organized by library users, but they do not developand flourish without direction and encouragement from the library. The NAL’s role must be to encouragedevelopment of such a group and to provide it with a clear understanding of its purpose, namely to provide an

Section 6


important means of communicating NAL’s mission and vision to elements outside the Library, especiallyincluding those who influence financial support for the Library.

6.1.8. Development/Gifts

Although the NAL has the authority to accept gifts, it must, as well, have the authority to solicit financial andnon-financial gifts and donations and allocate the resources received without prejudice to its other federal support.This authority is pivotal for the acquisition of historically significant materials, as well as the funds to supporttheir preservation.

6.2. Planning Process

6.2.1. 5-Year Reviews

So as to provide the Secretary with an ongoing assessment of NAL performance, a complete external review ofNAL programs and services should be undertaken every five years. The Department might consider contractingwith NCLIS, or a similar organization, to periodically conduct these reviews, and include performance measuresof importance to the proposed NAL Board of Regents.

6.2.2. User Surveys

The NAL must methodically and periodically assess, analyze and adapt to changing customer needs. Under theauspices of the proposed Board of Regents, regular surveys of customers, prospective customers, and otherstakeholders are needed to appropriately reallocate resources and/or optimize services. USAIN, the Friends of theNAL, the Board of Regents, the Council of Scientific Society Presidents, a substantial and credible marketanalysis company in the private sector, or some other appropriate outside group could be a source and supporterfor such ongoing research, since it might otherwise be encumbered if attempted by traditional federal channels.

6.2.3. Internal Advisory Groups

In its role of internal service to the USDA, the NAL should develop liaison groups within the various agencies togain additional input for planning purposes. Two-way communication with the NAL, wherein the NAL wouldprovide the groups with an orientation to products and services, and the groups would provide evaluativefeedback. The input would be made part of the NAL’s annual documentation on operations and impacts.

6.2.4. Long-Range Plans

Building on the strong statement made by the NAL in their annual strategic and operating plans, and asmentioned in section 6.2.1. (Appendix O, Appendix P, Appendix Q) the Panel recommends long-range planning

Section 6



cycles for the NAL, such as those undertaken by NLM for their Board of Directors. These NLM cycles occurevery five years and include stated goals and objectives, a track record of achievements, and a visioningdocument. Long-range plans will guide the Library in resource allocation and program direction, but should alsobe flexible enough to allow for mid-course corrections as events and technological developments take place.Again, the Panel makes reference to the NLM planning process as an example (Appendix W, NLM Long-RangePlanning Process). The NAL’s operations plans for the last three years and strategic plans for the last five are attached asAppendices: NAL Strategic Plan FY 1996-2001 Annual Operating Plan FY 1999 (Appendix O) NAL Strategic Plan FY 1996-2001 Annual Operating Plan FY 1999 (Appendix P) NAL Strategic Plan FY 1996-2001 Annual Operating Plan FY 1999 (Appendix Q)

6.2.5. National Digital Library Planning

NAL short-range plans should incorporate an action plan for becoming a highly effective national digital libraryfor agriculture and its related fields, involving not only a significant technological orientation, but also the typesof collaborations and long-range planning that would be necessary to build and ensure the perpetual currency ofsuch a system. Included would be an assessment of how NAL might coordinate its own products and servicestowards achieving this end, and also a blueprint for how it might work with partners to maximize efficiency andinputs.

6.2.6. Market Adaptation

The NAL planning must, beyond all else, address and satisfy a wider spectrum of customers’ changing needs forinformation, analyses, and knowledge management, even if it is done at the expense of data collection andretrieval/broadcasting. The future needs of customer groups must be assessed, along with an appreciation ofpotential alternatives to satisfy those needs to determine where the NAL niches may be developed orstrengthened. For each customer segment (i.e. ARS, FDA, educational institutions, farmers, etc.), the questionsthat need to be answered are: (1) What type of services do they need now? (2) What will they need in the future?(3) What alternative sources may serve these needs? (4) What are NAL’s strengths in this niche, both present andpossible in the future? and (5) When should NAL act to ensure the widest public access to information that iswidely needed? The Panel task group assigned to studying long range planning developed more details, including suggestedtemplates for tracking market segments, attached as Appendix Y, with options that NAL might consider asalternatives for planning mid- course corrections.

6.2.7. Facility and Space Issues

Section 6


The Library offers the following assessment on the capacity for shelving in the Lincoln building:

"Two current projects will ease this situation enough so the collection will be able to ‘fit’ inthe Lincoln Building for the next 10-15 years…. There are additional projects that wouldenhance our storage organization and capabilities, however, they require funding that has notbeen available."

The worst floors are 6 and 7 because this is where most of the currently received journals are shelved. In manyareas of those floors materials are shelved on "overflow shelving," more commonly known as book trucks.Several years of the older volumes are pulled off the shelves in order to shelve the currently received issues. Thisprocess is followed throughout the year and then in the summer, if funds are available, mini- shifts are conductedto free up enough space to reshelve the overflow materials as well as to make room for the next year’s anticipatedvolumes. "Two current projects will ease this situation enough so the collection will be able to ‘fit’ in the Lincoln Buildingfor the next 10-15 years. The first is the renovation of the 5th floor. This project will re-locate approximatelytwo-thirds of a floor of Special Collections materials to the 5th floor, freeing up space for General Collections. Inaddition, for the last two years the NAL staff have conducted an extensive weeding program to remove excessiveduplicate copies of materials from the General Collection. A survey was also conducted to identify for acquisitionmicroform versions of print newspapers currently in the NAL collection. As the microform versions are receivedthe paper copies will be discarded; this will eliminate fragile and deteriorating newsprint from the collectionthereby freeing additional shelf space for collection items. There are additional projects that would enhance ourstorage organization and capabilities, however, they require funding that has not been available." NALinvestigated options for off-site storage in the early ‘90’s, but no decisions were made. Budget guidance from theDepartment indicated that additional funds would be unlikely to support either building additional capacity inBeltsville for NAL or procuring off-site storage. All binding activities were suspended in FY 2000 due to lack of funding and have not resumed. Throughout the1980's and early 1990’s, binding was routinely suspended due to lack of funds. Binding all current loose issueswould cost approximately $1 million. This figure was based on estimates obtained in planning for the majorcollection shift that will accompany the 5th floor renovation project. The Panel observes, simply, that thesuspension of binding jeopardizes conservation efforts and affects availability of shelf space.

6.3. Leadership Issues/Opportunities

The NAL has an important role as the national Library of the U.S. for Agriculture and as a Library for the U.S.Department of Agriculture. It is intended to be a leader in the field of agriculture information. To do so, the NALmust focus on its expressed vision that "agriculture information will be more accessible to more people throughtechnology," and that "the NAL will lead in the information revolution by forging partnerships and exploring newmethods and technologies that advance open and democratic access to information." The Panel applauds the above vision set out by the NAL in its Vision Statement but sees the NAL as struggling inits fulfillment due to resource restrictions and competing expectations.

Section 6


6.3.1. Challenges, Future Threats

Strategic choices: Leadership in the field of agricultural information requires difficult strategic choices. Whatresources will be allocated to the NAL? To online services versus physical texts? Toward preserving historicaltreasures versus advancing new knowledge? The Panel believes that priority should be given to both onlineservice and advancing new knowledge when resource allocation decisions are made. Resources: The NAL cannot, in its current circumstance, be a leader. The Library management system (software)is old; facilities or equipment are in need of repair; services have not kept pace. Federal budgets for agencyprograms and services (non- entitlement) have been restricted for several years and seem destined to continue tobe restricted. Staff: The staff is a current strength of NAL, but the recruitment and retention of top- flight staff with budgetsshrinking in real dollar terms will be an increasing challenge. Visibility: The NAL is likely providing valuable services that are largely invisible to key decision-makers whoaffect NAL.

6.3.2. Opportunity: Knowledge Management and Digital Library Initiatives

NAL’s mandated leadership role means focusing on a knowledge management approach to facilitate the value,growth, and use of new agricultural knowledge. This leadership direction might be best served by turning theNAL basic paradigm from the biggest and best collection of knowledge into the most rapidly evolving andeffective processes for gathering and distributing agricultural knowledge. In this capacity, NAL should participatein efforts to create new and more effective digital library systems for bringing agricultural knowledge tocustomers, not only through indexing and abstracting services, but as information packages to facilitate learningand decision- making.

6.3.3. Opportunity: Preservation Initiatives

Research findings, policy statements, consumer guidelines and other important information resources areincreasingly published in electronic formats. These formats provide powerful advantages for customers insearching, delivery, and reuse of the content. However, these formats are inherently more ephemeral than paperprint format. The content is therefore vulnerable to loss. The Office of the Chief Information Officer is leading aDepartmental Initiative to develop policy and guidelines for the Department governing the long-term preservationof digital publications. The NAL must continue to take a lead in this initiative and should be given support for itssuccessful conclusion. The NAL should also provide strong support to the National Digital Information Infrastructure and PreservationProgram, which is a Library of Congress-led program. This initiative will set national digital preservationstandards. It gives the NAL an opportunity to serve the agricultural community through sponsorship of vitalprojects, objectives, and shared policy-making. In addition, the NAL should continue to pursue, and should besupported in its effort to gain, Affiliated Archive Status with the National Archives and Records Administration.

Section 6


6.3.4. Opportunity: Collaborative Relationships

The NAL has a definite and defined set of natural constituents and collaborators/partners in this country'sagricultural (especially land grant university) libraries and it is well known among these constituent groups forthe range of resources and services it offers. Capitalizing on this advantage, NAL should play an aggressiveleadership role for this group. One example: develop a realistic, holistic preservation strategy for the nation'sagriculture literature, including state agricultural documents, extension documents, and the like, in all originalformats.

6.4. Innovations in Information Services

6.4.1. Technology Issues

The advent of the internet has created a challenge for all libraries. A rapidly growing user base, now a clearmajority, prefers online searching as a methodology for both speed and comprehensiveness. Libraries have playeda historically significant role as places where information resources are stored and accessed. The Internet haschanged and will continue to change the way research is conducted and the ways needs for knowledge are, andcan be, fulfilled. Leadership in the Internet field will require new perspectives, ongoing new ideas andunderstandings, and a significant commitment of financial and human resources. NAL developed a comprehensive plan for technology innovation, which was issued as the NAL Technology Plan2000 (Appendix X). The Panel endorses the plan as one of its Panel recommendations. The Technology Plan as formulated by the Information Systems Division (ISD) in October 2000 should berevisited and modified when the additional human and financial resources specified in this report are madeavailable to the NAL. The ISD should outline the positions and infrastructure requirements necessary to supportan upgraded integrated library system and to accommodate improvements and efficiency in all computer systems,particularly those supporting AGRICOLA, document delivery, and the various web sites. Only with a solidfoundation of information technology and information management, will the NAL be able to realize its vision forleading "in the information revolution by forging partnerships and exploring new methods and technologies thatadvance open and democratic access to information."

6.4.2. Innovative Technologies Grant Program

NAL should initiate a grants program for encouraging and promoting a national technical infrastructure foragricultural information and networking. This program would be similar to NLM’s extramural grant programsthat are offered in a number of categories including Resources for Information Management and Research andResearch Resources. These grants are authorized by the Medical Library Assistance Act and are given in areassuch as: information access, information systems, Internet connections, integrated advanced informationmanagement systems, informatics, and digital libraries applications. Grants-in-aid are given to the extramuralcommunity, sometimes as contracts, in support of the goals of the NLM and as seed money to initiate a resource,service, or program. They provide an opportunity to develop the linkages between the NLM and its regionallibraries and, at the same time, to greatly expand all of their capabilities through innovative projects. Because this is a successful model, the Panel strongly endorses a grants program for the NAL as a mechanism for

Section 6


building on and formalizing the NAL’s ties to the now loosely knit network of developers of new innovations andthe agricultural libraries within the land-grant system, including the full-range of USAIN institutions. NALshould help develop collaborations for the advancement of information technologies to disseminate agriculturalinformation and knowledge.

6.4.3. AGRICOLA

AGRICOLA, the primary index to U.S. scientific literature for agriculture and allied fields, has served as aleading solution for agriculture researchers for many years.

However, more recently AGRICOLA is not delivering up to expectation in some users’ eyes becauseshrinking budgets have created gaps that compromise its value.

To correct this situation, NAL management should conduct, preferably on advice of the proposed Board ofRegents, a timely review of AGRICOLA to align its content with its significance to the nation’s agriculturalinformation needs. This will include action plans and estimated costs for upgrade of content, and the addition ofonline linkages to full text wherever possible with priorities defined by the user communities to USDA and stateagricultural extension publications. Until a Board of Regents is implemented, the Panel recommends that theLibrary appoint an expert Strategic Planning Task Force for direction and budget recommendations.

6.4.4. Agriculture Network Information Center (AgNIC)

The Library has participated collaboratively with many research libraries on various information projects over theyears since the last review. These projects are largely, but not entirely, successful by virtue of altruism on the partof participating individuals and libraries. For example, the NAL provided seed money for establishment of theAgriculture Network Information Center (AGNIC), but the network is maintained through volunteer efforts ofparticipating institutions and individuals. This distributed network, which could be the foundation for a nationaldigital library, already has achieved a certain level of success in bringing agricultural information to the publicfrom a broad base of institutions and experts. In the future, it could provide customers with much morewide-ranging knowledge-based learning resources and with information and data that has previously beenunavailable. However, to achieve this potential, the Network requires extensive technical expertise andinfrastructure, as well as broader topical orientations. The NAL should be provided with the basic human andtechnical resources to create the necessary backbone for AgNIC’s system requirements and for general contentdevelopment. Enhancements and special applications, such as interactive learning modules, and those usingremote sensing and geographic information systems, could be funded through the proposed informationtechnologies grant program, and NAL should provide a regularly updated, userfriendly, online learning moduleto teach new users how to use and gain most benefit from NAL.

6.4.5. Information Centers

Section 6



Increasingly, customers want more than bibliographic references and annotations; they want packages ofinformation that directly answer questions they might have and that are available on a 24/7 basis. Similar toAgNIC, NAL’s Information Centers are an excellent beginning for providing this kind of value-added service.However, the topics covered in both AgNIC and the Information Centers need to be expanded to cover the fullbreadth of agricultural information interests. An example is the NLM's development of the MEDLINEplus, aweb-based health information resource for the general public. This service, which started out covering 22 topics,now provides full- text documents, pre-formulated MEDLINE searches, and links to high-quality related websites on 225 health matters of particular interest to U.S. citizens. The AgNIC alliance web sites and the NALInformation Centers could form the basis for a similar service for agriculture. Consideration in the long-rangeplanning process should focus on how to structure these services into a more cohesive and identifiable servicewith a single user interface to facilitate a "one-stop shopping" concept.

6.4.6. Document Delivery

Document delivery in paper and electronic form are important NAL services. The NAL responds to 150,000requests annually for documents in its collection, to USDA employees and other public and private sector parties.High quality digitization, electronic transmission, intellectual property-right considerations, and questions ofpermanent archiving complicate the planning and budgeting for the future. It is clear that most users in the surveyanticipate a growing reliance on electronic transmission of text as the preferred access route. The NAL will needto develop more timely and extensive electronic document delivery systems to meet future customer needs.



Section 6


http://www.nal.usda.gov/ddsb/





7. Recommendations of the Panel

The results of the customer surveys and the Panel’s analysis make a strong case for the continuation of NAL notonly as a library service for USDA personnel, but as the centerpiece of a dynamic national agriculturalinformation system as a national library that also serves as a library service for USDA personnel. This systemwould draw on innovative technologies to directly link users to the most useful and appropriate quality content(abstracts, full-text, data, and information packages) in all areas related to the sustainable management of naturalresources in the support of agricultural production. Included would be a complementary mix of services includinga greatly enhanced AGRICOLA database, a series of comprehensive and topical web sites, 24/7 documentdelivery, and all interconnected through a powerful search interface providing users with the closestapproximation possible to a “one-stop-shopping” reality. Responses from NAL staff members demonstrate theyunderstand these customer needs and have the same interest in providing the high-quality services necessary tomeet those needs. What are lacking are the human and other necessary commitments by USDA, to do so. Fulfilling its Congressionally mandated mission, the NAL should move as quickly as possible to attain andmaintain leadership position in obtaining, managing and distributing new and previously available agriculturalknowledge and exploiting the tools of the electronic digital age to meet demands of customers located anywhereand in need of information anytime.

Thus, the Panel strongly recommends and unanimously endorses the following changes and improvements to ourNational Agricultural Library system:

Innovations in Information Services

Provide rapid, accurate, comprehensive access to the full range of agricultural information resourcesthrough a variety of the most cost-effective delivery systems, but with particular emphasis onensuring leadership in applications of advanced digital technologies, and based on user-identifiedneeds.

a.

Establish a national grant program on the NLM model, to be administered by NAL, for the initiationof innovative and collaborative digital projects in agricultural information systems.

b.

Update and enhance the AGRICOLA database to a level equivalent with the NLM's Medline andPubMed services, particularly through improvements of the Web version, extent of coverage, and

c.

I.

Section 7





linkages to full-text and summaries. Related to this, complete the retrospective conversion of theNAL catalogue to digital form for inclusion in the ISIS online catalogue.

Further develop the Agriculture Network Information Center (AgNIC) Alliance and Program as aportal to agricultural information, data, and resources, and as the foundation for a national digitallibrary for agriculture.

d.

Continue to build the NAL Information Centers as subject gateways to key topics of particularinterest to citizens, policy makers, and scientists, based on frequent user surveys and knowledgeexplosion.

e.

Identify and initiate cost-effective improvements and expansion of the current document deliveryservice.

f.

Update and implement the Technology Plan of 2002 with modifications as needed to accommodaterecent and emerging advances in technology.

g.

Organizational Structure

The NAL should change its self-concept from being a place to that of performing customer-drivenfunctions, and its national role from being the place where every item is, into the role of being thehub through which every item can be obtained online anytime.

a.

Update and reaffirm the NAL mission and vision statements to reflect its mandate as a nationallibrary and its commitment to the use of technology to meet the information needs of the U.S.citizenry. Formulation of these statements is the responsibility of the NAL Director and the proposedBoard of Regents.

b.

Provide 30 percent increases in funding each year from now until the next 5-year review whenprograms and services will be formally reassessed and evaluated for successful initiation of newdirections. The Panel believes the annual NAL budget should eventually reach approximately $100million (2001 dollars) to meet its Congressionally mandated mission in the digital age. This willprovide sufficient resources to develop superior expert system search tools, to hire and retain theinfotech talent it needs, to fill the growing gaps in its coverage of new knowledge in researchjournals and historical documents, and to ensure its security in view of the new security hazards itwill face. It will enable the NAL to provide services and levels of service required of a NationalLibrary in the 21st century.

c.

Increase the number of positions by 50 or more during the next 5- year review period.

d.

Realign the NAL within USDA to reflect its national mission. To reflect this mission, the NALshould report directly to the Secretary/Deputy Secretary of Agriculture.

e.

Organize a Board of Regents, on the NLM model, to direct on long- range planning, advocate for theNAL within USDA and elsewhere, guide the development of new products and services, andmonitor for quality in all services. A Strategic Planning Task Force should be appointed and serveuntil a Board of Regents is implemented.

f.

II.

Section 7



Develop a NAL Friends Support group to assist the Board of Regents and other groups in promotingNAL programs and services.

g.

Establish the position of the Director of the NAL in the Senior Executive Service, with a four ormore year term, and renewed based on performance; library degree is preferred but not required. (The strength of interest on the panel on this issue is represented by its range of opinions, rangingfrom one emphasizing an exclusive political appointment to opinions that were open to either/or:political appointment or inclusion in the Senior Executive Service, to opinions advocating inclusionexclusively in the Senior Executive Services.)

h.

Authorize the NAL to solicit and accept donations, with those funds exclusively designated for useby the NAL.

i.

Establish a Development Officer to enhance liaison with private foundations and individual donors.

j.

Planning and Evaluation Processes

Introduce a formal five-year review by external reviewers, including USDA personnel, to ensureprogress on long-range plans and customer service orientation, with a 100 percent turnover of themembership of that review group every 4-5 years.

a.

Implement a system to obtain ongoing input from all categories of customers (web, in-person, mail,telephone), and summarize the information in an annual report. These reports should include actionstaken in response to customer input and should be available to the public through the NAL website.

b.

Establish internal advisory groups from USDA agencies to provide feedback to NAL about itsproducts, services, and long-range plans.

c.

Results from the five-year reviews and all other feedback data should guide the long-range planningprocess. Long-range plans should be developed for a five-year period, with annual updates by theDirector and the proposed Board of Regents to ensure continued viability.

d.

Complete and implement a plan for a national digital library for agriculture (NDLA) that will be themain focus and long-term organizing principle for NAL and the national network of university andindustrial libraries.

e.

Establish liaisons within NAL who will act as market managers to track specified NAL customersegments for their needs and user satisfaction.

f.

Develop a plan for facilities management and improvements, including space requirements, as anintegral part of the long-range planning process.

g.

III.

Leadership

Provide leadership for and become the central hub of the world’s agriculture libraries to facilitatea.

IV.

Section 7


users’ access and use of agricultural information on a perpetual basis using a knowledgemanagement approach.

Continue to develop the NAL role in the preservation of digital publications-and-data initiative of theUSDA and in the National Digital Information Infrastructure and Preservation Program.

b.

Continue to take a leadership role in the development of national digital efforts to bring the wealth ofagriculture-related information and knowledge to U.S. citizens by using the most advancedtechnologies and by developing the most advanced and easily used expert online search systemavailable.

c.

Enhance contractual collaborative relationships with other governmental agencies andnon-governmental units to meet the NAL’s mission for collaborative collection development,preservation, and archival functions.

d.



Section 7






8. Implementing Recommendations

The Panel is forwarding the executive summary of this report and the full report with appendices to AnnVeneman, Secretary of Agriculture and to Joseph Jen, Under Secretary of Research, Education, and Economics. If the Secretary should decide that outside review of this report might serve her purposes, the following expertsare offered for her consideration:

Bob Dole, former U.S. Senate Majority Leader●

Bob Foster, former Congressional staff member.●

Eugene Garfield, Chair Emeritus, Institute for Scientific Information●

Suzanne Harris, Director, Human Nutrition Institute International Life Sciences Institute●

Richard Lucier, University Librarian, Dartmouth, and former University Librarian, California DigitalLibrary (University of California)

●

Clifford Lynch, Director, Coalition for Networked Information●

Anton Mangstl, Chief, Library and Systems Division, FAO, Rome●

Susan Nutter, North Carolina State University, Vice Provost and Library Director●

Jan Olson, retired Head of Mann Library, Cornell University●

Julia Peterson, retired CIO, Cargill●

Richard Rominger, former U.S. Deputy Secretary of Agriculture●

Jane Voichech Journal of Nutrition Education, Department of Nutritional Sciences, University ofWisconsin-Madison

●

Clayton Yeutter, 1990 U.S. Secretary of Agriculture●



Section 8






9. Members of the Panel:

Panel Members:

Dr. Larry N. Vanderhoef, Panel Chair, Chancellor, University of California, DavisDr. Martin A. Apple, President, Council of Scientific Society PresidentsDr.. K. Jane Coulter, Deputy Administrator, USDADr. William B. Delauder, President, Delaware State UniversityMr. Jay Hirschman, Director, Special Nutrition Staff, USDADr. Austin Hoover, Library Archivist, New Mexico State UniversityDr. Philip Hudson (deceased), Director, USDA Graduate SchoolMs. Barbara Hutchinson, Director, Arid Lands Information Center, University of ArizonaMs. Paula Kaufman, University Librarian, University of Illinois, Urbana-ChampaignMrs. Margrit B. Krewson, Society for German-American StudiesPearlie S. Reed, Chief, Natural Resources Conservation Service, USDAMr. Winston Tabb, Associate Librarian, Library of CongressMr. Robert Willard, Executive Director, National Commission on Libraries and Information Science

Consultants:

Dr. William Gray Potter, University Librarian, University of GeorgiaDr. Sarah E. Thomas, University Librarian, Cornell University

Staff:

Vincent P. Caccese, Instruction Librarian, University of California, DavisDr. Douglas Helms, Senior Historian, Natural Resources Conservation Service, USDADr. Susan McCarthy, Technical Information Specialist, National Agricultural Library


Section 9



Section 9





Go to Appendix AReturn to Contents

10. List of Appendices

Charge

A.

National Agricultural Library (1982 Recommendations–Status) March 5, 2001

B.

Milestones 1982 – 2000 National Agricultural Library, March 1, 2001

C.

NAL Review and Planning Agenda

D.

PL 101-624 in the "Food, Agriculture, Conservation and Trade Act of 1990" (sections relevant to NALstatutory status)

E.

Report by B & C subcommittee, in full

F.

User Survey questionnaires

G.

Library Operations: NLM and NIH Budget Analysis

H.

NAL, NLM and LC Budget Increases 1990-2001; 1991-2001

I.

User Survey Sample comments

J.

NAL Staff Survey Results - Slide Version - Text Version

K.

Technical Services Division Performance Indicators FY97-FY00

L.

NAL Materials Acquisitions 1992-2000

M.

Collection Size by Subject, 1993 and 1997

N.


O.

Section 10



P.


Q.

National Agricultural Library Budget Requests 1990-2001

R.

Chart 1, Percentage Change in the Budget for NLM's Division of Library Operations

S.

Chart 2, Division of Library Operations (LO) Budget as a Percentage of the Total NLM Budget

T.

Chart 3, NLM, Division of Library Operations (LO) and NAL Budget Comparison

U.

Library Services (NLM Div. LO)/NIH Library/NAL (table)

V.

NLM Long-Range Planning Process

W.

NAL Technology Plan 2000

X.

Report of Panel subcommittee to study long range planningY.

"Interagency Panel Survey Briefing Book October 25–27, 2000" – does not accompany this Report. August 2001

Go to Appendix AReturn to Contents


Section 10





Go to Appendix BReturn to Contents

Appendix A

Interagency Panel for Assessment ofthe National Agricultural Library

CHARGE

An Interagency Panel for Assessment of the National Agricultural Library (NAL) is hereby established. ThePanel is to review the activities of the National Agricultural Library in pursuit of its mandate to serve as the chiefagricultural information resource of the United States and to make recommendations to the Under Secretary,Research, Education, and Economics on NAL's management, staff, programs and operations. The NAL serves as a national library, one of the four U.S. national libraries, the library of the United StatesDepartment of Agriculture, and as a leader in international agricultural library and information resources, undervery different operational policies and programs. The panel is being asked to complete its work within twelve months with the issuance of a final report. The Panelmay not be extended beyond one year without special review and approval by the Deputy Secretary. August 2000

Go to Appendix BReturn to Contents


Appendix A

http://www.nal.usda.gov/assessment/AA.html [8/20/2002 7:57:56 AM]




Go to Appendix CReturn to Contents

Appendix B

The National Agricultural LibraryU.S. Department of Agriculture

1982 RECOMMENDATIONS STATUS

1) Public Awareness of NAL:

NAL should develop mechanisms to survey users� needscontinually and to establish priorities for services whichwould satisfy the most pressing needs.

NAL carried out a customer satisfaction survey in 1995(A copy is in the briefing book). NAL surveys customerssemiannually on turnaround times. NAL has firmly established its web presence, offeringvalue-added products as well as routine information suchas library hours, a directory of services, and staffdirectories via the library�s web site(http://www.nal.usda.gov). Prime examples are theAGRICOLA database and topic-specific resources madeavailable through NAL�s specialized informationcenters.

NAL must become more aggressive in making itscollections and services known, both to its end users inthe Department and to the cooperators and futureparticipants in the network. Listings in the servicessection of the USDA telephone directory; a special pagein the directory listing libraries with hours of service andtelephone numbers; an orientation or handout for newDepartmental employees; special information events;and additional participation in USDA programs are but afew examples of how this public awareness campaignmight be carried out.

The NAL has produced and distributed an array ofbrochures and public affairs materials to make itscollections, programs, and services known. The NAL also maintains an active schedule of tours,exhibits, and educational programs targeted to currentand potential new audiences. In addition, the NAL is known through its significantWorld Wide Web presence. The USDA home page doesnot link to the National Agricultural Library. The NAL is barely listed in the USDA and othertelephone directories. The NAL participates in new employee orientation forthe Agricultural Research Service. In 2001, the NAL is carrying out a program to inform

Appendix B

http://www.nal.usda.gov/assessment/AB.html (1 of 19) [8/20/2002 7:57:57 AM]


USDA headquarters employees of NAL programs andservices.

Films, video-tapes, and articles in agriculturally-relatedscientific and technical journals (especially publicationsof scientific societies) and the general press should serveto make NAL known as a national resource ofagricultural information.

NAL has produced several videotapes, CD-ROMs, andarticles in agriculturally related scientific and technicaljournals to publicize NAL collections, programs, andservices.

2) Mission:

Adoption by NAL of the mission statement in theExecutive Summary and on page 7 of the Findings andAnalysis section of this report. The National Agricultural Library (NAL) serves as theNation�s chief agricultural information resource. Itprovides agricultural information, products, and servicesto agencies of the USDA and to public and privateorganizations and individuals. The NAL coordinates anational network of public and private agriculturallibraries and information centers, especially withlibraries of the land-grant colleges and universities, andother state supported colleges and universities withagriculturally related programs, other publicorganizations, and industry and other private sectororganizations. The NAL ensures the acquisition, organization(including cataloging and indexing), management,preservation, accessibility, and diffusion of informationin all phases of the agricultural and applied sciences, asset forth in Title XIV of the Food and Agriculture Actsof 1977 and 1981. A significant part of this mission isthe development and coordination of a nationalagricultural science information network. The NALprovides leadership for the management of agriculturalinformation resources through products and services,including bibliographies, loans, photocopies,microforms, structured agricultural thesaurus,computerized data base repositories, indexing ofagricultural information, and personal reference andresearch services including on-line computerizedliterature searches. NAL works closely with otheragencies in the Department, coordinates closely with theNational Library of Medicine (NLM) and Library ofCongress (LC), and cooperates with other groups in boththe public and private sectors, to ensure that the resultsof research and other types of agricultural informationare rapidly disseminated to the ultimate user. NALpromotes the use of modern technology in support oflibrary and information activities.

In November 1990, Public Law 101�624�NOV. 28, 1990the "Food, Agriculture, Conservation, and Trade Act of1990" officially established the National AgriculturalLibrary "to serve as the primary agricultural informationresource of the United States." The NAL initiated a new strategic planning process In1993. In the first phase of this process NAL conductedenvironmental scans and restated its mission: The National Agricultural Library ensures and enhancesaccess to agricultural information for a better quality oflife. The National Agricultural Library: · Serves as a National Library of the United States and asthe Library of the U.S. Department of Agriculture. · Acquires, organizes, manages, preserves, and providesaccess to information and provides quality stewardshipof its unique collection. · Assists, trains, and educates people based onassessment of their information needs. · Provides leadership in information management. · Maximizes access to information through collaborativeefforts and utilization of technology. · Enhances global cooperation through internationalexchange of information and the provision of servicesand technical assistance.

Appendix B


The NAL provides leadership for U.S. participation ininternational agricultural library and informationsystems and in efforts to promote worldwide availabilityof agricultural information. In addition, the NAL servesas the Nation�s major source of agricultural informationreceived from and relayed to other countries, as theagricultural information liaison to internationalorganizations and organizations outside of the UnitedStates, and as the U.S. agricultural representative in thesetting of library and information standardsinternationally.

3) Departmental Placement:

General policy direction and guidance come from theOffice of the Secretary on the advice of the AdvisoryCouncil with operational and administrative supervisiondelegated to an operating arm of the Department.However, the Panel strongly recommends againstlocating NAL under the Administrative Managementarm (Assistant Secretary for Administration).

In 1982, the NAL had been newly reestablished as aseparate agency within USDA�s science and educationstructure. On the Panel�s recommendation, the Libraryquickly hired administrative and budget officers,transferred financial management and buildingmanagement back to NAL, and took other steps tobecome administratively self-sufficient. As part of aDecember 1994 USDA reorganization which reducedthe number of separate USDA agencies from 43 to 28,the NAL was merged into the USDA AgriculturalResearch Service, which provides policy direction andguidance, and operational and administrativesupervision.

4) Advisory Council:

The establishment of the National Agricultural LibraryAdvisory Council appointed by and reporting to theSecretary; that the Department prepare draft legislationto establish the Advisory Council.

1990 efforts to get language into the Farm Billestablishing an Advisory Council failed at the lastminute. In 1995, the NAL developed for USDA a 1995 FarmBill proposal to create an advisory council. USDA didnot send the proposal to the Congress.

That this Advisory Council advise the Secretary ongeneral matters of library and technical informationpolicy; that it conduct ongoing evaluations of NAL�sprograms and services, and prepare an annual reportwith recommendations, to the Secretary.

This element was incorporated into the 1990 and 1995proposals.

That the Council should consist of 10 membersappointed by the Secretary for a term of four years eachwith staggered terms for continuity, and additional exofficio members as indicated below.


Appendix B


That membership on the Council be equallyrepresentative of the library and information sciencecommunities, agricultural industry, andagriculturally-related associations and academia. Onemember should represent international concerns (e.g.,AID�s Agricultural Science).


That in addition to the 10 members, users of NAL berepresented by ex officio members including at least twoAdministrators of USDA agencies, rotating every yearand representing the social sciences, biological andphysical, research areas, and Extension and actionprogram agencies. Additional ex officio members shouldinclude: the President of an agriculture and alliedscience professional or association; b.the President ofthe National Academy of Science; c.a representative ofthe land-grant universities designated by Division ofagriculture, NASULGC; d.a representative of non-landgrant universities designated by Association ofUniversity Administrators of Agricultural Programs; ande.the Librarian of Congress. Ex officio members servewith voice, but no vote.


The Council members shall elect the chairman andvice-chairman; the Council shall meet at least once ayear or at the call of the Chairman.


5) Internal Organization and Staffing:

Consider reorganization which would separate libraryfunctions to support USDA from true national libraryfunctions. Major elements of the reorganization shouldinclude organizational units such as technical services,reading and reference services, bibliographic services,and specialized information services. Departmentalservices should be coordinated by a small staff in thespecialized information service division, which derivesits services and products from the national library.

The NAL reorganized between 1983 and 1984, based onproposals from Blue Ribbon Panel 1982. TheInformation Systems Division reorganized into twobranches, in 1986. The Technical Services Divisionreorganized into three branches, in December 1986. ThePublic Services Division reorganized into threebranches, in February 1987, and reorganized into twobranches in August 1998.

NAL should contract with a highly qualified outsideconsultant specializing in management analysis toreview and make recommendations regarding theworkflow within the Library. However, the NALmanagement should also recognize that, should itundertake to implement in full or in part therecommendations presented in this report, there wouldbe an impact on workflow which might alleviate, and insome cases eliminate, the current problem which resultsprimarily from strong internal disagreements.

Upon becoming NAL Director in 1983, Joe Howardrecruited a new management team and reorganized theNAL. This solved the workflow problem within theLibrary.

Appendix B


Increase staffing, with redirections when possible, by 50positions capable of improving technical, bibliographic,specialized information services, and networkdevelopment and coordination. This increase shouldoccur over a two year period.

Emphasize selection of staff competent to perform in anetworking and high technology environment. Highlevels of professional and technical knowledge and skillsare necessary if NAL is to participate fully incooperative programs at national and internationallevels.

All employees at the NAL use computers in their dailywork. Consequently, computer literacy is a key elementin hiring professional and support staff in NAL. Withincreased use of electronic information, NAL hasrecruited, trained, and retained staff with high levels ofprofessional and technical knowledge of informationtechnology and its applications to the work of theNational Agricultural Library.

Areas, such as translations, which require extensiveresources with uneven demands, should be consideredfor contracting. NAL has made extensive use ofcontracts and private sector capabilities and this shouldcontinue.

NAL, using PL480 funds, established and maintainedcontracts with two companies to provide translations offoreign language materials. As this funding source wasdepleted, NAL directed USDA employees to privatecompanies providing translations services. NAL doesnot endorse any company but does provide a list ofpotential vendors via the NAL Web site.

Increase ratio internally, of non-professional toprofessional staff, dependent on level of use of contractsin support of various functional areas.

Appendix B


The Food and Nutrition Information Center (FNIC)should be moved back into NAL, under a specializedinformation services division.

The Food and Nutrition Information Center wasre-incorporated into the Public Services Division ofNAL in November 1984. It is currently in theInformation Resources Services Branch with the otherNAL information centers.

6) Budget and Funding:

Increase budget by approximately $3 million over a twoyear period; this funding to be used to upgrade NAL�sbasic services and activities such as acquisitions,technical processing, improved library and informationservices, including interlibrary loans and computer basedservices, to their former level.

Provide additional resources for the development of anetwork to support regional and local informationservices and specialized centers of subject matterinformation at land-grant colleges and large agriculturalstations; and to raise use of technology to an acceptablelevel in support of the network and internal operations.

The NAL and representatives of land-grant universitylibraries formed the United States Agriculture Network(USAIN) in July of 1988. This network is comprised oflibraries and information centers in the fields ofagriculture and related sciences. Its mission is to providea forum for discussion of agricultural issues; to take aleadership role in the formation of a national informationpolicy as related to agriculture; to support the NationalAgricultural Library (NAL) on agricultural informationmatters; to promote cooperation and communicationamong its members, and with other organizations andindividuals. Under NAL leadership AgNIC was established in 1994by an alliance of agricultural organizations as adiscipline-specific, distributed network on the Internet.In 1995, NAL established the AgNIC Web site with acalendar of events and a database of agricultureresources. In 2000, AgNIC is a partnership of nearly 40agricultural information organizations operating anetwork of 28 subject-specific sites, with over 20additional subject sites expected by the end of 2001.

Appendix B


NAL should increase its user fees for interlibrary loansand photocopies by at least $2.00 per item. This shouldbe done stepwise while service and quality level is beingupgraded. (Current charges are $3.00 for the first 10pages and $2.00 for each additional 10 pages.)

Effective April 1, 2000 NAL increased the user fees forinterlibrary loans, including photocopies, microfiche andmicrofilm. In addition, NAL imposed a new user fee forborrowing original materials and for obtainingreproductive services from Special Collections. The feecharged by the National Technical Information Center toperform the collection of funds generated by billing isalso passed on to the customer for the 1st time. This newfee structure makes it cost effective to bill for serviceand brings NAL into line with the fees charged by theother major research libraries in the country.

NAL should increase the sale and lease charges for itsdata tapes. These increases should be implementedgradually over time, as the quality of indexing inAGRICOLA and the system which supports it is beingimproved. NAL should permit NTIS to make decisionsregarding prices for NAL products provided throughNTIS. Current year subscription is presently $720.00;back files from 1979 to date are $480.00.

NAL and NTIS have worked collaboratively to keeppace with the technology and to gradually increase thelease price of AGRICOLA to its present $3,000.

User fees for on-line data base searching should beincreased, as well as "per hit" charges. Current fees are$2.00 per connect hour for domestic users; $3.00 perconnect hour for foreign users.

Usage fees were changed from a connect-hour basis to acitations-retrieved basis.

Current Awareness Profile charges should be introducedand a charge instituted for citations "hits". Internally toUSDA, Agencies should continue to contribute a blockof funds to NAL to cover the cost of providing CALSservices to their staff.

CALS is now offered only to USDA agencies, whichreimburse NAL annually for costs incurred by their staff.The method of providing this current awareness servicehas also changed several times since 1982 to make useof new technologies and resources.

NAL should continue its practice of involving thecontractors and private sector organizations in carryingout its responsibilities of making information availableto the public. Particularly appropriate for review areindexing and processing, and translations.

NAL has had a document delivery contract in placesince 1971. About every 5 years increasingly complextasks have been added to the contract. As Federalstaffing levels have decreased, many of the taskspreviously performed by Federal employees were addedto the contract. In FY 1999 a contract was awarded to an8A company to provide staffing to NAL for specifickinds of work including librarians, technicians,computer assistance etc. This contract has been verysuccessful and allows NAL to quickly acquire staffing tocomplete specialized projects within the time framesrequired and funding allocated.

NAL should sell its specialized bibliographies and otherpublications, either through NTIS or directly. Chargesshould be consistent with those in USDA policies, andshould apply to all NAL publications.

NAL routinely makes its information products freelyavailable through the web. Resources which aresubstantial and justify alternative means of distributionare made available through NTIS (such as CD-ROMsand AGRICOLA database).

Appendix B


NAL should work with the Office of the GeneralCounsel and the Departmental Budget staff to establishthe necessary procedures and controls to permit use ofuser fees to offset the costs of carrying out programs andservices, and to permit use of gifts to support specialprojects and collections.

In November 1990, Public Law 101�624�NOV. 28, 1990,the "Food, Agriculture, Conservation, and Trade Act of1990" officially established the National AgriculturalLibrary "and amended Title 7 of the U.S. Code to: · authorize the NAL Director to sell Library productsand services "at such prices (not less than the estimatedtotal cost of disseminating the products and services) asthe Secretary may determine appropriate." · authorize the Secretary of Agriculture "to accept,receive, hold, and administer" ... "gifts, bequests, ordevises of real and personal property madeunconditionally for the benefit of the NationalAgricultural Library or for the carrying out of any of itsfunctions."

7) Policies:

The Panel recommends that NAL update its presentmission and policy statements.

The NAL restated its mission in 1993: The National Agricultural Library ensures and enhancesaccess to agricultural information for a better quality oflife. The National Agricultural Library: · Serves as a National Library of the United States and asthe Library of the U.S. Department of Agriculture. · Acquires, organizes, manages, preserves, and providesaccess to information and provides quality stewardshipof its unique collection. · Assists, trains, and educates people based onassessment of their information needs. · Provides leadership in information management. · Maximizes access to information through collaborativeefforts and utilization of technology. · Enhances global cooperation through internationalexchange of information and the provision of servicesand technical assistance. NAL was merged into USDA�s Agricultural ResearchService in December 1994, and has since followed ARSpolicies and procedures, which are updated often.

Appendix B


Policy statements not presently in place (e.g., nationalprograms) should be prepared and discussed with theNAL staff and users. NAL managers should see thatpolicies are implemented at all levels of theorganization.

The Library has done this continually since 1983.

Policies related to participation in internationalagricultural information activities such as AGRIS shouldbe developed and followed, consistent with internationalactivities of other U.S. libraries, especially the Library ofCongress and National Library of Medicine.

The NAL contributes approximately 50,000 newcitations to the AGRIS database each year AGRIS is theinternational information system for agricultural scienceand technology, coordinated by the U.N. Food andAgricultural Organization. NAL serves also as the U.S.node of the Agricultural Libraries� Network(AGLINET), another program coordinated by FAO,through which member libraries provide each other withpriority interlibrary loan and photo reproductionservices, usually without charge, and share bibliographicproducts to enhance location and referral services. NALis also part of several international initiatives closelyrelated to broader U.S. Department of Agricultureprograms, including programs in Central and EasternEurope and in Latin America and the Caribbean, andestablishment of the Egyptian National AgriculturalLibrary. NAL also offers in-service study and training inlibrary management and technology in cooperation withthe U.S. Agency for International Development(USAID), the USDA's Office of InternationalCooperation and Development, and other organizations.NAL has hosted individuals and study-groups fromvirtually every continent.

Policies governing cooperation with other libraries andagricultural organizations must be developed andimplemented.

In 1991 NAL joined the Library of Congress, theNational Library of Medicine and major U.S. academicresearch libraries in the National Cooperative CatalogingProgram, later the Program for Cooperative Cataloging(PCC). NAL has been an active participant in all thePCC programs and provided the chair for the PCCpolicy committee 1997-2000. NAL has adopted national cataloging policies andstandards, including the Anglo-American CataloguingRules, Library of Congress Subject Headings and theMARC formats for bibliographic, authority and holdingsdata. NAL participated in the development of joint collectingstatements with the National Library of Medicine andthe Library of Congress in the areas of food and humannutrition, biotechnology and veterinary science. Thesejoint statements, which describe the coverage of thenational collections, are intended to reduce redundantcollecting. The statements also describe the lendingpolicies of each of the national libraries.

Appendix B


Policies governing the development and use of anagricultural information network are essential to itssuccess and must be developed and implemented.

The National Agricultural Library and representatives ofland-grant university libraries formed the United StatesAgriculture Network (USAIN) in July 1988. Thisnetwork is comprised of libraries and informationcenters in the fields of agriculture and related sciences.Its mission is to provide a forum for discussion ofagricultural issues; to take a leadership role in theformation of a national information policy as related toagriculture; to support the NAL on agriculturalinformation matters; to promote cooperation andcommunication among its members and with otherorganizations and individuals.

Policies on the handling of requests should be requiredto permit handling of more requests in an expeditiousmanner (e.g., limit the time spent in locating items notidentifiable or readily available; permit use of OCLC forILL�s).

NAL has implemented a variety of policy changes whichhave reduced the handling of document delivery andinterlibrary loan requests. Most requests are processed in2 days. About 88% of requests are receivedelectronically. Use of the Internet vastly expands theuniverse of resources available to identify those itemswhich are considered to be "gray literature". NAL hasagreements and contracts in place with vendors whoprovide document delivery services on those itemswhich are outside of NAL�s scope or missing from thecollection.

Collecting policies should be updated to incorporatemany of the recommendations below.

The Collection Development Policy was completelyrevised in 1988. It is continuously updated by addenda,the latest one issued in 2000.

8) Collection and Processing:

NAL should be a national repository of all USDAtechnical information including data bases, completecollections of State and local data and reports, extensivecollections of foreign materials, and all other agricultureand related subject area information in any format ormedium. "Agriculture and related subject areas" isinterpreted broadly to include food, fiber, nutrition, andsocial science as well as biological and physical researchinformation in these areas. The repository should operatethrough distributed collections in centers ofspecialization accessible to all communities of usersthrough NAL cooperative arrangements. Data on itemsin the repository should be accessible throughAGRICOLA.

NAL collects all USDA technical publications.Databases are not collected comprehensively. USDApublications and databases are cataloged forAGRICOLA and some USDA publications are alsoanalyzed and indexed.

NAL should concentrate on updating its major referencecollection, filling gaps which have developed over thepast few years.

The implementation of an integrated librarymanagement system, VTLS, provided an automatedmeans to manage holdings, perform systematic claimingand fill identified gaps. NAL gives priority to fillinggaps for items indexed in AGRICOLA and forretrospective materials in core agriculture.

Appendix B


NAL should reflect the needs of its users in its collectionpolicy and attempt to erase the impression that it servesonly research.

The NAL collection is described as a research collectionusing the same criteria as for characterizing the NewYork Public Library as a research collection. In bothcases, research is describing the depth and breadth of thecollection, not the users. NAL attempts to serve theneeds of all of USDA, not just researchers.

NAL should extend its coverage of foreign materials tospecific areas and acquire these through exchangeagreements and purchases. NAL should continue tocooperate with the Library of Congress in its program ofacquiring foreign literature.

NAL makes extensive use of gift and exchangearrangements to acquire non-U.S. imprints, and is aparticipant in LC�s overseas acquisitions program.

NAL should be acquiring federal documents inmicroform when they are available. Acquisition ofdocuments in microform will not only insure theirpreservation, but will also save space and facilitate theirservicing and use in satisfying interlibrary loan requests.

NAL is a federal depository library and receivesmicrofilm of federal documents from GPO. GPOcataloging copy is added directly to NAL�s onlinecatalog for these materials.

9) Services and Programs:

NAL should, with outside advice, design a newcollection policy for manuscripts and unique printmaterial, develop a systematic staffing plan, and amethodology for making known these specialcollections.

NAL collection policy for manuscripts and uniquematerials spells out the types of materials which areappropriate for addition to the NAL collection. A criticalelement of this policy is the requirement for financialresources to process the collection contents. An exampleof the success of this policy is the USDA HistoryCollection, which was transferred to NAL in 1996 withfunding to organize the collection and put the finding aidon the web.

NAL should increase the number of publications towhich it gives minimal level cataloging, bothmonographs and serials considered to be of low researchvalue or expected to generate little demand.

NAL has implemented minimal level cataloging andindexing for materials considered to be of low researchvalue or not in demand for national level catalogingcopy.

NAL should continue to use cataloging records producedby the GPO for processing government documents andshould endeavor to accept GPO records with as littlechange as possible.

In the 1990s NAL began accepting GPO cataloging copyfor materials acquired by NAL as a GPO depositorylibrary.

NAL should adopt standards for bibliographic controlwhich will permit interchange of files and data bases andparticipation in national and international programs.NAL uses the MARC format, an international standardfor the interchange of cataloging data. NAL cannotafford to go it alone; it must determine an appropriateformat for its AGRICOLA and avoid frequent changes,making it more attractive to potential tape customers andto end users.

NAL has used the MARC format for AGRICOLA since1979, while the alternate format was discontinued in theearly 1980s. The MARC format and NAL�s applicationof it are both stable and commonly accepted.

Appendix B


NAL must establish guidelines and procedures forhandling requests to reduce turn around time and assurequality of the information provided.

NAL has implemented a variety of policy changes whichhave reduced the handling of document delivery andinterlibrary loan requests. Most requests are processed in2 days. 88% of requests are received electronically. Useof the Internet vastly expands the universe of resourcesavailable to identify those items which are considered"gray literature". NAL has agreements and contracts inplace with vendors who provide document deliveryservices on those items which are outside of NAL�sscope or missing from the collection.

NAL should provide a translation service throughstanding blanket order contract

NAL, using PL480 funds, established and maintainedcontracts with two companies to provide translations offoreign language materials. As this funding source wasdepleted, NAL directed USDA employees to privatecompanies providing translations services. NAL doesnot endorse any company but does provide a list ofpotential vendors via the NAL Web site.

NAL should continue working with the Library ofCongress to share foreign language expertise.

The NAL continues to work with the Library ofCongress on a variety of projects.

NAL should expand its AGRICOLA training program toother user communities to encourage use of this database. It should arrange for training in the use of otheragriculturally related data bases for USDA employees.

NAL managed an extensive training and user educationprogram for AGRICOLA until 1997 when the trainingprogram was de-emphasized and staff reallocated toother priorities.

NAL should provide umbrella contracts under whichUSDA employees would have direct access to outsidedata bases. NAL staff would continue to conductliterature searches from these data bases as requested bythe users.

The NAL has licensed a number of electronic resourcesfor use within the NAL building via its electronic mediacenter. Financial resources have not been sufficient tomake this center available on a large scale. The NALpolicy is that USDA agencies underwrite the sharedcosts of an "NAL Digital Desktop Library" to providedirect access to this information.

NAL must extend its hours of service to cover needs ofUSDA and outside users. It must also provide eveningand Saturday service if it is to perform as a true nationallibrary. Access to NAL�s catalog and data bases shouldbe available at least until midnight.

NAL�s web presence is accessible to the world 24/7.Prime resources, such as the NAL catalog, AGRICOLA,and specialized resources are always available.

NAL must strengthen its security control to prevent lossof valuable materials from the collection.

Actions have been taken over the years to improve thephysical security of the collections. In addition, NAL iscurrently planning the conversion of an office floor tosecured stack space for the Library�s most valuable andfragile materials. The current Security Task Force iscompleting the most recent review of security at NALand the Management Team will identify which of therecommendations can be implemented.

Appendix B


NAL should rely more heavily on contractor support toreduce turn around time for loan and photocopyrequests.

NAL has implemented a variety of policy changes whichhave reduced the handling of document delivery andinterlibrary loan requests. Most requests are processed in2 days. 88% of requests are received electronically.More than 77,000 items were delivered electronically inFY 2000 - vastly decreasing the amount of time it takesto get material into the hands of the patrons. NAL hasagreements and contracts in place with vendors whoprovide articles directly to USDA patrons for thoseitems which cannot be filled from the NAL collection.

NAL should extend its cooperative microfilmingprogram to other special collections of material andspecific subject areas.

NAL is the Land-grant Microfilm Depository, part of itsnational responsibility. In FY 1998 NAL acquiredoff-site storage space in Pennsylvania to house themasters of microfilm and microfiche created by theLand-grant Universities and deposited at NAL. NALsupports the writing of grants to obtain funds tomicrofilm agricultural documents. NAL is convertingseveral print titles to electronic format, the preferredmethod of preservation.

NAL should reduce turn around time on requests topermit the use of OCLC for interlibrary loan requests.

NAL has implemented a variety of policy changes whichhave reduced the handling of document delivery andinterlibrary loan requests. Most requests are processed in2 days. 88% of requests are received electronically withOCLC requests constituting approximately 26% of thoserequests.

NAL should serve as the Department�s interface with theNational Technical Information Service (NTIS).

NAL continues to be the major contact point betweenUSDA and NTIS, though diversified service offerings atNTIS mean that other USDA agencies may also havedirect contact with units within NTIS.

NAL should serve as channel for making USDA agencytechnical data bases available to the public whereappropriate and desirable, either through NTIS or othermeans.

NAL catalogs USDA electronic resources, includingdatabases, adds them to AGRICOLA and provides URLlinkages directly to the online databases for all userswith Internet access.

NAL should serve as a coordinator clearinghouse andlocator for information on USDA data bases,publications and other information media. Its data baseshould include data on formats, tape or filecharacteristics, subject coverage, contact point, dataelements, and years of coverage. It should preparecatalogs from this inventory of USDA information asappropriate.

Inventories have been attempted several times, but theadvent of Government Information Locator System(GILS) has supplanted separate NAL activities in thisregard.

Appendix B


NAL should cooperate with the Extension Service, otherUSDA agencies and other groups in both the public andprivate sectors in developing programs to supporteducational and teaching efforts such as local learningcenters and training in the use of agriculturalinformation.

Through participation in educational events, such asmeetings of the Future Farmers of America and others,NAL is actively pursuing its goal of delivery of qualityinformation to its youngest audience. More advanceinformation is disseminated through specializedinformation centers and targeted towards specific subjectareas such as food safety and animal welfare.

NAL should update its directory of agriculturalinformation sources and maintain this in an on-line database to facilitate operation of an agricultural informationclearinghouse and referral center. The clearinghousedata base should be available through AGRICOLA.

Much of this information is made available through theNAL Web site (http://www.nal.usda.gov). Other aspectsare covered through the Agriculture NetworkInformation Center (AgNIC), formed in 1994.

NAL must tighten its policy on circulating items andenforce the loan period to assure availability ofmaterials.

NAL has implemented a variety of policy changes whichhave reduced the handling of document delivery andinterlibrary loan requests. The loan period of 30 days isenforced, with follow-up and overdue notices sent atregular intervals. After NAL instituted delivery byFedEx of loaned materials, the loss rate dropped to 0%.In addition, NAL pays for the FedEx return of loanedmaterials from USDA employees - this allows them tokeep the materials until the day before they are due andhas almost eliminated the need for overdue notices.

NAL should continue the ALIN newsletter as a valuablemeans of communication with agricultural libraries,notifying them of published and in processbibliographies, books and new journals.

Though NAL recognized that ALIN provided a usefulchannel of communications on agricultural informationactivities, it ceased publishing ALIN with the December1997 edition due to NAL concerns about the quarterly�stimeliness and cost of production and distributionconsidering NAL�s flat budgets and reduced staff. NAL in 2001 is developing format and schedulealternatives to consider that will fill the gap left byALIN�s demise. We want to use existing technologies toproduce a timely new publication at less cost.

NAL should issue other key word lists of foreign serials,similar to those for Slavic and Chinese serials.

In 1988 NAL assisted in the publication of the WorldList of Poultry Journals and in 1992, NAL co-producedthe World List of Agricultural Serials on CD-ROM.New vendor products and distribution technologies havegreatly reduced the need for more special serial lists bylanguage or subject.

NAL should provide an "800" number for a messageservice to be used by librarians who need help fromNAL.

NAL is emphasizing electronic means of communicationwith its users. Around the clock availability of the weband always open e-mail facilitates better means ofaccessing NAL�s resources.

NAL should issue regional union lists of agriculturalserials (in microfiche to reduce costs), to aid incollection developments and improve interlibrary loanservice.

In 1988 NAL assisted in the publication of the WorldList of Poultry Journals and in 1992 NAL co-producedthe World List of Agricultural Serials on CD-ROM.

Appendix B



AGRICOLA NAL should immediately contract for a major systemsstudy of AGRICOLA. Top management must commit toa major overhaul of the system, applying the latesttechnology in software and computer equipment, as wellas high standards for input, format and vocabularycontrol. Since AGRICOLA is NAL�s major tool foraccess to worldwide agricultural information, it shouldbe given highest priority.

The AGRICOLA system has been studied, modified,upgraded, and replaced several times since 1982. NAL isconsidering a new system in 2001.

NAL should develop a thesaurus for AGRICOLA. Inline with NAL�s assuming a leadership role on both thenational and international levels, NAL should acceptAGROVOC, as is, as the thesaurus for AGRICOLA or,if this is not possible, to bring about the changesnecessary to AGROVOC to make it acceptable throughparticipation in pertinent international activities.

NAL adopted the CAB International thesaurus in 1985.

NAL should investigate with OCLC the possibility ofproducing AGRICOLA through that bibliographicutility. A record linking technique which accommodatesanalytical entries has been agreed upon and will bepublished shortly. NAL should negotiate with OCLCregarding implementation of the new technique on thatsystem and regarding subsequent input of analyticentries from AGRICOLA to OCLC.

The record-linking technique was included in theMARC format and adopted by NAL in 1984. Thisrecommendation was made before NAL implementedthe current integrated library management system whichprovide customized validation and input support thatwas not available on OCLC in the 1980s. As recently as1998, NAL discussed AGRICOLA requirements withOCLC and found that they could not support indexingwithout changes to the OCLC�s World Cat operations.

10) International Activities:

NAL should participate more actively in AGRIS and itsmany activities to assure U.S. influence on policydirection and program development.

The Food and Agriculture Organization (FAO) of theUnited Nations is a major international partner of NAL.FAO coordinates the AGRIS database (AGRIS is theinternational information system for agricultural scienceand technology). AGRIS is produced cooperativelythrough the efforts of 199 national centers, 20 regionalcenters, and 9 intergovernmental centers which assumeresponsibility for providing bibliographic control overthe agricultural publications produced within theirrespective countries. NAL contributes approximately50,000 new citations to the AGRIS database each year.

NAL should participate in, and spearhead if necessary,efforts to achieve international agreements on formats,divisions of responsibility, content of machine-readabledata bases pertaining to agriculture and distribution ofthese data bases. The long-range goal should be thecreation of an international machine-readableagricultural data base realized through cooperation. Thiscooperation should result in international standardswhich NAL, because of its influence on theirdevelopment, can accept.

NAL cooperates with FAO in building the AGRISdatabase. NAL Director Pam Andre chaired theAGRIS/CARIS steering committee overseeing theredesign of the system in 1988. In addition, NAL hasworked with CAB International to combine specialsubsets of AGRICOLA records for distribution ofCD-ROMs to South America (Agroambiente) andIntegrated Pest Management for Southeast Asia.

Appendix B


NAL should enhance its formal agreements to cover itsexchange and other programs with foreign governments.

NAL coordinates the USDA publication exchangeprogram, offering USDA publications in exchange forpublications of comparable value from foreigngovernments and institutions that would be difficult toacquire through regular channels. Currently, the NALinitiates and coordinates these exchanges with over5,000 partners from 118 countries worldwide. TheLibrary�s active publication exchange program accountsfor about 70% of all periodicals currently received.

In addition to exerting national leadership, NAL shouldplay a major role in the development and execution ofstandards and cooperative ventures at the internationallevel.

The NAL has been an active participant in the NationalInformation Standards Organization (NISO), as well as acollaborator with the U.N. Food and AgricultureOrganization (FAO) and others on internationalstandards development.

11) Use of Technology:

NAL should establish an Automated Systems Planningand Oversight Committee. The Committee shouldinclude four to six members representing all majoroperating units of NAL, including administration. Itshould be chaired by a high-ranking member from theDirector�s Office who would be fully knowledgeable oflibrary operations and all the information programssupported by the library and be recognized as speakingfor the Director on automated systems planning matters.Subject matter expertise in library operations,reproduction, computer technology, communications,information retrieval, etc., must be provided by aCommittee member or supporting task groups ortemporary members for specific projects.

NAL established a similar committee in 1983 to procurea new integrated library system and manage itsoperation. At this time, such functions are performed bythe NAL management team.

The Committee should develop a comprehensive list ofall information systems and programs operated by or forthe library in support of: Acquisition, Indexing, Circulation, Warehousing, SeriesControl, Card Catalogs, Collection, On-Line Retrieval,Reference, Profile Processing, Cataloging, Data Bases,Abstracting, Bibliographies

These actions are all part of the effort to obtain anintegrated library system, completed in 1987.

Appendix B


Establish a Technical Review Task Group of responsibleLibrary staff members to query other libraries andinformation centers about their use of current technologyand report back to the Oversight Committee.Additionally, it should use outside expertise todetermine the state-of-the-art of available technologies,and systems to support: On-line Input, On-line Search, Microform Storage andDistribution, On-line Cataloging, Library Network,Image Transmission, Video Disk, Optical Disk,Micro/Minicomputer, etc.


That the Oversight Committee recommend an overallsystem that would meet the current and future needs ofNAL. The selected overall system should provide thewidest possible flexibility for selecting specificequipment for the individual processes developed. ASystems Development Task Group should then beappointed to develop the details of the proposed system.Members of this Task Group should have expertise inthe technologies designed into the system. To the extentpossible, NAL staff members should be utilized, but, ifnecessary, additional help could be obtained from otheragencies, if available, or from a contractor.


Re-examine the decision which led to NAL obtainingprimary support from the Washington Computer Center(WCC). There is now general consensus that distributedsystems are preferable to complete reliance on a largemainframe computer. Costs of using a large centralfacility can no longer be justified.

NAL has gradually replaced its dependence on WCCand NITC mainframes with mini- and micro-computersystems of its own.

NAL should use existing state-of-the-art library andinformation systems applications and software wherepossible rather than independently design, develop andimplement new systems.

This is NAL�s approach.

12) Agricultural Information Network:

Appendix B


NAL must develop a formal plan for a nationalagricultural information network consistent withCongressional and Departmental intent and expresseduser interests. This network plan should incorporateparticipants, programs and services, andcommunications requirements. It should reflect a wellthought out approach to resource sharing among theparticipants, in terms of specialized collections, timelyprocessing of information and provision of services.Decentralized services points should be established toassure equality of access at the lowest possible cost toany participant or user of the network.

The NAL and representatives of land-grant universitylibraries formed the United States Agriculture Network(USAIN) in July of 1988. This network is comprised oflibraries and information centers in the fields ofagriculture and related sciences. Its mission is to providea forum for discussion of agricultural issues; to take aleadership role in the formation of a national informationpolicy as related to agriculture; to support the NationalAgricultural Library (NAL) on agricultural informationmatters; to promote cooperation and communicationamong its members, and with other organizations andindividuals. In 1995, NAL established the Agriculture NetworkInformation Center (AgNIC) (http://www.agnic.org), adiscipline-specific, distributed network on the Internet.AgNIC provides quality agricultural informationselected by a coalition involving the NationalAgricultural Library, Land-Grant Universities, and otherinstitutions. In 2000, AgNIC greeted five new members,bringing the partnership to nearly 40, and offered 28subject-specific sites, with over 20 additional subjectsites expected by the end of 2001.

NAL should assume leadership of a national program forthe acquisition, cataloging and indexing of agriculturalmaterials. NAL has not been represented at meetings ofthe American Library Association or at other forums fordiscussion and development of national standards andnational cooperative programs. Only through aggressiveparticipation in such activities can NAL attain thevisibility and stature necessary to influence thedevelopment of acceptable standards and promotecooperative efforts. NAL itself has much to gain throughstandardization and cooperation at the national level.

NAL�s Head of Acquisitions represents the library at thediscussion group of the Collection DevelopmentOfficers of Large Academic and Research Libraries atALA; the Associate Directors of Technical Services andPublic Services sit on similar round tables withcolleagues from the major US academic and researchlibraries. NAL is a voting member of the NationalInformation Standards Organization (NISO) and theFederal Libraries and Information Centers Committee(FLICC).

NAL should continue its current arrangements withOn-Line Computer Library Center (OCLC) and shouldcontinue working with OCLC management and staff toinsure the timely and widespread availability ofbibliographical data for agricultural materials. NAL�suse of OCLC not only makes its cataloging outputavailable to many other libraries throughout the country,it also affords NAL the means to take advantage of thebibliographical work produced by other institutions. Inshort, OCLC can serve as a very effective tool for anational cooperative cataloging program for agriculturalmaterials. NAL itself should be the nationalbibliographical center for publications in agriculture.However, one of its important functions as a leadershould be the establishment of programs for delegating

NAL continues to utilize OCLC as a central source ofbibliographic information for materials in its collectionas well as for partners in the National AgriculturalCooperative Cataloging Program (AGX). Libraries of 12land-grant institutions add cataloging records to OCLCwhich are downloaded to NAL and redistributed viaAGRICOLA. NAL was an active participant in OCLC�sInterCat project in 1995-1997 to create a large centraldatabase of Internet resources and continues it�sinvolvement in developing standards for cataloging Webresources through OCLC�s CORC project. Records ofmicrofilm masters for USAIN�s National Program forthe Preservation of Agricultural Literature are added toOCLC and to AGRICOLA for widespread distributionto other libraries. NAL Director Pam Andre is on the

Appendix B



to other centers for agricultural research, extension, andhigher education throughout the nation, responsibilityfor cataloging certain categories of agriculturalpublications.

OCLC Research Libraries Advisory Committee.

NAL should serve as a clearinghouse for agriculturalinformation anywhere. This will permit referrals tosources better prepared to provide responses to manyspecific requests.

NAL helped launch and serves as secretariat for theAgNIC initiative that functions as a gateway to centersof excellence in agricultural information. NAL�sinformation centers participate as AgNIC sites forproviding responses to information needs in theirrespective areas of expertise.

NAL should assume leadership in the development andcoordination of national cooperative programs for theacquisition of agricultural materials. While NAL shouldserve as the Library of last resort for agriculturalresearch materials not available elsewhere in thecountry, it should also undertake to delegate to othercenters responsibility for collecting certain categories ofagricultural publications. Similar efforts are alreadyunderway in the Research Libraries Group and theAssociation of Research Libraries. Just as they havecome to endorse sharing of bibliographical data, librarieshave come to realize rising costs and budgetaryconstraints necessitate their sharing responsibility for theacquisition and servicing of the publications as well.

NAL has coordinated cooperative programs to ensurethe identification and bibliographic control ofpublications from state extension offices and experimentstations. As these publications transition to electronicversions, NAL is working through AgNIC to developrapid and effective means of access to the full text ofstate publications.

