Technology in Libraries Investing in the Future Whitepaper

8/19/2019 Technology in Libraries Investing in the Future Whitepaper

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April 2015

lorensbergs

Technology inLibraries: investing

in the future


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www.lorensbergs.co.uk 1

Technology in libraries: investing in the future

Table of Contents

Executive summary ................................................................................................................................. 2

Introduction ........................................................................................................................................ 3

Research methodology ....................................................................................................................... 3

Part 1: Library Technology Review .......................................................................................................... 3

1.1 Operating systems and the People’s Network – current status ................................................... 3

1.2 Operating systems future planning .............................................................................................. 4

1.3 Wi-Fi in libraries ............................................................................................................................ 5

1.4 Wireless printing in libraries ......................................................................................................... 6

Part 2: ICT Deployment and Support in Libraries ................................................................................... 7

2.1 People’s Network deployment methods ...................................................................................... 7

2.2 Library ICT models ......................................................................................................................... 9

2.2.1 Mixed ICT support models ................................................................................................. 10

2.2.2 Centralised ICT support ..................................................................................................... 10

2.2.3 Outsourced ICT .................................................................................................................. 11

2.3 Coordinating with third party suppliers ...................................................................................... 12

2.4 Hosting requirements ................................................................................................................. 12

Conclusions and recommendations ...................................................................................................... 13

About Lorensbergs ................................................................................................................................ 14

Diagrams

1.0 Operating systems in use on People’s Network PCs…………………………………………………………….……..4

2.0 Extent of Wi-Fi presence in public library authorities………………………………………………….……………….5

3.0 Importance of wireless printing to library services……………………………………………………….……………..7

4.0 Library authority ICT support arrangements…………………………………………………………………………………9

5.0 Hosting requirements for public library authorities……………………………………………………………………12


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Executive summary

This whitepaper reviews technology provision across UK public library authorities. It focuses on the

status of People’s Network PCs, Wi-Fi and wireless printing as three key services that contribute to a

modern public library service. It also compares approaches to library ICT support and maintenance,

giving an overview of ICT resourcing structures to assess how far library needs are being met.

The key findings cover:

The suitability of the operating systems used across People’s Network PCs, with Windows XP

still featuring in up to 50% of library authorities

Different approaches to the deployment of the People’s Network, including traditional thick

client, thin client and virtual desktop infrastructure (VDI) – an area gaining importance given

hardware funding issues and delays in technology upgrades

The extent of Wi-Fi roll out – complete in only 40% of library authorities – with an overview

of the work left to be done, following funding provision in the 2015 budget but other issues

to consider beyond the financial

Libraries’ plans for wireless printing as a way of further leveraging wireless network

investment – interest for introducing this service has recently grown to include nearly half of

all authorities

The complex support arrangements often in place, comprising different teams and a move

towards more authority-wide initiatives – nearly 60% of libraries rely on centralised ICT

resources, and 25% now outsource their ICT

In this context, ideas around library technology provision, its hosting, coordination and

communication are explored. This is with a view to supporting library authorities and all ICT

stakeholders as they progress towards achieving a modern and sustainable library service.


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Introduction

The use of technology in the delivery of services is fundamental to a modern and efficient library

operation. The right applications, platforms and infrastructure are critical both to the library user

experience, and the ability for staff to carry out their work. The essential technologies cover a range

of operational aspects, not least the provision of public access PCs, printing and Wi-Fi.

PCs in public libraries comprise one of the most popular and relied on library services available.

Through the ‘People’s Network’, libraries offer access to the internet, software and digital content

and have a key role in promoting digital inclusion within their communities. Access to internet via

Wi-Fi and the ability to print in the library are also core offerings – they ensure the service remains

attractive to users and that it continues to meet their needs.

Library authorities seek to acquire and maintain the necessary technologies for these and other

services. This research examines the successes and challenges that this has involved. It measures the

current status of the People’s Network in terms of operating systems in place and plans for the

future. It also summarises uptake of Wi-Fi and explores the introduction of wireless printing services

to branches. The findings are discussed in the context of People’s Network deployment methods and

libraries’ ICT support arrangements, with a look at the various models in place, as well as

expectations and requirements for hosting of services.

