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Successful end-user opportunities: thanks to new technologies Krym, Naomi
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Successful End-user
Opportunities:
thanks to new technologres
Naomi Krym, C/SI/ naomi.krym@nrc.ca
NyBFb Sth Nordic lnterlending Conference 4 October 2002, Reykjavik, Iceland
Abstract
As staff budgets are squeezed and we are mandated to do "more with less," we are forced to work smarter, not just harder. But how can we maintain control over Interlending services, while delegating repetitive tasks of data entry for document ordering to others - particularly end-users? What we need is end-user unmediated ordering opportunities that retain control of the Intedbnding service in the hands of the Library professional. This paper will outline the reasons for adopting such an
environment, including diverse system examples for end-user environments, such as ILL Management Software, Integrated Library Systems, bibliographic utilities, and citation database systems. Practical applications of these systems will be described, including both benefits and future challenges.
Introduction
As resource sharing professionals we all know too well our current reality and our constant struggle to maintain an excellent level of service that is relevant to our users. In the age of the Internet, our users or "end-users" for the purpose of this paper, have access to more information at their desktops then ever before. This is confirmed by the fact that the number of document requested by our end-users increases annually. In addition, they are demanding more and more e-content and cannot or will not
understand our struggle in trying to provide this information. Terms such as copyright restrictions, royalty payments, publisher restrictions, and expensive subscription costs are truly foreign to our end-users. Given that library budgets seem to be under constant pressure, as Interlibrary Loan, lnterlending or Resource Sharing professionals, we need to exert some control, in particular, financial control on our end-users, in order to meet our fiscal responsibilities. Thanks to new technologies, we are able to meet the needs of both sides; thus the move toward "unmediated end-user ordering" services was developed.
J ustification for Unmediated Ordering
The reasons behind the change to unmediated ordering can be classified into the two sides of the information provis-ion equation: the intermediary or the ILL Office and the End-users. Both sides have needs that must be met in this new unmediated ordering environment.
Staff shortages in the in ILL Office have forced, us, Interlending professionals, to follow the standard phrase, "do more with less". As some of our Internefnurtured end-users, feel that libraries are irrelevant and all their information needs can be found on the Internet, w€ need to prove our value by providing comprehensive and validated information to meet their needs. Thus we need to work smarter and not necessarily harder. In ILL offices of the not too distant past, much time was spent repeating
keystrokes, as requests came to us in many different formats, which usually needed to be re-keyed into an ILL system as part of the ILL or document delivery process. As already mentioned, and truly the recurring theme of this paper, our current systems have enabled the ILL Office to reduce keystrokes in the submission of ILL orders. In addition, these systems have enabled controls, permissions or limits to be placed on these ILL orders to ensure that as intermediaries, we still can maintain control overthe ILL process, without doing all the keystroke, or "grunt-work" ourselves.
In our instant society, where our users want their information instantly, if not yesterday, they are offering or rather demanding a greater role in obtaining their information. As an active participant in the information seeking or ILL process, the end-userfeels they have more control, by selecting and submitting their own requests. Again thanks to new technologies, end-users are able to search citation databases, select the appropriate citations and then submit the ILL orders. As intermediaries, who try to work smarter than harder, so too end-users want to reduce their time and keystrokes by combining the citation search and ordering process that these databases or bibliographic util1iel provide?
Intermediary Controls
Controlling the end-user unmediated ordering process is based on avoiding duplication and ensuring fiscal budgets or targets are met. By loading the home institution's catalogue into a bibliographic utility, citation data base system or current awareness / document delivery system, one can prevent ILL or Document Delivery orders being sent externally, when the document is held locally. As an intermediary, one must ensure that this type of "local holdings blocking file" is kept current to reflect any changes to one's catalogue or collection. lf collection cuts occur, one must adjust this file and have it reloaded on the system used for end-user unmediated ordering. lf access is denied to these titles, user confidence in this end-user ordering method could lead to either their elimination of their use of your service or increase the ILL Office's workload by receiving orders that need to be keyed into the ILL system on behalf of the end-user.
Fiscal controls, as experienced in ILL modutes of bibliographic utilities, include "max cost" or maximum cost caps at either the order level or the account level. To guard against the unexpected cost of extremely high royalty or copyright fees, a limitian be set. In addition, if the ILL Office has budgeted a pre-set number of ILL orders, per year, per semester, or per quarter, then this number or limit can be added to each individual's account. Statistical reports are available either from the ILL Management Software package itself, or from the Document Delivery supplier or lending library to assist with the monitoring of this process. Although, one is always concerned about abuse, other practitioners who have already successfully implemented end-user unmediated ordering can attest to the 80-20 rule, or g5-5 rule. This is where 95 percent of users are
responsible, with only a very small few, who take advantage and order more documents that they truly need to conduct their research. Finally, an indirect method of financial restriction is to restrict access to high-end levels of service, such as an "urgent service", with a guaranteed turnaround time of either 2 or 4 hours and the additionafsurcharge.