Go to Appendix CReturn to Contents


Appendix B





Go to Appendix DReturn to Contents

Appendix C

Milestones 1982-2000

Legislative and Administrative 2

Collection Building 5

Agricultural Information Access 8

Bibliographic Services 15

Collection Development 17

Information Technology 10

Abraham Lincoln Building 22

National Agricultural LibraryU.S. Department of AgricultureAgricultural Research Service

March 1, 2001

Appendix C

http://www.nal.usda.gov/assessment/AC.html (1 of 16) [8/20/2002 7:57:58 AM]

Legislative and Administrative Milestones, 1982-2000National Agricultural Library

Aug. 1982 Interagency Panel for the Assessment of NAL (Blue Ribbon Panel 1982) report, Assessment ofthe National Agricultural Library-Final Report to the Secretary, is presented to Secretary ofAgriculture John Block.

June 1983 Joseph H. Howard named NAL Director, June 14, 1983 by USDA Assistant Secretary OrvilleG. Bentley.

1983-1984 NAL reorganizes based on changes proposed or endorsed by the Blue-Ribbon Panel 1982.

June 1986 NAL establishes a Visiting Scholar Program with Dr. Tony P. Mazzaccaro, a specialist inaquaculture and marine sciences, as the first participant.

Sep. 1986 NAL awards a contract to Virginia Tech Library Systems, Inc. to install an integrated librarysystem incorporating the latest computer technology and software in the Library over a 2-yearperiod. The award follows two years of assessing needs, evaluating proposals, and testingpotential systems, and carries out Blue Ribbon Panel 1982 recommendations to acquire aturnkey system.

July 1987 NAL joins APHIS and ARS in signing an Interagency Agreement with the Food and DrugAdministration (FDA) to cooperate in sharing information of mutual interest.

July 1988 NAL and the land-grant libraries establish the United States Agriculture Information Network(USAIN), a network of libraries and information centers in agriculture and related subjects, andelects officers at the first meeting.

Sep. 1988 NAL and the National Association of State Universities and Land-Grant Colleges (NASULGC)renew their commitments to cooperate to advance the ways in which agricultural libraries canimprove services to researchers, educators, students, farmers, and ranchers.

1990 NAL Director Joseph H. Howard elected President of the International Association ofAgricultural Librarians and Documentalists ( IAALD) at its meeting in Budapest, Hungary.

Nov. 1990 NAL is officially established by Public Law 101-624-NOV. 28, 1990, the "Food, Agriculture,Conservation, and Trade Act of 1990" as "the National Agricultural Library to serve as theprimary agricultural information resource of the United States"-the wording for the NALMission as recommended by Blue Ribbon Panel 1982.

March 1991 NAL and ARS sign a letter of understanding March 20, in which NAL agrees to "overseedevelopment of a coordinated network of information services, programs and products for ARSresearchers."

Appendix C


Nov. 1991 NAL sponsors and hosts the 1st U.S./Central European Agricultural Library Roundtable (The8th Roundtable is scheduled for May 2001.) at NAL, under the theme Information Transfer in aGlobal Economy: Forging New Connections, in cooperation with USDA's Office ofInternational Cooperation and Development (OICD) and the NAL Associates. Libraries withnational agricultural responsibilities of Bulgaria, Czechoslovakia, Hungary, Poland, Romania,and Yugoslavia participated. Participants created and signed a 5-year program of cooperation.

Nov. 1992 NAL cosponsors Plant Genome I, an international conference, November 9-11, at San Diego,CA. Other cosponsors include ARS, Japan's National Institute of Agrobiological Resources, theU.K.'s John Innes Centre, the Rockefeller Foundation, and the publication Agro-Food Industryhi-tech.

Feb. 1993 NAL initiates a strategic planning process and holds a half-day orientation meeting on strategicplanning for all staff under the technical guidance of the Office of Management Studies of theAssociation of Research Libraries.

1993 NAL takes responsibility for an interagency pilot project to implement options for improvingthe Global Change Master Directory for the agencies participating in the U.S. Global ChangeResearch Program (USGCRP).

1993 NAL hosts its first Cochran Fellows.

Jan. 1994 NAL and the Inter-American Development Bank, in cooperation with IAALD, the AssociatesNAL, USAIN, and USDA's Office of International Cooperation and Development, hostrepresentatives of agricultural organizations in Latin American and Caribbean countries,January 24-28, for an intensive Inter-American Planning Workshop for [Agricultural]Information Transfer and Networking.

Sep. 1994 NAL publishes its Mission, Values, Vision statements as part of the Library's strategic planningprocess.

Nov. 1994 Pamela Q. J. André becomes Director of NAL, effective November 14.

Dec. 1994 As part of a department-wide USDA reorganization which reduced from 43 to 28 the number ofUSDA agencies, NAL is merged with the Agricultural Research Service, which in turn is partof the USDA Research, Education, and Economics Mission Area.

Jan. 1995 NAL Director Pamela Q. J. André elected to the IAALD Board of Directors.

July 1995 NAL meets with library directors from 8 land-grant universities to plan actions to revitalize therelationship between NAL and the land-grant libraries. Participants discuss collections,services, preservation, international programs, electronic information initiative, and otherinterests.

Aug. 1995 NAL's customer service team reports on the customer surveys distributed in the Spring; NAL israted favorably by its customers.

Oct. 1995 NAL achieves its 100th Anniversary as a government documents Federal Depository Libraryand is honored with a commemorative plaque by the Government Printing Office.

Appendix C


1996 NAL publishes 3 Key Result Areas and 11 Goals developed in the second phase of its strategicplanning process. The third phase will be the development of operational plans within thelibrary's divisions.

Sep. 1996 NAL Director Pamela Q.J. André, participates in the opening of the Egyptian NationalAgricultural Library in Cairo, Egypt, September 6, after a decade of NAL assistance andcooperation.

April 2000 NAL holds a symposium, Who Will Pay for On-Farm Environmental Improvements in the 21stCentury?; a luncheon honoring Deputy Secretary of Agriculture Richard Rominger; and apublic ceremony and reception officially dedicating the newly renovated 1st Floor.

Aug. 2000 USDA establishes an Interagency Panel for Assessment of the National Agricultural Library("A Blue Ribbon Panel 2000") to study the NAL and its services and make recommendationsfor the future.

Collection Building Milestones, 1982-2000National Agricultural Library

March 1984 NAL works with the Council on Botanical and Horticultural Libraries to develop acomprehensive list of nursery and seed companies, nurserymen, historical societies, museumsand libraries to locate both old and current collections of nursery and seed catalogs.

April 1984 NAL completes processing of two special extension collections donated by the ExtensionService--dissertations, theses, and Federal and State extension publications-and the StateCooperative Extension Services of the Northeast Region-State extension publications from theRutgers collection. With help of extension personnel and a contract with ZimmermanAssociates of Falls Church, VA, nearly 5,900 titles were cataloged and input to OCLC between1981 and 1983 of which 85% were new to the NAL collection. An additional 3,500 minimumlevel cataloging records were processed into OCLC of which 82% were original.

1984 NAL acquires entire microfiche collection of the Virginia Institute of Marine Science (VIMS)as part of a cooperative indexing agreement between NAL and VIMS. The bibliographicdatabase, AQUACULTURE, has been online with DIALOG since 1980.

1984 NAL cooperates with the Forest Service through an interagency agreement in the developmentof FS INFO, an online network of field libraries and a bibliographic database supportingforestry.

Jan. 1985 An agreement between NAL and the Aquatic Sciences and Fisheries Information System(ASFIS) on the coverage of aquaculture in AGRICOLA and ASFIS and products including theASFA Aquaculture Abstracts becomes effective.

June 1985 The Feed Composition Data Bank (FCDB) of the International Feedstuffs Institute (IFI)transfers from Utah State University to NAL. Transfer of the data bank is completed inSeptember 1985.

Appendix C


Sep. 1985 NAL offers access to the National Pesticide Information Retrieval System (NPIRS) whichincludes data on about 50,000 products registered by the EPA. NPIRS was developed at PurdueUniversity through a cooperative agreement with the USDA.

Sep. 1985 NAL and the Forest Service sign an interagency agreement September 30 transferring theForest Service's historic photo collection to the National Agricultural Library. The head of theForest Service photo library transferred to NAL with the collection. The agreement provides fora 3- year pilot study in which NAL will develop procedures and systems for handling andresearching collections of visual materials.

Dec. 1985 NAL receives a significant and comprehensive collection of materials on Agent Orange, theherbicide from the Veteran's Administration Library. About 2/3 of the collection relates to theeffects of Agent Orange on plants and animals. It complements NAL's extensive holdings onherbicide research and includes monographs, newspaper and journal articles and reprints,technical reports, hearings testimony, audiovisuals, and a manual indexing system. NAL isseeking funds to catalog and index the materials for input into AGRICOLA.

Jan. 1986 Feed Composition Data Bank is operational at NAL.

April 1987 NAL accepts the transfer of the Pomological Watercolors Collection from the U.S. NationalArboretum at its dedication of the Special Collections Reading Room on April 16.

1988-1989 NAL accepts transfer from the U.S. National Arboretum of the documentary photographcollection of more than 100,000 images from the Foreign Seed and Plant Introduction Service.The collection contains photographs from all over the world by renowned plant explorers andcollectors, including David Fairchild, Frank N. Meyer, P. Howard Dorsett, Albert SpearHitchcock.

May 1989 NAL and Massachusetts Institute of Technology (MIT) agree to procedures to includeappropriate MIT dissertations in AGRICOLA.

April 1991 NAL accepts a bronze bust of Gifford Pinchot, first chief of the U.S. Forest Service; thelife-size bust was sculpted by Rudolph Wendelin, and presented by the Pinchot Institute forConservation. Dr. William Klein, President of the Pinchot Institute, made the presentation.

1991 NAL accepts the archives of the American Agricultural Economics Association.

Aug. 1993 NAL discovers 11 agriculturally-related letters to and from Thomas Jefferson, including 3original Jefferson letters, in a file being examined by ERS historian Anne Effland, and creates anationwide flurry of interest with the announcement.

1993 NAL adds to its collection the 17-disc Compact International Agricultural Research Library:Basic Retrospective Set 1962-1986 (CIARL BRS), produced by CGIAR and the World Bankwith NAL participation; it contains 1,350 titles (more than 190,000 pages) and over 50,000graphic images.

1997 NAL receives the USDA History Collection from the former Agricultural and Rural HistorySection of USDA's Economic Research Service; NAL assigned a full-time archivist and severalpart-time graduate students to process and organize the collection and establish a USDAHistory Collection Web site.

Appendix C


1998 NAL signs an agreement with the Biblioteca Central Magna (BCM) of the AutonomousUniversity of Nuevo Leon (UANL), Mexico, to cooperate in enhancing access to agriculturaland related information; both have been exchanging information and working together toimprove services on an informal basis since 1996.

Agricultural Information Access Milestones, 1982-2000National Agricultural Library

July 1983 NAL creates a new regional document delivery systems region covering Michigan, Ohio,Pennsylvania, New York, with the Mann Library at Cornell serving as coordinator.

1984 NAL contracts with Bibliographic Retrieval Service (BRS) in Latham, NY, to develop a pilotprototype full-text database containing the entire content of the Pork Industry Handbook, thefirst full-text database produced by NAL. The final products, an online computer versionsearchable through BRS or a laser videodisc for use on a microcomputer, are available insummer 1985. Purdue University coordinates evaluation of the disc and database.

Dec. 1984 Secretary of Agriculture John R. Block signs an agreement under which NAL will receive fundsfrom the American Florists Endowment (AFE) to be used to disseminate information onfloriculture to growers, wholesalers, and retailers in the floriculture industry; NAL receives aninitial sum of $30,000; in addition AFE presents $10,000 to the Associates of NAL, Inc., toenhance access to floriculture literature.

1986-1987 NAL inaugurates its National Agricultural Text Digitizing Project (NATDP). NAL assembles apanel of land-grant library directors to evaluate the system, September 12, 1986. Subsequentcooperative agreements determine the operation of the project. By spring 1987, NAL and 41land-grant libraries are participants in the project.

1987 NAL and University of Maryland Center for Instructional Development and Education, under acooperative agreement, begin production and filming for an interactive laser videodisc trainingcourse for searching the AGRICOLA database; the course is to be known as AGRICOLearn.

Oct. 1987 NAL officially unveils its Forest Service Photographs Videodisc with a ceremony anddemonstration at USDA's Williamsburg Room on October 20. At the same event a project tocreate a laser videodisc containing historical and archival photos from USDA agencies isproposed. The official USDA photographs collection maintained by the Office of Informationare to be included.

1987 NAL and CAB International cooperate in the preparation of a World List of AgriculturalSerials.

April 1988 NAL begins participation in the Association of Research Libraries (ARL) preservation planningprogram, a self-study consulting program assessing the Library's preservation practices andneeds. The preservation study was completed in 1989.

1988 NAL introduces ALF: Agricultural Library Forum, its micro-computer-based, dial-in, electronicbulletin board system for exchanging and disseminating agricultural information.

Appendix C


Sep. 1988 NAL provides self-service searching of CD-ROM products at both the Library's main locationin Beltsville and the Library's DC Reference Center.

Sep. 1988 NAL expands its interlibrary loan services, previously expanded in September 1987, to includereceipt of requests via TWX/TELEX, telefacsimile (i.e., fax.). NAL also receives requestsforwarded from NLM via DOCLINE.

March 1989 NAL distributes Aquaculture I, the first National Agricultural Text Digitizing Project (NATDP)CD-ROM, which contains the text and page images of 62 aquaculture reference publications, tothe 44 land-grant libraries participating in the project.

Fall 1989 NAL and the Consultative Group on International Agricultural Research (CGIAR) releaseFood, Agriculture, and Science, the first multi-lingual, agricultural research CD-ROM in aseries that will include 6,000 titles.

Jan. 1990 NAL announces at ALA Mid-Winter in Chicago that the NATDP CGIAR CD-ROM is beingevaluated, the Acid Rain 3-disc CD-ROM has been mastered and will be distributed in March,and the Agent Orange CD-ROM will be distributed for evaluation in April.

March 1990 NAL and the Extension Service announce completion of their joint National CD-ROMSampler: An Extension Reference Library; it contains more than 12,000 documents (over50,000 pages), 1,500 graphics, 50 computer programs, and 14 minutes of audio.

April 1990 NAL executes a cooperative agreement with Mann Library at Cornell University to participatein the Core Agricultural Literature Project and contributes $15,000 for work on the AgriculturalEngineering volume.

1990 NAL issues REGIS II, the second generation of a computerized information project on Africanaquaculture.

Oct. 1990 NAL and USDA's Office of Governmental and Public Affairs complete and issue thePhotographic Collection of the United States Department of Agriculture laser videodisc.

Oct. 1990 NAL distributes the Agent Orange CD-ROM to land-grant libraries participating in theNATDP, October 19.

Jan. 1991 NAL announces that the third phase of the NATDP, transmitting digital images over theINTERNET, has produced images "markedly superior to facsimile transmissions."

April 1991 NAL announces the National CD-ROM Sampler: An Extension Reference Library, completedin March 1990, is available for sale from Virginia Tech, one of the partners in the project.

June 1991 NAL completes mastering of the Food Irradiation CD-ROM as part of the NATDP.

Aug. 1991 NAL publishes a Global Change Information Packet, containing reprints of articles supportingand rejecting the global change concern, bibliographies, a guide to information sources, adirectory of global climate change organizations, and other materials.

Appendix C


Aug. 1991 NAL cooperates with the U.S. Environmental Protection Agency (EPA) and the ExtensionService to develop a comprehensive bibliography for use in pesticide applicator training (PAT);the program produces 2 products: PEST (Pesticide Education, Safety, and Training), ahypermedia database, and Pesticide Applicator Training Materials: A Bibliography.

Sep. 1991 NAL demonstrates Plant It! CD: A Multimedia CD-ROM on Ornamental Horticulture at theIAALD Symposium at NAL.

Sep. 1991 NAL publishes A Preservation Plan for the National Agricultural Library, an outgrowth andreport of the NAL preservation study begun in 1989.

Oct. 1991 NAL and the NATDP announce the availability of the Food Irradiation CD-ROM.

1992 NAL in cooperation with the University of Florida Institute for Food and Agricultural Sciencesand the Michigan State University Cooperative Extension Service releases the Plant It! CD,covering nearly 1,000 plants.

1992 NAL and the NATDP release the CD-ROM containing the Agronomy Journal, Volumes 1-16,1907-1924, produced with the assistance of the American Society of Agronomy.

Nov. 1992 NAL and NATDP issue the final report of the NATDP pilot-project produced by Iowa StateUniversity to a limited audience.

Dec. 1992 NAL launches an electronic information initiative to research, plan, and implement a systematicprogram of managing data in electronic form.

Jan. 1993 NAL establishes RDDS-L, a listserv for the Regional Document Delivery System, maintainedat Mann Library, Cornell University.

1993 NAL and NATDP have created a multi-media database containing full text, images, and soundwhich resides on a NeXT workstation. Using InfoStation software developed by VTLS, thedatabase is linked to ISIS to provide users access to full text, images, and sound enhancementsof publications for which the bibliographic information is in ISIS.

1993 NAL and NATDP complete and distribute the George Washington Carver Papers CD-ROMcontaining microfilm reels 1, 2, and 48 of a 67-reel set on Dr. Carver from Tuskegee University,along with the full text of the Guide to the Microfilm Edition.

1993 NAL and NATDP complete and distribute the revised version of the Food Irradiation 1CD-ROM with page images in a standard format, enhanced bibliographic records, 94non-copyrighted publications (over 51,000 pages) as the first part of a large collection donatedto NAL that will be placed on CD-ROM over the next 2 years.

Fall 1993 NAL and NATDP announce the availability of the final report of the NATDP pilot projectissued with limited distribution in November 1992.

Appendix C


Nov. 1993 NAL's Electronic Initiative Steering Committee completes its report Phase I Final Report, TheElectronic Information Initiative: A Key Success Factor in the NAL Strategic Plan; Phase Iconsisted of an examination of the issues associated with the library's ability to manageelectronically created and stored information; subcommittees were charged with providingrecommendations for changing policies and procedures related to the acquisition, processing,access, dissemination, collection maintenance, and preservation of electronic journals, media,databases, and others.

1993 NAL and NATDP announce and distribute the Aquaculture II CD-ROM, also called "Aqua2."

Feb. 1994 NAL announces that beginning January 1, 1995, electronic information becomes the preferredmedium for library materials and services, a goal set in the Library's just-completed ElectronicInformation Initiative, Phase I, part of its strategic planning.

1994 NAL makes the Plant Genome Database of USDA available over the Internet; it contains datafor important crop species including maize, soybean, small grains (wheat, barley, oats), rice,and tomato, and for Arabidopsis, an organism that has served as a model for plant geneticresearch; gopher and FTP forms of the database are also accessible.

1994 NAL and the NATDP in cooperation with the American Society of Agronomy publish the 2nd

CD-ROM in the series: Agronomy Journal, Volumes 17-22 (1925-1930).

1994 NAL makes available a sample database of global change information over the Internet; it is apilot project of the Global Change Data and Information System by the USGCRP.

Dec. 1995 NAL in collaboration with several land-grant universities and USDA/REE agencies establishesa pilot AgNIC Home Page on the Internet.

1996 NAL and NATDP make available Food Irradiation 2, a CD-ROM containing 11,000 pages ofgovernment research from the 1950s and 60s.

1996 NAL joins with 30 other ARL libraries in the Latin Americanist Research Resources PilotProject and is participating in the serials portion of the pilot project by agreeing to maintainsubscription responsibility for selected serials, providing contents information for the serials tothe University of Texas Latin American Network Information Center (UT-LANIC) database,and expediting document delivery for this material at no cost to project participants.

1996 NAL and 9 land-grant libraries join in the first phase of the USAIN National PreservationProgram for Agricultural Literature; the first phase, funded by an $850,000 grant from theNational Endowment for the Humanities, will identify and preserve historical literature aboutagricultural development and rural life covering 1820 to 1945.

1996 NAL announces that AgNIC now includes a directory entitled: Directories of Experts inAgriculture which includes hypertext links to 21 directories.

Sep. 1996 NAL discontinues its electronic bulletin board system, ALF, on September 30, as it wasovertaken by events.

Appendix C


1996 NAL puts the Data Base of the Occurrence and Distribution of Pesticides in Chesapeake Bay onthe AgNIC web site. It joins the following 5 components of the web site: AgDB; AGRICOLASubject Category Codes; Agricultural Conferences, Meetings, Seminars Calendar; Directoriesof Experts in Agriculture; and the Online Reference Service Pilot Project.

1997 NAL's Animal Welfare Information Center and the U.S. Department of Health and HumanServices produce the Compendium of Animal REsources (CARE) CD-ROM, containing morethan 160 documents related to animal care and use. The CD-ROM is prepared through and forsale by the Government Printing Office.

1997 NAL develops its Electronic Media Center (EMC) from prior software and technologydemonstration centers, expanding the number of resources and databases available to users inthe Library in Beltsville, the DC Reference Center, and to ARS staff on their desktopcomputers.

1997 NAL and NATDP release the 3rd CD-ROM in a series: Agronomy Journal Volumes 23-28(1931-1936); and the 1st CD-ROM in a series: American Journal of Agricultural Economics.

1998 NAL expands electronic document delivery, partly by providing Ariel software and technicalsupport to over 20 USDA regional offices and the libraries of the 1890 Land-Grant Universitiesand Tuskegee University.

July 1998 NAL begins to move its collection of microform masters, including those of the land-grantcooperative microfilming projects for which NAL is the depository, to the IronMountain-National Underground Storage site in Boyers, Pennsylvania, where the storageenvironment and services meet national preservation standards.

1998 NAL completes a draft Preservation Plan.

Jan. 1999 NAL and the National Institutes of Health (NIH) launch the International BibliographicInformation on Dietary Supplements (IBIDS), Internet site and database, containing over350,000 citations to scientific literature from 1986 to the present derived from AGRICOLA,AGRIS International, and MEDLINE, on January 6.

1999 NAL expands the USDA History Collection web page, in the 3rd year of the project to organizethe collection and make it accessible; NAL also began to preserve some of the brittle anddeteriorating documents.

1999 NAL begins the 2nd phase of its project to establish a national microfilm archive for significantnational, state, and local agricultural literature at the Iron Mountain-National UndergroundStorage site in Boyers, Pennsylvania.

1999 NAL's CALS begins to use Current Contents® and to offer to ARS web-based access toCurrent Contents Connect® in response to recommendations of the ARS-wide ResearchInformation Needs Action Team.

2000 NAL completes preservation digitization of the Journal of Agricultural Research.

Aug. 2000 NAL and the AgNIC Alliance release new system architecture with new searching andthesaurus features.

Appendix C


2000 NAL puts into place a new and increased fee structure for document delivery. NAL and NTIScomplete a fee-based billing service agreement under which NTIS will process NAL's patronbilling.

Nov. 2000 NAL is selected to participate in the Preservation Environment Monitor Field Trial of the ImagePermanence Institute; the program will provide systematic monitoring of environmentalconditions in the Library to guide preservation and collection management.

Bibliographic Services Milestones, 1982-2000National Agricultural Library

Jan. 1984 NAL begins cooperative indexing program with the Arid Lands Information Center at theUniversity of Arizona, beginning with 90 journal titles (expanded to 180 titles by September1986).

1984 After dropping out of the Cooperative Online Serials (CONSER) project for several yearsbecause of lack of funds, NAL resumes its national role in serials processing, rejoiningCONSER and joining the Name Authority Cooperation (NACO). Thereby, becoming theNation's authority for establishing and verifying the names of agricultural organizationsappearing in library catalogs, and taking national responsibility for the coordination and qualitycontrol of information about current agricultural serials.

1984 NAL selects CAB Thesaurus as a controlled vocabulary for agriculture. The CAB Thesaurusterms were included in AGRICOLA indexing records beginning with the January 1985 saletape.

1984 NAL initiates the NAL/Land-Grant University State agricultural publications program throughwhich the land-grant libraries acquire State Agricultural Experiment Station and ExtensionService publications, process them, provide copies to NAL, provide full-level catalogingrecords to NAL, and provide document delivery services from their copies.

Sep. 1985 NAL links directly with the LC database MUMS (Multiple Use MARC System), NACO (NameAuthority Cooperative Project), and CONSER (Conversion of Serials Project) by threeComterm terminals installed in the Cataloging Branch, speeding up and improving accuracy ofprocessing.

March 1986 NAL's journal evaluation committee, formed in 1985, completes its review of journals indexedby NAL and cooperators, to recommend journals for coverage in AGRICOLA. NAL decides tofocus on U.S. publications and publications not indexed elsewhere, and to avoid overlap withAGRIS and other indexing services.

Sep. 1986 NAL awards a contract to Virginia Tech Library Systems, Inc. to install an integrated librarysystem incorporating the latest computer technology and software in the Library over a 2-yearperiod. The award follows two years of assessing needs, evaluating proposals, and testingpotential systems, and carries out Blue Ribbon Panel 1982 recommendations to acquire aturnkey system.

Appendix C


Jan. 1987 NAL's AGRICOLA database is offered on compact disc by SilverPlatter Information Servicesin a non-exclusive agreement with the Library; it is first demonstrated at the ALA Midwinterconference in Chicago.

May 1989 NAL, CAB International (CABI), and the Consultative Group on International AgriculturalResearch (CGIAR) representatives meet at NAL to discuss and propose the establishment of aUniversal Agricultural Thesaurus, merging the best features of AGROVOC and the CABThesaurus and others.

1992 NAL releases the World List of Agricultural Serials (WLAS) computer database on CD-ROMby SilverPlatter International, Inc.; it contain records for over 56,000 titles and annotationsindicating where each title is indexed and other information.

1993 NAL is selected to participate in the Library of Congress's national coordinated catalogingprogram.

July 1993 NAL celebrates its 3,000,000th AGRICOLA Record on July 12 with a program and receptionfor NAL staff, USDA and other guests. Associates NAL presented a plaque commemorating theoccasion to the Library.

July 1993 NAL, CABI, the United Nations Food and Agriculture Organization, the German Centre forDocumentation and Information in Agriculture (ZADI), and other international organizationrepresentatives met in Bonn, Germany, July 15-16, to sign the classification scheme for theUnified Agricultural Thesaurus (UAT).

Oct. 1994 NAL participates in the InterCat Project of OCLC, a national effort to enhance access toInternet resources by improving bibliographic control of this material.

Fall 1994 NAL contracts with Library Systems & Services, Inc. (LSSI) for a 5-year retrospectiveconversion project in which more than 198,000 paper-based catalog records will be convertedinto machine-readable form.

1998 NAL completes the 5-year project of retrospective conversion of paper-based catalog recordsfor monographs; NAL will retain the pre-1965 card catalog, which is moved to the stacks inpreparation for renovation of the 1st Floor in October.

2000 NAL creates a journal evaluation panel to review journals to be indexed in accordance withrevised criteria; it will meet 3 to 4 times per year.

June 1999 NAL receives the Oberly Award for Bibliography in the Agricultural Sciences "for continuousand improved publication of AGRICOLA, the leading bibliographic source for agriculture."

Collection Development Milestones, 1982-2000National Agricultural Library

Appendix C


1984 NAL initiates the NAL/Land-Grant University State Agricultural Publications Program throughwhich the land-grant libraries acquire state agricultural, experiment station, and extensionservice publications, process them, provide copies to NAL, provide full-level cataloging recordsto NAL, and provide document delivery services from their copies. (AGRICOLA)

1984-1985 NAL and the National Library of Medicine (NLM) agree on veterinary science collectionresponsibilities of the two libraries.

Feb. 1986 NAL revises its collection development policy to incorporate the acquisition ofmachine-readable data files and microcomputer software for agriculturally-related subjects,including general purpose software with agricultural applications. This new policy is based on ayear of experience in which FNIC gained recognition as a national center for food and nutritionmicrocomputer software.

1987 NAL and the National Library of Medicine (NLM) publish a cooperative collectiondevelopment agreement in the area of human nutrition and related subjects, including collectionlevels for each institution in 26 subcategories.

1988 NAL begins a systematic multi-year effort to verify the status of all exchange arrangementswhich had increased to over 8,000 during the previous decade. NAL has always depended upona very active program of gifts and exchanges to augment the collection and ensure thatdifficult-to-acquire publications from international sources were secured for the nationalcollection.

Sep. 1988 NAL publishes a complete revision of its collection development policy which defined thescope and coverage of agricultural subjects in the national collection in terms of the Library ofCongress (LC) subject classification. The policy has been updated through issuance of addendawith new guidelines for collecting CD-ROMs, computer software, and Internet resources.

Dec. 1988 NAL and NLM meet to develop cooperation in the area of biotechnology.

Oct. 1989 NAL, NLM, and LC issue their Biotechnology: Joint Collection Development Policy Statement.

1996 NAL, NLM, and LC complete an update of the joint collection development policy for coverageof veterinary science and related subjects; NAL publishes the complete statement and relatedcollection development materials on its Web site.

1998 NAL publishes a complete revision of its collection development policy defining the scope andcoverage of agricultural subjects in the national collection. The policy has been updated throughissuance of addenda with new guidelines for collecting CD-ROMS, computer software, andInternet resources.

Information Technology Milestones, 1982-2000National Agricultural Library

Appendix C


June 1986 NAL completes a 5-month investigation of the use of telefacsimile equipment for documentdelivery. The evaluation study was funded by USDA, with contributions in kind by the 13participating libraries that included 5 ARS regional research center libraries, 7 Land-grantUniversity libraries, and NAL. As a result NAL will accept requests by telefacsimile, but mailrequested materials unless the requestor requests telefacsimile as a rush response.

Sep. 1986 NAL awards a contract to Virginia Tech Library Systems, Inc. to install an integrated librarysystem incorporating the latest computer technology and software in the Library over a 2-yearperiod. The award follows two years of assessing needs, evaluating proposals, and testingpotential systems, and carries out Blue Ribbon Panel 1982 recommendations to acquire aturnkey system. It includes modules to perform online reference and catalog retrieval, onlinecataloging and catalog maintenance, serials control, online acquisitions processing, onlinelending control, and preservation control. NAL has contracted for the development of a moduleto support its indexing responsibility.

Nov. 1986 NAL demonstrates its prototype "expert system" on aquaculture at NAL Day II.

Nov. 1988 NAL holds a 2-day conference on The Application of Scanning Methodologies in Libraries as aforum for disseminating information on state-of-the-art scanning technology and its uses in thelibrary and information field. Conference features more than a dozen speakers from institutionsaround the U.S.

May 1989 NAL and North Carolina State University Libraries enter a cooperative agreement to test thetechnical feasibility and administrative structures necessary to capture, transmit, and receivemachine-readable text at remote sites through the national electronic network.

Nov. 1990 NAL discontinues activities related to the Feed Composition Data Bank.

Nov. 1990 NAL participates in the inaugural USAIN National Conference, The Future of AgriculturalInformation, November 7-9, at the University of Illinois at Urbana-Champaign; speakers at the3-day meeting, including several from NAL, covered a variety of topics related to agriculturalinformation and technology applications.

Jan. 1991 NAL completes the OCR study begun in March 1986, Optical Character Recognition byHand-held Device, in Lieu of Keyboarding Data for Indexing and Cataloging Records, andpublishes the findings.

1992 NAL announces that Windows Personal Librarian, developed by Personal Library Software,Inc., of Rockville, MD, has been chosen as the retrieval software for the National AgriculturalText Digitizing Project (NATDP); NAL, 45 land-grant libraries, and the Cargill InformationCenter participated in the pilot text-digitizing program that began in 1987; the NATDP becamefully operational in 1991.

May 1994 NAL receives AGRICOLA Across the Internet-User Needs, the report of the study of userconsiderations for NAL in planning to provide AGRICOLA access over the Internet, by Beth A.Sandore, Assistant Automated Services Librarian at the University of Illinois Library atUrbana-Champaign, who was a Visiting Scholar at NAL.

1994 NAL installs a satellite downlink system and a satellite dish; a primary expected use will be formandated Federal personnel training.

Appendix C


1994 NAL's electronic bulletin board, ALF, is now accessible from the Internet; NAL begins toinclude Agricultural Calendar listings on ALF.

Fall 1994 NAL inaugurates its "Gopher" which now gives access to NAL resources and services throughthe Internet.

Dec. 1994 NAL meets with representatives of land-grant libraries and USDA agencies to furtherdevelopment of AgNIC, the Agricultural Network Information Center.

April 1995 NAL's World Wide Web server is officially online April 19, making the NAL Home Pageavailable to the world via the Internet; most of the Library's branches and information centerscreate establish their own Web pages at the NAL site.

June 1995 NAL's WWW Home Page Prototype Committee issues its Final Report on June 9, containingrecommendations for maintaining and improving NAL's Web site.

March 1996 NAL's makes ISIS (the online public access catalog and journal article citation database)available on its Web site.

Sep. 1996 NAL and participating libraries provide online reference services through AgNIC on theInternet in a pilot project through May 1997; subjects included are: animal and plant sciences;food and nutrition; rangeland management; rural information; and USDA agricultural economicresearch and statistics.

March 1997 NAL, USDA agencies, and invited experts from government and academic institutions hold a2-day meeting, USDA Digital Publications: Creating a Preservation Action Plan, March 3-4.

1997 NAL establishes initial procedures and standards for digital conversion of USDAembrittled-paper publications, and digitized 19 volumes of the Journal of Agricultural Researchamong others; NAL is placing these materials on the WWW.

Dec. 1997 NAL discontinues its Gopher, December 19.

Abraham Lincoln Building Milestones, 1982-2000National Agricultural Library

Oct. 1985 NAL begins shifting about 87% of its 1.8 million-volume collection in the library stacks inanticipation of integration of the 250,000-volume D.C. Branch collection of economics andsocial sciences materials related to agriculture. The rare book cage, oversized materials, andother non-book and non-periodical collections are moved to the 13th Floor and consolidatedareas on other floors.

June 1986 NAL moves the D.C. Branch stack materials to space made for them in the Beltsville stacks,including the area of compact shelving, June-September. The last box is unpacked and materialsshelved Nov. 25.

1991 Space and Facility Condition Studies completed--Identified space usage, building andfunctional deficiencies totaling $16 million.

Appendix C


1995-1999 Various infrastructure projects and 14th floor renovation completed.

1998 NAL establishes a core group to plan and implement 1st Floor renovation.

1999 1st Floor renovation completed.

April 2000 Grand re-opening and dedication of 1st floor--Ceremony held with Secretary of Agriculture DanGlickman, Deputy Secretary Richard Rominger, ARS Administrator Floyd Horn, and othersattending.

June 2000 NAL's energy savings performance contract begins with the lighting upgrade in the stacks,replacing lights, timers, and other switches, June to July; work to convert the boilers todual-fuel takes place June to August; work on the chillers and multi-zone air handlers to makethem more efficient, June to October.

June 2000 NAL building named the Abraham Lincoln Building, with Senator Richard J. Durbin of Illinois,Secretary of Agriculture Dan Glickman, Deputy Secretary Richard Rominger, ARSAdministrator Floyd Horn, and Astronaut Kent Rominger as speakers at the ceremony andreception.

Sep. 2000 NAL awards a design contract for renovation of the 5th Floor to convert it from offices to aspecial collections stack area.

2001 Design of 5th floor renovation completed.



Appendix C





Go to Appendix EReturn to Contents

Appendix D

USDA BLUE RIBBON PANEL ON NATIONAL AGRICULTURAL LIBRARYNAL REVIEW & PLANNING AGENDA

PROPOSED QUESTIONS FOR PANEL'S LONG RANGE PLANNING[with Panel member assignments as of October 26, 2000]

A) Vision of NAL in 2020? COMPELLING VISION OF THE FUTURE OF NAL IN THE YEAR 2020- What NAL WILL BE: What NAL WILL DO, HAVE DONE full group participation A) SUCCINCT NEW NAL MISSION STATEMENT FOCUS = ONE SENTENCE full group participation B) POLYOCULAR SITUATION ANALYSIS - CUSTOMER + PEER + STAFF SURVEYSB) OBJECTIVE PROGRESS ASSESSMENT - KEY ACHIEVEMENTS OF 1990s Barbara Hutchinson, Jay Hirschman, Paula Kaufman, Winston Tabb, Martin Apple C) CANDID ANALYSIS OF CURRENT NAL STRENGTHSC) CANDID ANALYSIS OF CURRENT NAL WEAKNESSESC) DEFINITION OF NAL'S ADVANTAGES OVER ANY ALTERNATIVES Barbara Hutchinson, Jay Hirschman, Paula Kaufman, Winston Tabb, Martin Apple D) CHALLENGES & FUTURE THREATS TO NAL OR ITS LEADERSHIPD) NAL LEADERSHIP OPPORTUNITIES NEXT 20 YEARS e.g.: 24/7 AUTOMATIOND) DEFINING WHOM WE MUST SATISFY - WHO THEY ARE NOW & WHAT THEY VALUE NOW,WHO THEY MAY BE & WHAT THEY MAY NEED AND VALUE IN 20 YEARS Philip Hudson, Austin Hoover, Martin Apple, Robert Willard E) REVISITING MISSION SETTING 21ST CENTURY PRIORITIES, GOALS SET NEW 5 & 10 YEAR MEASURABLE GOALS (e.g. 99% CUSTOMERS RECEIVE RIGHT INFO SAME DAY) full group participation F) FIVE BEST OPTIONS FOR NAL FUTURE STRATEGY - LEVERAGE FOCUS, ETCF) THE MOST IMPORTANT NAL STRATEGY - BEST FOCUS/PATH OF OUR RESOURCESF) KEY OPERATING PARAMETERS TO ENSURE SUCCESS

Appendix D

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WHO MAKES WHAT DECISIONS? WHO IS ACCOUNTABLE FOR WHAT RESULTS? ETC full group participation G) WHAT SHOULD BE OUR NEW, OPTIMIZED 21ST CENTURY ORGANIZATIONAL STRUCTURE?MATRIX? PROFESSIONAL BUREAUCRACY? ETC full group participation H) WHO, HOW AND WHEN WILL WE [NAL] MONITOR & REPORT RESULTS?H) HOW WE [NAL] WILL MEASURE, BE ACCOUNTABLE FOR OUR [NAL] RESULTS? William Delauder, Jane Coulter, Pearlie Reed I) HOW WILL WE [NAL] ENSURE ADEQUATE RESOURCES EACH YR? WHAT PROCESSES WILL REGULARLY ENSURE NAL RECEIVES NEEDED GROWTHRESOURCES? Larry Vanderhoef, Margrit Krewson, William Delauder, Pam André I) WHEN AND HOW WILL WE [NAL] REVISE COURSE AS NEEDED TO ADAPT TO NEW CUSTOMERS, NEW NEEDS, AND NEW TECHNOLOGY? William Delauder, Jane Coulter, Pearlie Reed, Pam André

CONCLUSIONS BY THE FINAL MEETING OF PANELWE SHOULD REACH AGREEMENT* ON WHY NAL MUST EXIST

WHERE NAL IS GOING, AND HOW NAL WILL GET THERE

*AGREEMENT=3/4 OF US AGREE

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Appendix D

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Go to Appendix FReturn to Contents

Appendix E

From the U.S. Code Online via GPO Access[wais.access.gpo.gov][Laws in effect as of January 2, 2001][Document not affected by Public Laws enacted betweenJanuary 2, 2001 and January 28, 2002][CITE: 7USC3125a]

TITLE 7--AGRICULTURE

CHAPTER 64 AGRICULTURAL RESEARCH, EXTENSION, AND TEACHING

SUBCHAPTER II--COORDINATION AND PLANNING OF AGRICULTURAL RESEARCH,EXTENSION, AND TEACHING

§ 3125a. National Agricultural Library

Purpose. The purpose of this section is to consolidate and expand the statutory authority for the operationof the library of the Department of Agriculture established pursuant to section 2201 of this title as theprimary agricultural information resource of the United States.

a.

Establishment. There is established in the Department of Agriculture the National Agricultural Library toserve as the primary agricultural information resource of the United States.

b.

Director. The Secretary shall appoint a Director for the National Agricultural Library who shall be subjectto the direction of the Secretary.

c.

Functions of Director The Director may--

acquire, preserve, and manage information and information products and services in all phases ofagriculture and allied sciences;

1.

organize agricultural information and information products and services by cataloging, indexing,bibliographical listing, and other appropriate techniques;

2.

provide agricultural information and information products and services to agencies of the3.

d.

Appendix E

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Department of Agriculture and the Federal Government, public and private organizations, andindividuals, within the United States and internationally;

plan for, coordinate, and evaluate information and library needs related to agricultural research andeducation;

4.

cooperate with and coordinate efforts among agricultural college and university libraries, inconjunction with private industry and other agricultural library and information centers, toward thedevelopment of a comprehensive agricultural library and information network; and

5.

coordinate the development of specialized subject information services among the agricultural andlibrary information communities.

6.

Library products and services The Director may--

make copies of the bibliographies prepared by the National Agricultural Library;1.

make microforms and other reproductions of books and other library materials in the Department;2.

provide any other library and information products and services; and3.

sell those products and services at such prices (not less than the estimated total cost of disseminatingthe products and services) as the Secretary may determine appropriate.

4.

e.

Receipts. Funds received from sales under subsection (e) of this section shall be deposited in the Treasuryof the United States to the credit of the applicable appropriation and shall remain available until expended.

f.

Agreements.

In general. The Director may enter into agreement with, and receive funds from any State, and otherpolitical subdivision, organization, business, or individual for the purpose of conducting activities tocarry out this section.

1.

Funds. Funds received under this subsection for payments for library products and services or otheractivities shall be deposited to the miscellaneous contributed fund account, and shall remainavailable until expended.

2.

g.

Authorization of appropriations. There are authorized to be appropriated for each fiscal year such sums asmay be necessary to carry out this section.

h.

(Pub. L. 95-113, title XIV, Sec. 1410A, as added Pub. L. 101-624, title XVI, Sec. 1606(a), Nov. 28, 1990, 104Stat. 3714.)

Appendix E


From the U.S. Code Online via GPO Access[wais.access.gpo.gov][Laws in effect as of January 2, 2001][Document not affected by Public Laws enacted betweenJanuary 2, 2001 and January 28, 2002][CITE: 7USC3125b]


CHAPTER 64--AGRICULTURAL RESEARCH, EXTENSION, AND TEACHING

SUBCHAPTER II--COORDINATION AND PLANNING OF AGRICULTURAL RESEARCH,EXTENSION, AND TEACHING

§ 3125b. National Rural Information Center Clearinghouse

Establishment. The Secretary shall establish, within the National Agricultural Library, in coordination withthe Extension Service, a National Rural Information Center Clearinghouse (in this section referred to as the``Clearinghouse'') to perform the functions specified in subsection (b) of this section.

a.

Functions. The Clearinghouse shall provide and distribute information and data to any industry,organization, or Federal, State, or local government entity, on request, about programs and servicesprovided by Federal, State, and local agencies and private nonprofit organizations and institutions underwhich individuals residing in, or organizations and State and local government entities operating in, a ruralarea may be eligible for any kind of assistance, including job training, education, health care, and economicdevelopment assistance, and emotional and financial counseling. To the extent possible, the NationalAgricultural Library shall use telecommunications technology to disseminate information to rural areas.

b.

Federal agencies. On request of the Secretary, the head of a Federal agency shall provide to theClearinghouse such information as the Secretary may request to enable the Clearinghouse to carry outsubsection (b) of this section.

c.

State and local agencies and nonprofit organizations. The Secretary shall request State and localgovernments and private nonprofit organizations and institutions to provide to the Clearinghouse suchinformation as such agencies and organizations may have about any program or service of such agencies,organizations, and institutions under which individuals residing in a rural area may be eligible for any kindof assistance, including job training, educational, health care, and economic development assistance, andemotional and financial counseling.

d.

Limitation on authorization of appropriations. To carry out this section, there are authorized to beappropriated $500,000 for each of the fiscal years 1991 through 2002.

e.

(Pub. L. 101-624, title XXIII, Sec. 2381, Nov. 28, 1990, 104 Stat. 4049; Pub. L. 104-127, title VIII, Sec. 842,Apr. 4, 1996, 110 Stat. 1170; Pub. L. 105-185, title III, Sec. 301(b)(3), June 23, 1998, 112 Stat. 563.)

Appendix E


Codification

Section was enacted as part of the Rural Economic Development Act of 1990, and also as part of the Food,Agriculture, Conservation, and Trade Act of 1990, and not as part of the National Agricultural Research,

Extension, and Teaching Policy Act of 1977 which comprises this chapter.

Amendments

1998--Subsec. (e). Pub. L. 105-185 substituted ``2002'' for ``1997''.1996--Subsec. (e). Pub. L. 104-127 substituted ``1997'' for ``1995''.

Section Referred to in Other Sections

This section is referred to in section 917 of this title. NOTE: This file replaces a copyright protected print version from the original report. The content of this file isidentical to the content of the print version.

Go to Appendix FReturn to Contents


Appendix E





Go to Appendix GReturn to Contents

Appendix F

USDA BLUE RIBBON PANEL FOR ASSESSMENT OF THE NATIONAL AGRICULTURAL LIBRARY

Draft Report from the Committee for Items B and CApril 6, 2001

"The NAL should be refurbished so it once again becomes the world preeminent agricultural library. This entailssubscribing to more journals, forging greater cooperation with the land-grant universities, having more servicepersonnel to serve the nations science community, and making greater and greater amounts of holdings and assets(databases) more friendly to remote access. It appears to be under-funded..."

[Quote from survey respondent]

Highlights of NAL Achievements in 1980s and 1990s (for possible use in section 2, Progress since 1982) The 1982 Panel, while concluding that NAL is a major national resource which must be preserved,made a number of recommendations for improvement. Appendix B provides a complete list of thoserecommendations and the response to them made by NAL administration and staff. In addition, AppendixC provides a comprehensive list of NAL milestones since 1982 organized into categories: (1) legislativeand administrative, (2) collection building, (3) agricultural information access, (4) bibliographic services,(5) collection development, (6) information technology, and (7) Abraham Lincoln Building. The followinghighlights some of the more significant achievements taken from these two documents and from a partiallist compiled by members of a Panel committee. Administratively, NAL revised its mission, values, and vision statements in 1994 as part of anongoing strategic planning process. It has made concerted and valiant efforts to heighten its visibilitythrough brochures, tours, exhibits, videotapes, and journal articles, and has made numerous attempts toestablish an Advisory Council to assist with long-range planning and policy formulation. Reorganizationsand staffing adjustments were made to streamline services and to better delineate USDA and nationallibrary functions. In addition, diverse funding options have been initiated through increases in user fees,leasing arrangements, and the use of contractors for certain activities. NAL has also worked to develop its collection and resources both in terms of fulfilling its promise asa national library for the entire agriculture community and as a specific resource for USDA’s programs andagencies. This has included the acquisition of significant special collections in a variety of formats, such asmaterials on agent orange and historical USDA documents and multimedia. In addition, NAL has

I.

Appendix F

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coordinated with NLM and LC on collection development policies for related areas, leading to a 1996 jointcollection development policy for veterinary science and related subjects. NAL also joined several nationalcataloging programs and became an authority for establishing and verifying the names of agriculturalorganizations. Another of the 1982 recommendations specified a more active role for NAL in internationalinformation activities. This led to close involvement with the International Association of AgriculturalInformation Specialists (IAALD), the Consultative Group for International Agricultural Research(CGIAR), and the U.N. Food and Agriculture Organization (FAO) and its AGRIS database, on matters ofcoordination and cooperation. NAL also sponsored and participated in a series of U.S./Central EuropeanAgricultural Library Roundtables, and recently signed an agreement with the Biblioteca Central Magna ofthe Autonomous University of Nuevo Leon, Mexico, to enhance access to agricultural and relatedinformation. Previous recommendations also focused on the need for a national agricultural information networkfor resource sharing, timely processing of information, and equality of access. This resulted in NAL andrepresentatives from land-grant university libraries forming the United States Agricultural InformationNetwork (USAIN) in 1988. Through USAIN, NAL joined with other land-grant libraries in a NationalPreservation Program for Agricultural Literature funded by grants from the National Endowment for theHumanities. NAL also has cooperated with NASULGC to advance support of agriculture libraries.Drawing on these collaborative efforts was the 1995 establishment of another NAL and land-grantcollaboration, the Agriculture Network Information Center (AgNIC). Although not yet fully realized, theAgNIC initiative is a discipline-specific, distributed network on the Internet envisioned ultimately as agateway to centers of excellence in agricultural information. It currently offers 28 subject-specific sites onthe World Wide Web. A significant technology achievement was the National Agricultural Text Digitizing Project(NATDP) which resulted in the production of a series of widely distributed CD-ROM products foragricultural research (aquaculture, acid rain, agent orange, food irradiation, and the Agronomy Journal).NAL also has been active in developing multimedia resources, and has made databases, directories, andother resources available over the Internet. In addition, NAL has developed specialized web-basedInformation Centers which provide in-depth resources and reference services on such subjects as:alternative farming systems, animal welfare, food and nutrition, food safety, rural information, technologytransfer, water quality.

Polyocular Perspectives

Customer and Staff Survey Methods (for Section 4, Methods Under the auspices of the U.S. Agricultural Information Network (USAIN) and in support ofthe Panel’s program review efforts, a customer service survey was conducted in December 2000 andthe first part of January 2001. This survey was an attempt to touch the pulse of the NAL’s presentand future customers to gain input on its current programs and services and to help in determiningfuture directions. Five questionnaires were developed and distributed to USDA personnel through avariety of NAL customer listservs and to other related scientists affiliated with the Council ofScientific Society Presidents. In addition, agriculture and veterinary science librarians were sentquestionnaires through their respective listservs, as were library directors at land-grant universities.Extension personnel were contacted by way of a Cooperative Extension Service (CES) Directorslistserv and through a CES State Specialist listserv. Questionnaires also were distributed to NALon-site users at both the Beltsville and D.C. locations. Finally, NAL staff members were surveyed.

A.

II.

Appendix F


The total number of returned questionnaires was 739, with an additional 53 from NAL staffmembers. An analysis of the general survey responses and those of the NAL staff are included inSection 5 of this report.

Summary of NAL Customer Survey Results (for use in Section 5, Findings) Questions in the survey were open-ended, giving respondents the opportunity to describeinformation gathering activities in their own words. As a result, answers had to be reviewed carefullyto identify similar elements that could be categorized and quantified for analysis. Overall, the generalsurvey, largely of USDA employees, reveals a widespread use of electronic services for findinginformation. In response to the question of where information is most often obtained, 28 percentidentified the World Wide Web, 25 percent noted either NAL or AGRICOLA, and another 23percent specified university, agency, or other libraries. What we do not know from these responses iswhether users went to the web or other libraries to search AGRICOLA or to use other NAL onlineservices. This suggests there is some probability that the actual number for AGRICOLA use could bemuch higher than first noted. In this regard, the most used NAL service was identified by 26 percentas AGRICOLA, closely followed at 24 percent by document delivery; whereas, the most criticalservice was considered to be document delivery at 25 percent, and AGRICOLA at 14 percent.However, if all electronic-related access points were combined with the AGRICOLA percentage,such as NAL web sites, AgNIC, and CALS, the overall number for electronic access would be muchgreater than any other service, including document delivery. What seems clear from the survey isthat while AGRICOLA is by far the most used and visible electronic service, on a regular basiscustomers do use many other NAL services from document delivery to the various NAL web sites.This suggests a need to continue to develop and maintain a variety of delivery systems and customerservices if NAL is to meet the full range of its users information needs. Looking into the future, the survey asked for a description of the types of information servicesthey would like to have in 2010. In this the respondents were in the most agreement: nearly 75percent responded with examples of electronic services such as online journals and journal articles,and specialized and linked databases with expanded search capabilities. Others mentioned fasterservices in general, followed by those who wanted to see broader and deeper development ofcollections. Similar response results were given to the question about what new or improved NALservice would be desirable. Greater electronic access to information and resources, particularlyonline journals and improved databases, was listed by 65 percent of the respondents, with another 16percent requesting broad collection development activities. Responses to the question about whatother library or library system is useful to them provides insights into potential models for futuredevelopments. The National Library of Medicine, and particularly PubMed and Medline, was mostoften mentioned by respondents as the system to emulate. The following quotes illustrate userinterests: Visions of the future: "A fully integrated linkage to every major university library systemworldwide so that resources can be downloaded or sent electronically to where they are needed"...."aperfect information gathering world would be...to find relevant citations on any topic by searching inone mega-database"..."upgrade AGRICOLA...[with]...abstracts for more entries, sources ofdocuments clearly indicated, and back it up with a service that leads the users more reliably to theindexed information"..."impeccable indexing and online links to government publications – whatmore could we ask?" and finally a prophetic statement for the AgNIC system: "If NAL wants to provide national agricultural information services by 2010, certainly they need togo to ‘the people’ to find out what information they are seeking. Then NAL must create or compile

B.

Appendix F


content, not just indexing...I find our users, faculty and students… [and] the general public,increasingly less willing to wade through pieces of the puzzle. They want ‘packages’: mosquitoeradication in wetlands or farm ponds...can NAL become a provider of information packages relatedto agriculture instead of ‘just’ indexing? Can it become a gateway to information being churned outby its own as well as other agencies?"

Summary of NAL Staff Survey The 53 NAL staff members who responded to the survey were employed in either publicservice, information systems development, or library administration. A majority of the respondentsconsidered a knowledgeable and dedicated staff as a major strength of NAL. This was followed by anearly even split between collections and electronic access points, such as AGRICOLA. Weaknesseswere largely grouped around management issues, budget problems, and outdated databases. Criticalservices were identified as reference services, access to electronic services (web AGRICOLA,AgNIC, and NAL’s web site), and document delivery. Suggestions for improvements included avariety of electronic services beginning with both content and web accessibility enhancements ofAGRICOLA, and followed by various types of web site development. The greatest barrier was seenas budget deficiencies, followed by staff shortages and a lack of strong leadership. Of particularimportance here are staff responses in the area of service development as they correspond closelywith those outlined by respondents to the survey, suggesting a shared vision for future services.

C.

Summary of Library Directors Survey Response Library directors also mirrored many of the responses made by general NAL users and NALstaff members. They saw the strengths of NAL as primarily its collections, including historicalarchiving, but also noted online services, including AGRICOLA and AgNIC. The main weaknesswas seen as the lack of adequate funding for its key functions, a similar lack of visibility, poorplacement in USDA, and a location outside the power corridor. All of the library directors werefamiliar with or had used the AGRICOLA database. In addition, the NAL web site was widelyknown, as was the document delivery service, NAL’s historical collections, AgNIC, and the onlinereference service. Similarly, the most important NAL service was identified as either AGRICOLAspecifically or other databases that provide access to all important agricultural information. This wasfollowed by those who identified preservation activities and access to hard-to-get materials, andthose who listed document delivery as the most important service. Of the nine library directors who responded to the question asking for suggestions for new andimproved services, the majority focused on greater digital access to information, full-text, documentdelivery, and AGRICOLA links. Also, similar to many of the customers surveyed, there was aninterest in expanding the subjects covered by NAL. This line of thinking was consistent in theresponses to the question on how information services were envisioned for the year 2010. Manyoffered ideas for providing digital access to all types of information, particularly full-text materials.Included were suggestions to greatly expand and upgrade AGRICOLA and AgNIC. Othersuggestions were to build NAL’s coverage in related fields such as the environment, to improvevisibility, and to expand reference services. One revealing quote outlined "a perfect informationgathering world from the client’s perspective...: 1) to find relevant citations on any topic bysearching in one mega database; 2) the citation/abstract links directly to the article or book cited; and3) if the book or article has interesting references or footnotes, they link directly to the items cited."

D.

Summary of USAIN AGRICOLA Survey

E.

Appendix F


The U.S. Agricultural Information Network (USAIN) AGRICOLA Interest Group conducted asurvey of AGRICOLA users in February 1999. Most survey respondents rated AGRICOLAgenerally an excellent to very good database. Based on the feedback received, the Interest Groupsuggested NAL provides an extremely important function by producing AGRICOLA and wanted tosee an even greater commitment of staff and resources to it. Areas identified for emphasis in thesurvey and through AGRICOLA Interest Group discussions were to: (1) include abstracts in as manyrecords as possible; (2) include indexing for as many book chapters as possible; (3) index all USDApublications including regional publications which are sometimes missed; (4) facilitate the inclusionof state experiment station and extension publications; (5) give special consideration to theimportance of timeliness in indexing all materials; and, (6) improve the interface and searchingcapabilities of the free internet version of AGRICOLA.

Overall Impressions from Survey Results The results of these surveys make a strong case for the continuation of NAL’s role not only asa library service for USDA personnel, but as the centerpiece of a dynamic national agriculturalinformation system. This system would draw on innovative technologies to directly link users toquality content (abstracts, full-text, data, and information packages) in all areas related to thesustainable management of natural resources in the support of agricultural production. Includedwould be a complementary mix of services including a greatly enhanced AGRICOLA database, aseries of comprehensive and topical web sites, 24/7 document delivery, and all interconnectedthrough a powerful search interface providing users with the closest approximation possible to a"one-stop-shopping" reality. Responses from NAL staff members demonstrate they understand thesecustomer needs and have the same interest in providing the high-quality services necessary to meetthose needs. What is lacking are the human and financial resources, and the explicit support ofUSDA, to do so.

F.

Analysis of NAL Strengths and Weaknesses as Identified by Survey Respondents and Panel Members (foruse in Section 5, Findings) The responses to the customer service survey questions regarding NAL strengths and weaknesseswere similar to the impressions gained by Panel members through this review process (See also Appendix???). Major areas of strength include extensive and unique collections, the AGRICOLA database, anddedicated staff members. Specifically, NAL has the largest collection of agricultural information in theworld, numbering more than 3.5 million items and including 20,000 journal titles. The AGRICOLAdatabase now includes more than 3.6 million records and is available free-of-charge via the World WideWeb. NAL staff members actively participate in national preservation activities for both print and digitalresources, and have taken the leadership in developing specialized information services such as the variousweb-based information centers, and the collaborative AgNIC initiative. A technology plan was developedin 2000 to plot a strategy for enhancing information technology and information management directions,and a group of staff members are currently in the process of developing a visionary plan for usingstate-of-the-art technologies to provide users with exactly what they want when they want it. However, there also were similarities in responses identifying perceived weaknesses. AGRICOLAwas at the top of both lists due to problems with timeliness, difficulties with the web interface, lack ofabstracts, and a need for broader content coverage. Both Panel members and users suggested NAL has notkept up with new information technologies or with new directions in scientific research in terms of bothcollection development and electronic access to such information. A lack of awareness of NAL servicesand a need for greater publicity in general were mentioned by current NAL customers, while Panelmembers also saw a need for greater overall visibility and for more effective collaborations within the

III.

Appendix F


research library community. Whereas both NAL users and Panel members agree that NAL offers valuableservices, Panel members identified more organizational weaknesses (lack of funds, advocacy groups, andcollaborative arrangements), while users understandably focused on weaknesses in products and services(limitations of web accessibility and content, decreasing journal subscriptions, and collection gaps inrapidly growing fields, such as biotechnology). Panel members also noted the cancellations of hundreds of journal titles, and the staff cutbacks, inspite of increasing demands for greatly expanded services, particularly in the area of electronic access. Thelack of funding for new initiatives, and the general lack of external advocacy, vibrant partnerships, or avisionary plan to guide the organization into the frontier of knowledge management, appears to haveaffected staff morale. Although NAL has accomplished much since 1982, user needs have increasedexponentially and concurrently with revolutionary improvements in technology. There is a growing gapbetween what is possible and the state of NAL programs and services.

NAL’s Advantages Over Any Alternatives (possibly add this to discussion section describing leadershipissues) NAL has a definite and defined set of natural constituents and collaborators/partners in this country'sagricultural (especially land-grant) libraries and it is well known among these constituent groups for therange of resources and services it offers. Capitalizing on this advantage, NAL should play an aggressiveleadership role for this group. One example: develop a realistic, holistic preservation strategy for thenation's agriculture literature, including state agricultural documents, extension documents, and the like --in all original formats.

IV.

Go to Appendix GReturn to Contents


Appendix F





Go to Appendix HReturn to Contents

Appendix G

US Agricultural Information Network (USAIN)Customer Service Survey USAIN is seeking your input to help a USDA Blue Ribbon Panel make recommendations on the futuredevelopment of the US National Agricultural Library (NAL). This survey is entirely voluntary. You have beensuggested as a user or potential future user of the NAL. Your timely response will be greatly appreciated. Yourname and e-mail address will not be shared with anyone and will be deleted from our records as soon as the BlueRibbon Panel completes its report. Please complete this questionnaire and e-mail your response to BarbaraHutchinson at [email protected] by January 15, 2001. QUESTION FOR ALL RESPONDENTS

How many times in the last year did you need to obtain information that was not readily available to you inany area related to agriculture in order to complete a necessary task?

1.

Please indicate subject areas in which you have searched for information in the past year: (for example:traditional agriculture, alternative farming systems, animal and veterinary sciences, aquaculture,biotechnology, crops, dietary supplements, food and nutrition, food safety, genomics, invasive species,natural resources and the environment, plant sciences, rural information, social aspects of agriculture,sustainable agriculture, and water quality.)

2.

Where do you go to obtain the agricultural information you need? Please give the names of the library,database, Web site, etc.

3.

Describe what types of agriculture-related information and reference services and capabilities you wouldlike to see our nation have by the year 2010. Place an asterisk (*) next to those that you would personallyuse. [Use more space as needed.]

4.

Which information services available from any of the other three national libraries (Library of Congress,National Library of Medicine, National Library of Education), or any other library system, do you findmost useful for your own needs?

5.

Appendix G

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What is your job title and profession?

6.

Which of the following best describes your frequency of use of NAL services? ___ I have never used NAL [skip to question 13] ___ I have not used NAL in the past 3 years ___ I used NAL less than one time per year over the past 3 years ___ I use NAL 1-10 times a year ___ I use NAL 11-20 times a year ___ I use NAL more than 20 times a year FOR THOSE WITH AT LEAST SOME EXPERIENCE USING NAL:

7.

Specifically which NAL services have you used in the last year? [check all that apply] ___AGRICOLA please specify format (Web, CD, etc.)__________________________ Document Delivery___ NAL Web Site [http://www.nal.usda.gov/]___ Information Center Web Sites (Food and Nutrition, Sustainable Agriculture, Animal Welfare, Plant Genetics, Technology Transfer, Rural Information) please specify which one:____________________________________ On-site use of NAL collections___ Historical collections___ Online reference service___ AgNIC [http://www.agnic.org/]Other (specify):___________

8.

What do you consider the most important or critical service currently provided by NAL?

9.

What new or improved service would you like NAL to provide in the future?

10.

What do you consider the STRENGTHS of the NAL? List all that come to mind. [Use more space asneeded.]

11.

What do you consider the WEAKNESSES of the NAL? List all that come to mind. [Use more space asneeded.]

12.

Appendix G


Please check the box that best describes your place of employment: ___ USDA___ Other Federal government___ State government___ Local government___ Land grant University or 1890 university/college___ Other university or college___ Private industry___ Non-profit organization___ Professional association

13.

THANK YOU FOR YOUR HELP – YOUR INPUT IS MUCH APPRECIATED!#####

PLEASE E-MAIL YOUR RESPONSE TO :

Barbara Hutchinson, Director,Arid Lands Information Center

University of ArizonaE-mail: [email protected]

Go to Appendix HReturn to Contents


Appendix G





Go to Appendix IReturn to Contents

Appendix H

Library Operation: NLM and NIH Budget Analysis Background

The National Library of Medicine began in the early 1800's under the Department of the Army as the Library ofthe Surgeon General. In the 1930-40's the Library was transferred to the Public Health Service. In 1956Senators Lister Hill and John F. Kennedy-sponsored legislation to set up a National Library of Medicine (NLM)and a regional health science libraries network. NLM's principal mission is to serve as an archive for biomedicalresearch and to provide broad public access to this literature through the creation of databases. In general NLMdoes not respond to the needs of individuals. The NIH Library serves the needs of the researchers and administrators of the National Institutes of Health andis itself a member of the NLM regional health science library network. The NIH campus in Bethesda includes alarge hospital for clinical studies. Practicing physicians and researchers at the hospital have critical need forcustomized information research services not provided by NLM. The NIH Library was established to meet theneeds for the hospital as well as the local research community. The NIH Library provides individualizedservices including assistance in tracking and monitoring grant and contract work. In turn the NIH Library relieson the information products and services provided by NLM such as the MEDLINE database. The NIH Library until this year was considered and funded through an overhead mechanism. This year theLibrary is being placed on a cost-recovery basis. Each Institute has been assessed a charge to support basiclibrary operations based upon number of institute staff and historic use for specialized services. In turn the NIHLibrary this year has been assessed overhead charges and space charges. Until this year the Library providedfree-of-charge translation services, document delivery services, and self-service photocopying. Costs for theseservices are now billed back to the originating Division/Branch. Director, Suzanne Grefsheim indicated that theNIH Library budget has seen increases in the last few years. These increases were used to support theprocurement of more electronic resources, supported and requested by the users.

Budget Comparison Between NLM and NIH Library Services Table 1. Comparison of Operations and Services

NLM Library NIH Library

Appendix H

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Library Services

Note: NLM training primarily forlibrarians; NIH training primarily forend-user.

Cataloging●

Preservation●

Reference●

Databases●

Document Delivery●

Extramural Funding●

National Library Network●

Publications●

Training and Outreach●

Online Searching●

Research Updates●

Translation●

E-mail listserv●

Custom services (journalmanagement, clinical liaison,bibliographic databases, Webpages)

●

Training●

Hours of Operation

(Holiday and seasonal variation inschedules)*Reference assistance until 8:00 pm.

Mon 8:30 am - 5:00 pmTue 8:30 am - 5:00 pmWed 8:30 am - 5:00 pmThu 8:30 am - 9:00 pm*Fri 8:30 am - 5:00 pmSat 8:30 am - 12:30 pmSun Closed

Mon - Thu 7:45 am - 10:00 pmFri 7:45 am - 6:00 pmSat 8:30 am - 6:00 pmSun 1:00 pm - 5:00 pmReference (M-F 8:30 - 5:00)Photo Copy Service (M-Th 8 - 8; F8-6; S 10 - 5; Su 1- 5)

Reference Services

in FY 2000*NLM has a single point to processrequests, the total includes enquiresabout products and services.

Total:* 114,427Onsite 51,456Remote 62,871

Circulation**Onsite 363,780ILL 390,574

**Circulation of Documents andBooks

Total: 44,328Information Desk(Reference): 12,617 Circulation Desk InformationRequests(Call Number Look-up; availabilityof journals, etc.) 31,711

Materials Budget

*FY 00 Budget**Projected FY 01 budget;

Total:* $5,370,797Serials 4,374,230Books 542,659Non-Print 161,305Historical 292,603 Non-Print does not include licencingaccess to secondary databases. NLMplans to increase licencing for moreelectronic materials in FY 01.

