Business Model Project Team – Draft document 1.2

August 2009

TABLE OF CONTENTS

1. Introduction

2. What the Global Accessible Library does

2.1 Vision of the Global Accessible Library
2.2 What the Global Accessible Library is
2.3 What the Global Accessible Library is not

3. Business model departure points

4. Business model description

5. Existing Global Accessible Library model samples

5.1 World Digital Library
5.2 Europe Digital Library
5.3 Bookshare

6. Global Accessible Library business model options

6.1 Business model 1: The centralized model
6.2 Business model 2: The decentralized model
6.3 Business model 3: Hybrid business model
6.4 Recommendation

7. Description of the Global Accessible Library’s hybrid business model

7.1 Business offer
7.2 Resource requirements
7.3 Set-up & maintenance cost
7.4 Funding model
7.4.1 Funding model options
7.5 Governance structure
7.5.1 Governance content
7.6 Membership: Terms & conditions
7.7 Management information
7.8 Risk Management
7.8.1 External factors
7.8.2 Internal factors
7.9 IT infrastructure/platform
7.10 Communication channels

8. Timeline

9. Sources

10. Contributors

1. Introduction

The success of the Global Accessible Library (GAL) initiative is dependent on a variety of factors and the participation of a multitude of role-players. The elements of the GAL are described in various reports. The GAL is not regarded as a physical entity located in a central location with a fixed management and staff structure to administer its affairs. Although the GAL may consist of many parts it still requires a specific business model to serve as guide for all involved in terms of expectations and responsibilities. The purpose of this report is to propose a business model that may be considered to achieve the vision and ideals of the Global Accessible Library.

2. What the Global Accessible Library does

2.1 Vision of the Global Accessible Library

The vision of the overall Global Accessible Library initiative is to enable people with print disabilities worldwide to locate and access accessible library materials, anytime, anywhere.

The description of the Global Accessible Library (4) provides an overview of what it does and forms the basis of the business model.

2.2 The Global Accessible Library is:

• digital in content and delivery (at least initially, later consider physical objects)
• designed for the end user
• allowing participating organisations to gain efficiencies
• including a reference service relating to accessibility tools and access, online or telephone that may “follow the sun”
• capable of lending materials directly to eligible clients registered with a Global Accessible Library member organization
• ensuring that library holdings are protected from commercial theft.

2.3 The Global Accessible Library is not

• Distribution of physical objects.  It will be up to the recipient (whether that is the “home” library of the client or the client) to convert digital objects to the physical alternate format of choice.
• A centralised repository of anything.
• Centralized governance and funding. 
• Driven by the concept of a bookshop model; however, the bookshop concept should not be dismissed.  Members can of course continue to offer their commercial models.

3. Business model departure points

Abovementioned provides the following points of departure when considering a business model for the Global Accessible Library:

1. That the Global Accessible Library consist of a number of international participating organizations willing to share their digital collections;
2. That participating organizations have agreed on:
1. Internationally accepted collection development principles;
2. Standards to make these collections available in a coherent, accessible and sustainable manner;
3. Internationally accepted mechanisms to authorize users to be able to access these collections;
4. Administering National and International Copyright agreements or License Agreements they are responsible for in order to make their collections available in an accountable and secure manner;
3. That the Library is user focused offering access to digital reading and information content which may include the rendering of a reference service.
4. That the Library’s collections, services, governance and funding are decentralized.
5. That the Library may have a commercial element as a secondary concern.

4. Business model description

A business model is a representation of what an organization does and how it makes (or intends to make) money (1; 3).  A business model describes the value an organization offers to various customers and portrays the capabilities and partners required for creating, marketing and delivering this value and relationship capital with the goal of generating profitable and sustainable revenue streams. (2)

In the GAL context the emphasis will be less on making money but more on expanding access to literature and information products and services for people with visual disabilities.

For the purposes of the GAL the business model will be defined as a simplified description of how the GAL will be governed and funded without going into the complex details of all its strategies, processes, units, rules, hierarchies, workflows, and systems.

Summary of business model principles:

1. What an organization does
2. How it intends creating a benefit
3. Describes the value it offers to various clients
4. Describes the capabilities of partners
5. Describe responsibilities of partners to create, market and deliver this value
6. Describe what will ensure sustainable service delivery

5. Existing Global Accessible Library model samples

The initiative to establish a Global Accessible Library is a variation of an existing concept.  There are numerous examples of the “Global Accessible Library” based on the principles referred to earlier. The examples are mentioned briefly to serve as guide and reference in the development of the Global Accessible Library for the Blind.

