lorensbergs

Technology in
Libraries: investing
in the future
April 2015

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 Peoples 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 Peoples 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 Peoples 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 arrangements9
5.0 Hosting requirements for public library authorities12

www.lorensbergs.co.uk

Technology in libraries: investing in the future

Executive summary
This whitepaper reviews technology provision across UK public library authorities. It focuses on the
status of Peoples 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 Peoples Network PCs, with Windows XP
still featuring in up to 50% of library authorities

Different approaches to the deployment of the Peoples 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.

www.lorensbergs.co.uk

Technology in libraries: investing in the future

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 Peoples 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 Peoples 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 Peoples 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 methodology
Lorensbergs, 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 Peoples 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 Peoples Network PCs. While 62% of libraries are using Windows 7, there are 50% of
libraries still using Windows XP to some extent. Microsofts 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.

www.lorensbergs.co.uk

Windows XP

Windows 7

Windows 8

Other

0%

10%

20%

30%

40%

50%

60%

70%

Diagram 1.0: Operating systems in use on Peoples Network PCs

So far two library authorities have made the move to Windows 8 for their entire Peoples 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 Microsofts new Modern Interface as an alternative
to the PC Start screen contributes to the delay to adopt Windows 8. Nonetheless, the new
interfaces 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 the
next 12 months. The majority (88%) were expecting to move to Windows 7, and 8% to Windows 8.1.
A minority (4%) still didnt 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 12 years.
There is some interest in moving to a thin client operating system, although some caution being
exercised when considering this method:

www.lorensbergs.co.uk

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 computers
but 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.
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

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 didnt 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

www.lorensbergs.co.uk

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 citys 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.

www.lorensbergs.co.uk

It contributes to a more modern

service offering
It introduces a new revenue stream
It will help attract different kinds of
users to the library

Strongly agree
Agree
Quite agree

It will help increase library footfall

Disagree
It will help increase library
membership
Visitors or guests require this service

Library members require this service

0%

10%

20%

30%

40%

50%

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 Peoples Network deployment methods
There is an increasing variety of deployment options for Peoples Network terminals, with each
method offering its own benefits. There are also potential disadvantages in each case, for example in
setup or support, so its 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

www.lorensbergs.co.uk

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 complex
graphical 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 arent 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.

www.lorensbergs.co.uk

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 decisionmaking, 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: Were not reliant on external departments, so its 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.

www.lorensbergs.co.uk

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 councils 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 its 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
Peoples 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 decisions 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 staffs 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 Peoples 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 decisionmaking. 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

www.lorensbergs.co.uk

10

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 the
corporate 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 partners 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.

www.lorensbergs.co.uk

11

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 isnt 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 to
host 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

www.lorensbergs.co.uk

12

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 Peoples 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-tomeasure 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 reports 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

www.lorensbergs.co.uk

13

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 Peoples 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

www.lorensbergs.co.uk

14