Total:** $3,000,000Serials 1,800,000Books 200,000Non-Print 1,000,000 Non-Print category includeselectronic journal subscriptions anddatabases.

Customer Base Health care providers,researchers, scholars, andstudents

●

librarians and informationspecialists

●

historians of medicine andscience

●

general public●

NIH library services are onlyavailable to current NIH employees Primary audience 6-8,000 currentlyemployed physicians and Ph.D.researchers.

Appendix H


Staffing *Staffing figures reported for NLM'sDivision of Library Operations only.There is a small discrepancy betweenthe total FTE and the numbersreported for individual sections. The281.46 total is the accurate figure.

*Total: 281.46 FTE

Acquire, Organize, PreserveBiomedical Information[Equivalent to NAL TSD,Preservation, and SpecialCollections] = 174.6

●

Provide Access to BiomedicalInformation [Equiv. to NALPSD] = 83.3

●

Increase Awareness & Use ofNLM Services Among HealthProfessionals = 10

●

Increase Awareness & Use ofNLM Services Among thePublic = 6.31

●

Strengthen the NationalNetwork of Libraries ofMedicine = 3.6

●

Further Medical InformaticsResearch = 3.6

●

Total: 56 FTE

Federal Positions

Translators = 2●

Information & Education Srvcs[Equivalent to NAL PSD,IRSB -- nearly all professionallevel] = 20

●

Collection Organization &Management [Equiv. to NALTSD -- 4 librarians] = 8

●

Information Delivery [Equiv.to NAL PSD, DDSB -- 1librarian] = 18

●

Administrative Staff = 3●

Systems [Equiv. to NAL ISD-- 3 computer specialists and 2in-training] = 5

●

20 Contract Employees:photocopying services, shelving,some pulling, and maintaining theself-service photocopy center

Total BudgetProjected for FY 01

Library Operations:$56,752,000Total NLM:$230,135,000

$9,500,000 (includes budget foroverhead and space charges ~$850,000)

Budget Comparison: NAL and NLM, Division of Library Operations

Table 2 outlines NLM's organizational structure. The column "Equiv. To NAL" will have a check mark if theNLM entity has a counterpart at NAL. Within the organizational structure of NLM the Division of LibraryOperations most closely approximates the services and functions of the National Agricultural Library. Chart 1 tracks the % Change in NLM's Division of Library Operations budget between 1992 and 2001. Theaverage percent change was 7.6% increase/year with a range of 1.3 to 18.1%. {Percent change = [(Budget totalyear 2 - Budget total year 1)/Budget total year 2] * 100} Chart 2 provides information about the relative size and trend of the NLM's Division of Library Operationsbudget relative to the overall NLM budget. The last column in Table 2, �$'s in LO Budget� will have a checkmark if the budget information for that division/branch has been included �Library Operations Budget� in theaccompanying chart. Finally, Chart 3 provides direct budget comparison between NLM's Division of Library Operations and theNAL budget for the last ten years. Table 2. Comparison of NLM and NAL Organizational Structure

Appendix H


Organizational UnitEquiv.To

NAL$'s in

LO Budget

Office of the Director Yes No

Advisory Body: NLM Board of Regents No No

Office of Administration Yes No

Office of Communications and Public Liaison Yes No

Office of Health Information Program Development No No

Library Divisions

Division of Extramural Programs No No

Advisory Body: Biomedical Library Review Com. No No

Biomedical Information Support Branch No No

International Programs Branch No No

Office of Program Planning and Evaluation No No

Division of Library Operations Yes Yes

Advisory Body: NLM Literature Selection Technical Review Committee No Yes

Bibliographic Services Division Yes Yes

Index Section Yes Yes

Medlars Management Section Yes Yes

History of Medicine Division Yes Yes

Medical Subject Headings Section Yes Yes

National Information Center on Health Services Research No Yes

National Network Office No Yes

Public Services Division Yes Yes

Collection Access Section Yes Yes

Preservation and Collection Management Yes Yes

Reference Section Yes Yes

Technical Services Division Yes Yes

Cataloging Section Yes Yes

Selection and Acquisition Section Yes Yes

Serials Records Section Yes Yes

Division of Specialized Information Services No No

Biomedical Information Services Branch No No

Biomedical Files Implementation Branch No No

Office of Outreach and Special Populations No No

Lister Hill National Center for Biomedical Communications No No

Appendix H


Advisory Body: LHNCBC Board of Scientific Counselors No No

Audiovisual Program Development Branch No No

Cognitive Science Branch No No

Communications Engineering Branch No No

Computer Science Branch No No

Office of High Performance Computing and Communications No No

National Center for Biotechnology Information No No

Advisory Body: NCBI Board of Scientific Counselors No No

Basic Research Branch No No

Information Engineering Branch No No

Information Resources Branch No No

Office of Computer & Communications Systems Yes No

System Technology Branch Yes No

Application Branch Yes No

Note: There is no comparable function at NLM for the customized individual reference services to specialaudiences provided by the Information Centers at the National Agricultural Library.

Go to Appendix IReturn to Contents


Appendix H





Go to Appendix JReturn to Contents

Appendix I

NAL, NLM, and LC Budget Increases

Comparison of National Agricutural Library, National Library of Medicine and the Library of Congress Budget.

Year

NALCongressionalAppropriation

(000)

Increase/Decrease

(000)

NLM

(000)

Increase/Decrease

(000)

LC

(000)

Increase/Decrease

(000)

1990 $14,676

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1991 $16,798 $2,122 $91,182

1992 $17,715 $917 $98,937 $7,755

1993 $17,715 $0 $103,496 $4,559

1994 $18,155 $440 $117,783 $14,287

1995 $18,307 $152 $127,723 $9,940

1996 $19,464 $1,157 $139,111 $11,388 $261,497

1997 $19,319 ($145) $150,329 $11,218 $265,853 $4,356

1998 $19,208 ($111) $160,516 $10,187 $277,775 $11,922

1999 $19,948 $740 $181,014 $20,498 $279,645 $1,870

2000 $20,050 $102 $213,730 $32,716 $308,628 $28,983

2001 $20,359 $309 $250,000 $36,270

*Final calculation of FY 2001 budget has not yet been completed. FY 2001 NLM figure is an estimate.

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Go to Appendix KReturn to Contents

Appendix J

Some sample quotes from selected questions

Question 4: Describe what types of agricultural-related information and reference services you would like to seeour nation have by the year 2010.

Ever watch Star Trek? That's what I want. AGRICOLA just does not cover everything I need. A comprehensive, consolidated search database of all available materials in the system. A fully integrated linkage to every major university library system worldwide so that resources can bedownloaded or sent electronically to where they are needed. Don't try to become only a huge repository, sinceyou will never be able to keep up. Get the best technical talent to constantly find new sources of information andensure you have the ability to keep up with the technology. Hire contractors or term employees who are topnotch, don't hire staff whose skills will quickly become outdated, but who have to be retained, thus hindering yourability to adjust to evolving demand. A help guidebook at the computer workstation on using the databases. A perfect information gathering world from the client’s perspective would be: to find relevant citations on anytopic by searching in one mega-database; the citation/abstract links directly to the article or book cited; and, if thebook or article has interesting references or footnotes, they link directly to the items cited. If NAL wants to be the public's source of agricultural information, they will have to upgrade AGRICOLA so it isactually usable by the public (abstracts for more entries, sources of documents clearly indicated) and back it upwith a service that leads the users more reliably to the indexed information. Even links to a map of depositorylibraries would help. The facsimiles that I have received have been mostly illegible. …since the inception of the e-mail service, the quality of search results has gone way down. There are way toomany unproductive results from fields of study in which I have no interest at all. I have called and tried to get thisfixed, but to no avail. It seems like asking a lot, but to be able to have all literature databases under the samesearchable roof could speed things up tremendously. Otherwise, when one has an idea but needs to spend half aday to get the answer instead of 30 minutes, the brainstorming is just not the same.

Appendix J

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I would like to see a directory of what services and informational sites are available. I understand there is some consideration being given to closing the DC reference center at the USDA facility onindex. Please don’t do it! Please maintain this oasis of quiet, and real magazines, and real people to answerquestions. I go to the reference center several times a month to catch up on magazines like the futurist, ADAjournal, Demographics, and Alternative Agriculture. I would like to get clear, clean reproductions of articles printed on both sides of the pages. Faxing articles resultsin unreadable text, undecipherable graphs & tables, and 2 times the paper (and space) resources. I would like to have a system where you entered a keyword or phrase and all the available research would beaccessible or at least information indicating which universities had the research in that area. I would like to have on-line access to all of the major journals in a virtual library, this would also includearchived journal issues. Need a PubMed type of bibliographic access for food and agriculture literatures. The challenge for me is not having a single source indexing service to determine where the information is located.Currently, there are gobs of information available, but it is scattered all over in individual repositories, many ofwhich are not linked together, making the accessing the information difficult at best. NAL's web page is thorough and it clearly outlines the services that are available. Like all of the rest of us, theyhave to come to grips with the fact that people are going online for their information, and they are not reading textthat they judge 'peripheral' to the information they are seeking. Information seekers MAY read some text if itpops up when they need to know, but they are not going to search AGRICOLA, then go to the Library's site tofind out their document delivery policies. If NAL views AGRICOLA as its window they need to upgrade andintegrate the information they want to share through that site. The National Agricultural library should be refurbished so it once again becomes the world preeminentAgriculture library. This entails subscribing to more journals, forging greater cooperation with the land grantuniversities, having more service personnel to serve the nations science community, and making greater andgreater amounts of the holdings and assets (databases) more friendly to remote access. It appears to be under-funded as is everything. There needs to be a website with all types of information of existing books and journals of all major libraries. Theresources from these institutions needs to be pooled so anyone can access this by request through local andinterlibrary copying of the materials. If the publication is web-based, then there should be access to individualusers and paid for by the local institution. There could also be a way to pool the cost so that it is paid for perusage by the local institutions. We need to be able to obtain copies of journal articles on line without requesting them through an email requestand then waiting for them to be sent by mail or through Ariel electronic transmission We also need to be able tosearch current journals online ad be able to read articles and then directly print them.

Question 5: Which information services available from any of the other 3 national libraries, or any other librarysystem, do you find most useful for your own needs?

I constantly use the DC Reference Center for information demands that I have to meet on short notice. I rarelyhave the luxury of personally browsing through materials or databases, so rely on professional expertise to help

Appendix J


guide me to the most fruitful resources. They also provide support services like calling to expedite my receiving arequested article or book that I need to finish short deadline policy analyses. I have found PubMed to be the most useful, the other sites have been quite slow and my searches seem to pull upa lot of extra non-useful information that it takes too much time to sort through to make it worth the chance ofcoming across something useful. If NAL wants to provide national agricultural information services by 2010, certainly they need to go to 'thepeople' to find out what information they are seeking. Then NAL must create or compile content, not justindexing. The categories and specific information sought by 'the public' can be easily identified, at leastgenerally--track questions and information seeking behavior through cooperation with USAIN and IIALDlibrarians. I find our users, faculty and students included in there with the general public, increasingly less willingto wade through pieces of the puzzle. They want 'packages:' mosquito eradication in wetlands or farm ponds, howto 'reforest' my backyard, find a recipe my grandmother used during the depression, to name just a day's 'catch.'Can NAL become a provider of information packages related to agriculture instead of 'just' indexing? Can itbecome a gateway to information being churned out by its own as well as other agencies? Is it realistic to expectthem to do so? I'm not sure, but you asked! … retrospective indexing is certainly becoming more important, as folks are less willing to work hard to findthings that aren't in a computer. NAL has done some work in this area in the past, and sometimes older cites arefound in AGRICOLA. If more older USDA publications could be made available through indexing or full text,that would be a great service for librarians who are becoming themselves less adept (as the old guard disappears)in seeking and finding information that isn't online. Quick response to requests for information and assistance. Innovative approaches to providing service to researchand practical inquiries. Attempts to include regional and local information in resources. The equivalent of the ERIC document collection would be nice for “gray literature,” but I don’t see thathappening. The obvious comparison is to ERIC, but I'm not sure that can be created retrospectively. Certainly ERIC has beenslightly more responsive to the shifting information paradigm, but I don't think they are a current model. TheNLM provides an incomparable database. Maybe that can't be created retrospectively either, but NAL could "goforward" from 2000 and that would be a good contribution. Impeccable indexing and online links to governmentpublications (the modern equivalent of ERIC's microfiche)--what more could we ask?

Question 9: What do you consider the most important or critical service currently provided by NAL?

NAL should take a lead in providing agricultural information to the public, and should employ the latest searchand linking technology. NAL can be the starting point to other USDA sites which have publications.DC Reference Center offers a multitude of concrete and tangible-as well as intangible- services to its patrons thatsimply are not practical, cost-effective, or timely to attempt to provide online as a substitute option. If cost of theDC Reference Center is an issue, then please investigate the possibility of "green booking" those expenses, on apro rata basis, to USDA's program agencies and staff offices, and KEEP the DC Reference Center! Document delivery of materials listed in AGRICOLA that are not available anywhere else but NAL. Sending copies of papers in older journals and sending older reference books… Service is great, and I am morethan satisfied. They have never failed me, even when I have requested the most obscure journals.

Appendix J


Question 10: What new or improved service would you like NAL to provide in the future?

AGRICOLA database needs to be improved. If abstracts for the older literature could be provided it would begreat. Also, the web-based AGRICOLA needs to be improved. When I used it, there was no way to download theinformation into a database manager like Procite or Reference Manager and then manipulate it to get it set tooutput selected articles into a text file, use WordPerfect to format the format that the document delivery systemcan take and email the request as an attachment. If NAL had more funding to improve existing services, I think they should pay more attention to AGRICOLA. Acomprehensive, integrated database available to users worldwide as the web version is now, could be animportant source of information to many citizens, including farmers, foresters, [etc]… If this database also linkedoutward to U.S. government publications and web-based Extension and Experiment Station publications it wouldbe a great public service as well as an important example for distribution of information. Even if AGRICOLAlinked ONLY to those publications of USDA, it would be a wonderful asset to information seekers. NAL needs to provide training (online or in person) to scientists of all the services that they already offer,especially to government employees. Possible locations of these training sessions could be RL meetings, and newscientist orientation. Periodic electronic newsletter broadcast to ARS research scientists highlighting the servicesthat NAL does provide.

QUOTES FROM SURVEY RESPONDENTS

What do people want from an information system in the year 2010: A fully integrated linkage to every major university library system worldwide so that resources can bedownloaded or sent electronically to where they are needed. A perfect information gathering world from the client’s perspective would be: to find relevant citations on anytopic by searching in one mega- database; the citation/abstract links directly to the article or book cited; and, ifthe book or article has interesting references or footnotes, they link directly to the items cited. I would like to have on-line access to all of the major journals in a virtual library, this would also includearchived journal issues. If NAL wants to provide national agricultural information services by 2010, certainly they need to go to 'thepeople' to find out what information they are seeking. Then NAL must create or compile content, not justindexing. The categories and specific information sought by 'the public' can be easily identified, at leastgenerally--track questions and information seeking behavior through cooperation with USAIN and IAALDlibrarians. I find our users increasingly less willing to wade through pieces of the puzzle. They want 'packages: 'mosquito eradication in wetlands or farm ponds…' Can NAL become a provider of information packages relatedto agriculture instead of 'just' indexing? Can it become a gateway to information being churned out by its own aswell as other agencies? Is it realistic to expect them to do so? I'm not sure, but you asked! The National Agricultural library should be refurbished so it once again becomes the world preeminentAgriculture library. This entails subscribing to more journals, forging greater cooperation with the land grantuniversities, having more service personnel to serve the nations science community, and making greater andgreater amounts of the holdings and assets (databases) more friendly to remote access. It appears to be under-funded as is everything.

Appendix J


Ever watch Star Trek? That's what I want.

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Appendix J





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Appendix L

Technical Services DivisionPerformance Indicators

ActivityFY97

Number ofItems

FY98Number of

Items

FY99Number of

Items

FY00Number of

Items

Articles indexed

NAL 70,942 61,647 49,339 48,033

Other 2,947 12,500 16,632 16,362

Total 73,889 74,147 65,971 64,395

Abstracts 25,334 27,898 25,122 20,637

Titles cataloged

NAL 15,778 16,143 15,338 13,656

Other 920 550 188 0

Total 16,698 16,693 15,526 13,656

National Cataloging Programs

NACO* headings 1,139 1,005 1,085 869

CONSER** records 583 489 576 415

BIBCO*** records 300 363 417 414

Acquisition Funds Expended

Serials 1,966,459 1,941,125 2,229,050 1,926,438

Monographs 287,986 308,617 248,771 347,304

Total 2,254,445 2,249,742 2,477,821 2,281,508

Titles Sent to Cataloging

Serials 571 532 804 559

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Monographs 9,620 8,188 7,035 9,106

Total 10,191 8,720 7,839 9,665

Serial volumes added 15,114 13,678 11,368 11,596

* NACO, CONSER and BIBCO are components of the international Program for Cooperative Cataloging.

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Appendix M

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Appendix N

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Go to Appendix PReturn to Contents

Appendix O

NAL Strategic Plan FY 1996 - 2001Annual Operating Plan FY 1999

KRA #1: Information Access and Management

Definition: The goals, activities and measures under this key result area address how the NAL staff will provideglobal leadership in the identification and implementation of new methods, techniques and technologies toimprove access to, and management of, agricultural information.

General Goal 1: Information Services

Create conditions by which NAL s diverse customers can efficiently and cost effectivelyidentify, locate and obtain desired information on agricultural topics.

Load the retrospective shelflist records for pre-1966 monographs to the online public catalog.●

Plan and initiate the retrospective conversion on older serials records from the manual serials file.●

Complete the loading of pre-1976 retrospective indexing records to the master AGRICOLA database atNAL.

●

Implement Aegis help desk software and evaluate its utility for other NAL applications.●

Enable patrons to self-request materials form NAL's collection through ISIS.●

Provide the information technology infrastructure to support the information management anddissemination needs of NAL's Electronic Media Center, The Rural Information Center, the DC ReferenceCenter and NAL/s local area network.

●

Implement both a Web-based self-search service and an SDI service based on Current Contents andAGRICOLA for Current Awareness Literature Service (CALS) clients.

●

Migrate NAL's current library management system to the latest release to ensure Y2K compliance andprovide native telnet capabilities.

●

Develop functional requirements for the acquisition of ane library management system.●

Decrease throughput time for receipt processing of collection materials; increase the number of monographsthat are received and processed as "shelf-ready".

●

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General Goal 2: Electronic access

Enhance access by contributing to the content, organization, access to, and retrieval of,electronic materials.

Continue the integration of electronic resources into selection and cataloging operations by selectingappropriate Ag databases in AgNIC for cataloging.

●

Implement a cataloging template and standard for metadata description of AgNIC resources.●

Develop guidelines and requirements for indexing and linking ARS electronic manuscripts and publications.●

Implement URL link checking programs for the catalog and AGRICOLA database to identify automaticallyany broken or invalid links.

●

Migrate from CD-ROM to Web-based dissemination of electronic publications. Develop a streamlinedprocess for digitizing print resources and making them Web-accessible. Evaluate and incorporate SGMLtechnologies where appropriate.

●

General Goal 3: Information products

Create products that support information needs in a changing cultural environment, andmake them widely available through electronic publishing, Internet access, andstate-of-the-art storage and retrieval methods.

General Goal 4: Outreach

Promote the availability and use of NAL s resources and information products.

General Goal 5: Training

Develop and implement programs that enable customers and staff to take full advantageof current and emerging technologies and information systems.

KRA #2: Collection Enhancement and Preservation

Definition: The goals, activities and measures under this key result area address how the NAL staff will ensurethat agricultural information essential to the Nation is identified, acquired and preserved at the local, national andinternational levels.

General Goal 6: Resources

Identify information resources relevant to new developments that facilitate the progressof agriculture.

General Goal 7: Preservation

Preserve landmark works in agriculture and the fields related to agriculture to ensure thelegacy of NAL s collection as a national treasure.

Appendix 0


Continue the development of an electronic publishing/archiving process including provisions for metadatacreation and the long term storage and access to electronic publications.

●

General Goal 8: Cooperation

Promote cooperative programs at the local, national and international levels to providecoordinated collection development, access and preservation.

KRA #3: Human Resources Development and Utilization

Definition: The goals, activities and measures under this key result area address how the NAL staff will create anorganizational climate that produces a high performance work force by encouraging staff innovation,communication and teamwork, and by implementing an integrated training and development program that focuseson the continuous improvement of technical, professional, and interpersonal skills.

General Goal 9: Organizational climate

Use quality management principles to create a flexible and team-oriented environmentthat is customer-driven and action oriented.

General Goal 10: Staff quality

Attract, develop and maintain a skilled, versatile, competent, and diverse work force forthe future.

Support and implement supervisory training for NAL supervisors, including writing skills training. Developposition description and recruit for AGRICOLA Coordinator in Technical Services Division.

●

General Goal 11: Facilities

Provide a physical environment that is safe, well-equipped, and conducive toproductivity.

Upgrade NAL's existing remote access (dial-up) solution.●

Develop NAL Intranet.●

Develop a security plan for NAL followed by the design and installation of a firewall to protect NALsystems.

●

Continually improve the reliability and redundancy of all NAL servers.●

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Appendix 0





Go to Appendix QReturn to Contents

Appendix P






Develop new techniques and improve existing systems for public services:Institute reference service policies based on new tiered-services structure.●

Establish merged services information desk and electronic services center in the renovated NAL readingroom.

●

Participate in and pilot test Answer Base, part of the Library of Congress Digital Reference Initiative.●

Identify a front-end system from which USDA users can generate electronic "requests for materials" fromthe AGRICOLA database and ISIS and prepare a budget proposal.

●

Expand and promote the use of ARIEL document delivery software to USDA customers and other high-usegroups.

●

Explore and recommend additional software packages to further expand electronic document delivery.●

Implement new User Fee Policy for document delivery.●

Enhance automated data creation and dissemination:

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Complete a functional requirements document for acquisition of a new electronic library managementsystem; evaluate currently available commercial off-the-shelf systems; and develop acquisitions strategy forthe procurement of a new electronic library management system.

●

Migrate NAL's current library system to latest release (VTLS 99). Develop migration plan for move fromexisting proprietary ISIS system to one based on UNIX/Oracle system.

●

Develop specifications for developing and implementing an improved online front-end data entry system forthe current VTLS Indexing subsystem.

●

Distribute to AGRICOLA licensees the retrospective conversion records added to NAL's database in 1999.●

Prototype SGML/XML/MARC/Dublin Core options for database development efforts.●

Improve timeliness and coverage of AGRICOLA database:Complete the loading of pre-1976 retrospective indexing records to the master AGRICOLA database atNAL.

●

Develop cooperative arrangements with other agencies and sources to obtain machine-readablebibliographic records for loading to AGRICOLA.

●

Obtain publisher-supplied citations and abstract data in digital form for indexed journals and ARSpublications; investigate building preliminary AGRICOLA citation records with externally created data..

●

Streamline handling of indexed journals and establish special check-in unit to expedite handling of issues tobe indexed.

●



Continue to develop hierarchically arranged subject classification for organizing electronic resources inagriculture and related subjects; modify and augment for use in the AgNIC gateway and the ResearchManagement Information System of ARS.

●

Review, select and add to the online public catalog all appropriate electronic resources in the AgNICagriculture database file.

●

Expand web-based access to NAL-provided abstracting and indexing databases for staff in the Beltsvillearea.

●

Expand collection of electronic journals available in NAL and provide desk-top access to the collection forUSDA staff in the Beltsville area.

●

Continue to build content on the USDA History Collection Web Site through completion of the screwwormeradication collection CD-ROM and Web Site.

●

Develop AgNIC gateway.●

Expand AgNIC.●



Begin developing requirements for a food safety research database in conjunction with stakeholders.●

Develop/update publications in key areas and build content on Web Sites in support of AgNIC.●

Appendix P


Publish and distribute in print and Web formats a descriptive inventory of all NAL manuscript collections. Identify full-text resources in water quality and other areas and create links to their respective citations in theAGRICOLA database.

General Goal 4: Outreach Promote the availability and use of NAL s resources and information products.

Raise awareness of NAL's special collections through feature articles in major scientific and libraryjournals.

●

Attend and exhibit at major scientific and library conferences.●

Coordinate and execute all activities relating to the NAL reopening event.●

Develop and publish FAQ and/or technical notes to assist users with access and interpretation ofbibliographic records in the AGRICOLA Web gateway.

●



Conduct an NAL orientation with AGRICOLA training for customers at Prairie View and possibly other1890 land-grant institutions.

●

Develop an online tutorial in searching for information on animal alternatives to help researchers complywith the requirements of the Animal Welfare Act.

●





Launch Web Sites in food safety research and invasive species.●

Work with AgNIC alliance to identify collaborators to help support Web-based content building inbiotechnology and agricultural trade and marketing.

●


Appendix P



Identify ways of staffing the preservation program and supporting Web development using existingresources.

●

Analyze results of Usage Study and propose any necessary modifications to NAL Collection DevelopmentPolicy for priorities in selection and preservation.

●



Investigate opportunities for garnering additional funds and leveraging existing resources throughcollaboration and joint ventures with other agencies.

●

Continue working with the United State Agricultural Information Network to strengthen NAL's role as thearchive of key agricultural information resources preserved at the State level.

●





Finalize and implement the re-organization of the Technical Services Division around two branches.●

Establish a second contracting mechanism to enable any NAL unit to quickly procure staff services neededto respond to new initiatives and/or support key shortage areas.

●



Appendix P


Develop a staff diversity awareness program featuring a speaker or video.●

Analyze staff participation in recent training and meeting opportunities for trends.●

Provide upward mobility opportunities for staff to compete for new positions supporting the operation of theMain Reading Room.

●

Actively recruit for the Coordinator of the Food Safety Research Information Office at national conferences,library schools, university libraries, private sector special libraries and government facilities.

●

Address top priority concerns identified in the Talico Climate Survey.●



Complete all systems wiring modifications for renovated areas.●

Develop NAL Intranet.●

Coordinate and implement activities associated with reoccupation of renovated public areas.●

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Appendix P





Go to Appendix RReturn to Contents

Appendix Q






Develop new techniques and improve existing systems for public services:Implement first phase of plan to deliver electronic information resources to the desktop of USDAemployees.

●

Test and implement new front-end system for generating electronic "requests for materials" from the ISISlibrary system.

●

Test and implement the Relais system to expand user options for obtaining materials electronically formNAL.

●

Conduct a survey of D.C. Reference Center users to better identify their information needs.●

Restructure services at the D.C. Reference Center to expand connectivity to electronic resources and betteralign user needs with NAL resources.

●

Develop charge-back plans for USDA users in order to recover costs of document delivery and ensure thefuture provision of the service.

●

Conduct a review of all costs associated with information programs funded through interagency agreementsto assure appropriate cost recovery.

●

Complete a requirements statement for identifying a reference database and tracking system.●

Enhance automated data creation and dissemination:

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Evaluate, select and procure a new electronic library management system.●

Implement an improved online front-end data entry system for the current VTLS Indexing subsystem.●

Re-engineer the automated process for distributing AGRICOLA database updates; use this process todistribute retrospective conversion records.

●

Migrate NAL's current library system to latest release (VTLS 2001, HP OS version 6.0, etc) and streamlineVTLS transaction logging process.

●

Lead effort to populate the central AgNIC database with metadata through internal and externalcollaborations.

●

Develop a database structure and mechanism for collaborative updating and maintenance of the calendarportion of AgNIC.

●

Improve timeliness and coverage of AGRICOLA database:Complete the loading of pre-1979 retrospective indexing records to the master AGRICOLA database atNAL.

●

Develop a more streamlined mechanism for loading both MARC and non-MARC records into ISIS.●

Develop cooperative arrangements with other agencies and sources to obtain machine- readablebibliographic records for loading to AGRICOLA.

●

Develop or purchase software to convert publisher-supplied citations and abstract data in digital form forindexed journals to preliminary AGRICOLA citation records.

●

Streamline handling of indexed journals and establish special check-in unit to expedite handling of issues tobe indexed.

●



Continue to develop hierarchically arranged subject classification for organizing electronic resources inagriculture and related subjects; modify and augment for use in the AgNIC gateway and the ResearchManagement Information System of ARS.

●

Identify and implement a new Web search engine to improve access to information on NAL's Website,including ADA requirements.

●

Expand web-based access to NAL-provided abstracting and indexing databases for staff in the Beltsvillearea.

●

Expand collection of electronic journals available in NAL and provide desk-top access to the collection forUSDA staff in the Beltsville area.

●

Continue to build content on the USDA History Collection Web Site through completion of the screwwormeradication collection CD-ROM and Web Site.

●

Expand AgNIC subject coverage and partnerships to include international, multilingual collaborators. Beginresearch and efforts to supply automatic translation tools on AgNIC site.

●



Appendix Q


Continue populating the Invasive Species Web site in cooperation with other government agencies.●

Continue information research activities for the Nuclear Regulatory Commission, the Federal LaboratoryConsortium and other groups, to expand access to agricultural and agriculturally related information.

●

Begin developing requirements for a food safety research database in conjunction with stakeholders.●

Develop/update publications in key areas and build content on Web Sites in support of AgNIC.●

General Goal 4: Outreach Promote the availability and use of NAL's resources and information products.

Attend and participate in conferences, exhibits, interagency meetings, etc.●

Publish at least three new AGRICOLA technical notes.●



Continue to provide Oracle, Unix, SQL, and other relevant software training opportunities to staff inpreparation for the migration to a new Electronic Library Management System.

●

Continue cross training of system administrators in Unix and Windows NT.●

Develop and provide training to Washington-based USDA patrons which focuses on accessing libraryservices remotely.

●

Create a customized gateway Web page to facilitate navigation for Washington-based patrons and enhancedaccess to electronic resources form Beltsville.

●





Appendix Q


Analyze user survey data and borrowing data from FY 2000 to integrate customer data into decisions oncollection purchases.

●

Review serials subscriptions for additional cancellations to bring costs in line with diminished materialsbudget resources.

●

Complete the review of serials published on newsprint quality paper.●

Complete the acquisition and selection of all appropriate resources identified in the AgEcon project with theUniversity of Minnesota.

●

Provide access via the online catalog to all electronic journals in the Electronic Media Center.●



Continue digital preservation of the Yearbook of Agriculture.●

Begin scanning and processing the Alvin L. Young Collection on Herbicide Agent Orange with fundingfrom the U.S. Air Force. Support the work of the USDA Digital Publications Preservation SteeringCommittee.

●

Develop staffing plan for the preservation program and supporting Web development using existingresources.

●

Create policies and procedures related to the archiving of and long-term access to digital information.●



Produce an outreach plan to expand partnerships and collaborative funding of project initiatives thatresponds to the Panel review of Alternative Farming Systems Information Center.

●

Work closely with the Joint Institute of Food Safety Research to identify stakeholder needs for creation ofthe Food Safety Research Website and database.

●

In collaboration with stakeholders, develop a proposal for expanding access to animal welfare information.●

In cooperation with the University of Maryland Department of Nutrition, sponsor and train six AmericanDietetic Association interns in information management techniques.

●

Explore the possibilities and options for cooperative research and internships with the University ofMaryland School of Library Science.

●

Appendix Q






Enhance opportunities for team-supported initiatives as part of the discipline-based reorganization of theInformation Research Services Branch.

●

Address top priority concerns identified in the Talico Climate Survey.●



Analyze staff participation in recent training and meeting opportunities for trends.●

Conduct a national search for a coordinator to lead the Alternative Farming Systems Information Centerprogram.

●

Ensure staff participation in Congressional Workshops.●

Support existing staff involvement and encourage future participation of staff in Mid-Level●

Leadership training program.●



Complete reoccupation of renovated first floor staff areas.●

Relocate fifth floor Public Services staff to third and fourth floors as part of the next phase of renovation.●

Produce a preliminary plan, with associated costs, for conducting a major collection shift in the stacks.●

Begin renovation of the fifth floor to house items that require the highest level of environmental control andsecurity.

●

Continue the renovation of the NAL Data Center.●

Install, configure, and bring on-line new or replacement servers received at NAL.●

Transfer ARS HQ Web server files to NT platform at the George Washington Carver Center.●

Install new back-up and recovery software for Web servers and systems.●

Improve security measures, including the reliability and redundancy of all NAL servers.●

Install additional T1 line and backup to support NAL's Internet connection and implement a backup circuit●

Appendix Q


for NAL's existing Internet T1 connection.

Develop a proposal for centralized procurement of hardware and software for NAL.●

Upgrade NAL's existing dial-up access solution.●

Go to Appendix RReturn to Contents


Appendix Q





Go to Appendix SReturn to Contents

Appendix RNational Agricultural Library Budget Requests, 1990-2001

The table below summarizes the National Agricultural Library's budget requests. It includes the NAL request, theDepartment estimate, the President's Budget and the Congressional Appropriation.

FY

NALEstimate

($000)

DepartmentalEstimate

($000)

President'sBudget($000)

CongressionalAppropriation

($000)1990 $17,933 $14,947 $14,947 $14,676

1991 $36,071 $16,672 $15,773 $16,798

1992 $37,098 $17,320 $17,453 $17,715

1993 $31,147 $18,851 $18,025 $17,715

1994 $31,404 $19,226 $17,915 $18,155

1995 $27,084 $19,663 $19,620 $18,307

1996 $20,852 $19,539 $19,534 $19,465

1997 $21,503 $20,812 $19,487 $19,319

1998 $24,124 $21,387 $19,394 $19,208

1999 $21,394 $19,770 $19,584 $19,900

2000 $24,269 $22,075 $22,157 $20,028

2001 $25,362 $25,172 $22,252 *

Notes: The numbers above only include direct program and Repair & Maintenance fundsThe following numbers are not included in the amounts above:FY 1998 - $2.5 million Building and Facilities Funds allocated for 1st floor renovationFY 1999 - $1.2 million Building and Facilities Funds allocated for Phase I Air Handler UnitsFY 2001 - $1.8 million Building and Facilities Funds approved for 5th floor renovation*Final calculation of FY 2001 budget has not yet been completed.

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Appendix S

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Go to Appendix UReturn to Contents

Appendix T

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Appendix U

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Go to Appendix WReturn to Contents

Appendix V

Comparison of Library Services: National Library of Medicine, National Institute of Health Library and theNational Agricultural Library

NLM Library NIH Library NAL

Library Services

Note: NLM training primarily forlibrarians; NIH training primarilyfor end-user.

Cataloging●

Preservation●

Reference●

Databases●


Extramural Funding●

National Library Network●

Publications●


Online Searching●

Research Updates●

Translation●

E-mail listserv●

Custom services (journalmanagement, clinicalliaison, bibliographicdatabases, Web pages)

●

Training●

Cataloging●

Preservation●

Reference●

Databases / Indexing andThesaurus Development

●


Subject focused InformationCenters

●

Publications●


Current Awareness●

Hours of Operation

(Holiday and seasonal variation inschedules)*Reference assistance until 8:00pm.


Mon - Thu 7:45 am - 10:00 pmFri 7:45 am - 6:00 pmSat 8:30 am - 6:00 pmSun 1:00 pm - 5:00 pmReference (M-F 8:30 - 5:00)Photo Copy Service (M-Th 8 - 8; F8-6; S 10 - 5; Su 1- 5)

Mon - Fri. 8:30 am - 4:30 pm On-site reference and circulationhours. Closed Federal Holidays

Reference Services

in FY 2000*NLM has a single point to processrequests, the total includes enquiresabout products and services. ** Circulation requests fordocuments and books



**Circulation of Documents andBooks

Total: 44,328Information Desk(Reference): 12,617 Circulation Desk InformationRequests(Call Number Look-up; availabilityof journals, etc.) 31,711

Total: 23,705On & Off-site Mediated ReferenceServices Circulation**Document Delivery and ILL: 151,841 Web-based information delivery(hits): 11,830,876

Materials Budget

*FY 00 Budget**Projected FY 01 budget;

Total:* $5,370,797Serials 4,374,230Books 542,659Non-Print 161,305Historical 292,603 Non-Print does not includelicencing access to secondarydatabases. NLM plans to increaselicencing for more electronicmaterials in FY 01.

Total:** $3,000,000Serials 1,800,000Books 200,000Non-Print 1,000,000 Non-Print category includeselectronic journal subscriptions anddatabases.

Total:** $2,071,000Serials 1,821,000Books 250,000Non-Print See Below Non-Print/electronic publicationand database subscriptions areincluded in the Serials and Bookbudgets above and are estimated tobe approximately $300,000.Correction made to the originalreport.

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Customer Base Health care providers,researchers, scholars, andstudents

●

librarians and informationspecialists

●

historians of medicine andscience

●

general public●

NIH library services are onlyavailable to current NIH employees Primary audience 6-8,000 currentlyemployed physicians and Ph.D.researchers.

Federal, state and localgovernment officials

●

Researchers, including 2,000ARS scientists

●

Farmers/producers●

USDA administrators,regulators, researchers

●

University and collegeprofessors, researchers andstudents

●

Agri-business●

Librarians & InformationSpecialists

●

News media●

International agriculturalorganizations andindividuals

●

General public●

Congress●

Staffing

*Staffing figures reported forNLM's Division of LibraryOperations only. These staffingfigures may include contractors **Staffing figures includevacancies for FY 2001.

*Total: 281.46 FTE

Acquire, Organize, PreserveBiomedical Information[Equivalent to NAL TSD,Preservation, and SpecialCollections] = 174.6

●

Provide Access toBiomedical Information[Equiv. to NAL PSD] = 83.3

●

Increase Awareness & Useof NLM Services AmongHealth Professionals = 10

●

Increase Awareness & Useof NLM Services Among thePublic = 6.31

●

Strengthen the NationalNetwork of Libraries ofMedicine = 3.6

●

Further Medical InformaticsResearch = 3.6

●

Total: 56 FTE

Federal Positions

Translators = 2●

Information & EducationSrvcs [Equivalent to NALPSD, IRSB -- nearly allprofessional level] = 20

●

Collection Organization &Management [Equiv. toNAL TSD -- 4 librarians] =8

●

Information Delivery[Equiv. to NAL PSD, DDSB-- 1 librarian] = 18

●

Administrative Staff = 3●

Systems [Equiv. to NALISD -- 3 computer specialistsand 2 in-training] = 5

●

20 Contract Employees:photocopying services, shelving,some pulling, and maintaining theself-service photocopy center

Total: 170.35 FTE

Federal Positions

Acquire, catalog, index andthesaurus=67.1 (+2.5non-Fed staff)

●

Document delivery,interlibrary loan, collectionsmaintenance, specialcollections = 14.5 (+37non-Fed staff)

●

Information researchservices, reference,specialized informationcenters, circulation = 37(+44 non-Federal)

●

Information systems,end-user support, systemsadministrators andengineers, preservation,AgNIC, CALS, systemssecurity, Web management= 32

●

Office of the Director,administration***, publicaffairs, facilities, personnel,budget, travel = 19.5 (+11non-Fed staff)

●

*** Provides administrativeservices for NAL and ARS HQProgram Management




$20,400,000

Go to Appendix W

Appendix V


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Appendix V





Go to Appendix XReturn to Contents

Appendix W

NLM Long-Rang Planning Process

In 1999, the Board of Regents charged the National Library of Medicine (NLM) Director with preparing a newfive year Long Range Plan for the Library. The NLM's Long Range Plan 2000-2005 completes a 20-year cyclefor the Library, which has "a 15-year history of successful long range planning that began in 1985."1 The originalplan has been updated throughout the years leading up to the 1999 effort. The success of this ongoing long rangeplanning process can be appreciated with the impact of the National Center for Biotechnology Information, aconceptual product from a planning panel meeting. The 1985 Long-Range Planning ProcessIn 1985, the NLM Board of Regents:

resolved to develop a long range plan to guide the Library in wisely using its human, physical, andfinancial resources to fulfill its mission . . .

●

recognized the need for a well-formulated plan because of rapidly evolving information technology,continued growth in the literature of biomedicine, and the need to make informed choices of intermediateobjectives that would lead NLM toward its strategic, long range goals.

●

began to develop a 20-year Long Range Plan to guide the Library in using its human, physical, andfinancial resources to fulfill its mission.2

●

The NLM planning process was broad-based and directed by the Board. Participants included librarians, healthprofessionals, biomedical scientists, medical informaticians, computer scientists, and others whose interests wereintertwined with those of the Library. More than 70 experts in various fields accepted invitations to serve on one of five planning panels. Each paneladdressed the future in one of the following five areas encompassing NLM's programs and activities that providedthe framework for thinking about the future

Building and organizing the Library's collection1.

Locating and gaining access in medical and scientific literature2.

Obtaining factual information from databases3.

Medical informatics4.

Assisting health professions' education through information technology5.

The NLM chose a planning model with three components:

General vision of the future 20 years hence in medicine, library and information sciences, and computer1.

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communications technology a distant goal societal objective whose achievement requires participationfrom many organizations and agencies

Opportunities for and impediments to achieve the goal (10 years )2.

Specific steps to take to remove impediments and take advantage of opportunities (3-5 years)3.

NLM staff involvement included:

Director described his vision of the future, "Scenario: 2005" which was provided to panel members andlibrary staff for comment.

●

Library staff prepared background documents on NLM achievements in the five domains, and reviewedcurrent planning

●

Senior NLM staff members also acted as resource persons to the planning panel.●

The planning process ended with a report of each panel's recommendations and priorities for future NLMprograms and activities in the five domains under its purview. The NLM staff analyzed and reconciled theirfindings, eliminated duplication and consolidated the recommendations. The final synthesized report was adoptedand published in 1987 as the NLM Long Range Plan. The 1999 Long-Range Planning ProcessThe Board of Regents recognized the dramatic changes occurring in the societal and technological landscape inwhich the NLM operates. This landscape led the Board to develop a strategic plan for the Library. The first stepin the 1999 planning process was to evaluate the impact of the original Long Range Plan. Recommendations thatwere substantially accomplished and those requiring additional attention or redirection3 were identified andsummarized. The summary was published in The NLM Track Record. 4 NLM sent The NLM Track Record to more than 250 past planning panel members and other advisors forcomments and posted the Track Record on NLM's public web site. More than 100 individuals provided commentswhich the NLM Board of Regents asked NLM staff to incorporate into priorities for a new draft five year Plan. Abroadly representative group of NLM advisors reviewed the draft in December 1999. The NLM Long Range Plan, 2000-2005 is organized into four broad goals that have eleven objectives and morethan one hundred specific program plans. The Plan "is a map of the future and a set of opportunities that awaitsNLM action and program development." 5 It is not a fixed sequence of steps to accomplish stated goals andobjectives that typically characterize such plans. The Board of Regents and the NLM will develop operationalplans within resource limitations. Goal 1 focuses on ongoing emphases on providing basic library services. Goals' 2-4 addresses the Library'shighest priority new initiatives for special emphasis as follows:

health information for the public●

molecular biology information systems●

training for computational biology●

definition of the research publication of the future●

permanent access to electronic information●

fundamental informatics research●

global health partnerships●

The NLM Long Range Plan, 2000-2005 resulted from the work of many advisors, colleagues, friends, Boardmembers and NLM staff. Summary

Appendix W


The NLM Board of Regents began a visionary process for the Library through strategic long rang planning. Theplanning process helped crystallize an organizational mission and goals which in turn set NLM's priorities anddirection. The 1985 effort began from the starting point of extant programs and services, the foundation fromwhich it was able to begin the process of creating the future. The successful vision was created through broadinvolvement of current and future customer representatives and the NLM staff. The ongoing nature of theplanning process captured important new trends in biomedical information management and customer needs.NLM was able to capitalize on these trends through leveraging major assets (i.e., its collection). These assets hadbeen identified and enhanced throughout the original planning process. ReferencesThe following documents are available in full-text on the NLM Web-site at http://www.nlm.nih.gov/pubs/plan/.

National Library Medicine Long Range Plan. 2000-2005. Report of the Board of Regents, National Libraryof Medicine. Bethesda, Md: National Library of Medicine, 2000. [Pre-pblication version October 2000.]

1.

Long Range Plan of the National Library of Medicine: Report of the Board of Regents (1987).

2.

National Library of Medicine Long Range Plan. The NLM Track Record.

3.

Ibid.

4.

Ibid.

5.

Go to Appendix XReturn to Contents


Appendix W


http://www.nlm.nih.gov/pubs/plan/




Go to Appendix YReturn to Contents

Appendix X

NAL's Technology PlanExecutive Summary and Update

October 2000

In May - June 1998, a Technology Plan for the National Agricultural Library was drafted and presented to theManagement Team. The purpose of this Plan was to evaluate current and projected information technology (IT)and systems needs. The Plan also presents a systematic approach for dealing with the rapidly emerging andexpanding IT field as it relates to the NAL mission. In preparation for writing the Technology Plan, Information Systems Division staff attended a workshopsponsored by Computers in Libraries which addressed the specific topic of technology planning. Automation andtechnology plans prepared by similar organizations were evaluated to gather information about methods ofpreparation, successful planning, life cycle of planning, and results of planning. The Information TechnologyBranch brainstormed to identify the IT areas which required attention and proposed solutions andrecommendations as appropriate. Future needs were addressed in these recommendations. The Technology Plan includes a historical account of computers and information technology at the Library, thestate of information technology and information management in 1998, future directions anticipated for both, andrecommendations for the NAL's Management Team. Since 1998, significant accomplishments at NAL have been made in the information technology arena. Some ofthese accomplishments were cited as goals in the 1998 Plan and others have occurred through the introduction ofnew program initiatives. Specifically, we have:

Upgraded the NAL Infrastructure with a new Cisco 5509 core switch which provides us with additionalcapacity to support dedicated bandwidth to the computer room servers as well as to wiring closets.Upgraded wiring closets to 100 MB switched to the desktop to provide dedicated bandwidth.

●

Increased remote access capabilities for staff by expanding access to include the LAN file server,upgrading our modem pool, and implementing an 800 number. Implemented Microsoft Outlook WebAccess to permit e-mail access across the Internet for the NAL staff.

●

Improved NAL's information systems security posture by contracting for a thorough security assessment,implementation of a firewall, and draft of information systems security policies and procedures.

●

Migrated to Windows 95 operating system and Exchange/Outlook which is an email and schedulingpackage providing greater functionality for staff.

●

Appendix X

http://www.nal.usda.gov/assessment/AX.html (1 of 22) [8/20/2002 7:58:04 AM]

Fully established the Electronic Services Center (formerly known as the Electronic Media Center) fileserver and workstations.

●

Contracted for a thorough evaluation of environmental conditions of our Data Center.

●

Developed incident prevention and response to computer virus attacks.

●

Implemented servers in support of various initiatives including FSRIO, FNIC, AgClass, and InvasiveSpecies.

●

Developed document citing technical issues for a new Library Management System.

●

Instituted a cross-training program for system administrators.

●

Established a Test Lab for prototyping new technologies and applications.

●

Evaluated network attached storage concept for future use at NAL.

●

Implemented Dynacom 3270 terminal access to the National Finance Center in place of the X25 modemaccess.

●

Upgraded computer projection systems in the Conference Room and Training Room.

●

Improved our procurement of computer workstations by the selection of another vendor and configurationstandardization. Evaluated life cycles for NAL workstations.

●

Successfully transitioned to Y2K.

●

Implemented a 24 x 7 coverage for computing resources.

●

Implemented AGRICOLA on the Web through a web gateway to ISIS records.

●

Continued to evaluate and restructure as necessary our computing resources and develop annualinformation technology goals.

●

Our specific IT objectives for FY 2001 include: evaluation and possible implementation of a new librarymanagement system; Internet bandwidth expansion; automated help desk; renovation of the Data Center;implementation of new listserv software; further evaluation of network attached storage concept;institutionalizing life cycles for both microcomputers and servers; exploring new technologies including virtualprivate networks, wireless LANs, firewall high availability, gigabit speed uplinks from wiring closets to coreswitch, videoconferencing; implement faster remote access to our network, automatic emergency shutdown on allservers, additional network upgrades.

Appendix X


Table of Contents

History and Introduction 3

Scope of The Technology Plan 4

State of Information Technology at NAL 5

The NAL Infrastructure 5

Network Architecture Overview 6

USDA Internet Access Network 7

BARCNet and ARSWAN 7

OCLC Network Connectivity 8

NAL-wide Windows NT Local Area Network (NT LAN) 8

Unix Servers, Electronic Databases, and the World Wide Web 10

Information Technology Training 11

Groupwise 11

Remote Access 11

Microcomputers 12

Future Direction of Information Technology 13

New E-Mail and Scheduling Package 13

Remote Access Expansion 14

Intranet 14

Security Assessment 15

Anonymous Email 15

OCLC Dedicated TCP/IP Implementation 15

ARIEL 15

EMC NT Server 15

RIC Server Upgrade 16

Centralized Procurement of Hardware and Software 16

Appendix X


Systems Engineering Initiative 16

Network Management Initiative 16

New NAL DNS 17

State of Information Management at NAL 17

Establish Customer Service Standards for USDA/ARS 17

Establish NAL's online version of AGRICOLA on Internet 18

Integrated Library System 18

Continue & establish new cooperative efforts with other agricultural institutions 19

Make NAL- and non-NAL-produced electronic information resources available 20

Future Direction of Information Management 21

A Note on Information Technology and Management Projects 22

Recommendations for NAL's Management Team 22

Appendices 25

NAL'S Technology Plan

History and Introduction In 1993, it was recognized that fundamental changes in computer strategies were taking place, specificallyincreased use of computer solutions for recording and disseminating information. This recognition prompted theformation of the Electronic Information Initiative (EII) team to thoroughly evaluate, investigate, and recommendappropriate actions and directions for the Library to take to align itself with emerging and future technologies.The final report contained significant information and recommendations for the Library. In part, the EII Report recognized that the Library must make significant investments in informationtechnologies needed to collect, organize, store, and disseminate electronic information. Today, more than ever,vast amounts of recorded information are being made available in both print and electronic format. Manyresources are now only available in electronic form. In order to provide access to these resources, libraries need to

Appendix X


offer electronic services to supplement the traditional print services. Coupled with this trend, are the increasinglysophisticated needs of our customers. These needs will translate into expectations for more timely delivery ofinformation in a wider diversity of formats. The expansion of our information services is vital in meeting thepresent and future needs of our customers. Toward this end, in February 1994 an NAL Information Alertannounced that the NAL in its commitment to becoming an electronic library, has adopted electronic informationas the "preferred medium" for library materials. The evolution of the World Wide Web (WWW) during the last decade has a momentous impact on societyworldwide. For the Library environment, the WWW enables access to and dissemination of electronicallyrecorded information more extensively and effectively than ever before. As noted in the WWW Policy andGuidelines of the NAL, the Web is "an increasingly attractive and effective dissemination channel for federalagencies." In reaction to the EII Report and the WWW evolution, NAL prepared a document entitled Policy andGuidelines on Electronic Communication, dated September 20, 1994. This document discusses the importance ofthe use of electronic communication and how the use by NAL strengthens NAL's role and enhances NAL's imageas an active member of the electronic community. The early 1990's also witnessed the NAL's strategic planning process. Beginning in 1993, an environmentalexamination was conducted to determine our stakeholders and customers as well as internal and external factorsaffecting the agency. During this phase we restated our mission, articulated core values, and created a vision.NAL's vision holds firm the direction of NAL in the information technology arena.

"The National Agricultural Library leads in the information revolution by forging partnerships and exploringnew methods and technologies that advance open and democratic access to information. As a dynamic, efficient,and effective organization, we are dedicated to the delivery of information to customers worldwide. The staff setsand maintains the highest standards of excellence in information services. As keepers of our Nation's agriculturallegacy, we preserve and protect information for future generations. "We are a multicultural and diverse organization. Decision-making and accountability are shared, creating anenvironment that is vital, challenging, rewarding, and enjoyable. Our work makes a difference--it enriches thelives of people everywhere."

These important events, the EII, evolution of the WWW, and NAL's strategic planning, have laid thefoundation on which to design our technology plan. Realizing the value of participatory decision-making, aninternal NAL partnership will be formed and each unit will contribute its unique measure to the final compositionof our technology plan. Scope of The Technology Plan This Technology Plan is guided by the mission, values, and vision of the Library . More specifically, this planserves as a blueprint to enable Library activity which "ensures and enhances access to agricultural information fora better quality of life." Not a unique document nor the beginning of planning at the National AgriculturalLibrary, this document can be viewed as a continuation of the Electronic Information Initiative Final Report. Information presented is for planning and to alert management to the current status of our technologies.Information and recommendations are based on today's computer technology and it is understood that sometechnologies in this plan may be obsolete or superseded before they can be implemented. Rapid informationtechnology changes necessitate periodic updates. However, long range planning is necessary to ensure continuity

Appendix X


and direction while allowing for flexibility to accommodate the introduction of new and innovative technologiesand services. We need to continually monitor and respond to the various trends and emerging developments inlibrary practices. The focus of this plan will be computer technology and management including hardware, software,networking, servers, website management, fax machines, telephones (as they relate to voice over data networks),and electronic databases. Facility operations such as telephone, photocopiers, independent fax machines, voicemail, and environmental controls will not be addressed. Computers, networks, and other information technologies are important working tools for our staff andimportant tools for providing information to our patrons. A successful technology plan is not just one ofprocuring bigger and faster systems but an intricate plan of what technologies we have a need for and of how ourvarious technologies and systems interconnect. We must select technologies appropriate to the application needsand to the information to be delivered. The importance of collecting users requirements and conducting needsassessments cannot be overemphasized. Performing these evaluations assist in avoiding costly implementation forunnecessary or poorly performing technologies. We need to examine carefully what we really need. Conductingan in-depth analysis of technology needs is part of the large technology evaluation effort. Historically,implementing technology for technology's sake without regard for how the use of technology will be integratedhas failed. A technology needs assessment is more effective when the analysis is based on actual goals andavailable resources. Technology itself doesn't provide value to our customers. It is the NAL staff who uses technology and whoassist our customers that makes the difference. Training and cross-training programs will be critical inmaintaining an informed and competent library staff. New technologies, services, and resources must beeffectively communicated to the public, USDA, and other government departments to increase awareness, use,and support for the NAL. State of Information Technology at NAL This section addresses the state of information technology at NAL. Since the release of the EII Phase IIReport, many technological advances have occurred. While some EII recommendations are current, others arenot. The status of the EII recommendations is provided in Appendix A. Initiatives recognized or developed sincethe report are included to provide the reader with a comprehensive report of information technology. The NAL Infrastructure The ever-increasing needs to communicate more effectively and work together more efficiently were thefundamental forces behind the planning and implementation of the NAL building-wide network. Planning beganin the late 1980's/early 1990's when LAN technology began to achieve widespread acceptance, and the Internetwas still in its infancy. One of the early milestones of the NAL infrastructure is the 1989 installation of a T1 connection toSURANet, a major Internet Service Provider. This connection provided NAL with Internet capability to support adocument delivery image transfer project with North Carolina State University. Several years later, in 1993, thebuilding's fiber-optic backbone was installed, along with a modem rack, terminal server, and e-mail server. Thewiring of the NAL building continued throughout 1994 and 1995, as twisted pair network cabling was installedbetween users' desktops and wiring closets located at strategic points throughout the building. These wiringclosets contained equipment which allowed the twisted pair wiring to be connected to the building's fiber-opticbackbone.

Appendix X


During FY 1996, NAL continued to expand its networking capabilities. The backbone networking equipmentwas upgraded to enable users to access network resources at higher speeds than in the past. This upgrade tookplace in several stages. Stage one consisted of an upgrade to the core networking equipment. The upgrade waspurchased in FY 1996 and installed in FY 1997. It consisted of the installation of a backbone switch andconverting the network backbone from a hybrid switched/routed environment to a purely switched configuration.This change has resulted in a decrease in network congestion and a corresponding increase in networkthroughput, bandwidth availability, and performance. The next stage of the network backbone upgrade plan willconsist of upgrades to the network equipment located in the wiring closets throughout the building. Specifically,the shared hubs in the wiring closets will be replaced with Ethernet/Fast Ethernet switches. This change willincrease the bandwidth available on the backbone and to the desktop. This change is expected to take placebeginning in FY 1998, subject to available funding. Necessary wiring modifications as a result of the renovationare not known at this time. To support state-of-the-art monitoring and service for the NAL Infrastructure, implementation of an NALNetwork Operations Center took place in FY 1997. The center is dedicated to monitoring and managing the NALbackbone network. This project consisted of the purchase of hardware and software that allow for remotemonitoring and management of all critical network resources from a single, centralized site. Network Architecture Overview NAL's building-wide network is a classic collapsed backbone architecture, consisting of a series of bundles of12 fibers running between the computer room and network hubs in wiring closets throughout the building. Thistype of network design allows a great deal of flexibility in the configuration of the network. Initially, all segmentsof the building backbone were connected to a series of network concentrators located in the NAL computer room.These concentrators were connected to a router, which allowed for communication between the various networksegments, as well as a gateway to the Internet via the T1 connection to SURANet. The network backbone equipment has undergone several stages of modernization since the initialimplementation of the building network. The original router has been replaced with a later generation modelcapable of increased performance. In addition, other backbone networking equipment was upgraded to enableusers to access network resources at higher speeds than in the past. The network core function was migrated fromthe original router to a Fast Ethernet switch, allowing high-speed interconnections between hubs in buildingwiring closets and servers located in the computer room. Ethernet switches are beginning to be deployedthroughout the network as well, in order to reduce network congestion and improve overall networkresponsiveness. NAL's network consists a fiber-optic backbone connecting wiring closets on most floors of the building, aCatalyst 5000 FastEthernet switch tying together all of the wiring closets throughout the building, an X.25 (to beupgraded to a Frame Relay) connection to OCLC, a 10 Mb connection to the BARC backbone (which providesSMDS connectivity to the USDA network), and a T1 connection to the Internet. The wiring closets containEthernet hubs, for the most part. Recently one FastEthernet switch was deployed in ISD with excellent results.The hubs are now connected to the Catalyst 5000 FastEthernet switch, which in turn is connected to the router.The router is a Cisco 4500 upgraded from the older model Cisco AGS+. Appendix B provides a graphical representation of the NAL Infrastructure. Appendix C is the detailed plan ofaction and milestones for the Catalyst 5000 integration. USDA Internet Access Network NAL has maintained a continuous Internet presence since the installation of its T1 connection to SURANet in

Appendix X


1989. This connection predates nearly every other Internet connection in the Department of Agriculture, and ismore established than the USDA Internet Access Network (USDA IAN) by more than three years. In 1993, thepredecessor to USDA's OCIO established a Department-funded-and-managed connection to the Internet viaUSDA's Technical Services Division in Ft. Collins. This was followed up by a proposal to improve service andallow increased redundancy by creating an east coast node for the USDA IAN. This was originally proposed toutilize NAL's existing Internet connection and connect NAL to the USDA South building via a dedicated leasedline. This proposal was never implemented, and the USDA IAN east coast node was placed at the USDA SouthBuilding complex. NAL continues to manage its own Internet connection instead of relying on the USDA IAN for a variety ofreasons. These reasons include concerns about quality of service, a requirement for around-the-clock (24 x 7)monitoring on both ends of the connection, and insufficient bandwidth capacity of the Internet link. BARCNet and ARSWAN In 1996, NAL connected its network to the Beltsville Agricultural Research Center's FDDI (fiber distributeddata interface) backbone (BARCNet), allowing higher-speed access between NAL and systems locatedthroughout BARC. This connection initially consisted of a fiber cable between NAL's backbone router and a porton the GRIN network located in the NAL computer Room. In FY 1997, this connection was reconfigured to hookdirectly to a BARC backbone switch, thus making NAL a true node on the BARC backbone. NAL's connection tothe BARC backbone also serves as NAL's link to the ARS Wide Area Network (ARSWAN), which interconnectsall eight ARS administrative areas via a series of Frame Relay links. In addition, NAL serves as the connection point to the BARC backbone for the Livestock and PoultrySciences Institute, located in building 200, via an AirLan located on the NAL roof. This BARC connection allowsall of BARC to use NAL's Internet gateway and enabled an independent circuit, from the BARC network to theInternet, to be shut down. Savings are estimated at more than $15,000 in FY 1997. The BARC backboneconnection also provides NAL with a connection to many USDA networks via a BARC-managed SwitchedMulti-megabit Data Service (SMDS) connection which connects several BARC-affiliated research sitesthroughout the Washington metropolitan area. Appendix D is a graphical representation of the BARC ARSBackbone Network. OCLC Network Connectivity During 1996, NAL converted its geographically-limited dialup OCLC access to a shared X.25 link, accessibleto all computers with an NAL network connection, including those using the dialup modem pool. Previously,access had been limited to only OCLC-configured computers connected to a series of concentrators located atseveral points throughout the building, or to direct, expensive dial up. This type of service was eliminated in favorof the X.25 solution due to its more economical cost and expanded coverage. NAL-wide Windows NT Local Area Network (NT LAN) NAL began the planning and prototyping process for a building-wide local area network in FY 1996. Theprocess consisted of meeting with end users to determine requirements, researching possible products andapplications, prototyping solutions, and purchasing production-level servers. The servers were received, set up,and configured in 1996. In addition both personal directories and directories accessible to multiple groups wereset up on the servers. The first applications were loaded, resources were configured for sharing across the LAN,and user accounts were set up. The planning process is fully detailed in Appendix E. NAL's Local Area Network (LAN) is centered around Microsoft's Windows NT Server currently running

Appendix X


version 3.51 on two Compaq Proliant backbone servers, dedicated to file and printer sharing applications. Thesemachines have disk RAID capability for reliability in case of a single disk failure. In addition, system componentsare monitored for fault detection prior to failure, to allow a component to be swapped out before it fails. The servers are in the process of being upgraded to Windows NT Server 4.0. In addition, a third server isbeing brought on-line to provide for an automatic failover if either of the two primary servers should experience acatastrophic failure. In addition, a Windows NT-based tape backup solution for NAL's NT servers is reachingproduction status, and will be used to provide both on-site and off-site backup sets for use in disaster recoveryoperations. A complete suite of server-resident applications has been installed on NAL's NT servers, including theCorelSuite of applications (WordPerfect, Netscape, Quattro Pro, etc.) as well as Lotus 1-2-3, InForms,WinSPIRS, Hot Dog HTML editor, Adobe Acrobat, Passport for Windows, MultiTes, Thomas Register database,a 3270 emulation program for access to the National Finance Center's (NFC) Online Travel system, andCataloger's Desktop. Some of these applications have been installed to be used in conjunction with a softwarelicense metering scheme. Software license metering allows for a reduction in the number of licenses to bepurchased to support the entire library, since licensing is based only on the number of simultaneous users of anyparticular application. Thus, it is possible to achieve greater efficiency in the use of budgetary resources. Theseapplications installed on NAL's NT servers benefit the entire library in general, but also many individual unitswithin the library whose specialized applications have been made available in ways not possible before theinstallation of the LAN. Also during 1997, many units were set up to use network printers available via thebuilding backbone. This allows many users to easily and transparently share printing resources located throughoutthe library, thus generating reduced operating costs and improving efficient use of computing resources.Appendix F is a list of all server applications available to NAL staff. All LAN users have access to both shared and private disk space on the servers. Users are currentlyquota-limited to 10 Mb per user, but exceptions can be made on a space-available and as-needed basis. Asoftware package monitors current disk quota usage and prohibits disk usage beyond the pre-established quota.Shared disk space on the servers has been organized along NAL organizational lines, and access privileges andpermissions are set at the branch or division level. A number of network management packages have been installed to allow for more efficient support of theNAL network. These include Norton Administrator for Networks, which is used to provide 1) software licensemetering, 2) remote software distribution, and 3) software and hardware inventory of all LAN clients. The CiscoWorks for Switched Internetworks is used to simplify management of NAL's routers and switches. Cabletron'sSPECTRUM Element Manager is used to manage the hubs located in NAL's wiring closets. Compaq's InsightManager monitors the Compaq servers for hardware and system reliability. Finally, Windows NT Server has avariety of tools available for monitoring server and network performance. The installation of the USDA-NFC On Line Travel system was also coordinated. This system allows for moreefficient processing of both local and TDY travel. The results are a quicker resolution of outstanding travel claimswhich generates savings to the government. Windows 95 Deployment In early FY 1998, ISD developed a deployment plan for Windows 95 at the Library and opened up a test labfor the purpose of testing the functionality of NAL's current suite of software under the Windows 95 operatingsystem. Users were encouraged to use the lab to familiarize themselves with the Windows 95 user interface andload their own applications for testing. The test lab provides the opportunity for staff to see what their newdesktop will be like once Windows 95 is deployed.

