What do you do when the Answer is YES? Planning Technology for a New Academic Library

Corinne J. Potter

For several years my main purpose in life was to convince the administration of the university I serve as library director that the nearly 50-year-old library building had long since outlived its usefulness. The space for the book and non-book materials collection was well past reasonable capacity. The mechanical and electrical systems, to put it kindly, were inadequate to serve the new technology requirements looming on the horizon. At the 1988 commencement, the recently installed president. Dr. Edward Rogalski, announced his commitment to build a new library for the university. I wasn't alone in my enthusiastic response. Over the years faculty and students had also expressed their interest in a new library. Beginning in the summer of 1988 the library staff and I began to write a building program. One of the major mandates expressed by administration officials was that the building be designed to accommodate current and future technology. The library moved operations from McMullen Hall to the new library in March 1996.

General facts about the new St. Ambrose University Library:

Architect: Evans Woollen of Woollen, Molzan & Partners, Indianapolis, Indiana

1. 58,000 square feet
2. Cost: $8.5 million
3. Materials capacity: 250,000
4. Seating: 400
5. Six group and five individual study rooms
6. Special collections and reading room
7. 14 full-time employees

Background

For nearly 20 years, St. Ambrose University library, in Davenport, Iowa has had a cooperative relationship with River Bend Library System (RBLS) in Coal Valley, Illinois. Before automation encouraged electronic resource sharing, libraries on the Iowa side of the Mississippi River were sharing resources with Illinois libraries through manual interlibrary loan mechanisms and delivery services provided by the RBLS and the Illinois State Library. Thus, our ties to Illinois libraries are long standing and mutually satisfactory. We are a net lender to Illinois libraries, and our students have been very pleased with the service they have received from Illinois libraries.

In the late 1980s, campus-wide networks were a reality in some large academic institutions, but still only a dream for St. Ambrose. The technology part of our prepared building program document reflected 1989 realities of information delivery available to the library. Our major computer services consisted of dedicated telephone line connections to OCLC for cataloging services and to Quad-LINC (River Bend Library System) for automated circulation services. University computer operations were housed in another building on campus. The library was not directly connected to these services. A computer lab was housed in our building, but was not under our supervision. Even in those days, library staff were asking the usual questions: What services do we want to add? What will it take to accomplish the projects selected? How can we take advantage of outside resources without Internet access? By 1992 OCLC's First Search, using dial access approach, was initiated.

Since the 1988 planning document, technology forged ahead by leaps and bounds. Consequently, library services needed to move forward as well. In spring 1993, a local Davenport entrepreneur began to offer access to the Internet. The first local hub was located in our building. Hence, we were in on the beginning of a communications network that provided the library community in Eastern Iowa with access to the world of the Internet. On campus the library was the first to offer Internet access. A CD-Rom tower was purchased in 1994, and access to three popular databases, ERIC, CINAHL and ACADEMIC INDEX, began only at computers in the reference area of the

124

library. The term "virtual library" came into vogue at about this time, and we were determined to see if we could make it a reality for St. Ambrose University.

In 1993, as part of the major fund raising efforts of the university for the new library and endowment fund enrichment, the university received a major designated grant in excess of $500,000 to create a fiber optic communications network. Dr. Paul Shields was hired by the university to supervise the construction and management of the campus network. The development of the network came at the right time. Planning for a high-tech new library was moving into high gear.

Planning Process

A significant part of the planning process was to determine our goals. Once defined, the next task was to figure out just how we would reach those goals. Our long term goals were to:

1. Build a new library that would serve the institution for at least 50 years.

2. Provide the technological capabilities sufficient for today's equipment, but easily capable of meeting the challenges of innovative learning tools expected to come.

3. Create a network that would expand access to library resources outside our proposed brand new four walls.

The planning process also involved learning as much as possible about networks, both in-house and external. Reading the journals, books on Internet services and documents from other university network installations, and attending conferences on information delivery services were absolute necessities. Through the conferences and my reading, it became abundantly clear that there are three main streams of computing on academic campuses: 1. Administrative, the division that manages the business operations of the university, the registrar's operations and many other administrative basic services. 2. Academic computing, the division that incorporates computing instruction in as many disciplines as are interested in doing so. 3. Library information systems, bibliographic control, circulation, administrative, CD-Rom, Internet access, satellite, distance learning, multimedia and on and on. In the past, these three streams have been flowing along independently. More and more they have begun to converge. In some cases, turf battles have been waged, won or lost to the betterment or sometimes detriment of the end user. Whatever political realignments are imposed or mutually agreed upon, the bottom line is that all three streams will eventually converge in one fashion or another and result in a transformed university. Therefore, establishing a good working relationship with the new technical experts on campus was mandatory. Librarians often know what we want, but don't we automatically have the technical expertise to reach the goals alone. Nor should we want to operate as a totally separate entity. It is incumbent on librarians to forge good working relationships with all the major players during the process of transformation. More and more library services need to be seen as a networked resource to our immediate clientele and beyond.

