*The paper will be presented with accompanying graphics and/or slides.
se describen los esfuerzos desarrollados actualmente en IBM y campos de estudio, identificándose las tendencias de sistemas de información.

1. INTRODUCTION

Today's colleges and universities are responding to increasing competitive pressures and are adapting to new technologies. As rapidly as political barriers are dissolving around the world, impediments to international communication among scholars are also disappearing, and libraries are at the center of events. As they seek to meet the needs of lifelong learners and distance lear-ners, and to support new forms of scholarly communication, universities are increasingly looking to libraries for help. With their mission of organizing information and serving users, libraries are an ideal platform for broad-based technology development and implementation. IBM is committed to helping libraries realize their fullest potential in this role.

2. THE CHANGING FACE OF LIBRARY AUTOMATION

It has been said that "the issue is no longer library automation: it is remaking the structure of scholarly communication." (Lewis, 1988) The stand-alone systems of the past were developed to support library operations, primarily by increasing the productivity of librarians. With the proli-feration of integrated library systems (ILS) in the late 1970s, librarians were able to streamline such activities as cataloging, acquisitions, circulation, and serials checkin. These systems support-ed the library-as-repository, and served a clientele that, by and large, visited the library in order to use its books and journals. By the early 1980s, with the advent of online public access catalogs, library users were provided with access to the library's bibliographic database. Online public catalogs increasingly involved library users in this rapidly evolving field.

Today, although basic ILS functions are certainly still required, the electronic library has become reality in the United States. Libraries are able to provide intellectual resources to users in dormitories, offices and, via networks, to regional, national, and international audience. Remote access, coupled with the requirement that library systems support multiple data bases, now dictate expansion of the library's online catalog beyond the boundaries of the traditional integrated library system.

Bold experimentation in improved information access and creation of new learning environ-ments is already underway. Integrated information systems, or "logical libraries," exist today as a composite of widely-dispersed scholars' workstations, electronic databases and pointers to the physical holdings of major research institutions. And the reconceptualization of a library as an a collaborative institution, an "integrated environment, replete with information specialists working in concert with teaching faculty and rich in courseware and information resources," is in the final design stages. (Tompkins, 1990)

Where are these trends leading? A focus on the user interface, the need to link disparate systems, and widespread use of CD ROM technology have all contributed to today's automation environment. And, as we look toward image processing, publication of composite documents, and widespread use of multimedia, the picture becomes even more complex. As multimedia techno-logy matures, its fusion of all media within a single delivery vehicle will lead to major changes in the way that information is collected, delivered, manipulated and shared.

How can we link our systems for the benefit of all library users? How will we manage full-text searching? How will our campuses meet such challenges as migrating from TCP/IP to OSI and providing a common graphical interface? How much of our existing software will survive, and how can we all participate in the evolution toward a new generation of library service? The answer lies, at least in part, in the ability of librarians to forge new partnerships among themselves, with their universities, and with vendors.

I have limited my observations to the technical planning environment within which univer-sities and libraries are transforming the processes of information generation, storage, dissemina-tion, and use. However, it is clear that we must all share in the fiscal responsibility for new technologies. We are challenged to reevaluate many of our assumptions, and to look for new approaches to costing our capital investments and daily operations. And we must share in development costs, as well. The electronic libraries of the future will come about if, as has been said, we are able to see "the scholarly information function...as a seamless web, no longer separable into the autonomous divisions of the library, the computer center, the telecommu-nications facility, research and instructional support services, and the publishing community." (Battin, 1990)

3. IBM AND HIGHER EDUCATION

IBM's Academic Information Systems (ACIS) was formed in 1983, to understand the needs of the academic community and work to meet those needs. ACIS initiatives to date have included joint development efforts and a suite of programs to enhance instructional computing. One of these, the Higher Education Software Consortium (HESC), provides major system components, such as electronic mail and operating systems, to participants. Another, the ACIS Consulting Scholar Program, enables innovators in academic computing to share their expertise with the higher education community and with IBM. Consulting scholars in many academic fields study the fundamental direction computing is taking in their disciplines and assess the pedagogical needs for the future. A Library Consulting Scholar was appointed in 1989.