Appendix X


The deployment schedule for Windows 95 begins in mid-April 1998 and will continue through the summer.Careful coordination of training and deployment plans was scheduled so that each user will receive hands-ontraining while the new operating system is deployed on their workstation. In that regard, there will be no lag timebetween training and actual use of Windows 95. Appendix F provides details on the Windows 95 ImplementationPlan and the Windows 95 deployment plan. Unix Servers, Electronic Databases, and the World Wide Web Unix servers have been installed at NAL to support both the user community, the Electronic InformationInitiative, and NAL's position on the World Wide Web. The first major server was cliff, NAL's e-mail server,which was installed during 1992. This was followed by the setup of NAL's gopher during the summer of 1994which has since been shut down in December 1997 due to technology changes. That server represented NAL'sfirst foray into the arena of providing information to patrons and the general public via the Internet. The NALwebserver was brought online in April 1995, marking NAL's entry into the World Wide Web. NAL's USENETnews server was also established in early 1995. The USENET server allows NAL users to read and post newsarticles on a variety of USENET groups. In addition, the news server allowed the establishment of several localnewsgroups to be used for local discussions on a number of topics. The local newsgroup capability improved thedistribution of NAL's monthly reports by allowing reported to be posted and read electronically, eliminating thepaper copies, and making reports available in a more timely manner than in the past. In FY 1996, a new solution for backup of network servers was installed. The solution consists of networkaccessible tape drives and a tape library with network backup software. Backups are provided of all NAL'smulti-user, mission-critical, server-based resources. Also in FY 1996, a majordomo list server was established.This provided the capability for user-maintainable mailing lists for both onsite and offsite users. The beginning of calendar year 1997 set in motion the Electronic Media Center (EMC). Two Unix serversdedicated to this initiative have been purchased and setup. These servers provide access to a variety ofagriculturally-related databases, including AGRICOLA, and to the Library's electronic archiving and publishingprograms. Prototypes for NAL's implementation of the OCLC Site Search package and several ARS-produceddatabases were also developed on these systems. Available databases to date are listed in Appendix G. At present,there are 22 Unix systems serving the mission of the National Agricultural Library. The servers and theirfunctions are listed in Appendix H. Also during FY 1997, Unix system administrators planned the redesign of the computer room toaccommodate additional equipment and they developed a new, comprehensive set of computer room emergencyresponse procedures. All Unix systems will be relocated to the computer room which is a locked facility withsensing devices to alert administrators to changes in temperature and humidity. When the concept of webservers and webmasters was in its infancy, the responsibility of a webmaster calledfor a technical person to oversee the development of the server and various applications. There has been anevolution in a webmaster's responsibilities in other organizations as well as at NAL. Since many of the initialtechnical issues have been overcome and industry standards are in place, the webmaster now needs to serve as acontent expert rather than a technical expert. In early 1998, the NAL's webmaster position made the transitionfrom technical to content. Appendix I provides the responsibilities and qualifications for the NAL Webmaster andAppendix J is the charter for the Web Management Team. Information Technology Training At this writing, the NAL computer training program is going into its 8th year of having an onsite computer

Appendix X


instructor. The focus of the training program is to provide staff with hands-on instruction for microcomputer andInternet applications. Training classes are scheduled regularly for a variety of subjects and range from shortone-hour sessions to all day workshops. The training room consists of ten student multimedia Pentiumworkstations and an instructor's workstation. Ten new classes were developed for NAL staff during FY 97including course titles such as Introduction to HTML, Netscape: Bookmarks, AltaVista and Yahoo!, and Lotus5.0 Working with Multiple Worksheets. In FY98, a considerable amount of time has been spent developing threecustomized training classes for Windows 95. An NAL webpage, URL: www.nal.usda.gov/training, was developed for the exclusive use of NAL staff. Thiswebpage provides detailed information on course content and schedules. Part of the webpage is specific to theWindows 95 deployment. Of great value is the newly established Frequently Asked Questions for UsingWindows 95. Groupwise In 1997, in an effort to increase communication between ARS and NAL administration, steps were taken toadd NAL management to the National Program Staff (NPS) domain within the GroupWise electronic mailsystem. This enables all ARS locations that use GroupWise to seamlessly add members of the NAL managementteam to messages and eliminates the need of each location to establish this group locally. Remote Access As an ongoing initiative, ISD staff evaluates issues involved with remote access and implements technologyas needs dictate and resources permit. Initially, NAL's dial up capability consisted of an integrated rack of 10V.32bis (14.4 kbps) modems connected to a terminal server. This system was used for terminal (VT100) access toNAL's e-mail server via a telnet session. Later, in 1995, a software package was installed on the e-mail server toallow pseudo-SLIP connections to be established, thus granting true Internet capability to dialup users. This stepwas followed by a modem pool and terminal server upgrade in 1997 that allows up to 16 simultaneous V.34 (33.6kbps) connections and true SLIP/PPP dialup capability without the use of an intervening software product.Specifically, a bank of 16 integrated V.34 modems and a new terminal server were installed to allow users toconnect to NAL's network using either SLIP, PPP, or a terminal-based communication package. This projectallows seamless connectivity to many of NAL's network resources, regardless of where the user is located - onsite or remote via a dial up link. Remote access to NAL resources is divided into three areas 1) remote access via a modem and NAL's modempool (modem access), 2) remote access via the Internet (Internet access), and 3) remote access via aUSDA-managed network (USDA access). Modem access: Currently NAL staff has remote access to all authorized SilverPlatter electronic databases(both at NAL in Beltsville and at SilverPlatter in Cambridge, MA) via a WinSPIRS client, ISIS (via telnet and/orweb), email (via telnet and/or a terminal session), USENET news (via NAL's news server), and the entire Internet(via a SLIP or PPP connection). This access is made possible by a remote access solution consisting of a terminalserver and 16-port V.34 (33.6 kbps) modem pool that was deployed in July 1997. The terminal server isconfigured to allow clients to set up terminal sessions (for telnet to cliff only) and SLIP or PPP sessions (used foraccessing IP-based resources, like the Internet). When the remote access solution was announced, ISD prepared an instruction sheet on configuring aWindows or Windows for Workgroups client for remote access. In September 1997, ISD prepared an instructionsheet on configuring a Windows 95 client for remote access. Both of these are available on the S: drive in theS:\NAL\DOCS\LIAISON directory. In addition, ISD always expresses willingness to assist users with

Appendix X


configuring computers for remote access and has configured computers for users on numerous occasions. Internet access: From an Internet-connected machine at a remote location, NAL staff can access thefollowing: e-mail (via telnet), plus any IP-based resources (web server, ftp server, other IP-based servers). Accessto these resources is currently secured only by a cleartext (i.e. not encrypted) username and password, or byanonymous access to the web and ftp servers. USDA access: At the present time, staff access to NAL's resources via a USDA-managed network is nearlyidentical to Internet access (with some exceptions for DCRC). This can change as the USDA Enterprise Networktakes shape, and security policies and procedures for interconnected USDA networks come into being. AppendixK provides a list of resources currently available as well as a graphical representation of the various types ofaccess. In the section of this document entitled "Future Information Technology Directions", information isdetailed concerning the expansion of remote access for other electronic resources. Microcomputers Microcomputers as work tools were first introduced at NAL in 1985. They are now the main work tool forNAL staff and provide the means for accessing the Internet, working with software applications, providingdocument delivery, indexing, cataloging, serving acquisitions/serials needs, and as a need to conductadministrative tasks. The first microcomputers received were IBMs with 8088 processors, two floppy drives and1200 baud modems. There were no hard drives or high density drives available on the market. The first operatingsystem was DOS 1.1. Since that time, there have been remarkable strides in computer technology and atremendous proliferation of microcomputers at NAL. Presently, NAL has approximately 500 microcomputersranging in configuration from 386s to Pentiums, 8 Mb to 64 MB of RAM, and 160 MB to 4 GB hard drives. On April 3, 1998 the USDA issued Departmental Notice 3120-1 "Technical Standards Architecture". Thisdocument is provided in Appendix L and details the minimum specification for all personal computers andlaptops that are purchased by USDA agencies. NAL uses those requirements when purchasing all microcomputerand laptop orders. Future Direction of Information Technology This section specifies information technology issues that must be addressed in the near future. While manytechnology issues exist, there are four major issues that are recognized as immediate priority initiatives. They area new email and scheduling package, remote access expansion, development of an NAL Intranet, and a securityassessment of our computer systems. These four issues are in various stages of planning and implementation andthe status is addressed in each individual section. Along with these major issues are many other topics that needto be addressed, evaluated, and prioritized by the Management Team. Those topics are also defined in thissection. New E-Mail and Scheduling Package Our present email system and scheduling packages no longer meet the complete needs of NAL staff nor dothey even begin to compare with the functionality of current packages available on the market. Recognizing thisneed, ISD collected requirements from the user community in February 1998 and developed technicalrequirements. ISD then evaluated several software packages against user and technical requirements. Specifically,they evaluated Eudora Pro's Email and Planner, Meeting Maker, Netscape's email package, and MicrosoftExchange. Microsoft Exchange is a messaging system which has both email and scheduling as well as other utilities.

Appendix X


Exchange met all of the user's requirements as well as the technical requirements. Of particular importance is theneed at NAL for integrated application suites. Exchange meets this need by its compatibility with our existingLAN. It will provide greater functionality and interoperability with other applications than we currently haveavailable, and it is extremely user friendly. For those reasons, Exchange was selected for our new email andscheduling package. The next steps are to purchase hardware and software and plan the implementation. This process is expectedto take about six months and will begin in September 1998. Remote Access Expansion A growing need is being expressed for expanded remote access to resources, such as the S and U networkdrives, LAN-based databases such as the EMC's Thomas Register, Acquisition's dBase, Indexing's Multites aswell as the ISSN database and Cataloger's desktop application. This is in addition to any LAN-based packagesused by the entire library, such as WordPerfect, Lotus, etc. While it may be technically feasible to provide access to some of these resources with existing equipment andsome effort on the part of ISD, there are many important issues involved with a comprehensive solution forremote access. These issues need to be resolved before any changes to the current remote access capabilities canbe effectively and safely implemented. Issues that require evaluation are listed in Appendix M. Expansion ofremote access is considered a major project for ISD staff making it ideal for the first session of the ManagementTeam's analysis which is addressed in the "Recommendations for NAL Management" section of this document. Intranet One of the many types of networks being explored and implemented throughout government and the privatesector is an Intranet. An Intranet can be defined many ways but basically is an network internal to an organizationthat uses TCP/IP protocols and Web-based tools. In order for NAL to intelligently evaluate NAL's needs for anIntranet, the Associate Director of Automation requested that an on-site seminar be provided to his staff toeducate them concerning an Intranet in a library setting. To this end, McQueen Consulting was contracted toprovide an all-day seminar entitled Building the Corporate Intranet Knowledge Center. Topics included a basicintroduction to Intranets, how to build a successful Intranet, document management systems, search engines, thinclient technology for accessing databases, firewalls and security, as well as many other topics. The presenter,Howard McQueen, has been devoted to library-related technologies since 1986. He is the CEO of McQueenConsulting, a Baltimore-based company, that designs, implements, and supports new and innovative Intranet andmanagement-based technologies. In addition to ISD staff, the Web Management Team, Branch Heads, and NAL Management were invited toattend. The seminar provided a comprehensive foundation of knowledge on which to make future decisionsconcerning an Intranet at NAL. The next step is to determine the priority of an Intranet Implementation Project atNAL. It is recommended that the Web Management Team take the lead for this project. Security Assessment In order to secure our computing resources and data at NAL, the Associate Director of Automation requestedthat a security assessment be conducted. This security assessment will determine the vulnerabilities of oursystems and appropriate measures that need to be put in place in order to safeguard data integrity and to protectnetworks and services from the "hacker community", human error, and white-collar crime. The onsite securityassessment will be conducted by an independent company and the resulting report will include the methodologyused to conduct the assessment, a detailed description of NAL's network and systems, an assessment of

Appendix X


vulnerabilities and risks including risks with current and proposed network configurations and administration,recommendations for correcting vulnerabilities and limiting risks, recommended security policies, and arecommendation for a firewall. A statement of work for the security assessment was submitted to procurement in early May 1998. The awardwas given to Network Associates, Inc., formerly Trusted Information Systems, Inc. The onsite survey andevaluation will begin in June and will include interviews with ISD technical staff as well as end users andmanagement. An important outcome from this assessment will be specifications for a firewall. It is now a USDAmandate for all USDA organizations managing or controlling Internet access points or gateways to makeprovisions to have these access points and/or gateways protected by a firewall. The procurement of the firewallwill be an immediate step after the security assessment is accomplished. This initiative is a high priority for ISD. Anonymous Email There have been several requests to allow the use of anonymous email from the public microcomputers in theEMC and Reference. An official policy needs to be developed concerning anonymous email and research needsto be conducted periodically for ways to provide this service without the present security risks. OCLC Dedicated TCP/IP Implementation This project will consist of the necessary routing, filtering, and other hardware and software configurationchanges to be made to NAL's systems in order to connect to the new OCLC dedicated TCP/IP router, to beinstalled sometime during 1998. ARIEL New aspects of this ongoing project include operations of the ARIEL software in Windows 95, testing andinstallation of an ARIEL machine for the USDA National Arboretum, new scanner/hardware testing and support. EMC NT Server This project involves developing specifications for a server to run Windows NT for the EMC, providingsupport for the installation and configuration, and ongoing maintenance and management of the server. Theserver will be used to house various EMC-related applications, as well as shared data and other databasesintended for use by walk-in patrons. It is required in order to physically and logically separate the internal NTservers, intended for NAL staff use only, from a server to be assessed (and potentially probed, hacked on, anddisabled) by the general public. This project will also investigate methods for securing the workstations assessedby walk-in patrons against intentional or unintentional damage. RIC Server Upgrade This project involves providing assistance to the Rural Information Center as they look for a replacement fortheir current CRIS database. It would include: setting up RIC-purchased software, installing Windows NT Server,and providing technical input and assistance as necessary in choosing/developing a new database solution. Somepossibilities would include an easy-to-use front end, connecting to a robust back end database, such as SQLserver or some other database. Centralized Procurement of Hardware and Software This project will involve an analysis of the spending trends for hardware and software throughout NAL and a

Appendix X


recommendation for combining all hardware and software budgets for an equitable distribution of equipment. Systems Engineering Initiative This is an ongoing project dedicated to system administration of Unix servers and workstations. SystemAdministration Standard Operating Procedures were developed in 1997 to provide the framework foradministration of all systems. Network Management Initiative This ongoing project seeks to find new ways to allow for more efficient management of NAL's backbonenetwork. Currently, it consists of various monitoring consoles running different applications, such as Compaq'sInsight Manager, CiscoWorks for Switched Internetworks, Cabletron's SPECTRUM Element Manager, andothers. A copy of Microsoft's Systems Management Server (SMS) needs to be purchased in order to provideaccess to a more fully-functional version of the Network Monitor product included with Windows NT Server 4.0and a copy of SQL Server needs to be purchased in order to enable the fully functionality of the CiscoWorkspackage. Currently, the long-term trending analysis capability, necessary to view and analyze long-term trends onNAL's network, is disabled. SQL Server is required to activate this functionality. Both SMS and SQL Server are apart of the Microsoft BackOffice 4.0 Suite. New NAL DNS This project will include investigating new methods for running various naming services at NAL. This willinclude DNS, DHCP, an integrated DHCP with dynamic DNS updates, plus a new naming scheme for networkresources at the Library. The current naming scheme does little to provide information to those responsible fortroubleshooting on the network. A newer scheme containing more informative names for network resourceswould allow for more efficient use of troubleshooting resources. State of Information Management at NAL This section addresses the state of information management at NAL as it relates to the tasks set forth in the1994 EII Planning Report. Since the release of this planning document, NAL has witnessed a number ofaccomplishments in the areas of customer service, access to AGRICOLA, NAL's integrated library system (ISIS),cooperative ventures with external institutions, and the availability of electronic information. Brief descriptions ofthese initiatives and related activities follow. Establish Customer Service Standards for USDA/ARS A component of this EII planned activity centered on evaluating user needs focussing on USDA/ARS, theinformation requirements of its researchers, and their connectivity capability. In the summer of 1997, at therequest of ARS administration, a survey of ARS scientists and staff was conducted on their secondary sourceinformation needs. The ARS Literature Searching Needs Assessment was performed within the framework of thecontinued need to offer the Current Awareness Literature Service and provides valuable insights on informationgathering techniques used by ARS researchers and staff. As a result of this survey, anecdotal information alsowas gathered on the connectivity (or perceived connectivity) of ARS locations. The resulting report was to be used by ARS Administration to determine if the value of CALS to itsresearchers justified the cost of providing the service. The service was extended into 1998, but continues to beevaluated by an ARS-wide team which includes a representative from NAL. This team is charged with assessingARS research information needs and will provide recommendations to ARS administration in the summer of

Appendix X


1998. This assessment will be conducted via a survey targeted to the ARS researcher which complements the oneissued in 1997. NAL will take the appropriate steps to comply with the decisions of the ARS administrationwhich will be based on the recommendations of the ARS-wide team. In a separate 1997 initiative, the Electronic Media Center began expanding the availability of its electronicresources to ARS researchers and administrators located within the Beltsville Agricultural Research Center.These tentative measures are being taken to test a decentralized implementation model whereby access toelectronic resources would be negotiated by and provided through NAL using single points of contact within thecooperating organization. These contact points would be responsible for implementing the access methods mostappropriate for customers within their own organizations. Other valuable information such as variability inlicensing agreements and database usage statistics are being gleaned from this initiative. Further expansion andcontinuation of this initiative will be contingent upon funding and the identification of practical logisticalmethods of implementation. Establish NAL's online version of AGRICOLA on Internet In May 1994, Beth Sandore, a visiting scholar from the University of Illinois Library, submitted her reportentitled, AGRICOLA Across the Internet--End User Needs. This study identified AGRICOLA's target audience,examined the content and indexing practices of AGRICOLA as they relate to end user searching, analyzed thefunctionality of systems that provided access to AGRICOLA at the time of the study, and suggested importantfeatures and functions that should be included in an Internet-accessible front-end to the database. In the periodthat followed this report, activities were undertaken to comprehensively identify the records comprising thisdatabase and load them into a repository for future manipulation. In 1996, ARS Administration agreed that AGRICOLA should be made freely available via the Internetdespite the potential loss of revenue from AGRICOLA sale tape subscriptions. NAL management further madethe commitment to have this resource accessible by June 1998. Due to time constraints and a USDA-widemoratorium on information technology expenditures, NAL's existing integrated library system and its webinterface were identified as the mechanism for providing this access. Through this interim solution, NAL willhave converted the entire AGRICOLA database into the MARC format which in turn will facilitate futuremigrations to other systems. Integrated Library System Although not addressed in the EII recommendations, NAL's integrated library system is a significantcomponent of its information technology infrastructure. The existing system was purchased as a turnkey solutionin 1987 using the VTLS, Inc. software application and running on a Hewlett Packard minicomputer with aproprietary operating system. In 1992, the hardware was upgraded in order to improve system response time. Thesystem now supports NAL's acquisitions, cataloging, indexing, serials control, holdings, circulation, andAGRICOLA tape production activities. It also serves as the online public access to NAL's collection and willserve as the mechanism for accessing NAL's AGRICOLA. In response to anticipated challenges in providingcustomers with documents from the NAL collection during the NAL building renovation, the document deliverycomponent also will be implemented by August 1998. Continue & establish new cooperative efforts with other agricultural institutions In 1995, NAL in collaboration with several land-grant university libraries established AgNIC (AgricultureNetwork Information Center) on the Internet to provide a focal point for worldwide access to qualityagriculture-related information, subject area experts, and other resources. NAL's specific contributions indeveloping new resources include creating: AgDB which is a database that provides descriptions of and gateway

Appendix X


linkages to more than 700 agriculture-related databases, datasets, and information systems; a directory whichprovides gateway access to directories of subject-and geographic-focused directories of agriculture-relatedinformation resources on the Internet; a Directories of Experts in Agriculture database; the AgCal Calendar ofEvents, a calendar of agricultural meetings, conferences, and seminars with a focus on those of scientificsignificance and that are national or international in scope; a searchable database of emerging plant diseaseannouncements of the American Federation of Scientists' ProMed-Mail mailing list in order to provide access tothis important information to those who would otherwise not have it; in collaboration with scientists of the ARSNorthern Plains Area Office, a prototype database which provides access to the scientific research performed byResearch Laboratories in the Colorado-Wyoming Region; and an ARS Sugar Beet Germplasm scientific datasetprototype covering research data from Beltsville, East Lansing, Fargo, and Fort Collins. The AGRICOLA SubjectCategory Code organization was incorporated into AgNIC's Directories of Experts in Agriculture, AgCALCalendar of Events entries for CY 1998, the "Other Calendars" section of AgCAL, and AgDB to assist users infinding exactly the information they need. Another significant accomplishment was the 1998 migration of thissystem from an NT platform to UNIX. This migration was deemed necessary to take advantage of the abundanceof UNIX-based web-enabling technologies and to conform to the platform used by the other AgNIC institutions. It also has been identified as a high priority for NAL staff to begin incorporating AgNIC activities into routineNAL functions. Beginning with AgDB, NAL staff is redefining the data elements to facilitate the integration ofAgDB record creation into the routine cataloging workflow. Defining the elements, mapping existing elementsinto the new ones, and determining the flow of these records through the OCLC/ISIS/AGRICOLA/AgDB/GILSsystem are tasks presently being undertaken by an NAL-wide internal task force. It is envisioned thatimplementation will begin by the end of calendar year 1998. Then, the system will be expanded to include inputfrom cooperative institutions. Some modifications may be made to the elements and the process once the systemhas expanded to include other AgNIC participants. NAL and its collaborators also have submitted a multi-year proposal to the Fund for Rural America.Technology related components of this grant include identifying and implementing a multi-server search engineand defining the metadata elements used to describe resources retrievable via this engine. Other AgNIC initiativesinclude: expanding AgNIC collaboration to additional land-grant universities and other institutions that haveexpressed an interest in participating; initiating a marketing program to enhance awareness of the value-addedservices available through AgNIC; contingent upon funding, conducting a customer needs survey; and contingentupon funding, participating in the development of a subject-specific prototype agricultural information system tobenefit small-scale and limited-resources farmers. Make NAL- and non-NAL-produced electronic information resources available During fiscal year 1996, ISD held a series of three web authoring workshops for NAL staff. The purpose ofthese workshops was to expose interested staff to the concept of document structure and to the techniques ofHTML-encoding. Courses in HTML-encoding are now an integral part of NAL's training program and facilitatethe posting of documents on NAL's website. These courses will continue to be held as long as a need for themexists. Since the inception of NAL's website, a subset of NAL-produced publications including policy and proceduraldocuments; bibliographies; the 1993 and 1994 Annual Reports; Information Alerts; and vol. 21 numbers 4-8 ofALIN have been HTML-encoded and made Internet-accessible. Each area of the library has posted documentsand/or created databases relevant to its particular domain. Non-NAL-produced Internet-accessible electronicresources have been incorporated or linked to as the needs were identified by NAL staff or requested by itscustomers and stakeholders. The site has grown so large, in fact, that now the Web Management Team is taking astep back to look at the existing structure and determine how it can be reorganized to better represent and makeaccessible the information NAL is attempting to share. This along with re-designing NAL's home page and

Appendix X


identifying an appropriate search engine are immediate initiatives the Web Management Team are undertaking. The activities of IMB's Imaging and Conversion Unit are being redirected to facilitate this and other effortsrelated to the dissemination and archiving of electronic resources. In order to redirect the staff, existing textdigitizing commitments must be honored and completed as quickly as possible without negatively impacting thequality of the products. The milestones for existing projects are: Curtis CD-ROM - anticipated project completionin the spring 1998; Agronomy 4 - anticipated project completion in the spring 1998; Agronomy 5 - anticipatedproject completion in the fall of 1998; and Food Irradiation 3 - anticipated project completion in the winter of1998. In January 1998, ICU staff began encoding electronic versions of back issues of ALIN in order to make theseissues Internet accessible and to familiarize themselves with document structure and HTML-encoding. This isseen as the first step in the process to produce NAL documents in SGML for further print or electronicdistribution. A related ongoing activity is that of the NAL AdHoc Committee on Electronic Publishing who areworking together and in collaboration with the Library of Congress to develop a Bibliography DTD to be used inthe creation of subject-specific bibliographies. In both of these initiatives, it has been recognized that a moreuser-friendly, streamlined process must be developed for the creation of SGML-encoded documents. A near-termpriority is the identification of an electronic publishing suite that will facilitate these activities. The results of these activities along with those of the Electronic Preservation Initiative, the BeanImprovement Cooperative project, and other NAL digitization efforts as well as NAL's archival responsibility forthe Journal of Extension have led to a significant growing collection of SGML- and HTML-encoded documents.A system must be developed to methodically provide Internet access to these collections and to ensure thelong-term retention of these electronic resources. So far, some prototyping has been done using public domainsoftware and a number of demonstrations have been arranged to heighten the awareness of NAL staff on thecapabilities of various document management solutions. Next steps include working with the ElectronicPreservation Committee and the Web Management Team to identify and refine the requirements of such asystem. Future Direction of Information Management Technology has changed since ISIS was originally purchased and many library management system vendors(including the one currently supporting NAL's activities) have moved away from proprietary centralized solutionsto UNIX-based client-server ones. Despite the existing USDA moratorium on information technologyexpenditures, internal library processes and products need to be re-evaluated to determine which capabilitiesNAL's next generation library management system should accommodate. This re-evaluation will begin in 1998with the resulting documents forming the basis for procurement activities. It is envisioned that implementation ofa new solution will begin in 1999 and continue through the year 2000. The use of ISIS as the vehicle for providing Internet access to AGRICOLA will provide NAL staff with theopportunity to evaluate the merits of integrating this resource into its library management system as opposed to aseparate technology solution. The planning and implementation processes also have exposed staff to desirablesystem and end-user capabilities and undesirable limitations. These along with a more formal six monthevaluation process will help guide the selection and implementation of NAL's next generation AGRICOLA. NAL's desire to create a uniform interface through which all of NAL's Internet-accessible resources can beaccessed may also play a major role in the selection and implementation of the next generation AGRICOLA.Another initiative presently under consideration would evaluate the strengths and weaknesses of combining thesearch and retrieval of SGML-encoded documents and bibliographic records using a Z39.50 compliant databasemanagement package, search engine, and front end. This evaluation study also would examine the workflow and

Appendix X


document management issues surrounding such a system. In implementing a long-term solution of this nature,NAL's production library management system would be separate from one that provides public access toelectronic information. A Note on Information Technology and Management Projects Information technology and management projects derive from a number of sources. These sources include:USDA, REE, ARS, and/or their affiliated information resource management organizations; NAL managementinitiatives, end-user requests; and internal ISD tasks. The scope of these projects vary from the generation ofreports to the identification and/or development of new systems. Project initiation and implementation also vary depending upon the source and the immediacy of the problem.Those stemming from USDA, REE, ARS, and/or their affiliated information resource management organizationsusually entail the gathering and reporting of information, but can also include the implementation of newadministrative or office management systems or a re-evaluation of networking strategies. These are usuallymandated, have predetermined requirements, and have a finite schedule for completion. Those stemming from NAL management are usually large-scale, resource intensive, and impact entire NALoperations. They require NAL-wide commitment for successful implementation. An example of such a project isAGRICOLA98. Internal NAL end-user generated projects enter the ISD workflow through the Request for ISD Assistance. Theserequests are assigned priorities by the Associate Director responsible for the unit from which the requestoriginates. Occasionally, these requests stem from e-mail messages to Help, or phone calls to the ISIS supportline that are found to be more complex and resource intensive than anticipated. For the most part, Help and ISISsupport line messages involve trouble-shooting system difficulties that must be handled as quickly as possible andare therefore not considered ISD projects. ISD-related projects are usually technology driven and center on upgrading and maintaining the installedhardware and software base and providing for its security. Some ISD-generated projects involve the testing ofnew technologies for potential NAL implementation. The testing of new technologies, however, is often found tobe a lower priority than the many other information technology and management needs of the Library. Recommendations for NAL's Management Team The Information Systems Division (ISD) has the responsibility of being cognizant of new and emergingtechnologies related to NAL and to information technology and management, of developing and overseeing theimplementation of projects, and advising the Library on technology issues. The Associate Director is the conduitfor staff concerns and/or questions about technology and will periodically report on progress made in the areas ofinformation technology and management. Working with the various units throughout NAL and staying abreast of technology developments, ISD is in aposition to determine many of the information technology requirements of the Library. However, ISD alsodepends on staff members to relay their needs and questions concerning technology issues. Two forms weredeveloped in FY 1997 to serve this need. The Request for ISD Assistance and the Request for ElectronicResources. They have been successfully used since their implementation. A combined version of the forms alongwith some revisions are expected to be made in FY 1998. More recently, a functional requirements proceduredocument was developed which outlines the responsibilities of ISD staff and the user community in thedevelopment of requirements for new information technology projects. While these procedures assist in theprocessing of requests for technology and management assistance, it is imperative that a formalized approach be

Appendix X


used to determine where NAL's resources will be spent. It is recommended that an assessment of information technology and information management (IT/M) issuesbe conducted bi-annually in the months of November and May by the Management Team to determine long-rangegoals. November is suggested because it follows immediately after the busy end of the fiscal year and still allowsfor the obligation of funds to met needs. May is suggested because it provides the opportunity to redirect fundswithin the fiscal year if necessary and it is a six-month separation from the initial fiscal year assessment. As partof this assessment, the Associate Director for Automation will provide a status report on all IT/M projects. Thebi-annual sessions will allow the Management Team to confirm or reassess priorities and will foster greaterunderstanding of Branch or Unit specific information technology or management issues. It may also facilitate thegeneration and completion of future requests. In addition to the bi-annual assessment, it is also recommended that new IT/M issues be discussed, as needed,at the weekly Q2 meetings. This will provide an opportunity for all branches, task forces, and committees tosubmit through their Associate Director all suggestions, concerns, and questions regarding informationtechnology and management as they may apply to NAL. To facilitate discussion and potential action, these topicswill be presented with:

Problem Definition: A clear statement of the problem or need being addressed.

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Point of Contact: Contact information for in-house person who can provide additional information.

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Current Operational Analysis: A description of the way in which tasks are now being done. This also mayinclude a statement of what cannot be done due to the limitations of current technology.

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Available Options: If known, provide information on how this problem has been resolved in otherinstitutions. Include source or contact information. If web-based, include URL.

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Potential Impact: Indicate other NAL units that may be impacted by implementing or not implementing asolution.

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Recommended Priority: The priority level that the originator thinks the project should be assigned.●

The Management Team will evaluate all presented issues and determine a priority for those slated forimmediate action as a project. This priority ranking will be incorporated with current projects. While thecoordination and/or implementation of many projects are the responsibility of ISD, projects may also be assignedto PSD or TSD for coordination. The decision of assignment will be made by the Management Team. Projectsgiven to the Associate Director for Automation will be assigned to the appropriate ISD branch for implementationor for further evaluation. Small-scale projects that can be implemented are those that can be done quickly, do not require specialresources, will not affect other projects or activities, and do not require special consideration or options.Large-scale projects requiring further evaluation are those that are time intensive, require additional resources,pose security risks, and need additional evaluation. If it is determined by ISD that additional evaluation isrequired, the evaluation will be conducted by an ISD staff member who will work closely with thepoint-of-contact. They will prepare information for the Management Team to further assess and determine apriority. The research and evaluation conducted for each topic may vary. For example, topics requiring alarge-scale study will only be defined as such but will include an approximate cost and time line. Those topicsrequiring less research or topics with which ISD staff has expertise will have more details reported. It is the goalto provide to the Management Team information in these areas for each topic.

Appendix X


Problem Definition: Formulate a clear statement of the problem or need and recommend a projectcoordinator.

●

Current Operations Analysis: Define the way in which tasks are now being done that will be automated bythe requested technology. This may include a statement of what cannot be done due to the limitations ofcurrent technology.

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Available Options: Provide known alternatives for solving the technology need. Evaluate how eachalternative synthesizes with other library operations.

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Evaluation: The evaluation will be the development of a detailed functional requirements (process iscurrently being developed by ISD) with the focus on expected performance not the method to be used. Thisstep may be delayed until after approval of the project by the management Team since it is usually alengthy process. When possible, a synopsis will be provided.

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Potential Effects on the Library and Associated Risks: Provide information on ways the technology may affectthe Library including organizational changes such as more dependence or independence among branches, facilityalterations that will be needed such as wiring and relocation of equipment, and staff and patron concerns aboutchanges in procedures and staff reduction that automation can bring. Information on the risks associated withimplementing and with not implementing the technology.

Resource Requirements: An estimate of staff and funds needed to implement and maintain the technology.The current projects may be affected because of a need to redirect staff to a new project.

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Projected time lines: An estimate of the major milestones and projected length of time to complete. Forlarge-scale projects, time lines will be given for studying the technology and making a recommendation.

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Recommended Priority: A priority recommendation relative to other technology issues being consideredfor implementation.

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The Management Team will evaluate all proposed projects and provide a report to NAL staff. The report willcontain a list of projects in priority order, project coordinator, Divisions' points of contact, funds origination, andany specific requests or comments. It is recognized that not all projects can be implemented due to resourceconstraints. The Management Team will provide reasons for the ranking and include reasons projects weredelayed or rejected. Perceived advantages to each project will be included in the management Team's reportsupporting their commitment on decisions. Appendices Appendix A -- Status of EII Recommendations Appendix B -- Graphical Representation of the NAL Infrastructure Appendix C -- Project Plan for Catalyst 5000 Integration Appendix D -- Graphical Representation of BARC ARS Backbone Network Appendix E -- Windows NT LAN Planning Process Appendix F -- NT LAN Server Applications and Description of Application Appendix G -- Databases Available on EMC Servers Appendix H -- NAL Servers and Their Applications Appendix I -- Responsibilities and Qualifications for NAL Webmaster Appendix J-- Web Management Team Charter Appendix K-- Graphical Representation of Available Remote Access Appendix L -- Departmental Notice 3120-1, Technical Standards Architecture

Appendix X


Note: Other appendices reflecting IT policies will be added to this document.

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Appendix X





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Appendix Y

USDA Blue Ribbon Panel on the National Agricultural Library

Task Group on Section D ofthe Questions for Long-Range Planning

Members: Philip Hudson, Martin Apple, Austin Hoover, Robert Willard

CHALLENGES AND FUTURE THREATS FOR NAL OR ITS LEADERSHIP ROLE The NAL has an important role as the library of the U.S. Department of Agriculture. Its most important rolemay be that of being a leader in the field of agriculture information. To optimize its effectiveness in that roleNAL will need to focus on its expressed vision that "agriculture information will be more accessible to morepeople through technology," and that "the NAL will lead in the information revolution by forging partnershipsand exploring new methods and technologies that advance open and democratic access to information." We applaud the above vision set out by the NAL in its Vision statement, but see the NAL as struggling in itsfulfillment due to resource restrictions and competing expectations. The Internet: The internet has created a challenge for all libraries. A rapidly growing user base prefers on-linesearching as a methodology for both speed and comprehensiveness. Libraries have played an historicallysignificant role as places where information resources are stored and accessed. The internet has changed and willcontinue to change the way research is conducted and needs for knowledge are, and can be, fulfilled. Continuedleadership in the internet field will require new perspectives, ongoing new ideas and understandings, and asignificant commitment of financial and human resources. Visibility: NAL may be providing valuable services that are largely invisible to key decision-makers who affectNAL. Resources: Shrinkage of financial resources over the past several years has diminished the ability of NAL in itsleadership role. The library management system (software) is old; facilities are in need of repair; services havenot been able to keep pace. Federal budgets for agency programs and services (non-entitlement) have beenrestricted for several years and will probably continue to be restricted in spite of projected surpluses. Staff: Seen as a current strength of NAL, the question remains to how long NAL will be able to recruit and retaintop-flight staff with budgets shrinking in real dollar terms. Market Adaptation: NAL action planning emphasis needs to be more emphatically shifted from data collectionand retrieval / broadcasting into addressing and satisfying a wider spectrum of customers' changing needs forinformation, analyses and knowledge management.

I.

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Information has no value if it is not used; its value is measured by its use. However, there needs to be a measureof the "future value" of some information, a novel Net Present Value estimation. The current costs associatedwith the retention of unused information can be justified by some measure indicating that some of the informationbe retained now will not have value (be used) until years in the future. Strategic choices: The role as USDA's library is assumed as a baseline requirement for NAL and well within itscapacity. Leadership in the field of agricultural information requires difficult strategic choices. What resourceswill be allocated to NAL the place, what resources to on-line services versus physical texts, what towardpreserving historical treasures versus advancing new knowledge? AGRICOLA, for example, has served as a leading solution for agriculture researchers. More recently it is notdelivering up to expectations in some user's eyes because shrinking budgets have created gaps that compromiseits value. Researchers are increasingly turning to alternatives, sometimes much more costly. What steps could betaken by NAL to receive some of all of the differential revenue that users are willing to forego when they seeksuch alternatives? Advocates: NAL lacks a strong constituency to lobby for resources.

DEFINING AND SATISFYING THE CUSTOMER BASE The future of customer groups needs to be assessed, along with potential competition to satisfy their needs, to seewhere the NAL niches may be developed or strengthened. This matrix needs data & conclusions, includingdetermining the different strategies that are best for each basic types of user:

Customer Segments What type ofServices do theyneed now?

What will theyneed in thefuture?

Whatcompetition mayserve theseneeds?

NAL's strengths inthis niche, bothpresent and possiblein future

ARSOther USDA

FDA

Other Federal

EducationInstitutions Land grant, 1890 Priv. Coll, K-12

Agribusiness

Small Farmers;Extension Services

NGOs; Non-profitOrganizations

Professional Associations

International

There is a need to enhance NAL marketing and marketing research on changing customer needs. Regular surveysof customers, prospective customers, and other stakeholders are needed in order to reallocate resources and

II.

Section Y


optimize services. Perhaps the Friends of NAL might be a source for such ongoing research that might beotherwise encumbered if attempted by traditional federal channels.

Alternative Customer Segmentation

Alternative customer segmentation should be developed for two purposes: first, to be able to understand andcapture both newly emerging types of users and newly emerging areas of need for information, and second, to beable to better develop new areas of expertise withing the nAL to ensure that NAL maintains its leadership. It ismore important to have the ability to appreciate and understand early the changing needs of customers than topick easy-to-document categories that mask the emerging trends and require NAL to redeploy more resources tocatch up. One such example is shown below.

Customer Segments What type ofServices do theyneed now?


Whatcompetition mayserve theseneeds?

NAL's strengths inthis niche, bothpresent and possiblein future

Res Scientists - ARSRes Sci-entomology ResSci-pathology Res Sci-soilscience Res Sci-genomicsRes Sci-nutrition ResSci-food safety, etc. Res Sci-Other

Government MangersBusiness Managers

Extension Agents

Campus LibrariansOther Librarians

Agribusiness-cropsAgribusiness-animal

Small Farmerss-crops;Small Farmerss-animals

Economists

Grad StudentsOther Students

Foresters

Ecologists

Biotechnologists

Historians

Informatics

Legislators

Knowledge Management

Etc. Etc.

NAL LEADERSHIP OPPORTUNITIES IN THE NEXT 20 YEARSIII.

Section Y


The leadership challenge facing NAL might be highlighted by focus on a grid of strategic choices betweenon-line versus physical texts and historical research versus research that advances new knowledge. It is in thequadrant of on-line approaches that create and advance new knowledge where we believe that the most criticaland expanding leadership role can be played by NAL.

This leadership role for NAL might mean focusing on a Knowledge Management approach that would facilitatethe value, growth and use of new agricultural knowledge. This leadership direction might be best served by turning the NAL basic paradigm from the biggest and bestcollection of knowledge into the most rapidly evolving and effective processes for gathering and distributingagricultural knowledge. Some other possible leadership roles could be:

Facilitation of dialogue of researchers on topics of new knowledge■

NAL could be an effective partnet with the other National Libraries and other leading experts in creatinguniquely effective new search engines/search processes in agriculture;NAL's future Expert Searchsoftware, designed for agriculture, could lead all other national libraries in effectiveness.

■

Teaching agriculture knowledge management processes to colleagues in the field

■

STRATEGIC DIRECTION - OPTIONS FOR NAL

Serve as the hub in a differentiated information network that includes land grants, other universities,company libraries and topical www networks.

A.

Premier expert assistance on Ag research is an important NAL service to university libraries. Expand thisimportant staff resource by recruiting specialists in important knowledge fields and train them in librarysciences as subject specialists.

B.

Organize NAL services better for customer segments using "market managers" who would advocate forservices to meet those customers' unique needs, market to those customers, and build constituent supportamong those customers.

C.

IV.

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Focus on what is not indexed elsewhere and do a good job at that. Work out cooperative agreements withthe States to index state agricultural publications.

D.

Select leadership niches (e.g: develop the [online] intelligent search system that always most rapidly andmost accurately provides the most useful answers to the most diverse range of knowledge searchers).

E.

Develop funding strategies for various services. As each NAL's service becomes exemplary, construct userfees to support that service. Benchmark against services such as Chemical Abstracts. Inform and mobilizeconstituent groups to secure funding for certain services.

F.

Explore long-term loan/donation of rare book collections to the LOC or universities with interest inhistorical agricultural research, especially if they can attract private sector endowments to maintain anddisplay.

G.

Coordinate the vocabulary/definition/classification/organization of agricultural information, regardless ofwhere it is.

H.

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Summary and Analysis of Public Comments: "Report on the National Agricultural Library - 2001

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Summary and Analysis of Public Comments: Report on theNational Agricultural Library - 2001

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Assessment Report || Recommendations || Report Index || [email protected] Last Updated February 7, 2003


Recommendations for the Revitalization of the National Agricultural Library - 2001

http://www.nal.usda.gov/assessment/comments/advisory.html[2/10/15, 9:51:04 AM]

Recommendations for the Revitalization of the NationalAgricultural Library - 2001

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National Agricultural Research, Extension,Education, and Economics Advisory Board

REE Advisory Board Office Mailing Address:U.S. Department of Agriculture STOP 2255Room 344-A, Jamie L. Whitten Bldg. 1400 INDEPENDENCE AVE SWWashington, DC WASHINGTON DC 20250-2255 Telephone: 202-720-3684

FAX: 202-720-6199

December 6, 2002

The Honorable Ann VenemanSecretary of Agriculture14th St. & Independence Ave., SWWashington, DC 20250

Dear Secretary Veneman: The National Agricultural Library (NAL), which had its beginning with the establishment of theUnited States Department of Agriculture (USDA) by President Abraham Lincoln in 1862, is agreat national resource with untapped potential to provide information resources to the benefit ofall Americans and peoples around the world. The United States Congress has designated NAL as aNational Library to provide information to all U.S. citizens on food, agriculture, natural resourcesand related subjects - a goal that it cannot reach without a renewed commitment to ensure that ithas the necessary human and financial resources. At the request of Dr. Joseph Jen, USDA's Under Secretary for Research, Education, andEconomics, the National Agricultural Research, Extension, Education, and Economics AdvisoryBoard (The Board) reviewed the Interagency Blue Ribbon Panel Report, which was based on adetailed study of NAL chaired by Dr. Larry Vanderhoef, Chancellor of University of California -Davis. The Board's recommendations are based on collective review of this Vanderhoef Reporttogether with the results of thirty days of public comment, which concluded on September 16,2002, and information gathered from other sources. The Board endorses strongly all of the recommendations made in The Report, with particularemphasis that NAL's national mission be carried out with the highest visibility to scientists,educators, producers, industry, and American citizens. To do so, the Board recommends that theSecretary of Agriculture be NAL's champion and help support its positive growth and increased



visibility as a national public resource for food, agriculture, aquaculture, forestry, naturalresources, and veterinary science information. The Board also recommends, under its additional 2002 farm bill requirement to report to specificagriculture committees of the U.S. Congress, that Congress provide increased funding to preserveand enhance the quality and accessibility of NAL's unique and dynamic collection as well as itstremendous potential as an invaluable and technologically-advanced information service forAmerica. Revitalization and visibility of the NAL should be high on USDA's overall priorities for the future.Increased support and funding for NAL by the agricultural committees and subcommittees of theU.S. Congress are critical for fostering a knowledgeable citizenry and an enhanced agriculturalworkforce. These benefits can be achieved via timely information transfer, communication links,and learning opportunities to a diverse public, both in rural and urban communities across thenation. Strong leadership by NAL and empowerment of its employees, along with transparentcommunication links across the land-grant library system, will strengthen further the untappedpotential for quick access to and availability of information to Americans and peoples throughoutthe world. Please refer to the enclosure for a more detailed account of the Board's recommendations to theVanderhoef Report and public comments. Sincerely,

Ronald R. Warfield Oscar FletcherChair Chair, Working Group onNAREEE Advisory Board Interagency Assessment

Report of NAL

Enclosures:Advisory Board's Detailed Recommendations to the 2001 Interagency Report on NALSummary and Analysis of Public Comments to the Report on NAL (October 1, 2002)Report on the NAL - 2001 (by Vanderhoef Interagency Panel for Assessment of NAL)

The National Agricultural Research, Extension, Education, and Economics Advisory Board:

Detailed Recommendations to the 2001 Vanderhoef Interagency Report on theNational Agricultural Library and 2002 Public Comments to The Report

The National Agricultural Research, Extension, Education, and Economics Advisory Board (TheBoard) provides the following specific recommendations supporting the major issues in theVanderhoef Interagency Blue Ribbon Panel Report and in the public comments.

I. Communications. The Board recommends strongly that the NAL serve as the centerpiece



of an expanded USDA communications effort for informing the American people about theinclusiveness of agriculture, the research that supports it, and the value of our food and fibersystem. This recommendation upholds the Board's ongoing concern for enhanced publicunderstanding of agriculture and the underlying research base that supports it, which wasprovided to the former Secretary of Agriculture in a 1998 White Paper (PDF) on USDAcommunications. The Board envisions the NAL as a continued repository of scientific information and anelectronic information service to researchers, producers, processors, businesses, Congressand the press. The Board also views the potential for NAL to communicate educationalprograms, information and publications to the public - a way of telling more effectively themany accomplishments and public services provided by USDA. Consolidatingcommunication services with the NAL would be resource efficient. Telling the story morewidely and positively will serve the public better and potentially generate increasedappreciation and support for the Department. During the October 28-30, 2002 Advisory Board Meeting, members discussed in depth thepossibility of a name change for the NAL to reflect its broader mission, including importantresearch, education, and extension areas as well as the wide range of its encompassingtopics (food, fiber, natural resources, aquaculture and veterinary sciences). The Board votedthat, at this time, a name change should not be recommended. The Board is also aware thatit will take an act of the U.S. Congress to implement such a change. Public input expressed the need to increase the visibility of the NAL as a national resourcecomparable to the National Library of Medicine. The Report and public commentsconsistently state that NAL is not meeting its potential as a communication vehicle for theDepartment with the broad scientific community, industry and the public. Despite the factthat the NAL is the most comprehensive agricultural library in the world, it currently servesa limited range of scientists, missing an opportunity to maximize its information base insupport of agriculture and the USDA more broadly. USDA's implementation ofrecommendations in The Report would enable NAL to meet its dual congressionalmandates, which are to be "the project centerpiece of a dynamic national agriculturalinformation system" for the public and "a library service for USDA personnel."

II. Innovations in Information Services. Of the 109 public comments received on The Report,68% were from scientists and librarians. The highest priority for NAL was increasing andmaintaining current electronic access and working toward a National Digital Library ofAgriculture. While the Advisory Board recognizes that this goal will require a substantialinvestment, it would significantly increase the usefulness of the library for a wider audience.Many agricultural researchers work in remote areas where library access is limited. Thedelivery of information in remote areas would enhance rural communities as well as servethe research community. The National Library of Medicine (NLM) should be used as a model for NAL. NAL shoulddraw on innovative technologies to directly link users to quality content (full-text, data,abstracts, and information packages) in all areas related to research on and informationtransfer of food, fiber, natural resources and veterinary medicine.

III. Leadership. The Board recommends that the NAL Director should be an ex officio memberof the National Agricultural Research, Extension, Education, and Economics AdvisoryBoard to assure that the library meets its mission to provide science, education, and servicesto the public in high priority areas based on national needs. The Director and Associate(s)should be in high-level positions (preferably Senior Executive Service Personnel) to attracttop-level personnel to meet the library mission. Creative, competent leadership and vision



are essential in guiding a customer-oriented staff in reaching the full potential of the libraryas a communication vehicle, scientific resource and repository of information. Quality hires are essential together with a periodic merit review system. Effective staff musthave experience and commitment to a 21st century, technical up-to-date library. A first ratecontemporary technologically-based library is not a place, but a reliable customer-orientedresource.

IV. Planning and Evaluation Process. The Board concurs with the recommendation thatformal five-year reviews by external reviewers, including USDA personnel, beimplemented. The Board's role in the peer review process in ARS is a model that could beused by NAL.

V. Organizational Structure. The Advisory Board feels strongly about the reporting structurebeing a significant factor in improving NAL's visibility. The Board respects the position ofUSDA and understands the problems associated with a changing structure. However, it isour opinion that the NAL should report to the Under Secretary for Research, Education, andEconomics (REE).

VI. Board of Regents (BOR). The Board fully supports the recommendation of appointing ahigh level group to help guide formation of the revitalized NAL, advise the Director onplanning, and be an advocate for the library. Membership of the BOR should includepersons with experience in developing and managing the foremost contemporary libraries,those who can provide vision of how the NAL can best serve its various customers andthose who represent the broad range of scientific and educational programs supported by theUSDA. The BOR should have staggered terms of service to maintain its vitality. The Boardcommends the advisory structure of the National Library of Medicine (NLM) as a model forconsideration in forming a BOR.

VII. Friends of the National Agricultural Library. The Advisory Board recommends thatNAL management and other responsible individuals within USDA enlist the services of a"Friends of the Library" group. Such a group should be committed to increasing publicawareness of the NAL, enhancing both public and private support for NAL programs andservices, and helping convey the scope of NAL's food, agriculture, natural resources, andveterinary medicine information for the benefit of the citizens of the United States and theworld.

VIII. Funding. A revitalized NAL must have a major infusion of new resources if it is to meet itspotential. The Board advises the U.S. Congress (in particular, the House and Senateagricultural committees and subcommittees) to seriously consider this funding support. TheDepartment of Agriculture is constrained in its funding under mandatory spendinglimitations. The Report indicates that the $20 million annual budget needs to be increased to at least$100 million (for details and further justification, see The Report). The Board recommendsthat an immediate increase of $10 million is needed to launch the revitalization process.Thereafter, annual incremental increases are needed over the next five years to assure thelibrary meets its development and service goals. Henceforth, appropriate annual increaseswill be necessary to maintain the vitality of the library. Continual upgrading of technologyand enhancing staff services for NAL represent a major part of any new investment, but thepotential they create for USDA to improve its communication with scientists and the publicat large more than justifies the investment.



In summary, the Board recommends strongly that USDA place revitalization of the NAL high onits priority agenda, including leadership to carry out a new mission for the library, increasing thevisibility and public understanding of agriculture across the Nation, advancing technologicalinnovations for timely information access and retrieval, establishment of a Board of Regents, andaccountability of NAL services via a five-year review system. The Board respectively requeststhat the Secretary report progress to the Board and to the U.S. Congress in six months andthereafter at yearly intervals. The Board also recommends that U.S. Congress support the national role of the NAL by assuringthat federal funds are made available for technological advances in the library that will provide arapidly changing U.S. agriculture and the public with a useful, accessible, and high qualityinformation resource system. The Advisory Board respectfully submits the above suggestions and advice on the NationalAgricultural Library for your consideration. Please contact the Board for any elaboration orclarification of this report.

Report Index || Assessment Report || Public Comment || [email protected]

Last Updated February 7, 2003


Section 2



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2. What Progress since 1982? The 1982 review Panel concluded its work with a list of recommendations, some of which wereimplemented. A summary of those recommendations and the activities and initiatives that resultedis included in Appendix B. Many recommendations of the present review Panel repeat the samepoints raised in the 1982 review. Also noteworthy is a summary of milestones achieved, asindicated in the document "Milestones 1982-2000 – National Agricultural Library," prepared bythe staff of the National Agricultural Library (Appendix C). This document provides acomprehensive list of National Agricultural Library (NAL) achievements since 1982 organizedinto categories: (1) legislative and administrative, (2) collection building, (3) agriculturalinformation access, (4) bibliographic services, (5) collection development, (6) informationtechnology, and (7) the Abraham Lincoln Building. The following discussion features some of themore significant achievements, up to the present time, taken from these two documents and from apartial list compiled by members of a Panel committee (Appendix F, a report on user surveys).Finally, the Panel derived some of its conclusions from data supplied in tables attached asAppendices L-N.

2.1. Legislative and Administrative

The NAL revised its mission, values, and vision statements in 1994 as part of an ongoing strategicplanning process. In parallel, it has, through brochures, tours, exhibits, videotapes, and journalarticles, made concerted efforts to heighten its visibility, and to establish an Advisory Council toassist with long-range planning and policy formulation. Reorganizations and staffing adjustmentswere made to streamline services and to better delineate its overlapping but distinct USDA andnational library functions. Finally, diverse funding options have been initiated through increases inuser fees, leasing arrangements, and the use of contractors for certain activities.

2.2. Collection Building

As resources have allowed, NAL has also worked to develop its collection and resources both tofulfill its promise as a national library for the nation's entire agricultural community and as aspecific resource for USDA’s specific programs and agencies. This has included the acquisition ofsignificant special collections in a variety of formats, such as materials on Agent Orange andhistorical USDA documents and multimedia. In addition, since the early 1980’s the NAL hascoordinated with the National Library of Medicine (NLM) and the Library of Congress (LC) oncollection development policies in the subject area of biotechnology, human nutrition, andveterinary medicine. The NAL also joined several national cataloging programs and became anauthority for establishing and verifying the names of agricultural organizations.


Section 2


2.3. International and Networking Initiatives

Another of the 1982 recommendations specified a more active role for the NAL in internationalinformation activities. This led to close involvement with the International Association ofAgricultural Information Specialists (IAALD), the Consultative Group for InternationalAgricultural Research (CGIAR), and the U.N. Food and Agriculture Organization (FAO) and itsAGRIS database, on matters of coordination and cooperation. NAL also sponsored andparticipated in a series of U.S./Central European Agricultural Library Roundtables, and recentlysigned an agreement with the Biblioteca Central Magna of the Autonomous University of NuevoLeon, Mexico, to enhance access to agricultural and related information. Previous recommendations also focused on the need for a national agricultural informationnetwork for resource sharing, timely processing of information, and equality of access. Thisresulted in the NAL and representatives from land-grant university libraries forming the UnitedStates Agricultural Information Network (USAIN) in 1988. Through USAIN, the NAL joinedwith other land-grant libraries in a National Preservation Program for Agricultural Literaturefunded by grants from the National Endowment for the Humanities. The NAL also has cooperatedwith the National Association of State University and Land Grant Colleges (NASULGC) toadvance support of agriculture libraries. Drawing on these collaborative efforts was the 1995establishment of another NAL and land grant university library collaboration, the AgricultureNetwork Information Center (AgNIC). Although not yet fully realized, the AgNIC initiative is adiscipline-specific, distributed network on the Internet envisioned ultimately as a gateway tocenters of excellence in agricultural information. It currently offers 28 subject-specific sites on theWorld Wide Web.

2.4. Information Technology

A significant technology achievement was the National Agricultural Text Digitizing Project(NATDP) that resulted in the production of a series of widely distributed CD- ROM products foragricultural research (aquaculture, acid rain, Agent Orange, food irradiation, and the AgronomyJournal). The NAL also has been active in developing multimedia resources, and has madedatabases, directories, and other resources available over the Internet. In addition, the NAL hasdeveloped specialized web-based Information Centers which provide in-depth resources andreference services on such subjects as: alternative farming systems, animal welfare, food andnutrition, food safety, rural information, technology transfer, water quality.

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3. Reasons for Current Review The last full review of the NAL took place almost twenty years ago. Therefore, the Panelevaluated the NAL's performance, not only as an agency library for USDA, but especially withrespect to its 1990 statutory mandate as a national library. Based on user surveys, the panelassessed how well U.S. citizens, whether farmer, researcher or policy maker, are being providedwith the agricultural information they need to make informed decisions, either through the NAL orother means. We have taken the parameter of "agriculture" to be inclusive of its numerous andsometimes largely unrecognized related fields. The importance of agriculture as it relates to theworld food supply, the health of the nation's citizens, and its place in the nation's economy arehardly news to USDA, but the relationship of information to these aspects and NAL's role inproviding this information to the country are unappreciated at many different levels.

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4. Methods of Panel Study The present Panel made appropriate inquiries of relevant laws, NAL management and staff, otherU.S. national libraries, USDA administrators and NAL's many diverse users through user surveys. The sources of information the Panel examined were:

1. Statutory status of NAL.

2. User Surveys made by the Panel -- Librarians, Library Directors, scientists and other USDApersonnel, on-site users, the private sector and NAL staff.

3. Presentations by NAL managerial staff.

4. Reports of library service activity, accomplishments since 1982, including budget tables.

5. Presentations by Deputy Secretary Rominger and Under Secretary Miley Gonzales.

6. Interviews with NAL managerial staff and ARS Administrator.

7. Interview with Deputy Director National Library of Medicine by Panel members.

8. Panel tour of the NAL building, Beltsville.

9. Review of the NAL Web site.

The Panel agreed on an outline of study (Appendix D) and organized ten task groups of Panelmembers to concentrate on each segment. Some of these groups produced individual reports,results of which are incorporated as observations or findings in various parts of this Report.Selected group reports are also presented in the Appendices.

4.1. Customer and Staff Survey Methods

Under the auspices of the U.S. Agricultural Information Network (USAIN) and in support of thePanel’s program review efforts, a customer service survey was conducted in December 2000 andthe first part of January 2001. This survey was an attempt to touch the pulse of the NAL’s presentand future customers to gain input on its current programs and services and to help in determiningfuture directions. Five questionnaires were developed and distributed to USDA personnel througha variety of NAL customer listserv and to other related scientists affiliated with the Council ofScientific Society Presidents (Appendix G). In addition, agriculture and veterinary science

Section 4


librarians were sent questionnaires through their respective listserves, as were library directors atland-grant universities. Extension personnel were contacted by way of a Cooperative ExtensionService (CES) Directors listserve and through a CES State Specialist listserve. Questionnaires alsowere distributed to NAL on-site users at both the Beltsville and D.C. locations. Finally, NAL staffmembers were surveyed. The total number of returned questionnaires was 739, with an additional 53 from NAL staffmembers. An analysis of the general survey responses and those of the NAL staff are included inSection 5 (5.4 – 5.9) of this report. A detailed report of the survey is attached as Appendix F, including User Survey SampleComments (Appendix J) and NAL Staff Survey Results (Appendix K - [Graphic Version - TextVersion]).

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Section 5



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5. Findings

"NAL should be refurbished so it once again becomes the world’s preeminent agriculturallibrary. This entails subscribing to more journals, forging greater cooperation with theland-grant universities, having more service personnel to serve the nation’s sciencecommunity, and making greater amounts of holdings and assets (databases) more friendlyto remote access. It appears to be under-funded…" -- Survey respondent, 2001

5.1. NAL: A National Library by Law

The NAL, officially made a national library by Congress in 1990 in PL 101-624, in the "Food,Agriculture, Conservation and Trade Act of 1990" (Appendix E), is to serve as a NationalLibrary of the United States and as the Library of the U.S. Department of Agriculture (7 USCS3125a 2001). Thus, the Library has a legal mandate of mission, management policies,administrative accountability, budgetary requirement, and user satisfaction, all of which contributeto what one may judge as a successful operation or not. The Panel, therefore, spent considerable time in debating the current role and future direction ofthe NAL, not the law which is clear on this matter, but whether evidence over the years since the1982 review would indicate that the Library is succeeding in its first mandate to be a nationallibrary and whether it is also successful as a Library of the USDA alone. The Panel is convincedthat the NAL has been and is insufficiently supported to achieve its legal mandate. User responseindicates a more satisfactory response to the NAL from USDA personnel. There are, though,clearly defined and growing weaknesses identified through user surveys, NAL status reports andPanel site review of facilities. Whether or not the Library "provides leadership in informationmanagement" for the rest of the country is, charitably assessed, in serious doubt. Reasons gopartly to funding that is inadequate for its diverse mandated responsibilities, and to the lack ofadvocacy groups and actions internal and external to the USDA. Either management has beenineffective in communicating the Library’s needs to administrative and funding agencies, or, ifwell communicated, have not been recognized with realistic appropriations. The records show thatNAL management proposed and justified annual budgets over 50 percent larger than actuallyreceived. The Panel regretfully concludes that budgets actually received were insufficient toachieve the legal mandate.

5.2. Disparity in National Libraries


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The Panel discussed the parallel situation, in time and mandate, existing between the NLM andthe NAL: Both started as special services to a particular agency in government, but were laterdeclared federally funded national libraries: the NLM in 1956, and NAL in 1962 and again in1990. Both, with histories into the nineteenth century, are required to specialize as life scienceslibraries with major commitments to human medicine and agriculture, respectively, both arecommitted to serving national interests and clientele; both are programmed to be leaders ininformation technology for their specializations; and both had similar budgets in 1975-1978. In 2001 the NLM is an unquestioned world leader in medical information, the hub of a structuredregional library network, and a producer of internationally recognized databases (Medline,PubMed, Entrez, for example), which are fundamental to science, even with extant competitorsfrom the private sector (such as Excerpta Medica and specialized genomic databases). The same cannot be said for the NAL leadership. While the NAL has worked to build theAGRICOLA database as a resource for agriculture, it has not been able to capitalize on itspotential, or to utilize technological advances to develop the enhanced capabilities desired by itsusers. Rather, the NAL has chosen to initiate a number of pilot projects, virtually all of them withinadequate support, and, consequently, with limited achievement of the anticipated effect. TheNAL collection and staff are in a decline in numbers, yet the Library is, unrealistically, expectedto have the same or better reliability as a national resource. What went wrong? Given the generally lukewarm reception to Library needs by agencybudgeteers and legislative appropriators, why was the NLM, but not the NAL, able to successfullypursue its mandated mission? Perhaps of greatest influence and impact, the NLM utilizes a very effective Board of Regents.That Board has helped to develop NLM’s service horizon, providing rigorous long-range planningadvice to the Director of the National Institutes of Health. Past reviewing panels of the NAL allrecommended a similar Board of Regents for the NAL to advise the Secretary of Agriculture onLibrary matters in a capacity analogous to the NLM Board of Regents. These recommendationswere not enacted for the NAL, either in Congress (1990) or in Agency review (1995). This Panelonce again addresses the need for a Board of Regents later in this report. As the complexity of thedigital information age grows exponentially, it takes a very short time to drop from a worldleadership position to one of becoming obsolete. The library operations budget for the NLM ($240M) (Appendix H) is now about twelve times thesize of NAL’s current library operations budget ($20M) (Appendix I). During the past decade,NLM’s budget has increased significantly each year; NAL’s has remained flat (Appendix R,Appendix S, Appendix T, Appendix U). This budget disparity easily accounts for the dramaticdisparity in products and services these libraries are able to provide. Through natural evolution of needs and purpose, the National Institutes of Health (NIH) now alsosupports the NIH Library in Bethesda, in support of the NIH hospital personnel, while the NLMprovides services to the entire national biomedical community. The NAL, by comparison, remainscharged to do both: departmental and national service, serving other libraries and individualsnationally as well as serving more than 90,000 USDA employees as a departmental library unit.Both the NLM and the NAL cooperate with other library systems outside the U.S. to providetraining for information scientists and to assist in locating information about U.S. agriculture ormedical practices, although the NAL has had to reduce this involvement for budgetary reasons.Library services budgets for NLM Div. LO/NIH Library and the NAL are compared in AppendixV.

5.3. Comparison to ARL Library Budgets


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It is nothing less than startling to compare NAL’s operations budget to that of a typicalAssociation of Research Libraries (ARL) library in the U.S. Comparable figures for 1998 give theaverage ARL library operations budget at $15,440,758; the NAL’s budget was $19,208,000. Thisis especially striking since ARL libraries typically serve a localized academic community, whileNAL is expected to serve the entire country and, as well, produce an easily accessible databasereflecting all of the major U.S. interests in agriculture. To say the least, the level of support does not match the requirements of the Library’s nationalmandate. For FY 1992-2000 the net number of pad subscriptions at NAL decreased from 7,108 to5,123. Based on this history, NAL projects a decrease of 300 subscription titles per year if thereare no increases in materials budget. The decline affects the value of the collection and thereliability of the indexing of U.S. agriculture that NAL attempts to be doing for AGRICOLA.

5.4. Summary of NAL Customer Survey Results

Questions in the survey were open-ended, giving respondents the opportunity to describeinformation-gathering activities in their own words. Answers were reviewed to identify similarelements that could be categorized and quantified for analysis. Overall, the general survey, largely of USDA employees and nationally distributed scientists,reveals a strong need for new information and a widespread use of electronic services for findinginformation. In response to the question of where information is most often obtained, 28 percentidentified the World Wide Web, 25 percent noted either NAL or AGRICOLA, and another 23percent specified university, agency, or other libraries. Some users may have gone to the web or other libraries to search AGRICOLA or to use otherNAL online services, while others indicated that they had to go elsewhere because of the gaps nowevident in AGRICOLA and the failure of NAL to serve their needs. In any case, the most usedNAL service was identified by 26 percent as AGRICOLA, closely followed at 24 percent bydocument delivery; whereas, the most critical service was considered to be document delivery at25 percent, and AGRICOLA at 14 percent. However, if all electronic-related access points werecombined with the AGRICOLA percentage (such as NAL web sites, AgNIC, and CALS) theoverall number for electronic access would be greater than any other service, including documentdelivery. That is, while AGRICOLA is the most used and visible electronic service, on a regularbasis customers do use other NAL services, from document delivery to the various NAL web sites.This suggests a need to continue to develop and maintain a variety of delivery systems andcustomer services if NAL is to meet the full range of its users’ information needs.

Looking into the future, the survey asked for a description of the types of informationservices they would like to have in 2010. In this the respondents were in the mostagreement: nearly 75 percent responded with examples of electronic services such asonline journals and journal articles, and specialized and linked databases with expandedsearch capabilities. Others mentioned faster services in general, followed by those whowanted to see broader and deeper development of collections.

Others mentioned faster services in general, followed by those who wanted to see broader and

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deeper development of collections and interlinking of articles. Similar response results were given to the question about what new or improved NAL servicewould be desirable. Greater electronic access to information and resources, particularly onlinejournals and improved databases, was listed by 65 percent of the respondents, with another 16percent requesting broad collection development activities. Responses to the question about whatother library or library system is useful to them provides insights into potential models for futuredevelopments. The National Library of Medicine, and particularly PubMed and Medline, wasmost often mentioned by respondents as the system to emulate. The following quotes illustrateuser interests (see also Appendix J, User Survey Sample Comments):

Visions of the future: "A fully integrated linkage to every major university library systemworldwide so that resources can be downloaded or sent electronically to where they areneeded".... "a perfect information gathering world would be... to find relevant citations on anytopic by searching in one mega-database"... "upgrade AGRICOLA... [with]...abstracts for moreentries, sources of documents clearly indicated, and back it up with a service that leads the usersmore reliably to the "indexed information"... "impeccable indexing and online links to governmentpublications – what more could we ask?" and "finally a prophetic statement for the AgNICsystem." "If NAL wants to provide national agricultural information services by 2010, certainly they needto go to ‘the people’ to find out what information they are seeking. Then NAL must create orcompile content, not just indexing... I find our users, faculty and students...[and]… the generalpublic, increasingly less willing to wade through pieces of the puzzle. They want ‘packages:‘mosquito eradication in wetlands or farm ponds... can NAL become a provider of informationpackages related to agriculture instead of ‘just‘ indexing? Can it become a gateway toinformation being churned out by its own as well as other agencies?"

5.5. Summary of NAL Staff Survey

The 53 NAL staff members who responded to the survey were employed in public service,information systems development, or library administration. Not surprisingly, a majority of therespondents considered a knowledgeable and dedicated staff as a major strength of NAL. This wasfollowed by a nearly even split between collections and electronic access points, such asAGRICOLA. Weaknesses were largely grouped around management issues, budget problems, andoutdated databases. Critical services were identified as reference services, access to electronicservices (web AGRICOLA, AgNIC, and NAL’s web site), and document delivery. Suggestionsfor improvements included a variety of electronic services beginning with both content and webaccessibility enhancements of AGRICOLA, and followed by various types of web sitedevelopment.

The greatest barrier was seen as budget deficiencies, followed by staff shortages and alack of strong leadership. Of particular importance here are staff responses in the area ofservice development as they correspond closely with those outlined by respondents to thesurvey, suggesting a shared vision for future services.

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Additional comments by NAL staff are in the Staff Survey Results Report in Appendix K-[Graphic Version - Text Version]).