Systems that facilitate end-user unmediated ordering
Before specific systems are described, one must acknowledge the advancement of standards, which have permitted a multitude of systems to communicate with each other in orderto provide the access and controls for unmediated end-user ordering over the Internet. The ISO ILL Protocol, which is identified as ISO standards 10160 and 10161-1, and lPlG, the ILL Protocol lmplementors Group, have implemented the protocol on many of the the systems described in this paper.
Athough there are a variety of systems used in the process of fulfilling ILL orders, I will highlight the system features that facilitate end-user'unmediated ordering. ILL
Management software can be separate stand-alone software such as CLIO, Relais or IntelliDoc etc, which is the behind the scenes systems that ensures the intermediary control of order tracking, as well as monitoring and placing service level limits and caps on order cost, accumulated account cost or number of orders per account. In addition, ILL Management software neeeds to interactwith a bibliographic utilityto provide the citation content or bibliographic record of a document to be ordered. Such 'lntegrated Library Systems'(lLS) from companies such as Innovative Interfaces Inc. (lll), Fretwell Downing, and Exlibris either have their own ILL module that perform the same tasks as or has the capability to interact with ILL Management Software.
Large bibliographic utilities, which are considered union lists of holdings from many libraries have features to support unmediated end-user ordering, while continuing io ensure the intermediary controls. ILL Direct from OCLC and Loansome Doc from Medlars, are two examples. Preferred lenders or ILL partners are identified in'custom holdings' or 'routing tables' and are invisible to the end-user, but ensure that resource sharing agreements are respected, such as reciprocal borrowing or preferred pricing within a particular academic consortia.
Citation database providers such as OVID, SitverPlatter, Diatog, or American Mathematical Society (AMS), etc. have added ordering features which can be
customized by the host organization and the ILL Office to ensure that the document provider is one that complies with one's preferred suppliers list. Some of these systems also offerthe feature of local holdings block such as Silverlinker on SilverPatter, which prevents requests being sent to document providers that are held in one's own
collection either in paper or e-format.
Software such as ProCite or EndNotes which captures the bibliographic c1ation information from these citation databases is used to create bibliographies. The same captured bibliographic information can be sent to document delivery providers via specialized interfaces or templates that have been created to accept this bibliographic information, without the need for any re-keying.
CISTI Source is an example of a combined database of bibliographic citations, library catalogue which is used for current awareness alerting or document delivery ordering.
As a one stop shop for documents of all disciplines, CISTI Source can save valuable keystrokes for the ILL Office that is providing a mediated service or can meet the needs and controls required for an end-user unmediated ordering service. The value of this type of system is that it integrates a library collection with a document provider. By having an extensive library collection, in it's building, the end-user can be assured that the document requested is held at CISTI (high fill rate) and the fast turnaround time confirms the principle of Just in time vs just in case' . By loading a local holding file, CISTI Source can be a portal to the end-user's host institutions library coltection, both print and e-journal format. lt will either block or prevent orders submitted for print
collection held in the host's library collection orthrough lP recognition to the publisher's site, and links to the full text e-journal format. Document ordering from this type of
system has been proven to reduce keystrokes. By entering a couple of key words (more key words can be added to further refine a search) and setecting the citations of interest, the document orders can be submitted to CISTI either individually or via a shopping cart feature. This latter method displays the order template only once, where the end-user adds personal information to ensure that the documents are delivered to the appropriate location, if access is via a shared account or lP address.
The email outputs of citations received from Table of Contents or TOC alerts or keyword specific alerts can be easily ordered by pressing the 'Order' button which fully populates all the bibliographic citation information, with no need for re-keying this information. In additon to the elimination of re-keying bibliographic information, access to CISTI Source is via lP or account name and password, therefore minimal information about the end-user requestor is required. lmbedded in the account profile are complete contact and preferred delivery method information. Further customization including adding the end-user institution logo or delivery pick-up points can publicize the ILL Office's key role in negotiating and establishing this type of end-user unmediated ordering service. In additon to the time saving and keystroke saving features is the knowledge that the citation database is comprehensive for all subject areas, therefore eliminating the decision and assurance that the appropriate subject specific database is selected as required with citation database aggregators / providers.