ACIS is organized roughly along the lines of a university, with separate departments serving as axes on a wheel: spokes represent libraries, and instructional, research, administrative and student computing. At the center of the wheel, uniting the whole, is campus communications. No spoke on the wheel turns alone, and it can be argued that in the future libraries, with their extensive use of electronic media and communications, will not only touch every campus segment, but propel the wheel on its course.

IBM's involvement with libraries began in the mid-1970's, with development of DOBIS/ LIBIS, an integrated library system. Since that time, DOBIS has been installed in over 180 institutions worldwide. Today, IBM is also joining with libraries and other organizations in the United States and elsewhere, to develop many of the components required for fully-integrated campus information systems. Cooperative efforts include joint development studies to incorporate new technology into software products and library programs. Such studies give IBM an opportunity to work closely with librarians, and ensure our products and services continue to meet the changing needs of our customers.

Perhaps most significant to the library community was the establishment last year of INFORMA, a new technology user group whose purpose is to provide a forum through which IBM and libraries using its technology can communicate. Launched with IBM support by a steering committee of U.S. library leaders, the fledgling organization provides librarians with the opportunity to influence a major information processing vendor, and to participate in the setting of future directions for information technology.

4. LIBRARIANS LEAD THE WAY

"In the vanguard of information technology," The New York Times noted recently, "today's librarians are as likely to be experts in workstations, networking, communications protocols, electronic imaging and fiber optics as they are in books and manuscripts." (Lewis, 1990) Many librarians are already campus technology leaders, involved in broad and perhaps non-traditional automation efforts. As information providers and technology facilitators, librarians are in an ideal position to optimize campus resources for the benefit of all information users.

With IBM support, librarians are leading campus initiatives involving such diverse techno-logies as multimedia, image processing, and system interpretability. I'd like to introduce you to a few of them:

capability of the network; and advancing research and education through high quality network services. The expanded network will facilitate information exchange between scholars worldwide with their U.S. colleagues, and connect international research organizations to the largest public computer superhighway in the United States.

Provision of information resources on existing networks and on proposed interconnected networks is the goal of the recently announced Coalition for Networked Information (CNI). Founded by the Association for Research Libraries, CAUSE, and EDUCOM, the Coalition is also probing the thorny issues of intellectual property rights, licensing, cost recovery, and standards. IBM is a corporate sponsor of CNI, and sees the Coalition as a vital force in shaping the emerging national networks and the information they transport. The result of this network activity will be reduced isolation of scholars at small and remote institutions, as well as enhanced scholarly collaboration on a worldwide basis. Electronic sharing of library information across the network will be a key element in its usefulness and growth in the decades to come.

5. INFORMA

INFORMA, one of the world's newest technology organizations, complements the net-working and technology initiatives of other professional associations and user groups. Its mission is to provide a forum for libraries and IBM to explore, develop and implement new information technologies. In April, the group's first national conference, INFORMA 1990, brought together over 330 library directors, library automation specialists, computer center directors, and university administrators.

Librarians, academicians, and IBM technical staff and executives spent three exciting days considering the impact of technology on the future of academic institutions in general, and libraries in particular. IBM technical experts provided overviews of current trends and directions in IBM's approach to image processing, graphical user interfaces for workstations, and campus commu-nications. A senior administrator from the Library of Congress offered insights into the challenges involved in library networking on a national and international scale. Scholars from the Institute for Academic Technology demonstrated uses of multimedia technology to enhance teaching, and stimulated discussion on how similar approaches interrelate with the concerns of library support for instruction.