Research methodologyLorensbergs, provider of the netloan PC booking and session management system which is in use

within 50% of UK public library authorities, carried out research across its library customers. A total

of 52 library authorities responded to an online survey in the last quarter of 2014, which gathered

both quantitative and qualitative data on their technology position, setup and future planning.

The findings of the survey were discussed and further feedback provided across a series of netloan

user group events involving 85 representatives from 57 library authorities. In total, 67 authorities

have been involved in the research.

Part 1: Library Technology Review

1.1 Operating systems and the People’s Network – current status

The operating systems in use on PCs play an important role in the user experience and are also a key

consideration for service support. Libraries were asked to describe which operating systems were

used by their People’s Network PCs. While 62% of libraries are using Windows 7, there are 50% of

libraries still using Windows XP to some extent. Microsoft’s support for this operating system ended

in April 2014, so an upgrade is long overdue. Almost a third of libraries on XP have already begun

their transition to Windows 7, and have a mix of operating systems in place.


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Diagram 1.0: Operating systems in use on People’s Network PCs

So far two library authorities have made the move to Windows 8 for their entire People’s Network.

There has been some hesitation by libraries in moving to this operating system which launched in

late 2012. The lack of familiarity for users with Microsoft’s new ‘Modern Interface’ as an alternative

to the PC Start screen contributes to the delay to adopt Windows 8. Nonetheless, the new

interface’s compatibility with touchscreens and its contemporary design have been amongst the

motivating factors for libraries that have moved to this platform. Windows 8.1 launched in late 2013

and adds the option to start PCs in the traditional desktop rather than use the ‘Modern Interface’, so removing one of the objections to adopting this operating system and supporting further movement.

1.2 Operating systems future planning

Respondents were asked about their future plans to change operating systems. There is a sense of

urgency to complete the move from XP, with various reasons for the delays. Two of the reasons

given were central ICT resourcing or process delays and also the “need to replace older equipment ”

as being an essential part of the project and therefore requiring additional funding.

76% of libraries still on XP were expecting to migrate in the next 6 months, with a further 20% in thenext 12 months. The majority (88%) were expecting to move to Windows 7, and 8% to Windows 8.1.

A minority (4%) still didn’t have plans to change system.

A further 8% of libraries are expecting to move from Windows 7 to Windows 8.1 in the next 1-2

years. There is some uncertainty amongst libraries at this stage on whether to wait for Windows 10,

with only one library authority on Windows 7 planning their move to this new platform in the next 1-

2 years.

There is some interest in moving to a thin client operating system, although some caution being

exercised when considering this method:

0% 10% 20% 30% 40% 50% 60% 70%

Other

Windows 8

Windows 7

Windows XP


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“Tests would be needed to make sure that speed is not impaired when lots of people are looking at

online video resources.”

A further library commented:

“I have requested a Google Chromebook to test it out as a possible replacement for public computersbut it is not clear whether we are going to actually do it.”

1.3 Wi-Fi in libraries

Wi-Fi presence and plans for expansion is focused primarily on the main library branches. Fewer

than 40% of libraries have Wi-Fi in all branches, although some were in the final roll out stages for

their remaining sites. Two authorities were yet to introduce Wi-Fi to any of their library branches.

The scatter diagram below illustrates for each library authority how many branches have Wi-Fi and

how many do not.

Diagram 2.0: Extent of Wi-Fi presence in public library authorities

With the majority of libraries yet to roll out Wi-Fi in all branches, respondents were asked about

their plans to expand provision more widely. 30% were expecting to expand Wi-Fi to further

branches in the next 6 months, 14% in the next 12 months, and 4% in the next 1-2 years. 10% of

authorities didn’t yet know the timeline for Wi-Fi expansion.