5.6. Summary of Library Directors Survey Response

Library directors also mirrored many of the responses made by general NAL users andNAL staff members. They saw the strengths of NAL as primarily its collections, includinghistorical archiving, but also noted online services, including AGRICOLA and AgNIC. Themain weakness was seen as the lack of adequate funding for its key functions, a similarlack of visibility, poor placement in USDA, and a location outside the power corridor.

All of the library directors were familiar with or had used the AGRICOLA database. In addition,the NAL web site was widely known, as was the document delivery service, NAL’s historicalcollections, AgNIC, and the online reference service. Similarly, the most important NAL servicewas identified as either AGRICOLA specifically or other databases that provide access to all-important agricultural information. This was followed by those who identified preservationactivities and access to hard-to-get materials, and those who listed document delivery as the mostimportant service. The majority of library directors who responded to the question asking for suggestions for newand improved services, focused on greater digital access to information, full- text, documentdelivery, and AGRICOLA links. Also, similar to many of the customers surveyed, there was aninterest in expanding the subjects covered by the NAL since newly created areas of knowledge arebecoming of increasing importance to participants in agriculture. This line of thinking wasconsistent in the responses to the question on how information services were envisioned for theyear 2010. Many offered ideas for providing digital access to all types of information, particularlyfull- text materials. Included were suggestions to greatly expand and upgrade AGRICOLA andAgNIC. Other suggestions were to build the NAL’s coverage in related fields such as theenvironment, to improve visibility, and to expand reference services. One revealing quote outlined"a perfect information gathering world from the client’s perspective: 1) to find relevant citationson any topic by searching in one mega database; 2) the citation/abstract links directly to the articleor book cited; and 3) if the book or article has interesting references or footnotes, they link directlyto the items cited."

5.7. Summary of USAIN AGRICOLA Survey

The U.S. Agricultural Information Network (USAIN) AGRICOLA Interest Group conducted asurvey of AGRICOLA users in February 1999. Most survey respondents rated AGRICOLAgenerally a very good to excellent to database.

Based on the feedback received, the Interest Group suggested NAL provides an extremelyimportant function by producing AGRICOLA, and wanted to see an even greatercommitment of staff and resources to it.

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Areas identified for emphasis in the survey and through AGRICOLA Interest Group discussionswere to: (1) include abstracts in as many records as possible; (2) include indexing for as manybook chapters as possible; (3) index all USDA publications including regional publications whichare sometimes missed; (4) facilitate the inclusion of state experiment station and extensionpublications; (5) give special consideration to the importance of timeliness in indexing allmaterials; and, (6) improve the interface and searching capabilities of the free internet version ofAGRICOLA.

5.8. Analysis of NAL Strengths and Weaknesses as Identified by Survey Respondents and Panel Members

The responses to the customer service survey questions regarding NAL strengths and weaknesseswere similar to the impressions gained by Panel members throughout this review process (See alsoAppendix F). Major areas of strength include extensive and unique collections, the AGRICOLA database, anddedicated staff members. Specifically, NAL has the largest collection of agricultural informationin the world, numbering more than 4 million items and including 20,000 journal titles. TheAGRICOLA database now includes more than 4 million records and is available free-of-chargevia the World Wide Web. The NAL staff members actively participate in national preservation activities for both print anddigital resources, and have taken the leadership in developing specialized information servicessuch as the various web-based information centers, and the collaborative AgNIC initiative. In2000 a technology plan was developed to enhance information technology and informationmanagement directions (Appendix X). Staff members are currently developing a plan for usingstate-of-the-art technologies to provide users with what they want when they want it. However, there also were similarities in responses identifying perceived weaknesses. AGRICOLAwas at the top of both lists due to problems with timeliness, difficulties with the web interface,lack of abstracts, and a need for broader content coverage. According to both Panel members andusers, the NAL has not kept up with new information technologies or with new directions inscientific research, in terms of both collection development and electronic access to suchinformation. Further, due to budget stringencies, AGRICOLA has developed serious gaps in itsinternal continuity, frustrating frequent users of this database. A lack of awareness of NALservices and a need for greater publicity in general were mentioned by current NAL customers,while Panel members also saw a need for greater overall visibility and for more effectivecollaborations within the research library community. Whereas both the NAL users and Panel members agree that the NAL offers valuable services,Panel members identified more organizational weaknesses (lack of funds, advocacy groups, andcollaborative arrangements), while users understandably focused on weaknesses in products andservices (limitations of web accessibility and content, decreasing journal subscriptions, andcollection gaps in rapidly growing fields, such as biotechnology). Panel members also noted the cancellations of hundreds of journal titles, and the staff cutbacks, inspite of increasing demands for greatly expanded services, particularly in the area of electronicaccess. The lack of funding for new initiatives, and the general lack of external advocacy, vibrantpartnerships, or a visionary plan to guide the organization into the frontier of knowledgemanagement, appear to have frustrated staff. Although the NAL has accomplished much since1982, user needs have increased exponentially and concurrently with revolutionary improvementsin technology; there is a growing gap between what is possible and user groups’ expectancy and

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the state of NAL programs and services.

5.9. Private Sector Users

A quick survey of NAL use by 107 agribusiness mid-managers (45 percent response) gave asnapshot of NAL utility in the private sector. From among nine possible answers, no one chose "Iuse the NAL regularly, at least once a week," one in ten never heard of the NAL, 19 percent neveruse the NAL, 29 percent use the NAL less than once a month, and 27 percent do not use the NAL,but know that people who work with them use the NAL occasionally.

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Section 6



Go to Section 7

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6. Discussion Related to Recommendations

6.1. Organizational Structure

6.1.1. Mission Statement

The Panel examined the NAL's mission and vision statements and has made recommendationsthat reinforce NAL's role in information technology and as the hub for coordinating agricultureinformation efforts for the nation. Specifically, it is recommended that the Library must adopt asits mission something considerably more concise and precise than those statements put forward in1982 and 1993. The mission statement must communicate an explicit and bold purpose that willachieve its mandate as a national library. Such a mission statement must devolve finally to this intent: To fulfill its Congressional mandate,the NAL ensures that whenever and by whatever means it is measured, the Library willdemonstrate rapidly evolving and effective processes for quickly gathering and distributingagricultural knowledge.

6.1.2. Vision Statement

Concomitant with a new mission statement is the need for a sweeping vision of the future. Weknow from recent experience that we cannot imagine what technology will make possible by theyear 2020, but every organization and business must prepare itself for this future by building afirm foundation for growth and development. It is imperative for the NAL to be guided by a grandand forward-thinking view of its own destiny. With adequate support, NAL could indeed becomethe impressive entity envisioned by one Panel member:

In 2020, "NAL is a recognized leader in agricultural knowledge management for thepast 15 years. It has achieved this status by leading in every important relevantdevelopment and in taking prudent, entrepreneurial risks at every opportunity. Itsunique, continuously evolving expert system has been adopted by and licensed toevery national library and most universities in the U.S. and abroad. It now serves asthe hub of major 2-way information networks, including 50 million web sites, 3,000university libraries, 10,000 company libraries, 150,000 scientific research labs,every farm in the U.S., and 50 state consumer networks. It is a fully integratedproduct of the digital age, with full, same hour voice access (in the 15 most widelyused languages) to any new agricultural knowledge, provided in any form orformat, and delivered 24/7 in minutes to its always delighted 100 major customersegments."


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6.1.3. Budget Support

This vision of the NAL as a "recognized leader in agricultural knowledge management" is not anydifferent than is expected in the Library's mandate. The conclusions of the Panel, that there hasnever been sufficient support to meet that mandate, is supported by an almost identical mandatefor the NLM many years ago, in this case though, a mandate that was adequately financed. TheNLM has been successful, while the NAL has fallen far short. To realize the potential of the NALvision and meet the growing demands for agricultural knowledge in the information age,management must recommend and the Department must implement budgets appropriate to NAL’smandate. Since 1982, there have been revolutionary developments in information storage devices,including networked systems, the rise of the internet and text digitization. Changes in the Library'sbudget have not been parallel to what might be expected to maintain currency in this dynamicsituation. In spite of the slight improvements in the Library's budget in the past few years throughpositive support from the Department's administration, Congressional appropriations for NAL stillremain relatively flat. A ten-year table of NAL budget requests is included as NationalAgricultural Library Budget Requests 1990-2001 (Appendix R).

6.1.4. Organizational Placement of NAL within USDA

The Panel recommends that the Secretary of Agriculture realign the organizational position of theNational Agricultural Library so that the Director reports directly to the Office of the Secretary ofAgriculture. The rationale for this change is quite overwhelming. The NAL has a national anddepartment-wide function. Organizationally, it should be at the same level as other agencies andoffices with national mandates and department-wide functions, reporting to Cabinet level officials.The NAL's status and leadership as a national library is best served by having the needs of thenon-USDA, as well as those of USDA clients, brought directly to the attention of the Secretary ofAgriculture by the Director of the NAL. The Panel considered the organization placement of the other national libraries. The Director ofNLM reports to the Director of The National Institutes of Health. The Director’s position is in theSenior Executive Service, and is not a term appointment. As such, the incumbent is not asked toresign during changes of administration, as are political appointees. However, the Director can bereassigned, like other Senior Executive Service members. Because of the mission of the NIH, theDirector of the NLM always holds a M.D. degree, not a library degree. Similarly, since computerscience or knowledge management expertise has become essential to NAL, any relevant advanceddegree but not necessarily the library degree should be the basic credential for the Director of theNAL, and based on the successful model its Director should be in the Senior Executive Service.

6.1.5. Board of Regents

The NAL requires an external advisory group of professional research and information scientistsand representatives of agriculture segments to help plan and prioritize long term planning for itsprograms, services, and policies. In the words of the proposed legislative text in 1990, a Board ofRegents is necessary "for the purpose of advising, consulting with and making recommendationsto the Secretary of Agriculture on matters of policy in regard to the Library." This Panel stronglyadvocates prompt implementation and legislative support for a Board of Regents group, againusing the National Library of Medicine and its Board of Regents as a model for operation.


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Progress made by the NLM over its history is impressive, owing in large part to the counsel of itsinvolved Board of Regents; the Panel recommends long-range planning cycles for the NAL toemulate the planning activity of the NLM Board. Such a Board was proposed for the NAL inCongressional action in 1990 and 1995, but failed to be enacted.

6.1.6. Director (See also 6.1.4.)

Given the current situation, the recruitment of a strong and dynamic Director will be essential tothe revitalization of NAL. In the words of the current Director,

"Leading NAL into its future is a challenging job, one that demands vision, drive,commitment to customers and passion for this national treasure. Successfulleadership looks to the future from the solid foundation of past achievement.Attracting the best to lead NAL… is itself a challenge."

Properly positioned in the administration, advised on planning and visioning by a Board ofRegents (6.1.5.) and with a Friends Group for support in Congress (6.1.7.), the new director will,as well, have to study NAL staff organization for appropriate mechanisms to ensure opencommunication at all levels and to respond to staff contributions for visionary library planning andgovernance.

6.1.7. Friends Group

The NAL currently lacks a strong constituency to advocate for resources and support. At one time,the NAL had a "Friends" group that provided support through fostering special public relationsprograms and other outreach activities. Such "friends" groups typically grow out of and areorganized by library users, but they do not develop and flourish without direction andencouragement from the library. The NAL’s role must be to encourage development of such agroup and to provide it with a clear understanding of its purpose, namely to provide an importantmeans of communicating NAL’s mission and vision to elements outside the Library, especiallyincluding those who influence financial support for the Library.

6.1.8. Development/Gifts

Although the NAL has the authority to accept gifts, it must, as well, have the authority to solicitfinancial and non-financial gifts and donations and allocate the resources received withoutprejudice to its other federal support. This authority is pivotal for the acquisition of historicallysignificant materials, as well as the funds to support their preservation.

6.2. Planning Process

6.2.1. 5-Year Reviews

So as to provide the Secretary with an ongoing assessment of NAL performance, a complete

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external review of NAL programs and services should be undertaken every five years. TheDepartment might consider contracting with NCLIS, or a similar organization, to periodicallyconduct these reviews, and include performance measures of importance to the proposed NALBoard of Regents.

6.2.2. User Surveys

The NAL must methodically and periodically assess, analyze and adapt to changing customerneeds. Under the auspices of the proposed Board of Regents, regular surveys of customers,prospective customers, and other stakeholders are needed to appropriately reallocate resourcesand/or optimize services. USAIN, the Friends of the NAL, the Board of Regents, the Council ofScientific Society Presidents, a substantial and credible market analysis company in the privatesector, or some other appropriate outside group could be a source and supporter for such ongoingresearch, since it might otherwise be encumbered if attempted by traditional federal channels.

6.2.3. Internal Advisory Groups

In its role of internal service to the USDA, the NAL should develop liaison groups within thevarious agencies to gain additional input for planning purposes. Two-way communication with theNAL, wherein the NAL would provide the groups with an orientation to products and services,and the groups would provide evaluative feedback. The input would be made part of the NAL’sannual documentation on operations and impacts.

6.2.4. Long-Range Plans

Building on the strong statement made by the NAL in their annual strategic and operating plans,and as mentioned in section 6.2.1. (Appendix O, Appendix P, Appendix Q) the Panelrecommends long-range planning cycles for the NAL, such as those undertaken by NLM for theirBoard of Directors. These NLM cycles occur every five years and include stated goals andobjectives, a track record of achievements, and a visioning document. Long-range plans will guidethe Library in resource allocation and program direction, but should also be flexible enough toallow for mid-course corrections as events and technological developments take place. Again, thePanel makes reference to the NLM planning process as an example (Appendix W, NLM Long-Range Planning Process). The NAL’s operations plans for the last three years and strategic plans for the last five areattached as Appendices: NAL Strategic Plan FY 1996-2001 Annual Operating Plan FY 1999 (Appendix O) NAL Strategic Plan FY 1996-2001 Annual Operating Plan FY 1999 (Appendix P) NAL Strategic Plan FY 1996-2001 Annual Operating Plan FY 1999 (Appendix Q)

6.2.5. National Digital Library Planning

NAL short-range plans should incorporate an action plan for becoming a highly effective nationaldigital library for agriculture and its related fields, involving not only a significant technologicalorientation, but also the types of collaborations and long-range planning that would be necessary


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to build and ensure the perpetual currency of such a system. Included would be an assessment ofhow NAL might coordinate its own products and services towards achieving this end, and also ablueprint for how it might work with partners to maximize efficiency and inputs.

6.2.6. Market Adaptation

The NAL planning must, beyond all else, address and satisfy a wider spectrum of customers’changing needs for information, analyses, and knowledge management, even if it is done at theexpense of data collection and retrieval/broadcasting. The future needs of customer groups mustbe assessed, along with an appreciation of potential alternatives to satisfy those needs to determinewhere the NAL niches may be developed or strengthened. For each customer segment (i.e. ARS,FDA, educational institutions, farmers, etc.), the questions that need to be answered are: (1) Whattype of services do they need now? (2) What will they need in the future? (3) What alternativesources may serve these needs? (4) What are NAL’s strengths in this niche, both present andpossible in the future? and (5) When should NAL act to ensure the widest public access toinformation that is widely needed? The Panel task group assigned to studying long range planning developed more details, includingsuggested templates for tracking market segments, attached as Appendix Y, with options thatNAL might consider as alternatives for planning mid- course corrections.

6.2.7. Facility and Space Issues

The Library offers the following assessment on the capacity for shelving in the Lincoln building:

"Two current projects will ease this situation enough so the collection will beable to ‘fit’ in the Lincoln Building for the next 10-15 years…. There areadditional projects that would enhance our storage organization and capabilities,however, they require funding that has not been available."

The worst floors are 6 and 7 because this is where most of the currently received journals areshelved. In many areas of those floors materials are shelved on "overflow shelving," morecommonly known as book trucks. Several years of the older volumes are pulled off the shelves inorder to shelve the currently received issues. This process is followed throughout the year and thenin the summer, if funds are available, mini- shifts are conducted to free up enough space toreshelve the overflow materials as well as to make room for the next year’s anticipated volumes. "Two current projects will ease this situation enough so the collection will be able to ‘fit’ in theLincoln Building for the next 10-15 years. The first is the renovation of the 5th floor. This projectwill re-locate approximately two-thirds of a floor of Special Collections materials to the 5th floor,freeing up space for General Collections. In addition, for the last two years the NAL staff haveconducted an extensive weeding program to remove excessive duplicate copies of materials fromthe General Collection. A survey was also conducted to identify for acquisition microformversions of print newspapers currently in the NAL collection. As the microform versions arereceived the paper copies will be discarded; this will eliminate fragile and deteriorating newsprintfrom the collection thereby freeing additional shelf space for collection items. There are additionalprojects that would enhance our storage organization and capabilities, however, they requirefunding that has not been available." NAL investigated options for off-site storage in the early

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‘90’s, but no decisions were made. Budget guidance from the Department indicated that additionalfunds would be unlikely to support either building additional capacity in Beltsville for NAL orprocuring off-site storage. All binding activities were suspended in FY 2000 due to lack of funding and have not resumed.Throughout the 1980's and early 1990’s, binding was routinely suspended due to lack of funds.Binding all current loose issues would cost approximately $1 million. This figure was based onestimates obtained in planning for the major collection shift that will accompany the 5th floorrenovation project. The Panel observes, simply, that the suspension of binding jeopardizesconservation efforts and affects availability of shelf space.

6.3. Leadership Issues/Opportunities

The NAL has an important role as the national Library of the U.S. for Agriculture and as a Libraryfor the U.S. Department of Agriculture. It is intended to be a leader in the field of agricultureinformation. To do so, the NAL must focus on its expressed vision that "agriculture informationwill be more accessible to more people through technology," and that "the NAL will lead in theinformation revolution by forging partnerships and exploring new methods and technologies thatadvance open and democratic access to information." The Panel applauds the above vision set out by the NAL in its Vision Statement but sees the NALas struggling in its fulfillment due to resource restrictions and competing expectations.

6.3.1. Challenges, Future Threats

Strategic choices: Leadership in the field of agricultural information requires difficult strategicchoices. What resources will be allocated to the NAL? To online services versus physical texts?Toward preserving historical treasures versus advancing new knowledge? The Panel believes thatpriority should be given to both online service and advancing new knowledge when resourceallocation decisions are made. Resources: The NAL cannot, in its current circumstance, be a leader. The Library managementsystem (software) is old; facilities or equipment are in need of repair; services have not kept pace.Federal budgets for agency programs and services (non- entitlement) have been restricted forseveral years and seem destined to continue to be restricted. Staff: The staff is a current strength of NAL, but the recruitment and retention of top- flight staffwith budgets shrinking in real dollar terms will be an increasing challenge. Visibility: The NAL is likely providing valuable services that are largely invisible to keydecision-makers who affect NAL.

6.3.2. Opportunity: Knowledge Management and Digital Library Initiatives

NAL’s mandated leadership role means focusing on a knowledge management approach tofacilitate the value, growth, and use of new agricultural knowledge. This leadership directionmight be best served by turning the NAL basic paradigm from the biggest and best collection ofknowledge into the most rapidly evolving and effective processes for gathering and distributingagricultural knowledge. In this capacity, NAL should participate in efforts to create new and moreeffective digital library systems for bringing agricultural knowledge to customers, not only throughindexing and abstracting services, but as information packages to facilitate learning and decision-making.

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6.3.3. Opportunity: Preservation Initiatives

Research findings, policy statements, consumer guidelines and other important informationresources are increasingly published in electronic formats. These formats provide powerfuladvantages for customers in searching, delivery, and reuse of the content. However, these formatsare inherently more ephemeral than paper print format. The content is therefore vulnerable to loss.The Office of the Chief Information Officer is leading a Departmental Initiative to develop policyand guidelines for the Department governing the long-term preservation of digital publications.The NAL must continue to take a lead in this initiative and should be given support for itssuccessful conclusion. The NAL should also provide strong support to the National Digital Information Infrastructure andPreservation Program, which is a Library of Congress-led program. This initiative will set nationaldigital preservation standards. It gives the NAL an opportunity to serve the agricultural communitythrough sponsorship of vital projects, objectives, and shared policy-making. In addition, the NALshould continue to pursue, and should be supported in its effort to gain, Affiliated Archive Statuswith the National Archives and Records Administration.

6.3.4. Opportunity: Collaborative Relationships

The NAL has a definite and defined set of natural constituents and collaborators/partners in thiscountry's agricultural (especially land grant university) libraries and it is well known among theseconstituent groups for the range of resources and services it offers. Capitalizing on this advantage,NAL should play an aggressive leadership role for this group. One example: develop a realistic,holistic preservation strategy for the nation's agriculture literature, including state agriculturaldocuments, extension documents, and the like, in all original formats.

6.4. Innovations in Information Services

6.4.1. Technology Issues

The advent of the internet has created a challenge for all libraries. A rapidly growing user base,now a clear majority, prefers online searching as a methodology for both speed andcomprehensiveness. Libraries have played a historically significant role as places whereinformation resources are stored and accessed. The Internet has changed and will continue tochange the way research is conducted and the ways needs for knowledge are, and can be, fulfilled.Leadership in the Internet field will require new perspectives, ongoing new ideas andunderstandings, and a significant commitment of financial and human resources. NAL developed a comprehensive plan for technology innovation, which was issued as the NALTechnology Plan 2000 (Appendix X). The Panel endorses the plan as one of its Panelrecommendations. The Technology Plan as formulated by the Information Systems Division (ISD) in October 2000should be revisited and modified when the additional human and financial resources specified inthis report are made available to the NAL. The ISD should outline the positions and infrastructurerequirements necessary to support an upgraded integrated library system and to accommodateimprovements and efficiency in all computer systems, particularly those supporting AGRICOLA,document delivery, and the various web sites. Only with a solid foundation of informationtechnology and information management, will the NAL be able to realize its vision for leading "in

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the information revolution by forging partnerships and exploring new methods and technologiesthat advance open and democratic access to information."

6.4.2. Innovative Technologies Grant Program

NAL should initiate a grants program for encouraging and promoting a national technicalinfrastructure for agricultural information and networking. This program would be similar toNLM’s extramural grant programs that are offered in a number of categories including Resourcesfor Information Management and Research and Research Resources. These grants are authorizedby the Medical Library Assistance Act and are given in areas such as: information access,information systems, Internet connections, integrated advanced information management systems,informatics, and digital libraries applications. Grants-in-aid are given to the extramuralcommunity, sometimes as contracts, in support of the goals of the NLM and as seed money toinitiate a resource, service, or program. They provide an opportunity to develop the linkagesbetween the NLM and its regional libraries and, at the same time, to greatly expand all of theircapabilities through innovative projects. Because this is a successful model, the Panel strongly endorses a grants program for the NAL as amechanism for building on and formalizing the NAL’s ties to the now loosely knit network ofdevelopers of new innovations and the agricultural libraries within the land-grant system,including the full-range of USAIN institutions. NAL should help develop collaborations for theadvancement of information technologies to disseminate agricultural information and knowledge.

6.4.3. AGRICOLA

AGRICOLA, the primary index to U.S. scientific literature for agriculture and allied fields, hasserved as a leading solution for agriculture researchers for many years.

However, more recently AGRICOLA is not delivering up to expectation in some users’eyes because shrinking budgets have created gaps that compromise its value.

To correct this situation, NAL management should conduct, preferably on advice of the proposedBoard of Regents, a timely review of AGRICOLA to align its content with its significance to thenation’s agricultural information needs. This will include action plans and estimated costs forupgrade of content, and the addition of online linkages to full text wherever possible withpriorities defined by the user communities to USDA and state agricultural extension publications.Until a Board of Regents is implemented, the Panel recommends that the Library appoint an expertStrategic Planning Task Force for direction and budget recommendations.

6.4.4. Agriculture Network Information Center (AgNIC)

The Library has participated collaboratively with many research libraries on various informationprojects over the years since the last review. These projects are largely, but not entirely, successfulby virtue of altruism on the part of participating individuals and libraries. For example, the NALprovided seed money for establishment of the Agriculture Network Information Center (AGNIC),but the network is maintained through volunteer efforts of participating institutions and


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individuals. This distributed network, which could be the foundation for a national digital library,already has achieved a certain level of success in bringing agricultural information to the publicfrom a broad base of institutions and experts. In the future, it could provide customers with muchmore wide-ranging knowledge-based learning resources and with information and data that haspreviously been unavailable. However, to achieve this potential, the Network requires extensivetechnical expertise and infrastructure, as well as broader topical orientations. The NAL should beprovided with the basic human and technical resources to create the necessary backbone forAgNIC’s system requirements and for general content development. Enhancements and specialapplications, such as interactive learning modules, and those using remote sensing and geographicinformation systems, could be funded through the proposed information technologies grantprogram, and NAL should provide a regularly updated, userfriendly, online learning module toteach new users how to use and gain most benefit from NAL.

6.4.5. Information Centers

Increasingly, customers want more than bibliographic references and annotations; they wantpackages of information that directly answer questions they might have and that are available on a24/7 basis. Similar to AgNIC, NAL’s Information Centers are an excellent beginning forproviding this kind of value-added service. However, the topics covered in both AgNIC and theInformation Centers need to be expanded to cover the full breadth of agricultural informationinterests. An example is the NLM's development of the MEDLINEplus, a web-based healthinformation resource for the general public. This service, which started out covering 22 topics,now provides full- text documents, pre-formulated MEDLINE searches, and links to high-qualityrelated web sites on 225 health matters of particular interest to U.S. citizens. The AgNIC allianceweb sites and the NAL Information Centers could form the basis for a similar service foragriculture. Consideration in the long-range planning process should focus on how to structurethese services into a more cohesive and identifiable service with a single user interface to facilitatea "one-stop shopping" concept.

6.4.6. Document Delivery

Document delivery in paper and electronic form are important NAL services. The NAL respondsto 150,000 requests annually for documents in its collection, to USDA employees and other publicand private sector parties. High quality digitization, electronic transmission, intellectual property-right considerations, and questions of permanent archiving complicate the planning and budgetingfor the future. It is clear that most users in the survey anticipate a growing reliance on electronictransmission of text as the preferred access route. The NAL will need to develop more timely andextensive electronic document delivery systems to meet future customer needs.

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7. Recommendations of the Panel The results of the customer surveys and the Panel’s analysis make a strong case for thecontinuation of NAL not only as a library service for USDA personnel, but as the centerpiece of adynamic national agricultural information system as a national library that also serves as a libraryservice for USDA personnel. This system would draw on innovative technologies to directly linkusers to the most useful and appropriate quality content (abstracts, full-text, data, and informationpackages) in all areas related to the sustainable management of natural resources in the support ofagricultural production. Included would be a complementary mix of services including a greatlyenhanced AGRICOLA database, a series of comprehensive and topical web sites, 24/7 documentdelivery, and all interconnected through a powerful search interface providing users with theclosest approximation possible to a “one-stop-shopping” reality. Responses from NAL staffmembers demonstrate they understand these customer needs and have the same interest inproviding the high-quality services necessary to meet those needs. What are lacking are thehuman and other necessary commitments by USDA, to do so. Fulfilling its Congressionally mandated mission, the NAL should move as quickly as possible toattain and maintain leadership position in obtaining, managing and distributing new andpreviously available agricultural knowledge and exploiting the tools of the electronic digital age tomeet demands of customers located anywhere and in need of information anytime.

Thus, the Panel strongly recommends and unanimously endorses the followingchanges and improvements to our National Agricultural Library system:

I. Innovations in Information Services

a. Provide rapid, accurate, comprehensive access to the full range of agriculturalinformation resources through a variety of the most cost-effective delivery systems,but with particular emphasis on ensuring leadership in applications of advanceddigital technologies, and based on user-identified needs.

b. Establish a national grant program on the NLM model, to be administered by NAL,for the initiation of innovative and collaborative digital projects in agriculturalinformation systems.

c. Update and enhance the AGRICOLA database to a level equivalent with the NLM'sMedline and PubMed services, particularly through improvements of the Webversion, extent of coverage, and linkages to full-text and summaries. Related to this,complete the retrospective conversion of the NAL catalogue to digital form forinclusion in the ISIS online catalogue.




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d. Further develop the Agriculture Network Information Center (AgNIC) Allianceand Program as a portal to agricultural information, data, and resources, and as thefoundation for a national digital library for agriculture.

e. Continue to build the NAL Information Centers as subject gateways to key topics ofparticular interest to citizens, policy makers, and scientists, based on frequent usersurveys and knowledge explosion.

f. Identify and initiate cost-effective improvements and expansion of the currentdocument delivery service.

g. Update and implement the Technology Plan of 2002 with modifications as needed toaccommodate recent and emerging advances in technology.

II. Organizational Structure

a. The NAL should change its self-concept from being a place to that of performingcustomer-driven functions, and its national role from being the place where everyitem is, into the role of being the hub through which every item can be obtainedonline anytime.

b. Update and reaffirm the NAL mission and vision statements to reflect its mandate asa national library and its commitment to the use of technology to meet theinformation needs of the U.S. citizenry. Formulation of these statements is theresponsibility of the NAL Director and the proposed Board of Regents.

c. Provide 30 percent increases in funding each year from now until the next 5-yearreview when programs and services will be formally reassessed and evaluated forsuccessful initiation of new directions. The Panel believes the annual NAL budgetshould eventually reach approximately $100 million (2001 dollars) to meet itsCongressionally mandated mission in the digital age. This will provide sufficientresources to develop superior expert system search tools, to hire and retain theinfotech talent it needs, to fill the growing gaps in its coverage of new knowledge inresearch journals and historical documents, and to ensure its security in view of thenew security hazards it will face. It will enable the NAL to provide services and levelsof service required of a National Library in the 21st century.

d. Increase the number of positions by 50 or more during the next 5- year review period.

e. Realign the NAL within USDA to reflect its national mission. To reflect this mission,the NAL should report directly to the Secretary/Deputy Secretary of Agriculture.

f. Organize a Board of Regents, on the NLM model, to direct on long- range planning,advocate for the NAL within USDA and elsewhere, guide the development of newproducts and services, and monitor for quality in all services. A Strategic PlanningTask Force should be appointed and serve until a Board of Regents is implemented.

g. Develop a NAL Friends Support group to assist the Board of Regents and othergroups in promoting NAL programs and services.

h. Establish the position of the Director of the NAL in the Senior Executive Service,with a four or more year term, and renewed based on performance; library degree ispreferred but not required.


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(The strength of interest on the panel on this issue is represented by its range ofopinions, ranging from one emphasizing an exclusive political appointment toopinions that were open to either/or: political appointment or inclusion in the SeniorExecutive Service, to opinions advocating inclusion exclusively in the SeniorExecutive Services.)

i. Authorize the NAL to solicit and accept donations, with those funds exclusivelydesignated for use by the NAL.

j. Establish a Development Officer to enhance liaison with private foundations andindividual donors.

III. Planning and Evaluation Processes

a. Introduce a formal five-year review by external reviewers, including USDApersonnel, to ensure progress on long-range plans and customer service orientation,with a 100 percent turnover of the membership of that review group every 4-5 years.

b. Implement a system to obtain ongoing input from all categories of customers (web,in-person, mail, telephone), and summarize the information in an annual report. Thesereports should include actions taken in response to customer input and should beavailable to the public through the NAL website.

c. Establish internal advisory groups from USDA agencies to provide feedback to NALabout its products, services, and long-range plans.

d. Results from the five-year reviews and all other feedback data should guide the long-range planning process. Long-range plans should be developed for a five-year period,with annual updates by the Director and the proposed Board of Regents to ensurecontinued viability.

e. Complete and implement a plan for a national digital library for agriculture (NDLA)that will be the main focus and long-term organizing principle for NAL and thenational network of university and industrial libraries.

f. Establish liaisons within NAL who will act as market managers to track specifiedNAL customer segments for their needs and user satisfaction.

g. Develop a plan for facilities management and improvements, including spacerequirements, as an integral part of the long-range planning process.

IV. Leadership

a. Provide leadership for and become the central hub of the world’s agriculture librariesto facilitate users’ access and use of agricultural information on a perpetual basisusing a knowledge management approach.

b. Continue to develop the NAL role in the preservation of digital publications-and-datainitiative of the USDA and in the National Digital Information Infrastructure andPreservation Program.

c. Continue to take a leadership role in the development of national digital efforts tobring the wealth of agriculture-related information and knowledge to U.S. citizens byusing the most advanced technologies and by developing the most advanced and

Section 7


easily used expert online search system available.

d. Enhance contractual collaborative relationships with other governmental agencies andnon-governmental units to meet the NAL’s mission for collaborative collectiondevelopment, preservation, and archival functions.

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8. Implementing Recommendations The Panel is forwarding the executive summary of this report and the full report with appendicesto Ann Veneman, Secretary of Agriculture and to Joseph Jen, Under Secretary of Research,Education, and Economics. If the Secretary should decide that outside review of this report might serve her purposes, thefollowing experts are offered for her consideration:

Bob Dole, former U.S. Senate Majority LeaderBob Foster, former Congressional staff member.Eugene Garfield, Chair Emeritus, Institute for Scientific InformationSuzanne Harris, Director, Human Nutrition Institute International Life Sciences InstituteRichard Lucier, University Librarian, Dartmouth, and former University Librarian,California Digital Library (University of California)Clifford Lynch, Director, Coalition for Networked InformationAnton Mangstl, Chief, Library and Systems Division, FAO, RomeSusan Nutter, North Carolina State University, Vice Provost and Library DirectorJan Olson, retired Head of Mann Library, Cornell UniversityJulia Peterson, retired CIO, CargillRichard Rominger, former U.S. Deputy Secretary of AgricultureJane Voichech Journal of Nutrition Education, Department of NutritionalSciences, University of Wisconsin-MadisonClayton Yeutter, 1990 U.S. Secretary of Agriculture

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9. Members of the Panel: Panel Members:

Dr. Larry N. Vanderhoef, Panel Chair, Chancellor, University of California, DavisDr. Martin A. Apple, President, Council of Scientific Society PresidentsDr.. K. Jane Coulter, Deputy Administrator, USDADr. William B. Delauder, President, Delaware State UniversityMr. Jay Hirschman, Director, Special Nutrition Staff, USDADr. Austin Hoover, Library Archivist, New Mexico State UniversityDr. Philip Hudson (deceased), Director, USDA Graduate SchoolMs. Barbara Hutchinson, Director, Arid Lands Information Center, University of ArizonaMs. Paula Kaufman, University Librarian, University of Illinois, Urbana-ChampaignMrs. Margrit B. Krewson, Society for German-American StudiesPearlie S. Reed, Chief, Natural Resources Conservation Service, USDAMr. Winston Tabb, Associate Librarian, Library of CongressMr. Robert Willard, Executive Director, National Commission on Libraries and InformationScience

Consultants:

Dr. William Gray Potter, University Librarian, University of GeorgiaDr. Sarah E. Thomas, University Librarian, Cornell University

Staff:

Vincent P. Caccese, Instruction Librarian, University of California, DavisDr. Douglas Helms, Senior Historian, Natural Resources Conservation Service, USDADr. Susan McCarthy, Technical Information Specialist, National Agricultural Library

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Appendix A

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Appendix A

Interagency Panel for Assessment of

the National Agricultural Library

CHARGE

An Interagency Panel for Assessment of the National Agricultural Library (NAL) is herebyestablished. The Panel is to review the activities of the National Agricultural Library in pursuit ofits mandate to serve as the chief agricultural information resource of the United States and tomake recommendations to the Under Secretary, Research, Education, and Economics on NAL'smanagement, staff, programs and operations. The NAL serves as a national library, one of the four U.S. national libraries, the library of theUnited States Department of Agriculture, and as a leader in international agricultural library andinformation resources, under very different operational policies and programs. The panel is being asked to complete its work within twelve months with the issuance of a finalreport. The Panel may not be extended beyond one year without special review and approval bythe Deputy Secretary. August 2000

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Appendix B

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Appendix B

The National Agricultural LibraryU.S. Department of Agriculture

1982 RECOMMENDATIONS STATUS

1) Public Awareness of NAL:

NAL should develop mechanisms to surveyusers’ needs continually and to establishpriorities for services which would satisfy themost pressing needs.

NAL carried out a customer satisfaction surveyin 1995 (A copy is in the briefing book). NALsurveys customers semiannually on turnaroundtimes. NAL has firmly established its web presence,offering value-added products as well as routineinformation such as library hours, a directory ofservices, and staff directories via the library’sweb site (http://www.nal.usda.gov). Primeexamples are the AGRICOLA database andtopic-specific resources made available throughNAL’s specialized information centers.

NAL must become more aggressive inmaking its collections and services known,both to its end users in the Department andto the cooperators and future participants inthe network. Listings in the services sectionof the USDA telephone directory; a specialpage in the directory listing libraries withhours of service and telephone numbers; anorientation or handout for new Departmentalemployees; special information events; andadditional participation in USDA programsare but a few examples of how this publicawareness campaign might be carried out.

The NAL has produced and distributed an arrayof brochures and public affairs materials to makeits collections, programs, and services known. The NAL also maintains an active schedule oftours, exhibits, and educational programstargeted to current and potential new audiences. In addition, the NAL is known through itssignificant World Wide Web presence. TheUSDA home page does not link to the NationalAgricultural Library. The NAL is barely listed in the USDA and othertelephone directories. The NAL participates in new employeeorientation for the Agricultural Research Service.

In 2001, the NAL is carrying out a program toinform USDA headquarters employees of NAL


Appendix B


programs and services.

Films, video-tapes, and articles inagriculturally-related scientific and technicaljournals (especially publications of scientificsocieties) and the general press should serveto make NAL known as a national resourceof agricultural information.

NAL has produced several videotapes, CD-ROMs, and articles in agriculturally relatedscientific and technical journals to publicizeNAL collections, programs, and services.

2) Mission:

Adoption by NAL of the mission statementin the Executive Summary and on page 7 ofthe Findings and Analysis section of thisreport. The National Agricultural Library (NAL)serves as the Nation’s chief agriculturalinformation resource. It providesagricultural information, products, andservices to agencies of the USDA and topublic and private organizations andindividuals. The NAL coordinates a nationalnetwork of public and private agriculturallibraries and information centers, especiallywith libraries of the land-grant colleges anduniversities, and other state supportedcolleges and universities with agriculturallyrelated programs, other publicorganizations, and industry and other privatesector organizations. The NAL ensures the acquisition,organization (including cataloging andindexing), management, preservation,accessibility, and diffusion of information inall phases of the agricultural and appliedsciences, as set forth in Title XIV of the Foodand Agriculture Acts of 1977 and 1981. Asignificant part of this mission is thedevelopment and coordination of a nationalagricultural science information network.The NAL provides leadership for themanagement of agricultural informationresources through products and services,including bibliographies, loans, photocopies,microforms, structured agriculturalthesaurus, computerized data baserepositories, indexing of agriculturalinformation, and personal reference andresearch services including on-linecomputerized literature searches. NAL worksclosely with other agencies in theDepartment, coordinates closely with theNational Library of Medicine (NLM) and

In November 1990, Public Law 101–624—NOV.28, 1990 the "Food, Agriculture, Conservation,and Trade Act of 1990" officially established theNational Agricultural Library "to serve as theprimary agricultural information resource of theUnited States." The NAL initiated a new strategic planningprocess In 1993. In the first phase of this processNAL conducted environmental scans andrestated its mission: The National Agricultural Library ensures andenhances access to agricultural information fora better quality of life. The National AgriculturalLibrary: · Serves as a National Library of the UnitedStates and as the Library of the U.S. Departmentof Agriculture. · Acquires, organizes, manages, preserves, andprovides access to information and providesquality stewardship of its unique collection. · Assists, trains, and educates people based onassessment of their information needs. · Provides leadership in informationmanagement. · Maximizes access to information throughcollaborative efforts and utilization oftechnology. · Enhances global cooperation throughinternational exchange of information and theprovision of services and technical assistance.

Appendix B


Library of Congress (LC), and cooperateswith other groups in both the public andprivate sectors, to ensure that the results ofresearch and other types of agriculturalinformation are rapidly disseminated to theultimate user. NAL promotes the use ofmodern technology in support of library andinformation activities. The NAL provides leadership for U.S.participation in international agriculturallibrary and information systems and inefforts to promote worldwide availability ofagricultural information. In addition, theNAL serves as the Nation’s major source ofagricultural information received from andrelayed to other countries, as theagricultural information liaison tointernational organizations andorganizations outside of the United States,and as the U.S. agricultural representative inthe setting of library and informationstandards internationally.

3) Departmental Placement:

General policy direction and guidance comefrom the Office of the Secretary on theadvice of the Advisory Council withoperational and administrative supervisiondelegated to an operating arm of theDepartment. However, the Panel stronglyrecommends against locating NAL under theAdministrative Management arm (AssistantSecretary for Administration).

In 1982, the NAL had been newly reestablishedas a separate agency within USDA’s science andeducation structure. On the Panel’srecommendation, the Library quickly hiredadministrative and budget officers, transferredfinancial management and building managementback to NAL, and took other steps to becomeadministratively self-sufficient. As part of aDecember 1994 USDA reorganization whichreduced the number of separate USDA agenciesfrom 43 to 28, the NAL was merged into theUSDA Agricultural Research Service, whichprovides policy direction and guidance, andoperational and administrative supervision.

4) Advisory Council:

The establishment of the NationalAgricultural Library Advisory Councilappointed by and reporting to the Secretary;that the Department prepare draft legislationto establish the Advisory Council.

1990 efforts to get language into the Farm Billestablishing an Advisory Council failed at thelast minute. In 1995, the NAL developed for USDA a 1995Farm Bill proposal to create an advisory council.USDA did not send the proposal to theCongress.

That this Advisory Council advise theSecretary on general matters of library andtechnical information policy; that it conduct

This element was incorporated into the 1990 and1995 proposals.

Appendix B


ongoing evaluations of NAL’s programs andservices, and prepare an annual report withrecommendations, to the Secretary.

That the Council should consist of 10members appointed by the Secretary for aterm of four years each with staggered termsfor continuity, and additional ex officiomembers as indicated below.


That membership on the Council be equallyrepresentative of the library and informationscience communities, agricultural industry,and agriculturally-related associations andacademia. One member should representinternational concerns (e.g., AID’sAgricultural Science).


That in addition to the 10 members, users ofNAL be represented by ex officio membersincluding at least two Administrators ofUSDA agencies, rotating every year andrepresenting the social sciences, biologicaland physical, research areas, and Extensionand action program agencies. Additional exofficio members should include: thePresident of an agriculture and allied scienceprofessional or association; b.the President ofthe National Academy of Science; c.arepresentative of the land-grant universitiesdesignated by Division of agriculture,NASULGC; d.a representative of non-landgrant universities designated by Associationof University Administrators of AgriculturalPrograms; and e.the Librarian of Congress.Ex officio members serve with voice, but novote.


The Council members shall elect thechairman and vice-chairman; the Councilshall meet at least once a year or at the callof the Chairman.


5) Internal Organization and Staffing:

Consider reorganization which wouldseparate library functions to support USDAfrom true national library functions. Majorelements of the reorganization should includeorganizational units such as technicalservices, reading and reference services,bibliographic services, and specializedinformation services. Departmental servicesshould be coordinated by a small staff in thespecialized information service division,which derives its services and products from

The NAL reorganized between 1983 and 1984,based on proposals from Blue Ribbon Panel1982. The Information Systems Divisionreorganized into two branches, in 1986. TheTechnical Services Division reorganized intothree branches, in December 1986. The PublicServices Division reorganized into threebranches, in February 1987, and reorganized intotwo branches in August 1998.

Appendix B


the national library.

NAL should contract with a highly qualifiedoutside consultant specializing inmanagement analysis to review and makerecommendations regarding the workflowwithin the Library. However, the NALmanagement should also recognize that,should it undertake to implement in full or inpart the recommendations presented in thisreport, there would be an impact onworkflow which might alleviate, and in somecases eliminate, the current problem whichresults primarily from strong internaldisagreements.

Upon becoming NAL Director in 1983, JoeHoward recruited a new management team andreorganized the NAL. This solved the workflowproblem within the Library.

Increase staffing, with redirections whenpossible, by 50 positions capable ofimproving technical, bibliographic,specialized information services, andnetwork development and coordination. Thisincrease should occur over a two year period.

Emphasize selection of staff competent toperform in a networking and high technologyenvironment. High levels of professional andtechnical knowledge and skills are necessaryif NAL is to participate fully in cooperativeprograms at national and international levels.

All employees at the NAL use computers in theirdaily work. Consequently, computer literacy is akey element in hiring professional and supportstaff in NAL. With increased use of electronicinformation, NAL has recruited, trained, andretained staff with high levels of professionaland technical knowledge of informationtechnology and its applications to the work ofthe National Agricultural Library.

Areas, such as translations, which requireextensive resources with uneven demands,should be considered for contracting. NALhas made extensive use of contracts andprivate sector capabilities and this shouldcontinue.

NAL, using PL480 funds, established andmaintained contracts with two companies toprovide translations of foreign languagematerials. As this funding source was depleted,NAL directed USDA employees to privatecompanies providing translations services. NALdoes not endorse any company but does providea list of potential vendors via the NAL Web site.

Increase ratio internally, of non-professionalto professional staff, dependent on level ofuse of contracts in support of variousfunctional areas.

Appendix B


The Food and Nutrition Information Center(FNIC) should be moved back into NAL,under a specialized information servicesdivision.

The Food and Nutrition Information Center wasre-incorporated into the Public Services Divisionof NAL in November 1984. It is currently in theInformation Resources Services Branch with theother NAL information centers.

6) Budget and Funding:

Increase budget by approximately $3 millionover a two year period; this funding to beused to upgrade NAL’s basic services andactivities such as acquisitions, technicalprocessing, improved library and informationservices, including interlibrary loans andcomputer based services, to their formerlevel.

Provide additional resources for thedevelopment of a network to supportregional and local information services andspecialized centers of subject matterinformation at land-grant colleges and largeagricultural stations; and to raise use oftechnology to an acceptable level in supportof the network and internal operations.

The NAL and representatives of land-grantuniversity libraries formed the United StatesAgriculture Network (USAIN) in July of 1988.This network is comprised of libraries andinformation centers in the fields of agricultureand related sciences. Its mission is to provide aforum for discussion of agricultural issues; totake a leadership role in the formation of anational information policy as related toagriculture; to support the National AgriculturalLibrary (NAL) on agricultural informationmatters; to promote cooperation andcommunication among its members, and withother organizations and individuals.

Appendix B


Under NAL leadership AgNIC was establishedin 1994 by an alliance of agriculturalorganizations as a discipline-specific, distributednetwork on the Internet. In 1995, NALestablished the AgNIC Web site with a calendarof events and a database of agricultureresources. In 2000, AgNIC is a partnership ofnearly 40 agricultural information organizationsoperating a network of 28 subject-specific sites,with over 20 additional subject sites expected bythe end of 2001.

NAL should increase its user fees forinterlibrary loans and photocopies by at least$2.00 per item. This should be done stepwisewhile service and quality level is beingupgraded. (Current charges are $3.00 for thefirst 10 pages and $2.00 for each additional10 pages.)

Effective April 1, 2000 NAL increased the userfees for interlibrary loans, including photocopies,microfiche and microfilm. In addition, NALimposed a new user fee for borrowing originalmaterials and for obtaining reproductive servicesfrom Special Collections. The fee charged by theNational Technical Information Center toperform the collection of funds generated bybilling is also passed on to the customer for the1st time. This new fee structure makes it costeffective to bill for service and brings NAL intoline with the fees charged by the other majorresearch libraries in the country.

NAL should increase the sale and leasecharges for its data tapes. These increasesshould be implemented gradually over time,as the quality of indexing in AGRICOLAand the system which supports it is beingimproved. NAL should permit NTIS to makedecisions regarding prices for NAL productsprovided through NTIS. Current yearsubscription is presently $720.00; back filesfrom 1979 to date are $480.00.

NAL and NTIS have worked collaboratively tokeep pace with the technology and to graduallyincrease the lease price of AGRICOLA to itspresent $3,000.

User fees for on-line data base searchingshould be increased, as well as "per hit"charges. Current fees are $2.00 per connecthour for domestic users; $3.00 per connecthour for foreign users.

Usage fees were changed from a connect-hourbasis to a citations-retrieved basis.

Current Awareness Profile charges should beintroduced and a charge instituted forcitations "hits". Internally to USDA,Agencies should continue to contribute ablock of funds to NAL to cover the cost ofproviding CALS services to their staff.

CALS is now offered only to USDA agencies,which reimburse NAL annually for costsincurred by their staff. The method of providingthis current awareness service has also changedseveral times since 1982 to make use of newtechnologies and resources.

NAL should continue its practice ofinvolving the contractors and private sectororganizations in carrying out itsresponsibilities of making informationavailable to the public. Particularly

NAL has had a document delivery contract inplace since 1971. About every 5 yearsincreasingly complex tasks have been added tothe contract. As Federal staffing levels havedecreased, many of the tasks previously

Appendix B


appropriate for review are indexing andprocessing, and translations.

performed by Federal employees were added tothe contract. In FY 1999 a contract was awardedto an 8A company to provide staffing to NALfor specific kinds of work including librarians,technicians, computer assistance etc. Thiscontract has been very successful and allowsNAL to quickly acquire staffing to completespecialized projects within the time framesrequired and funding allocated.

NAL should sell its specializedbibliographies and other publications, eitherthrough NTIS or directly. Charges should beconsistent with those in USDA policies, andshould apply to all NAL publications.

NAL routinely makes its information productsfreely available through the web. Resourceswhich are substantial and justify alternativemeans of distribution are made available throughNTIS (such as CD-ROMs and AGRICOLAdatabase).

NAL should work with the Office of theGeneral Counsel and the DepartmentalBudget staff to establish the necessaryprocedures and controls to permit use of userfees to offset the costs of carrying outprograms and services, and to permit use ofgifts to support special projects andcollections.

In November 1990, Public Law 101–624—NOV.28, 1990, the "Food, Agriculture, Conservation,and Trade Act of 1990" officially established theNational Agricultural Library "and amendedTitle 7 of the U.S. Code to: · authorize the NAL Director to sell Libraryproducts and services "at such prices (not lessthan the estimated total cost of disseminating theproducts and services) as the Secretary maydetermine appropriate." · authorize the Secretary of Agriculture "toaccept, receive, hold, and administer" ... "gifts,bequests, or devises of real and personalproperty made unconditionally for the benefit ofthe National Agricultural Library or for thecarrying out of any of its functions."

7) Policies:

The Panel recommends that NAL update itspresent mission and policy statements.

The NAL restated its mission in 1993: The National Agricultural Library ensures andenhances access to agricultural information fora better quality of life. The National AgriculturalLibrary: · Serves as a National Library of the UnitedStates and as the Library of the U.S. Departmentof Agriculture. · Acquires, organizes, manages, preserves, andprovides access to information and providesquality stewardship of its unique collection. · Assists, trains, and educates people based onassessment of their information needs.

Appendix B


· Provides leadership in informationmanagement. · Maximizes access to information throughcollaborative efforts and utilization oftechnology. · Enhances global cooperation throughinternational exchange of information and theprovision of services and technical assistance. NAL was merged into USDA’s AgriculturalResearch Service in December 1994, and hassince followed ARS policies and procedures,which are updated often.

Policy statements not presently in place (e.g.,national programs) should be prepared anddiscussed with the NAL staff and users. NALmanagers should see that policies areimplemented at all levels of the organization.

The Library has done this continually since1983.

Policies related to participation ininternational agricultural informationactivities such as AGRIS should bedeveloped and followed, consistent withinternational activities of other U.S. libraries,especially the Library of Congress andNational Library of Medicine.

The NAL contributes approximately 50,000 newcitations to the AGRIS database each yearAGRIS is the international information systemfor agricultural science and technology,coordinated by the U.N. Food and AgriculturalOrganization. NAL serves also as the U.S. nodeof the Agricultural Libraries’ Network(AGLINET), another program coordinated byFAO, through which member libraries provideeach other with priority interlibrary loan andphoto reproduction services, usually withoutcharge, and share bibliographic products toenhance location and referral services. NAL isalso part of several international initiativesclosely related to broader U.S. Department ofAgriculture programs, including programs inCentral and Eastern Europe and in LatinAmerica and the Caribbean, and establishmentof the Egyptian National Agricultural Library.NAL also offers in-service study and training inlibrary management and technology incooperation with the U.S. Agency forInternational Development (USAID), theUSDA's Office of International Cooperation andDevelopment, and other organizations. NAL hashosted individuals and study-groups fromvirtually every continent.

Policies governing cooperation with otherlibraries and agricultural organizations mustbe developed and implemented.

In 1991 NAL joined the Library of Congress, theNational Library of Medicine and major U.S.academic research libraries in the NationalCooperative Cataloging Program, later the

Appendix B


Program for Cooperative Cataloging (PCC).NAL has been an active participant in all thePCC programs and provided the chair for thePCC policy committee 1997-2000. NAL has adopted national cataloging policiesand standards, including the Anglo-AmericanCataloguing Rules, Library of Congress SubjectHeadings and the MARC formats forbibliographic, authority and holdings data. NAL participated in the development of jointcollecting statements with the National Libraryof Medicine and the Library of Congress in theareas of food and human nutrition,biotechnology and veterinary science. Thesejoint statements, which describe the coverage ofthe national collections, are intended to reduceredundant collecting. The statements alsodescribe the lending policies of each of thenational libraries.

Policies governing the development and useof an agricultural information network areessential to its success and must bedeveloped and implemented.

The National Agricultural Library andrepresentatives of land-grant university librariesformed the United States Agriculture Network(USAIN) in July 1988. This network iscomprised of libraries and information centers inthe fields of agriculture and related sciences. Itsmission is to provide a forum for discussion ofagricultural issues; to take a leadership role inthe formation of a national information policy asrelated to agriculture; to support the NAL onagricultural information matters; to promotecooperation and communication among itsmembers and with other organizations andindividuals.

Policies on the handling of requests shouldbe required to permit handling of morerequests in an expeditious manner (e.g., limitthe time spent in locating items notidentifiable or readily available; permit useof OCLC for ILL’s).

NAL has implemented a variety of policychanges which have reduced the handling ofdocument delivery and interlibrary loan requests.Most requests are processed in 2 days. About88% of requests are received electronically. Useof the Internet vastly expands the universe ofresources available to identify those items whichare considered to be "gray literature". NAL hasagreements and contracts in place with vendorswho provide document delivery services onthose items which are outside of NAL’s scope ormissing from the collection.

Collecting policies should be updated toincorporate many of the recommendationsbelow.

The Collection Development Policy wascompletely revised in 1988. It is continuouslyupdated by addenda, the latest one issued in2000.

Appendix B


8) Collection and Processing:

NAL should be a national repository of allUSDA technical information including databases, complete collections of State and localdata and reports, extensive collections offoreign materials, and all other agricultureand related subject area information in anyformat or medium. "Agriculture and relatedsubject areas" is interpreted broadly toinclude food, fiber, nutrition, and socialscience as well as biological and physicalresearch information in these areas. Therepository should operate through distributedcollections in centers of specializationaccessible to all communities of usersthrough NAL cooperative arrangements.Data on items in the repository should beaccessible through AGRICOLA.

NAL collects all USDA technical publications.Databases are not collected comprehensively.USDA publications and databases are catalogedfor AGRICOLA and some USDA publicationsare also analyzed and indexed.

NAL should concentrate on updating itsmajor reference collection, filling gapswhich have developed over the past fewyears.

The implementation of an integrated librarymanagement system, VTLS, provided anautomated means to manage holdings, performsystematic claiming and fill identified gaps.NAL gives priority to filling gaps for itemsindexed in AGRICOLA and for retrospectivematerials in core agriculture.

NAL should reflect the needs of its users inits collection policy and attempt to erase theimpression that it serves only research.

The NAL collection is described as a researchcollection using the same criteria as forcharacterizing the New York Public Library as aresearch collection. In both cases, research isdescribing the depth and breadth of thecollection, not the users. NAL attempts to servethe needs of all of USDA, not just researchers.

NAL should extend its coverage of foreignmaterials to specific areas and acquire thesethrough exchange agreements and purchases.NAL should continue to cooperate with theLibrary of Congress in its program ofacquiring foreign literature.

NAL makes extensive use of gift and exchangearrangements to acquire non-U.S. imprints, andis a participant in LC’s overseas acquisitionsprogram.

NAL should be acquiring federal documentsin microform when they are available.Acquisition of documents in microform willnot only insure their preservation, but willalso save space and facilitate their servicingand use in satisfying interlibrary loanrequests.

NAL is a federal depository library and receivesmicrofilm of federal documents from GPO. GPOcataloging copy is added directly to NAL’sonline catalog for these materials.

9) Services and Programs:

NAL should, with outside advice, design anew collection policy for manuscripts andunique print material, develop a systematic

NAL collection policy for manuscripts andunique materials spells out the types of materialswhich are appropriate for addition to the NAL

Appendix B


staffing plan, and a methodology for makingknown these special collections.

collection. A critical element of this policy is therequirement for financial resources to process thecollection contents. An example of the successof this policy is the USDA History Collection,which was transferred to NAL in 1996 withfunding to organize the collection and put thefinding aid on the web.

NAL should increase the number ofpublications to which it gives minimal levelcataloging, both monographs and serialsconsidered to be of low research value orexpected to generate little demand.

NAL has implemented minimal level catalogingand indexing for materials considered to be oflow research value or not in demand for nationallevel cataloging copy.

NAL should continue to use catalogingrecords produced by the GPO for processinggovernment documents and should endeavorto accept GPO records with as little changeas possible.

In the 1990s NAL began accepting GPOcataloging copy for materials acquired by NALas a GPO depository library.

NAL should adopt standards forbibliographic control which will permitinterchange of files and data bases andparticipation in national and internationalprograms. NAL uses the MARC format, aninternational standard for the interchange ofcataloging data. NAL cannot afford to go italone; it must determine an appropriateformat for its AGRICOLA and avoidfrequent changes, making it more attractiveto potential tape customers and to end users.

NAL has used the MARC format forAGRICOLA since 1979, while the alternateformat was discontinued in the early 1980s. TheMARC format and NAL’s application of it areboth stable and commonly accepted.

NAL must establish guidelines andprocedures for handling requests to reduceturn around time and assure quality of theinformation provided.

NAL has implemented a variety of policychanges which have reduced the handling ofdocument delivery and interlibrary loan requests.Most requests are processed in 2 days. 88% ofrequests are received electronically. Use of theInternet vastly expands the universe of resourcesavailable to identify those items which areconsidered "gray literature". NAL hasagreements and contracts in place with vendorswho provide document delivery services onthose items which are outside of NAL’s scope ormissing from the collection.

NAL should provide a translation servicethrough standing blanket order contract

NAL, using PL480 funds, established andmaintained contracts with two companies toprovide translations of foreign languagematerials. As this funding source was depleted,NAL directed USDA employees to privatecompanies providing translations services. NALdoes not endorse any company but does providea list of potential vendors via the NAL Web site.

NAL should continue working with theLibrary of Congress to share foreign

The NAL continues to work with the Library ofCongress on a variety of projects.

Appendix B


language expertise.

NAL should expand its AGRICOLA trainingprogram to other user communities toencourage use of this data base. It shouldarrange for training in the use of otheragriculturally related data bases for USDAemployees.

NAL managed an extensive training and usereducation program for AGRICOLA until 1997when the training program was de-emphasizedand staff reallocated to other priorities.

NAL should provide umbrella contractsunder which USDA employees would havedirect access to outside data bases. NAL staffwould continue to conduct literature searchesfrom these data bases as requested by theusers.

The NAL has licensed a number of electronicresources for use within the NAL building via itselectronic media center. Financial resourceshave not been sufficient to make this centeravailable on a large scale. The NAL policy is thatUSDA agencies underwrite the shared costs ofan "NAL Digital Desktop Library" to providedirect access to this information.

NAL must extend its hours of service tocover needs of USDA and outside users. Itmust also provide evening and Saturdayservice if it is to perform as a true nationallibrary. Access to NAL’s catalog and databases should be available at least untilmidnight.

NAL’s web presence is accessible to the world24/7. Prime resources, such as the NAL catalog,AGRICOLA, and specialized resources arealways available.

NAL must strengthen its security control toprevent loss of valuable materials from thecollection.

Actions have been taken over the years toimprove the physical security of the collections.In addition, NAL is currently planning theconversion of an office floor to secured stackspace for the Library’s most valuable and fragilematerials. The current Security Task Force iscompleting the most recent review of security atNAL and the Management Team will identifywhich of the recommendations can beimplemented.

NAL should rely more heavily on contractorsupport to reduce turn around time for loanand photocopy requests.

NAL has implemented a variety of policychanges which have reduced the handling ofdocument delivery and interlibrary loan requests.Most requests are processed in 2 days. 88% ofrequests are received electronically. More than77,000 items were delivered electronically in FY2000 - vastly decreasing the amount of time ittakes to get material into the hands of thepatrons. NAL has agreements and contracts inplace with vendors who provide articles directlyto USDA patrons for those items which cannotbe filled from the NAL collection.

NAL should extend its cooperativemicrofilming program to other specialcollections of material and specific subjectareas.

NAL is the Land-grant Microfilm Depository,part of its national responsibility. In FY 1998NAL acquired off-site storage space inPennsylvania to house the masters of microfilmand microfiche created by the Land-grantUniversities and deposited at NAL. NAL

Appendix B


supports the writing of grants to obtain funds tomicrofilm agricultural documents. NAL isconverting several print titles to electronicformat, the preferred method of preservation.

NAL should reduce turn around time onrequests to permit the use of OCLC forinterlibrary loan requests.

NAL has implemented a variety of policychanges which have reduced the handling ofdocument delivery and interlibrary loan requests.Most requests are processed in 2 days. 88% ofrequests are received electronically with OCLCrequests constituting approximately 26% ofthose requests.

NAL should serve as the Department’sinterface with the National TechnicalInformation Service (NTIS).

NAL continues to be the major contact pointbetween USDA and NTIS, though diversifiedservice offerings at NTIS mean that other USDAagencies may also have direct contact with unitswithin NTIS.

NAL should serve as channel for makingUSDA agency technical data bases availableto the public where appropriate anddesirable, either through NTIS or othermeans.

NAL catalogs USDA electronic resources,including databases, adds them to AGRICOLAand provides URL linkages directly to the onlinedatabases for all users with Internet access.

NAL should serve as a coordinatorclearinghouse and locator for information onUSDA data bases, publications and otherinformation media. Its data base shouldinclude data on formats, tape or filecharacteristics, subject coverage, contactpoint, data elements, and years of coverage.It should prepare catalogs from thisinventory of USDA information asappropriate.

Inventories have been attempted several times,but the advent of Government InformationLocator System (GILS) has supplanted separateNAL activities in this regard.

NAL should cooperate with the ExtensionService, other USDA agencies and othergroups in both the public and private sectorsin developing programs to supporteducational and teaching efforts such as locallearning centers and training in the use ofagricultural information.

Through participation in educational events, suchas meetings of the Future Farmers of Americaand others, NAL is actively pursuing its goal ofdelivery of quality information to its youngestaudience. More advance information isdisseminated through specialized informationcenters and targeted towards specific subjectareas such as food safety and animal welfare.

NAL should update its directory ofagricultural information sources and maintainthis in an on-line data base to facilitateoperation of an agricultural informationclearinghouse and referral center. Theclearinghouse data base should be availablethrough AGRICOLA.

Much of this information is made availablethrough the NAL Web site(http://www.nal.usda.gov). Other aspects arecovered through the Agriculture NetworkInformation Center (AgNIC), formed in 1994.

NAL must tighten its policy on circulatingitems and enforce the loan period to assureavailability of materials.

NAL has implemented a variety of policychanges which have reduced the handling ofdocument delivery and interlibrary loan requests.


Appendix B


The loan period of 30 days is enforced, withfollow-up and overdue notices sent at regularintervals. After NAL instituted delivery byFedEx of loaned materials, the loss rate droppedto 0%. In addition, NAL pays for the FedExreturn of loaned materials from USDAemployees - this allows them to keep thematerials until the day before they are due andhas almost eliminated the need for overduenotices.

NAL should continue the ALIN newsletter asa valuable means of communication withagricultural libraries, notifying them ofpublished and in process bibliographies,books and new journals.

Though NAL recognized that ALIN provided auseful channel of communications onagricultural information activities, it ceasedpublishing ALIN with the December 1997edition due to NAL concerns about thequarterly’s timeliness and cost of production anddistribution considering NAL’s flat budgets andreduced staff. NAL in 2001 is developing format and schedulealternatives to consider that will fill the gap leftby ALIN’s demise. We want to use existingtechnologies to produce a timely new publicationat less cost.

NAL should issue other key word lists offoreign serials, similar to those for Slavic andChinese serials.

In 1988 NAL assisted in the publication of theWorld List of Poultry Journals and in 1992,NAL co-produced the World List of AgriculturalSerials on CD-ROM. New vendor products anddistribution technologies have greatly reducedthe need for more special serial lists by languageor subject.

NAL should provide an "800" number for amessage service to be used by librarians whoneed help from NAL.

NAL is emphasizing electronic means ofcommunication with its users. Around the clockavailability of the web and always open e-mailfacilitates better means of accessing NAL’sresources.

NAL should issue regional union lists ofagricultural serials (in microfiche to reducecosts), to aid in collection developments andimprove interlibrary loan service.

In 1988 NAL assisted in the publication of theWorld List of Poultry Journals and in 1992 NALco-produced the World List of AgriculturalSerials on CD-ROM.

AGRICOLA NAL should immediately contract for amajor systems study of AGRICOLA. Topmanagement must commit to a majoroverhaul of the system, applying the latesttechnology in software and computerequipment, as well as high standards forinput, format and vocabulary control. SinceAGRICOLA is NAL’s major tool for access

The AGRICOLA system has been studied,modified, upgraded, and replaced several timessince 1982. NAL is considering a new system in2001.

Appendix B


to worldwide agricultural information, itshould be given highest priority.

NAL should develop a thesaurus forAGRICOLA. In line with NAL’s assuming aleadership role on both the national andinternational levels, NAL should acceptAGROVOC, as is, as the thesaurus forAGRICOLA or, if this is not possible, tobring about the changes necessary toAGROVOC to make it acceptable throughparticipation in pertinent internationalactivities.

NAL adopted the CAB International thesaurus in1985.

NAL should investigate with OCLC thepossibility of producing AGRICOLA throughthat bibliographic utility. A record linkingtechnique which accommodates analyticalentries has been agreed upon and will bepublished shortly. NAL should negotiatewith OCLC regarding implementation of thenew technique on that system and regardingsubsequent input of analytic entries fromAGRICOLA to OCLC.

The record-linking technique was included in theMARC format and adopted by NAL in 1984.This recommendation was made before NALimplemented the current integrated librarymanagement system which provide customizedvalidation and input support that was notavailable on OCLC in the 1980s. As recently as1998, NAL discussed AGRICOLA requirementswith OCLC and found that they could notsupport indexing without changes to the OCLC’sWorld Cat operations.