5.1 World Digital Library (6)

The ideal of the World Digital Library is to make available on the Internet, free of charge and in multilingual format, significant primary materials from cultures around the world, including manuscripts, maps, rare books, musical scores, recordings, films, prints, photographs, architectural drawings, and other significant cultural materials. The objectives of the World Digital Library are to promote international and inter-cultural understanding and awareness, provide resources to educators, expand non-English and non-Western content on the Internet, and to contribute to scholarly research.

The project was initiated by the Library of Congress (LC) during 2005 and currently has 34 partners contributing content to the website. Funding for the project is obtained through nonexclusive, public and private partnerships, of which Google was the first to support the project in 2005. Google became involved because it shares a common mission with the LC of making the world’s information universally accessible and useful.

5.2 Europe Digital Library (7)

The concept of a European Digital Library (Europeana) started in 2005 and was launched during 2008. It is an initiative of the European Commission and their goal for Europeana is to make European information resources easier to use in an online environment. It will build on Europe's rich heritage, combining multicultural and multilingual environments with technological advances and new business models. It currently has more than 100 partners contributing content and the interface in multi-lingual. The EDL Foundation is responsible for oversight functions and the project driver is a core team based in the national library of the Netherlands, the Koninklijke Bibliotheek.The project is partially funded by the European Commission.

Members of this project are committed to (8)

• Provide access to Europe’s cultural and scientific heritage though a cross-domain portal
• Co-operate in the delivery and sustainability of the joint portal
• Stimulate initiatives to bring together existing digital content
• Support digitization of Europe’s cultural and scientific heritage

5.3 Bookshare (9)

Bookshare is an initiative of Benetech, a nonprofit organization. Bookshare is an online library of digital books for people with print disabilities. It operates under an exception to U.S. copyright law which allows copyrighted digital books to be made available to people with qualifying disabilities. In addition, many publishers and authors have volunteered to provide Bookshare with access to their works. By requiring individuals to register as members and provide a Proof of Disability, Bookshare ensures that only qualified individuals use the service.

Bookshare members download books, textbooks and newspapers in a compressed, encrypted file. They then read the material using adaptive technology, typically software that reads the book aloud (text-to-speech) and/or displays the text of the book on a computer screen, or Braille access devices, such as refreshable Braille displays.

The books scanned and produced by Volunteers or in-house staff follows an efficient and well-developed process:

• Book purchase/procurement
• Book scanning and file conversion
• Proofreading
• Final review and uploading

The three organizations mentioned are not meant to be an exhaustive example of possible Global Accessible Library models. It is important that in developing a business model for the Global Accessible Library for the Blind one does not “reinvent the wheel” when it comes to certain well establish business model principles. It may also be possible that the Global Accessible Library for the Blind partner with an existing Global Accessible Library model to fast track service delivery and the achievement of objectives.
Considering the three models the following broad principles may be applicable when considering the business model of the Global Library for the Blind.
a. One organization taking and leading the initiative
b. Multiple partner and International involvement
c. Funding from various sources
d. Adherence to technical and other requirements to participate
e. Access is free or available under certain conditions
f. Accessibility to variety of material is paramount
g. Optimal use of technology to create and access resources

6. Global Accessible Library business model options

Three business models are proposed. The following criteria were used to assess each business model:

• Governance and funding
• Terms and conditions for participation
• Risk management
• Coordination between partners
• Service delivery impact

6.1 Business model 1: The centralized model

Although the centralized model has been ruled out in sub-section 2.3 and section 3 of this document it should still be assessed in order to make an informed decision.

• Governance and funding: This model is based on a fixed structure that will be in place in terms of organizational structure, governance and appointed staff. It will function as an independent entity managing the affairs of the GAL on behalf of the participating members. Members of the governance structure may be appointed from participating member libraries or people not linked to any library. The Governance structure will be responsible to monitor and control the affairs of the GAL. It will be responsible to determine who may join the GAL and terminate membership if there is non-compliance to the terms and conditions. The Governing body may also do client satisfaction and need surveys and pass the results on to members to improve service delivery.