For those 60% of libraries with scope for expansion, nearly 30% had no plans for further roll out,

although these tended to be authorities which already had Wi-Fi in a large number of branches. Lack

of expansion timescales beyond the initial, and usually bigger sites, is in some cases due to

uncertainty over future community branch funding or management arrangements. The longer lead

Library authorities

with Wi-Fi in all

branches = 40%

Library authorities

with Wi-Fi in majority of

branches but many

smaller branches with

no plans for rollout

= 20%

Library authorities with

Wi-Fi in minority of

branches, with different

timelines on expansion

= 30%

Library branches with Wi-Fi


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times are also sometimes due to libraries being part of an authority-wide wireless network agenda.

There has also been some general funding uncertainty delaying Wi-Fi expansion, although for English

libraries the 2015 budget announcement should help remove this impediment.

Wi-Fi signal strength and network speed are under scrutiny, with some investment being planned in

fibre or cable broadband and more access points. Some Wi-Fi projects are more far-reaching. One

library authority is planning to expand coverage to include a number of community centres and

another has already expanded Wi-Fi to other council-run buildings. In a few further cases, corporate

ICT authority-wide initiatives are extending Wi-Fi availability across a city’s public spaces to provide

city centre hotspots.

1.4 Wireless printing in libraries

Libraries are increasingly seeing the demand for wireless printing, with some hearing customers ask

on a daily basis how they can print from their mobile phones, tablets and laptops. Nearly half of

library authorities are planning to introduce wireless printing in the foreseeable future or are

currently considering it, up from a third according to Lorensbergs’ customer research in late 2013 .

Nearly a quarter of libraries expect to roll out a solution in the next 12 months.

100% of respondents agreed that it would contribute to a more modern service offering, and 90%

agreed that library members require it as a service in the library:

“I can see a time when being able to print directly from your own device will be a standard library

offering”.

The data in the following table demonstrates this enthusiasm further.


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Diagram 3.0: Importance of wireless printing to library services

The introduction of wireless printing provides an opportunity for libraries to capitalise on their

existing investment in their wireless networks, printer hardware, and self-service payment stations.

It also offers an exciting opportunity for libraries to provide a new service offering to existing users

as well as new.

Part 2: ICT Deployment and Support in Libraries

2.1 People’s Network deployment methods

There is an increasing variety of deployment options for People’s Network terminals , with each

method offering its own benefits. There are also potential disadvantages in each case, for example in

setup or support, so it’s an important factor when reviewing library technology.

The majority of public libraries, at least 70%, are using traditional thick client as the deployment

method. This is the most conventional approach for running PCs, but can come with a high overhead

compared to some other methods in terms of support and maintenance. Some libraries are

considering moving away from thick client:

“ We do not have the infrastructure in place to deploy software on our public network. I think that the

thin client option is probably the route we will finish taking.”

However, there are other strategies that could be adopted when continuing with thick client

0% 10% 20% 30% 40% 50%

Library members require this service

Visitors or guests require this service

It will help increase library

membership

It will help increase library footfall

It will help attract different kinds of

users to the library

It introduces a new revenue stream

It contributes to a more modern

service offering

Strongly agree

Agree

Quite agree

Disagree


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systems. A number of authorities now make use of a systems management solution such as System

Center Configuration Manager (SCCM), which can assist in centralising and reducing the overheads

of infrastructure management, including the costs associated with software installation and

updating.

Thick vs thin client

Traditional thin client involves the users’ desktop being hosted on a remote server

rather than the computer that is physically in front of them. While this requires

several powerful servers to run, it allows the use of terminals rather than full

computers for public PC provision, making the hardware cost of deployment much

lower. Terminals are often small and require less desk space, and because the

hardware is generally of a lower specification they are a less tempting target for

theft. However, users are usually displayed a server-based desktop which may look

less familiar than the workstation desktop users may be used to with thick clients.

Also, traditional thin client can experience performance issues with complexgraphical displays, in particular video streaming.

The research highlighted four library authorities using traditional thin client deployment via

Windows Terminal Services or Citrix, with four further libraries planning to move to this method.

There are also two library authorities that have chosen a virtual desktop infrastructure (VDI) and two

more planning similar deployments.

What is VDI?