Getting the Act Together

Be prepared to spend many hours in planning and consultation meetings with as many experts as needed. In order for the technology portion of a plan to work, the overarching building program should rest on a solid foundation of acceptance on campus. A very good way to insure you are on the right track is to secure the services of an outside library building consultant. This person can be of inestimable value to the success of the project. Meetings with our consultant and the campus Library Building Committee helped set the tone for a very professional approach to the project.

The careful selection of the architectural firm is the next critical step. Its charge is to take the written words and turn them into the conceptual design. Select an architect that has library building experience. The obvious reasons for choosing a firm with library building credentials include: a pre-existing knowledge base of what library building requirements are, i.e. spatial considerations and floor weight requirement; a basic understanding of typical library jargon; and an understanding of the mechanical systems requirements for a library, which cover both people and material comfort and protection. We chose Woollen, Molzan and Partners on the basis of their presentation in the architect selection process. Their reputation was well known to us from their award winning library at St. Mary's of Notre Dame and their most recent project, the Granger Engineering library at the University of Illinois. The architects designated the structural and mechanical engineering firms. I was exceeding pleased with the choices because the mechanical/engineering firm had just completed the Granger Engineering Library at the U of I.

Once assured of a quality building with top notch engineering talent secured, it was time to turn attention to the specifics of our requirements. From this point on in the planning process. Dr. Shields and the network team that followed were involved in the project. Many meetings with Dr. Shields took place on and off campus. Probably the most productive and satisfying work took place at a conference in Pittsburgh, Pennsylvania where, when not attending

125

specific sessions, we pored over the building plans and determined locations for networked data and communications drops in the new building. The technology plan evolved from these meetings, followed by specification directives sent to the architect. In broad terms, the following requirements were stated:

1. The new building must be connected to the campus fiber optic network via underground trenching from the campus hub site to the basement of the new library. Fiber optic cable links were to be provided to each floor's utility closet. From the utility closets, cabling lines were to be distributed via overhead trays to floor and wall outlets to serve carrels and table top connectors. One of the major benefits to this system is that future demands can be readily accommodated by swapping out specific cables in favor of something new. The cable distribution system is out of sight, but always available for any future upgrade.

2. Data and voice communication links must be made available to all offices and to about 380 potential user locations in the library. It was a given that all staff would have their own new computer with the capabilities to access the information sources we expect to make available to all users of our "virtual library collection." Although the user stations are not all hooked up at this stage, the capability is there to provide up to a total of 400 connections to the network in the library.

3. As plans move forward for the utility closets for new buildings, it is important to set aside this space exclusively for technology equipment. Separate housekeeping closets and storage facilities for general library purpose needs must be addressed. Be sure the utility closets are seen as single purpose spaces and are large enough to accommodate the equipment necessary for technology needs.

4. Insistence on Category 5 communications wiring is essential. AT&T will guarantee category 5 compatibility with any new systems that might be forthcoming in the next 15 years of service. Don't settle for anything less!

5. Unsightly nests of wires are to be avoided. The furniture manufacturer for the circulation and information desks, tables and carrels should be required to provide units that included power and data connections, as well as cable management systems that are utilitarian, but attractive and out of sight.

6. Another requirement for St. Ambrose Library was the creation of a media program room
designed and wired to receive satellite or cable TV distance learning programs. Its primary purpose is for use as a comfortable place for faculty members to experiment with new technologies they can incorporate into their classroom setting.

7. The building must have the capability to accommodate new technologies expected over the life of the facility. The cable trays and the wall and floor connector conduits were all designed to be large enough to handle more lines if or when required.

What Are the Benefits?

One of the greatest benefits was forging close ties with the campus network team that provided us with the technical expertise to take our dreams for the "virtual" concept of the new library and make it as real as the physical plant. Although the move to the new building went very smoothly, there were moments when we had our doubts it would all come together. On March 18, 1996, opening day in the new building, users could come to our new library by walking across our campus or via the Internet and were welcomed by either method.

The most obvious benefits to our campus users are:
quick access to our library's resources, Quad-LINC, local databases, campus information sources and the Internet. More access points are being developed every day. Soon, all faculty and students will have access to our network from office, home or dorm room. Libraries with Internet access can visit our library at http://www.sau.edu. It is our hope that many Illinois library users will discover some of the services we offer to everyone. Of particular interest is our library home page with a very special locater, "Where the Wild Things Are," which was created by Reference Librarian Marylaine Block. Check us out at the above address. With the new technologies already in place and the potential for new services to come, we are well positioned for service to our end users wherever they may be at this moment and for years to come.

Conclusions

When there is even the smallest hope for a new library building, be ready to say "yes, we can do it." Put together a quality team of experts. Call on outside help to get off to a good start. Marshall the on-campus technical expertise. Involve and educate them to specific library needs. Keep up with the latest proven trends. Discuss your technical questions with knowledgeable people. Prepare for the future as much as possible by including capabilities you may not be able to afford initially. Who knows when the funding authorities on your campus may say YES again?

* Corinne J. Potter, Director, St. Ambrose University Library, Davenport, Iowa.

126