The main source of funding will be annual member fees paid by participating libraries. Funds will be utilized to support the Governance structure and to allow further research, development and to support initiatives of the Global Accessible Library. Selling products and services and fundraising for specific projects may be an alternative source of income.

• Terms and conditions for participation: Conditions will be determined by the Governing structure in partnership with members. Any library will be allowed to join the GAL if they comply with these conditions. The Governing structure will screen new applications. Conditions may include membership fees, adherence to standards of cataloguing and information content, copyright licenses, resource support if required, submission of statistics and reports, promotion, availability of minimum technological infrastructure, sharing of expertise, etc.
• Risk Management: The Governing body will be responsible for Risk Management on a continuous basis. They will have the authority to “audit” members to determine compliance to the terms of conditions and any matter that may have a negative impact on the GAL. The structure will develop strategies to minimize risk for participating members on a political, economic, social and technological and information areas.
• Coordination between partners: The Governance Structure will be responsible for coordination between participating libraries. Policy and procedural matters will be determined by the Structure in partnership with members. It will then be responsible to coordinate all matters relating to the GAL and to ensure partners stay informed and comply with policy matters. The Governance Structure will act as intermediary between members to resolve matters when required.
• Service delivery impact: This model may be slow to respond to market needs since information will have to be processed first before a strategy could be worked out and passed on to partners. Communication between members may also be restricted if the only channel is through the Governing Structure. Quality of services may be of high standard since the Structure will act as watchdog to ensure compliance. It may also provide reassurance to publishers and authors that their rights will be monitor by a structure on their behalf. It will give all users and other interested parties an “address” if they want to raise any matter about the GAL. The financial responsibility to maintain the Governance Structure may be onerous on members and take away funds that could have been applied to improve and expand service delivery.

6.2 Business model 2: The decentralized model

• Governance and funding: No governance structure will be in place to act on behalf of members or take responsibility for the GAL. Participation in the GAL will be based on an informal or formal agreement between members. Members may meet from time to time to plan together but will not be compelled to adhere to decisions taken. Adherence to the agreement will be monitored informally by all members. Members will be responsible to fund their own participation in the GAL. Cost will be shared in cases where members want to develop a joint venture. Members who want to get the benefit of such a venture may contribute funding based on an internal agreement. Members will then have to decide whether they want to pass on the benefit of their venture to other members of the GAL who did not contribute any funding.
• Terms and conditions for participation: Members may decide on the broad terms and conditions for participation. Adherence will be voluntary and will not be monitored. Any library may join the GAL and it will be their responsibility to inform other members accordingly.
• Risk management: All members will be jointly responsible for risk management. If service levels or standards are compromised by one member other members may raise that on a one-to-one basis. A member may address a risk on a voluntary basis.
• Coordination between partners: Coordination will be the responsibility of each participating member. Individual members will have to make sure to pass on information to other members. Lack of coordination will negatively impact on the growth and development of the GAL. A lot of duplication will take place between members in terms of information material and efforts to make it accessible.
• Service delivery impact: Members will have freedom to react quickly to market needs and opportunities. Users will have the benefit of what the GAL can offer but may get products and services of varying quality. The user of the GAL may raise an issue with his country library but will not be sure if it will be addressed due to the voluntary adherence to terms and conditions. Each member will have the autonomy to develop their products and services as it is currently. Making it accessible may be challenging since different members may have different opinions of how it should be done. Members and users may be confused about roles, functions, expectations and compliance matters.

6.3 Business model 3: Hybrid business model

This model will be a combination of some of the elements mentioned in model 1 and 2.