With a virtual desktop infrastructure (VDI), users connect to a virtual desktop

using a thin client connection. The desktop is created afresh each time from a

single master template making it very secure and easy to maintain with the latest

software. VDI has other benefits similar to thin client in terms of client terminal

cost savings although both methods may involve higher initial costs around server

specification.

Citrix XenDesktop, VMWare Horizon and Microsoft Hyper-V were all equally mentioned as VDI

deployments, plus Dell/Quest vWorkspace for the desktops.

There is still a fair amount of uncertainty over changes in deployment – either plans aren’t yet

formed or are yet to be disclosed to library staff following ICT planning. This uncertainty is

sometimes the result of the support structure in place – see the next section for further details.


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2.2 Library ICT models

When considering what libraries are aiming to achieve and the current status of their technology,

their ICT resourcing structures are an important aspect. It impacts library planning and decision-

making, including system architecture changes, upgrades and new software. Arrangements vary

quite widely between library authorities, but there are some key models in operation, as follows:

A mixed model with some ICT personnel at the library authority level and further ICT support

at the corporate local authority level or outsourced by the local authority to a third party

All ICT support centralised at the corporate local authority level

ICT support at the charitable trust or enterprise level in line with library operations

All ICT support outsourced from the library and local authority to a third party

The majority of library authorities (57%) have ICT support located centrally at the local authority

level. 16% have ICT personnel located at the libraries level but with further centralised or outsourced

ICT resourcing. 2% have ICT support at the charitable trust or enterprise level. And 25% outsource

their ICT.

Diagram 4.0: Library authority ICT support arrangements

Until recently, a minority of library authorities (4%) ran self-contained ICT operations with one of the

authorities commenting: “We’re not reliant on external departments, so it’s considerably easier to

manage.” Restructuring at these authorities in early 2015 has since led to adopting mixed or

centralised ICT structures.

The following sections explore the experiences of libraries and the impact of their ICT support

arrangements on library operations and planning. As part of this, external hosting needs and the

experiences of working with third party technology suppliers are also covered.


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2.2.1 Mixed ICT support models

Library authorities with a ‘mixed’ ICT support model are defined as having ICT staff at the library

level, but with further ICT support available at either the council’s corporate level or at an

outsourced provider. Library-based ICT staff tend to focus on library software administration and

local systems support. Meanwhile centralised or outsourced staff cover mostly servers and network

support, although sometimes they may also cover library systems:

“We have two ICT support staff who are based in our libraries who provide first line support but

anything requiring full admin rights or network related problems must go to our outsourced ICT

support team.”

For some, arrangements are more complex, and can include the involvement of third party hosting:

“We have a technician based in the library service and local systems staff. Anything they cannot deal

with, we refer to corporate ICT, while our servers are hosted .”

Central authorisation is often required for projects but it’s largely concerned with allocating

resources rather than deciding strategy. One respondent with their own ICT personnel said of their

central team:

“They are happy for libraries to take the lead on deciding the current and future direction for our

People’ s Network provision.”

2.2.2 Centralised ICT support

Respondents from library authorities supported solely by a central ICT department highlighted the

positives and the challenges arising from the setup. Some have greater autonomy than others. A

respondent from one authority felt they were “fairly free to operate in best interests of the library

service.”

Where a “close working relationship” is in play, or where “decisi ons made by Library with ICT

input/advice” pervade, libraries note the benefits. Acknowledgement is given where projects have

benefited from central ICT technical expertise and support, particularly where there is a consultative

relationship or where central staff’s library domain experience is recognised and drawn upon:

“They (ICT team) are very good at what they do. They have helped with the development and

planning of the People’s Network infrastructure, particularly the thin client implementation. We work

well together”

“ICT have many years of experience working in libraries. As a result there are no negative impacts

from the current ICT support arrangements.”

Libraries often need to seek agreement with ICT support on their proposals. Negotiation is required

to secure time and resources from central ICT in order to make changes, so coordination between

the teams is important for making progress. Some libraries would like more input into decision-

making. For library staff that have experienced a move away from library-based support, there is a

desire to be more involved in software planning for public PCs, with more control over decisions and


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timing of work. Some feedback describes the authorisation process as taking place in isolation from

libraries:

“They tell us what we are getting and when we are getting it with regard to upgrades and updates. If

we want new software we have to send it to a board to decide on.”

