Page 17 - Building Digital Libraries

CHAPTER 1

Before starting to build a repository, you need to say why it should even
exist. From a user perspective, a repository is just another website. Count-
less websites already exist, so why is this one needed? What compelling
service does it offer? Even presuming that the service is valuable and desired
by users, why is this one so important that it should receive permanently
dedicated staff and funding lines that represent a significant portion of the
total budget—particularly given that most libraries have seen both their
budgets and staff sizes shrink in recent years?
Just as any library would plan carefully before agreeing to take on the
responsibility of absorbing and nurturing a new physical collection indefi-
nitely, it must also do the same for electronic collections. Although there is
a widespread tendency to think that digital materials take few resources to
work with or maintain, implementing a digital repository is a major com-
mitment that requires significant staff and funding resources.
When digital resources are involved, it is natural for people to want to
build all the good features they have seen in other systems into their own.
While it is perfectly reasonable to want the greatest level of functionality
possible, it is important to be aware that every feature complicates configu-
ration and increases long-term maintenance commitments.
Launching a repository is an exciting process, but long-term success
depends on a viable long-term plan. Such a plan requires a realistic view of
how much time and money are required. The library must have access to
adequate technological resources, as well as sufficient expertise to set up,
configure, and maintain systems properly. The library also needs adequate
staff to perform acquisitions and processing tasks. If the resources are not
sufficient to implement the plan, it may be necessary to adjust the goals
downward to achievable levels. A high-quality repository with a modest
scope is more valuable as a resource than an overly ambitious project for
the simple reason that with the former, people can reasonably know what
they can expect to find.
Acquiring and processing new electronic resources take time and sig-
nificant staff resources. An acquisitions model which presumes that authors
and others will consistently identify valuable materials and submit them
using an online submission form is not realistic—relatively few people are
motivated by library interests in archiving or in open access. Depending on
nonexperts to create helpful metadata is equally unrealistic. History has yet
to provide an example of a good library with a collection development policy
based primarily on letting authors and users determine all acquisitions.
Nor has any library succeeded in organizing a major collection by having
ordinary information providers and patrons catalog and shelve materials
in the way they believe will be most useful.
Repositories are dependent on technology, and it is easy to underes-
timate the costs of long-term system support. When a repository is new,
people remember the planning process, they are familiar with the com-
ponents used to build the repository, and it is easy to find people with

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