• Governance and funding model: Libraries or organizations interested to join and develop the GAL concept will come together and develop the terms of reference of a GAL structure responsible for the overall function and coordination of the GAL. The TOR will include things such a term of office, eligibility of membership, governance issues to be addressed, reporting lines, monitoring responsibilities, etc. Interested parties will select a Governing body. This may be called the Secretariat, GAL Committee, Coordinating Committee, etc. Members of this structure will reside in their country and will not relocate to a central location. They will be part of a virtual structure. Members of the governance structure will select specific office bearers which may rotate from time to time. Each member of this structure will be responsible for their own financial expenditure. Each participating member of the GAL will bear their own cost to be a member of the GAL. It may be possible to levy an annual membership fee for participating organizations to fund joint research efforts or initiatives which may improve the overall service delivery of and access to the GAL. The governance structure will report to members during AGMs in terms of the finances and general and specific affairs of the GAL. The Governance Structure may meet twice a year with all members to discuss strategy and service delivery matters.
• Terms and conditions for participation: The Governance structure will determine membership conditions and standards. Any organization may join the GAL if they agree to all of the conditions and sign a formal document. The Governance Structure will informally monitor compliance to the terms and conditions. Members of the GAL will have the responsibility to make the Governance Structure aware of any challenging terms and conditions or where members are not complying. The Governance structure will have sufficient powers to enforce all terms and conditions and to cancel membership where a member consistently deviates from it.
• Risk Management: All participating members of the GAL will be responsible for Risk Management. The Governance Structure will take ultimate responsibility for it in terms of addressing those risks. The Governance Structure recommendations of how to address risks will be based on an inclusive process where all members will have the opportunity to make comments and suggestions.
• Coordination between partners: The Governance Structure main responsibility will be to function as a communication and coordination channel between members. Members may liaise with one another on an individual level where other members are not involved. All cross-cutting issues relating to the GAL will be coordinated by the Governance Structure. This coordination will be administered through electronic media and through scheduled meetings.
• Service delivery impact: The Hybrid Business Model makes provision for joint member planning and responsibility. Communication channels are open and members will be informed about all service delivery and governance issues. Users of the GAL will be able to raise matters through their country library or directly with members serving on the Governance Structure. The Governance Structure ensures that the service delivery model of the GAL remains sustainable and that members remain accountable. Users are assured of a service that is based on agreed and appropriate standards.

6.4 Recommendation

Business model 3 is recommended as the model that will support the achievement of the ideals of the Global Accessible Library. A detail description of the model follows in the next section.

7. Description of the Global Accessible Library’s hybrid business model

The successful implementation of the Hybrid Business Model depends on the following elements. (2)

7.1 Business offer
The Global Accessible Library offers:

• A network of online collections of digital objects
• Collaboratively created and collected reading and information material according to international accepted principles for collection development
• Access to collections in digital format in a coherent and sustainable manner
• Services that allow authorized users worldwide to retrieve and exploit global resources
• Material that is cleared from copyright.

Each member library of the GAL will be entitled to decide to what extent that library will make available their digital collections. These decisions may be based on copyright requirements, cost, content, infrastructure and logistical implications.
7.2 Resource requirements

In order to make the Global Accessible Library a viable entity partner organizations must have the following resources in place:

1. Staff to render support services and to participate in the Governance of the Business model;
2. Funds to sustain the services and participation in the GAL initiatives;
3. Equipment to enable networking and sharing;
4. Collections in digital format to share;
5. Infrastructure to sustain service delivery and contribution.

7.3 Set-up & maintenance cost

• Initial set-up cost of model: It is not possible to quantify set-up costs at this stage. It is possible to identify cost factors. These factors are but may not be limited to the following:
• Convening a joint planning meeting
• Cost associated with renting a venue for the meeting
• Travelling cost for individual member countries
• Connectivity and office supply cost
• Initial membership fees to be part of the GAL (if any)

• Continuous maintenance cost
• Tele-communication and connectivity costs
• Attendance of meetings once or twice a year
• Operational cost of individual libraries to acquire, prepare and make content available (this is part of individual libraries annual budget)
• Special project costs jointly agreed upon by all members

7.4 Funding model

Individual member libraries of the GAL are responsible to budget for their participation. The GAL Business Model does not make provision for a central fund to support participation. A central fund may only be in place for membership fees and funds received to investigate service delivery improvement mechanisms, infrastructure and strategies. The Governance Structure may fund raise on behalf of members for a specific project. Members may assist in this effort.

It is not anticipated that the GAL would required continuous revenue streams in order to deliver services. Where there is a requirement to acquired additional resources to enhance the GALs service delivery capabilities joint fundraising will be put into place. Funds could be raised from members or from sources outside the GAL environment.
The services of the GAL will be free of charge to individuals making use of it. Cost associated to make the service possible will be carried by GAL members. It is possible to have a pay-as-you-use component. The nature of the content for this component of the GAL will have to be determined by the members. Payment for these services may not be discriminatory and it should not create a barrier to those who cannot afford to pay for it. In such cases the GAL should have special provisions in place in order look after the interest of the user and the supplier of the information.