Central ICT resources work to accommodate the needs of diverse service departments. Respondents

described the need “to compete” with other services for ICT support time. In order to secure

resources, libraries aim to maintain a strong profile, consulting and coordinating with their support

teams to ensure the required developments are fully understood. There has also been a need to

accept longer lead times, causing some frustration, but progress is made by maintaining consistent

communications and recognising respective expertise.

2.2.3 Outsourced ICT

Outsourced ICT tends to be wide-ranging in its remit, covering everything that runs over thecorporate network, and the need for it to be “assessed, approved, packaged and deployed” . For

libraries with this model, the outsourced partner is likely to manage the servers, build and support

the library PCs, and support the printers.

Though there are some exceptions, outsourcing is generally implemented at the corporate level,

with the partner managing all aspects of the council network. This has led to some resourcing

tensions, especially around cost and timing of new projects such as system upgrades. Additional

time needs to be allowed to cover the outsourced partner’s decision-making and resource

allocation, although it can lead to better planning ahead than if resource is located in-house:

“You have to discuss the plan, size up the workload, get a quote, and pay for it, before anything can

be done.”

Once this process is complete, “the work tends to progress well and to a high standard”.

Responsibility for library strategy and service development remains at the library or council level,

but requires agreement from the partner in what can be achieved, particularly given cost and time

constraints. This can inhibit the progression of ideas, as one respondent comments:

“Our outsourced ICT contact is primarily concerned with support of our existing environment and

reducing cost so it can feel like a battle to progress projects that strategically move the library service

forward.”

In practice, outsourcing increases the number of parties involved in any changes, with both council

and outsourced representatives involved in library decision-making, as well as the library staff

themselves. Naturally, libraries benefit when good working relationships have been developed

between outsourced ICT partners and other third party providers to the library, as discussed further

in the next section.


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2.3 Coordinating with third party suppliers

Working with third party technology suppliers brings opportunity for additional expertise and

resourcing for project completion. With this in mind, library staff have made efforts to promote and

sustain information flows between project stakeholders to help realise plans and deliver on strategy.

This is particularly important in centralised and outsourced ICT models, where greater numbers of

different stakeholders tend to be involved:

“We work together as a team of (three) partners, working and communicating however is most

appropriate to the given situation. Sometimes at the Library we find that we could and should be

kept better informed of issues, progress and developments. But that's likely to happen when three

parties work together and not everyone communicates in the same way.”

The input of all parties isn’t necessary in every scenario, but it can take time and experience to

understand when this is the case. Some library staff describe being a “middle-man” or “go-between” .

Coordination can be improved with delivery of training on new applications to all relevant parties.

Arrangements that support a degree of specialisation are also effective. In some cases, there are

staff members that are located centrally but dedicated to supporting particular applications,

allowing for quicker knowledge building and understanding of roles. Interactions also work better

where trust is already established:

“ICT staff are generally happy for us to liaise with partners and if there is an issue that needs their

direct involvement they will discuss directly.”

2.4 Hosting requirements

There is some movement towards more external hosting of systems with 39% of libraries looking tohost more systems externally, and nearly 5% requiring all new systems to be hosted. Meanwhile,

56% of library authorities do not require any hosting. Authorities with centralised ICT have a slightly

lower incidence with 60% not requiring any hosting.

Diagram 5.0: Hosting requirements for public library authorities


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Outsourced hosting may be seen as a more forward-thinking, cost-effective solution, and there has

also been a call for it to relieve some of the work involved in internal ICT support coordination.

Where systems are hosted on in-house council servers, this can lengthen project timing for library

software upgrades with a need to wait for technician time, so hosting could be seen as a solution:

“Having a hosted system does remove some of the reliance on corporate IT so is helpful .”

However, working with specialist hosting companies often involves strict change procedures which

also results in longer lead times. Careful consideration of the required service level is recommended

to ensure proposed solutions realise true savings in both time and cost. There are also security and

technical considerations when various library systems are hosted in different locations yet require

integration, although these can be resolved through further security measures. Finally, there is the

issue of data security, with assurances being needed that any data hosted off-site is both secure

from theft and recoverable.