10) International Activities:

NAL should participate more actively inAGRIS and its many activities to assure U.S.influence on policy direction and programdevelopment.

The Food and Agriculture Organization (FAO)of the United Nations is a major internationalpartner of NAL. FAO coordinates the AGRISdatabase (AGRIS is the international informationsystem for agricultural science and technology).AGRIS is produced cooperatively through theefforts of 199 national centers, 20 regionalcenters, and 9 intergovernmental centers whichassume responsibility for providingbibliographic control over the agriculturalpublications produced within their respectivecountries. NAL contributes approximately50,000 new citations to the AGRIS databaseeach year.

NAL should participate in, and spearhead ifnecessary, efforts to achieve internationalagreements on formats, divisions ofresponsibility, content of machine-readabledata bases pertaining to agriculture anddistribution of these data bases. The long-range goal should be the creation of aninternational machine-readable agriculturaldata base realized through cooperation. Thiscooperation should result in internationalstandards which NAL, because of itsinfluence on their development, can accept.

NAL cooperates with FAO in building theAGRIS database. NAL Director Pam Andrechaired the AGRIS/CARIS steering committeeoverseeing the redesign of the system in 1988. Inaddition, NAL has worked with CABInternational to combine special subsets ofAGRICOLA records for distribution of CD-ROMs to South America (Agroambiente) andIntegrated Pest Management for Southeast Asia.

Appendix B


NAL should enhance its formal agreementsto cover its exchange and other programswith foreign governments.

NAL coordinates the USDA publicationexchange program, offering USDA publicationsin exchange for publications of comparablevalue from foreign governments and institutionsthat would be difficult to acquire through regularchannels. Currently, the NAL initiates andcoordinates these exchanges with over 5,000partners from 118 countries worldwide. TheLibrary’s active publication exchange programaccounts for about 70% of all periodicalscurrently received.

In addition to exerting national leadership,NAL should play a major role in thedevelopment and execution of standards andcooperative ventures at the internationallevel.

The NAL has been an active participant in theNational Information Standards Organization(NISO), as well as a collaborator with the U.N.Food and Agriculture Organization (FAO) andothers on international standards development.

11) Use of Technology:

NAL should establish an Automated SystemsPlanning and Oversight Committee. TheCommittee should include four to sixmembers representing all major operatingunits of NAL, including administration. Itshould be chaired by a high-ranking memberfrom the Director’s Office who would befully knowledgeable of library operationsand all the information programs supportedby the library and be recognized as speakingfor the Director on automated systemsplanning matters. Subject matter expertise inlibrary operations, reproduction, computertechnology, communications, informationretrieval, etc., must be provided by aCommittee member or supporting taskgroups or temporary members for specificprojects.

NAL established a similar committee in 1983 toprocure a new integrated library system andmanage its operation. At this time, suchfunctions are performed by the NALmanagement team.

The Committee should develop acomprehensive list of all information systemsand programs operated by or for the libraryin support of: Acquisition, Indexing, Circulation,Warehousing, Series Control, Card Catalogs,Collection, On-Line Retrieval, Reference,Profile Processing, Cataloging, Data Bases,Abstracting, Bibliographies

These actions are all part of the effort to obtainan integrated library system, completed in 1987.

Establish a Technical Review Task Group ofresponsible Library staff members to queryother libraries and information centers abouttheir use of current technology and report


Appendix B


back to the Oversight Committee.Additionally, it should use outside expertiseto determine the state-of-the-art of availabletechnologies, and systems to support: On-line Input, On-line Search, MicroformStorage and Distribution, On-lineCataloging, Library Network, ImageTransmission, Video Disk, Optical Disk,Micro/Minicomputer, etc.

That the Oversight Committee recommendan overall system that would meet thecurrent and future needs of NAL. Theselected overall system should provide thewidest possible flexibility for selectingspecific equipment for the individualprocesses developed. A SystemsDevelopment Task Group should then beappointed to develop the details of theproposed system. Members of this TaskGroup should have expertise in thetechnologies designed into the system. To theextent possible, NAL staff members shouldbe utilized, but, if necessary, additional helpcould be obtained from other agencies, ifavailable, or from a contractor.


Re-examine the decision which led to NALobtaining primary support from theWashington Computer Center (WCC). Thereis now general consensus that distributedsystems are preferable to complete relianceon a large mainframe computer. Costs ofusing a large central facility can no longer bejustified.

NAL has gradually replaced its dependence onWCC and NITC mainframes with mini- andmicro-computer systems of its own.

NAL should use existing state-of-the-artlibrary and information systems applicationsand software where possible rather thanindependently design, develop andimplement new systems.

This is NAL’s approach.

12) Agricultural Information Network:

NAL must develop a formal plan for anational agricultural information networkconsistent with Congressional andDepartmental intent and expressed userinterests. This network plan shouldincorporate participants, programs andservices, and communications requirements.It should reflect a well thought out approachto resource sharing among the participants,

The NAL and representatives of land-grantuniversity libraries formed the United StatesAgriculture Network (USAIN) in July of 1988.This network is comprised of libraries andinformation centers in the fields of agricultureand related sciences. Its mission is to provide aforum for discussion of agricultural issues; totake a leadership role in the formation of anational information policy as related to

Appendix B


in terms of specialized collections, timelyprocessing of information and provision ofservices. Decentralized services pointsshould be established to assure equality ofaccess at the lowest possible cost to anyparticipant or user of the network.

agriculture; to support the National AgriculturalLibrary (NAL) on agricultural informationmatters; to promote cooperation andcommunication among its members, and withother organizations and individuals. In 1995, NAL established the AgricultureNetwork Information Center (AgNIC)(http://www.agnic.org), a discipline-specific,distributed network on the Internet. AgNICprovides quality agricultural information selectedby a coalition involving the NationalAgricultural Library, Land-Grant Universities,and other institutions. In 2000, AgNIC greetedfive new members, bringing the partnership tonearly 40, and offered 28 subject-specific sites,with over 20 additional subject sites expected bythe end of 2001.

NAL should assume leadership of a nationalprogram for the acquisition, cataloging andindexing of agricultural materials. NAL hasnot been represented at meetings of theAmerican Library Association or at otherforums for discussion and development ofnational standards and national cooperativeprograms. Only through aggressiveparticipation in such activities can NALattain the visibility and stature necessary toinfluence the development of acceptablestandards and promote cooperative efforts.NAL itself has much to gain throughstandardization and cooperation at thenational level.

NAL’s Head of Acquisitions represents thelibrary at the discussion group of the CollectionDevelopment Officers of Large Academic andResearch Libraries at ALA; the AssociateDirectors of Technical Services and PublicServices sit on similar round tables withcolleagues from the major US academic andresearch libraries. NAL is a voting member ofthe National Information Standards Organization(NISO) and the Federal Libraries andInformation Centers Committee (FLICC).

NAL should continue its currentarrangements with On-Line ComputerLibrary Center (OCLC) and should continueworking with OCLC management and staffto insure the timely and widespreadavailability of bibliographical data foragricultural materials. NAL’s use of OCLCnot only makes its cataloging outputavailable to many other libraries throughoutthe country, it also affords NAL the means totake advantage of the bibliographical workproduced by other institutions. In short,OCLC can serve as a very effective tool for anational cooperative cataloging program foragricultural materials. NAL itself should bethe national bibliographical center forpublications in agriculture. However, one ofits important functions as a leader should bethe establishment of programs for delegating

NAL continues to utilize OCLC as a centralsource of bibliographic information for materialsin its collection as well as for partners in theNational Agricultural Cooperative CatalogingProgram (AGX). Libraries of 12 land-grantinstitutions add cataloging records to OCLCwhich are downloaded to NAL and redistributedvia AGRICOLA. NAL was an active participantin OCLC’s InterCat project in 1995-1997 tocreate a large central database of Internetresources and continues it’s involvement indeveloping standards for cataloging Webresources through OCLC’s CORC project.Records of microfilm masters for USAIN’sNational Program for the Preservation ofAgricultural Literature are added to OCLC andto AGRICOLA for widespread distribution toother libraries. NAL Director Pam Andre is onthe OCLC Research Libraries Advisory


Appendix B


to other centers for agricultural research,extension, and higher education throughoutthe nation, responsibility for catalogingcertain categories of agriculturalpublications.

Committee.

NAL should serve as a clearinghouse foragricultural information anywhere. This willpermit referrals to sources better prepared toprovide responses to many specific requests.

NAL helped launch and serves as secretariat forthe AgNIC initiative that functions as a gatewayto centers of excellence in agriculturalinformation. NAL’s information centersparticipate as AgNIC sites for providingresponses to information needs in theirrespective areas of expertise.

NAL should assume leadership in thedevelopment and coordination of nationalcooperative programs for the acquisition ofagricultural materials. While NAL shouldserve as the Library of last resort foragricultural research materials not availableelsewhere in the country, it should alsoundertake to delegate to other centersresponsibility for collecting certaincategories of agricultural publications.Similar efforts are already underway in theResearch Libraries Group and theAssociation of Research Libraries. Just asthey have come to endorse sharing ofbibliographical data, libraries have come torealize rising costs and budgetary constraintsnecessitate their sharing responsibility for theacquisition and servicing of the publicationsas well.

NAL has coordinated cooperative programs toensure the identification and bibliographiccontrol of publications from state extensionoffices and experiment stations. As thesepublications transition to electronic versions,NAL is working through AgNIC to developrapid and effective means of access to the fulltext of state publications.

Go to Appendix C

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Appendix C

http://www.nal.usda.gov/assessment/AC.html[2/10/15, 9:55:40 AM]


Go to Appendix D

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Appendix C

Milestones 1982-2000

Legislative and Administrative 2

Collection Building 5

Agricultural Information Access 8

Bibliographic Services 15

Collection Development 17

Information Technology 10

Abraham Lincoln Building 22

National Agricultural Library

U.S. Department of AgricultureAgricultural Research Service

March 1, 2001

Legislative and Administrative Milestones, 1982-2000

Appendix C



Aug. 1982 Interagency Panel for the Assessment of NAL (Blue Ribbon Panel 1982)report, Assessment of the National Agricultural Library-Final Report to theSecretary, is presented to Secretary of Agriculture John Block.

June 1983 Joseph H. Howard named NAL Director, June 14, 1983 by USDA AssistantSecretary Orville G. Bentley.

1983-1984 NAL reorganizes based on changes proposed or endorsed by the Blue-Ribbon Panel 1982.

June 1986 NAL establishes a Visiting Scholar Program with Dr. Tony P. Mazzaccaro,a specialist in aquaculture and marine sciences, as the first participant.

Sep. 1986 NAL awards a contract to Virginia Tech Library Systems, Inc. to install anintegrated library system incorporating the latest computer technology andsoftware in the Library over a 2-year period. The award follows two yearsof assessing needs, evaluating proposals, and testing potential systems, andcarries out Blue Ribbon Panel 1982 recommendations to acquire a turnkeysystem.

July 1987 NAL joins APHIS and ARS in signing an Interagency Agreement with theFood and Drug Administration (FDA) to cooperate in sharing information ofmutual interest.

July 1988 NAL and the land-grant libraries establish the United States AgricultureInformation Network (USAIN), a network of libraries and informationcenters in agriculture and related subjects, and elects officers at the firstmeeting.

Sep. 1988 NAL and the National Association of State Universities and Land-GrantColleges (NASULGC) renew their commitments to cooperate to advancethe ways in which agricultural libraries can improve services to researchers,educators, students, farmers, and ranchers.

1990 NAL Director Joseph H. Howard elected President of the InternationalAssociation of Agricultural Librarians and Documentalists ( IAALD) at itsmeeting in Budapest, Hungary.

Nov. 1990 NAL is officially established by Public Law 101-624-NOV. 28, 1990, the"Food, Agriculture, Conservation, and Trade Act of 1990" as "the NationalAgricultural Library to serve as the primary agricultural informationresource of the United States"-the wording for the NAL Mission asrecommended by Blue Ribbon Panel 1982.

March 1991 NAL and ARS sign a letter of understanding March 20, in which NALagrees to "oversee development of a coordinated network of informationservices, programs and products for ARS researchers."

Nov. 1991 NAL sponsors and hosts the 1st U.S./Central European Agricultural Library

Appendix C


Roundtable (The 8th Roundtable is scheduled for May 2001.) at NAL, underthe theme Information Transfer in a Global Economy: Forging NewConnections, in cooperation with USDA's Office of InternationalCooperation and Development (OICD) and the NAL Associates. Librarieswith national agricultural responsibilities of Bulgaria, Czechoslovakia,Hungary, Poland, Romania, and Yugoslavia participated. Participantscreated and signed a 5-year program of cooperation.

Nov. 1992 NAL cosponsors Plant Genome I, an international conference, November 9-11, at San Diego, CA. Other cosponsors include ARS, Japan's NationalInstitute of Agrobiological Resources, the U.K.'s John Innes Centre, theRockefeller Foundation, and the publication Agro-Food Industry hi-tech.

Feb. 1993 NAL initiates a strategic planning process and holds a half-day orientationmeeting on strategic planning for all staff under the technical guidance ofthe Office of Management Studies of the Association of Research Libraries.

1993 NAL takes responsibility for an interagency pilot project to implementoptions for improving the Global Change Master Directory for the agenciesparticipating in the U.S. Global Change Research Program (USGCRP).

1993 NAL hosts its first Cochran Fellows.

Jan. 1994 NAL and the Inter-American Development Bank, in cooperation withIAALD, the Associates NAL, USAIN, and USDA's Office of InternationalCooperation and Development, host representatives of agriculturalorganizations in Latin American and Caribbean countries, January 24-28,for an intensive Inter-American Planning Workshop for [Agricultural]Information Transfer and Networking.

Sep. 1994 NAL publishes its Mission, Values, Vision statements as part of the Library'sstrategic planning process.

Nov. 1994 Pamela Q. J. André becomes Director of NAL, effective November 14.

Dec. 1994 As part of a department-wide USDA reorganization which reduced from 43to 28 the number of USDA agencies, NAL is merged with the AgriculturalResearch Service, which in turn is part of the USDA Research, Education,and Economics Mission Area.

Jan. 1995 NAL Director Pamela Q. J. André elected to the IAALD Board of Directors.

July 1995 NAL meets with library directors from 8 land-grant universities to planactions to revitalize the relationship between NAL and the land-grantlibraries. Participants discuss collections, services, preservation,international programs, electronic information initiative, and other interests.

Aug. 1995 NAL's customer service team reports on the customer surveys distributed inthe Spring; NAL is rated favorably by its customers.

Oct. 1995 NAL achieves its 100th Anniversary as a government documents FederalDepository Library and is honored with a commemorative plaque by the

Appendix C


Government Printing Office.

1996 NAL publishes 3 Key Result Areas and 11 Goals developed in the secondphase of its strategic planning process. The third phase will be thedevelopment of operational plans within the library's divisions.

Sep. 1996 NAL Director Pamela Q.J. André, participates in the opening of theEgyptian National Agricultural Library in Cairo, Egypt, September 6, after adecade of NAL assistance and cooperation.

April 2000 NAL holds a symposium, Who Will Pay for On-Farm EnvironmentalImprovements in the 21st Century?; a luncheon honoring Deputy Secretaryof Agriculture Richard Rominger; and a public ceremony and receptionofficially dedicating the newly renovated 1st Floor.

Aug. 2000 USDA establishes an Interagency Panel for Assessment of the NationalAgricultural Library ("A Blue Ribbon Panel 2000") to study the NAL andits services and make recommendations for the future.

Collection Building Milestones, 1982-2000National Agricultural Library

March 1984 NAL works with the Council on Botanical and Horticultural Libraries todevelop a comprehensive list of nursery and seed companies, nurserymen,historical societies, museums and libraries to locate both old and currentcollections of nursery and seed catalogs.

April 1984 NAL completes processing of two special extension collections donated bythe Extension Service--dissertations, theses, and Federal and State extensionpublications-and the State Cooperative Extension Services of the NortheastRegion-State extension publications from the Rutgers collection. With helpof extension personnel and a contract with Zimmerman Associates of FallsChurch, VA, nearly 5,900 titles were cataloged and input to OCLC between1981 and 1983 of which 85% were new to the NAL collection. Anadditional 3,500 minimum level cataloging records were processed intoOCLC of which 82% were original.

1984 NAL acquires entire microfiche collection of the Virginia Institute ofMarine Science (VIMS) as part of a cooperative indexing agreementbetween NAL and VIMS. The bibliographic database, AQUACULTURE,has been online with DIALOG since 1980.

1984 NAL cooperates with the Forest Service through an interagency agreementin the development of FS INFO, an online network of field libraries and abibliographic database supporting forestry.

Jan. 1985 An agreement between NAL and the Aquatic Sciences and Fisheries

Appendix C


Information System (ASFIS) on the coverage of aquaculture in AGRICOLAand ASFIS and products including the ASFA Aquaculture Abstractsbecomes effective.

June 1985 The Feed Composition Data Bank (FCDB) of the International FeedstuffsInstitute (IFI) transfers from Utah State University to NAL. Transfer of thedata bank is completed in September 1985.

Sep. 1985 NAL offers access to the National Pesticide Information Retrieval System(NPIRS) which includes data on about 50,000 products registered by theEPA. NPIRS was developed at Purdue University through a cooperativeagreement with the USDA.

Sep. 1985 NAL and the Forest Service sign an interagency agreement September 30transferring the Forest Service's historic photo collection to the NationalAgricultural Library. The head of the Forest Service photo librarytransferred to NAL with the collection. The agreement provides for a 3-year pilot study in which NAL will develop procedures and systems forhandling and researching collections of visual materials.

Dec. 1985 NAL receives a significant and comprehensive collection of materials onAgent Orange, the herbicide from the Veteran's Administration Library.About 2/3 of the collection relates to the effects of Agent Orange on plantsand animals. It complements NAL's extensive holdings on herbicideresearch and includes monographs, newspaper and journal articles andreprints, technical reports, hearings testimony, audiovisuals, and a manualindexing system. NAL is seeking funds to catalog and index the materialsfor input into AGRICOLA.

Jan. 1986 Feed Composition Data Bank is operational at NAL.

April 1987 NAL accepts the transfer of the Pomological Watercolors Collection fromthe U.S. National Arboretum at its dedication of the Special CollectionsReading Room on April 16.

1988-1989 NAL accepts transfer from the U.S. National Arboretum of the documentaryphotograph collection of more than 100,000 images from the Foreign Seedand Plant Introduction Service. The collection contains photographs from allover the world by renowned plant explorers and collectors, including DavidFairchild, Frank N. Meyer, P. Howard Dorsett, Albert Spear Hitchcock.

May 1989 NAL and Massachusetts Institute of Technology (MIT) agree to proceduresto include appropriate MIT dissertations in AGRICOLA.

April 1991 NAL accepts a bronze bust of Gifford Pinchot, first chief of the U.S. ForestService; the life-size bust was sculpted by Rudolph Wendelin, and presentedby the Pinchot Institute for Conservation. Dr. William Klein, President ofthe Pinchot Institute, made the presentation.

1991 NAL accepts the archives of the American Agricultural EconomicsAssociation.

Appendix C


Aug. 1993 NAL discovers 11 agriculturally-related letters to and from ThomasJefferson, including 3 original Jefferson letters, in a file being examined byERS historian Anne Effland, and creates a nationwide flurry of interest withthe announcement.

1993 NAL adds to its collection the 17-disc Compact International AgriculturalResearch Library: Basic Retrospective Set 1962-1986 (CIARL BRS),produced by CGIAR and the World Bank with NAL participation; itcontains 1,350 titles (more than 190,000 pages) and over 50,000 graphicimages.

1997 NAL receives the USDA History Collection from the former Agriculturaland Rural History Section of USDA's Economic Research Service; NALassigned a full-time archivist and several part-time graduate students toprocess and organize the collection and establish a USDA History CollectionWeb site.

1998 NAL signs an agreement with the Biblioteca Central Magna (BCM) of theAutonomous University of Nuevo Leon (UANL), Mexico, to cooperate inenhancing access to agricultural and related information; both have beenexchanging information and working together to improve services on aninformal basis since 1996.

Agricultural Information Access Milestones, 1982-2000National Agricultural Library

July 1983 NAL creates a new regional document delivery systems region coveringMichigan, Ohio, Pennsylvania, New York, with the Mann Library at Cornellserving as coordinator.

1984 NAL contracts with Bibliographic Retrieval Service (BRS) in Latham, NY,to develop a pilot prototype full-text database containing the entire contentof the Pork Industry Handbook, the first full-text database produced byNAL. The final products, an online computer version searchable throughBRS or a laser videodisc for use on a microcomputer, are available insummer 1985. Purdue University coordinates evaluation of the disc anddatabase.

Dec. 1984 Secretary of Agriculture John R. Block signs an agreement under whichNAL will receive funds from the American Florists Endowment (AFE) tobe used to disseminate information on floriculture to growers, wholesalers,and retailers in the floriculture industry; NAL receives an initial sum of$30,000; in addition AFE presents $10,000 to the Associates of NAL, Inc.,to enhance access to floriculture literature.

1986-1987 NAL inaugurates its National Agricultural Text Digitizing Project(NATDP). NAL assembles a panel of land-grant library directors to evaluatethe system, September 12, 1986. Subsequent cooperative agreementsdetermine the operation of the project. By spring 1987, NAL and 41 land-

Appendix C


grant libraries are participants in the project.

1987 NAL and University of Maryland Center for Instructional Development andEducation, under a cooperative agreement, begin production and filming foran interactive laser videodisc training course for searching the AGRICOLAdatabase; the course is to be known as AGRICOLearn.

Oct. 1987 NAL officially unveils its Forest Service Photographs Videodisc with aceremony and demonstration at USDA's Williamsburg Room on October 20.At the same event a project to create a laser videodisc containing historicaland archival photos from USDA agencies is proposed. The official USDAphotographs collection maintained by the Office of Information are to beincluded.

1987 NAL and CAB International cooperate in the preparation of a World List ofAgricultural Serials.

April 1988 NAL begins participation in the Association of Research Libraries (ARL)preservation planning program, a self-study consulting program assessingthe Library's preservation practices and needs. The preservation study wascompleted in 1989.

1988 NAL introduces ALF: Agricultural Library Forum, its micro-computer-based, dial-in, electronic bulletin board system for exchanging anddisseminating agricultural information.

Sep. 1988 NAL provides self-service searching of CD-ROM products at both theLibrary's main location in Beltsville and the Library's DC Reference Center.

Sep. 1988 NAL expands its interlibrary loan services, previously expanded inSeptember 1987, to include receipt of requests via TWX/TELEX,telefacsimile (i.e., fax.). NAL also receives requests forwarded from NLMvia DOCLINE.

March 1989 NAL distributes Aquaculture I, the first National Agricultural TextDigitizing Project (NATDP) CD-ROM, which contains the text and pageimages of 62 aquaculture reference publications, to the 44 land-grantlibraries participating in the project.

Fall 1989 NAL and the Consultative Group on International Agricultural Research(CGIAR) release Food, Agriculture, and Science, the first multi-lingual,agricultural research CD-ROM in a series that will include 6,000 titles.

Jan. 1990 NAL announces at ALA Mid-Winter in Chicago that the NATDP CGIARCD-ROM is being evaluated, the Acid Rain 3-disc CD-ROM has beenmastered and will be distributed in March, and the Agent Orange CD-ROMwill be distributed for evaluation in April.

March 1990 NAL and the Extension Service announce completion of their joint NationalCD-ROM Sampler: An Extension Reference Library; it contains more than12,000 documents (over 50,000 pages), 1,500 graphics, 50 computerprograms, and 14 minutes of audio.

Appendix C


April 1990 NAL executes a cooperative agreement with Mann Library at CornellUniversity to participate in the Core Agricultural Literature Project andcontributes $15,000 for work on the Agricultural Engineering volume.

1990 NAL issues REGIS II, the second generation of a computerized informationproject on African aquaculture.

Oct. 1990 NAL and USDA's Office of Governmental and Public Affairs complete andissue the Photographic Collection of the United States Department ofAgriculture laser videodisc.

Oct. 1990 NAL distributes the Agent Orange CD-ROM to land-grant librariesparticipating in the NATDP, October 19.

Jan. 1991 NAL announces that the third phase of the NATDP, transmitting digitalimages over the INTERNET, has produced images "markedly superior tofacsimile transmissions."

April 1991 NAL announces the National CD-ROM Sampler: An Extension ReferenceLibrary, completed in March 1990, is available for sale from Virginia Tech,one of the partners in the project.

June 1991 NAL completes mastering of the Food Irradiation CD-ROM as part of theNATDP.

Aug. 1991 NAL publishes a Global Change Information Packet, containing reprints ofarticles supporting and rejecting the global change concern, bibliographies, aguide to information sources, a directory of global climate changeorganizations, and other materials.

Aug. 1991 NAL cooperates with the U.S. Environmental Protection Agency (EPA) andthe Extension Service to develop a comprehensive bibliography for use inpesticide applicator training (PAT); the program produces 2 products: PEST(Pesticide Education, Safety, and Training), a hypermedia database, andPesticide Applicator Training Materials: A Bibliography.

Sep. 1991 NAL demonstrates Plant It! CD: A Multimedia CD-ROM on OrnamentalHorticulture at the IAALD Symposium at NAL.

Sep. 1991 NAL publishes A Preservation Plan for the National Agricultural Library,an outgrowth and report of the NAL preservation study begun in 1989.

Oct. 1991 NAL and the NATDP announce the availability of the Food IrradiationCD-ROM.

1992 NAL in cooperation with the University of Florida Institute for Food andAgricultural Sciences and the Michigan State University CooperativeExtension Service releases the Plant It! CD, covering nearly 1,000 plants.

1992 NAL and the NATDP release the CD-ROM containing the AgronomyJournal, Volumes 1-16, 1907-1924, produced with the assistance of theAmerican Society of Agronomy.

Appendix C


Nov. 1992 NAL and NATDP issue the final report of the NATDP pilot-projectproduced by Iowa State University to a limited audience.

Dec. 1992 NAL launches an electronic information initiative to research, plan, andimplement a systematic program of managing data in electronic form.

Jan. 1993 NAL establishes RDDS-L, a listserv for the Regional Document DeliverySystem, maintained at Mann Library, Cornell University.

1993 NAL and NATDP have created a multi-media database containing full text,images, and sound which resides on a NeXT workstation. Using InfoStationsoftware developed by VTLS, the database is linked to ISIS to provide usersaccess to full text, images, and sound enhancements of publications forwhich the bibliographic information is in ISIS.

1993 NAL and NATDP complete and distribute the George Washington CarverPapers CD-ROM containing microfilm reels 1, 2, and 48 of a 67-reel set onDr. Carver from Tuskegee University, along with the full text of the Guideto the Microfilm Edition.

1993 NAL and NATDP complete and distribute the revised version of the FoodIrradiation 1 CD-ROM with page images in a standard format, enhancedbibliographic records, 94 non-copyrighted publications (over 51,000 pages)as the first part of a large collection donated to NAL that will be placed onCD-ROM over the next 2 years.

Fall 1993 NAL and NATDP announce the availability of the final report of theNATDP pilot project issued with limited distribution in November 1992.

Nov. 1993 NAL's Electronic Initiative Steering Committee completes its report Phase IFinal Report, The Electronic Information Initiative: A Key Success Factor inthe NAL Strategic Plan; Phase I consisted of an examination of the issuesassociated with the library's ability to manage electronically created andstored information; subcommittees were charged with providingrecommendations for changing policies and procedures related to theacquisition, processing, access, dissemination, collection maintenance, andpreservation of electronic journals, media, databases, and others.

1993 NAL and NATDP announce and distribute the Aquaculture II CD-ROM,also called "Aqua2."

Feb. 1994 NAL announces that beginning January 1, 1995, electronic informationbecomes the preferred medium for library materials and services, a goal setin the Library's just-completed Electronic Information Initiative, Phase I,part of its strategic planning.

1994 NAL makes the Plant Genome Database of USDA available over theInternet; it contains data for important crop species including maize,soybean, small grains (wheat, barley, oats), rice, and tomato, and forArabidopsis, an organism that has served as a model for plant geneticresearch; gopher and FTP forms of the database are also accessible.

Appendix C


1994 NAL and the NATDP in cooperation with the American Society ofAgronomy publish the 2nd CD-ROM in the series: Agronomy Journal,Volumes 17-22 (1925-1930).

1994 NAL makes available a sample database of global change information overthe Internet; it is a pilot project of the Global Change Data and InformationSystem by the USGCRP.

Dec. 1995 NAL in collaboration with several land-grant universities and USDA/REEagencies establishes a pilot AgNIC Home Page on the Internet.

1996 NAL and NATDP make available Food Irradiation 2, a CD-ROMcontaining 11,000 pages of government research from the 1950s and 60s.

1996 NAL joins with 30 other ARL libraries in the Latin Americanist ResearchResources Pilot Project and is participating in the serials portion of the pilotproject by agreeing to maintain subscription responsibility for selectedserials, providing contents information for the serials to the University ofTexas Latin American Network Information Center (UT-LANIC) database,and expediting document delivery for this material at no cost to projectparticipants.

1996 NAL and 9 land-grant libraries join in the first phase of the USAIN NationalPreservation Program for Agricultural Literature; the first phase, funded byan $850,000 grant from the National Endowment for the Humanities, willidentify and preserve historical literature about agricultural development andrural life covering 1820 to 1945.

1996 NAL announces that AgNIC now includes a directory entitled: Directoriesof Experts in Agriculture which includes hypertext links to 21 directories.

Sep. 1996 NAL discontinues its electronic bulletin board system, ALF, on September30, as it was overtaken by events.

1996 NAL puts the Data Base of the Occurrence and Distribution of Pesticides inChesapeake Bay on the AgNIC web site. It joins the following 5components of the web site: AgDB; AGRICOLA Subject Category Codes;Agricultural Conferences, Meetings, Seminars Calendar; Directories ofExperts in Agriculture; and the Online Reference Service Pilot Project.

1997 NAL's Animal Welfare Information Center and the U.S. Department ofHealth and Human Services produce the Compendium of Animal REsources(CARE) CD-ROM, containing more than 160 documents related to animalcare and use. The CD-ROM is prepared through and for sale by theGovernment Printing Office.

1997 NAL develops its Electronic Media Center (EMC) from prior software andtechnology demonstration centers, expanding the number of resources anddatabases available to users in the Library in Beltsville, the DC ReferenceCenter, and to ARS staff on their desktop computers.

1997 NAL and NATDP release the 3rd CD-ROM in a series: Agronomy Journal

Appendix C


Volumes 23-28 (1931-1936); and the 1st CD-ROM in a series: AmericanJournal of Agricultural Economics.

1998 NAL expands electronic document delivery, partly by providing Arielsoftware and technical support to over 20 USDA regional offices and thelibraries of the 1890 Land-Grant Universities and Tuskegee University.

July 1998 NAL begins to move its collection of microform masters, including those ofthe land-grant cooperative microfilming projects for which NAL is thedepository, to the Iron Mountain-National Underground Storage site inBoyers, Pennsylvania, where the storage environment and services meetnational preservation standards.

1998 NAL completes a draft Preservation Plan.

Jan. 1999 NAL and the National Institutes of Health (NIH) launch the InternationalBibliographic Information on Dietary Supplements (IBIDS), Internet site anddatabase, containing over 350,000 citations to scientific literature from 1986to the present derived from AGRICOLA, AGRIS International, andMEDLINE, on January 6.

1999 NAL expands the USDA History Collection web page, in the 3rd year of theproject to organize the collection and make it accessible; NAL also began topreserve some of the brittle and deteriorating documents.

1999 NAL begins the 2nd phase of its project to establish a national microfilmarchive for significant national, state, and local agricultural literature at theIron Mountain-National Underground Storage site in Boyers, Pennsylvania.

1999 NAL's CALS begins to use Current Contents® and to offer to ARS web-based access to Current Contents Connect® in response torecommendations of the ARS-wide Research Information Needs ActionTeam.

2000 NAL completes preservation digitization of the Journal of AgriculturalResearch.

Aug. 2000 NAL and the AgNIC Alliance release new system architecture with newsearching and thesaurus features.

2000 NAL puts into place a new and increased fee structure for documentdelivery. NAL and NTIS complete a fee-based billing service agreementunder which NTIS will process NAL's patron billing.

Nov. 2000 NAL is selected to participate in the Preservation Environment MonitorField Trial of the Image Permanence Institute; the program will providesystematic monitoring of environmental conditions in the Library to guidepreservation and collection management.

Bibliographic Services Milestones, 1982-2000

Appendix C



Jan. 1984 NAL begins cooperative indexing program with the Arid Lands InformationCenter at the University of Arizona, beginning with 90 journal titles(expanded to 180 titles by September 1986).

1984 After dropping out of the Cooperative Online Serials (CONSER) project forseveral years because of lack of funds, NAL resumes its national role inserials processing, rejoining CONSER and joining the Name AuthorityCooperation (NACO). Thereby, becoming the Nation's authority forestablishing and verifying the names of agricultural organizations appearingin library catalogs, and taking national responsibility for the coordinationand quality control of information about current agricultural serials.

1984 NAL selects CAB Thesaurus as a controlled vocabulary for agriculture. TheCAB Thesaurus terms were included in AGRICOLA indexing recordsbeginning with the January 1985 sale tape.

1984 NAL initiates the NAL/Land-Grant University State agriculturalpublications program through which the land-grant libraries acquire StateAgricultural Experiment Station and Extension Service publications, processthem, provide copies to NAL, provide full-level cataloging records to NAL,and provide document delivery services from their copies.

Sep. 1985 NAL links directly with the LC database MUMS (Multiple Use MARCSystem), NACO (Name Authority Cooperative Project), and CONSER(Conversion of Serials Project) by three Comterm terminals installed in theCataloging Branch, speeding up and improving accuracy of processing.

March 1986 NAL's journal evaluation committee, formed in 1985, completes its reviewof journals indexed by NAL and cooperators, to recommend journals forcoverage in AGRICOLA. NAL decides to focus on U.S. publications andpublications not indexed elsewhere, and to avoid overlap with AGRIS andother indexing services.

Sep. 1986 NAL awards a contract to Virginia Tech Library Systems, Inc. to install anintegrated library system incorporating the latest computer technology andsoftware in the Library over a 2-year period. The award follows two yearsof assessing needs, evaluating proposals, and testing potential systems, andcarries out Blue Ribbon Panel 1982 recommendations to acquire a turnkeysystem.

Jan. 1987 NAL's AGRICOLA database is offered on compact disc by SilverPlatterInformation Services in a non-exclusive agreement with the Library; it isfirst demonstrated at the ALA Midwinter conference in Chicago.

May 1989 NAL, CAB International (CABI), and the Consultative Group onInternational Agricultural Research (CGIAR) representatives meet at NALto discuss and propose the establishment of a Universal AgriculturalThesaurus, merging the best features of AGROVOC and the CABThesaurus and others.

Appendix C


1992 NAL releases the World List of Agricultural Serials (WLAS) computerdatabase on CD-ROM by SilverPlatter International, Inc.; it contain recordsfor over 56,000 titles and annotations indicating where each title is indexedand other information.

1993 NAL is selected to participate in the Library of Congress's nationalcoordinated cataloging program.

July 1993 NAL celebrates its 3,000,000th AGRICOLA Record on July 12 with aprogram and reception for NAL staff, USDA and other guests. AssociatesNAL presented a plaque commemorating the occasion to the Library.

July 1993 NAL, CABI, the United Nations Food and Agriculture Organization, theGerman Centre for Documentation and Information in Agriculture (ZADI),and other international organization representatives met in Bonn, Germany,July 15-16, to sign the classification scheme for the Unified AgriculturalThesaurus (UAT).

Oct. 1994 NAL participates in the InterCat Project of OCLC, a national effort toenhance access to Internet resources by improving bibliographic control ofthis material.

Fall 1994 NAL contracts with Library Systems & Services, Inc. (LSSI) for a 5-yearretrospective conversion project in which more than 198,000 paper-basedcatalog records will be converted into machine-readable form.

1998 NAL completes the 5-year project of retrospective conversion of paper-based catalog records for monographs; NAL will retain the pre-1965 cardcatalog, which is moved to the stacks in preparation for renovation of the 1st

Floor in October.

2000 NAL creates a journal evaluation panel to review journals to be indexed inaccordance with revised criteria; it will meet 3 to 4 times per year.

June 1999 NAL receives the Oberly Award for Bibliography in the AgriculturalSciences "for continuous and improved publication of AGRICOLA, theleading bibliographic source for agriculture."

Collection Development Milestones, 1982-2000National Agricultural Library

1984 NAL initiates the NAL/Land-Grant University State AgriculturalPublications Program through which the land-grant libraries acquire stateagricultural, experiment station, and extension service publications, processthem, provide copies to NAL, provide full-level cataloging records to NAL,and provide document delivery services from their copies. (AGRICOLA)

1984-1985 NAL and the National Library of Medicine (NLM) agree on veterinaryscience collection responsibilities of the two libraries.

Appendix C


Feb. 1986 NAL revises its collection development policy to incorporate the acquisitionof machine-readable data files and microcomputer software foragriculturally-related subjects, including general purpose software withagricultural applications. This new policy is based on a year of experience inwhich FNIC gained recognition as a national center for food and nutritionmicrocomputer software.

1987 NAL and the National Library of Medicine (NLM) publish a cooperativecollection development agreement in the area of human nutrition and relatedsubjects, including collection levels for each institution in 26 subcategories.

1988 NAL begins a systematic multi-year effort to verify the status of allexchange arrangements which had increased to over 8,000 during theprevious decade. NAL has always depended upon a very active program ofgifts and exchanges to augment the collection and ensure that difficult-to-acquire publications from international sources were secured for the nationalcollection.

Sep. 1988 NAL publishes a complete revision of its collection development policywhich defined the scope and coverage of agricultural subjects in the nationalcollection in terms of the Library of Congress (LC) subject classification.The policy has been updated through issuance of addenda with newguidelines for collecting CD-ROMs, computer software, and Internetresources.

Dec. 1988 NAL and NLM meet to develop cooperation in the area of biotechnology.

Oct. 1989 NAL, NLM, and LC issue their Biotechnology: Joint CollectionDevelopment Policy Statement.

1996 NAL, NLM, and LC complete an update of the joint collection developmentpolicy for coverage of veterinary science and related subjects; NALpublishes the complete statement and related collection developmentmaterials on its Web site.

1998 NAL publishes a complete revision of its collection development policydefining the scope and coverage of agricultural subjects in the nationalcollection. The policy has been updated through issuance of addenda withnew guidelines for collecting CD-ROMS, computer software, and Internetresources.

Information Technology Milestones, 1982-2000National Agricultural Library

June 1986 NAL completes a 5-month investigation of the use of telefacsimileequipment for document delivery. The evaluation study was funded byUSDA, with contributions in kind by the 13 participating libraries thatincluded 5 ARS regional research center libraries, 7 Land-grant Universitylibraries, and NAL. As a result NAL will accept requests by telefacsimile,

Appendix C


but mail requested materials unless the requestor requests telefacsimile as arush response.

Sep. 1986 NAL awards a contract to Virginia Tech Library Systems, Inc. to install anintegrated library system incorporating the latest computer technology andsoftware in the Library over a 2-year period. The award follows two yearsof assessing needs, evaluating proposals, and testing potential systems, andcarries out Blue Ribbon Panel 1982 recommendations to acquire a turnkeysystem. It includes modules to perform online reference and catalogretrieval, online cataloging and catalog maintenance, serials control, onlineacquisitions processing, online lending control, and preservation control.NAL has contracted for the development of a module to support its indexingresponsibility.

Nov. 1986 NAL demonstrates its prototype "expert system" on aquaculture at NAL DayII.

Nov. 1988 NAL holds a 2-day conference on The Application of ScanningMethodologies in Libraries as a forum for disseminating information onstate-of-the-art scanning technology and its uses in the library andinformation field. Conference features more than a dozen speakers frominstitutions around the U.S.

May 1989 NAL and North Carolina State University Libraries enter a cooperativeagreement to test the technical feasibility and administrative structuresnecessary to capture, transmit, and receive machine-readable text at remotesites through the national electronic network.

Nov. 1990 NAL discontinues activities related to the Feed Composition Data Bank.

Nov. 1990 NAL participates in the inaugural USAIN National Conference, The Futureof Agricultural Information, November 7-9, at the University of Illinois atUrbana-Champaign; speakers at the 3-day meeting, including several fromNAL, covered a variety of topics related to agricultural information andtechnology applications.

Jan. 1991 NAL completes the OCR study begun in March 1986, Optical CharacterRecognition by Hand-held Device, in Lieu of Keyboarding Data forIndexing and Cataloging Records, and publishes the findings.

1992 NAL announces that Windows Personal Librarian, developed by PersonalLibrary Software, Inc., of Rockville, MD, has been chosen as the retrievalsoftware for the National Agricultural Text Digitizing Project (NATDP);NAL, 45 land-grant libraries, and the Cargill Information Centerparticipated in the pilot text-digitizing program that began in 1987; theNATDP became fully operational in 1991.

May 1994 NAL receives AGRICOLA Across the Internet-User Needs, the report of thestudy of user considerations for NAL in planning to provide AGRICOLAaccess over the Internet, by Beth A. Sandore, Assistant Automated ServicesLibrarian at the University of Illinois Library at Urbana-Champaign, whowas a Visiting Scholar at NAL.

Appendix C


1994 NAL installs a satellite downlink system and a satellite dish; a primaryexpected use will be for mandated Federal personnel training.

1994 NAL's electronic bulletin board, ALF, is now accessible from the Internet;NAL begins to include Agricultural Calendar listings on ALF.

Fall 1994 NAL inaugurates its "Gopher" which now gives access to NAL resourcesand services through the Internet.

Dec. 1994 NAL meets with representatives of land-grant libraries and USDA agenciesto further development of AgNIC, the Agricultural Network InformationCenter.

April 1995 NAL's World Wide Web server is officially online April 19, making theNAL Home Page available to the world via the Internet; most of theLibrary's branches and information centers create establish their own Webpages at the NAL site.

June 1995 NAL's WWW Home Page Prototype Committee issues its Final Report onJune 9, containing recommendations for maintaining and improving NAL'sWeb site.

March 1996 NAL's makes ISIS (the online public access catalog and journal articlecitation database) available on its Web site.

Sep. 1996 NAL and participating libraries provide online reference services throughAgNIC on the Internet in a pilot project through May 1997; subjectsincluded are: animal and plant sciences; food and nutrition; rangelandmanagement; rural information; and USDA agricultural economic researchand statistics.

March 1997 NAL, USDA agencies, and invited experts from government and academicinstitutions hold a 2-day meeting, USDA Digital Publications: Creating aPreservation Action Plan, March 3-4.

1997 NAL establishes initial procedures and standards for digital conversion ofUSDA embrittled-paper publications, and digitized 19 volumes of theJournal of Agricultural Research among others; NAL is placing thesematerials on the WWW.

Dec. 1997 NAL discontinues its Gopher, December 19.

Abraham Lincoln Building Milestones, 1982-2000National Agricultural Library

Oct. 1985 NAL begins shifting about 87% of its 1.8 million-volume collection in thelibrary stacks in anticipation of integration of the 250,000-volume D.C.Branch collection of economics and social sciences materials related toagriculture. The rare book cage, oversized materials, and other non-book

Appendix C


and non-periodical collections are moved to the 13th Floor and consolidatedareas on other floors.

June 1986 NAL moves the D.C. Branch stack materials to space made for them in theBeltsville stacks, including the area of compact shelving, June-September.The last box is unpacked and materials shelved Nov. 25.

1991 Space and Facility Condition Studies completed--Identified space usage,building and functional deficiencies totaling $16 million.

1995-1999 Various infrastructure projects and 14th floor renovation completed.

1998 NAL establishes a core group to plan and implement 1st Floor renovation.

1999 1st Floor renovation completed.

April 2000 Grand re-opening and dedication of 1st floor--Ceremony held withSecretary of Agriculture Dan Glickman, Deputy Secretary RichardRominger, ARS Administrator Floyd Horn, and others attending.

June 2000 NAL's energy savings performance contract begins with the lighting upgradein the stacks, replacing lights, timers, and other switches, June to July; workto convert the boilers to dual-fuel takes place June to August; work on thechillers and multi-zone air handlers to make them more efficient, June toOctober.

June 2000 NAL building named the Abraham Lincoln Building, with Senator RichardJ. Durbin of Illinois, Secretary of Agriculture Dan Glickman, DeputySecretary Richard Rominger, ARS Administrator Floyd Horn, and AstronautKent Rominger as speakers at the ceremony and reception.

Sep. 2000 NAL awards a design contract for renovation of the 5th Floor to convert itfrom offices to a special collections stack area.

2001 Design of 5th floor renovation completed.





Appendix D

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Go to Appendix E

Return to Contents

Appendix D

USDA BLUE RIBBON PANEL ON NATIONAL AGRICULTURAL LIBRARY

NAL REVIEW & PLANNING AGENDAPROPOSED QUESTIONS FOR PANEL'S LONG RANGE PLANNING

[with Panel member assignments as of October 26, 2000]

A) Vision of NAL in 2020? COMPELLING VISION OF THE FUTURE OF NAL IN THE YEAR 2020- What NAL WILL BE: What NAL WILL DO, HAVE DONE full group participation A) SUCCINCT NEW NAL MISSION STATEMENT FOCUS = ONE SENTENCE full group participation B) POLYOCULAR SITUATION ANALYSIS - CUSTOMER + PEER + STAFF SURVEYSB) OBJECTIVE PROGRESS ASSESSMENT - KEY ACHIEVEMENTS OF 1990s Barbara Hutchinson, Jay Hirschman, Paula Kaufman, Winston Tabb, Martin Apple C) CANDID ANALYSIS OF CURRENT NAL STRENGTHSC) CANDID ANALYSIS OF CURRENT NAL WEAKNESSESC) DEFINITION OF NAL'S ADVANTAGES OVER ANY ALTERNATIVES Barbara Hutchinson, Jay Hirschman, Paula Kaufman, Winston Tabb, Martin Apple D) CHALLENGES & FUTURE THREATS TO NAL OR ITS LEADERSHIPD) NAL LEADERSHIP OPPORTUNITIES NEXT 20 YEARS e.g.: 24/7 AUTOMATIOND) DEFINING WHOM WE MUST SATISFY - WHO THEY ARE NOW & WHAT THEYVALUE NOW, WHO THEY MAY BE & WHAT THEY MAY NEED AND VALUE IN 20YEARS Philip Hudson, Austin Hoover, Martin Apple, Robert Willard E) REVISITING MISSION SETTING 21ST CENTURY PRIORITIES, GOALS SET NEW 5 & 10 YEAR MEASURABLE GOALS (e.g. 99% CUSTOMERS RECEIVERIGHT INFO SAME DAY) full group participation F) FIVE BEST OPTIONS FOR NAL FUTURE STRATEGY - LEVERAGE FOCUS, ETCF) THE MOST IMPORTANT NAL STRATEGY - BEST FOCUS/PATH OF OURRESOURCESF) KEY OPERATING PARAMETERS TO ENSURE SUCCESS WHO MAKES WHAT DECISIONS? WHO IS ACCOUNTABLE FOR WHAT RESULTS?ETC

Appendix D

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full group participation G) WHAT SHOULD BE OUR NEW, OPTIMIZED 21ST CENTURY ORGANIZATIONALSTRUCTURE? MATRIX? PROFESSIONAL BUREAUCRACY? ETC full group participation H) WHO, HOW AND WHEN WILL WE [NAL] MONITOR & REPORT RESULTS?H) HOW WE [NAL] WILL MEASURE, BE ACCOUNTABLE FOR OUR [NAL]RESULTS? William Delauder, Jane Coulter, Pearlie Reed I) HOW WILL WE [NAL] ENSURE ADEQUATE RESOURCES EACH YR? WHAT PROCESSES WILL REGULARLY ENSURE NAL RECEIVES NEEDED GROWTHRESOURCES? Larry Vanderhoef, Margrit Krewson, William Delauder, Pam André I) WHEN AND HOW WILL WE [NAL] REVISE COURSE AS NEEDED TO ADAPT TO NEW CUSTOMERS, NEW NEEDS, AND NEW TECHNOLOGY? William Delauder, Jane Coulter, Pearlie Reed, Pam André

CONCLUSIONS BY THE FINAL MEETING OF PANELWE SHOULD REACH AGREEMENT* ON WHY NAL MUST EXIST

WHERE NAL IS GOING, AND HOW NAL WILL GET THERE

*AGREEMENT=3/4 OF US AGREE

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Appendix E

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Appendix E

From the U.S. Code Online via GPO Access[wais.access.gpo.gov][Laws in effect as of January 2, 2001][Document not affected by Public Laws enacted betweenJanuary 2, 2001 and January 28, 2002][CITE: 7USC3125a]


CHAPTER 64 AGRICULTURAL RESEARCH, EXTENSION, AND TEACHING

SUBCHAPTER II--COORDINATION AND PLANNING OF AGRICULTURAL RESEARCH, EXTENSION, AND TEACHING

§ 3125a. National Agricultural Library

a. Purpose. The purpose of this section is to consolidate and expand the statutory authority forthe operation of the library of the Department of Agriculture established pursuant to section2201 of this title as the primary agricultural information resource of the United States.

b. Establishment. There is established in the Department of Agriculture the NationalAgricultural Library to serve as the primary agricultural information resource of the UnitedStates.

c. Director. The Secretary shall appoint a Director for the National Agricultural Library whoshall be subject to the direction of the Secretary.

d. Functions of Director The Director may--

1. acquire, preserve, and manage information and information products and services inall phases of agriculture and allied sciences;

2. organize agricultural information and information products and services bycataloging, indexing, bibliographical listing, and other appropriate techniques;

3. provide agricultural information and information products and services to agencies ofthe Department of Agriculture and the Federal Government, public and privateorganizations, and individuals, within the United States and internationally;

4. plan for, coordinate, and evaluate information and library needs related to agriculturalresearch and education;

Appendix E


5. cooperate with and coordinate efforts among agricultural college and universitylibraries, in conjunction with private industry and other agricultural library andinformation centers, toward the development of a comprehensive agricultural libraryand information network; and

6. coordinate the development of specialized subject information services among theagricultural and library information communities.

e. Library products and services The Director may--

1. make copies of the bibliographies prepared by the National Agricultural Library;2. make microforms and other reproductions of books and other library materials in the

Department;3. provide any other library and information products and services; and4. sell those products and services at such prices (not less than the estimated total cost of

disseminating the products and services) as the Secretary may determine appropriate.

f. Receipts. Funds received from sales under subsection (e) of this section shall be depositedin the Treasury of the United States to the credit of the applicable appropriation and shallremain available until expended.

g. Agreements.

1. In general. The Director may enter into agreement with, and receive funds from anyState, and other political subdivision, organization, business, or individual for thepurpose of conducting activities to carry out this section.

2. Funds. Funds received under this subsection for payments for library products andservices or other activities shall be deposited to the miscellaneous contributed fundaccount, and shall remain available until expended.

h. Authorization of appropriations. There are authorized to be appropriated for each fiscal yearsuch sums as may be necessary to carry out this section.

(Pub. L. 95-113, title XIV, Sec. 1410A, as added Pub. L. 101-624, title XVI, Sec. 1606(a), Nov.28, 1990, 104 Stat. 3714.)

From the U.S. Code Online via GPO Access[wais.access.gpo.gov][Laws in effect as of January 2, 2001][Document not affected by Public Laws enacted betweenJanuary 2, 2001 and January 28, 2002][CITE: 7USC3125b]


CHAPTER 64--AGRICULTURAL RESEARCH, EXTENSION, AND TEACHING

Appendix E


SUBCHAPTER II--COORDINATION AND PLANNING OF AGRICULTURAL RESEARCH,

EXTENSION, AND TEACHING

§ 3125b. National Rural Information Center Clearinghouse

a. Establishment. The Secretary shall establish, within the National Agricultural Library, incoordination with the Extension Service, a National Rural Information Center Clearinghouse(in this section referred to as the ``Clearinghouse'') to perform the functions specified insubsection (b) of this section.

b. Functions. The Clearinghouse shall provide and distribute information and data to anyindustry, organization, or Federal, State, or local government entity, on request, aboutprograms and services provided by Federal, State, and local agencies and private nonprofitorganizations and institutions under which individuals residing in, or organizations andState and local government entities operating in, a rural area may be eligible for any kind ofassistance, including job training, education, health care, and economic developmentassistance, and emotional and financial counseling. To the extent possible, the NationalAgricultural Library shall use telecommunications technology to disseminate information torural areas.

c. Federal agencies. On request of the Secretary, the head of a Federal agency shall provide tothe Clearinghouse such information as the Secretary may request to enable theClearinghouse to carry out subsection (b) of this section.

d. State and local agencies and nonprofit organizations. The Secretary shall request State andlocal governments and private nonprofit organizations and institutions to provide to theClearinghouse such information as such agencies and organizations may have about anyprogram or service of such agencies, organizations, and institutions under which individualsresiding in a rural area may be eligible for any kind of assistance, including job training,educational, health care, and economic development assistance, and emotional and financialcounseling.

e. Limitation on authorization of appropriations. To carry out this section, there are authorizedto be appropriated $500,000 for each of the fiscal years 1991 through 2002.

(Pub. L. 101-624, title XXIII, Sec. 2381, Nov. 28, 1990, 104 Stat. 4049; Pub. L. 104-127, titleVIII, Sec. 842, Apr. 4, 1996, 110 Stat. 1170; Pub. L. 105-185, title III, Sec. 301(b)(3), June 23,1998, 112 Stat. 563.)

Codification

Section was enacted as part of the Rural Economic Development Act of 1990, and also as part ofthe Food, Agriculture, Conservation, and Trade Act of 1990, and not as part of the National

Agricultural Research, Extension, and Teaching Policy Act of 1977 which comprises this chapter.

Amendments

Appendix E


1998--Subsec. (e). Pub. L. 105-185 substituted ``2002'' for ``1997''.1996--Subsec. (e). Pub. L. 104-127 substituted ``1997'' for ``1995''.

Section Referred to in Other Sections

This section is referred to in section 917 of this title. NOTE: This file replaces a copyright protected print version from the original report. The contentof this file is identical to the content of the print version.

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Appendix F

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Appendix F

USDA BLUE RIBBON PANEL FOR ASSESSMENT OF THE NATIONAL

AGRICULTURAL LIBRARY

Draft Report from the Committee for Items B and CApril 6, 2001

"The NAL should be refurbished so it once again becomes the world preeminent agriculturallibrary. This entails subscribing to more journals, forging greater cooperation with the land-grantuniversities, having more service personnel to serve the nations science community, and makinggreater and greater amounts of holdings and assets (databases) more friendly to remote access. Itappears to be under-funded..."

[Quote from survey respondent]

I. Highlights of NAL Achievements in 1980s and 1990s (for possible use in section 2,Progress since 1982) The 1982 Panel, while concluding that NAL is a major national resource which mustbe preserved, made a number of recommendations for improvement. Appendix B provides acomplete list of those recommendations and the response to them made by NALadministration and staff. In addition, Appendix C provides a comprehensive list of NALmilestones since 1982 organized into categories: (1) legislative and administrative, (2)collection building, (3) agricultural information access, (4) bibliographic services, (5)collection development, (6) information technology, and (7) Abraham Lincoln Building.The following highlights some of the more significant achievements taken from these twodocuments and from a partial list compiled by members of a Panel committee. Administratively, NAL revised its mission, values, and vision statements in 1994 aspart of an ongoing strategic planning process. It has made concerted and valiant efforts toheighten its visibility through brochures, tours, exhibits, videotapes, and journal articles, andhas made numerous attempts to establish an Advisory Council to assist with long-rangeplanning and policy formulation. Reorganizations and staffing adjustments were made tostreamline services and to better delineate USDA and national library functions. In addition,diverse funding options have been initiated through increases in user fees, leasingarrangements, and the use of contractors for certain activities. NAL has also worked to develop its collection and resources both in terms of fulfillingits promise as a national library for the entire agriculture community and as a specificresource for USDA’s programs and agencies. This has included the acquisition ofsignificant special collections in a variety of formats, such as materials on agent orange andhistorical USDA documents and multimedia. In addition, NAL has coordinated with NLM

Appendix F


and LC on collection development policies for related areas, leading to a 1996 jointcollection development policy for veterinary science and related subjects. NAL also joinedseveral national cataloging programs and became an authority for establishing and verifyingthe names of agricultural organizations. Another of the 1982 recommendations specified a more active role for NAL ininternational information activities. This led to close involvement with the InternationalAssociation of Agricultural Information Specialists (IAALD), the Consultative Group forInternational Agricultural Research (CGIAR), and the U.N. Food and AgricultureOrganization (FAO) and its AGRIS database, on matters of coordination and cooperation.NAL also sponsored and participated in a series of U.S./Central European AgriculturalLibrary Roundtables, and recently signed an agreement with the Biblioteca Central Magnaof the Autonomous University of Nuevo Leon, Mexico, to enhance access to agriculturaland related information. Previous recommendations also focused on the need for a national agriculturalinformation network for resource sharing, timely processing of information, and equality ofaccess. This resulted in NAL and representatives from land-grant university librariesforming the United States Agricultural Information Network (USAIN) in 1988. ThroughUSAIN, NAL joined with other land-grant libraries in a National Preservation Program forAgricultural Literature funded by grants from the National Endowment for the Humanities.NAL also has cooperated with NASULGC to advance support of agriculture libraries.Drawing on these collaborative efforts was the 1995 establishment of another NAL andland-grant collaboration, the Agriculture Network Information Center (AgNIC). Althoughnot yet fully realized, the AgNIC initiative is a discipline-specific, distributed network onthe Internet envisioned ultimately as a gateway to centers of excellence in agriculturalinformation. It currently offers 28 subject-specific sites on the World Wide Web. A significant technology achievement was the National Agricultural Text DigitizingProject (NATDP) which resulted in the production of a series of widely distributed CD-ROM products for agricultural research (aquaculture, acid rain, agent orange, foodirradiation, and the Agronomy Journal). NAL also has been active in developing multimediaresources, and has made databases, directories, and other resources available over theInternet. In addition, NAL has developed specialized web-based Information Centers whichprovide in-depth resources and reference services on such subjects as: alternative farmingsystems, animal welfare, food and nutrition, food safety, rural information, technologytransfer, water quality.

II. Polyocular Perspectives

A. Customer and Staff Survey Methods (for Section 4, Methods Under the auspices of the U.S. Agricultural Information Network (USAIN) andin support of the Panel’s program review efforts, a customer service survey wasconducted in December 2000 and the first part of January 2001. This survey was anattempt to touch the pulse of the NAL’s present and future customers to gain input onits current programs and services and to help in determining future directions. Fivequestionnaires were developed and distributed to USDA personnel through a varietyof NAL customer listservs and to other related scientists affiliated with the Council ofScientific Society Presidents. In addition, agriculture and veterinary science librarianswere sent questionnaires through their respective listservs, as were library directors atland-grant universities. Extension personnel were contacted by way of a CooperativeExtension Service (CES) Directors listserv and through a CES State Specialistlistserv. Questionnaires also were distributed to NAL on-site users at both the

Appendix F


Beltsville and D.C. locations. Finally, NAL staff members were surveyed. The totalnumber of returned questionnaires was 739, with an additional 53 from NAL staffmembers. An analysis of the general survey responses and those of the NAL staff areincluded in Section 5 of this report.

B. Summary of NAL Customer Survey Results (for use in Section 5, Findings) Questions in the survey were open-ended, giving respondents the opportunity todescribe information gathering activities in their own words. As a result, answers hadto be reviewed carefully to identify similar elements that could be categorized andquantified for analysis. Overall, the general survey, largely of USDA employees,reveals a widespread use of electronic services for finding information. In response tothe question of where information is most often obtained, 28 percent identified theWorld Wide Web, 25 percent noted either NAL or AGRICOLA, and another 23percent specified university, agency, or other libraries. What we do not know fromthese responses is whether users went to the web or other libraries to searchAGRICOLA or to use other NAL online services. This suggests there is someprobability that the actual number for AGRICOLA use could be much higher thanfirst noted. In this regard, the most used NAL service was identified by 26 percent asAGRICOLA, closely followed at 24 percent by document delivery; whereas, the mostcritical service was considered to be document delivery at 25 percent, andAGRICOLA at 14 percent. However, if all electronic-related access points werecombined with the AGRICOLA percentage, such as NAL web sites, AgNIC, andCALS, the overall number for electronic access would be much greater than any otherservice, including document delivery. What seems clear from the survey is that whileAGRICOLA is by far the most used and visible electronic service, on a regular basiscustomers do use many other NAL services from document delivery to the variousNAL web sites. This suggests a need to continue to develop and maintain a variety ofdelivery systems and customer services if NAL is to meet the full range of its usersinformation needs. Looking into the future, the survey asked for a description of the types ofinformation services they would like to have in 2010. In this the respondents were inthe most agreement: nearly 75 percent responded with examples of electronic servicessuch as online journals and journal articles, and specialized and linked databases withexpanded search capabilities. Others mentioned faster services in general, followed bythose who wanted to see broader and deeper development of collections. Similarresponse results were given to the question about what new or improved NAL servicewould be desirable. Greater electronic access to information and resources,particularly online journals and improved databases, was listed by 65 percent of therespondents, with another 16 percent requesting broad collection developmentactivities. Responses to the question about what other library or library system isuseful to them provides insights into potential models for future developments. TheNational Library of Medicine, and particularly PubMed and Medline, was most oftenmentioned by respondents as the system to emulate. The following quotes illustrateuser interests: Visions of the future: "A fully integrated linkage to every major universitylibrary system worldwide so that resources can be downloaded or sent electronicallyto where they are needed"...."a perfect information gathering world would be...to findrelevant citations on any topic by searching in one mega-database"..."upgradeAGRICOLA...[with]...abstracts for more entries, sources of documents clearlyindicated, and back it up with a service that leads the users more reliably to theindexed information"..."impeccable indexing and online links to government

Appendix F


publications – what more could we ask?" and finally a prophetic statement for theAgNIC system: "If NAL wants to provide national agricultural information services by 2010, certainlythey need to go to ‘the people’ to find out what information they are seeking. ThenNAL must create or compile content, not just indexing...I find our users, faculty andstudents… [and] the general public, increasingly less willing to wade through piecesof the puzzle. They want ‘packages’: mosquito eradication in wetlands or farmponds...can NAL become a provider of information packages related to agricultureinstead of ‘just’ indexing? Can it become a gateway to information being churned outby its own as well as other agencies?"

C. Summary of NAL Staff Survey The 53 NAL staff members who responded to the survey were employed ineither public service, information systems development, or library administration. Amajority of the respondents considered a knowledgeable and dedicated staff as amajor strength of NAL. This was followed by a nearly even split between collectionsand electronic access points, such as AGRICOLA. Weaknesses were largely groupedaround management issues, budget problems, and outdated databases. Critical serviceswere identified as reference services, access to electronic services (web AGRICOLA,AgNIC, and NAL’s web site), and document delivery. Suggestions for improvementsincluded a variety of electronic services beginning with both content and webaccessibility enhancements of AGRICOLA, and followed by various types of web sitedevelopment. The greatest barrier was seen as budget deficiencies, followed by staffshortages and a lack of strong leadership. Of particular importance here are staffresponses in the area of service development as they correspond closely with thoseoutlined by respondents to the survey, suggesting a shared vision for future services.

D. Summary of Library Directors Survey Response Library directors also mirrored many of the responses made by general NALusers and NAL staff members. They saw the strengths of NAL as primarily itscollections, including historical archiving, but also noted online services, includingAGRICOLA and AgNIC. The main weakness was seen as the lack of adequatefunding for its key functions, a similar lack of visibility, poor placement in USDA,and a location outside the power corridor. All of the library directors were familiarwith or had used the AGRICOLA database. In addition, the NAL web site was widelyknown, as was the document delivery service, NAL’s historical collections, AgNIC,and the online reference service. Similarly, the most important NAL service wasidentified as either AGRICOLA specifically or other databases that provide access toall important agricultural information. This was followed by those who identifiedpreservation activities and access to hard-to-get materials, and those who listeddocument delivery as the most important service. Of the nine library directors who responded to the question asking forsuggestions for new and improved services, the majority focused on greater digitalaccess to information, full-text, document delivery, and AGRICOLA links. Also,similar to many of the customers surveyed, there was an interest in expanding thesubjects covered by NAL. This line of thinking was consistent in the responses to thequestion on how information services were envisioned for the year 2010. Manyoffered ideas for providing digital access to all types of information, particularly full-text materials. Included were suggestions to greatly expand and upgrade AGRICOLAand AgNIC. Other suggestions were to build NAL’s coverage in related fields such as

Appendix F


the environment, to improve visibility, and to expand reference services. Onerevealing quote outlined "a perfect information gathering world from the client’sperspective...: 1) to find relevant citations on any topic by searching in one megadatabase; 2) the citation/abstract links directly to the article or book cited; and 3) ifthe book or article has interesting references or footnotes, they link directly to theitems cited."

E. Summary of USAIN AGRICOLA Survey The U.S. Agricultural Information Network (USAIN) AGRICOLA InterestGroup conducted a survey of AGRICOLA users in February 1999. Most surveyrespondents rated AGRICOLA generally an excellent to very good database. Based onthe feedback received, the Interest Group suggested NAL provides an extremelyimportant function by producing AGRICOLA and wanted to see an even greatercommitment of staff and resources to it. Areas identified for emphasis in the surveyand through AGRICOLA Interest Group discussions were to: (1) include abstracts inas many records as possible; (2) include indexing for as many book chapters aspossible; (3) index all USDA publications including regional publications which aresometimes missed; (4) facilitate the inclusion of state experiment station andextension publications; (5) give special consideration to the importance of timelinessin indexing all materials; and, (6) improve the interface and searching capabilities ofthe free internet version of AGRICOLA.

F. Overall Impressions from Survey Results The results of these surveys make a strong case for the continuation of NAL’srole not only as a library service for USDA personnel, but as the centerpiece of adynamic national agricultural information system. This system would draw oninnovative technologies to directly link users to quality content (abstracts, full-text,data, and information packages) in all areas related to the sustainable management ofnatural resources in the support of agricultural production. Included would be acomplementary mix of services including a greatly enhanced AGRICOLA database, aseries of comprehensive and topical web sites, 24/7 document delivery, and allinterconnected through a powerful search interface providing users with the closestapproximation possible to a "one-stop-shopping" reality. Responses from NAL staffmembers demonstrate they understand these customer needs and have the sameinterest in providing the high-quality services necessary to meet those needs. What islacking are the human and financial resources, and the explicit support of USDA, todo so.