7.4.1 Funding model options

Funding requirements may be met by any one or a combination of the following options:

1. Working with the Governance group to determine fundraising and/or 3rd party partnerships to address funding requirements to establish, promote and to render GAL services
2. Budget provisions made by stakeholders either to pay a membership fee or as part of their operational cost to make material available and to have the necessary infrastructure in place to allow access.

The following funding models may be considered:

1. Free model

1. Clients do not pay for any products/services used
2. Partners budget/raise funds to support the service

2. Funded model
1. Clients pay for products/services used at a subsidized rate
2. Partners fund a percentage of products/services
3. Fee based model
1. Clients pay 100% of the cost for all products/services used
2. Partners only fund their own administrative expenditure
4. Combination model
1. Nature and cost of service will determine this model

A basic principle to consider with any funding model is simplicity. It should be easy to administer by partners and easy to understand by clients.

7.5 Governance structure

The governance structure of the GAL should ensure management, growth and sustainability of the Global Accessible Library.

Libraries or organizations interested to join and develop the GAL concept will come together and develop the terms of reference of a GAL structure responsible for the overall function and coordination of the GAL. The TOR will include things such a term of office, eligibility of membership, governance issues to be addressed, reporting lines, monitoring responsibilities, etc. Interested parties will select a Governing body. This may be called the Secretariat, GAL Committee, Coordinating Committee, etc. Members of this structure will reside in their country and will not relocate to a central location. They will be part of a virtual structure. Members of the structure will select specific office bearers which may rotate form time to time. Each member of this structure will be responsible for their own financial expenditure. Each participating member of the GAL will bear their own cost to be a member of the GAL. The governance structure will report to members during AGMs in terms of the finances and general and specific affairs of the GAL. The Governance Structure may meet twice a year with all members to discuss strategic and operational and service delivery matters.

• Governance content

The Governance content will be determined by the final reports of the three working groups, i.e. Collection and Sharing; Discovery and Access and the Partnership Development Team. Proposals made and accepted by all GAL members will constitute the basis of what will be governed.
Matters to be addressed and agreed upon by GAL members are (5):

• Creation of digital content (what will be created by member libraries?)
• Dissemination (consideration should be given to how to deal with analogue content that is digitized and “born-digital” content)
• Selection (as influenced by member libraries own mission statements, needs of users; financial resources; copyright status and language bias)
• Acquisition (analogue material to digitize, licenses allowing access to digital content)
• Organisation and Resource Discovery (to be clarified by the Access and Discovery work group. Information Literacy Levels of users should also be considered.)
• Preservation (How long should material be preserved and what needs to be in place to preserve material)
• Access and use (how users will access GAL content and what requirements should be in place)
• Disposal (policies and or guidelines governing disposal of digital material should be agreed upon
• Balance supply and demand between GAL partners to create a level playing field benefitting al

The Terms of Reference is also relevant here. Since it has been mentioned in the previous section it will not be repeated.

7.6 Membership: Terms & conditions
Two sets of terms and conditions should be determined for participation in the Global Accessible Library.

• Partners, i.e. Libraries or organisations contributing content and expertise to the Global Accessible Library; and
• Individuals who want to make use of the benefits offered by the Global Accessible Library. Individuals will be registered members of a participating organisation. The organisation will have to ensure that their members comply to the applicable conditions.

The terms and conditions for the two groups may not be mutually exclusive but any arrangement should be dealt with in accordance with a signed Memorandum of Understanding or Contract.
The contract or agreement will be the result of decisions made about issues mentioned in section 7.5. Members will also have to adhere to:

1. Minimum standards where applicable, e.g. quality of records, cataloguing, response time, etc.
2. Compliance matters, e.g. copyright clearance
3. Participation in projects, surveys, etc to improve the GAL model
4. Payment of fees where applicable
5. Mechanisms to guarantee individual members as bona fide blind or visually impaired people and the management thereof
6. Monitoring and control measures to prevent abuse and to act in such cases

7.7 Management information

The Governance structure of the GAL may require management information from time to time. Members may be required to submit information on request or as a standing requirement. This information will be used for a variety of reasons including assessing how the GAL is performing and to plan ahead.

• Reports and statistics (Monthly, quarterly, annually)
• Policies, practices and compliance matters
• Licenses, agreements

7.8 Risk Management

Risk Management will be responsibility of participating GAL members. The Governance Structure responsibility will be to collate this information in order to develop responsive strategies. Risk management will focus on external and internal factors that may have a positive or negative influence on the GAL.