GISTI
Forthose who are not aware of ClSTl, CISTI has a mandate as the "national science library" for Canada and has been building its collection since 1924. Today CISTI stands as a comprehensive, international information source in the areas of science technology and medicine (STM) agriculture and allied health. An additional aspect of CISTI's
identity is that of a publisher, in fact Canada's largest S & T publisl'rer, which leads to lively internal discussions around end-user ordering and delivery issues, in particular copyright I royalty rights
CISTI serves a wide Canadian and international client base, which range from intermediaries or libraries and directly to end-users. To facilitate access to this extensive STM information, CISTI's Document Delivery Service fills approximately 4,000 requests a day from clients all overthe world. Investment in technology anO workflow re-engineering practices; ensure that 9 out of 10 orders are processed and
Page 4 of 6 Naomi Krym CISTI SthNordlLL Abstract paper.doc
delivered in less than 24 hours. CISTI Source, as previously described ensures access to the CISTI collection (via CISTI Document Delivery) and other social sciences,
humanities and business disciplines (via CISTI Link Supply Partners). CISTI can truly be called an information powerhouse.
GISTI Experiences in End-user Services
The 'Just in time vs Just in case' service slogan has been proven by CISTI users with our in-house comprehensive collection that have closed stacks and ample space that does not require'off-site storage'to house the collection. To End-users and in fact all users it means a a reliable document supply service with a high fill rate, fast turnaround time, and copyright cleared. CISTI collects copyright payments and submits them to the copyright collectives or publishers on behalf of its users.
Products and services from ClSTl, including CISTI Source, CISTI's Catalogue (a Innovative Interfaces Inc. system) and CISTI's Document Delivery Service, have demonstrated flexibility in the variety of ordering methods (15 electronic, 4 non-electronic) and delivery methods (Ariel , fax, hard-copy) to meet the needs of both the end-user and intermediaries. Client support, which provides information about document delivery orders is accessible via the Internet (2417 through a 'List Orders' feature) or through email, telephone or fax contact with CISTI's Help Desk, during
business and hours.
Success stories from CISTI users, where end-user access has been provided, began in the academic sector, where universities that experienced acquisition budget cuts, have followed the 'just-in-time vs just-in-case' philosophy to continue to meet their users needs. Resource sharing consortia agreements also appreciate the flexibility of CISTI's end user services while providing the statistical reporting and financial benefits of
combining usage for volume discounts. Definetly a 'Win-Win' solution for both the end-user and the ILL Office.
Future Ghallenges
Although one may think that all the end-user service issues have been resolved there is still work to be done as new systems are developed and further integration is required. Additional ordering methods or interfaces need to be established from bibliographic databases to ensure no rekeying of this information. ILL Management Systems need to be developed for end-user access, as end-users want more control and information about theirorders, via the Internet, which implies a2417 timeframe. As portals such as TDNet and SFX ensure a single gateway to end-users for'all the information',
integration with a reputable document supplier, will ensure no dangling orders or additional steps to obtain the end-user's desired documents. Circulation modules of Integrated Library Systems, combined with the ISO Circulation Module Standards will provide the necessarily intermediary controls needed by the ILL Office to track the activity and expense of their end-users. Work still needs to be done with copyright legislators, publishers and owners of information content to permit end-user desktop delivery. Although the desk-top delivery technolgies exist and significant progress ;ras been made in this area with content providers, the role of the intermediary (lLL Office) to
receive and print documents for delivery to their end-users has not yet been totally eliminated.
Benefits
To review the reasons for pursuing end-user unmediated ordering / delivery systems and services, one must understand the overall benefits. Tracking of orders, without human interaction saves time. Control over ILL or document delivery expenses without involvement in both the ordering and delivery process, liberates the ILL Office staff by providing'timel which is a valuable commodity in our'lnstant Expdctations Internet Society'. The additional time can be spent on negotiating access to quality end-user services, already described in this paper. Efforts can be spent on efficient systems integration, such as portals to provide seamless access to one's end-users as well as customization to provide an institutions' own integrated 'look and feel' for the information services it provides. And finally, more time is available for'user education', which is
always needed.
Successful end-user services are those that 'bridge the gap' by providing information directly to the end-user. We can acknowledge the progress we have made to date in this area, but we must not rest on our laurels by continually seeking technologies which will not only bridge this gap, but eliminate it entirely.
Naomi Krym
naomi.krym@nrc.ca +1 613-993-9248 (direct tine)
+1 613-952-8244 fax
http ://www. n rc. calci sti