III. Analysis of NAL Strengths and Weaknesses as Identified by Survey Respondents andPanel Members (for use in Section 5, Findings) The responses to the customer service survey questions regarding NAL strengths andweaknesses were similar to the impressions gained by Panel members through this reviewprocess (See also Appendix ???). Major areas of strength include extensive and uniquecollections, the AGRICOLA database, and dedicated staff members. Specifically, NAL hasthe largest collection of agricultural information in the world, numbering more than 3.5million items and including 20,000 journal titles. The AGRICOLA database now includesmore than 3.6 million records and is available free-of-charge via the World Wide Web.NAL staff members actively participate in national preservation activities for both print anddigital resources, and have taken the leadership in developing specialized informationservices such as the various web-based information centers, and the collaborative AgNICinitiative. A technology plan was developed in 2000 to plot a strategy for enhancing

Appendix F


information technology and information management directions, and a group of staffmembers are currently in the process of developing a visionary plan for using state-of-the-art technologies to provide users with exactly what they want when they want it. However, there also were similarities in responses identifying perceived weaknesses.AGRICOLA was at the top of both lists due to problems with timeliness, difficulties withthe web interface, lack of abstracts, and a need for broader content coverage. Both Panelmembers and users suggested NAL has not kept up with new information technologies orwith new directions in scientific research in terms of both collection development andelectronic access to such information. A lack of awareness of NAL services and a need forgreater publicity in general were mentioned by current NAL customers, while Panelmembers also saw a need for greater overall visibility and for more effective collaborationswithin the research library community. Whereas both NAL users and Panel members agreethat NAL offers valuable services, Panel members identified more organizationalweaknesses (lack of funds, advocacy groups, and collaborative arrangements), while usersunderstandably focused on weaknesses in products and services (limitations of webaccessibility and content, decreasing journal subscriptions, and collection gaps in rapidlygrowing fields, such as biotechnology). Panel members also noted the cancellations of hundreds of journal titles, and the staffcutbacks, in spite of increasing demands for greatly expanded services, particularly in thearea of electronic access. The lack of funding for new initiatives, and the general lack ofexternal advocacy, vibrant partnerships, or a visionary plan to guide the organization intothe frontier of knowledge management, appears to have affected staff morale. AlthoughNAL has accomplished much since 1982, user needs have increased exponentially andconcurrently with revolutionary improvements in technology. There is a growing gapbetween what is possible and the state of NAL programs and services.

IV. NAL’s Advantages Over Any Alternatives (possibly add this to discussion sectiondescribing leadership issues) NAL has a definite and defined set of natural constituents and collaborators/partners inthis country's agricultural (especially land-grant) libraries and it is well known among theseconstituent groups for the range of resources and services it offers. Capitalizing on thisadvantage, NAL should play an aggressive leadership role for this group. One example:develop a realistic, holistic preservation strategy for the nation's agriculture literature,including state agricultural documents, extension documents, and the like -- in all originalformats.

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Appendix G

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Appendix G

US Agricultural Information Network (USAIN)Customer Service Survey USAIN is seeking your input to help a USDA Blue Ribbon Panel make recommendations on thefuture development of the US National Agricultural Library (NAL). This survey is entirelyvoluntary. You have been suggested as a user or potential future user of the NAL. Your timelyresponse will be greatly appreciated. Your name and e-mail address will not be shared withanyone and will be deleted from our records as soon as the Blue Ribbon Panel completes itsreport. Please complete this questionnaire and e-mail your response to Barbara Hutchinson [email protected] by January 15, 2001. QUESTION FOR ALL RESPONDENTS

1. How many times in the last year did you need to obtain information that was notreadily available to you in any area related to agriculture in order to complete anecessary task?

2. Please indicate subject areas in which you have searched for information in the pastyear: (for example: traditional agriculture, alternative farming systems, animal andveterinary sciences, aquaculture, biotechnology, crops, dietary supplements, food andnutrition, food safety, genomics, invasive species, natural resources and theenvironment, plant sciences, rural information, social aspects of agriculture,sustainable agriculture, and water quality.)

3. Where do you go to obtain the agricultural information you need? Please give thenames of the library, database, Web site, etc.

4. Describe what types of agriculture-related information and reference services andcapabilities you would like to see our nation have by the year 2010. Place an asterisk(*) next to those that you would personally use. [Use more space as needed.]

5. Which information services available from any of the other three national libraries(Library of Congress, National Library of Medicine, National Library of Education),or any other library system, do you find most useful for your own needs?

6. What is your job title and profession?

Appendix G


7. Which of the following best describes your frequency of use of NAL services?

___ I have never used NAL [skip to question 13] ___ I have not used NAL in the past 3 years ___ I used NAL less than one time per year over the past 3 years ___ I use NAL 1-10 times a year ___ I use NAL 11-20 times a year ___ I use NAL more than 20 times a year FOR THOSE WITH AT LEAST SOME EXPERIENCE USING NAL:

8. Specifically which NAL services have you used in the last year? [check all that apply] ___AGRICOLA please specify format (Web, CD, etc.)__________________________ Document Delivery___ NAL Web Site [http://www.nal.usda.gov/]___ Information Center Web Sites (Food and Nutrition, Sustainable Agriculture, Animal Welfare, Plant Genetics, Technology Transfer, Rural Information) please specify which one:____________________________________ On-site use of NAL collections___ Historical collections___ Online reference service___ AgNIC [http://www.agnic.org/]Other (specify):___________

9. What do you consider the most important or critical service currently provided byNAL?

10. What new or improved service would you like NAL to provide in the future?

11. What do you consider the STRENGTHS of the NAL? List all that come to mind. [Usemore space as needed.]

12. What do you consider the WEAKNESSES of the NAL? List all that come to mind.[Use more space as needed.]

13. Please check the box that best describes your place of employment: ___ USDA___ Other Federal government___ State government___ Local government

Appendix G


___ Land grant University or 1890 university/college___ Other university or college___ Private industry___ Non-profit organization___ Professional association

THANK YOU FOR YOUR HELP – YOUR INPUT IS MUCH APPRECIATED! #####

PLEASE E-MAIL YOUR RESPONSE TO :

Barbara Hutchinson, Director, Arid Lands Information Center

University of ArizonaE-mail: [email protected]

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Appendix H

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Appendix H

Library Operation: NLM and NIH Budget Analysis Background

The National Library of Medicine began in the early 1800's under the Department of the Armyas the Library of the Surgeon General. In the 1930-40's the Library was transferred to the PublicHealth Service. In 1956 Senators Lister Hill and John F. Kennedy-sponsored legislation to set upa National Library of Medicine (NLM) and a regional health science libraries network. NLM'sprincipal mission is to serve as an archive for biomedical research and to provide broad publicaccess to this literature through the creation of databases. In general NLM does not respond tothe needs of individuals. The NIH Library serves the needs of the researchers and administrators of the National Institutesof Health and is itself a member of the NLM regional health science library network. The NIHcampus in Bethesda includes a large hospital for clinical studies. Practicing physicians andresearchers at the hospital have critical need for customized information research services notprovided by NLM. The NIH Library was established to meet the needs for the hospital as well asthe local research community. The NIH Library provides individualized services includingassistance in tracking and monitoring grant and contract work. In turn the NIH Library relies onthe information products and services provided by NLM such as the MEDLINE database. The NIH Library until this year was considered and funded through an overhead mechanism.This year the Library is being placed on a cost-recovery basis. Each Institute has been assessed acharge to support basic library operations based upon number of institute staff and historic usefor specialized services. In turn the NIH Library this year has been assessed overhead chargesand space charges. Until this year the Library provided free-of-charge translation services,document delivery services, and self-service photocopying. Costs for these services are nowbilled back to the originating Division/Branch. Director, Suzanne Grefsheim indicated that theNIH Library budget has seen increases in the last few years. These increases were used tosupport the procurement of more electronic resources, supported and requested by the users.

Budget Comparison Between NLM and NIH Library Services Table 1. Comparison of Operations and Services

NLM Library NIH Library

Library Services

Note: NLM trainingprimarily for librarians; NIHtraining primarily for end-

CatalogingPreservationReferenceDatabasesDocument DeliveryExtramural Funding

Online SearchingResearch UpdatesTranslationE-mail listservCustom services (journalmanagement, clinical

Appendix H


user. National LibraryNetworkPublicationsTraining and Outreach

liaison, bibliographicdatabases, Web pages)Training

Hours of Operation(Holiday and seasonalvariation in schedules) *Reference assistance until8:00 pm.


Mon - Thu 7:45 am - 10:00 pmFri 7:45 am - 6:00 pmSat 8:30 am - 6:00 pmSun 1:00 pm - 5:00 pmReference (M-F 8:30 - 5:00)Photo Copy Service (M-Th 8 -8; F 8-6; S 10 - 5; Su 1- 5)

Reference Servicesin FY 2000 *NLM has a single point toprocess requests, the totalincludes enquires aboutproducts and services.



**Circulation of Documentsand Books

Total: 44,328Information Desk(Reference): 12,617 Circulation Desk InformationRequests(Call Number Look-up;availability of journals, etc.) 31,711

Materials Budget*FY 00 Budget**Projected FY 01 budget;

Total:* $5,370,797Serials 4,374,230Books 542,659Non-Print 161,305Historical 292,603 Non-Print does not includelicencing access to secondarydatabases. NLM plans toincrease licencing for moreelectronic materials in FY 01.

Total:** $3,000,000Serials 1,800,000Books 200,000Non-Print 1,000,000 Non-Print category includeselectronic journal subscriptionsand databases.

Customer Base Health care providers,researchers, scholars,and studentslibrarians andinformation specialistshistorians of medicineand sciencegeneral public

NIH library services are onlyavailable to current NIHemployees Primary audience 6-8,000currently employed physiciansand Ph.D. researchers.

Staffing *Staffing figures reportedfor NLM's Division ofLibrary Operations only.There is a small discrepancybetween the total FTE and

*Total: 281.46 FTE

Acquire, Organize,Preserve BiomedicalInformation [Equivalentto NAL TSD,Preservation, and

Total: 56 FTE

Federal Positions

Translators = 2Information & EducationSrvcs [Equivalent to NAL

Appendix H


the numbers reported forindividual sections. The281.46 total is the accuratefigure.

Special Collections] =174.6Provide Access toBiomedical Information[Equiv. to NAL PSD] =83.3Increase Awareness &Use of NLM ServicesAmong HealthProfessionals = 10Increase Awareness &Use of NLM ServicesAmong the Public =6.31Strengthen the NationalNetwork of Libraries ofMedicine = 3.6Further MedicalInformatics Research =3.6

PSD, IRSB -- nearly allprofessional level] = 20Collection Organization &Management [Equiv. toNAL TSD -- 4 librarians]= 8Information Delivery[Equiv. to NAL PSD,DDSB -- 1 librarian] = 18Administrative Staff = 3Systems [Equiv. to NALISD -- 3 computerspecialists and 2 in-training] = 5

20 Contract Employees:photocopying services, shelving,some pulling, and maintainingthe self-service photocopycenter




Budget Comparison: NAL and NLM, Division of Library OperationsTable 2 outlines NLM's organizational structure. The column "Equiv. To NAL" will have acheck mark if the NLM entity has a counterpart at NAL. Within the organizational structure ofNLM the Division of Library Operations most closely approximates the services and functionsof the National Agricultural Library. Chart 1 tracks the % Change in NLM's Division of Library Operations budget between 1992and 2001. The average percent change was 7.6% increase/year with a range of 1.3 to 18.1%.{Percent change = [(Budget total year 2 - Budget total year 1)/Budget total year 2] * 100} Chart 2 provides information about the relative size and trend of the NLM's Division of LibraryOperations budget relative to the overall NLM budget. The last column in Table 2, “$'s in LOBudget” will have a check mark if the budget information for that division/branch has beenincluded “Library Operations Budget” in the accompanying chart. Finally, Chart 3 provides direct budget comparison between NLM's Division of LibraryOperations and the NAL budget for the last ten years. Table 2. Comparison of NLM and NAL Organizational Structure

Organizational UnitEquiv.To

NAL$'s in

LO Budget

Office of the Director Yes No

Appendix H


Advisory Body: NLM Board of Regents No No

Office of Administration Yes No

Office of Communications and Public Liaison Yes No

Office of Health Information Program Development No No

Library Divisions

Division of Extramural Programs No No

Advisory Body: Biomedical Library Review Com. No No

Biomedical Information Support Branch No No

International Programs Branch No No

Office of Program Planning and Evaluation No No

Division of Library Operations Yes Yes

Advisory Body: NLM Literature Selection Technical Review Committee No Yes

Bibliographic Services Division Yes Yes

Index Section Yes Yes

Medlars Management Section Yes Yes

History of Medicine Division Yes Yes

Medical Subject Headings Section Yes Yes

National Information Center on Health Services Research No Yes

National Network Office No Yes

Public Services Division Yes Yes

Collection Access Section Yes Yes

Preservation and Collection Management Yes Yes

Reference Section Yes Yes

Technical Services Division Yes Yes

Cataloging Section Yes Yes

Selection and Acquisition Section Yes Yes

Serials Records Section Yes Yes

Division of Specialized Information Services No No

Biomedical Information Services Branch No No

Biomedical Files Implementation Branch No No

Office of Outreach and Special Populations No No

Lister Hill National Center for Biomedical Communications No No

Advisory Body: LHNCBC Board of Scientific Counselors No No

Appendix H


Audiovisual Program Development Branch No No

Cognitive Science Branch No No

Communications Engineering Branch No No

Computer Science Branch No No

Office of High Performance Computing and Communications No No

National Center for Biotechnology Information No No

Advisory Body: NCBI Board of Scientific Counselors No No

Basic Research Branch No No

Information Engineering Branch No No

Information Resources Branch No No

Office of Computer & Communications Systems Yes No

System Technology Branch Yes No

Application Branch Yes No

Note: There is no comparable function at NLM for the customized individual reference servicesto special audiences provided by the Information Centers at the National Agricultural Library.

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Section I

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Appendix I

NAL, NLM, and LC Budget Increases

Comparison of National Agricutural Library, National Library of Medicine and the Libraryof Congress Budget.

Year

NALCongressionalAppropriation

(000)

Increase/Decrease

(000)

NLM

(000)

Increase/Decrease

(000)

LC

(000)

Increase/Decrease

(000)

1990 $14,676

1991 $16,798 $2,122 $91,182

1992 $17,715 $917 $98,937 $7,755

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1993 $17,715 $0 $103,496 $4,559

1994 $18,155 $440 $117,783 $14,287

1995 $18,307 $152 $127,723 $9,940

1996 $19,464 $1,157 $139,111 $11,388 $261,497

1997 $19,319 ($145) $150,329 $11,218 $265,853 $4,356

1998 $19,208 ($111) $160,516 $10,187 $277,775 $11,922

1999 $19,948 $740 $181,014 $20,498 $279,645 $1,870

2000 $20,050 $102 $213,730 $32,716 $308,628 $28,983

2001 $20,359 $309 $250,000 $36,270

*Final calculation of FY 2001 budget has not yet been completed. FY 2001 NLM figure is an estimate.

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Appendix J

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Appendix J

Some sample quotes from selected questions

Question 4: Describe what types of agricultural-related information and reference servicesyou would like to see our nation have by the year 2010. Ever watch Star Trek? That's what I want. AGRICOLA just does not cover everything I need. A comprehensive, consolidated search database of all available materials in the system. A fully integrated linkage to every major university library system worldwide so that resourcescan be downloaded or sent electronically to where they are needed. Don't try to become only ahuge repository, since you will never be able to keep up. Get the best technical talent to constantlyfind new sources of information and ensure you have the ability to keep up with the technology.Hire contractors or term employees who are top notch, don't hire staff whose skills will quicklybecome outdated, but who have to be retained, thus hindering your ability to adjust to evolvingdemand. A help guidebook at the computer workstation on using the databases. A perfect information gathering world from the client’s perspective would be: to find relevantcitations on any topic by searching in one mega-database; the citation/abstract links directly to thearticle or book cited; and, if the book or article has interesting references or footnotes, they linkdirectly to the items cited. If NAL wants to be the public's source of agricultural information, they will have to upgradeAGRICOLA so it is actually usable by the public (abstracts for more entries, sources of documentsclearly indicated) and back it up with a service that leads the users more reliably to the indexedinformation. Even links to a map of depository libraries would help. The facsimiles that I have received have been mostly illegible. …since the inception of the e-mail service, the quality of search results has gone way down.There are way too many unproductive results from fields of study in which I have no interest atall. I have called and tried to get this fixed, but to no avail. It seems like asking a lot, but to beable to have all literature databases under the same searchable roof could speed things uptremendously. Otherwise, when one has an idea but needs to spend half a day to get the answerinstead of 30 minutes, the brainstorming is just not the same. I would like to see a directory of what services and informational sites are available.

Appendix J


I understand there is some consideration being given to closing the DC reference center at theUSDA facility on index. Please don’t do it! Please maintain this oasis of quiet, and real magazines,and real people to answer questions. I go to the reference center several times a month to catch upon magazines like the futurist, ADA journal, Demographics, and Alternative Agriculture. I would like to get clear, clean reproductions of articles printed on both sides of the pages. Faxingarticles results in unreadable text, undecipherable graphs & tables, and 2 times the paper (andspace) resources. I would like to have a system where you entered a keyword or phrase and all the availableresearch would be accessible or at least information indicating which universities had the researchin that area. I would like to have on-line access to all of the major journals in a virtual library, this would alsoinclude archived journal issues. Need a PubMed type of bibliographic access for food and agriculture literatures. The challenge for me is not having a single source indexing service to determine where theinformation is located. Currently, there are gobs of information available, but it is scattered allover in individual repositories, many of which are not linked together, making the accessing theinformation difficult at best. NAL's web page is thorough and it clearly outlines the services that are available. Like all of therest of us, they have to come to grips with the fact that people are going online for theirinformation, and they are not reading text that they judge 'peripheral' to the information they areseeking. Information seekers MAY read some text if it pops up when they need to know, but theyare not going to search AGRICOLA, then go to the Library's site to find out their documentdelivery policies. If NAL views AGRICOLA as its window they need to upgrade and integrate theinformation they want to share through that site. The National Agricultural library should be refurbished so it once again becomes the worldpreeminent Agriculture library. This entails subscribing to more journals, forging greatercooperation with the land grant universities, having more service personnel to serve the nationsscience community, and making greater and greater amounts of the holdings and assets(databases) more friendly to remote access. It appears to be under- funded as is everything. There needs to be a website with all types of information of existing books and journals of allmajor libraries. The resources from these institutions needs to be pooled so anyone can access thisby request through local and interlibrary copying of the materials. If the publication is web-based,then there should be access to individual users and paid for by the local institution. There couldalso be a way to pool the cost so that it is paid for per usage by the local institutions. We need to be able to obtain copies of journal articles on line without requesting them through anemail request and then waiting for them to be sent by mail or through Ariel electronic transmissionWe also need to be able to search current journals online ad be able to read articles and thendirectly print them. Question 5: Which information services available from any of the other 3 national libraries,or any other library system, do you find most useful for your own needs? I constantly use the DC Reference Center for information demands that I have to meet on shortnotice. I rarely have the luxury of personally browsing through materials or databases, so rely onprofessional expertise to help guide me to the most fruitful resources. They also provide support

Appendix J


services like calling to expedite my receiving a requested article or book that I need to finish shortdeadline policy analyses. I have found PubMed to be the most useful, the other sites have been quite slow and my searchesseem to pull up a lot of extra non-useful information that it takes too much time to sort through tomake it worth the chance of coming across something useful. If NAL wants to provide national agricultural information services by 2010, certainly they need togo to 'the people' to find out what information they are seeking. Then NAL must create or compilecontent, not just indexing. The categories and specific information sought by 'the public' can beeasily identified, at least generally--track questions and information seeking behavior throughcooperation with USAIN and IIALD librarians. I find our users, faculty and students included inthere with the general public, increasingly less willing to wade through pieces of the puzzle. Theywant 'packages:' mosquito eradication in wetlands or farm ponds, how to 'reforest' my backyard,find a recipe my grandmother used during the depression, to name just a day's 'catch.' Can NALbecome a provider of information packages related to agriculture instead of 'just' indexing? Can itbecome a gateway to information being churned out by its own as well as other agencies? Is itrealistic to expect them to do so? I'm not sure, but you asked! … retrospective indexing is certainly becoming more important, as folks are less willing to workhard to find things that aren't in a computer. NAL has done some work in this area in the past, andsometimes older cites are found in AGRICOLA. If more older USDA publications could be madeavailable through indexing or full text, that would be a great service for librarians who arebecoming themselves less adept (as the old guard disappears) in seeking and finding informationthat isn't online. Quick response to requests for information and assistance. Innovative approaches to providingservice to research and practical inquiries. Attempts to include regional and local information inresources. The equivalent of the ERIC document collection would be nice for “gray literature,” but I don’tsee that happening. The obvious comparison is to ERIC, but I'm not sure that can be created retrospectively. CertainlyERIC has been slightly more responsive to the shifting information paradigm, but I don't thinkthey are a current model. The NLM provides an incomparable database. Maybe that can't becreated retrospectively either, but NAL could "go forward" from 2000 and that would be a goodcontribution. Impeccable indexing and online links to government publications (the modernequivalent of ERIC's microfiche)--what more could we ask?

Question 9: What do you consider the most important or critical service currently providedby NAL? NAL should take a lead in providing agricultural information to the public, and should employ thelatest search and linking technology. NAL can be the starting point to other USDA sites whichhave publications. DC Reference Center offers a multitude of concrete and tangible-as well as intangible- services toits patrons that simply are not practical, cost-effective, or timely to attempt to provide online as asubstitute option. If cost of the DC Reference Center is an issue, then please investigate thepossibility of "green booking" those expenses, on a pro rata basis, to USDA's program agenciesand staff offices, and KEEP the DC Reference Center! Document delivery of materials listed in AGRICOLA that are not available anywhere else butNAL.

Appendix J


Sending copies of papers in older journals and sending older reference books… Service is great,and I am more than satisfied. They have never failed me, even when I have requested the mostobscure journals.

Question 10: What new or improved service would you like NAL to provide in the future? AGRICOLA database needs to be improved. If abstracts for the older literature could be providedit would be great. Also, the web-based AGRICOLA needs to be improved. When I used it, therewas no way to download the information into a database manager like Procite or ReferenceManager and then manipulate it to get it set to output selected articles into a text file, useWordPerfect to format the format that the document delivery system can take and email therequest as an attachment. If NAL had more funding to improve existing services, I think they should pay more attention toAGRICOLA. A comprehensive, integrated database available to users worldwide as the webversion is now, could be an important source of information to many citizens, including farmers,foresters, [etc]… If this database also linked outward to U.S. government publications and web-based Extension and Experiment Station publications it would be a great public service as well asan important example for distribution of information. Even if AGRICOLA linked ONLY to thosepublications of USDA, it would be a wonderful asset to information seekers. NAL needs to provide training (online or in person) to scientists of all the services that theyalready offer, especially to government employees. Possible locations of these training sessionscould be RL meetings, and new scientist orientation. Periodic electronic newsletter broadcast toARS research scientists highlighting the services that NAL does provide.

QUOTES FROM SURVEY RESPONDENTS

What do people want from an information system in the year 2010: A fully integrated linkage to every major university library system worldwide so that resourcescan be downloaded or sent electronically to where they are needed. A perfect information gathering world from the client’s perspective would be: to find relevantcitations on any topic by searching in one mega- database; the citation/abstract links directly to thearticle or book cited; and, if the book or article has interesting references or footnotes, they linkdirectly to the items cited. I would like to have on-line access to all of the major journals in a virtual library, this would alsoinclude archived journal issues. If NAL wants to provide national agricultural information services by 2010, certainly they need togo to 'the people' to find out what information they are seeking. Then NAL must create or compilecontent, not just indexing. The categories and specific information sought by 'the public' can beeasily identified, at least generally--track questions and information seeking behavior throughcooperation with USAIN and IAALD librarians. I find our users increasingly less willing to wadethrough pieces of the puzzle. They want 'packages: ' mosquito eradication in wetlands or farmponds…' Can NAL become a provider of information packages related to agriculture instead of'just' indexing? Can it become a gateway to information being churned out by its own as well asother agencies? Is it realistic to expect them to do so? I'm not sure, but you asked!

Appendix J


The National Agricultural library should be refurbished so it once again becomes the worldpreeminent Agriculture library. This entails subscribing to more journals, forging greatercooperation with the land grant universities, having more service personnel to serve the nationsscience community, and making greater and greater amounts of the holdings and assets(databases) more friendly to remote access. It appears to be under- funded as is everything. Ever watch Star Trek? That's what I want.

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Section K - 1

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Section K - Text

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Appendix K - Text VersionAppendix K - Slide Version

Blue Ribbon Panel Survey of the NationalAgricultural Library

Staff Survey Results submitted by the Library of Congress - March 12, 2001 Explanatory material and additional staff comments were added after March 12, 2001 andare not found in the print version of this report. A Guide to Using the Pie Charts and Analyzing Results of the Survey

53 staff responded to the surveyNot all questions were answered by the respondentsRespondents gave several answers to the same questionNot every answer is represented in the pie chartsThe pie charts focus instead on the major issues: NAL’s strengths, weaknesses, services,barriersThe numbers in the pie charts are representative of predominant responses by staff to themajor issuesThe additional comments represent individual responses

Major Strengths

Respondents considered major strengths to be knowledgeable and dedicated staffcommitted to mission of providing customer serviceRespondents viewed the collections, particularly the historical and special collections inagriculture and horticulture, especially those published in the USDA agencies and the greyliterature, as strong elements that make NAL a valuable resourceAccess to the collections through the online catalog, the Information Centers, andinformation technology services such as AGRICOLA were considered to be majorstrengths

Weaknesses

Section K - Text


Management:No experienceLack of literacy in sciences which has led to bad decision-making and decrease infundingLack of visionPoorly planned initiatives with no follow through or prioritizationUnprofessional behaviorMistrust and poor utilization of staffLack of communication between staff and managementFailure to address staff problemsPoor leadership of directorLack of accountability

Outdated databasesDecline in quality of coverage of AGRICOLA databaseISIS catalog needs replacing with system that has improved searching capabilitiesVTLAS is outdated and not Web-basedUsage data not systematically reportedAged OPAC and Web site

Budget:Shrinking budget which prevents NAL from properly fulfilling its responsibilitiesShrinking staffand increased workNo staff trainingToo much emphasis on outside fundingLack of input from staff on budgetary issuesFunding for unnecessary cosmetic renovations

Critical Services

Customer service(reference) to USDA agencies and ARS were considered to be the mostimportant servicePatron access to Web AGRICOLA, AGNIC, and NAL’s Web site are the best servicesDocument delivery to USDA and congressional customers is a major NAL asset, althoughthere was criticism of the inefficient tracking system for ILL

New or Improved Services

Enhancement of content on AGRICOLA database and provision of more user-friendlyinterface for Web versionRedirect funding towards redesigning NAL Web site, supply better search engines,metatags, graphics, user studies, self tutorialsLAN services: Increased access to full text electronic resources, more Web development,electronic tracking of patron requests, overhaul of OPAC (new ILS), employment ofmodern media and communications specialists to support existing and future technologicalprograms

Barriers

The number one impediment was funding, due to untapped avenues of generating revenue

Section K - Text


and limits on budget over period of 5 years or moreStaff shortages which cause a decrease in productivity levelsStrong leadership in management lacking

fear of changelack of staff trainingunmotivated staff

Type of Work, Length of Service

Type of work:Majority of respondents employed in public service, information systemsdevelopment, and library administration

Length of service:The term of service for staff responding to the survey ranged from 3 months to 18years

Additional Comments

Need better leadership: management lacks focus, priorityBetter marketing of NAL productsHire development official to generate fundingFoster improved relationships among staff and managementMore staff trainingImprove building landscapingNeed bioinformatics at NALWe would benefit from TQM trainingThere is favoritism and low moraleNAL needs an onsite training managerNAL should again be a separate agencyNAL should encourage sabbaticals by professors in agricultureThe summer student program is a good oneContractors should be allowed to park in the staff parking lotNAL needs a Friends of NAL group to lobby Congress for moneySources of funding are lost because management does not value the Information CentersNAL should maintain a high presence in the USDA by increasing collections of the DCReference CenterNAL needs to shift the focus to projects with potential for generating incomeTalented staff seldom called upon for ideasBasic utilities (lights) are maintained through lapsed salary, diversion of program monies,reduced collectionStaff are performing an inordinate amount of work for little compensationAppreciate support USAIN is providingLeaving for another job, worst morale of any place I’ve workedNever heard complaints and feel NAL has good, knowledgeable staffNAL needs more opportunities for meaningful interaction among offices and branches toincrease staff understanding of its missionPlease consider the impact Blue Ribbon Panel decisions will make on staff, resources andfacilities as well as NAL productsNeed significant increases in NAL resources: note http://www.plumbdesign.com forexamples

Section K - Text


Thank you for listeningNAL has much to change to gain respect among the library communityNAL is a national treasure that has been lost. Hope the Panel can dig it outSuggest small core of staff continue to provide USDA headquarters with specializedinformation servicesFunding should be derived through "green book"Special information center should be created for downtown facility to support DCRC sothat it is showcased to enhance awareness of NAL to USDA agenciesStaff job hunting or counting days until retirementCommunication deplorable, rumors rampant, nepotism is alive and wellI hope that Blue Ribbon Panel "shakes up NAL"NAL has lost its unity and now has 20-25 competing, mediocre, small librariesI have little hope staff concerns will be addressed because they have not in prior surveysOutside evaluators believe what NAL management tells themCritical staff ignored and NAL losing best employeesHope Blue Ribbon Panel will address staff concerns this time around

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Section L

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Appendix L

Technical Services DivisionPerformance Indicators

ActivityFY97

Number ofItems

FY98Number of

Items

FY99Number of

Items

FY00Number of

Items

Articles indexed

NAL 70,942 61,647 49,339 48,033

Other 2,947 12,500 16,632 16,362

Total 73,889 74,147 65,971 64,395

Abstracts 25,334 27,898 25,122 20,637

Titles cataloged

NAL 15,778 16,143 15,338 13,656

Other 920 550 188 0

Total 16,698 16,693 15,526 13,656

National Cataloging Programs

NACO* headings 1,139 1,005 1,085 869

CONSER** records 583 489 576 415

BIBCO*** records 300 363 417 414

Acquisition Funds Expended

Serials 1,966,459 1,941,125 2,229,050 1,926,438

Monographs 287,986 308,617 248,771 347,304

Total 2,254,445 2,249,742 2,477,821 2,281,508

Titles Sent to Cataloging

Serials 571 532 804 559

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Monographs 9,620 8,188 7,035 9,106

Total 10,191 8,720 7,839 9,665

Serial volumes added 15,114 13,678 11,368 11,596

* NACO, CONSER and BIBCO are components of the international Program for CooperativeCataloging.

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Section M

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Section N

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Appendix N

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Appendix 0

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Appendix O


KRA #1: Information Access and Management Definition: The goals, activities and measures under this key result area address how the NALstaff will provide global leadership in the identification and implementation of new methods,techniques and technologies to improve access to, and management of, agricultural information.


Create conditions by which NAL s diverse customers can efficiently andcost effectively identify, locate and obtain desired information onagricultural topics.

Load the retrospective shelflist records for pre-1966 monographs to the online publiccatalog.Plan and initiate the retrospective conversion on older serials records from the manualserials file.Complete the loading of pre-1976 retrospective indexing records to the master AGRICOLAdatabase at NAL.Implement Aegis help desk software and evaluate its utility for other NAL applications.Enable patrons to self-request materials form NAL's collection through ISIS.Provide the information technology infrastructure to support the information managementand dissemination needs of NAL's Electronic Media Center, The Rural Information Center,the DC Reference Center and NAL/s local area network.Implement both a Web-based self-search service and an SDI service based on CurrentContents and AGRICOLA for Current Awareness Literature Service (CALS) clients.Migrate NAL's current library management system to the latest release to ensure Y2Kcompliance and provide native telnet capabilities.Develop functional requirements for the acquisition of ane library management system.Decrease throughput time for receipt processing of collection materials; increase thenumber of monographs that are received and processed as "shelf-ready".


Enhance access by contributing to the content, organization, access to, andretrieval of, electronic materials.

Appendix 0


Continue the integration of electronic resources into selection and cataloging operations byselecting appropriate Ag databases in AgNIC for cataloging.Implement a cataloging template and standard for metadata description of AgNICresources.Develop guidelines and requirements for indexing and linking ARS electronic manuscriptsand publications.Implement URL link checking programs for the catalog and AGRICOLA database toidentify automatically any broken or invalid links.Migrate from CD-ROM to Web-based dissemination of electronic publications. Develop astreamlined process for digitizing print resources and making them Web-accessible.Evaluate and incorporate SGML technologies where appropriate.


Create products that support information needs in a changing culturalenvironment, and make them widely available through electronicpublishing, Internet access, and state-of-the-art storage and retrievalmethods.


Promote the availability and use of NAL s resources and informationproducts.


Develop and implement programs that enable customers and staff to takefull advantage of current and emerging technologies and informationsystems.

KRA #2: Collection Enhancement and Preservation Definition: The goals, activities and measures under this key result area address how the NALstaff will ensure that agricultural information essential to the Nation is identified, acquired andpreserved at the local, national and international levels.


Identify information resources relevant to new developments that facilitatethe progress of agriculture.


Preserve landmark works in agriculture and the fields related to agricultureto ensure the legacy of NAL s collection as a national treasure.

Continue the development of an electronic publishing/archiving process includingprovisions for metadata creation and the long term storage and access to electronic

Appendix 0


publications.


Promote cooperative programs at the local, national and international levelsto provide coordinated collection development, access and preservation.

KRA #3: Human Resources Development and Utilization Definition: The goals, activities and measures under this key result area address how the NALstaff will create an organizational climate that produces a high performance work force byencouraging staff innovation, communication and teamwork, and by implementing an integratedtraining and development program that focuses on the continuous improvement of technical,professional, and interpersonal skills.


Use quality management principles to create a flexible and team-orientedenvironment that is customer-driven and action oriented.


Attract, develop and maintain a skilled, versatile, competent, and diversework force for the future.

Support and implement supervisory training for NAL supervisors, including writing skillstraining. Develop position description and recruit for AGRICOLA Coordinator in TechnicalServices Division.


Provide a physical environment that is safe, well-equipped, and conduciveto productivity.

Upgrade NAL's existing remote access (dial-up) solution.Develop NAL Intranet.Develop a security plan for NAL followed by the design and installation of a firewall toprotect NAL systems.Continually improve the reliability and redundancy of all NAL servers.

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Appendix P

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Appendix P





Develop new techniques and improve existing systems for public services:Institute reference service policies based on new tiered-services structure.Establish merged services information desk and electronic services center in the renovatedNAL reading room.Participate in and pilot test Answer Base, part of the Library of Congress Digital ReferenceInitiative.Identify a front-end system from which USDA users can generate electronic "requests formaterials" from the AGRICOLA database and ISIS and prepare a budget proposal.Expand and promote the use of ARIEL document delivery software to USDA customersand other high-use groups.Explore and recommend additional software packages to further expand electronicdocument delivery.Implement new User Fee Policy for document delivery.

Enhance automated data creation and dissemination:Complete a functional requirements document for acquisition of a new electronic librarymanagement system; evaluate currently available commercial off-the-shelf systems; anddevelop acquisitions strategy for the procurement of a new electronic library managementsystem.Migrate NAL's current library system to latest release (VTLS 99). Develop migration planfor move from existing proprietary ISIS system to one based on UNIX/Oracle system.Develop specifications for developing and implementing an improved online front-end dataentry system for the current VTLS Indexing subsystem.Distribute to AGRICOLA licensees the retrospective conversion records added to NAL's

Appendix P


database in 1999.Prototype SGML/XML/MARC/Dublin Core options for database development efforts.

Improve timeliness and coverage of AGRICOLA database:Complete the loading of pre-1976 retrospective indexing records to the master AGRICOLAdatabase at NAL.Develop cooperative arrangements with other agencies and sources to obtain machine-readable bibliographic records for loading to AGRICOLA.Obtain publisher-supplied citations and abstract data in digital form for indexed journalsand ARS publications; investigate building preliminary AGRICOLA citation records withexternally created data..Streamline handling of indexed journals and establish special check-in unit to expeditehandling of issues to be indexed.



Continue to develop hierarchically arranged subject classification for organizing electronicresources in agriculture and related subjects; modify and augment for use in the AgNICgateway and the Research Management Information System of ARS.Review, select and add to the online public catalog all appropriate electronic resources inthe AgNIC agriculture database file.Expand web-based access to NAL-provided abstracting and indexing databases for staff inthe Beltsville area.Expand collection of electronic journals available in NAL and provide desk-top access tothe collection for USDA staff in the Beltsville area.Continue to build content on the USDA History Collection Web Site through completion ofthe screwworm eradication collection CD-ROM and Web Site.Develop AgNIC gateway.Expand AgNIC.



Begin developing requirements for a food safety research database in conjunction withstakeholders.Develop/update publications in key areas and build content on Web Sites in support ofAgNIC.

Publish and distribute in print and Web formats a descriptive inventory of all NAL manuscriptcollections. Identify full-text resources in water quality and other areas and create links to their respectivecitations in the AGRICOLA database.

Appendix P



Promote the availability and use of NAL s resources and informationproducts.

Raise awareness of NAL's special collections through feature articles in major scientificand library journals.Attend and exhibit at major scientific and library conferences.Coordinate and execute all activities relating to the NAL reopening event.Develop and publish FAQ and/or technical notes to assist users with access andinterpretation of bibliographic records in the AGRICOLA Web gateway.



Conduct an NAL orientation with AGRICOLA training for customers at Prairie View andpossibly other 1890 land-grant institutions.Develop an online tutorial in searching for information on animal alternatives to helpresearchers comply with the requirements of the Animal Welfare Act.




Launch Web Sites in food safety research and invasive species.Work with AgNIC alliance to identify collaborators to help support Web-based contentbuilding in biotechnology and agricultural trade and marketing.



Appendix P


Identify ways of staffing the preservation program and supporting Web development usingexisting resources.Analyze results of Usage Study and propose any necessary modifications to NALCollection Development Policy for priorities in selection and preservation.



Investigate opportunities for garnering additional funds and leveraging existing resourcesthrough collaboration and joint ventures with other agencies.Continue working with the United State Agricultural Information Network to strengthenNAL's role as the archive of key agricultural information resources preserved at the Statelevel.



Use quality management principles to create a flexible and team-orientedenvironment that is customer-driven and action oriented.

Finalize and implement the re-organization of the Technical Services Division around twobranches.Establish a second contracting mechanism to enable any NAL unit to quickly procure staffservices needed to respond to new initiatives and/or support key shortage areas.



Develop a staff diversity awareness program featuring a speaker or video.Analyze staff participation in recent training and meeting opportunities for trends.Provide upward mobility opportunities for staff to compete for new positions supporting theoperation of the Main Reading Room.

Appendix P


Actively recruit for the Coordinator of the Food Safety Research Information Office atnational conferences, library schools, university libraries, private sector special libraries andgovernment facilities.Address top priority concerns identified in the Talico Climate Survey.



Complete all systems wiring modifications for renovated areas.Develop NAL Intranet.Coordinate and implement activities associated with reoccupation of renovated public areas.

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Appendix Q





Develop new techniques and improve existing systems for public services:Implement first phase of plan to deliver electronic information resources to the desktop ofUSDA employees.Test and implement new front-end system for generating electronic "requests for materials"from the ISIS library system.Test and implement the Relais system to expand user options for obtaining materialselectronically form NAL.Conduct a survey of D.C. Reference Center users to better identify their information needs.Restructure services at the D.C. Reference Center to expand connectivity to electronicresources and better align user needs with NAL resources.Develop charge-back plans for USDA users in order to recover costs of document deliveryand ensure the future provision of the service.Conduct a review of all costs associated with information programs funded throughinteragency agreements to assure appropriate cost recovery.Complete a requirements statement for identifying a reference database and trackingsystem.

Enhance automated data creation and dissemination:Evaluate, select and procure a new electronic library management system.Implement an improved online front-end data entry system for the current VTLS Indexingsubsystem.Re-engineer the automated process for distributing AGRICOLA database updates; use thisprocess to distribute retrospective conversion records.Migrate NAL's current library system to latest release (VTLS 2001, HP OS version 6.0, etc)

Appendix Q


and streamline VTLS transaction logging process.Lead effort to populate the central AgNIC database with metadata through internal andexternal collaborations.Develop a database structure and mechanism for collaborative updating and maintenance ofthe calendar portion of AgNIC.

Improve timeliness and coverage of AGRICOLA database:Complete the loading of pre-1979 retrospective indexing records to the master AGRICOLAdatabase at NAL.Develop a more streamlined mechanism for loading both MARC and non-MARC recordsinto ISIS.Develop cooperative arrangements with other agencies and sources to obtain machine-readable bibliographic records for loading to AGRICOLA.Develop or purchase software to convert publisher-supplied citations and abstract data indigital form for indexed journals to preliminary AGRICOLA citation records.Streamline handling of indexed journals and establish special check-in unit to expeditehandling of issues to be indexed.



Continue to develop hierarchically arranged subject classification for organizing electronicresources in agriculture and related subjects; modify and augment for use in the AgNICgateway and the Research Management Information System of ARS.Identify and implement a new Web search engine to improve access to information onNAL's Website, including ADA requirements.Expand web-based access to NAL-provided abstracting and indexing databases for staff inthe Beltsville area.Expand collection of electronic journals available in NAL and provide desk-top access tothe collection for USDA staff in the Beltsville area.Continue to build content on the USDA History Collection Web Site through completion ofthe screwworm eradication collection CD-ROM and Web Site.Expand AgNIC subject coverage and partnerships to include international, multilingualcollaborators. Begin research and efforts to supply automatic translation tools on AgNICsite.



Continue populating the Invasive Species Web site in cooperation with other governmentagencies.Continue information research activities for the Nuclear Regulatory Commission, theFederal Laboratory Consortium and other groups, to expand access to agricultural andagriculturally related information.

Appendix Q


Begin developing requirements for a food safety research database in conjunction withstakeholders.Develop/update publications in key areas and build content on Web Sites in support ofAgNIC.


Promote the availability and use of NAL's resources and informationproducts.

Attend and participate in conferences, exhibits, interagency meetings, etc.Publish at least three new AGRICOLA technical notes.



Continue to provide Oracle, Unix, SQL, and other relevant software training opportunitiesto staff in preparation for the migration to a new Electronic Library Management System.Continue cross training of system administrators in Unix and Windows NT.Develop and provide training to Washington-based USDA patrons which focuses onaccessing library services remotely.Create a customized gateway Web page to facilitate navigation for Washington-basedpatrons and enhanced access to electronic resources form Beltsville.




Analyze user survey data and borrowing data from FY 2000 to integrate customer data intodecisions on collection purchases.Review serials subscriptions for additional cancellations to bring costs in line withdiminished materials budget resources.Complete the review of serials published on newsprint quality paper.Complete the acquisition and selection of all appropriate resources identified in the AgEconproject with the University of Minnesota.

Appendix Q


Provide access via the online catalog to all electronic journals in the Electronic MediaCenter.



Continue digital preservation of the Yearbook of Agriculture.Begin scanning and processing the Alvin L. Young Collection on Herbicide Agent Orangewith funding from the U.S. Air Force.Support the work of the USDA Digital Publications Preservation Steering Committee.Develop staffing plan for the preservation program and supporting Web development usingexisting resources.Create policies and procedures related to the archiving of and long-term access to digitalinformation.



Produce an outreach plan to expand partnerships and collaborative funding of projectinitiatives that responds to the Panel review of Alternative Farming Systems InformationCenter.Work closely with the Joint Institute of Food Safety Research to identify stakeholder needsfor creation of the Food Safety Research Website and database.In collaboration with stakeholders, develop a proposal for expanding access to animalwelfare information.In cooperation with the University of Maryland Department of Nutrition, sponsor and trainsix American Dietetic Association interns in information management techniques.Explore the possibilities and options for cooperative research and internships with theUniversity of Maryland School of Library Science.



Use quality management principles to create a flexible and team-oriented

Appendix Q


environment that is customer-driven and action oriented.

Enhance opportunities for team-supported initiatives as part of the discipline-basedreorganization of the Information Research Services Branch.Address top priority concerns identified in the Talico Climate Survey.



Analyze staff participation in recent training and meeting opportunities for trends.Conduct a national search for a coordinator to lead the Alternative Farming SystemsInformation Center program.Ensure staff participation in Congressional Workshops.Support existing staff involvement and encourage future participation of staff in Mid-LevelLeadership training program.



Complete reoccupation of renovated first floor staff areas.Relocate fifth floor Public Services staff to third and fourth floors as part of the next phaseof renovation.Produce a preliminary plan, with associated costs, for conducting a major collection shift inthe stacks.Begin renovation of the fifth floor to house items that require the highest level ofenvironmental control and security.Continue the renovation of the NAL Data Center.Install, configure, and bring on-line new or replacement servers received at NAL.Transfer ARS HQ Web server files to NT platform at the George Washington CarverCenter.Install new back-up and recovery software for Web servers and systems.Improve security measures, including the reliability and redundancy of all NAL servers.Install additional T1 line and backup to support NAL's Internet connection and implement abackup circuit for NAL's existing Internet T1 connection.Develop a proposal for centralized procurement of hardware and software for NAL.Upgrade NAL's existing dial-up access solution.

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Appendix R

National Agricultural Library Budget Requests, 1990-2001

The table below summarizes the National Agricultural Library's budget requests. It includes theNAL request, the Department estimate, the President's Budget and the CongressionalAppropriation.

FY

NALEstimate

($000)

DepartmentalEstimate

($000)

President'sBudget($000)

CongressionalAppropriation

($000)1990 $17,933 $14,947 $14,947 $14,6761991 $36,071 $16,672 $15,773 $16,7981992 $37,098 $17,320 $17,453 $17,7151993 $31,147 $18,851 $18,025 $17,7151994 $31,404 $19,226 $17,915 $18,1551995 $27,084 $19,663 $19,620 $18,3071996 $20,852 $19,539 $19,534 $19,4651997 $21,503 $20,812 $19,487 $19,3191998 $24,124 $21,387 $19,394 $19,2081999 $21,394 $19,770 $19,584 $19,9002000 $24,269 $22,075 $22,157 $20,0282001 $25,362 $25,172 $22,252 *

Notes: The numbers above only include direct program and Repair & Maintenance fundsThe following numbers are not included in the amounts above:FY 1998 - $2.5 million Building and Facilities Funds allocated for 1st floor renovationFY 1999 - $1.2 million Building and Facilities Funds allocated for Phase I Air Handler UnitsFY 2001 - $1.8 million Building and Facilities Funds approved for 5th floor renovation*Final calculation of FY 2001 budget has not yet been completed.

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Appendix V

Comparison of Library Services: National Library of Medicine, National Institute of HealthLibrary and the National Agricultural Library

NLM Library NIH Library NALLibrary Services

Note: NLM trainingprimarily for librarians;NIH training primarily forend-user.

CatalogingPreservationReferenceDatabasesDocument DeliveryExtramural FundingNational LibraryNetworkPublicationsTraining and Outreach

Online SearchingResearch UpdatesTranslationE-mail listservCustom services(journal management,clinical liaison,bibliographicdatabases, Web pages)Training

CatalogingPreservationReferenceDatabases / Indexingand ThesaurusDevelopmentDocument DeliverySubject focusedInformation CentersPublicationsTraining and OutreachCurrent Awareness

Hours of Operation(Holiday and seasonalvariation in schedules) *Reference assistance until8:00 pm.


Mon - Thu 7:45 am - 10:00 pmFri 7:45 am - 6:00 pmSat 8:30 am - 6:00 pmSun 1:00 pm - 5:00 pmReference (M-F 8:30 - 5:00)Photo Copy Service (M-Th 8- 8; F 8-6; S 10 - 5; Su 1- 5)

Mon - Fri. 8:30 am - 4:30 pm On-site reference andcirculation hours. Closed Federal Holidays

Reference Servicesin FY 2000 *NLM has a single point toprocess requests, the totalincludes enquires aboutproducts and services. ** Circulation requests fordocuments and books



**Circulation of Documentsand Books

Total: 44,328Information Desk(Reference): 12,617 Circulation Desk InformationRequests(Call Number Look-up;availability of journals, etc.) 31,711

Total: 23,705On & Off-site MediatedReference Services Circulation**Document Delivery and ILL: 151,841 Web-based informationdelivery (hits): 11,830,876

Materials Budget*FY 00 Budget**Projected FY 01 budget;

Total:* $5,370,797Serials 4,374,230Books 542,659Non-Print 161,305Historical 292,603

Total:** $3,000,000Serials 1,800,000Books 200,000Non-Print 1,000,000

Total:** $2,071,000Serials 1,821,000Books 250,000Non-Print See Below

Appendix V


Non-Print does not includelicencing access to secondarydatabases. NLM plans toincrease licencing for moreelectronic materials in FY01.

Non-Print category includeselectronic journalsubscriptions and databases.

Non-Print/electronicpublication and databasesubscriptions are included inthe Serials and Book budgetsabove and are estimated to beapproximately $300,000.Correction made to theoriginal report.

Customer Base Health care providers,researchers, scholars,and studentslibrarians andinformation specialistshistorians of medicineand sciencegeneral public

NIH library services are onlyavailable to current NIHemployees Primary audience 6-8,000currently employedphysicians and Ph.D.researchers.

Federal, state and localgovernment officialsResearchers, including2,000 ARS scientistsFarmers/producersUSDA administrators,regulators, researchersUniversity and collegeprofessors, researchersand studentsAgri-businessLibrarians &Information SpecialistsNews mediaInternationalagriculturalorganizations andindividualsGeneral publicCongress

Staffing *Staffing figures reportedfor NLM's Division ofLibrary Operations only.These staffing figures mayinclude contractors **Staffing figures includevacancies for FY 2001.

*Total: 281.46 FTE

Acquire, Organize,Preserve BiomedicalInformation[Equivalent to NALTSD, Preservation, andSpecial Collections] =174.6Provide Access toBiomedicalInformation [Equiv. toNAL PSD] = 83.3Increase Awareness &Use of NLM ServicesAmong HealthProfessionals = 10Increase Awareness &Use of NLM ServicesAmong the Public =6.31Strengthen theNational Network ofLibraries of Medicine= 3.6

Total: 56 FTE

Federal Positions

Translators = 2Information &Education Srvcs[Equivalent to NALPSD, IRSB -- nearlyall professional level]= 20CollectionOrganization &Management [Equiv. toNAL TSD -- 4librarians] = 8Information Delivery[Equiv. to NAL PSD,DDSB -- 1 librarian] =18Administrative Staff =3Systems [Equiv. toNAL ISD -- 3computer specialists

Total: 170.35 FTE

Federal Positions

Acquire, catalog, indexand thesaurus=67.1(+2.5 non-Fed staff)Document delivery,interlibrary loan,collectionsmaintenance, specialcollections = 14.5 (+37non-Fed staff)Information researchservices, reference,specialized informationcenters, circulation = 37(+44 non-Federal)Information systems,end-user support,systems administratorsand engineers,preservation, AgNIC,CALS, systemssecurity, Web

Appendix V


Further MedicalInformatics Research =3.6

and 2 in-training] = 5

20 Contract Employees:photocopying services,shelving, some pulling, andmaintaining the self-servicephotocopy center

management = 32Office of the Director,administration***,public affairs, facilities,personnel, budget,travel = 19.5 (+11 non-Fed staff)

*** Provides administrativeservices for NAL and ARSHQ Program Management



$9,500,000 (includes budgetfor overhead and spacecharges ~ $850,000)

$20,400,000

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Appendix W

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Appendix W

NLM Long-Rang Planning Process

In 1999, the Board of Regents charged the National Library of Medicine (NLM) Director withpreparing a new five year Long Range Plan for the Library. The NLM's Long Range Plan 2000-2005 completes a 20-year cycle for the Library, which has "a 15-year history of successful longrange planning that began in 1985."1 The original plan has been updated throughout the yearsleading up to the 1999 effort. The success of this ongoing long range planning process can beappreciated with the impact of the National Center for Biotechnology Information, a conceptualproduct from a planning panel meeting. The 1985 Long-Range Planning ProcessIn 1985, the NLM Board of Regents:

resolved to develop a long range plan to guide the Library in wisely using its human,physical, and financial resources to fulfill its mission . . . recognized the need for a well-formulated plan because of rapidly evolving informationtechnology, continued growth in the literature of biomedicine, and the need to makeinformed choices of intermediate objectives that would lead NLM toward its strategic, longrange goals. began to develop a 20-year Long Range Plan to guide the Library in using its human,physical, and financial resources to fulfill its mission.2

The NLM planning process was broad-based and directed by the Board. Participants includedlibrarians, health professionals, biomedical scientists, medical informaticians, computer scientists,and others whose interests were intertwined with those of the Library. More than 70 experts in various fields accepted invitations to serve on one of five planning panels.Each panel addressed the future in one of the following five areas encompassing NLM's programsand activities that provided the framework for thinking about the future

1. Building and organizing the Library's collection2. Locating and gaining access in medical and scientific literature3. Obtaining factual information from databases4. Medical informatics5. Assisting health professions' education through information technology

The NLM chose a planning model with three components:

1. General vision of the future 20 years hence in medicine, library and information sciences,and computer communications technology a distant goal societal objective whose

Appendix W


achievement requires participation from many organizations and agencies2. Opportunities for and impediments to achieve the goal (10 years )3. Specific steps to take to remove impediments and take advantage of opportunities (3-5

years)

NLM staff involvement included:

Director described his vision of the future, "Scenario: 2005" which was provided to panelmembers and library staff for comment.Library staff prepared background documents on NLM achievements in the five domains,and reviewed current planningSenior NLM staff members also acted as resource persons to the planning panel.

The planning process ended with a report of each panel's recommendations and priorities forfuture NLM programs and activities in the five domains under its purview. The NLM staffanalyzed and reconciled their findings, eliminated duplication and consolidated therecommendations. The final synthesized report was adopted and published in 1987 as the NLMLong Range Plan. The 1999 Long-Range Planning ProcessThe Board of Regents recognized the dramatic changes occurring in the societal and technologicallandscape in which the NLM operates. This landscape led the Board to develop a strategic planfor the Library. The first step in the 1999 planning process was to evaluate the impact of theoriginal Long Range Plan. Recommendations that were substantially accomplished and thoserequiring additional attention or redirection3 were identified and summarized. The summary waspublished in The NLM Track Record. 4 NLM sent The NLM Track Record to more than 250 past planning panel members and otheradvisors for comments and posted the Track Record on NLM's public web site. More than 100individuals provided comments which the NLM Board of Regents asked NLM staff to incorporateinto priorities for a new draft five year Plan. A broadly representative group of NLM advisorsreviewed the draft in December 1999. The NLM Long Range Plan, 2000-2005 is organized into four broad goals that have elevenobjectives and more than one hundred specific program plans. The Plan "is a map of the futureand a set of opportunities that awaits NLM action and program development." 5 It is not a fixedsequence of steps to accomplish stated goals and objectives that typically characterize such plans.The Board of Regents and the NLM will develop operational plans within resource limitations. Goal 1 focuses on ongoing emphases on providing basic library services. Goals' 2-4 addresses theLibrary's highest priority new initiatives for special emphasis as follows:

health information for the publicmolecular biology information systemstraining for computational biologydefinition of the research publication of the futurepermanent access to electronic informationfundamental informatics researchglobal health partnerships

The NLM Long Range Plan, 2000-2005 resulted from the work of many advisors, colleagues,friends, Board members and NLM staff. Summary

Appendix W


The NLM Board of Regents began a visionary process for the Library through strategic long rangplanning. The planning process helped crystallize an organizational mission and goals which inturn set NLM's priorities and direction. The 1985 effort began from the starting point of extantprograms and services, the foundation from which it was able to begin the process of creating thefuture. The successful vision was created through broad involvement of current and futurecustomer representatives and the NLM staff. The ongoing nature of the planning process capturedimportant new trends in biomedical information management and customer needs. NLM was ableto capitalize on these trends through leveraging major assets (i.e., its collection). These assets hadbeen identified and enhanced throughout the original planning process. ReferencesThe following documents are available in full-text on the NLM Web-site athttp://www.nlm.nih.gov/pubs/plan/.

1. National Library Medicine Long Range Plan. 2000-2005. Report of the Board of Regents,National Library of Medicine. Bethesda, Md: National Library of Medicine, 2000. [Pre-pblication version October 2000.]

2. Long Range Plan of the National Library of Medicine: Report of the Board of Regents(1987).

3. National Library of Medicine Long Range Plan. The NLM Track Record.

4. Ibid.

5. Ibid.

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Appendix X

NAL's Technology Plan

Executive Summary and UpdateOctober 2000

In May - June 1998, a Technology Plan for the National Agricultural Library was drafted andpresented to the Management Team. The purpose of this Plan was to evaluate current andprojected information technology (IT) and systems needs. The Plan also presents a systematicapproach for dealing with the rapidly emerging and expanding IT field as it relates to the NALmission. In preparation for writing the Technology Plan, Information Systems Division staff attended aworkshop sponsored by Computers in Libraries which addressed the specific topic of technologyplanning. Automation and technology plans prepared by similar organizations were evaluated togather information about methods of preparation, successful planning, life cycle of planning, andresults of planning. The Information Technology Branch brainstormed to identify the IT areaswhich required attention and proposed solutions and recommendations as appropriate. Futureneeds were addressed in these recommendations. The Technology Plan includes a historical account of computers and information technology at theLibrary, the state of information technology and information management in 1998, futuredirections anticipated for both, and recommendations for the NAL's Management Team. Since 1998, significant accomplishments at NAL have been made in the information technologyarena. Some of these accomplishments were cited as goals in the 1998 Plan and others haveoccurred through the introduction of new program initiatives. Specifically, we have:

Upgraded the NAL Infrastructure with a new Cisco 5509 core switch which provides uswith additional capacity to support dedicated bandwidth to the computer room servers aswell as to wiring closets. Upgraded wiring closets to 100 MB switched to the desktop toprovide dedicated bandwidth. Increased remote access capabilities for staff by expanding access to include the LAN fileserver, upgrading our modem pool, and implementing an 800 number. ImplementedMicrosoft Outlook Web Access to permit e-mail access across the Internet for the NALstaff. Improved NAL's information systems security posture by contracting for a thorough securityassessment, implementation of a firewall, and draft of information systems security policiesand procedures. Migrated to Windows 95 operating system and Exchange/Outlook which is an email andscheduling package providing greater functionality for staff.

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Fully established the Electronic Services Center (formerly known as the Electronic MediaCenter) file server and workstations. Contracted for a thorough evaluation of environmental conditions of our Data Center. Developed incident prevention and response to computer virus attacks. Implemented servers in support of various initiatives including FSRIO, FNIC, AgClass, andInvasive Species. Developed document citing technical issues for a new Library Management System. Instituted a cross-training program for system administrators. Established a Test Lab for prototyping new technologies and applications. Evaluated network attached storage concept for future use at NAL. Implemented Dynacom 3270 terminal access to the National Finance Center in place of theX25 modem access. Upgraded computer projection systems in the Conference Room and Training Room. Improved our procurement of computer workstations by the selection of another vendor andconfiguration standardization. Evaluated life cycles for NAL workstations. Successfully transitioned to Y2K. Implemented a 24 x 7 coverage for computing resources. Implemented AGRICOLA on the Web through a web gateway to ISIS records. Continued to evaluate and restructure as necessary our computing resources and developannual information technology goals.

Our specific IT objectives for FY 2001 include: evaluation and possible implementation of a newlibrary management system; Internet bandwidth expansion; automated help desk; renovation of theData Center; implementation of new listserv software; further evaluation of network attachedstorage concept; institutionalizing life cycles for both microcomputers and servers; exploring newtechnologies including virtual private networks, wireless LANs, firewall high availability, gigabitspeed uplinks from wiring closets to core switch, videoconferencing; implement faster remoteaccess to our network, automatic emergency shutdown on all servers, additional network upgrades.

Table of Contents

History and Introduction 3

Scope of The Technology Plan 4

State of Information Technology at NAL 5

Appendix X


The NAL Infrastructure 5

Network Architecture Overview 6

USDA Internet Access Network 7

BARCNet and ARSWAN 7

OCLC Network Connectivity 8

NAL-wide Windows NT Local Area Network (NT LAN) 8

Unix Servers, Electronic Databases, and the World Wide Web 10

Information Technology Training 11

Groupwise 11

Remote Access 11

Microcomputers 12

Future Direction of Information Technology 13

New E-Mail and Scheduling Package 13

Remote Access Expansion 14

Intranet 14

Security Assessment 15

Anonymous Email 15

OCLC Dedicated TCP/IP Implementation 15

ARIEL 15

EMC NT Server 15

RIC Server Upgrade 16

Centralized Procurement of Hardware and Software 16

Systems Engineering Initiative 16

Network Management Initiative 16

New NAL DNS 17

State of Information Management at NAL 17

Establish Customer Service Standards for USDA/ARS 17

Establish NAL's online version of AGRICOLA on Internet 18

Integrated Library System 18

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Continue & establish new cooperative efforts with other agricultural institutions 19

Make NAL- and non-NAL-produced electronic information resources available 20

Future Direction of Information Management 21

A Note on Information Technology and Management Projects 22

Recommendations for NAL's Management Team 22

Appendices 25

NAL'S Technology Plan

History and Introduction In 1993, it was recognized that fundamental changes in computer strategies were taking place,specifically increased use of computer solutions for recording and disseminating information. Thisrecognition prompted the formation of the Electronic Information Initiative (EII) team tothoroughly evaluate, investigate, and recommend appropriate actions and directions for theLibrary to take to align itself with emerging and future technologies. The final report containedsignificant information and recommendations for the Library. In part, the EII Report recognized that the Library must make significant investments ininformation technologies needed to collect, organize, store, and disseminate electronicinformation. Today, more than ever, vast amounts of recorded information are being madeavailable in both print and electronic format. Many resources are now only available in electronicform. In order to provide access to these resources, libraries need to offer electronic services tosupplement the traditional print services. Coupled with this trend, are the increasinglysophisticated needs of our customers. These needs will translate into expectations for more timelydelivery of information in a wider diversity of formats. The expansion of our information servicesis vital in meeting the present and future needs of our customers. Toward this end, in February1994 an NAL Information Alert announced that the NAL in its commitment to becoming anelectronic library, has adopted electronic information as the "preferred medium" for librarymaterials. The evolution of the World Wide Web (WWW) during the last decade has a momentousimpact on society worldwide. For the Library environment, the WWW enables access to anddissemination of electronically recorded information more extensively and effectively than everbefore. As noted in the WWW Policy and Guidelines of the NAL, the Web is "an increasinglyattractive and effective dissemination channel for federal agencies." In reaction to the EII Report and the WWW evolution, NAL prepared a document entitledPolicy and Guidelines on Electronic Communication, dated September 20, 1994. This documentdiscusses the importance of the use of electronic communication and how the use by NALstrengthens NAL's role and enhances NAL's image as an active member of the electroniccommunity. The early 1990's also witnessed the NAL's strategic planning process. Beginning in 1993, anenvironmental examination was conducted to determine our stakeholders and customers as well as

Appendix X


internal and external factors affecting the agency. During this phase we restated our mission,articulated core values, and created a vision. NAL's vision holds firm the direction of NAL in theinformation technology arena.

"The National Agricultural Library leads in the information revolution by forgingpartnerships and exploring new methods and technologies that advance open and democraticaccess to information. As a dynamic, efficient, and effective organization, we are dedicated tothe delivery of information to customers worldwide. The staff sets and maintains the higheststandards of excellence in information services. As keepers of our Nation's agriculturallegacy, we preserve and protect information for future generations. "We are a multicultural and diverse organization. Decision-making and accountabilityare shared, creating an environment that is vital, challenging, rewarding, and enjoyable.Our work makes a difference--it enriches the lives of people everywhere." These important events, the EII, evolution of the WWW, and NAL's strategic planning, havelaid the foundation on which to design our technology plan. Realizing the value of participatorydecision-making, an internal NAL partnership will be formed and each unit will contribute itsunique measure to the final composition of our technology plan. Scope of The Technology Plan This Technology Plan is guided by the mission, values, and vision of the Library . Morespecifically, this plan serves as a blueprint to enable Library activity which "ensures and enhancesaccess to agricultural information for a better quality of life." Not a unique document nor thebeginning of planning at the National Agricultural Library, this document can be viewed as acontinuation of the Electronic Information Initiative Final Report. Information presented is for planning and to alert management to the current status of ourtechnologies. Information and recommendations are based on today's computer technology and itis understood that some technologies in this plan may be obsolete or superseded before they canbe implemented. Rapid information technology changes necessitate periodic updates. However,long range planning is necessary to ensure continuity and direction while allowing for flexibility toaccommodate the introduction of new and innovative technologies and services. We need tocontinually monitor and respond to the various trends and emerging developments in librarypractices. The focus of this plan will be computer technology and management including hardware,software, networking, servers, website management, fax machines, telephones (as they relate tovoice over data networks), and electronic databases. Facility operations such as telephone,photocopiers, independent fax machines, voice mail, and environmental controls will not beaddressed. Computers, networks, and other information technologies are important working tools for ourstaff and important tools for providing information to our patrons. A successful technology plan isnot just one of procuring bigger and faster systems but an intricate plan of what technologies wehave a need for and of how our various technologies and systems interconnect. We must selecttechnologies appropriate to the application needs and to the information to be delivered. Theimportance of collecting users requirements and conducting needs assessments cannot beoveremphasized. Performing these evaluations assist in avoiding costly implementation forunnecessary or poorly performing technologies. We need to examine carefully what we reallyneed. Conducting an in-depth analysis of technology needs is part of the large technologyevaluation effort. Historically, implementing technology for technology's sake without regard for

Appendix X


how the use of technology will be integrated has failed. A technology needs assessment is moreeffective when the analysis is based on actual goals and available resources. Technology itself doesn't provide value to our customers. It is the NAL staff who usestechnology and who assist our customers that makes the difference. Training and cross-trainingprograms will be critical in maintaining an informed and competent library staff. Newtechnologies, services, and resources must be effectively communicated to the public, USDA, andother government departments to increase awareness, use, and support for the NAL. State of Information Technology at NAL This section addresses the state of information technology at NAL. Since the release of the EIIPhase II Report, many technological advances have occurred. While some EII recommendationsare current, others are not. The status of the EII recommendations is provided in Appendix A.Initiatives recognized or developed since the report are included to provide the reader with acomprehensive report of information technology. The NAL Infrastructure The ever-increasing needs to communicate more effectively and work together moreefficiently were the fundamental forces behind the planning and implementation of the NALbuilding-wide network. Planning began in the late 1980's/early 1990's when LAN technologybegan to achieve widespread acceptance, and the Internet was still in its infancy. One of the early milestones of the NAL infrastructure is the 1989 installation of a T1connection to SURANet, a major Internet Service Provider. This connection provided NAL withInternet capability to support a document delivery image transfer project with North CarolinaState University. Several years later, in 1993, the building's fiber-optic backbone was installed,along with a modem rack, terminal server, and e-mail server. The wiring of the NAL buildingcontinued throughout 1994 and 1995, as twisted pair network cabling was installed between users'desktops and wiring closets located at strategic points throughout the building. These wiringclosets contained equipment which allowed the twisted pair wiring to be connected to thebuilding's fiber-optic backbone. During FY 1996, NAL continued to expand its networking capabilities. The backbonenetworking equipment was upgraded to enable users to access network resources at higher speedsthan in the past. This upgrade took place in several stages. Stage one consisted of an upgrade tothe core networking equipment. The upgrade was purchased in FY 1996 and installed in FY 1997.It consisted of the installation of a backbone switch and converting the network backbone from ahybrid switched/routed environment to a purely switched configuration. This change has resultedin a decrease in network congestion and a corresponding increase in network throughput,bandwidth availability, and performance. The next stage of the network backbone upgrade planwill consist of upgrades to the network equipment located in the wiring closets throughout thebuilding. Specifically, the shared hubs in the wiring closets will be replaced with Ethernet/FastEthernet switches. This change will increase the bandwidth available on the backbone and to thedesktop. This change is expected to take place beginning in FY 1998, subject to available funding.Necessary wiring modifications as a result of the renovation are not known at this time. To support state-of-the-art monitoring and service for the NAL Infrastructure, implementationof an NAL Network Operations Center took place in FY 1997. The center is dedicated tomonitoring and managing the NAL backbone network. This project consisted of the purchase ofhardware and software that allow for remote monitoring and management of all critical networkresources from a single, centralized site.