7.8.1 External factors

1. Political factors: This refers to the political climate in a specific country which may affect the participation of a library in the GAL. Political interference may make it impossible to continue as a member. It also refers to sector politics, i.e. if the organized visually impaired sector of a country begins to dictate, interfere or withdraw support in member participation.
2. Economic factors: The current Global economic situation is a relevant example of how it may be difficult for a member library to be part of the GAL due to economic realities. If membership of the GAL requires various economic commitments to further its ideals it may be challenging for certain members to find the necessary funding. The rise in operational cost in a country may also affect participation.
3. Social Cultural factors: What is acceptable in once country may be offensive in another. The GAL will have to be sensitive to this and make the necessary provisions to address this. The GAL will have to be neutral in what is made available and not be used as a propaganda tool for any cause.
4. Technological factors: Various countries are on different levels of technological development. For some countries technological cost is a restrictive factor but not for others. Some countries are leading technological development whilst others remain users of technology. Various countries use different IT platforms, hard and software which will have to be considered to ensure connectivity.  Some libraries have resident technology staff and others may not. This may influence responsiveness.
5. Informational factors: The information content of the GAL will be one of the key success factors of this initiative. Copyright, censorship and other restrictive measures may negatively influence the scope of information accessible to users of the GAL. The service mix of the GAL may include services offered by other Information providers and aggregators who offer their service for a fee or free of charge.

7.8.2 Internal factors

A variety of factors may exist that will influence a participating GAL members contribution in a negative or positive manner. Some of these factors are:

• Staff (level of knowledge and training, availability of staff, support to participate in GAL activities, etc)
• Equipment (status of equipment used, maintenance levels, etc.)
• Funding (availability of a budget to support GAL participation on various levels)
• Information material (what is available, in what languages, what quality standards, etc.
• Management practices (Is there management support on all levels for GAL participation, priorities of individual libraries versus GAL priorities, etc.)

7.9 IT infrastructure/platform

The Access and Discovery project team considered four options that might lead to achieving the GAL vision(5)

• Develop a virtual integrated digital library system (funding to make federated search possible as well as data mapping (p.16)
• Develop a stand-alone search and discovery tool
• Develop a guide to libraries serving people with print disabilities
• Contribute content to an existing public domain repository

Option 1 is preferred, but options 2 and 3 are also recommended given the time it will take to implement option 1 fully.

The above options should consider the

1. Connectivity and bandwidth challenges to open access to the GAL (3)
2. Device availability and affordability
3. Device compatibility and DRM

• Communication channels

The Governance Structure of the GAL will have to determine the most appropriate communication channels depending on what needs to be communicated and who the target audience is. Communication between members will be through existing tele-communication means, e.g. e-mail, fax, video conferencing, Skype, etc. Communication with users of the GAL may be through the same media but may include print media and marketing material to raise awareness or introduce services. .

8. Timeline

The GAL Steering Committee will first consider this report and the reports of the other working groups. Once accepted by the Steering Committee it will put forward a recommendation to the two sponsors of the initiative, i.e. IFLA (Libraries Serving People with Print Disabilities) and the Daisy Consortium for final approval.  The mandate of the Steering Committee may be expanded by the two organizations to call a meeting of interested parties together to formalize the structure and operations of the GAL.

9. Sources

1. http://business-model-design.blogspot.com/2005/11/what-is-business-model.html

2. Osterwalder, A.  http://business-model-design.blogspot.com/2006/11/business-model-template-designing-your.html

3. http://process.mit.edu/Info/eModels.asp

4. Global Accessible Library Project: A ‘Virtual Library for the World community of Print Disabled Persons’ Phase 1 – The Strategy. Project Plan.  Release version 0.04. Date: 13-11-08. Project Owner: IFLA/LBS & Daisy Consortium. Project Leader: Julie Rae

5. Lor, P.J. Digital Libraries and archiving knowledge: some critical questions. South African Journal of Library and Information Science, Vol.74(2), 2008, p.116-128

6. http://project.wdl.org/project/english/index.html

7. http://www.europeana.eu/portal/aboutus.html#background

8. http://dev.europeana.eu/about.php

9. http://www.bookshare.org/about/howBookshareWorks

10. Contributors

This document was drafted by the collective input of the following people:

Francois Hendrikz – SALB (SA) - Chair
Stephen King – RNIB (UK)
Fransisco Martinez – Once (Spain)