In structured small-group discussions, conference participants also considered the challenges facing library administrators, computer center managers, and university administrations. In ten separate breakout sessions, teams prioritized the challenges facing each constituency, developed solutions to those ranked most pressing, and presented results to each other. Individual and team results from all groups were tabulated and presented in the final general session. The most interesting result of this exercise was not the conclusions reached by separate groups, or even the combined tabulations, but the team-building process itself. It was generally agreed that strategic planning skills must become a part of every library administrator's "bag of tricks."

With its focus on partnerships, INFORMA 1990 set the stage for a new era of understanding between libraries and IBM. (Walbridge et al, 1990) The dialogue will continue at INFORMA 1991, scheduled for April 7-9, 1991 in Long Beach, California. INFORMA is currently an organization focusing on the needs of U.S. libraries, but will surely broaden its scope to address international issues, as well.

6. THINK STRATEGICALLY

Technology pervades most aspects of modern-day life in the United States, and this includes our college campuses. In this environment, the importance of strategic planning for the imple-mentation of new technologies in higher education, and especially in libraries, cannot be over-stated. The cost of technological change is too great, and the pace much too rapid, to proceed without considering the ramifications of each decision. Faced with low enrollments, loss of funding sources, and changing demographics, many academic administrators have begun to develop strategic plans for their campuses. Increasingly, strategic planning teams include librarians, who bring with them unique skills in information organization, access and use.

Your campus may be highly automated, or, more likely, is poised to take the first steps toward tomorrow's integrated information system. How can we, as librarians and managers, begin the process?

• Start small, but think big. Today's technology decision may be the purchase of a single facsimile machine or personal computer. However, within the life cycle of that machine may come the requirement for international networking, or a demand to load and manipulate data in quantities not even imagined today.

• Turn our bibliographic instruction programs into a charter for information literacy. Information literacy extends the process of learning information skills to all ages and at all times, so that it becomes part of lifelong learning, preparing people for self-education in a global, electronic environment. (Rader, 1990) Helping create independent learners and channeling library resources to meet their needs, more than a noble goal "is the primary goal of an information-literate society." (Tompkins, 1990)

• Promote partnerships between the library and other campus organizations. Many libraries already work with administrative computing to use student records with the library's circulation system. Librarians can provide expertise as well as data for use in courseware, becoming involved in academic computing. And, of course, librarians have long been active in user education and information literacy programs across many disciplines. Access to information in multiple formats, and selective dissemination of information (SDI) are two ways librarians support critical research. With today's technology, library outreach programs deliver traditional services through non-tradi-tional channels. Two examples are facsimile-based document delivery and automated language teaching.

• Help develop a master campus communications plan. Assess the existing hardware and software environment, and determine the strengths and weaknesses of each. Document what currently exists and list the problems you want to solve. Perhaps most importantly, work with end users of campus information resources to make sure their needs are met -- involve them in helping you set priorities. Finally, be bold in insisting on service as a major objective of all campus organizations. The service tradition of libraries is too important to be ignored when it comes to technology planning.

An integrated information system is in actuality a "logical library," one in which the library is not constrained by a building or outdated holdings. And the users of this new library value it not only for its book holdings, but also for the access to knowledge that it provides. Providing meaningful access to information, access that is fair and equitable, is a formidable challenge, one that no organization or institution can meet alone. Librarians, by helping set strategic direction on campuses and in our communities, and by developing new coalitions and partnerships, can expand our notion of what is possible. In doing so, we can play a major role in creating the global society our children will inherit.
 
 

REFERENCES

1. Battin, Patricia, "The Real Electronic Library," Information Technology Quarterly, (Spring 1990).

2. Lewis, Peter, "Libraries Lead the Way," The New York Times, (May 13, 1990).

3. Lewis, David W., "Inventing the Electronic University," College & Research Libraries, (July 1988).

4. Rader, Hannalore, "Bibliographic Instruction or Information Literacy," C&RL News, (January 1990).

5. Tompkins, Philip, "New Structures for Teaching Libraries," Library Administration & Management, (Spring 1990).

6. Walbridge, Sharon, et al., "INFORMA 1990: The Organization and the Conference," Library Hi Tech News, (July-August 1990).