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Network Architecture Overview NAL's building-wide network is a classic collapsed backbone architecture, consisting of aseries of bundles of 12 fibers running between the computer room and network hubs in wiringclosets throughout the building. This type of network design allows a great deal of flexibility inthe configuration of the network. Initially, all segments of the building backbone were connectedto a series of network concentrators located in the NAL computer room. These concentrators wereconnected to a router, which allowed for communication between the various network segments,as well as a gateway to the Internet via the T1 connection to SURANet. The network backbone equipment has undergone several stages of modernization since theinitial implementation of the building network. The original router has been replaced with a latergeneration model capable of increased performance. In addition, other backbone networkingequipment was upgraded to enable users to access network resources at higher speeds than in thepast. The network core function was migrated from the original router to a Fast Ethernet switch,allowing high-speed interconnections between hubs in building wiring closets and servers locatedin the computer room. Ethernet switches are beginning to be deployed throughout the network aswell, in order to reduce network congestion and improve overall network responsiveness. NAL's network consists a fiber-optic backbone connecting wiring closets on most floors of thebuilding, a Catalyst 5000 FastEthernet switch tying together all of the wiring closets throughoutthe building, an X.25 (to be upgraded to a Frame Relay) connection to OCLC, a 10 Mbconnection to the BARC backbone (which provides SMDS connectivity to the USDA network),and a T1 connection to the Internet. The wiring closets contain Ethernet hubs, for the most part.Recently one FastEthernet switch was deployed in ISD with excellent results. The hubs are nowconnected to the Catalyst 5000 FastEthernet switch, which in turn is connected to the router. Therouter is a Cisco 4500 upgraded from the older model Cisco AGS+. Appendix B provides a graphical representation of the NAL Infrastructure. Appendix C is thedetailed plan of action and milestones for the Catalyst 5000 integration. USDA Internet Access Network NAL has maintained a continuous Internet presence since the installation of its T1 connectionto SURANet in 1989. This connection predates nearly every other Internet connection in theDepartment of Agriculture, and is more established than the USDA Internet Access Network(USDA IAN) by more than three years. In 1993, the predecessor to USDA's OCIO established aDepartment-funded-and-managed connection to the Internet via USDA's Technical ServicesDivision in Ft. Collins. This was followed up by a proposal to improve service and allowincreased redundancy by creating an east coast node for the USDA IAN. This was originallyproposed to utilize NAL's existing Internet connection and connect NAL to the USDA Southbuilding via a dedicated leased line. This proposal was never implemented, and the USDA IANeast coast node was placed at the USDA South Building complex. NAL continues to manage its own Internet connection instead of relying on the USDA IANfor a variety of reasons. These reasons include concerns about quality of service, a requirement foraround-the-clock (24 x 7) monitoring on both ends of the connection, and insufficient bandwidthcapacity of the Internet link. BARCNet and ARSWAN In 1996, NAL connected its network to the Beltsville Agricultural Research Center's FDDI(fiber distributed data interface) backbone (BARCNet), allowing higher-speed access betweenNAL and systems located throughout BARC. This connection initially consisted of a fiber cable

Appendix X


between NAL's backbone router and a port on the GRIN network located in the NAL computerRoom. In FY 1997, this connection was reconfigured to hook directly to a BARC backboneswitch, thus making NAL a true node on the BARC backbone. NAL's connection to the BARCbackbone also serves as NAL's link to the ARS Wide Area Network (ARSWAN), whichinterconnects all eight ARS administrative areas via a series of Frame Relay links. In addition, NAL serves as the connection point to the BARC backbone for the Livestock andPoultry Sciences Institute, located in building 200, via an AirLan located on the NAL roof. ThisBARC connection allows all of BARC to use NAL's Internet gateway and enabled an independentcircuit, from the BARC network to the Internet, to be shut down. Savings are estimated at morethan $15,000 in FY 1997. The BARC backbone connection also provides NAL with a connectionto many USDA networks via a BARC-managed Switched Multi-megabit Data Service (SMDS)connection which connects several BARC-affiliated research sites throughout the Washingtonmetropolitan area. Appendix D is a graphical representation of the BARC ARS BackboneNetwork. OCLC Network Connectivity During 1996, NAL converted its geographically-limited dialup OCLC access to a shared X.25link, accessible to all computers with an NAL network connection, including those using thedialup modem pool. Previously, access had been limited to only OCLC-configured computersconnected to a series of concentrators located at several points throughout the building, or todirect, expensive dial up. This type of service was eliminated in favor of the X.25 solution due toits more economical cost and expanded coverage. NAL-wide Windows NT Local Area Network (NT LAN) NAL began the planning and prototyping process for a building-wide local area network in FY1996. The process consisted of meeting with end users to determine requirements, researchingpossible products and applications, prototyping solutions, and purchasing production-levelservers. The servers were received, set up, and configured in 1996. In addition both personaldirectories and directories accessible to multiple groups were set up on the servers. The firstapplications were loaded, resources were configured for sharing across the LAN, and useraccounts were set up. The planning process is fully detailed in Appendix E. NAL's Local Area Network (LAN) is centered around Microsoft's Windows NT Servercurrently running version 3.51 on two Compaq Proliant backbone servers, dedicated to file andprinter sharing applications. These machines have disk RAID capability for reliability in case of asingle disk failure. In addition, system components are monitored for fault detection prior tofailure, to allow a component to be swapped out before it fails. The servers are in the process of being upgraded to Windows NT Server 4.0. In addition, athird server is being brought on-line to provide for an automatic failover if either of the twoprimary servers should experience a catastrophic failure. In addition, a Windows NT-based tapebackup solution for NAL's NT servers is reaching production status, and will be used to provideboth on-site and off-site backup sets for use in disaster recovery operations. A complete suite of server-resident applications has been installed on NAL's NT servers,including the CorelSuite of applications (WordPerfect, Netscape, Quattro Pro, etc.) as well asLotus 1-2-3, InForms, WinSPIRS, Hot Dog HTML editor, Adobe Acrobat, Passport for Windows,MultiTes, Thomas Register database, a 3270 emulation program for access to the National FinanceCenter's (NFC) Online Travel system, and Cataloger's Desktop. Some of these applications havebeen installed to be used in conjunction with a software license metering scheme. Software licensemetering allows for a reduction in the number of licenses to be purchased to support the entire

Appendix X


library, since licensing is based only on the number of simultaneous users of any particularapplication. Thus, it is possible to achieve greater efficiency in the use of budgetary resources.These applications installed on NAL's NT servers benefit the entire library in general, but alsomany individual units within the library whose specialized applications have been made availablein ways not possible before the installation of the LAN. Also during 1997, many units were set upto use network printers available via the building backbone. This allows many users to easily andtransparently share printing resources located throughout the library, thus generating reducedoperating costs and improving efficient use of computing resources. Appendix F is a list of allserver applications available to NAL staff. All LAN users have access to both shared and private disk space on the servers. Users arecurrently quota-limited to 10 Mb per user, but exceptions can be made on a space-available andas-needed basis. A software package monitors current disk quota usage and prohibits disk usagebeyond the pre-established quota. Shared disk space on the servers has been organized along NALorganizational lines, and access privileges and permissions are set at the branch or division level. A number of network management packages have been installed to allow for more efficientsupport of the NAL network. These include Norton Administrator for Networks, which is used toprovide 1) software license metering, 2) remote software distribution, and 3) software andhardware inventory of all LAN clients. The Cisco Works for Switched Internetworks is used tosimplify management of NAL's routers and switches. Cabletron's SPECTRUM Element Manageris used to manage the hubs located in NAL's wiring closets. Compaq's Insight Manager monitorsthe Compaq servers for hardware and system reliability. Finally, Windows NT Server has avariety of tools available for monitoring server and network performance. The installation of the USDA-NFC On Line Travel system was also coordinated. This systemallows for more efficient processing of both local and TDY travel. The results are a quickerresolution of outstanding travel claims which generates savings to the government. Windows 95 Deployment In early FY 1998, ISD developed a deployment plan for Windows 95 at the Library andopened up a test lab for the purpose of testing the functionality of NAL's current suite of softwareunder the Windows 95 operating system. Users were encouraged to use the lab to familiarizethemselves with the Windows 95 user interface and load their own applications for testing. Thetest lab provides the opportunity for staff to see what their new desktop will be like onceWindows 95 is deployed. The deployment schedule for Windows 95 begins in mid-April 1998 and will continue throughthe summer. Careful coordination of training and deployment plans was scheduled so that eachuser will receive hands-on training while the new operating system is deployed on theirworkstation. In that regard, there will be no lag time between training and actual use of Windows95. Appendix F provides details on the Windows 95 Implementation Plan and the Windows 95deployment plan. Unix Servers, Electronic Databases, and the World Wide Web Unix servers have been installed at NAL to support both the user community, the ElectronicInformation Initiative, and NAL's position on the World Wide Web. The first major server wascliff, NAL's e-mail server, which was installed during 1992. This was followed by the setup ofNAL's gopher during the summer of 1994 which has since been shut down in December 1997 dueto technology changes. That server represented NAL's first foray into the arena of providinginformation to patrons and the general public via the Internet. The NAL webserver was broughtonline in April 1995, marking NAL's entry into the World Wide Web. NAL's USENET news

Appendix X


server was also established in early 1995. The USENET server allows NAL users to read and postnews articles on a variety of USENET groups. In addition, the news server allowed theestablishment of several local newsgroups to be used for local discussions on a number of topics.The local newsgroup capability improved the distribution of NAL's monthly reports by allowingreported to be posted and read electronically, eliminating the paper copies, and making reportsavailable in a more timely manner than in the past. In FY 1996, a new solution for backup of network servers was installed. The solution consistsof network accessible tape drives and a tape library with network backup software. Backups areprovided of all NAL's multi-user, mission-critical, server-based resources. Also in FY 1996, amajordomo list server was established. This provided the capability for user-maintainable mailinglists for both onsite and offsite users. The beginning of calendar year 1997 set in motion the Electronic Media Center (EMC). TwoUnix servers dedicated to this initiative have been purchased and setup. These servers provideaccess to a variety of agriculturally-related databases, including AGRICOLA, and to the Library'selectronic archiving and publishing programs. Prototypes for NAL's implementation of the OCLCSite Search package and several ARS-produced databases were also developed on these systems.Available databases to date are listed in Appendix G. At present, there are 22 Unix systemsserving the mission of the National Agricultural Library. The servers and their functions are listedin Appendix H. Also during FY 1997, Unix system administrators planned the redesign of the computer roomto accommodate additional equipment and they developed a new, comprehensive set of computerroom emergency response procedures. All Unix systems will be relocated to the computer roomwhich is a locked facility with sensing devices to alert administrators to changes in temperatureand humidity. When the concept of webservers and webmasters was in its infancy, the responsibility of awebmaster called for a technical person to oversee the development of the server and variousapplications. There has been an evolution in a webmaster's responsibilities in other organizationsas well as at NAL. Since many of the initial technical issues have been overcome and industrystandards are in place, the webmaster now needs to serve as a content expert rather than atechnical expert. In early 1998, the NAL's webmaster position made the transition from technicalto content. Appendix I provides the responsibilities and qualifications for the NAL Webmasterand Appendix J is the charter for the Web Management Team. Information Technology Training At this writing, the NAL computer training program is going into its 8th year of having anonsite computer instructor. The focus of the training program is to provide staff with hands-oninstruction for microcomputer and Internet applications. Training classes are scheduled regularlyfor a variety of subjects and range from short one-hour sessions to all day workshops. Thetraining room consists of ten student multimedia Pentium workstations and an instructor'sworkstation. Ten new classes were developed for NAL staff during FY 97 including course titlessuch as Introduction to HTML, Netscape: Bookmarks, AltaVista and Yahoo!, and Lotus 5.0Working with Multiple Worksheets. In FY98, a considerable amount of time has been spentdeveloping three customized training classes for Windows 95. An NAL webpage, URL: www.nal.usda.gov/training, was developed for the exclusive use ofNAL staff. This webpage provides detailed information on course content and schedules. Part ofthe webpage is specific to the Windows 95 deployment. Of great value is the newly establishedFrequently Asked Questions for Using Windows 95.

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Groupwise In 1997, in an effort to increase communication between ARS and NAL administration, stepswere taken to add NAL management to the National Program Staff (NPS) domain within theGroupWise electronic mail system. This enables all ARS locations that use GroupWise toseamlessly add members of the NAL management team to messages and eliminates the need ofeach location to establish this group locally. Remote Access As an ongoing initiative, ISD staff evaluates issues involved with remote access andimplements technology as needs dictate and resources permit. Initially, NAL's dial up capabilityconsisted of an integrated rack of 10 V.32bis (14.4 kbps) modems connected to a terminal server.This system was used for terminal (VT100) access to NAL's e-mail server via a telnet session.Later, in 1995, a software package was installed on the e-mail server to allow pseudo-SLIPconnections to be established, thus granting true Internet capability to dialup users. This step wasfollowed by a modem pool and terminal server upgrade in 1997 that allows up to 16 simultaneousV.34 (33.6 kbps) connections and true SLIP/PPP dialup capability without the use of anintervening software product. Specifically, a bank of 16 integrated V.34 modems and a newterminal server were installed to allow users to connect to NAL's network using either SLIP, PPP,or a terminal-based communication package. This project allows seamless connectivity to many ofNAL's network resources, regardless of where the user is located - on site or remote via a dial uplink. Remote access to NAL resources is divided into three areas 1) remote access via a modem andNAL's modem pool (modem access), 2) remote access via the Internet (Internet access), and 3)remote access via a USDA-managed network (USDA access). Modem access: Currently NAL staff has remote access to all authorized SilverPlatterelectronic databases (both at NAL in Beltsville and at SilverPlatter in Cambridge, MA) via aWinSPIRS client, ISIS (via telnet and/or web), email (via telnet and/or a terminal session),USENET news (via NAL's news server), and the entire Internet (via a SLIP or PPP connection).This access is made possible by a remote access solution consisting of a terminal server and 16-port V.34 (33.6 kbps) modem pool that was deployed in July 1997. The terminal server isconfigured to allow clients to set up terminal sessions (for telnet to cliff only) and SLIP or PPPsessions (used for accessing IP-based resources, like the Internet). When the remote access solution was announced, ISD prepared an instruction sheet onconfiguring a Windows or Windows for Workgroups client for remote access. In September 1997,ISD prepared an instruction sheet on configuring a Windows 95 client for remote access. Both ofthese are available on the S: drive in the S:\NAL\DOCS\LIAISON directory. In addition, ISDalways expresses willingness to assist users with configuring computers for remote access and hasconfigured computers for users on numerous occasions. Internet access: From an Internet-connected machine at a remote location, NAL staff canaccess the following: e-mail (via telnet), plus any IP-based resources (web server, ftp server, otherIP-based servers). Access to these resources is currently secured only by a cleartext (i.e. notencrypted) username and password, or by anonymous access to the web and ftp servers. USDA access: At the present time, staff access to NAL's resources via a USDA-managednetwork is nearly identical to Internet access (with some exceptions for DCRC). This can changeas the USDA Enterprise Network takes shape, and security policies and procedures forinterconnected USDA networks come into being. Appendix K provides a list of resourcescurrently available as well as a graphical representation of the various types of access. In the

Appendix X


section of this document entitled "Future Information Technology Directions", information isdetailed concerning the expansion of remote access for other electronic resources. Microcomputers Microcomputers as work tools were first introduced at NAL in 1985. They are now the mainwork tool for NAL staff and provide the means for accessing the Internet, working with softwareapplications, providing document delivery, indexing, cataloging, serving acquisitions/serials needs,and as a need to conduct administrative tasks. The first microcomputers received were IBMs with8088 processors, two floppy drives and 1200 baud modems. There were no hard drives or highdensity drives available on the market. The first operating system was DOS 1.1. Since that time,there have been remarkable strides in computer technology and a tremendous proliferation ofmicrocomputers at NAL. Presently, NAL has approximately 500 microcomputers ranging inconfiguration from 386s to Pentiums, 8 Mb to 64 MB of RAM, and 160 MB to 4 GB hard drives. On April 3, 1998 the USDA issued Departmental Notice 3120-1 "Technical StandardsArchitecture". This document is provided in Appendix L and details the minimum specificationfor all personal computers and laptops that are purchased by USDA agencies. NAL uses thoserequirements when purchasing all microcomputer and laptop orders. Future Direction of Information Technology This section specifies information technology issues that must be addressed in the near future.While many technology issues exist, there are four major issues that are recognized as immediatepriority initiatives. They are a new email and scheduling package, remote access expansion,development of an NAL Intranet, and a security assessment of our computer systems. These fourissues are in various stages of planning and implementation and the status is addressed in eachindividual section. Along with these major issues are many other topics that need to be addressed,evaluated, and prioritized by the Management Team. Those topics are also defined in this section. New E-Mail and Scheduling Package Our present email system and scheduling packages no longer meet the complete needs of NALstaff nor do they even begin to compare with the functionality of current packages available on themarket. Recognizing this need, ISD collected requirements from the user community in February1998 and developed technical requirements. ISD then evaluated several software packages againstuser and technical requirements. Specifically, they evaluated Eudora Pro's Email and Planner,Meeting Maker, Netscape's email package, and Microsoft Exchange. Microsoft Exchange is a messaging system which has both email and scheduling as well asother utilities. Exchange met all of the user's requirements as well as the technical requirements.Of particular importance is the need at NAL for integrated application suites. Exchange meets thisneed by its compatibility with our existing LAN. It will provide greater functionality andinteroperability with other applications than we currently have available, and it is extremely userfriendly. For those reasons, Exchange was selected for our new email and scheduling package. The next steps are to purchase hardware and software and plan the implementation. Thisprocess is expected to take about six months and will begin in September 1998. Remote Access Expansion A growing need is being expressed for expanded remote access to resources, such as the S andU network drives, LAN-based databases such as the EMC's Thomas Register, Acquisition'sdBase, Indexing's Multites as well as the ISSN database and Cataloger's desktop application. This

Appendix X


is in addition to any LAN-based packages used by the entire library, such as WordPerfect, Lotus,etc. While it may be technically feasible to provide access to some of these resources with existingequipment and some effort on the part of ISD, there are many important issues involved with acomprehensive solution for remote access. These issues need to be resolved before any changes tothe current remote access capabilities can be effectively and safely implemented. Issues thatrequire evaluation are listed in Appendix M. Expansion of remote access is considered a majorproject for ISD staff making it ideal for the first session of the Management Team's analysis whichis addressed in the "Recommendations for NAL Management" section of this document. Intranet One of the many types of networks being explored and implemented throughout governmentand the private sector is an Intranet. An Intranet can be defined many ways but basically is annetwork internal to an organization that uses TCP/IP protocols and Web-based tools. In order forNAL to intelligently evaluate NAL's needs for an Intranet, the Associate Director of Automationrequested that an on-site seminar be provided to his staff to educate them concerning an Intranetin a library setting. To this end, McQueen Consulting was contracted to provide an all-dayseminar entitled Building the Corporate Intranet Knowledge Center. Topics included a basicintroduction to Intranets, how to build a successful Intranet, document management systems,search engines, thin client technology for accessing databases, firewalls and security, as well asmany other topics. The presenter, Howard McQueen, has been devoted to library-relatedtechnologies since 1986. He is the CEO of McQueen Consulting, a Baltimore-based company, thatdesigns, implements, and supports new and innovative Intranet and management-basedtechnologies. In addition to ISD staff, the Web Management Team, Branch Heads, and NAL Managementwere invited to attend. The seminar provided a comprehensive foundation of knowledge on whichto make future decisions concerning an Intranet at NAL. The next step is to determine the priorityof an Intranet Implementation Project at NAL. It is recommended that the Web ManagementTeam take the lead for this project. Security Assessment In order to secure our computing resources and data at NAL, the Associate Director ofAutomation requested that a security assessment be conducted. This security assessment willdetermine the vulnerabilities of our systems and appropriate measures that need to be put in placein order to safeguard data integrity and to protect networks and services from the "hackercommunity", human error, and white-collar crime. The onsite security assessment will beconducted by an independent company and the resulting report will include the methodology usedto conduct the assessment, a detailed description of NAL's network and systems, an assessment ofvulnerabilities and risks including risks with current and proposed network configurations andadministration, recommendations for correcting vulnerabilities and limiting risks, recommendedsecurity policies, and a recommendation for a firewall. A statement of work for the security assessment was submitted to procurement in early May1998. The award was given to Network Associates, Inc., formerly Trusted Information Systems,Inc. The onsite survey and evaluation will begin in June and will include interviews with ISDtechnical staff as well as end users and management. An important outcome from this assessmentwill be specifications for a firewall. It is now a USDA mandate for all USDA organizationsmanaging or controlling Internet access points or gateways to make provisions to have theseaccess points and/or gateways protected by a firewall. The procurement of the firewall will be animmediate step after the security assessment is accomplished. This initiative is a high priority for

Appendix X


ISD. Anonymous Email There have been several requests to allow the use of anonymous email from the publicmicrocomputers in the EMC and Reference. An official policy needs to be developed concerninganonymous email and research needs to be conducted periodically for ways to provide this servicewithout the present security risks. OCLC Dedicated TCP/IP Implementation This project will consist of the necessary routing, filtering, and other hardware and softwareconfiguration changes to be made to NAL's systems in order to connect to the new OCLCdedicated TCP/IP router, to be installed sometime during 1998. ARIEL New aspects of this ongoing project include operations of the ARIEL software in Windows95, testing and installation of an ARIEL machine for the USDA National Arboretum, newscanner/hardware testing and support. EMC NT Server This project involves developing specifications for a server to run Windows NT for the EMC,providing support for the installation and configuration, and ongoing maintenance andmanagement of the server. The server will be used to house various EMC-related applications, aswell as shared data and other databases intended for use by walk-in patrons. It is required in orderto physically and logically separate the internal NT servers, intended for NAL staff use only, froma server to be assessed (and potentially probed, hacked on, and disabled) by the general public.This project will also investigate methods for securing the workstations assessed by walk-inpatrons against intentional or unintentional damage. RIC Server Upgrade This project involves providing assistance to the Rural Information Center as they look for areplacement for their current CRIS database. It would include: setting up RIC-purchased software,installing Windows NT Server, and providing technical input and assistance as necessary inchoosing/developing a new database solution. Some possibilities would include an easy-to-usefront end, connecting to a robust back end database, such as SQL server or some other database. Centralized Procurement of Hardware and Software This project will involve an analysis of the spending trends for hardware and softwarethroughout NAL and a recommendation for combining all hardware and software budgets for anequitable distribution of equipment. Systems Engineering Initiative This is an ongoing project dedicated to system administration of Unix servers andworkstations. System Administration Standard Operating Procedures were developed in 1997 toprovide the framework for administration of all systems. Network Management Initiative

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This ongoing project seeks to find new ways to allow for more efficient management of NAL'sbackbone network. Currently, it consists of various monitoring consoles running differentapplications, such as Compaq's Insight Manager, CiscoWorks for Switched Internetworks,Cabletron's SPECTRUM Element Manager, and others. A copy of Microsoft's SystemsManagement Server (SMS) needs to be purchased in order to provide access to a more fully-functional version of the Network Monitor product included with Windows NT Server 4.0 and acopy of SQL Server needs to be purchased in order to enable the fully functionality of theCiscoWorks package. Currently, the long-term trending analysis capability, necessary to view andanalyze long-term trends on NAL's network, is disabled. SQL Server is required to activate thisfunctionality. Both SMS and SQL Server are a part of the Microsoft BackOffice 4.0 Suite. New NAL DNS This project will include investigating new methods for running various naming services atNAL. This will include DNS, DHCP, an integrated DHCP with dynamic DNS updates, plus a newnaming scheme for network resources at the Library. The current naming scheme does little toprovide information to those responsible for troubleshooting on the network. A newer schemecontaining more informative names for network resources would allow for more efficient use oftroubleshooting resources. State of Information Management at NAL This section addresses the state of information management at NAL as it relates to the tasks setforth in the 1994 EII Planning Report. Since the release of this planning document, NAL haswitnessed a number of accomplishments in the areas of customer service, access to AGRICOLA,NAL's integrated library system (ISIS), cooperative ventures with external institutions, and theavailability of electronic information. Brief descriptions of these initiatives and related activitiesfollow. Establish Customer Service Standards for USDA/ARS A component of this EII planned activity centered on evaluating user needs focussing onUSDA/ARS, the information requirements of its researchers, and their connectivity capability. Inthe summer of 1997, at the request of ARS administration, a survey of ARS scientists and staffwas conducted on their secondary source information needs. The ARS Literature Searching NeedsAssessment was performed within the framework of the continued need to offer the CurrentAwareness Literature Service and provides valuable insights on information gathering techniquesused by ARS researchers and staff. As a result of this survey, anecdotal information also wasgathered on the connectivity (or perceived connectivity) of ARS locations. The resulting report was to be used by ARS Administration to determine if the value of CALSto its researchers justified the cost of providing the service. The service was extended into 1998,but continues to be evaluated by an ARS-wide team which includes a representative from NAL.This team is charged with assessing ARS research information needs and will providerecommendations to ARS administration in the summer of 1998. This assessment will beconducted via a survey targeted to the ARS researcher which complements the one issued in 1997.NAL will take the appropriate steps to comply with the decisions of the ARS administration whichwill be based on the recommendations of the ARS-wide team. In a separate 1997 initiative, the Electronic Media Center began expanding the availability ofits electronic resources to ARS researchers and administrators located within the BeltsvilleAgricultural Research Center. These tentative measures are being taken to test a decentralizedimplementation model whereby access to electronic resources would be negotiated by andprovided through NAL using single points of contact within the cooperating organization. These

Appendix X


contact points would be responsible for implementing the access methods most appropriate forcustomers within their own organizations. Other valuable information such as variability inlicensing agreements and database usage statistics are being gleaned from this initiative. Furtherexpansion and continuation of this initiative will be contingent upon funding and the identificationof practical logistical methods of implementation. Establish NAL's online version of AGRICOLA on Internet In May 1994, Beth Sandore, a visiting scholar from the University of Illinois Library,submitted her report entitled, AGRICOLA Across the Internet--End User Needs. This studyidentified AGRICOLA's target audience, examined the content and indexing practices ofAGRICOLA as they relate to end user searching, analyzed the functionality of systems thatprovided access to AGRICOLA at the time of the study, and suggested important features andfunctions that should be included in an Internet-accessible front-end to the database. In the periodthat followed this report, activities were undertaken to comprehensively identify the recordscomprising this database and load them into a repository for future manipulation. In 1996, ARS Administration agreed that AGRICOLA should be made freely available via theInternet despite the potential loss of revenue from AGRICOLA sale tape subscriptions. NALmanagement further made the commitment to have this resource accessible by June 1998. Due totime constraints and a USDA-wide moratorium on information technology expenditures, NAL'sexisting integrated library system and its web interface were identified as the mechanism forproviding this access. Through this interim solution, NAL will have converted the entireAGRICOLA database into the MARC format which in turn will facilitate future migrations toother systems. Integrated Library System Although not addressed in the EII recommendations, NAL's integrated library system is asignificant component of its information technology infrastructure. The existing system waspurchased as a turnkey solution in 1987 using the VTLS, Inc. software application and running ona Hewlett Packard minicomputer with a proprietary operating system. In 1992, the hardware wasupgraded in order to improve system response time. The system now supports NAL's acquisitions,cataloging, indexing, serials control, holdings, circulation, and AGRICOLA tape productionactivities. It also serves as the online public access to NAL's collection and will serve as themechanism for accessing NAL's AGRICOLA. In response to anticipated challenges in providingcustomers with documents from the NAL collection during the NAL building renovation, thedocument delivery component also will be implemented by August 1998. Continue & establish new cooperative efforts with other agricultural institutions In 1995, NAL in collaboration with several land-grant university libraries established AgNIC(Agriculture Network Information Center) on the Internet to provide a focal point for worldwideaccess to quality agriculture-related information, subject area experts, and other resources. NAL'sspecific contributions in developing new resources include creating: AgDB which is a databasethat provides descriptions of and gateway linkages to more than 700 agriculture-related databases,datasets, and information systems; a directory which provides gateway access to directories ofsubject-and geographic-focused directories of agriculture-related information resources on theInternet; a Directories of Experts in Agriculture database; the AgCal Calendar of Events, acalendar of agricultural meetings, conferences, and seminars with a focus on those of scientificsignificance and that are national or international in scope; a searchable database of emergingplant disease announcements of the American Federation of Scientists' ProMed-Mail mailing listin order to provide access to this important information to those who would otherwise not have it;in collaboration with scientists of the ARS Northern Plains Area Office, a prototype database

Appendix X


which provides access to the scientific research performed by Research Laboratories in theColorado-Wyoming Region; and an ARS Sugar Beet Germplasm scientific dataset prototypecovering research data from Beltsville, East Lansing, Fargo, and Fort Collins. The AGRICOLASubject Category Code organization was incorporated into AgNIC's Directories of Experts inAgriculture, AgCAL Calendar of Events entries for CY 1998, the "Other Calendars" section ofAgCAL, and AgDB to assist users in finding exactly the information they need. Anothersignificant accomplishment was the 1998 migration of this system from an NT platform to UNIX.This migration was deemed necessary to take advantage of the abundance of UNIX-based web-enabling technologies and to conform to the platform used by the other AgNIC institutions. It also has been identified as a high priority for NAL staff to begin incorporating AgNICactivities into routine NAL functions. Beginning with AgDB, NAL staff is redefining the dataelements to facilitate the integration of AgDB record creation into the routine catalogingworkflow. Defining the elements, mapping existing elements into the new ones, and determiningthe flow of these records through the OCLC/ISIS/AGRICOLA/AgDB/GILS system are taskspresently being undertaken by an NAL-wide internal task force. It is envisioned thatimplementation will begin by the end of calendar year 1998. Then, the system will be expanded toinclude input from cooperative institutions. Some modifications may be made to the elements andthe process once the system has expanded to include other AgNIC participants. NAL and its collaborators also have submitted a multi-year proposal to the Fund for RuralAmerica. Technology related components of this grant include identifying and implementing amulti-server search engine and defining the metadata elements used to describe resourcesretrievable via this engine. Other AgNIC initiatives include: expanding AgNIC collaboration toadditional land-grant universities and other institutions that have expressed an interest inparticipating; initiating a marketing program to enhance awareness of the value-added servicesavailable through AgNIC; contingent upon funding, conducting a customer needs survey; andcontingent upon funding, participating in the development of a subject-specific prototypeagricultural information system to benefit small-scale and limited-resources farmers. Make NAL- and non-NAL-produced electronic information resources available During fiscal year 1996, ISD held a series of three web authoring workshops for NAL staff.The purpose of these workshops was to expose interested staff to the concept of documentstructure and to the techniques of HTML-encoding. Courses in HTML-encoding are now anintegral part of NAL's training program and facilitate the posting of documents on NAL's website.These courses will continue to be held as long as a need for them exists. Since the inception of NAL's website, a subset of NAL-produced publications including policyand procedural documents; bibliographies; the 1993 and 1994 Annual Reports; Information Alerts;and vol. 21 numbers 4-8 of ALIN have been HTML-encoded and made Internet-accessible. Eacharea of the library has posted documents and/or created databases relevant to its particular domain.Non-NAL-produced Internet-accessible electronic resources have been incorporated or linked toas the needs were identified by NAL staff or requested by its customers and stakeholders. The sitehas grown so large, in fact, that now the Web Management Team is taking a step back to look atthe existing structure and determine how it can be reorganized to better represent and makeaccessible the information NAL is attempting to share. This along with re-designing NAL's homepage and identifying an appropriate search engine are immediate initiatives the Web ManagementTeam are undertaking. The activities of IMB's Imaging and Conversion Unit are being redirected to facilitate this andother efforts related to the dissemination and archiving of electronic resources. In order to redirectthe staff, existing text digitizing commitments must be honored and completed as quickly aspossible without negatively impacting the quality of the products. The milestones for existing

Appendix X


projects are: Curtis CD-ROM - anticipated project completion in the spring 1998; Agronomy 4 -anticipated project completion in the spring 1998; Agronomy 5 - anticipated project completion inthe fall of 1998; and Food Irradiation 3 - anticipated project completion in the winter of 1998. In January 1998, ICU staff began encoding electronic versions of back issues of ALIN inorder to make these issues Internet accessible and to familiarize themselves with documentstructure and HTML-encoding. This is seen as the first step in the process to produce NALdocuments in SGML for further print or electronic distribution. A related ongoing activity is thatof the NAL AdHoc Committee on Electronic Publishing who are working together and incollaboration with the Library of Congress to develop a Bibliography DTD to be used in thecreation of subject-specific bibliographies. In both of these initiatives, it has been recognized thata more user-friendly, streamlined process must be developed for the creation of SGML-encodeddocuments. A near-term priority is the identification of an electronic publishing suite that willfacilitate these activities. The results of these activities along with those of the Electronic Preservation Initiative, theBean Improvement Cooperative project, and other NAL digitization efforts as well as NAL'sarchival responsibility for the Journal of Extension have led to a significant growing collection ofSGML- and HTML-encoded documents. A system must be developed to methodically provideInternet access to these collections and to ensure the long-term retention of these electronicresources. So far, some prototyping has been done using public domain software and a number ofdemonstrations have been arranged to heighten the awareness of NAL staff on the capabilities ofvarious document management solutions. Next steps include working with the ElectronicPreservation Committee and the Web Management Team to identify and refine the requirementsof such a system. Future Direction of Information Management Technology has changed since ISIS was originally purchased and many library managementsystem vendors (including the one currently supporting NAL's activities) have moved away fromproprietary centralized solutions to UNIX-based client-server ones. Despite the existing USDAmoratorium on information technology expenditures, internal library processes and products needto be re-evaluated to determine which capabilities NAL's next generation library managementsystem should accommodate. This re-evaluation will begin in 1998 with the resulting documentsforming the basis for procurement activities. It is envisioned that implementation of a new solutionwill begin in 1999 and continue through the year 2000. The use of ISIS as the vehicle for providing Internet access to AGRICOLA will provide NALstaff with the opportunity to evaluate the merits of integrating this resource into its librarymanagement system as opposed to a separate technology solution. The planning andimplementation processes also have exposed staff to desirable system and end-user capabilitiesand undesirable limitations. These along with a more formal six month evaluation process willhelp guide the selection and implementation of NAL's next generation AGRICOLA. NAL's desire to create a uniform interface through which all of NAL's Internet-accessibleresources can be accessed may also play a major role in the selection and implementation of thenext generation AGRICOLA. Another initiative presently under consideration would evaluate thestrengths and weaknesses of combining the search and retrieval of SGML-encoded documents andbibliographic records using a Z39.50 compliant database management package, search engine, andfront end. This evaluation study also would examine the workflow and document managementissues surrounding such a system. In implementing a long-term solution of this nature, NAL'sproduction library management system would be separate from one that provides public access toelectronic information.

Appendix X


A Note on Information Technology and Management Projects Information technology and management projects derive from a number of sources. These sourcesinclude: USDA, REE, ARS, and/or their affiliated information resource managementorganizations; NAL management initiatives, end-user requests; and internal ISD tasks. The scopeof these projects vary from the generation of reports to the identification and/or development ofnew systems. Project initiation and implementation also vary depending upon the source and the immediacy ofthe problem. Those stemming from USDA, REE, ARS, and/or their affiliated informationresource management organizations usually entail the gathering and reporting of information, butcan also include the implementation of new administrative or office management systems or a re-evaluation of networking strategies. These are usually mandated, have predeterminedrequirements, and have a finite schedule for completion. Those stemming from NAL management are usually large-scale, resource intensive, and impactentire NAL operations. They require NAL-wide commitment for successful implementation. Anexample of such a project is AGRICOLA98. Internal NAL end-user generated projects enter the ISD workflow through the Request for ISDAssistance. These requests are assigned priorities by the Associate Director responsible for the unitfrom which the request originates. Occasionally, these requests stem from e-mail messages toHelp, or phone calls to the ISIS support line that are found to be more complex and resourceintensive than anticipated. For the most part, Help and ISIS support line messages involve trouble-shooting system difficulties that must be handled as quickly as possible and are therefore notconsidered ISD projects. ISD-related projects are usually technology driven and center on upgrading and maintaining theinstalled hardware and software base and providing for its security. Some ISD-generated projectsinvolve the testing of new technologies for potential NAL implementation. The testing of newtechnologies, however, is often found to be a lower priority than the many other informationtechnology and management needs of the Library. Recommendations for NAL's Management Team The Information Systems Division (ISD) has the responsibility of being cognizant of new andemerging technologies related to NAL and to information technology and management, ofdeveloping and overseeing the implementation of projects, and advising the Library on technologyissues. The Associate Director is the conduit for staff concerns and/or questions about technologyand will periodically report on progress made in the areas of information technology andmanagement. Working with the various units throughout NAL and staying abreast of technologydevelopments, ISD is in a position to determine many of the information technology requirementsof the Library. However, ISD also depends on staff members to relay their needs and questionsconcerning technology issues. Two forms were developed in FY 1997 to serve this need. TheRequest for ISD Assistance and the Request for Electronic Resources. They have beensuccessfully used since their implementation. A combined version of the forms along with somerevisions are expected to be made in FY 1998. More recently, a functional requirements proceduredocument was developed which outlines the responsibilities of ISD staff and the user communityin the development of requirements for new information technology projects. While theseprocedures assist in the processing of requests for technology and management assistance, it isimperative that a formalized approach be used to determine where NAL's resources will be spent.

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It is recommended that an assessment of information technology and information management(IT/M) issues be conducted bi-annually in the months of November and May by the ManagementTeam to determine long-range goals. November is suggested because it follows immediately afterthe busy end of the fiscal year and still allows for the obligation of funds to met needs. May issuggested because it provides the opportunity to redirect funds within the fiscal year if necessaryand it is a six-month separation from the initial fiscal year assessment. As part of this assessment,the Associate Director for Automation will provide a status report on all IT/M projects. The bi-annual sessions will allow the Management Team to confirm or reassess priorities and will fostergreater understanding of Branch or Unit specific information technology or management issues. Itmay also facilitate the generation and completion of future requests. In addition to the bi-annual assessment, it is also recommended that new IT/M issues bediscussed, as needed, at the weekly Q2 meetings. This will provide an opportunity for allbranches, task forces, and committees to submit through their Associate Director all suggestions,concerns, and questions regarding information technology and management as they may apply toNAL. To facilitate discussion and potential action, these topics will be presented with:

Problem Definition: A clear statement of the problem or need being addressed. Point of Contact: Contact information for in-house person who can provide additionalinformation. Current Operational Analysis: A description of the way in which tasks are now being done.This also may include a statement of what cannot be done due to the limitations of currenttechnology. Available Options: If known, provide information on how this problem has been resolved inother institutions. Include source or contact information. If web-based, include URL. Potential Impact: Indicate other NAL units that may be impacted by implementing or notimplementing a solution. Recommended Priority: The priority level that the originator thinks the project should beassigned.

The Management Team will evaluate all presented issues and determine a priority for thoseslated for immediate action as a project. This priority ranking will be incorporated with currentprojects. While the coordination and/or implementation of many projects are the responsibility ofISD, projects may also be assigned to PSD or TSD for coordination. The decision of assignmentwill be made by the Management Team. Projects given to the Associate Director for Automationwill be assigned to the appropriate ISD branch for implementation or for further evaluation. Small-scale projects that can be implemented are those that can be done quickly, do notrequire special resources, will not affect other projects or activities, and do not require specialconsideration or options. Large-scale projects requiring further evaluation are those that are timeintensive, require additional resources, pose security risks, and need additional evaluation. If it isdetermined by ISD that additional evaluation is required, the evaluation will be conducted by anISD staff member who will work closely with the point-of-contact. They will prepare informationfor the Management Team to further assess and determine a priority. The research and evaluationconducted for each topic may vary. For example, topics requiring a large-scale study will only bedefined as such but will include an approximate cost and time line. Those topics requiring lessresearch or topics with which ISD staff has expertise will have more details reported. It is the goalto provide to the Management Team information in these areas for each topic.

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Problem Definition: Formulate a clear statement of the problem or need and recommend aproject coordinator. Current Operations Analysis: Define the way in which tasks are now being done that will beautomated by the requested technology. This may include a statement of what cannot bedone due to the limitations of current technology. Available Options: Provide known alternatives for solving the technology need. Evaluatehow each alternative synthesizes with other library operations. Evaluation: The evaluation will be the development of a detailed functional requirements(process is currently being developed by ISD) with the focus on expected performance notthe method to be used. This step may be delayed until after approval of the project by themanagement Team since it is usually a lengthy process. When possible, a synopsis will beprovided.

Potential Effects on the Library and Associated Risks: Provide information on ways thetechnology may affect the Library including organizational changes such as more dependence orindependence among branches, facility alterations that will be needed such as wiring andrelocation of equipment, and staff and patron concerns about changes in procedures and staffreduction that automation can bring. Information on the risks associated with implementing andwith not implementing the technology.

Resource Requirements: An estimate of staff and funds needed to implement and maintainthe technology. The current projects may be affected because of a need to redirect staff to anew project. Projected time lines: An estimate of the major milestones and projected length of time tocomplete. For large-scale projects, time lines will be given for studying the technology andmaking a recommendation. Recommended Priority: A priority recommendation relative to other technology issues beingconsidered for implementation.

The Management Team will evaluate all proposed projects and provide a report to NAL staff.The report will contain a list of projects in priority order, project coordinator, Divisions' points ofcontact, funds origination, and any specific requests or comments. It is recognized that not allprojects can be implemented due to resource constraints. The Management Team will providereasons for the ranking and include reasons projects were delayed or rejected. Perceivedadvantages to each project will be included in the management Team's report supporting theircommitment on decisions. Appendices Appendix A -- Status of EII Recommendations Appendix B -- Graphical Representation of the NAL Infrastructure Appendix C -- Project Plan for Catalyst 5000 Integration Appendix D -- Graphical Representation of BARC ARS Backbone Network Appendix E -- Windows NT LAN Planning Process Appendix F -- NT LAN Server Applications and Description of Application Appendix G -- Databases Available on EMC Servers Appendix H -- NAL Servers and Their Applications Appendix I -- Responsibilities and Qualifications for NAL Webmaster Appendix J-- Web Management Team Charter

Appendix X


Appendix K-- Graphical Representation of Available Remote Access Appendix L -- Departmental Notice 3120-1, Technical Standards Architecture Note: Other appendices reflecting IT policies will be added to this document.

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Appendix Y

USDA Blue Ribbon Panel on the National Agricultural Library

Task Group on Section D of

the Questions for Long-Range Planning

Members: Philip Hudson, Martin Apple, Austin Hoover, Robert Willard

I. CHALLENGES AND FUTURE THREATS FOR NAL OR ITS LEADERSHIP ROLE The NAL has an important role as the library of the U.S. Department of Agriculture. Its mostimportant role may be that of being a leader in the field of agriculture information. To optimize itseffectiveness in that role NAL will need to focus on its expressed vision that "agricultureinformation will be more accessible to more people through technology," and that "the NAL willlead in the information revolution by forging partnerships and exploring new methods andtechnologies that advance open and democratic access to information." We applaud the above vision set out by the NAL in its Vision statement, but see the NAL asstruggling in its fulfillment due to resource restrictions and competing expectations. The Internet: The internet has created a challenge for all libraries. A rapidly growing user baseprefers on-line searching as a methodology for both speed and comprehensiveness. Libraries haveplayed an historically significant role as places where information resources are stored andaccessed. The internet has changed and will continue to change the way research is conducted andneeds for knowledge are, and can be, fulfilled. Continued leadership in the internet field willrequire new perspectives, ongoing new ideas and understandings, and a significant commitment offinancial and human resources. Visibility: NAL may be providing valuable services that are largely invisible to key decision-makers who affect NAL. Resources: Shrinkage of financial resources over the past several years has diminished the abilityof NAL in its leadership role. The library management system (software) is old; facilities are inneed of repair; services have not been able to keep pace. Federal budgets for agency programs andservices (non-entitlement) have been restricted for several years and will probably continue to berestricted in spite of projected surpluses. Staff: Seen as a current strength of NAL, the question remains to how long NAL will be able torecruit and retain top-flight staff with budgets shrinking in real dollar terms. Market Adaptation: NAL action planning emphasis needs to be more emphatically shifted fromdata collection and retrieval / broadcasting into addressing and satisfying a wider spectrum ofcustomers' changing needs for information, analyses and knowledge management.

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Information has no value if it is not used; its value is measured by its use. However, there needs tobe a measure of the "future value" of some information, a novel Net Present Value estimation.The current costs associated with the retention of unused information can be justified by somemeasure indicating that some of the information be retained now will not have value (be used)until years in the future. Strategic choices: The role as USDA's library is assumed as a baseline requirement for NAL andwell within its capacity. Leadership in the field of agricultural information requires difficultstrategic choices. What resources will be allocated to NAL the place, what resources to on-lineservices versus physical texts, what toward preserving historical treasures versus advancing newknowledge? AGRICOLA, for example, has served as a leading solution for agriculture researchers. Morerecently it is not delivering up to expectations in some user's eyes because shrinking budgets havecreated gaps that compromise its value. Researchers are increasingly turning to alternatives,sometimes much more costly. What steps could be taken by NAL to receive some of all of thedifferential revenue that users are willing to forego when they seek such alternatives? Advocates: NAL lacks a strong constituency to lobby for resources.

II. DEFINING AND SATISFYING THE CUSTOMER BASE The future of customer groups needs to be assessed, along with potential competition to satisfytheir needs, to see where the NAL niches may be developed or strengthened. This matrix needsdata & conclusions, including determining the different strategies that are best for each basic typesof user: Customer Segments What type of

Services dothey neednow?


Whatcompetitionmay servethese needs?

NAL's strengthsin this niche, bothpresent andpossible in future

ARSOther USDA

FDA Other Federal EducationInstitutions Land grant, 1890 Priv. Coll, K-12

Agribusiness Small Farmers;Extension Services

NGOs; Non-profitOrganizations

ProfessionalAssociations

International

There is a need to enhance NAL marketing and marketing research on changing customer needs.

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Regular surveys of customers, prospective customers, and other stakeholders are needed in orderto reallocate resources and optimize services. Perhaps the Friends of NAL might be a source forsuch ongoing research that might be otherwise encumbered if attempted by traditional federalchannels.

Alternative Customer Segmentation

Alternative customer segmentation should be developed for two purposes: first, to be able tounderstand and capture both newly emerging types of users and newly emerging areas of need forinformation, and second, to be able to better develop new areas of expertise withing the nAL toensure that NAL maintains its leadership. It is more important to have the ability to appreciate andunderstand early the changing needs of customers than to pick easy-to-document categories thatmask the emerging trends and require NAL to redeploy more resources to catch up. One suchexample is shown below. Customer Segments What type of

Services dothey neednow?


Whatcompetitionmay servethese needs?

NAL's strengthsin this niche, bothpresent andpossible in future

Res Scientists - ARSRes Sci-entomology ResSci-pathology Res Sci-soil science Res Sci-genomics Res Sci-nutrition Res Sci-foodsafety, etc. Res Sci-Other

Government MangersBusiness Managers

Extension Agents Campus LibrariansOther Librarians

Agribusiness-cropsAgribusiness-animal

Small Farmerss-crops;Small Farmerss-animals

Economists Grad StudentsOther Students

Foresters Ecologists Biotechnologists Historians Informatics Legislators Knowledge Management

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Etc. Etc.

III. NAL LEADERSHIP OPPORTUNITIES IN THE NEXT 20 YEARS

The leadership challenge facing NAL might be highlighted by focus on a grid of strategicchoices between on-line versus physical texts and historical research versus research that advancesnew knowledge. It is in the quadrant of on-line approaches that create and advance newknowledge where we believe that the most critical and expanding leadership role can be played byNAL.

This leadership role for NAL might mean focusing on a Knowledge Management approach thatwould facilitate the value, growth and use of new agricultural knowledge. This leadership direction might be best served by turning the NAL basic paradigm from thebiggest and best collection of knowledge into the most rapidly evolving and effective processesfor gathering and distributing agricultural knowledge. Some other possible leadership roles could be:

Facilitation of dialogue of researchers on topics of new knowledgeNAL could be an effective partnet with the other National Libraries and other leadingexperts in creating uniquely effective new search engines/search processes inagriculture;NAL's future Expert Search software, designed for agriculture, could lead allother national libraries in effectiveness.Teaching agriculture knowledge management processes to colleagues in the field

IV. STRATEGIC DIRECTION - OPTIONS FOR NAL

A. Serve as the hub in a differentiated information network that includes land grants, otheruniversities, company libraries and topical www networks.

B. Premier expert assistance on Ag research is an important NAL service to university libraries.Expand this important staff resource by recruiting specialists in important knowledge fieldsand train them in library sciences as subject specialists.

C. Organize NAL services better for customer segments using "market managers" who wouldadvocate for services to meet those customers' unique needs, market to those customers, andbuild constituent support among those customers.

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D. Focus on what is not indexed elsewhere and do a good job at that. Work out cooperative

agreements with the States to index state agricultural publications.

E. Select leadership niches (e.g: develop the [online] intelligent search system that always mostrapidly and most accurately provides the most useful answers to the most diverse range ofknowledge searchers).

F. Develop funding strategies for various services. As each NAL's service becomes exemplary,construct user fees to support that service. Benchmark against services such as ChemicalAbstracts. Inform and mobilize constituent groups to secure funding for certain services.

G. Explore long-term loan/donation of rare book collections to the LOC or universities withinterest in historical agricultural research, especially if they can attract private sectorendowments to maintain and display.

H. Coordinate the vocabulary/definition/classification/organization of agricultural information,regardless of where it is.

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Assessment of the National Agricultural Library and Recommendations for Revitalization

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Assessment of the National Agricultural Library andRecommendations for Revitalization

AssessmentA task force was appointed in September 2000 to assess the National Agricultural Library (NAL)in pursuit of its legislated mandate to serve as the chief agricultural information resource of theUnited States1. The task force conducted an extensive study of the mission, management,programs and operations of the NAL. Study methods included stakeholder surveys, comparisonswith other national library operations, and internal reviews. Task Force findings were issued in the"Report on the National Agricultural Library – 2001." Through this report the task force laid afoundation for substantive recommendations to the Department for the revitalization of NAL, animportant information resource for the food, fiber, and agriculture enterprise. The task force report is available at: www.nal.usda.gov/assessment/

Public CommentThe National Agricultural Research, Extension, Education, and Economics Advisory Board (TheBoard) advises the Department of Agriculture and its land-grant university partners on relevantpolicies and priorities and their effectiveness. The Board also provides customer input in strategicplanning for the USDA Research, Education, and Economics mission area. The Board operates under the authority of the Federal Advisory Committee Act2 (FACA) whichrequires broad public input in the development of consensus recommendations. To this end, thereport was made available for 30-days of public comment. One hundred and nine comments werereceived from a wide range of customers and stakeholders. The comments were summarized,analyzed and submitted to the Advisory Board for their consideration. The report on public comments is available at:www.nal.usda.gov/assessment/comments/title_page.html

RecommendationsAt the request of USDA's Under Secretary for Research, Education, and Economics, the NationalAgricultural Research, Extension, Education, and Economics Advisory Board reviewed the"Report on the National Agricultural Library – 2001." The Board issued recommendations basedon collective review of the Report together with the results of thirty days of public comment,which concluded on September 16, 2002, and information gathered from other sources. The Board issued recommendations which were sent to the Secretary of Agriculture and toCongressional Agriculture committee chairs. The recommendations are available at: www.nal.usda.gov/assessment/comments/advisory.html ____________________

Assessment of the National Agricultural Library and Recommendations for Revitalization

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1"Food, Agriculture, Conservation and Trade Act of 1990" codified at 7 USCS 3125a (Back1)241 CFR Parts 101-6 and 102-3 Federal Advisory Committee Management; Final Rule(Back2)

Assessment Report || Public Comment || Recommendations || [email protected] Last Updated February 7, 2003


Report on NAL

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AppendicesPDF Version - Full Report

(Note: This document is about 9 MGs.)

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Summary and Analysis of Public Comments: "Report on the National Agricultural Library - 2001

http://www.nal.usda.gov/assessment/comments/contents.html[2/10/15, 10:11:32 AM]

Summary and Analysis of Public Comments: Report on theNational Agricultural Library - 2001

Report Cover Page

Summary and Analysis of Public Comments: Report on the

National Agricultural Library – 2001

Table of Contents

Executive SummaryIntroduction Reaching NAL's Diverse Stakeholder PopulationMapping Comments to the Report Recommendations Results

I. Innovations in Information ServicesII. Organizational StructureIII. Planning and Evaluation ProcessesIV. Leadership

Other Observations DiscussionHTML Version - Full Report(Note: This document is about 167KBs.)PDF Version - Full Report(Note: This document is about 210KBs.)

Report Index || Assessment Report || Public Comment || Recommendations || [email protected] Last Updated February 7, 2003

http://www.nal.usda.gov/assessment/comments/execsummary.html

http://www.nal.usda.gov/assessment/comments/introduction.html

http://www.nal.usda.gov/assessment/comments/stakeholder.html

http://www.nal.usda.gov/assessment/comments/mapping.html

http://www.nal.usda.gov/assessment/comments/results.html

http://www.nal.usda.gov/assessment/comments/results.html#innovations

http://www.nal.usda.gov/assessment/comments/results.html#organizational

http://www.nal.usda.gov/assessment/comments/results.html#planning

http://www.nal.usda.gov/assessment/comments/results.html#leadership

http://www.nal.usda.gov/assessment/comments/otherobservations.html

http://www.nal.usda.gov/assessment/comments/discussion.html

http://www.nal.usda.gov/assessment/comments/summary.html

http://www.nal.usda.gov/assessment/comments/summary.pdf


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National Agricultural Research, Extension, Education, and Economics Advisory Board

Executive Director Mailing Address:

Room 3918 South Building STOP 2255

REE A dvisory Board Office 1400 INDEPEND ENCE AVE SW

U.S. Department of Agriculture Washington, DC 20250-2255

Washington, DC 20250-2255 Telephone: 202-720-3684

FAX: 202-720-6199

Improving Public Understanding and Appreciation of Agriculture

White Paperof the

National Agricultural Research, Extension, Education, and Economics Advisory Board

The U.S. Department of Agriculture has been considering the problem of improving publicawareness of the success of the U.S. agricultural system. A recent report, CommunicationImplementation Committee Recommendations Report (October 1996), has outlined some veryimportant steps that the Department should consider. The National Agricultural Research,Extension, Education, and Economics Advisory Board (NAREEE) supports therecommendations raised in this report.

Additionally, NAREEE believes it is imperative for the Department to develop consistentcommunication goals and institute mechanisms to foster creative thinking about effectivelymeeting such goals. NAREEE believes that effective communications can only be achieved byintegration of the responsibility into line programs. Further, NAREEE is concerned that theseparation of the communications and press relations functions have become so blurred thattimely and effective communication is often hampered by unnecessary institutional controls.

The NAREEE recommends that all of the Department’s communication efforts be focused uponachieving certain defined goals. The NAREEE suggests the following communication goals forthe REE mission area:

1) Improve science literacy in consumers and policy makers;

2) Restoration of public confidence and credibility in the Department’s naturalresource and environmental programs, as well as agriculture’s ability to producefood and fiber that is high-quality, safe, abundant, and affordable;

Honorable Dan Glickman COMM UNICATIONS WHITE PAPER

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3) Regain and/or establish public understanding of and commitment for agriculturalresearch and education;

4) Provide targeted information on the important public return on investments madein agricultural research and education;

5) Support important review and accountability programs ensuring the long-termrelevance of agricultural research and education programs; and

6) Satisfy the public that agricultural research and education programs efficiently andeffectively address important matters of national, state, and local concern.

In achieving these important goals, the Department must rededicate itself to communication incogent and understandable ways which the public can understand. Redoubled and innovativeefforts must be undertaken to translate science into a public language of relevance to consumingAmericans.

NAREEE recommends that the Secretary identify two or three (blockbuster) programs regardingmore effective public communications in which to break the existing inertia and point toinnovative ways the Secretary and the Department can more effectively communicate with theAmerican public. To this end, NAREEE has identified three such possible suggestions:

I) Commitment of Departmental Leadership & Line Employees to Quality and Effective Communication;

II) Major Public Awareness Campaign; and

III) Taking Full Advantage of Modern Information Technology.


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NAREEE recommends that the Secretary develop programs that emphasize these three points asexpanded on below:

I. Commitment to Quality and Effective Communication

Challenge: The U.S. Department of Agriculture is in need of a meaningful QualityCommunications Program instituted by the Secretary, implemented by heads ofthe Research, Education, and Economics mission area, and established for thetraining of all employees. (Although the REE mission area is referenced here incontext, the ‘Commitment to Quality and Effective Communication’ should applyto all employees within USDA.) It must be the objective of such training toinstitutionalize effective public education and communication into theresponsibilities of line employees.

All quality programs are based on the fundamental premise that seriousmanagement involvement is mandatory for success. Thus, active managementparticipation is an essential ingredient to get employees to buy in to the need forsuch programs.

Result: USDA will recognize and communicate with its numerous customers - internally,externally, and the American public. There is considerable work to do to makesure employees know who their customers are, know what they want, and knowwhat they need. Research, Education, and Extension personnel will recognize thevalue of and routinely integrate effective public education and communicationinto line responsibilities.

Approach: Must first get all USDA employees excited (empowered) about agriculture,quality, and agriculture's impact on American citizens in order to get customersexcited. The approach must be new, not a repackaging of old messages. Messages must resonate with contemporary customer needs and interests.

Example: Three-day mandatory Quality Program Session for all USDA employees. Thissession should focus on mechanisms by which employees can effectively: 1) interact with stakeholders to ensure relevance of program work; and 2) creatively communicate the value of the work they do.

A Quality Program that empowers all USDA employees will, by definition,institutionalize employee communication to the public on the value andattractiveness of agricultural research.


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II. Major Campaign to Enhance Public Awareness of Successes of AmericanAgriculture and the Fascinating Challenges of the Future

Challenges: (1) Effectively convey the importance and relevance of the American food andfiber system to the health and welfare of Americans. Must be done from theperspectives of the U.S. citizens -- be captivating for all ages.

(2) Build the scientific and production workforce and support base for agriculturein the future. Invoke questions - Who develops all those interesting things? Howdo I get involved?

Result: This campaign should improve upon as well as offer a step beyond the USDAtraditional outreach, training, and education system in place. Examples givenbelow may be costly and will require resource sharing and strengthenedpartnerships with public and private sectors - but will also effectively reach out tothe broader public and inspire new questions of agricultural scientists and otherworkers.

With appealing and informative attention grabbers, the highly needed publicunderstanding and appreciation of agriculture practices and achievements wouldbe attainable in areas such as:

! economic impacts of our food, agriculture, and forestry system;! international trade;! nutritional value of food;! new biodegradable products from agricultural research for health and utility;! research and education on the safety of food (farm to table); ! impacts of technology (e.g., biotechnology, irradiation, information technology); and! responsible agricultural practices relative to environmental research on reducing pest damage, infectious diseases, and detrimental effects of climate and weather on food and agriculture.

Examples: 1) Major public TV event that focuses on USDA - [Ken Burns-type multi-part Documentary Series]

Goal: engaging, thought-provoking, historical, futuristic, illustrative ofsound science and high priority issues in clear, understandable language. Documentaries on Justin Morrill, Smith & Lever, etc.

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Examples 2) Video games, Cartoon television shows or multi-activity, Educational(Continued): shows for children [similar to Oregon and Amazon Trail videos, and

Barney, Little Bear, Magic School Bus, Mr. Rogers Neighborhood-typeshows]

Goal: an engaging, entertaining, and learning show for pre-school andelementary children, using imaginative names (Calvin Cornflower,Freddie Filet, etc.) - [Bill Cosby, Bill Murray-type productions].

3) Engaging and/or Interactive Exhibits at Expositions, Museums, and Themeor Recreation Parks [like Epcot Center]

Goal: visibility to large groups of people, on trendy high focus issues orevents, drawing public attention, interest, and excitement.

4) Collaboration with the Smithsonian Institute to develop an interactivedisplay which capitalizes upon the USDA presence on Capitol Mall

Goal: to capture visitors to the Capital City with imaginativepresentations regarding the importance of the Nation’s food and fibersystem.

5) Cooperative education programs with those who deliver, market orotherwise present the products of the American food and fiber system toconsumers

Goal: to leverage the resources of USDA with those of groups like theNation’s grocers, restaurants, and clothing manufacturers and retailers. [Example: Ag In The Classroom]

6) Assembling top marketing and media experts for their input on effectivemechanisms that reach out to and captivate the broader public interest overthe short- and long-term

Goal: broaden USDA’s insight on successful and creative marketing andcommunication techniques.


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Examples 7) Sponsor a high level Secretary's Summit on Public Understanding and (Continued): Appreciation of Agricultural Science and Technology

Goals: engage the White House, members of Congress, and high levelofficials from Federal agencies, State and local governments, the Land-Grant system, news media, and broad agriculture community in a highlyvisible Summit to emphasize the importance of agricultural science andtechnology to every American; highlight the achievements of food,forestry, and agriculture research and the many benefits of research tosociety; invite the President or Vice President to present the keynoteaddress, reaffirming the Administration's ongoing commitment toagriculture research and education; involve the National Academy ofSciences Review Committee.

III. Information Superhighway

Challenge: USDA must take full advantage of the information superhighway by developingwell-presented, well-organized and timely Web Pages and Chat Rooms, with linksto many other sites. In addition, the popularity of CD-ROMs (for digital access oftext and audio) provides consumers with numerous choices for reference tools,entertainment, and learning.

Result: The information superhighway will enable anyone with a question and a computerhaving online access to quickly reach reliable and attractive USDA informationthat represents sound science and factual information, and to network withexperts in a particular field or subject area. CD-ROMs provide the added depth ofcoverage and audio and visual attractiveness, which are appealing to youth andadults alike as an enjoyable learning activity.

Example in Point: When the news of “Dolly” hit the press, within 48 hours, USDA should havehad on the Web site a summary of current USDA work on genetic engineering,the reason for it, how it will positively improve the average American in the 21stcentury, and how USDA is acting responsibly in questions such as cloning, etc.

! This is an example of where NAREEE feels USDA should be in the process,function, and response modes on any highly visible issue. This approachdemonstrates responsiveness and expediency of action by the government forcrises or “hot” issues. (Once information is accessible on a Web site, bydefinition, it becomes public news.)

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BACKGROUND

Secretary’s Charge to NAREEE: In December 1996, Secretary Glickman met with the AdvisoryBoard Chair and Vice Chair and charged the Board with the challenging task to recommend amechanism by which USDA could improve public understanding and appreciation of food andagriculture as well as could clearly communicate to the public the many benefits of agriculturalresearch on quality of life. In response to this charge, the Advisory Board established a WorkingGroup on Performance Assessment and Public Education at its second meeting held in March1997. The draft White Paper of the Working Group was adopted by NAREEE at its meeting on11/5/97.

The public in general does not understand what agriculture is, what agriculture does, how USDAoperates as an Executive Branch Department, the roles of key agencies, divisions and units, theimportance of food, forestry and agricultural research, as well as the potential challenges for ouragriculture system (threats and scientific advances) for Americans in the 21st century. Thesignificance of changing this view of agriculture, whether it be a perceptual or a realistic one, iscritical to U.S. agriculture’s structure, function, and success in the coming years.

The Advisory Board broadly defines stakeholder as “any individual or group of individuals whohave a vested interest in, or are affected by, food and agricultural research, extension, education,and economics” when addressing its wide range of mandated activities. Although this definitionapplies well to this overall charge, NAREEE believes emphasis of the outcome of this chargemust be on the average American - the non-agricultural community representing the everydayconsumer - youth, elderly, families, community, who face common concerns as a U.S. citizen,such as economic prosperity, food safety and quality, environmental pollution, and human health.

NAREEE also believes that all the key groups must be involved from the highest USDA levels tothe grass roots, including: 1) USDA Personnel; 2) USDA Partners; 3) Media; 4) Producers and Ranchers; 5) Processors and Handlers; 6) Businesses; 7) Environmentalists; 8) Consumers; and 9) General Public.

The Advisory Board endorses the October 1996 Communication Implementation CommitteeRecommendations Report as the general framework for USDA action. The CommunicationsReport was published by an REE interagency committee to further one of severalrecommendations generated from findings of an REE Quality Research Initiative Task Forcestudy that reads:

“III. Effective communication of purpose, objectives, and results is important to establishingresearch relevance.

1. REE leadership should: promote the progress and excellence occurring inagricultural research and invite experts from both the agricultural and nonagriculturalcommunities to share in panel discussions on agricultural research issues.

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2. The current information services should do a more effective job of getting the messageout to the broader, nontraditional agricultural community and the general public aboutwhat REE is doing and accomplishing.

3. Strong ties need to be established -- and where already established, reinforced (sic) --with both users of REE data products and other government data producers to facilitatethe generation of the most useful and cost-effective data products possible.

4. Quality declarations for all REE data series should be produced. Such declarationswould provide interested users with important information for decision making as well asassurances about the quality of REE data products they employ.”

December 1997