Conclusions and recommendations

As technology develops and proliferates so many aspects of our lives, libraries facilitate access, and

support and encourage users on how to make technology work for them. For the libraries

themselves, it plays a critical role in service delivery and frees staff to exercise their skills far beyond

the confines of administrative tasks. New approaches to ICT provision that keep libraries both

progressive and efficient, are always being explored.

When it comes to supporting the People’s Network, different deployment methods, e.g. thin client

or VDI, can pay off by reducing the burden of maintaining public PCs. Both these methods come with

higher start-up costs and need more specialised expertise to run, so there remains widespread

reliance on thick client deployment but with strategies being adopted to reduce support overheads.

Movement towards external hosting of systems is also being considered to allow for more flexibility

in ICT support, although in practice it may result in authorities relinquishing some control, for

example regarding project timing.

Another initiative is to see new technology build upon existing ICT investment in libraries. The

introduction of wireless printing is a good example of this, where the right solutions capitalise on

existing printing and Wi-Fi investments to allow users to print from their mobiles, tablets and

laptops. There is strong consensus that it contributes to a more modern library service, and easy-to-

measure outcomes help to support the further investment. The expansion of Wi-Fi, especially with

provision made in the 2015 budget, also supports plans to introduce wireless printing, and helps to

protect footfall in all branches. This follows the Sieghart report’s recommendation of “rolling Wi-Fi

out to every library in the country”.

Efficiencies have also been sought in ICT resourcing structures, through the centralisation or

outsourcing of library ICT support. This leads to more stakeholders in projects and day-to-day

operations, requiring greater coordination. Respective skills, roles and experience have been

https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/388989/Independent_Library_Report-_18_December.pdfhttps://www.gov.uk/government/uploads/system/uploads/attachment_data/file/388989/Independent_Library_Report-_18_December.pdfhttps://www.gov.uk/government/uploads/system/uploads/attachment_data/file/388989/Independent_Library_Report-_18_December.pdfhttps://www.gov.uk/government/uploads/system/uploads/attachment_data/file/388989/Independent_Library_Report-_18_December.pdfhttps://www.gov.uk/government/uploads/system/uploads/attachment_data/file/388989/Independent_Library_Report-_18_December.pdfhttps://www.gov.uk/government/uploads/system/uploads/attachment_data/file/388989/Independent_Library_Report-_18_December.pdfhttps://www.gov.uk/government/uploads/system/uploads/attachment_data/file/388989/Independent_Library_Report-_18_December.pdf


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recognised across teams where the arrangement is working more productively. Where common

library-based experience is lacking, allowing scope to develop specialised library knowledge within

central teams supports interaction with libraries, leading to greater efficiencies. Technology

suppliers to the library sector also play an important role. They are well placed to coordinate

projects and alleviate workload from centralised ICT, with established suppliers having long track

records of delivering new systems involving multiple parties.

Working towards a shared longer term vision - one that is informed by library strategy while being

aligned to wider council objectives - is what really counts. It helps technology stakeholders to sustain

a collaborative and dynamic environment. Goals may involve citizen engagement and wellbeing,

youth and long-term unemployed job prospects, or local economic growth – all using technology as

the enabler. This builds on a library service that is already widely relied upon and wonderfully

positioned to deliver indispensable services to its communities.

About Lorensbergs

Lorensbergs works closely with libraries, local authorities and universities to improve access to

services and resources, via 24/7 online booking systems. Our market-leading PC booking, print and

Wi-Fi solution, netloan, provides a comprehensive session management system for greater control

and accessibility to library PCs and internet, together with wireless printing and self-service print

payment and release.

Since 2001, Lorensbergs has supported public libraries in the UK in their introduction, evolution and

maintenance of the People’s Network. Our consultants work with library teams to understand the

scope and objectives of each project, working in partnership to deliver new system upgrades, server

migrations and other initiatives.

www.lorensbergs.co.uk

Documents

Technology in Libraries Investing in the Future Whitepaper